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HomeMy WebLinkAboutBudgets-Budgets-6/1/2010COLLEY~ILLE TEXAS vision Statement: Colleyville is a modeCcity with attention to being an efficient and~attractive neigFc6orFiood-oriented community sensitive to our history, resources, and resicCents. CO LLEY'VI LLE TEXAS ~l~lission Statement: ~Ihe mission of the City of ColleyviCle is to provide unique customer service through our tradition of e.~celCent stezvarcCship, employee innovation and~integrity. Integrity Service Innovation 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, 2008. 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 2010 Annual Budget Table of Contents City Council ............................................................. ............................................ 1 Executive Summary ................................................ ............................................ 3 Budget Message ..................................................... ............................................ 7 Organizational Charts .............................................. .......................................... 29 Budget Process ....................................................... .......................................... 32 All Funds Summary ................................................. .......................................... 40 Goals/Work Initiatives .............................................. .......................................... 44 Financial Policies ..................................................... .......................................... 51 General Fund Summary .......................................... .......................................... 56 General Fund Revenue Projections ......................... .......................................... 59 Ad Valorem Tax Data .............................................. .......................................... 65 City Council ............................................................. .......................................... 70 City Manager's Office .............................................. .......................................... 75 Building Inspection .................................................. .......................................... 82 Economic Development ........................................... .......................................... 87 City Secretary .......................................................... .......................................... 93 Finance ................................................................... ........................................ 100 Legal ....................................................................... ........................................ 106 Library ..................................................................... ........................................ 108 Engineering ............................................................. ........................................ 116 Community Development ........................................ ........................................ 121 Fire .......................................................................... ........................................ 127 Police ...................................................................... ........................................ 134 Parks ....................................................................... ........................................ 140 Streets ..................................................................... ........................................ 146 Recreation ............................................................... ........................................ 151 Communications ..................................................... ........................................ 157 Colleyville Center .................................................... ........................................ 162 Human Resources ................................................... ........................................ 168 Municipal Court ....................................................... ........................................ 173 Fleet Maintenance ................................................... ........................................ 178 Building Services ..................................................... ........................................ 184 Information Services ................................................ ........................................ 189 General Fund -Non-Departmental Expenses .......... ........................................ 194 Utility Fund Summary .............................................. ........................................ 196 Utility Administration ................................................ ........................................ 204 Utility Billing ............................................................. ........................................ 209 Utility Operations ..................................................... ........................................ 214 Utility Fund -Non-Departmental Expenses .............. ........................................ 220 Debt Service Fund ................................................... ........................................ 222 Drainage Utility Fund ............................................... ........................................ 228 Capital Outlay .......................................................... ........................................ 238 Capital Improvement Program ................................. ........................................ 240 Demographic Information ........................................ ........................................ 257 Glossary .................................................................. ........................................ 265 Fiscal Year 2010 City Council CO LLEY~TI LLE TEXAS Fiscal Year 2010 City Council David Kelly -Mayor Jon Ayers -Mayor Pro Tem Carol Wollin -Place 1 Michael Muhm -Place 2 Stan Hall -Place 3 Tom Hart -Place 5 Mike Taylor -Place 6 COLLEY~TILLE TEXAS 2 Fiscal Year 2010 Executive Summary COLLEY~TILLE TEXAS COLLEYVILLE TEXAS 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 property." 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 2010 budget. The proposed budget is balanced and in accordance with State law, City Charter and ordinances. The combined proposed expenditures and transfers total $36,451,800 which is a $1,016,533 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 65 days over the 90 day minimum and the Utility Fund is projected to have 36 days over the 90 day minimum, day's cash balance as of September 30, 2009. 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. As anon-recurring revenue source, beginning fund balances are only to be used to fund capital or other one-time expenses. .- •- . ~. General 155 $8,037,398 Utility 126 $3,631,045 4 In formulating the proposed budget, staff first looked to the Council's visioning and goals and objectives to shape how we work to continue excellent service delivery in a recession with very limited revenue growth. Using this as a back drop, staff has prioritized the needs of the City, as identified by the Council, while maintaining a conservative fiscal approach that has allowed Colleyville to achieve a AAA bond rating, the highest rating of any comparable size city in Texas. A careful reading of the proposed budget will reveal recommendations which focus on maintaining competitive employee benefits and continuing to invest in the city's infrastructure. 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 2010 treated water and wastewater from Trinity River Authority effective in December 2009 • Fund all debt requirements and provide for adequate debt service fund balances • Average reduction of 2.26% in most departmental base budgets • Assumed a 20% decrease in fuel costs • Maintained a sound personnel salary and benefits package Over the years, Colleyville's budget document has evolved from a simple financial report with proposals for expenditures and estimates of revenue, into what has become the most comprehensive annual document 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 four strategic goals: • Foster a commitment to community investment. • Continue focus to delivering superior services and demanding results. • Continue organizational development with a focus to -Being the Best. 5 • Sustain a reputation for excellence. 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 12 month period, the proposed budget was once again developed with an emphasis on strategic objectives which are identified as part of the City'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 and continued commitment to employee benefits. 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 a-mail at IeaketCc~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 Kelly Cooper (Assistant City Manager), Terry Leake (Director of Finance), Karen Hines (Accountant), and Elise Welborn (Human Resources Manager) for their efforts in building our service plan for 2010. 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 2010 Budget Message COLLEYVILLE COLLEY'VILLE TEXAS VtStON Colleyville is a model city with attention to being an efficient and attractive neighborhood-oriented community, sensitive to our history, resources and residents. ~C?~E~~ ~~d 4~J~C~'1t6f>A;S :• Make Colleyville more prosperous through economic 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. ~e~~tir~r~~ feat ~~ d~~ta~~r~~~ ~~~~.~ie~r ~~~~~~ a~r~d d~~t~:~di~g ~~~tt~ :• 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. ~~e~t%e~~a~ or~~iit~~ta~ ei~v~teap~~~t witl€a teams tea -- ~.~ie~~ tk~@ 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. x~~t~~~ ~ e~p~t~tiea ~ea~r ~e~tk~et~ :• 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. 8 COLLEYVILLE TEXAS yy We are pleased to present the proposed FY 2010 Combined Annual Operating Budget for the City of Colleyville. This document represents the staff's 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 delivery and maintains current service levels. 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 will be placed on the City website and cable channel. A budget public hearing is scheduled for September 1, 2009 to allow citizens to provide comments regarding the proposed budget. The proposed budget will be presented to City Council for final approval on September 15, 2009. On the national level, economic data over the last year has shown negative growth in the economy. For Colleyville, the local economy has remained fairly stable despite the recession nationally. The City is fortunate to have a strong residential base that helps to soften the negative effects of economic fluctuations. However, limited growth is expected in economy-driven revenues, such as sales tax, property tax and some business fees. It is also expected that the current trend of limited new construction will continue into next fiscal year, and no new subdivisions are expected to be platted this next year. The cost drivers in the proposed budget include increases in compensation market adjustments, health care, and pension costs. Despite these cost increases, the General Fund expenditures decreased 2.4%. During the development of the budget, staff kept an eye on current and projected economic indicators as we developed projected revenues and projected expenditure 9 During the development of the budget, staff 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, 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: 10 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 affirmed 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: 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. 11 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 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 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 current recession and the increased costs in health care and the City's pension system, which effects all departments. 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. 12 ^ 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. In setting out the charge for preparing recommendations for the proposed budget, staffs attention was drawn to the four broad Council goals. At the onset of this year's budget development process, staff was challenged with the goal of identifying a 5% base budget reduction. Each line item of each base budget was reviewed for efficiency and optimal use of resources. Departments also identified service enhancements through the budget adjustment process, but due to significant declines in development revenue and interest earnings coupled with significant employee benefit cost increases, no service enhancements are recommended for funding in this proposed budget. 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. As a result, the discipline in our communications program is highly specialized, involving the need to convey specific messages to varying targeted audiences. To augment current staff time, the proposed budget provides $20,000 toward using various communications consultants for projects throughout the year. ^ CEDC 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 through Colleyville Economic Development Corporation in the amount of $43,000 continues for Celebrate Colleyville, as does the $24,400 allocated for the Old Tyme BBQ and other City sponsored events, such as the Blue Shoe Project Blues Festival. Funding in the amount of $65,000 is also recommended from the CEDC for the general marketing, promotion and advertisement of the City. In an effort to enhance and strategically focus the City's economic development efforts, funding in the amount of $72,000 is recommended for a comprehensive merchandising plan. This plan will define target retail tenants for the City's primary business corridors and identify prospective retail operators for Colleyville. 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 $293,521 in funding toward design and construction of entry/monument markers to highlight entrances to the City. 13 ^ 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, $10,000 is provided by the CEDC to the Fund. Each year, staff evaluates 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 special attention toward enhancement of the maintenance and reconstruction of streets. ^ General Fund The estimated useful life of asphalt overlay is eight to 12 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 $1,000,000 for pavement maintenance to aggressively address our infrastructure maintenance needs. This funding allows the City to address several miles of roadway during the year. Continue the funding of the micro-resurfacing program from the difference in revenues over expenditures in the FY 2009 General Fund budget up to 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 that has been already escrowed in the neighborhood districts as approved by City Council in November 2008. 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 adopted in October 2008 a proposal from staff regarding the CIP and approved a resolution for the recommended 10 year pay-as-you-go program. This program provides a means to address street infrastructure improvements by using the General, Utility and other appropriate funding sources (as outlined in the CIP document). FY 2010 CIP includes rehabilitation and resurfacing of all streets in the Saddlebrook Subdivision ($702,000) to be funded from a draw down of available cash in the General Fund; the intersection of Glade and Pool Roads; Apple Valley Drive, Elm Street, Ponderosa Lane; and engineering design of the intersection of John McCain and Pleasant Run Roads. 14 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. ^ General Fund The proposed budget continues progress toward the long-term goal of expanding the operations of the Library, Colleyville Center and park system. With completion of the spatial reorganization study, staff has developed an operational cost and financial implementation plan. This plan's focus will be to utilize available space to provide enhanced support for children's and adult programming. The FY 2009 proposed budget provided $20,000 as a transfer to the Capital Projects Fund, which may be used for the initial schematic design of $8,614 with the remainder balance being used for the engineering design and construction document preparation for the expansion project. The proposed budget also continues to include $15,000 for the Library's material collection from the General Fund and $185,000 from the Voluntary Library Fund for a total of $200,000. With the completion of the Colleyville Center study, renovation of the center may be possible through funding from the Colleyville Tomorrow Fund. The second phase of McPherson Park is under construction and includes additional parking and pavilion space, a splash pad, demonstration gardens, renovated rock house and open space. 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 green park elements such as a drought tolerant demonstration gardens, cisterns for capturing rainwater at the rock house and pavilion, native plants, low pressure valves on the splash pad, drip irrigation, and wild flower plantings. 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. A continued initiative of staff will be the development of a 10 year CIP for the City's park system upon completion of the Comprehensive Parks, Recreation and Open Space Master Plan. ^ CEDC With the completion of first phase of the Senior Center Open Space Master Plan, which was a '/2 mile walking trail, funding in the amount of $350,000 is recommended for additional senior elements such as bocce ball, shuffle board and horseshoes at the Senior Center. Additional phases will include neighborhood park elements, including a pavilion, playground, open play space, basketball court, and picnic area. 15 The CEDC also includes proposed funding for an additional segment of the Pleasant Run Trail ($367,546), Webb House Trail ($170,000) and L.D. Lockett House Trail ($100,000) construction. The Library has identified a technology innovation that will reduce staff manual materials sorting and increase efficiency of collection availability for the public. Funding in the amount of $86,491 is included in the CEDC for the purchase of a library collection material sorter that will replace the existing manual outside drive up materials return. Confinue 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. Funding for the Citizens on Patrol and Rehab Team of $5,000 each will support these fully functioning, volunteer staffed and equipped programs in support of various City functions and events such as Celebrate Colleyville or during extended emergency incidents where citizens would be safely able to provide support. The FY 2010 budget addresses the purchase of a replacement ladder truck with a draw down of Debt Service fund balance in the amount of $118,838, which is the first year payment of a 10 year lease purchase. This truck will replace the Quint located at Station 3 on McDonwell School Road. Additionally, the hand-held radio replacement program will continue in FY 2010 ($17,500). Completion of the Utility Homeland Security program will require that the Emergency Management Coordinator's salary be moved to General Fund Fire Department budget. This funding reallocation is $76,157. to addition, the funding of a glidescope video laryngoscope will greatly enhance the success rate of paramedics completing endotracheal intubations in the field. This piece of equipment is used for placing breathing tubes in patients who are not breathing or have compromised airways. This tool is a requirement by the City's Medical Director and funding is available through FY 2009 year end savings of $10, 020. Due to the pending retirement of the police chief, funding is included in the amount of $25,000 for an executive search to recruit a new police chief. This process is expected to take 120 to 180 days. Finally, funding in the amount of $36,627 has been added to the Fire Department's budget to create two additional battalion chief positions and to increase departmental overtime in order to increase minimum staffing to nine firefighters. 16 These additions will increase the service time of the fire engine at the Central Fire Station to 30 percent. ^ CCCPD In an effort to continue providing excellent service and 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 provides funding for dispatch center replacement chairs and the mobile digital computer replacement program, as well as continued support of the Teen Court program, purchasing four patrol vehicles, protective parking lot awnings and funding four patrol officers. 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, 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 67% of the total General Fund budget is spent on human resources. The proposed budget provides a staffing level of 183 full-time positions, three less than in FY 2009. This is a reflection of two positions being frozen, including the Planner and Project Engineer, and a reduction in hours for the Assistant City Secretary position. Maintaining an investment in staff is an important component in the development of the proposed budget. Salary range adjustments will be made to 65 positions, impacting 167 employees. These modifications will bring those pay ranges to within a 5% variance of the market average. Financing this effort will cost $80,319, of which $74,837 is funded through the General Fund. Also provided is the strong commitment 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 $2,018,855 for the proposed FY 2010 budget. This amount includes health, dental, life, long-term disability, COBRA, and flexible spending account administration, and a health reimbursement arrangement. Of this amount, $1,599,639 is funded through the General Fund. The annual health insurance premium employee only coverage is $5,472, with family insurance coverage costing $16,581. The dependent premium is split with the City paying 75% and the employee paying 25%. 17 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 has changed its method of accounting of funding annually repeating updated service credits and annuity increases. The period amortization for these pension benefits shifted from a 25-year open period to a 30-year closed period. This change caused the City's unfunded actuarial liability in the plan to increase from $7,039,932 (24.9%) to $8,181,594 (25.7%) which will be funded over a 30-year period. As with the FY 2009 proposed budget, there are no changes in the plan design proposed for FY 2010. The FY 2010 proposed budget includes funding for participation in the TMRS program at the increased contribution rate of 15.76% (annualized 15.385%) from the current rate of 14.26%. This results in an increase of $187,652 for the General Fund. Focusing on efforts to improve employee health, the City implemented in FY 2005 a wellness program, Fit and Well in Colleyville. This is a voluntary program that encourages employees to evaluate overall health and work toward improvement. Due to this program, individual employee health improvements including weight reduction, decrease in prescription medication, increased physical activity and nutrition have occurred. The current 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. For FY 2010, Cooper Corporate Solutions, the City's benefits consultant and a division of Cooper Aerobics Center, will fund and work with the Employee Wellness Committee to tailor the wellness program to employees' needs. The long-term goal is to minimize premium increases through improved health and wellness of our employees. The proposed budget funds $5,000 for incentives for participation in this program. A continued initiative this year includes 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. With current and projected economic conditions, it is also prudent to evaluate the City's overall compensation philosophy to determine long-term practicality and sustainability. Staff will also work to complete an update of the entire Personnel Policies and Procedures Manual in FY 2010. This project will include not only reviewing current policies, but writing new policies as well. An employee committee will provide input as the revised handbook is crafted. Upon completion, each employee will receive a copy of the manual. 