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Budgets-Budgets-6/1/2008 (2)
~me~ess .7~eigh6orhoods-E.~ceptionaC~1'eopCe 1~'slan S'~a~ernent• Ca~~~vi~~ is a rna~~cit~ witl attention to ~ein~av~ efficienfan~ affi^ac~ive ne y~i~orhaa~ arienfe~ communi~ sensitive ~o our ~iisfar~, reJ~ources~an~v~esi~nfJ~, The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Colleyville, Texas for its annual budget for the fiscal year beginning October 1, 2006. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. Annual Budget Table of Contents City Council ........................................................................................ ................1 Executive Summary ........................................................................... ................3 Budget Message ................................................................................ ................7 Organizational Charts ......................................................................... ...............27 Budget Process .................................................................................. ...............31 All Funds Summary ............................................................................ ...............39 Goals/Work Initiatives ......................................................................... ...............43 Financial Policies ................................................................................ ...............53 General Fund Summary ..................................................................... ...............58 General Fund Revenue Projections .................................................... ...............61 Ad Valorem Tax Data ......................................................................... ...............68 City Manager's Office ......................................................................... ...............73 Building Inspection ............................................................................. ...............79 Economic Development ...................................................................... ...............84 City Secretary ..................................................................................... ...............89 Finance .............................................................................................. ...............96 Legal .................................................................................................. ............. 102 Library ................................................................................................ ............. 104 Engineering ........................................................................................ ............. 111 Community Development ................................................................... ............. 117 Fire ..................................................................................................... ............. 122 Police ................................................................................................. ............. 128 Parks .................................................................................................. ............. 134 Streets ................................................................................................ ............. 140 Recreation .......................................................................................... ............. 145 Communications ................................................................................ ............. 151 Colleyville Center ............................................................................... ............. 156 Human Resources .............................................................................. ............. 162 Municipal Court .................................................................................. ............. 167 Fleet Maintenance .............................................................................. ............. 172 Building Services ................................................................................ ............. 177 Information Services ........................................................................... ............. 182 General Fund -Non-Departmental Expenses ..................................... ............. 187 Utility Fund Summary ......................................................................... ............. 189 Utility Administration ........................................................................... ............. 197 Utility Billing ........................................................................................ ............. 201 Utility Operations ................................................................................ ............. 206 Utility Fund -Non-Departmental Expenses ......................................... ............. 212 Debt Service Fund .............................................................................. ............. 214 Drainage Utility Fund .......................................................................... ............. 220 Capital Outlay ..................................................................................... ............. 230 Capital Improvement Program ............................................................ ............. 232 Demographic Information ................................................................... ............. 262 Glossary ............................................................................................. ............. 270 ~, Fiscal Year 2007- 2008 City Council David Kelly -Mayor Jon Ayers -Mayor Pro Tem Carol Wollin -Place 1 Tony Licata -Place 2 Rich Hendler -Place 3 Tom Hart -Place 5 Mike Taylor -Place 6 . ~ ~- 2 Fiscal Year 2007- 2008 Executive Summary olle~vill ct~y of _ -. -~., _~ - - -© ~'exag The Council strives to provide a wide range of quality services to maintain the quality of life for the citizens through efficient fiscal and personnel management. To this end, this budget has been developed in keeping with the adage that "the function of government in Colleyville is protection of the home." Accepting this charge, the city government continually endeavors to provide safe streets, quick emergency response, esthetically pleasing and safe public parks and facilities, and efficient and effective government. The budget for Fiscal Year 2008 is balanced and in accordance with State law, City Charter and ordinances. The combined expenditures and transfers total $32,278,306, which is a $3,407,806 increase over the current year budget. The combined fund balance for all funds, as of September 30, 2007, is projected to be $17,478,801. In keeping with the Council fiscal policies, the General Fund is projected to have 59 excess days above the 90 day minimum while the Utility Fund is projected to have 98 days in addition to the respective standard of 90 minimum day's cash balance as of September 30, 2007. In formulating this final proposed budget, we first looked to the Council visioning statement and corresponding goals and objectives in shaping how we work towards growing service delivery this next year. Using this as a back drop, we have prioritized the emerging needs of the City, as identified by the Council, while maintaining a conservative fiscal approach that has allowed Colleyville to sustain the highest bond rating of any comparable city in Texas. A careful reading of the budget will reveal the strategic addition of resources to address some critical service and infrastructure needs. Among these are recommendations that address public safety, staffing leisure services, as well as key strategic areas for street infrastructure and continued attention to an aggressive compensation program. Serving as a service plan for delivering the results that matter most to our citizens, the budget does not include any operational tax increase. A few of the key factors addressed in our preparing the budget include: • Only a $0.0085 increase in the debt service tax rate for the retirement of long term debt of the new fire station facilities which is $0.0015 below the projected tax levy provided to the Council in November 2006. • No increase in utility rates • A greater emphasis on strategic planning and goal achievement 4 • Increased training for employees • Funds all debt requirements and provides for adequate Debt Service Fund Balances • Maintains a sound personnel salary and benefits package Over the years, Colleyville's budget document has evolved from a simple financial report with proposals for expenditures and estimates of revenue, into what has become the most comprehensive annual document concerning budgetary policies that influence the fiscal state of the City, the function of government and its preparation for the current and future needs. The budget is the most important working and planning tool used by the Council and staff for providing the levels of service to the citizens of Colleyville and maintenance of infrastructure, which the Council has determined to be necessary and for which funds are available. The budget has been formulated by reflecting on the Council strategic vision of being a model city with attention to being an efficient and attractive neighborhood- oriented community sensitive to its history, resources and residents. Preparing the Annual Budget allows the Council to steer the course toward this strategic vision by aligning municipal resources with community needs in addressing seven strategic outcomes, which include: • Economic Development • Fiscallntegrity • Environmental Awareness • Public Works • Promote Paid and Volunteer Human Resources • Community Involvement • Develop, Expand and Promote Leisure Activity Every new effort, all of the existing programs and every element of the work plan are tied to one or more of these outcomes. This helps staff, the Council and the community sort through the many demands to provide new programs or highest levels of service by focusing on only those elements that will help achieve our strategic outcomes. The intent is that if we are focused on these outcomes, the City will be providing exceptional customer service and meeting the highest priorities of the citizenry. As you review the budget, attention is directed to the combination of resources we are now applying for street maintenance, the emphasis on customer service, our commitment to employee compensation and the provision of employee tools, equipment and training to allow them to better serve the public. The budget has been posted on the City website. Citizens are encouraged to review the document and if have any questions or need additional information to 5 contact Stephen Seidel, Budget and Administrative Services Manager, at 817-503- 1112 or by a-mail at seidels@ci.coileyville.tx.us. Appreciation goes to the Mayor and Council members for their community leadership and strong financial acumen. I want to thank the Budget Team staff including Terry Leake (Finance Director), Kelly Cooper (Assistant City Manager), Stephen Seidel (Budget and Administrative Services Manager), Elise Welborn (Human Resources Manager) and Matt McCombs (Management Assistant) for their efforts in building our service plan for 2008. My special thanks to all City employees who have worked so hard to provide quality services to our citizens and who are committed to the success of our great city. 6 ~t~Y Qt ~ _a _ `. r~za$ We are pleased to present the Fiscal Year (FY) 2008 Combined Annual Operating Budget for the City of Colleyville based upon the input and direction received from the Council at the August 2, 2007 budget worksession. This document represents our continued commitment to prudent fiscal management while enhancing services to improve the quality of life and meet expressed needs by our citizenry. While this budget does not fund all departmental requests, it meets the Council's priorities for service improvements identified during the May 1, 2007 mid-year budget update and the June 14-15, 2007 budget planning work session. The direction provided to staff as part of the August budget worksession in finalizing the draft budget led to the finalization of this budget. The budget has been formulated by reflecting on a philosophy of: / Providing solid core governmental services with quality service; / Valuing our employees; / Remaining fiscally sound; / Pursuing opportunities to partner with other public providers; and / Effectively allocating resources to meet citizen needs. Striving towards our commitment of effective community involvement, a summary presentation of the budget was placed on the City website. The budget will be presented to City Council on September 4, 2007 for the first ordinance reading. The second ordinance reading for City Council approval will occur on September 18, 2007. One of the major emphases in the budget was the enhancement of our performance measures. Performance measures provide valuable information regarding the demand, workload, efficiency and effectiveness for each budgetary program. They provide excellent measures of accountability for budgetary resources and tell the community what it receives for the resources spent. We made a major effort this year to provide more measures of program effectiveness and fewer workload measures. Effectiveness measures (sometimes called outcome measures) indicate how well each program is actually doing in meeting its intended goals. A number of the measures we added this year are starting to be used in other jurisdictions as well, which will improve our ability at some point to compare ourselves to others and use these statistics as benchmarks of our 8 success. Of course, no two communities are alike and caution must be taken when making these comparisons. The preparation of the budget is based on our commitment and philosophy of budgeting for outcomes (BFO). To move away from the traditional method of incremental budgeting and engage in a more responsive process was a collaborative effort between Council and staff -Council set the priorities and staff from all parts of the organization playing an active role in identifying innovative and cost-efficient ways to meet these priorities. The BFO process is instrumental in addressing the fundamental question: How can citizens get the most value for city services? The goal in our BFO efforts is to better align the services delivered with the things that are most important to our community. The reality of any budget is that it consists of a collection of purchasing decisions. The Council, on behalf of the citizens, set the price that community members are willing to pay for local government services. Council, using citizen input, determines the various outcomes in attaining the prioritized wants of the citizenry. Staff plays a critical role in guiding the process, ranking and recommending purchasing proposals pursuant to Council priorities. In more simple terms, embracing a philosophy of BFO, it changes our perspective from a "list of accounts to a map for the future." Using a BFO approach, the budget building process includes four key components: ^ Determine the price of government in identifying how much revenue will be available, ^ Determine the priorities of service by identifying what results matter most to our citizens, ^ Decide the price for each priority result by identifying how much should we spend to achieve each result, and ^ Decide how best to deliver each priority result at the set price by identifying how we can BEST deliver the results that our citizens expect. Drawing from the input and direction provided by the Council, management met with the mid-level managers and department managers to set the expectations of service enhancement for the ensuing year. In setting out the charge for preparing recommendations for the budget, staff's attention was drawn to the five broad Council outcomes identified at the June planning session and affirmed as part of the August budget worksession. A cross section of departmental employees was selected to serve on a peer budget committee to review the various proposals for service program enhancements. The committee ranked the proposals according to priority until available funds were allocated (spent). Combining the input provided by the Council during the June budget planning session, we were better able to assess proposals that ranked within available resources to prepare the budget. Final 9 output is a budget that reflects Council priorities and delivers service efficiently for our customers (citizens). Make Colleyville more prosperous through economic development efforts. ^ General Fund Having an effective and proactive communications and outreach plan helps the organization communicate to our stakeholders in a more compelling manner about issues of importance. As a result, the discipline in our communications program is highly specialized involving the need to convey specific messages to varying targeted audiences. To augment current staff time, the budget provides $20,000 towards using various communication consultants for projects throughout the year. Special events and festivals bring substantial visibility and economic impact to the City, and this budget proposal contains several recommendations that support existing venues or events as well as new programs. In addition to Celebrate Colleyville $10,000 funding from Council contingency for a total of $45,000, funding is to be increased by $20,000 for the Old Time BBQ, Colleyville Garden Club garden tour, and various concerts. ^ Colleyville Economic Development Corporation (CEDC) Similar to the last two years, allocation of $80,000 by the CEDC will go towards general marketing and promotion of the City. To continue raising the City's identity and garner exposure regionally and nationally, the budget recommends funding $230,000 (CEDC $215,000; General Fund $15,000) towards the design and installation of monument marker at various City entry points as well as development of a branding program. These combined strategies will help the City achieve its short and long-term goals related to economic growth and vitality for Colleyville. ^ Public Art Fund An exciting initiative being kicked off this year is the development of a community public arts program designed to reinforce Colleyville as the center for culture, art and entertainment for the larger area. In support of these efforts, $60,000 is provided by the General, Utility and Drainage Funds along with the CEDC each contributing $15,000 to the Fund. The inaugural year calls for placing a piece of art work as part of the opening of the new Central Fire Station. Subsequent years will provide for art pieces being located in City owned locations with high public visibility. Ensure fiscal integrity and stewardship of the City's financial planning. ^ General Fund During the past year, staff evaluated various software programs with a focus to providing online issuance of building permits. The result of this study staff has found an interactive web based program that is used by a number of area cities. The budget allocates $70,000 towards the lease purchase of the program (three year payment). Acquisition of the program enhances 10 accounting interaction by the Finance Department, meeting specific goals established by the auditor. ^ Utility Fund Following the work this year of developing specifications for software needs, staff has identified a budget of $400,000 towards the purchase of a complete financial package for the City. The budget provides $150,000 funding toward the initial acquisition of the software with $250,000 towards remaining lease- purchase payments in fiscal years 2009-2011. Enhance the promotion and preservation of natural resources. ^ General Fund Continuing a focus on the environment, the budget provides funding towards the Neighborwoods tree planting ($10,000), household hazardous waste collection ($9,500) and the Clean Sweep semi annual collection ($10,000) programs. Additionally, the City has allocated funding to contract with an arborist ($10,000) to assist and advise staff on development and impact on trees. ^ Utility Fund Through effective oversight, the cost of purchasing potable water from our wholesale provider does not result in any increases for the upcoming year. Planned adjustments to operating cost are mitigated within the overall budget to account for rising energy costs necessary to pump water to higher elevations; rising chemical costs for treating drinking water; higher fuel costs; ongoing infrastructure maintenance costs; labor-related costs, and compliance with more stringent state and federal water quality regulations. The target for water conservation is landscape irrigation and it is anticipated that a high unit cost for large volume users and direct contact with homeowners will result in decreased water usage. The budget allocates funding for the purchase of hybrid electric vehicles (HEV). The purchase of HEVs is part of an initial test pilot program for evaluation in proceeding with an alternative fuel vehicle program. The focus of the program is two fold: reduce annual fuel costs while working towards keeping the environment cleaner. This evaluation is important based on current average gas prices and assessment of time necessary to recover the extra money paid for the HEV. Funding has been allocated to purchase a HEV sedan at a cost of $21,000. The vehicle will be purchased for a utility meter reader whose truck will be rotated within the department as part of our vehicle replacement program. Additionally, we are planning the purchase of two HEV mini-SUV's ($24,500 per vehicle). The acquisition of these vehicles will allow the rotation of current trucks back into the fleet as part of department vehicle replacement programming. 11 Enhance the maintenance & reconstruction of city infrastructure. ^ General Fund The estimated useful life of asphalt overlay is eight to twelve years depending upon traffic volume and road base condition with the City having 300 miles of paved roadway. Unfortunately, maintenance funding was substantially reduced nine years ago. This has exacerbated the City's street infrastructure maintenance backlog. A consistent focus by the Council has been to rebuild effective funding levels. Given the need in this area, the budget increases the Street Maintenance program to $1,000,000 which will continue to aggressively address our infrastructure maintenance needs. This enhanced funding allows the City to address an additional 5.14 miles of roadway during the year resulting in a 16% increase in service. To maximize street maintenance, the City will continue its partnership with Tarrant County. The County has phenomenal street overlay capabilities and has shown a strong interest in assisting our maintenance program. In addition to increasing street maintenance, the budget enhancements reflect a $15,000 increase toward sidewalk repairs. This supplemental funding will increase effectiveness by expanding sidewalk funding to $50,000. Future budget development will continue this focus with meeting the goal of funding an annual $100,000 sidewalk program by 2012. ^ Utility Fund In the area of equipment, the budget provides for the acquisition of a backhoe and a concrete mixer truck. The replacement of an existing backhoe ($67,000) will on average reduce annual maintenance repairs by $3,400 and increase lost productivity by 106 hours. Acquiring the concrete mixer truck ($80,000) will enhance productivity by 150 hours yielding an in-kind value in service performance by $13,810. The budget recommends the City begin a program of funding 4% right-of-way rental fee paid by the City's Utility Fund to the General Fund. Adjusting the current 2% franchise fee will generate an additional $179,233. Over the years, as the City has developed its potable water system, reliance in the use of ground water wells has dissipated. This move from ground water to lake water supply has been driven by increasing the taste-quality of water, improving the supply demand capabilities, and diminished availability of ground water. State regulatory requirements imposed by TCEQ require that the Utility Department close six potable water wells requiring an allocation of $160,000 in the budget. The budget allocates $40,000 for the acquisition of a trailer mounted vacuum excavator offering greater flexibility in making utility repairs in close quarters with other facilities (particularly fiber optic lines). Additionally, the budget recommends the purchase of a truck mounted sewer inspection system 12 ($75,000). This equipment will allow for more thorough sewer line inspections that may decrease the potential of overflows. Drainage Fund Facing continued service outages due to repairs (114 hours during the past year) the budget provides $77,883 for replacement of a backhoe. It is anticipated that the acquisition of this equipment will enhance work crew productivity by 13%. Effectively utilize and promote Colleyville's paid and volunteer human resources. Colleyville strives to be a model entrepreneurial - high performance organization in meeting the service delivery to our customers. The City's employees are the greatest tool to deliver high quality programs and services. The Council's compensation commitment allows for the retention and attraction of high achieving employees that contribute to our entrepreneurial - high performance organization model. Focus group meetings with employees identify a desire for an intranet to enhance overall communications. Having an integrated and interactive intranet will avail both human resource staff and employees broader and greater capabilities. Examples of the intranet will allow employees to obtain and file health insurance claims, make application for employment, respond to other time sensitive documentation and is the first step in moving toward paperless/electronic personnel files. The budget allocates $10,290 to develop an internal website. Maintaining an investment in staff is an important component in the development of the budget. This 6% performance based merit adjustment will cost the General Fund $304,630, the Drainage Fund $14,925 and the Utility Fund $77,217, inclusive of retirement and taxes. Funding a performance based merit program at this rate will enable the City to offer employees a merit adjustment range of 2% to 8%. The City's compensation program does not provide for COLA, step or across-the-board increases. Employees have embraced a new concept based on a model of entrepreneurial -high performance "Pay for Performance" system that steers away from the "government employee entitlement mentality". To keep pace with the market, public safety personal salaries will be adjusted by $150,000 to maintain market equitability and movement in entry salaries. Also provided is our strong attention in employee benefits with continuation in funding employee dependent insurance at 75% to maintain our overall competitive position with the peer cities. The total cost for the insurance program is $1,678,302 for the FY2008 Budget. This amount includes health, dental, life, long-term disability, COBRA and flexible spending account administration and the wellness program. Of this amount, $1,365,019 is funded through the General Fund. Citywide, the annual 13 health insurance premium for employee only is $426.59 and dependent insurance will be $865.96 this year. The dependent premium is split with the City paying 75% ($649.47) and the employee paying 25% ($216.49). Coupled with the early success in our employee wellness program and an engaged employee insurance review committee, we were able to negotiate no rate increase for employee health insurance. In addition, the City participates at the premium level in the Texas Municipal Retirement System (TMRS). Under this system, the City matches the employee retirement contribution at a 2 to 1 ratio. The City is at the maximum contribution rate and annually provides updated service credit adjustments to maximize the employee retirement potential. Funding for participation in the TMRS program is $927,283 (11.79% of payroll) for the General Fund. The City also provides workers' compensation coverage through the Texas Municipal League (TML) for all employees. Staff has worked diligently to control costs by participation in a citywide safety program. This program meets on a monthly basis to review trends, address safety issues and coordinate safety training and awareness efforts. This program has proven effective by lowering premiums over the last three years. This year the City received a slight increase of 4.34% or $57,477 in the General Fund due to a 5- year review of overall loss ratios to contributions. Focusing on efforts to reduce employee health and workers' compensation claims, the City implemented in FY2005 a wellness program, Fit and Well in Colleyville. This is voluntary program that encourages employees to evaluate overall health and work towards improvement. Due to this program we have seen individual employee results including weight reduction, decrease in prescription medication, increased physical activity and nutrition. The program offers a variety of elements such as on-line health assessments, individual coaching for improvement, seminars, challenges and disease management. This past year the City enhanced the program by offering Naturally Slim, a weight loss program. Through this program eighteen participating employees had a combined weight loss of 450 pounds in just ten weeks. The long-term goal of the wellness initiative is to contain and control escalating insurance costs through improved health and wellness of our employees. The budget funds $22,000 towards the cost for this program. Develop, expand and promote leisure activity opportunities for the citizens. ^ General Fund In response to the direction provided in June by the Council, the budget attempts to achieve our long term vision in expanding the operations of the library, Colleyville Center and parks system. In meeting this goal, we have carefully allocated limited resources while making strategic funding and staffing adjustments. 14 The budget recommends an addition of four part-time library staff members. This staffing adjustment is needed to meet current and projected service demands of patrons while also working towards enhancing the turnaround of check out materials by 50%. In the area of capital expenditure, material acquisition is funded by our proposing an additional $50,000 from the General Fund to augment $140,000 generated by the citizen's voluntary library donation program. The General Fund contribution is recommended to be increased by an additional $25,000 per year towards a goal of matching dollar to dollar funding provided by citizen donations. In celebrating the tenth anniversary of the Colleyville Center, annual use of the facility reveals just over 650 rentals. Recognizing the emerging competition with area facilities, it is important to assess and value expanding opportunities for the Colleyville Center. Funding for the upcoming year provides $50,000 towards the development of preparing arenovation -expansion study to guide in the growth of the facility. McPherson Park will open in 2007-2008 and to meet the required maintenance of this new facility, two FTE staff and a vehicle are to be added to the Park Department. Additionally, $17,350 has been allocated for general maintenance for the new park. Continued attention to the development of the Colleyville Senior Center is directed towards allocating $30,000 for an acoustic study. ^ Utility Fund Growing from Council discussion earlier this year, design of the remaining phases for McPherson Park is scheduled for the upcoming fiscal year. Current construction estimates provide a funding of $2 million. In an effort to position the City as a leader in sustainable design and set a community standard of environmental, economic, and social stewardship, approximately 60% of the remaining park improvements will be directed to developing a low water tolerant demonstration botanical garden with funds being provided by the Utility Fund. Plans call for the botanical garden being styled somewhat after the LBJ Wildflower Center. The Colleyville Garden Club will be partnering with the City in hosting community education events along with various community activities in support of making the park a destination visit for the greater area. ^ CEDC With the opening of the Colleyville Senior Center in FY07, there has been increased demand for senior citizen activities. In meeting the 134% growth in Senior Center patron activities and the 225% increase in senior citizen attendance, a Senior Center Supervisor is provided for funding to support continued activity at the Colleyville Senior Center. Continue Colleyville being a safe and secure community. 15 ^ General Fund Public Safety remains a top priority among Colleyville residents, and the Council, likewise, has made clear its commitment to maintaining a strong Public Safety core. Police and Fire have maximized limited resources to ensure overall safety, effectiveness and efficiency. However, increased demands from expanding service areas, a growing population and prior budget restrictions have impacted service. Anew initiative to be developed during the year, with budget funding for 2009 will be the formation of a Citizen Corps as an expansion of volunteer resources generated by the Police and Fire citizen academies. The Police Department budget provides for the addition of one communications position ($45,602) to support the daily operations and quality assurance functions in the Communications Division. In the area of school safety staffing, the addition of two new crossing guard positions ($8,120) are for the opening of anew elementary school. Fire Station 3 and a new Central Fire Station come online at the start of the fiscal year. The new substation will be temporarily staffed by personnel from Central and Station 2. The $17,000 additional funding for these two stations will result in maintaining the City's commitment of fire and emergency medical response to five minutes or less 90% of the time. In support to the opening of a third fire station, the budget allocates $11,675 towards the promotion of three lieutenants. A Fire Department staffing plan was approved by the Council this current fiscal year detailing planned acquisition of an aerial ladder truck ($1,000,000) and the hiring of twelve fire fighters by 2012. ^ Colleyville Crime Control Prevention District (CCCPD) Two new sworn police officers are recommended for funding by the CCCPD budget ($131,176) to help meet identified priorities in the Police Department. This addition may result in some improvements in response time to Priority 1 calls and property crimes resolution. Recognizing the importance in providing effective and reliable communication capabilities, funding is offered towards the acquisition of hand held radios. In meeting this need, the budget provides $30,000 for the purchase of 10 radios. • Drainage and Utility Fund The budget allocates $300,000 towards an early warning system that will alert both public safety personnel and motorists of rising flood waters The early warning system wilt be placed at the following four low water crossings: the eastern end of Oak Knoll Drive near the Jackson Road intersection, the western end of Oak Knoll by the Little Bear Creek basin, both ends of the Martin Parkway bridge, and on Jackson Road near the Sherwood intersection and the Shenandoah Place intersection. 