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Home My WebLink AboutBudgets-Budgets-6/1/2009`1c ,~ d vision Statement: Colleyville is a model city with attention to being an efficient and~attractive neigh6orFioocC-oriented community sensitive to our history, resources, ancC resicCents. 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, 2007. 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. Fiscal Year 2009 Annual Budget Table of Contents City Council ................................................................. .......................................1 Executive Summary .................................................... .......................................3 Budget Message ......................................................... ....................................... 7 Organizational Charts .................................................. ......................................31 Budget Process ........................................................... ......................................35 All Funds Summary ..................................................... ......................................43 Goals/Work Initiatives .................................................. ......................................47 Financial Policies ......................................................... ......................................55 General Fund Summary .............................................. ......................................60 General Fund Revenue Projections ............................. ......................................63 Ad Valorem Tax Data .................................................. ......................................70 City Manager's Office .................................................. ......................................75 Building Inspection ...................................................... ......................................81 Economic Development ............................................... ......................................86 City Secretary .............................................................. ......................................91 Finance ....................................................................... ................:.....................99 Legal ........................................................................... .................................... 105 Library ......................................................................... .................................... 105 Engineering ................................................................. .................................... Community Development ............................................ .................................... 120 Fire ............................................................................. ..................................... 125 Police ......................................................................... ..................................... 131 Parks .......................................................................... ..................................... 137 Streets ........................................................................ ..................................... 143 Recreation .................................................................. ..................................... 148 Communications ........................................................ ..................................... 154 Colleyville Center ........................................:.............. ..................................... 159 Human Resources ...................................................... ..................................... 165 Municipal Court .......................................................... ..................................... 170 Fleet Maintenance ...................................................... ..................................... 175 Building Services ........................................................ ..................................... 180 Information Services ................................................... ..................................... 185 General Fund -Non-Departmental Expenses ............. ..................................... 190 Utility Fund Summary ................................................. ..................................... Utility Administration ................................................... 200 ..................................... Utility Billing ................................................................ ..................................... 205 Utility Operations ........................................................ ..................................... 210 Utility Fund -Non-Departmental Expenses ................. ..................................... 216 Debt Service Fund ...................................................... ..................................... 218 Drainage Utility Fund .................................................. ..................................... 224 Capital Outlay ............................................................. ..................................... 233 Capital Improvement Program .................................... ..................................... 235 Demographic Information ........................................... ..................................... 256 Glossary ..................................................................... ..................................... 264 Fiscal Year 2009 City Council David Kelly -Mayor Jon Ayers -Mayor Pro Tem Carol Wollin -Place 1 Tony Licata -Place 2 Stan Hall -Place 3 Tom Hart -Place 5 Mike Taylor -Place 6 ~~ .. -- _~ . 2 Fiscal Year 2009 Executive Summary oIle~vill J G1tY of r-,.--.` -.. ~~, ;; ~ 9 ~ ~ _ ~~ }, g ~a '°~ii4iL~F9i'~II~f[9Tf IOIV The City 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 "the function of government in Colleyville is protection of the home." Accepting this charge, this city government continually endeavors to provide safe streets, quick emergency response, esthetically pleasing and safe public parks and facilities and efficient and effective government. We look forward to reviewing with the Council and community the proposed Fiscal Year 2009 budget. The proposed budget is balanced and in accordance with State law, City Charter and ordinances. The combined proposed expenditures and transfers total $34,674,210 which is a $29,250 increase over the current year budget. In keeping with the Council fiscal policy of a 90 day reserve requirement, the General Fund is projected to have 76 days over the 90 day minimum and the Utility Fund is projected to have 39 days over the 90 day minimum, day's cash balance as of September 30, 2008. One measure of a city's financial strength is the level of its fund balance. The general and enterprise funds will maintain a minimum reserve in accordance with the Council's adopted Financial Principles. The reserve earns interest, smoothes cash flow and is ready for unanticipated expenditures or emergencies. Asa non- recurring revenue source, beginning fund balances are only to be used to fund capital or other one-time expenses. .- •- ~. General 160 $8,495,371 Utility 129 $3,501,929 4 In formulating the proposed budget, we first looked to the Council's visioning and goals and objectives to shape how we work to continue excellent service delivery in an economic downturn with relatively limited revenue growth. 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 proposed budget will reveal recommendations which focus on technology for efficiency of service and continued attention to an aggressive compensation program. Serving as a service plan for delivering the results that matter most to our citizens, the proposed budget does not include any operational tax increase. A few of the key factors addressed in preparing the proposed budget include: • No increase in the ad valorem tax rate • No increase in utility rates, pending cost of FY 2009 treated water and wastewater from Trinity River Authority effective in December 2008 • Assumed a 19% increase in electrical costs • Assumed a 2% increase for general overhead • Assumed a 57% increase in fuel costs • Maintained a sound personnel salary and benefits package • Fund all debt requirements and provide for adequate debt service fund balances 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, establishing budgetary policies that influence the fiscal state of the City, the function of government and budget preparation for current and future needs. A budget, therefore, is the most important working and planning tool used by the Council and staff for providing quality 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 proposed 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 goals: • Economic Development 5 • Fiscal integrity • Environmental awareness • City infrastructure • Promotion of paid and volunteer human resources • Continuation of an engaged, safe and secure community • Development, expansion and promotion of leisure activities Every new effort, every element of the work plan and existing programs are tied to one or more of these strategic goals. This helps staff, Council and the community sort through the many demands to provide programs and high level of service by focusing only on those elements which will help achieve our strategic goals. The intent is, if we are focused on these initiatives, the City will be providing exceptional customer service and meeting the highest priorities of the citizenry. This year's proposed budget reflects an effort to balance expectations of citizens with available resources. Although projected revenues and expenditures encompass only a twelve month period, the proposed budget was once again developed with an emphasis on strategic objectives which are identified as part of the Council's annual work plan. As you review the proposed budget, attention is directed to the continued resources applied for street maintenance, continued emphasis on customer service, commitment to employee compensation and the focus on technology for efficiency of service. The proposed budget has been posted on the City website. Citizens are encouraged to review the document and if they have any questions or need additional information, contact Terry Leake, Finance Director, at 817-503-1015 or by e-mail at leaket ,ci.colleyville.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), Karen Hines (Accountant) and Elise Welborn (Human Resources Manager) for their efforts in building our service plan for 2009. 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 Fiscal Year 2009 Budget Message ~; 3 ~ `,~ GX~} o!' -~`' a` ~ £ ~'Cxa~ ..;fit e'' ~-~. ~ ~ ~,,->. ~_.. mG4 ~ L ~s.. ~'`, ~ ~~.~~ We are pleased to present the proposed FY 2009 Combined Annual Operating Budget for the City of Colleyville. 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 the proposed budget does not fund all departmental requests, it meets the Council's priorities for service improvements identified during the budget planning work session. The proposed 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 toward our commitment of effective community involvement, a summary presentation of the proposed budget was placed on the City website and cable channel. A budget public hearing was scheduled for August 26, 2008 to allow citizens to provide comments regarding the proposed budget. The proposed budget will be presented to City Council for approval on September 16, 2008. On the national level, economic data over the last several months indicates a slowing economy at best, leaning toward a recession. While there is some difference of opinion among economists, recent trends indicate an economic downturn. The consumer dollar only stretches so far and with increasing oil and gas prices which affect costs of so many other commodities, such as utility and food costs, consumers have less to spend. For Colleyville, the economy is expected to follow the national trend this next year, slowing with limited growth. The City is fortunate to have a very strong residential base that helps to soften the negative effects of economic fluctuations. Limited growth is expected in economy-driven revenues, such as sales tax, property tax and some business fees. It is also expected there will be a leveling off in the number of subdivisions expected to be platted this next year. 8 The cost drivers in the proposed budget include increases in fuel and utilities, employee wages, health care, and pension costs. These cost drivers result in an average expenditure growth of 4.7% in the General Fund. During the development of the budget, we kept an eye on current and projected economic indicators as we developed projected revenues and projected expenditure needs. As we neared the final preparation of the proposed budget, major revenues were again reviewed to ensure the most recent economic information is incorporated into the document. The proposed budget is balanced and prepared in accordance with state law, the Colleyville City Charter, ordinances, budget policies and 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." 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. The 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 soon enough 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. Interest on general long-term debt is recorded when due. Governmental fund types are those through which most governmental functions of the City are financed. 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. The 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, 9 depreciation is not displayed and capital expenditures and bond principal payments are shown as uses of funds. The City provides a full range of municipal services supported by statute or charter. This budget contains all of the funds that account for these services. The identity and functions of these funds are: General Fund - to account for the resources and expenditures related to the generally recognized governmental services and/or functions provided by the various City departments - a governmental fund type. Utility Fund - to account for all the activities required for the provision of water and sanitary sewer to residents of the City - a proprietary fund type. Capital Projects Fund - to account for financial resources to be used for the acquisition or construction of major capital projects - a governmental fund type. Equipment Replacement Fund - an internal service fund to account for funding for, and acquisition of, the City's vehicles, maintenance equipment and computer equipment - a proprietary fund type. Drainage Utility Fund - to account for all the activities required for the management of storm water drainage - a proprietary fund type. Court Technology Fund - to account for all activities, in accordance with state statute, related to the collection and use of the Municipal Court Technology Fee imposed on convictions on cases adjudicated in the Court - a governmental fund type. Court Security Fund - to account for all activities, in accordance with state statute, related to the collection and use of the Municipal Court Building Security Fee imposed on convictions on cases adjudicated in the Court - a governmental fund type. In preparing the budget, the primary budget goal is to achieve identified objectives that maintain and improve City services for the citizens. During the budget planning session, the Council identified seven organizational objectives used as the cornerstone in the development of the budget. Work initiatives having a direct fiscal impact in the preparation of the budget include: 10 Make Colleyville more prosperous through economic development efforts with a focus on promoting the City as a place for unique and boutique retailers and offering the City as a destination place. Enhance the maintenance and reconstruction of the City infrastructure system that is properly maintained and funded providing effective management by meeting citizen's service demands and expectations with special attention toward enhancement of the maintenance and reconstruction of streets. Develop, expand and promote leisure .activity opportunities for citizens through delivery of efficient and broad based opportunities in support of the needs of the general public. Continue Colleyville being an engaged, safe and secure community providing user friendly services that maintain the City as a safe, secure, clean and attractive community for family and business. Effectively utilize and promote Colleyville's paid and volunteer human resources through employees consistently demonstrating the core principles, through effective hiring and retention programs, along with an inviting and involved role for citizen participation in the delivery of customer service. Ensure fiscal integrity and stewardship of the City's fiscal resources by bringing 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. Enhance the promotion and preservation of natural resources by working toward the promotion of Colleyville's natural resources. The goal is to better align the services delivered with what is 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, establishes the price community members are willing to pay for local government services. Council, using citizen input, determines the various goals 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. The continuation of sound financial and operational philosophies has guided the development of the budget for the upcoming year. By its very nature, the 11 preparation of any budget is the allocation of scarce resources. There will always be more needs than available funds. This year in particular was challenging due to the slowing economy and the increased costs previously mentioned, which effects all departments (fuel, utilities, health care, pension). 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 be spent to achieve each result. ^ Decide how best to deliver each priority result at the set price by identifying how we can BEST deliver the results 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 proposed budget, staff's attention was drawn to the seven broad Council goals identified at the planning session. A cross section of departmental service providers were selected to serve on a peer budget committee to review the various offers in providing service programs by the department manager. The committee ranked the offers by buying according to priority until available funds were allocated (spent). Combining the input provided by the Council during the budget planning session, we were better able to assess proposals that ranked within available resources. Final output is a budget that reflects Council priorities and delivers service efficiently for our customers (citizens). ~L Make Colleyville more prosperous through economic development efforts with a focus on promoting the City as a place for unique and boutique retailers and offering the City as a destination place. ^ 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. Asa 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 proposed budget provides $15,000 toward using various communications 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. Funding in the amount of $43,171 12 continues for Celebrate Colleyville, as does the $20,000 allocated for the Old Tyme BBQ and other City sponsored events. Additionally, a reprioritization of staffing is proposed to provide additional support with economic development marketing and promoting Colleyville as a destination. This staffing reallocation will provide one additional staff to economic development. With the importance of economic development to Colleyville and the work continuing with the redevelopment corridor, additional staff support is needed to enhance efforts in supporting and promoting Colleyville businesses, retailers and future commercial developments. Also under consideration is retaining a consultant mid-year to develop a preliminary concept plan for the Bear Creek pedestrian corridor with an integrated focus for the Glade Road corridor for State Highway 26, pending improvement of the economy in FY 2009. ^ CEDC Allocate $40,000 from the Colleyville Economic Development Corporation toward the general marketing and promotion of the City. This includes several recommendations that support existing venues or events such as the Regal Opera, Northeast Orchestra and other various concerts and events such as the possibility of a blues festival. These combined strategies will help the City achieve its short and long-term goals related to economic growth and vitality for Colleyville. The proposed budget also carries forward ($181,250) funding toward design and construction of entry/monument markers to highlight the entrance to the City. Although the results are not known yet as to the effectiveness of the Shop Colleyville it's a Gas Coop, the excitement generated among retailers leads staff to propose funding of $80,000 with the FY 2009 budget, an increase of $40,000 from the FY 2008 budget. ^ Public Art Fund Continuation 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, $30,000 is provided by the General, Utility and Drainage Funds and CEDC (each contributing $7,500) to the Fund. Each year following, staff will evaluate additional locations of City owned high public visibility sites for budget consideration of public art pieces. Enhance the maintenance and reconstruction of the City infrastructure system that is properly maintained and funded providing effective management by meeting citizen's service demands and expectations with 13 special attention toward enhancement of the maintenance and reconstruction of streets. ^ General Fund The estimated useful life of asphalt overlay is eight to twelve years depending upon traffic volume and road base condition. The City has 158 miles of paved roadway. A consistent focus by the Council has been to continue effective funding levels for street maintenance. Given this, the proposed budget again provides one million dollars to pavement maintenance to aggressively address our infrastructure maintenance needs. This funding allows the City to address several miles of roadway during the year. Implement the funding of the micro-resurfacing program from the difference in revenues over expenditures in the FY 2008 General Fund budget in the amount of $150,000. The proposed budget also continues funding toward installation and repair of sidewalks and continues the focus of enhancing the safety of our children and the walk-ability of the City to activity centers. This funding continues at $50,000. Staff will also continue work in the development of a City Council approved multi-year interoperable Capital Improvement Program (CIP) for trails-sidewalks, streets, utilities and drainage projects. In addition, City Council recently adopted a proposal from staff regarding the Capital Improvement Program (CIP) and approved a resolution for the recommended 10 year pay-as-you-go program. This program will allow staff to address street infrastructure improvements beginning this fiscal year by using the General, Utility and other appropriate funding sources (as outlined in the CIP document). FY 2009 CIP would include work on the following: four street/cul-de-sac segments in the Tara Plantation Subdivision ($680,000) to be funded from a draw down of available cash in the General Fund, and the intersection of Glade and Pool Roads and engineering design in FY 2009 with construction in FY 2010. Staff will continue the development of a planning study, in conjunction with the North Central Texas Council of Governments, identifying "best practices" for traffic management initiatives, incorporating traffic calming techniques with special focus to alternative transportation means and promoting a pedestrian friendly plan. Develop, expand and promote leisure activity opportunities for citizens through delivery of efficient and broad based opportunities in support of the needs of the general public. 