18 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 The implementation of Court of Record by the Colleyville Municipal Court will result in a partial year net revenue enhancement of $25,240. 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 completion of a study to determine long range computer hardware and software needs and an implementation and funding plan. In addition, upgrading the AN server will provide the capability to live stream City Council meetings. This can be completed with an FY 2009 end of year purchase of $6,939. Staff is also undertaking the development and implementation of a comprehensive performance management program for the City. This type of program will provide feedback and performance indicators to better align City services with citizen expectations. An annual update of the City's 10 year financial forecast will be reviewed as part of the FY 2011 budget process. Enhance the promotion and preservation of natural resources by working toward the promotion of Co/leyville'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. 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 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 chemical costs, ongoing infrastructure 19 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 2009. 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 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: The City 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, Grapevine 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 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. 20 In developing the proposed budget, significant focus was directed toward it representing a series of balances constructed between revenues and expenditures and between prioritized operational needs and long-term community investment strategies. We strived to develop the document as a means to review past accomplishments, identify future needs, set objectives for the coming year, and define the purposes and resources to achieve those objectives. In meeting these 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: Limited ad valorem revenue growth Flat sales tax growth Decrease in investment earnings rate from 3% to 1.25% Anticipating 73 housing starts in 2010 compared to 145 budgeted for the current year providing a decrease of $640,367 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 $154,287. Currently, 12.2% of all residential property tax accounts are frozen. The main source of income for the City is property taxes, which accounts for 54% of our total revenue. The Tarrant Appraisal District has certified Colleyville's property valuations for 2010 at $3,723,153,527, which includes the TIF District valuation of $264,344,969 and $113,473,202 in new construction. The value increase is 2.88% over the current years taxable valuation of $3,618,846,828,. As submitted, the proposed budget provides for a property tax rate of $0.3559 per $100 value to support a property tax levy of $12,309,900 excluding the TIF property. The tax rate is comprised of an Operation and Maintenance rate of $.298638 and an Interest and Sinking rate of $.057262. The latter component provides funding for retirement of the annual debt obligations. Colleyville has the second lowest tax rate of any city in Tarrant County, which is not anticipated to change with the adoption of the proposed budget. 21 Per the table below, the proposed property tax rate will adjust the typical homeowner's tax bill by 2% compared to this year's tax billing. The average homeowner will see a property tax payment adjustment of $27.85 to support City services, which equates to $0.08 per day. The tax rate is unchanged from FY 2009 and the primary driver of the increase in average residential property values was higher permit values for new residential construction. Average Property Budget Residential - Tax Property Tax. Year Pro a Value Rate- Pa ' ment 2009 $391,133 $0.3559 $1, 392.04 2010 $398,957 $0.3559 $1,419.89 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 flat 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. Fire $ 0.21 ~ Leisure Services $ 0.16 Public Works $ 0.16 General Management $ 0.12 Engineering /Bldg. Insp. $ 0.04 Finance /Court $ 0.04 Community / Eco Dev. $ 0.03 Transfer-Capital Equipment Fund$ 0.01 I ~` `' 4 F ,~ 22 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 $10,707,073. Water sales account for 73% of this amount and sewer revenues account for 22%. Interest, tap fees and miscellaneous revenues make up the remainder. As noted earlier, if Trinity River Authority (TRA) increases its rates in December 2009, a pass through rate increase will be needed. The current rates are built upon the City paying TRA $2.02 per 1,000 gallons for water and $1.30 for wastewater. Meeting bond covenant requirements, the existing rate structure provides fora 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 2012). Capital programming for the fund directed by the Council in FY 2005 provides for the maintenance of a 90-day working capital reserve. Expenditures Utility Fund expenditures total $10,510,469 for the proposed budget. The largest component, 57% 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 increase in the budget from FY 2009 is due to the increase in the cost of treatment of water and wastewater by Trinity River Authority. The following illustrates the distributioi the Utility Fund. 23 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 2009, the City received an upgrade in its General Obligation bond rating from Standard and Poor's from "AA+" to "AAA". 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 2009. Standard and Poor's upgraded the water and sewer utility revenue bonds from "AA-" to "AA+" and the drainage utility revenue bonds from "AA" to "AAA". Fitch ICBA also upgraded the Drainage System revenue bonds from "A+" 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 23,902, Colleyville is the only city in Texas with a population under 25,000 which holds this magnitude of bond rating. The Colleyville Economic Development Corporation's rating by Standard & Poor's on its outstanding debt was increased from "A-" to "A" two years ago. The increase in the rating was based upon a strong debt service reserve and improved maximum annual debt service coverage due to greater sales tax revenue. 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 spring 2012. Local funding will include $3.5 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. 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. 24 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 $895,539 annually from the collection of the monthly fee. Annual debt payments for the outstanding bonds comprise $258,260. The remaining funds of $544,889 are allocated for six staff positions and miscellaneous projects. The drainage bonds require a coverage ratio of 1.25 times annual debt service, approximately $322,825 annually. The decrease in expenses for FY 2010 relates to the FY 2009 capital expenditures for the renovations of the Public Works facility not being repeated in the proposed budget. The Council continues to be innovative in evaluating financing options for various City programs. Programs implemented, to date, include: • Colleyville Tax Increment Financing District: The Tax Increment Reinvestment Zone (TIRZ) District was created in 1998. The primary goal of the District is to encourage quality commercial development in the City. The District boundaries predominately occupy property located along State Highway 26, comprising 633 acres of land area. The base value for the District was $75,821,735 in 1998. Incremental values subsequent to January 1998 are taxed at the City's adopted property tax rate. However, the ad valorem revenues are utilized within the District rather than being allocated to the City's overall budget. Overlapping taxing entities, including Tarrant County, Tarrant County College District, Tarrant County Hospital District and the Grapevine-Colleyville Independent School District participate at varying levels in the District by assigning their ad valorem tax dollars. The incremental value for Fiscal Year 2010 (tax year 2009) is $264,344,696, an increase of $24,186,727 (10%) over the valuation for Fiscal Year 2009 (tax year 2008). In 1998, initial planning projections stated the anticipated incremental property valuation for the District would be $149,631,800 in Fiscal Year 2009. The actual FY 2010 incremental value is a 77% increase over the original 1998 projection for FY 2010 and 249% over the base value of the District. The debt service payment for the coming year is $739,209 for bonds issued for District projects. Additionally, expenditures are anticipated for payment to the Village at Colleyville and 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 25 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 $1,326,725. 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 $1,127,460. • 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 $2,602,018. The CEDC Board met August 25, 2009 and approved the proposed budget. Funding provided by this special 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 in recent legislative sessions. 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 26 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 frequently 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 Sustainability Program over the next few years and continue a commitment to competitive compensation and benefits. The development of the FY 2010 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 and funding adequately for benefit cost increases. 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 that our residents can be proud of and that make Colleyville a desirable location for residents, businesses and visitors. In this budget, the City has resources to continue protection of our neighborhoods; expansion of open-space, recreation and leisure opportunities; awell-equipped police force; state-of-the-art firefighting equipment; over $1,000,000 of residential street and sidewalk repair work; enhancements to the Colleyville Center and Colleyville Public Library. These services will help maintain a high quality of life that will pay dividends through increased property and sales tax revenue to fund essential services, cleaner and safer streets on which residents and businesses can thrive. 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. It provides a strong 27 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. We look forward to working with you on achieving all the goals set forth in the proposed budget. Underlying Colleyville's 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. 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. Jennifer Fadden City Manager Zs Fiscal Year 2010 Organizational Charts COLLEY~7ILLE TEXAS 29 DEPARTMENTAL STAFFING SUMMARY FY 2008 FY 2009 FY 2010 DEPARTMENT BUDGETED BUDGETED BUDGETED City Manager's Office 5.0 4.0 4.0 Building Inspection 6.0 6.0 6.0 Economic Development 1.0 2.0 2.0 City Secretary 2.0 2.0 2.0 Finance 3.0 3.0 3.0 Library 15.0 16.0 16.0 Engineering 5.0 5.0 5.0 Community Development 3.0 3.0 3.0 Fire 34.0 34.0 35.0 Police 51.0 52.0 52.0 Parks 15.0 15.0 15.0 Streets 10.0 10.0 10.0 Recreation 3.0 3.0 3.0 Communication 1.0 1.0 1.0 Colleyville Center 6.0 6.0 6.0 Human Resources 3.0 3.0 3.0 Municipal Court 3.0 3.0 3.0 Fleet Maintenance 3.0 3.0 3.0 Building Services 0.0 0.0 0.0 Information Services 3.0 3.0 3.0 GENI=RAL FUNGI T©TAL 172..0 174.0 175.0 Utility Administration 3.0 3.0 3.0 Utility Billing 5.0 5.0 5.0 Utility Operations 22.0 22.0 21.0 .UTILITY FUNQ TOTAL _30.Q 30.0 29:0 Drainage 6.0 6.0 6.0 TOTAL.- ALL FUNDS 208.0 210.0 210.0 Position counts include all full-time, part-time, and temporary p ositions 30 CITY OF COLLEYVILLE ORGANIZATIONAL CHART FISCAL YEAR 2010 CITIZENS OF COLLEYVILLE PLANNING AND LIBRARY ZONING ZONING BOARD BOARD COMMISSION OF s , ADJUSTMENT _ _ . . CITY PARKS AND SIGN BOARD RECREATION AD HOC COUNCIL OF APPEALS BOARD COMMITTEES CRIME CONTROL AND PREVENTION DISTRICT COLLEYVILLE ECONOMIC DEVELOPMENT CORPORATION TAX INCREMENT FINANCING DISTRICT CITY MANAGER ECONOMIC DEVELOPMENT MARKETING DIRECTOR PATROU POLICE CHIEF INVESTIGATIONS/ ANIMAL CONTROL OPERATIONS/ FIRE CHIEF INSPECTIONS/ INVESTIGATIONS PUBLIC UTILITY STREETS/ WORKS ADMINISTRATION DRAINAGE/ DIRECTOR AND OPERATION FLEET MAINTENANCE BUILDING COMMUNITY INSPECTION DEVELOPMENT DIRECTOR CODE ENFORCEMENT FINANCE UTILITY BILLING DIRECTOR ~--{ ~ I MUNICIPAL COURT CITY SECRETARY t >.: 31 I CITY ATTORNEY ENGINEERING MUNICIPAL JUDGE COMMUNICATIONS MANAGER HUMAN RESOURCES BUILDING SERVICES & COMMUNITY CENTER MANAGER LIBRARY DIRECTOR PARKS AND RECREATION DIRECTOR INFORMATION SERVICES ~' MANAGER ..~_ .;, Fiscal Year 2010 Budget Process CO LLEYVI LLE TEXAS 32 CITY OF COLLEYVILLE FY 2010 BUDGET SCHEDULE Tuesday, March 3 City Council reviews Proposed FY 2010 Budget Schedule Wednesday, March 11 Review Budget Calendar dates with City Council candidates Thursday, March 12 Budget/BAF Kickoff Meetings -Base budgets and BAFs distributed Friday, March 27 Personnel reclassification requests and personnel BAFs due to Human Resources Tuesday, April 28 Human Resources distributes update salary and benefits costs for personnel BAFs Thursday, April 30 Base Budgets, Goals, Objectives and Service Delivery Measures due to Assistant City Manager /Revenue Detail Sheets due to Finance Director Tuesday, May 5 City Council Mid-Year FY 2009 budget update and discussion of FY 2010 budget priorities Wednesday, May 6 - Base Budget presentations to Budget Committee Friday, May 8 Thursday, May 14 & City Council Planning and Budget Worksession -Review preliminary FY 2010 Friday, May 15 Budget and long range financial plan Friday, May 15 Tarrant Appraisal District releases preliminary appraisal information Wednesday, May 20 Finance Director completes preliminary revenue estimates Friday, June 5 BAFs due to Assistant City Manager Friday, June 12 BAF Ranking Workshop Friday, June 12 City Manager and Budget Committee review preliminary budget Tuesday, June 16 Colleyville Crime Control and Prevention District meeting - FY 2010 Budget adoption Tuesday, July 7 Departments receive City Manager base budget decisions Friday, July 10 Base Budget appeals due to City Manager Monday, July 20 Departments receive final City Manager decisions Monday, July 27 Tarrant Appraisal District releases certified tax roll Friday, July 31 City Manager's Proposed Budget distributed to City Council Wednesday, August 5 City Council Budget Worksession Tuesday, August 11 City Council Special Meeting -Discussion of FY 2010 Tax Rate Colleyville Economic Development Corporation budget planning session Tuesday, August 25 Colleyville Economic Development Corporation meeting - FY 2010 Budget adoption Tuesday, September 1 Budget and tax rate ordinances -First Reading and public hearing Tuesday, September 15 Budget and tax rate ordinances -Second Reading, public hearing and adoption 33 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 orwithout 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." 34 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. 35 ORDINANCE 0-09-1727 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, 2009 THROUGH SEPTEMBER 30, 2010, A COPY OF SAME BEING ON FILE IN THE OFFICE OF THE CITY SECRETARY, TO BECOME EFFECTIVE ON OCTOBER 1, 2009 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, 2009, and ending September 30, 2010, 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, 2009, and ending September 30, 2010, 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, 2009, and ending September 30, 2010. Sec. 3. THAT appropriation amounts for the Fiscal Year 2010 budget for the different funds of the City of Colleyville are hereby fixed as follows: General Fund $19,891,970 Utility Fund (Water & Wastewater) $10,510,469 Debt Service Fund $ 2,480,396 Drainage Utility Fund $ 803,149 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. 36 Ordinance 0-09-1727 Page 2 of 2 The first reading and public hearing being conducted on September 1, 2009. The second reading and public hearing being conducted on September 15, 2009. PASSED, APPROVED and ADOPTED BY THE CITY COUNCIL OF THE CITY OF COLLEYVILLE, TEXAS, THIS THE /.S'~ DAY O 2009, BY THE FOLLOWING VOTE: David Kelly Michael Muhm Jon Ayers Mike Taylor Carol Wollin ~.~2~ Stan Hall Tom Hart ATTES ynthia Singleton, TRMC, CMC City Secretary APPROVED AS TO FORM AND LEGALITY: ^~\~~ " J• Matthew C. G. Boyle City Attorney CITY OF COLLEYVILLE ~~C ~ David Kelly Mayor 37 ORDINANCE 0-09-1728 AN ORDINANCE BY THE CITY COUNCIL OF THE CITY OF COLLEYVILLE, TEXAS, LEVYING TAXES FOR THE OPERATION OF THE MUNICIPAL GOVERNMENT OF THE CITY OF COLLEYVILLE, TEXAS, FOR THE FISCAL YEAR 2010; ESTABLISHING THE AD VALOREM TAX RATE OF THIRTY-FIVE AND FIFTY-NINE ',HUNDREDTHS CENTS ($.3559) PER ONE HUNDRED DOLLARS PROPERTY ASSESSMENT; PROVIDING FOR APPORTIONMENT OF TAXES FOR INTEREST '~'~AND SINKING FUND FOR CERTAIN BOND INDEBTEDNESS AND FOR GENERAL OPERATING NEEDS, PROVIDING PENALTIES AND INTEREST FOR THE 'DELINQUENT TAXES, AND TO BECOME EFFECTIVE ON OCTOBER 1, 2009 WHEREAS, a budget has been adopted by the City Council of the City of Colleyville, Texas, covering the proposed expenditures of the municipal government of the City of Colleyville for the fiscal year beginning October 1, 2009 and ending September 30, 2010; and WHEREAS, said budget reflects the needs for revenue to meet the expenses proposed therein; and WHEREAS, the City is required to accumulate an Interest and Sinking Fund for certain outstanding bond indebtedness. ~, NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEYVILLE, TEXAS: Sec. 1. THAT there is hereby levied an ad valorem tax that shall be collected for the use and support of the municipal government of the City of Colleyville. It shall provide the legally required interest and sinking fund for certain outstanding bond indebtedness during the 2010 fiscal year. Such tax shall be levied upon all property, real, personal or mixed within the corporate limits of Colleyville, Texas, which is subject to taxation. The rate of tax shall be thirty-five and fifty-nine hundredths cents ($.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 $.298638 is levied. B. For the Interest and Sinking Fund, a tax rate of $.057262 is levied. Sec. 2. THAT taxes levied by this ordinance shall be due and payable on the first day of October 2009, and shall become delinquent on the first day of February 2010, 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 2010. The City of Colleyville is hereby authorized to adopt any and all legal 38 Ordinance 0-09-1728 Page 2 of 2 remedies provided by the Texas Property Tax Code for the purpose of collecting delinquent taxes. AND IT IS SO ORDERED. The first Reading and Public Hearing being conducted on September 1, 2009. ' The second Reading and Public Hearing being conducted on September 15, 2009. PASSED, APPROVED AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF COLLEYVILLE, TEXAS, THIS THE 1~CS DAY O 2009, BY THE FOLLOWING VOTE: '~, David Kelly Michael Muhm ~, Jon Ayers Mike Taylor ATTES Cynthia Singleton, TRMC, CMC City Secretary Carol Wollin Stan Hall Tom Hart CITY OF COLLEYVILLE ~~G David Kelly Mayor APPROVED AS TO FORM AND LEGALITY: ^~\~~~ ~' Matthew C. G. Boyle City Attorney 39 Fiscal Year 2010 All Funds Summary COLLEYVILLE TEXAS 40 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. 41 ALL FUNDS SUMMARY - ESTIMATE OF FINANCIAL POSITION AT SEPTEMBER 30, 2010 DEBT DRAINAGE GENERAL UTILITY SERVICE UTILITY TOTAL FUND FUND FUND FUND ALL FUNDS ESTIMATED UNRESERVED BALANCE AT OCTOBER 1, 2009* $8,037,398 $3,631,045 $987,681 $681,221 $13,337,345 AD VALOREM TAXES $10,353,024 $0 $1,851,396 $0 $12,204,420 FRANCHISE TAXES 1,823,667 0 0 0 1,823,667 SALES TAXES 2,633,375 0 0 0 2,633,375 LICENSES AND PERMITS 729,327 0 0 0 729,327 FINES 893,124 0 0 0 893,124 CHARGES FOR SERVICE 753,317 10,707,073 0 874,773 12,335,163 INTERGOVERNMENTAL 89,792 0 0 0 89,792 MISCELLANEOUS/INTEREST INCOME 188,208 75,000 12,000 31,500 306,708 USE OF FUND BALANCE ** 702,000 0 118,838 0 820,838 INTERFUND TRANSFERS (IN) 816,297 0 498,162 0 1,314,459 RESOURCES AVAILABLE $27,019,529 $14,413,118 $3,468,077 $1,587,494 $46,488,218 LESS EXPENDITURES: GENERAL MANAGEMENT $2,260,147 $0 $0 $0 $2,260,147 FINANCE/COURT 770,517 0 0 0 770,517 ECONOMIC DEVELOPMENT 300,327 0 0 0 300,327 ENGINEERING 440,482 0 0 0 440,482 BLDG INSPECTION 423,460 0 0 0 423,460 COMMUNITY DEVELOPMENT 215,077 0 0 0 215,077 POLICE 4,404,179 0 0 0 4,404,179 FIRE 4,056,524 0 0 0 4,056,524 PARKS/RECREATION 1,904,030 0 0 0 1,904,030 COLLEYVILLE CENTER 387,890 0 0 0 387,890 LIBRARY 705,817 0 0 0 705,817 PUBLIC WORKS:STREETS/DRAINAGE 2,963,520 0 0 544,889 3,508,409 UTILITY OPERATIONS 0 8,795,232 0 0 8,795,232 MERIT ADJUSTMENT 0 0 0 0 0 DEBT SERVICE 0 898,940 2,480,396 258,260 3,637,596 INTERFUND TRANSFERS (OUT) 150,000 816,297 0 0 966,297 ESTIMATED EXPENDITURES $18,981,970 $10,510,469 $2,480,396 $803,149 $32,775,984 NET INCREASE/DECREASE TO ($701,839) $271,604 ($118,838) $103,124 ($445,949) UNRESERVED FUND BALANCE ESTIMATED UNRESERVED BALANCE AT SEPTEMBER 30, 2010 $7,335,559 $3,902,649 $868,843 $784,345 $12,891,396 REQUIRED FUND BALANCE RESERVE $4,680,486 $2,591,622 $611,604 $198,037 NOTES: * BALANCES ARE UNAUDITED. ** ONE-TIME EXPENDITURE TO BE USED FOR STREET RECONSTRUCTION IN SADDLEBROOK (GENERAL FUND) AND FIRE TRUCK LOAN PAYMENT (DEBT SERVICE FUND) 42 ALL FUNDS SUMMARY -SUMMARY OF EXPENDITURES BY TYPE ESTIMATED UNRESERVED BALANCE AT OCTOBER 1, 2009 * AD VALOREM TAXES FRANCHISE TAXES SALES TAXES LICENSES AND PERMITS FINES CHARGES FOR SERVICE INTERGOVERNMENTAL MISCELLANEOUS/INTEREST INCOME USE OF FUND BALANCE ** INTERFUND TRANSFERS (IN) RESOURCES AVAILABLE LESS EXPENDITURES: PERSONNEL CONTRACTUAL SUPPLIES CAPITAL DEBT SERVICE INTERFUND TRANSFERS (OUT) ESTIMATED EXPENDITURES ESTIMATED UNRESERVED BALANCE AT SEPTEMBER 30, 2010 DEBT DRAINAGE GENERAL UTILITY SERVICE UTILITY TOTAL FUND FUND FUND FUND ALL FUNDS $8,037,398 $3,631,045 $987,681 $681,221 $13,337,345 $10,353,024 $0 $1,851,396 $0 $12,204,420 1,823,667 0 0 0 1,823,667 2,633,375 0 0 0 2,633,375 729,327 0 0 0 729,327 893,124 0 0 0 893,124 753,317 10,707,073 0 874,773 12,335,163 89,792 0 0 0 89,792 188,208 75,000 12,000 31,500 306,708 702,000 0 118,838 0 820,838 816,297 0 498,162 0 1,314,459 $27,019,529 $14,413,118 $3,468,077 $1,587,494 $46,488,218 $12,785,718 $2,063,199 $0 $375,658 $15,224,575 3,733,782 6,467,130 0 128,039 10,328,951 2,249,870 182,403 0 41,192 2,473,465 62,600 82,500 0 0 145,100 0 898,940 2,480,396 258,260 3,637,596 150,000 816,297 0 0 966,297 $18,981,970 $10,510,469 $2,480,396 $803,149 $32,775,984 $7,335,559 $3,902,649 $868,843 $784,345 $12,891,396 NOTES: * BALANCES ARE UNAUDITED. ** ONE-TIME EXPENDITURE TO BE USED FOR STREET RECONSTRUCTION IN SADDLEBROOK (GENERAL FUND) AND FIRE TRUCK LOAN PAYMENT (DEBT SERVICE FUND) 43 Fiscal Year 2010 Goals/VVork Initiatives COLLEYVILLE TEXAS 44 CITY OF COLLEYVILLE FIVE YEAR GOALS At the May 2009 Council planning worksession the following goals were developed. On the following pages are the FY 2010 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 45 CO LLEY'VI LLE TEXAS 2010 ANNUAL WORK PLAN L~~:~i~e ut a ~scadee cc~y cui~li a#e~rz`iar~ Z`a ~,i y a~ e~~~=~eut a~sd a~inact`ive ~xeu~an~ioQd - arrce~fed cavic~suuut`iy ~~e t`a aun l uttorcry, ne¢aunced a~sd ~;a!