HomeMy WebLinkAboutCity Council-Agenda Packets-8/9/2011, ~~~ ~~ City of Colleyville
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~~ Agenda
City Council Worksession
City Hall
100 Main Street
Colleyville, Texas 76034
817. 503.1000
www.colleyville.com
Tuesday, August 9, 2011 6:00 PM Executive Conference Room, 3rd floor
1. CALL TO ORDER
2. PRESENTATION AND DISCUSSION
2a Presentation and discussion of the proposed Fiscal Year 2012 (FY
2012) budget
Attachments: 2a.pdf
FY 2012 Proposed Budget.pdf
3. ADJOURNMENT:
I hereby certify the above agenda was posted on the bulletin boards at City Hall on Friday ,
August 5, 2011, by 8:00 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 8/5/2011
City of Colleyville
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
817. 503.1000
www.colleyville.com
File Number: File Type: Presentation and Status: Presentation and
Discussion Discussion
Version: 1 Agenda Date: 08/09/2011 Controlling Body: City Council
Requester: Office of the City Agenda No.: 2a Final Action:
Manager
File Name: Presentation and discussion of the proposed Fiscal Year 2012 (FY 2012) budget
Attachments: FY 2012 Proposed Budget.pdf
History of Legislative File
Version: Date: Acting Body: Action Text:
1 08/09/2011 City Council
Worksession
Title
Presentation and discussion of the proposed Fiscal Year 2012 (FY 2012) budget
Explanation
This item provides an opportunity to present and discuss the proposed FY 2012 budget.
The attached budget message will provide a detailed account of the proposed budget with
the presentation providing a broad highlight of the same.
City of Colleyville Page 1 Printed on 8/5/2011
Through efficient resource management ai7d fiscal responsibility, the Colleyville City Council
strives to provide a range of quality services to inaintain and enhance the quality of life that
Colleyville citizens enjoy. To this end, the fiscal year 2012 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 emer~ency
responses, and safe and aesthetically pleasing parlcs and public facilities-all in a inanner that is
both effective and efficient. We loolc forward to reviewing the proposed fiscal year 2012 budget
with the Council and our con7munity.
The proposed budget is balanced and in accordance with state law, the City Charter and
ordinances. The combined proposed expenditures and transfers total $35,469,313, which is a
$72,607 increase from the current year budget.
One measure of a city's financial strength is the level of its fi~nd balance. lil lceeping with the
Council's conservative fiscal policy of a 90-day reserve requireinent, the General Fund is
projected to have 85 days over the 90-day ininimum and the Utility Fund is projected to have 63
days over the 90-day minimum cash balance as of September 30, 2011.
The reserve earns interest, bolsters cash flow and is available for unanticipated expenditures or
einergencies. As a non-recurring revenue source, beginning fi~nd balances are used to fund
capital or other one-time expenses only.
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Preparing the annual budget allows the City Council to steer a course toward a strategic vision
that ali~ls municipal resources with community needs. Quality of life issues, such as
neighborhood integrity, public safety, economic development, street maintenance, and leisure
services are consistent themes in the strategic points adopted by the City Council. These include:
• Malcing a long-term commitment to economic development
• Fostering a more diversified tax base
• Protecting and preserving neighborhoods
• Delivering sustainable govermnent
• Branding Colleyville with a uiuque 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 cominunity as a whole are
accomplished. For tlus 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 doctu7lent has evolved from a simple finai7cial report with
proposals for expenditures and estimates of revenue, into the City's most comprehensive aiulual
document establishing budgetary policies. The budget decisions outlined ii7 this document
influence the fiscal state of the city, the fi~nction of its govenlment, and budget considerations for
current and future needs. The City's budget, therefore, is the n~ost important worlcing 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.
Since 2009, the strategy employed to prepare the amlual budget has evolved to accommodate the
reality of the "new norn~al," including the ongoing national recession, rising costs of service
delivery, and the approaching build-out of the Golleyville community which has influenced
resource allocation in ways rarely experienced during the previous decade, ai7d has necessitated
consideration of a permanent change in fi~nding appropriation. Wlule lceeping mindful of
national, state ai7d local financial factors, staff focused on lonb terin investn7ent and
sustainability to shape the service delivery plan for fiscal year 2012, including:
• I~IVestment in public safety
• lilvestment in economic development
• lilvestment in infrastructure
• Investment in technology
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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 maintaiil an AAA bond rating. The service delivery plan maintains or
enhances the programs and services identified by our citizens as priorities, without an
increase to the city's tax rate.
It also fiulds all debt requirements and provides more than adequate debt service fund balances.
Furthennore, the service delivery plan considers the city's most important resource-the
employees who are ultimately responsible for service delivery. Local govermllent is a service
orgaiuzation; and as with most service orgai7izations, the slcills, experience, education and most
iinportant-the attitude-of our einployees are essential ingredients in our success. We can oi~ly
attract and keep quality employees if we provide con~pensation, facilities, equipment, and a work
environment within which each employee can reach her or his potential. Providii7g these keys to
employee success is a basic concept that is increasingly difficult to implement with limited
resources. After two years without compensation increases, the fiscal year 2012 budget considers
a modest, onetime, non-recurring payment to employees.
Finally, the service delivery plan does not include an increase in utility rates beyond a pass
through should the Trinity River Authority (TRA) modify their rates.
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 inust 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 witlun our balanced budgetary parameters.
To lceep our citizens informed, the proposed budget has been posted on the City's website at
~~v~~ Collevville com so that citizens can review it. Any questions or requests for additional
inforination should be directed to Eric Ellwanger, strategic services manager, at 817-503-1112 or
by email to eellwan~er c~,collevville com.
Appreciation goes to the Mayor and City Council for their community leadership and solid
financial acumen. I also want to thanlc the staff Budget Team, including Terry Lealce (assistant
city manager/chief financial officer), Karen Hines (finance manager), Elise Welborn (human
resources manager), and Eric Ellwailger (strategic services manager) for their efforts in building
our service plan for 2012.
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.
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We are pleased to present the proposed FY2012 Combined Ai7nual Operating Budget for the
City of Colleyville. This document represents a continued comnutment to pnident fiscal
management, while maintaining and enhancing services that iinprove the quality of life of
Colleyville's citizens and ineeting the expressed needs of our community.
The proposed budget fiinds virtually all existing service levels and 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 governn~ental services
• Efficiently allocating resources to ineet citizen needs
• Affordability and sustainability
• Capitalizing on teclulology to improve service delivery
• Valuing our employees
Furthering our coinmitment to effective community involveinent, a summary presentation of the
proposed budget has been placed on the City's website ai7d cable channel. A public hearing on
the budget is scheduled for September 6, 2011, to allow citizens to provide comments regarding
the proposed budget. The proposed budget will be presented to City Council for final approval
on September 20, 2011.
On the national level, ecoi7omic trends continue to indicate low growth in the ecoi7omy with
above average unemployment and low consumer confidence. The local economy has remained
comparatively stable despite the ongoii7g national economic challenges. Colleyville is fortunate
to have a strong residential base that helps to mitigate the negative effects of economic
fluctuations. Property values have slightly declined again for fiscal year 2012, but minor growth
is expected in economy-drivei7 revei7ues, such as sales tax and charges for service. It is expected
that the current trend of limited new construction will continue, as no new subdivisioi7s are
expected to be platted during the fiscal 2012 budget year.
These economic forces continue to shape the "new normal" perspective froin which the annual
budget is developed. Staff considered many factors in the preparation of the budget.
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First, staff considered an investn~ent in public safety for the fiscal year 2012 budget. In the 2010
citizen survey, 96 percent of respondents indicated that having a safe community was the most
important factor of city service delivery. lii addition, Colleyville boasts the lowest crime rate of
any city located entirely in Tarrant County. During the last year, the City Council has adopted a
number of initiatives that are aimed at enhancing the safety and security of Colleyville, including
a comprehensive update to the City's solicitation ordinance, n~alang it one of the n~ost aggressive
rem.~lations of solicitation in the DFW region. In addition, the City Council has adopted a lonb
term staffing plan for fire and police operations to ensure an adequate public safety response. li7
accordance with the City Council's adopted plans and focus on proper public safety staffing, this
proposed budget includes a half year of funding for two additional firefighters ai7d oi7e additional
police patrol officer as well as the addition of a corporal classification in the police department.
An investment in economic developinent was also a factor considered ii7 this budget. The City
Council continues to malce economic development a top strategic priority. To that end, the City
Council recently adopted i7ew ii7centive guidelines and criteria, creating matching grant and
forgivable loan programs that are designed to attract and retain commercial development as well
as improve the aesthetic appearance of many of the city's le~acy commercial properties. In the
most recent citizen survey, 28 percent of respondents indicated that attracting and lceeping
quality businesses is the most critical issue facing Colleyville today. This proposed budget
includes additional onetime funding for the Strategic Initiatives Fund, which provides an
opportunity to provide such incentives at the City Council's discretion.
lilvestment in infrastnicture was an important factor to be considered in the development of the
fiscal year 2012 budget. Colleyville's growth as a community has plateaued since the pealc of
development in 2005. lii addition, many of Colleyville's neighborhoods and associated
infrastructure are nearing 30 years old. Citizens indicated in the 2010 citizen survey that it was
iinportant to spend additional resources on pavement maintenance and road rehabilitation as well
as iinproving intersections, and the City Council has n~ade preserving and investing in the city's
infrastn~cture an important strategic priority. To that end, this proposed budget ii7vests a
significant amount into improving infrastructure conditions. Funds are included for a pavement
condition assessment that will scientifically evaluate the conditioi7 of all streets and pavement
sub surfaces citywide. Funds for new trail and sidewall{ construction are also recominended, as
well as court resurfacing for basketball and tennis courts in City Park. The proposed budget also
includes a onetime transfer of funds towards the fi~ture replaceinent of the city's trunlced radio
system.