16 In developing the budget, significant focus went towards it representing a series of balances constructed between revenues and expenditures and between prioritized operational needs and long-term community investment strategies. We strived to develop the document as a means to review past accomplishments, identify future needs, set objectives for the coming year, and define the purposes and resources to achieve those objectives. In meeting these various purposes in preparing a budget, both the community and the organization are able then to use the document as a management guide, planning document, and a financial report. Revenues The development of the budget started with an evaluation of available revenues. Major revenue sources ad valorem taxes, sales tax, franchise tax, and permit revenues. Property Tax The major budgetary issue in preparing a budget each year is the setting of the property tax rate. Once the roll is received in late July, the tax rate is determined based on both the debt rate needed to pay for the City's bonded indebtedness and funds needed for maintenance and operation funding in the General Fund. The main source of income for the City is property taxes, which account for 50% of our total revenue. The Tarrant Appraisal District has rendered Colleyville's property valuations for 2008 at $3,373,307,323, which includes the TIF District valuation of $210,634,908. The valuation of non-TIF property increased by 8.47% of which 6.20% was for new construction and 2.27% was for re-valuation of existing property. The TIF valuation is 28.2% higher overall than last year's valuation and 377.8% from base year 1998. As submitted, the budget provides for a property tax rate of $0.3559 per $100 value to support a property tax levy of $11,255,951. The tax rate is comprised of Operation and Maintenance of $.28299 and an Interest and Sinking rate of $.07291. The latter component provides funding for retirement of the annual debt obligations. Reviewing the peer cities, the property tax rate has Colleyville currently ranked lowest which we do not anticipate changing with the adoption of this budget. The property tax rate will adjust the average homeowner's tax bill by 8.9% compared to this year's tax billing. The average homeowner will see a property tax payment adjustment of $109.34 to support city services, which equates to $0.30 per day. Budget Year Average Pro ert Value Property Tax Rate Property Tax Pa merit 2007 $352,915 $0.3474 $1,226.03 2008 $375, 211 $0.3559 $1, 335.37 17 Sales Tax The second major financial consideration that guides the development of the budget is the growth of sales tax revenues. The City collects a total of 2% sales tax: 1 % for General Fund and the remaining 1 % allocated for two '/2 cent special purpose districts. Growth in revenue is projected to continue a strong and moderate growth of 5% on average over the next twelve months. Expenditures The following illustration shows where the City will spend the tax dollar for the upcoming fiscal year. For example, public safety expenses and programs represent 43% of the total available expenses for the upcoming year. ~: ~``t~ ~. _. `' ~ ~ a ~ ~" T ~ - . x h ~---~'- r~ ~~.a e~e~~.: ~^.~.~ _ __...__~.u "syn. .~."~ 7j"~S _ ~ ~ _ _ ` '' ~~ I:7NITED ~; PATES C F AM'; ;RICA' '~ i ~~ ~\ ~~ ~ ~; ~ ~ ~ i L,~ , ~ , ~ . « n ~ .. . ~~` Fire $ 0.20 Community Services $ 0.17 ~ ~ ` General Management $ 0.12 Public Works $ 0.12 Engineering /Bldg. Insp. $ 0.05 Finance /Court $ 0.04 d Community / Eco. Dev $ 0.05 Pay for Performance $ 0.02 The Utility Fund is a proprietary fund structured and operated as a stand-alone business or enterprise. For budgeting purposes, the Fund segregates the operating expenses and debt service in an accounting fashion similar to the General Fund. In accordance with Generally Accepted Accounting Principles (GAAP), this Fund uses a full accrual basis of accounting that combines the accounting of long-term assets and liabilities with operating expenses and revenues. As a stand-alone Enterprise Fund, the Utility Fund pays its share of 18 Police $ 0.23 overhead costs as a reimbursement to the General Fund. The Fund also makes a franchise fee payment to the General Fund. Revenues Combined Utility Fund revenues total $10,285,208. Water sales account for 70% of this amount and sewer revenues account for 21 %. Interest, tap fees, use of available cash and miscellaneous revenues make up the remainder. In early FY 2009 debt will be issued for the scheduled $5 million for State Highway 26 utility relocation improvements. Rates will be reviewed as a part of the FY 2009 budget process for adequacy in meeting the rate structures 1.5 times coverage factor. Expenditures Utility Fund expenditures total $10,090,389 for the budget. The largest component, 48% of the Fund, covers the contractual obligation for water and wastewater to the Trinity River Authority. As part of the program to repair and rehabilitate the utility system, the budget continues funding the annual meter replacement program at a cost of $75,000. The following illustrates the distribution of expenses for the Utility Fund. 19 The City budgets for debt service in two separate Funds -utility and tax supported debt service. The Utility Fund's times coverage ratio of 1.20 is effectively met with a projected 1.50 ratio with the current rate structure. With the successful passage of the 2005 General Obligation Bond Election, the City issued related debt this current year for fire station facilities and outdoor warning sirens. The City's bond ratings are further evidence of Colleyville's financial strength. In 2002, the City received an upgrade in its General Obligation bond rating from Standard and Poor's from "AA" to "AA+. Avery strong tax base growth coupled with a low tax rate, strong financial performance and substantial cash balances are the primary reasons for the bond rating. The Waterworks and Sewer System and the Drainage System revenue bonds also received a rating upgrade in 2003 and 2007 respectively. Standard and Poor's upgraded both the Waterworks and Sewer System revenue bonds from "AA-" to "AA". Reasons for the upgrades include strong financial operations, growth in service area, adequate water and sewer treatment capacity to meet future demands, and moderate debt ratio with manageable future borrowing plans. A credit ranking for outstanding debt means the City's bonds are considered to be of superior investment quality, meaning lower interest payments. With a population of only 22,500, Colleyville is in a peer of only five other Texas cities (average population of 200,000) with this magnitude of bond rating. The Colleyville Economic Development Corporation's rating by Standard & Poor's on its outstanding debt was increased from "A-" to "A" two years ago. The increase in the rating was based upon a strong debt service reserve and improved maximum annual debt service coverage due to greater sales tax revenue. The planned debt sale for SH26 related construction will be provided by the TIF District. Existing cash balance for the TIF has $2.8 million cash balance identified towards this needed funding. Given the planned retirement of the TIF District in 2019 and planned debt issuance in FY2009, staff anticipates an annual debt obligation of $1.3 million. In 1993, the Council adopted a monthly fee to assess against residential and commercial utility billing accounts for stormwater management. The stormwater Drainage Utility Fund keeps up with the increased operation and maintenance of the City's drainage system and addresses federally mandated requirements for stormwater systems. This fund is designated to help the Public Works Department maintain streets, sewers and drainage ditches to manage runoff from commercial and residential development. A Drainage Department was previously established to account for related personnel and operating costs. 20 The Fund receives $846,036 annually from the collection of the monthly fee. Annual debt payments for the outstanding bonds comprise $262,205. The remaining funds are allocated for 6 staff positions and $560,811 for miscellaneous projects. The miscellaneous projects funding also includes the previously mentioned purchase of an early warning flood system that will be installed at four locations and purchase of a backhoe. This will be the fourth year budget that began annualized funding of a lease payment of $14,789 for the acquisition of related equipment. The drainage bonds require a coverage ratio of 1.20 times annual debt service, approximately $314,646 annually. SPECIAL DISTRICTS The Council continues to be innovative in evaluating financing options for various City programs. Programs implemented, to date, include: • Colleyville Tax Increment Financing District: The Tax Increment Reinvestment Zone (TIRZ) District was created in 1998. The primary goal of the District is to encourage quality commercial development in the City. The District boundaries predominately occupy property located along State Highway 26, comprising 633 acres of land area. The base value for the District was $75,821,735 in 1998. Incremental values subsequent to January 1998 are taxed at the City's adopted property tax rate. However, the ad valorem revenues are utilized within the District rather than being allocated to the City's overall budget. Overlapping taxing entities, including Tarrant County, Tarrant County College District, Tarrant County Hospital District and the Colleyville Independent School District participate at varying levels in the District by assigning their ad valorem tax dollars. The incremental value for FY 2008 (tax year 2007) is $210,634,908, an increase of $46,274,992 over the valuation for FY 2007 (tax year 2006). Initial planning projections provided that the anticipated incremental property valuation for the District would be $129,900,600 for the upcoming year. The actual value is an $80,734,308 (62.15%) increase over the original 1998 projection. The debt service payment for the coming year is $737,660 for bonds issued for District projects. Additionally, expenditures are anticipated for payment to the Villages at Colleyville and The Town Center at Colleyville for developer infrastructure as a result of Board and Council incentified approved projects. • Colleyville Crime Control and Prevention District: The District was created by voter approval in 1999, with oversight of funds assigned to the Board of Directors composed of the Council. State law provides that a District's life is limited to five years, unless voters continue the 21 District by approval of a referendum. In September 2003, Colleyville voters approved continuation of the District for an additional 20 years. Expected revenue from the special purpose sales tax, use of funds generated from prior years coverage ratio and related interest income for the budget is $1,148,073. The budget provides funding for the annual debt for the Colleyville Justice Center, compensation for police staffing, acquisition of vehicles, and various minor capital with total expenditures of $947,474. • Colleyville Economic Development Corporation: Authority for the Corporation is provided by State statute as a 4B Corporation. The 0.05% sales and use tax approved by the voters in August 1996 has been an important resource in our capital improvement program for community related facilities. Expected revenue from the special purpose sales tax, use of funds generated from prior years coverage ratio and related interest income for the budget is $1,436,205. The CEDC Board will meet in September to approve this budget. Funding provided by this special sales tax historically has been allocated to community development initiatives (i.e. parks, libraries, city hall, etc.). Consistent with state law, for the third year, some moneys are be allocated for economic development efforts for festival and marketing programing. Our local economy has remained robust for the last several years. During this period, the Council has exhibited prudent fiscal foresight and overall restraint in the face of compelling yet competing demands for limited resources. Because of the current tax structure and the components of costs in city budgets, facing long term fiscal challenges is a reality for most cities in Texas. Property tax revenues could be adversely affected in future years if state legislative efforts are successful in decreasing the current 10% cap on residential appraisal growth. Growth caps of 3% and 5% for local government property appraisals have been discussed. On a percent of growth basis, expenditures are simply rising faster than revenues. This is because the major components of costs in our budget are labor, construction and energy, which are the components with some of the greatest inflationary pressures. The most immediate means to adjust for this is through continued economic development efforts. A benefit in a city reaching complete build out is the efficiency in collecting the maximization of revenues. For a city like Colleyville, this brings about some unique challenges. Colleyville is landlocked and is almost entirely developed. This means it has very few opportunities for true growth. This obligates the City to maximize the economic opportunities within its very limited available commercial land and zoning. The city is 62.2% zoned and 61.6% developed as residential 22 with only a very small 9.6% of the land zoned for commercial activity. Prudent and judicious consideration must be made regarding its future use. It will be incumbent for us all too guardedly review all proposals for conversion of this limited commercial space to non-commercial uses or less productive commercial use. To effectively and efficiently meet the needs of our citizens, innovation and continual improvements by the organization are the norm. Colleyville's ability to provide excellent public service for our citizens is due to the dedication, skills and talents of not just our elected officials and volunteer board members, but as much by .our excellent employees. Their devotion and commitment to this community are shown each and every day. Compensation study after study reveals that Colleyville ranks lowest of area cities in salary. Yet at the same time, we have a citizenry that has high demands and expectations. It is critically important that the Council stay the course in funding our Workforce Development and Sustainability Program over the next few years. While there will certainly be competing challenges, continuing to grow the next five years our market salaries to 110% (for employees with five plus years) is a must. As reviewed this past year, we can meet this goal by growing salary through Pay for Performance merit evaluations by implementing this year a mid point of 6% and growing to 10% by FY2011. During the development of the budget, we have kept an eye on current and projected economic indicators as we develop projected revenues and projected expenditure needs. On the national level, economic data has been mixed for a number of months. While there is some difference of opinion among economists, recent trends indicate a slowing economy. The housing market has slowed with decreases in home sales and prices and increases in foreclosures. Although consumer spending has remained strong, purchases of large items, such as automobiles, have decreased. On the positive side, unemployment remains low, the stock market is at record levels, business investment has been recently increasing, and inflation has shown signs of easing. The biggest near term threats to economic growth appear to be the potential effects on consumer spending due to the adjusting from the sub-prime mortgage industry modifications and higher oil and gasoline prices. The economy for the DFW Metroplex, and specifically Tarrant County, is expected to experience continued growth. Similar to the State as a whole, County-wide personal income and retail sales are expected to grow but possibly slower than in recent years. Tourism is expected to continue to be a strong driving force in the regional economy. For Colleyville, the economy is expected to continue steady growth this next year. The City is fortunate to have a very strong residential base that helps to soften the negative effects of economic fluctuations. Continued growth is expected in economy-driven revenues, such as sales tax and business fees. While a slowing 23 of home starts this current year, the prospect for 2008 is on the upswing given the number of subdivisions expected to come online this next year. The budget is balanced and prepared in accordance with State law, the Colleyville City Charter, ordinances and budget policies. The budget has been prepared in accordance to provisions outlined within the Governmental Accounting Standards Board (GASB) "Statement No. 34, Basic Financial Statements - and Management's Discussion and Analysis -for State and Local Governments" (GASB 34). The accounts of the City are organized on the basis of funds or account groups, each of which is considered to be a separate accounting entity. All funds are budgeted and accounted for on a Generally Accepted Accounting Practice (GAAP) basis for purposes of financial statement presentation. Governmental Fund types use a financial resources measurement focus and are accounted and budgeted for using the modified accrual basis of accounting. Under the modified accrual basis, revenues are recorded when susceptible to accrual, i.e., both measurable and available. Available means collectible within the current period or 60 days thereafter to be used to pay liabilities of the current period. Expenditures represent a decrease in net financial resources and, other than interest on general long-term debt, are recorded when the fund liability is incurred, if measurable. Governmental fund types are those through which most governmental functions of the City are financed. The General Fund and Debt Service Fund are examples of this fund type. The acquisition, use, and balances of the City's expendable financial resources and the related liabilities (except those accounted for in the Proprietary and Fiduciary fund types) are accounted for through Governmental Fund types. Proprietary Fund types are accounted and budgeted for on a cost of services or "capital maintenance" measurement focus, using the accrual basis of accounting. Proprietary fund types operate in a manner similar to private business. The City utilizes only the enterprise fund type. Under the accrual basis of accounting, revenues are recognized when earned and expenses are recognized when incurred. For purposes of this budget presentation, depreciation is not displayed and capital expenditures and bond principal payments are shown as uses of funds. The Utility Fund and Storm Water Drainage Utility Fund are examples of this type of fund. Exceeding national standards for GASB 45 (disclosure of unfunded health benefits), management recognizes the funding gap towards both pension and accrued vacation benefits. For the current year, the Texas Municipal Retirement System reports that the City of Colleyville has $2,252,326 liability towards its overall obligation of $22,297,535 for fully funded pension requirements. Similar to pension funding, the anticipated vacation leave payments for General Fund based 24 employees either leaving the service or retiring from the City is $523,823. Any cash payments for either the pension/vacation accrued liabilities would be covered as part of the Restricted Fund Balance for the various funds. Although it is likely that Colleyville will face future budget hurdles, the City has been consistently recognized for its judicious management of financial resources to support the wide array of services and programs provided. The famous Chinese philosopher, Confucius, said that "there is good government when those who are near are made happy and when those who are afar are attracted." With a dedicated workforce and a steady and diverse revenue base, the City of Colleyville, continues to be in an enviable position of delivering municipal programs and services that our residents can be proud of, and that make Colleyville a desirable location for residents, businesses and visitors. As always, staff will continue to be diligent in its review of City finances in order to assist the Council in making decisions that will ensure the fiscal viability of the government. Additionally, staff will continue to evaluate and improve business practices in an effort to find efficiencies while also looking at regional synergy and collaborations to reduce ongoing costs. The budget is presented for your consideration with the commitment and confidence that it effectively funds the varying needs of the community identified as part of the various budget discussions over the last few months. We look forward to working with you on achieving all the goals set forth in this budget. This budget provides a strong financial plan while ensuring a superior level of municipal services to our citizens. We feel confident that the projections and estimates are conservative yet reasonable and accurately reflect anticipated revenues and municipal needs. Over the past several years, through the vision and leadership of the Council, dedication of each of our employees and our partners throughout the community, Colleyville has truly evolved into a city rich in opportunities and community resources. We are surrounded by phenomenal residential and commercial development, robust economic activity with our retailers, and expanded environmental programs to clean our air. Furthermore, the City has resources to continue protection of our neighborhoods; continued expansion of open-space and recreation opportunities; a strengthened police force with new equipment and additional patrol officers keeping our streets safe; new fire station facilities and more residential street and sidewalk repair work scheduled than ever before. These new assets will begin to pay dividends through increased property and sales tax revenue to fund essential services, cleaner and safer streets on which residents and businesses can thrive and economic opportunities to provide resources and quality of life for our growing workforce. 25 Underlying all of this success is a unifying commitment across the organization to exercise fiscal discipline, deliver services with maximum efficiency and provide improved results to the entire community. We will undoubtedly be continually challenged to maintain a structurally balanced budget once it is achieved. However, as we grow our base of resources, and continue to align our organization around core services with continued fiscal prudence, we will be able to better ourselves as a community for years to come. Preparing the budget was a tremendous undertaking on the part of the Council and staff. It is important to acknowledge the efforts of the dedicated staff that worked resolutely to formulate fiscally responsible proposals. Together, the City will continue to plan prudently by following the strong financial management principles espoused by the Council, and implement sound long-term fiscal solutions that will carry the City into the future. While many of the changes included in this service plan were difficult decisions, they will help assure the long- term financial viability of the City and will help protect our core services and infrastructure. In summary we pledge our time and talents to achieve continued excellence for the citizens we serve. Sincerely, ,% ~r~ Bill Lindley---~ City Manager 26 27 DEPARTMENTAL STAFFING SUMMARY FY 2006 FY 2007 FY 2008 DEPARTMENT BUDGETED BUDGETED BUDGETED City Manager's Office 6.0 5.0 5.0 Building Inspection 5.0 5.0 6.0 Economic Development 1.0 1.0 1.0 City Secretary 2.0 2.0 2.0 Finance 4.0 3.0 3.0 Engineering 5.0 5.0 5.0 Community Development 3.0 3.0 3.0 Library 10.0 11.0 15.0 Fire 34.0 34.0 34.0 Police 44.0 46.0 46.0 Communications 1.0 1.0 1.0 Parks Maintenance 11.0 12.0 15.0 Parks Recreation 2.0 2.0 2.0 Colleyville Center 6.0 6.0 6.0 Streets and Drainage 10.0 10.0 10.0 Human Resources 0.0 2.0 3.0 Municipal Court 3.0 3.0 3.0 Fleet Maintenance 3.0 3.0 3.0 Building Maintenance 0.0 0.0 0.0 Information Services 1.0 3.0 3.0 GENERAL FUND TOTAL 151.0 157.0 166.0 Utility Administration 3.0 3.0 3.0 Utility Billing 4.0 5.0 5.0 Utility Operations 22.0 22.0 22.0 UTILITY FUND TOTAL 29.0 30.0 30:0 Drainage 6.0 6.0 6.0 TOTAL - ALL FUNDS 186.0 193.0 202.0 Position counts include all full-time, part-time, and temporary positions 28 CITY OF COLLEYVILLE ORGANIZATIONAL CHART FISCAL YEAR 2007 LIBRARY PLANNING ZONING BOARD AND ZONING BOARD OF COMMISSION ADJUSTMENT SIGN PARKS AND AD HOC BOARD OF RECREATION COMMITTEES APPEALS BOARD CITIZENS OF COLLEYVILLE CRIME CONTROL AND PREVENTION DISTRICT CITY COLLEYVILLE ECONOMIC COUNCIL DEVELOPMENT CORPORATION TAX j INCREMENT FINANCING DISTRICT CITY I ATTORNEY I M JU GE L MANAGER PATROL POLICE CHIEF INVESTIGATIONS ANIMAL CONTROL ASSISTANT CITY MANAGER ECONOMIC DEVELOPMENT BUILDING DIRECTOR LIBRARY SERVICES 8 DIRECTOR COMMUNITY " ~ CENTER MANAGER STREETS & DRAINAGE PUBLIC s9 ~. ', WORKS PUBLIC FLEET MAINTENANCE OPERATIONS WORKS MANAGER DIRECTOR UTILITY ADMIN. & PARKS AND HUMAN CIPFRATInN RECREATION RESOURCES DIRECTOR RESPONSE ~,. . FIRE CHIEF INSPECTIONS/ INVESTIGATIONS BUDGET & ADMINISTRATIVE COMMUNICATIONS SERVICES MANAGER MANAGER UTILITY BILLING FINANCE _ I ,,~ ~, MUNICIPAL COURT DIRECTOR INFORMATION COMMUNITY SERVICES DEVELOPMENT DIRECTOR CITY ___ ww SECRETARY _. BUILDING INSPECTION CODE ENFORCEMENT 29 CITY OF COLLEYVILLE ORGANIZATIONAL CHART CITIZENS OF COLLEYVILLE FISCAL YEAR 2008 COLLEYVILLE ECONOMIC DEVELOPMENT CORPORATION PLANNING AND LIBRARY ZONING ZONING BOARD BOARD COMMISSION OF CRIME ADJUSTMENT CONTROL AND TAX ` PREVENTION INCREMENT " ~"` '' ~ ` "~ "t PARKS r'~ND `"~ ~ ~.„ y CITY DISTRICT FINANCING SIGN BOARD RECREATION ~ AD HOC COUNCIL ~ DISTRICT OF APPEALS BOARC~ ~ ~..... _, COMMITTEES ` MUNICIPAL CITY ATTORNEY JUDGE CITY MANAGER L._. _._._. _._._. _. _._._. _. _._._. _.~ ASSISTANT ECONOMIC CITY DEVELOPMENT MANAGER DIRECTOR POLICE CHIEF PATROL INVESTIGATIONS ANIMAL CONTROL RESPONSE FIRE CHIEF INSPECTIONS/ INFORMATION INVESTIGATIONS SERVICES PUBLIC UTILITY STREETS AND DRAINAGE WORKS ADMINISTRATION FLEET MAINTENANCE DIRECTOR AND OPERATION COMMUNITY BUILDING DEVELOPMENT INSPECTION AND BUSINESS STRATEGIES ;- CODE DIRECTOR ENFORCEMENT UTILITY BILLING FINANCE DIRECTOR MUNICIPAL COURT CITY SECRETARY COMMUNICATIONS MANAGER BUILDING SERVICES & COMMUNITY CENTER MANAGER LIBRARY DIRECTOR PARKS AND RECREATION DIRECTOR 30 31 CITY OF COLLEYVILLE FY 2008 BUDGET SCHEDULE Tuesday, March 6 City Council reviews Proposed FY 2008 Budget Schedule Thursday, March 8 Budget/BAF Kickoff Meetings -Base budgets and BAFs distributed Tuesday, March 13 Review Budget Calendar dates with City Council candidates Thursday, April 5 Personnel reclassification requests and personnel BAFs due to Human Resources Tuesday, April 18 City Council Mid-Year Budget Presentation and discussion of FY 2008 Budget priorities Friday, April 27 Human Resources distributes update salary and benefits costs for personnel BAFs Wednesday, May 2 BAFs, Agency Requests due to Assistant City Manager /Base Budgets, Goals, Objectives and Service Delivery Measures due to Assistant to the City Manager /Revenue Detail Sheets and Vehicle/Equipment Replacement Requests due to Finance Director Tuesday, May 8 - Base Budget presentations to Budget Committee Friday, May 11 Tuesday, May 15 Tarrant Appraisal District releases preliminary appraisal information Wednesday, May 16 Finance Director completes preliminary revenue estimates Thursday, May 31 FY 2008 BAF Ranking Workshop Thursday, June 8 Budget Committee's preliminary budget due to City Manager Friday, June 9 City Manager and Budget Committee review preliminary budget Thursday, June 14 & City Council Planning & Budget Worksession -Review FY 2007 Budget and 2008 Friday, June 15 Council Work Initiatives Monday, July 9 Departments receive City Manager decisions Thursday, July 12 Budget appeals due to City Manager Monday, July 23 Departments receive final City Manager decisions Friday, July 27 City Manager's Proposed Budget distributed to City Council Thursday, August 2 City Council Budget Worksession Wednesday, August 15 City Council discussion of FY 2008 Tax Rate Tuesday, August 28 Public Hearing Tax Rate Tuesday, September 4 Budget and tax rate ordinances -First Reading and public hearing Tuesday, September 18 Budget and tax rate ordinances -Second Reading, public hearing and adoption 32 THE BUDGET PROCESS The City Charter of the City of Colleyville establishes the fiscal year as October 1 through September 30. The Charter requires the City Manager to submit a proposed budget and accompanying budget message to the City Council each year. The Council reviews the proposed budget at workshops and revises as appropriate prior to general circulation for public hearings. The City Manager's Office and Finance Director (Budget Team) oversee the preparation of the proposed budget. A budget calendar is distributed to the management team composed of department directors. Each department and the Budget Team develop target line item expenditure estimates based upon the two prior years and current year spending levels. All departmental requests for capital items, new personnel, or programs are submitted for consideration to the entire management team. These requests are reviewed in meetings where the departments describe their importance. Then, the requests are ranked using Interpretive Structural Modeling techniques to bring consensus about which items to fund. This prioritized list is utilized by the City Manager in developing his budget recommendation. The proposed budget is presented to the City Council at a budget work session. Department directors have an opportunity to make a budget presentation to the City Council and are available for questions. Copies of the proposed budget are made available to the public and the press and the public hearing schedule is confirmed. Before the public hearings are held, notices of the public hearings on the proposed budget are posted and published in the newspaper. After public hearings at two consecutive regular City Council meetings, the Council may adopt the proposed budget, with or without amendment. The budget ordinance is to be adopted no later than the 30th day of September and requires an affirmative vote of a majority of the Council. The Council adopts the tax rate ordinance at the same meeting as the budget ordinance. THE BUDGET AMENDMENT PROCESS To amend the total expenditures of the current year budget, and ordinance is presented to the City Council at a regularly scheduled Council meeting. Public hearings are held on the proposed budget amendment at two consecutive regularly scheduled Council meetings. After the second public hearing, the budget amendment is voted upon by the City Council. The amendment must be approved by at least three votes in order to be enacted. After approval, the ordinance becomes an attachment to the original budget. Per Section 9.04 D of the Charter of the City of Colleyville, Texas, "At any time during the. fiscal year the City Manager may transfer part or all of any unencumbered appropriation balance among programs within a department, division, or office and upon written request by the City Manager, the Council may by ordinance transfer part or all of any unencumbered appropriation balance from one department, office, or agency to another." 33 BUDGETARY BASIS OF ACCOUNTING Budgets of general governmental type funds are prepared on a modified accrual basis. Under the modified accrual basis of accounting, revenues are recognized when they are measurable (the amount of revenue can be determined) and available (collectable within the current period and 60 days thereafter for property and sales taxes). The following funds are general governmental type funds and their budgets are prepared on that basis: General Fund and Debt Service Fund. The budget basis for the Utility Fund and Drainage Utility Fund is the full accrual basis. Under the full accrual basis of accounting, revenues are recorded when earned and expenses are recorded at the time they are incurred. For example, unbilled charges for water and sewer usage are estimated and recorded. Differences between the Basis of Accounting and Basis of Budgeting: A Comprehensive Annual Financial Report (CAFR) is prepared by the City at the end of a fiscal year. The basis of this report is "generally accepted accounting principles" (GAAP). This report basically replicates the budget presentation, with the following exceptions in both the Utility Fund and Drainage Utility Fund: • In these budgets, principal repayments of debt are classified as expenses and in the CAFR they are classified are reductions of a liability as required by GAAP. • Also in the basis of budgeting in these budgets, the purchases of capital equipment and capital improvements are budgeted as expenses. Under the GAAP basis of accounting, these purchases are classified as assets of the fund in the CAFR. • Under the GAAP basis of accounting, depreciation expense on capital equipment and capital improvements are recorded annually. This is not recorded as an expense under the basis of budgeting because the purchases of capital equipment and capital improvements are budgeted as expenses in the year of acquisition. 34 ORDINANCE 0-07-1636 AN ORDINANCE BY THE CITY COUNCIL OF THE CITY OF COLLEYVILLE, TEXAS, APPROVING AND ADOPTING THE ANNUAL BUDGET FOR THE CITY OF COLLEYVILLE, TEXAS, FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2007 THROUGH SEPTEMBER 30, 2008, A COPY OF SAME BEING ON FILE IN THE OFFICE OF THE CITY SECRETARY, TO BECOME EFFECTIVE ON OCTOBER 1, 2007 WHEREAS, in compliance with Article 689a-14, Vernon's Texas Civil Statutes, the City Manager did file with the City Secretary, a copy of the budget of the proposed expenditures for the fiscal year beginning October 1, 2007, and ', ending September 30, 2008, such filing being more than thirty (30) days prior to the date on which the City Council makes its tax levy for said fiscal year; and 'WHEREAS, all statutory and constitutional requirements for the passage of this Ordinance have been adhered to, including but not limited to the Open Meetings Act; and WHEREAS, the City Council determines that the passage of this Ordinance is in the best interests of the health, safety and welfare of the public. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEYVILLE, TEXAS: Sec. 1. THAT all matters stated hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety. Sec. 2. THAT the budget of the proposed expenditures for the fiscal year beginning October 1, 2007, and ending September 30, 2008, which was prepared by II~ the City Manager, a copy of which is on file in the Office of the City '~,, Secretary, is hereby made a part of this ordinance by reference and is ', hereby approved and adopted by the City Council of the City of Colleyville, Texas, as the official budget for the fiscal year beginning October 1, 2007, and ending September 30, 2008. Sec. 3. THAT appropriation amounts for the Fiscal Year 2008 budget for the different funds of the City of Colleyville are hereby fixed as follows: General Fund $17,814,731 Utility Fund (Water & Wastewater) $10,090,389 Debt Service Fund $ 3,162,417 Drainage Utility Fund $ 1,210,767 Sec. 4. THAT the City Manager is hereby authorized to execute all contracts and documents for which funding is appropriated in the aforementioned budgets. AND IT IS SO ORDERED. 