~~~xt¢. 46 Make along-term commitment to camll~lur~ty 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 to complete a redevelopment overlay district study of the Glade Road corridor and State Highway 26 and staff preparation of supporting ordinances and marketing materials. (Economic Development and Community Development) ^ Continue to study preliminary concept plan options for the Little Bear Creek pedestrian COrrldOr. (Engineering and Parks) ^ Development of a retention program for support of current business owners. (Economic Development) ^ Retain a consultant to complete a Retail/Restaurant Merchandising Plan. (Economic Development) ^ Complete implementation and construction for Phase I of the City entry marker program and seek grant opportunities for the wayfinding signage. (community Development) ^ Complete branding study and implement new City logo (Economic Development and Communications) ^ Complete a study regarding the feasibility of creating a public improvement district (PID) within the existing tax increment finance district (TIF). (Economic Development) ^ Analyze and determine other forms of communication (i.e. social media) to broaden the audience with the purpose of enhancing information dissemination about the community, garner support and participation in government boards, commissions and committees, actively engage citizens and employees. (communications) ^ Conduct a comprehensive review of the City's development process to determine opportunities for streamlining, efficiency and customer service enhancement. (Economic Development ,Community Development and Engineering) 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. 47 Tasks - ^ Continue staff work in the development of a City Council approved multi-year interoperable CIP for trails, sidewalks and park projects. (Engineering and Parks) ^ Continue implementation of the 10-year Capital Improvement Program including design of the intersection of John McCain Road and Pleasant Run Road and initiate construction of the Pool Road and Glade Road intersection. (Engineering) ^ Implement the annual Street Maintenance Program. (Public works) ^ Complete rehabilitation of Hall Johnson Road water tower and Overland Trail Lift Station. (Public Works) ^ Initiate design of the quad gate project along the Cotton Belt line. (Engineering) Gantinue a focus on delivering su~aerier 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 - ^ Continue development of a Citizen Corps program recruiting members of the Colleyville Police and Fire citizen academies. (Police and Fire) ^ Staff evaluation of appropriate technology and/or processes of police, fire and public works departments for maintaining and/or enhancing neighborhood and community safety. (Ponce, Fire and Public Works) ^ Continue regional efforts to replace police and fire departments radio equipment based on grant funding opportunities. (Police and Fire) ^ Conduct a feasibility study for establishing a regional dispatch 911 center. (Police and Fire) Objective: Develop, expand and promote leisure activity opportunities for citizens. Success defined: Delivery of efficient and broad based opportunities in support of the needs of the general public. Tasks - ^ Complete design and begin construction of the second floor and reorganization of the first floor of the Library to enhance the children and adult programming. (Library and Engineering) ^ Implementation of automated sorter system in the Library. (Library) ^ Complete Senior Center Open Space senior elements construction. (Parks) 48 ^ Complete the design and construction of a north section of the Pleasant Run Trail from Hardage t0 the Cotton Belt. (Engineering and Parks) ^ Complete the development by consultant of the update for the Comprehensive Parks, Recreation and Open Space Master Plan. (Parks) ^ Complete design and construction for the Colleyville Center renovation. (Colieyviiie Center) ^ Complete the design and begin construction of Kidsville playground at City Park with citizen and Parks and Recreation Advisory Board input and support. (Parks) ^ Continue orc,~aniza~ianal developlln~nt ~nr~th a QCU~ to -~ ~~rtg ~ Bes> 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: (Human Resources) / Evaluate the City's defined compensation philosophy and make recommendations for a sustainable system. / Implement a recognition and rewards program that aligns with core competencies and values previously established and which recognizes employees for incorporating these competencies and values in their everyday assignments. ^ Conduct a comprehensive review of the City's Personnel Policies; make recommendations for changes, enhancements, deletions. (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 focusing on sustainability. (Human Resources) ^ Evaluate the current design of the City's pension plan and determine if opportunities exist to modify options. (Human Resources) ^ Evaluate development of a citizen education program focused on community leadership training for prospective-current board, commission and committee members. (city Manager and City Secretary's Office) ^ Staff identification of appropriate new and emerging technology, network enhancements including hardware and software needs to enhance service delivery and development of a realistic implementation plan. (information systems) 49 Sustain. a reputation fc~r excel~enc 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 10-year financial forecast identifying anticipated revenues and corresponding expenses. (1=finance) ^ Develop and implement a strategic management system that incorporates performance measures and ties department activity, strategic goals, citizen expectations and results to the annual budget. (city Manager) ^ Evaluate and study the feasibility of incorporating a tiered rate structure into the current water rates and how a tiered rate structure will affect revenues with consideration given to impacts to both residential and commercial customers. (Ffinance) ^ Continue to work toward the procurement of updated financial and human resources management technology. (Ffinance, Human Resources and Information Systems) Objective: Enhance the promotion and preservation of natural resources. Success defined: To work toward the promotion of Colleyville's natural resources. Tasks - ^ Continue evaluating community based planning identifying "best practices" for consideration in adopting a "Green" initiative focusing on: / Building Codes (Building Inspections) / Reduction of yard waste through education and collection initiatives (City Manager) / Enhancement of community recycling programs, including implementation of a City facility recycling program. (city Manager) / Energy audit of all City facilities for improved efficiency in energy usage (city Manager) / Identify other energy efficient opportunities for consideration of grant application and implement projects receiving grant funding. (city Manager and Public works) 50 Fiscal Year 2010 Financial Policies CO LLEY'VI LLE TEXAS 51 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 2010 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 52 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. 53 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 AAA. 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 54 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. 55 Fiscal Year 2010 General Fund Summary CO LLEY~TI LLE TEXAS 56 GENERAL FUND SUMMARY ACTUAL PROJECTED BUDGETED FY 2008 FY 2009 FY 2010 REVENUES: AD VALOREM TAXES $ 9,012,318 $ 9,759,431 $ 10,353,024 FRANCHISE TAXES 1,818,061 2,004,023 1,823,667 SALES TAXES 2,561,513 2,635,572 2,633,375 LICENSES AND PERMITS 1,113,595 656,300 729,327 FINES 1,130,541 849,000 893,124 CHARGES FOR SERVICES 1,024,553 724,967 753,317 INTERGOVERNMENTAL 85,517 89,792 89,792 MISCELLANEOUS REVENUES 520,518 313,105 188,208 USE OF AVAILABLE CASH 0 833,523 702,000 OTHER FINANCING SOURCES 176,150 0 0 TRANSFERS-IN 661,936 816,297 $ 816,297 TOTAL GENERAL FUND REVENUES $ 18,104,702 $ 18,682,010 $ 18,982,131 ACTUAL BUDGETED BUDGETED FY 2008 FY 2009 FY 2010 EXPENDITURES CITY COUNCIL* $ 279,063 $ 258,683 $ 258,412 CITY MANAGER'S OFFICE 630,261 585,539 620,707 CITY SECRETARY'S OFFICE 292,028 334,689 284,775 LEGAL 129,479 106,823 118,960 HUMAN RESOURCES 214,282 231,111 242,339 COMMUNICATIONS 219,757 222,531 164,722 FINANCE 473,010 489,945 494,123 MUNICIPAL COURT 249,532 255,870 276,394 BUILDING SERVICES 216,945 244,691 231,031 INFORMATION SERVICES 372,562 451,788 339,202 COMMUNITY DEVELOPMENT 254,750 248,480 215,077 BUILDING INSPECTIONS 406,633 488,822 423,460 ECONOMIC DEVELOPMWENT 150,355 265,724 300,327 ENGINEERING 574,643 553,500 440,482 POLICE 4,068,603 4,285,946 4,404,179 FIRE 3,866,218 3,851,923 4,056,524 PARKS 1,476,094 1,593,531 1,569,219 RECREATION 389,649 338,918 334,811 LIBRARY 667,948 723,607 705,817 COLLEYVILLE CENTER 368,849 385,151 387,890 STREETS 2,144,482 2,703,322 2,744,486 FLEET MAINTENANCE 193,690 211,963 219,034 TRANSFERS OUT- CAPITAL EQUIPMENT RESERVE FUND 135,000 135,000 150,000 CAPITAL PROJECT FUND -LIBRARY STUDY 0 20,000 0 CAPITAL PROJECT FUND -CENTER STUDY 93,800 0 0 ART FUND 15,000 7,500 0 MERIT ADJUSTMENT 0 396,351 0 TOTAL GENERAL FUND EXPENDITURES 17,882,633 19,391,408 18,981,970 BEGINNING UNRESERVED FUND BALANCE - 10/1 $ 8,495,329 $ 8,717,398 $ 8,037,398 INCREASE / (DECREASE) TO FUND BALANCE 222,069 (709,398) 161 PLUS AMOUNT FROZEN IN FY 2009 BUDGET 0 862,921 0 LESS USE OF AVAILABLE CASH 0 833,523 ** 702,000 *** ENDING UNRESERVED FUND BALANCE 8,717,398 8,037,398 7,335,559 NOTES: " - FY 2009 ONE TIME USE OF FUND BALANCE FOR BUILDING INSPECTION SOFTWARE ($88,013), HANDH ELD PDA COMPUTERS! PRINTERS FOR BUILDING INSPECTION SOFTWARE($27,510), SAN SERVER COMPUTER SERVER (20,000), TARA SUBDIVISION STREET RECONSTRUCT ION ($680,000) AND FIRE RADIO REPLACEMENT PROGRAM ($18,000). *** - FY 2010 ONE TIME USE OF FUND BALANCE FOR SADDLEBROOK NEIGHBORHOOD STREET RECONSTRUCTION 57 General Fund Revenues Misc./I ntergovern- mental Charges fc Service 4% Fii 5 Licenses & Permits 4% Sa ~em Tax Franchise Tax 10% General Fund Expenses Community Services 15% Merit Adjustment 0% General Management 12% Comm Dev /Eton Dev 3% Eng/Bldg Inspection 5% Finance/Court 4% Police 23% Public Works 16% 58 Fiscal Year 2010 General Fund Revenue Projections COLLEY~TILLE TEXAS 59 GENERAL FUND REVENUE ESTIMATES AD VALOREM TAXES The projected assessed value for the year is $3,723,153,527 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 (2.88% increase from FY 2009 current valuation of $3,612,568,857) and the TIF value exclusion of $264,344,969. The tax rate of $.3559 is allocated $.298638 to O&M (General Fund) and $.057262 to debt (Debt Service Fund). For the past ten years, current year tax collections have averaged 99% of the tax roll, so a 99% collection rate is estimated. FRANCHISE TAXES The franchise fees were estimated based upon estimated revenue increases and discussion with franchise holders. Oncor Energy is estimating their electric franchise payment to the City to be $828,667, a decrease from the prior year due to a Public Utilities Commission ruling on the Oncor Energy rate case that decreased their franchise fee over $40,000. Atmos Gas projects their gas franchise payment to be $352,000. Due to lack of growth in land phone lines, there is a slight decrease projected for AT&T and Verizon phone franchise fees. An increase in cable fees is projected due to growth in cable based Internet use. ,oo 95 90 85 80 75 70 TAX ROLL COLLECTION FY 2007 - FY 2010 MAJOR FRANCHISE TAX REVENUES FY 2007-2010 $1,000,000 $800,000 $600,000 $aoo,ooo $zoo,ooo $o zoo? zoos zoos zoo ^Oncor Energy ^AT&T/Verizon Atmos Gas p Time Wamer Cable so 2007 2008 2009 2010 SALES TAX REVENUE FY 2007 - FY 2010 SALES TAX $2,6°°,°°° Total sales tax revenue is estimated to be $ z.<°°.°°° flat as compared to the amount budgeted for FY 2009. This projection is based $2.z°°,°°° upon the current economic climate and limited residential population growth in FY $Z'°°°'°°° 2010. $,.6°°.0°° LICENSES AND PERMITS The revenues for licenses and permits are based upon 73 residential permits being issued and those dwellings averaging 4,500 square feet in size and additional commercial development. This is a decrease of 72 permits from the FY 2009 budgeted permit issuance of 145. Building activity is projected to decrease due to economic conditions. FINES Revenue from citations is projected to be $825,000 for FY 2010 due to conversion of the Municipal Court to a court of record, which will minimize the loss of fine revenue due to appeals to Tarrant County. Also, this is the fifth year of an annual alarm registration fee which is projected to generate $45,000 in revenue. $1,600,000 160 140 120 100 $o 60 40 RESIDENTIAL BULDING PE~tMTS FY 2007-FY 2010 NUMBER OF CITATIONS/APPEALS FY 2007 - FY 2010 18, 500 16, 500 14, 500 12, 500 10, 500 800 700 600 500 400 300 200 07 08 09 10 07 08 09 7u Citations ^ Appeals 61 2007 2008 2009 2010 2007 2008 2009 2010 CHARGES FOR SERVICE There is a slight decrease in ambulance revenue is due to the current economic conditions. Engineering and inspection revenues for new subdivisions are projected to decrease given the current building market. 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 2010. 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 $100,000. This is based upon the average projected cash balance for the General Fund of approximately $8,000,000 and an anticipated investment rate of 1.25%. TRANSFERS IN The transfer from the Utility Fund is projected to be $816,297, 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 2007 - FY 2010 $ 1,000,000 $eoo,ooo $600,000 $400,000 $200,000 $o $so,ooo $80,000 $70,000 $s o,ooo $50,000 $ao,ooo $30,000 $20,000 $1 0,000 $o 07 08 09 10 07 08 09 10 Charges for Service ^Intergovernmental MISCELLANEOUSITRANSFERSIN FY 2007 - FY 2010 $1,400,000 $1,200,000 $1,000,000 $soo,ooo $soo,ooo $aoo,ooo $200,000 $o 62 ®Miscellaneous OTransfers in 2007 2008 2009 2010 FY 2010 REVENUE ESTIMATE GENERAL FUND AD VALOREM TAXES 5101-CURRENT TAXES 5102-DELINQUENT TAXES 5103-PENALTY & INTEREST TOTAL AD VALOREM TAXES FRANCHISE TAXES 5201-ONCOR ELECTRIC 5202-TRI-COUNTY ELECTRIC 5203-ATMOS GAS 5204-AT&T 5205-VERI2ON/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 5424-IRRIGATION PERMIT FEES TOTAL LICENSES & PERMITS FINES 5611-FINES 5612-FINES-ALARMS 5630-LIBRARY FINES TOTAL FINES FY 06 FY 07 FY 08 FY 09 FY 09 FY 10 ACTUAL ACTUAL ACTUAL BUDGET PROJECTED BUDGET 7,474,860 8,040,020 8,875,764 9,616,931 9,616,931 10,226,024 53,892 48,228 62,479 55,000 76,000 72,000 57,690 62,232 74,075 55,000 66,500 55,000 $7,586,442 $8,150,480 $9,012,318 $9,726,931 $9,759,431 $10,353,024 943,812 933,754 869,180 85,963 102,109 110,560 334,347 279,061 338,969 112,075 120,119 126,011 53,150 50,883 51,172 103, 933 116, 010 125, 363 157, 263 177,439 196,806 $1,790,543 $1,779,375 $1,818,061 887,190 885,325 828,667 119, 000 124, 580 125, 000 340,000 476,945 352,000 126,100 123, 931 122 , 000 51,250 47,500 45,000 135, 050 124, 050 126, 000 192,900 221,692 225,000 $1,851,490 $2,004,023 $1,823,667 2,267,586 2,420,387 2,478,981 2,561,375 2,561,375 2,561,375 76,005 89,132 82,532 87,000 74,197 72,000 $2,343,591 $2,509,519 $2,561,513 $2,648,375 $2,635,572 $2,633,375 1,278,525 764,938 679,452 864,473 410,000 452,487 126,203 83,668 77,248 88,987 48,500 54,151 71,412 58,443 57,230 63,376 33,500 34,180 115,891 75,387 68,921 98,911 37,000 44,940 57,137 64,999 68,027 58,247 44,000 58,265 247,533 161,224 133,171 162,772 52,000 51,146 1,551 2,726 2,216 3,079 2,000 2,190 1,603 1,488 940 1,400 1,200 1,400 8,085 7,945 8,035 6,050 6,000 8,093 7,475 7,200 5,805 7,359 3,300 3,675 15, 850 16, 200 12, 550 15, 000 12, 000 12, 000 0 0 0 0 6,800 6,800 $1,931,265 $1,244,218 $1,113,595 $1,369,654 $656,300 $729,327 729,740 826,443 1,050,522 780,000 780,000 825,000 31,775 47,000 51,525 45,000 45,000 45,000 23,823 29,063 28,494 33,600 24,000 23,124 $785,338 $902,506 $1,130,541 $858,600 $849,000 $893,124 63 FY 2010 REVENUE ESTIMATE GENERAL FUND CHARGES FOR SERVICES 5511-PLANNING AND ZONING 5512-PLAT FEE 5514-BOARD OF ADJUSTMENT 5711-SALE OF MATERIAL 5712-WEED MOWING 5718-ANIMAL IMPOUNDMENT FEE 5721-AMBULANCE 5722-RECREATION PROGRAM 5811-ENGINEERING & INSPECTION 5812-CHGS & REIMBURSEMENTS 5845-LOT DRAINAGE INSP FEE 5855-FIELD USE CHARGE 5873-COLLEYVILLE CENTER FEES 5874-NON-RESIDENT FEE TOTAL CHARGES FOR SERVICE FY 06 FY 07 FY 08 FY 09 FY 09 FY 10 ACTUAL ACTUAL ACTUAL BUDGET PROJECTED BUDGET 12,520 18,673 8,669 13,201 3,500 4,645 28,741 25,668 20,918 21,038 15,365 4,450 1,910 3,375 1,375 2,040 750 1,313 2,650 3,547 2,204 3,020 1,000 1,409 1,880 8,091 6,948 10,000 3,500 7,500 4,605 5,263 4,454 3,250 2,500 2,500 221,461 267,106 253,018 250,000 235,000 245,000 143,635 129,876 230,487 168,130 168,130 184,900 107,469 142,671 169,313 100,000 1,172 10, 000 3,511 9,611 5,775 2,000 0 200 36,500 20,125 19,350 25,000 8,125 7,000 16,417 17,600 18,720 17,700 23,085 18,100 242,166 223,040 259,152 230,000 240,000 244,400 22,505 24,445 24,170 20,050 22,840 21,900 $846,030 $899,091 $1,024,553 $865,429 $724,967 $753,317 INTERGOVERNMENTAL REVENUE 5828-DARE OFFICER REIMB 77,566 81,444 85,517 89,792 89,792 89,792 TOTAL INTERGOVERNMENTAL REVENUE $77,566 $81,444 $85,517 $89,792 $89,792 $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 IN 5872-TRANSFER FROM UTILITY FD TOTAL TRANSFERS IN TOTAL GENERAL FUND REVENUES 22,903 0 0 17,000 26,105 3,000 455,240 547,029 352,069 255,000 175,000 100,000 52,628 74,954 94,144 55,000 82,000 55,000 64,692 74,303 74,305 64,000 30,000 30,208 3,950 650 0 0 0 0 0 0 0 833,523 833,523 702,000 $599,413 $696,936 $520,518 $1,224,523 $1,146,628 $890,208 532,357 664,085 661,936 756,787 816,297 816,297 $532,357 $664,085 $661,936 $756,787 $816,297 $816,297 $16,492,545 $16,927,654 $17,928,552 $19,391,580 $18,682,010 $18,982,131 64 Fiscal Year 2010 Ad Valorem Tax Data CO LLEY~I LLE TEXAS 65 AD VALOREM TAX DATA TAXABLE VALUE INFORMATION TAXABLE VALUE Total Appraised Value Absolute Exemption AG Exemption Over 65 Exemption Veteran Exemption Disability Exemption NET TAXABLE TOTAL VALUE * New Construction Included **TIF DISTRICT INCLUDED IN ABOVE VALUE 2010 CERTIFIED 2009 ACTUAL $3, 955,114, 828 $3, 841,295, 852 121, 802, 500 120, 388, 252 28,185,753 29,761,414 76,623, 965 73,191, 996 1,080,750 1,117,000 4,268,333 4,268,333 $3,723,153, 527 $3,612, 568, 857 $113,473,202 $121, 068,277 $264,344,969 $240,674,495 NET TAXABLE VALUE LESS TIF DISTRICT VALUE O&M / I&S CALCULATED VALUE Proposed Tax Rate Tax Levy Collection Rate NET COLLECTIONS FY 2010 PROPERTY TAX RATE ALLOCATION $3,723,153,527 $3,612,568,857 ($264,344,969) ($240,674,495) $3,458,808,558 X .3559/$100 ---------------------- $12,309,900 X 99.00% $12,186,801 GENERAL FUND DEBT SERVICE TOTAL TOTAL TAX RATE (O&M) (I&S) TAX LEVY LEVY LEVY $0.3559 PER $100 DOLLARS OF VALUATION $10,329,317 $1,980,583 $12,309,900 ALLOCATION $0.298638 $0.057262 $0.3559 TAX LEVY AND COLLECTIONS HISTORY TOTAL TOTAL COLLECTION FISCAL YEAR LEVY COLLECTIONS PERCENTAGE FY 09 $12,857,133 $12,713,133 98.9% FY 08 $12,005,245 $11,881,591 99.0% FY 07 $10,700,289 $10,616,827 99.2% FY 06 $9,946,713 $9,874,102 99.3% FY 05 $9,182,094 $9,102,069 99.1% FY 04 $8,685,292 $8,624,816 99.2% FY 03 $8,301,422 $8,200,616 98.8% FY 02 $7,418,644 $7,295,358 98.3% FY 01 $6,659,354 $6,581,439 98.8% NOTE: THE SOURCE OF THE 2010 DATA IS THE JULY 25TH CERTIFIED VALUE REPORT FROM TARRANT APPRAISAL DISTRICT 66 CHARTER LIMIT CALCULATION WORKSHEET -FISCAL YEAR 2010 FY 2009 TAXABLE VALUATION ANTICIPATED PROPERTY TAX COLLECTIONS @ 9-30-09 CHARTER LIMIT INCREASE AT 107% FY 2010 VALUATION OF EXISITING PROPERTY MAXIMUM CHARTER TAX RATE ADOPTED TAX RATE DIFFERENCE IN RATES TAX GENERATED BY ADOPTED RATE FOR EXISTING PROPERTY INCREASE IN REVENUE FROM FY 09 AMOUNT UNDER CHARTER LIMIT OF 7% DIFFERENCE CHARTER RATE VS ADOPTED RATE 3,612,568,857 $12,897,561 $13,800,391 $3,609,680,325 $0.3823 $0.3559 $0.0264 $12,846,852 -0.39% 7.39% $953,538 67 $0.40 $0.30 $0.20 $0.10 $0.00 Tax Rate per $100 of Assessed Valuation ants / $100 valuation 2006 2007 2008 2009 2010 FY 2010 Area City Tax Rate Comparison Hurst NRH 68 TAX LEVY $14,000 $12,000 $10,000 $8,000 $6, 000 $4, 000 $2, 000 $0 2006 IN THOUSANDS OF $ $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 2007 2008 2009 2010 APPRAISED VALUES 2006 2007 2008 2009 2010 69 Fiscal Year 2010 City Council CO LLEYVI LLE TEXAS 70 COLLEYVILLE TEXAS City Council Mission The City Council shall through its leadership keep the City of Colleyville a model city with attention to being an efficient and attractive neighborhood-oriented community sensitive to our history, resources, and residents. Goal The City Council shall through the direction of staff provide unique customer service through our tradition of excellent stewardship, employee innovation and integrity. FY 2009 Accomplishments ^ Completed construction on the 5 million gallon L.D. Lockett ground storage tank ^ Completed the reconstruction and landscaping enhancements to Bogart Drive. ^ Adopted the design work for a City entry marker program including design prototypes, location, scheduling and funding sources. ^ Adopted a financial implementation plan for the reorganization of the Library to utilize available space providing enhanced support for the children and adults programming. ^ Adopted a financial implementation plan for the renovation of the Colleyville Center to be completed in summer 2010. ^ Adopted McPherson Park Phase II design with attention to developing the park as a demonstration botanical garden feature low water tolerant plantings. ^ Adopted the design of Senior Center Open Space Master Plan. 71 ^ Updated the annual ten-year financial plan identifying anticipated revenues and corresponding expenses. ^ Adopted the five year fire department staffing summary. FY 2010 Departmental Objectives ^ Make Colleyville more prosperous through economic development efforts. ^ Enhance the maintenance and reconstruction of City infrastructure. ^ Develop, expand and promote leisure activity opportunities for the citizens. ^ Continue Colleyville being an engaged, safe and secure community. ^ Effectively utilize and promote Colleyville's paid and volunteer human resources. ^ Ensure fiscal integrity and stewardship of the City's financial planning. ^ Enhance the promotion and preservation of natural resources. 