14 ^ General Fund The proposed budget attempts to move toward the long-term goal of expanding the operations of the Library, Colleyville Center and parks system. This proposed budget carefully allocates limited resources to two important projects currently being studied, the spatial reorganization of the Library and carrying forward FY 2008 funding into the Capital Projects Fund for the renovation and/or future use of the Colleyville Center. Completion of the spatial reorganization study for the Library will take place later this calendar year. With the study's completion, staff will begin to focus on developing a financial implementation plan. This plan's focus will be to utilize available space providing enhanced support for the children and adult programming. With this effort, the FY 2009 proposed budget provides $20,000 as a transfer to the Capital Projects Fund. The proposed budget also continues to include $50,000 for the Library's material collection from the General Fund and with the continued growth in programming with another successful summer reading program, the FY 2009 budget also includes $11,747 for hiring an additional part-time library assistant position. The Colleyville Center study will also be completed later this year and staff will begin to develop a financial implementation plan for Council approval for the renovation and/or future use of the Colleyville Center. ^ Utility Fund The second phase of McPherson Park is due to begin design this next year. This project includes additional parking and pavilion space, demonstration botanical garden, renovated rock house and open space. Current construction estimates provide funding of $2,000,000. 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 a portion of the funding 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 Staff will begin the design of the Senior Center Open Space Master Plan through work with a consultant. The proposed budget includes $110,000 funding for the design phase. This area will provide additional outdoor activity space for seniors including a walking trail, bocce ball, shuffle board and 15 horseshoes, while also providing a neighborhood park which includes a pavilion, playground, open play space, basketball court and picnic area. The CEDC also includes proposed funding for the Pleasant Run Trail and Webb House Trail design as well as completing the update of the Comprehensive Parks, Recreation and Open Space Master Plan which will reflect new priorities and projects for the next five (5) to 10 years. :- Continue Colleyville being an engaged, safe and secure community providing user friendly services that maintain the City as a safe, secure, clean and attractive community for family and business. ^ 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. Anew initiative developed in FY 2008 will kick-off during the FY 2009 budget year which is the formation of a Citizen Corps or Citizen Emergency Response Team. This is an expansion of the volunteer resources generated by the Police and Fire citizen academies to assist at City functions such as Celebrate Colleyville or during extended emergency incidents where citizens would be safely able to provide support. A Fire Department staffing plan previously approved by the Council details planned acquisition of an aerial ladder truck ($1,000,000) and the hiring of twelve firefighters by 2012. However, this past year the fire department experienced a large number of inspections, stretching resources to the limit. As annual inspections are a requirement for all businesses, additional funding to support the fire department in this area is needed. The proposed budget includes $15,000 for additional contract services to assist the Fire Marshal in completion of inspection activities. Additionally, one-third of the Fire Department's hand-held radios will be replaced in FY 2009. This year, our Information Services Department has done an outstanding job in servicing all the computer needs of the City. As technology opportunities present themselves, staff is proactive in seeking to implement new and improved sources to increase productivity, enhance customer service and improve efficiency of service. This year a major initiative will be computer server needs with the acquisition of various servers. The proposed General Fund budget recommends additional funding of $56,000 to increase server capacity and bandwidth to enhance network operations for departments to communicate and share documents electronically. Additionally, staff will begin to study technology resources to better understand needs, capacity and resources that will meet the needs of the City in the future. 16 ^ CCCPD In an effort to continue providing excellent service, one new sworn police officer is recommended for funding by the CCCPD budget ($65,482). This addition will result in some improvements in response time to Priority 1 calls and property crimes resolution. Recognizing the importance of providing effective and reliable communication capabilities continued funding is provided for the acquisition of hand held radios. In meeting this need, the proposed budget provides $30,000 for the replacement purchase of 10 radios. In addition to radios, the budget this year replaces four external defibrillators (AED's) and provides for two portable radar traffic safety signs, accident-scene speed bumps and traffic safety equipment (barriers and cones) for use at community service events. These items assist the department in operations and put life-saving equipment in the hands of first responders. ^ Utility Fund This year will finalize the security measures outlined in the Vulnerability Assessment Study provided in 2005, with final funding of $10,000. Additional safety and security measures will continue to be evaluated as needed with additional funding being identified at that time. ^ Drainage Fund This year funding will be provided to make improvements to the Public Works facility which has been in use since approximately 1984. The second floor is used for training and office space and will be enhanced to include a second floor exit door and fire escape from available cash ($38,226). Other necessary building repairs to the Public Works facility are also proposed this year from the Drainage and General Fund with FY 2008 end of year savings and available cash. Effectively utilize and promote Colleyville's paid and volunteer human resources through employees consistently demonstrating the core principles through effective hiring and retention programs along with an inviting and involved role for citizen participation in the delivery of customer service. Colleyville strives to be a model entrepreneurial - high performance organization, while meeting the service delivery requirements of our customers. The Council's leadership in hosting a sustainable commitment toward an effective compensation program is critically important when valuing that 66% of the total General Fund budget is spent on human resources. The proposed budget provides a staffing level of 186 full-time positions which is an increase of one position proposed in the CCCPD budget. Pay levels for 17 each employee is dependent upon the employee's average pay for performance evaluation rating and their previous pay level within their respective pay grade. Maintaining an investment in staff is an important component in the development of the proposed budget. This 6% pay for performance program will cost the General Fund $396,351, the Drainage Fund $10,867 and the Utility Fund $48,536, inclusive of retirement and taxes. Funding a pay for performance program at this rate will enable the City to offer employees a pay adjustment range of 0% to 8%. Also provided is our strong attention to employee benefits with continuation in funding employee dependent insurance at 75% to maintain our overall competitive position with peer cities. The total cost for the insurance program is $1,820,720 for the proposed FY 2009 budget. This amount includes health, dental, life, long-term disability, COBRA and flexible spending account administration, and a proposed health reimbursement arrangement. Of this amount, $1,486,101 is funded through the General Fund. Citywide, the annual health insurance premium employee only coverage is $5,067, with dependent insurance costing $15,354. The dependent premium is split with the City paying 75% ($11,515) and the employee paying 25% ($3,838). 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. In order to comply with Generally Accepted Accounting Principals, TMRS is changing its method of accounting of funding annually repeating updated service credits and annuity increases. The period amortization for these pension benefits will be a move from atwenty-five year open period to a thirty year closed period. This change caused the City's unfunded actuarial liability in the plan to increase from $2,252,326 (10.1%) to $7,039,932 (24.9%) which will be funded over a thirty year period. Virtually all cities in the state received a rate increase of at least 2% with some cities as high as 7%. Over the past year there have been many discussions with TMRS regarding additional funding requirements and various options of cities changing plan designs. After meeting with TMRS representatives and evaluation of the overall plan, there are no changes in the plan design proposed for FY 2009. The FY 2009 proposed budget includes funding for participation in the TMRS program at the increased contribution rate of 14.26% (annualized 13.665%) from the current rate of 11.88%. This totals $126,713 from the General Fund. Focusing on efforts to improve employee health, the City implemented in FY2005 a wellness program, Fit and Well in Colleyville. This is a voluntary 18 program that encourages employees to evaluate overall health and work toward 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, lab work, individual coaching, fitness assessment, weight loss programs and participation in "Companies in Action" which is a corporate challenge allowing employees to team up and play a variety of sports and participate in fitness activities. The long-term goal is to minimize premium increases through improved health and wellness of our employees. The proposed budget funds $22,000 for this program. Two new initiatives this year include staff evaluating "best practices" 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. Ensure fiscal integrity and stewardship of the City's fiscal resources by bringing 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. ^ General Fund During the past year, staff has purchased and began implementation of the building permit software program with a focus to providing online issuance of building permits. The proposed budget allocates the final payment toward the lease purchase of the program. Acquisition of the program will enhance accounting interaction with the finance department, meeting a goal established by the auditors. Additionally, this budget year proposes the purchase of five computer interfaced hand-held devices for $27,510, which will provide real time inspection results, eliminating duplication of work efforts currently required to key inspection notes into the computer system. This will enhance services by increasing efficiency and decreasing inspection notification delays to builders. ^ Utility Fund Following this year's work of developing specifications for software needs, staff has identified a budget of $350,000 toward the purchase of a complete financial package for the City. The proposed budget provides $100,000 funding toward the initial acquisition of the software, with Fiscal Year 2010 providing $100,000 toward remaining lease-purchase payments. In FY 2009, staff will initiate several studies in an effort to continue good financial stewardship of the City's resources. These studies include evaluating the implementation of an automated utility meter recording program, evaluating current and long-term computer server capabilities and identifying realistic and viable cost-beneficial "paperless" software programs. 19 Enhance the promotion and preservation of natural resources by working toward the promotion of Colleyville's natural resources. ^ General Fund Staff focus on the environment continues by offering the household hazardous waste collection program ($10,000) and the Clean Sweep semi- annual collection ($5,000) and continuing the Operation Live Green festival for a second year. Funding for tree planting in the amount of $5,000 is provided by $2,500 from the General Fund and $2,500 from the Tree Preservation Fund. Staff will continue evaluating community based planning by identifying "best practices" for consideration in adopting a "Green" initiative program. Some items for consideration are reviewing building codes, reduction of yard waste education, enhanced community recycling program and identifying replacement of gasoline-diesel vehicles with hybrid or bio-diesel fuels. ^ Utility Fund The cost of purchasing potable water from Trinity River Authority (TRA) has increased this past year due in part to a wet spring in 2007, increased operational costs, decreased usage through effective water conservation by area cities and an overall percentage increase in Colleyville's percent of debt service due to TRA. This is because one of the member cities has reduced water use while completing maintenance on their water system. TRA's new fiscal year begins in December and their budget will be presented in the fall. As they will be facing higher fuel costs, chemical costs, ongoing infrastructure maintenance costs, labor-related costs and compliance with more stringent state and federal water quality regulations, it is likely their rates will increase. In the event there is a rate increase from TRA, staff will prepare a pass through adjustment for Council consideration in fall 2008. Phase II of McPherson Park is proposed for design in FY 2009 and includes botanical demonstration garden for citizen education on use of water tolerant planting and tree farm. Proposed funding for this phase of the park is shared between CEDC, Parkland Dedication Fund, Voluntary Park Fund and the Utility Fund. ^ CCCPD Additional funding in the FY 2009 budget for the planting of trees at the Justice Center ($30,000) along the pond area is also provided. An ongoing means of funding for City operations is to also aggressively look at other area governments to maximize economy of scale for cost savings. As with past years, part of the budget approach is to embrace the concept of partnering 20 with other governmental units, with the guiding principal that it should meet the BEE test (beneficial, economical and efficient) for Colleyville. The proposed budget will contract for services with other governments in the following areas: • Street Overlay: To maximize street maintenance, the City will continue partnering with Tarrant County. The County has phenomenal street overlay capabilities and has shown a strong interest in assisting our maintenance program. • Elections: The City will continue to contract with the Tarrant County Elections Administration Department to conduct local elections. The efficiency and expertise provided by the County enhances the quality of the electoral process available to the citizenry. • Building Maintenance: We will continue to contract with Tarrant County for janitorial support services for the Colleyville Justice Center, the Colleyville Public Library, Colleyville City Hall and Colleyville Senior Center. • Public Safety Continued participation with the Metroport Teen Court is funded jointly with the cities of Colleyville and Southlake. Funding is also provided to meet the contractual obligations of the Bedford Response Area. • Regional Transportation: The expense plan continues funding with the Trinity Railway Express (TRE) for resident's participation with the regional mass transit authority. • GCISD: We will continue to focus work efforts with the District for tax collection services and use of recreational facilities to maximize our operating budget. • Economic Development: Continue partnering with the North Central Texas Council of Governments (NCTCOG) hosting a website offering property information in support of our economic development efforts. City infrastructure information, mappings and property information is provided on the site. Contracting services for GIS related mapping information for aerial photography with the NCTCOG for public works and economic development will also be continued. M.._ - ... .. ., , In developing the proposed budget, significant focus was directed toward it representing a series of balances constructed between revenues and 21 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 objectives, both the community and the organization are able to use the document as a management guide, planning document and a financial report. Revenues The development of the proposed budget started with an evaluation of available revenues. A few points in assessing revenue opportunities and challenges were: Slight sales tax growth of 2% Decrease in investment earnings rate from 4.5% to 3% Anticipating 180 housing starts in 2009 compared to 234 budgeted for the current year providing a decrease of $86,667 in building permits 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. Focusing attention for home ownership of citizens aged 65 and over and disabled residents, in 2003 the Council increased the Over 65 Property Tax Exemption to $65,000 and approved the Senior Property Tax Freeze in 2004. The loss in property tax revenue from the Senior Tax Freeze for the upcoming year is projected to be $127,404. Currently, 12.3% of all residential property tax accounts are frozen. The main source of income for the City is property taxes, which account for 52% of our total revenue. The Tarrant Appraisal District has rendered Colleyville's property valuations for 2008 at $3,612,568,857, which includes the TIF District valuation of $246,581,344. This is 18.5% higher overall than last year's valuation and 225% higher from base year 1999. As submitted, the proposed budget provides for a property tax rate of $0.3559 per $100 value to support a property tax levy of $11,979,550 excluding the TIF property. The tax rate is comprised of Operation and Maintenance of $.288595 and an Interest and Sinking rate of $.067305. 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 the proposed budget. The proposed property tax rate will adjust the typical homeowner's tax bill by 4.2% compared to this year's tax billing. The average homeowner will see a 22 property tax payment adjustment of $56.67 to support City services, which equates to $0.15 per day. The tax rate is unchanged from FY 2008 and the primary driver of the increase in average property values was higher permit values for new residential construction. Average Property Budget Residential Tax Property Tax Year Propert Value Rate Pa merit 2008 $375,211 $0.3559 $1,335.37 2009 $391,133 $0.3559 $1,392.04 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. Due to current economic conditions, a 2% growth in revenue is projected. 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 44% of the total available expenses for the upcoming year. f - - - - - - - i "~. ~ _ ~_ E ~ _ ~ - ~ - - _ - -- -- ~, ~, ~ I ~ Tl L, UNITED ~~ TATES (` F AM RICA ~° --- ~ ~ .,~ ~~" -. . ~' r ~ ~ ~tt ~ ~; _. ~r~ E k. R = ~ ~ 4 i _, e. ~~ ~~ ~ ~ ~u - ~~ i i ~. ~ ~ - ~ \ . -- ~ ~~ 1 T" ~~l ' (~ ~~~' ~ i ~' x ..~~, ,, A ~. Police $ 0.23 Fire $ 0.20 Community Services $ 0.16 m v Public Works $ 0.15 General Management $ 0.12 ---- Engineering /Bldg. Insp. $ 0.05 Finance /Court $ 0.04 Community / Eco Dev. $ 0.03 Pay for Performance $ 0.02 23 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 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 $10,359,427. Water sales account for 71% of this amount and sewer revenues account for 21%. Interest, tap fees and miscellaneous revenues make up the remainder. As noted earlier, if Trinity River Authority (TRA) increases its rates in December 2008, a pass through rate increase will be needed. The current rates are built upon the City paying TRA $1.80 per 1,000 gallons for water and $1.10 for wastewater. Meeting bond covenant requirements, the existing rate structure provides for a 1.5 times coverage factor. An additional rate increase of $0.14 (water) and $0.06 (sewer) per 1,000 gallon usage has been scheduled since 2000 to be implemented for the remaining share of debt issuance for the utility relocation costs for State Highway 26 (estimated construction in 2010). Capital programming for the fund directed by the Council in FY2005 provides for the maintenance of a 90-day working capital reserve. Expenditures Utility Fund expenditures total $9,948,581 for the proposed budget. The -argest component, 53% 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 $30,000. The expenditure decrease in the budget from FY 2008 stems from various major capital purchases such as a backhoe, truck mounted vacuum excavator and water well removal not being repeated in FY 2009. 24 The following illustrates the distribution of expenses for the Utili Operations Fund. 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. 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 revenue bonds and the Drainage System revenue bonds also received a rating upgrade in 2003 and 2007, respectively. Standard and Poor's upgraded the water and sewer utility revenue bonds from "A" to "AA-" and the drainage utility 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. These credit ratings 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. 25 The Colleyvitle 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. As part of the work plan for this year, staff will finalize various planning for the issuance of long-term debt related for improvements for SH26. The State currently projects the bidding of construction for highway improvements for summer 2009. Local funding will include $5 million for utility relocation and $5 million for construction assistance. It is anticipated there will be sufficient cash balance in the TIF fund that a debt sale will not be needed or a tax anticipation note of short duration will be issued. 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. The Fund receives $859,728 annually from the collection of the monthly fee. Annual debt payments for the outstanding bonds comprise $260,420. The remaining funds of $558,941 are allocated for six staff positions and miscellaneous projects. The drainage bonds require a coverage ratio of 1.25 times annual debt service, approximately $325,525 annually. The decrease in expenses for FY 2009 relates to the FY 2008 capital expenditures for the advanced flood warning system and a backhoe not being repeated in the proposed budget. SPECIAL DISTRICTS The Council continues to be innovative in evaluating financing options for various City programs. Programs implemented, to date, include: • Colleyvitle Tax Increment Financing District: 26 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 Fiscal Year 2009 (tax year 2008) is $246,581,344, an increase of $38,433,452 over the valuation for Fiscal Year 2008 (tax year 2007). In 1998, initial planning projections stated the anticipated incremental property valuation for the District would be $139,631,200 in Fiscal Year 2009. The actual FY 2009 incremental value is a 76.6% increase over the original 1998 projection for FY 2009. The debt service payment for the coming year is $738,665 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 primary goal of the District is to fund public safety facilities. 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 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 proposed budget is $1,404,529. 