35 Ordinance 0-07-1636 Page 2 of 2 The first reading and public hearing being conducted on September 4, 2007. The second reading and public hearing being conducted on September 18, 2007. Pass approved an ado ted by the City Council of the City of Colleyville, Texas, this the 1~-day 2007, by the following vote: David Kelly u~c,. ~, Carol Wollin R~- _~ Tony Licata ~ Rich Hendler~e~v~ Jon Ayers G~~~t Tom Hart ~~ Mike Taylor ~e` ATTEST• Cynthia Singleton, TRMC, CMC City Secretary CITY OF COLLEYVILLE ~ ~~ ~ David Kelly Mayor APPROVED AS TO FORM AND LEGALITY: 1 Matthew C. G. Boyle City Attorney 36 ORDINANCE 0-07-1637 AN ORDINANCE BY THE CITY COUNCIL OF THE CITY OF COLLEYVILLE, TEXAS, LEVYING TAXES FOR THE OPERATION OF THE MUNICIPAL GOVERNMENT OF THE CITY OF COLLEYVILLE, TEXAS, FOR THE 2007-2008 FISCAL YEAR; ESTABLISHING THE AD VALOREM TAX RATE OF THIRTY-FIVE AND FIFTY-NINE HUNDREDTHS ''CENTS ($.3559) PER ONE HUNDRED DOLLARS PROPERTY ASSESSMENT; ! PROVIDING FOR APPORTIONMENT OF TAXES FOR INTEREST AND SINKING FUND FOR CERTAIN BOND INDEBTEDNESS AND FOR GENERAL OPERATING NEEDS, PROVIDING PENALTIES AND INTEREST FOR THE DELINQUENT TAXES, AND TO BECOME EFFECTIVE ON OCTOBER 1, 2007 WHEREAS, a budget has been adopted by the City Council of the City of Colleyville, Texas, covering the proposed expenditures of the municipal government of the City of Colleyville for the fiscal year beginning October 1, 2007 and ending September 30, 2008; and WHEREAS, said budget reflects the needs for revenue to meet the expenses proposed therein; and WHEREAS, the City is required to accumulate an Interest and Sinking Fund for certain outstanding bond indebtedness. '~, NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEYVILLE, TEXAS: Sec. 1. THAT there is hereby levied an ad valorem tax that shall be collected for the use and support of the municipal government of the City of Colleyville. It shall provide the legally required interest and sinking fund for certain outstanding bond indebtedness during the 2007-2008 fiscal year. Such tax shall be levied upon all property, real, personal or mixed within the corporate limits of Colleyville, Texas, which is subject to taxation. The rate of tax shall be thirty-five and fifty-nine hundredths cents ($.3559) on each one hundred dollars ($100.00) property assessment. Said tax levied for and apportioned to the following specific purposes: A. For the General Fund, a tax rate of $.28299 is levied. B. For the Interest and Sinking Fund, a tax rate of $.07291 is levied. 37 Ordinance 0-07-1637 Page 2 of 2 Sec. 2. THAT taxes levied by this ordinance shall be due and payable on the first day of October 2007, and shall become delinquent on the first day of February 2008, if unpaid. Upon taxes becoming delinquent, interest and penalty will be added as required in Section 33.01 of the Texas Property Tax Code, and shall commence on the first day of February 2008. The City of Colleyville is hereby authorized to adopt any and all legal remedies provided b the Texas Pro ert Tax Code for the ur ose of collectin delin uent Y p Y p p 9 q taxes. ISec. 3. THAT THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE. 'ISec. 4. THAT THE TAX RATE WILL RAISE TAXES FOR MAINTENANCE '~, AND OPERATIONS ON A $100,000 HOUSE BY ~!, APPROXIMATELY $4.26. AND IT IS SO ORDERED. jThe first Reading and Public Hearing being conducted on September 4, 2007. The second Reading and Public Hearing being conducted on September 18, 2007. ;PASSED, APPROVED AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF COLLEYVILLE, TEXAS, THIS THE /~~? DAY 2007 BY THE FOLLOWING VOTE: David Kelly Q~ -e--- Carol Wollin ~~ Tony Licata ~_e.... Rich Hendler a.65c.~vL"~ Jon Ayers a.~,Sen/~`' Tom Hart ~•~-. Mike Taylor a~~. TTEST• ynthia Singleton, TRMC, C C ity Secretary PROVED AS TO FORM AND LEGALITY: ^~v~,,,~, lrj. Matthew C.G. Boyle amity Attorney CITY OF COLLEYVILLE David Kelly Mayor 38 39 FUND STRUCTURE The accounting and budgeting system of the City of Colleyville is organized on a fund basis. A fund may be defined as an accounting entity with a separate set of self balancing accounts which comprise its assets, liabilities, fund balance, revenues and expenditures. The following types of funds are used by the City: GOVERNMENTAL FUNDS are budgeted on a modified accrual basis. Revenues are budgeted when they will be both measurable and available. Available means collectible within the current period or 60 days thereafter to be used to pay the liabilities of the current period. Expenditures are budgeted for when the liability is expected to be incurred. GENERAL FUND Accounts for the many operations of the City such as public safety, public works, community development, parks and general administration. This fund includes all financial resources other than those required to be accounted for in another fund. There is a legally adopted annual budget for this fund. DEBT SERVICE FUND Accounts for the accumulation of resources for and the payment of, general long term debt principal, interest, and related costs. There is a legally adopted annual budget for this fund. CAPITAL PROJECT FUND Accounts for financial resources to be used for the acquisition or construction of major capital facilities. PROPRIETARY FUNDS budgeted on a full accrual basis. Under this method revenues are budgeted in the period when earned and expenses are budgeted in the period when they are expected to occur. ENTERPRISE FUNDS Accounts for operations that are financed in a manner similar to private business enterprises where the intent of the governing body is that the costs of providing goods or services be financed or recovered through charges to the user. The Utility Fund and Drainage Utility Fund are examples of this type of fund. The Utility Fund provides water and sewer services and the Drainage Utility Fund provides for maintenance of drainage facilities. There is a legally adopted annual budget for each of these funds. 40 ALL FUNDS SUMMARY - ESTIMATE OF FINANCIAL POSITION AT SEPTEMBER 30, 2008 DEBT DRAINAGE GENERAL UTILITY SERVICE UTILITY TOTAL FUND FUND FUND FUND ALL FUNDS ESTIMATED UNRESERVED BALANCE AT OCTOBER 1, 2007' $7,054,180 $7,895,492 $1,082,681 $935,551 $16,967,904 AD VALOREM TAXES $8,965,357 $0 $2,188,919 $0 $11,154,276 FRANCHISE TAXES $1,747,500 $0 $0 $0 $1,747,500 SALES TAXES $2,552,394 $0 $0 $0 $2,552,394 LICENSES AND PERMITS $1,456,321 $0 $0 $0 $1,456,321 FINES $789,100 $0 $0 $0 $789,100 CHARGES FOR SERVICE $805,974 $9,703,208 $0 $860,842 $11,370,024 INTERGOVERNMENTAL $85,516 $0 $0 $0 $85,516 MISCELLANEOUS/INTEREST INCOME $517,975 $300,000 $32,000 $31,500 $881,475 USE OF FUND BALANCE'* $180,290 $337,000 $440,000 $377,833 $1,335,123 INTERFUND TRANSFERS (IN) $716,934 $0 $501,498 $0 $1,218,432 RESOURCES AVAILABLE $24,871,541 $18,235,700 $4,245,098 $2,205,726 $49,558,065 LESS EXPENDITURES: GENERAL MANAGEMENT $2,363,755 $208,211 $0 $0 $2,571,966 FINANCE/COURT $710,250 $590,033 $0 $0 $1,300,283 ECONOMIC DEVELOPMENT $161,924 $0 $0 $0 $161,924 ENGINEERING $551,249 $0 $0 $0 $551,249 BLDG INSPECTION $412,404 $0 $0 $0 $412,404 COMMUNITY DEVELOPMENT $282,071 $0 $0 $0 $282,071 POLICE $4,049,272 $0 $0 $0 $4,049,272 FIRE $3,512,912 $0 $0 $0 $3,512,912 PARKS/RECREATION $1,838,309 $0 $0 $0 $1,838,309 COLLEYVILLE CENTER $480,283 $0 $0 $0 $480,283 LIBRARY $677,620 $0 $0 $0 $677,620 PUBLIC WORKS:STREETS/DRAINAGE $2,170,052 $0 $0 $903,848 $3,073,900 UTILITY OPERATIONS $0 $7,511,273 $0 $0 $7,511,273 MERIT ADJUSTMENT $454,630 $77,217 $0 $14,925 $546,772 DEBT SERVICE $0 $972,260 $3,162,417 $276,994 $4,411,671 INTERFUND TRANSFERS (OUT) $150,000 $731,395 $0 $15,000 $896,395 ESTIMATED EXPENDITURES $17,814,731 $10,090,389 $3,162,417 $1,210,767 $32,278,304 ESTIMATED UNRESERVED BALANCE AT SEPTEMBER 30, 2008 $6,876,520 $7,808,311 $642,681 $617,126 $15,944,638 NOTE -BALANCES ARE UNAUDITED. "ONE-TIME EXPENDITURE TO BE USED FOR CAPITAL EQUIPMENT PURCHASES 41 ALL FUNDS SUMMARY -SUMMARY OF EXPENDITURES BY TYPE ESTIMATED UNRESERVED BALANCE AT OCTOBER 1, 2007 " AD VALOREM TAXES FRANCHISE TAXES SALES TAXES LICENSES AND PERMITS FINES CHARGES FOR SERVICE INTERGOVERNMENTAL MISCELLANEOUS/INTEREST INCOME USE OF FUND BALANCE " INTERFUND TRANSFERS (IN) RESOURCES AVAILABLE LESS EXPENDITURES: PERSONNEL CONTRACTUAL SUPPLIES CAPITAL DEBT SERVICE INTERFUND TRANSFERS (OUT) ESTIMATED EXPENDITURES GENERAL UTILITY FUND FUND $7,054,180 $7,895,492 $8,965,357 $0 $1,747,500 $0 $2,552,394 $0 $1,456,321 $0 $789,100 $0 $805,974 $9,703,208 $85,516 $0 $517,975 $300,000 $180,290 $337,000 $716,934 $0 $24,871,541 $18,235,700 $11,931,386 $2,018,265 $3,874,604 $5,577,285 $1,745,106 $176,684 $263,635 $614,500 $0 $972,260 $0 $731,395 $17,814,731 $10,090,389 TOTAL ALL FUNDS $32,278,304 DEBT DRAINAGE SERVICE UTILITY FUND FUND $1,082,681 $935,551 $2,188,919 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $860,842 $0 $0 $32,000 $31,500 $440,000 $377,833 $501,498 $0 $4,245,098 $2,205,726 $0 $357,962 $0 $140,837 $0 $42,141 $0 $377,833 $3,162,417 $276,994 $0 $15,000 $3,162,417 $1,210,767 $16,967,904 $11,154,276 $1,747,500 $2,552,394 $1,456,321 $789,100 $11,370,024 $85,516 $881,475 $1,335,123 $1,218,432 $49,558,065 $14,307,613 $9,592,726 $1,963,931 $1,255, 968 $4,411,671 $746,395 ESTIMATED UNRESERVED BALANCE AT SEPTEMBER 30, 2008 $6,876,520 $8,145,311 $1,082,681 $994,959 $17,099,471 NOTE -BALANCES ARE UNAUDITED. "' ONE-TIME EXPENDITURE TO BE USED FOR CAPITAL EQUIPMENT PURCHASES 42 Fiscal Year 2007- 2008 Goals/Annual Work Plan ry ~ f i ~. 43 CITY OF COLLEYVILLE FIVE YEAR GOALS At the June 2007 Council planning worksession the following goals were developed. On the following pages are the 2007 - 2008 budget goals and the annual work plan with departmental objectives developed to target these goals: • Foster a commitment to community reinvestment • Enhance communications and outreach with citizens • Continue organizational development with a focus to -Being the Best • Continue focus to delivering superior services and demanding results • Ensure fiscal integrity and stewardship of the City's financial planning 44 FISCAL YEAR 2008 ANNUAL WORK PLAN GOAL ONE Foster a commitment to community reinvestment Objective One: Make Colleyville more prosperous through economic development efforts. Success defined: To make Colleyville more prosperous with a focus on promoting the City as a place for unique and boutique retailers and offering the City as a destination place. Tasks - • Continue to evaluate the redevelopment potential of commercial properties located along State Highway 26 by identifying the affects of the SH26 reconstruction project on existing businesses, exploring development opportunities for the vacant parcels of land, and proposing regulatory changes needed to encourage private sector reinvestment of commercial properties along the Corridor. Community Development • Promote the enhancement of culture and arts by creating an internally funded Arts Fund; preparation of a multi-year plan identifying public spaces suitable for landscaping and art display; and seek opportunities to partner with local and regional arts advocacy groups. Economic Development • Research and develop a plan to initiate a branding campaign for the City and how to implement consistently throughout the organization and community (i.e. entry markers, facility signage, etc.). Economic Development • Identify special events promoters that can enhance and broaden the regional awareness of the community with special focus to the 2011 Super Bowl. Communications • Evaluate viability of connection with the Cotton Belt Commuter Rail and various community-environmental issues associated. Engineering • Continue research and development of a plan to provide a community wide Wi-Fi networking. Information Technology and Fire Objective Two: Enhance the maintenance and reconstruction of city infrastructure. Success defined: To have a public works infrastructure system properly maintained and funded providing effective management meeting citizens service demands and expectations with special attention toward enhancement of the maintenance and reconstruction of streets. Tasks - • Continue work in the development of a multi-year CIP for trails and sidewalks, streets, and intersections. In conjunction with this work, identify viable funding 45 alternatives/sources and coordinate Council work sessions and public meetings. Engineering • Pursue grant opportunities available by the North Central Texas Council of Governments for a planning study to evaluate "best practices" for traffic management initiatives with a focus to traffic calming techniques. Engineering • Discuss with Tarrant County scheduling, engineering and constructing of additional intersection projects for possible future county funding. Engineering • The annual Street Maintenance Program enhanced through an emphasis on higher quality and extended service life of existing municipal infrastructure along with an adjustment in the annual budget to $1,000,000 funded by growth in general revenues and an increase in the Utility Fund franchise fee. Engineering • Continue construction of various CIP projects: Engineering, Streets and Utility / Drainage • Enhance community education materials about the dangers of flooding and promotion of Flood Appreciation Month • Provide installation signage "Turn Around -Don't Drown" at various roadway low water crossings • Install SCADA based "flood" warning sign system along Little Bear Creek at - o Jackson Road o Oak Knoll Road (2) o Martin Parkway / City Trails and Sidewalks • Tinker Road from Emerald Drive to Pleasant Run • Glade Road at Behren's Court • Glade Road at Stafford • Glade Road at Riverwalk Drive • Pleasant Run Road / City streets • Church Street • Glade at Heritage Intersection • Pleasant Run turn lane • Bogart Road • Reconstruction of certain streets in the Tara and Saddlebrook subdivisions / County bond projects • John McCain at Pleasant Run • Jackson at Cheek Sparger • Cheek Sparger at Martin Parkway / Utility • SH26 utility relocation • Regan ground water storage tank • Hurst 16" transmission line • Closing of various ground water wells 46 GOAL TWO Enhance communications and outreach with citizens Objective One: Expand community relations of elected and appointed City officials and employees with citizens Success defined: To have a progressive city that values citizen involvement/communication and strong community organization relationships. Tasks - • Present recommendations to City Council for city meetings and events to inform citizens and encourage citizen interest and participation in city government and community activities, including utilizing board/commission/committee member as "ambassadors" for the city. City Secretary • Develop a streamlined methodology for interdepartmental communications about issues, projects and events that should be communicated to the citizens. City Secretary • Evaluate opportunities and associated costs to enhance the city cable and website broadcast to strengthen the mediums into a more effective communications tool for the city. In addition, with this work, evaluate enhancement of audio recording of public meetings for city cable broadcast. Communications • Host an annual HOA Involvement Workshop to explore means to enhance communication with neighborhood groups and provide education for neighborhood enhancement. Communications • Conduct a preliminary Council vision planning session (Imagine Colleyville) identifying attainable attributes for city services, characteristics, demographics, income, etc. for the build-out of the community at build out with a focus to premier cities regionally, state-wide and nationally. City Manager's Office 47 GOAL THREE Continue organizational development with a focus to -Being the Best Objective One: Effectively utilize and promote Colleyville's paid and volunteer human resources Success defined: Employees consistently demonstrating the core competencies through effective hiring and retention programs along with an inviting and involved role for citizen participation in the delivery of customer service. Tasks - • Continue third year implementation of the Workforce Development Sustainability Plan: City Manager's Office / Continue Compensation Market Analysis with incremental steps taken to reach 110% of market by 2015. / Performance Evaluation Taskforce -Evaluate, research and study best practices of public and private entities to increase effectiveness of the performance evaluation process while also implementing the core competencies as a major part of the overall pay for performance initiative. / Complete the interview guides with training and implementation by November 2007. / Enhance position advertising that focuses on core competencies. / Develop an Intranet for employees to increase communication and provide ease of access to HR related documents. / Expand the Colleyville College Succession plan to all employees. / Evaluate and improve the exit interview process to identify areas for the enhancement of employee relations. / Develop a retirement planning seminar to assist employees financial planning opportunities • Evaluate "best practices" for both public and private employers for consideration in structuring acafeteria-style benefits program to include wellness-based initiatives as well as other benefit options to enhance the overall benefits program. City Manager's Office • Develop a tiered media-training program for employees and public officials focusing on communicating the branding message. Communications • Enhance the employee recognition program with a focus to growing the awareness in the employee commitment being a high performance organization. Human Resources • Research and develop an Interview Guide for board, committee and commission interview process and new Application for Appointment form, which provides specific information regarding the interests, talents and education of applicants. City Secretary • Research and develop a Colleyville Citizen Corps utilizing the resources of the Citizen Police and Fire Academies as a means to provide and promote volunteer services during emergencies and other significant public safety events. Fire and Police 48 GOAL FOUR Continue focus to delivering superior services and demanding results Objective One: Develop, expand and promote leisure activity opportunities for the citizens. Success defined: Delivery of efficient and broad based opportunities in support of the needs of the general public. Tasks - • Develop a plan to reorganize the Library to utilize available space to provide better support for the Library's programs for children and adults. Library • Develop and enhance programs for children and adults that will establish the Library as the community's literary cultural center while seeking community partnering programs with local and regional literary and cultural groups. Library • Prepare a financial plan providing for the implementation of the 2007 Library Master Plan Update report. Finance • Coordinate design of McPherson Park future phases with attention developing the park as a demonstration botanical garden feature low water tolerant plantings. Parks • Coordinate development of Senior Center Open Space Master Plan. Parks • Coordinate development of the update for the Comprehensive Parks, Recreation and Open Space Master Plan. Parks • Prepare a study, with cost identification, for the implementation of a citywide construction of centralized irrigation system for public facilities. Parks • Conduct a Senior Center acoustic study. Parks • Conduct avisioning-redevelopment study for the viability of expansion, renovation and future use of Colleyville Center. Colleyville Center • Prepare a study identifying the viability and location of developing a centrally located public plaza facility gathering for special events and other community activities. Economic Development 49 Objective Two: Continue Colleyville being a safe and secure community. Success defined: To provide efficient and user-friendly services that maintain the city as a safe, secure clean and attractive community for family and business. Tasks - • Completion of two fire stations for more efficient coverage and enhanced service levels to citizens regarding Fire/EMS emergencies. Fire • Initiate the process to begin evaluation of Colleyville's Public Protection Classification as provided by the ISO (Insurance Services Office) culminating in a positive ranking increase. Fire • Forming of a Citizen Emergency Response Team drawn from citizen completion of both the Police and Fire citizen academies. Fire and Police • Initiate the process to begin a review for possible modifications of the Police Department Standard Operating Policy (SOP). Police • Implement the traffic enforcement motorcycle program. Police • Improve the level of 911 emergency services to citizens through medical dispatch training for telecommunicators. Fire • Review best practices for interactive working partnerships with HOA's, community groups, business associations, and the general public towards an effective "eyes and ears" program promoting education, awareness and compliancy with property management codes. Additionally, evaluate ways to enhance enforcement of sign code regulations with continued enforcement of the sign ordinance. Community Development • Continue implementation of the 2002 Utility Homeland Security study. Fire 50 GOAL FIVE Sustain a reputation for excellence Objective One: Ensure fiscal integrity and stewardship of the City's financial planning. Success defined: To bring the financial picture into balance by identifying expenses and revenues that sustain city growth and support service levels, while maintaining strong fiscal accountability and financial stewardship. Tasks - • Continue development of a sustainable budget by expanding the computer replacement program with a focus toward software upgrades by providing funding in the FY2008 budget for the acquisition of software for: Finance / a comprehensive financial software package with a focus for staff efficiency / Web based interactive building permit software / Upgrading the Fire Department reporting software Evaluate anticipated Texas Municipal Retirement System pension program modifications for financial alternative options for Colleyville Finance Update of the annual five-year financial plan identifying anticipated revenues and corresponding expenses. Finance • Manage city franchise services: City Manager's Office / Implement first year of renewed refuse service contract with attention to using abroad-based public information campaign. / Continue work with the goal of finalizing a model electric franchise ordinance ensuring payments for use of public properties-easements. / Participate with regional and state group's opposition to rate increase proposals for electric and natural gas. / Continue participation with regional city member coalitions exploring long- term electric service contracts for internal city electric needs with a focus for alternative fuel delivery continuing a commitment to "Green" initiatives. Objective Two: Enhance the promotion and preservation of natural resources. Success defined: To work toward the promotion of Colleyville's natural resources. Tasks - • Evaluate best practices for consideration in adopting a "Green" initiative focusing on: City Manager's Office / Building Codes / Reduction of yard waste through education and collection initiatives / Enhancement of community recycling programs 51 / Alternative fuels such as solar power and hybrid vehicles • Continue community based programs including: City Manager's Office / Neighborwoods tree planting grant opportunities / Household Hazardous drop-off center in partnership with Ft. Worth / Annual "Crude Cruiser" collection program / Semi-annual community clean up / Model Neighborhood Program / Partnership with Keep Colleyville Beautiful / Police department collection of used cell phones for redistribution to senior citizens • Continue water conservation to include public education, enforcement of existing ordinances, and implementation of various water conservation measures to preserve the adequacy of water supply to residents: Engineering and Utility Administration / Continue to educate citizens on the need for water conservation through advertisement (media and city sources). / Update the Water Conservation Policy with attention to education, replacement of public plantings with drought tolerant plants; identify possible arboretum demonstration location(s) and enforcement program. / Develop a conservation plan for public facilities to reduce demand of potable water irrigation. / Prepare a study, with cost identification, for the implementation of a citywide construction of centralized irrigation system for public facilities. / Fund a botanical demonstration garden at McPherson Park utilizing Utility Fund funding for citizen education on use of water tolerant plantings. / Organize a coalition of area Northeast Tarrant County cities to address water conservation issues. / .Evaluate viability of replacing gasoline-diesel powered vehicles with hybrid engines along with identifying possible grant funding. 52 53 CITY OF COLLEYVILLE FINANCIAL POLICIES ANNUAL BUDGET: The budget shall provide a complete financial plan of all City funds and activities and, except as required by law or this Charter, shall be in such form as the City Manager deems desirable or the Council may require. A budget message explaining the budget both in fiscal terms and in terms of work programs shall be submitted with the budget. It shall outline the proposed financial policies of the City for the ensuing fiscal year, describe the important features of the budget, and indicate any major changes from the current year in financial policies, expenditures, and revenues, with reason for such change. It shall also summarize the City's debt position and include such other material as the City Manager deems advisable. The budget shall begin with a clear, general summary of its contents, shall show in detail all estimated income, indicating the proposed property tax levy, and all proposed expenditures for the ensuing fiscal year. AMENDMENT BY COUNCIL BEFORE ADOPTION: After public hearings, the Council may adopt the budget with or without amendment. It may add or increase programs or amounts and may delete or decrease any programs or amounts, except expenditures required by law or for debt service or for estimated cash deficit, provided that no amendment to the budget shall increase the authorized expenditures to an amount greater than the total of estimated income plus funds available from prior years. BALANCED BUDGET: The proposed budgeted expenditures shall not exceed the total of estimated income which includes estimated revenues and appropriated available cash from fund balance. The FY 2008 budget meets the criteria of this requirement). ANNUAL AUDIT: At the close of each fiscal year and at such times as may be deemed necessary, the City Council shall cause an independent audit to be made of all accounts of the City by a certified public accountant. FINANCIAL REPORTS: The City Manager shall submit to the Council at its second formal meeting each month the financial condition of the City by budget items, budget estimates versus accruals for the preceding month and for the fiscal year to date. UTILITY FUND: Net Income before depreciation and other non-operating expenses shall be equal to at least 1.2 times the average annual debt service requirement on all outstanding indebtedness secured by a pledge of utility fund revenues. All assumptions concerning utility fund revenues and expenses shall be reviewed on at least an annual basis to ensure the adequacy of existing water and sewer rates. INVESTMENT POLICY: Investments made by the City will be made in compliance with the City of Colleyville Investment Policy. It is the policy of the City of Colleyville (the City) to invest public funds in a manner which will provide the highest investment return with the maximum security while meeting the daily cash flow demands of the entity and 54 conforming to all State of Texas statutes and City ordinances. The primary objectives, in priority order, of the City's investment activities shall be: Safety: Safety of principal is the foremost objective of the City in managing its portfolio. Investments of the City shall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. To attain this objective the City will diversify its investments by investing funds among a variety of securities offering independent returns and financial institutions. Liquidity: The City will also maintain sufficient liquidity to provide adequate and timely working funds. Return on Investments: The investment portfolio shall be designed with the objective of obtaining a rate of return throughout budgetary and economic cycles, commensurate with the investment risk constraints and cash flow needs. The City investment strategy is passive and the portfolio shall be designed with the objective of regularly exceeding the weighted average return on thirteen-week Treasury bills. This is considered a benchmark for riskless investment transactions, and therefore, is a minimum standard for the portfolio's rate of return. For bond funds that fall under the arbitrage provisions of the Tax Reform Act of 1986, the City will attempt to earn allowable bond yield with market conditions permitting. DEBT ISSUANCE POLICY: GENERAL OBLIGATION BONDS: The City shall have the power to borrow money on the credit of the City and to issue general obligation bonds for permanent public improvements or for any other public purpose not prohibited by the Constitution and laws of the State of Texas, and to issue refunding bonds to refund outstanding bonds of the City previously issued. All such bonds shall be issued in conformity with the laws of the State of Texas. REVENUE BONDS: The City shall have the power to borrow money for the purpose of constructing, purchasing, improving, extending, or repairing of public utilities, recreational facilities or any other self-liquidating function not prohibited by the State of Texas, and to issue revenue bonds to evidence the obligation created thereby. Such bonds shall be a charge upon and payable from properties, or interest therein pledged, or the income therefrom, or both. The holders of the revenue bonds shall never have the right to demand payment thereof out of monies raised or to be raised by taxation. All such bonds shall be issued in conformity with the laws of the State of Texas. BONDS INCONTESfiABLE: All bonds of the City having been issued and sold and having been delivered to the purchaser thereof, shall thereafter be incontestable and all bonds issued to refund in exchange for outstanding bonds previously issued shall and after said exchange, be incontestable. 55 USE OF BOND FUNDS: Any and all bond funds approved by a vote of the citizens of Colleyville will be expended only for the purposes stated in the bond issue. CERTIFICATES OF OBLIGATION: All certificates of obligation issued by the City shall be approved by ordinance and issued in accordance with the laws of the State of Texas. GENERAL AND UTILITY FUND BALANCE POLICY General: The objective of this policy is to ensure adequate fund balances are maintained, to have funding available for expenses in the event of unforeseen emergencies and to preserve the credit worthiness of the City for borrowing monies at favorable interest rates. After designations of the available General and Utility Fund Balances are authorized, the remaining respective amount is defined as the undesignated Fund Balance. Operating revenues will sufficiently fund current year operating expenditures. (Operating deficits are normally contrary to City policy as well as reasonable financial prudence.) All undesignated fund balances are eligible for use at the discretion of the City Council. Such determinations will be handled by the City Council on a case-by-case basis. Operating revenues are defined as both (a) current year revenues and (b) revenues generated in prior fiscal years. Purpose: Establishing a policy for the fund balance in the General and Utility Funds is to provide a guideline for budgeting decisions and to insure that an adequate designated balance is provided to fund operations, by providing sufficient protection against uncollected taxes, shortfalls from municipal revenue sources, and cutbacks in distributions from the state or federal government. The General Fund is the primary operating fund of the City for its non-utility related operations. In addition, the City of Colleyville desires to maintain its current debt rating of AA+. Rating agencies are concerned about a government's credit worthiness and the level of unreserved General and Utility Fund balances are a part of the rating agencies evaluation. There is no formula for determining an appropriate fund balance. Items to consider include the timing of revenue collections, the local and national economic environment, the volatility of the major revenue sources, and the degree of protection desired to mitigate current and future financial risks. The City of Colleyville obtains a substantial portion of its revenue from property taxes, sales taxes, franchise fees and utility fees. While the most stable of revenue sources, property tax growth over the coming years will stabilize in growth as the city nears build-out. Sales tax collections are derived from local retail sales and are dependent upon both the local and national economies. The collection of franchise fees, particularly those based upon sales of electricity and natural gas, vary widely depending upon local weather conditions. Utility fees, similar to 56 franchise fees, are subject to weather conditions. As a result, the desired level of unreserved General and Utility Fund balances are higher than the minimum level designated by the Government Finance Officers Association recommended practice on determining the appropriate level of reserved balance for the General and Utility Funds. Procedures: In order to achieve the objectives of this policy, the following guidelines shall be adhered to: 1. A designated fund balance shall be maintained as of October 1 of each year equal to three months of that year's budgeted expenditures for both the General and Utility Funds. 2. As part of the annual budget process, the Director of Finance will estimate and prepare a projection of the year-end designated fund balances. Such projection will include an analysis of trends in fund balance levels on an historical and future projection basis. The Director of Finance shall present the findings to the City Council as a part of the budget review process for the ensuing fiscal year. 3. Any anticipated balance in excess of the designated General and Utility Fund Balances may be budgeted to reduce the ensuing year's property tax levy and/or utility rates or may be allocated by the City Council during the course of the fiscal year for special projects. 4. The City Council may declare a fiscal emergency and withdraw any amount of the designated General and Utility Fund Balances for purposes of addressing the fiscal emergency. Any such action must also provide for necessary appropriations to restore the designated fund balance to the balance within athree-year period. 5. This policy will be reviewed by the City Council Audit Committee every three years following adoption or sooner at the direction of the City Council. 57 Fiscal Year 2007- 2008 General Fund Summary .