HomeMy WebLinkAboutCity Council-Agenda Packets-8/5/2010~~,:,,
City of Colleyville 100 Main Street
~ Colle ville, Texas 76034
Y < Agenda 817.503.1000
,,.;,,, www.colleyville.com
City Council Worksession
Thursday, August 5, 2010 6:00 PM Executive Conference Room, 3rd Floor
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CALL TO ORDER
PRESENTATION AND DISCUSSION
Presentation and discussion of the proposed Fiscal Year 2011 (FY
2011) budget
Presentation and discussion of the Water and Sewer Rate Study
ADJOURNMENT
I hereby certify the above agenda was posted on the bulletin boards at City Hall on Friday, July
30, 2010, b 5:00 p.m.
Cynthia Singleton, TRMC, CMC
City Secretary
Any matter on this agenda may, at the discretion of the governing body, be opened for public
comment and discussion.
If you plan to attend this public meeting and have a disability that requires special
accommodations, please advise the City Secretary at least 48 hours in advance at
817.503.1133, and reasonable accommodations will be made to assist you.
City of Colleyville Page 1 Printed on 7/30/2010
,:~~ ,,,
"': ~ City of Colleyville 100 Main Street
Colleyville, Texas 76034
``"" Agenda Briefing 817.503.1000
www.colleyville.com
File Number:
Version: 1
Requester: Office of the City
Manager
File Type: Presentation and
Discussion
Agenda Date: 08/05/2010
Agenda No.: 2
Final Action:
File Name: Presentation and discussion of the proposed Fiscal Year 2011 (FY 2011) budget
Attachments: Proposed Fiscal Year 2011 (FY 2011) Budget Presentation
History of Legislative File
Version: Date: Acting Body: Action Text:
1 08/05/2010 City Council
Worksession
Title
Presentation and discussion of the proposed Fiscal Year 2011 (FY 2011) budget
Explanation
This item provides an opportunity to present and discuss the proposed FY 2011 budget.
The attached budget message will provide a detail account of the proposed budget with the
presentation providing a broad highlight of the same.
Status: Presentation and
Discussion
Controlling Body: City Council
Worksession
City of Colleyville Page 1 Printed on 7/30/2010
Through efficient resource management and fiscal responsibility, the Colleyville City Council
strives to provide a range of quality services to maintain and enhance the quality of life that
Colleyville citizens enjoy. To this end, the fiscal year 2011 budget has been developed to balance
the needs of the city in concert with the willingness of its taxpayers to pay for those services.
This city's government continually endeavors to provide safe streets, dependable emergency
responses, and safe and aesthetically pleasing parks and public facilities-all in a manner that is
both effective and efficient. We look forward to reviewing the proposed fiscal year 2011 budget
with the Council and our community.
The proposed budget is balanced and in accordance with state law, City Charter and ordinances.
The combined proposed expenditures and transfers total $35,560,134, which is a $1,872,907
decrease from the current year budget.
One measure of a city's financial strength is the level of its fund balance. In keeping with the
Council's conservative fiscal policy of a 90-day reserve requirement, the General Fund is
projected to have 64 days over the 90-day minimum and the Utility Fund is projected to have 72
days over the 90-day minimum cash balance as of September 30, 2010.
The reserve earns interest, bolsters cash flow and is available for unanticipated expenditures or
emergencies. As anon-recurring revenue source, beginning fund balances are used to fund
capital or other one-time expenses only.
• Making along-term commitment to economic development
• Fostering a more diversified tax base
• Protecting and preserving neighborhoods
• Delivering sustainable government
• Branding Colleyville with a unique identity
By remaining focused on these initiatives, the community, City Council, and staff can weigh the
divergent demands of the citizenry, pursuing only those elements that help achieve these
initiatives, and thereby ensuring the highest priorities of the community as a whole are
accomplished. For this reason, every new effort and element of the City's business plan,
including existing programs, is tied to one or more of these strategic points.
Over the years, Colleyville's budget document has evolved from a simple financial report with
proposals for expenditures and estimates of revenue, into the City's most comprehensive annual
document establishing budgetary policies. The budget decisions outlined in this document
influence the fiscal state of the city, the function of its government, and budget considerations for
current and future needs. The City's budget, therefore, is the most important working policy and
planning tool used by the City Council and staff in providing quality services to the citizens of
Colleyville, as determined by the City Council and for which funds are available.
The strategy employed to prepare this budget has been quite different from that of previous
years. The reality of the "new normal," including the ongoing national recession, rising costs of
service delivery, and the approaching build-out of the Colleyville community, has influenced
resource allocation in ways rarely experienced during the previous decade, and now necessitates
consideration of a permanent change in funding appropriation. Therefore, staff considered a
number of factors to shape the service delivery plan for fiscal year 2011, including:
• Colleyville's life cycle as a community
• Resource prioritization based on community and City Council input
• Future sustainability of budget
• Implementation ofprogram-based budgeting
• Implementation of funding for strategic plan
Preparing the annual budget allows the City Council to steer a course toward a strategic vision
that aligns municipal resources with community needs. Quality of life issues, such as public
safety, street maintenance, leisure services, and economic development, are consistent themes in
the strategic points adopted by the City Council. These include:
With this budget, staff is recommending allocating resources according to the priorities of our
citizens and City Council, while maintaining the conservative fiscal approach that has allowed
Colleyville to attain and maintain a AAA bond rating. The service delivery plan maintains the
programs and services identified by our citizens as priorities, without an increase to the city's tax
rate and with minimal impact to our citizens.
It also funds all debt requirements and provides adequate debt service fund balances.
Furthermore, the service delivery plan considers the city's most important resource-the
employees who are ultimately responsible for service delivery.
Finally, the service delivery plan does not include an increase in utility rates. However, staff is
proposing that the City consider implementation of a tiered conservation rate structure for water
and wastewater rates in the Utility Fund.
This year's proposed budget reflects an effort to balance expectations of citizens with available
resources. It is important to note that, as this budget will serve as a policy document upon
adoption for the next fiscal year, any service level enhancements must be vetted and determined
by the City Council, and will likely necessitate the loss or reduction of other programs or
services in order to stay within our budgetary parameters.
To keep our citizens informed, the proposed budget has been posted on the City's website so that
citizens can review it. Any questions or requests for additional information should be directed to
Terry Leake, assistant city manager and chief financial officer, at 817-503-1115 or by email to
tleake(a,col lewille.com.