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 $1,203,441. • Colleyville Economic Development Corporation: Authority for the Corporation is provided by State statute as a 4B Corporation. The 0.5% 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 proposed budget is $1,594,402. The CEDC Board met in August to approve the proposed budget. Funding provided by this special 27 sales tax historically has been allocated to community development initiatives (i.e. parks, libraries, etc.). Consistent with state law, some monies will likely be allocated by the Board of Directors for economic development efforts for festival and marketing efforts. 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 the greatest inflationary pressures. As the Legislature continues to threaten voter approved limitations on mill rates and tax revenue growth, abilities by the Council to keep pace with inflation will become more paramount. The most immediate means to adjust for this is through continued economic development efforts. A benefit of 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 primarily zoned and developed as residential with only a very small percentage of the land zoned for commercial activity. Prudent and judicious consideration must be made regarding its future use. It will be incumbent of us all to 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. Employee's 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 the Council stay the course in funding our Workforce Development and 28 Sustainability Program over the next few years. While there continues to be competing challenges, continuing to grow salaries to 110% of the market (for employees with five plus years) is a must. As reviewed previously, we can meet this goal by continuing the pay for performance with an average adjustment of 6%. The development of the FY 2009 budget was a challenge considering the economic conditions and service needs exceeding available resources. The primary focus rests in meeting the challenges of the annual workplan, funding adequately for fuel and utility cost increases, while continuing to aggressively address the compensation program. The City has been consistently recognized throughout the years for its judicious management of financial resources to support the wide array of services and programs provided. 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 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 proposed budget is presented for your consideration with the commitment and confidence it effectively funds the varying needs of the community. We look forward to working with you on achieving all the goals set forth in the proposed budget. This document provides a strong financial plan while ensuring a superior level of municipal services to our citizens. We feel confident 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, and 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 an additional patrol officer keeping our streets safe; and an over $1,000,000 level of residential street and sidewalk repair work. 29 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. 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 proposed budget was a tremendous undertaking. 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. Kell ooper Interim City Manager 30 31 DEPARTMENTAL STAFFING SUMMARY FY 2007 FY 2008 FY 2009 DEPARTMENT BUDGETED BUDGETED BUDGETED City Manager's Office 5.0 5.0 4.0 Building Inspection 5.0 6.0 6.0 Economic Development 1.0 1.0 2.0 City Secretary 2.0 2.0 2.0 Finance 3.0 3.0 3.0 Engineering 5.0 5.0 5.0 Community Development 3.0 3.0 3.0 Library 11.0 15.0 16.0 Fire 34.0 34.0 34.0 Police 48.0 51.0 52.0 Communications 1.0 1.0 1.0 Parks Maintenance 12.0 15.0 15.0 Parks Recreation 2.0 3.0 3.0 Colleyville Center 6.0 6.0 6.0 Streets and Drainage 10.0 10.0 10.0 Human Resources 2.0 3.0 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 3.0 3.0 3.0 GENERAL FUND TOTAL 159.0 172.0 174,0 Utility Administration 3.0 3.0 3.0 Utility Billing 5.0 5.0 5.0 Utility Operations 22.0 22.0 22.0 UTILITY FUND TOTAL 30.0 30.0 30.0 Drainage 6.0 6.0 6.0 TOTAL - ALL FUNDS 1 X5.0 208.0 210,0 Position counts include all full-time, part-time, and temporary p ositions 32 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 PARKS AND CITY DISTRICT € FINANCING RECREATION D HOC COUNCIL DISTRICT SIGN BOARD A OF APPEALS BOAPD COMMITTEES ' MUNICIPAL CITY ATTORNEY JUDGE CITY MANAGER ASSISTANT ECONOMIC CITY COMMUNICATIONS DEVELOPMENT MANAGER MANAGER DIRECTOR .:~ HUMAN PATROL RESOURCES POLICE CHIEF INVESTIGATIONS ANIMAL CONTROL ~__ ~ BUILDING SERVICES & COMMUNITY CENTER RESPONSE MANAGER INSPECTIONS/ INFORMATION FIRE CHIEF INVESTIGATIONS SERVICES LIBRARY DIRECTOR PUBLIC UTILITY STREETS AND DRAINAGE WORKS ADMINISTRATION FLEET MAINTENANCE DIRECTOR AND OPERATION PARKS AND RECREATION '' DIRECTOR COMMUNITY BUILDING DEVELOPMENT INSPECTION AND BUSINESS ', STRATEGIES CODE DIRECTOR ENFORCEMENT ', UTILITY BILLING FINANCE DIRECTOR MUNICIPAL COURT CITY SECRETARY 33 CITY OF COLLEYVILLE ORGANIZATIONAL CHART FISCAL YEAR 2009 PLANNING AND LIBRARY ZONING BOARD COMMISSION PARKS AND SIGN BOARD RECREATION OF APPEALS BOARD ~~ CITIZENS OF COLLEYVILLE COLLEYVILLE ECONOMIC DEVELOPMENT CORPORATION ZONING BOARD OF CRIME ADJUSTMENT CONTROL AND TAX PREVENTION INCREMENT CITY DISTRICT FINANCING AD HOC COUNCIL DISTRICT COMMITTEES MUNICIPAL CITY ATTORNEY JUDGE CITY MANAGER ECONOMIC ASSISTANT DEVELOPMENT ED MARKETING CITY DIRECTOR MANAGER POLICE CHIEF CITY SECRETARY PATROL INVESTIGATIONS ANIMAL CONTROL PUBLIC UTILITY WORKS ADMINISTRATION STREETS AND DRAINAGE DIRECTOR AND OPERATION FLEET MAINTENANCE ENGINEERING COMMUNICATIONS MANAGER HUMAN RESOURCES BUILDING SERVICES & COMMUNITY CENTER MANAGER LIBRARY DIRECTOR PARKS AND RECREATION DIRECTOR FIRE CHIEF 1 FINANCE DIRECTOR UTILITY BILLING MUNICIPAL COURT FINANCE BUILDING INSPECTION CODE ENFORCEMENT RESPONSE INSPECTIONS/ INVESTIGATIONS INFORMATION SERVICES 34 35 CITY OF COLLEYVILLE FY 2009 BUDGET SCHEDULE Tuesday, March 11 City Council reviews Proposed FY 2009 Budget Schedule Wednesday, March 12 Review Budget Calendar dates with City Council candidates Thursday, March 13 Budget/BAF Kickoff Meetings -Base budgets and BAFs distributed Thursday, March 27 Personnel reclassification requests and personnel BAFs due to Human Resources Tuesday, April 15 City Council Mid-Year Budget Presentation and discussion of FY 2009 Budget priorities Friday, April 25 Human Resources distributes update salary and benefits costs for personnel BAFs Wednesday, April 30 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 Saturday, May 3 City Council and Executive Team visioning Worksession Wednesday, May 7 - Base Budget presentations to Budget Committee Friday, May 9 Thursday, May 15 Tarrant Appraisal District releases preliminary appraisal information Friday, May 16 Finance Director completes preliminary revenue estimates Thursday, May 29 & City Council Planning and Budget Worksession -Review FY 2008 Budget and Friday, May 30 2009 Council Work Initiatives Thursday, June 5 Budget Committee's preliminary budget due to City Manager Friday, June 13 City Manager and Budget Committee review preliminary budget Monday, July 7 Departments receive City Manager decisions Thursday, July 10 Budget appeals due to City Manager Monday, July 21 Departments receive final City Manager decisions Monday, July 28 City Manager's Proposed Budget distributed to City Council Thursday, July 31 City Council Budget Worksession Tuesday, August 12 City Council discussion of FY 2009 Tax Rate Tuesday, August 26 Public Hearing Tax Rate Tuesday, September 2 Budget and tax rate ordinances -First Reading and public hearing Tuesday, September 16 Budget and tax rate ordinances -Second Reading, public hearing and adoption 36 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." 37 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. 38 ORDINANCE 0-08-1688 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, 2008 THROUGH SEPTEMBER 30, 2009, A COPY OF SAME BEING ON FILE IN THE OFFICE OF THE CITY SECRETARY, TO BECOME EFFECTIVE ON OCTOBER 1, 2008 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, 2008, and ending September 30, 2009, 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, 2008, and ending September 30, 2009, which was prepared by 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, 2008, and ending September 30, 2009. Sec. 3. THAT appropriation amounts for the Fiscal Year 2009 budget for the different funds of the City of Colleyville are hereby fixed as follows: General Fund $19,391,408 Utility Fund (Water & Wastewater) $ 9,948,581 Debt Service Fund $ 2,667,126 Drainage Utility Fund $ 887,587 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. 39 Ordinance 0-08-1688 Page 2 of 2 '~ The first reading and public hearing being conducted on September 2, 2008. The second reading and public hearing being conducted on September 16, 2008. Passed,.approved and adopted by the City Council of the City of Colleyville, Texas, this the ~~! day o' , by the following vote: David Kelly Tony Licata Jon Ayers Mike Taylor Carol Wollin Stan Hall Tom Hart ~~ ATTEST• Cynthia Singleton, TRMC, CMC City Secretary APPROVED AS TO FORM AND LEGALITY: ~~~ Matthew C. G. Boyle City Attorney CITY OF COLLEYVILLE ~~~ David Kelly Mayor 40 ORDINANCE 0-08-1689 N ORDINANCE BY THE CITY COUNCIL OF THE CITY OF COLLEYVILLE, TEXAS, EVYING TAXES FOR THE OPERATION OF THE MUNICIPAL GOVERNMENT OF THE ITY OF COLLEYVILLE, TEXAS, FOR THE 2008-2009 FISCAL YEAR; ESTABLISHING HE AD VALOREM TAX RATE OF THIRTY-FIVE AND FIFTY-NINE HUNDREDTHS ENTS ($.3559) PER ONE HUNDRED DOLLARS PROPERTY ASSESSMENT; ROVIDING FOR APPORTIONMENT OF TAXES FOR INTEREST AND SINKING FUND OR CERTAIN BOND INDEBTEDNESS AND FOR GENERAL OPERATING NEEDS, ROVIDING PENALTIES AND INTEREST FOR THE DELINQUENT TAXES, AND TO ECOME EFFECTIVE ON OCTOBER 1, 2008 EREAS, a budget has been adopted by the City Council of the City of Colleyville, Texas, covering the proposed expenditures of the municipal government of the City of Colleyville for the fiscal year beginning October 1, 2008 and ending September 30, 2009; and EREAS, said budget reflects the needs for revenue to meet the expenses proposed therein; and REAS, the City is required to accumulate an Interest and Sinking Fund for certain outstanding bond indebtedness. J, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF LEYVILLE, TEXAS: THAT there is hereby levied an ad valorem tax that shall be collected for the use and support of the municipal government of the City of Colleyville. It shall provide the legally required interest and sinking fund for certain outstanding bond indebtedness during the 2008-2009 fiscal year. Such tax shall be levied upon all property, real, personal or mixed within the corporate limits of Colleyville, Texas, which is subject to taxation. The rate of tax shall be thirty-five and fifty-nine hundredths cents ($.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 $.288595 is levied. B. For the Interest and Sinking Fund, a tax rate of $.067305 is levied. 41 Ordinance 0-08-1689 Page 2 of 2 Sec. 2. THAT taxes levied by this ordinance shall be due and payable on the first day of October 2008, and shall become delinquent on the first day of February 2009, 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 2009. The City of Colleyville is hereby authorized to adopt any and all legal remedies provided by the Texas Property Tax Code for the purpose of collecting delinquent taxes. '~ Sec. 3. THAT THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE. Sec. 4. THAT THE TAX RATE WILL RAISE TAXES FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOUSE BY APPROXIMATELY $5.61. AND IT IS SO ORDERED. he first Reading and Public Hearing being conducted on September 2, 2008. he second Reading and Public Hearing being conducted on September 16, 2008. 'ASSED, APPROVED AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF ~OLLEYVILLE, TEXAS, THIS THE ~ DAY OF ~ 2008 BY THE =OLLOWING VOTE: David Kelly Tony Licata Jon Ayers g~ Mike Taylor Carol Wollin ~ Stan Hall Tom Hart ~ TTEST: ' ynthia Singleton, TRMC, CMC ity Secretary PPROVED AS TO FORM AND LEGALITY: I~ ~ ~w latthew C.G. Boyle ity Attorney CITY OF COLLEYVILLE David Kelly Mayor 42 43 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. 44 ALL FUNDS SUMMARY - ESTIMATE OF FINANCIAL POSITION AT SEPTEMBER 30, 2009 DEBT DRAINAGE GENERAL UTILITY SERVICE UTILITY TOTAL FUND FUND FUND FUND ALL FUNDS ESTIMATED UNRESERVED BALANCE AT OCTOBER 1, 2008* $8,498,001 $3,501,929 $814,686 $681,221 $13,495,837 AD VALOREM TAXES $9,726,931 $0 $2,139,405 $0 $11,866,336 FRANCHISE TAXES $1,851,490 $0 $0 $0 $1,851,490 SALES TAXES $2,648,375 $0 $0 $0 $2,648,375 LICENSES AND PERMITS $1,369,654 $0 $0 $0 $1,369,654 FINES $858,600 $0 $0 $0 $858,600 CHARGES FOR SERVICE $865,429 $9,900,048 $0 $874,773 $11,640,250 INTERGOVERNMENTAL $89,792 $0 $0 $0 $89,792 MISCELLANEOUS/INTEREST INCOME $391,000 $350,000 $25,000 $31,500 $797,500 USE OF FUND BALANCE ** $833,523 $100,000 $0 $68,000 $1,001,523 INTERFUND TRANSFERS (IN) $756,787 $0 $502,721 $0 $1,259,508 RESOURCES AVAILABLE $27,889,582 $13,851,977 $3,481,812 $1,655,494 $46,878,865 LESS EXPENDITURES: GENERAL MANAGEMENT $2,435,855 $214,839 $0 $0 $2,650,694 FINANCE/COURT $745,815 $576,216 $0 $0 $1,322,031 ECONOMIC DEVELOPMENT $265,724 $0 $0 $0 $265,724 ENGINEERING $553,500 $0 $0 $0 $553,500 BLDG INSPECTION $488,822 $0 $0 $0 $488,822 COMMUNITY DEVELOPMENT $248,480 $0 $0 $0 $248,480 POLICE $4,285,946 $0 $0 $0 $4,285,946 FIRE $3,851,923 $0 $0 $0 $3,851,923 PARKS/RECREATION $1,932,449 $0 $0 $0 $1,932,449 COLLEYVILLE CENTER $385,151 $0 $0 $0 $385,151 LIBRARY $723,607 $0 $0 $0 $723,607 PUBLIC WORKS:STREETS/DRAINAGE $2,915,285 $0 $0 $608,980 $3,524,265 UTILITY OPERATIONS $0 $7,459,221 $0 $0 $7,459,221 MERIT ADJUSTMENT $396,351 $48,536 $0 $10,687 $455,574 DEBT SERVICE $0 $885,482 $2,667,126 $260,420 $3,813,028 INTERFUND TRANSFERS (OUT) $162,500 $764,287 $0 $7,500 $934,287 ESTIMATED EXPENDITURES $19,391,408 $9,948,581 $2,667,126 $887,587 $32,894,702 ESTIMATED UNRESERVED BALANCE AT SEPTEMBER 30, 2009 $7,664,651 $3,803,396 $814,686 $699,907 $12,982,640 * NOTE -BALANCES ARE UNAUDITED. ** ONE-TIME EXPENDITURE TO BE USED FOR CAPITAL EQUIPMENT PURCHASES 45 ALL FUNDS SUMMARY -SUMMARY OF EXPENDITURES BY TYPE DEBT DRAINAGE GENERAL UTILITY SERVICE UTILITY TOTAL FUND FUND FUND FUND ALL FUNDS ESTIMATED UNRESERVED BALANCE AT OCTOBER 1, 2008 * $8,498,001 $3,501,929 $814,686 $681,221 $13,495,837 AD VALOREM TAXES $9,726,931 $0 $2,139,405 $0 $11,866,336 FRANCHISE TAXES $1,851,490 $0 $0 $0 $1,851,490 SALES TAXES $2,648,375 $0 $0 $0 $2,648,375 LICENSES AND PERMITS $1,369,654 $0 $0 $0 $1,369,654 FINES $858,600 $0 $0 $0 $858,600 CHARGES FOR SERVICE $865,429 $9,900,048 $0 $874,773 $11,640,250 INTERGOVERNMENTAL $89,792 $0 $0 $0 $89,792 MISCELLANEOUS/INTEREST INCOME $391,000 $350,000 $25,000 $31,500 $797,500 USE OF FUND BALANCE ** $833,523 $100,000 $0 $68,000 $1,001,523 INTERFUND TRANSFERS (IN) $756,787 $0 $502,721 $0 $1,259,508 RESOURCES AVAILABLE $27,889,582 $13,851,977 $3,481,812 $1,655,494 $46,878,865 LESS EXPENDITURES: PERSONNEL $12,712,928 $2,082,264 $0 $373,139 $15,168,331 CONTRACTUAL $3,909,532 $5,939,540 $0 $136,337 $9,985,409 SUPPLIES $2,492,188 $184,508 $0 $42,191 $2,718,887 CAPITAL $114,260 $92,500 $0 $68,000 $274,760 DEBT SERVICE $0 $885,482 $2,667,126 $260,420 $3,813,028 INTERFUND TRANSFERS (OUT) $162,500 $764,287 $0 $7,500 $934,287 ESTIMATED EXPENDITURES $19,391,408 $9,948,581 $2,667,126 $887,587 $32,894,702 ESTIMATED UNRESERVED BALANCE AT SEPTEMBER 30, 2009 $7,664,651 $3,903,396 $814,686 $699,907 $13,082,640 * NOTE -BALANCES ARE UNAUDITED. ** ONE-TIME EXPENDITURE TO BE USED FOR CAPITAL EQUIPMENT PURCHASES 46 Fiscal Year 2009 GoaIslVUork Initiatives olle~il 47 CITY OF COLLEYVILLE FIVE YEAR GOALS At the May 2008 Council planning worksession the following goals were developed. On the following pages are the FY 2009 budget goals and the annual work plan with departmental objectives developed to target these goals: • Foster a commitment to community reinvestment • Continue focus to delivering superior services and demanding results • Continue organizational development with a focus to -Being the Best • Sustain a reputation of excellence 48 ~u~sePe¢Q ~~C~r~,u~liaada~°~x~ee~Ztiu~aE ~eo~'e 2009 ANNUAL WORK PLAN ~~ ~Q'Q~~ysui~e i~ a ~su:de$ cifiy u~i~i a~'e~~iarz t`a ~:i y a~ e~~Ce~e~t a.~d a#ttutctir<e ~ei~(~~ivrlaad - cyueocted eo~c~ruc~y Qecu-,it`iue fa aun l utton~y, ~u~~crcrneed a~cd z~~te~a. 49 <.LtYnf r ~ ~ \~ W °' vT' ~ 7'cxas 7uxeQe¢a l~Zoalaoadd ~°$xce.~itioaaC ~eo,~e ~ISIC3N Colleyville is a model city with attention to being an efficient and attractive neighborhood-oriented community, sensitive to our history, resources and residents. ~'4st~~ ~ ~.orrtmitmer~~ ~~ ~~~~t nvestmer~~ Make Colleyville more prosperous through economise development efforts. Succes 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. :• Enhance the maintenance and reconstruction of City infrastructure. Success defined: To have a public works infrastructure system properly maintained and funded, providing effective management while meeting citizen's service demands and expectations with special attention to enhancement of the maintenance and reconstruction of streets. CQntinu~ ft~~~t~ ~~ d~liv~.rt~~ ~u~erior s~~vi~S aid d~a~tadi~-- rss~lt~ .• 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. .• Continue Colleyville being an engaged, 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. Continue a.tgan~atfona~ de~GelQpm~nt with ~; f~~~~ t~ -Being the ~a~t :• Effectively utilize and promote Colleyville's paid and volunteer human resources. Success defined: Employees consistently demonstrating the core principles through effective hiring and retention programs along with an inviting and involved role for citizen participation in the delivery of customer service. Sust~%n; ~ ~e~utat'ion for ~xcettenc :• 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. :• Enhance the promotion and preservation of natural resources. Success defined: To have a progressive and supportive attitude, valuing the impacts of development and operations of the City to the environment. 50 FQSter a c4mmtrnent tca ca~munty investment Objective: 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 - ^ Coordinate with consultant completion of a Redevelopment Overlay District for the Glade Road corridor for State Highway 26 and staff preparation of supporting ordinances and marketing materials. Economic Development ^ Continue a citizen based evaluation of viability of connection with the Cotton Belt Commuter Rail and various community-environmental issues associated. City Manager's Office ^ Retain a consultant to develop a preliminary concept plan for the Bear Creek pedestrian corridor with an integrated focus for the Glade Road corridor for State Highway 26. Engineering ^ Continue funding of a "shop at home" cooperative promotional awareness program. Communications ^ Continue the work by a consultant with the development of a City entry marker program by developing design prototypes, location, scheduling and funding sources. Economic Development ^ Prepare a staff based preliminary strategic plan towards developing an alignment plan addressing implications caused by the "baby-boomer" impacts for community services and retail-residential development opportunities. Community Development, Economic Development, Police, and Parks Objective: 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 towards enhancement of the maintenance and reconstruction of streets. Tasks - ^ Continue staff work in the development of a City Council approved multi-year interoperable CIP for trails-sidewalks; streets; utilities and drainage projects. Engineering ^ Staff development of an evaluation instrument for City Council consideration of capital projects attentive to the best leveraging of funding sources valuing the use of available cash, public donation opportunities, debt management, etc. Finance ^ Staff support continuing the development of a planning study, in conjunction with by the North Central Texas Council of Governments, identifying "best practices" for traffic 51 management initiatives incorporating traffic calming techniques with special focus to alternative transportation means towards promoting a pedestrian friendly plan. Engineering Gantinue focus to delivering superior services and demanding results Objective: Continue Colleyville being an engaged, 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 - ^ Staff development of a Citizen Corps program recruiting members of the Colleyville Police and Fire citizen police academies. Police and Fire ^ Staff evaluation of the use of appropriate technology and or processes for maintaining and or enhancing neighborhood safety. Police and Fire ^ Staff identification of appropriate state-of-the-art technology and or processes for the police, fire and public works departments. Police, Fire and Engineering ^ Continue City Council funding implementation of the 2002 Utility Homeland Security study. Engineering Objective: 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 financial implementation plan for the reorganization of the Library to utilize available space providing enhanced support for the children and adults programming. Finance and Library ^ Complete McPherson Park Phase II design by consultant with attention to developing the park as a demonstration botanical garden feature low water tolerant plantings. Parks ^ Complete the design by consultant of Senior Center Open Space Master Plan. Parks ^ Complete the development by consultant of the update for the Comprehensive Parks, Recreation and Open Space Master Plan. Parks ^ Development by the citizen's advisory committee of a multi-year fiscally constrained sidewalk and trail plan promoting pedestrian friendly alternative transportation mode. Parks ^ Develop a financial implementation plan based on the recently completed master plan for the expansion, renovation and future use of the Colleyville Center. Colleyville Center 52 Continue organizational.. development with a focus to -Being the Best Objective: Effectively utilize and promote Colleyville's paid and volunteer human resources Success defined: Employees consistently demonstrating the core principles through effective hiring and retention programs along with an inviting and involved role for citizen participation in the delivery of customer service. Tasks - ^ Continue implementation of the Workforce Development Sustainability Plan by: / Continuing Compensation Market Analysis with incremental steps taken to reach 110% of market by 2015. Human Resources / Performance Evaluation Taskforce -Continue the evaluation, research and study for 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. Human Resources / Evaluating and improving the exit interview process' to identify areas for the enhancement of employee relations. Human Resources ^ Evaluate "best practices" 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. Human Resources ^ Evaluate development of a citizen education program focused on community leadership training for prospective-current board and commission members. City Manager's Office and City Secretary Sustain a reputation for excellence Objective: Ensure fiscal integrity and stewardship of the City's fiscal resources. 