Finally, an investment in technology was prioritized for the fiscal year 2012 budget. Long-term
service deliveiy sustainability is a priority for the City Gouncil and staff, and planning for how
technology can be leveraged to make service delivery more efficient was recently outlined in the
City's ii7formation systeins five-year strategic plan. The plan supports the updating and greater
implementation of teclulology, including replacement of the City's phone system, server and
desl~top con7puter virtualization, upgrading the City's cable chai7nel to current technology, and
updating of the Gouncil Chainber audio/visual infrastn~cture to accommodate high-definition
broadcasts.
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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
Governinental Accounting Stai7dards 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 ~oups, each of which is
considered to be a separate accounting entity. All funds are budgeted and accounted for on a
Gei7erally Accepted Accoui7ting Practice (GAAP) basis for purposes of financial statement
presentation. The governmental fund types use a fiilancial resources measurement focus and are
accounted and budgeted for using the n7odified accrual basis of accountii7g. Under tlus inodified
accn~al basis, revenues are recorded when susceptible to accn~al, i.e., both measurable and
available. "Available" means collectible within the current period or soon enou~h 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 lonb term debt, are recorded when the fund liability
is incurred, if ineasurable. lilterest on general long-term debt is recorded when due.
Governn~ental 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 govermnental fund types.
Proprietary fiuld types are accounted and budgeted for on a cost-of-services or "capital
maintenance" measurement focus, using the accn~al basis of accounting. These fund types
operate in a inani7er siinilar to private business. The City utilizes only the enterprise fi~nd type.
Under the accrual basis of accounting, revenues are recogiuzed when earned; expenses are
recogiuzed when incurred. For purposes of tlus budget presentatioi7, depreciation is not
displayed, and capital expenditures and bond principal payments are shown as uses of fi~nds.
The City provides a fi~ll range of municipal services supported by statute or the Colleyville City
Charter. This budget contains all of the funds that account for these services. The identity and
functions of these funds are:
• General Fund: to account for the resources and expenditures related to the generally
reco~lized governmental services and/or fi~nctions provided by various City departments - a
governinental 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 fi~nd type.
• Capital Projects Fund: to account for financial resources to be used for tlie acquisition or
constniction of major capital projects - a governmental fi~nd type.
• Equipment Replacement Fund: an internal service fuild to account for funding for, and
acquisition of, the City's velucles, maintenance equipment, and coinputer equipment - a
governmental fi~nd type.
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• Drainage Utility Fund: to account for all the activities required for the management of storin
water drainage - a proprietary fiind type.
• Court Technology Fund: to account for all activities, in accordance with state statutes, related
to the collection and use of the Muiucipal Court teclu7ology fee imposed on convictions on
cases adjudicated in the Court: a governmental fi~nd 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 goveriunental fund type.
• Strategic I~utiatives Fund: to account for financial resources to be used with the City
Council's authorization for programs and projects linlced directly to the City's strategic plan
- a governn~ental fund type.
Continuation of sound financial and operational philosophies has guided the development of this
proposed budget. By detiiutioi7, preparatioi7 of any budget is the allocation of scarce resources.
There will always be more needs than available fi~nds, so the challenge is to ensure that available
resources are dedicated to the community and City Council's highest priorities.
The budget building process includes four key components:
• Detern7ination of program and service plan based on the prioritization of the n7ajority of
citizens
• Determination of the value and cost of each service based on the level of service needed
and/or desired by our citizens
• Detennination of optiinal service delivery inethods 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
The goal is to best align services delivered with the needs identified as priorities by the
commuiuty. 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 costs commuiuty members are willing
to pay for local goverilment services. Utilizing citizen input, the Council detern~ines various
goals to ineet the priorities of citizens. Staff plays a critical role in guiding the process by
providing purchasing proposals pursuant to the City Coui7cil's priorities.
At the onset of each year's budget developinent process, staff is 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. Departinents
also identified resource needs through the strategic plan initiative process, and a few new
resource ileeds that align with the strategic plan are recommended for funding in this proposed
budget.
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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 stnictured to steer a course
toward fulfillment of the city's strategic vision by aligning municipal resources with the overall
needs of the community. Accepting the charge for developing recommendations for the proposed
budget, staff used the City Council's strategic points as the primary guide:
• Malcing a long-term coinmitment to economic development
• Fostering a more diversified tax base
• Protecting and preserving neighborhoods
• Delivering sustainable government
• Branding Colleyville with a unique identity
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Gehe~~al F~ind
• Staff continues worlc to create and support positive attitudes toward developinent, including
development process improvements, proactively addressing anticipated public safety issues
related to development, and the creation of citizen advocates for economic development.
Economic development funding in the amount of $330,560 to fiu7d an aggressive commercial
promotion and development program is included in the proposed fiscal year 2012 budget.
This includes funds for advertising, trade show promotion, and n7einbership in target industiy
associations, such as the Health Industry Council of North Texas and DFW Area Tourisin
Council, as well as the establishment of a new Colleyville Exchange to foster discussion and
develop a cadre of advocates.
• An effective, proactive communications and outreach plan helps the City comnninicate to
stalceholders on a variety of issues, including economic development initiatives. As a result,
the discipline in our coinmunications program is highly specialized, involving the need to
coi7vey specific inessages to varyii7g targeted audiences. To auginei7t current staff efforts, the
proposed budget provides $21,000 for contract work related to advertising and promotion of
Colleyville.
• The City's CoStar subscription has been of great help in inarlceting available properties.
Likewise, CoStar has assisted the City in measuring retail and office building occupancies.
Staff proposes to upgrade the CoStar subscription at a cost of $3,300 to include access to data
from adjoining counties, particularly so the City may help illustrate similarities in the
Primary Trade Area's demographics to prospective retailers.
C,olleWille Ecoyaonric Developn~eyzt C'or~o~•ation (C'EDC,)
• Special events and festivals bring substantial visibility and economic impact to the city and
this budget proposal contains several recominendations that support Colleyville events.
Funding through the CEDC in the ainount of $75,000 includes three special events: Holly
Colley Holiday, the Old Tyme BBQ and Red, White & Sousa. Funding in the amount of
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$44,368 is also recommended from the CEDC for the marlceting and proinotion of
Colleyville, including the C,olleyville. C'lose B7ry. campai~l and the C'ome to C,olleyville
visitor promotioi7, designed to support our local businesses.
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Ueyzeral F~rr~d
• In fiscal year 2011, City Council established the Strategic lilitiatives Fund to fund projects
and programs linlced directly to the City's strategic plan. A onetime transfer of $260,000 is
recommended in the fiscal year 2012 budget. Such an an7ount is consistent with the recent
addition of the Forgivable Loan program in the City's Economic Development lilcentive
Guidelines to help attract and place destination restaurants and retailers to Colleyville.
• 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 worlcing with existing property owners and
representatives to site master plan the remaining large, undeveloped tracts of coinmercial
property in Colleyville, as well as pursuii7g opportunities to advance small business
development and create business incubators to nurture the commercial tax base. Moreover,
City staff also continues to comn7unicate with owners of smaller properties along Colleyville
Boulevard to foster discussions of joint access easements and shared parlcing.
(,EDC
• Brokers and representatives of prospective restaurants continue to express concerns for the
amount of local employment and a perceived lack of daytime population in Colleyville. Staff
seelcs to quantify Colleyville's daytime population, including the presence of home-based
employers and citizens, as well as an analysis of the city's growing medical office and FIRE
(finance, insurance and real estate) employinent to use in refiiting these concerns. Therefore,
funds in the amount of $10,000 have been included in the CEDC budget to conduct a
daytime/einployinent analysis for Colleyville.
• The proposed budget includes the second year of a four-year paybaclc plan for coinpleted
enhancements at Colleyville Center, which were undertalcen to ensure the Center's role as a
revenue generator for the City, and an economic catalyst for local businesses, restaurants, and
service providers.
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Ueyzeral F~rr~d
• Public safety remains a top priority ainong Colleyville residents, and the City Council,
likewise, has n7ade clear its commitment to maintaining a strong public safety core.
Continued fi~nding for the Colleyville Gitizen Police and Fire academies is recommended. I~7
addition, fiulding for Citizens on Patrol and the Rehab Team is also included to support these
fully fiinctioning, volunteer staffed and equipped programs in support of various City
functions and events, or during extended einergency incidents where citizens would be safely
able to provide support.
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• This budget also includes the addition of $79,760 to for the mid-year hiring of two
firefighter/paramedic positions in the Fire Department, consistent with the adopted Fire
Department staffing plan. The department's staffing plan will provide full operational
staffing as of October 2014 (fiscal year 2015).
• Consistent with the Police Department staffing plan, tlus budget includes funds in the amount
of $31,596 for the mid-year luring of a police patrol officer. The proposed budget also
includes funds in the amount of $18,000 to create the corporal classification in the Police
Department, which will allow a designated second in command on patrol at all times.
• With the reallocation of the administrative battalion chief to shift battalion chief in fiscal year
2010 and the elimination of the emergency mailagement coordinator in fiscal year 2011,
overtime funds in the amount of $30,365 have been added to the Fire Department's budget to
maintain service delivery.
• A consistent focus by the City Council has been to continue effective fi~nding levels for street
maintenai7ce. Given this, the proposed bud~et again provides $1,000,000 for pavement
maintenance/rehabilitation to aggressively address our infrastn~cture maintenance needs. Aii
asphalt overlay on a properly constructed street should last 20 to 25 years if it is properly
maintained. Many of Colleyville's 158 iniles of paved streets were county roads that the City
"inherited" and were not constn~cted to current standards and those streets are not lasting
more than eight to 12 years with just an overlay. As we move forward, those streets that were
not built to current City standards will be brought up to standard so that they will perform as
they should. A new process referred to as" fiill depth reclamation" was iiutiated with the
2011 street rehabilitation program. This process mixes the existing surface asphalt with the
subgrade soil to a depth of 12 inches, and then cement is added to the asphalt/soil inixture to
provide additional strength. That treated asphalt/soil mixture is then compacted and four to
six inches of asphalt are placed on top of the treated subgrade.