72 City Council Service Delivery Measures Elections Ordinances Resolutions Council meeting, worksession and joint meeting minutes Number of Citizens Represented Tax Rate per hundered dollars of valuation Per capita tax supported debt Average Residental Home Value Personnel Summary FY 08 Actual 0 53 125 36 FY 09 FY 10 Budgeted Budgeted 1 1 55 50 150 125 35 35 22,500 22,550 22,650 $0.3559 $0.3559 $0.3559 $615 $549 $480 $375,211 $391,133 $398,957 FY 08 Actual FY 09 FY 10 Budgeted Budgeted Total 0 0 0 73 FY 2010 GENERAL FUND BUDGET City Council Account 001-10 Budget 5umrnary Personnel Contractual Supplies Capital Total FY 2008 FY 2009 FY 2010 Actual Budgeted Budgeted $0 $0 $0 $272,319 $254,303 $252,164 $6,744 $4,380 $6,248 $0 $0 $0 $279,063 $258,683 $258,412 Gapita! Expenditure Summary No capital expenditures 74 Fiscal Year 2010 City Manager's Office COLLEYVILLE 75 CO LLEYVI LLE TEXAS 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, resolutions and policies. FY 2009 Accomplishments ^ Implemented and managed City Council work initiatives. ^ Completed construction of the five million gallon ground storage tank on L.D. Lockett. ^ Completed implementation of CRW permitting software. ^ Continued funding and partnership with Tarrant County for street improvements. ^ Completed major roadway improvements: Church street realignment and Bogart Drive paving and drainage improvement and traffic circle. ^ Continued to manage franchise services. ^ Implementation of the 10-year Street Capital Improvement Program. ^ Continued to develop budget strategies through financial and budget forecasts. 76 ^ Continued implementation of the Workforce Development Sustainability Plan to include new performance evaluation system, rewards and recognition program, and identifying values. ^ Continued to evaluate the redevelopment potential of commercial properties located along State Highway 26. ^ Established the Colleyville and Parks Tomorrow Funds through subsurface mineral gas lease funds. ^ Completed amendments to the Land Development Code regarding various regulations, codes and additional standards for community safety and beautification. ^ Created and implemented the sidewalk construction and escrow requirements. ^ Implementation of Blade and San Server technology and upgrade of Council Dias microphones. FY 2010 Departmental Objectives ^ Implementation and management of the City Council Work Initiatives. ^ Continue funding and partnership with Tarrant County for street improvements. ^ Management of franchise services. ^ Enhance and develop multiple communication outlets to Colleyville residents. ^ Continue to develop budget strategies through financial and budget forecasts. ^ Establish Economic Development strategies to focus on business retention during difficult economic times. ^ Complete Economic Development marketing study to enhance commercial development. ^ Continue design and construction of the Library second floor expansion and Colleyville Center renovation. ^ Develop and implement a strategic operating plan focused on linking strategic goals, department activities, citizen expectations and performance results to the City budget. ^ Completion of the Parks and Recreation Open Space Master Plan. 77 Evaluate sustainability of current compensation and benefits structure providing recommendation for improved performance and sustainability. • Develop and implement projects identified for Colleyville and Parks Tomorrow Funds. ^ Implementation of livestream video broadcast system of City Council meetings. 78 City Manager's Office Service Delivery Measures City Council packets prepared Percent of City Council Work Initiatives Completed Percent of Refuse/Recycle calls responded to in less than 24 hours Percent franchise complaints responded to in less than 24 hours Number of Household Hazardeous Collections at Fort Worth ECC Average pounds recycling per home/per collection *Price of Government (cents/per dollar) FY 08 FY 09 FY 10 Actual Budgeted Budgeted 35 30 35 95% 94% 95% 99% 99% 99% 99% 99% 99% 433 472 480 10.53 9.56 10.00 Not Calculated Not Calculated $0.028 *Price of Government is the est. amount of every dollar earned by residents that goes to pay for city services. This measure is calculated by dividing total City revenue by the average median income per fota/ number of households in City of Colleyville. 79 City Manager's Office Personnel Summa FY 08 FY 09 FY 10 Actual Budgeted Budgeted City Manager 1 1 ~ Assistant City Manager 1 1 ~ Development and Business 1 0 0 Strategies Manager Executive Secretary 1 1 1 Management Assistant 1 1 1 Total full-time 5 4 4 so FY 2010 GENERAL FUND BUDGET City Manager's Office Account 001-11 Budget Summary FY 2008 FY 2009 Actual Budgeted Personnel $558,607 $523,226 Contractual $65,019 $54,197 Supplies $6,635 $8,116 Capital $0 $0 Total $630,261 $585,539 FY 2010 Budgeted $563,801 $50,039 $6,867 $0 $620, 707 FY 2010 Budgeted Supplies Capital Contractual 1 % 0% 8% Personnel 91% Capital Expenditure Summary No capital expenditures 81 Fiscal Year 2010 Building Inspection CO LLEY~II LLE TEXAS 82 COLLEY'VILLE TEXAS 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. FY 2009 Accomplishments ^ Issued 100% of permits through the computer system. Implemented and went live with new CRW Developmental Software. ^ Implemented and went live with Selectron Interactive voice response System (IVR). ^ Implemented and went live with permits on-line, giving contractors the ability to purchase selected permits over the Internet. ^ Implemented and went live with new Xplore-x104-Verizon wireless in-the-field notebooks to record field inspections live-real-time. ^ Streamlined the plan review process to be more efficient and responsive (In CRW-Software). ^ Purchased and implemented new scanners capable of scanning full-size construction plans into CRW, greatly reducing the need for additional plan review submittals and greatly reducing construction plan storage in our efforts to contribute to "going green". ^ Hosted several CRW-Software overviews for other North Texas Cities. 83 ^ Expanded and improved permit application forms (In CRW-Software). ^ Continued development of an internal procedures manual (CRW-Manual). ^ Improved monthly reports for permits and code enforcement (CRW-Reports). ^ Reduced turn-around times for reviewing and issuing certificates of occupancy by improving coordination and inspection processes (Now notifying CRW users through CRW dashboard). ^ Won the award of merit-excellence from the Building Officials of Texas (BOAT) for small jurisdiction. ^ Worked with Westlake ACE Hardware to set up a kiosk to promote ICC Building Safety Week. FY 2010 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). ^ 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). ^ Adopt the new International Building Codes and selected North Texas Council of Government's recommended amendments. 84 Building Inspection Service Delivery Measures New residential permits Residential remodel permits New and Remodel commercial permits Miscellaneous Permits (elect, plbg, mech, fences, pools, co's, roof, sign, etc) Inspections Inspections per business day Inspections per building employee Code violations investigated Violations investigated per business day Violations investigated per code officer Personnel Summary Building Official Building Inspector Code Enforcement Officer Building Permit Clerk Total full-time 85 FY 08 FY 09 FY 10 Actual Budgeted Budgeted 131 145 73 105 47 59 84 102 52 1,867 3,180 1,464 8,109 8,232 4,322 23 34 12 4,055 4,121 2,880 2,865 2,950 2,880 11 12 12 2,865 2,950 2,880 FY 08 FY 09 FY 10 Actual Budgeted Budgeted 1 1 1 2 2 2 1 1 1 2 2 2 g 6 6 FY 2010 GENERAL FUND BUDGET Building Inspection Account 001-12 Budget Summary FY 2008 FY 2009 Actual Budgeted Personnel $363,778 $390,637 Contractual $34,082 $60,911 Supplies $8,773 $9,764 Capital $0 $27,510 Total $406,633 $488,822 FY 2010 Budgeted $361,147 $55,866 $6,447 $0 $423,460 FY 2010 Budgeted Capital Supplies ~% 2% Contractual 13% Personnel 85% Capital Expenditure Summary No capital expenditures ss Fiscal Year 2010 Economic Development COLLEYVILLE TEXAS 87 COLLEY~ILLE TEXAS Economic Development Mission The Economic Development Department is responsible for developing programs to retain, attract and expand businesses and commercial investment. The mission is to establish the City of Colleyville as a destination of choice for high-quality sales, property and occupancy 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. FY 2009 Accomplishments ^ Continued to seek private development partners to redevelop vacant shopping centers focusing on exploration of alternate uses. Sought 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 along-term vision for the redevelopment of Colleyville Blvd. Continued working with BGO Architects on a draft set of Design Guidelines and Zoning Overlay ordinance for the core of the Colleyville Boulevard corridor. ^ Worked with staff and consultants to create entryway identity for Colleyville at key entry points in the City. 88 ^ 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. FY 2010 Departmental Objectives ^ Recruit a new Marketing Coordinator with the skills to help set Colleyville apart in terms of promotion and special events. ^ Oversee Catalyst Commercial's work to complete a new Merchandising Plan. Ensure delivery of a new Aerial which includes updated demographics and traffic counts and can be used as the City's primary hard copy marketing piece. ^ Supervise completion of the Colleyville Boulevard Overlay District, including consideration of an ordinance and set of Design Guidelines. ^ Work with staff and consultants to identify, develop and market a new brand for Colleyville. Promote new brand to residents, region and developers. ^ Rebrand and continue promoting a "By Local" or shop at home cooperative awareness campaign. ^ Continue consultant work on development of City entry marker and way-finding program with design prototypes and portal locations. ^ Continue Web site (experiencecolleyville.com) maintenance and enhancement for proliferation of current merchant support. Explore renaming to generate a shorter, more dynamic marketing alternative. ^ Complete research and publish aDining/Shopping Guide support of Colleyville- based businesses. ^ Continue ad campaign to stimulate economic growth and develop Colleyville into a visitors' "destination"-promoting the City's unique attractions. ^ Continue working with merchants to improve City/Business relationships and develop seamless working environments between same. ^ Implement new SCORE counseling cooperative in conjunction with the U.S. Small Business Administration and the Colleyville Area Chamber of Commerce. ^ Develop a new Economic Development Strategic Plan for guiding future Departmental initiatives. 89 Establish an Executive Leadership Forum of interested Colleyville residents, business owners and operators. Research, develop and unveil a cooperative initiative among the four Departments most involved with Colleyville's development process (Economic Development, Community Development, Public Works and Fire). 90 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 08 FY 09 FY 10 Actual Budgeted Budgeted 83 65 45 $2,468,652 $2,561,376 $2,561,376 4 10 12 48 100 100 4 8 8 10 35 40 0 2 2 4 12 12 1 3 3 FY 08 FY 09 FY 10 Actual Budgeted Budgeted 1 1 1 0 1 1 1 2 2 91 FY 2010 GENERAL FUND BUDGET Economic Development Account 001-13 Budget Summary FY 2008 FY 2009 FY 2010 Actual Budgeted Budgeted Personnel $75,649 $228,821 $256,973 Contractual $72,371 $30,253 $37,854 Supplies $2,334 $6,650 $5,500 Capital $0 $0 $0 Total $150,355 $265,724 $300,327 FY 2010 Budgeted Supplies Contractual 2% Capital 13% 0% Personnel 85% Capital Expenditure Summary No capital expenditures 92 Fiscal Year 2010 City Secretary's Office COLLEY~TILLE TEXAS 93 COLLEY~TILLE TEXAS 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. FY 2009 Accomplishments ^ 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. 94 ^ Conducted May 2009 General Election ^ Conduct New City Councilmember Orientation. ^ Processed Open Record requests for citizens and staff in a timely manner. ^ Coordinated change to the application and appointment process for boards, commissions and committees. ^ Conducted citywide onsite and offsite storage records audit and coordinated the process for reducing the cost of off-site storage of City documents. ^ Redesigned the vault in order to store more boxes on-site and reduce off-site storage costs. ^ Coordinated and Implement the usage of Records Manager software in Human Resources. ^ Continued process to coordinate and implement citywide conversion of City records to electronic files. ^ Coordinated and implemented mobile shredding service during Clean Sweep activities. ^ Coordinated voter registration opportunity for GCISD students. ^ Provided Laserfiche training, as necessary. ^ Provided agenda management software training, as necessary. ^ Updated City Secretary Procedures Manual. ^ Continued cross-training of City Secretary and Records Coordinator. ^ Maintained a positive and professional image for citizens, City Council and staff. FY 2010 Departmental Objectives ^ Conduct May 2010 General Election. ^ Implement administrative and procedural changes to establish electronic records as permanent records. ^ Conduct City Council Candidate Orientation. 95 ^ Prepare and manage department budget. ^ Prepare official minutes for all City Council, Colleyville Economic Development Corporation Board, Crime Control and Prevention District Board and Tax Increment Financing District Board meetings and worksessions. ^ Conduct City Council Candidate Drawing for Place on the Ballot and Orientation. ^ Process Open Record requests for citizens and staff in a timely manner. ^ Coordinate the Boards' and Commissions' Appreciation Event. ^ Continue to coordinate and implement the usage of Records Manager software in city departments. ^ Continue process to coordinate and implement citywide conversion of City records to electronic files. ^ Coordinate and implement mobile shredding service during Clean Sweep activities. ^ Continue cross-training of City Secretary and Assistant City Secretary. ^ Consolidate and update the Office of the City Secretary Administrative Handbook. ^ Maintain a positive and professional image for citizens, City Council and staff. ^ Provide Laserfiche training, as necessary. ^ Provide agenda management software training, as necessary. ^ Continue to coordinate the process for reducing the cost of off-site storage of City documents. 96 City Secretary Service Delivery Measures FY 08 FY 09 FY 10 Actual Budgeted Budgeted Elections 0 1 1 Ordinances processed 53 55 50 processed within three days 100% 100% 100% Resolutions processed 125 150 125 processed within three days 100% 100% 100% Council meeting, worksession and 36 35 35 joint meeting minutes Open Records requests -written 164 160 230 processed within six days 99% 99% 99% Citizen requests -telephone 1,800 1,800 1,900 Records Scanned 7,500 8,000 7,500 Records Destroyed (Boxes) 75 115 100 Board, Commission and Committee Appreciation 1 0 1 Event Pastors Appreciation Luncheon 0 1 0 Mobile Shredding Service 1 1 1 Voter Registration Opportunity for GCISD students 1 0 0 97 Personnel Summary FY 08 FY 09 FY 10 Actual Budgeted Budgeted City Secretary Records Coordinator 1 1 0 Assistant City Secretary -Part-time 0 0 Total 2 2 2 98 FY 2010 GENERAL FUND BUDGET City Secretary's Office Account 001-14 Budget Summary FY 2008 FY 2009 FY 2010 Actual Budgeted Budgeted Personnel $158,338 $177,484 $154,775 Contractual $125,681 $146,939 $122,089 Supplies $8,005 $10,266 $7,911 Capital $0 $0 $0 Total $292,024 $334,689 $284,775 Capital Expenditure Summary No capital expenditures 99 Fiscal Year 2010 Finance COLLEYVILLE TEXAS 100 CO LLEYVI LLE TEXAS 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. FY 2009 Accomplishments ^ Performed internal cash audits for SAS 99. ^ General obligation bonds rating upgraded from AA+ to AAA. ^ 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 2008 CAFR under the institution of Statement on Auditing Standards 103 through 112. ^ Issued employee W-2 statements by January 31. ^ Increased employee direct deposit of paychecks by 8%. 101 ^ Inventoried and tagged fixed assets and minor capital outlay acquisitions. FY 2010 Departmental Objectives ^ Continue to maintain AAA bond ratings on General obligation bonds. ^ Continue to receive the Government Finance Officers Association Distinguished Budget award. ^ Continue to receive the Government Finance Officers Association Certificate of Achievement for Excellence in Financial Reporting. ^ Continue to maintain ratings of AA from Standard and Poor's and AA+ from Fitch ICBA on Utility Revenue debt. ^ Earn investment yield equivalent to the Logic annualized rate. ^ Continue to receive an unqualified audit opinion on the 2009 CAFR under the institution of Statement on Auditing Standards 103 through 112. ^ Issue employee W-2 statements by January 31. ^ Continue to tag and monitor all fixed assets and minor capital outlay acquisitions. ^ Bid bank depository contract. ^ Complete utility rate study updates 102 Finance Service Delivery Measures General obligation bond rating Investment portfolio (in millions) of audit adjustments in period 13 closing of purchase orders processed within three days of receipt of requisition of Accounts Payable checks voided CAFR submitted to GFOA on time Budget submitted to GFOA on time Ad Valorem tax collection rate of employees on direct deposit of monthly investment reports issued within fifteen days of month end of budget reports distributed <10 days after month-end procedures completed of Payroll checks voided of customers paying with credit card FY 08 FY 09 FY 10 Actual Budgeted Budgeted AA+ AA+ AAA $35 $31 $36 0.0043% 0.0116% 0.0080% 100% 100% 100% 0.005% 0.005% 0.005% Yes Yes Yes Yes Yes Yes 99.0% 99.0% 98.9% 78% 80% 88% 100% 100% 100% 100% 100% 100% 0.001 % 0.001 % 0.001 0.5% 2% 2.6% 103 Finance Personnel Summary Finance Director Assistant to the Finance Director Accounting Clerk Total full-time FY 08 FY 09 FY 10 Actual Budgeted Budgeted 1 1 1 1 1 1 1 1 1 3 3 3 104 FY 2010 GENERAL FUND BUDGET Finance Account 001-15 Budget Summary FY 2008 FY 2009 Actual Budgeted Personnel $323,361 $314,673 Contractual $136,070 $157,456 Supplies $13,580 $17,816 Capital $0 $0 Total $473,010 $489,945 FY 2010 Budgeted $319,644 $158,553 $15,926 $0 $494,123 FY 2010 Budgeted Supplies Capital Contractual 3% 0% 32% ,, < Personnel 65% Capital Expenditure Summary No capital expenditures 105 Fiscal Year 2010 Legal CO LLEYVI LLE TEXAS 106 FY 2010 GENERAL FUND BUDGET Legal Account 001-16 $udget Summary FY 2008 FY 2009 FY 2010 Actual Budgeted Budgeted Personnel $0 $0 $0 Contractual $129,479 $106,823 $118,960 Supplies $0 $0 $0 Capital $0 $0 $0 Total $129,479 $106,823 $118,960 Capital Expenditures No capital expenditures 107 Fiscal Year 2010 Library CO LLEYVI LLE TEXAS 108 CO LLEY~TI LLE TEXAS Library Department Mission Colleyville residents of all ages will have state-of-the-art library services, accessible "Anytime, Anywhere." That will: meet their needs for current high-demand topics and titles; assist them in their self-directed personal growth and development opportunities; provide the information services needed to answer their questions; and develop their skills in finding and using information effectively. Goals The Library Department has four primary goals for the 2010 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. FY 2009 Accomplishments ^ Added approximately 1,000 new items to the library's materials collection, which increased the collection from 50,204 items to 51,204 print, non-print, and downloadable digital media items; 2.21 per capita. ^ Circulated approximately 226,491 items to Library patrons. ^ Registered approximately 1,380 Colleyville residents for library cards, which increased the total number of residents registered from 12,506, to 13,886; 60% of the population. ^ Provided in-house, telephone and a-mail reference services that resulted in a 2.06 reference transactions per capita rate or a total of 47,789 questions. 109 ^ Provided services and programs that resulted in annual patron library visits of 4.88 per capita, for a total of 113,180 visits. ^ Continued to develop, implement and market approximately 322 adult and children's programs that created an annual program attendance of 17,413; 0.75 per capita. ^ Developed and maintained a collection of materials that had a minimum turnover rate of 4.42 which means that approximately each item in the collection circulated 4.42 times annually. ^ Filled 83% of patron holds placed on current, high-demand materials within 30 days. ^ 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 an inventory of the Library's materials collection using the Library's 3-M Digital Library Assistant. ^ Completed 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. ^ Enhanced the Library's digital library collection by launching a new service, iPod compatible materials. ^ Improved patron accessibility to the Library's young adult materials collection by adding shelving to provide space for all collection items. ^ 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 three new library staff members to fill two existing vacated positions and one new position. ^ Provided volunteer opportunities for adults, Teen Court, National Charity League, National Honor Society, and teens, which provided approximately 4,232 library volunteer hours. ^ Offered Colleyville's sixth summer reading program for around 1,300 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. 110 ^ Hosted a co-sponsored family program with aGrapevine-Colleyville Independent School District School, which included an event for Turn-Off the TV Week that was attend by around 110 children and adults. ^ Enhanced Library program options for patrons participating in the summer reading program by adding Snacks and Stories, a story time for kindergarten -third graders. ^ Completed and filed the Library's seventh 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. ^ Enhanced the Library's Early Learning Literacy Center for children by purchasing four new computers with approximately 40 new top-rated educational software titles. ^ Enhanced the Library's patron notification process by launching a new service, email due date reminder notification for checked out library materials. ^ Enhanced the Library's patron computer services by developing and offering a variety of computer classes for patrons of all ages: FY 2010 Departmental Objectives ^ Add approximately 1,000 new items to the library's materials collection to increase the collection from 51,204 items to 52,204 print, non-print, and downloadable digital media items; 2.25 per capita. ^ Increase library materials circulation to 10.44 items per capita for a total of 246,346 items. ^ Promote library card registration to increase the total number of residents in Colleyville registered for library cards from 60% to 66%. ^ Provide in-house, telephone and a-mail reference services that result in a 2.16 reference transactions per capita rate or a total of 50,178 questions. ^ Provide services and programs that result in annual patron library visits of 5.12 per capita, for a total of 118,838 visits. ^ Continue to develop, implement and market a variety of adult and children's programs that create an annual program attendance of 18,284; 0.79 per capita. 