Appreciation goes to the Mayor and City Council for their community leadership and solid
financial acumen. I also want to thank the staff Budget Team, including Terry Leake (Assistant
City Manager/Chief Financial Officer), Karen Hines (Finance Manager), and Elise Welborn
(Human Resources Manager), for their efforts in building our service plan for 2011.
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.
We are pleased to present the proposed FY2011 Combined Annual Operating Budget for the
City of Colleyville. This document represents a continued commitment to prudent fiscal
management, while maintaining and enhancing services that improve the quality of life of
Colleyville's citizens and meeting the expressed needs of our community.
While the proposed budget does not fund all existing service levels, it meets the City Council's
priorities for service delivery and maintains the current tax rate. The proposed budget has been
formulated by reflecting on a philosophy of:
• Providing solid, high-quality, core governmental services
• Effectively allocating resources to meet citizen needs
• Affordability and sustainability
• Pursuing opportunities to partner with other public providers
• Valuing our employees
Furthering our commitment to effective community involvement, a summary presentation of the
proposed budget has been placed on the City's website and cable channel. A budget public
hearing is scheduled for September 7, 2010, to allow citizens to provide comments regarding the
proposed budget. The proposed budget will be presented to City Council for final approval on
September 21, 2010.
On the national level, economic trends during the past year indicate zero to negative growth in
the economy with above average unemployment and low consumer confidence. The local
economy has remained comparatively stable despite the national recession. Colleyville is
fortunate to have a strong residential base that helps to mitigate the negative effects of economic
fluctuations. However, property values have declined and no growth is expected in economy-
driven revenues, such as sales tax and development fees. It is also expected that the current trend
of limited new construction will continue, as no new subdivisions are expected to be platted next
year.
These economic forces shape the "new normal" perspective from which this budget has been
developed. Staff considered many factors in the budget preparation.
First, staff considered Colleyville's place in the life cycle of a community. The city has steadily
evolved throughout most of the last century, growing from a largely agricultural and farming
community to a sought-after suburb, boasting premiere neighborhoods, nationally ranked
schools, and desirable amenities. Like much of the Dallas-Fort Worth area, Colleyville's future
was radically changed by the opening of DFW International Airport in 1972. Since that time, the
city has experienced significant growth, quadrupling its population since 1980. However, in the
past two years, development has leveled off due to an ailing economy and the increasing scarcity
of available land. Build-out is anticipated in the next 15-20 years.
As we reach maturity as a community, it is incumbent upon us to address the impact on our
service requirements and delivery, as well as how our resources are appropriated for the
associated costs of those services. During the past two years, we have witnessed a continuing
trend in declining sales tax revenues, development fees, and interest earnings, and now property
values have begun to decline. The new normal now means continuing to provide the quality
programs and services our citizens expect, while structuring an affordable, sustainable method
for delivering those services.
Next, the prioritization of programs and services, as indicated by citizen and City Council input,
was considered. This meant balancing the city's needs with our citizens' willingness to pay for
the services required to meet those needs. In a survey conducted in January 2010, citizens
defined those needs as follows:
• 96 percent indicated satisfaction with the quality of life in Colleyville
• 99 percent indicated having a safe community as important in determining quality of life
• 92 percent indicated satisfaction with overall appearance of their neighborhood
• 82 percent indicated satisfaction with the value of services
Citizens also indicated that attracting and retaining quality businesses, and the development of
State Highway 26/Colleyville Boulevard were the most critical issues facing Colleyville today.
In addition, staff requested program prioritization input from the City Council in preparation for
this year's budget. The City Council indicated that public safety operations are its highest
priorities, followed by street maintenance and economic development. They also placed an
emphasis on park and athletic field maintenance, as well as the Colleyville Public Library and
Colleyville Center.
The third factor addressed in the budget development process was the sustainability of the
budget. To this end, staff conducted a line item review of every program budget, reducing
allocations where appropriate, based on historical performance and future cost factors. Staff then
conducted position assessments on all city positions to determine if worker resources were being
optimized and searching for opportunities to combine positions, outsource services, or streamline
work processes.
In addition, the costs associated with employee insurance, a major driver in increased budget
expenses, came under heavy scrutiny. These expenses have increased 38 percent since 2006.
Through the diligent work of the Employee Benefits/Wellness Committee and the adoption of a
wellness initiative, healthcare costs for the employees have been reduced in the proposed fiscal
year 2011 budget, despite high utilization and claims, and uncertainty about healthcare costs on a
national scale.
Performance management was the fourth factor considered during this year's budget
development process. This is a City Council and staff priority, and as the City of Colleyville
transitions to the strategic management model that the City Council has adopted, it is a critical
element of in our performance-based budgeting. The first step in transitioning to this type of
budgeting is identifying program service levels and the associated costs, then linking specific
performance indicators to those programs to determine the efficiency and effectiveness of service
delivery. The fiscal year 2011 proposed budget is a program-based budget, a transitional format
that will allow us to progress beyond aline-item budget to a performance-based budget.
Finally, staff considered funding for the city's strategic plan. To that end, staff has proposed
establishing a strategic initiatives fund designed to further the City's strategic plan. Funding has
been proposed to act as seed money to establish the fund, with a recommendation that at least a
portion of any net revenue derived from the current year's budget be allocated to that fund.
Funds will be recommended by staff and allocated by City Council for projects that are directly
linked to the city's strategic plan.
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 this 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.
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The proposed budget is balanced and prepared in accordance with state law, the Colleyville City
Charter, ordinances, budget policies, and in accordance with the provisions outlined in the
Governmental Accounting Standards Board (GASB) "Statement No. 34, Basic Financial
Statements -and Management's Discussion and Analysis -for State and Local Governments."
Proprietary fund types are accounted and budgeted for on acost-of-services or "capital
maintenance" measurement focus, using the accrual basis of accounting. These 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; 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 the Colleyville City
Charter. This budget contains all of funds that account for these services. The identity and
functions of these funds are:
• General Fund - to account for the resources and expenditures related to the generally
recognized governmental services and/or functions provided by 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 statutes,
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 statutes,
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 this budget, the primary goal was to achieve the identified objectives that maintain
and improve services for citizens. The proposed budget has been structured to steer a course
toward fulfillment of the city's strategic vision by aligning municipal resources with the overall
needs of the community. The City Council's adopted strategic points are as follows:
• Making along-term commitment to economic development
• Fostering a more diversified tax base
• Protecting and preserving neighborhoods
• Delivering sustainable government
• Branding Colleyville with a unique identity
The goal is to best align services delivered with the needs identified as priorities by the
community. The reality of any budget is that it consists of a collection of purchasing decisions.