~ ~' ~ -~ 58 GENERAL FUND SUMMARY BUDGET PROJECTED ACTUAL FY 2008 FY 2007 FY 2006 Beginning Unreserved Fund Balance - 10/1 $ 7,054,180 $ 6,850,731 $ 6,850,731 Total Revenues 17,637,071 16,481,171 16,492,545 Use of Available Cash 180,290 145,250 0 Total Expenditures (17,814,731) (16,277,722) (15,767,611) Ending Unreserved Fund Balance - 9/30 $ 6,876,520 $ 7,054,180 $ 7,575,665 Netlncrease/(Decrease)to Fund Balance $ (177,660) $ 58,199 $ 724,934 EXPENDITURE RECAP: MANAGEMENT City Council/City Secretary $ 577,897 $ 541,285 $ 483,086 City Manager's Office 604,923 548,976 702,435 Legal Counsel 106,823 106,823 88,218 Human Resources "` 234,419 186,844 0 Communications 212,221 152,904 134,231 Finance 469,129 451,022 421,803 Municipal Court 241,121 232,216 244,189 Building Services 256,950 247,680 200,794 Information Services 370,522 254,549 173,136 MANAGEMENT SUBTOTAL: $ 3,074,005 $ 2,722,299 $ 2,447,892 COMMUNITY DEVELOPMENT Community Development $ 282,071 $ 273,856 $ 274,965 Building Inspections 412,404 391,067 315,367 Economic Development 161,924 170,452 158,515 Engineering 551,249 509,641 520,540 COMMUNITY DEVELOPMENT SUBTOTAL: $ 1,407,648 $ 1,345,016 $ 1,269,387 POLICE $ 4,049,272 $ 3,682,832 $ 3,399,600 FIRE $ 3,512,912 $ 3,337,422 $ 3,304,636 COMMUNITY SERVICES Parks $ 1,511,351 $ 1,325,530 $ 1,197,527 Recreation 326,958 291,027 273,438 Library 677,620 589,608 514,629 Colleyville Center 480,283 348,201 342,948 COMMUNITY SERVICES SUBTOTAL: $ 2,996,212 $ 2,554,366 $ 2,328,542 PUBLIC WORKS Streets and Drainage $ 1,974,850 $ 1,747,299 $ 1,605,164 Fleet Maintenance 195,202 189,988 176,350 PUBLIC WORKS SUBTOTAL: $ 2,170,052 $ 1,937,287 $ 1,781,514 TRANSFERS OUT Capital Equipment Reserve Fund $ 135,000 $ 135,000 $ 155,840 Sales Tax Agreement Fund 0 0 1,080,000 Ari Fund 15,000 0 0 TRANSFERS OUT SUBTOTAL $ 150,000 $ 135,000 $ 1,235,840 MERIT ADJUSTMENT $ 454,630 $ 563,500 $ 0 TOTAL GENERAL FUND EXPENDITURES $ 17,814,731 $ 16,277,722 $ 15,767,611 ' One-time expenditure to be used for Colleyville Center feasibility study ($100,000), Senior Center Acoustic Design Study implementation ($30,000), replacement of two rooftop HVAC units-Colleyville Center ($20,000), replacement of two rooftop units-Senior Center ($20,000), and Intranet web site for employees and dependents ($10,290) "One-time expenditure to be used for building permit software ($70,000), City Park bleacher/scorekeeper stand shade cloth replacement ($40,000), Library automated material check-out ($30,000), Quantu DLT S4 Tape Drive Fire Depa rtment server ($5,250) "' Prior to FY 2007, accounted for in City Managefs Office Budget 59 General Fund Revenues Transfers-I n 4% Licenses & Permits 8% Sales Tax 14% General Fund Expenses Community Services 16% Merit Adjustment 3% General Management 12% Comm Dev /Eton Dev 3°/ Eng/Bldg Inspection 5% Franchise Tax 10% ~em Tax Finance/Court 4% Public Works 12% Fire 20% Equip/Capital Reserve 1% ~- r Police 23% 60 Fiscal Year 2007- 2008 General Fund Revenue Projections 61 GENERAL FUND REVENUES BUDGET PROJECTED ACTUAL FY 2008 FY 2007 FY 2006 AD VALOREM TAXES Current Taxes $ 8,860,357 $ 8,015,166 $ 7,474,860 Delinquent Taxes 50,000 50,000 53,892 Penalty and Interest 55,000 55,000 57,690 AD VALOREM TAXES SUBTOTAL $ 8,965,357 $ 8,120,166 $ 7,586,442 FRANCHISE TAXES $ 1,747,500 $ 1,753,424 $ 1,790,543 SALES TAXES $ 2,552,394 $ 2,458,127 $ 2,343,591 LICENSES AND PERMITS $ 1,456,321 $ 1,215,881 $ 1,931,265 FINES $ 789,100 $ 840,868 $ 785,338 CHARGES FOR SERVICES $ 805,974 $ 801,901 $ 846,030 INTERGOVERNMENTAL $ 85,516 $ 81,444 $ 77,566 MISCELLANEOUS REVENUES $ 517,975 $ 545,275 $ 599,413 USE OF AVAILABLE CASH $ 180,290 $ 145,250 $ 0 TRANSFERS-IN $ 716,934 $ 664,085 $ 532,357 TOTAL GENERAL FUND REVENUES $ 17,817,361 $ 16,626,421 $ 16,492,545 62 GENERAL FUND REVENUE ESTIMATES AD VALOREM TAXES The projected assessed value for the year is 53,373,307,323 and current year taxes are budgeted to be collected at a 99% collection rate. This estimate was derived using the July 25th certified valuation from Tarrant Appraisal District 16.67% increase from FY 2007 current valuation of 53,162,672,415) and the TIF value exclusion of 5210,634,908. The tax rate of 5.3559 is allocated 5.28299 to O&M (General Fund) and 5.07291 to debt (Debt Service Fund). For the past ten years, current year tax collections have averaged 99 % of the tax roll, so a 99% collection rate is estimated. FRANCHISE TAXES The franchise fees were estimated based upon estimated revenue increases and discussion with franchise holders. TXU Energy Company is estimating their electric franchise payment to the City to be 5910,263, an increase from the prior year due to growth and a legal settlement. Atmos Gas projects their gas franchise payment to be 5280,000. Due to recent legislation by the Public Utilities Commission setting the franchise fee for the City there is only a slight increase projected for SBC and Verizon phone franchise fees. Also a slight increase in cable fees is projected. TAX ROLL COLLECTION FY 2005 - FY 2008 i o0 95 so 85 80 75 70 MAJOR FRANCHISE TAX REVENUES FY 2005- FY 2008 $~,ooo,ooo $800,000 $600,000 $400,000 $200,000 $o ^TXU Energy SBC/ Verizon ^Atmos Gas ^Comcast Cable 63 2005 2006 2007 2008 SALES TAX REVENUE F Y 2 0 0 5 - F Y 2 0 0 8 Total sales tax revenue is estimated to be 5% greater than the amount budgeted for FY 2007. This projection is based upon anticipated new revenue from additional businesses opening in the Colleyville Town Center in FY 2008 and residential population growth. LICENSES AND PERMITS The revenues for licenses and permits $ 2. fi 0 0, 0 0 0 ..___.........._.__...._.....__.._ .............. _......._. __. E2,400,000 ----- _-- az,zoo,ooo _. __ az,ooo,ooa -- a i,soo,ooo si,soo.o00 ......_. _- .._..._..__..._ ,~-- 2005 2006 RESIDENTIAL BUILDING PERMITS FY 2005 - FY 2008 are based upon 234 residential permits 300 being issued and those dwellings 280 260 averaging 4,500 square feet in size and 2ao additional commercial development. 220 This is a decrease of 11 permits from 200 the FY 2007 budgeted permit issuance 1so of 245. Building activity is projected to 1so remain at high levels due to activity in 140 120 the Covington, Chanel Court, Lavaca 100 Park, Lavaca Trail and Villas at Oak Point neighborhoods. FINES Revenue from citations is projected to be 5725,000 for FY 2008 due to the addition of two officers who will concentrate on traffic enforcement. Also, this is the third year of an annual alarm registration fee which is projected to generate 538,000 in revenue 12500 10500 8500 6500 ~-~ ~~- ~_ - I I- NUMBER OF CITATIONS/APPEALS FY 2005 - FY 2008 2005 800 600 400 200 05 06 07 08 05 06 07 08 C itations ^ Appeals 64 2006 2007 2008 CHARGES FOR SERVICE The continued increase in ambulance revenue is due to the City entering into a contract with a third party billing and collection agency in FY 2006. Colleyville Center revenues are anticipated to increase due to increased target advertising. Most other revenues are projected to remain level in FY 2008. INTERGOVERNMENTAL The amount budgeted is 585,516 in funding from the Grapevine-Colleyville Independent School District for a DARE program Officer at the two middle schools. MISCELLANEOUS Interest income for the fund is estimated to be $382,500. This is based upon the average projected cash balance for the General Fund of approximately 58,000,000 and an anticipated investment rate of 4.5 %. TRANSFERS IN The transfer from the Utility Fund is projected to be 5716,934, which is comprised of a Franchise Fee of 4% and Operating Transfer of 4% of the prior year's Utility Fund gross revenues. CHARGES FOR SERVICE /INTERGOVERNMENTAL FY 2005 - FY 2008 $soo,ooo $eoo,ooo $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 $so,ooa $ao,ooo $~o,ooo $so,ooo $50,000 $ao,ooo $30,000 $20,000 $10,000 $0 05 O6 07 08 05 06 07 08 Charges for Service ^Intergovernmental $aoa,ooo $~oa,ooo $soo,ooo $500,000 $400,000 $300,000 $zoo,ooo $foo,ooo $o 65 MISCELLANEOUS /TRANSFERS IN FY 2005 - FY 2008 Miscellaneous l7Transfers in 2005 2006 2007 2008 FY 2008 REVENUE ESTIMATE FY 05 FY 06 FY 07 FY 07 FY 08 ACTUAL ACTUAL BUDGET PROJECTED BUDGET GENERAL FUND AD VALOREM TAXES 5101-CURRENT TAXES 7,349,837 7,474,860 8,015,166 8,015,166 8,860,357 5102-DELINQUENT TAXES 66,474 53,892 65,000 50,000 50,000 5103-PENALTY & INTEREST 65,566 57,690 45,000 55,000 55,000 TOTAL AD VALOREM TAXES $7,481,877 $7,586,442. $8,125,166 $8,120,166 $8,965,357 FRANCHISE TAXES 5201-TXU ELECTRIC 775,974 943,812 892,263 933,754 910,000 5202-TRI-COUNTY ELECTRIC 69,654 85,963 95,000 102,109 104,000 5203-ATMOS GAS 235,814 334,347 270,000 279,061 280,000 5204-SOUTHWESTERN BELL 107,824 112,075 114,000 114,000 114,000 5205-VERIZON/OTHERS 54,623 53,150 59,500 59,500 59,500 5206-GARBAGE/RECYCLING 99,153 103,933 101,400 104,000 115,000 5207-CABLE TV 140,995 157,263 161,000 161,000 165,000 TOTAL FRANCHISE TAXES $1,484,037 $1,790,543 $1,693,163 $1,753,424 $1,747,500 SALES TAX 5301-1% SALES TAX 1,968,639 2,267,586 2,335,614 2,369,627 2,452,394 5302-MIXED BEVERAGE TAX 53,974 76,005 80,000 88,500 100,000 TOTAL SALES TAX $2,022,613 $2,343,591 $2,415,614 $2,458,127 $2,552,394 LICENSES & PERMITS 5411-BUILDING 887,041 1,278,525 1,006,396 750,000 917,929 5412-PLUMBING 125,244 126,203 122,064 79,000 124,994 5413-MECHANICAL 40,264 71,412 59,230 56,969 57,108 5414-ELECTRICAL 95,167 115,891 102,158 70,000 97,703 5416-CITY LICENSE 55,775 57,137 57,273 62,000 56,802 5417-BUILDING PLAN REVIEW FEE 125,360 247,533 155,839 164,051 167,332 5418-NEW BUSINESS 3,666 1,551 3,384 3,019 3,079 5419-ANIMAL 1,907 1,603 1,750 1,750 2,000 5420-SIGN PERMITS 5,555 8,085 6,650 6,877 7,015 5421-FENCE PERMITS 7,800 7,475 7,500 7,215 7,359 5423-FIRE PERMIT FEES 11,550 15,850 12,000 15,000 15,000 TOTAL LICENSES & PERMITS $1,359,329 $1,931,265 $1,534,244 $1,215,881 $1,456,321 FINES 5611-FINES 458,098 729,740 565,000 775,000 725,000 5612-FINES-ALARMS 1,450 31,775 35,000 40,000 38,000 5630-LIBRARY FINES 17,982 23,823 20,400 25,868 26,100 TOTAL FINES $477,530 $785,338 $620,400 $840,868 $789,100 66 FY 2008 REVENUE ESTIMATE GENERAL FUND CHARGES FOR SERVICES 5511-PLANNING AND ZONING 5512-PLAT FEE 5514-BOARD OF ADJUSTMENT 5711-SALE OF MATERIAL 5712-WEED MOWING 5718-ANIMAL IMPOUNDMENT FEE 5721-AMBULANCE 5722-RECREATION PROGRAM 5811-ENGINEERING & INSPECTION 5812-CHGS 8 REIMBURSEMENTS 5845-LOT DRAINAGE INSP FEE 5855-FIELD USE CHARGE 5873-COLLEYVILLE CENTER FEES 5874-NON-RESIDENT FEE 5875-LIBRARY BLGD RENTAL TOTAL CHARGES FOR SERVICE INTERGOVERNMENTALREVENUE 5828-DARE OFFICER REIMB TOTAL INTERGOVERNMENTALREVENUE MISCELLANEOUS REVENUE 5714-SALE OF SURPLUS PROPERTY 5716-INTEREST INCOME 5719-MISCELLANEOUS 5832-ANTENNA LEASE 5866-CELEBRATE CV CONT 5790-USE OF AVAILABLE CASH TOTAL MISC REVENUE TRANSFERS IN 5872-T-FER FROM UTILITY FD TOTAL TRANSFERS IN TOTAL GENERAL FUND REVENUES FY 05 FY 06 FY 07 FY 07 FY 08 ACTUAL ACTUAL BUDGET PROJECTED BUDGET 11,077 12,520 11,939 18,000 12,500 21,982 28,741 21,799 22,069 21,000 1,800 1,910 2,000 3,000 2,000 2,500 2,650 2,891 2,900 2,500 2,005 1,880 1,954 2,186 6,000 4,715 4,605 3,350 4,500 3,200 119,361 221,461 216,000 237,000 242,000 138,650 143,635 137,625 123,864 148, 524 94,064 107,469 80,000 118,808 80,000 7,002 3,511 3,500 6,760 2,000 31,250 36,500 30,625 16,875 31,225 21,535 16,417 21,760 16,424 16,450 193,971 242,166 190,000 205,000 214,000 14,270 22,505 14,500 24,445 24,500 250 60 100 70 75 $664,432 $846,030 $738,043 $801,901 $805,974 73,872 77,566 81,444 81,444 85,516 $73,872 $77,566 $81,444 $81,444 $85,516 0 22,903 10,000 0 17,000 193,398 455,240 382,500 405,000 382,500 47,707 52,628 45,000 72,000 55,000 82,324 64,692 68,275 68,275 63,475 8,950 3,950 0 0 0 0 0 145,250 0 180,290 $332,379 $599,413 $651,025 $545,275 $698,265 464,393 532,357 559,520 664,085 716,934 $464,393 $532,357 $559,520 $664,085 $716,934 $14,360,462 $16,492,545 $16,418,619 $16,481,171 $17,817,361 67 68 AD VALOREM TAX DATA TAXABLE VALUE INFORMATION TAXABLE VALUE 2008 CERTIFIED 2007 ACTUAL Total Appraised Value $3,599,370,215 $3,307,453,922 Absolute Exemption 130,390,335 132,330,713 AG Exemption 22,887,573 26,586,532 Over 65 Exemption 67,519,078 63,666,400 Veteran Exemption 1,096,000 1,030,500 Disability Exemption 4,169,906 3,733,476 NET TAXABLE TOTAL VALUE $3,373,307,323 $3,080,106,301 * New Construction Included $175,052,975 $126,666,500 'TIF DISTRICT INCLUDED IN ABOVE VALUE $210,634,908 $164,359,916 NET TAXABLE VALUE $3,373,307,323 LESS TIF DISTRICT VALUE ($210,634,908) O&M / I&S CALCULATED VALUE $3,162,672,415 Proposed Tax Rate X .3559/$100 ----------------------------- Tax Levy $11,255,951 Collection Rate X 99.00% ----------------------------- NET COLLECTIONS $11,143,392 FY 2008 PROPERTY TAX RATE ALLOCATION GENERAL FUND DEBT SERVICE TOTAL TOTAL TAX RATE (O&M) (I&S) TAX LEVY LEVY LEVY $0.3559 PER $100 DOLLARS OF VALUATION $8,950,078 $2,305,873 $11,255,951 ALLOCATION $0.28299 $0.07291 $0.3559 TAX LEVY AND COLLECTIONS HISTORY TOTAL TOTAL COLLECTION FISCAL YEAR LEVY COLLECTIONS PERCENTAGE FY 07 $9,946,713 $9,847,246 99.0% FY 06 $9,946,713 $9,847,246 99.0% FY 05 $9,182,094 $9,102,069 99.1 FY 04 $8,685,292 $8,624,816 99.2% FY 03 $8,301,422 $8,200,616 98.8% FY 02 $7,418,644 $7,295,358 98.3% FY 01 $6,659,354 $6,581,439 98.8% FY 00 $6,029,664 $5,961,899 98.9% NOTE: THE SOURCE OF THE 2008 DATA IS THE JULY 25TH CERTIFIED VALUE REPORT FROM TARRANT APPRAISAL DISTRICT 69 CHARTER LIMIT CALCULATION WORKSHEET -FISCAL YEAR 2008 ANTICIPATED PROPERTY TAX COLLECTIONS @ 9-30-07 CHARTER LIMIT INCREASE AT 107% VALUATION OF EXISITING PROPERTY MAXIMUM CHARTER TAX RATE ADOPTED TAX RATE DIFFERENCE IN RATES TAX GENERATED BY ADOPTED RATE FOR EXISTING PROPERTY INCREASE IN REVENUE FROM FY 2007 AMOUNT UNDER CHARTER LIMIT OF 7% DIFFERENCE CHARTER RATE VS ADOPTED RATE $10,731,286 $11,482,476 $3,198,254, 348 $0.3590 $0.3559 $0.0031 $11,110,736 3.54% 3.46% $99,889 ~o $0.40 $0.30 $0.20 $0.10 $0.00 $0.70 $0.60 $0.50 $0.40 $0.30 $0.20 $0.10 $0.00 Tax Rate per $100 of Assessed Valuation / $100 valuation $0.3474 $0.3474 $0.3474 $0.3474 $0.3559 2004 2005 2006 2007 2008 FY 2008 Area City Tax Rate Comparison s / $100 valuation 0.5700 0.5350 ----- _ _ -- --__. -- - - f 0 4469 0.4620 0.4700 0.4322 0.3625 - ~ ~ ~ ~ £ 0.3559 `x: - ,~. -~ ~: ,: ~ y~, t. y.,: t, ~~. eyville Grapevine Keller Bedford Southlake Euless Hurst NF 71 TAX LEVY $11,000 $11,000 $10,000 $9,000 $8,000 $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $0 2004 IN THOUSANDS OF $ $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 2007 2008 2005 2006 APPRAISED VALUES In Millions of Dollars $2,487 ---___ $x,858 $2,643 $3,373 $3,062 2004 2005 2006 2007 2008 72 73 ~i~)' n/ ~e - ~~ Tacns City Manager's Office Mission The City Manager's Office provides leadership and direction for City departments in the implementation of the City Council's goals, directives, policies, resolutions and ordinances. The City Manager's Office works closely with the City Council and its appointed boards, commissions, and committees to uphold the current ordinances, resolutions, and policies in the City and to develop, analyze and implement legislation and policies. Goal The City Manager's Office will lead the City government organization in the implementation of the City Council's priorities and the enforcement of City ordinances. 2006-2007 Accomplishments ^ Update the City of Colleyville zoning regulations. ^ Continue implementation of Citizen Response Management Program. ^ Partner with the HARP to secure volunteer resources at City facilities. ^ Implement and manage City Council Work Initiatives. ^ Continuation of promotional advertising with trade publications and attendance to national and regional trade shows. ^ Continued funding and partnership with Tarrant County for street improvements. ^ Continue to enhance and develop multiple communication outlets to Colleyville residents. ^ Continue implementation of the Colleyville NeighborWoods Tree Planting Program. 74 ^ Continue to develop budget strategies through financial and budget forecasts. 2007-2008 Departmental Objectives ^ Implement and manage City Council Work Initiatives. ^ Continuation of promotional advertising with trade publications and attendance to national and regional trade shows. ^ Continued funding and partnership with Tarrant County for street improvements. ^ Continue to manage city franchise services. ^ Continue to enhance and develop multiple communication outlets to Colleyville residents. ^ Continue to develop budget strategies through financial and budget forecasts. ^ Continue implementation of the Workforce Development Sustainability Plan to include Outrageous Customer Service initiatives. ^ Continue to evaluate the redevelopment potential of commercial properties located along State Highway 26. ^ Promote the enhancement of cultural and arts. ^ Evaluate viability of connection with the Cotton Belt Commuter Rail and various community-environmental issues associated. ^ Research and develop a plan to initiate a branding campaign for the City and how to implement consistently throughout the organization and community. ^ Evaluate best practices for consideration in adopting a "Green" initiative. 75 City Manager's Office Service Delivery Measures FY 06 FY 07 FY 08 Actual Budgeted Budgeted Citizen contacts 3,500 3,600 3,700 Council agendas prepared 35 35 35 City Manager packets prepared 62 62 62 Information/issue mailings 14 14 14 Meetings attended 300 300 300 Boards/commissions staffed 12 12 12 Percent citizen calls responded to w/in 8 business hours or less 98% 98% 98% Percent of City Council Work Initiatives Completed 90% 95% 95% Percent of Refuse/Recycle calls responded to in less than 24 hours 99% 99% 99% Percent of cable complaints responded to in less than 24 hours 99% 99% 99% 76 City Manager's Office Personnel Summary City Manager Assistant City Manager Development and Business Strategies Manager* Executive Secretary Management Assistant Total full-time** "Formerly the Financial Analyst **Human Resources Director and Administrative Clerk are now located in the Human Resources Department FY 06 FY 07 FY 08 Actual Budgeted Budgeted 1 1 1 1 1 1 1 1 1 1 1 1 0 1 1 4 5 5 77 FY 2008 GENERAL FUND BUDGET City Manager's Office Account 001-11 Budget Summary FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel $526,029 $590,868 $496,670 $538,196 Contractual 68,195 97,534 44,665 53,684 Supplies 10,262 14,034 12,021 13,043 Capital 0 0 0 0 Total $604,486 $702,436 $553,356 $604,923 FY 2008 Budgeted Supplies _ Capital Contractual __ 2% ~' ~ 0% 9% it ~ Personnel 89% Capital Expenditure. Summary No capital expenditures 7$ 79 ~~~~~ or ~e -. ~~ Tl [:1> Building Inspection Department Mission The mission of the Building Inspection Department is to ensure quality construction practices and techniques through the enforcement of ordinances and codes that regulate building construction in Colleyville and compliance with nuisance codes. Goal To provide efficient delivery of services related to building permit application reviews, on-site building inspections, code enforcement activities, and providing information to citizens and builders in a timely manner. 2006-2007 Accomplishments ^ Issue 100% of permits through the computer system. ^ Streamline the plan review process to be more efficient and responsive. ^ Expand and improve permit application forms. ^ Prepare additional information brochures for distribution to the public. ^ Continue development of an internal procedures manual. ^ Revise, update and simplify plumbing and electrical fee schedules. ^ Improve monthly reports for permits and code enforcement. ^ Reduce turn-around times for reviewing and issuing certificates of occupancy by improving coordination and inspection processes 2007-2008 Departmental Objectives ^ Issue 100% of permits through the computer system (recurring). ^ Streamline the plan review process to be more efficient and responsive (recurring). 80 ^ Expand and improve permit application forms (recurring). ^ Prepare additional information brochures for distribution to the public (recurring). ^ Continue development of an internal procedures manual (recurring). • Improve monthly reports for permits and code enforcement (recurring). ^ Reduce turn-around times for reviewing and issuing certificates of occupancy by improving coordination and inspection processes (recurring). 81 Building Inspection Service Delivery Measures FY 06 FY 07 FY 08 Actual Budgeted Budgeted New residential permits 229 245 234 Residential remodel permits 67 70 66 New and Remodel commercial permits 58 60 65 Inspections 7,800 9,000 8,400 Inspections per business day 30 34 32 Inspections per building employee 3,900 3,000 4,200 Code violations investigated 1,500 2,400 2,880 Violations investigated per business day 6 9 11 Violations investigated per code officer 1,500 1,200 2,880 *Italics indicates new measure for FY 08 Personnel Summary FY 06 FY 07 FY 08 Actual Budgeted Budgeted Building Official 1 1 1 Building Inspector 1 1 2 Code Enforcement Officer 1 1 1 Building Permit Clerk 2 2 2 Total full-time 5 5 6 82 FY 2008 GENERAL FUND BUDGET Building Inspection Account 001-12 u~g~~ umrr~~~r.. FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel $245,426 $282,554 $287,792 $369,869 Contractual 22,849 26,198 27,068 33,538 Supplies 5,453 5,235 6,207 8,997 Capital 0 1,380 70,000 0 Total $273,728 $315,367 $391,067 $412,404 Gpr~al ~xp~r~di~~r~ ~~imrir~a : .....: No capital expenditures 83 Fiscal Year 2007- 2008 Economic Development 84 City O~ ~e ~~ 7cxa> Economic Development Mission The Economic Development Department is responsible for developing programs to attract, retain, and expand businesses. The mission is to establish the City of Colleyville as a destination of choice for high-quality sales tax generating developments, retailers, restaurants and businesses. Goal The goal of the Economic Development Department is to broaden the tax base and work to expand existing businesses by promoting new retail, restaurant, and commercial development within the City. 2006-2007 Accomplishments ^ Maintain inventory of available commercial properties and develop a marketing plan to find developers or buyers for these properties. ^ Continue an educational program in conjunction with Dallas Baptist University- Colleyville to assist small businesses. ^ Actively promote development of key sites to their highest and best use. ^ Work with current shopping center and property owners to find tenants. ^ Continue a regional advertising program promoting Colleyville's unique businesses. ^ Continue to work with retailers and business owners to prepare for the construction of SH26. ^ Develop a marketing plan for the period of time SH26 will be under construction. ^ Update, expand and distribute the Restaurant and Dining Guide semi-annually. ^ Continually update information on the City's website and in printed materials. ^ Work with the Colleyville Library Board to utilize the second floor for events intended to drive traffic through The Village at Colleyville. 85 2007-2008 Departmental Objectives ^ Continue to seek private development partners to redevelop vacant shopping centers focusing on exploration of alternate uses. Seek non-traditional tools for the City to use in partnering with developers to secure development partners. ^ Develop and implement a new advertising campaign to attract professional office users to Colleyville. ^ Explore, develop and implement additional ways to encourage Colleyville residents to patronize Colleyville businesses and special events. ^ Work with staff and consultants to develop a long term vision for the redevelopment of Colleyville Blvd. ^ Work with staff and consultants to identify, develop and market a new brand for Colleyville. Promote that brand to residents, region and developers. ^ Work with staff and consultants to create entryway identity for Colleyville at key entry points in the City. ^ Establish a citizen organization supporting development and promotion of culture and arts in the City. ^ Work with consultants to explore the viability of developing a centrally located gathering place for special events and other community activities. 86 Economic Development Service Delivery Measures New commercial and remodel permits City general fund sales tax revenues Civic Club Presentations Meetings with Businesses Meetings with Businesses per month Meetings with Prospects Prospecting Marketing Trips Special Events Special Events per quarter *Italics indicates new measure for FY 08 Personnel Summary Economic Development Manager Total full-time FY 06 FY 07 FY 08 Actual Budgeted Budgeted 58 60 62 $2,267,586 $2,335,614 $2,452,394 10 10 10 60 75 100 5 6 8 18 22 35 2 2 2 6 8 12 1.5 2 3 FY 06 FY 07 FY 08 Actual Budgeted Budgeted 1 1 1 1 1 1 87 FY 2008 GENERAL FUND BUDGET Economic Development Account 001-13 Budget Summary FY 2005 FY 2006 FY 2007 Actual Actual Budgeted Personnel $119,753 $126,476 $122,608 Contractual 35,556 28,493 40,694 Supplies 7,201 3,546 7,150 Capital 0 0 0 Total $162,511 $158,515 $170,452 FY 2008 Budgeted $122,503 32, 771 6,650 0 $161,924 Supplies Contracts ' 20% Personnel 76% Capital Expenditure Summary No capital expenditures ss FY 2008 Budgeted Capital 89 C<<>' n~ ~~e - ~~ Ta<ns Office of the City Secretary Mission The Office of the City Secretary performs duties set forth by the City Charter, Ordinances, federal and state laws and administrative direction. The Office of the City Secretary is responsible for providing accurate meeting minutes, quality ordinances and resolutions and positive customer service to the citizens, the City Council and staff. The City Secretary administers and maintains the official records of the City to ensure accessibility to the City Council, public and staff. The City Secretary serves as Elections Administrator to provide fair and legal City elections and serves as the Records Management Officer administering the records management program for the City in accordance with the Local Governments Records Act. Goal The Office of the City Secretary will conduct cost efficient City elections fairly and impartially, promote positive and equitable public relations while complying with all city, state and federal election laws and policies; preserve and maintain the City's records through an effective records management program; provide for the efficient access and retrieval of public documents through an imaging program; facilitate the distribution of public information; coordinate the agenda packet process and ensure the quality and accuracy of the packet and timely posting of City Council meeting agendas; provide the City Council with board, commission and committee vacancies and appointments and coordinate the appointment process; and maintain a professional atmosphere in a neutral manner for the City. 2006-2007 Accomplishments ^ Prepare and manage department budget ^ Prepare official minutes for all City Council, Colleyville Economic Development Corporation Board, Crime Control and Prevention District Board and Tax Increment Financing District Board meetings and worksessions ^ Cancelled May 2007 General Election due to unopposed candidates ^ Conduct City Councilmember Orientation 90 ^ Process Open Record requests for citizens and staff in a timely manner ^ Coordinate change to the application and appointment process for boards, commissions and committees ^ Coordinate the Board, Commission and Committee Appreciation Event ^ Conducted citywide onsite and offsite storage records audit and coordinated the process for reducing the cost of off-site storage of City documents ^ Redesigned the vault in order to store more boxes on-site and reduce off- site storage costs ^ 7.2.5 Laserfiche Software upgrade citywide ^ Continue process to coordinate and implement citywide conversion of City records to electronic files ^ Coordinate the Pastor's Appreciation Event ^ Provide Laserfiche training, as necessary ^ Provide agenda management software training, as necessary ^ Update City Secretary Procedures Manual ^ Update Records Coordinator Administrative Handbook ^ Continue cross-training of City Secretary and Records Coordinator ^ Maintain a positive and professional image for citizens, City Council and staff 2007-2008 Departmental Objectives ^ Purchase and implement Audit Trail software ^ Purchase and implement Records Management software ^ Conduct May 2008 General Election ^ Implement administrative and procedural changes to establish electronic records as permanent records 91 ^ Conduct City Council Candidate Orientation ^ Prepare and manage department budget ^ Prepare official minutes for all City Council, Colleyville Economic Development Corporation Board, Crime Control and Prevention District Board and Tax Increment Financing District Board meetings and worksessions ^ Conduct City Council Candidate Drawing for Place on the Ballot and Orientation ^ Process Open Record requests for citizens and staff in a timely manner ^ Coordinate the Pastor's Appreciation Event ^ Continue cross-training of City Secretary and Records Coordinator ^ Update City Secretary Procedures Manual ^ Maintain a positive and professional image for citizens, City Council and staff ^ Provide Laserfiche training, as necessary ^ Provide agenda management software training, as necessary ^ Continue to coordinate the process for reducing the cost of off-site storage of City documents 92 City Secretary /City Council Service Delivery Measures FY 06 FY 07 FY 08 Actual Budgeted Budgeted Elections 1 0 1 Ordinances processed 44 50 55 processed within three days 100% 100% 100% Resolutions processed 152 150 160 processed within three days 100% 100% 100% Council meeting, worksession and 37 35 40 joint meeting minutes Open Records requests -written 133 150 150 processed within six days 98% 99% 99% Citizen requests-telephone 1,700 1,800 1,800 Records Scanned 5,500 6,500 8,000 Records Destroyed (Boxes) 52 225 100 Board, Commission and Committee Appreciation 1 1 0 Event Pastors Appreciation Luncheon 1 1 1 Italics denotes new service measures for FY 08 93 Personnel Summary City Secretary Records Coordinator Total full-time FY 06 FY 07 FY 08 Actual Budgeted Budgeted 2 2 2 94 FY 2008 GENERAL FUND BUDGET City Secretary/City Council Account 001-14 Budget Summary. FY 2005 Actual Personnel Contractual Supplies Capital $136,627 181,669 15,251 0 Total $333,547 FY 2006 FY 2007 Actual Budgeted $142,927 $147,149 324,803 404,297 9,326 11,466 6,030 0 $483,086 $562,912 FY 2008 Budgeted $159,880 406,551 11,466 0 $577,897 FY 2008 Budgeted PP _ Ca ital Su lies P Personnel 2% ~' 0 % ` 28% Contractual 70% Capital Expenditure Summary No capital expenditures 95 96 Ciry• o~ ~! _ :1i~ 7c~a> Finance Mission The Finance Department provides prudent financial management of resources, revenues, and expenditures to the City of Colleyville. Goal The Finance Department will provide all City departments and other users with accurate and timely financial information; maximize the resources of the City of Colleyville through financial investments; and coordinate the risk management program and all financial transactions. 2006-2007 Accomplishments ^ Maintained AA+ bond ratings on General Obligation bonds. ^ Received the Government Finance Officers Association Distinguished Budget Presentation award. ^ Received the Government Finance Officers Association Certificate of Achievement for Excellence in Financial Reporting. ^ Maintained ratings of AA from Standard and Poor's and AA+ from Fitch ICBA on Utility Revenue debt. ^ Received upgrade to AA on drainage utility bonds from Standard and Poor's. ^ Refunded $4,895,000 tax supported debt at a savings of $262,878. ^ Prepared Continuing Disclosure Report. ^ Earned investment yield no less than 8 basis points under Logic annualized rate. ^ Received an unqualified audit opinion on the 2006 CAFR. ^ Issued employee W-2 statements by January 31. ^ Implemented Positive Pay for prevention of bank fraud. 97 2007-2008 Departmental Objectives ^ Develop City water/street incident awareness program for phone customers. ^ Perform internal cash audits for SAS 99. ^ Continue to maintain AA+ bond ratings on General obligation bonds. ^ Continue to receive the Government Finance Officers Association Distinguished Budget award. ^ Continue to receive the Government Finance Officers Association Certificate of Achievement for Excellence in Financial Reporting. ^ Continue to maintain ratings of AA from Standard and Poor's and AA+ from Fitch ICBA on Utility Revenue debt. ^ Earn investment yield no less than 8 basis points under Logic annualized rate. ^ Receive an unqualified audit opinion on the 2007 CAFR. ^ Issue employee W-2 statements by January 31. 98 Finance Service Delivery Measures General obligation bond rating Investment portfolio (in millions) of audit adjustments in period 13 closing of purchase orders processed within three days of receipt of requisition of Accounts Payable checks voided CAFR submitted to GFOA on time Budget submitted to GFOA on time Ad Valorem tax collection rate of employees on direct deposit of monthly investment reports issued within fifteen days of month end of budget reports distributed <10 days after month-end procedures completed of Payroll checks voided of customers paying with credit card Italics denotes new service measures for FY OE FY 06 FY 07 FY 08 Actual Budgeted Budgeted AA+ AA+ AA+ $36 $36 $35 0.0495% 0.0371 % 0.0043% 100% 100% 100% 0.0068% 0.0051 % 0.0051 Yes Yes Yes Yes Yes Yes 98.9% 99.0% 99.0% 0.78% 0.78% 0.78% 100% 100% 100% 99% 99% 99% 0.04% 0.04% 0.0506% 99 Finance Personnel Summary FY 06 FY 07 FY 08 Actual Budgeted Budgeted Finance Director 1 1 1 Assistant to the Finance Director 1 1 1 Financial Analyst 1 0 0 Accounting Clerk 1 1 1 Total full-time 4 3 3 100 FY 2008 GENERAL FUND BUDGET Finance Account 001-15 Budget Summary FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel $329,574 $285,764 $285,186 $300,707 Contractual 124,159 122,460 149,752 151,091 Supplies 16,765 13,579 16,084 17,331 Capital 0 0 0 0 Total $470,498 $421,803 $451,022 $469,129 FY 2008 Budgeted Supplies Capital 4% 0% Contractual 32% ~~ Personnel 64% Capital Exp®nditure Summary No capital expenditures 101 102 FY 2008 GENERAL FUND BUDGET Legal Account 001-16 Budget Summary FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Contractual $83,285 $88,202 $106,823 $106,823 Total $83,285 $88,202 $106,823 $106,823 Capital .Expenditures No capital expenditures 103 104 cu•• o~ e - ~~ 7csas Library Department Mission Colleyville residents of all ages will have state-of-the-art library services, accessible "Anytime, Anywhere." That will: meet their needs for current high-demand topics and titles; assist them in their self-directed personal growth and development opportunities; provide the information services needed to answer their questions; and develop their skills in finding and using information effectively. Goals The Library Department has set four primary goals for the 2008 fiscal year. The first goal is for all residents in Colleyville to have access in a timely manner to current, high- demand, popular materials in a variety of formats, anytime, anywhere, to fulfill their desire for enjoyable recreational experiences. The second goal is for Colleyville residents of all ages to have a resource center that provides programs and materials that address their need for self-directed personal growth and development opportunities. The third goal is for all Colleyville residents to have access to general information on a broad range of topics to meet their needs for information and answers to questions related to personal life, work, and school. The fourth and final primary goal is for Colleyville residents of all ages to have access to state-of-the-art technology resources and instruction to develop skills needed to effectively navigate the current information world. 