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 - ^ Update of the annual five-year financial plan identifying anticipated revenues and corresponding expenses. Finance ^ Implement the first year of the TMRS program attaining at least an 85% funding ratio. Finance ^ Retain a consultant to prepare: o a study evaluating implementation of automated utility meter recording programs Engineering o an evaluation of the current and long-term computer server capabilities Information Technology 53 ^ Staff prepare a study identifying realistic, viable and cost-beneficial "paperless" software programs All departments coordinated by City Manager's Office Objective: Enhance the promotion and preservation of natural resources. Success defined: To work toward the promotion of Colleyville's natural resources. Tasks - ^ Increase annual tree planting and streetscaping with supplemental funding provided with the 2009 budget. Parks ^ Continue evaluating community based planning identifying "best practices" for consideration in adopting a "Green" initiative focusing on: / Building Codes Building Inspection / Reduction of yard waste through education and collection initiatives City Manager's Office / Enhancement of community recycling programs City Manager's Office / Fund a botanical demonstration garden at McPherson Park utilizing Utility Fund funding for citizen education on use of water tolerant plantings Parks / Identify replacement of gasoline-diesel powered vehicles with hybrid engines and bio- diesel fuel Engineering, Police, Fire and Parks 54 55 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 56 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 INCONTESTABLE: 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. 57 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 58 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. 59 60 GENERAL FUND SUMMARY BUDGET BUDGET ACTUAL FY 2009 FY 2008 FY 2007 Beginning Unreserved Fund Balance - 10/1 $ 8,498,001 $ 8,495,329 $ 7,575,662 Total Revenues 18,558,058 17,817,403 16,927,659 Use of Available Cash 833,523 180,290 0 Total Expenditures (19,391,408) (17,814,731) (16,007,992) Ending Unreserved Fund Balance - 9/30 $ 7,664,651 $ 8,498,001 $ 8,495,329 Netlncrease/(Decrease)to Fund Balance $ (833,350) $ 2,672 $ 919,667 EXPENDITURE RECAP: MANAGEMENT City Council/City Secretary $ 588,992 $ 577,897 $ 460,813 City Manager's Office 589,919 604,923 596,296 Legal Counsel 106,823 106,823 93,208 Human Resources 231,111 234,419 182,427 Communications 222,531 212,221 156,659 Finance 489,945 469,129 444,605 Municipal Court 255,870 241,121 234,440 Building Services 244,691 256,950 235,144 Information Services 451,788 370,522 265,977 MANAGEMENT SUBTOTAL: $ 3,181,670 $ 3,074,005 $ 2,669,569 COMMUNITY DEVELOPMENT Community Development $ 248,480 $ 282,071 $ 298,078 Building Inspections 488,822 412,404 459,315 Economic Development 265,724 161,924 175,754 Engineering 553,500 551,249 554,071 COMMUNITY DEVELOPMENT SUBTOTAL: $ 1,556,526 $ 1,407,648 $ 1,487,218 POLICE $ 4,285,946 $ 4,049,272 $ 3,796,291 FIRE $ 3,851,923 $ 3,512,912 $ 3,518,582 COMMUNITY SERVICES Parks $ 1,593,531 $ 1,511,351 $ 1,272,725 Recreation 338,918 326,958 283,308 Library 723,607 677,620 591,204 Colleyville Center 385,151 480,283 342,858 COMMUNITY SERVICES SUBTOTAL: $ 3,041,207 $ 2,996,212 $ 2,490,095 PUBLIC WORKS Streets and Drainage $ 2,703,322 $ 1,974,850 $ 1,730,672 Fleet Maintenance 211,963 195,202 180,565 PUBLIC WORKS SUBTOTAL: $ 2,915,285 $ 2,170,052 $ 1,911,237 TRANSFERS OUT Capital Equipment Reserve Fund $ 135,000 $ 135,000 $ 135,000 Capital Projects Fund 20,000 0 0 Art Fund 7,500 15,000 0 TRANSFERS OUT SUBTOTAL $ 162,500 $ 150,000 $ 135,000 MERIT ADJUSTMENT $ 396,351 $ 454,630 $ TOTAL GENERAL FUND EXPENDITURES $ 19,391,408 $ 17,814,731 $ 16,007,992 " One-time expenditure to be usetl for Building Inspection Software final payment ($88,013), Handhel d PDA wmputers/printers for Building Inspection software($27,510), Tara subdivision street improvements ($680,000), San computer server ($20,000) and Fire radio replacement program ($18,000) " One-time expenditure to be used for Colleyville Center feasibil ity 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 intranef web site for employees and dependents ($10,290) 61 General Fund Revenues Misc./Intergovern- mental 7% Charges for Service 4% Fines 4% Licenses & Permits 7% Sales Tax 14% Franchise Tax 10% General Fund Expenses Community Services 16% Merit Adjustment 3% General Management 12% Comm Dev /Econ Dev 3~ Eng/Bldg Inspection 5% Transfers-In 4% Finance/Court 4% 'em Tax Public Works 15% Police 23% 62 Fiscal Year 2009 General Fund Revenue Projections 63 GENERAL FUND REVENUES BUDGET PROJECTED ACTUAL FY 2009 FY 2008 FY 2007 AD VALOREM TAXES Current Taxes $ 9,616,931 $ 8,835,668 $ 8,040,020 Delinquent Taxes 55,000 55,000 48,228 Penalty and Interest 55,000 55,000 62,232 AD VALOREM TAXES SUBTOTAL $ 9,726,931 $ 8,945,668 $ 8,150,480 FRANCHISE TAXES $ 1,851,490 $ 1,812,477 $ 1,779,375 SALES TAXES $ 2,648,375 $ 2,593,684 $ 2,509,520 LICENSES AND PERMITS $ 1,369,654 $ 1,365,846 $ 1,244,218 FINES $ 858,600 $ 945,626 $ 902,506 CHARGES FOR SERVICES $ 865,429 $ 902,650 $ 899,094 INTERGOVERNMENTAL $ 89,792 $ 85,516 $ 81,445 MISCELLANEOUS REVENUES $ 391,000 $ 504,000 $ 696,936 USE OF AVAILABLE CASH $ 833,523 $ 180,290 $ 0 TRANSFERS-IN $ 756,787 $ 661,936 $ 664,085 TOTAL GENERAL FUND REVENUES $ 19,391,581 $ 17,997,693 $ 16,927,659 64 GENERAL FUND REVENUE ESTIMATES AD VALOREM TAXES The projected assessed value for the year is $3,612,568,857 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 (7.09% increase 95 from FY 2008 current valuation of 9 0 $3,373,307,323) and the TIF value exclusion of $246,581,344. The tax rate of 85 $.3559 is allocated $.288595 to O&M (General Fund) and $.067305 to debt 80 (Debt Service Fund). For the past ten ~ 5 years, current year tax collections have averaged 99% of the tax roll, so a 99% ~ o 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 $887,190, an increase from the prior year due to growth and a legal settlement. Atmos Gas projects their gas franchise payment to be $340,000. Due to recent legislation by the Public Utilities Commission setting the franchise fee for the City there is only a slight increase projected for AT&T and Verizon phone franchise fees. Also an increase in cable fees is projected due to growth.. TAX ROLL COLLECTION FY 2006 - FY 2009 $i,ooo,ooo $soo,ooo $soo,ooo $400,000 $200,000 $o MAJOR FRANCHISE TAX REVENUES FY 2006- FY 2009 2006 2007 2008 2009 ^TXU Energy AT&T/ Verizon Atmos Gas ^Time Warner Cable 65 2006 2007 2008 2009 SALES TAX Total sales tax revenue is estimated to be 2% greater than the amount budgeted for FY 2008. This projection is based upon anticipated new revenue from the opening of the Colleyville Cinema in late FY 2008 and residential population growth. LICENSES AND PERMITS The revenues for licenses and permits are based upon 145 residential permits being issued and those dwellings averaging 4,500 square feet in size and additional commercial development. This is a decrease of 91 permits from the FY 2008 budgeted permit issuance of 234. Building activity is projected to decrease due to economic conditions. FINES Revenue from citations is projected to be $780,000 for FY 2009 due to the addition of one officer, who will concentrate on traffic enforcement. Also, this is the fourth year of an annual alarm registration fee which is projected to generate $45,000 in revenue $2.600,000 $2.400.000 $2,200,000 $2,600.000 $,,966.666 $1,600,000 soo 2so 260 240 220 200 180 160 140 120 100 2006 2007 2008 2009 RESIDENTIAL BUILDING PERMITS FY 2006 - FY 2009 NUMBER OF CITATIONS/APPEALS 1=Y 2006 - FY 2009 12 500 10500 8 500 6500 800 600 400 200 66 SALES TAX REVENUE FY 2006 - FY 2009 2006 2007 2008 2009 05 06 07 08 05 06 07 08 Citations ^ Appeals 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 a fee increase for non- resident rentals. Most other revenues are projected to remain level in FY 2009. INTERGOVERNMENTAL The amount budgeted is $89,792 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 $255,000. This is based upon the average projected cash balance for the General Fund of approximately $10,200,000 and an anticipated investment rate of 2.5%. TRANSFERS IN The transfer from the Utility Fund is projected to be $756,787, 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 2006 - FY 2009 $soo.ooo $soo,ooa $7°0,000 $soo,ooo $500,000 $x00,000 $300,000 $200,000 $,oo,ooo $o 06 07 08 09 06 07 08 09 $so,ooo $80,000 $70,000 $so,ooo $50,000 $ao,ooo $30,000 $20,000 $,O,o00 $o ®Charges far Service plntergovernmental MISCELLANEOUS /TRANSFERS IN FY 2006 - FY 2009 $800,000 $~oo,ooo $soo,ooo $500,000 $400,000 $300,000 $200,000 $100,000 $o s~ ®Mis cellaneous ^Tra nsfe rs in 2006 2007 2008 20098 FY 2009 REVENUE ESTIMATE GENERAL FUND AD VALOREM TAXES 5101-CURRENT TAXES 5102-DELINQUENT TAXES 5103-PENALTY & INTEREST TOTAL AD VALOREM TAXES FRANCHISE TAXES 5201-TXU ELECTRIC 5202-TRI-COUNTY ELECTRIC 5203-ATMOS GAS 5204-SOUTHWESTERN BELL 5205-VERIZON/OTHERS 5206-GAR BAG E/R ECYC L I N G 5207-CABLE TV TOTAL FRANCHISE TAXES SALES TAX 5301-1 % SALES TAX 5302-MIXED BEVERAGE TAX TOTAL SALES TAX LICENSES & PERMITS 5411-BUILDING 5412-PLUMBING 5413-MECHANICAL 5414-ELECTRICAL 5416-CITY LICENSE 5417-BUILDING PLAN REVIEW FEE 5418-NEW BUSINESS 5419-ANIMAL 5420-SIGN PERMITS 5421-FENCE PERMITS 5423-FIRE PERMIT FEES TOTAL LICENSES & PERMITS FINES 5611-FINES 5612-FINES-ALARMS 5630-LIBRARY FINES TOTAL FINES FY 06 FY 07 FY 08 FY 08 FY 09 ACTUAL ACTUAL BUDGET PROJECTED BUDGET 7,474,860 8,040,020 8,860,357 8,835,668 9,616,931 53,892 48,228 50,000 55,000 55,000 57,690 62,232 55,000 55,000 55,000 $7,586,442 $8,150,480 $8,965,357 $8,945,668 $9,726,931 943,812 933,754 910,000 869,180 85,963 102,109 104,000 110,560 334,347 279,061 280,000 338,969 112, 075 120,119 114,000 126,400 53,150 50,883 59,500 51,000 103, 933 116, 010 115, 000 129, 000 157, 263 177,439 165, 000 187, 368 $1,790,543 $1,779,375 $1,747,500 $1,812,477 887,190 119,000 340,000 126,100 51,250 135,050 192,900 $1,851,490 2,267,586 2,420,387 2,452,394 2,511,152 2,561,375 76,005 89,132 100,000 82,532 87,000 $2,343,591 $2,509,519 $2,552,394 $2,593,684 $2,648,375 1,278,525 764,938 917,929 126,203 83,668 124,994 71,412 58,443 57,108 115,891 75,387 97,703 57,137 64,999 56,802 247,533 161,224 167,332 1,551 2,726 3,079 1,603 1,488 2,000 8,085 7,945 7,015 7,475 7,200 7,359 15,850 16,200 15,000 $1,931,265 $1,244,218 $1,456,321 872,033 864,473 87,500 88,987 59,230 63,376 97,258 98,911 57,273 58,247 160,051 162,772 3,019 3,079 1,335 1,400 5,932 6,050 7,215 7,359 15,000 15,000 $1,365,846 $1,369,654 729,740 826,443 725,000 875,000 780,000 31,775 47,000 38,000 44,000 45,000 23,823 29,063 26,100 26,626 33,600 $785,338 $902,506 $789,100 $945,626 $858,600 68 FY 2009 REVENUE ESTIMATE GENERAL FUND CHARGES FOR SERVICES FY 06 FY 07 FY 08 FY 08 FY 09 ACTUAL ACTUAL BUDGET PROJECTED BUDGET 5511-PLANNING AND ZONING 12,520 18,673 12,500 12,942 13,201 5512-PLAT FEE 28,741 25,668 21,000 20,625 21,038 5514-BOARD OF ADJUSTMENT 1,910 3,375 2,000 2,000 2,040 5711-SALE OF MATERIAL 2,650 3,547 2,500 2,500 3,020 5712-WEED MOWING 1,880 8,091 6,000 9,250 10,000 5718-ANIMAL IMPOUNDMENT FEE 4,605 5,263 3,200 3,200 3,250 5721-AMBULANCE 221,461 267,106 242,000 244,882 250,000 5722-RECREATION PROGRAM 143,635 129,876 148,524 150,000 168,130 5811-ENGINEERING & INSPECTION 107,469 142,671 80,000 164,706 100,000 5812-CHGS & REIMBURSEMENTS 3,511 9,611 2,000 3,825 2,000 5845-LOT DRAINAGE INSP FEE 36,500 20,125 31,225 25,500 25,000 5855-FIELD USE CHARGE 16,417 17,600 16,450 18,720 17,700 5873-COLLEYVILLE CENTER FEES 242,166 223,040 214,000 220,000 230,000 5874-NON-RESIDENT FEE 22,505 24,445 24,500 24,500 20,050 5875-LIBRARY BLGD RENTAL 60 0 75 0 0 TOTAL CHARGES FOR SERVICE $846,030 $899,091 $805,974 $902,650 $865,429 INTERGOVERNMENTAL REVENUE 5828-DARE OFFICER REIMB 77,566 81,444 85,516 85,516 89,792 TOTAL INTERGOVERNMENTAL REVENUE $77,566 $81,444 $85,516 $85,516 $89,792 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 MISCELLANEOUS REVENUE TRANSFERS /N 5872-TRANSFER FROM UTILITY FD TOTAL TRANSFERS IN TOTAL GENERAL FUND REVENUES 22,903 0 17,000 0 17,000 455,240 547,029 382,500 355,000 255,000 52,628 74,954 55,000 84,000 55,000 64,692 74,303 63,475 65,000 64,000 3,950 650 0 0 0 0 0 180,290 0 153,523 $599,413 $696,936 $698,265 $504,000 $544,523 532,357 664,085 716,934 661,936 756,787 $532,357 $664,085 $716,934 $661,936 $756,787 $16,492,545 $16,927,654 $17,817,361 $17,817,403 $18,711,580 69 70 AD VALOREM TAX DATA TAXABLE VALUE INFORMATION TAXABLE VALUE 2009 CERTIFIED 2008 ACTUAL Total Appraised Value $3,841,295,852 $3,599,370,215 Absolute Exemption 120,388,252 130,390,335 AG Exemption 29,761,414 22,887,573 Over 65 Exemption 73,191,996 67,519, 078 Veteran Exemption 1,117,000 1,096,000 Disability Exemption 4,268,333 4,169,906 NET TAXABLE TOTAL VALUE $3,612,568,857 $3,373,307,323 New Construction Included $121,068,277 $175,052,975 *TIF DISTRICT INCLUDED IN ABOVE VALUE $246,581,344 $210,634,908 NET TAXABLE VALUE $3,612,568,857 $3,373,307,323 LESS TIF DISTRICT VALUE ($246,581,344) ($210,634,908) O&M / I&S CALCULATED VALUE $3,365,987,513 Proposed Tax Rate X .3559/$100 - -- -- ------- Tax Levy ------------ -- - - $11,979,550 Collection Rate X 99.00% NET COLLECTIONS --------------------------- $11,859,754 FY 2008 PROPERTY TAX RATE ALLOCATION GENERAL FUND DEBT SERVICE TOTAL TOTAL TAX RATE (O&M) (I&S) TAX LEVY LEVY LEVY $0.3474 PER $100 DOLLARS OF VALUATION $9,714,072 $2,265,478 $11,979,550 ALLOCATION $0.288595 $0.067305 $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 Ol $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 71 CHARTER LIMIT CALCULATION WORKSHEET -FISCAL YEAR 2009 FY 2008 TAXABLE VALUATION 3,373,307,323 ANTICIPATED PROPERTY TAX COLLECTIONS @ 9-30-08 $12,023,545 CHARTER LIMIT INCREASE AT 107% $12,865,193 FY 2009 VALUATION OF EXISITING PROPERTY $3,491,500,580 MAXIMUM CHARTER TAX RATE $0.3685 ADOPTED TAX RATE $0.3559 DIFFERENCE IN RATES $0.0126 TAX GENERATED BY ADOPTED RATE FOR EXISTING PROPERTY $12,426,251 INCREASE IN REVENUE FROM FY 08 3.35% AMOUNT UNDER CHARTER LIMIT OF 7% 3.65% DIFFERENCE CHARTER RATE VS ADOPTED RATE $438,942 72 Tax Rate per $100 of Assessed Valuation $0.40 $0.30 $0.20 $0.10 $0.00 ants / $100 valuation $0.3474 $0.3474 $0.3474 $0.3559 $0.3559 2005 2006 2007 2008 2009 FY 2009 Area City Tax Rate Comparison cents / $100 valuation $0.70 $0.60 $0.50 $0.40 $0.30 $0.20 $0.10 $0.00 Grapevine Colleyville Keller Bedford Southlake Euless Hurst NRH 73 TAX LEVY $14, 000 $12,000 $10,000 $8, 000 $6,000 $4,000 $2,000 $0 11.980 1 2005 IN THOUSANDS OF $ $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 2006 2007 2008 2009 APPRAISED VALUES In Millions of Dollars $2,643 $3 $3,062 $3,613 2005 2006 2007 2008 2009 74 Fiscal Year 2009 City Manager's Office olle}TVill 75 Cis>' o/ ~~ ~~ Ti cos 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. 2007-2008 Accomplishments ^ Implemented and managed City Council Work Initiatives. ^ Continued promotional advertising with trade publications and attended national and regional trade shows. ^ Continued funding and partnership with Tarrant County for street improvements. ^ Continued to manage city franchise services. ^ Continued to enhance and develop multiple communication outlets to Colleyville residents. ^ Continued to develop budget strategies through financial and budget forecasts. ^ Continued implementation of the Workforce Development Sustainability Plan to include Outrageous Customer Service initiatives. ^ Continued to evaluate the redevelopment potential of commercial properties located along State Highway 26. 76 ^ Promoted the enhancement of cultural and arts. ^ Evaluated viability of connection with the Cotton Belt Commuter Rail and various community-environmental issues associated. ^ Researched and developed a plan to initiate a branding campaign for the City and how to implement consistently throughout the organization and community. ^ Evaluated best practices for consideration in adopting a "Green" initiative. 2008-2009 Departmental Objectives ^ Implement and manage City Council Work Initiatives. ^ Continue promotional advertising with trade publications and attend national and regional trade shows. ^ Continue funding and partnership with Tarrant County for street improvements. ^ Continue to manage city franchise services. ^ Continue to enhance and develop multiple communication outlets to Cotleyville 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 Cotton Belt Commuter Rail and various community-environmental issues and funding. 77 City Manager's Office Service Delivery Measures FY 07 FY 08 FY 09 Actual Budgeted Budgeted Citizen contacts 3,600 3,700 3800 Council agendas prepared 35 35 35 City Manager packets prepared 62 62 62 Information/issue mailings 14 14 15 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 95% 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% ~s City Manager's Office Personnel Summa FY 07 FY 08 FY 09 Actual Budgeted Budgeted City Manager 1 1 1 Assistant City Manager 1 1 1 Development and Business 1 1 0 Strategies Manager* Executive Secretary 1 1 1 Management Assistant 1 1 1 Total full-time 5 5 4 *Formerly the Financial Analyst 79 FY 2009 GENERAL FUND BUDGET City Manager's Office Account 001-11 Budget Summary FY 2007 FY 2008 FY 2009 Actual Budgeted Budgeted Personnel $524,024 $538,196 $523,226 Contractual 60,864 53,684 54,197 Supplies 11,407 13,043 12,496 Capital 0 0 0 Total $596,296 $604,923 $589,919 Capital Expenditure Summary No capital expenditures 80 Fiscal Year 2009 Building Inspection r ,{ ° < °,~' 81 ~i~r of ~(~ 7c.~a~ 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. 2007-2008 Accomplishments ^ Issued 100% of permits through the computer system. ^ Streamlined the plan review process to be more efficient and responsive. ^ Expanded and improved permit application forms. ^ Prepared additional information brochures for distribution to the public. ^ Continued development of an internal procedures manual. ^ Revised, updated and simplified plumbing and electrical fee schedules. ^ Improved monthly reports for permits and code enforcement. ^ Reduced turn-around times for reviewing and issuing certificates of occupancy by improving coordination and inspection processes. 2008-2009 Departmental Objectives ^ Issue 100% of permits through the computer system (recurring). ^ Streamline the plan review process to be more efficient and responsive (recurring). ^ Expand and improve permit application forms (recurring). s2 ^ Prepare additional information brochures for distribution to the public (recurring). ^ Continue to improve the CRM in relation to its user applicability. ^ 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). 83 Building Inspection Service Delivery Measures FY 07 FY 08 FY 09 Actual Budgeted Budgeted New residential permits 140 234 145 Residential remodel permits 83 70 47 New and Remodel commercial permits 100 60 102 Miscellaneous Permits (elect, plbg, mech, fences, pools, co's, roof, sign, etc) 3,118 3,180 3,180 Inspections 8,079 8,400 8,232 Inspections per business day 32 32 34 Inspections per building employee 4,040 4,120 4,121 Code violations investigated 2,400 2,880 2,950 Violations investigated per business day 9 11 12 Violations investigated per code officer 1,200 2,880 2,950 Personnel Summary FY 07 FY 08 FY 09 Actual Budgeted Budgeted Building Official 1 1 1 Building Inspector 1 2 2 Code Enforcement Officer 1 1 1 Building Permit Clerk 2 2 2 Total full-time 5 6 6 84 FY 2009 GENERAL FUND BUDGET Building Inspection Account 001-12 Budget Summary FY 2007 FY 2008 FY 2009 Actual Budgeted Budgeted Personnel $337,987 $369,869 $390,637 Contractual 39,168 33,538 60,911 Supplies 12,160 8,997 9,764 Capital 70,000 70,000 27,510 Total $459,315 $482,404 $488,822 Capital Expenditure Summary Five hand held computer /printers 27,510 85 86 ~i~r n/ ~,~''~ Tcca> 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. 2007-2008 Accomplishments ^ Continued to seek private development partners to redevelop vacant shopping centers focusing on exploration of alternate uses. Sought after non-traditional tools for the City to use in partnering with developers to secure development partners. ^ Developed and implemented a new advertising campaign to attract professional office users to Colleyville. ^ Explored, developed and implemented additional ways to encourage Colleyville residents to patronize Colleyville businesses and special events. ^ Worked with staff and consultants to develop a long term vision for the redevelopment of Colleyville Blvd. ^ Worked with staff and consultants to identify, develop and market a new brand for Colleyville. Promote that brand to residents, region and developers. ^ Worked with staff and consultants to create entryway identity for Colleyville at key entry points in the City. ^ Established a citizen organization supporting development and promotion of culture and arts in the City. ^ Worked with consultants to explore the viability of developing a centrally located gathering place for special events and other community activities. s~ 2008-2009 Departmental Objectives ^ Completion of the Redevelopment Overlay District for the SH26 corridor ^ Completion of the citizen-based evaluation of the viability of a connection with the Cotton Belt Commuter Rail and the associated community-environmental issues ^ Continue funding of a "shop at home" cooperative promotional awareness program ^ Continue consultant work on development of City entry marker and way-finding program with design prototypes and portal locations. ^ Retain a consultant to develop a preliminary concept plan for the Bear Creek pedestrian corridor with an integrated focus for the Glade Road corridor for SH26. ^ Continue Web site (experiencecolleyville.com) maintenance and enhancement for proliferation of current merchant support. ^ Continue work with Dining Guide campaign and related materials in support of local businesses. ^ Continue ad campaign to stimulate economic growth and developing a "destination" emphasis. ^ Continue working with merchants to improve City/Business relationships and develop seamless working environment between same. ss 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 Personnel Summary Economic Development Manager Marketing Coordinator Total full-time FY 07 FY 08 FY 09 Actual Budgeted Budgeted 60 62 65 $2,420,387 $2,452,394 $2,561,376 10 10 10 75 100 100 6 8 8 22 35 35 2 2 2 8 12 12 2 3 3 FY 07 FY 08 FY 09 Actual Budgeted Budgeted 1 1 1 0 0 1 1 1 2 89 FY 2009 GENERAL FUND BUDGET Economic Development Account 001-13 Budget Summary FY 2007 FY 2008 Actual Budgeted Personnel $131,619 $122,503 Contractual 38,881 32,771 Supplies 5,254 6,650 Capital 0 0 Total $175,754 $161,924 FY 2009 Budgeted $228,821 30,253 6,650 0 $265,724 Capital Expenditure Summary No capital expenditures 90 91 c~~~' or ~~''~ Ti .,~ 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. 2007-2008 Accomplishments ^ Coordinated the citywide bid process for Legal Notices and Classified Ads. ^ Purchased and implemented Audit Trail software. ^ Purchased and implemented Records Management software. ^ Coordinated and trained the Human Resources staff in the implementation of Laserfiche as the document management system in order to work toward the goal of becoming paperless and providing additional documents online for the public. 