111 ^ Develop and maintain a collection of materials that has a minimum turnover rate of 4.64, which means that approximately each item in the collection circulates 4.64 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. ^ Purchase and implement LS2 PAC, 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. ^ 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 Library Collection Items per Capita Annual Materials Circulation Items per Capita Library Registrations Percentage of Population Reference Transactions Transactions per Capita Annual Library Visits Visits per Capita Library Program Attendance Attendance per Capita Materials Delivery -Requests filled in less than 30 days FY 08 FY 09 FY 10 Actual Budgeted Budgeted 50,204 51,204 52,204 2.16 2.21 2.25 211,674 226,491 242,346 9.12 9.76 10.44 12,506 13,886 15,266 54% 60% 66% 45,513 47,789 50,178 1.96 2.06 2.16 107, 790 113,180 118, 838 4.64 4.88 5.12 16,584 17,413 18,284 0.71 0.75 0.79 N/A 83% 85% 113 Personnel Summa FY 08 FY 09 FY 10 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 3 3 Technical Services/Circulation Asst 1 1 1 Library Clerk 5 5 5* Librarian 1 1 1 Youth Services Assistant 2 2 2 Total part-time 11 12 12 * One position is frozen in the FY 2010 budget 114 FY 2010 GENERAL FUND BUDGET Library Account 001-17 Budget Summary FY 2008 FY 2009 Actual Budgeted Personnel $483,817 $532,704 Contractual $118,940 $119,605 Supplies $19,895 $21,298 Capital $45,296 $50,000 Total $667,948 $723,607 FY 2010 Budgeted $546,063 $124, 878 $19, 876 $15,000 $705,817 FY 2010 Budgeted Supplies 3% Contractual Capital 18% 2% Personnel 77% Capital Expenditures Collection Materials $15,000 115 Fiscal Year 2010 Engineering CO LLEY~TI LLE TEXAS 116 COLLEY~TILLE TEXAS 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. FY 2009 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 Bogart Drive Paving & Drainage Improvements. ^ Completed construction of the Bogart Drive Landscaping Improvements. ^ Completed construction of 5 million gallon ground storage tank. 117 ^ Completed the design and construction of the L.D. Lockett Waterline Replacement. ^ Competed construction of the Fire Station Emergency Signals. ^ 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. ^ Completed conversion of as-built construction plans to a digital database. ^ Started design for the Glade-Pool Intersection Improvements. FY 2010 Departmental Objectives ^ Continue 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 design of the Glade-Pool Intersection Improvements. ^ Design of the Quad Gate/Quiet Zone at the three railroad crossings. ^ Design of the Pleasant Run Road and John McCain Intersection Improvements. ^ Design of the Ponderosa Lane Drainage/Paving Improvements. 118 Engineering Service Delivery Measures Capital projects managed Development cases reviewed Average plan review time (days) Construction plans, site plans and drainage studies reviewed Active drainage complaints City projects under design City projects under construction Linear feet of sidewalk constructed Personnel Summary Public Works Director City Engineer Engineer Project Inspector Office Assistant Total full-time * Position is frozen in the FY 2010 Budget 119 FY 08 FY 09 FY 10 Actual Budgeted Budgeted 10 10 12 130 131 120 10 10 10 30 30 30 80 100 80 12 5 8 10 5 8 1,650 3,500 2,500 FY 08 FY 09 FY 10 Actual Budgeted Budgeted 1 1 1 1 1 1 1 1 1* 1 1 1 1 1 1 5 5 4 FY 2010 GENERAL FUND BUDGET Engineering Account 001-18 `:'.:Budget Summary FY 2008 FY 2009 FY 2010 Actual Budgeted Budgeted Personnel $455,005 $453,560 $390,460 Contractual $59,184 $38,602 $38,545 Supplies $60,454 $61,338 $11,477 Capital $0 $0 $0 Total $574,643 $553,500 $440,482 FY 2010 Budgeted Supplies Capital 3% 0% Contractual 9% Personnel 88% Capital Expenditure Summary No capital expenditures 120 Fiscal Year 2010 Community Development COLLEYVILLE TEXAS 121 CO LLEYVI LLE TEXAS 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. FY 2009 Accomplishments ^ Created new landscape irrigation ordinance. ^ Implemented new CRW permitting and project software. ^ Hired consultant to update roadway impact fees. ^ Amended the fence regulations in the Land Development Code. 122 ^ Amended the sidewalk construction and escrow requirements in the Land Development Code. ^ Added wind driven generator standards to the Land Development Code. ^ Amended the mass gathering regulations in the Code of Ordinances. ^ Amended the City's Oil and Gas Well Drilling production ordinance. ^ Reviewed the City's SOB ordinance. ^ Held several public meetings and worked with BGO Architects on the SH 26 redevelopment study. Completion of the study is scheduled for the current fiscal year. ^ Held several public meetings and worked with Burditt Consultants on study of Colleyville's tree preservation regulations. Completion of the study is scheduled for the current fiscal year. ^ Worked with NJB Architects on the City's entry way and way finding study. Completion of the study is scheduled for the current fiscal year. ^ Improved PowerPoint presentations for public meetings. ^ Improved internal processes to make the department more efficient including streamlining notification processes, calibrating the CRW software with current computer file processes and scanning documents for electronic storage. ^ Added a public access computer for the public to access the CRW permitting system, GIS and other public documents. This also allows planning staff to access the computer to print receipts and access ordinance information without having to access computers in their own offices. ^ Created an internal procedure and policy manual for the department. ^ Created a development handbook to help developers, builders and new business navigate the permitting and development process in the City. ^ Continued publication of the Colleyville Development Journal three times per year. FY 2010 Departmental Objectives ^ Continue with the formulation of a redevelopment plan for the SH 26 corridor. 123 ^ Create a new strategic plan for the department to be implemented in FY 2010. ^ Collaborate with the new Economic Development Director to create an economic development strategic plan for the City with a heavy focus on SH 26. ^ Begin the process of updating the City's 2025 Master Plan. ^ Consider and propose various amendments to the Land Development Code in order keep Colleyville recognized as a "best practice" community. ^ Continue publication of the Colleyville Development Journal three times per year. 124 Community Development Service Delivery Measures FY 08 FY 09 FY 10 Actual Budgeted Budgeted Subdivision plats 42 50 18 Plats per employee 14 17 6 Site plan reviews 14 15 5 Zoning cases 25 36 16 Zoning Board of Adjustment cases 10 17 6 Sign Board of Appeals cases 7 7 2 General Cases 37 30 24 Total cases per month 12.40 14.25 6.4 Personnel Summary FY 08 FY 09 FY 10 Budgeted Budgeted Budgeted Community Development Manager 1 1 1 Development Coordinator 1 0 0 Planner I 0 1 1 ~` Planning and Zoning Assistant 1 1 1 Total full-time 3 3 3 * Position is frozen in the FY 2010 Budget 125 FY 2010 GENERAL FUND BUDGET Community Development Account 001-19 Budget Summary FY 2008 FY 2009 FY 2010 Actual Budgeted Budgeted Personnel $206,942 $204,644 $176,270 Contractual $40,552 $35,203 $32,267 Supplies $7,256 $8,633 $6,540 Capital $0 $0 $0 Total $254,750 $248,480 $215,077 FY 2010 Budgeted Supplies Capital 3% 0% Contractual 15% Personnel 82% Capital Expenditures Summary No capital expenditures 126 Fiscal Year 2010 Fire COLLEYVILLE 127 CO LLEY~I LLE TEXAS Fire Department Mission The Mission of the Colleyville Fire Department is to provide its citizens and visitors with the highest level of professional service through rapid response, protection, prevention, education and compassion. Goals The Colleyville Fire Department will provide our service to the public through education, prevention, emergency medical service, and fire suppression services. FY 2009 Accomplishments ^ Continued responding to all emergency calls in five minutes or less 90% of the time. ^ Completed the 2010 - 2020 Comprehensive Strategic Plan for the Fire Department. ^ 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 over 8,000 clock hours of training throughout the organization. ^ Re-instituted fire prevention clown program with more than 2,500 citizen contacts during fire prevention month. ^ Received a grant for $2,000.00 from FM Global Foundation in support of the fire prevention clown program. ^ Completed specifications and planning for the purchase of a 105' aerial apparatus in FY 2010. ^ All officers completed Fire Officer II training as well as command and control training. ^ Coordinated and conducted third Citizen's fire Academy class. 128 ^ Established the Citizen's Fire Academy Alumni Association (CFAAA) and the Rehab Response Team. ^ 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. ^ Purchase a Glidescope Intubation Device for increased success in placing endotracheal breathing tubes in apneic patients. FY 2010 Departmental Objectives ^ Continue to respond to all emergencies with a target response time of five minutes or less 90% of the time. ^ Continue to provide fire and safety education to our citizens through on site demonstrations, school visits, and fire station tours. ^ Continue 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 fourth Citizens Fire Academy class. • Continue to develop new leaders within the CFD focusing on driver and officer training. ^ Replace 2002 Command vehicle per vehicle replacement program. ^ Order and replace the 1985 E-One Engine with a new 105' aerial apparatus. 129 ^ 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. 130 Fire Department Service Delivery Measures Fire related calls Ambulance calls Total calls per day Inspections Investigations Fire drills Public fire prevention presentations Fire hydrant inspections/serviced CPR classes conducted Fire related training hours EMS related training hours Officer Development Training Hours Total training hours per employee FY 08 FY 09 FY 10 Actual Budgeted Budgeted 660 690 720 680 720 720 4 4 4 675 700 720 15 20 20 16 16 16 50 60 75 1,280 1,300 1,325 15 15 15 2,800 3,500 3,500 1,200 1,200 2,500 800 800 800 141 157 184 131 Personnel Summary FY 08 FY 09 FY 10 Actual Budgeted Budgeted Fire/EMS Chief 1 1 1 Fire Marshal 1 1 1 Fire/EMS Training Officer 1 1 0 Battalion Chief 0 0 3 Lieutenant 9 9 9 Emergency Mgmt. Coordinator * 0 0 1 Firefighter 21 21 19 Office Assistant 1 1 1 Total full-time 34 34 35 * This position was budgeted in Utility O perations in FY 08 and FY 09. 132 FY 2010 GENERAL FUND BUDGET Fire Department Account 001-22 Budget Summary FY 2008 FY 2009 FY 2010 Actual Budgeted Budgeted Personnel $2,938,881 $3,005,538 $3,233,322 Contractual $642,637 $706,900 $683,379 Supplies $97,907 $102,735 $98,223 Capital $186,793 $36,750 $1,022,838 Total $3,866,218 $3,851,923 $5,037,762 FY 2010 Budgeted Capital 20% Supplies 2% Contractual 14% Personnel 64% Capital Expenditure Summary SCBA Replacement Program $24,100 Hand Held Radio Replacement Program $17,500 Total $41,600 133 Fiscal Year 2010 Police CO LLEY~II LLE TEXAS 134 COLLEY~TILLE TEXAS 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. FY 2009 Accomplishments ^ Colleyville's STOP THIEF! theft prevention program adopted by the Texas Auto Theft Taskforce for statewide promotion. ^ Received Special Olympics Texas State-wide Award for community service. ^ Established the Colleyville Citizens On Patrol (COP) citizen-volunteer program. ^ 100% compliance to Texas Peace Officer license updated training mandates. ^ Presented "Junior CSI" Summer Youth Program in conjunction with the Parks Department. ^ Submitted federal grant application for funding of a police officer position. ^ Combined Police and Fire computer aided dispatch systems to increase 911 emergency services dispatching efficiency. ^ Converted additional Police fleet vehicles to more fuel efficient models. 135 ^ National Night Out/Texans Against Crime largest citizen participation in fourteen years. ^ Citizen's Police Academy Class #6 graduated largest class to date. FY 2010 Departmental Objectives ^ Continue policy revisions of departmental General Orders and Code of Conduct. ^ Initiate officer training program to respond to high-risk, low-frequency critical incidents. ^ Reorganize supervisory structure to provide more effectively distributed supervision. ^ Finalize Police fleet conversion to fuel-efficient vehicles. ^ Increase citizen volunteer opportunities. ^ Fully integrate the Citizens on Patrol program. 136 Police Department Service Delivery Measures FY 08 FY 09 FY 10 Actual Budgeted Budgeted Criminal Investigations: Part One Offenses 344 344 344 Part One Offenses Cleared 112 113 116 Percent Cleared 32% 33% 34% Index Crime Arrests 59 65 84 Cases Filed 268 274 296 follow-up contacts with 78% 76% 77% offense victims within 3 days criminal invest. cases 75% 85% 86% cleared within 10 days of assignment Note: The above numbers are based on: UCR for 2008 actual UCR for 2009 YTD (Jan.1 to Aril 1 projected out for 12 months) 2010 projected from 2009 for an additional 12 months with a decressing trind. Patrol: Calls for service 41,051 40,767 42,000 Total arrests 617 686 700 Part One arrests 112 110 115 Driving while intoxicated 97 126 130 Citations 12,974 12,100 12,500 of Emerg. and Priority 1 calls 50.7% 50% 50% for service response within 6 mins D.A.R.E. Officer Number of Students receiving Drug Awareness Training Colleyville Middle School 304 290 276 Heritage Middle School 345 265 185 Note: DARE is no longer taught in the Elementary Schools and has been replaced by Life Skills Training. The life skills classes have been taught by Police Department staff in some of the schools and by GC/SD staff in others as indicated below. Number of Students receiving Life Skills Training: Colleyville Elem. School 607 498 398 Bransford Elem. School 403 420 437 O.C. Taylor Elementary School 245 216 187 Glenhope Elementary School 250 230 210 137 Police Department Personnel Summary FY 08 FY 09 FY10 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* 22 23 23 Total sworn 37 38 38 Office Assistant 1 0 0 Administrative Secretary 0 1 1 Administrative Clerk 1 1 1 Public Safety Assistant (full-time) 1 1 1 Public Safety Assistant (part-time) 2 2 2 Dispatcher 7 7 7 Communications Supervisor 1 1 1 Animal Control Officer 1 1 1 Total Admin support (FTEs) 14 14 14 Total full-time 51 52 52 * Includes officers from Crime Prevention District Funds 138 FY 2010 GENERAL FUND BUDGET Police Department Account 001-23 Budget Summary FY 2008 FY 2009 Actual Budgeted Personnel $3,525,866 $3,729,139 Contractual $501,964 $509,434 Supplies $40,774 $47,373 Capital $0 $0 Total $4,068,603 $4,285,946 FY 2010 Budgeted $3,871,686 $486,498 $45,995 $0 $4,404,179 FY 2010 Budgeted Contractual Supplies 11% 1% Capital 0% Personnel 88% Capital Expenditure Summary No capital expenditures 139 Fiscal Year 2010 Parks CO LLEY~TI LLE TEXAS 140 COLLEYVILLE TEXAS 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 of recreation and leisure amenities for guests while enhancing the quality of parks, open space and natural areas. FY 2009 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. ^ Coordinated and monitored installation of replacement HVAC units at the Senior Center. ^ 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. 141 ^ Continued to research, develop and conduct department employee training for self-directed work teams to enhance employee ownership, production and overall staff effectiveness. ^ Reviewed 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. ^ Coordinated design and construction for renovating landscaping on Glade Road medians. FY 2010 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 Senior Center Open Space Phase II. ^ Coordinate design and construction of Cottonbelt Trail Phase II. ^ 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 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. ^ Coordinate revisions and modifications of the Comprehensive Parks, Recreation and Open Space Master Plan. 142 Parks Service Delivery Measures FY 08 FY 09 FY 10 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 5 6 4 Projects under construction 3 4 4 Grant applications submitted 1 1 1 Scheduled projects completed 4 5 4 Average park acreage maintained per Park personnel 22.44 22.44 22.44 Tree City USA status 10 Year Achieved Achieved Achieved Irrigation systems maintained 37 41 42 Percent of Baseball field preparations 61 % 58% 60% Percent of Softball field preparations 14% 13% 13% Percent of Soccer field preparations 25% 29% 27% Percent of athletic field preparation man-hours 14% 17% 15% Percent of athletic field maintenance man-hours 26% 29% 28% Percent of irrigation repair man-hours 14% 9% 10% Percent of trash collection man-hours 16% 16% 17% Percent of facility and amenity inspection man-hours 9% 8% 8% Percent of outdoor restroom cleaning man-hours 8% 8% 9% Percent of Mowing/Trimming of athletic fields 13% 13% 13% Number of documented park inspections per year 156 168 168 Number of Playground Safety Inspections 312 312 364 Playground Safety Inspections per week 6 6 7 Number of Irrigation System Inspections per year 444 492 504 143 Personnel Summary Parks and Recreation Director Parks Maintenance Superintendent Administrative Secretary Parks Supervisor Irrigation Specialist Equipment Operator Parks Maintenance Worker Total full-time Park Ranger Park Maintenance Worker Total Part-time FY 08 FY 09 FY 10 Actual Budgeted Budgeted 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 6 6 6 12 12 12 1 1 1 2 2 2 3 3 3 144 FY 2010 GENERAL FUND BUDGET Parks Account 001-32 Budget Summary FY 2008 FY 2009 FY 2010 Actual Budgeted Budgeted Personnel $711,658 $788,567 $842,365 Contractual $692,848 $748,237 $668,583 Supplies $65,606 $56,727 $58,272 Capital $5,982 $0 $0 Total $1,476,094 $1,593,531 $1,569,219 FY 2010 Budgeted Supplies Capital 4% 0% Contractual Personnel 43% 53% Capital Expenditure Summary No capital expenditures 145 Fiscal Year 2010 Streets CO LLEY~TI LLE TEXAS 146 CO LLEYVI LLE TEXAS Street 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. FY 2009 Accomplishments Resurfaced and reconstructed 7 deteriorated streets; Saddlebrook Drive in Saddlebrook sub division. The last six streets were in the Tara Plantation subdivision; Trail Bend Court, Copper Wood Court, Elm Wood Court, Plantation Court, Fair Hill Court and Crest Drive. All work preformed this year in these two sub divisions was part of the Capital Improvement Program and was funded from the FY2009 street maintenance budget. Completed Mill and overlay project this year of the following streets; Deep Wood Drive from Cheeksparger Road to Allendale; LD Lockett Road From Lowrie Road to Precinct Line Road; Cheeksparger Road from Tamble Wood Drive to Buckingham Place; West Coat Drive from McDonwell School Road to change of pavement; Glade Road West from Colleyville Blvd to Bransford Drive and Bedford Road from Cheeksparger to Glade Road East. ^ Replaced 103 street name and traffic signs to bring them into compliance with the MUTCD standards. ^ Responded this year to a total of 163 citizen requests and concerns within 24 hours. 147 ^ Patched 289 potholes city wide this year when weather permitted. ^ Completed a total of 23 weekend projects this year with the community service program. ^ Completed 4 subdivisions this year with the crack seal maintenance program. ^ Provided 11 traffic study reports this year for the Economic Development Department and commercial realtors that are working on the sale of commercial property. ^ Completed micro resurfacing of streets in the Woodland Hills East and Tara Plantation subdivisions this year. FY 2010 Departmental Objectives ^ Respond to citizen requests and concerns within 24 hours. ^ Patch potholes each day when weather 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 maintenance program and complete five subdivisions. ^ Provide traffic counts to the Economic Development Department and commercial realtors that are working on the sale of commercial property. ^ Street reconstruction of Elm and Apple Valley Drive; these two projects are part of the Capital Improvement Program and will be funded from the FY2010 street maintenance budget. 148 Streets Service Delivery Measures Streets lane miles miles maintained Street/Traffic control signs installed or replaced School zone flashers maintained Signalized intersections maintained Citizen inquiries responded to within 24 hours Personnel Summary Street Superintendent Street Crew Leader Equipment Operator Sign Technician Total full-time FY 08 FY 09 FY 10 Actual Budgeted Budgeted 300 305 312 100 150 175 103 300 300 17 17 17 2 2 2 99% 99% 99% FY 08 FY 09 FY 10 Actual Budgeted Budgeted 1 1 1 2 2 2 5 5 5 2 2 2 10 10 10 149 FY 2010 GENERAL FUND BUDGET Streets Account 001-33 Budget Summary FY 2008 FY 2009 FY 2010 Actual Budgeted Budgeted Personnel $620,829 $662,999 $685,620 Contractual $289,812 $270,991 $267,444 Supplies $1,233,842 $1,769,332 $1,791,422 Capital $0 $0 $0 Total $2,144,482 $2,703,322 $2,744,486 FY 2010 Budgeted Capital 0% Personnel 25% Contractual 10% Supplies 65% Capital Expenditure Summary No capital expenditures 150 Fiscal Year 2010 Recreation CO LLEY~II LLE TEXAS 151 CO LLEYVI LLE TEXAS 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. FY 2009 Accomplishments ^ Implemented and distribute a bi-monthly recreation newsletter to school common areas and local businesses. ^ Implemented several new children's fitness classes, Stretch-n-Grow, Rock Climbing and Homeschooler's PE Club in order to promote healthy living, combat childhood obesity and to help foster a fitness mentality in children as they grow into adulthood. ^ Expanded the Haunted Trail to include anot-so-scary option for the entire event. ^ Coordinated an instructor/parent meet and greet at L.D. Lockett in Fall 09 to increase program awareness. ^ Increased environmental awareness offerings such as "Compost Gardening" "Proper Care and Planting of Trees," "Native Plant Identification" and "Going Green and What it Really Means." ^ Expanded and enhance Senior Center Volunteer Program. ^ Created three fitness/wellness programs to promote better lifestyle for the senior population. ^ Developed a recycling program at the Senior Center. 152 FY 2010 Departmental Objectives ^ Coordinate our Hoppin' Good Egg Hunt to McPherson Park to accommodate our growing number of participants. ^ Implement circulation of our summer brochure starting in February vs. April to reach parents and families who plan summer activities early. ^ Promote recreation programs with PTA groups within the GCISD school district. ^ Increase awareness of the type and frequency of physical activity and how it can be incorporated into the daily lives of the active adult. ^ Offer volunteer opportunities for the active adult and others to make a difference at the senior center. ^ Increase awareness of the Senior Center by developing and launching a web page for the Senior Center. 