2006-2007 Accomplishments ^ Added approximately 8,226 new items to the library's collection, which increased the collection from 43,378 items to 51,604 items. ^ Registered approximately 1,236 Colleyville residents for library cards, which increased the total number of residents registered from 9,483, to 10,719; 49% of the population. ^ Circulated approximately 189,483 items to Library patrons. ^ Developed, implemented and marketed approximately 318 adult and children's programs that created an annual program attendance of 10,709; 0.49 per capita. ^ Answered approximately 35,394 reference questions for our patrons. ^ Enhanced the Library's Reader's Advisory Service to the public by creating a variety bibliographies, suggested reading lists, pathfinders and school reading lists. 105 ^ Provided services and programs that resulted in annual library visits of 4.58 per capita, for a total of 99,369 visits. ^ Hired and trained six new library staff members to fill existing vacated positions and one to fill a new position. ^ Provided volunteer opportunities for adults, Teen Court, National Charity League, National Honor Society, and teens, which provided 3,342 library volunteer hours. ^ Hosted a third Birthday Party for the Library, which attracted around 200 people. ^ Offered Colleyville's fourth summer reading program for around 1,200 children and adults, which included programs five days a week for seven weeks. ^ Promoted the services of the Library by offering Library tours, school visits and participating in community special events. ^ Hosted a co-sponsored family program with aGrapevine-Colleyville Independent School District School, which included an event for Turn-Off the TV Week that was attend by around 170 children and adults. ^ Completed acommunity-based Plan of Service for the Library, using The New Planning for Results process designed for public libraries, in conjunction with community representatives, the Library Board and staff. ^ Completed and filed the Library's fifth annual report with the Texas State Library. ^ Prepared and submitted documents required for a Lone Star Libraries Grant from the Texas State Library. ^ Prepared and submitted documents required to receive a Menu Allocation Grant from the North Texas Regional Library System. ^ Provided support for the Colleyville Public Library Board, Colleyville Friends of the Library, and the Colleyville Public Library Foundation. ^ Implemented a leased DVD collection to enhance patron accessibility to current high- demand DVD titles by purchasing additional copies for every three holds placed per item. ^ Marketed library materials by creating a variety of theme mixed-media monthly displays. ^ Enhanced the Library's patron computer services by developing a computer lab to offer a variety of computer classes for patrons of all ages. ^ Expanded patron computer services by adding an additional computer workstation, which increased the number of patron access computers to 15. 106 ^ Enhanced the Library's patron computer services by replacing all existing patron computer workstations with new more robust computers. ^ Purchased and implemented new reporting software, COGNOS Report Net, a web based product, which enhanced the Library's ability to track service trends and statistics. ^ Launched two new Book Discussion programs for adults. ^ Launched a series of multicultural displays and programs. ^ Enhanced the Library's patron self-check service by adding a new patron materials self-check. machine with upgraded features. 2007-2008 Departmental Objectives ^ Add approximately 8,396 new items to the library's materials collection to increase the collection from 51,604 items to 60,000 print, non-print, and downloadable digital media items; 2.76 per capita. ^ Increase library materials circulation to 9.33 items per capita for a total of 202,747 items. ^ Promote library card registration to increase the total of number of residents in Colleyville registered for library cards from 49% to 50%. ^ Continue to develop, implement and market a variety of adult and children's programs that create an annual program attendance of 11,244; 0.52 per capita. ^ Develop and maintain a collection of materials that has a minimum turnover rate of 3.00. ^ Provide services and programs that result in annual patron library visits of 4.80 per capita, for a total of 104,337 visits. ^ Provide in-house, telephone and a-mail reference services that result in a 1.71 reference transactions per capita rate or a total of 37,164 questions. ^ Conduct a document delivery study to monitor the percent of requests filled within specified time periods. ^ Conduct a Materials Availability Output Measure study to determine the percent of successful searches of library patrons. ^ Market library materials by creating a variety of theme mixed-media monthly displays. 107 ^ Conduct a complete inventory of the Library's materials collection using the Library's 3-M Digital Library Assistant. ^ Enhance the Library's patron computer services by developing and offering a variety of computer classes for patrons of all ages. ^ Develop an Early Literacy Center for children by purchasing approximately 10-15 top- rated educational software titles. ^ Purchase and implement AquaBrowser Library, anext-generation Online Public Access Catalog (OPAC) interface that will work with the Library's current integrated library system to improve patron access to the library's collection. ^ Develop a plan for the reorganizing of the Library's existing space, two levels, 24,000 square feet, to utilize 100% of available space to provide better support for the Library's Lifelong Learning Service programs for children and adults. 108 Library Service Delivery Measures FY 06 FY 07 FY 08 Actual Budgeted Budgeted Library Collection 43,378 51,604 60,000 Annual Circulation 177,087 171,624 202,747 Library Registrations 11,067 10,500 12,890 Reference Transactions 33,709 25,000 37,164 Annual Library Visits 94,637 90,000 104,337 Library Program Attendance 9,483 10,000 11,244 Meeting Room Usage 2 5 3 Personnel Summary FY 06 FY 07 FY 08 Actual Budgeted Budgeted Library Director 1 1 1 Circulation and Computer Services Librarian 1 1 1 Youth Services Librarian 1 1 1 Adult Services Librarian 1 1 1 Total full-time 4 4 4 Circulation/Technical Services Asst 1 2 2 Library Clerk 3 3 6 Librarian 1 1 1 Youth Services Assistant 1 1 2 Total part-time 6 7 11 109 FY 2008 GENERAL FUND BUDGET Library Account 001-17 ~c~ . ~t.:~Wrr~~na .::::: ::::::::::::.::::::::::::::.::::::::.::.::::...::::::::::::::::::::::::::::::.:::::::::.::::::::::::::::::::::::::::::::::.. FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel $359,558 $391,866 $415,188 $504,335 Contractual 85,214 106,485 122,462 95,669 Supplies 19,694 16,278 21,958 21,531 Capital 0 0 30,000 56,085 Total $464,466 $514,629 $589,608 $677,620 a ::~:..~1::~ ... eri.d~ure~::;::>>::::>:> ; ;.:::;:::>::>:::::>:::>> >.: >. <:<:. >, Automated material check-out $6,085 Collection Materials $50,000 110 J 111 ~~~>• of °~ ~~ Tcx ~> Engineering Department Mission The Engineering Department provides excellence in the guidance and direction of all planning, design and construction of capital and development projects in the City of Colleyville, while maintaining a commitment to professionalism and cost effective customer service. Goal The Engineering Department will ensure that all projects are managed and delivered to the citizens in a timely manner, review and oversee all development proposals, implement all ordinances and resolutions related to construction and development and ensure that Colleyville has delivered sound and complete projects. 2006-2007 Accomplishments ^ Assisted local businesses along SH26 in the ROW acquisition process. ^ Continued to expand program of Geographic Information Services (GIS). ^ Continued to effectively respond to citizen complaints regarding drainage and transportation issues. ^ Continued to review and supply comments to Community Development Department for residential and commercial developments with the City of Colleyville. ^ Completed design of Church Street realignment. ^ Started construction of Church Street realignment. ^ Started construction of intersection improvements at Glade Road & Heritage Avenue. ^ Completed the design and construction of the Pleasant Run Road paving and drainage improvements. ^ Completed construction of the 16" transmission main project. ^ Started construction of the ground storage tank at Reagan Park. 112 ^ Started design of the Bogart Street paving and drainage improvements. ^ Coordinated with the Street CIP Committee to formulate a recommended base capital improvements program of street project. ^ Completed design of Cottonbelt Trail, Phase II. ^ Assisted the Parks Dept with the completion of McPherson Park, Phase 1. ^ Assisted the Fire Dept with the construction of the new Fire Stations. ^ Worked with Tarrant County on the 2007 Street Overlay Program. ^ Continued the in-house design of small projects. ^ Investigated the potential for grants/alternate funding sources for public infrastructure improvements. ^ Designed and constructed additional trails and sidewalks within the City. ^ Began converting as-built construction plans and documents to a digital database. ^ Created a digital subdivision layer and comprehensive database. ^ Converted all paper map books to interactive digital map books. ^ Updated all ArcView licenses and provided new training for all users. ^ Acquired new handheld GPS units and coordinated integration with GIS system. 2007-2008 Departmental Objectives ^ Complete design of SH 26 utility relocation. ^ Assist local businesses along SH 26 in the ROW acquisition process. ^ Continue to expand program of Geographic Information Services. ^ Review and oversee all commercial and residential development projects. ^ Continue to effectively respond to citizen complaints regarding drainage and transportation issues. 113 ^ Complete construction of Church Street realignment. ^ Complete construction of 16" Transmission Mains. ^ Complete construction of Glade Road Paving & Drainage Improvements. ^ Complete construction of 5 million gallon ground storage tank. ^ Complete design of Cottonbelt Trail Phase II. ^ Continue the in-house design of small projects. ^ Investigate the potential for grants and alternate funding sources for public infrastructure improvements. ^ Design and construct additional trails and sidewalks. ^ Complete conversion of as-built construction plans to a digital database. 114 Engineering Service Delivery Measures Capital projects managed Development cases reviewed Average plan review time (days) Construction plans, site plans and drainage studies reviewed Active drainage complaints City projects under design City projects under construction Linear feet of sidewalk constructed Personnel Summary Public Works Director City Engineer Engineer Project Inspector Office Assistant Total full-time FY 06 FY 07 FY 08 Actual Budgeted Budgeted 10 10 10 137 152 164 10 10 10 30 40 30 40 55 90 15 15 10 10 10 10 1,000 950 1,000 FY 06 FY 07 FY 08 Actual Budgeted Budgeted 1 1 1 0 1 1 2 1 1 1 1 1 1 1 1 5 5 5 115 FY 2008 GENERAL FUND BUDGET Engineering Account 001-18 Budget Summary., FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel $385,320 $420,709 $423,540 $430,927 Contractual 41,984 53,602 37,343 57,414 Supplies 34,461 44,848 48,758 62,908 Capital 0 1,380 0 0 Total $461,765 $520,540 $509,641 $551,249 FY 2008 Budgeted Supplies Capital 11 % ~ ~ 0% ,~ Contractual ,~ 10% Personnel 79% Capital Expenditure Summary No capital expenditures 116 Fiscal Year 2007- 2008 Community Development 117 ~i~)' of ~ - :1~ 7c<~i Community Development Department Mission The mission of the Community Development Department is to assist the public by coordinating development proposals with staff, Boards, Commissions and the City Council. The Community Development Department assists the public, business owners, and developers regarding City codes and policies. The Department also advises the City Manager's Office, the City Council, and all appropriate boards and commissions on matters affecting the growth and development of the City; coordinates development-related matters with other City departments; and supervises the enforcement of all policies and ordinances assigned to the Department. Goal The Community Development Department goals are to enrich and preserve Colleyville's quality of life by guiding its physical and economic development. The Department strives to encourage and manage commercial and residential growth that is consistent with City goals, resources, infrastructure and services. Community Development also aims to ensure a straightforward development review process that is impartial, professional, timely, and supportive of adopted City goals. The Department will provide accurate and relevant information needed to guide the decision-making of the public and private sectors and attract new commercial developments to Colleyville. 2006-2007 Accomplishments ^ Revised and update the Land Use Table in the Land Development Code. ^ Prepared a redevelopment plan for 11 target areas along State Highway 26. ^ Maintained City maps current on a monthly basis. ^ Expanded and improved economic development, marketing and promotional brochures and materials. ^ Updated the Colleyville zoning regulations. ^ Began a historical database of all land development cases and ordinances. 118 2007-2008 Departmental Objectives ^ Prepare a plan for the use of the former City Hall recommending either public uses or viability for sale for redevelopment opportunities ^ City departments will contact neighborhood organizations encouraging their active and participative involvement in reducing crime and code violations by the Code Enforcement Department developing an "eyes and ears" program for neighborhood groups to report neighborhood code violations ^ Continue to establish historical database of all land development cases and ordinances ^ Continue training and education programs for the Planning and Zoning Commission and Zoning Board of Adjustment ^ Continue quarterly publication of the Colleyville Development Journal 119 Community Development Service Delivery Measures Subdivision plats Plats per employee Site plan reviews Zoning cases Zoning Board of Adjustment cases Sign Board of Appeals cases General Cases Total cases per month *Italics indicates new measure for FY 08 Personnel Summary Community Development Manager Development Coordinator Planning and Zoning Assistant Total full-time FY 06 FY 07 FY 08 Actual Budgeted Budgeted 35 44 50 12 15 17 12 15 15 40 40 36 15 15 17 5 8 7 30 30 25 7.50 7.75 7.08 FY 06 FY 07 FY 08 Actual Budgeted Budgeted 1 1 1 1 1 1 1 1 1 3 3 3 120 FY 2008 GENERAL FUND BUDGET Community Development Account 001-19 Budget Summary' FY 2005 FY 2006 Actual Actual Personnel $228,416 $237,039 Contractual 26,745 27,849 Supplies 7,067 7,318 Capital 0 2,759 Total $262,228 $274,965 FY 2007 FY 2008 Budgeted Budgeted $240,275 $234,392 26,998 38,546 6,583 9,133 0 0 $273,856 $282,071 FY 2008 Budgeted Supplies Capital 3% ~ ~ 0% Contractual 14% -- __Personnel 83% Capital Expenditures Summary No capital expenditures 121 122 Cic)~ o/ ~e i Tl X:li Fire Department Mission The Colleyville Fire Department is dedicated to the safety of our citizens through public safety education, risk reduction and emergency response. We shall deliver our services in the most efficient and effective method while treating all individuals with dignity and respect. Goals The Colleyville Fire Department will provide our service to the public through education, prevention, emergency medical service, and fire suppression services. 2006-2007 Accomplishments ^ Respond to all calls for emergency assistance in five minutes or less. ^ Continue to develop front line employees for future promotional opportunities in an effort to be pro-active in departmental succession planning. ^ Conduct at least 40 public education classes to emphasize fire safety to persons of all ages. ^ Conduct at least 3,500 clock hours of training and continuing education to enhance service delivery efficiency. ^ Continue community CPR and AED training programs for both citizens and City employees. ^ Begin construction of a new Central Fire Station and Fire Administration complex, as well as a third fire station on the east side of the City. ^ Conduct annual fire safety inspections of all commercial occupancies within the City of Colleyville. ^ Complete fire hydrant maintenance and flow testing of more than 1,200 fire hydrants in the City. ^ Continue to investigate all fire losses within the City while using the information to improve safety and citizen awareness. 123 ^ Continue to evaluate physical fitness requirements and annual medical physicals with an objective of reducing on the job injuries while bettering employee health and wellness. ^ Conduct inaugural class of the Colleyville Citizen's Fire Academy. ^ Continue to evaluate funding of additional personnel for staffing fire apparatus and ambulances. 2007-2008 Departmental Objectives ^ Continue responding to all emergency calls in five minutes or less 90% of the time. ^ Continue providing fire safety and injury prevention classes across the City with a goal of at least 50 classes or 1,000 people trained. ^ Conduct a minimum of 4,000 clock hours of training throughout the organization. ^ Complete construction of new central fire station and fire station 2. ^ Purchase and equip a new ambulance to replace the current unit. ^ Complete fire safety inspections of all businesses throughout the City. ^ Complete annual testing and maintenance of all fire hydrants in the City. ^ Continue mandatory physical fitness and medical physicals to ensure improved health and early detection of medical issues among all personnel. ^ Develop and implement the first class of the CFD Officer Development Program. 124 Fire Department Service Delivery Measures FY 06 FY 07 FY 08 Actual Budgeted Budgeted Fire related calls 580 630 660 Ambulance calls 630 650 680 Total calls per day 3.32 3.51 3.67 Inspections 590 620 675 Investigations 15 15 15 Fire drills 16 16 16 Public fire prevention presentations 40 40 50 Fire hydrant inspections/serviced 1,210 1,250 1,280 CPR classes conducted 15 15 15 Fire related training hours 2,300 2,300 2,800 EMS related training hours 1,200 1,200 1,200 Officer Development Training Hours 400 600 800 Total training hours per employee 115 121 141 *Italics indicates new measure for FY 08 125 Personnel Summary FY 06 FY 07 FY 08 Actual Budgeted Budgeted Fire/EMS Chief 1 1 1 Fire Marshal 1 1 1 Fire/EMS Training Officer 1 1 1 Lieutenant 6 6 9 Firefighter 24 24 21 Office Assistant 1 1 1 Total full-time 34 34 34 126 FY 2008 GENERAL FUND BUDGET Fire Department Account 001-22 Budget: Surrrmary FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel $2,403,459 $2,553,263 $2,599,683 $2,738,456 Contractual 522,901 533,198 605,809 662,853 Supplies 133,088 108,962 86,578 94,053 Capital 2,000 517,929 45,352 17,550 Total $3,061,449 $3,713,352 $3,337,422 $3,512,912 FY 2008 Budgeted Supplies Capital Contractual 2.7% ~~ 0.5% 18.9% ~ % Personnel 78.0% Capital Expenditure Summary SCBA Replacement Program $17,550 127 J 128 ~i~)' n/ ~e -. ~~ Tcca. Police Department Mission The Colleyville Police Department is dedicated to service to the community. Employees perform preventative, investigative, and enforcement services, striving to provide total quality service where each employee-citizen contact results in a satisfactory conclusion. In achieving our mission, the men and women of the Colleyville Police Department will conduct themselves in an ethical manner, treating citizens and fellow employees courteously and with dignity. Goal The Colleyville Police Department will deliver quality service to the citizens of Colleyville and provide for a safe community by establishing partnerships with citizens, schools, and businesses. 2006-2007 Accomplishments ^ Implemented the first ever Warrant Officer to collect outstanding citation warrants ^ Hired two additional Police Officers and a civilian Public Safety officer assistant ^ Increased neighborhood traffic enforcement and citation revenues ^ Organized a "Bike Rodeo" and numerous other community presentations and activities ^ Implemented mobile digital video systems in police patrol vehicles with wireless server download storage ^ Successfully contested the renewal of an alcohol license at a nuisance location ^ Coordinated aregion-wide 12 city initiative to create the first Child Abduction Response Team (CART) in Texas ^ Received recognition and a cash donation from the Allstate Insurance company for community involvement 129 ^ Received grant funding for ballistic vests for officers and a Thermal Imager for police patrol operations ^ Received equipment grant from Rotary International for Community Services presentations ^ Participated in the Leadership Colleyville program ^ Participated as a pilot department in the City of Colleyville Succession Planning Program ^ Received grant funding to participate in the Texas "Click-it or ticket" campaign ^ Participated in the National Night Out crime prevention program ^ Presented the 5t" annual Citizens Police Academy 12-week program ^ Received the first-ever staff appointment to the famed FBI National Academy for Police Executives 2007-2008 Departmental Objectives ^ Provide quality customer service through community policing strategies ^ Provide personnel with training to meet TCLEOSE licensing requirements and staff development training ^ Hire additional sworn and support personnel in anticipation of growing demands for police services and increased community growth ^ Continue revision of departmental operational policies ^ Provide "Medical dispatch" training for 911/Dispatch personnel ^ Better utilize technology within Departmental operations ^ Seek citizen volunteers to assist administrative staff 130 Police Department Service Delivery Measures FY 06 FY 07 FY 08 Actual Budgeted Budgeted Criminal Investigations Part One Offenses Part One Offenses Cleared Percent Cleared Index Crime Arrests Cases Filed follow-up contacts with offense victims within 3 days criminal invest. cases cleared within 10 days of assignment Patrol Calls for service Total arrests Part One offenses Driving while intoxicated Citations of Emerg. and Priority 1 calls for service within 6 minutues 379 331 283 143 108 73 38% 33% 28% 69 59 49 206 173 140 64% 79% 94% 71% 86% 92% 16,801 23,801 30,767 599 624 649 379 331 283 185 242 299 5,421 6,316 7,211 52% 56% 60% D.A. R. E. Officer Number of Students receiving Drug Awareness Training Colleyville Middle School Heritage Middle School O.C. Taylor Elementary School Bransford Elementary School Glenhope Elementary School Colleyville Elementary School 290 304 309 345 223 245 120 180 218 250 Did not participate 318 381 267 220 282 Number of Students receiving Life Skills Training: Colleyville Elem. School Bransford Elem. School 405 607 296 403 675 480 131 Police Department Personnel Summary FY 06 FY 07 FY 08 Actual Budgeted Budgeted Police Chief 1 1 1 Lieutenant 2 2 2 Sergeant 5 5 5 Investigator 3 3 3 Corporal/School Officers 3 3 3 Warrant Officer 0 1 1 Police Officer* 17 20 22 Total sworn 31 35 37 Office Assistant 1 1 1 Administrative Clerk 1 1 1 Public Safety Assistant (full-time) 0 1 1 Public Safety Assistant (part-time) 2 2 2 Dispatcher 7 7 8 Communications Supervisor 0 1 1 Animal Control Officer 1 1 1 Total support 12 14 15 Total full-time 43 49 52 *Plus additional officers from Cri me Prevention Di strict Funds 132 FY 2008 GENERAL FUND BUDGET Police Department Account 001-23 Budget Summary FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel $2,666,118 $2,889,604 $3,180,558 $3,532,173 Contractual 449,194 462,687 459,095 470,398 Supplies 94,236 47,510 43,179 46,701 Capital 6,793 0 0 0 Total $3,216,341 $3,399,800 $3,682,832 $4,049,272 FY 2008 Budgeted Contractual Supplies 11.6% 1.2% Capital 0.0% Personnel 87.2% Capital Expenditure Summary No capital expenditures 133 134 ~i~>' n/ ^~ - .S~ ((~`J Tcsns Parks Mission To create opportunities where people can escape and enjoy an enriching environment. Goal Promote the "Quality of Life" to meet the needs of our citizens by providing a high standard of customer service and offering safe, well-maintained facilities and amenities. Continually improve the variety availability of recreation and leisure amenities for guests while enhancing the quality of parks, open space and natural areas. 2006-2007 Accomplishments ^ Continued to implement the 2000 Comprehensive Parks, Recreation and Open Space Master Plan to provide a guide for the orderly development of Colleyville's Parks and Recreation system. ^ Worked with Mayor and City Council, Parks and Recreation Advisory Board and citizens to successfully achieve goals of the Parks and Recreation Department. ^ Continued to update the Trail Master Plan. ^ Coordinated design and construction of McPherson Park (Phase I). ^ Coordinated design and construction of new playground at Sparger Park. ^ Coordinated design and construction of new Senior Center. ^ Coordinated design and construction of Cottonbelt Trail Phase II. ^ Coordinated and administered renovation of City Park Softball Fields. ^ Created a database inventory for all parks to include types and quantities of facilities and equipment within those parks. ^ Identified costs savings through improved work processes, innovative equipment and effective facility renovation or designs. 135 ^ Researched and analyzed innovative turf cultural practices that can be implemented within approved FY 07 budgetary funding. ^ Researched, developed and conducted department employee training for self-directed work teams to enhance employee ownership, production and overall staff effectiveness. 2007-2008 Departmental Objectives ^ Continue to implement the 2000 Comprehensive Parks, Recreation and Open Space Master Plan to provide a guide for the orderly development of Colleyville's Parks and Recreation system. ^ Work with Mayor and City Council, Parks and Recreation Advisory Board and citizens to successfully achieve goals of the Parks and Recreation Department. ^ Continue to update the Trail Master Plan. ^ Coordinate design and construction of McPherson Park (Phase II). ^ Coordinate development for updating the Comprehensive Parks, Recreation and Open Space Master Plan. ^ Coordinate development of Senior Center Open Space Master Plan. ^ Maintain database program to track employee time, tasks performed and equipment usage on an annual basis. ^ Continue to identify costs savings through improved work processes, innovative equipment and effective facility renovation or designs. ^ Coordinate design and construction of Central Control Irrigation System for all parks, medians, right-of-way, City buildings, etc. ^ Develop and implement a formal monthly park inspection program utilizing forms to document these park inspections. ^ Create a database inventory for new assets, equipment, and amenities to ensure historical information is available by producing computer generated reports that will assist in maintenance, future repairs and/or replacement of these assets, equipment and amenities. 136 Parks Service Delivery Measures FY 06 FY 07 FY 08 Actual Budgeted Budgeted Property maintained Parks (acres) 190 202 202 Rights-of-ways 14 14 14 Baseball fields 7 7 7 Soccer fields 14 14 14 Softball fields 4 4 4 Parks and Recreation Advisory Board meetings 11 11 11 Projects in planning 17 6 5 Projects under construction 10 9 3 Grant applications submitted 10 1 1 Scheduled projects completed 12 10 4 Average park acreage maintained per Park personnel 23.75 25.13. 22.44 Tree City USA status Achieved Achieved Achieved Irrigation systems maintained 37 37 32 Percent of Baseball field preparations 51 % 47% 55% Percent of Softball field preparations 30% 17% 13% Percent of Soccer field preparations 19% 36% 32% Percent of athletic field preparation man-hours 25% 18% 17% Percent of athletic field maintenance man-hours 21 % 34% 27% Percent of irrigation repair man-hours 18% 12% 10% Percent of trash collection man-hours 30% 26% 17% Percent of facility and amenity inspection man-hours 6% 9% 8% Percent of outdoor restroom cleaning man-hours 3% 7% Percent of Mowing/Trimming of athletic fields 14% Number of documented park inspections per year 12 12 Italics denotes new service measures for FY 08 137 Personnel Summary FY 06 FY 07 FY 08 Actual Budgeted Budgeted Parks and Recreation Director 1 1 1 Parks Maintenance Superintendent 1 1 1 Administrative Secretary 1 1 1 Parks Supervisor 1 1 1 Irrigation Specialist 1 1 1 Equipment Operator 1 1 1 Parks Maintenance Worker 4 5 6 Total full-time 10 11 12 Park Ranger 1 1 1 Park Maintenance Worker 0 0 2 Total Part-time 1 1 3 138 FY 2008 GENERAL FUND BUDGET Parks Account 001-32 Budget Summary FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel $535,719 $544,658 $623,499 $724,758 Contractual 482,044 591,907 613,719 710,865 Supplies 46,219 55,678 48,312 55,728 Capital 127,323 5,284 40,000 20,000 Total $1,191,306 $1,197,527 $1,325,530 $1,511,351 FY 2008 Budgeted Capital 1% Supplies _.,_ 4% ___ Personnel 48% Contractual 47% Capital Expenditure Summary Senior Center HVAC Units $20,000 139 140 U~>• n/ ~' - 1~ Tc.c~> Streets and Drainage Department Mission The Street Department maintains and improves the quality of streets for the safety of Colleyville citizens and all those who pass through the Colleyville boundaries. Goal The Street Department will improve the safety and citizens in Colleyville through the maintenance and construction of sidewalks, the improvement of s replacement of street appurtenances, and th channels. 2006-2007 Accomplishments quality of life experienced by repair of all public streets, the treet lighting, the repair and e maintenance of drainage ^ Continue to share resources with the Engineering Department in scheduling and completing capital improvement projects and in assisting with final acceptance inspections. ^ Respond to citizen requests and concerns within 24 hours. ^ Continue the community service program. ^ Continue to coordinate and assist Parks and Police Department in their quest to satisfy the needs of Colleyville citizens, provide personnel and radios for community events, and maintain Park and Athletic Field parking. Provide traffic counts for the Police Department and install Traffic Control signs, as directed by the Chief of Police. ^ Provide school zone warning flashers and keep them in working order by programming the school calendar into the controllers and assuring bulbs and batteries are changed as needed. Install new flashers, as directed by the Chief of Police. ^ Patch potholes each day the weather and work schedule permits. ^ Provide traffic counts to the Economic Development Manager and commercial realtors that are working on the sale of commercial property. 141 ^ Monitor traffic signals on Colleyville Boulevard and State Highway 121 and report problems to Texas Department of Transportation. Provide signal maintenance for Glade Road and Heritage Avenue intersection and Cheek Sparger and Brown Trail intersection. ^ Continue the street maintenance, rehabilitation, and repair plan based on the results of the street inventory and inspection using GIS. ^ Replace 300 street name /traffic signs to bring them into compliance with the MUTCD standards. ^ Installed ten radar speed displays units at ten school zone locations. 2007-2008 Accomplishments ^ Resurface, mill and overlay or reconstruct approximately 2 of deteriorated streets; Saddle Brook Drive and Plantation Drive North and South in the Tara Plantation and Saddlebrook sub divisions. ^ Replace 300 street name and traffic signs to bring them into compliance with the MUTCD standards. ^ Respond to citizen requests and concerns within 24 hours. ^ Patch potholes each day the weather and work schedule permits. ^ Continue the community service program. ^ Install two radar speed displays units at Pleasant Run Road school zone location. ^ Continue crack seal program and complete five subdivisions this year. ^ Provide traffic counts to the Economic Development Manager and commercial realtors that are working on the sale of commercial property. 142 Streets Service Delivery Measures Streets miles maintained Traffic control signs installed or replaced School zone flashers maintained Signalized intersections maintained Citizen inquiries responded to within 24 hours *Italics indicates new measure for FY 08 Personnel Summary Street Superintendent Street Crew Leader Equipment Operator Sign Technician Total full-time FY 06 FY 07 FY 08 Actual Budgeted Budgeted 297 300 300 232 300 300 17 17 17 2 2 2 99% 99% 99% FY 06 FY 07 FY 08 Actual Budgeted Budgeted 1 1 1 2 2 2 5 5 5 2 2 2 10 10 10 143 FY 2008 GENERAL FUND BUDGET Streets Account 001-33 Budget Summary FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel Contractual Supplies Capital $562,517 432,658 393,464 267,545 $592,254 280,697 731,475 738 $593,523 266,194 887,582 0 $623,867 261,901 1,089,082 0 Total $1,656,184 $1,605,164 $1,747,299 $1,974,850 FY 2008 Budgeted Capital Personnel o ,- 0 0 32% Supplies 55% _ Contractual 13% Capital Expenditure. Summary No capital expenditures 144 145 C1~Y n/ ~e - ~~ T<<as Recreation Mission To create opportunities where people can escape and enjoy an enriching environment. Goal To increase community interaction and activity by offering the highest quality athletic, leisure, recreation and special event experiences to residents of Colleyville and the surrounding communities. 2006-2007 Accomplishments ^ Improved the L.D. Lockett House with new flooring, facility enhancements and exterior upgrades. ^ Improved the Parks and Recreation offices with interior painting and partial restroom renovations. ^ Enhanced and improved the efficiency of the Recreation Division by implementing new procedures and developing new forms. ^ Created both a recreational and competitive Youth Volleyball League. ^ Increased revenue by decreasing unsuccessful classes and concentrating efforts on the successful classes. ^ Increased participation and revenue in senior programs by 55%. ^ Enhanced and improved the current marketing efforts of the department by focusing on new markets and marketing collateral. (Mini-CD mailers, smaller brochures and distributed more frequently, banners, stickers, etc). 2007-2008 Departmental Objectives ^ Work with head tennis professional to increase program participation and revenues. ^ Promote healthy activities, events and opportunities within the community (Park it! Colleyville, Step-up to Health, Employee Wellness Committee event 146 coordination, National TV- Turnoff Week) to improve health awareness amongst Colleyville residents. ^ Create and implement new adult night classes at the L.D. Lockett facility. ^ Implement an annual senior health fair to promote better health and provide health related information. ^ Expand and enhance the senior spring fest to a yearly special event to promote the activities, special events and the senior center. ^ Create and implement more programs geared for the baby boomers and intergenerational families. 