• In an effort to more accurately evaluate the overall condition of our pavement and assist in
better planning, the proposed budget includes $60,000 to have a comprehensive pavement
condition assessment done by a contractor. This assessment will score every segment of our
street system based on surface conditions, thicla7ess of pavement, type of sub-grade, and
other quantifiable factors. A rating of 0 to 100 (100 being best) will be assigned to each street
segment based on the analysis, and the data froin that assessment will be used to populate a
pavement inanagement systein, which will serve as a decision support tool to assist in the
development of a long-range coinprehensive infrastn~cture maintenance program.
• The proposed budget also restores funding for installation and repair of sidewallcs, and
coi7tinues the focus of eiil7ancing the safety of our cluldren and the wall{ability of the city to
activity centers. Funding in the amount of $50,000 is in addition to escrowed funds for
neighborhood districts as approved by the City Council in November 2008.
• Additionally, iil October 2008 the City Council adopted a 10-year pay-as-you-go street CIl'.
This program provides a means to address street infrastructure improvements by using the
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General, Utility and other appropriate funding sources (as outlined in the CIP docun~ent).
The fiscal year 2012 CIP includes reconstniction of Frontier Court and the evaluation of
improvements at the Glade Road and Riverwallc Drive intersection as well as the McDonwell
School Road and Westcoat Drive intersection. Projects delayed from fiscal years 2010 and
2011 that are scheduled to be completed in fiscal year 2012 include the intersection of John
McCain and Pleasant Run roads, and the intersection of Jaclcson and Cheelc-Sparger roads.
Other projects identified in the CIP that need to be reevaluated for fiinding include Blaclc
Drive, Pembrooke Parkway West and Poi7derosa Lane.
• The proposed budget continues to include $15,000 for the Library's material collection from
the General Fund and $135,000 from the Voluntasy Library Fui7d for a total of $150,000.
• Fundii7g in the ainotult of $12,000 is included for the resurfacing of two tennis courts at City
Park. The tennis courts are utilized daily by tennis recreation leagues and clubs, daily tennis
lessons for youths and adults and general play by citizens. Heavy utilization, as well as
environmental factors, has contributed to surface deterioration, and resurfacing these courts
will greatly improve their playability. In future budgets, it is planned to include $12,000 for
the resurfacing of two courts annually, which will maintain suitable playing surfaces for the
remaining four temlis and four baslcetball courts in our community's parlcs.
UtiJitv F2znd
• The cost of purchasing potable water froin the Trinity River Authority (TRA) has increased
during the past year due to increased operational costs, decreased usa~e through effective
water conservation by area cities and an overall percentage increase in Colleyville's percent
of debt service due to usage during the current drought conditions. TRA faces lugher raw
water costs, chemical costs, ongoing infrastn~cture inaintenance costs, labor-related costs,
and con~pliance costs with n~ore stringent state and federal water quality remilations. It is
lilcely their rates will increase with the new fiscal year beginning in December 2011. The
proposed fiscal year 2012 budget incorporates the existing water ai7d wastewater rate
structure; in the event TRA increases their cost for treated water and wastewater, that cost
will be passed on proportionally to customers on all usage.
• Funds in the amount of $70,000 have been added to the utility fi~nd fiscal year 2012 proposed
bud~et for the ai7nual replacement of water meters. li7 fiscal year 2010, a surplus of ineters
was purchased due to competitive pricing at that time. That surplus has been exhausted and
in order to inaintain the replaceinent prograin of approximately 10 percent of all ineters on an
annual basis, additional fi~nds are necessary. li1 addition, water meters are manufactured with
brass, which has increased in price.
• With the receilt installation of fiber optic iiifrastructure throughout Colleyville, vacuuin
excavation is utilized more frequently to avoid damaging fragile telecommunication and
natural gas service lines. Funds are allocated in the proposed Utility Fund budget for a lease
purchase to replace the 1996 Vactor truck in the amount of $53,600.
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C'EDC,
• Fui7ding in the amount of $73,191 has beei7 continued in the CEDC budget for staff and
operational costs related to the recent expansion of the library to the second floor.
• With the anticipated completion of the Parks, Recreation and Open Space Master Plan, staff
is recominending funding in the ainount of $134,905 for fi~ture parlc projects. The CEDC also
includes proposed fi~nding for the design and right-of-way acquisition for the final phase of
the Pleasant Run Trail, from Bogart to Mission Lane, thus com7ecting The Village to the
Cotton Belt Trail system.
CCCPD
• The Colleyville Crime Control and Prevention District (CCCPD) will fi~nd four officer
positions in fiscal year 2012, vehicle replacement, public safety software maii7tenance,
regional recn~iting and hiring, a license plate reader, crime report/mapping software, wireless
support for mobile digital computers, mobile video systein replaceinents and software
maintenance, as well as continued support of the Teen Court program, handheld radio
replacements and fi~nding of the Justice Center debt service.
• The proposed budget provides a staffing level of 182.625 full-time equivalents (FTE), one
more than in fiscal year 201 l, including 171 full-time positions. This reflects the addition of
three fi~ll-time public safety personnel, including one police officer and two
firefighter/paramedics. The fiscal year 2012 proposed staffing level also iilcludes the
elimination of a full-time penllit clerlc, the freezing of a utility crew leader position, and the
conversion of a fi~ll-time marlceting coordinator to a part-time position as well as an
additional part-time events coordinator position.
• Maintaiiung an investment in staff was an important componeilt in the developinent of this
year's budget. For the third successive year, no salary range or recurring compensation
adjustments are recommended in the proposed budget, due to the firture uncertainty of
available resources to fund such ongoing operational costs. However, a onetime lump sum
payment of one percent of remilar salary for each employee with a satisfactory or above
rating on their last performance evaluation is proposed. It is iinportai7t to note that in the
2011 compensation study and analysis, 34 percent of the City's surveyed salary ranges were
more thai7 five percent below marlcet. Ai7other 56 percent were within five percent, either
below or above the nlarlcet, and 10 percent were nlore than five percent above the marlcet.
While an assessment of the City's overall compensation philosophy would be a prudent
measure, it would be difficult to develop a comprehensive strategy until the long-term
revenue picture stabilizes.
• The total cost for the insurance prograin is $1,791,237 in the proposed fiscal year 2012
bud~et, a decrease of $140,197 fron~ fiscal year 20ll costs. This amount includes health,
dental, life, long-terin disability, COBRA, flexible spending account administration, and a
health reiinbursement arrangement. Of this amount, $1,429,631 is funded through the
General Fund. New for fiscal year 2012 is the implementation of tiered health insurance
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subsidies, which are based on employee and spousal participation in the City's wellness
program during the prior fiscal year. The annual health insurance premium subsidy for
employee-oiily coverage ranges from $4,513 for Employee Tier 3 to $5,247 for Employee
Tier 1 with family insurance coverage costing $11,005 for Employee/Family Tier 3 to
$13,230 for Employee/Family Tier 1. The City continues to exhibit a substantial commitment
to employee benefits by funding employee health insurance at a base of 86 percent and up to
100 percent with wellness participation and dependent insurance at a base of 61 percent and
up to 75 percent by completing wellness activities. This new structure is an innovative
approach to addressing increasing healthcare costs, yet provides a benefit for employees that
allows the City to n7aintaii7 a competitive position ainong its peer cities. The wellness
initiative is designed to improve employee health and to reduce the City's costs in the short
tern~ with lower preiniums, 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 einployee retirement contribution at a 2:1 ratio. Currently
the City contributes at the maximum rate of seven percent, provides updated service credit
adjustments annually and a supplemental death benefit equal to an einployee's annual salary.
In 2007, TMRS changed its accounting inethod for fiindin~ normal costs, annually repeating
updated service credits and annuity increases to comply with updated Generally Accepted
Accounting Principles, resulting in the ainortization 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.
This year, the Texas legislature passed Senate Bill 350, which modified TMRS' internal
account sti-ucture by combining three separate asset fiinds into one. The Muiucipality
Accumulation Fund (MAF), the Employees Saving Fund (ESF), and the Current Service
Annuity Reserve Fund (CSARF) merged into the Benefit Accun~ulation Fund (BAF), an
action that is anticipated to not only lower city contribution rates but also to reduce year-to-
year volatility of those rates. For most TMRS cities, funded ratios improved without a
reduction to benefits for inembers or retirees because of the fund inerger. For Colleyville,
this legislative change, coupled with the 2011 plan design change removing the automatic
annual annuity increase for retirees and replacing it with an option for the City Council to
authorize annuity increases on an annual basis, reduced the City's total pension cost by 48
percent over the past two years.
The Gity is committed to ensuring the retirement benefit offered to employees is both
affordable and sustainable. After meeting with TMRS representatives and evaluating the
City's plan design, the proposed fiscal year 2012 budget includes fiuiding for participation in
the TMRS program at a contribution rate of 7.38 percent (ani7ualized 8.335 percent), down
34 percent from the current rate of 11.2 percent. This reduces the City's total TMRS costs for
fiscal year 2012 by $396,294 and eliininates, for the current actuarial period, any ui7fiinded
liability for the City.
• The City's cost for worlcers' compensation insurance is also decreasing in fiscal year 2012 by
$33,614 in the General Fund.
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• li1 fiscal year 2012, staff will continue to work toward completion of a comprehensive update
of the Persoilnel Policies and Procedures Manual. Tlus includes reviewing current policies, as
well as developing new policies. An employee committee will provide input.
Staff continues refinement of a comprehensive performance management program for the
City. Beginning in fiscal year 20ll, quarterly reporting on program and service performance
was implemented in order to monitor operational efficiency aild create greater orgaiuzational
accountability. Feedbaclc from the perforinance inanagement tools and performance
indicators will serve to reinforce alignment of City services with citizen expectations.