The City Council, on behalf of the citizens, establishes the cost community members are willing
to pay for local government services. Utilizing citizen input, the Council determines various
goals to attain the priorities of citizens. Staff plays a critical role in guiding the process by
providing purchasing proposals pursuant to the City Council's priorities.
The budget building process includes four key components:
• Determination of program and service priorities based on the prioritization of the
majority of citizens.
• Determination of the value and cost of each service based on the level of service needed
and/or desired by our citizens.
• Determination of optimal service delivery methods, based on value, to ensure efficient,
effective delivery of the services our citizens expect.
• Determination of the scope and value of government in relation to the availability of
revenue for the City.
Accepting the charge for developing recommendations for the proposed budget, staff used the
City Council's strategic points as the primary guide. At the onset of this year's budget
development process, staff was challenged with identifying the cost of each service and the
expected outcomes of established service levels. Each line item of every program budget was
reviewed for efficiency and optimal use of resources. Departments also identified resource needs
through the strategic plan initiative process but, due to declines in revenue, no new resource
needs are recommended for funding in this proposed budget.
Make along-Term Commitment to Economic Develoament
• General Fund
Economic development funding in the amount of $332,551 to establish an aggressive
commercial promotion and development program is included in the proposed fiscal year
2011 budget. This includes funds for advertising, trade show promotion, and membership in
target industry associations, such as the Health Industry Council of North Texas and DFW
Area Tourism Council.
Staff continues work to create and support positive attitudes toward development, including
development processes improvements, proactively addressing anticipated public safety issues
related to development, and the creation of citizen advocates for economic development.
Continuation of sound financial and operational philosophies has guided the development of this
proposed budget. By definition, preparation of any budget is the allocation of scarce resources.
There will always be more needs than available funds, but this was particularly challenging due
to declining revenues coupled with changes in some service levels.
An effective, proactive communications and outreach plan helps the organization
communicate to stakeholders on a variety of issues, including economic development
initiatives. 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 efforts, the proposed budget provides $17,000 for contract communications
work.
CEDC
Special events and festivals bring substantial visibility and economic impact to the city and
this budget proposal contains several recommendations that support Colleyville events.
Funding through the Colleyville Economic Development Corporation (CEDC) in the amount
of $69,000 includes four special events, as well as summer concert and movie series.
Funding in the amount of $51,000 is also recommended from the CEDC for the marketing
and promotion of Colleyville, including the Keep it Colleyville campaign and the Come to
Colleyville visitor promotion, designed to support our local businesses.
Foster a More Diversified Tax Base
• General Fund
Staff will continue efforts to attract and retain Colleyville's commercial development along
major thoroughfares to increase commercial sources of revenue, therefore reducing the tax
burden on residential properties. This includes working with existing property owners and
representatives to site master plan the remaining large, undeveloped tracts of commercial
property in Colleyville, as well as pursuing opportunities to advance small business
development and create business incubators to nurture the commercial tax base.
CEDC
The proposed budget includes a payback plan for completed enhancements at Colleyville
Center which were undertaken to ensure the Center's role as a revenue generator for the City,
and an economic catalyst for local businesses, restaurants, and service providers.
Protect and Preserve Colleyville's Neighborhoods
• General Fund
Public safety remains a top priority among Colleyville residents, and the City Council,
likewise, has made clear its commitment to maintaining a strong public safety core.
Continued funding for the Colleyville Citizen Police and Fire Academies is recommended.
In addition, funding for Citizens on Patrol and Rehab Team is also included to support these
fully functioning, volunteer-staffed and -equipped programs in support of various City
functions and events, or during extended emergency incidents where citizens would be safely
able to provide support.
This budget also includes the addition of $23,928 to reclassify driver/engineer positions in
the Fire Department, consistent with the adopted Fire Department staffing plan. Fire truck
maintenance funds have been reduced by $24,000 because of the replacement of the aged
apparatus.
The emergency management coordinator position has been recommended for removal from
the fiscal year 2011 budget. To maintain service delivery, qualified staff within the Fire and
Police departments will execute the duties of the position, ensuring the city's preparedness
for an emergency.
The estimated useful life of an asphalt overlay is eight to 12 years, depending on traffic
volume and road base conditions. There are 158 miles of paved roadway in Colleyville. A
consistent focus by the City Council has been to continue effective funding levels for street
maintenance. Given this, the proposed budget again provides $1,000,000 for pavement
maintenance and micro-resurfacing to aggressively address our infrastructure maintenance
needs. This funding allows the City to address several miles of roadway during the year.
The proposed budget also continues funding for installation and repair of sidewalks, and
continues the focus of enhancing the safety of our children and the walkability of the city to
activity centers. This funding continues at $50,000 in escrowed funds for neighborhood
districts as approved by the City Council in November 2008. Staff will also continue work in
the development of a multi-year Capital Improvement Program (CIP) for trails and
sidewalks, streets, utilities, and drainage projects.
In addition, in October 2008 the City Council adopted a staff proposal 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). The fiscal year
2011 CIP includes reconstruction of Black Drive, Brentwood Drive, and Pembrooke
Parkway West; the intersection of John McCain and Pleasant Run roads; and engineering
design of the intersection of Jackson and Cheek-Sparger roads, and Martin Parkway and
Cheek-Sparger Road.
The proposed budget continues to include $ l 5,000 for the Library's material collection from
the General Fund and $135,000 from the Voluntary Library Fund for a total of $150,000.
The open space mowing contract has been reduced for the second consecutive fiscal year.
Irrigated areas will be mowed 24 times annually, down from the current 30; non-irrigated
areas will be mowed 18 times annually, saving approximately $21,000. The City's
horticulture contract is also proposed to be reduced by $17,000. The recreation budget has
been reduced by $6,000 due to changes in the print specifications for recreation brochures.
In addition, staff is recommending anon-resident fee increase of $5 per season effective
spring 2011 for all youth sports programs, as well as anon-resident fee for Meals on Wheels
at the Senior Center of $1 per meal.
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.
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Funding for agency agreements in the fiscal year 2011 budget has been reduced by $14,590
and citywide memberships have been reduced by $17,710, including $13,000 for the City's
portion of the Trinity Railway Express (TRE) operations.
Utility Fund
The cost of purchasing potable water from the Trinity River Authority (TRA) has increased
during the past year due to 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; their budget will be presented in the fall. As they will face higher chemical costs,
ongoing infrastructure maintenance costs, labor-related costs, and compliance costs with
more stringent state and federal water quality regulations, it is likely their rates will increase.