153 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 Number of New Programs Offered Number of Program Volunteers FY 08 FY 09 FY 10 Actual Budgeted Budgeted 169 170 174 44 77 80 75 74 86 27 25 26 1,330 1,972 1,400 139 465 268 583 565 623 9,129 9,000 10,545 330 410 345 1 1 2 0.95 0.95 0.95 2,346 2,500 2,550 62 30 38 147 200 175 154 Recreation Personnel Summary Recreation Supervisor Recreation Specialist Senior Center Supervisor Total full-time FY 08 FY 09 FY 10 Actual Budgeted Budgeted 1 1 1 1 1 1 1 1 1 3 3 3 155 FY 2010 GENERAL FUND BUDGET Recreation Account 001-34 Budget Summary FY 2008 FY 2009 FY 2010 Actual Budgeted Budgeted Personnel $113,979 $130,844 $140,078 Contractual $206,509 $143,228 $137,021 Supplies $69,160 $64,846 $57,712 Capital $0 $0 $0 Total $389,649 $338,918 $334,811 Capital Expenditure Summary No capital expenditures 156 Fiscal Year 2010 Communications CO LLEYVI LLE TEXAS 157 COLLE~LLE TEXAS Communications Mission The Communications Department is responsible for planning, directing, and coordinating the development and communication of information, plans, and programs designed to keep the public informed of the city's activities and to market those activities; advise the city manager and senior staff about communication and media strategy; and develop and coordinate public events that promote and enhance a positive image of the city. Goal The goal of the Communications Department is to increase awareness and promote a positive image of the city to all target groups-residents, businesses, media, and outside markets. FY 2009 Accomplishments ^ The department continued an aggressive media relations strategy to garner coverage and story placements that generated more than $167,000 in media value for the city. In additional to media releases and alerts, community calendar announcements were added to increase awareness of city events/activities. ^ The department continued the Shop Colleyville program to promote shopping at city retail outlets, spas, and restaurants. ^ The department enhanced its efforts to build awareness and drive business for city- related events, such as PARD, library, Senior Center, and Colleyville Center, by adding monthly downloadable calendars and production of videos promoting city events/activities. ^ The city's website, Colleyville.com, continues to grow in "hits" each year, receiving approximately 271,000 hits this year. The front page of the site and the calendar are continually updated-most items stay on the front page less than two weeks- making it a consistent and reliable source of information for the public and media. 158 FY 2010 Departmental Objectives ^ Continue to enhance features of the city's website and continue its development as a marketing tool for the City. ^ Create a citizen database and communication method for sending promotional and marketing emails, and non-emergency alerts to Colleyville citizens and businesses. ^ Develop plans for existing public events to provide more interest in the marketplace and to draw greater attendance and media coverage. ^ Continue media strategy to garner coverage that is more consistent and to build the city's recognition factor among media groups. ^ Continue as staff liaison for the Celebrate Colleyville Steering Committee and the Historical Preservation Committee. ^ Enhance the city's cable television capabilities and develop programming to marketing city programs and to better inform the public. ^ Advance the city's participation in new media, including Facebook, Twitter, and YouTube. 159 Communications Service Delivery Measures FY 08 FY 09 FY 10 Actual Budgeted Budgeted Media Inquiries Addressed 522 437 450 Press Releases and Media Alerts 31 39 35 Community calendar announcements N/A 22 36 Annual Reports 1 0 1 Annual Water Report 1 1 1 Articles/Speeches Written 25 28 30 Special Presentations 4 4 Website hits annually 262,000 271,000 274,000 Feature Items Added to Website 78 102 100 Intranet site designed and developed 1 0 0 New webpages developed 2 2 City Newsletters 12 12 12 Cable Channel presentations 6 54 54 Videos written and produced 2 5 2 Festivals (per year) 2 2 2 Monthly Activity Calendars N/A 12 12 Monthly Web Calendars N/A 12 12 Monthly Cable Calendars N/A 12 12 Shop Colleyville Campaign 1 1 0 Special Projects 3 3 3 Personnel Summary FY 08 FY 09 FY 10 Actual Budgeted Budgeted Communications & Marketing Director 1 1 1 Total full-time 1 1 1 160 FY 2010 GENERAL FUND BUDGET Communications Account 001-36 Budget Summary FY 2008 FY 2009 FY 2010 Actual Budgeted Budgeted Personnel $101,223 $122,224 $126,483 Contractual $47,327 $33,951 $33,264 Supplies $71,207 $66,356 $4,975 Capital $0 $0 $0 Total $219,757 $222,531 $164,722 FY 2010 Budgeted Supplies 3% Contractual Capital 20% 0% Personnel 77% .Capital Expenditure Summary No capital expenditures 161 Fiscal Year 2070 Colleyville Center COLLEYVILLE TEXAS 162 CO LLEYVI LLE TEXAS 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. FY 2009 Accomplishments ^ Maintained a 97% customer satisfaction rating of "Excellent'. ^ Provided support for the Center Advisory Committee, appointed subcommittees. ^ Provided support for City Council, consultants and advisory groups working on a comprehensive marketing and feasibility study for Colleyville Center's future vision. ^ Reviewed policy and rate schedules, benchmarking similar facilities and recommended modification/revision as needed. ^ Continued to promote and market the Center by redirecting networking, print and Internet advertising to maximize visibility and increase bookings of non- local clients. ^ Received the 2009 Bride's Choice Award from WeddingWire.com as one of fifteen (15) out of two hundred seventy-one (272) venues in the Dallas-Fort Worth area noted by their customers for excellence in quality of service, responsiveness, professionalism, value of cost and flexibility. 163 ^ 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. ^ 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. FY 2010 Departmental Objectives ^ Exceed a 97% customer satisfaction rating of Excellent. ^ Provide support for the Center Advisory Committee and appointed subcommittees. ^ Provide support for City Council, 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 marketing efforts toward Internet advertising utilizing new technology networks and sites coordinated through online advertisers providing modern networking and marketing for potential customers outside of the city and in particular the bridal market. ^ Actively seek to partner with local businesses to provide more efficient and beneficial customer services and promote economic activity for local businesses. 164 • 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. 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. 165 Colleyville Center Service Delivery Measures FY 08 FY 09 FY 10 Actual Budgeted Budgeted Total Revenue $258,152 $230,000 $244,400 Events/Bookings 627 630 600 Events/Bookings per business day 2.40 2.41 2.22 Catering Fee $35,074 $30,000 $32,000 Administrative Fees $53,185 $37,000 $36,000 Proposals/quotes generated per week 70 60 70 City-Sponsored /Meetings and 75 75 80 Public Events per year Customer Satisfaction Survey- 97% 97% 98% Overall Rating of Excellent Personnel Summary FY 08 FY 09 FY 10 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 3 166 FY 2010 GENERAL FUND BUDGET Colleyville Center Account 001-37 ':Budget Summary FY 2008 FY 2009 FY 2010 Actual Budgeted Budgeted Personnel $252,998 $272,265 $285,761 Contractual $93,601 $98,806 $90,034 Supplies $9,799 $14,080 $12,095 Capital $12,450 $0 $0 Total $368,849 $385,151 $387,890 FY 2010 Budgeted Supplies 3% Contractual Capital 23% 0% Personnel 74% Capital Expenditure Summary No capital expenditures 167 Fiscal Year 2010 Human Resources CO LLEY~II LLE TEXAS 168 CO LLEYVI LLE TEXAS 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. FY 2009 Accomplishments ^ Reviewed and updated sections of the Personnel Policies and Procedures Manual. ^ Managed the succession planning program called Colleyville College for management, supervision, and executive leadership; including the graduation of the first Executive Leadership College. ^ Maintained acity-wide Intranet for enhanced communication with employees. ^ Managed citywide compensation program. ^ Managed health insurance costs through newly implemented Health Reimbursement Arrangements, wellness program and employee health care management education. ^ Continued training initiatives for harassment prevention and employee wellness. ^ Coordinated the implementation of new mission statement and values for the City. 169 FY 2010 Departmental Objectives ^ Evaluate sustainability of compensation, benefits, and pension programs and recommend change, if needed. ^ Proactively manage health insurance costs through utilization review, employee health care management education and wellness program. ^ Review and update the Personnel Policies and Procedures Manual. ^ Manage the succession planning program called Colleyville College for management, supervision, and executive leadership. ^ Manage citywide compensation program. ^ Continue training initiatives for safety, wellness, harassment prevention, performance management, and ethics. ^ Enhance new hire orientation program to include core values and Colleyville culture. ^ Implement enhanced Employee Recognition and Rewards Program. 170 Human Resources Department Service Delivery Measures FY 08 FY 09 FY 10 Actual Budgeted Budgeted Percentage of new employee orientation conducted within 3 days 84% 90% 90% Percentage of workers' compensation filed within legal requirements 100% 100% 100% Annual Turnover 14.5% 15% 10% Employee to Citizen Ratio 8:1000 8:1000 8:1000 Percentage of employee population participating in Wellness program 34% 40% 50% Percentage of job openings posted within three days 95% 95% 95% Benefit issues identified and resolved within ten business days 67% 80% 80% Workers' Compensation Experience Modifier 0.88 0.85 0.80 Personnel Summa FY 08 FY 09 FY 10 Actual Budgeted Budgeted Human Resources Manager 1 1 1 Human Resources Analyst 1 1 1 Administrative Clerk 1 1 1 Total full-time 3 3 3 171 FY 2010 GENERAL FUND BUDGET Human Resources Account 001-39 :Budget Summary FY 2008 FY 2009 Actual Budgeted Personnel $188,745 $208,857 Contractual $23,234 $20,754 Supplies $2,303 $1,500 Capital $0 $0 Total $214,282 $231,111 FY 2010 Budgeted $222,674 $18,392 $1,273 $0 $242, 339 FY 2010 Budgeted Supplies Contractual 1 % Capital 8% 0% Personnel 91% Capital Expenditure Summary No capital expenditures 172 Fiscal Year 2010 Municipal Court CO LLEYVI LLE TEXAS 173 COLLEYVILLE TEXAS 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, will collect revenues received, and advice Defendants of their legal options under State law. FY 2009 Accomplishments ^ Implemented a new credit card payment system for the web store payments. The new system will automatically update the cases without a clerk having to enter the payment. ^ Increased awareness to Defendants of the website information on citation options, the automated phone lines that is available 24/7, and the new web store options for payments that will automatically update the file. ^ Monitored and maintained the automated ticket writers for the Defendants, court staff, and Issuing Officers. ^ Changed times on trial court dates to reduce the time a Defendant is here for a trial setting. There was a change in time for Defendants and the Prosecutor to appear to 1:00 p.m. to plea bargain cases and then at 2:00 p.m. trials start. This effort to change the time is also being implemented to save time for Officers and overtime pay. Implemented the show cause hearings to appear on one specific date instead of waiting until after a plea docket hearing to finish and have the Defendants wait. 174 FY 2010 Accomplishments Conduct all transactions with citizens in a professional manner with constant concern for quality customer service. Implement a new notice for Defendants on the show cause dockets. We are trying to reduce the volume of 110 cases per docket down to 55 cases per docket. The notice provides what the results of not completing defensive driving in a timely manner can do to a Defendant's driving record and will hopefully encourage successful completion. ^ Monitor and maintain the citations, website, web store, and court software for the new taxes and procedures the State Legislature will be imposing this year. ^ Implement a court of record to reduce the number of appeals occurrence from an actual 775 in FY 09 to a minimal number in FY 10. * Note for three months in FY10 the court was not a court of record; therefore it is anticipated several appeals will be submitted during this time period. Reduce the number of citations resulting in warrant issuance from the current 312 cases per month to 275 per month by making sure the Defendant is aware and understands the options on a citation. Conveying to the Defendant that it is better to appear before the Judge than to ignore the citation completely and to work with the Warrant Officer. ^ Review and implement the possibility of using the Scofflaw process to place a hold onto a Defendant's registration that go into warrant status. This process will hold the renewal of a registration on a Defendant that currently has an outstanding warrant until the case is cleared with the Municipal Court. 175 Municipal Court Service Delivery Measures FY 08 FY 09 Actual Budgeted Cases Heard 10,200 11,000 Cases heard per business day 39 41 Citations Filed 15,621 17,500 Appeals 697 550 Citations Reaching Warrant Status 16.3% 16.6% Citations Appealed to Tarrant County 4.5% 3.1 Jury Trials 9 10 Warrants 2,545 2,900 Warrants issued per business day. 10 12 * Note that for October 2009 thru December 2 009 the Municipal Court was not a court of record; therefore several of these appeals are for that time period. Personnel Summary FY 10 Budgeted 11,200 50 16,000 *230 21.9% 1.4% 12 3,500 15 FY 08 FY 09 FY 10 Actual Budgeted Budgeted Court Administrator 1 1 1 Deputy Court Clerk 1 1 1 Administrative Clerk 1 1 1 Total full-time 3 3 3 176 FY 2010 GENERAL FUND BUDGET Municipal Court Account 001-41 Budget Summary FY 2008 FY 2009 FY 2010 Actual Budgeted Budgeted Personnel $220,785 $223,051 $238,031 Contractual $17,035 $20,452 $20,437 Supplies $11,712 $12,367 $11,926 Capital $0 $0 $6,000 Total $249,532 $255,870 $276,394 FY 2010 Budgeted Supplies Capital 4% 2% Contractual 7% Personnel 87% Capital Expenditure Summary Digital recording system $6,000 177 Fiscal Year 2010 Fleet Maintenance CO LLEY~7I LLE TEXAS 178 COLLEY~TILLE TEXAS Fleet Maintenance 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. FY 2009 Accomplishments ^ Simplified and improved downtime by upgrading the scan tool used for vehicle diagnostics. ^ Decreased downtime for minor repairs by completing 95% of work orders within 24 hours. ^ Determined through tracking and testing a possibility fora 1 to 2 percent increase in fuel economy with the use of Synthetic engine oil. (Note: Data gathered from test group of diesel vehicles with 1 to 2 drivers assigned to each particular vehicle.) ^ Continued 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, which allows longer intervals between oil changes. ^ Worked in conjunction with NTCOG Regional Transportation Council to insure that the City of Colleyville is in compliance with Ordinance 0-07-1651 that was adopted on January 8, 2008. FY 2010 Departmental Objectives Expand fleets use of Synthetic oil to reduce maintenance cost and service times on equipment. 179 ^ Implement laboratory analysis on engine oil samples to monitor and track engine condition. ^ Continue to improve downtime through use of the upgraded scan tool. 180 Fleet Maintenance Service Delivery Measures Vehicles/Equipment Maintained Cars Motorcycle Pickups Heavy Equipment Fire Trucks Ambulances Total vehicles maintained per employee Emergency Generators On-site Trailers and towed equipment Light equipment maintained Miscellaneous pumps, motors, and mowing equipment Prevent. maintenance (shop time hours) Prevent. maintenance (industry standard hours) Hours saved *FY 10 reduction in P. M. times due to extended service intervals with with use of synthetic oil. FY 08 FY 09 FY 10 Actual Budgeted Budgeted 25 29 29 1 0 1 39 41 40 33 35 34 4 4 6 2 2 2 34.3 37 37 4 3 5 19 21 22 28 30 25 47 48 47 339 201 175 432 257 200 93 56 25 181 Personnel Summary Senior Mechanic Mechanic Mechanic Assistant Total full-time FY 08 FY 09 FY 10 Actual Budgeted Budgeted 1 1 1 1 1 1 1 1 1 3 3 3 182 FY 2010 GENERAL FUND BUDGET Fleet Maintenance Account 001-51 Budget Summary FY 2008 FY 2009 Actual Budgeted Personnel $172,172 $188,764 Contractual $16,046 $17,521 Supplies $5,472 $5,678 Capital $0 $0 Total $193,690 $211,963 FY 2010 Budgeted $196,192 $17,164 $5,678 $0 $219,034 FY 2010 Budgeted Supplies Capital Contractual 3% ~% 8% Personnel 89% Capital Expenditure Summary No capital expenditures 183 Fiscal Year 2010 Building Services COLLEYVILLE TEXAS 184 COLLEY~ILLE TEXAS 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. FY 2009 Accomplishments ^ Responded to 98% 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 and reviewed and implemented changes which will result in cost savings and an environmentally green program. ^ Conducted an annual benchmarking survey for internal customer satisfaction of City employees having offices in facilities managed by Building Services. 185 ^ Continued to review the building maintenance program and building systems which address immediate and long-range maintenance and identifies capital replacement needs. FY 2010 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 and the building maintenance program for building systems which addresses immediate and long-range maintenance and identifies capital replacement needs 186 Building Services Service Delivery Measures Square Footage Maintained Number of Work Orders Complete Percentage of Work Orders: Response within 24 hours Resolved or scheduled within 72 hours Customer Janitorial Services Survey of Satisfactory or Better City Hall and Library Justice Center Annual HVAC Inspections/Filter Changes Carpet/Floor Cleanings Fire Inspections/Alarm Monitoring Monthly Elevator Inspections Security System Monitoring Exterior Window Cleanings Fountain Maintenance Service Personnel Summary Total Full-Time Total Part Time FY 08 FY 09 FY 10 Actual Budgeted Budgeted 85,000+ 85,000+ 85,000 + 275 400 500 95% 98% 98% 99% 99% 100% 96% 89% 95% 98% 86% 95% 4 4 4 1 1 1 1 1 1 12 12 12 1 1 1 1 1 1 4 4 4 FY 08 FY 09 FY 10 Actual Budgeted Budgeted 0 0 0 0 0 0 187 FY 2010 GENERAL FUND BUDGET Building Services Account 001-57 Budget Summary FY 2008 FY 2009 FY 2010 Actual Budgeted Budgeted Personnel $0 $0 $0 Contractual $207,511 $235,991 $222,031 Supplies $9,434 $8,700 $9,000 Contractual $0 $0 $0 Total $216,945 $244,691 $231,031 Capital,Expenditure Summary No capital expenditures 188 Fiscal Year 2010 Information Services CO LLEY'VI LLE TEXAS 189 CO LLEYVI LLE TEXAS 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. FY 2009 Accomplishments ^ Increased the wireless interconnectivity for Fire Department, Seniors Center, and City Hall in order to enhance redundancy in the City network. ^ Maintained the wireless Meshlinx interconnectivity for all Fire Department and Public Works facilities. ^ Continued Information Services training for Windows Server, Veritas, Sunbelt, Dell Hardware 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. 190 FY 2010 Departmental Objectives ^ Develop a strategic plan for the IS department that aligns itself with the city's five year Business plan. ^ Develop a strategic plan for the A/V broadcast system that aligns itself with the city's five year Business plan. ^ Rebuild the Server infrastructure with a modular blade and san system. ^ Upgrade Colleyville Justice center Crimes server and active directory ^ Upgrade Public works active directory server. ^ Upgrade Fire Department Storage. ^ Replace and upgrade 9 of 27 Extreme Switches with Cisco GIG rated switches in order to bring the Network connectivity up to Gigabit to the desktop. ^ Go paperless with Laser Fiche. ^ Bring a GIS ESRI Arc Serve server into the network by getting the blade and scalable san system in place. ^ Enhance Public Works, Fire Department, and Justice Center technology access by replacing servers, adding storage space, and replacing backup utilities. ^ Install a new fire wall, and separate the public web port to the Library from the City Hall web port. ^ Enhance AV recording by utilizing a tapeless system for both council chambers and executive conference room. Phase out VHS completely. ^ Implement an offsite backup strategy in order to complete our paperless strategy. ^ Maintain the wireless for Fire Department, Public Works, and Justice Center and conduct planning for bringing in outside city assets into a fiber umbrella. ^ Continue Information Services training from Windows Server, Cisco 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. 191 Information Services Service Delivery Measures FY 08 FY 09 FY 10 Actual Budgeted Budgeted Number of printers maintained 107 112 82 Number of computers maintained 166 172 169 Number of servers maintained 27 31 23 Number of work orders received 1,000 1,500 800 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 08 FY 09 FY 10 Actual Budgeted Budgeted Information Systems Manager 1 1 1 Information Systems Technician 1 1 1 Total full-time 2 2 2 AV Intern 1 1 1 Total part-time 1 1 1 192 FY 2010 GENERAL FUND BUDGET Information Services Account 001-59 Budget Summary FY 2008 FY 2009 FY 2010 Actual Budgeted Budgeted Personnel $154,253 $158,579 $174,375 Contractual $63,377 $98,976 $98,320 Supplies $55,330 $194,233 $66,507 Capital $99,602 $0 $0 Total $372,562 $451,788 $339,202 FY 2010 Budgeted Supplies 20% Capital Contractual 0% 29% Personnel 51% Capital Expenditure Summary No capital expenditures 193 Fiscal Year 2010 General Fund Non-Departmental Expenses CO LLEYVI LLE TEXAS 194 FY 2010 GENERAL FUND BUDGET Non-Departmental Expenditures Budget Summary FY 2008 FY 2009 Actual Budgeted FY 2010 Budgeted Personnel $0 $396,351 $0 Contractual 0 0 0 Supplies 0 0 0 Capital/Equipment Reserve 135,000 135,000 150,000 Transfers 108,800 27,500 0 Total $243,800 $531,351 $150,000 Capital Expenditure Summary Equipment Replacements Vehicle Replacements Total $45,890 $104,110 $150,000 195 Fiscal Year 2010 Utility Fund Summary COLLEY~TILLE TEXAS 196 UTILITY FUND SUMMARY ACTUAL BUDGET BUDGET FY 2008 FY 2009 FY 2010 TOTAL UNRESERVED BEGINNING RETAINED EARNINGS - 10/1 $ 3,815,496 $ 3,329,578 $ 3,631,045 OPERATING REVENUES Water Sales $ 7,835,523 $ 7,341,404 $ Wastewater Sales 2,368,178 2,264,638 Water Installation 41,340 48,000 Wastewater Installation 20,790 22,900 Sewer Tie-On Charges 6,000 5,000 Engineering Charges 70,789 35,000 Penalties 183,426 168,106 Miscellaneous 15,948 15,000 TOTAL OPERATING REVENUES $ 10,541,994 $ 9,900,048 $ 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) $ 208,106 $ 565,869 9,028,118 661,936 0 0 214,839 $ 576,216 7,459,221 756,787 7,500 48, 536 7,996,383 2,493,105 20,000 7,500 5,000 2,100 167,985 15,000 215,694 499,948 8,079,590 816,297 0 0 9,611,529 10,464,029 $ 9,063,099 $ 258,377 $ 350,000 $ 150,000 100,000 ** (972,260) (885,482) 75,000 0 (898,940) NET INCOME $ (485,918) $ 401,467 $ 271,604 LESS USE OF AVAILABLE CASH $ (150,000) $ (100,000) $ 0 ENDING RETAINED EARNINGS - 9/30 $ 3,329,578 $ 3,631,045 $ 3,902,649 ** One-time expense to be used for acquisition of a utility billing/financial software package lease ($150,000 in FY 2008 and $100,000 in FY 2009). 