92 ^ Prepared City Council Candidate Notebook and Orientation materials ^ Submitted Ordinances for Codification ^ Cancelled the 2008 General Election due to Unopposed Candidates ^ Prepared and managed department budget ^ Prepared 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 ^ Processed Open Record requests for citizens and staff in a timely manner ^ Coordinated the Board, Commission and Committee Appreciation Event ^ Continued cross-training of City Secretary and Records Coordinator ^ Updated the Office of the City Secretary Procedures Manual ^ Conducted staff Laserfiche training ^ Provided agenda management software training, as necessary ^ Monitored and managed offsite storage for compliance and cost efficiency ^ Completed 40 hour Mediation Course at Texas Woman's University ^ Coordinated and implemented a more efficient process for board, commission and committee selection and terms ^ Streamlined the communication process with newly appointed board, commission and committee members ^ Initiated and Coordinated an onsite document shredding service for the Colleyville Clean Sweep Event on April 26, 2008 ^ Developed a program to increase youth voter registration and participation ^ Developed the City of Colleyville Speaker's Bureau ^ Developed a mediation program for citizens to address issues ^ Maintained a positive and professional image for citizens, City Council and staff 93 2008-2009 Departmental Objectives ^ Coordinate and train the Community Development Department staff in the implementation of Laserfiche as the document management system in order to work toward the goal of becoming paperless and providing additional documents online for the public ^ Implement paper files conversion to electronic files in the Community Development Department ^ Prepare City Council Candidate Notebook ^ Conduct May 2009 General Election ^ Conduct the City Council Candidate Orientation ^ Conduct the City Council Candidate Drawing for Place on the Ballot and Orientation ^ Conduct new City Councilmember 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 ^ 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 Assistant City Secretary ^ Update Office of the City Secretary Procedures Manual ^ Provide Laserfiche training, as necessary ^ Provide agenda management software training, as necessary ^ Monitor and manage offsite storage for compliance and cost efficiency 94 ^ Coordinate and implement citywide conversion of paper files to electronic files ^ Coordinate onsite document shredding service for the Colleyville Clean Sweep Event ^ Continue to develop the mediation program for citizens to address issues ^ Continue the program to increase youth voter registration and participation ^ Maintain a positive and professional image for citizens, City Council and staff 95 City Secretary /City Council Service Delivery Measures Elections Ordinances processed processed within three days Resolutions processed processed within three days Council meeting, worksession and joint meeting minutes Open Records requests -written processed within six days Citizen requests -telephone Records Scanned Records Destroyed (Boxes) Board, Commission and Committee Appreciation Event Pastors Appreciation Luncheon Ordinances Codified FY 07 FY 08 FY 09 Actual Budgeted Budgeted 0 0 1 51 60 55 100% 100% 100% 124 160 150 100% 100% 100% 29 40 35 152 150 180 99% 99% 99% 1,800 1,800 1,900 5,000 8,000 9,000 228 100 120 0 1 0 1 0 1 34 70 40 96 City Secretary /City Council Personnel Summary FY 07 FY 08 FY 09 Actual Budgeted Budgeted City Secretary Records Coordinator Total full-time 2 2 2 97 FY 2009 GENERAL FUND BUDGET City Secretary/City Council Account 001-14 Budget Summary FY 2007 FY 2008 FY 2009 Actual Budgeted Budgeted Personnel $155,071 $159,880 $177,484 Contractual 291,390 406,551 401,242 Supplies 14,352 11,466 10,266 Capital 0 0 0 Total $460,813 $577,897 $588,992 Capitai Expenditure Summary No capital expenditures 98 99 Cin' of ~C~~~ T~.,, 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. 2007-2008 Accomplishments ^ Performed internal cash audits for SAS 99. ^ Continued to maintain AA+ bond ratings on General obligation bonds. ^ Continued to receive the Government Finance Officers Association Distinguished Budget award. ^ Continued to receive the Government Finance Officers Association Certificate of Achievement for Excellence in Financial Reporting. ^ Continued to maintain ratings of AA from Standard and Poor's and AA+ from Fitch ICBA on Utility Revenue debt. ^ Earned investment yield no less than 8 basis points under Logic annualized rate. ^ Received an unqualified audit opinion on the 2007 CAFR. ^ Issued employee W-2 statements by January 31. 2008-2009 Departmental Objectives ^ Continue to maintain AA+ bond ratings on General obligation bonds. ^ Continue to receive the Government Finance Officers Association Distinguished Budget award. 100 ^ 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 equivalent to the Logic annualized rate. ^ Receive an unqualified audit opinion on the 2008 CAFR under the institution of Statement on Auditing Standards 103 through 112. ^ Issued employee W-2 statements by January 31. ^ Have two employee direct deposit of paycheck awareness campaigns. ^ Seek upgrade of Drainage Utility Debt. ^ Re-inventory all fixed assets and minor capital outlay acquisitions. 101 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 Finance FY 07 Actual AA+ $36 0.0371 FY 08 Budgeted AA+ $35 0.0043% 100% 0.008% Yes Yes 99.1 78% 100% 100% 100% 0.005% Yes Yes 99.0% 78% 100% 100% 0.0007% 0.001 0.5% 102 FY 09 Budgeted AA+ $31 100% 0.005% Yes Yes 99.0% 80% 100% 100% 0.001 2% Finance Personnel Summary FY 07 FY 08 Actual Budgeted Finance Director 1 1 Assistant to the Finance Director 1 1 Accounting Clerk 1 1 Total full-time 3 3 FY 09 Budgeted 1 1 1 3 103 FY 2009 GENERAL FUND BUDGET Finance Account 001-15 Budget Summary FY 2007 FY 2008 FY 2009 Actual Budgeted Budgeted Personnel $296,229 $300,707 $314,673 Contractual 137,033 151,091 157,456 Supplies 11,343 17,331 17,816 Capital 0 0 0 Total $444,605 $469,129 $489,945 Capital Expenditure Summary No capital expenditures 104 105 FY 2009 GENERAL FUND BUDGET Legal Account 001-16 Budget Summary Contractual Total FY 2007 Actual $93,207 $93,207 Capital Expenditures No capital expenditures FY 2008 Budgeted $106,823 $106,823 FY 2009 Budgeted $106,823 $106, 823 106 Fiscal Year 2009 Library 07 din' or ~~ Ti gas 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. Goal The Library Department has four primary goals for the 2009 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. 2007-2008 Accomplishments ^ Added approximately 3,241 new items to the library's materials collection, which increased the collection from 46,311 items to 49,552 print, non-print, and downloadable digital media items; 2.28 per capita. ^ Circulated approximately 202,747 items to Library patrons. ^ Registered approximately 1,242 Colleyville residents for library cards, which increased the total number of residents registered from 11,211, to 12,453; 57% of the population. ^ Provided in-house, telephone and a-mail reference services that resulted in a 2.11 reference transactions per capita rate or a total of 45,851 questions. ^ Provided services and programs that resulted in annual patron library visits of 4.80 per capita, for a total of 104,337 visits. ^ Continued to develop, implement and market approximately 307 adult and children's programs that created an annual program attendance of 12,852; 0.59 per capita. 108 ^ Developed and maintained a collection of materials that had a minimum turnover rate of 4.09, which means that approximately each item in the collection circulated 4.09 times annually. ^ Conducted a document delivery study to monitor the percent of requests filled within specified time periods. ^ Conducted a Materials Availability Output Measure study to determine the percent of successful searches of library patrons. ^ Marketed library materials by creating a variety of theme mixed-media monthly displays. ^ Conducted a complete inventory of the Library's materials collection using the Library's 3-M Digital Library Assistant. ^ Developed 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. ^ Hosted a series of community focus groups and an online patron user survey to assist the Library in conducting a study for expansion of the Library to the 2nd floor. ^ Enhanced patron access to one of the Library's most popular fiction collections by creating a new special collection area for Inspirational Fiction. ^ Improved patron accessibility to the Library's adult materials collections by conducting a complete shift of those collections to add more space per shelf. ^ Enhanced the Library's Reader's Advisory Service to the public by creating a variety bibliographies, suggested reading lists, pathfinders and school reading lists. ^ Hired and trained five new library staff members to fill one existing vacated position and four new positions. ^ Provided volunteer opportunities for adults, Teen Court, National Charity League, National Honor Society, and teens, which provided approximately 3,805 library volunteer hours. ^ Sponsored two new special events, a Library Holiday Open House, which 400 children and adults attended and a Princess Party, which 325 children and adults attended. ^ Offered Colleyville's fifth 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. 109 ^ 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 attended by approximately 100 children and adults. ^ Enhanced Library program options for patrons by adding a second, Tots and Tales program for two and three-year olds. ^ Completed and filed the Library's sixth 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 for the Library to receive a Verizon Grant and a Colleyville Woman's Club Circle of Hope Grant. ^ 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. ^ Implemented a leased audio book collection to enhance patron accessibility to current high-demand audio book titles by purchasing additional copies for every three holds placed per item. ^ Upgraded the Library's leased book collection plan to a higher level to enhance patron accessibility to current high-demand titles by purchasing additional copies for every three holds placed per item. ^ Completely restructured the Library's volunteer program, including training, scheduling, and testing, which greatly improved the effectiveness of the Library's volunteer program. ^ Enhanced the Library's patron notification process by launching two new services, email notification for library materials on hold and overdue materials and Library Elf, a service to assist patrons in tracking library materials, including loans from multiple libraries and alerts before materials are due. ^ Purchased and implemented a new DiscChek Robotic Inspector, a high speed fully automatic disc inspection system without user intervention, which inspects 100 CDs, DVDs at a time. 110 2008-2009 Departmental Objectives ^ Add approximately 2,478 new items to the library's materials collection to increase the collection from 49,552 items to 52,030 print, non-print, and downloadable digital media items; 2.32 per capita. ^ Increase library materials circulation to 9.51 items per capita for a total of 212,884 items. ^ Promote library card registration to increase the total number of residents in Colleyville registered for library cards from 57% to 58%. ^ Provide in-house, telephone and a-mail reference services that result in a 2.15 reference transactions per capita rate or a total of 48,144 questions. ^ Provide services and programs that result in annual patron library visits of 4.89 per capita, for a total of 109,554 visits. ^ Continue to develop, implement and market a variety of adult and children's programs that create an annual program attendance of 13,495; 0.60 per capita. ^ Develop and maintain a collection of materials that has a minimum turnover rate of 4.09, which means that approximately each item in the collection circulates 4.09 times annually. ^ 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. ^ 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 Indigo, 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. 111 Upgrade the Library's Integrated Library System software from 3.3.5 to 4.0, to provide enhanced features for staff and patrons. Develop an implementation 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. 112 Library Service Delivery Measures FY 07 FY 08 FY 09 Actual Budgeted Budgeted Library Collection 46,311 60,000 52,030 Annual Circulation 197,712 202,747 212,884 Library Registrations 12,718 12,890 14,589 Reference Transactions 41,197 37,164 48,144 Annual Library Visits 101,423 104,337 109,554 Library Program Attendance 12,187 11,244 13,495 Meeting Room Usage 5 3 0 Personnel Summary FY 07 FY 08 FY 09 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 2 2 3 Technical Services/Circulation Asst 0 1 1 Library Clerk 3 5 5 Librarian 1 1 1 Youth Services Assistant 1 2 2 Total part-time 7 11 12 113 FY 2009 GENERAL FUND BUDGET Library Account 001-17 Budget Summary FY 2007 FY 2008 FY 2009 .Actual Budgeted Budgeted Personnel $434,395 $504,335 $532,704 Contractual 112,290 95,669 119,605 Supplies 20,604 21,531 21,298 Capital 23,915 56,085 50,000 Total $591,204 $677,620 $723,607 Capital Expenditures Collection Materials $50,000 114 115 City' n/ e 11~ Tc<a+ 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. 2007-2008 Accomplishments ^ Completed design of SH 26 utility relocation. ^ Assisted local businesses along SH 26 in the ROW acquisition process. ^ Continued to expand program of Geographic Information Services. ^ Reviewed and oversaw all commercial and residential development projects. ^ Continued to effectively respond to citizen complaints regarding drainage and transportation issues. ^ Completed construction of Church Street realignment. ^ Completed construction of 16" Transmission Mains. ^ Completed construction of Glade Road Paving & Drainage Improvements. ^ Completed construction of Bogart Drive Paving & Drainage Improvements. ^ Completed construction of 5 million gallon ground storage tank. ^ Completed construction of Felps Drive Drainage Improvements. ^ Completed design of Cottonbelt Trail Phase II. 116 ^ Continued the in-house design of small projects. ^ Investigated the potential for grants and alternate funding sources for public infrastructure improvements. ^ Designed and constructed additional trails and sidewalks. ^ Continued conversion of as-built construction plans to a digital database. 2008-2009 Departmental Objectives ^ Start construction of SH 26 utility relocation. ^ Start design of Street CIP program projects. ^ Continue to assist local businesses along SH 26 in the ROW acquisition process. ^ Continue to expand program of Geographic Information Services. ^ Continue to effectively review and oversee all commercial and residential development projects. ^ Continue to effectively respond to citizen complaints regarding drainage and transportation issues. ^ Continue in-house design of small projects. ^ Investigate the potential for grants/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. 117 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 Administrative Secretary Total full-time FY 07 FY 08 FY 09 Actual Budgeted Budgeted 10 10 10 152 164 131 10 10 10 40 30 30 55 90 100 15 10 5 10 10 5 950 1,000 3500 FY 07 FY 08 FY 09 Actual Budgeted Budgeted 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 p 0 1 5 5 5 118 FY 2009 GENERAL FUND BUDGET Engineering Account 001-18 Budget Summary... FY 2007 FY 2008 FY 2009 Actual Budgeted Budgeted Personnel $465,190 $430,927 $453,560 Contractual 48,508 57,414 38,602 Supplies 40,373 62,908 61,338 Capital 0 0 0 Total $554,071 $551,249 $553,500 Capital Expenditure Summary No capital expenditures 119 120 ~i„ of ~~ ~~ Tc~~e 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. 2007-2008 Accomplishments ^ Contacted neighborhood organizations to encourage their active and participative involvement in reducing crime and code violations by the Code Enforcement Department by developing an "eyes and ears" program for neighborhood groups to report neighborhood code violations. ^ Established and maintained a historical database of all land development cases and ordinances. ^ Continued training and education programs for the Planning and Zoning Commission and Zoning Board of Adjustment. ^ Continued quarterly publication of the Colleyville Development Journal. ^ Revised and updated the Land Use Table in the Land Development Code. 121 Hired a consultant to assist in recommending amendments to Chapter Five - Tree Preservation in the Land Development Code and sent proposed amendments to the City Council for consideration. 2008-2009 Departmental Objectives ^ Assist with the formulation of a redevelopment plan for the SH 26 corridor. ^ Consider and propose various amendments to the Land Development Code. ^ Continue training and education programs for the Planning and Zoning Commission and Zoning Board of Adjustment. ^ Continue quarterly publication of the Colleyville Development Journal. 122 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 Personnel Summary Community Development Manager Development Coordinator Planner I Planning and Zoning Assistant Total full-time FY 07 FY 08 FY 09 Actual Budgeted Budgeted 44 50 50 15 17 17 15 15 15 40 36 36 15 17 17 8 7 7 30 25 30 7.75 7.08 7.50 FY 07 FY 08 FY 09 Actual Budgeted Budgeted 1 1 1 1 1 0 0 0 1 1 1 1 3 3 3 123 FY 2009 GENERAL FUND BUDGET Community Development Account 001-19 Budget Summary FY 2007 FY 2008 FY 2009 Actual Budgeted Budgeted Personnel $264,362 $234,392 $204,644 Contractual 26,733 38,546 35,203 Supplies 6,983 9,133 8,633 Capital 0 0 0 Total $298,078 $282,071 $248,480 Capital Expenditures Summary No capital expenditures 124 125 Gi~y of ~~ Ti<ns 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. 2007-2008 Accomplishments ^ Continued responding to all emergency calls in five minutes or less 90% of the time. ^ Continued providing fire safety and injury prevention classes across the City with a goal of at least 50 classes or 1,000 people trained. ^ Conducted a minimum of 4,000 clock hours of training throughout the organization. ^ Completed construction of new central fire station and fire station 2. ^ Purchased and equipped a new ambulance to replace the current unit. ^ Completed fire safety inspections of all businesses throughout the City. ^ Completed annual testing and maintenance of all fire hydrants in the City. ^ Continued mandatory physical fitness and medical physicals to ensure improved health and early detection of medical issues among all personnel. ^ Developed and implemented the first class of the CFD Officer Development Program. ^ Completed mandatory NIMS training for all supervisory staff in the CFD. 2008-2009 Departmental Objectives ^ Continue to respond to all emergencies with a target response time of five minutes or less 90% of the time. 126 ^ Continue to provide fire and safety education to our citizens through on site demonstrations, school visits, and fire station tours. ^ Re-implement fire safety clown program for school-aged children in all Colleyville Elementary schools. ^ Complete fire safety inspections on all commercial occupancies and target hazards throughout the City. ^ Perform annual maintenance and testing of all fire hydrants throughout the City. ^ Continue mandatory physical fitness and wellness program for all firefighters in an effort to keep personnel healthy and safe while performing their job duties. ^ Create a citizen survey instrument to better gauge customer satisfaction and identify areas of improvement related to fire department service delivery. ^ Conduct our second Citizens Fire Academy and establish the Colleyville CFA Alumni Association as a community partner to the fire department. ^ Continue to develop new leaders within the CFD focusing on driver and officer training. ^ Utilize requested additional firefighter per shift to serve in a dual role as shift firefighters and fire inspectors to assist the fire marshal's office with its workload and service delivery. ^ Continue to assess the performance of the Bedford Fire Department in the southeastern service area known as the Bedford Response Area in Colleyville (BRAG). ^ Utilize the CFD Honor Guard in an increased capacity at various city and community events. ^ Complete required NIMS training for all remaining personnel. ^ Continue to assess the need for additional staffing and resources within the CFD. ^ Begin preparations for replacement of 1999 Quint and additional acquisition of aerial ladder truck to be purchased in the next three years. 127 Fire Department Service Delivery Measures FY 07 FY 08 FY 09 Actual Budgeted Budgeted Fire related calls 630 660 690 Ambulance calls 650 680 720 Total calls per day 3.51 3.67 3.86 Inspections 620 675 700 Investigations 15 15 20 Fire drills 16 16 16 Public fire prevention presentations 40 50 60 Fire hydrant inspections/serviced 1,250 1,280 1300 CPR classes conducted 15 15 15 Fire related training hours 2,300 2,800 3,500 EMS related training hours 1,200 1,200 1,200 Officer Development Training Hours 600 800 800 Total training hours per employee 121 141 157 *Italics indicates new measure for FY 09 128 Fire Department Personnel Summary FY 07 FY 08 FY 09 Actual Budgeted Budgeted Fire/EMS Chief 1 1 1 Fire Marshal 1 1 1 Fire/EMS Training Officer 1 1 1 Lieutenant 6 9 9 Firefighter 24 21 21 Office Assistant 1 1 1 Total full-time 34 34 34 129 FY 2009 GENERAL FUND BUDGET Fire Department Account 001-22 Budget Summary FY 2007 FY 2008 Actual Budgeted Personnel $2,753,420 $2,738,456 Contractual 610,239 662,853 Supplies 117,311 94,053 Capital 37,612 17,550 Total $3,518,582 $3,512,912 FY 2009 Budgeted $3,005,538 706,900 102,735 36,750 $3,851,923 Capital Expenditure Summary SCBA Replacement Program $18,750 Hand Held Radio Replacement Program $18,000 Total $36,750 130 131 Gi~r n/ °~ ~~ T<<,: Police Department Mission The Mission of the Colleyville Police Department is to make Colleyville a safe community, free from fear, in which to live, raise family, and conduct business while providing excellent police services with democratic values to all citizens and visitors. Goal The Goal of the Colleyville Police Department is to promote our public image as a professional, high-service law enforcement agency dedicated to the safety of the community. 2007-2008 Accomplishments ^ Implemented first-ever Motorcycle Officer program. ^ First Colleyville Police Department member to attend the FBI National Academy. ^ STOP THIEF! Theft prevention program initiated and adopted by 9 other agencies. ^ Special Olympics Texas Award for community service. ^ Texas Municipal Courts Association Award for School Zone Safety. ^ Presented "Junior CSI" Summer Youth Program w/ Parks Department. ^ Federal grant funding for high-tech Thermal Imager and training. ^ Combined Police and Fire computer aided dispatch systems to increase 911 emergency services dispatching efficiency. ^ Implemented automated citation system w/ direct downloads into Municipal Court management system. ^ Implemented "Mid-Watch" shift to staff Patrol for response to peak-load hour. ^ Consolidated Patrol vehicle up-fitting by dealership to save time and costs. 132 ^ Hired additional sworn and dispatch personnel in anticipation of growing demands for police services and increased community growth. ^ Initiated revision of departmental operational policies. 2008-2009 Departmental Objectives ^ Continue policy revisions of departmental General Orders and Code of Conduct. ^ Refine the combined Police/Fire computer-aided dispatch system. ^ 100% compliance to state licensing training requirements (TECLEOSE) ^ Anticipate opportunity to conduct amid-year examination of organizational structure. ^ Continue Patrol fleet conversion to more fuel efficient alternative vehicles. 133 Police Department Service Delivery Measures FY 07 FY 08 FY 09 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 354 256 158 122 88 54 35% 35% 34% 122 88 54 66 37 29 81% 82% 84% 79% 81 % 84% Patrol Calls for service Total arrests Part One arrests Driving white intoxicated Citations of Emerg. and Priority 1 calls for service within 6 minutues 35,343 30,767 33,000 734 649 650 122 150 150 120 299 125 11,743 7,211 12,000 51% 60% 60% D.A.R.E. Officer Number of Students receiving Drug Awareness Training Colleyville Middle School 304 290 276 Heritage Middle School 345 265 185 O.C. Taylor Elementary School 245 N/A N/A Bransford Elementary School 180 N/A N/A Glenhope Elementary School 250 N/A N/A Number of Students receiving Life Skills Training: Colleyville Elem. School 607 498 276 Bransford Elem. School 403 420 185 O.C. Taylor Elem. School N/A 216 187 Glenhope Elem. School N/A 230 210 134 Police Department Personnel Summary FY 07 FY 08 FY 09 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 1 1 1 Police Officer* 20 22 23 Total sworn 35 37 38 Office Assistant 1 1 0 Administrative Secretary 0 0 1 Administrative Clerk 1 1 1 Total Admin support (FTEs) 2 2 2 Public Safety Assistant (full-time) 1 1 1 Public Safety Assistant (part-time) 2 2 2 Dispatcher 6 7 7 Communications Supervisor 1 1 1 Animal Control Officer 1 1 1 Total full-time 48 51 52 `Plus additional officers from Cr ime Prevention D istrict Funds 135 FY 2009 GENERAL FUND BUDGET Police Department Account 001-23 Budget Summary FY 2007 FY 2008 FY 2009 Actual Budgeted Budgeted Personnel $3,270,168 $3,532,173 $3,729,139 Contractual 471,001 470,398 509,434 Supplies 54,922 44,201 47,373 Capital 0 2,500 0 Total $3,796,091 $4,049,272 $4,285,946 Capital Expenditure Summary No capital expenditures 136 137 ~~~>' of ~~ ~~ Tca~~ Parks Department 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. 