In the fiscal year 2011 budget analysis, staff prepared two utility rate structure scenarios
covering the next five fiscal years. These include a tiered conservation rate structure and a
structure that eliminates the first 2,000 gallons of usage from the minimum bill.
CEDC
Funding in the amount of $72,227 has been added to the CEDC budget for staff and
operational costs related to the expansion of the library to the second floor.
With the completion of the Parks, Recreation and Open Space Master Plan, staff is
recommending funding in the amount of $134,905 for future park projects. The CEDC also
includes proposed funding for the L.D. Lockett House Trail ($100,000) construction to
connect to Cotton Belt Trail Phase II.
CCCPD
The CCCPD will fund four officer positions in fiscal year 2011, vehicle replacement, public
safety software maintenance, regional recruiting and hiring, crime reportlmapping software,
wireless support for mobile digital computers, mobile video system replacements and
software maintenance, as well as continued support of the Teen Court program, handheld
radio replacements and funding of Justice Center debt service.
Deliver Sustainable Government
An ongoing means of managing costs in the long-term is to aggressively seek ways to maximize
economies 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 benefit, economic and efficiency thresholds for Colleyville.
The proposed budget will contract for services with other governments in the following areas:
• Public Safety
Implementation of regionalization for public safety communications and jail services will
occur in fiscal year 2011 through amulti-year interlocal contract with the cities of Keller and
Southlake. Contracting these services reduces Colleyville's costs by $115,482 in the first
year and increases the level of service to our citizens through additional dispatch and jail
staffing. Tarrant County 9-1-1 is finalizing a lease proposal to utilize the Colleyville
tl
Communications Center as their permanent backup site, which will create additional revenue
and keep the facility up to date with the latest technology. Also included in the fiscal year
2011 budget is continued participation with the Metroport Teen Court, which is funded
jointly with the cities of Colleyville, Grapevine, and Southlake. Funding is also provided for
animal shelter services by the City of Hurst, as well as funding to meet the contractual
obligations of the Bedford Response Area.
In addition, the original Tarrant County NETCO radio consortium has expanded into the
North Texas Interoperability Communications Coalition (NTICC), which now includes
police, fire, and public works agencies throughout North Texas. The Colleyville Police and
Fire departments continue to be integral partners in this collaborative effort aimed at securing
funding and equipment for Project 25 (P25). P25 involves the nationwide conversion of
radio systems from analog to digital. This change to P25 standards for public safety radio
systems has been adopted by the Federal Communications Commission (FCC) to replace
aging radio systems to enhance interoperability through digital technology. The P25
conversion will include all radio equipment (i.e., towers, consoles, portable radios,
handhelds) and the industry goal is to begin construction in 2013 and achieve compliance by
2015.
• Street Overlay:
To maximize street maintenance the City will continue partnering with Tarrant County,
which provides County labor resources for street maintenance at no cost to the City. 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
enhance the quality of the electoral process available to our citizenry.
• Building Maintenance:
The City will continue to contract with Tarrant County for janitorial support services for the
Colleyville Justice Center, Colleyville Public Library, Colleyville City Hall, and Colleyville
Senior Center.
• Grapevine-Colleyville Independent School District:
The City will continue efforts with the District for tax collection services and use of
recreational facilities to maximize our operating budget.
• Economic Development:
The City will continue partnering with the North Central Texas Council of Governments
(NCTCOG) to host a website offering property information in support of our economic
development efforts. City infrastructure information, mapping capabilities, 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 continue.
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The proposed budget provides a staffing level of 181.625 full-time equivalents (FTE), including
171 full-time positions, 12 less than in fiscal year 2010. This reflects the elimination of 12 full-
time positions, including a dispatch supervisor, seven dispatchers, an emergency management
coordinator, a project inspector, an engineering technician, and an administrative secretary.
Maintaining an investment in staff was an important component in the development of the
proposed budget. However, no salary range or compensation adjustments are recommended in
this year's budget due to the lack of available resources to fund such adjustments. It is important
to note that in the 2010 compensation study and analysis, 26 percent of the City's surveyed
salary ranges were more than five percent below market. Another 64 percent were within five
percent, either below or above the market, and 10 percent were more than five percent above the
market. Even without the current and projected economic conditions, it would be prudent to
evaluate the City's overall compensation philosophy to assess its long-term practicality and
sustainability.
The total cost for the insurance program is $1,931,472 in the proposed fiscal year 2011 budget, a
decrease of $76,350 from fiscal year 2010 cost. This amount includes health, dental, life, long-
term disability, COBRA, flexible spending account administration, and a health reimbursement
arrangement. Of this amount, $1,530,268 is funded through the General Fund. The annual health
insurance premium employee-only coverage is $5,409, with family insurance coverage costing
$16,382. The City exhibits a substantial commitment to employee benefits by funding employee
health insurance at 100 percent and dependent insurance at 75 percent, allowing the City to
maintain a competitive position among its peer cities. In future years, with implementation of a
measured employee wellness initiative, the City will convert to a tiered premium structure. This
is designed to improve employee health and to reduce the City's costs in the short term with
lower premiums, and in the long term, through reduced utilization.
In addition, the City participates in the Texas Municipal Retirement System (TMRS). Under this
system, the City matches the employee retirement contribution at a 2:1 ratio. Currently the City
contributes at the maximum rate of seven percent, provides updated service credit adjustments
annually, provides annuity increases for retirees, and a supplemental death benefit equal to an
employee's annual salary. In 2007, TMRS changed its accounting method for funding normal
costs, annually repeating updated service credits and annuity increases to comply with updated
Generally Accepted Accounting Principles, and resulting in the amortization period for pension
benefits shifting from a 25-year open period to a 30-year closed period. While unfunded liability
is a reality among all TMRS cities, that liability changes on an annual basis due to actuarial
calculations factored into each member city's rate. As of December 31, 2008 (the most recent
valuation date), Colleyville's unfunded actuarial accrued liability was $8,181,594, which will be
funded over a 28-year period. This represents a funded ratio of 74.3 percent.
Staff is proposing a plan change to achieve a more sustainable pension benefit and to reduce the
City's costs. Based on Colleyville's existing plan design, the 201 1 rate could be calculated at
16.23 percent (annualized 16.11 percent), a three percent increase over the 2010 rate of 15.76
percent (annualized at 15.39 percent). The plan change removes the automatic annual annuity
increase for retirees and, in future years, allows the City Council the option to authorize this as a
13
percentage of the Consumer Price Index (the plan currently dictates 70 percent) on an annual
basis.