The open space mowing contract has been reduced for the second consecutive fiscal year.
Irrigated areas will be mowed 24 times ani7ually, down from the current 30; non-irrigated
areas will be mowed 18 times amlually, saving approximately $16,020. Staff is also
proposing to transition all planting beds to pereiu7ial plantings rather than aiu7uals, which will
not only save $10,552 for plant material annually in firture years, but reduce the amount of
water needed for irrigating planting beds. Cost savings for this change will not be realized in
the first year since fi~nding will be needed to purchase and plant pereni7ials at all bed
locations.
• Beginning this fall, recreation class and activity brochures will no longer be mailed to
individual households, but will be available online through a fully digital, interactive
brochure at CollevvillePARD com. Brochures are created for three seasons-fall,
winter/spring and summer. Tlus new delivery method will reduce the fiscal year 2012
recreation budget by approximately $12,000 due to the savings in printing and mailing
brochures. Marketing and promotion efforts for the online brochures will utilize the city
website, Parks and Recreation Departn~ent webpage, ColleWille C,omnn~j~icato~~, C'olleyville
E-C~onan~iss7icator, City E-news, Parlcs and Recreation newsletter(s), the City's Faceboolc
page, and a inedia release to the local media inarlcet.
Due to the reduction in staff time of manual materials sorting through the acquisition of the
exterior drive-up library collection materials sorter, $65,000 is included for the purchase of
an additional library collection materials sorter that will replace the existing interior book
drop. It is estiinated that a ininiinuin of 20 hours weeldy can be saved through eliminating
manual sorting of materials returned at the circulation deslc, and will increase collection
availability for the citizens.
An energy audit ($2,000) is included to provide an evaluation of energy usage in facility
operations and the perforinai7ce of a detailed evaluation of energy conservation ineasures. It
is anticipated that major energy consuming systems will be evaluated with insight into short
and longer term energy consumption patterns. The audit will identify energy-conservation
measures appropriate for the facility, given its operating parameters.
• lilcluded in the proposed 2012 proposed bud~et is the implemei7tation of year oi7e of the
City's I~7formation Systems Management Strategic Plan:
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- Included is $43,800 for the replacement of the camera systems located in the City
Council chamber areas and executive conference room which was installed in 2003. The
existing camera systems do not have the capability to provide broadcast signals in the
current high definition technology. Additionally, because the camera systems are of
traditional quality, replacements are no longer available and the system is at the end of its
useful life. Also included is $7,571 for the upgrade of the broadcast content manager to
current technology and $6,500 for an audio/visual engineer for the development of a
long-range replacement plan for the City's public meeting broadcast equipment.
- Also included is $126,000 for the replacement of the existing phone systems within the
City which are beyond individual system usefiil life. The acquisition of a uiufied phone
systein will eliminate the cost of analog phone lines and inaintenance by $20,500
annually. Service to our citizens will also iinprove as the unified phoi7e systein will
provide for seamless phone call transfer. It is estimated the new phone system will have a
useful life exceeding over 10 years, which exceeds the six year retunl oi7 investment.
- liicluded is $174,000 for replacing deslctop and server operations Citywide with a
centralized virtual ei7vironmei7t in a data cei7ter. This program will provide an average
am7ual cost savings of $73,150 by eliminating the need for amlual deslctop and server
replaceinents. There is $31,000 included for the future replacen7ent of blade servers,
bringing the net annual budgetary savings to $42,150 and the retunl on investment at
approximately four years. Additionally the move to a central platform will create
efficiencies in user services as well as liiformation Systems Management services.
- Also included is $8,446 for the replaceinent of a nine year old einail server. Upgrading
the einail server to a newer version will provide for the use of mobile sync applications
and newer technolo~ies such as unified communication
- liicluded is $9,162 for a web-filtering device to mitigate virus and malware probleins.
This will be placed in one of the data centers and is very commonly used in both local
govermnent and private industry to prevent external data threats.
• As the City begins to refine the Capital lil7provement Program process, fiulds in the amount
of $25,000 are proposed to purchase a GIS-based asset management system that will allow
the City to capture information about Colleyville's public infrastructure facilities (streets,
water and sewer lines, stonll sewer pipes and inlets, facilities, signs, and pavement). This
software will allow the City to document our inventory and condition ratings, by asset
category, and assist in prioritizing where inaintenance and/or renewal is most needed. The
data we collect froin the paveinent inspections and ratings will populate the paveinent inodel
of the selected system. Public Works and I~7formation Systems Management staff are
worl~ing together to select the system that best meets Colleyville's needs.
• An ongoing means of managing costs in the long terin is to aggressively seelc ways to
maximize econoinies 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 principle that it should meet the benefit, econoinic and efficiency thresholds for
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Colleyville. The proposed budget will contract for services with other governments and
agencies in the following areas:
Pz~blic Safetv
• Continuation of funding for the regionalization of public safety communications and jail
seivices is included in fiscal year 2012 through a multi-year interlocal contract with the
cities of Keller and Sotrthlalce. Contracting these services reduced Colleyville's costs by
$115,482 in the first year. The regionalization increased the level of service to our
citizens through additional dispatch and jail staffing. Additionally in fiscal year 2011,
Tarrant County 9-1-1 leased the Colleyville Coinmuiucations Center as their permanent
baclciip site, wluch created additional revenue and will keep the facility up to date with
the latest technology. Also included in the fiscal year 2012 budget is continued
participation in the Metroport Teen Court, which is fi~i7ded jointly with the cities of
Colleyville, Grapevine, Keller, and Southlalce. Fui7ding is also provided for animal
shelter services by the City of Hurst, as well as funding to ineet the contractual
obligations of the Bedford Response Area.
• I~I addition, the original Tarrant County NETCO radio consortium inember cities are
actively seelang several different avenues of funding to upgrade our 800MHz trunlced
radio system. The Colleyville Police ai7d Fire departments continue to be integral partners
in this collaborative effort aimed at securing fi~nding and equipment for Project 25 (P25)
upgrades to the radio system. P25 involves the nationwide conversion of radio systems
from analog to digital. This chan~e to P25 standards for public safety radio systems has
been adopted by the Federal Coinmunications Commission (FCC) to replace aging radio
systems to enhance interoperability through digital teclu7ology. The P25 conversion will
include all radio equipment (i.e., towers, consoles, portable radios, handhelds) and the
industry goal is to begin constniction in 2013 and achieve coinpliance by 2015. This
proposed budget includes a$100,000 transfer to the capital equipment replaceinent fi~nd
for seed money for the firture system conversion.
St~eet OverJcrv
• To n~axinlize 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 unique street overlay capabilities and has shown a strong interest in
supplementing our maintenance program.
Elect~oy~s~
• It is anticipated that 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.
B7rildirig Mairate~raf~ce
• 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.
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Gra~ev~ne-C,olleyville Irlde~erlderlt Scl~ool Distr•ict
• The City will continue efforts with the District for tax collection services and use of
recreational facilities to maximize our operating budget.
Ecor~o~rzic Develo~n~~erit
• The City will continue partnering with the North Central Texas Council of Governments
(NCTCOG) to host a website offering properry infonnation in support of our economic
development efforts. City infrastructure iilformation, 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 worlcs and economic
development will also continue.
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Gene~~al Fzrhd
• Colleyville citizens will have an opportuiuty to again express their opiiuons in the City's
bieni7ial citizen survey, scheduled to be conducted in early 2012. This survey will gather
iilput and opinions on all facets of service delivery and commuiuty character. Funds in the
amoui7t of $15,000 have been included in the proposed budget for an outside contractor to
conduct the survey, coinpile the data, and prepare an analysis for City Council presentation.
• Staff has fostered the production of a C'on~e to ColleWille~~C'olleyville C'lose Bzrv video
through a local vendor in the current fiscal year, and the production is nearing completion.
As a continuation of that effort, the City seelcs to document and communicate a"Why I
Chose Colleyville" campaign to help illustrate the reasons why residents and corporate
citizens have made the n~ove here.
C'EDC
• Funds are included for an enhanced presence at DFW area bridal shows to market Colleyville
as a destination for weddings and other lifetime milestone events.
~YC/!T?GbG F?lJ1L~
• Staff is recommending the continuation of the household hazardous waste collection program
and the Clean Sweep aiulual collection through $12,000 froin the Drainage Fund and a
coi7version of solid waste franchise revenue in the amount of $10,000. lil future years, it is
incumbent upon the City to address these issues, wlule ineasuring the sustainability of the
options.
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^II
li1 developing the proposed budget, the focus was to constnict a balance between revenues and
expenditures, and prioritized operational needs and long-term cominunity investment strategies.
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Reveyl~res
Major revenue considerations in the proposed General Fund budget include:
• An iilcreased Operation and Maintenance (General Fund) tax rate component due to
declining bonded indebtedness, but no overall increase in the total tax rate
• lilcreased sales tax revenue
• A decrease in the investinent earnings rate from 0.75 percent to 0.35 percent
• An increase in the administrative transfer-in from the Utility Fund due to the near record
setting heat and drought conditions occurring in fiscal year 201 l, as the transfer is based
upon actual water and wastewater sales
Pt•ope~tv Tax
The inajor bud~etary issue in preparing an annual budget is the setting of the property tax rate.
Once the roll is received ii7 late July, the tax rate is deterinined by the debt rate needed to pay for
the City's bonded indebtedness and funds needed for mainteilailce 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 $131,626. Currently, 17.56 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 20ll
at $3,730,446,941, which ii7cludes the TIF District valuation of $245,416,770 and $49,197,461 in
new constn~ction. This represents a value decrease of 0.283% from the current year's taxable
valuation of $3,740,986,145. Commercial properties are the primary driver of the decrease in
assessed valuations.