2007-2008 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 (Final Phase). ^ Coordinated development for updating the Comprehensive Parks, Recreation and Open Space Master Plan. ^ Coordinated development of Senior Center Open Space Master Plan. ^ Maintained database program to track employee time, tasks performed and equipment usage on an annual basis. ^ Continued to identify costs savings through improved work processes, innovative equipment and effective facility renovation or designs. ^ Coordinated design and construction of Central Control Irrigation System for all parks, medians, right-of-way, City buildings, etc. 138 ^ Developed and implemented a formal monthly park inspection program utilizing forms to document these park inspections. ^ Created 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. ^ Coordinated design and construction of new concrete trail at Sparger Park. ^ Coordinated design and construction for landscaping median on Riverwalk Drive. 2008-2009 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 until the new plan is adopted. ^ 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 Final Phase. ^ Coordinate design and construction of Cottonbelt Trail Phase II. ^ Coordinate and monitor installation of replacement HVAC units at the Senior Center. ^ Continue to 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. ^ Continue to research, develop and conduct department employee training for self-directed work teams to enhance employee ownership, production and overall staff effectiveness. ^ Review staff duties, assigned areas of responsibilities and equipment allocation to ensure park maintenance operations are being performed as efficiently as possible with current funding and staffing levels. 139 Parks Service Delivery Measures FY 07 FY 08 FY 09 Actual Budgeted Budgeted Property maintained Parks (acres) 202 202 202 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 6 5 6 Projects under construction 9 3 4 Grant applications submitted 1 1 1 Scheduled projects completed 10 4 5 Average park acreage maintained per Park personnel 25.13 22.44 22.44 Tree City USA status Achieved 10 Year Achieved Achieved Irrigation systems maintained 37 32 32 Percent of Baseball field preparations 47% 55% 58% Percent of Softball field preparations 17% 13% 13% Percent of Soccer field preparations 36% 32% 29% Percent of athletic field preparation man-hours 18% 17% 17% Percent of athletic field maintenance man-hours 34% 27% 29% Percent of irrigation repair man-hours 12% 10% 9% Percent of trash collection man-hours 26% 17% 16% Percent of facility and amenity inspection man-hours 9% 8% 8% Percent of outdoor restroom cleaning man-hours 3% 7% 8% Percent of Mowing/Trimming of athletic fields 14% 13% Number of documented park inspections per year 12 12 12 Number of Playground Safety Inspections 260 312 Playground Safety Inspections per week 5 6 Italics denotes new service measures for FY 09 140 Parks Personnel Summary Parks and Recreation Director Parks Maintenance Superintendent Administrative Secretary Parks Supervisor Irrigation Specialist Equipment Operator Parks Maintenance Worker Total full-time FY 07 FY 08 FY 09 Actual Budgeted Budgeted 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 5 6 6 11 12 12 Park Ranger 1 1 1 Park Maintenance Worker 0 2 2 Total Part-time 1 3 3 141 FY 2009 GENERAL FUND BUDGET Parks Account 001-32 Budget Summary FY 2007 FY 2008 FY 2009 Actual Budgeted Budgeted Personnel $623,786 $724,758 $788,567 Contractual 572,585 710,865 748,237 Supplies 72,345 55,728 56,727 Capital 4,008 20,000 0 Total $1,272,725 $1,511,351 $1,593,531 Capital Expenditure Summary No capital expenditures 142 143 City of ~°~ ~~ Tc.~a~ 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 quality of life experienced by citizens in Colleyville through the maintenance and repair of all public streets, the construction of sidewalks, the improvement of street lighting, the repair and replacement of street appurtenances, and the maintenance of drainage channels. 2007-2008 Accomplishments ^ Resurfaced and reconstructed 2 deteriorated streets; Saddle Brook Drive and Plantation Drive North and South in the Tara Plantation and Saddlebrook sub divisions. ^ Completed Mill and overlay project this year; Glade Road East, Cheeksparger Road and Oak Point Drive. ^ Replaced 120 street name and traffic signs to bring them into compliance with the MUTCD standards. ^ Responded to citizen requests and concerns within 24 hours. ^ Patched potholes each day when the weather and work schedule permits. ^ Continued the community service program. ^ Installed two radar speed displays units at Pleasant Run Road school zone location. ^ Completed four subdivisions this year with the crack seal program. ^ Provided traffic counts to the Economic Development Manager and commercial realtors that are working on the sale of commercial property. 144 ^ Completed micro resurfacing of streets in the Brighton Oaks subdivision this year. 2008-2009 Departmental Objectives ^ Respond to citizen requests and concerns within 24 hours. ^ Patch potholes each day the weather and work schedule permits. ^ Replace 300 street name and traffic signs to bring them into compliance with the MUTCD standards. ^ Continue the community service program. ^ Continue crack seal program and complete five subdivisions. ^ Provide traffic counts to the Economic Development Manager and commercial realtors that are working on the sale of commercial property. 145 Streets Service Delivery Measures Streets lane miles miles maintained Traffic control signs installed or replaced School zone flashers maintained Signalized intersections maintained Citizen inquiries responded to within 24 hours Flood Warning System Flashers maintained Personnel Summary Street Superintendent Street Crew Leader Equipment Operator Sign Technician Total full-time 146 FY 07 FY 08 FY 09 Actual Budgeted Budgeted 297 300 305 150 200 250 120 300 300 17 17 17 2 2 2 99% 99% 99% 12 12 12 FY 07 FY 08 FY 09 Actual Budgeted Budgeted 1 1 1 2 2 2 5 5 5 2 2 2 10 10 10 FY 2Q09 GENERAL FUND BUDGET Streets Account 001-33 Budget Summary FY 2007 FY 2008 FY 2009 Actual Budgeted Budgeted Personnel $588,588 $623,867 $662,999 Contractual 258,147 261,901 270,991 Supplies 883,937 1,089,082 1,769,332 Capital 0 0 0 Total $1,730,672 $1,974,850 $2,703,322 FY 2009 Budgeted Capital Personnel 0% 25% II~~,~I al ', , '~ ,> Su lies ~=~~+f~'~'~~'~, : .~,~z r , ,~,~~-s f~ ~,_, ~j ~ Pp _ ~ ~ ~ ~j ~~~ "'~ Contractual 65% ''i V1Y }Y2f,~~~ 2) t ar v t~ke~ ~}y~x~~j ~w~',{ i ~ ~~ ~~ f ~ ~ f Y ~ r F'~'s~.iv> > r z f 1 >' ~ ~% Capital Expenditure Summary No capital expenditures 147 Fiscal Year 2009 Recreation olle~vill 148 City' n! ~~ ~~ Tc..n> Recreation Department 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. 2007-2008 Accomplishments ^ Worked with head tennis professional to increase program participation and revenues. ^ Promoted healthy activities, events and opportunities within the community (Park it! Colleyville, Step-up to Health, Employee Wellness Committee event coordination, National TV- Turnoff Week) to improve health awareness amongst Colleyville residents. ^ Created and implemented new adult night classes at the L.D. Lockett facility. ^ Implemented an annual senior health fair to promote better health and provide health related information. ^ Expanded and enhanced the senior spring fest to a yearly special event to promote the activities, special events and the Senior Center. ^ Created and implemented more programs geared for the baby boomers and intergenerational families. 2008-2009 Departmental Objectives ^ Implement and distribute a bi-monthly recreation newsletter to school common areas and local businesses. ^ Implement several new children's fitness classes in order to promote healthy living, combat childhood obesity and to help foster a fitness mentality in children as they grow into adulthood. 149 ^ Expand the Haunted Trail to include anot-so-scary option for the entire event. ^ Coordinate an instructor/parent meet and greet at L.D. Lockett to increase program awareness. ^ Increase environmental awareness offerings such as "Composting 101" "Tree- Trimming," "Water Conservation" and "Recycling Basics." ^ Expand and enhance Senior Center Volunteer Program. ^ Create three fitness/wellness programs to promote better lifestyle for the senior population. ^ Develop a recycling program at the Senior Center. 150 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 Number of Program Volunteers Italics denotes new service measures for FY 09 151 FY 07 FY 08 FY 09 Actual Budgeted Proposed 153 167 170 54 70 77 57 60 74 27 25 25 1,655 1,725 1,972 323 375 465 448 485 565 7,255 8,474 9,000 324 395 410 1 1 1 0.95 0.95 0.95 2,153 2,200 2,500 20 30 200 Recreation Personnel Summary Recreation Supervisor Recreation Specialist Senior Center Supervisor Total full-time FY 07 FY 08 FY 09 Actual Budgeted Budgeted 1 1 1 1 1 1 0 1 1 2 3 3 152 FY 2009 GENERAL FUND BUDGET Recreation Account 001-34 Budget Summary FY 2007 FY 2008 Actual Budgeted Personnel $119,272 $125,425 Contractual $99,255 $140,567 Supplies $64,780 $60,966 Capital $0 $0 Total $283,307 $326,958 FY 2009 Budgeted $130, 844 $143,228 $64,846 $0 $338,918 Capital Expenditure Summary No capital expenditures 153 154 Gi~y n/ ~~ ~~ T~.,~ Communications & Marketing Mission The Communications & Marketing 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; develop and execute communication vehicles and mediums for communications to the public; and develop and coordinate public events that promote and enhance a positive image of the City. The department is also responsible for marketing city events, activities, and programs for the city, as well as developing and conducting cooperative marketing and communications for efforts in partnership with the city's retail, restaurant, and service sector. Goal The goal of the Communications & Marketing Department is to increase awareness, improve business opportunities, and promote a positive image of the city to all target groups-residents, businesses, media, and the outside markets. 2007-2008 Accomplishments ^ Continued to enhance features of the city's website and continued its development as a marketing tool for the city. ^ Developed and executed the city's first Shop Colleyville program, a cooperative partnership between the city and Colleyville's business retail sector. ^ Pursued electronic options for the City's newsletter to provide enhanced information to citizen/business market. Developed an inexpensive option for delivering printed version to residents upon request. ^ Developed ancillary marketing programs to support Colleyville businesses and economic development. ^ Developed plans for existing public events to provide more interest in the marketplace and to draw greater attendance and media coverage. ^ Developed media strategy to garner coverage that is more consistent and to build the City's recognition factor among media groups. 155 ^ Continued as staff liaison for the Celebrate Colleyville Steering Committee and the Historical Preservation Committee. ^ Developed strategy and work plan to enhance the City's government access channel. ^ Designed and produced the city's first annual report. 2008-2009 Departmental Objectives ^ Develop e-communication tools for more efficient dissemination of information to Colleyville residents and businesses. ^ Execute two Shop Colleyville campaigns. ^ Research and plan for introduction of an upgraded PEG channel for city information, announcements, and marketing opportunities. ^ Continue media and public relations efforts ^ Retool the city's website and newsletter ^ Produce the city's annual report ^ Develop a strategic marketing schedule to market city activities and events to the general public ^ Plan and produce two city events 156 Communications Service Delivery Measures FY 07 FY 08 FY 09 Actual Budgeted Budgeted Respond to Media Inquiries within 60 Minutes 96% 96% 97% Press Releases and Media Alerts 25 31 40 Annual Reports* 1 1 Feature Items Added to Website 12 78 90 Website hits annually 247,000 262,000 267,000 Communicator newsletters produced* 7 12 12 Videos written and produced* 1 2 2 Intranet site designed and developed 0 1 0 Special Events (per year) 3 2 2 Marketing materials developed including 2 5 16 city convention/show booth, banners collateral material, and wraps, poster, and signage Cable channel revisions (per month) 2 6 14 *Italics indicates new measure for FY 09 Personnel Summary FY 07 FY 08 FY 09 Actual Budgeted Budgeted Communications and Marketing Director 0 0 1 Communications Manager 1 1 0 Total full-time 2 1 1 157 FY 2009 GENERAL FUND BUDGET Communications Account 001-36 Budget Summary FY 2007 FY 2008 FY 2009 Actual Budgeted Budgeted Personnel $85,949 $87,668 $122,224 Contractual 33,273 54,492 33,951 Supplies 37,438 67,961 66,356 Capital 0 2,100 0 Total $156,659 $212,221 $222,531 FY 2009 Budgeted Supplies Capital 30% 0% Personnel 55% Contractual 15% Capital Expenditure Summary No capital expenditures 158 Fiscal Year 2009 Colleyville Center ~o11ev~11 ., 159 Cit)' n/ ~~ ~~ rc~,s 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; a quality public facility supported by innovative service techniques; a well trained and productive staff; and a service delivery system which seeks to provide a safe, professional public assembly environment responding to the needs of its citizens. 2007-2008 Accomplishments ^ Maintained or exceeded a 97% customer satisfaction rating of "Excellent." ^ Provided support for the Center Advisory Committee and appointed subcommittees and Marketing and Feasibility Study Consultants. ^ Reviewed policy and rate schedules, benchmarking similar facilities and recommended modification/revision, as needed. ^ Reviewed and implemented the Advisory Marketing Subcommittee's strategic marketing plan. ^ Continued to promote and market the Center by redirecting networking, print and Internet advertising to maximize visibility and increase bookings of non- local clients. ^ Actively sought to partner with local businesses to provide more efficient and beneficial customer services and promoted economic activity for local businesses. ^ Utilized an activity database to continually update and chart usage statistics. ^ Increased revenues by promoting ancillary services and equipment rental. ^ Continued to maintain the facility to promote attractiveness, safety, and optimal customer usage. 160 ^ Continued to review and implement a building maintenance program which addresses immediate and long range needs and identified capital replacement items. ^ Updated and continued 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. 2008-2009 Departmental Objectives ^ Exceed a 97% customer satisfaction rating of Excellent. ^ Provide support for the Center Advisory Committee and appointed subcommittees. ^ Provide support for consultants and advisory groups working on a comprehensive marketing and feasibility study for the Center's future vision. ^ 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. ^ Continue to review and implement a building maintenance program which addresses immediate and long range needs and identifies capital replacement items. 161 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. 162 Colleyville Center Service Delivery Measures FY 07 FY 08 FY 09 Actual Budgeted Budgeted Revenue $223,040 $214,000 $230,000 Events/Bookings 590 630 635 Events/Bookings per business day 2.35 2.50 2.52 Catering Fee $27,000 $30,000 $32,000 Administrative Fees $36,000 $37,000 $39,000 Proposals/quotes generated per week 60 70 City-Sponsored Public Events per year 15 17 Customer Satisfaction Survey- 97% 97% 98% Overall Rating of Excellent *Italics indicates new measure Personnel Summary FY 07 FY 08 FY 09 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 3 163 FY 2009 GENERAL FUND BUDGET Colleyville Center Account 001-37 Budget Summary FY 2007 FY 2008 FY 2009 Actual Budgeted Budgeted Personnel $238,007 $254,203 $272,265 Contractual 91,746 190,200 98,806 Supplies 13,104 15,880 14,080 Capital 0 20,000 0 Total $342,858 $480,283 $385,151 FY 2009 Budgeted Supplies 4% Contractual Capital 26% 0% Personnel 70% Capital Expenditure Summary No capital expenditures 164 Fiscal Year 2009 Human Resources 165 ~~~~• w ~° ~~ Tczas 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. 2007-2008 Accomplishments ^ Reviewed and updated the Personnel Policies and Procedures Manual ^ Managed the succession planning program called Colleyville College for management, supervision, and executive leadership ^ Developed a new performance evaluation system around the core values for implementation in FY09 ^ Implemented a city-wide Intranet for enhanced communication with employees ^ Managed citywide compensation program ^ Managed health insurance costs through updated wellness program and employee health care management education ^ Continued training initiatives for safety, wellness, harassment and diversity ^ Established an employee committee to study and develop an Employee Rewards and Recognition Program ^ Continued mid-level management meetings ^ Coordinated the volunteer program by implementing updates to the Colleyville website 166 2008-2009 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 ^ Evaluate for effectiveness of new performance evaluation system ^ Manage citywide compensation program ^ Manage health insurance costs through implementation of Health Reimbursement Arrangements, employee health care management education and wellness program ^ Continue training initiatives for safety, wellness, harassment and diversity ^ Continue mid-level management meetings ^ Enhance new hire orientation program to include core values and Colleyville culture ^ Implement Employee Safety Committee to target reducing workers' compensation injuries and costs ^ Implement enhanced Employee Recognition and Rewards Program 167 Human Resources Department Service Delivery Measures Percentage of new employee orientation conducted within 3 days Percentage of workers' compensation filed within legal requirements Annual Turnover Employee to Citizen Ratio Percentage of employee population participating in Wellness program Percentage of job openings posted within three days Benefit issues identified and resolved within ten business days Workers' Compensation Experience Modifier Personnel Summary Human Resources Manager Human Resources Analyst Administrative Clerk Total full-time FY 07 FY 08 FY 09 Actual Budgeted Budgeted 95% 95% 90% 100% 100% 100% 10% 16% 15% 8:1000 9:1000 8:1000 70% 40% 40% 85% 90% 95% 95% 64% 80% 0.88 0.88 0.85 FY 07 FY 08 FY 09 Actual Budgeted Budgeted 1 1 1 0 1 1 1 1 1 2 3 3 168 FY 2009 GENERAL FUND BUDGET Human Resources Account 001-39 Budget Summa-y' FY 2007 FY 2008 FY 2009 Actual Budgeted Budgeted Personnel $170,101 $200,594 $208,857 Contractual 11,626 30,374 20,754 Supplies 700 1,796 1,500 Capital 0 1,655 0 Total $182,427 $234,419 $231,111 FY 2009 Budgeted Supplies Ca ital Personnel 90% Capiital Expenditure Summary No capital expenditures 169 170 Gicy ~/ ~~ ~~ teas 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. 2007-2008 Accomplishments ^ Conducted all transactions with citizens in a professional manner with constant concern for quality customer service. ^ Monitored the usage of the automated ticket writers (either PDAs or MDTs). ^ The court implemented 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. ^ Increased the awareness of the automated phone attendant for ticket prices as well as the credit card payments online. ^ Monitored the usage of the security systems before entering the court room for the security of Defendants, public, and court staff. ^ Monitored the website for scheduled fine changes and new law implementation of procedures on traffic options. 2008-2009 Departmental Objectives ^ Conduct all transactions with citizens in a professional manner with constant concern for quality customer service. 171 ^ Implement a new credit card payment system for the webstore payments. The new system will automatically update the cases without a clerk having to enter the payment. ^ Increase awareness to Defendants of the website information on citation options, the automated phone information line that is available 24/7, and the new webstore options for payments that will automatically update the file. ^ Monitor and maintain the automated ticket writers for the Defendants, court staff and Issuing Officers. ^ Change times on trial court dates to reduce the time a Defendant is in Court for a trial setting and to reduce time for officers in Court and associated overtime pay. The Defendants will meet with the Prosecutor an hour before trial court to plea bargain cases. 172 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. Personnel Summary Court Administrator Deputy Court Clerk Administrative Clerk Total full-time FY 07 FY 08 FY 09 Actual Budgeted Budgeted 7,500 10,200 11,000 29 39 41 11,032 11,600 17,500 350 375 550 16.8% 16.9% 17.30% 2.2% 2.2% 5.0% 8 9 10 2,295 2,545 2,900 9 10 12 FY 07 FY 08 FY 09 Actual Budgeted Budgeted 1 1 ~ 1 1 ~ 1 1 ~ 3 3 3 173 FY 2009 GENERAL FUND BUDGET Municipal Court Account 001-41 Budget Summary- FY 2007 FY 2008 Actual Budgeted Personnel $208,283 $211,143 Contractual 17,153 19,791 Supplies 9,004 10,187 Capital 0 0 Total $234,440 $241,121 FY 2009 Budgeted $223,051 20,452 12,367 0 $255,870 Capital Expenditure Summary No capital expenditures 174 Fiscal Year 2009 Fleet Maintenance w , ~ ~. ~. 175 Cin o/ ~~ ~~ Teas 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. 2007-2008 Accomplishments ^ Continued to improve downtime through use of the upgraded scan tool. ^ Decreased downtime for minor repairs by completing 95% of work orders within 24 hours. ^ Increased training and upgraded skills for mechanic assistant. ^ Improved reporting system with the maintenance database upgrade. 2008-2009 Departmental Objectives ^ Continue to improve amount of downtime through use of the upgraded scan tool. ^ Increase preventive maintenance service intervals, decreasing number of service visits per year with the use of synthetic lubricants. ^ Monitor and track engine condition by sending engine oil samples for laboratory analysis. ^ Continue with the city's "Going Green" campaign by reducing the amount of used oil and used oil filters by implementing the use of synthetic lubricants. 176 Fleet Maintenance Service Delivery Measures FY 07 FY 08 FY 09 Actual Budgeted Budgeted Vehicles/Equipment Maintained: Cars 24 25 29 Pickups 34 39 41 Heavy Equipment 31 33 35 Fire Trucks 4 4 4 Ambulances 2 2 2 Total vehicles maintained per employee 31.7 34.3 37 Emergency Generators On-site 4 4 3 Trailers and towed equipment 19 19 21 Light equipment maintained 28 28 30 Miscellaneous pumps, motors, and 45 47 48 mowing equipment Prevent. maintenance (shop time hours) 210 201 Prevent. maintenance (industry standard hours) 247 257 Hours saved 37 56 *Italics indicates new measure 177 Fleet Maintenance Personnel Summary Senior Mechanic Mechanic Mechanic Assistant Total full-time FY 07 FY 08 FY 09 Actual Budgeted Budgeted 1 1 1 1 1 1 1 1 1 3 3 3 178 FY 2009 GENERAL FUND BUDGET Fleet Maintenance Account 001-51 Budget Summary FY 2007 FY 2008 FY 2009 Actual Budgeted Budgeted Personnel $156,552 $170,997 $188,764 Contractual 16,774 18,527 17,521 Supplies 7,239 5,678 5,678 Capital 0 0 0 Total $180,565 $195,202 $211,963 Capital Expenditure'`Summary No capital expenditures 179 Fiscal Year 2009 Building Services ~, ~. ~~ ~ s v c, : ,.:-, , 180 ~icr ~~ ~~ ~~ Tc..as 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. 