This year, almost every member city in Texas was assessed a rate increase of at least two
percent; and, for some it was as high as seven percent. After meeting with TMRS representatives
and evaluating the City's plan design, the proposed fiscal year 2011 budget includes funding for
participation in the TMRS program with a plan design change at a contribution rate of 11.2
percent (annualized 12.34 percent), down 29 percent from the current rate of 15.76%. This
reduces the City's total TMRS costs for fiscal year 2011 by $382,989 and reduces the City's
unfunded actuarial accrued liability to $3,124,793, a 62 percent decrease in the City's unfunded
liability. This change also increases the City's funded ratio to 88.72 percent, creating a plan that
is both affordable and sustainable.
The City's cost for workers' compensation insurance is also decreasing fiscal year 2011 by
$36,565 in the General Fund.
Even without the current and projected economic conditions, it would be prudent to evaluate the
City's overall compensation philosophy to assess its long-term practicality and sustainability.
Staff continues to evaluate "best practices" to determine the best methods to establish acafeteria-
style benefits program for future consideration.
In fiscal year 2011, staff will also work toward completion of a comprehensive update of the
Personnel Policies and Procedures Manual. This includes reviewing current policies, as well as
developing new policies. An employee committee will provide input.
Staff continues implementation of a comprehensive performance management program for the
City. Beginning in fiscal year 2011, staff will provide quarterly reports on program and service
performance to best determine operational efficiency and create greater organizational
accountability. Feedback from the performance management tools and performance indicators
will serve to reinforce alignment of City services with citizen expectations.
As technology enhancements become available, staff is proactive in implementing new and
improved resources to increase productivity, enhance customer service, and improve the
efficiency of services. A major initiative this year will be to undertake a study to determine long-
range computer hardware and software needs, and an implementation and funding plan. In
addition, $13,000 has been included for a circuit upgrade to provide more reliable connectivity
and redundancy at the Justice Center and Colleyville Center.
In addition, the City's GIS function has been integrated with Information Services to
strategically align current and future information technology needs and to create necessary
redundancies.
Included in the fiscal year 2011 budget is continuation of the upgraded operating platform for the
City's website, which allows for better security and search capabilities for the end user. In
addition, a full redesign of the site is underway. The redesigned site will feature flash capabilities
and a more user-friendly format. Additionally, the City's citizen response module (CRM), which
14
provides citizen access via the city website and is also utilized by staff as a work order
management too, will be replaced with an enhanced module to include mobile phone
applications for easy access. Users will be able to download and enter their requests at any time
from any location, track the status of their request, and communicate with City staff about their
request. The new module also will have enhanced reporting capabilities to provide accurate
reporting on performance efficiency. This service enhancement is being accomplished at a cost
$8001ess than the existing CRM program.
To better utilize resources, required direct deposit of payroll will be implemented on October 1.
This efficiency saves the City almost $1,000 in hard costs by eliminating check stock and
envelopes, as well as staff time printing and stuffing payroll envelopes.
The City will also be eliminating 36 City-issued cell phones in favor of providing a nominal
monthly allowance for those employees who have a need for mobile communications during the
course of their work. This not only reduces the City's costs for mobile communications by
$4,300, but saves time spent processing the monthly bill. Ordinance changes and changes in the
City's code of ordinances will no longer be printed in favor of utilizing the online code feature
on the City's website, which is codified regularly.
Brand Collewille with a Unique Identity
• General Fund
A $2,000 allocation is included in the General Fund for the rollout and implementation of the
city's new brand campaign.
Assuming the mantle of environmental leadership in Tarrant County, staff is recommending
implementation of afee-for-service program for vegetation collection as a sustainable
approach to storm-related debris collection. Property owners will work directly with the
City's franchised solid waste provider, IESI, to arrange for special pickup of storm debris, at
their own cost. An alternative approach is to implement a storm management fee of $0.62 per
month for all households. This approach was not recommended because it is a recurring cost
to all citizens, regardless of usage.
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.
Drainage Fund
Staff is recommending the continuation of the household hazardous waste collection program
and the Clean Sweep annual collection through $12,000 from the Drainage Fund and a
conversion of solid waste franchise revenue in the amount of $10,000. In future years, it is
incumbent upon the City to address these issues, while measuring the sustainability of the
options.
is
Major revenue considerations in the proposed General Fund budget include:
• Reduced property values
• Reduced sales tax revenue
• A decrease in the investment earnings rate from 1.25 percent to 0.75 percent
• Anticipating 120 housing starts in 2011 compared to 99 budgeted for the current year, but
resulting in a decrease of $140,716 in development revenues
The major budgetary issue in preparing an annual budget is the setting of the property tax rate.
Once the roll is received in late July, the tax rate is determined by the debt rate needed to pay for
the City's bonded indebtedness and funds needed for maintenance and operation funding in the
General Fund.
In 2003 the City 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 $135,843. Currently, 14.37 percent of
all residential property tax accounts are frozen.
The main source of income for the City is property taxes, accounting for 58 percent of our total
revenue. The Tarrant Appraisal District has certified Colleyville's property valuations for 2010
at $3,724,557,389, which includes the TIF District valuation of $242,224,225 and $51,848,636 in
new construction. This represents a value decrease of 1.89% from the current year's taxable
valuation of $3,796,466,757. Commercial properties are the primary driver of the decrease in
assessed valuations.
As submitted, the proposed budget maintains a property tax rate of $0.3559 per $100 value to
support a property tax levy of $12,393,624, excluding the TIF property. The tax rate is
comprised of an operation and maintenance rate of $0.29758, and an interest and sinking rate of
$0.05832. The latter component provides funding for retirement of the annual debt obligations.
In a review of peer cities, Colleyville has the second lowest tax rate in northeast Tarrant County,
and that is not anticipated to change with the adoption of the proposed budget.
The proposed property tax rate of $0.3559 is almost two cents less than the effective tax rate of
$0.3729. The effective tax rate is the rate at which the City would raise the same amount of
revenue raised in the last fiscal year. If the City of Colleyville were to adopt a 2010 tax rate equal
to the effective tax rate of $0.3729 per $100 of value, taxes on existing property would decrease
compared to 2009 taxes by $674,500.
16
In developing the proposed budget, the focus was to construct a balance between revenues and
expenditures, and prioritized operational needs and long-term community investment strategies.