As subinitted, the proposed budget maii7tains a property tax rate of $0.3559 per $100 valuation to
support a property tax levy of $12,271,596, excluding the TIF property and frozen value. The tax
rate is coinprised of ai7 operation and maintenance rate of $0.308812, and an interest and sinlcing
rate of $0.047088. The latter component provides fi~nding for retirement of the annual debt
obli~ations. 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 one cent less than the effective tax rate of
$0.3650. 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 2011 tax rate equal
to the effective tax rate of $0.3650 per $100 of value, taxes on existing property would decrease
compared to 2010 taxes by $691,971.
As shown in the following table, the proposed 2012 property tax rate will slightly reduce the
typical hon7eowner's tax bill compared to this year's tax billing. The average hon7eowner will
see a property tax payinent reduction of $2.32. The total reduction from the pealc values in 2010
is $7.61.
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3,
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~-~ Y
2010 $398,957 $0.3559 $1,419.89
2011 $397,472 $0.3559 $1,414.60
2012 $396,818 $0.3559 $1,41228
Sales~ Tcrx
The second inajor financial consideration guiding developinent of the budget is the growth of
sales tax revenues. The City collects a total two percent sales tax: one percent for General Fund
and the remaining one percent allocated for two half-cent special purpose districts. As there has
been a slight upturn in the local ecoi7omy, a one percent revenue growth is projected over the
fiscal year 20ll projection and a iune-and-a-half percent increase over the fiscal year 2011
adopted budget.
Iyltet•est Ecn~ylif~gs
lilterest income of 0.35 percent is projected, equating to $35,000 for the General Fund. While
interest earnings have decreased significantly since 2007, the City utilizes laddering of
investments in treasury notes, agency notes and the Certificate of Deposit Account Registry
Service (CDARS) to maximize returns on longer-term investments.
Ex~enditzr~es
The following illustration shows how the City proposes to spend each tax dollar in the upcoining
fiscal year.
Public Safetj- Seni~es $0.~~ ~ ~
Strategic Ser~,iczs $(1 1R ._ ~
Lei~ure Services $ 016 ~ `
Yublic ti~'orlis Servioes $0.13 ~
Economic an~l Conmiunin' Dei-elopinent $0 08
The Utility Fund is a proprietary fund stn~ctured and operated as a stand-alone business or
enterprise. For budgeting purposes, the fi~nd segregates the operating expenses and debt service
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COLLEYVILLE
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in an accounting fashion similar to the General Fund. In accordance with Generally Accepted
Accounting Principles (GAAP), this fiind uses a full accn~al 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 malces a franchise fee payment to the General
Fund.
Rever~ues~
Under the current rate stn~cture, water sales account for 74 percent of this amount and sewer
revenues account for 24 percent. lilterest, tap fees, and miscellaneous revenues malce up the
reinainder. The current rates are based on the City paying the Trinity River Authority $2.32 per
1,000 gallons for water and $1.63 for wastewater.
Meeting bond coveilant requirements, the existing rate structure provides for a 1.5 times
coverage factor. An additioi7al rate increase of $0.14 (water) and $0.10 (sewer) per 1,000 gallon
usage has been scheduled since 2000 to be impleinented for the reinaining share of debt issuance
for the utility relocation costs of State Highway 26/Colleyville Boulevard (estimated
constn~ction after 2015).
Ex~ej~ditz~~es
Utility Fund expenditures total $11,562,593 for the proposed budget. The largest coinponent, 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
coi7tinues funding the ani7ual ineter replaceinent prograin at a cost of $95,000. The expenditure
increase in the budget from fiscal year 2012 is due to the increase in the cost of treatment of
water ai7d wastewater by the Trinity River Authority. The following illustrates the distribution of
expenses for the Utility Fund.
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{~~er
Tr~a rrsfers
~a~~6
{i 4~O
~+4af'G~
~~,~~rr~inis~r~ati~v~n ~ ~iElin~ ~~°~~
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COLLEYVILLE
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a~b~
The City budgets for debt service in two separate funds: utility and tax-supported debt services.
The Utility Fund's coverage ratio of 1.20 times aiulual debt service is effectively met with a
projected 1.50 ratio with the current rate stn~cture. There is a plamled drawdown of fi~nd balance
in the amount of $ll6,839 for the repayment of the midmount fire apparatus acquired in fiscal
year 2010. The projected ending fiscal year 2012 fund balance will be in excess of the 90 day
reseive needed.
The total fiscal year 2012 debt obligation for tax supported debt is $2,117,990, a decrease from
the fiscal year total of $2,486,612, due to declining debt service and the refui7ding of outstanding
callable debt in February 2011. The total utility supported 2012 bonded debt obligation is
$833,012 and includes the first year lease payment of $53,600 for the lease of a replacement
sewer vactor tn~clc.
Furthennore, the City's bond ratings are evidence of Colleyville's financial strength. lii 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 reasoi7s for the bond rating.
The Waterworlcs 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 boi7ds fron7 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, ~rowth in service area, adequate water and sewer
treatment capacity to meet future deinands, and moderate debt ratio with inanageable fi~ture
borrowing plans. These credit ratings for outstanding debt mean the City's bonds are considered
to be of superior investment quality, meaning lower interest pay111ents. With a population of
22,860, Colleyville is the only city in Texas with a population under 25,000 to hold bond ratings
of this quality.
li1 1993, the City Council adopted a montl~ly fee assessed on residential and cominercial utility
billing accounts for stormwater inanagement. The Storinwater Drainage Utility Fund lceeps pace
with the increased operation and maintenance of the city's drainage system and addresses
federally n~andated requirements for stormwater systeins.
This fund is designated to help maintain streets, sewers and drainage ditches to mailage runoff
from commercial and residential developmei7t. A Drainage Division was previously established
to account for related personnel and operating costs.
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The Fund receives $917,459 annually from the collection of the monthly fee. Annual debt
payments for the outstanding bonds comprise $253,350. The remaining funds of $573,197 are
allocated for six staff positions and drainage projects throughout the city. The drainage bonds
require a coverage ratio of 1.25 times amlual debt service, approximately $316,688 annually.
. . ~ .
The City Council continues to be innovative in evaluating financing options for various City
programs. Programs implemented, to date, ii7clude:
Colleyv~Ile Tax Irlcrerr~ent Fiha~rcing (TIF) D~s~t~ict
The Tax lilcrement Reinvestment Zone (TIRZ) District, also lalown 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. lilcremental 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, includii7g
Tarrant County, Tarrant County College District, Tarrant County Hospital District, and the
Grapevine-Colleyville li7dependent School District participate at varying levels in the district by
assigning their ad valorem tax dollars.
The incremental value for fiscal year 2012 (tax year 2011) is $245,416,770, an increase of
$5,429,311 (2.26 percent) froin the valuation for fiscal year 2011 (tax year 2010). In 1998, initial
planning projections stated the ai7ticipated incremental property valuation for the district would
be $168,823,400 in fiscal year 2012. The actual fiscal year 2012 ii7cremental value is a 45
percent increase over the original 1998 projection for fiscal year 2012 and 224 percent over the
base value of the district.
The debt service payment for the coming year is $680,950 for bonds issued for district projects.
Additionally, expenditures are anticipated for payments to the Village at Colleyville and
Colleyville Town Center for developer asset repurchase agreements as a result of TIF Board and
City Gouncil incentivized approved proj ects.
C,olleyville C'r•inie Cos~~t~•ol ar~d Pr•eventios~~ Dis~tr°ict (CC,CPD)
The primary goal of the district is to fi~nd 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.
Expected revenue from the 0.5 percent special purpose sales tax, use of funds generated froin
prior years' coverage ratio and related interest incoine for the proposed budget is $1,282,386.
The budget provides funding for the annual debt for the Colleyville Justice Center, compensation
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for four police officers, vehicle replacement and various minor capital, with total expenditures of
$1,080,302 for fiscal year 2012.
Colleyville EcohoNZic Develo~n~eht Cot~oratior~ (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 Aum~st 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 fi~i7ds generated froin prior years' coverage ratio and related
interest incoine for the proposed budget is $1,769,125. The CEDC Board will meet in August to
approve the proposed budget. Funding provided by tlus special sales tax has been allocated to
coininunity development initiatives consistent with the atrthorization 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 marlceting.
Our local econoiny was robust for the inajority of the past decade. During this period, the City
Council exhibited prudent fiscal foresight and overall restraint in the face of compelling, yet
coinpeting deinai7ds for liinited resources. Because of the current tax stn~cture and the
components of costs for local govermnents, facing long-term fiscal challenges is a reality for
most cities in Texas.
Property tax as a revenue source could be adversely affected in fi~ture years if state legislative
efforts are successful in decreasing the curreilt 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. 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 lilce Colleyville, this brings about some unique challenges. Colleyville is
landlocked and is almost entirely developed. Tlus means it has few opportunities for true growth.
This obligates the city to maximize economic opportunities within its very limited available
cominercial 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. Pn~dent and judicious
consideration inust be made regarding its fiiture use. It will be ii7cumbent upon us all to
guardedly review all proposals for conversion of this limited commercial space to non-
cominercial uses or less productive cominercial use.
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, slcills, and talents of not just our elected officials
and volunteer board members, but also by our outstai7dii7g employees. Employee devotion and
commitinent to this coininunity are demonstrated each and every day. Compensation study after
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CO~LL_E~YVIL/LE
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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 iil competitive
compensation and benefits in order to attract and retain high quality employees. An additional
potential pressure on the City's budget is the ongoing threat of federally mandated collective
bargaining for public safety einployees. Texas is a local-option state that allows local entities to
determine if collective bargaining is appropriate for its public safety employees. This federal
proposal is ai7 unprecedei7ted encroachment into state and local public safety operations and is
actively being opposed by local officials and agencies around the country.
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 worlcforce and
a steady and diverse revenue base, the City of Colleyville continues to be in a positioil 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.
li1 this budget, the City has resources to continue protection of our neighborhoods; continue work
toward optiinal staffing of our public safety operations; leverage technology to iinprove
efficiency and service delivery; and commit $1,050,000 to street and sidewallc repair worlc.