2007-2008 Accomplishments ^ Responded to 95% of work order requests within 24 hours, and scheduled or prioritized 100% of repair or maintenance calls within 72 hours. ^ Oversight of 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, 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 systems requirements. ^ Monitored stocks of consumable supplies. ^ Conducted an annual benchmarking survey for internal customer satisfaction of City employees having offices in facilities managed by Building Services. ^ Continued to review the building maintenance program and building systems which address immediate and long-range maintenance and identifies capital replacement needs. 181 2008-2009 Departmental Objectives ^ Respond to 97% 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 of City employees having offices in facilities managed by Building Services. ^ Continue to review the building maintenance program and building systems which addresses immediate and long-range maintenance and identifies capital replacement needs. 182 Building Services Service Delivery Measures FY 07 FY 08 FY 09 Actual Budgeted Budgeted Square Footage Maintained 85,000 85,000 85,000 Number of Work Orders Complete 275 400 700 Percentage of Work Orders: Response within 24 hours 95% 95% 97% Resolved or scheduled within 72 hours 99% 99% 99% Customer Janitorial Services Survey of Satisfactory or Better City Hall/Library 87% 89% 90% Justice Center 84% 86% 90% Annual HVAC Inspections/Filter Changes 4 4 4 Carpet/Floor Cleanings 2 2 2 Fire Inspections/Alarm Monitoring 1 1 1 Monthly Elevator Inspections 12 12 12 Security System Monitoring 1 1 1 Exterior Window Cleanings 2 2 2 Fountain Maintenance Service 4 4 4 Personnel Summary FY 07 FY 08 FY 09 Actual Budgeted Budgeted Total Full-Time 0 0 0 Total Part Time 0 0 0 183 FY 2009 GENERAL FUND BUDGET Building Services Account 001-57 Budget Summary FY 2007 FY 2008 Actual Budgeted Contractual $225,486 $248,700 Supplies 9,657 8,250 Total $235,143 $256,950 FY 2009 Budgeted $235,991 8,700 $244,691 FY 2009 Budgeted Supplies Capita Expenditure Summary No capital expenditures 184 Contractual 96% Fiscal Year 2009 Information Services yr C 't' f j ~-yf~z. 185 Cin' ~l ~~ Tcsas 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. 2007-2008 Accomplishments ^ Increased the wireless meshlinx interconnectivity for Fire Department, Seniors Center, and City Hall in order to eliminate redundancy in City network. ^ Maintained the wireless meshlinx interconnectivity for all Fire Department and Public Works facilities. ^ Continued Information Services training for Windows Server, Veritas, Sunbelt, and Macromedia Suite. ^ Maintained the computer network in operation twenty-four hours per day, seven days per week. ^ Provided same day response for software and equipment support. ^ Prevented intrusion of computer viruses that would damage City data files. ^ Increased the size of the backup systems for Police and Fire Department. 2008-2009 Departmental Objectives ^ Rebuild the network infrastructure with a modular blade and san system. 186 ^ Go paperless with LaserFiche by getting a blade and scalable san system in place. ^ Bring a GIS ESRI ArcServe server into the network by getting the blade and scalable san system in place. ^ Increase the Internet bandwidth. We are currently at 1.5MB up and down. We need to increase to 10MB or better on a scalable fiber pipe. ^ Install a new fire wall, and separate the public web port to the Library from the City Hall web port. ^ Set up all AV recording to be done on DVR's and DVD's. Phase out VHS completely. ^ Implement a new backup strategy. ^ Maintain the wireless meshlinx interconnectivity for all Fire Department, Public Works and Justice Facilities. ^ Continue Information Services training for Windows Server, Cisco, Extreme, and VMware. ^ 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. ^ Replace some of the Extreme Switches with Cisco (this is a gradual process to have all of the same backbone equipment). ^ Replace some of the older and slower Meshlinx wireless nodes. 187 Information Systems Service Delivery Measures FY 07 FY 08 FY 09 Actual Budgeted Budgeted Number of printers maintained 107 109 112 Number of computers maintained 166 160 172 Number of servers maintained 27 29 31 Number of work orders received 1,000 1,253 1,500 of work orders completed on time 99 99 99 of emergency requests resolved 99 99 99 within 24 hours of downtime encountered while user 1 1 1 machine is being repaired Personnel Summary FY 07 FY 08 FY 09 Actual Budgeted Budgeted Network Administrator 1 1 1 Desktop Support Specialist 1 1 0 Information Systems Technician 0 0 1 Total full-time 2 2 2 AV Intern 1 1 1 Total part-time 1 1 1 188 FY 2009 GENERAL FUND BUDGET Information Services Account 001-59 Budget Summary Personnel Contractual Supplies Capital Total FY 2007 Actual $102, 539 93,628 68,811 0 $264,977 FY 2008 Budgeted $146,663 89,849 129,210 0 $365,722 FY 2009 Budgeted $146,663 89,849 129,210 0 $365,722 Capital Expenditure Summary No capital expenditures 189 Fiscal Year 2009 General Fund Non-Departmental Expenses ~ti. ~~ 190 FY 2009 GENERAL FUND BUDGET Non-Departmental Expenditures Budget Summary FY 2007 FY 2008 FY 2009 Actual Budgeted Budgeted Personnel $0 $454,630 $396,351 Contractual 0 0 0 Supplies 0 0 0 Capital/Equipment Reserve 135,000 135,000 135,000 Transfers 0 15,000 27,500 Total $135,000 $589,630 $558,851 Capital Expenditure Summary Equipment Replacements Vehicle Replacements Total $45,890 $89,110 $135,000 191 Fiscal Year 2009 Utility Fund Summary (k" 192 UTILITY FUND SUMMARY TOTAL UNRESERVED BEGINNING RETAINED EARNINGS - 10/1 $ OPERATING REVENUES Water Sales $ Wastewater Sales Water Installation Wastewater Installation Sewer Tie-On Charges Engineering Charges Penalties Miscellaneous TOTAL (~PFRATING RFVFNl1FS A OPERATING EXPENSES Utility Administration $ Utility Billing Utility Operations Transfer to General Fund Transfer to Arts Fund Merit Adjustment TOTAL OPERATING EXPENSES $ 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 BUDGET BUDGET ACTUAL FY 2009 FY 2008 FY 2007 3,501,929 $ 3,644,110 $ 4,227,760 7,341,404 $ 2,264,638 48,000 22,900 5,000 35,000 168,106 15,000 7,232,910 $ 2,188,056 48,000 22,900 5,000 35,000 158,342 13,000 6,141,512 2,132,689 41,530 21,400 20,908 78,063 155,303 30.603 214,839 $ 208,211 $ 199,232 576,216 590,033 322,865 7,459,221 7,511,273 7,497,197 756,787 716,395 664,085 7,500 15,000 0 48,536 77,217 107,164 9,063,099 $ 9,118,129 $ 8,790,543 $ 350,000 $ 245,000 $ 718,551 100,000 337,000 0 (885,482) (972,260) (1,133,666) $ (435,482) $ (390,260) $ (415,115) $ 401,467 $ 194,819 $ (583,650) $ (100,000) $ (337,000) $ 0 $ 3,803,396 $ 3,501,929 $ 3,644,110 One-time expense to be used for acquisition of a utility billing/financial software package lease ($100,000), * 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) 193 Utility Fund Revenues Wastewater Sales 22% Tie-On Fees- ~--~--ering iterest Income / Miscellaneous 3% Penalties 2% Water Sales 71% 1% Utility Fund Expenses Debt Service Tran: Billing 5% Ac Administration 2% Operations 74% 194 Colleyville Water /Wastewater Rates Fiscal Year Comparison $80 $70 $60 $50 $40 $30 $20 $10 $0 $74.29 $74.29 $74.29 $74.29 2006 2007 2008 2009 $ / 15,000 gallons of water D$ / 10,000 gallons of wastewater $140 $120 $100 $80 $60 $40 $20 $0 Water /Wastewater Rate City Comparison FY 2009 Combined Bill - 15,000 gallons of water and 10,000 gallons of wastewater _--- --- $83.70 $74.29 : ,a- $66.75 - ~ #}'' ~""_ ~ ~~ Rah.. a ,. -- r 4 ,~, ~ ~< .~;. ;f~s~ ~ ~ , ~. ~ ' , + ; -, _,; ~:; $95.50 -o ~ ~ ~ ~ v N ~ c O ~ 'j '~ > N N ~ ~ j a~~i a = Y v m m U C7 z = r 0 z Y (0 L 0 195 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 140. 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 140. 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 $5,400,000 with an anticipated interest rate of 2.5%. s2oo saoo 9000 8900 saoo a~oo 8soo 8500 saoo 8300 8200 WATER CUSTOMER GROWTH FY 2006 - FY 2009 ~~t_ 2006 2007 2008 2009 WASTEWATER G'OMECTION GRUIIIiH ~r 2oos - ~r zoos 8400 _.._......_ ................____... saoo a2oo 8100 ___ aooo _ ___ 7soo 7eoo ~~oo -- 7soo -- 7eoo ` 7400 Zoos 2007 Zoos I i ~,- 2009 196 FY 2009 REVENUE ESTIMATE UTILITY FUND OPERATING REVENUE 5817-WATER SALES 5818-SEWER SALES 5821-SEWER INSTALLATION 5822-WATER INSTALLATION 5827-ENGINEERING 8~ DEV 5829-SEWER TIE-ON CHARGES 5833-PENALTIES 5839-MISCELLANEOUS REVENUE TOTAL OPERATING REVENUE NON-OPERATING REVENUE 5716-INTEREST INCOME 5790-USE OF AVAILABLE CASH TOTAL NON-OPERATING REVENUE TOTAL INCOME FY 06 FY 07 FY 08 FY 08 FY 09 ACTUAL ACTUAL BUDGET PROJECTED BUDGET 9,153,333 6,141,512 7,232,910 6,979,367 7,341,404 1,914,756 2,132,689 2,188,056 2,340,850 2,264,638 48,700 21,400 22,900 22,900 22,900 76,840 41,530 48,000 48,000 48,000 55,018 78,063 35,000 68,468 35,000 12,339 20,908 5,000 5,000 5,000 175, 263 155, 303 158, 342 158, 342 168,106 14,693 30,603 13,000 14,500 15,000 $11,450,942 $8,622,008 $9,703,208 $9,637,427 $9,900,048 609,072 718,551 245,000 385,000 350,000 0 0 337,000 337,000 100,000 $609,072 $718,551 $582,000 $722,000 $450,000 $12,060,014 $9,340,559 $10,285,208 $10,359,427 $10,350,048 197 QU1'StANIbiIKii3':D~~tS~tv#G~ ~t~Q~1lEftt~#1A~NTSt~Y ~I~.aGAI~XtA~t W~tTER AN~SEWERRE1/~NtJ~ 6(INDS::`: :. '.:'.:'.:. ':'.:':'. FISCAL PRINCIPAL INTEREST TOTAL YEAR 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 $5,840,000 $1,169,967 $7,009,967 ;QGI~'STANIpIN(s BClNDS;BYISSl3B W4 TE~2':ANI} SEWER: REIEN~IE BON p5 DESCRIPTION FISCAL YEAR INTEREST PRINCIPAL OF MATURITY RATES AMOUNT OUTSTANDING 1996 REV & RFD BONDS 2017 3.15% TO 5.40% $1,450,000 1998 REVENUE BONDS 2018 6.75% TO 4.25% $1,750,000 2002 REFUNDING BONDS 2015 2.00%T04.00% $1,560,000 2004 REFUNDING BONDS 2014 3.73% TO 3.73% $1,080,000 TOTAL $5,840,000 N.,.U .L F?lrC2tiE f~LM1^N'T;s .: FISCAL YEAR PRINCIPAL INTEREST TOTAL CURRENT YEAR 2009 $640,000 $245,482 $885,482 MAXIMUM YEAR 2012 $740,000 $160,314 $900,314 AVERAGE ANNUAL DEBT SERVICE $700,997 `so>~~ a~agY~I~MT iN>=c?RMRTION 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. 198 OUTSTANDING DEBT SERVICE REQUIREMENTS -REVENUE SUPPORTED DEBT 1996 REVENUE & REFUNDING BONDS FISCAL YEAR PRINCIPAL INTEREST TOTAL 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 $1,450,000 $401,327 $1,851,327 1998 R EVENUE BONDS FISCAL YEAR PRINCIPAL INTEREST TOTAL 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 $1,750,000 $448,245 $2,198,245 2002 REFUNDING BONDS FISCAL YEAR PRINCIPAL INTEREST TOTAL 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 $1,560,000 $196,003 $1,756,003 2004 REFUNDING BONDS FISCAL YEAR PRINCIPAL INTEREST TOTAL 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 $1,080,000 $124,396 $1,204,396 199 Fiscal Year 2009 Utility Administration T~. 200 ~i~)' o/ ~e ~~ Tca~s 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. 2007-2008 Accomplishments ^ Complied with the Texas Commission on Environmental Quality annual Consumer Confidence Report. ^ Continued operation and planning and implementing enhancements of the Utility Department SCADA system. ^ Installed and operated the Low Water Crossing Emergency High Water Signals and SCADA system. ^ Contracted and administered the Annual Street Resurfacing Program and CIP Street Reconstruction activities. ^ Coordinated street light repair as requested by citizens. ^ Coordinated street light installations as requested by citizen groups. ^ Provided assistance to other departments ensuring City events (Celebrate Colleyville, etc.) were successful. ^ Continued to provide services outside normal operations to other departments such as sewer line maintenance at the soccer fields, pavement repair/refurbishing in parks, etc. ^ Worked with Engineering Department to ensure subdivision and capital projects were completed properly with a minimum of interruption to the citizens. 201 2008-2009 Departmental Objectives ^ Comply with the Texas Commission on Environmental Quality annual Consumer Confidence Report. ^ Continue operation and planning and implementing enhancements of the Utility Department SCADA system. ^ Continue operation and planning and implementing enhancements for the Low Water Crossing Emergency High Water Signals and SCADA system. ^ Contract and administer the Annual Street Resurfacing Program and CIP Street Reconstruction activities. ^ Coordinate street light repair as requested by citizens. ^ Coordinate street light installations as requested by citizen. ^ Provide continued cooperation with other departments to ensure City events (Celebrate Colleyville, etc.) are successful. ^ Provide services that are 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 correctly with a minimum of interruption to the citizens. ^ Implement the use of synthetic engine lubricants to enhance the life vehicles, reduce fuel usage, reduce the hours of service required, and reduce the waste stream from our shop. ^ Continue training of mechanics and helper to ensure knowledge is current. 202 Utility Administration Service Delivery Measures FY 07 FY 08 FY 09 Actual Budgeted Budgeted Water Work Orders 1,500 1,500 2000 Backflow Work Orders 750 800 1200 Wastewater Work Orders 600 600 2000 Street Work Orders 300 300 400 Drainage Work Orders 70 100 80 Fleet Maintenance 905 950 850 Total Work Orders 3,620 4,250 6530 Work Orders per business day 14 16 25 Personnel Summary FY 07 FY 08 FY 09 Actual Budgeted Budgeted Public Works Operations Manager 1 1 1 Office Assistant 1 1 1 Total full-time 2 2 2 Clerk, part-time 1 1 1 Total part-time 1 1 1 203 FY 2009 UTILITY FUND BUDGET Utility Administration Account 002-11 Budget Summary FY 2007 FY 2008 Actual Budgeted Personnel $191,476 $190,528 Contractual 6,556 15,923 Supplies 1,200 1,760 Capital 0 0 Total $199,232 $208,211 FY 2009 Budgeted $196,603 11,896 6,340 0 $214,839 Capital Expenditure Summary No capital expenditures 204 Fiscal Year 2009 Utility Billing olle}7eille 205 Ci~y n/ ~~ ~~ r~>,; 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. 2007-2008 Accomplishments ^ Administered rain freeze sensor rebate program. ^ Promoted water conservation tips on utility bills. ^ Continued to re-evaluate 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. ^ Continued training 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. 206 ^ Continued on-line new customer service. ^ Continued outsourcing the printing and mailing of utility bills. 2008-2009 Departmental Objectives ^ Implement automation bank draft. ^ Implement new file system for old meter books. ^ Implement new check endorsing machine for daily water deposit. ^ 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 to outsource the printing and mailing of utility bills. ^ Continue to promote water conservation tips on utility bills. 207 Utility Billing Service Delivery Measures FY 07 FY 08 FY 09 Actual Budgeted Budgeted Percent of payments posted correctly 99.9% 99.9% 99.9% Billing cycles read and mailed on 100% 100% 100% schedule Weekly telephone inquiries 190 195 198 Average Number of days to respond to customer investigations 1 1 1 Billing error rate 0.30% 0.30% 0.30% Number of bankdraft participants 700 803 901 Promotion of water bill conservation tips 5 12 9 Promotion of reminder serwer calculations on water bills 3 *Italics indicates new measure Personnel Summary FY 07 FY 08 FY 09 Actual Budgeted Budgeted Utility Billing Supervisor 1 1 1 Billing Clerk 1 1 1 Administrative Clerk 1 1 1 Utility Accountant 1 1 1 Total full-time 4 4 4 Administrative Clerk, part-time 1 1 1 Total part-time 1 1 1 208 FY 2009 UTILITY FUND BUDGET Utility Billing Account 002-20 Budget Summary FY 2007 FY 2008 FY 2009 Actual Budgeted Budgeted Personnel $187,398 $252,676 $284,577 Contractual 96,837 292,223 244,261 Supplies 38,631 45,134 47,378 Capital 0 0 0 Total $322,866 $590,033 $576,216 Capital Expenditure Summary No capital expenditures 209 Fiscal Year 2009 Utility Operations z. ° ~ r c> _ _ .f 210 Cin• n/ ~C ~ ~~ ~r~.,, 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 service at all times, while providing the highest quality customer service available. 2007-2008 Accomplishments ^ Continued to maintain an effective and positive working relationship with the Trinity River Authority (TRA). ^ Exceeded State and Federal water quality requirements for 100% of the water supplied to our citizens. ^ Enhanced 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. ^ Continued to reduce water outages by improving the Water Valve Maintenance Program and increase training for repair crews. ^ Continued water meter replacement program that ensures 10% of the residential water meters are replaced or calibrated per the Water Conservation and Emergency Management Plan. ^ Provided training for personnel to ensure a safe workplace and also provide job-related training for obtaining and maintaining certifications relating to water and wastewater. ^ Continued to upgrade and enhance security equipment and procedures for the water system identified in the Vulnerability Assessment. 211 2008-2009 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°/0 of the water supplied to our citizens. ^ Continue to improve the Sewer Cleaning and Inspection Program by closely monitoring the frequency of line cleaning and TV inspection to ensure a minimum of blockages. With new TV equipment purchased in the current budget we will be able to inspect and make any needed repairs to approximately 10% of the sewer system per year. ^ Continue to reduce the amount of unaccounted water by metering water being used for line flushing. ^ Continue to replace 10% of residential water meters yearly per the Water Conservation and Emergency Management Plan. This increases the accuracy of the water meters thus increasing revenue. ^ Continue to provide personnel with job related training to ensure state water and wastewater certifications are current and the most up to date practices are being utilized. 212 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 FY 07 FY 08 FY 09 Actual Budgeted Budgeted 190 197 199 162 175 176 2,130 2,462 2,480 8,420 8,650 8,820 842 865 882 3.23 3.31 3.38 3 3 3 2 3 3 3 3 3 3 2 2 8 6 0 1,260 1,285 1,299 213 Utility Operations Personnel Summary FY 07 FY 08 FY 09 Actual Budgeted Budgeted Utility Superintendent 1 1 1 Project Inspector 1 1 1 Utility Supervisor 1 1 1 Utility Crew Leader 4 4 4 Utility Operator 7 7 7 Backflow Technician 1 1 1 Well Pump Maintenance Operator 1 1 1 Meter Servicer 1 1 1 Engineering Technician, Right-of-Way 1 1 1 Meter Reader 2 2 2 Vulnerability Manager 1 1 1 GIS Coordinator 1 1 1 Total full-time 22 22 22 214 FY 2009 UTILITY FUND BUDGET Utility Operations Account 002-61 Budget Summary FY 2007 FY 2008 FY 2009 Actual Budgeted Budgeted Personnel $1,456,298 $1,497,844 $1,552,548 Contractual 5,928,860 5,269,139 5,683,383 Supplies 112,039 129,790 130,790 Capital 0 614,500 92,500 Total $7,497,198 $7,511,273 $7,459,221 Capital Expenditure Summary Utility Security Measures $10,000 Replacement and new water pipe $5,500 Replacement and new sewer pipe $2,000 Water meters and hydrants $75,000 Total $92,500 215 Fiscal Year 2009 Utility Fund Non-Departmental Expenses v YY 216 FY 2009 UTILITY FUND BUDGET Non-Departmental Expenditures Budget Summary FY 2008 FY 2009 FY 2007 Actual Budgeted Budgeted Personnel $0 $77,217 $48,536 Contractual 0 0 0 Supplies 0 0 0 Capital/Equipment RE 0 0 0 Transfers 664,085 731,395 764,287 Debt Service 1,133,666 972,260 885,482 Total $1,797,751 $1,780,872 $1,698,305 UTILITY FUND DEBT SERVICE Budget Summary FY 2007 Actual FY 2008 Budgeted FY 2009 Budgeted Debt Service $1,133,666 $972,260 $885,482 217 218 DEBT SERVICE FUND SUMMARY BEGINNING FUND BALANCE - 10/1 BUDGET BUDGET FY 2009 FY 2008 $ 814,686 $ 1,254,686 $ FUND REVENUES Current Property Taxes Delinquent Property Taxes Penalty & Interest Transfer-in CCCPD Fund Interest Income/Other Use of Available Cash TOTAL REVENUES FUND EXPENDITURES 1994 G.O. & Refunding Bonds 1999 G.O. Bonds 1999 CCCPD Sales Tax Bonds 2001 G.O. Refunding Bonds 2002 Certificates of Obligation 2006 G.O. Refunding Bonds 2007 G.O. Bonds Fire Truck Lease Ambulance Lease Asphalt Distributor Lease Fire Station Furnishings/Equipment Loan 2006 & 2007 Bonds Issuance & Refunding Expense Paying Agent TOTAL EXPENDITURES LESS USE OF AVAILABLE CASH ENDING FUND BALANCE - 9/30 ACTUAL FY 2007 1,082,681 $ 2,111,405 $ 2,160,919 $ 1,981,216 16,000 16,000 11,654 12,000 12,000 15,363 502,721 501,498 520,761 25,000 32,000 57,241 0 440, 000 0 $ 2,667,126 $ 3,162,417 $ 2,586,235 $ 0 $ 128,313 $ 124,615 26, 750 27, 888 24, 050 341,125 339,174 341, 550 1,165, 338 1,158, 925 1,115, 325 484,725 481,525 482,590 324,538 202,723 112,351 232,750 267,822 0 49,723 49,723 49,723 38,177 37,000 0 0 24, 324 24,324 0 440, 000 0 0 0 136, 862 4, 000 5, 000 2, 840 $ 2,667,126 $ 3,162,417 $ 2,414,230 $ 0 $ (440,000) $ 0 $ 814,686 $ 814,686 $ 1,254,686 One-time draw down to be used for Fire Station furnishings/equipment loan 219 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, 2009 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 of Texas Legal Debt Limit City of Colleyville FY 2009 Tax Rate $0.3559 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 2009 Tax Rate $0.3559 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 2009 debt portion of the tax rate is $.067305, which is 4.49% of the permissible debt service allocation. 220 ~a~11'~t'~tdDIN~ D!~~TSERV~~ I~~QIl~l2~M~NT& ~iY FfSGXt1.Y~A TkXStJR~ORTE€3 DEBT `..'.' FISCAL YEAR PRINCIPAL INTEREST TOTAL 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 $12,375,000 $3,737,470 $16,112,470 QUtS7~41~DIKl!G'$ONIE}S~YIS~t~T~iX S111~POR'1'~D~1~t3T;';;;;;. DESCRIPTION FISCAL YEAR INTEREST PRINCIPAL AMOUNT OF MATURITY RATES OUTSTANDING 1999 GENERAL OBLIGATION BONDS 2010 4.0% TO 6.0% $50,000 2006 GENERAL OBLIGATION RFD BONDS 2014 4.0% TO 4.6% $4,900,000 2002 CERTIFICATES OF OBLIGATION 2020 4.2% TO 4.7% $1,880,000 2006 GENERAL OBLIGATION RFD BONDS 2020 3.64% TO 3.64% $970,000 2007 GENERAL OBLIGATION BONDS 2027 4.0% TO 5.0% $4,575,000 TOTAL $12,375,000 AiNMUiAL REQiJ{REMENTB FISCAL YEAR PRINCIPAL INTEREST TOTAL CURRENT YEAR 2009 $1,590,000 $482,505 $2,072,505 MAXIMUM YEAR 2009 $1,590,000 $482,505 $2,072,505 AUTHClRICEDt;EE~ERAL f7iBLIL;ATIbt!>E DE6T .: ; The City currently has no authorized but unissued General Obligation debt. PURPOSE OF AMOUNT AMOUNT UNISSUED IMPROVEMENT AUTHORIZED ISSUED BALANCE TOTAL $0 $0 $0 221 OUTSTANDING DEBT SERVICE REQUIREMENTS -TAX SUPPORTED DEBT 1999 GENERAL OBLIGATION BONDS FISCAL PRINCIPAL INTEREST TOTAL YEAR 2009 $25, 000 $1, 750 $26, 750 2010 $25,000 $588 $25,588 TOTAL $50,000 $2,338 $52,338 2001 GENERAL OBLIGATION REFUNDING BONDS FISCAL PRINCIPAL INTEREST TOTAL YEAR 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 $4,900,000 $544,413 $5,444,413 2002 CERTIFICATES OF OBLIGATION FISCAL PRINCIPAL INTEREST TOTAL YEAR 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 $1,880,000 $477,959 $2,357,959 222 OUTSTANDING DEBT SERVICE REQUIREMENTS -TAX SUPPORTED DEBT 2006 GENERAL OBLIGATION REFUNDING BONDS FISCAL PRINCIPAL INTEREST YEAR TOTAL 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 $970,000 $132, 860 $1,102,860 2007 GENERAL OBLIGATION BONDS FISCAL PRINCIPAL INTEREST TOTAL YEAR 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 $2,479,900 $7,054,900 223 Fiscal Year 2009 Drainage Utility Fund 224 DRAINAGE UTILITY FUND SUMMARY TOTAL UNRESERVED RETAINED EARNINGS - 10/1 FUND REVENUES Drainage Fees Penalties/Misc 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 2009 FY 2008 FY 2007 $ 681,221 $ 999,646 $ 853,658 $ 859,728 $ 846,036 $ 828,780 15, 045 14, 806 13,193 68,000 * 377,833 '"` 0 31,500 31,500 44,896 $ 974,273 $ 1,270,175 $ 886,869 $ 608,980 $ 903,848 $ 462,387 260,420 276,994 278,494 7,500 15,000 0 10,687 14,925 0 $ 887,587 $ 1,210,767 $ 740,881 $ (68,000) $ (377,833) $ 0 $ 699,907 $ 681,221 $ 999,646 * One-time expense to be used for Public Works building improvements " 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) 225 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: Commercial/industrial use customers would pay $24.40 per acre of development, churches and schools would pay $15.25 per acre of development, and park type customers would pay $10.68 per acre. Revenue growth in this fund comes from an estimated 140 new residential and commercial customers. 