As shown in the following table, the proposed 2011 property tax rate will slightly reduce the
typical homeowner's tax bill compared to this year's tax billing. The average homeowner will
see a property tax payment reduction of $5.29.
Sales Tax
The second major financial consideration guiding development of the budget is the growth of
sales tax revenues. The City collects a total 2 percent sales tax: 1 percent for General Fund and
the remaining 1 percent allocated for two half-cent special purpose districts. In the current
economic conditions, a one percent revenue growth is projected.
Interest Earnings
Interest income of 0.75 percent is projected, equating to $75,000 for the General Fund. In order
to increase this return, the City Council recently approved the addition of the Certificate of
Deposit Account Registry Service (CDARS).
Expenditures
The following illustration shows how the City spend each tax dollar for the upcoming fiscal year.
17
Economic and Community Development E0.08
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
Under the current rate structure, water sales account for 73 percent of this amount and sewer
revenues account for 22 percent. Interest, tap fees, and miscellaneous revenues make up the
remainder. The current rates are based on the City paying TRA $2.27 per 1,000 gallons for water
and $1.53 for wastewater.
As stated earlier, in the fiscal year 2011 budget analysis staff prepared two utility rate structure
scenarios covering the next five fiscal years. These include a tiered conservation rate structure
and a structure that eliminates the first 2,000 gallons of usage from the minimum bill.
Meeting bond covenant requirements, the existing rate structure provides fora 1.5 times
coverage factor. An additional rate increase of $0.20 (water) and $0.10 (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/Colleyville Boulevard (estimated
construction after 2015).
Expenditures
Utility Fund expenditures total $11,370,230 for the proposed budget. The largest component, 64
percent 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 $15,000. The expenditure
increase in the budget from fiscal year 2010 is due to the increase in the cost of treatment of
water and wastewater by Trinity River Authority. The following illustrates the distribution of
expenses for the Utility Fund.
na~~
18
The total fiscal year 2011 debt obligation for tax supported debt is $2,486,612. The total utility
supported 2011 debt obligation is $835,577.
Furthermore, the City's bond ratings are evidence of Colleyville's financial strength. In 2009, the
City received an upgrade in its general obligation bond rating from AA+ to AAA from Standard
and Poor's. A 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 drainage utility revenue bonds from AA to AAA. Fitch
ICBA also upgraded our 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 mean the City's bonds are considered
to be of superior investment quality, meaning lower interest payments. With a population of
22,950, Colleyville is the only city in Texas with a population under 25,000 to hold bond ratings
of this quality.
A major initiative for the coming year will be the ongoing planning for the issuance of long-term
debt related to improvements for State Highway 26/Colleyville Boulevard. The state currently
projects bidding of construction for highway improvements for sometime in 2015, possibly later.
Local funding will include $4 million for utility relocation and $5.1 million for construction
assistance from the TIF Fund. It is anticipated there will be sufficient cash balance in the TIF
fund and that a debt sale will not be needed or a tax anticipation note of short duration will be
issued.
19
The City budgets for debt service in two separate funds -utility and tax supported debt services.
The Utility Fund's times coverage ratio of 1.20 is effectively met with a projected 1.50 ratio with
the current rate structure.
In 1993, the City Council adopted a monthly fee assessed on residential and commercial utility
billing accounts for stormwater management. The Stormwater Drainage Utility Fund keeps pace
with the increased operation and maintenance of the city's drainage system and addresses
federally mandated requirements for stormwater systems.
This fund is designated to help the Public Works Department maintain streets, sewers and
drainage ditches to manage runoff from commercial and residential development. A Drainage
Division was previously established to account for related personnel and operating costs.
The Fund receives $905,418 annually from the collection of the monthly fee. Annual debt
payments for the outstanding bonds comprise $260,608. The remaining funds of $581,277 are
allocated for six staff positions and drainage projects throughout the city. The drainage bonds
require a coverage ratio of 1.25 times annual debt service, approximately $325,760 annually.
Colleyville Tax Increment Financing (TIF) District
The Tax Increment Reinvestment Zone (TIRZ) District, also known as the TIF, 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/Colleyville Boulevard, 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 2011 (tax year 2010) is $242,224,225, a decrease of
$15,334,909 (5.95 percent) from the valuation for fiscal year 2010 (tax year 2009). In 1998,
initial planning projections stated the anticipated incremental property valuation for the District
would be $159,092,400 in fiscal year 2011. The actual fiscal year 2011 incremental value is a 52
percent increase over the original 1998 projection for fiscal year 2011 and 219 percent over the
base value of the district.
The debt service payment for the coming year is $739,179 for bonds issued for district projects.
Additionally, expenditures are anticipated for payments to the Village at Colleyville and Town
Center at Colleyville for developer asset repurchase agreements as a result of TIF Board and City
Council incentivized approved projects.
Colleyville Crime Control and Prevention District (CCCPD)
The primary goal of the district is to fund public safety facilities. The district was created by
voter approval in 1999, with oversight of funds assigned to the board of directors, composed of
the City 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.
20
The City Council continues to be innovative in evaluating financing options for various City
programs. Programs implemented, to date, include:
Expected revenue from the 0.5 percent special purpose sales tax, use of funds generated from
prior years' coverage ratio and related interest income for the proposed budget is $1,191,199.
The budget provides funding for the annual debt for the Colleyville Justice Center, compensation
for four police officers, vehicle replacement and various minor capital, with total expenditures of
$989,618 for fiscal year 2011.
Colleyville Economic Development Corporation (CEDC)
Authority for the Corporation is provided by state statute as a 4B Corporation. The 0.5 percent
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 $2,109,017. The CEDC Board met in August to
approve the proposed budget. Funding provided by this special sales tax has been allocated to
community development initiatives consistent with the authorization of the corporation,
including park facilities, the Colleyville Public Library, and Colleyville Center. Consistent with
state law, some funds will likely be allocated by the board of directors for promotional efforts for
special events and marketing.
Property tax as a revenue source could be adversely affected in future years if state legislative
efforts are successful in decreasing the current 10-percent cap on residential appraisal growth.
Growth caps of 3 percent and 5 percent for local government property appraisals have been
discussed in recent legislative sessions. On a percent of growth basis, expenditures are simply
rising faster than revenues, as the major budgetary component of personnel benefits has
increased in recent years well beyond standard inflation rates. Therefore, diversification of the
tax base is essential and the most immediate means for remedy is through strong economic
development efforts.