197 Utility Fund Revenues Wastewater Sales 22% Tie-On Fees- -ring Brest Income / liscellaneous 1% Penalties 1% Water Sales 74% Tran Billing 5% D Adjt Utility Fund Expenses Debt Service Operations 77% 2% 198 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 100. Revenues are based on average monthly usage per customer of 21,168 gallons. s,2oo 9,100 9,000 WASTEWATER SALES s,soo s,soo Wastewater sales are projected to s,~0o increase by approximately 1 %. This is s,soo due to a projected increase in new s,5oo customers of 100. Revenues are based s,aoo upon average monthly usage of 10,100 a,soo gallons per customer. s,2oo 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 $6,000,000 with an anticipated interest rate of 1.25%. s,soo 8, 500 8,400 8, 300 s,2oo s,1oo a,ooo ~,soo ~,soo ~,~oo ~,soo WATER CUSTOMER GROWTH FY 2007 - FY 2010 WASTEWATERCONNEC710N GROWTH FY 2007 - FY 2010 199 2007 2008 2009 2010 2007 2008 2009 2010 FY 2010 REVENUE ESTIMATE UTILITY FUND OPERATING REVENUE FY 06 FY 07 FY 08 FY 09 FY 09 FY 10 ACTUAL ACTUAL ACTUAL BUDGET PROJECTED BUDGET 5817-WATER SALES 9,153,333 6,141,512 7,835,523 7,341,404 7,341,404 7,996,383 5818-SEWER SALES 1,914,756 2,132,689 2,368,178 2,264,638 2,498,700 2,493,105 5821-SEWER INSTALLATION 48,700 21,400 20,790 22,900 7,500 7,500 5822-WATER INSTALLATION 76,840 41,530 41,340 48,000 17,000 20,000 5827-ENGINEERING & DEV 55,018 78,063 70,789 35,000 2,459 2,100 5829-SEWER TIE-ON CHARGES 12,339 20,908 6,000 5,000 9,000 5,000 5833-PENALTIES 175,263 155,303 183,426 168,106 172,202 167,985 5839-MISCELLANEOUS REVENUE 14,693 30,603 15,948 15,000 15,000 15,000 TOTAL OPERATING REVENUE $11,450,942 $8,622,008 $10,541,994 $9,900,048 $10,063,265 $10,707,073 NON-OPERATING REVENUE 5716-INTEREST INCOME 609,072 718,551 258,377 350,000 125,000 75,000 5790-USE OF AVAILABLE CASH 0 0 0 100,000 0 0 TOTAL NON-OPERATING REVENUE $609,072 $718,551 $258,377 $450,000 $125,000 $75,000 TOTAL INCOME $12,060,014 $9,340,559 $10,800,371 $10,350,048 $10,188,265 $10,782,073 200 Colleyville Water /Wastewater Rates Fiscal Year Comparison $100 $80 $60 $40 $20 $0 $74.29 $74.29 $76.67 $76.67 t -., C. 4~fi' ~' ~~,~ e1:... YZ _. ~` 1, ZfR i~ __ __- • ^y~ ~ r.. r w ~ ~ ~ ~ 4 ;..~ i i~~ . X SS 2007 2008 2009 2010 $ / 15,000 gallons of water ^ $ / 10,000 gallons of wastewater Water /Wastewater Rate City Comparison FY 2010 $140 $120 $100 $80 $60 $40 $20 $0 Combined Bill - 15,000 gallons of water and 10,000 gallons of wastewater $117.17 $117.43 -- 109.57 s: y . `' ~'~ ~ u°a~', r~~ r - --- - -- - - ;'r3 f -X92:41- t, ~«`. . n $87.71 . :~ v~°::, . ~ •~#u $78.73 , :. $76.67 $79.25 ~~ ~' ~. ~' .' ~ - x ~`, :. ~~ , ~ s ' : ~ar . rf , . t r ~ ~ -- . ~ : - gin :' v ~` ~ ~' »~ ~ H~ ~'::+: 'sk,~ x ~. > „ . . ~ i y ~. r. . a~ . S ' i, , ~ ~ ~ s: : ~~' ~f i ~ ' i~ ~~ S ( i'.~. ~ 0 N m tN/1 N W ~ 'j ~ C 'j o- ~ 7 U C9 N C Y (6 Y ~ l6 t ~ ~ = fn L O Z 201 i~utstai~tiN~ti~r3tsvt~~;i~~ciilii~~In~i~TS;~iv rrisca~ri ' W~FTER.AND:;aEWER REVENIJEBC~NDS ' FISCAL PRINCIPAL INTEREST TOTAL YEAR 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 $5,200,000 $924,485 $6,124,485 QUTSTAPipING'BONDSSYISgUE' ~1-~TER ANDSEWER:ft~~l~N1JE BffiNpS DESCRIPTION FISCAL YEAR INTEREST PRINCIPAL OF MATURITY RATES AMOUNT OUTSTANDING 1996 REV & RFD BONDS 2017 3.15% TO 5.40% $1,325,000 1998 REVENUE BONDS 2018 6.75% TO 4.25% $1,615,000 2002 REFUNDING BONDS 2015 2.00% TO 4.00% $1,345,000 2004 REFUNDING BONDS 2014 3.73% TO 3.73% $915,000 TOTAL $5,200,000 i4NNU4lf2~Qf~IF~~M1rNTS FISCAL YEAR PRINCIPAL INTEREST TOTAL CURRENT YEAR 2010 $680,000 $218,942 $898,942 MAXIMUM YEAR 2012 $740,000 $160,314 $900,314 AVERAGE ANNUAL DEBT SERVICE $680,498 EaiON~ 12~1?I~YM~NT IN~Ofit~IIATIOfJ:: 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. 202 OUTSTANDING DEBT SERVICE REQUIREMENTS -REVENUE SUPPORTED DEBT 1996 REVENUE & REFUNDING BONDS FISCAL YEAR PRINCIPAL INTEREST TOTAL 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 $1,325,000 $323,485 $1,648,485 1998 REVENUE BONDS FISCAL YEAR PRINCIPAL INTEREST TOTAL 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 $1,615,000 $369,950 $1,984,950 2002 REFUNDING BONDS FISCAL YEAR PRINCIPAL INTEREST TOTAL 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, 345,000 $143, 865 $1,488, 865 2004 REFUNDING BONDS FISCAL YEAR PRINCIPAL INTEREST TOTAL 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 $915, 000 $87,189 $1, 002,189 203 Fiscal Year 2010 Utility Adminstration COLLEYVILLE 204 COLLEYVILLE TEXAS 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. FY 2009 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 operating 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 citizens. ^ Provided assistance to other departments ensuring City events (Celebrate Colleyville, etc.) are 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. 205 ^ Worked with Engineering Department to ensure subdivision and capital projects are completed properly with a minimum of interruption to the citizens. ^ Implemented 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 the Fleet Maintenance shop. FY 2010 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. ^ Expand the implementation of 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 Fleet Maintenance shop. ^ Continue training of Mechanics and Helper to ensure knowledge is current. 206 Utility Administration Service Delivery Measures Water Work Orders Backflow Work Orders Meter Service Work Orders Wastewater Work Orders Street Work Orders Drainage Work Orders Fleet Maintenance Total Work Orders Work Orders per business day Personnel Summary Public Works Operations Manager Office Assistant Total full-time Clerk, part-time Total part-time FY 08 FY 09 FY 10 Actual Budgeted Budgeted 1,945 2,000 2,000 1,870 1,200 1,200 2,093 2,000 2,000 2,419 2,000 2,000 357 400 400 88 80 80 940 850 850 9,712 8,530 8,530 37 33 33 FY 08 FY 09 FY 10 Actual Budgeted Budgeted 1 1 1 1 1 1 2 2 2 1 1 1 1 1 1 207 FY 2010 UTILITY FUND BUDGET Utility Administration Account 002-11 Budget Summary FY 2008 FY 2009 Actual Budgeted Personnel $198,173 $196,603 Contractual $9,045 $11,896 Supplies $888 $6,340 Capital $0 $0 Total $208,106 $214,839 FY 2010 Budgeted $203,384 $11,030 $1,280 $0 $215,694 FY 2010 Budgeted Contractual Supplies 5% 1 % Capital 0% Personnel 94% Capital Expenditure Summary No capital expenditures 2os Fiscal Year 2010 Utility Billing COLLEYVILLE 209 CO LLEYVI LLE TEXAS 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. FY 2009 Accomplishments ^ Implemented new file system for old meter books. ^ Implemented new check endorsing machine for daily water deposit. ^ 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 calculation. ^ 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 210 ^ Continued to improve customer awareness of City-sponsored bank draft program to customers who currently utilize online banking. FY 2010 Departmental Objectives ^ Implement change of actual bank draft date closer to due date on bill. ^ Continue to improve customer awareness of City sponsored bank draft program to customers who currently utilize online banking. ^ Continue to Re-evaluate commercial drainage fee with property owners. ^ Continue to process utility bills to customers in compliance with ordinance procedures. ^ 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 On-Line new Customer service. ^ Maintain billing accuracy rate of 99.7% ^ Maintain a collection rate of 99.85% ^ Continue Training all department personnel on processing billing procedures. ^ Implement fully automated bank draft. 211 Utility Billing Service Delivery Measures FY 08 FY 09 FY 10 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 195 198 150 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 803 901 978 Promotion of water bill conservation tips 12 12 8 Personnel Summary FY 08 FY 09 FY 10 Actual Budgeted Budgeted Utility Billing Supervisor 1 1 1 Billing Clerk 1 1 1 Administrative Clerk 1 1 1 Utility Accountant 1 1 0 Senior Utility Accountant 0 0 1 Total full-time 4 4 4 Administrative Clerk, part-time 1 1 1 Total part-time 1 1 1 212 FY 2010 UTILITY FUND BUDGET Utility Billing Account 002-20 Budget Summary FY 2008 FY 2009 Actual Budgeted Personnel $274,439 $284,577 Contractual $96,388 $244,261 Supplies $45,042 $47,378 Capital $150,000 $0 Total $565,869 $576,216 FY 2010 Budgeted $312,383 $137,237 $50,328 $0 $499, 948 FY 2010 Budgeted Supplies Capital 10% 0% Contractual 27% Personnel 63% Capital Expenditure Summary No capital expenditures 213 Fiscal Year 2070 Utility Operations COLLEYVILLE TEXAS 214 CO LLEY~TI LLE TEXAS Utility Operations Mission The Utility Operations Department ensures that adequate supplies of clean and safe drinking water are provided throughout the year and that the wastewater collection system operates at optimum capacity. Goal The Utility Operations Department will ensure the citizens of Colleyville have adequate water and wastewater services at all times. FY 2009 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. 215 ^ Completed the construction of the L.D. Lockett 5 million gallon ground storage tank and pump station. ^ Completed the interior and exterior upgrades at the Public Works Service Center. FY 2010 Departmental Objectives ^ 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. ^ 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. ^ Continue the Sewer Cleaning Program to ensure a minimum of blockages; utilize TV equipment to inspect suspected main failures more efficiently and accurately. ^ Become proficient in the operation of the new pump station to provide adequate water to the system at optimum efficiency. ^ Continue the operation of the Backflow and Cross Connection Program. 216 Utility Operations Service Delivery Measures FY 08 FY 09 FY 10 Actual Budgeted Budgeted Water mains miles maintained 197 197 199 Sanitary sewer miles maintained 163 165 166 manholes maintained 2,462 2,510 2,560 Water services meters maintained 8,650 9,000 9,100 meters replaced per year 875 878 883 meters replaced per business day 3.35 3.36 3.38 Pumping facilities maintained Water 3 3 3 Sewer 3 3 3 Water storage facilities maintained Elevated 3 3 3 Ground 2 2 2 Water wells maintained 6 0 0 Fire hydrants maintained 1,285 1,300 1,315 217 Personnel Summary Utility Superintendent Project Inspector Utility Supervisor Utility Crew Leader Utility Operator Backflow Technician Well Pump Maintenance Operator Meter Servicer Engineering Technician, Right-of-Way Meter Reader Vulnerability Manager GIS Coordinator Total full-time FY 08 FY 09 FY 10 Actual Budgeted Budgeted 1 1 1 1 1 1 1 1 1 4 4 4 7 7 7 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 1 1 0 1 1 1 22 22 21 218 FY 2010 UTILITY FUND BUDGET Utility Operations Account 002-61 Budget Summary FY 2008 FY 2009 Actual Budgeted Personnel $1,539,771 $1,552,548 Contractual $7,370,209 $5,683,383 Supplies $118,137 $130,790 Capital $0 $92,500 Total $9,028,118 $7,459,221 FY 2010 Budgeted $1,547,432 $6, 318, 863 $130,795 $82,500 $8,079,590 Capital Expenditure Summary Replacement and new water pipe $5,500 Replacement and new sewer pipe $2,000 Water meters and hydrants $75,000 Total $82,500 219 Fiscal Year 2010 Utility Fund Non-Departmental Expenses COLLEYVILLE TEXAS 220 FY 2010 UTILITY FUND BUDGET Non-Departmental Expenditures Budget Summary FY 2008 FY 2009 FY 2010 Actual Budgeted Budgeted Personnel $0 $48,536 $0 Contractual 0 0 0 Supplies 0 0 0 Transfers 661,936 764,287 816,297 Total $661,936 $812,823 $816,297 UTILITY FUND DEBT SERVICE Budget Summary Debt Service FY 2008 Actual $972,260 FY 2009 Budgeted $885,482 FY 2010 Budgeted $898,940 221 Fiscal Year 2010 Debt Service Fund CO LLEY~I LLE TEXAS 222 DEBT SERVICE FUND SUMMARY BEGINNING FUND BALANCE - 10/1 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 Fire Truck Loan Paying Agent TOTAL EXPENDITURES ACTUAL BUDGETED FY 2008 FY 2009 $ 1,275,795 $ 987,681 $ 2,286,767 $ 2,111,405 15,657 16,000 19,149 12,000 501,498 502,721 34,500 25,000 420, 000 0 $ 3,277,571 $ 2,667,126 $ 128,313 $ 0 27,888 26,750 339,174 341,125 1,158,925 1,165,338 481,525 484,725 202,723 324,538 267,822 232,750 49,723 49,723 38,177 38,177 24, 301 0 424, 010 0 0 0 3,105 4,000 $ 3,145,685 $ 2,667,126 BUDGETED FY 2010 $ 987,681 $ 1,823,396 16,000 12,000 498,162 12,000 118,838 $ 2,480,396 0 25,588 342,203 1,178,720 168,910 323,987 230, 250 49,723 38,177 0 0 118,838 4,000 LESS USE OF AVAILABLE CASH ENDING FUND BALANCE - 9/30 $ (420,000) $ 0 $ 987,681 $ 987,681 $ (118,838) $ 868,843 * One-time draw down to be used for in FY 2010 for Fire Truck loan and in FY 2008 for Fire Station furnishings/equipment loan 223 QU'T~fi`atop!IN~sp!~~1"!S~RV~~~{2~f~UtftE'~II~N7'&BY~IS~~I ~~A ... ~'AXStJP~~RT~b Q~~T . . FISCAL YEAR PRINCIPAL INTEREST TOTAL 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 $232,025 $822,025 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 2p22 $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 $10,785,000 $3,154,965 $13,939,965 t:IIJTSTANIDINI'~BC}NDS BY I~SII~~'fAX ~UPRORTEb €~ESt. DESCRIPTION FISCAL YEAR INTEREST PRINCIPAL AMOUNT OF MATURITY RATES OUTSTANDING 1999 GENERAL OBLIGATION BONDS 2010 4.0% TO 6.0% $25,000 2001 GENERAL OBLIGATION RFD BONDS 2014 4.0% TO 4.6% $3,925,000 2002 CERTIFICATES OF OBLIGATION 2020 4.2% TO 4.7% $1,470,000 2006 GENERAL OBLIGATION RFD BONDS 2020 3.64% TO 3.64% $840,000 2007 GENERAL OBLIGATION BONDS 2027 4.0% TO 5.0% $4,525,000 TOTAL $10,785,000 ANNUAL REQi31REMENTS .... .. FISCAL YEAR PRINCIPAL INTEREST TOTAL CURRENT YEAR 2010 $1,350,000 $421,496 $1,771,496 MAXIMUM YEAR 2011 $1,410,000 $363,921 $1,773,921 AUTI~OR12Ep >vE[~ERAL OBLIGATIDN:~EBT ' I ::::'. The City currently has no authorized but unissued General Obligation debt. PURPOSE OF IMPROVEMENT TOTAL AMOUNT AUTHORIZED $0 AMOUNT ISSUED $0 UNISSUED BALANCE $0 224 OUTSTANDING DEBT SERVICE REQUIREMENTS -TAX SUPPORTED DEBT 1999 GENERAL OBLIGATION BONDS FISCAL YEAR PRINCIPAL INTEREST TOTAL 2010 $25,000 $588 $25,588 TOTAL $25,000 $588 $25,588 2001 GENERAL OBLIGATION REFUNDING BONDS FISCAL YEAR PRINCIPAL INTEREST TOTAL 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 $3,925,000 $354,075 $4,279,075 2002 CERTIFICATES OF OBLIGATION FISCAL YEAR PRINCIPAL INTEREST TOTAL 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 $1,470,000 $403,234 $1,873,234 2006 GENERAL OBLIGATION REFUNDING BONDS FISCAL YEAR PRINCIPAL INTEREST TOTAL 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 $840,000 $99,918 $939,918 225 OUTSTANDING DEBT SERVICE REQUIREMENTS -TAX SUPPORTED DEBT 2007 GENERAL OBLIGATION BONDS FISCAL YEAR PRINCIPAL INTEREST TOTAL 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 $4,525,000 $2,297,150 $6,822,150 226 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, 2010 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 2010 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 2010 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 2010 debt portion of the tax rate is $.057262, which is 3.82% of the permissible debt service allocation. 227 Fiscal Year 2010 Drainage Utility Fund COLLEYVILLE TEXAS 228 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 ACTUAL BUDGETED BUDGETED FY 2008 FY 2009 FY 2010 $ 549,226 $ 632,028 $ 650,714 $ 845,577 $ 859,728 $ 872,766 13,436 15,045 15,273 0 68,000 ** 0 26,039 31,500 7,500 $ 885,052 $ 974,273 $ 895,539 $ 510,256 $ 608,980 $ 544,889 276,994 260,420 258,260 15,000 7,500 0 0 10,687 0 $ 802,250 $ 887,587 $ 803,149 $ $ (68,000) $ 0 $ 632,028 $ 650,714 $ 743,104 * One-time expense to be used for Public Works building improvements 229 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 100 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 $7,500 is projected on the estimated available cash balance of $600,000 (interest rate of 1.25%). s,soo s,~oo 8 ,600 8 ,500 8 ,400 8 ,300 8 ,200 8,100 8 ,000 7 ,900 7 ,800 DRAINAGE CUSTOMER GROWTH FY 2007 - FY 2010 2007 2008 2009 2010 230 FY 2010 REVENUE ESTIMATE FY 06 FY 07 FY 08 FY 09 FY 09 FY 10 ACTUAL ACTUAL ACTUAL BUDGET PROJECTED BUDGET DRAINAGE UTILITY FUND OPERATING REVENUE 5942-DRAINAGE FEES 806,201 828,780 845,577 859,728 859,728 872,766 5833-PENALTIES 12,048 13,193 13,436 15,045 15,045 15,273 TOTAL OPERATING REVENUE $818,249 $841,973 $859,013 $874,773 $874,773 $888,039 NON-OPERATING REVENUE 5825-INTEREST INCOME 39,940 44,896 26,039 31,500 12,000 7,500 5790-USE OF AVAILABLE CASH 0 0 0 68,000 48,000 0 TOTAL NON-OPERATING REVENUE $39,940 $44,896 $26,039 $99,500 $60,000 $7,500 TOTAL INCOME $858,189 $886,869 $885,052 $974,273 $934,773 $895,539 231 L~l!'TST~ih>p~IN~p~BT S'~~2V~~~ F~~~ltltR[~111~NT& ~Y:FISCPiI«Y~AE~ QRAIMAEa~ UTIL~I! ~'YSTEM R£u~NUiE ~QN4tS :.:. FISCAL PRINCIPAL INTEREST TOTAL YEAR 2010 $175,000 $83,260 $258,260 2011 $185,000 $75,608 $260,608 2012 $195,000 $67,340 $262,340 2013 $200,000 $58,550 $258,550 2014 $210,000 $49,220 $259,220 2015 $220,000 $39,220 $259,220 2016 $100,000 $31,650 $131,650 2017 $105,000 $26,625 $131,625 2018 $110,000 $21,250 $131,250 2019 $115,000 $15,625 $130,625 2020 $125,000 $9,625 $134,625 2021 $130,000 $3,250 $133,250 TOTAL $1,870,000 $481,223 $2,351,223 I..... OM ' SUB:::: `€i!`i `` QWt~T~t~p~INCx ~ :.:.,13Y s ..................................... ... :.:. pFti41N~Ca~ UT'Il.fl'X~S1''~t~M:€tENUI~..~OwgS DESCRIPTION FISCAL YEAR INTEREST PRINCIPAL OF MATURITY RATES AMOUNT OUTSTANDING 2001 REV & RFD BONDS 2021 4% TO 5% $1,870,000 TOTAL $1,870,000 AWNU4L REtQtTIREMENTS FISCAL YEAR PRINCIPAL INTEREST TOTAL CURRENT YEAR 2010 $175,000 $83,260 $258,260 MAXIMUM YEAR 2012 $195,000 $67,340 $262,340 AVERAGE ANNUAL DEBT SERVICE $195,935 Bt!3N~:R~pAYiVI~NT;IMFCJRMiaTION :::.....:..:.'.I; ,.:i:...................... 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. 232 COLLEY~TILLE TEXAS 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. FY 2009 Accomplishments ^ The MS4 Storm Water Permit was approved by TCEQ in January 2008 after technical review of the storm water management plan submitted by the city. ^ Performed daily street sweeping operations on the monthly zone schedule. ^ Responded to 87 Colleyville residents with drainage or mosquito questions or problems within 24 hours. ^ Inspected and made necessary repairs to 1,274 inlets and 38 outfalls twice this year. ^ Cleaned approximately 1,675 linear feet of ditch. ^ Mowed rights-of-ways where prudent property owners did not have proper or sufficient equipment to perform the task. ^ Maintained six low water crossings. ^ Cleaned two bridge areas twice this year. 233 FY 2010 Departmental Objectives ^ Continue working on MS4 storm water management program and accomplish all goals stated in approved storm water management plan to maintain TCEQ compliance for storm water discharges. ^ 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. ^ Continue to maintain six low water crossings. ^ Continue to clean two bridge areas twice per year. ^ Continue to mow rights-of-ways where prudent property owners do not have proper or sufficient equipment to perform the task. ^ Continue to inspect the storm drain inlets and outfalls twice per year. ^ Continue to provide maintenance of drainage channels in public right- of- ways. ^ The drainage system design on Apple Valley Court; this project is part of the Capital Improvement Program and will be funded from the FY2010 street maintenance budget. 234 Drainage 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 Drainage ditches maintained (miles) Drainage inlets Drainage outfalls Citizen inquiries responded to within 24 hours (%) Personnel Summary Project Inspector Drainage Crew Leader Equipment Operator Total full-time FY 08 FY 09 FY 10 Actual Budgeted Budgeted 10 10 12 130 131 120 10 10 10 30 30 30 87 90 90 12 5 8 10 5 8 72 72 72 1,274 1,274 1,274 38 38 38 99% 99% 99% FY 08 FY 09 FY 10 Actual Budgeted Budgeted 1 1 1 1 1 1 4 4 4 6 6 6 235 FY 2010 DRAINAGE FUND BUDGET Drainage Account 017-52 Budget Summary FY 2008 FY 2009 Actual Budgeted Personnel $330,816 $362,452 Contractual $134,471 $136,337 Supplies $44,969 $42,191 Capital $0 $68,000 Total $510,256 $608,980 FY 2010 Budgeted $231,724 $128,039 $41,192 $0 $400,955 FY 2010 Budgeted Contractual 32% Supplies 10% Capital 0% Personnel 58% Capital Expenditure Summary No capital expenditures 236 FY 2010 DRAINAGE FUND BUDGET Non-Departmental Expenditures Budget Summary FY 2008 FY 2009 FY 2010 Actual Budgeted Budgeted Personnel $0 $0 $0 Contractual 0 14,925 0 Supplies 0 0 0 Capital 0 0 0 Transfers 15,000 7,500 0 Total $15,000 $22,425 $0 DRAINAGE FUND DEBT SERVICE Budget Summary Total FY 2008 Actual $276,994 FY 2009 Budgeted $260,420 FY 2010 Budgeted $258,260 237 Fiscal Year 2010 Capital Outlay CO LLEY~II LLE TEXAS 238 FY 2010 SUMMARY OF CAPITAL OUTLAY CAPITAL OUTLAY $ IMPACT ON DESCRIPTION EXPENSE OPERATING OF OPERATING BUDGET EXPENSE GENERAL FUND LIBRARY COLLECTION DEVELOPMENT FIRE SCBA UNITS HAND HELD RADIO REPLACEMENT PROGRAM TOTAL MUNICIPAL COURT DIGITAL RECORDING SYSTEM CAPITAL EQUIPMENT REPLACEMENT PARKS JOHN DEERE TRACTOR BUILDING INSPECTION PICK-UP TRUCK FIRE COMMAND VEHICLE STREETS FLAT BED TRUCK TOTAL GENERAL FUND $15,000 N/R $1,000 RC SUPPLIES $24,100 R $650 RC SUPPLIES $17,500 R $500 RC MAINTENANCE $41,600 $1,150 $6,000 N $500 RC MAINTENANCE $19,500 R $800 RC FUEL, MAINTENANCE $20,500 R $750 RC FUEL, MAINTENANCE $65,000 R $1,500 RC FUEL, MAINTENANCE $65,000 R $1,500 RC FUEL, MAINTENANCE $274,200 $7,200 UTILITY FUND UTILITY OPERATIONS WATER PIPE SEWER PIPE WATER METERS AND HYDRANTS TOTAL TOTAL UTILITY FUND $5,500 R $500 RC REPAIRS, MAINTENANCE $2,000 R $500 RC REPAIRS, MAINTENANCE $75,000 N/R $0 $82,500 $1,000 $165,000 $2,000 NOTES: N = NEW, R =REPLACEMENT, RC =RECURRING COST ~ 1 /i ~. 239 Fiscal Year 2010 Capital Improvement Program CO LLEY~TI LLE TEXAS 240 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. • Improvement to leisure facilities such as the Colleyville Center and Colleyville Public Library. • 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. During the next five years a number of projects are planned to meet the aforementioned goals. In May 2009, the City Council met and established the five-year goals for the City (see page 45). 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, Cotton Belt II / L.D. Lockett House Path, Pleasant Run Trail and Webb House Path trail construction. Following this introduction is a detail budget sheet and map for each proposed project. SOURCES OF FUNDS: 5 Year CEDC -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. Parks Tomorrow Fund -Funded from revenue received from signing of gas lease on city owned property. Grants -Proceeds from state and federal grants. 