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 $21,500 is projected on the estimated available cash balance of $860,000 (interest rate of 2.5%). 8,600 8 ,500 8 ,400 8 ,300 s,zoo 8,100 8,000 7 ,900 7 ,800 ~,~oo 7 ,600 DRAINAGE CUSTOMER GROWTH FY 2006 - FY 2009 2006 2007 2008 2009 226 FY 2009 REVENUE ESTIMATE FY 06 FY 07 FY 08 FY 08 FY 09 ACTUAL ACTUAL BUDGET PROJECTED BUDGET DRAINAGE UTILITY FUND OPERATING REVENUE 5942-DRAINAGE FEES 806,201 828,780 846,036 842,149 859,728 5833-PENALTIES 12,048 13,193 14,806 14,806 15,045 TOTAL OPERATING REVENUE $818,249 $841,973 $860,842 $856,955 $874,773 NON-OPERATING REVENUE 5825-INTEREST INCOME 39,940 44,896 31,500 24,935 31,500 5790-USE OF AVAILABLE CASH 0 0 377,883 377,883 68,000 TOTAL NON-OPERATING REVENUE $39,940 $44,896 $409,383 $402,818 $99,500 TOTAL INCOME $858,189 $886,869 $1,270,225 $1,259,773 $974,273 227 €i c ~ '.~a......cwt&~~~is~Al:~r~~~:'; ;:;;:: aJUT~T~NpiN~p!~9T,S~,.1/i,.:~ ..~~iU.., ................................................................................ ::::::::'.'::::: .......................... Q~~MAGE l,lTl~tlf ~YSTEAII:IEt~~I~NUE $QMGSS ; FISCAL PRINCIPAL INTEREST TOTAL YEAR 2009 $170,000 $90,420 $26C 2010 $175,000 $83,260 $25E 2011 $185,000 $75,608 $26C 2012 $195,000 $67,340 $26~ 2013 $200,000 $58,550 $25E 2014 $210,000 $49,220 $25f 2015 $220,000 $39,220 $25S 2016 $100,000 $31,650 $131 2017 $105,000 $26,625 $131 2018 $110,000 $21,250 $131 2019 $115,000 $15,625 $13( 2020 $125,000 $9,625 $13~ 2021 $130,000 $3,250 $13< TOTAL $2,040,000 $571,643 I...... OM QUT~7ANq~ING.F3...,.,t3S. ~X..;3&4~~ i; ;!I!;' i pRAlt~`AE: aE UTI~~~:S~FST~M REt/EN>,1>r 8OND~ DESCRIPTION 2001 REV & RFD BONDS 2021 INTEREST RATES 4% TO 5% $2,611,643 PRINCIPAL AMOUNT OUTSTANDING $2,040,000 $2,040,000 INTEREST TOTAL $90,420 $260,420 $67,340 $262,340 AVERAGE ANNUAL DEBT SERVICE $200,896 R~1N~R~PAYyI~Klt INf~'S .......................................................................................... 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 Drainage Revenue Bonds is 1.25 times average annual debt service. FISCAL YEAR OF MATURITY 228 ~i~)' of ~~ ~v 7c..,; 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. 2007-2008 Accomplishments ^ Obtained the MS4 Storm Water Permit by end of FY 2008. (Pending TCEQ permit approval). ^ Completed drainage improvement project phase three of Shelton Drive. ^ Continued daily street sweeping operations on the monthly zone schedule. ^ Responded to all Colleyville residents with drainage or mosquito questions or problems within 24 hours. ^ Inspected and made necessary repairs to 1,243 inlets and 38 outfalls twice per year. ^ Cleaned approximately 4,443 linear feet of ditch. ^ Mowed rights-of-ways where prudent property owners did not have proper or sufficient equipment to perform the task. ^ Maintained seven low water crossings. ^ Cleaned two bridge areas twice per year. ^ Completed installation •of the Advance Flood Warning System lights at all low water crossings. 229 2008-2009 Departmental Objectives ^ 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. ^ Continue working with the homeowner associations on the storm water inlet- marking program. ^ Obtain MS4 Permit FY 08 or 09 pending TCEQ'S approval. 230 Drainage Service Delivery Measures FY 07 FY 08 FY 09 Actual Budgeted Budgeted Capital projects managed 10 10 10 Development cases reviewed 152 164 131 Average plan review time (days) 10 10 10 Construction plans, site plans 40 30 30 and drainage studies reviewed Active drainage complaints 63 70 80 City projects under design 15 10 5 City projects under construction 10 10 5 Drainage ditches maintained (miles) 72 72 72 Drainage inlets 1,243 1,243 1,243 Drainage Outfalls 38 38 38 Citizen inquiries responded to within 24 hours (%) 99% 99% 99% Personnel Summa FY 07 FY 08 FY 09 Actual Budgeted Budgeted Project Inspector 1 1 1 Drainage Crew Leader 1 1 1 Equipment Operator 4 4 4 Total full-time 6 6 6 231 FY 2009 DRAINAGE FUND BUDGET Drainage Account 017-52 Budget Summary FY 2007 FY 2008 FY 2009 Actual Budgeted Budgeted Personnel $320,571 $343,037 $362,452 Contractual $78,480 $140,837 $136,337 Supplies $63,336 $42,141 $42,191 Capital $0 $377,833 $68,000 Total $462,387 $903,848 $608,980 Capital Expenditure Summary Fire escape stairs $38,000 Public works building replacements $30,000 Total $68,000 232 233 FY 2009 SUMMARY OF CAPITAL OUTLAY GENERAL FUND BUILDING INSPECTION FIVE HAND HELD COMPUTER /PRINTERS LIBRARY COLLECTION DEVELOPMENT FIRE SCBA UNITS HAND HELD RADIO REPLACEMENT PROGRAM TOTAL CAPITAL EQUIPMENT REPLACEMENT PARKS TORO 325D MOWER/SWEEPER ENGINEERING 1/2 TON PICK-UP TRUCK PARKS PICK-UP TRUCK PICK-UP TRUCK STREETS 3/4 TON PICK-UP TRUCK 1/2 TON PICK-UP TRUCK TOTAL GENERAL FUND CAPITAL OUTLAY $ IMPACT ON DESCRIPTION EXPENSE OPERATING OF OPERATING BUDGET EXPENSE $27,510 N $1,000 RC MAINT CONTRACT $50,000 N/R $1,000 RC SUPPLIES $18,750 R $650 RC SUPPLIES $18,000 R $500 RC MAINTNENACE $36,750 $1,150 $45,450 R $800 RC FUEL, MAINTENANCE $20,500 R $750 RC FUEL, MAINTENANCE $13,500 R $750 RC FUEL, MAINTENANCE $13,500 R $750 RC FUEL, MAINTENANCE $20,500 R $750 RC FUEL, MAINTENANCE $27,500 R $750 RC FUEL, MAINTENANCE $264,450 $3,700 UTILITY FUND UTILITY BILLING FINANCIAL SOFTWARE PACKAGE $100,000 R $20,000 RC UTILITY OPERATIONS SECURITY ENHANCEMENTS WATER PIPE SEWER PIPE WATER METERS AND HYDRANTS TOTAL TOTAL UTILITY FUND DRAINAGE UTILITY FUND DRAINAGE FIRE ESCAPE STAIRS PUBLIC WORKS BUILDING REPLACEMENTS TOTAL TOTAL DRAINAGE UTILITY FUND $10,000 N $500 RC REPAIRS, MAINTENANCE $5,500 R $500 RC REPAIRS, MAINTENANCE $2,000 R $500 RC REPAIRS, MAINTENANCE $75,000 N/R $0 $92,500 $1,500 $192,500 $21,500 $38,000 N $0 $30,000 R $500 $68,000 $500 $68,000 $500 NOTES: N = NEW, R =REPLACEMENT, RC =RECURRING COST REPAIRS 234 Fiscal Year 2009 Capital Improvement Program ~~ . ~ ~~~ .~. .: 235 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. 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 May 2008, the City Council met and established the five-year goals for the City (see page 48). Various projects in the Capital Improvements program will ensure these goals are met. They include additional lanes and medians on State Highway 26, the city's main commercial corridor. This is accompanied by State Highway 26 water and sewer line relocations and various waterline projects. Planned park improvements include Senior Center open space improvements, McPherson Park Phase II and Pleasant Run Trail construction. Following this introduction is a detail budget sheet and map for each proposed project, SOURCES OF FUNDS: 5 YearCEDC-The City receives funding for capital projects from the Colleyville Economic Development Corporation (CEDC). 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 Fund -Residents may contribute $2.00 per month via their water bill payment to the Voluntary Park Fund to fund park projects Planned Future Revenue Bond Issuance - As a part of Utility system upgrades, revenue bonds are planned on being issued in future years. Available Cash Utility Fund -Funded from reserves in excess of 90 days of working capital. Grants -Proceeds from state and federal grants. 236 FY2008 -CAPITAL PROJECT RECAP SHEET Project Department PARKS STREETS WATER Project Title McPherson Park Phase II Pleasant Run Trail Senior Center Open Space Improvements TOTAL PARKS: Highway 26 Improvements: New Lanes and Medians TOTAL STREETS: Felps Dr, Acuff Ln, Greenbriar, Cheek Sparger Waterline Improvements HWY 26 Water & Sewer Utility Relocations Oak Knoll Drive Waterline Improvements Warwick and John Mc Cain Waterline Improvements Westcoat Transmission Main Waterline Improvements TOTAL WATER: $215,544 TOTAL CAPITAL PROJECTS: $2,557,919 _-` ~ ~. ~: Total FY 2009 Expenditures 1,923,580 160, 000 128,519 $2,212,099 $0 215, 544 237 City Development Capital Improvement Project Detail Project Title: McPherson Park -Phase II Department: Parks and Recreation Project Manager: Monica Sue Walsh Construction Firm: TBD Design Consultant: Newman, Jackson, Bieberstein Inc. Description & Location: McPherson Park is located at 312 McDonwell School Road. Phase II will include water conservation areas, garden demonstration areas, water harvesting, splash pad and renovations to the existing Rock House as a learning center. Purpose/Justification: To meet the needs of the Colleyville Parks, Recreation and Open Space Master Plan and the City's committment to partner with various community groups for water conservation purposes. Cost FY 08 FY 09 Future Total Cost Plannin Desi n 63,484 73,580 0 137,064 Testin /Ins ection 0 0 0 0 Land Ac uisition 0 0 0 0 Construction 0 1,850,000 150,000 2,000,000 Miscellaneous 0 0 0 0 Total Cost 63,484 1,923,580 0 2,137,064 Fundin FY 08 FY 09 Future Total Cost 5-Year CEDC CIP 0 500,000 0 500,000 Parkland Dedication Fund 0 587,064 0 587,064 Voluntar Park Fund 63,484 336,516 150,000 550,000 CEDC Bonds 0 0 0 0 Utilit Fund 0 500,000 0 500,000 Total Fundin Necessar 63,484 1,923,580 150,000 2,137,064 Impact on Operating Budget FY 09 Bud et FY 10 Planned Future Personnel 0 30, 000 30, 900 Contractual 0 53,100 54,693 Su lies 0 1,900 1,957 Ca ital 0 45,000 25,000 Tota I 0 130,000 112, 550 238 H W Z W J J ~ = 00 >- e'er ~~ ~J etti g r 300 0 300 Feet McPherson Phase II 1~ Geographic Information Systems 239 City Development Capital Improvement Project Detail Project Title: Pleasant Run Trail Department: Parks and Recreation Project Manager: Monica Sue Walsh Construction Firm: TBD Design Consultant: TBD Priority: Description & Location: This is a 10' trail along Pleasant Run Road that will provide pedestrian and bicycle access to the Pleasant Run area including Colleyville Elementary School and Colleyville Middle School. The northern section of the trail will be completed initially. The trail is part of the "Colleyville Pathways Plan". Purpose/Justification: To provide pedestrian and cycling access for the citizens of Colleyville. Cost FY 08 and rior FY 09 Future Total Cost Plannin Desi n 0 0 0 0 Testin /Ins ection 0 0 0 0 Land Ac uisition 0 0 0 0 Construction 0 160,000 340,000 500,000 Miscellaneous 0 0 0 0 Total Cost 0 160,000 340,000 500,000 Fundin FY 08 (and rior) FY 09 Future Total Cost 5-Year CEDC CIP 0 160,000 340,000 500,000 Total Fundin Necessar 0 160,000 340,000 500,000 Impact on Operating Budget FY 09 Bud et FY 10 Planned Future Personnel 0 0 0 Contractual 0 0 10,000 Su lies 0 0 0 Ca Ital 0 0 0 Total 0 0 10,000 240 Colleyville t Colleyvi rel O ~ ~ Middle I Elem m BOGART DR I T Hidden aks Estates a Try a -'KWy City ~ V ~ MAIN ST " ~ ~v PIAZZA ^~~A ~~ Proposed Sidewalks Zoo o Zoo 40o Feet Pleasant Run from Bogart to Main St ~+~ Geographic Information Systems 241 City Development Capital Improvement Project Detail Project Title: Senior Citizens Center Open Space Improvements Department: Parks and Recreation Project Manager: Monica Sue Walsh Construction Firm: TBD Design Consultant: TBD 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 amenities for the citizens of Colleyville. Cost FY OS and rior FY 09 Future Total Cost Plannin Desi n 18,618 0 0 18,618 Testin /Ins ection 0 0 0 0 Land Ac uisition 0 0 0 0 Construction 22,250 128,519 300,000 450,769 Miscellaneous 0 0 0 0 Total Cost 40, 868 128, 519 300, 000 469, 387 Fundin FY 08 and prior FY 09 Future Total Cost 5-Year CEDC CIP 40,868 128,519 300,000 469,387 Total Fundin Necessar 40,868 128,519 300,000 469,387 Impact on Operating Budget FY 09 Bud et FY 10 Planned Future Personnel 0 0 0 Contractual 0 18,000 18,500 Su pi@S 0 12,000 12,300 Ca `ital 0 0 15,000 -Total 0 30,000 45,800 242 i i ii ~ P CT W ~~~N t O.C.Taylor Elem Fire ~' Stat ~® a~ ~ ~ a~ ~ U p,, o ~ '~ ~ ~ n J 'y'.~ ~`~ ' T~ I~ Senior Center ~~ Open Space Development Geographic Information Systems 243 200 0 200 400 Feet City Development Capital Improvement Project Detail Project Title: State Highway 26 Improvements New Lanes and Medians Department: Engineering Project Manager: Jeremy Hutt 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). Purpose/Justification: This project will improve traffic flow, will improve the image and appearance of Colleyville. Cost FY OS FY 09 Future Total Cost Plannin Desi n 70,500 0 0 70,500 Testin /Ins ection 0 0 0 0 Land Acquisition 0 0 0 0 Construction 0 0 35,000,000 35,000,000 Miscellaneous 0 0 0 0 Total Cost 70,500 0 35,000,000 35,070,500 Fundin FY 08 FY 09 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 30,000,000 30,000,000 Total Fundin Necessar 70,500 0 35,000,000 35,570,500 Impact on Operating Budget FY 09 Bud et FY 10 Planned Future Personnel 0 0 0 Contractual 0 0 0 Su lies 0 0 0 Ca it~l 0 0 0 Total` 0 0 0 244 N 2000 0 2000 Feet SH 26 Improvements _- Geographic Information Syste City Development Capital Improvement Project Detail Project Title: Felps Drive, Acuff Lane, Greenbriar Lane and Cheek Sparger Waterline Improvements Department: Engineering Project Manager: Jeremy Hutt Construction Firm: TBD Design Consultant: TBD Priority: 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" Purnose/Justification: The existing water facilities in this area are undersized and provide low 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. Cost FY 08 (and rior) FY 09 Future Total Cost Plannin Desi n 0 0 40,242 40,242 Testin /Ins ection 0 0 16,767 16,767 Land Ac uisition 0 0 0 Construction 0 0 335,345 335,345 Miscellaneous 0 0 0 Total Cost 0 0 392,354 392,354 Fundin FY 08 and rior FY 09 Future Total Cost Water Im act 105252 105,252 Future Utilit Bond Sale 287,105 287,105 Total Fundin Necessa 0 0 287,105 392,357 Impact on Operating Budget FY 09 Bud et FY 10 Planned Future Pefsonnel 0 0 0 Contractual 0 0 0 Su lies 0 0 1,500 Ca ttai 0 0 0 Tota I 0 0 1, 500 246 N Felps, Acuff & -- _ Greenbriar, Cheek S ar er ~~ 300 0 300 Feet p g Waterline Improvements Geographic Information System 247 City Development Capital Improvement Project Detail Project Title: HWY 26 Water & Sewer Utility Relocations Department: Engineering Project Manager: Jeremy Hutt Construction Firm: TBD Design Consultant: Teague, Nall and Perkins Priority: 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/Justil"-cation: 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 08 and rior FY 09 Future Total Cost Plannin Desi n 195,730 215,544 0 411,274 Testin /Ins ection 0 0 135,000 135,000 Land Ac uisition 0 0 0 0 Construction 0 0 4,500,000 4,500,000 E ui ment /Miscellaneous 0 0 0 0 Total Cost 195,730 215,544 4,635,000 5,046,274 Fundin FY 08 and rior FY 09 Future Total Cost Utilit Fund Available Cash 195,730 215,544 0 411,274 Future Utilit Bond Sale 0 0 4,635,000 4,635,000 Total Fundin Necessa 0 0 4,635,000 5,046,274 Impact on Operating Budget FY 09 Bud et FY 10 Planned Future Personnel 0 0 0 Contractual 0 0 56,000 5u lies 0 0 0 Ca ital 0 0 0 Total 0 0 56,000 248 N 2000 0 2000 Feet SH 26 Water & Sewer Utility Relocations ~~ Geographic Information Systems 249 City Development Capital Improvement Project Detail Project Title: Oak Knoll Drive Waterline Improvements Department: Engineering Project Manager: Chad Bartee Construction Firm• TDB Design Consultant: TBD Priority: Description & Location: This project will upgrade an improve 1,495 feet of 8" water line from Cheshire Drive to Bowman Drive along Oak Knoll Drive. Purpose/Justifrcation: 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 08 and rior FY 09 Future Total Cost Plannin Desi n 0 0 27,807 27,807 Testin /Ins ection 0 0 11,586 11,586 Land Ac uisition 0 0 0 0 Construction 0 0 231,729 231,729 E ui ment /Miscellaneous 0 0 0 0 Total Cost 0 0 271,122 271,122 Fundin FY 08 and rior FY 09 Future Total Cost Water Im act 0 0 271,123 271,123 Total Fundin Necessa 0 0 271,123 271,123 Impact on Operating Budget FY 09 Bud et FY10 Planned Future Personnel 0 0 0 Contractual 0 0 0 Su lie$ 0 0 6,500 Ca itai 0 0 0 Total 0 0 6,500 250 N 300 0 300 Feet Oak Knoll Waterline Improvements from Cheshire Dr to Bowman Dr ~~ Geographic Information Systems 251 City Development Capital Improvement Project Detail Project Title: Warwick Ave and John McCain Road Waterline Improvements Department: Engineering Project Manager: Jeremy Hutt Construction Firm: TBD Design Consultant: TBD Priority: Description & 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/Justi ti rcation: 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 08 and rior FY 09 Future Total Cost Plannin Desi n 0 0 30,934 30,934 Testin /Ins ection 0 0 12,889 12,889 Land Ac uisition 0 0 0 0 Construction 0 0 257,780 257,780 E ui ment /Miscellaneous 0 0 0 0 Total Cost 0 0 301,603 301,603 Fundin FY 08 and rior FY 09 Future Total Cost Water Im act 301,603 301,603 Total Fundin Necessa 0 0 301,603 301,603 Impact on Operating Budget FY 09 Bud et FY 10 Planned Future Personnel 0 0 0 Contractual 0 0 6,000 Su lies 0 0 0 Ca ital 0 0 0 "Total 0 0 6,000 252 90 0 90 180 Feet ~ 12" 1 ~ 1 sh A , n astleton n n z '~ r N ~ ~~ nl ~ ~ / \ II ~ I I 200 0 200 400 Feet N Upgrade 6" Waterlines Warwick Ave and John McCain -- ~ Geographic Information Systems 253 City Development Capital Improvement Project Detail Project Title: Westcoat 12" Transmission Main Waterline Improvements Department: Engineering Project Manager: Jeremy Hutt Construction Firm• N/A 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 08 and rior FY 09 Future Total Cost Plannin Desi n 0 0 27,807 27,807 Testin /Ins ection 0 0 11,586 11,586 Land Ac uisition 0 0 0 0 Construction 0 0 231,729 231,729 E ui ment /Miscellaneous 0 0 0 0 Total Cost 0 0 271,122 271,122 Fundin FY 08 and rior FY 09 Future Total Cost Water Im act 0 0 271,123 271,123 Total Fundin Necessa 0 0 271,123 271,123 Impact on Operating Budget FY 09 Bud et FY 10 Planned Future Personnel 0 0 0 Contractual 0 0 2,000 Su lies 0 0 5,000 Ca ital 0 0 0 Total 0 0 7,000 254 N Westcoat Transmission ~ ~~ 300 0 300 Feet 12 ~~ Llne Geographic Information Systems 255 Fiscal Year 2009 Demographic Information f. 256 CITY OF COLLEYVILLE FOR FY 2009 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. Community 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 ~ ,, ..,, _ _ _, ~. ,. :: .-- .~~ -~- i ~ ~~ i ~ ? ~~~~~~ f~~ The average appraised value of residential property in 2009 is $391,133 The average new home building permit size in 2008 is 5,704 square feet The average value of a home being built in Colleyville in 2008 is $492,182 257 Government Colleyville was founded January 10, 1956 and has aCouncil-Manager form of government under a Home Rule Charter. Miles of streets maintained: 305 Miles of water mains maintained: 199 Miles of sanitary sewer maintained: 176 Registered voters: 17,698 Police protection: 38 Fire protection: 33 Number of park acreage maintained: 202 Number of playgrounds: 7 Education: Colleyville is primarily served by the Grapevine-Colleyville ISD. See www.gcisd-k12.orq Named a "What Parents Want" award-winning district for the 15t" consecutive year during the 2007-2008 school year The Texas Education Agency rated 9 campuses "exemplary" in 2008 (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 2008-2009: 13,860 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 12t" grades. 258 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 in#ersection 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. 259 CITY OF COLLEYVILLE TOP TEN TAXPAYERS FISCAL YEAR 2009 % OF TOTAL ASSESSED ASSESSED VALUATION VALUATION MELVIN & MARTINDALE $25,806,252 0.71% TXU ELECTRIC DELIVERY $17,858,176 0.49% LTF REAL ESTATE $12,275,000 0.34% COLLEYVILLLE PLAZA $6,508,174 0.18% KEITH & MISSY HUTTON $6,283,500 0.17% G POINTS SC LTD $6,042,358 0.17% AMERICAN NATIONAL BANK OF TEXAS $5,880,738 0.16% RP25 DEVELOPMENT LP $5,801,685 0.16% UHLMANN-COLLEYVILLE LLC $5,558,425 0.15% VILLAGE MANAGEMENT $5,198,100 0.14% TOTAL $97,212,408 2.69% 260 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 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 2009 22,900 $157,754 0.34% $540 $391,133 261 TAXABLE ASSESSED VALUATIONS BY CATEGORY FOR FISCAL YEARS 2009-2005 CATEGORY 2009 VALUATION 2009 % TO 2008 VALUATION 2008 % TO 2007 VALUATION 2007 % TO TOTAL TOTAL TOTAL REAL,RESIDENTIAL, SINGLE FAMILY $3,146,931,570 84.57% $2,955,252,347 85.19% $2,715,228,491 85.25% REAL,RESIDENTIAL, MULTI-FAMILY 354,741 0.01% 308,965 0.01% 323,400 0.01 REAL, VACANT LOTS/TRACTS 71,165,827 1.91 % 58,148,998 1.68% 58,043,441 1.82% REAL, ACREAGE (LAND ONLY) 14,968,367 0.40% 25,525,900 0.74% 8,059,167 0.25% REAL, FARM AND RANCH IMPROVEMENTS 7,711,055 0.21 % 7,677,537 0.22 % 7,451,075 0.23 REAL, COMMERCIAL 315,342,053 8.47% 269,937,300 7.78 % 238,593,634 7.49 REAL, INDUSTRIAL 0 0.00% 0 0.00% 0 0.00% REAL, TANGIBLE AND PERSONAL,UTILITIES 31,012,077 0.83% 28,578,808 0.82% 28,356,652 0.89% TANGIBLE PERSONAL, COMMERCIAL 61,180,789 1.64% 54,885,785 1.58% 57,125,012 1.79% TANGIBLE PERSONAL, INDUSTRIAL 1,911,896 0.05% 80,440 0.00% 356,079 0.01 TANGIBLE PERSONAL, MOBILE HOMES 59,453 0.00% 0 0.00% 60,153 0.00% REAL PROPERTY, INVENTORY 70,324,764 1.89% 68,583,797 1.98% 71,365,539 2.24% TOTAL APPRAISED VALUE BEFORE EXEMPTIONS $3,720,962,592 100.00% $3,468,979,877 100.00% $3,184,962,643 100.00% LESS:TOTAL EXEMPTIONS/REDUCTIONS 108,393,735 95,672,554 104,856,342 TAXABLE ASSESSED VALUE $3,612,568,857 $3,373,307,323 $3,080,106,301 2006 VALUATION 2006 % TO 2005 VALUATION 2005 % TO CATEGORY TOTAL TOTAL REAL,RESIDENTIAL,SINGLEFAMILY $2,496,506,709 83.52% $2,321,652,389 83.87% REAL,RESIDENTIAL, MULTI-FAMILY 334,600 0.01 % 145,500 0.01 REAL, VACANTLOTS/TRACTS 54,821,479 1.83% 57,282,136 2.07% REAL, ACREAGE (LAND ONLY) 25,907,294 0.87 % 30,443,588 1.10% REAL, FARM AND RANCH IMPROVEMENTS 9,116,138 0.30% 9,610,374 0.35% REAL, COMMERCIAL 246,164,397 8.24% 209,252,902 7.56% REAL, INDUSTRIAL 0 0.00% 0 0.00% REAL, TANGIBLE AND PERSONAL,UTILITIES 27,337,130 0.91 % 31,803,865 1.15% TANGIBLE PERSONAL, COMMERCIAL 56,090,606 1.88% 53,259,251 1.92 TANGIBLE PERSONAL, INDUSTRIAL 429,146 0.01% 398,487 0.01 TANGIBLE PERSONAL, MOBILE HOMES 60,653 0.00% 61,053 0.00% REAL PROPERTY, INVENTORY 72,396,402 2.42% 54,268,490 1.96% TOTAL APPRAISED VALUE BEFORE EXEMPTIONS $2,989,164,554 100.00% $2,768,178,035 100.00% LESS:TOTAL EXEMPTIONS/REDUCTIONS 130,822,824 130,056,539 TAXABLE ASSESSED VALUE $2,858,341,730 $2,638,121,496 BBeaB _- __ 262 OVERLAPPING DEBT AND TAX RATES FOR THE CITY OF COLLEYVILLE FY 2009 ESTIMATED % CITY'S TAXABLE TOTAL ATTRIBUTED OVERLAPPING ASSESSED FY 2009 G.O. TAX TO CITY OF G.O. ENTITY VALUATION TAX RATE DEBT COLLEYVILLE TAX DEBT CITY OF COLLEYVILLE $3,612,568,857 $0.3559 $12,375,000 100.00% $12,375,000 SCHOOL DISTRICTS: BIRDVILLE $7,061,242,485 $1.4150 $272,220,479 0.80% $2,177,764 CARROLL $5,088,302,639 $1.4150 $135,566,873 0.45% $610,051 GRAPEVINE-COLLEYVILLE $10,278,036,078 $1.2900 $291,650,892 20.79% $60,634,220 HURST-EULESS-BEDFORD $8,318,054,269 $1.2955 $214,930,493 1.56% $3,352,916 KELLER $9,958,022,227 $1.4169 $603,100,493 2.81% $16,947,124 COUNTY ENTITIES: TARRANT COUNTY $115,750,639,763 $0.2640 $346,495,000 2.97% $10,290,902 HOSPITAL DISTRICT $115,750,639,763 $0.2279 $29,585,000 2.97% $878,675 JUNIOR COLLEGE DISTRICT $116,301,558,004 $0.1380 $49,005,000 2.97% $1,455,449 TOTAL DIRECT AND OVERLAPPING G.O. DEBT $108,722,099 RATIO OF DIRECT AND OVERLAPPING DEBT G.O. DEBT TO ASSESSED VALUATION 3.01 PER CAPITA OVERLAPPING G.O. TAX DEBT $4,748 NOTE: THE CITY OF COLLEVYILLE IS SERVED BY FIVE INDEPENDENT SCHOOL DISTRICTS (BIRDVILLE, CARROLL, GRAPEVINE-COLLEYVILLE, HURST-EULESS-BEDFORD AND KELLER) 263 264 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. 265 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 266 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. 2s~ 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. 268 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. 269