A benefit of a city reaching complete build-out is the efficiency in realizing 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 few opportunities for true growth.
This obligates the city to maximize economic opportunities within its very limited available
commercial land and zoning. The city is primarily zoned and developed as residential, with only
a very small percentage of the land zoned for commercial activity. Prudent and judicious
consideration must be made regarding its future use. It will be incumbent upon us all to
guardedly review all proposals for conversion of this limited commercial space to non-
commercial uses or less productive commercial use.
21
Our local economy was robust for the majority of the past decade. During this period, the City
Council 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 for local governments, facing long-term fiscal challenges is a reality for
most cities in Texas.
To effectively and efficiently meet the needs of our citizens, innovation and continual
improvements by the organization are expected. 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 also by our outstanding employees. Employee devotion and
commitment to this community are demonstrated each and every day. Compensation study after
study reveals that Colleyville frequently ranks lowest of area cities in actual salaries for its
employees. Yet at the same time, we have a citizenry that exhibits high demands and
expectations. It is critically important the City Council stay focused on investing in competitive
compensation and benefits in order to attract and retain high quality employees. An additional
potential pressure on the City's budget is the threat of federally mandated collective bargaining
for public safety employees. Texas is alocal-option state that allows local entities to determine
if collective bargaining is appropriate for its public safety employees. This federal proposal is an
unprecedented encroachment into state and local public safety operations and is actively being
opposed by local officials and agencies around the country.
The development of the fiscal year 2011 budget was a challenge considering the economic
conditions and the balance of meeting service needs that exceeded our available resources. The
City has been consistently recognized throughout the years for its judicious management of
financial resources to support an array of services and programs. With a dedicated workforce and
a steady and diverse revenue base, the City of Colleyville continues to be in a position to deliver
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; enhance open
space, recreation, and leisure opportunities; adequately equip our police force; provide state-of-
the-art firefighting equipment; and commit $1,000,000 to residential street and sidewalk repair
work. These services will help maintain a high quality of life for our citizens that will pay
dividends through cleaner and safer streets on which residents and businesses can thrive, as well
as in future property and sales tax revenue to fund essential services.
As always, staff will continue to be diligent in its review of City finances in order to assist the
City 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 synergies and collaborations to reduce ongoing costs.
The proposed budget is presented for your consideration with the commitment and confidence
that it effectively funds the varying needs of the community. It provides a strong financial plan,
while ensuring a superior level of municipal services to our citizens. We feel confident the
projections and estimates are conservative, yet reasonable and accurately reflect anticipated
revenues and municipal needs. We look forward to working with you to achieve all the goals set
forth in this proposed budget.
22
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. Undoubtedly, we will 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 City Council and to 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 and it is our honor to do so.
~ii ii~r ~ i~d~,lPir
Jennifer Fadden
City Manager
23
VISION
Colleyville is a model city with attention to being an efficient and attractive
neighborhood-oriented community, sensitive to our history, resources and residents.
S~ateeic Point 1: Make alone-term commitment to economic evelooment
• Develop and implement an economic development strategic plan.
• Explore ways of bringing people from other cities here; begin to establish a visitor's economy..
- Research and produce a Oining/Attraction Guide; feature and promote Colleyvitle's unique magnets (i.e.,
Lifetime Fitness, IMAX Theatre, Market Street). Ensure its distribution and placement in hotels.
Consider affiliating with the DFW Area Tourism Council as a vehicle for promoting Colleyville attractions.
Encourage, support and promote cultural arts events and festivals.
• Quantify and mitigate retail leakage as well as Colleyville's perceived market affluence on retail and restaurant
attraction.
• Plan for and mitigate the economic impact of future Colleyville Blvd. reconstruction.
• Encourage commercial development along Precinct line Road.
• Market Colleyville as a medical specialist, procedure and laboratory center.
Join and participate in BioDFW and the DFW Hospital Council.
• Work with and. capitalize on residents who are commercial real estate brokers and developers.
• Work to create and support positive attitudes toward development.
- Development process improvements, including the creation of citizen advocates for economic development.
Strateeic Point 2• Foster a more diversified tax base
• Protect and preserve commercial development along Colleyville Blvd. in order to maximize the highest and best use
of the City's primary commercial corridor.
• Work with property owners and representatives to master plan the remaining large, undeveloped tracts of
commercial property.
• Pursue opportunities to advance small business development and create business incubators in order to nurture the
commercial tax base.
• Work to attract and facilitate ahotel-and begin collecting occupancy tax revenues.
• Seek opportunities to foster and expand commercial development in conjunction with Colleyville Blvd.
reconstruction.
• Review the City's fee structure in comparison to others and determine what, if any, voids there are in existing fee
structure.
Strateeic Point 3: Protect and preserve the Citv's Nehborhoods
• Preserve Colleyville's unique, rural neighborhoods and high property values.
• Create and implement a Colleyville Citizen/Neighborhood Academy to improve and enhance citizen and
neighborhood involvement in local government.
• Quantify and communicate impact of aging infrastructure-both City and HOA owned.
• Utilize partnerships to enhance safety and security and community amenities.
• Continue mobility enhancements that complement neighborhoods.
Strateeic Point 4: Deliver sustainable eov rnment
• Quantify and mitigate the lack of redundancy in City operations.
• .Weigh and evaluate citizen expectations in relation to City build out and declining revenues.
• Capitalize on technology.
• Identify alternatives to increasing costs of service delivery.
• Quantify and communicate impact of aging infrastructure-both City and HOA owned.
Strateeic Point 5• Brand Collewille with a unique identity
• Celebrate and promote Colleyville's willingness to be unique/set apart from other cities.
• Capitalize on Colleyville's small town feel in the middle of the Metroplex.
• Assume the mantle of environmental leadership in Tarrant County.
• Celebrate Colleyville's unique destinations.