147 Recreation Service Delivery Measures Number of Youth Programs Number of Adult Programs Number of Senior Programs Number of Special Events Attendance of Youth Programs Attendance of Adult Programs Attendance of Senior Programs Attendance of Special Events Facility Reservations Grant Applications Submitted Average Program Evaluation Scores Percentage of refunds issued due to dissatisfied customers Total Recreation Transactions for FY 08 Number of New Programs Offered Italics denotes new service measures for FY 08 FY 06 FY 07 FY 08 Actual Budgeted Proposed 196 238 167 59 207 70 45 34 60 27 27 25 1,199 1,725 1,725 342 970 375 313 200 485 5,290 4,900 8,474 395 395 395 5 2 1 0.95 0.95 >1% >1% 3,300 2,200 20 148 Personnel Summa FY 06 FY 07 FY 08 Actual Budgeted Budgeted Recreation Supervisor 1 1 1 Recreation Specialist 1 1 1 Senior Center Supervisor 0 0 1 Total full-time 2 2 3 149 FY 2008 GENERAL FUND BUDGET Recreation Account 001-34 Budget Summary' FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel $111,484 $114,680 $112,646 $125,425 Contractual 122,791 111,633 122,710 140,567 Supplies 42,672 47,122 55,671 60,966 Capital 0 0 0 0 Total $276,946 $273,435 $291,027 $326,958 FY 2008 Budgeted Capital Supplies 0% ~ g% _ Personnel ~' 38% Contractual 43% Capital Expendituc® Summary No capital expenditures 150 151 ~i~~' n/ ~0=-~ ~~ Tcs,s Communications Mission The Communications Department is responsible for planning, directing, and coordinating the development and communication of information designed to keep the public informed of the city's activities; advise the city manager and senior staff about communication and media strategy; and develop and coordinate public events that promote and enhance a positive image of the City. Goal The goal of the Communications Department is to increase awareness and promote a positive image of the city to all target groups-residents, businesses, media, and the outside markets. 2006-2007 Accomplishments Major accomplishments for the Communications Department include: Media Through a proactive approach to media relations, Colleyville's media coverage in print and television increased by approximately 79% in 2006. Highlights were the Water Rebate program instituted during the New Years holiday weekend and the WFAA Bus Tour, which garnered significant coverage for the city's retail boom. 1Marketing The department enhanced the city's relationship with the business community by assisting in the creation of marketing opportunities for its retail business population, including a special marketing insert in the Fort Worth Star- Telegram and innovative programs such as Celebrate Colleyville's Holiday Passport for Town Center retailers. Website The department was responsible for the design and content of the city's new website, providing 24/7 access for Colleyville residents and visitors on a contemporary, easily navigable site that projects a dynamic image of the city. Special Events The department coordinated two successful citywide events: 50th Anniversary Celebration and Celebrate Colleyville. The 2006 Celebrate Colleyville was the most attended in the event's history and reintroduced a holiday theme to the 152 event. Immediate feedback from attendees, vendors, and sponsors was extremely positive. Publications The department introduced a monthly bill insert in 2007 and was solely responsible for the design and content of the piece. These full-color inserts are included in residential and commercial water bills on a monthly basis. Each insert consists of a headline story, an event calendar for the upcoming month, and four highlight stories of interest to city residents and businesses. The insert increases citizen awareness not only of specific events and projects, but also the volume of city programming at our library, parks and recreation facilities, and community center. It also serves to drive traffic to the city's website by encouraging those who want more in-depth information to visit Colleyville.com. The average increase for website "hits" for insert-related material is 47%. 2007-2008 Departmental Objectives ^ Continue to enhance features of the City's website and continue its development as a marketing tool for the City. ^ Pursue electronic options for the City's newsletter to provide enhanced information to citizen/business market. Develop an inexpensive option for delivering printed version to residents upon request. ^ Develop ancillary marketing programs to support Colleyville businesses and economic development. ^ Develop plans for existing public events to provide more interest in the marketplace and to draw greater attendance and media coverage. ^ Develop media strategy to garner coverage that is more consistent and to build the City's recognition factor among media groups. ^ Continue as staff liaison for the Celebrate Colleyville Steering Committee. ^ Develop strategy and work plan to enhance the City's government access channel. 153 Communications Service Delivery Measures FY 06 FY 07 FY 08 Actual Budgeted Budgeted Special Events Coordinated (per year) 4 6 5 festivals, dedications, openings Meetings and Conventions Attended 5 3 3 to Market City Feature Items Added to Website 0 36 40 Media Contacts (per year) 30 42 60 press releases prepared/distributed resulting in coverage in DFW market radio-print-television Miscellaneous Mailings 2 2 1 Changes to Cable Channel (per month) 6 16 22 Personnel Summary FY 06 FY 07 FY 08 Actual Budgeted Budgeted Communications Manager 1 1 1 Total full-time 1 1 1 154 FY 2008 GENERAL FUND BUDGET Communications Account 001-36 Budget Summary... FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel $67,050 $77,235 $78,871 $87,668 Contractual 13,699 19,580 34,025 54,492 Supplies 46,762 37,346 40,008 70,061 Capital 0 0 0 0 Total $127,511 $134,162 $152,904 $212,221 FY 2008 Budgeted Supplies Capital 33% 0% Personnel 41% Contractual 26% Capital Expenditure Summary No capital expenditures 155 156 Cin• O~ ~~ :1~ resa> Colleyville Center Mission To provide the community with a unique public assembly facility that supports interaction within the community by hosting public meetings, social events, and business seminars, while offering a venue that stimulates economic activity and promotional support for the City. Goal To insure outstanding customer service and provide auser-friendly, safe, comfortable, and aesthetically pleasing environment to all patrons at a competitive price. 2006-2007 Accomplishments ^ Exceeded customer service projections by maintaining a 97% customer satisfaction rating of "Excellent." ^ Provided support for 637 Events with a 23% increase in revenues over FY 2005-2006. ^ Provided support for the Center Advisory Committee and appointed subcommittees. ^ Reviewed policy and rate schedules, benchmarking similar facilities and recommending modification/revision, as needed. ^ Reviewed and implemented the Advisory Marketing Subcommittee's strategic marketing plan including planning fora Tenth Anniversary Celebration. ^ Continued to promote and market the Center by redirecting networking, print and Internet advertising to maximize visibility and increase bookings of non-local clients. ^ Partnered with local businesses and organizations to provide more efficient and beneficial customer services and promote economic activity for local businesses. ^ Continually updated and charted usage statistics. 157 ^ Promoted purchase of ancillary services and equipment rental. ^ Continued to maintain the facility to promote attractiveness, safety, and optimal customer usage. ^ Continued to review and implement a building maintenance program which addresses immediate and long range needs and identifies capital replacement items. ^ Incorporated succession planning directives with personal development training, educational and safety programs for staff to assure we exceed industry standards for a superior public assembly facility. ^ Updated and continued to use ayear-end operations summary that includes evaluation of progress toward departmental objectives. 2007-2008 Departmental Objectives ^ Maintain or exceed a 97% customer satisfaction rating of "Excellent." ^ Provide support for the Center Advisory Committee and appointed subcommittees. ^ Review policy and rate schedules, benchmarking similar facilities and recommending modification/revision, as needed. ^ Review and implement the Advisory Marketing Subcommittee's strategic marketing plan. ^ Continue to promote and market the Center by redirecting networking, print and Internet advertising to maximize visibility and increase bookings of non-local clients. ^ Actively seek to partner with local businesses to provide more efficient and beneficial customer services and promote economic activity for local businesses. ^ Utilize an activity database to continually update and chart usage statistics. ^ Increase revenues by promoting ancillary services and equipment rental. ^ Continue to maintain the facility to promote attractiveness, safety, and optimal customer usage. 158 Continue to review and implement a building maintenance program which addresses immediate and long range needs and identifies capital replacement items. Update and continue development, training, educational and safety programs for staff to assure we exceed industry standards for a superior public assembly facility. ^ Update and continue to use ayear-end operations summary that includes evaluation of progress toward departmental objectives. 159 Colleyville Center Service Delivery Measures FY 06 FY 07 FY 08 Actual Budgeted Budgeted Revenue $241,266 $214,000 $214,000 Events/Bookings 637 600 630 Events/Bookings per business day 2.44 2.30 2.41 Catering Fee $31,445 $27,000 $30,000 Administrative Fees $40,436 $36,000 $37,000 Proposals/quotes generated per week 60 City-Sponsored Public Events per year 15 Customer Satisfaction Survey- 97% 97% 97% Overall Rating of Excellent *Italics indicates new measure for FY 08 Personnel Summary FY 06 FY 07 FY 08 Actual Budgeted Budgeted Center Manager 1 1 1 Office Assistant 1 1 1 Building Attendant 1 1 1 Total full-time 3 3 3 Event Coordinator/Attendant, part-time 3 3 3 Total part-time, temporary 3 3 3 160 FY 2008 GENERAL FUND BUDGET Colleyville Center Account 001-37 Budget Summary FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel $234,359 $234,219 $243,071 $254,203 Contractual 72,098 97,223 89,950 190,200 Supplies 11,974 11,506 15,180 15,880 Capital 0 0 0 20,000 Total $318,431 $342,948 $348,201 $480,283 FY 2008 Budgeted ~c4 ~tal ~ ° i i Supplies 3% Contractual Personnel 40% 53% Capf~t Expenditure Summary Colleyville Center HVAC Replacement $20,000 161 162 Clt>' n/ ~e - 1~ r~.,: Human Resources Mission Human Resources provides services and support to all city departments in recruitment, retention and development of employees, benefits administration, classification and compensation, safety and worker's compensation, training, employee relations and compliance with applicable federal and state regulations. Goal Our mission is to provide these services efficiently and effectively with integrity, care and concern; valuing the dignity of the individual and his or her contribution to the city. 2006-2007 Accomplishments ^ Review and update the Personnel Policies and Procedures Manual ^ Implementation of the succession planning program called Colleyville College for management, supervision, and executive leadership ^ Implementation of Compensation and Retention Program ^ Manage citywide compensation program ^ Manage health insurance costs ^ Complete training initiatives for safety, wellness, harassment and diversity ^ Implementation of quarterly mid-level management meetings ^ Update Employment Application • Improve post offer employment and criminal background verification process for efficiency and cost effectiveness ^ Implementation of physical and essential job functions testing for new employees ^ Implementation of citywide interview guides focused on core competencies 163 ^ Develop in conjunction with the five year fiscal plan update, a study identifying positions/staffing needs with a focus on service efficiencies 2007-2008 Departmental Objectives ^ Review and update the Personnel Policies and Procedures Manual ^ Manage the succession planning program called Colleyville College for management, supervision, and executive leadership ^ Implementation of pilot for a new performance evaluation system ^ Manage citywide compensation program ^ Manage health insurance costs through implementation of Health Reimbursement Accounts, employee health care management education and wellness program ^ Continue training initiatives for safety, wellness, harassment and diversity ^ Continue quarterly mid-level management meetings ^ Enhance new hire orientation program to include harassment prevention training ^ Manage a job inventory suitable for volunteer workers that includes a promotional program utilizing media, city outlets, and community groups 164 Human Resources Department Service Delivery Measures FY 06 FY 07 FY 08 Actual Budgeted Budgeted Percentage of new employee orientation conducted within 3 days 92% 95% 97% Percentage of workers' compensation filed within legal requirements 100% 100% 100% Annual Turnover 16% 10% 10% Employee to Citizen Ratio 8:1000 8:1000 9:1000 Percentage of employee population participating in Wellness program 50% 70% 50% Percentage of job openings posted within three days 80% 85% 93% Benefit issues identified and resolved within ten business days 92% 95% 80% Workers' Compensation Experience Modifier 0.78 0.88 0.85 Personnel Summa FY 06 FY 07 FY 08 Actual Budgeted Budgeted Human Resources Manager 1 1 Human Resources Analyst 0 0 1 Administrative Clerk 1 1 Total full-time 2 3 * Position included in City Manager's Office 165 FY 2008 GENERAL FUND BUDGET Human Resources Account 001-39 Budget Summary FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel $143,234 $200,594 Contractual 43,073 30,374 Supplies 537 3,451 Capital 0 0 Total $0 $0 $186,844 $234,419 FY 2008 Budgeted Supplies Capital 86% Capital Expenditure Summary No capital expenditures 166 167 C~V' of ~e ~~ Tcs~S Municipal Court Mission The Municipal Court ensures that all citizens receive fair and impartial treatment in addition to making citizens aware of the options available to them under State law. Goal The Municipal Court will process all citations and paperwork related to citations, will assist the Municipal Court Judge, complete reports on convictions and revenues received, and advise Defendants of their legal options under State law. 2006-2007 Accomplishments ^ Conduct all transactions with citizens in a professional manner with constant concern for quality customer service. ^ Monitor all Defendants 25 years of age and younger as new State law requires a Defensive driving class completion as a condition of Deferred Adjudication on these Defendants. ^ Implement the usage of automated ticket writers (either PDAs or MDTs) with the ticket being automatically downloaded into the Municipal Court software. ^ Continue monitoring the warrant clearance from the FTA program with the results increasing each year. ^ Monitor and maintain the usage of the new automated phone attendant. ^ Post and Monitor the amount of violations on the City website. 2007-2008 Departmental Objectives ^ Conduct all transactions with citizens in a professional manner with constant concern for quality customer service. ^ Monitor the usage of the automated ticket writers (either PDAs or MDTs). 168 ^ The court will implement the usage of a laptop in the court room for the Judge's speech prior to court and the viewing of traffic stops on DVD format for trial court dockets. ^ Increase the awareness of the automated phone attendant for ticket prices as well as the credit card payments online. ^ Monitor the usage of the security systems before entering the court room for the security of Defendants, public ,and court staff. ^ Monitoring the website for scheduled fine changes and new law implementation of procedures on traffic options. 169 Municipal Court Service Delivery Measures Cases Heard Cases heard per business day Citations Filed Appeals Citations Reaching Warrant Status Citations Appealed to Tarrant County Jury Trials Warrants Warrants issued per business day. *Italics indicates new measure for FY 08 Personnel Summary Court Administrator Deputy Court Clerk Administrative Clerk Total full-time FY 06 FY 07 FY 08 Actual Budgeted Budgeted 6,150 7,500 10,200 24 29 39 7, 800 11, 032 11, 600 390 350 375 16.9% 16.8% 16.9% 2.3% 2.2% 2.2% 9 8 9 1,800 2,295 2,545 7 9 10 FY 06 FY 07 FY 08 Actual Budgeted Budgeted 1 1 1 1 1 1 1 1 1 3 3 3 170 FY 2008 GENERAL FUND BUDGET Municipal Court Account 001-41 Budgef Summary FY 2005 FY 2006 Actual Actual Personnel Contractual Supplies Capital $188,998 33,291 13,865 0 $196,270 39,094 8,824 0 Total FY 2007 Budgeted $203,525 18,624 10,067 0 $236,154 $244,188 $232,216 FY 2008 Budgeted $211,143 19,791 10,187 0 $241,121 FY 2008 Budgeted Supplies Contractual 4% _ Capital _ Personnel 88% Capital Expenditure Summary No capital expenditures 171 172 Cif)' O/ ~° ~~ Tc.a> Fleet Maintenance Department Mission The Colleyville Fleet Maintenance Department provides effective maintenance and repairs to City owned vehicles and power equipment in order to maximize the effective use of City revenues. Goal The Fleet Maintenance Department will assist other City departments in their efforts to improve the safety and quality of life experienced by citizens of Colleyville by assuring proper preventative maintenance and repairs of all City-owned vehicles and equipment. Timely preventative maintenance reduces the cost, severity and frequency of vehicle failures. 2006-2007 Accomplishments ^ Improved downtime by upgrading the scan tool used for vehicle diagnostics. ^ Decreased downtime for minor repairs by completing 90% of work orders within 24 hours. ^ Increased training and upgrade skills for mechanic assistant. ^ Improved tracking of equipment work orders by installing a new and updated maintenance data base program. 2007-2008 Departmental Objectives ^ Continue to improve downtime through use of the upgraded scan tool. ^ Decrease downtime for minor repairs by completing 95% of work orders within 24 hours. ^ Increase training and upgrade skills for mechanic assistant. ^ Improve reporting system with the maintenance database upgrade. 173 Fleet Maintenance Service Delivery Measures Vehicles/Equipment Maintained Cars Pickups Heavy Equipment Fire Trucks Ambulances Total vehicles maintained per employee Emergency Generators On-site Trailers and towed equipment Light equipment maintained Miscellaneous pumps, motors, and mowing equipment Prevent. maintenance (shop time hours) Prevent. maintenance (industry standard hours) Hours saved *Italics indicates new measure for FY 08 FY 06 FY 07 FY 08 Actual Budgeted Budgeted 24 24 25 34 34 39 31 31 33 4 4 4 2 2 2 31.7 31.7 34.3 4 4 4 19 19 19 28 28 28 45 45 47 210 247 37 174 Personnel Summary Senior Mechanic Mechanic Mechanic Assistant Total full-time FY 06 FY 07 FY 08 Actual Budgeted Budgeted 3 3 3 175 FY 2008 GENERAL FUND BUDGET Fleet Maintenance Account 001-51 Budget Summary FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel $158,738 $161,002 $167,990 $170,997 Contractual 14,442 12,898 16,320 18,527 Supplies 9,289 2,450 5,678 5,678 Capital 5,883 0 0 0 Total $188,352 $176,350 $189,988 $195,202 FY 2008 Budgeted Supplies _ Capital Contractual 3% 0% 9% --------- -- Personnel ``- 88% Capita{ Expenditure Summary No capital expenditures 176 177 Ci~y o~ ~e -. ~ Tl`%:l> Building Services Mission The mission of the Building Services Department is to ensure quality facilities for our citizens by administering preventative maintenance and planning for long- term repair and replacement of facilities. Goal To manage a comprehensive building maintenance program and provide preventative and cyclical maintenance for Colleyville City Hall, Colleyville Public Library, and Colleyville Justice Center. 2006-2007 Accomplishments ^ Responded to 95% of work order requests within 24 hours, and scheduled 99% of repair or maintenance calls within 72 hours. ^ Coordinated janitorial contract and inspected facilities for quality of service. ^ Conducted annual inspections of security, fire alarm systems and monthly elevator inspections. ^ Maintained contracts for scheduled preventative maintenance of HVAC, automatic door control, security, and fire inspection systems, elevator inspections and janitorial services. ^ Secured contractors on an as needed basis for floor surface maintenance, window cleaning, lamp replacement, and miscellaneous building system requirements. ^ Monitored stocks of consumable supplies. ^ Conducted an annual benchmarking survey of City employees having offices in facilities managed by Building Services. ^ Reviewed a building maintenance program for building systems which addresses immediate and long-range maintenance and identifies capital replacement needs. 178 2007-2008 Departmental Objectives ^ Respond to 96% of work order requests within 24 hours, and schedule or prioritize 100% of repair or maintenance calls within 72 hours. ^ Oversee janitorial contract and inspect facilities for quality of service. ^ Conduct annual inspections of security, fire alarm systems and monthly elevator inspections. ^ Maintain contracts for scheduled preventative maintenance of HVAC, door control, security, and fire inspection systems, elevator inspections and janitorial services. ^ Secure contractors on an as needed basis for floor surface maintenance, window cleaning, lamp replacement, and miscellaneous building systems requirements. ^ Monitor stocks of consumable supplies. ^ Conduct an annual benchmarking survey for internal customer satisfaction of City employees having offices in facilities managed by Building Services. ^ Continue to review the building systems which address immediat identifies capital replacement needs. maintenance program and building e and long-range maintenance and 179 Building Services Service Delivery Measures Square Footage Maintained Number of Work Orders Complete Percentage of Work Orders: Response within 24 hours (normal hours Resolved or scheduled within 72 hours Customer Janitorial Services Survey of Satisfactory or Better City Hall/Library Justice Center Annual HVAC Inspections/Filter Changes Carpet/Floor Cleanings Fire Inspections/Alarm Monitoring Monthly Elevator Inspections Security System Monitoring Exterior Window Cleanings Fountain Maintenance Service Personnel Summary Total Full-Time Total Part Time FY 06 FY 07 FY 08 Actual Budgeted Budgeted 85, 000 85, 000 85, 000 100 275 400 95% 95% 95% 92% 99% 99% 90% 87% 90% 90% 84% 90% 4 4 4 2 2 2 1 1 1 12 12 12 1 1 1 2 2 2 4 4 4 FY 06 FY 07 FY 08 Actual Budgeted Budgeted 0 0 0 0 0 0 180 FY 2008 GENERAL FUND BUDGET Building Services Account 001-57 Budget: Summary FY 2005 FY 2006 FY 2007 Actual Actual Budgeted Contractual $164,554 $191,127 $237,580 Supplies 5,075 9,667 10,100 FY 2008 Budgeted $248,700 8,250 Total $169,629 $200,794 $247,680 $256,950 FY 2008 Budgeted Supplies Capital Expenditure Summary No capital expenditures 181 Contractual 97% 182 C11Y p/ ~° ~~ T~c~S Information Services Mission To provide timely and competent computer services to the various City departments. To remain informed on computer related topics and apply that knowledge to work flow analysis to create more efficient processes within the City organization. Provide in- house support for both software and hardware, and to assist other departments in systems selection, implementation, and operation. Goal The Information Services Department is responsible for developing and implementing plans to invest in information technology that provide better services to internal and external customers. Information Services assists all City departments in identifying information requirements and is directly responsible for management of the Citywide computer replacement policy. 2006-2007 Accomplishments ^ Hire a new employee for the I.S. Department in order to continue to provide City-wide training for Outlook, Word, Excel, and PowerPoint and keep up with the increase in volume of workflow ^ Increase the wireless meshlinx interconnectivity for Fire Department, Seniors Center, and City Hall in order to eliminate redundancy in City network. ^ Maintain the wireless meshlinx interconnectivity for all Fire Department and Public Works facilities. ^ Continue Information Services training for Windows Server, Veritas, Sunbelt, and Macromedia Suite. ^ Maintain the computer network in operation twenty-four hours per day, seven days per week. ^ Provide same day response for software and equipment support. ^ Prevent intrusion of computer viruses that would damage City data files. ^ Increase the size of the backup systems for Police and Fire Department. 183 2007-2008 Departmental Objectives ^ Increase the wireless meshlinx interconnectivity for Fire Department, Seniors Center, and City Hall in order to eliminate redundancy in City network. ^ Maintain the wireless meshlinx interconnectivity for all Fire Department and Public Works facilities. ^ Continue Information Services training for Windows Server, Veritas, Sunbelt, and Macromedia Suite. ^ Maintain the computer network in operation twenty-four hours per day, seven days per week. ^ Provide same day response for software and equipment support. ^ Prevent intrusion of computer viruses that would damage City data files. ^ Increase the size of the backup systems for Police and Fire Department. 184 Information Systems Service Delivery Measures FY 06 FY 07 FY 08 Actual Budgeted Budgeted Number of printers maintained 106 107 109 Number of computers maintained 153 166 160 Number of servers maintained 27 27 29 Number of work orders received 496 1,000 1,253 of work orders completed on time 99 99 99 of emergency requests resolved 99 99 99 within 24 hours of downtime encountered while user 0 1 1 machine is being repaired Personnel Summary FY 06 FY 07 FY 08 Actual Budgeted Budgeted Network Administrator 1 1 1 Desktop Support Specialist 0 1 1 Total full-time 1 2 2 AV Intern 1 1 1 Total part-time 1 1 1 185 FY 2008 GENERAL FUND BUDGET Information Services Account 001-59 Budget Summary FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel $44,720 $68,969 $111,716 $146,663 Contractual 48,340 70,844 96,727 89,849 Supplies 55,827 33,323 40,856 134,010 Capital 13,483 0 5,250 0 Total $162,370 $173,136 $254,549 $370,522 FY 2008 Budgeted Supplies 36% Capital 0% Personnel 40% Contractual 24% Capital Expenditure Summary No capital expenditures 186 Fiscal Year 2007- 2008 General Fund Non- Departmental :... ~ ~~ . 187 FY 2008 GENERAL FUND BUDGET Non-Departmental Expenditures Budget Summary FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel $256,158 $371,863 $563,500 $454,630 Contractual 0 0 0 0 Supplies 0 0 0 0 Capital/Equipment Reserve 45,740 155,840 135,000 135,000 Transfers 0 0 0 15,000 Total $301,898 $527,703 $698,500 $604,630 Capital Expenditure Summary Equipment Replacements $45,890 Vehicle Replacements $89,110 Total $135,000 188 Fiscal Year 2007- 2008 Utility Fund Summary :_:. ~ ~ - , 189 UTILITY FUND SUMMARY BUDGET BUDGET ACTUAL FY 2008 FY 2007 FY 2006 TOTAL UNRESERVED BEGINNING RETAINED EARNINGS - 10/1 $ 7,895,492 $ 7,336,097 $ 4,102,528 OPERATING REVENUES Water Sales $ 7,232,910 $ 7,152,284 $ 9,153,333 Wastewater Sales 2,188,056 2,173,056 1,914,756 Water Installation 48,000 44,800 76,840 Wastewater Installation 22,900 22,900 48,700 Sewer Tie-On Charges 5,000 5,000 12,339 Engineering Charges 35,000 35,000 55,018 Penalties 158,342 153,730 175,263 Miscellaneous 13,000 10,000 14,693 TOTAL OPERATING REVENUES $ 9,703,208 $ 9,596,770 $ 11,450,942 OPERATING EXPENSES Utility Administration $ 208,211 $ 211,794 $ 189,557 Utility Billing 590,033 429,462 234,838 Utility Operations 7,511,273 6,910,588 6,801,830 Transfer to General Fund 716,395 544,701 464,393 Transfer to Arts Fund 15,000 0 0 Merit Adjustment 77,217 107,164 0 TOTAL OPERATING EXPENSES $ 9,118,129 $ 8,203,709 $ 7,690,618 NON-OPERATING REVENUES(EXPENSES) Interest Income Use of Available Cash Debt Service TOTAL NON-OPERATING REVENUES(EXPENSES) NET INCOME LESS USE OF AVAILABLE CASH ENDING RETAINED EARNINGS - 9/30 $ 300,000 $ 300,000 $ 609,072 337,000 0 0 (972,260) (1,133,666) (1,135,827) $ (335,260) $ (833,666) $ (526,755) $ 249,819 $ 559,395 $ 3,233,569 $ (337,000) $ 0 $ 0 $ 7,808,311 $ 7,895,492 $ 7,336,097 ' One-time expense to be used for acquisition of a 74 horsepower backhoe ($67,000), trailer mounted vacuum excavator ($40,000), concrete mixer truck ($80,000) and utility billing/financial software package lease ($150,000) 190 Utility Fund Revenues Wastewater Sales 22% Tie-On Fees- ~~~'~~^ring serest Income / Aiscellaneous 3% Penalties 2% Water Sales 71% Billing 5% Meri~ Adj ustrr 1% Admini 2 1% Utility Fund Expenses operations 74% 191 Transfers Out 6% Debt Service Colleyville Water / Wastewater Rates Fiscal Year Comparison $80 $70 $60 $50 $40 $30 $20 $10 $0 2005 2006 2007 2008 $ / 15,000 gallons ofwater ^ $ / 10,000 gallons of wastewater $140 $120 $100 $80 $60 $40 $20 $0 Water / Wastewater Rate City Comparison FY 2008 ~ N ~ O ~ 'j C •] N ~ W d m U C~ tl`J ~ ~ y _~ ~ ~ ~ Y U N t _ ~ ~ = fA t 0 z 192 UTILITY FUND REVENUE ESTIMATES WATER SALES Water sales are projected to increase by approximately 1 %. This is due to a projected increase in new customers of 234. Revenues are based on average monthly usage per customer of 21,168 gallons. WASTEWATER SALES Wastewater sales are projected to increase by approximately 1 %. This is due to a projected increase in new customers of 234. Revenues are based upon average monthly usage of 10,100 gallons per customer. OTHER REVENUES Building related revenues such as water and wastewater installation and engineering revenues are projected to increase due to the increase in building related activity. A slight increase is projected in penalties due to trend experience. INTEREST INCOME It is anticipated that the fund will have an average investable cash balance of 55,400,000 with an anticipated interest rate of 4.5 % . sooo 8soo 8800 8700 8600 8500 8400 8300 8200 8100 8000 sooo 8300 8200 8100 8000 7900 7800 7700 7600 7500 7400 WATER CUSTOMER GROWTH FY 2005 - FY 2008 ,€ - ----- -- a ~ -- ,., . ~-- r u .~ sx 2005 2006 2007 2008 WASTEWATER CONNECTION GROWTH FY 2005 - FY 2008 193 2005 2006 2007 2008 FY 2008 REVENUE ESTIMATE FY 05 FY O6 FY 07 FY 07 FY 08 ACTUAL ACTUAL BUDGET PROJECTED BUDGET UTILITY FUND OPERATING REVENUES 5817-WATER SALES 6,935,045 9,153,333 7,152,284 6,886,684 7,232,910 5818-SEWER SALES 1,937,571 1,914,756 2,173,056 2,075,000 2,188,056 5821-SEWER INSTALLATION 34,700 48,700 22,900 22,900 22,900 5822-WATER INSTALLATION 62,635 76,840 44,800 44,800 48,000 5827-ENGINEERING & DEV 42,213 55,018 35,000 54,795 35,000 5829-SEWER TIE-ON CHARGES 12,064 12,339 5,000 8,669 5,000 5833-PENALTIES 144,905 175,263 153,730 153,730 158,342 5839-MISCELLANEOUS REVENUE 14,448 14,693 10,000 13,000 13,000 TOTAL OPERATING REVENUE $9,183,581 $11,450,942 $9,596,770 $9,259,578 $9,703,208 NON-OPERATING REVENUE 5716-INTEREST INCOME 251,080 609,072 300,000 350,000 245,000 5790-USE OF AVAILABLE CASH 0 0 0 0 337,000 TOTAL NON-OPERATING REVENUE $251,080 $609,072 $300,000 $350,000 $582,000 TOTAL INCOME $9,434,661 $12,060,014 $9,896,770 $9,609,578 $10,285,208 194 3L11'~1'i4N1~~Ggl~)t~`f'S~~kY1~~F2~!C~.11R~M~hI~*.i~lf FISCRI~~'~i4f~ .................. ... N~ ' ::A. a:~ iAt~..~R....~V~3 ~~ilV~ .:.:.:.............:..... .................................................................. ............................................... FISCAL PRINCIPAL INTEREST TOTAL YEAR 2008 $700,000 $272,260 $972,260 2009 $640,000 $245,482 $885,482 2010 $680,000 $218,942 $898,942 2011 $700,000 $190,493 $890,493 2012 $740,000 $160,314 $900,314 2013 $770,000 $128,136 $898,136 2014 $795,000 $93,969 $888,969 2015 $495,000 $64,279 $559,279 2016 $390,000 $41,990 $431,990 2017 $410, 000 $21,137 $431,137 2018 $220,000 $5,225 $225,225 TOTAL $6,540,000 $1,442,227 $7,982,227 .......................... Q~1tSti4Albl#~G~d~b;~)~~]~Sl# W7k'1'~aeiN> S~iAF~Eti2~1'IENIl~~3OMDS DESCRIPTION FISCAL YEAR INTEREST PRINCIPAL OF MATURITY RATES AMOUNT OUTSTANDING 1996 REV & RFD BONDS 2017 3.15% TO 5.40% $1,640,000 1998 REVENUE BONDS 2018 6.75%TO4.25% $1,880,000 2002 REFUNDING BONDS 2015 2.00% TO 4.00% $1,775,000 2004 REFUNDING BONDS 2014 3.73% TO 3.73% $1,245,000 TOTAL $6,540,000 /kNNt1A~ ~~ClUI1M~M't`5 FISCAL YEAR PRINCIPAL INTEREST TOTAL CURRENT YEAR 2008 $700,000 $272,260 $972,260 MAXIMUM YEAR 2008 $700,000 $272,260 $972,260 AVERAGE ANNUAL DEBT SERVICE $725,657 BQ~EDI~EF!AYNCENTIKIFC'3FiM~ .......... ..........................:...............••.,.,......................... Revenue bonds issued by the City of Colleyville are payable from revenue received from water and sewer sales, tap fees, engineering charges, and interest income. The coverage ratio for the City's Revenue Bonds is 1.2 times average annual debt service. 195 OUTSTANDING DEBT SERVICE REQUIREMENTS -REVENUE SUPPORTED DEBT 1996 REVENUE & REFUNDING BONDS FISCAL YEAR PRINCIPAL INTEREST TOTAL 2008 $190,000 $86,095 $276,095 2009 $125,000 $77,842 $202,842 2010 $135,000 $70,885 $205,885 2011 $140,000 $63,390 $203,390 2012 $150,000 $55,340 $205,340 2013 $160,000 $46,660 $206,660 2014 $170,000 $37,335 $207,335 2015 $180,000 $27,360 $207,360 2016 $190,000 $16,815 $206,815 2017 $200,000 $5,700 $205,700 TOTAL $1,640,000 $487,422 $2,127,422 1998 REVENUE BONDS FISCAL YEAR PRINCIPAL INTEREST TOTAL 2008 $130,000 $84,109 $214,109 2009 $135,000 $78,295 $213,295 2010 $145,000 $72,099 $217,099 2011 $150,000 $65,498 $215,498 2012 $160,000 $58,482 $218,482 2013 $170,000 $50,890 $220,890 2014 $175,000 $42,825 $217,825 2015 $185,000 $34,319 $219,319 2016 $200,000 $25,175 $225,175 2017 $210,000 $15,437 $225,437 2018 $220,000 $5,225 $225,225 TOTAL $1,880,000 $532,354 $2,412,354 2002 REFUNDING BONDS FISCAL YEAR PRINCIPAL INTEREST TOTAL 2008 $215,000 $58,695 $273,695 2009 $215,000 $52,138 $267,138 2010 $225,000 $45,093 $270,093 2011 $235,000 $37,268 $272,268 2012 $245,000 $28,868 $273,868 2013 $255,000 $19,863 $274,863 2014 $255, 000 $10,173 $265,173 2015 $130,000 $2,600 $132,600 TOTAL $1,775,000 $254,698 $2,029,698 2004 REFUNDING BONDS FISCAL YEAR PRINCIPAL INTEREST TOTAL 2008 $165,000 $43,361 $208,361 2009 $165,000 $37,207 $202,207 2010 $175,000 $30,866 $205,866 2011 $175,000 $24,338 $199,338 2012 $185,000 $17,624 $202,624 2013 $185,000 $10,724 $195,724 2014 $195,000 $3,637 $198,637 TOTAL $1,245,000 $167,757 $1,412,757 196 Fiscal Year 2007- 2008 Utility Administration ~{ ~~ ~ 197 C~V' ~/ ~~ !1~ Tc<as Utility Administration Mission The Utility Administration Department plans and supervises the efficient long- range delivery of Public Works services to the citizens of Colleyville. Goal The goal of Public Works is to protect and preserve the infrastructure investment of the citizens of Colleyville while providing the highest practical level of service. 2006-2007 Accomplishments ^ Complied with the Texas Commission on Environmental Quality annual Consumer Confidence Report. ^ Continued operation and planning enhancements of the SCADA system. ^ Contracted and administer the Annual Street Resurfacing Program. ^ Forwarded and monitored all complaints of street light outages to TXU or Tri County Electric for repair. ^ Worked with Service providers to ensure street light installations are completed as requested. ^ Provided workers and supervision to assist in the Colleyville Cleansweep Event. ^ Provided barricades to block parties and neighborhood events, and other City events as requested. ^ Coordinated unstopping, cleaning and repair of sewer service at Pleasant Run Soccer fields restroom. Coordinated repaving of Sparger Park parking lots. ^ Assisted Engineering Department with final walk through on several subdivision projects and the Glade Road improvements and the water system storage tank, pump station and distribution lines. 198 2007-2008 Departmental Objectives ^ Comply with the Texas Commission on Environmental Quality annual Consumer Confidence Report. ^ Continue operation and planning enhancements of the SCADA system. ^ Contract and administer the Annual Street Resurfacing Program and CIP Street Reconstruction activities. ^ Coordinate street light repair in a timely manner as requested by citizens. ^ Coordinate street light installations in a timely manner as requested by citizen groups. ^ Continue to provide cooperation with other departments to ensure City events (Celebrate Colleyville, etc.) are successful. ^ Continue to provide services outside normal operations to other departments such as sewer line maintenance at the soccer fields, pavement repair/refurbishing in parks, etc. ^ Work with Engineering Department to ensure subdivision and capital projects are completed with a minimum of interruption to the citizens. 