These services will help inaintain 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
fi~ture property and sales tax revenues 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 inal~ing decisions that will ensure the fiscal viability of the govermnent.
Additionally, staff will continue to evaluate and improve business practices in an effort to find
efficiencies, while also loolcing at regional synergies and collaborations to reduce ongoing costs.
Underlying Golleyville'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.
The proposed budget is presented for your consideration with the cominitment and confidence
that it effectively funds the varying needs of the coinmunity. 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 inunicipal needs. We loolc forward to worlcing with you to achieve all the goals set
forth in this proposed budbet.
Preparing the proposed budget was a tremendous undertalcing. It is important to aclalowledge the
efforts of the dedicated staff that worlced resolutely to formulate fiscally responsible proposals.
Together, the City will continue to plan pnidently by following the strong financial manageinent
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CO~LL_E~YVIL/LE
""~'.~
principles espoused by the City Council and to implement sound, long tern~ fiscal solutions that
will carry the city into the future. li1 summary we pledge our time and talents to achieve
coi7tinued excellence for the citizens we serve and it is our honor to do so.
, fc i~~~ f ~~~ ~-%(r~~~~c~~
Jennifer Fadden
City Manager
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CO~LL_E~YVILJLE
""~'.~
VISION
Colleyville is a model city with attention to being an efficient and attractive
neighborhood-oriented community, sensitive to our history, resources and
residents.
Strateaic Point 1: Make a lona-term commitment to economic development
• 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 Dining/Attraction Guide; feature and promote Colleyville'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.
Strateaic 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 a hotel-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.
Strateaic Point 3: Protect and areserve the Citv's Neiahborhoods
• 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.
Strateaic Point 4: Deliver sustainable aovernment
• 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.
Strateaic Point 5: Brand Collevville with a uniaue identitv
• 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.
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FY 2012 REVENUE ESTIMATE
GENERALFUND
AD VALOREM TAXES
FY 09 FY 10 FY 11 FY 11 FY 12
ACTUAL ACTUAL BUDGET PROJECTED PROJECTED
5101-CURRENT TAXES 9,634,051 10,292,035 10,155,472 10,155,472 10,459,902
5102-DELINQUENT TAXES 77,127 77,417 63,000 108,000 63,000
5103-PENALTY & INTEREST 81,582 94,080 57,000 90,000 57,000
TOTAL AD VALOREM TAXES $9,792,760 $10,463,532 $10,275,472 $10,353,472 $10,579,902
FRANCHISE TAXES
5201- ONCOR ELECTRIC 885,325 818,484 815,000 864,130 835,000
5202- TRI-COUNTY ELECTRIC 124,580 108,334 110,000 120,249 115,000
5203- ATMOS GAS 476,945 341,528 345,000 381,513 355,000
5204- AT&T 123,363 116,151 118,000 100,000 90,000
5205- VERIZON/OTHERS 46,378 43,822 44,000 59,471 40,000
5206- GAR BAGE/RECYC LI NG 124, 741 126, 550 126, 000 120, 000 122, 000
5207- CABLE TV 236,106 322,150 265,000 265,000 270,000
TOTAL FRANCHISE TAXES $2,017,438 $1,877,019 $1,823,000 $1,910,363 $1,827,000
SALES TAX
5301-1 % SALES TAX 2,482,595 2,638,279 2,356,976 2,555,000 2,580,550
5302-MIXED BEVERAGE TAX 74,197 75,365 73,000 80,731 60,750
TOTAL SALES TAX $2,556,792 $2,713,644 $2,429,976 $2,635,731 $2,641,300
LICENSES & PERMITS
5411-BUILDING 391,956 348,471 348,924 415,000 360,000
5412-PLUMBING 43,657 42,271 43,257 47,000 43,257
5413-MECHANICAL 34,120 35,934 28,868 31,000 28,868
5414-ELECTRICAL 36,515 38,537 37,568 39,000 37,568
5416-CITY LICENSE 48,180 40,755 37,372 34,500 37,372
5417-BUILDING PLAN REVIEW FEE 60,736 66,555 59,753 69,500 55,207
5418-NEW BUSINESS 2,641 3,995 3,372 3,800 3,372
5419-ANIMAL 876 769 900 800 800
5420-SIGN PERMITS 6,010 5,140 5,463 6,500 5,463
5421-FENCE PERMITS 3,650 4,350 4,920 4,200 3,500
5423-FIRE PERMIT FEES 10,963 8,650 8,000 6,500 6,500
5424-IRRIGATION PERMIT FEES 6,997 11,705 10,214 11,500 13,660
5425-GAS AND OIL WELL PERMIT FEES 0 0 70,000 0
TOTAL LICENSES & PERMITS $646,301 $607,132 $588,611 $739,300 $595,567
FINES
5611-FINES 892,725 1,087,155 825,000 810,000 795,000
5612-FINES-ALARMS 51,930 59,200 47,000 52,000 70,000
5630-LIBRARY FINES 25,872 27,473 23,124 23,124 23,124
TOTAL FINES $970,527 $1,173,828 $895,124 $885,124 $888,124
FY 2012 REVENUE ESTIMATE
GENERALFUND
CHARGES FOR SERVICES
FY 09 FY 10 FY 11 FY 11 FY 12
ACTUAL ACTUAL BUDGET PROJECTED PROJECTED
5511-PLANNING AND ZONING 5,448 13,200 6,765 6,000 3,690
5512-PLAT FEE 16,485 3,265 4,988 1,700 2,000
5514-BOARD OF ADJUSTMENT 625 3,250 1,250 1,250 1,250
5711-SALE OF MATERIAL 795 432 400 400 300
5712-WEED MOWING 7,218 13,353 14,770 4,000 4,000
5718-ANIMAL IMPOUNDMENT FEE 2,332 3,508 2,825 2,000 2,000
5721-AMBULANCE 236,389 236,067 240,000 255,000 255,000
5722-RECREATION PROGRAM 259,624 208,997 157,525 157,525 157,525
5811-ENGINEERING & INSPECTION 1,172 17,697 5,000 0 0
5812-CHGS & REIMBURSEMENTS 0 150 0 0 0
5845-LOT DRAINAGE INSP FEE 8,500 10,375 10,250 10,250 10,250
5855-FIELD USE CHARGE 23,085 21,485 20,500 23,860 23,870
5873-COLLEYVILLE CENTER FEES 237,964 189,030 200,000 215,000 220,000
5874-NON-RESIDENT FEE 22,840 21,440 26,000 31,470 36,570
TOTAL CHARGES FOR SERVICE $822,477 $742,249 $690,273 $708,455 $716,455
INTERGOVERNMENTAL REVENUE
5828-DARE OFFICER REIMB 89,792 89,793 89,792 89,792 89,792
TOTAL INTERGOVERNMENTAL REVE~ $89,792 $89,793 $89,792 $89,792 $89,792
M/SCELLANEOUS REVENUE
5714-SALE OF SURPLUS PROPERTY
5716-INTEREST INCOME
5719-MISCELLANEOUS
5832-ANTENNA LEASE
5867-LEASE PROCEEDS
TOTAL MISCELLANEOUS REVENUE
TRANSFERS IN
5872-TRANSFER FROM UTILITY FD
TOTAL TRANSFERS IN
30,639 20,306 3,000 7,097 3,000
266,691 29,252 75,000 35,000 35,000
73,305 80,492 55,000 63,000 45,000
48,251 89,782 65,000 67,466 67,466
0 1,026,238 0 0 0
$418,886 $1,246,070 $198,000 $172,563 $150,466
816,297 857,541 816,297 858,879 901,829
$816,297 $857,541 $816,297 $858,879 $901,829
TOTAL GENERAL FUND REVENUES $18,131,270 $19,770,808 $17,806,545 $18,353,679 $18,390,435
FY 2012 REVENUE ESTIMATE
UTILITY FUND
OPERAT/NG REVENUE
5817-WATER SALES
5818-SEWER SALES
5821-SEWER INSTALLATION
5822-WATER INSTALLATION
5827-ENGINEERING & DEV
5829-SEWER TIE-ON CHARGES
5833-PENALTI ES
5839-MISCELLANEOUS REVENUE
TOTAL OPERATING REVENUE
NON-OPERATING REVENUE
5716-INTEREST INCOME
5790-USE OF AVAILABLE CASH
TOTAL NON-OPERATING REVENUE
TOTALINCOME
FY 09 FY 10 FY 11 FY 11 FY 12
ACTUAL ACTUAL BUDGET PROJECTED PROJECTED
7,949,902 8,152,807 8,552,558 8,552,558 8,719,450
2,770,365 2,583,177 2,718,634 2,718,634 2,766,184
6,500 7,300 7,000 7,000 7,000
17,704 19,181 21,000 17,000 21,000
3,165 7,350 5,000 5,000 5,000
13,500 4,500 5,000 5,000 5,000
178,806 200,079 173,024 173,024 172,285
18,658 30,194 13,000 14,750 13,000
$10,958,600 $11,004,588 $11,495,216 $11,492,966 $11,708,919
138,424 11,526 50,000 30,000 20,300
0 0 0 0 0
$138,424 $11,526 $50,000 $30,000 $20,300
$11,097,024 $11,016,114 $11,545,216 $11,522,966 $11,729,219
FY 2012 REVENUE ESTIMATE
DRAINAGE UTILITY FUND
OPERAT/NG REVENUE
5942-DRAINAGE FEES
5833-PENALTI ES
TOTAL OPERATING REVENUE
NON-OPERATING REVENUE
5825-INTEREST INCOME
5714-SALE OF SURPLUS PROPERTY
5790-USE OF AVAILABLE CASH
TOTAL NON-OPERATING REVENUE
TOTALINCOME
FY 09 FY 10 FY 11 FY 11 FY 12
ACTUAL ACTUAL BUDGET PROJECTED PROJECTED
861,671 879,726 887,880 887,880 901,680
12, 964 15, 526 15, 538 15, 538 15, 779
$874,635 $895,252 $903,418 $903,418 $917,459
12,083 4,522 5,000 2,100 3,150
0 15, 864 0 0 0
0 0 0 0 0
$12,083 $20,386 $5,000 $2,100 $3,150
$886,718 $915,638 $908,418 $905,518 $920,609
GENERAL FUND - DEPARTMENT / PROGRAM BUDGET SUMMARY SHEET - FISCAL YEAR 2012
PROPOSED BUDGET FISCAL YEAR 2012 ADOPTED BUDGET FISCAL YEAR 2011
CONTRACTUAL CAPITAL CONTRACTUAL CAPITAL
DEPARTMENT/PROGRAM PERSONNEL SERVICES SUPPLIES OUTLAY TOTAL PERSONNEL SERVICES SUPPLIES OUTLAY TOTAL