24
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FY 2011 REVENUE ESTIMATE
FY 08 FY 09 FY 10 FY 10 FY 11
ACTUAL ACTUAL BUDGET PROJECTED BUDGET
GENERAL FUND
AD VALOREM TAXES
5101-CURRENT TAXES 8,875,764 9,634,051 10,226,024 10,232,149 10,155,472
5102-DELINQUENT TAXES 62,479 77,127 72,000 78,500 63,000
5103-PENALTY 8 INTEREST 74,075 81,582 55,000 72,300 57,000
TOTAL AD VALOREM TAXES $9,012,318 $9,792,760 $10,353,024 $10,382,949 $10,275,472
FRANCHISE TAXES
5201-ONCOR ELECTRIC 869,180 885,325 828,667 818,484 815,000
5202-TRI-COUNTY ELECTRIC 110,560 124,580 125,000 108,334 110,000
5203-ATMOS GAS 338,969 476,945 352,000 341,528 345,000
5204-ATBT 126,011 123,363 122,000 120,000 118,000
5205-VERIZON/OTHERS 51,172 46,378 45,000 45,000 44,000
5206-GARBAGE/RECYCLING 125,363 124,741 126,000 126,000 126,000
5207-CABLE TV 196,806 236,106 225,000 265,000 265,000
TOTAL FRANCHISE TAXES $1,818,061 $2,017,438 $1,823,667 $1,824,346 $1,823,000
SALES TAX
5301-1% SALES TAX 2,478,981 2,482,595 2,561,375 2,333,639 2,356,976
5302-MIXED BEVERAGE TAX 82,532 74,197 72,000 75,365 73,000
TOTAL SALES TAX $2,561,513 $2,556,792 $2,633,375 $2,409,004 $2,429,976
LICENSES & PERMITS
5411-BUILDING 679,452 391,956 452,487 340,000 348,924
5412-PLUMBING 77,248 43,657 54,151 42,200 43,257
5413-MECHANICAL 57,230 34,120 34,180 29,000 28,868
5414-ELECTRICAL 68,921 36,515 44,940 37,000 37,568
5416-CITY LICENSE 68,027 48,180 58,265 39,000 37,372
5417-BUILDING PLAN REVIEW FEE 133,171 60,736 51,146 54,000 59,753
5418-NEW BUSINESS 2,216 2,641 2,190 3,500 3,372
5419-ANIMAL 940 876 1,400 900 900
5420-SIGN PERMITS 8,035 6,010 8,093 5,500 5,463
5421-FENCE PERMITS 5,805 3,650 3,675 4,100 4,920
5423-FIRE PERMIT FEES 12,550 10,963 12,000 8,500 8,000
5424-IRRIGATION PERMIT FEES 0 6,997 6,800 10,000 10,214
TOTAL LICENSES & PERMITS $1,113,595 $646,301 $729,327 $573,700 $588,611
FINES
5611-FINES 1,050,522 892,725 825,000 1,045,000 825,000
5612-FINES-ALARMS 51,525 51,930 45,000 49,500 47,000
5630-LIBRARY FINES 28,494 25,872 23,124 23,124 23,124
TOTAL FINES $1,130,541 $970,527 $893,124 $1,117,624 $895,124
FY 2011 REVENUE ESTIMATE
FY 08 FY 09 FY 10 FY 10 FY 11
GENERAL FUND ACTUAL ACTUAL BUDGET PROJECTED BUDGET
CHARGES FOR SERVICES
5511-PLANNING AND ZONING 8,669 5
448 4
645
5512-PLAT FEE
20,918 ,
16
485 ,
4
450 11,160 6,765
5514-BOARD OF ADJUSTMENT
1
375 , , 3,000 4,888
5711-SALE OF MATERIAL ,
2
204 625 1,313 1,313 1,250
5712-WEED MOWING ,
6
948 795 1,409 450 400
5718-ANIMAL IMPOUNDMENT FEE ,
4
454 7,218 7,500 10,000 14,770
5721-AMBULANCE ,
253
018 2,332
236
389 2,500 3,100 2,825
5722-RECREATION PROGRAM ,
230
487 ,
259
624 245,000 240,000 240,000
5811-ENGINEERING & INSPECTION ,
169
313 , 184,900 175,000 157,525
5812-CHGS & REIMBURSEMENTS ,
5
775 1,172 10,000 5,000 5,000
5845-LOT DRAINAGE INSP FEE ,
19
350 0
8
500 200
7
0
0
5855-FIELD USE CHARGE ,
18
720 , ,000 8,500 10,250
5873-COLLEYVILLE CENTER FEES ,
259
152 23,085 18,100 21,485 20,500
5874-NON-RESIDENT FEE ,
24
170 237,964
2 244,400 171,000 200,000
, 2,840 21,900 21,440 26,000
TOTAL CHARGES FOR SERVICE $1,024,553 $822,477 $753,317 $671,448
$690,273
INTERGOVERNMENTAL REVENUE
5828-DARE OFFICER REIMB 85,517 89 782 89 782 89 792
89 782
TOTAL INTERGOVERNMENTAL REVENUE $85,517 $89 782 $89 782 $89 782
$89 792
MISCELLANEOUS REVENUE
5714-SALE OF SURPLUS PROPERTY 0 30
639
5716-INTEREST INCOME
352,069 ,
266
691 3,000
100
000 3,000 3,000
5719-MISCELLANEOUS
94
144 ,
73
305 , 65,000 75,000
5832-ANTENNA LEASE ,
74
305 ,
48
251 55,000 82,000 55,000
5866-CELEBRATE CV CONT , , 30,208 78,000 65,000
5867-LEASE PROCEEDS 0
0 0 0 0
0
5790-USE OF AVAILABLE CASH 0 981,238 981,238 0
0 0 702,000 702,000 0
TOTAL MISCELLANEOUS REVENUE $520,518 $418,886 $1,871,446 $1,911,238
$198,000
TRANSFERS IN
5872-TRANSFER FROM UTILITY FD 661,936 816,297 816,297 857,541 816,297
TOTAL TRANSFERS IN $661,936 $816,297 $816,297 $857,541
$816,297
TOTAL GENERAL FUND REVENUES $17,928,552 $18,131,270 $19,963,369 $19,837,642 $17,806,545
FY 2011 REVENUE ESTIMATE
FY 08 FY 09 FY 10 FY 10 FY 11
ACTUAL ACTUAL BUDGET PROJECTED BUDGET
DRAINAGE UTILITY FUND
OPERATING REVENUE
5942-DRAINAGE FEES 845,577 861,671 872,766 879,592 887,880
5833-PENALTIES 13,436 12,964 15,273 15,393 15,538
TOTAL OPERATING REVENUE $859,013 $874,635 $888,039 $894,985 $903,418
NON-OPERATING REVENUE
5825-INTEREST INCOME 26,039 12,083 7,500 5,000 5,000
5790-USE OF AVAILABLE CASH 0 0 0 0 0
TOTAL NON-0PERATING REVENUE $26,039 $12,083 $7,500 $5,000 $5,000
TOTAL INCOME $885,052 $886,718 $895,539 $899,985 $908,418
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I~-, I-, F-' 01 01
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70
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