199 FY 2008 UTILITY FUND BUDGET Utility Administration Account 002-11 Budget Summary Personnel Contractual Supplies Capital Total FY 2005 Actual $184,192 4,926 439 0 $189,557 FY 2006 Actual $192,865 4,951 746 0 $198,562 FY 2007 Budgeted $191,157 14,097 6,540 0 $211, 794 FY 2008 Budgeted $190,528 15,923 1, 760 0 $208,211 FY 2008 Budgeted Supplies Capital 1 % ~~ 0% Contractual 8% _ Personnel 91% Capital Expenditure Summary No capital expenditures 200 201 c~~!' w ~e ~~ ~~ Tc~. ~ Utility Billing Mission The Utility Billing Department provides timely and accurate billing for services rendered by the City and prompt, friendly customer assistance. Goal The Utility Billing Department will ensure correct and timely billing for water, sewer, refuse and recycling services in accordance with City ordinances and provide excellent customer service when opening new accounts and resolving citizens' questions or complaints, whether in person or on the phone. 2006-2007 Accomplishments ^ Re-evaluated commercial drainage fee with property owners. ^ Processed utility bills to customers in compliance with ordinance procedures. ^ Maintained billing accuracy rate of 99.7%. ^ Maintained a collection rate of 99.85%. ^ Continued to increase customer awareness of winter average sewer collection. ^ Continued to strive for excellent customer service. ^ Continued to review all non-billed sewer and drainage accounts quarterly. ^ Trained all department personnel on processing billing procedures. ^ Continued to improve customer awareness of City-sponsored bank draft program to customers who currently utilize online banking. ^ Continued to increase customer awareness of Credit Card service. ^ Implemented New Customer On-Line service. ^ Implemented outsourcing of utility bills printing and mailing. Zoe 2007-2008 Departmental Objectives ^ Continue to Re-evaluate commercial drainage fee with property owners. ^ Process utility bills to customers in compliance with ordinance procedures. ^ Maintain billing accuracy rate of 99.7%. ^ Maintain a collection rate of 99.85%. ^ Continue to increase customer awareness of winter average sewer collection. ^ Continue to strive for excellent customer service. ^ Continue to review all non-billed sewer and drainage accounts quarterly. ^ Continue Training all department personnel on processing billing procedures. ^ Continue to improve customer awareness of City-sponsored bank draft program to customers who currently utilize online banking. ^ Continue to increase customer awareness of Credit Card service. ^ Continue On-Line New Customer service. ^ Continue outsourcing of utility bills printing and mailing. ^ Promote water conservation tips on Utility Bills 203 Utility Billing Service Delivery Measures Percent of payments posted correctly Billing cycles read and mailed on schedule Weekly telephone inquiries Average Number of days to respond to customer investigations Billing error rate Number of bankdraft participants Promotion of water bill conservation tips Personnel Summary Utility Billing Supervisor Billing Clerk Administrative Clerk Utility Accountant Total full-time Administrative Clerk, part-time Total part-time FY 06 FY 07 FY 08 Actual Budgeted Budgeted 99.9% 99.9% 99.9% 100% 100% 100% 180 190 195 1 1 1 0.30% 0.30% 0.30% 635 700 803 5 72 FY 06 FY 07 FY 08 Actual Budgeted Budgeted 1 1 1 1 1 1 1 1 1 0 1 1 3 4 4 1 1 1 1 1 1 204 FY 2008 UTILITY FUND BUDGET Utility Billing Account 002-20 Bud ~~.. .u ;:.;.. >:.;:.;:.;:.;.::..;::.;:.;:.;:.;:.:..... FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel $156,196 $170,855 $251,690 $252,676 Contractual 47,069 44,445 138,526 292,223 Supplies 31,573 36,085 37,746 45,134 Capital 0 0 1,500 0 Total $234,838 $251,384 $429,462 $590,033 C~ita~l x~a~nd~#~a Su~n~r~t _ : ___ No capital expenditures 205 206 Uh' n/ ~°~ ~~ Tcaas Utility Operations Mission The Utility Operations Department ensures that adequate supplies of clean and safe drinking water are provided throughout the year and that the wastewater collection system operates at optimum capacity. Goal The Utility Operations Department will ensure the citizens of Colleyville have adequate water and wastewater services at all times. 2006-2007 Accomplishments ^ Promote an effective and positive working relationship with the Trinity River Authority (TRA). ^ Exceed State and Federal water quality requirements for 100% of the water supplied to our citizens. ^ Work with the Texas Commission on Environmental Quality (TCEQ) and TRA to continue to improve water taste and to reduce odors. ^ Continue the Sewer Cleaning Program to ensure a minimum of blockages; utilize N equipment to inspect suspected main failures more efficiently and accurately. ^ Monitor and track normally unaccounted water by calculating water lost during routine flushing, fire fighting activities and water leaks. ^ Utilize de-chlorination equipment purchased in FY 2005/2006 for flushing water mains as required by the EPA to prevent chlorinated water from entering the drainage systems and water ways. ^ Develop inter local agreements with neighboring cities for emergency water supply in critical situations. ^ Reduce water outages by continuing to improve the Water Valve Maintenance Program and increase training for repair crews. ^ Continue to ensure that 10% of the residential water meters are replaced or calibrated per the Water Conservation and Emergency Management Plan. 207 ^ Continue to map the infrastructure with Global Positioning System and update as new facilities are constructed. ^ Continue to provide training for personnel to ensure a safe workplace and also provide job-related training for obtaining and maintaining certifications relating to water and wastewater. ^ Upgrade and enhance security equipment and procedures for the water system identified in the Vulnerability Assessment. 2007-2008 Departmental Objectives ^ Continue to maintain an effective and positive working relationship with the Trinity River Authority (TRA). ^ Exceed State and Federal water quality requirements for 100% of the water supplied to our citizens. ^ Enhance the Sewer Cleaning Program by closely monitoring the frequency of line cleaning to ensure a minimum of blockages; utilize TV equipment to inspect suspected main failures more efficiently and accurately. ^ Continue to reduce water outages by improving the Water Valve Maintenance Program and increase training for repair crews. ^ Continue water meter replacement program that ensures 10% of the residential water meters are replaced or calibrated per the Water Conservation and Emergency Management Plan. ^ Provide training for personnel to ensure a safe workplace and also provide job-related training for obtaining and maintaining certifications relating to water and wastewater. ^ Continue to upgrade and enhance security equipment and procedures for the water system identified in the Vulnerability Assessment. 208 Utility Operations Service Delivery Measures Water mains miles maintained Sanitary sewer miles maintained manholes maintained Water services meters maintained meters replaced per year meters replaced per business day Pumping facilities maintained Water Sewer Water storage facilities maintained Elevated Ground Water wells maintained Fire hydrants maintained *Italics indicates new measure for FY 08 FY 06 FY 07 FY 08 Actual Budgeted Budgeted 175 190 197 154 162 175 1,680 2,130 2,462 8,200 8,420 8,650 820 842 865 3.14 3.23 3.31 3 3 3 2 2 3 3 3 3 3 3 2 8 8 6 1,206 1,260 1,285 209 Personnel Summary Utility Superintendent Project Inspector Utility Supervisor Utility Crew Leader Utility Operator Backflow Technician Well Pump Maintenance Operator Meter Servicer Engineering Technician, Right-of-Way Meter Reader Vulnerability Manager GIS Coordinator Total full-time FY 06 FY 07 FY 08 Actual Budgeted Budgeted 1 1 1 1 1 1 1 1 1 4 4 4 7 7 7 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 1 1 1 1 1 1 22 22 22 210 FY 2008 UTILITY FUND BUDGET Utility Operations Account 002-61 FY 2005 Actual FY 2006 FY 2007 FY 2008 Actual Budgeted Budgeted Personnel $1,156,365 Contractual 5,566,597 Supplies 78,868 Capital 0 $1,342,847 $1,394,531 $1,497,844 6,058,171 5,156,567 5,269,139 193,093 131,990 129,790 0 227,500 614,500 Total $6,801,830 $7,594,110 $6,910,588 $7,511,273 .:.::::::::::::1~..::::::::::::::..:.:::::::::::::::::. Utility Security Measures $40,000 Water Well Removal $160,000 Backhoe - 74 Horsepower $67,000 Trailer Mounted Vacuum Excavator $40,000 Truck Mounted Sewer Inspection System $75,000 Replacement and new water pipe $5,500 Concrete Mixer Truck $80,000 Hybrid Car -Meter Reader $21,000 Hybrid SUV -Utility Superintendent $24,500 Hybrid SUV -Utility Superintendent $24,500 Replacement and new sewer pipe $2;000 Water meters and hydrants $75,000 Total $614.500 211 Fiscal Year 2007- 2008 Utility Fund - Non-Departmental 212 FY 2008 UTILITY FUND BUDGET Non-Departmental Expenditures Budget Summary FY 2005 Actual Personnel $0 Contractual 0 Supplies 0 Capital/Equipmei 0 Transfers 473,366 Debt Service 1,135,287 Total $1,608,653 FY 2006 Actual $67, 975 0 0 0 491, 025 1, 356, 738 $1,915,738 FY 2007 FY 2008 Budgeted Budgeted $107,164 $77,217 0 0 0 0 0 0 544, 701 731, 395 1,133, 666 972, 260 1,785,531 $1,780,872 UTILITY FUND DEBT SERVICE Budget Summary FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Debt Service $1,135,827 $1,356,738 $1,133,666 $972,260 213 214 DEBT SERVICE FUND SUMMARY BUDGET BUDGET ACTUAL FY 2008 FY 2007 FY 2006 BEGINNING FUND BALANCE - 10/1 $ 1,082,681 $ 1,082,681 $ 989,618 FUND REVENUES Current Property Taxes $ 2,160,919 $ 1,856,962 $ 1,875,725 Delinquent Property Taxes 16,000 16,000 10,793 Penalty & Interest 12,000 12,000 13,810 Transfer-in CCCPD Fund 501,498 520,761 524,788 Interest Income/Other 32,000 32,000 46,158 Use of Available Cash " 440,000 0 0 TOTAL REVENUES $ 3,162,417 $ 2,437,723 $ 2,471,274 FUND EXPENDITURES 1994 G.O. & Refunding Bonds $ 128,313 $ 162,030 $ 162,825 1996 G.O. Bonds 0 0 102,500 1999 G.O. Bonds 27,888 37,970 39,170 1999 CCCPD Sales Tax Bonds 339,174 520,761 524,788 2001 G.O. Refunding Bonds 1,158,925 1,155,325 1,043,025 2002 Certificates of Obligation 481,525 482,590 477,920 2006 G.O. Refunding Bonds 202,723 0 0 2007 G.O. Bonds 267,822 0 0 Fire Truck Lease 49,723 49,723 0 Ambulance Lease 37,000 0 0 Asphalt Distributor Lease 24,324 24,324 24,234 Fire Station Furnishings/Equipment Loan 440,000 0 0 Paying Agent 5,000 5,000 3,749 TOTAL EXPENDITURES $ 3,162,417 $ 2,437,723 $ 2,378,211 LESS USE OF AVAILABLE CASH ENDING FUND BALANCE - 9/30 $ (440,000) $ 0 $ 0 $ 642,681 $ 1,082,681 $ 1,082,681 * One-time draw down to be used for Fire Station furnishings/equipment loan 215 LEGAL DEBT MARGIN Article XI, Section 5 of the State of Texas Constitution states in part: ".... but no tax for any purpose shall ever be lawful for any one year, which shall exceed two and one-half percent of the taxable property of such city." Article X, Section 3 of the Charter of the City of Colleyville, Texas states: The maximum tax rate shall not exceed $1.50 on the one hundred dollars ($100.00) valuation of the taxable property with the City. The tax rate for Fiscal Year ended September 30, 2008 is $.3559 per $100 of assessed valuation at 100% of the market value. The City of Colleyville operates under a Home, Rule Charter, which adopts the constitutional provision. Calculation of State Legal Debt Limit City of Colleyville FY 2008 Tax Rate $ .3559 Maximum allowable Charter tax Rate $2.50 Percentage of allowable tax rate used 14.26% Calculation of Charter Legal Debt Limit City of Colleyville FY 2008 Tax Rate $ .3559 Maximum allowable Charter Tax Rate $1.50 Percentage of allowable tax rate used 23.73% Administratively, the Attorney General of the State of Texas will permit allocation of $1.50 of the $2.50 allowable for the repayment of debt service. The FY 2008 debt portion of the tax rate is $.07291, which is 4.86% of the permissible debt service allocation. 216 OIJTSTAI~[~ING pEBT SPfOE REQt1~FtF~1iI~N'TS BY FISCAL:Y~f2 tAX. S~ptsC?r27E#1 q~B'T FISCAL YEAR PRINCIPAL INTEREST TOTAL 2008 $1,470,000 $629,872 $2,099,872 2009 $1,590,000 $482,505 $2,072,505 2010 $1,350,000 $421,496 $1,771,496 2011 $1,410,000 $363,921 $1,773,921 2012 $1,220,000 $308,645 $1,528,645 2013 $870, 000 $263,965 $1,133, 965 2014 $590,000 $332,025 $922,025 2015 $310,000 $212,339 $522,339 2016 $325,000 $198,979 $523,979 2017 $330,000 $185,150 $515,150 2018 $335,000 $171,072 $506,072 2019 $350,000 $156,478 $506,478 2020 $320,000 $141,995 $461,995 2021 $415,000 $126,700 $541,700 2022 $435,000 $109,700 $544,700 2023 $455,000 $91,900 $546,900 2024 $480,000 $73,200 $553,200 2025 $505,000 $53,500 $558,500 2026 $530,000 $32,800 $562,800 2027 $555,000 $11,100 $566,100 TOTAL $13,845,000 $4,367,342 $18,212,342 CSl1TSTANDINGBCINDS'~Y ISSUE.::; TAXSl1PPQ~tT~D €3EB7 DESCRIPTION FISCAL YEAR INTEREST PRINCIPAL AMOUNT OF MATURITY .RATES OUTSTANDING 1994 GENERAL OBLIGATION BONDS 2008 4.6% TO 5.6% $125,000 1999 GENERAL OBLIGATION BONDS 2010 4.0% TO 6.0% $70,000 2006 GENERAL OBLIGATION RFD BONDS 2014 4.0% TO 4.6% $5,830,000 2002 CERTIFICATES OF OBLIGATION 2020 4.2% TO 4.7% $2,270,000 2006 GENERAL OBLIGATION RFD BONDS 2020 3.64% TO 3.64% $975,000 2007 GENERAL OBLIGATION BONDS 2027 4.0% TO 5.0% $4,575,000 TOTAL $13,845,000 IkNNtpAL:REC~##I.f~EM€NTS FISCAL YEAR PRINCIPAL INTEREST TOTAL CURRENT YEAR 2008 $1,470,000 $629,872 $2,099,872 MAXIMUM YEAR 2008 $1,470,000 $629,872 $2,099,872 ~UTHOFt1~~IJ G~~EF#~4t_ E3~~IG4TIC}t3:p~~27' On February 5, 2005, voters authorized $4,575,000 in General Obligation Debt to build and equip fire station facilities and purchase an outdoor warning system. The bonds were issued in Fiscal Year 2007. PURPOSE OF AMOUNT AMOUNT UNISSUED IMPROVEMENT AUTHORIZED ISSUED BALANCE PUBLIC SAFETY $4,575,000 $4,575,000 $0 TOTAL $4,575,000 $4,575,000 $0 217 OUTSTANDING DEBT SERVICE REQUIREMENTS -TAX SUPPORTED DEBT 1994 GENERAL OBLIGATION 8~ REFUNDING BONDS FISCAL PRINCIPAL INTEREST TOTAL YEAR 2008 $125, 000 $3, 313 $128, 313 TOTAL $125,000 $3,313 $128,313 1999 GENERAL OBLIGATION BONDS FISCAL PRINCIPAL INTEREST TOTAL YEAR 2008 $20,000 $2,888 $22,888 2009 $25,000 $1,750 $26,750 2010 $25,000 $588 $25,588 TOTAL $70,000 $5,225 $75,225 2001 GENERAL OBLIGATION REFUNDING BONDS FISCAL PRINCIPAL INTEREST TOTAL YEAR 2008 $930,000 $228,925 $1,158,925 2009 $975, 000 $190,338 $1,165,338 2010 $1,030, 000 $148, 720 $1,178, 720 2011 $1, 080, 000 $104,140 $1,184,140 2012 $870,000 $62,050 $932,050 2013 $560,000 $30,310 $590,310 2014 $385,000 $8,855 $393,855 TOTAL $5,830,000 $773,338 $6,603,338 2002 CERTIFI CATES OF OBLIGATION FISCAL PRINCIPAL INTEREST TOTAL YEAR 2008 $390,000 $91,525 $481,525 2009 $410, 000 $74, 725 $484, 725 2010 $105,000 $63,910 $168,910 2011 $110, 000 $59, 395 $169, 395 2012 $115, 000 $54,670 $169,670 2013 $120,000 $49,645 $169,645 2014 $125,000 $44,254 $169,254 2015 $130,000 $38,515 $168,515 2016 $140, 000 $32, 338 $172, 338 2017 $145, 000 $25, 783 $170, 783 2018 $150, 000 $18,979 $168, 979 2019 $160, 000 $11, 750 $171, 750 2020 $170, 000 $3,995 $173,995 TOTAL $2,270,000 $569,484 $2,839,484 218 OUTSTANDING DEBT SERVICE REQUIREMENTS -TAX SUPPORTED DEBT 2006 GENERAL OBLIGATION REFUNDING BONDS FISCAL PRINCIPAL INTEREST TOTAL YEAR 2008 $5,000 $35,399 $40,399 2009 $130, 000 $32, 942 $162, 942 2010 $140, 000 $28,028 $168, 028 2011 $170, 000 $22, 386 $192, 386 2012 $185, 000 $15,925 $200, 925 2013 $140,000 $10,010 $150,010 2014 $30,000 $6,916 $36,916 2015 $30,000 $5,824 $35,824 2016 $35,000 $4,641 $39,641 2017 $35,000 $3,367 $38,367 2018 $35,000 $2,093 $37,093 2019 $40,000 $728 $40,728 TOTAL $975,000 $168,259 $1,143,259 2007 GENERAL OBLIGATION BONDS FISCAL PRINCIPAL INTEREST TOTAL YEAR 2008 $0 $267,822 $267,822 2009 $50, 000 $182, 750 $232, 750 2010 $50,000 $180,250 $230,250 2011 $50,000 $178,000 $228,000 2012 $50,000 $176,000 $226,000 2013 $50,000 $174,000 $224,000 2014 $50,000 $172,000 $222,000 2015 $150,000 $168,000 $318,000 2016 $150,000 $162,000 $312,000 2017 $150,000 $156,000 $306,000 2018 $150,000 $150,000 $300,000 2019 $150,000 $144,000 $294,000 2020 $150, 000 $138, 000 $288, 000 2021 $415, 000 $126, 700 $541, 700 2022 $435, 000 $109, 700 $544, 700 2023 $455,000 $91,900 $546,900 2024 $480,000 $73,200 $553,200 2025 $505, 000 $53, 500 $558, 500 2026 $530,000 $32,800 $562,800 2027 $555, 000 $11,100 $566,100 TOTAL $4,575,000 $2,747,722 $7,322,722 219 Fiscal Year 2007- 2008 Drainage Utility Fund _ °' Y ~~ r.s. ~ ~ .. 220 DRAINAGE UTILITY FUND SUMMARY TOTAL UNRESERVED RETAINED EARNINGS - 10/1 FUND REVENUES Drainage Fees Penalties/Mist Use of Available Cash " Interest Income TOTAL REVENUES FUND EXPENSES Drainage Operations Debt Service/Lease Payment Transfer to Art Fund Merit Adjustment TOTAL EXPENSES LESS USE OF AVAILABLE CASH ENDING RETAINED EARNINGS - 9/30 BUDGET BUDGET ACTUAL FY 2008 FY 2007 FY 2006 $ 935,551 $ 878,016 $ 755,888 $ 846,036 $ 825,636 $ 806,201 14,806 14,449 12,048 377,833 0 0 31,500 31,500 39,940 $ 1,270,175 $ 871,585 $ 858,189 $ 903,848 $ 508,661 $ 444,700 276,994 278,494 291,361 15,000 0 0 14,925 26,895 0 $ 1,210,767 $ 814,050 $ 736,061 $ -377,833 $ 0 $ 0 $ 617,126 $ 935,551 $ 878,016 One-time expense to be used for acquisition of 89 horsepower backhoe with clam attachment ($77,833) and and an advanced flood warning system ($300,000) 221 DRAINAGE UTILITY FUND REVENUE ESTIMATES DRAINAGE UTILITY FEES On a monthly basis, seven dollars is charged to each residential customer for use in drainage projects. The fees for other customer classes are as follows: s,soo Commercial/industrial use customers s,soo would pay $24.40 per acre of s,aoo development, churches and schools a,soo would a $15.25 p y per acre of s,2oo development, and park type customers e,,oo would pay $10.68 per acre. Revenue 8, 000 growth in this fund comes from an ~,soo estimated 234 new residential and ,,800 commercial customers. ,,,oo ~,soo OTHER REVENUES The drainage fees are included on a customer's monthly utility bill and are subject to penalty if not paid by the due date. Penalty income is projected for customers who do not pay by the due date. Additionally, interest income of $31,500 is projected on the estimated available cash balance of $700,000 (interest rate of 4.5%). DRAINAGE CUSTOMER GROWTH FY 20 05 - FY 200 8 - ::i ; - - ~ . , - f i _ _ _ _ ~~R. :., ., 2005 2006 2007 2008 222 FY 2008 REVENUE ESTIMATE DRAINAGE UTILITY FUND OPERATING REVENUES 5942-DRAINAGE FEES 5833-PENALTIES TOTAL OPERATING REVENUE NON-OPERATING REVENUE 5825-INTEREST INCOME 5790-USE OF AVAILABLE CASH TOTAL NON-OPERATING REVENUE TOTAL INCOME FY 05 FY 06 FY 07 FY 07 FY 08 ACTUAL ACTUAL BUDGET PROJECTED BUDGET 663,925 806,201 825,636 825,636 846,036 10,610 12,048 14,449 14,449 14, 806 $674,535 $818,249 $840,085 $840,085 $860,842 19,079 39,940 31,500 31,500 31,500 0 0 0 0 377,883 $19,079 $39,940 $31,500 $31,500 $409,383 $693,614 $858,189 $871,585 $871,585 $1,270,225 223 Olj'1~;~'T'/ANI~D.€.I$'I~ ~~RVi~~~t~IIt~~M~f~,.S;,B,. .F SCIk ............................. .................................................. '1` ~ .gY3 .12 ....N ~~~~ :pI~41NA{a~.U...ll*.IT~..... ~ll,..~..~~.k~~~&; ::: `;;;;' ;' :::...............:... .....:.::.............:..........``' FISCAL PRINCIPAL INTEREST TOTAL YEAR 2008 $165,000 $97,205 $262,205 2009 $170,000 $90,420 $260,420 2010 $175,000 $83,260 $258,260 2011 $185,000 $75,608 $260,608 2012 $195,000 $67,340 $262,340 2013 $200,000 $58,550 $258,550 2014 $210,000 $49,220 $259,220 2015 $220,000 $39,220 $259,220 2016 $100,000 $31,650 $131,650 2017 $105,000 $26,625 $131,625 2018 $110, 000 $21,250 $131,250 2019 $115,000 $15,625 $130,625 2020 $125,000 $9,625 $134,625 2021 $130,000 $3,250 $133,250 TOTAL $2,205,000 $668,848 $2,873,848 QIJr~TArNC?1~4~3~5NC15,~.,.. S~l~~ .......................................................................... pFty41NAGE UTIIEIT'Y SYST~1ill2~i1~~1##B BtJAID& DESCRIPTION FISCAL YEAR INTEREST PRINCIPAL OF MATURITY RATES AMOUNT OUTSTANDING 2001 REV & RFD BONDS 2021 4% TO 5% $2,205,000 AVERAGE ANNUAL DEBT SERVICE $205,275 E3O~EDREFt4YMEN~ INFO ... . . . ................................................................................... Revenue bonds issued by the City of Colleyville are payable from revenue received from residential and commercial drainage utility fees and interest income. The coverage ratio for the City's Revenue Bonds is 1.2 times average annual debt service. 224 G1R' w ~~~'~ Tca~s Drainage Mission The Drainage Department strives to perform maintenance and repairs to all City- owned drainage systems and structures. Improvements are accomplished when necessary to prevent flooding of homes and other structures. Goal The Drainage Department will maintain all drainage systems free from obstructions. Timely, preventative maintenance reduces the cost, severity, and frequency of flooding. 2006-2007 Accomplishments ^ Respond to all Colleyville residents with drainage or mosquito questions or problems within 24 hours. ^ Inspect and make necessary repairs to 1,011 inlets and 35 outfalls twice per year. ^ Clean two bridge areas twice per year. ^ Maintain seven low water crossings. ^ Clean approximately 1,700 linear feet of ditch. ^ Continue daily street sweeping operations on the monthly zone schedule. ^ Mow rights-of-ways where prudent property owners do not have proper or sufficient equipment to perform the task. ^ Obtain MS4 Municipal Storm Water Operators Permit. (Pending TCEQ permit approval). ^ Continue instituting best management practices as prescribed by the MS4 Operators Permit. ^ Begin the storm water ordinance preparation and review as required by the MS4 Operators Permit. 225 ^ Continue working with the homeowner associations on the storm water inlet- marking program. 2007-2008 Departmental Objectives ^ Obtain the MS4 Storm Water Permit by end of FY 2008. (Pending TCEQ permit approval). ^ Competition of the drainage improvement projects at Pleasant Run Road and Shelton Drive. ^ Continue daily street sweeping operations on the monthly zone schedule. ^ Respond to all Colleyville residents with drainage or mosquito questions or problems within 24 hours. ^ Inspect and make necessary repairs to .1,011 inlets and 35 outfalls twice per year. ^ Continue the installation of the Advance Flood Warning System lights at all low water crossings. 226 Drainage Service Delivery Measures FY 06 FY 07 FY 08 Actual Budgeted Budgeted Capital projects managed 10 10 10 Development cases reviewed 137 137 164 Average plan review time (days) 10 110 10 Construction plans, site plans 30 40 30 and drainage studies reviewed Active drainage complaints 70 70 90 City projects under design 15 15 10 City projects under construction 10 10 10 Drainage ditches maintained (miles) 72 72 72 Drainage inlets 1,011 1,011 1,011 Drainage Outfalls 35 35 35 Citizen inquiries responded to within 24 hours (%) 99% 99% 99% Italics denote new service measures for FY 08 Personnel Summary FY 06 FY 07 FY 08 Actual Budgeted Budgeted Project Inspector 1 1 1 Drainage Crew Leader 1 1 1 Equipment Operator 4 4 4 Total full-time 6 6 6 227 FY 2008 DRAINAGE FUND BUDGET Drainage Account 017-52 Budget Summary Personnel Contractual Supplies Capital Total FY 2005 Actual $217,963 87,375 32,970 0 $338,307 FY 2006 Actual $325,241 76, 584 42,875 0 FY 2007 Budgeted $336,815 129,705 42,141 0 FY 2008 Budgeted $343,037 140,837 42,141 377,833 $444,700 $508,661 $903,848 Capital Expenditure Summary Advanced Flood Warning System $300,000 Backhoe Purchase - 420 Caterpillar w/ clam attachment $77,833 $377,833 228 FY 2008 DRAINAGE FUND BUDGET Non-Departmental Expenditures Budget Summary FY 2005 FY 2006 FY 2007 FY 2008 Actual Actual Budgeted Budgeted Personnel $0 $10,663 $26,895 $14,925 Contractual 0 0 0 0 Supplies 0 0 0 p Capital 0 0 0 0 Transfers 0 0 0 15,000 Total $0 $10,663 $26,895 $29,925 DRAINAGE FUND DEBT SERVICE Budget Summary FY 2005 Actual FY 2006 FY 2007 Actual Budgeted FY 2008 Budgeted Total $291,361 $276,593 $278,494. $276,994 229 230 FY 2008 SUMMARY OF CAPITAL OUTLAY CAPITAL OUTLAY EXPENSE EXPENSE GENERAL FUND LIBRARY AUTOMATED MATERIAL CHECK-OUT $6,085 R COLLECTION DEVELOPMENT $50,000 N/R FIRE SCBA UNITS PARKS SENIOR CENTER HVAC UNITS COLLEYVILLE CENTER HVAC UNITS CAPITAL EQUIPMENT REPLACEMENT PARKS TORO 325D MOWER/SWEEPER TORO WORKMAN KAWASAKI MULE UTILITY VEHICLE ENGINEERING 1/2 TON PICK-UP TRUCK TOTAL GENERAL FUND $17,550 R $20,000 R $20,000 R $21,000 R $20,000 R $16,000 R $ IMPACT ON DESCRIPTION OPERATING OF OPERATING BUDGET EXPENSE $913 RC MAINT CONTRACT $1,000 RC SUPPLIES $650 RC SUPPLIES $500 RC REPAIRS $500 RC REPAIRS $800 RC FUEL, MAINTENANCE $400 RC FUEL, MAINTENANCE $400 RC FUEL, MAINTENANCE $20,500 R $750 RC FUEL, MAINTENANCE $208,685 $10,363 UTILITY FUND UTILITY BILLING FINANCIAL SOFTWARE PACKAGE $150,000 R UTILITY OPERATIONS SECURITY ENHANCEMENTS WATER WELL REMOVAL TRAILER MOUNTED VACUUM EXCAVATOR TRUCK MOUNTED SEWER INSPECTION SYSTEM CONCRETE MIXER TRUCK WATER PIPE SEWER PIPE WATER METERS AND HYDRANTS BACKHOE - 74 HORSEPOWER HYBRID CAR -METER READER HYBRID SUV -UTILITY SUPERINTENDENT HYBRID SUV -UTILITY SUPERVISOR TOTAL TOTAL UTILITY FUND $40,000 N $160,000 N $40,000 N $75,000 R $80,000 N $5,500 R $2,000 R $75,000 N/R $67,000 R $21,000 R $24,500 R $24,500 R $614,500 $764,500 DRAINAGE UTILITY FUND DRAINAGE ADVANCED FLOOD WARNING SYSTEM $300,000 N BACKHOE - 89 HORSEPOWER WITH CLAM ATTACHMENT $77,833 R TOTAL $377,833 TOTAL DRAINAGE UTILITY FUND $377,833 NOTES: N = NEW, R =REPLACEMENT, RC =RECURRING COST $20,000 $1,500 REPAIRS, MAINTENANCE $2,000 $2,000 $2,000 $500 $500 $0 $2,000 $750 $750 $750 $12,750 $32,750 $1,500 $2,000 $3,500 $3,500 REPAIRS, MAINTENANCE REPAIRS, MAINTENANCE FUEL, MAINTENANCE REPAIRS, MAINTENANCE REPAIRS, MAINTENANCE FUEL, MAINTENANCE FUEL, MAINTENANCE FUEL, MAINTENANCE FUEL, MAINTENANCE REPAIRS FUEL, MAINTENANCE 231 Fiscal Year 2007- 2008 Capital Improvement Program . ~ ~ a.~ 232 CITY OF COLLEYVILLE CAPITAL IMPROVEMENT PROGRAM AND PROJECTS As a part of the operating budget, the City of Colleyville Charter requires that a Capital Program be included in the budget listing all capital improvements, which are proposed to be undertaken during the next five fiscal years. As a part of the five-year planning process, capital projects are selected which complement the City's goals and objectives: • Street maintenance and improvement programs to provide a safe smooth riding surface with adequate access to schools and commercial districts. • Correction of drainage problems through an on-going facilities improvement program. • Park improvements to an interconnected park system that enhances the community and provides recreational access for all citizens. • Facilities improvements which are designed to provide public emergency safety and a planned community center. • Water system improvements that are designed to meet supply needs and safety requirements. • Sewer system improvements that are designed to assure adequate service and maintain the public health. During the next five years a number of projects are planned to meet the aforementioned goals. In June 2007, the City Council met and established the five-year goals for the City (see page 44). Various projects in the Capital Improvements program will ensure these goals are met. They include intersection improvements on Glade Road and Heritage Avenue and the construction of a ground storage tank and pump station facility on L.D. Lockett Road and various waterline projects. A facility to replace the existing fire station on Hall-Johnson Road is being constructed in addition to a new fire station on Pool Road. Planned park improvements include Senior Center open space improvements, McPherson Park -Phase I and Phase II and Little Bear Creek Trail extension. Following this introduction is a detail budget sheet and map for each proposed project. 233 SOURCES OF FUNDS: 5 Year CEDC -The City receives funding for capital projects from the Colleyville Economic Development Corporation (CEDC). 2005 CEDC Bonds -Bonds issued by the CEDC 2007 GO Bonds -General Obligation Bonds authorized by voters in February 2005 for the construction of Fire Stations. Perimeter Street Fees/Misc. Escrows - At the time of acceptance of a development by the City a developer can pay a perimeter street dedicated to street improvements on abutting streets rather than pay the roadway impact fee (see below definition). Area #1 /Area #2 Roadway Impact Fee -Fees paid by developers of new projects to be used for improvements to lessen the impact of new development on the roadway system. Water/Sewer Impact Fee -Fees paid by developers of new projects to be used for improvements to lessen the impact of new development on the water distribution and sewer collection system Parkland Dedication Fees -Fees collected from developers of residential and residential projects. The fees are used to acquire new park sites and make improvements to or expand existing parks to better serve new development. Voluntary Park/Library Fund -Residents may contribute $4.00 per month via their water bill payment to the Voluntary Park/Library Fund. The contributions received are split evenly to park projects and library collection development. Planned Future Revenue Bond Issuance - As a part of Utility system upgrades, revenue bonds are planned on being issued in future years. Future TIF Bonds- Proceeds from TIF Bonds to be issued in the future. Available Cash Utility Fund -Funded from reserves in excess of 90 days of working capital. Grants -Proceeds from state and federal grants. Unfunded -Projects for which a funding source is not yet identified. 234 FY2008 -CAPITAL PROJECT RECAP SHEET Project Number Project Title FACILITIES FA-05-001 Fire Stations FA-07-001 Senior Center Open Space Improvements TOTAL FACILITIES: PARKS PK-03-005 Little Bear Creek Extention PK-03-007 McPherson Park Phase I TOTAL PARKS: STREETS ST-00-023 Highway 26 Improvements: New Lanes and Medians ST-01-029 Glade Road and Heritage Intersection Improvements TOTAL STREETS: WATER WT-02-002 WT-03-001 WT-03-003 WT-03-004 WT-03-005 WT-03-007 WT-03-008 Total FY 2008 Expenditures 1,467,770 130,276 $1,598,046 953, 838 $953,838 1,473,851 $1,473,851 L.D. Lockett Ground Storage Tank and Pump Station Facility 5,251,074 Felps Dr, Acuff Ln, Greenbriar, Cheek Sparger Waterline Improvements - 16 Inch Supply & Transmission Mains 735,836 HWY 26 Water & Sewer Utility Relocations 208,143 Oak Knoll Drive Waterline Improvements - Warwick and John Mc Cain Waterline Improvements - Westcoat Transmission Main Waterline Improvements - TOTAL WATER: $6,195,053 TOTAL CAPITAL PROJECTS: $10,220,788 _~ ~ r _~: 235 City Development Capital Improvement Project Detail Project Title: Fire Stations Project Number: FA-05-001 Department: Fire Project Manager: Chad Bartee & Mike Johnston Construction Firm: Gilbane Building Co Design Consultant: Wiginton Hooker Jeffry Arch. Priority: Description & Location: Fire Station #1 will be located at 5209 Colleyville Blvd across from the entrance to the Village of Colleyville. Fire Station #2 will be located at 5114 Pool Rd across from the emergency access gate into Ashmore. Purnose/Justification: In February 2005, a bond proposal was approved by voters for fire facilities. Strategic locating of fire facilities proved to justify the necessity of providing two facilities in the locations mentioned above. Cost -Fire Stations FY 07 FY 08 Future Total Cost Architectural & En ineerin 676,959 0 0 676,959 Land Ac uisition 370,000 0 0 370,000 Construction 3,368,313 1,172,870 0 4,541,183 FFE - Ci Hall 0 294,900 0 294,900 Miscellaneous 0 0 0 0 Total Cost 4,415,272 1,467,770 0 5,883,042 Fundin -Fire Stations FY 07 FY 08 Future Total Cost 2007 GO Bonds 3,547,772 937,228 0 4,485,000 TIF Funds 867,500 0 0 867,500 Short Term Financin 0 440,000 0 440,000 interest Earnin s -Bonds 0 90,542 0 90,542 Total Fundin Necessa 4,415,272 1,467,770 0 5,883,042 Impact on Operating Budget -Fire Stations FY 08 Bud et FY 09 Planned Future .; ' ~P~r~~rne 11,675 11,675 865,200 _ '~ ~<ti ~bn I 10,000 30,000 40,000 w>: E r_ 7,000 9,000 9,000 :., ~: -rv = G a' itdi 0 0 100,000 _ "~ `Total 28,675 50,675 1,014,200 236 ~~ 900 237 0 90o Feet Station Locations A Geographic Information S City Development Capital Improvement Project Detail project Title: Senior Citizens Center Open Space Project Number: FA-07-001 Improvements department: Parks and Recreation Project Manager: Monica Sue Walsh "onstruction Firm• TBD Design Consultant: Newman, Jackson, Bieberstein Priority: Description & Location: Open space improvements to the six acre area surrounding the Senior Center located at 2512 Glade Road. Trail improvements are planned along with additional elements to be determined by a master plan for the open space area. Purpose/Justification: To provide recreational anemenities for the citizens of Colleyville. Cost FY 07 FY 08 Future Total Cost Plannin Desi n 15,474 5,771 0 21,245 Testin /Ins ection 0 0 0 0 Land Ac uisition 0 0 0 0 Construction 22,250 124,505 300,000 446,755 Miscellaneous 0 0 0 0 Total Cost 37,724 130,276 300,000 468,000 Fundin FY 07 FY 08 Future Total Cost 5-Year CEDC CIP 37,724 130,276 300,000 468,000 Total Fundin Necessa 37,724 130,276 300,000 468,000 Impact on Operating Budget FY 08 FY 09 Planned Future _ 7. nrael o 0 0 0 18,000 18,500 _ 0 12, 000 12, 300 ;~~ ~ ] 0 0 15,000 =~a~r=:~, :;, :A,,~~: ~-:°"' T t'al 0 30,000 45,800 238 Senior Citizens Center ~~ 200 o Zoo 40o Feet Open Space Improvements Geographic Information Systems 239 FA-07-001 City Development Capital Improvement Project Detail Project Title: Little Bear Creek Trail Extension Project Number: PK-03-005 Department: Parks and Recreation Project Manager: Monica Sue Walsh Construction Firm: TBD Design Consultant: TBD Description & Location: The Little Bear Creek Trail Extension is priority number one of the updated 2005 Colleyville Pathways Plan. This extension will connect the Colleyville Nature Center to Sparger Park. The trail is approximately 1.1 miles in length. Purpose/Justitcation: This trail will connect residential neighborhoods with parks, schools, and other key destinations throughout the city. The City of Colleyville will apply for a supplemental grant for this trail. Cost FY 07 FY 08 Future Total Cost Plannin Desi n 0 0 270,663 270,663 Testin /Ins ection 0 0 0 0 Land Ac uisition 0 0 0 0 Construction 0 0 1,533,760 1,533,760 Miscellaneous 0 0 0 0 Total Cost 0 0 1,804,423 1,804,423 Fundin FY 07 FY 08 Future Total Cost 5-Year CEDC CIP 0 0 360,885 360,885 Unfunded (Potential Grant) 0 0 1,443,538 1,443,538 Total Fundin Necessa 0 0 1,804,432 1,804,423 Impact on Operating Budget FY OS Bud et FY 09 Planned Future Personnel 0 0 6,240 Cotttractual 0 0 11,057 5u lies 0 0 2,000 Capital 0 0 0 Total 0 0 19,297 240 Little Bear Creek ~~ 1000 0 1000 Feet Trail Extension Geographic Information Systems 241 PK-03-005 City Development Capital Improvement Project Detail Project Title: McPherson Park - Phase I and Phase II Project Number: PK-03-007 Department: Parks and Recreation Project Manager: Monica Sue Walsh /Chad Bartee Construction Firm• Dean Construction (Phase I) Design Consultant: Newman Jackson, Bieberstein Inc. Description & Location: McPherson Park is located at 312 McDonwell School Road. Phase I includes hike and bike trails, pavilion, basketball and sand volleyball court, pond, fishing pier, picnic areas and playground. This phase is scheduled to be completed in early Fiscal Year 2008. Phase II will include water conservation areas, garden demonstration areas, water harvesting and renovations to the existing Rock House as a learning center. Phase II will be designed in Fiscal Year 2008 and construction will occur in Fiscal Year 2009. Purpose/Justification: To meet the needs of the Colleyville Parks, Recreation and Open Space Master Plan which includes hike and bike trails, pavilion, basketball and sand volleyball court, pond, fishing pier, picnic areas and playground. Additionally, the second phase will need the City's committment to partner with various community groups for water conservation purposes. Cost FY 07 FY 08 Future Total Cost Plannin Desi n 212,775 159,063 0 371,838 Testin /Ins ection 7,670 0 0 7,670 Land Ac uisition 0 0 0 0 Construction 1,197,831 772,418 2,000,000 1,970,249 Miscellaneous 0 22,357 0 22,357 Total Cost 1,418,276 953,838 0 2,372,114 Fundin FY 07 FY 08 Future Total Cost 5-Year CEDC CIP 238,000 0 500,000 738,000 Parkland Dedication Fund 280,276 853,838 0 1,134,114 Voluntar Park Fund 500,000 100,000 300,000 500,000 CEDC Bonds 400,000 0 0 400,000 Utility Fund 1,200,000 1,200,000 Total Fundin Necessar 1,418,276 953,838 2,000,000 3,972,114 Impact on Operating Budget FY 08 Bud et FY 09 Planned Future Pe rso n ne I 30, 000 30, 000 30, 900 Co ntra ctu a I 53,100 53,100 54, 693 5u plies 1,900 1,900 1,957 Ca ital 0 45,000 25,000 T o t a I 85, 000 130, 000 112 , 550 242 McPherson 300 0 30o Feet .Improvements t~ Iraphic Information Systems ~"~ ~ W Z W J J H = 00 ~ ,5~1 > ~ ~ fi d - ~ac e Pa $ ~r b ~-~ ~J etti g r City Development Capital Improvement Project Detail Project Title: State Highway 26 Improvements Project Number: ST-00-023 New Lanes and Medians Department: Engineering Project Manager: Chad Bartee Construction Firm: TBD Design Consultant: Teague, Nall & Perkins Description & Location: This project is part of an interlocal effort to attract Federal roadway funding to cities in Northeast Tarrant County and to improve traffic flow in the region. This project will add additional lanes, turn lanes, and center medians along Highway 26 (Colleyville Boulevard). Improvements will run from Brumlow Avenue near Southlake to the north to Cheek-Sparger Road near Hurst to the south. Purnose/Justification: This project will improve traffic flow, will improve the image and appearance of Colleyville and will make central Colleyville more conductive to retail business activity. Cost FY 07 FY 08 Future Total Cost Plannin Desi n 70,500 0 0 70,500 Testin /Ins ection 0 0 0 0 Land Ac uisition 0 0 0 0 Construction 0 0 38,000,000 38,000,000 Miscellaneous 0 0 0 0 Total Cost 70,500 0 0 38,070,500 Fundin FY 07 FY 08 Future Total Cost Future TIF Bonds 0 0 5,000,000 5,000,000 Utilit Fund O eratin Bud ert 70,500 0 0 70,500 Grants (TxDOT, NCTCOG 0 0 33,000,000 33,000,000 Total Fundin Necessar 70,500 0 38,000,000 38,570,500 Impact on Operating Budget FY 08 Bud et FY 09 Planned Future Personnel 0 0 0 Contractua 0 0 0 Su lies 0 0 0 Ca ital 0 0 0 Total 0 0 0 244 ST-2000-023 N 2000 0 2000 Feet SH 26 Improvements __. __ .