CityCouncil $0 $204,118 $6,108 $0 $210,226 $0 $215,004 $4,998 $0 $220,002
City Manager $560,399 $36,352 $3,871 $0 $600,622 $571,697 $37,934 $4,796 $0 $614,427
Building Inspection $222,614 $53,163 $5,106 $0 $280,883 $290,727 $45,002 $3,804 $0 $339,533
EconomicDevelopment $240,754 $85,316 $4,632 $0 $330,702 $266,167 $61,552 $4,832 $0 $332,551
City Secretary $192,938 $110,774 $4,789 $0 $308,501 $200,225 $106,847 $5,284 $0 $312,356
Finance $247,356 $170,037 $12,964 $0 $430,357 $257,122 $168,457 $14,067 $0 $439,646
Legal $0 $125,460 $0 $0 $125,460 $0 $125,460 $0 $0 $125,460
Library $525,000 $122,749 $19,561 $80,000 $747,310 $537,807 $120,107 $20,041 $15,000 $692,955
Engineering Construction Management $48,484 $5,596 $375 $0 $54,455 $47,307 $4,593 $375 $0 $52,275
Engineering Professional Services $250,993 $30,551 $5,439 $0 $286,983 $242,724 $31,932 $5,914 $0 $280,570
Engineering Total $299,477 $36,147 $5,814 $0 $341,438 $290,031 $36,525 $6,289 $0 $332,845
CommunityDevelopment-Planning&Zoning $185,612 $27,737 $5,318 $0 $218,667 $192,437 $31,135 $5,273 $0 $228,845
FireAdmin $212,411 $121,141 $11,138 $0 $344,690 $215,967 $113,737 $9,049 $0 $338,753
EMSOperations $455,060 $59,148 $43,266 $0 $557,474 $487,424 $53,179 $36,066 $0 $576,669
FireOperations $2,344,975 $474,148 $47,032 $5,400 $2,871,555 $2,320,537 $454,656 $45,460 $5,400 $2,826,052
Fire Prevention $112,784 $6,287 $1,965 $0 $121,036 $117,447 $9,952 $1,965 $0 $129,364
FireTotal $3,125,231 $660,724 $103,401 $5,400 $3,894,756 $3,141,375 $631,524 $92,540 $5,400 $3,870,839
PoliceAdmin $579,455 $263,775 $27,450 $0 $870,679 $617,218 $272,235 $26,547 $0 $916,000
PoliceAnimalControl $54,558 $11,639 $935 $0 $67,132 $56,919 $12,474 $759 $0 $70,152
Police CID $375,616 $20,142 $4,598 $0 $400,356 $393,079 $17,679 $4,298 $0 $415,056
PoliceCommunications/Jail $0 $429,107 $0 $0 $429,107 $0 $442,364 $0 $0 $442,364
PoliceCommunityServices $76,413 $63,860 $100 $0 $140,373 $79,691 $65,715 $100 $0 $145,506
Police Patrol" $1,764,042 $84,946 $28,083 $0 $1,877,071 $1,906,759 $84,110 $17,093 $0 $2,007,962
Police SRO $237,433 $9,903 $0 $0 $247,336 $192,977 $7,034 $0 $0 $200,011
Police Warrant $88,837 $4,834 $0 $0 $93,671 $91,777 $4,621 $0 $0 $96,398
Police Code Enforcement $60,842 $11,685 $1,496 $0 $74,023 $62,820 $12,286 $1,266 $0 $76,372
PoliceTotal $3,237,195 $899,891 $62,662 $0 $4,199,748 $3,401,241 $918,518 $50,063 $0 $4,369,822
ParksAthletics $253,757 $119,437 $26,805 $0 $399,999 $263,251 $119,716 $31,705 $0 $414,672
Parks Maintenance $503,451 $509,808 $31,827 $0 $1,045,086 $525,405 $496,025 $31,467 $0 $1,052,897
Parks Total $757,209 $629,245 $58,632 $0 $1,445,086 $788,657 $615,741 $63,172 $0 $1,467,570
Streets Maintenance $640,474 $335,609 $1,137,859 $5,000 $2,118,942 $669,069 $265,007 $1,088,095 $0 $2,022,171
Recreation $133,204 $132,664 $24,507 $0 $290,375 $138,598 $117,365 $41,414 $0 $297,377
SeniorCenter $0 $21,265 $9,229 $0 $30,494 $0 $17,070 $12,349 $0 $29,419
Recreation Total $133,204 $153,929 $33,736 $0 $320,869 $138,598 $134,435 $53,763 $0 $326,796
Communication $120,634 $22,998 $200 $0 $143,832 $125,181 $26,798 $320 $0 $152,299
ColleyvilleCenter $269,061 $79,645 $11,774 $0 $360,480 $287,135 $80,489 $12,024 $0 $379,648
Human Resources $211,376 $15,245 $965 $0 $227,586 $219,831 $16,671 $1,125 $0 $237,627
MunicipalCourt $224,537 $16,836 $10,641 $0 $252,014 $231,874 $18,838 $10,775 $0 $261,487
Fleet Maintenance $186,214 $17,450 $5,025 $0 $208,689 $193,383 $16,178 $5,025 $0 $214,586
Building Services $0 $217,672 $6,000 $0 $223,672 $0 $208,889 $7,200 $0 $216,089
Information Services $176,249 $145,722 $34,886 $352,962 $709,819 $182,873 $100,036 $83,560 $0 $366,469
Information Services GIS $32,715 $109 $2,400 $0 $35,224 $33,992 $277 $1,733 $0 $36,002
Information Services Total $208,964 $145,831 $37,286 $352,962 $745,043 $216,864 $100,313 $85,293 $0 $402,471
Capital Equipment Reserve Transfer $0 $0 $0 $281,000 $281,000 $0 $0 $0 $150,000 $150,000
Strategic Initiatives Fund Transfer $0 $260,000 $0 $0 $260,000 $0 $80,000 $0 $0 $80,000
CompsensationAdjustment $93,909 $0 $0 $0 $93,909 $0 $0 $0 $0 $0
TOTAL GENERAL FUND $11,682,158 $4,426,927 $1,536,344 $724,362 $18,369,791 $12,019,421 $4,061,424 $1,538,779 $170,400 $17,790,024
**Policelnduding CCCPD Funding $3,566,132 $953,310 $62,662 $157,135 $4,739,239 $3,715,584 $971,266 $50,063 $76,725 $4,813,638
UTILITY FUND - DEPARTMENT BUDGET SUMMARY SHEET - FISCAL YEAR 2012
PROPOSED FISCAL YEAR 2012 ADOPTED FISCAL YEAR 2011
CONTRACTUAL CAPITAL CONTRACTUAL CAPITAL
DEPARTMENT PERSONNEL SERVICES SUPPLIES OUTLAY TOTAL PERSONNEL SERVICES SUPPLIES OUTLAY TOTAL
UtilityAdministration $212,249 $9,776 $1,380 $0 $223,405 $193,900 $9,291 $901 $0 $204,092
Utility Billing $210,424 $99,358 $47,101 $0 $356,883 $219,035 $100,590 $52,489 $0 $372,114
Water $860,137 $5,910,979 $94,686 $105,000 $6,970,802 $897,013 $5,908,491 $93,469 $30,000 $6,928,973
Wastewater $400,008 $1,764,659 $37,931 $7,000 $2,209,597 $416,167 $1,758,828 $36,181 $2,000 $2,213,176
UtilityOperationsTotal $1,260,144 $7,675,638 $132,617 $112,000 $9,180,399 $1,313,180 $7,667,319 $129,650 $32,000 $9,142,149
CompensationAdjustment $11,979 $0 $0 $0 $11,979 $0 $0 $0 $0 $0
Transfer to Other Funds $0 $0 $0 $901,829 $0 $0 $0 $0 $816,297
Revenue Bond Principal Payment $0 $0 $0 $0 $750,000 $0 $0 $0 $0 $760,000
Revenue Bond Payment Interest $0 $0 $0 $0 $83,012 $0 $0 $0 $0 $75,578
Lease Payment $0 $0 $0 $0 $53,600 $0 $0 $0 $0 $0
TOTAL $1,682,817 $7,784,772 $181,098 $112,000 $11,561,107 $1,726,115 $7,777,200 $183,040 $32,000 $11,370,230
DEBT SERVICE FUND - DEPARTMENT BUDGET SUMMARY SHEET - FISCAL YEAR 2012
PROPOSED FISCAL YEAR 2012 ADOPTED FISCAL YEAR 2011
DEBT SERVICE DEBT PAYMENT TOTAL DEBT PAYMENT TOTAL
2001 G.O. Refunding Bonds $0 $0 $1,184,140 $1,184,140
2002 Certificates of Obligation $117,415 $117,415 $169,395 $169,395
2006 G.O. & CCCPD Sales Tax Bonds $706,136 $706,136 $696,338 $696,338
2007 G.O. Bonds $226,000 $226,000 $228,000 $228,000
2011 G.O. Refunding Bonds $863,300 $863,300
Fire Truck Lease $49,723 $49,723 $49,723 $49,723
Ambulance Lease $38,177 $38,177 $38,177 $38,177
Fire Truck Loan $116,839 $116,839 $116,839 $116,839
Paying Agent $2,000 $2,000 $4,000 $4,000
TOTAL $2,119,590 $2,119,590 $2,486,612 $2,486,612
DRAINAGE UTILITY FUND - DEPARTMENT BUDGET SUMMARY SHEET - FISCAL YEAR 2012
PROPOSED FISCAL YEAR 2012 ADOPTED FISCAL YEAR 2011
CONTRACTUAL CAPITAL CONTRACTUAL CAPITAL
DEPARTMENT PERSONNEL SERVICES SUPPLIES OUTLAY TOTAL PERSONNEL SERVICES SUPPLIES OUTLAY TOTAL
Drainage $393,139 $124,850 $42,155 $10,000 $570,144 $405,225 $133,851 $42,201 $60,000 $641,277
Compensation Adjustment $3,053 $0 $0 $0 $3,053 $0 $0 $0 $0 $0
Drainage Revenue Bonds Principal $0 $0 $0 $0 $210,000 $0 $0 $0 $0 $185,000
Bond Payment Interest $0 $0 $0 $0 $43,350 $0 $0 $0 $0 $75,608
TOTAL $396,192 $124,850 $42,155 $10,000 $826,547 $405,225 $133,851 $42,201 $60,000 $901,884
Fiscal Year 2012 Service Deliver
y
a nd Performa nce Pla n
Combined Annual
Proposed Operating Budget
August 9, 2011
Presentation Overview
The purpose of this presentation is to:
• Communicate the key themes and trends guiding
budget development
• Review proposed FY 2012 service level changes that
staff have developed for consideration
• Detail sources of funding and how funds are proposed
to be allocated
• Inform the Council and community about the
proposed service plan
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Annual Bud et Pre aration Process
J p
• City Council budget planning worksession - May 26
• Strategic plan overview
• Long-range financial forecast
• Strategic plan investment
• City Council priorities
• Colleyville Crime Control and Prevention District budget
• Worksession - May 26
• Budget adopted - June 21
• City Council approved - July 5
• Tarrant Appraisal District (TAD) certified tax roll received -
July 25
• Presentation of the FY2012 combined proposed operating
budget - August 9
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Annual Bud et Pre aration Process
J p
• Colleyville Economic Development
Corporation budget planning session Thursday, August 11 7:OOpm
• City Council resolution stating
intent to set the tax rate at $0.3559 Tuesday, August 16 7:30pm
• Colleyville Economic Development