241 FY2010 -CAPITAL PROJECT RECAP SHEET Project Classification FACILITIES PARKS STREETS WATER Total FY 2010 Project Title Expenditures Colleyville Center Renovation 920,325 Library Second Floor Expansion 575,000 TOTAL FACILITIES: $1,495,325 Cottonbelt Trail Phase II / L.D. Lockett House Path 942,601 Pleasant Run Trail 270,000 Senior Center Open Space Improvements 200,000 Trail Construction -Webb House Crossing 40,000 TOTAL PARKS: Glade and Pool Road Intersection Highway 26 Improvements: New Lanes and Medians TOTAL STREETS: Felps Dr, Acuff Ln, Greenbriar, Cheek Sparger Waterline Improvements Hall-Johnson Tower Rehab Overland Trail Lift Station Oak Knoll Drive Waterline Improvements SH 26 Water & Sewer Utility Relocations Westcoat Transmission Main Waterline Improvements TOTAL WATER: $1,452,601 705,000 $705,000 485, 892 95,491 195,215 $776,598 TOTAL CAPITAL PROJECTS: $4,429,524 242 City Development Capital Improvement Project Detail Project Title: Colleyville Center Renovation Department: Colleyville Center Project Manager: Lin Przybyl Construction Firm: Design Consultant LBL Architects Description & Location: Update and renovation of the Colleyville Center which opened in 1998. Included in the project are updated audio- visual technologies, improved acoustics and lighting, and quality updated interiors. Purpose/Justification: The enhancements will add to the aesthetics, functionality, and marketability of the Colleyville Center while increasing opportunities and synergy within the business community. This will allow the Colleyville Center to generate increased revenues resulting in greater cost recovery. Cost FY09 & Prior FY 10 Future Total Cost Plannin Desi n 0 72,000 0 72,000 Testin /Ins ection 0 0 0 0 0 Land Acquisition 0 0 0 325 848 0 0 848,325 Construction , 0 0 0 Miscellaneous 0 0 325 920 0 920,325 Total Cost , Funding FY09 8~ Prior FY 10 Future Total Cost 5-YearCEDC CIP 0 661,325 0 661,325 Prior Transfer from General Fund 0 79,000 0 79,000 000 0 180 Interest Income on CEDC bonds 0 180,000 , Total Fundin Necessa 0 920,325 0 920,325 Impact on Operating Budget FY 10 Budget FY 11 Planned Future Personnel 0 0 0 Contractual 0 0 0 Su lies 0 0 0 Ca ital 0 0 0 Total 0 0 0 243 City Development Capital Improvement Project Detail Project Title: Library Second Floor Expansion Department: Library Project Manager: Mary Rodne Construction Firm: Design Consultant: Hidel & Associates Architects Description & Location: The project includes the finish out of the second floor of the Colleyville Public Library, including program rooms, children's area, and minor ground floor reconfiguration to re-allocate the areas vacated by the current children's area. Purpose/Justification: To provide enhanced Library services to the citizen's of Colleyville. Cost FY09 & Prior FY 10 Future Total Cost Plannin Desi n 8,614 0 0 8,614 Testin /Ins ection 0 0 0 0 Land Ac uisition 0 0 0 575,000 Construction 0 575,000 0 0 Miscellaneous 0 0 0 0 Total Cost 8,614 575,000 0 583,614 Fundin FY09 & Prior FY 10 Future Total Cost 5-Year CEDC CIP 0 575,000 0 575,000 General Fund 8,614 0 0 8,614 Total Fundin Necessar 8,614 575,000 0 583,614 Impact on Operating Budget FY 10 Bud et FY 11 Planned Future Personnel 0 68,181 70,226 Contractual 0 4,046 4,167 Su lies 0 0 0 Ca it2F 0 0 0 Total 0 72,227 74,393 * Addition of four part time library assistants due to finish out of the second floor. 244 City Development Capital Improvement Project Detail Project Title: Cottonbelt Trail Phase II / L.D. Lockett House Path Department: Parks Project Manager: Monica Sue Walsh Construction Firm: TBD Design Consultant Halff and Associates Description & Location: The Cities of Colleyville and Hurst secured a grant for completion of the Cottonbelt Trail in Colleyville and Hurst along the DART right-of-way. This portion of the trail system will serve to complete the spine of the Colleyville citywide trail system, with planned connectivity to parks and public areas throughout the City and other cities within the area. This trail project also includes the L.D. Lockett House Path. Purpose/Justification: The City of Colleyville applied for and received a supplemental grant for the engineering and architectural design of the Cottonbelt Trail, Phase II. The construction of this trail is vital to the regional trail system. The final construction is contingent on TxDOT approval. Cost FY 09 8~ Prior FY 10 Future Total Cost Plannin Desi n 62,065 0 0 62,065 Testin /Ins ection 0 0 0 Land Ac uisition 0 0 0 Construction 942,601 0 942,601 E ui ment 0 0 0 Total Cost 62,065 942,601 0 1,004,666 Funding FY 09 8~ Prior FY 10 Future Total Cost Parkland Dedication Fees 20,829 179,810 0 200,639 5-Year CEDC 65,266 65,266 Voluntar Park Fund 41,236 0 0 41,236 Grants 0 697,525 0 697,525 Total Fundin Necessar 62,065 942,601 0 1,004,666 Impact on Operating Budget FY 10 Budget FY11 Planned Future Personnel 0 0 0 Contractual 0 10,000 10,000 Su lies 0 2,000 2,000 Ca ital 0 0 0 Total 0 12,000 12,000 245 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 09 & Prior FY 10 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 131,352 270,000 0 401,352 Miscellaneous 0 0 0 0 Total Cost 131,352 270,000 0 401,352 Funding FY 09 & Prior FY 10 Future Total Cost 5-Year CEDC CIP 131,352 270,000 0 401,352 Total Fundin Necessa 131,352 270,000 0 401,352 Impact on Operating Budget FY 10 Budget FY 11 Planned Future Personnel 0 0 0 Contractual. 0 10,000 10,000 Su lies 0 0 0 Ca itafi 0 0 0 Total` 0 10,000 10,000 246 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 were completed in FY 09 and in FY 10 additional senior elements such as bocce ball shuffle board and horeshoes will be constructed. Future phases will include neighborhood park elements including a pavillion, playground, open play space, basketball court, and picnic area. Purpose/Justification: To provide recreational amenities for the citizens of Colleyville. Cost FY 09 8 Prior FY 10 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 147,810 200,000 757,000 1,104,810 Miscellaneous 0 0 0 0 Total Cost 166,428 200,000 757,000 1,123,428 Funding FY 09 & Prior FY 10 Future Total Cost 5-Year CEDC CIP 40,868 200,000 0 240,868 Parks Tomorrow Fund 125,560 0 0 125,560 Unfunded 0 0 757,000 757,000 Total Fundin Necessa 166,428 200,000 757,000 1,123,428 Impact on Operating Budget FY 10 Budget FY 11 Planned Future Personnel 0 0 0 Contractual 0 18,000 18,500 Su lies 0 12,000 12,300 Ca ital 0 0 15,000 Total 0 30,000 45,800 247 City Development Capital Improvement Project Detail Project Title: Trail Construction-Webb House Crossing Department: Parks and Recreation Project Manager: Monica Sue Walsh Construction Firm: Design Consultant: Description & Location: This trail will connect Bransford Park to Cottonbelt Phase I Trail. Purpose/Justification: To provide pedestrian and cycling access for the citizens of Colleyville. Cost FY 09 & Prior FY 10 Future Total Cost Plannin Desi n 0 40,000 0 40,000 Testin /Ins ection 0 0 0 0 Land Acquisition 0 0 0 0 Construction 0 0 130,000 130,000 Miscellaneous 0 0 0 0 Total Cost 0 40,000 130,000 170,000 Funding FY 09 & Prior FY 10 Future Total Cost 5-Year CEDC CIP 0 40,000 130,000 170,000 Total Funding Necessary 0 40,000 130,000 170,000 Impact on Operating Budget FY 10 Budget FY 11 Planned Future Personne- 0 0 0 Contractual 0 0 2,000 Sta lies 0 0 500 Ca itai 0 0 0 Total 0 0 2,500 248 City Development Capital Improvement Project Detail Project Title: Pleasant Run Road & John McCain Intersection Department: Engineering Project Manager: Jeremy Hutt Construction Firm TBD Design Consultant Burgess & Niple Description & Location: Design and construction of intersection improvements at the intersection of Pleasant Run Road and John McCain Road. This intersection may be constructed as a roundabout with one or more free right turn lanes or as a signalized intersection with additional turn lanes. Landscaping and irrigation will be included in the project. Purpose/Justification: This project is intended to provide relief from severe traffic congestion in this portion of the community and meet NCTCOG guidelines for enhancing air quality in the region. Cost FY 09 & Prior FY 10 Future Total Cost Plannin Desi n 0 125,000 0 125,000 Testin !Ins ection 0 5,000 0 5,000 Land Ac uisition 0 10,000 0 10,000 Construction 0 0 760,000 760,000 E ui ment /Miscellaneous 0 0 0 0 Total Cost 0 140,000 760,000 900,000 Funding FY 09 >3< Prior FY 10 Future Total Cost Utility & Street Impact Fees 0 140,000 516,000 656,000 Street Maintenance Budget 0 0 50,000 50,000 Coun Bonds 0 0 194,000 194,000 Total Fundin Necessa 0 140,000 760,000 900,000 Impact on Operating Budget FY 10 Budget FY 11 Planned Future Personnel 0 0 0 Contractual 0 0 0 5u lies 0 0 0 Ca ital 0 0 0 Total 0 0 0 249 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 by Northeast Tarrant County cities to improve traffic flow in the region. This project will add additional lanes, turn lanes, and center medians along State Highway (SH) 26 (Colleyville Boulevard). Purpose/Justification: This project will improve traffic flow, will improve the image and appearance of Colleyville. Cost FY 09 8 Prior FY 10 Future Total Cost Plannin Desi n 70,500 0 0 70,500 Testin /Ins ection 0 0 0 0 Land Ac uisition 0 0 0 0 Construction 0 0 35,000,000 35,000,000 Miscellaneous 0 0 0 0 Total Cost 70,500 0 35,000,000 35,070,500 Funding FY 09 8~ Prior FY 10 Future Total Cost TIF Funds 0 0 5,000,000 5,000,000 Utili Fund O eratin Bud ert 70,500 0 0 70,500 Grants TxDOT, NCTCOG 0 0 30,000,000 30,000,000 Total Fundin Necessa 70,500 0 35,000,000 35,570,500 Impact on Operating Budget FY 10 Budget FY 11 Planned Future Personnel 0 0 0 Contractual 0 0 0 Su lies 0 0 0 Ca ital 0 0 0 Total 0 0 0 250 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" Purpose/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 09 8~ Prior FY 10 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 Funding FY 09 & Prior FY 10 Future Total Cost Water Impact 0 0 105,252 105,252 Future Utili Bond Sale 0 0 287,102 287,102 Total Fundin Necessa 0 0 392,354 392,354 Impact on Operating Budget FY 10 Budget FY 11 Planned Future Personnel 0 0 0 Contractual 0 0 0 Su lies 0 0 1,500 Ca ital 0 0 0 Total 0 0 1,500 251 City Development Capital Improvement Project Detail Project Title: Hall-Johnson Tower Rehab Department: Utility Operations Project Manager: Ken Tywater Construction Finn: Williams Painting & Sandblasting Design Consultant Delta Tech Engineering Description & Location: Repainting and rehabilitation of 1.5 million gallon water tower located at 1601 Hall-Johnson Road. Purpose/Justification: The tower is 21 years old. The external and internal coating have outlived useful life. The tower has structual problems as well as leaking. Modifications will be made to bring the tower up to standard. Cost FY 09 8~ Prior FY 10 Future Total Cost Plannin Desi n 43,500 0 0 43,500 Testin /Ins ection 0 0 0 0 Land Acquisition 0 0 0 0 Construction 0 485,892 0 485,892 Miscellaneous 0 0 0 0 Total Cost 43,500 485,892 0 529,392 Funding FY 09 8 Prior FY 10 Future Total Cost Uns ent FY 1998 Bond Proceeds 43,500 485,892 0 529,392 Total Fundin Necessa 43,500 485,892 0 529,392 Impact on Operating Budget FY 10 Budget FY 11 Planned Future Personnel 0 0 0 Contractual 0 0 0 Su lies 0 0 0 Ca ital 0 0 0 Total 0 0 0 252 City Development Capital Improvement Project Detail Project Title: Oak Knoll Drive Water Line Improvements Department: Engineering Project Manager: Jeremy Hutt Construction Firm• TBD Design Consultant: TBD Description & Location: This project will upgrade and improve approximately 1,495 feet of existing 8" water line from Cheshire Drive to Bowman Drive along Oak Knoll Drive. Purpose/Justification: The existing water facilities in this area are undersized and have caused a restriction in flow. By increasing the line sizes and installing new mains, we will increase flow rates in this area, as well as provide a better level of service to the citizens. Cost FY 09 8~ Prior FY 10 Future Total Cost Plannin Desi n 0 0 13,069 13,069 Testin /Ins ection 0 0 5,445 5,445 Land A uisition 0 0 0 0 Construction 0 0 108,913 108,913 Miscellaneous 0 0 0 0 Total Cost 0 0 127,427 127,427 Fundin FY 09 & Prior FY 10 Future Total Cost Water Impact 0 0 127,427 127,427 Total Funding Necessary 0 0 127,427 127,427 Impact on Operating Budget FY 10 Bud et FY 11 Planned Future Personnel 0 0 0 Contractual 0 0 0 5u lies 0 0 6,500 Ca ital. 0 0 0 Total 0 0 6,500 253 City Development Capital Improvement Project Detail Project Title: Overland Trail Lift Station Department: Utility Operations Project Manager: Ken Tywater Construction Firm: TBD Design Consultant Delta Tech Engineering Description & Location: Rehab of Overland Trail Wasterwater Lift Station; located at corner of Overland/Bandit Trail. Project includes replacing pumps, electrical controls. Enhancements include replacing existing hardware with corrosion resistant hardware and lining the wet well with a plastic coating. Puraose/Jusfification: Existing lift station is 20 years or older and is in need of rehab. Cost FY09 8~ Prior FY 10 Future Total Cost Plannin Desi n 0 0 0 0 Testin /Ins ection 0 0 0 0 Land Acquisition 0 0 0 0 Construction 0 95,491 0 95,491 Miscellaneous 0 0 0 0 Total Cost 0 95,491 0 95,491 Funding FY09 8~ Prior FY 10 Future Total Cost Uns ent FY 1998 Bond Proceeds 0 95,491 0 95,491 Total Fundin Necessa 0 95,491 0 95,491 Impact on Operating Budget FY 10 Budget FY 11 Planned Future Personnel 0 0 0 Contractual 0 0 2,000 Su lies 0 0 3,000 Ca ital 0 0 0 Total 0 0 5,000 254 City Development Capital Improvement Project Detail Project Title: SH 26 Water & Sewer Utility Relocations Department: Engineering Project Manager: Chad Bartee Construction Firm TBD Design Consultant: Teague, Nall & Perkins Description & Location: This project consists of relocating any water or sewer facilities within the SH 26 right of way that is in direct conflict with the proposed SH 26 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/Justitication: The Texas Department of Transportation requires that all utilities within their right of way must remain within the parkway outside of the paving. No utility will be allowed to remain under the proposed paving improvements along SH 26. Impact on Operating B uuyc~ FY 10 Bud et FY 11 Planned Future Personnel. ~ ~ ~ . Contractual ~ 0 ~ Su lies ~ ~ 0 Ca ita{ ~ ~ ~ Total ~ ~ 0 255 City Development Capital Improvement Project Detail Project Title: Westcoat 12" Transmission Main Waterline Improvements Department: Engineering Project Manager: Jeremy Hutt Construction Firm TBD Design Consultant TBD 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 09 8~ Prior FY 10 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 Funding FY 09 & Prior FY 10 Future Total Cost Water Impact 0 0 271,122 271,122 Total Fundin Necessa 0 0 271,122 271,122 Impact on Operating Budget FY 10 Budget FY 11 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 7,000 256 Fiscal Year 2010 Demographic Information COLLEYVILLE 257 CITY OF COLLEYVILLE FY 2010 BUDGET Colleyville was ranked #40 in the US Money Magazine's 2005 "Best Places to Live in the US". Community 2010 Estimated Population: 22,650 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 42% of the population is between 25 and 54 30% of the population is under 20 The median age of Colleyville citizens is 43 84% of the population over 25 has attended college 90% of the housing is owner occupied 90% of the population is family households The average household size is 3.07 Median income is $134,723 Average household income is $166,063 ~~~~u~ ~ ~xy~ ,~ _ ~ ~. T_~~t ~~~~~~ ~ ~~~~r~i~ The average appraised value of residential property in 2009 is $398,957 The average value of a home being built in Colleyville in 2009 was $388,974 258 Government Colleyville was founded January 10, 1956 and has aCouncil-Manager form of government under a Home Rule Charter. Miles of streets maintained: 312 Miles of water mains maintained: 199 Miles of sanitary sewer maintained: 166 Registered voters: 17,297 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.org Named a "What Parents Want" award-winning district for the 16t" consecutive year during the 2008-2009 school year The Texas Education Agency rated ten campuses "exemplary" in 2009 (Exemplary is the highest rating given by the Texas Education Agency) GCISD has 11 National Blue Ribbon Schools and was named to Newsweek magazine's "100 Best High Schools in America" list Total Students in 2008-2009: 13,628 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. 259 COLLEYVILLE HISTORY The area know known as Colleyville was first settled in the mid 1800's and was comprised of five separate small communities centered around area churches and schools. Colleyville was a small crossroads town between Fort Worth and Grapevine (home of the Dallas-Fort Worth international Airport) located at the present day intersection of East Glade Road and Bransford Road. The city was named "Colleyville", to honor a man by the name of Lilburn Howard Colley, who settled in the community in the 1880's. He was the town's only doctor and involved himself in civic activities. After the turn of the century, the Colleyville area became known for its outstanding cantaloupes, watermelons, squash, and tomatoes. Colleyville was incorporated in January 1956 with less than two square miles and a population of approximately 250. During the late 1970's and early 1980's, Colleyville's close proximity to Dallas-Fort Worth International Airport sparked the development of high quality residential development. Today, Colleyville is home to over 20, 000 residents, and it offers a quiet residential haven for many upper management corporate executives, entrepreneurs, professional athletes, and their families. The city looks to the future to continue to offer its citizens the high quality residential development Colleyville is known for and to continue to add upscale retail development. 26G CITY OF COLLEYVILLE TOP TEN TAXPAYERS FISCAL YEAR 2010 % OF TOTAL ASSESSED ASSESSED VALUATION VALUATION MELVIN & MARTINDALE $25,806,252 0.69% TXU ELECTRIC DELIVERY $17,422,706 0.47% LTF REAL ESTATE $12,275,000 0.33% RP25 DEVELOPMENT LP $12,110,736 0.33% VH PROPERTIES LP $9,144,560 0.25% DREILING REALTY LLC $8,347,900 0.22% CHESAPEAKE LAND DEVELOPMENT CO LLC $6,553,636 0.18% AMERICAN NATIONAL BANK OF TEXAS $5,880,738 0.16% PK INDUSTRIES INC. $5,830,580 0.16% UHLMANN-COLLEYVILLE LLC $5,458,842 0.15% TOTAL $108, 830, 950 2.92% 261 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 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 22,550 $160,203 0.34% $549 $391,133 2010 22,650 $164,378 0.29% $480 $398,957 262 TAXABLE ASSESSED VALUATIONS BY CATEGORY FOR FISCAL YEARS 2010-2006 2010 VALUATION 2010 % TO 2009 VALUATION 2009 % TO 2008 VALUATION 2008 % TO CATEGORY TOTAL TOTAL TOTAL REAL,RESIDENTIAL, SINGLE FAMILY $3,229,719,983 84.08% $3,146,931,570 81.93% $2,955,252,347 79.42% REAL,RESIDENTIAL, MULTI-FAMILY 361,095 0.01% 354,741 0.01% 308,965 0.01% REAL, VACANTLOTSlfRACTS 68,821,846 1.79% 71,165,827 1.85% 58,148,998 1.56% REAL, ACREAGE (LAND ONLY) 16,592,468 0.43% 14,968,367 0.39 % 25,525,900 0.69 REAL, FARM AND RANCH IMPROVEMENTS 10,542,536 0.27% 7,711,055 0.20% 7,677,537 0.21 REAL,COMMERCIAI 335,257,181 8.73% 315,342,053 8.21% 269,937,300 7.25% REAL, INDUSTRIAL 0 0.00% 0 0.00% 0 0.00% REAL, TANGIBLE AND PERSONAL,UTILITIES 31,166,137 0.81 % 31,012,077 0.81°h 28,578,808 0.77% TANGIBLE PERSONAL, COMMERCIAL 61,392,434 1.60% 61,180,789 1.59% 54,885,785 1.48% TANGIBLE PERSONAL, INDUSTRIAL 63,188 0.00% 1,911,896 0.05% 80,440 0.00% TANGIBLE PERSONAL, MOBILE HOMES 119,835 0.00% 59,453 0.00% 0 0.00% REAL PROPERTY, INVENTORY 87,195,915 2.27% 70,324,764 1.83% 68,583,797 1.84% TOTAL APPRAISED VALUE BEFORE EXEMPTIONS $3,841,232,619 100.00% $3,720,962,592 96.87% $3,468,979,877 93.23% LESS:TOTAL EXEMPTIONS/REDUCTIONS 118,079,092 108,393,735 95,672,554 TAXABLE ASSESSED VALUE $3,723,153,527 $3,612,568,857 $3,373,307,323 3939256246 2007 VALUATION 2007 % TO 2006 VALUATION 2006 % TO CATEGORY TOTAL TOTAL REAL,RESIDENTIAL, SINGLE FAMILY $2,715,228,491 78.27% $2,496,506,709 78.38% REAL,RESIDENTIAL, MULTI-FAMILY 323,400 0.01% 334,600 0.01% REAL, VACANT LOTS/TRACTS 58,043,441 1.67% 54,821,479 1.72% REAL, ACREAGE (LAND ONLY) 8,059,167 0.23% 25,907,294 0.81% REAL, FARM AND RANCH IMPROVEMENTS 7,451,075 0.21°O/a 9,116,138 0.29% REAL, COMMERCIAL 238,593,634 6.88% 246,164,397 7.73% REAL, INDUSTRIAL 0 0.00% 0 0.00% REAL, TANGIBLE AND PERSONAL,UTILITIES 28,356,652 0.82% 27,337,130 0.86% TANGIBLE PERSONAL, COMMERCIAL 57,125,012 1.65% 56,090,606 1.76° TANGIBLE PERSONAL, INDUSTRIAL 356,079 0.01 % 429,146 0.01% TANGIBLE PERSONAL, MOBILE HOMES 60,153 0.00% 60,653 0.00% REAL PROPERTY, INVENTORY 71,365,539 2.06% 72,396,402 2.27% TOTAL APPRAISED VALUE BEFORE EXEMPTIONS $3,184,962,643 91.81% $2,989,164,554 93.85% LESS:TOTAL EXEMPTIONS/REDUCTIONS 104,856,342 130,822,824 TAXABLE ASSESSED VALUE $3,080,106,301 $2,858,341,730 263 OVERLAPPING DEBT AND TAX RATES FOR THE CITY OF COLLEYVILLE FY 2010 ESTIMATED % CITY'S TAXABLE TOTAL ATTRIBUTED OVERLAPPING ASSESSED FY 2010 G.O. TAX TO CITY OF G.O. ENTITY VALUATION TAX RATE DEBT COLLEYVILLE TAX DEBT CITY OF COLLEYVILLE $3,723,153,527 $0.3559 $10,875,000 100.00% $10,875,000 SCHOOL DISTRICTS: BIRDVILLE $7,061,242,485 $1.4050 $255,639,101 0.08% $204,511 CARROLL $5,088,302,639 $1.4150 $194,305,512 0.45% $874,375 GRAPEVINE-COLLEYVILLE $10,278,036,078 $1.2900 $279,155,892 20.79% $58,036,510 HURST-EULESS-BEDFORD $8,318,054,269 $1.2955 $212,152,032 1.56% $3,309,572 KELLER $9,958,022,227 $1.4863 $735,369,466 2.81% $20,663,882 COUNTY ENTITIES: TARRANT COUNTY $115,750,639,763 $0.2640 $322,210,000 2.97% $9,569,637 HOSPITAL DISTRICT $115,750,639,763 $0.2279 $28,810,000 2.97% $855,657 JUNIOR COLLEGE DISTRICT $116,301,558,004 $0.1377 $42,785,000 2.97% $1,270,715 TOTAL DIRECT AND OVERLAPPING G.O. DEBT $105,659,858 RATIO OF DIRECT AND OVERLAPPING DEBT G.O. DEBT TO ASSESSED VALUATION 2.84% PER CAPITA OVERLAPPING G.O. TAX DEBT $4,614 NOTE: THE CITY OF COLLEVYILLE IS SERVED BY FIVE INDEPENDENT SCHOOL DISTRICTS (BIRDVILLE, CARROLL, GRAPEVINE-COLLEYVILLE, HURST-EULESS-BEDFORD AND KELLER) 264 Fiscal Year 2010 Glossary CO LLEY~II LLE TEXAS 265 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 greater than $5,000 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. 266 CAPITAL PROJECT: A specific and identifiable improvement or purpose for which expenditures are proposed within the capital budget or capital improvement program. CCCPD: Acronym for the Colleyville Crime Control and Prevention District, a special district funded by a '/2 cent sales and use tax which is legally restricted to police department operations as approved by the Colleyville Crime Control and Prevention Board. CEDC: Acronym for the Colleyville Economic Development Corporation, a nonprofit corporation, formed under the Development Corporation Act of 1979, which provides funding to the City for economic development, parks, library and cultural improvements. This corporation is funded by a '/z cent sales and use tax. CERTIFICATES OF OBLIGATION (C.O.):Tax-supported bonds that are similarto 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 six (6) Council members collectively acting as the legislative and policymaking body of the City. CONTRACTUAL SERVICES: Services purchased by the City such as utility services, insurance, maintenance contracts, and 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. Zs~ 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 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. 2ss GENERAL OBLIGATION (G.O.) 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. 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. 269 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. 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. SUPPLIES: A cost category for minor items (individually priced at less than $5,000) required by departments to conduct their operations. 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. 2~0 TAX ROLL: The official list showing the amount of taxes levied against each taxpayer or property in the city. The list is provided to the city by the Tarrant Appraisal District. 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: Acronym for Tax Increment Financing District formed to make public improvements under the authority of the Tax Increment District Financing Act. TMRS: Acronym for Texas Municipal Retirement System, a pension plan for employees of member cities within the State of Texas. 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. 271