-__ _~ "0' --1~~ Geographic Information Syste 245 City Development Capital Improvement Project Detail Project Title: Glade Road and Heritage Avenue Project Number: ST-01-029 Intersection Improvements Department: Engineering Project Manager: Chad Bartee Construction Firm• Archer-Western Contractors Design Consultant: Freese & Nichols Priority: Description & Location: Improvements will include reconstructing the existing signal at Glade Road and Heritage Avenue. The east leg will include adding a free right turn lane for traffic to turn northbound onto Heritage Avenue with two through lanes and a dedicated left turn lane. The west leg will include two through eastbound lanes with the outer lane being a shared through right lane, a dedicated left turn lane to northbound Heritage Avenue, and a transition lane for the two westbound lanes. The north and south leg improvements will include new transitions and properly aligned lanes to provide better traffic paterns and a safer intersection. Purpose/Justification: The current intersection has several traffic problems during peak times. Cars back-up eastbound and westbound on Glade Road during morning and evening rush hours. The construction improvements will allow for increased traffic efficiency through the intersection. Cost FY 07 FY 08 Future Total Cost Plannin Desi n 193,928 0 0 193,928 Testin /Inspection 0 0 0 0 Land A uisition 286,811 0 0 286,811 Construction 1,276,730 1,473,851 0 2,750,581 Miscellaneous 0 0 0 0 Total Cost 1,757,469 1,473,851 0 3,231,320 Fundin FY 07 FY 08 Future Total Cost Service Area I Roadwa Im act Fees 1,707,810 51,612 0 1,759,422 Perimeter Street Fees 49,659 0 0 49,659 Grant NCTCOG TIP 0 1,422,239 0 1,422,239 Total Fundin Necessa 1,757,469 1,473,851 0 3,231,320 Impact on Operating Budget FY 08 Bud et FY 09 Planned Future Personnel 0 0 0 Contractual 0 0 0 Su lies 0 1,500 5,000 Ca ital 0 0 Tota I 0 1, 500 5,000 246 ST-O1-029 1 ~~ l~ - _ _ _ ~, _ N 70 0 70 Feet Glade Rd & Heritage Rd Intersection Improvement. ... -- Geographic Information Systems 247 City Development Capital Improvement Project Detail Project Title: Felps Drive, Acuff Lane, Greenbriar Project Number: WT-03-001 Lane and Cheek Sparger Water Line Improvements Department: Engineering Project Manager: Chad Bartee Construction Firm: TBD Design Consultant: TBD Description & Location: This project will upgrade the existing 6" water lines on all of Felps Drive, Acuff Lane and Greenbriar Lane to 8" and 1,700 feet of water line on Cheek Sparger from SH 26 to Felps Drive from 6" to 10" Purpose/Justification: The existing water facilities in this area are undersized and do not provide adequate flow to this portion of town. The existing water Lines are beyond service life and in need of replacing. By increasing the line sizes and installing new mains we will increase flow rates in this area as well as provide a better level of service to the citizens. These lines will also increase the fire flows. Cost FY 07 FY 08 Future Total Cost Plannin Desi n 0 0 26,828 26,828 Testin /Inspection 0 0 16,767 16,767 Land Ac uisition 0 0 0 0 Construction 0 0 335,345 335,345 Miscellaneous 0 0 0 0 Total Cost 0 0 378,940 378,940 Fundin FY 07 FY 08 Future Total Cost Water Impact 0 0 105,252 105,252 Planned Future Utilit Bond Sale 0 0 273,688 273,688 Total Fundin Necessa 0 0 378,940 2,013,054 Impact on Operating Budget FY 08 Bud et FY 09 Planned Future Personnel 0 0 0 Contractual 0 0 0 Supplies 0 0 1,500 Capital 0 0 0 Total 0 0 1,500 248 Felps, Acuff & -:-=-;~~,.,~~ Greenbriar, Cheek Sparger 300 0 300 Feet Waterline Improvements Geographic Information Syste 249 City Development Capital Improvement Project Detail 'Project Title: LD Lockett Ground Storage Tank & Pump Project Number: WT-02-002 Station Facility Department: Engineering Project Manager: Chad Bartee Construction Firm: Archer-Western Contractors, LTD Design Consultant: Dannabaum Engineering Description & Location: The 5 million gallon ground storage facility and pump station will be located in the north part of Reagan Park. It will be west of the existing well site currently operated by the City. Purpose/Justification: As buildout of the northwest part of the city continues, water storage capacity becomes a great concern. Currently, the city does not have the capability to store enough water for the high plane during peak times of the year. Limited storage at Overland Trail restricts the supply to the McDonwell School Road elevated storage tank. These improvements would directly feed the tank on McDonwell, allow to better utilization of the storage capacity, and control the high plane water system. The site would also provide some storage for the low plane to feed the Bransford Road elevated tank. Cost FY 07 FY 08 Future Total Cost Plannin Desi n 522,486 0 0 522,486 Testin /Inspection 69,528 19,758 0 89,286 Land Acquisition 0 0 0 0 Construction 2,567,984 5,231,316 0 7,799,300 Miscellaneous 0 0 0 0 Total Cost 3,159;998 5,251,074 0 8.411,072 Fundin FY 07 FY 08 Future Total Cost Water Impact 3,159,998 702,913 0 3,862,911 Available Cash Utilit Fund 0 4,548,161 0 4,548,161 Total Fundin Necessa 3,159,998 5,251,074 0 8,411,072 Impact on Operating Budget FY 08 Bud et FY 09 Planned Future :Personnel 0 0 0 Contractual 0 50, 000 50, 000 Supplies 0 15,000 15,000 Capital 0 0 0 Total 0 65, 000 65, 000 250 250 0 250 Feet LD Locket Ground Storage Tank & Pump Station Facilit 251 WT-02-002 City Development Capital Improvement Project Detail Project Title: 16 Inch Supply and Transmission Mains Project Number: WT-03-003 Department: Engineering Project Manager: Chad Bartee Construction Firm: Sabre Development Design Consultant: GSWW, Inc Description & Locafion: This project consists of the construction of approximately 6,000 linear feet of a 16 inch supply main from the TRA meter station at Glade Road and Little Bear Creek to the proposed storage tank at Reagan Park. It also consisits of approximately 6,400 linear feet of a 16 inch transmission main from the proposed ground storage tank to Bransford Road (low plane) and approximately 1,300 linear feet of transmission main from Lavaca Trail to Rosewood Villas (high plane). These transmission mains will deliver water to the McPherson elevated storage tank for distribution to the high plane water systems and the Bransford elevated storage tank for low plane distribution. Purpose/Justification: The project will complete the last major component of the City's water system. The current infrastructure does not exist to operate as a transmission main. These mains will also provide the City with another point of service to receive water from TRA. Cost FY 07 FY 08 Future Total Cost Plannin Desi n 172,867 0 0 172,867 Testin /Inspection 3,045 0 0 3,045 Land Acquisition 0 0 0 0 Construction 2,311,190 735,836 0 3,047,026 Miscellaneous 0 0 0 0 Total Cost 2,487,102 735,836 0 3,222,938 Fundin FY 07 FY 08 Future Total Cost Water Impact 1,158,393 0 0 1,158,393 Available Cash Utilit Fund 1,328,709 0 0 1,328,709 Total Fundin Necessa 2,487,102 735,836 0 3,222,938 Impact on Operating Budget FY 08 Bud et FY 09 Planned Future Personnel 0 0 0 'Contractual 0 10,000 10,000 Supplies 0 10,000 10,000 Capital 0 0 0 Total 0 20,000 20,000 252 400 0 400 Feet 16" Inch Supply & Transmission Mains -:=~- ~~ Geographic Information Systems 253 WT-03-003 City Development Capital Improvement Project Detail Project Title: HWY 26 Water & Sewer Utility Project Number: WT-03-004 Relocations Department: Engineering Project Manager: Chad Bartee Construction Firm• TBD Design Consultant: Teague, Nall & Perkins Description & Location: This project consists of relocating any water or sewer facilities within the SH26 ROW that is in direct conflict with the proposed SH26 paving and drainage improvements. The scope of work will extend from Cheek Sparger Road to Big Bear Creek. Every water and sewer line that is in conflict with or is under the proposed paving will be relocated and reconstructed. Purpose/Justification: The Texas Department of Transportation requires that all utilities within their ROW must remain within the parkway outside of the paving. No utility will be allowed to remain under the proposed paving improvements along SH26. Cost FY 07 FY 08 Future Total Cost Plannin Desi n 163,957 280,143 0 0 118 233 444,100 233 118 Testin /Inspection 0 , 0 , 0 Land Acquisition 0 0 0 0 3,946,055 3,946,055 Construction 0 0 0 Miscellaneous 0 957 163 143 280 4,064,288 4,508,388 Total Cost , , r..~..... Tn•al Cnct Fundin FY V7 rr uo ~ u~~~` 0 - ---- 0 5-Year CEDC CIP 0 0 0 0 Parkland Dedication Fund 0 957 163 0 280,143 421,839 865,939 Water Impact Planned Future Utilit Bond Sale , 0 0 3,642,449 3,642,449 Total Funding Necessary 163,957 280,143 4,064,288 4,508,388 Impact on Ope ,. n~~.~.,er FY 08 Bud et FY 09 Planned Future Personnel 0 0 0 Contractual 0 0 56,000 Su `lies 0 0 0 Capitai 0 0 0 Total 0 0 56, 000 254 N 2000 0 2000 Feet SH 26 Water & Sewer Utility Relocations .. ~~~ ~~ Geographic Information Systems 255 WT-03-004 City Development Capital Improvement Project Detail Project Title: Oak Knoll Drive Project Number: WT-03-005 Water Line Improvements Department: Engineering Project Manager: Chad Bartee Construction Firm: TBD Design Consultant: TBD Description & Location: This project will upgrade and improve approximately 1,495 feet of existing 8" water line from Cheshire Drive to Bowman Drive along Oak Knoll Drive. Purpose/Justification: The existing water facilities in this area are undersized and have caused a restriction in flow. By increasing the line sizes and installing new mains, we will increase flow rates in this area, as well as provide a better level of service to the citizens. Cost FY 07 FY 08 Future Total Cost Plannin Desi n 0 0 13,069 13,069 Testin /Inspection 0 0 5,445 5,445 Land Acquisition 0 0 0 0 Construction 0 0 108,913 108,913 Miscellaneous 0 0 0 0 Total Cost 0 0 127,427 127,427 Fundin FY 07 FY 08 Future Total Cost Water Impact 0 0 127,427 127,427 Total Fundin Necessa 0 0 127,427 127,427 Impact on Operating Budget FY 08 Bud et FY 09 Planned Future Personnel 0 0 0 Contract~ial 0 0 0 Supplies 0 0 6,500 Capital 0 0 0 'Total 0 0 6,500 256 Oak Knoll -- Waterline Improvements ~~s from Cheshire Dr --~` 300 ~ 300 Feet Geographic Information Systems to Bowman Dr 257 City Development Capital Improvement Project Detail Project Title: Warwick Ave and John McCain Road Project Number: WT-03-007 Water Line Improvements Department: Engineering Project Manager: Chad Bartee Construction Firm TBD Design Consultant: TDB Description 8 Location: This project will upgrade and improve approximately 800 feet of existing 6" water line on Warwick Avenue from Cheek Sparger to Durham Drive to an 8" line increasing flow rate and service delivery. Also included is the construction of 2,300 feet of 10" water line from Westcoat Drive to Cedar Court along John McCain Road. This line will replace the existing 6" and improve flows as well as provide backup supply to the high plane, if needed. Purpose/Justification: The existing water facilities in this area are undersized and do not provide adequate flow to this portion of town. By increasing the line sizes and installing new mains, we will increase flow rates in this area as well as provide a better level of service to the citizens. The 10" on John McCain Road will also provide a secondary supply feed to the high plane. Cost FY 07 FY 08 Future Total Cost Plannin Desi n 0 0 30,934 30,934 Testin /Inspection 0 0 12,889 12,889 Land Acquisition 0 0 0 0 Construction 0 0 257,780 257,780 Miscellaneous 0 0 0 0 Total Cost 0 0 301,603 301,603 Fundin FY 07 FY 08 Future Total Cost Water Impact 0 0 301,603 301,603 Total Fundin Necessa 0 0 301,603 301,603 Impact on Operating Budget FY 08 Bud et FY 09 Planned Future Personnel 0 0 0 Contractual 0 0 6,000 Supplies 0 0 0 Capital 0 0 0 Total 0 0 6,000 258 90 0 90 180 Feet ~~ -~ 200 0 200 400 Feet N Upgrade 6" Waterlines Warwick Ave and John McCain `: ~~ Geographic Information Systems 259 WT-03-007 City Development Capital Improvement Project Detail Project Title: Westcoat Transmission 12" Line Project Number: WT-03-008 Department: Engineering Project Manager: Chad Bartee Construction Firm Design Consultant: N/A Priority: Description & Location: This project consists of constructing a 12" water main along Westcoat Drive from White Drive to John McCain Road. This transmission main will help deliver water to the Overland Trail Ground Storage Facility, while replacing a 6" line that is restricting the system. Purpose/Justification: Water supply to the high plane is top priority. The current situation has a 12" water main delivering water to 8" and 6" distribution lines on Westcoat and then back to the 12" transmission main that runs along John McCain Road to Bandit Trail. This split causes friction loss and a significant reduction in flow. By replacing the two lines with one we will increase the volume supplied to the Overland trail ground storage facility, which in turn will assist us in delivery to the McDonwell elevated tank and the rest of the high plane. Cost FY 07 FY 08 Future Total Cost Plannin Desi n 0 0 27,807 27,807 Testin /Inspection 0 0 11,586 11,586 Land Ac uisition 0 0 0 0 Construction 0 0 231,729 231,729 Miscellaneous 0 0 0 0 Total Cost 0 0 271,122 271,122 Fundin FY 07 FY 08 Future Total Cost Water Impact Fees 0 0 271,122 271,122 Total Fundin Necessa 0 0 271,122 271,122 Impact on Operating Budget FY 08 Bud et FY 09 Planned Future Personnel 0 0 0 Contractual 0 0 2,000 ...Supplies 0 0 5,000 Ca ital 0 0 0 Total 0 0 7, 000 260 Westcoat Transmission - --=f ~ 300 0 300 Feet ~ ~ 12 Line -- Geographic Information Syste 261 WT-03-008 Fiscal Year 2007- 2008 Demographic Information 262 City of Colleyville FOR FY 2008 BUDGET Colleyville was ranked #40 in the US Money Magazine's 2005 "Best Places to Live in the US". It is the highest ranking city in Texas. Communi 2008 Census Population: 22,500 Size: 13.1 square miles Development: 80% residential, 10% commercial, 10% undeveloped Location: 5 miles from DFW International Airport 14 miles from Fort Worth 22 miles from Dallas 40% of the population is between 25 and 54 27% of the population is under 19 The median age of Colleyville citizens is 41 85% of the population over 25 has attended college 97% of the housing is owner occupied 91 % of the population is family households The average household size is 3.06 Median income is $134,987 Average household income is $173,853 ~~ ~~~~~~~~t~~~~ ~~~~ j~ ~~~~~i~~~ ~-~~ The average appraised value of residential property in 2007 is $375,211 The average new home building permit size in 2007 is 5,800 square feet The average value of a home being built in Colleyville in 2007 is $503,126 263 Government Colleyville was founded January 10, 1956 and has aCouncil-Manager form of government under a Home Rule Charter. Miles of streets maintained: 311 Miles of water mains maintained: 197 Miles of sanitary sewer maintained: 175 Registered voters: 16,838 Police protection: 37 Fire protection: 33 Number of park acreage maintained: 202 Number of playgrounds: 6 Education: Colleyville is primarily served by the Grapevine-Colleyville ISD. See www.gcisd-k12.org Named a "What Parents Want" award-winning district for the 14th consecutive year during the 2006-2007 school year The Texas Education Agency rated 8 campuses "exemplary" in 2007 (Exemplary is the highest rating given by the Texas Education Agency) GCISD named to Newsweek magazine's "100 Best High Schools in America" list Total Students in 2007-2008: 13,916 Within the city limits of Colleyville, there are also two Montessori schools that teach elementary grades and two faith-based schools that offer kindergarten through 12th grades. 264 COLLEYVILLE HISTORY The area know known as Colleyville was first settled in the mid 1800's and was comprised of five separate small communities centered around area churches and schools. Colleyville was a small crossroads town between Fort Worth and Grapevine (home of the Dallas-Fort Worth international Airport) located at the present day intersection of East Glade Road and Bransford Road. The city was named "Colleyville", to honor a man by the name of Lilburn Howard Colley, who settled in the community in the 1880's. He was the town's only doctor and involved himself in civic activities. After the turn of the century, the Colleyville area became known for its outstanding cantaloupes, watermelons, squash, and tomatoes. Colleyville was incorporated in January 1956 with less than two square miles and a population of approximately 250. During the late 1970's and early 1980's, Colleyville's close proximity to Dallas-Fort Worth International Airport sparked the development of high quality residential development. Today, Colleyville is home to over 20, 000 residents, and it offers a quiet residential haven for many upper management corporate executives, entrepreneurs, professional athletes, and their families. The city looks to the future to continue to offer its citizens the high quality residential development Colleyville is known for and to continue to add upscale retail development. 265 VALUATION AND GENERAL OBLIGATION DEBT HISTORY RATIO OF NET TAXABLE G.O. TAX DEBT ASSESSED TO TAXABLE NET G.O. TAX AVERAGE FISCAL YEAR ESTIMATED VALUATION ASSESSED DEBT PER RESIDENTIAL POPULATION PER CAPITA VALUATION CAPITA HOME VALUE 2004 20,500 $121,955 0.55% $674 $313,659 2005 21,000 $121,955 0.49% $615 $323,380 2006 21,500 $132,946 0.42% $571 $338,001 2007 22,150 $138,255 0.35% $481 $352,915 2008 22,500 $149,925 0.41% $615 $375,211 266 CITY OF COLLEYVILLE TOP TEN TAXPAYERS FISCAL YEAR 2008 % OF TOTAL ASSESSED ASSESSED VALUATION VALUATION MELVIN & MARTINDALE $26,255,353 0.78% TXU ELECTRIC DELIVERY $17,176,466 0.51% LTF REAL ESTATE $11,500,000 0.34% COLLEYVILLLE PLAZA $6,745,528 0.20% G POINTS SC LTD $6,042,358 0.18% VILLAGE MANAGEMENT $5,957,100 0.18% UHLMANN-COLLEYVILLE LLC $5,456,526 0.16% MARIO DIZON $5,116,515 0.15% ALBERTSONS INC $5,097,056 0.15% SILVER OAK LAND DEVELOPMENT COMPANY LP $4,982,589 0.15% TOTAL $94,329,491 2.80% 267 TAXABLE ASSESSED VALUATIONS BY CATEGORY FOR FISCAL YEARS 2008-2004 2008 VALUATION 2008 % TO 2007 VALUATION 2007 % TO 2006 VALUATION 2006 % TO CATEGORY TOTAL TOTAL TOTAL REAL,RESIDENTIAL, SINGLE FAMILY $2,955,252,347 85.19% $2,715,228,491 85.25% $2,496,506,709 83.52% REAL,RESIDENTIAL, MULTI-FAMILY 308,965 0.01 % 323,400 0.01 % 334,600 0.01% REAL, VACANT LOTS(TRACTS 58,148,998 1.68% 58,043,441 1.82% 54,821,479 1.83% REAL, ACREAGE (LAND ONLY) 25,525,900 0.74% 8,059,167 0.25% 25,907,294 0.87% REAL, FARM AND RANCH IMPROVEMENTS 7,677,537 0.22% 7,451,075 0.23% 9,116,138 0.30% REAL, COMMERCIAL 269,937,300 7.78% 238,593,634 7.49% 246,164,397 8.24% REAL, INDUSTRIAL 0 0.00% 0 0.00% 0 0.00% REAL, TANGIBLE AND PERSONAL,UTILITIES 28,578,608 0.82% 28,356,652 0.89% 27,337,130 0.91 TANGIBLE PERSONAL, COMMERCIAL 54,885,785 1.58% 57,125,012 1.79% 56,090,606 1.88% TANGIBLE PERSONAL, INDUSTRIAL 80,440 0.00% 356,079 0.01 % 429,146 0.01 TANGIBLE PERSONAL, MOBILE HOMES 0 0.00% 60,153 0.00% 60,653 0.00% REALPROPERTY,INVENTORY 68,583,797 1.98% 71,365,539 2.24% 72,396,402 2.42% TOTAL APPRAISED VALUE BEFORE EXEMPTIONS $3,468,979,877 100.00 % $3,184,962,643 100.00 % $2,989,164,554 100.00 LESS:TOTAL EXEMPTIONS/REDUCTIONS 95,672,554 104,856,342 130,822,824 TAXABLE ASSESSED VALUE $3,373,307,323 $3,080,106,301 $2,858,341,730 2005 VALUATION 2005 % TO 2004 VALUATION 2004 % TO CATEGORY TOTAL TOTAL REAL,RESIDENTIAL, SINGLE FAMILY $2,321,652,389 83.87% $2,233,110,764 84.72% REAL,RESIDENTIAL, MULTI-FAMILY 145,500 0.01 % 145,500 0.01 REAL, VACANT LOTS/TRACTS 57,282,136 2.07% 58,195,608 2.21% REAL, ACREAGE (LAND ONLY) 30,443,588 1.10% 48,074,514 1.82 REAL, FARM AND RANCH IMPROVEMENTS 9,610,374 0.35% 8,179,350 0.31 REAL, COMMERCIAL 209,252,902 7.56% 165,334,600 6.27% REAL, INDUSTRIAL 0 0.00% 0 0.00% REAL, TANGIBLE AND PERSONAL,UTILITIES 31,803,865 1.15 % 27,092,611 1.03% TANGIBLE PERSONAL, COMMERCIAL 53,259,251 1.92% 54,419,578 2.06% TANGIBLE PERSONAL, INDUSTRIAL 398,487 0.01% 237,734 0.01 TANGIBLE PERSONAL, MOBILE HOMES 61,053 0.00% 61,553 0.00% REAL PROPERTY, INVENTORY 54,268,490 1.96% 40,907,904 1.55% TOTAL APPRAISED VALUE BEFORE EXEMPTIONS $2,768,178,035 100.00% $2,635,759,716 100.00% LESS:TOTAL EXEMPTIONS/REDUCTIONS 130,056,539 135,675,636 TAXABLE ASSESSED VALUE $2,638,121,496 $2,500,084,080 268 OVERLAPPING DEBT AND TAX RATES FOR THE CITY OF COLLEYVILLE FY 2008 ESTIMATED % CITY'S TAXABLE TOTAL ATTRIBUTED OVERLAPPING ASSESSED FY 2008 G.O. TAX TO CITY OF G.O. ENTITY VALUATION TAX RATE DEBT COLLEYVILLE TAX DEBT CITY OF COLLEYVILLE $3,373,307,323 $0.3559 $13,845,000 100.00% $13,845,000 SCHOOL DISTRICTS: BIRDVILLE $7,022,249,462 $1.4050 $251,475,320 0.07% $176,033 CARROLL $4,859,997,736 $1.4650 $153,366,776 0.43% $659,477 GRAPEVINE-COLLEYVILLE $10,077,992,272 $1.2900 $306,397,940 22.94% $70,287,687 HURST-EULESS-BEDFORD $8,247,133,260 $1.3037 $217,605,395 1.30% $2,828,870 KELLER $9,482,514,598 $1.3574 $612,851,660 3.84% $23,533,504 COUNTY ENTITIES: TARRANT COUNTY $113,649,137,623 $0.2665 $212,410,000 3.01% $6,393,541 HOSPITAL DISTRICT $113,649,137,623 $0.2304 $30,330,000 3.01% $912,933 JUNIOR COLLEGE DISTRICT $113,649,137,623 $0.1394 $54,995,000 3.01% $1,655,350 TOTAL DIRECT AND OVERLAPPING G.O. DEBT $120,292,395 RATIO OF DIRECT AND OVERLAPPING DEBT G.O. DEBT TO ASSESSED VALUATION 3.57% PER CAPITA OVERLAPPING G.O. TAX DEBT $5,595 NOTE: THE CITY OF COLLEVYILLE IS SERVED BY FIVE INDEPENDENT SCHOOL DISTRICTS (BIRDVILLE, CARROLL, GRAPEVINE-COLLEYVILLE, HURST-EULESS-BEDFORD AND KELLER) x 269 270 GLOSSARY KEY BUDGET TERMS ACCRUAL BASIS: A method of accounting that recognizes the financial effect of transactions, events, and interfund activities when they occur, regardless of the timing of cash flows. AD VALOREM TAX: A tax levied on taxable property (land, improvements and personal property) for the purpose of financing general operations of the City and debt service requirements. APPRAISED VALUE: The market value of real and personal property located in the City as of January 1 each year, as determined by the Tarrant Appraisal District. APPROPRIATION: The maximum level of spending for each fund and for each department as authorized annually by the City Council. ASSESSED VALUATION: A value that is established for real or personal property used as a basis for levying property taxes. (Note: Property values are established by Tarrant Appraisal District). BALANCED BUDGET: A budget adopted by the City Council and authorized by ordinance where the proposed expenditures are equal or less that the proposed revenues plus fund balances. BOND: A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date in the future, called the maturity date, together with periodic interest at a specified rate. BONDED DEBT: Portion of indebtedness represented by outstanding bonds. BUDGET: A financial plan for a specified period of time (fiscal year) that matches all planned revenues and expenditures for various municipal services. BUDGET MESSAGE: A general discussion of the submitted budget presented in writing by the City Manager as a part of the budget document. BUDGET SCHEDULE: The schedule of key dates or milestones that a government follows in the preparation and adoption of a budget. CAPITAL OUTLAY: An expenditure which results in the acquisition of or addition to fixed assets, and meets these criteria: has an anticipated useful life of more than one year; can be permanently identified as an individual unit of property; belongs to one of the following categories: Land, Buildings, Structures & Improvements, Equipment; constitutes a tangible, permanent addition to the value of City assets; does not constitute repair or maintenance; and, is not readily susceptible to loss. 271 CAPITAL PROJECT: A specific and identifiable improvement or purpose for which expenditures are proposed within the capital budget or capital improvement program. CERTIFICATES OF OBLIGATION (C.O.): Tax-supported bonds that are similar to general obligation bonds and can be issued after meeting strict publication requirements and with final approval of the City Council. CITY CHARTER: The document of a home rule City similar to a constitution, which establishes the City's government structure and provides for the distribution of powers and duties among the various branches of government. CITY COUNCIL: The Mayor and five Council members collectively acting as the legislative and policymaking body of the City. CEDC: Colleyville Economic Development Corporation, a nonprofit industrial corporation, formed under the Development Corporation Act of 1979, which provides funding to the City for parks and cultural improvements. CONTRACTUAL SERVICES: Services purchased by the City such as utility services, insurance, and maintenance contracts, outside consulting. CURRENT TAXES: Taxes levied and due within one year. DEBT SERVICE: The City's obligation to pay the principal and interest of all bonds and other debt instruments according to apre-determined payment schedule. DELINQUENT TAXES: Taxes remaining unpaid on or after the date on which a penalty for non-payment is attached. February 1St is the date the unpaid taxed become delinquent in the City. DEPARTMENT: A major administrative division of the City, which indicates overall responsibility for an operation or a group of related operations within a functional area. DEPRECIATION: That portion of the cost of a capital asset that is charged as an expense during a particular period. This is the process of estimating and- recording the expired useful life of a fixed asset that cannot or will not be restored by repair and will be replaced. EFFECTIVE TAX RATE: A rate, which generates the same amount of revenues from property, which is taxed in both years. ENCUMBRANCES: Obligations in the form of purchase orders and contracts which are chargeable to an appropriation and for which a part of the appropriation is reserved because the goods or services have not been received. When paid, the encumbrance is liquidated. EXEMPT/EXEMPTION: Amounts under state law that is deducted from the appraised value of property for tax purposes. Tax rates are applied to the non-exempt portion of the 272 appraised value to calculate the annual tax levy. ENTERPRISE FUND: A fund established to account for operations that are financed and operated in a manner similar to private business enterprises--where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. EXPENDITURE: Decreases in (use of) financial resources other than through interfund transfers. This term applies to all governmental type funds. EXPENSE: A use of financial resources, denoted by its use in the enterprise funds, which is accounted for on a basis consistent with the private business accounting model (full accrual basis). FISCAL YEAR (FY): The time period designated by the City signifying the beginning and ending period for recording financial transactions. The City of Colleyville has specified October 1 to September 30 as its fiscal year. FRANCHISE FEE: A fee paid by public service businesses for use of City streets, alleys and property in providing their services to the citizens of a community. Services requiring franchises include electricity, telephone, natural gas and cable television. FUND: An accounting entity with a separate set ofself-balancing accounts which comprise its assets, liabilities, fund balance, revenues and expenditures. FUND BALANCE: The assets of a governmental fund less liabilities, as determined at the end of each fiscal year. Any reservations of fund balance are deducted to result in an "unreserved fund balance". GENERALLY ACCEPTED ACCOUNTING PRINCIPALS (GAAP): Detailed accounting standards and practices as prescribed by the Governmental Accounting Standards Board. GENERAL FUND: The largest fund within the City, the General Fund accounts for most of the financial resources of the government. General Fund revenues include property taxes, licenses and permits, local taxes, service charges, and other types of revenue. This fund usually includes most of the basic operating services, such as fire and police protection, park and recreation, public works, and general administration. GENERAL OBLIGATION BONDS: Bonds that finance public projects such as streets, municipal facilities, and park improvements. The repayment of these bonds is made from property taxes, and the full faith and credit of the issuing government back these bonds. GOALS: Broad general statements of each department's desired outcomes. GOVERNMENTAL FUNDS: The funds through which most governmental functions are typically funded. 273 INTEREST INCOME: The earnings from available funds invested during the year in U.S. Treasury bills and notes, Government agencies, and local government investment pools. INTERGOVERNMENTAL REVENUES: revenues from other governments in the form of grants or shared revenues. LEVY: To impose taxes for the support of City services. MIXED BEVERAGE TAX: A tax at the rate of 10% imposed on the gross receipts of a licensee from the sale, preparation, or serving of mixed beverages MODIFIED ACCRUAL BASIS: Basis of accounting according to which revenues are recognized in the accounting period in which they become available and measurable and expenditures are recognized in the accounting period in which the fund liability occurs, if measurable. NON-DEPARTMENTAL: Includes debt service, operating transfers between funds, and compensation adjustment. (O)PERATIONS AND (M)AINTENANCE: Represents the portion of taxes assessed for the operations and maintenance of General Fund Services. OPERATING BUDGET: A financial plan outlining estimated revenues and expenditures and other information for a specified period (usually a fiscal year). The "proposed budget" is the financial plan presented by the City Manager for consideration by the City Council, and the "adopted budget" is the financial plan ultimately approved and authorized by the City Council. OPERATING EXPENSES: Proprietary fund expenses directly related to the fund's primary service activities. OPERATING REVENUES: Proprietary fund revenues directly related to the fund's primary service activities. They consist primarily of user charges for services. ORDINANCE: A formal legislative enactment by the governing body of a municipality. It is not in conflict with any higher form of law, such as a state statute or constitutional provision; it has the full force and effect of law within the boundaries of the municipality to which it applies. PER CAPITA DEBT: Total tax supported debt outstanding divided by population. PER CAPITA EXPENDITURES: Total General Fund expenditures divided by population. PERSONAL SERVICES: Expenditures made for salaries and related benefit costs. POLICY: A definite course of action adopted after a review of information and directed at the realization of goals. 274 PROPERTY TAXES: Used to describe all revenues received in a period from current taxes, delinquent taxes, penalties and interest on delinquent taxes. Property taxes are levied on both real and personal property according to the property's valuation and tax rate. PROPOSED BUDGET: The budget prepared by the City Manager and submitted to the City Council for approval. RESERVE: An account used to indicate that a portion of fund resources is restricted for a specific purpose, or is not available for appropriation and subsequent spending. RETAINED EARNINGS: An account reflecting the accumulated earnings of an enterprise fund, as determined at the end of each fiscal year. REVENUE BONDS: Long term debt (bonds) the repayment of which is based upon pledged revenues from a revenue generating facility. REVENUES: All amounts of money earned or received by the City from external sources. SALES TAX: A general "sales tax" is levied on persons and businesses selling merchandise and/or services in the city limits on a retail basis. State law defines the categories for taxation. TAX BASE: The total property valuations on which each taxing entity levies its tax rates. TAX LEVY: The total revenues to be raised by ad valorem taxes for expenditure as authorized by the City Council. TAX RATE: A percentage applied to all taxable property to raise general revenues. It is derived by dividing the total tax levy by the taxable net property valuation. TAXABLE VALUE: Estimated value of property on which ad valorem taxes are levied. TAXES: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. TIF: Tax Increment Financing District formed to make public improvements under the authority of the Tax Increment District Financing Act. TRANSFERS IN/OUT: Transfers made from one City fund to another City fund for the purposed of reimbursement of expenditures, general and administrative services, or debt service. UNENCUMBERED FUND BALANCE: The amount of fund balance which is not reserved for a future purpose. 275