Corporation budget adoption Tuesday, August 23 6:30pm
• First reading of the proposed budget
and tax rate ordinances Tuesday, September 6 7:30pm
• Second reading and adoption of the
FY 2012 tax rate and operating
budget Tuesday, September 20 7:30pm
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Bud et Develo ment Com onents
J p p
• Determination of program and service plan 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
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Bud et Philoso h
J p Y
• Provide solid, high-quality, core governmental services
• Efficiently allocate resources to meet citizen needs
• Emphasize affordability and sustainability
• Capitalize on technology to improve service delivery
• Value our employees
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Ma'or Genera I Fu nd Bud eta r Drivers
] 9 y
Reven ues
• Property tax
• Overall assessed value decreased by 0.283%
• Projected increase in Operation and Maintenance (O&M)
revenue due to declining bond indebtedness: $304,430
• Sa I es tax
• Projected increase: $211,324
• Tra n sfe rs i n
• Projected increase in transfer from Utility Fund based on
water and wastewater sales: $85,532
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Ma'or Genera I Fu nd Bud eta r Drivers
] 9 y
Expend itu res
• Health insurance decrease: ($100,546)
• TMRS decrease: ($330,984)
• Workers' compensation decrease: ($33,655)
• Elimination of permit clerk position: ($39,000)
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Investment i n the Strate ic Pla n
9
• Invest in Public Safety
• Protect and preserve the city's neighborhoods
• Invest in Economic Development
• Make a long-term commitment to economic development
• Foster a more d iversified tax base
• Brand Colleyville with a unique identity
• Invest in Infrastructure
• Protect and preserve the city's neighborhoods
• Deliver sustainable government
• Invest in Technology
• Deliver sustainable government
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Protect a nd Preserve Nei h borhoods
9
through
Investment in Public Safety
• One additional patrol officer at mid-year: $31,596
• Police corporal classification: $18,000
• Regional police academy: $7,500
• Additional funds needed to mitigate the loss of state LEOSE
fu nd i ng
• Ballistic resistant body armor: $3,400
• Additional funding for ongoing replacement schedule
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Protect a nd Preserve Nei h borhoods
9
through
Investment in Public Safety
• Two additional firefighters at mid-year: $79,760
• Battalion chief and EMC overtime: $30,365
• Operational duties require supplemental time to offset
previously eliminated full-time positions
• AED replacement program: $7,500
• Establishing a five-year replacement program
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Foster a More Diversified Tax Base
through
Investment in Economic Development
• Strategic Initiatives Fund transfer: $180,000*
• Fund established in FY 2011 to provide economic
development incentives and strategic plan initiatives
• Increase transfer from $80,000 to $260,000
• Daytime population/employment analysis: $10,000*
• Funded in CEDC budget
• CoStar upgrade: $3,330
• Upgrade of CoStar subscription to include entire North Texas
reg ion, cu rrently su bscri bed for Ta rra nt Cou nty data on ly
* Indicates one time, non-recurring expenditure
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Protect a nd Preserve Nei h borhoods
9
through
Investment in Infrastructure
• Pavement condition assessment: $60,000*
• Evaluates overall condition of every street and
thoroughfare in the city
• Sidewalk construction and maintenance: $50,000
• Tennis (6) and basketball (4) court resurfacing: $12,000
• Establishing a court resurfacing program that will resurface
two cou rts per yea r($6,000 per cou rt)
* Indicates one time, non-recurring expenditure
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Protect a nd Preserve Nei h borhoods
9
through
Investment in Infrastructure
• Water meter replacement: $70,000
• Utility Fund budget
• Reinstates funding to replace 10 percent of City water
meters annually
• Vactor truck replacement: $53,600
• Utility Fund budget
• Seven-year lease purchase to replace 1996 vactor truck
• Costs offset by crew leader frozen position :($63,000)
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Del iver Susta i na ble Govern ment
through
Investment in Infrastructure
• Transfer to Capital Equipment Replacement Fund :
$100,000*
• Fu nd i ng for futu re conversion of tru n ked rad io system from
analog to digital
• Asset management software: $25,000*
• $5,000 from the General Fund
•$10,000 from the Dra i nage Fu nd
•$10,000 from the Uti I ity Fu nd
• Energy efficiency audit: $2,000*
• Evaluates facility energy usage to determine where
add itiona I conservation measu res shou Id be implemented
* Indicates one time, non-recurring expenditure
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Del iver Susta i na ble Govern ment
through
Investment in Technology
• Desktop and server virtualization: $174,000*
• Transferring $31,000 to Capital Equipment Replacement
Fu nd for futu re blade server replacements
• Eliminates the need for the current desktop and server
replacement programs and provides yearly net savings of
($42,150)
• Phone system upgrade: $126,000*
• Elimination of analog lines and reduced system
maintenance costs will provide yearly net savings of
($20,500)
* Indicates one time, non-recurring expenditure
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Del iver Susta i na ble Govern ment
through
Investment in Technology
• Council Chambers camera upgrades: $43,800*
• Current cameras at end of useful life
• Upgrade Council Chambers and Executive Conference Room
cameras to HD quality
• Cable television content management system :$7,571*
• Upgrade from the current analog VHS system
• Audio/Visual engineering : $6,500*
• Provides technical expertise in establishing a long-range plan
for City broadcast capabilities
* Indicates one time, non-recurring expenditure
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Del iver Susta i na ble Govern ment
through
Investment in Technology
• Internet fi Iteri ng : $9,162*
• Web-filtering device to mitigate virus and malware issues
and limit access to prevent external data threats
• Email server upgrade: $8,446*
• License cost only: no hardware costs due to server
virtualization
• Current server at end of useful life
• Library Book Sorter: $65,000*
• Replaces existing interior book drop to eliminate manual
sorting at circulation desk
* Indicates one time, non-recurring expenditure
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Service Level Chan es
9
• Mowing cycles: ($16,020)
• Reduces mowing schedule for irrigated areas from 30 to 24
cycles
• Reduces mowing schedule for non-irrigated areas from 24 to
18 cycles
• Horticulture contract: ($11,461)
• Consol idation of horticu Itu re tasks for g reater efficiency
• Transition from annuals to perennials
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Service Level Chan es
9
• Parks program brochure: ($12,000)
• Print/postage savings from transition to interactive online
digital brochure
• Overseeding program : ($7,000)
• CBA and CGSA will be funding overseeding of athletic fields
i n the futu re, if necessa ry
• Parks and Recreation overtime reduction: ($4,798)
• Youth sports associations to reimburse City for overtime
incurred for athletic field preparation
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Service Level Chan es
9
• Community Development permit clerk: ($39,000)
• Elimination of vacant permit clerk position
• Citizen survey: $15,000
• Funds biennial citizen survey
• Costs offset by elimination of public works director search
($25,000)
• Reallocation of event funds: $6,000
• Funded through CEDC budget
• Provides funds for Holly Colley Holiday, Old Tyme BBQ and
Red White & Sousa
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Insu ra nce a nd Com ensation
p
• Health insurance: ($140,197)
• Aetna renewal decreases City expense by approximately 3%
• Wellness tiers decrease City expense by an additional 4%
• No plan design changes
• Workers compensation : ($39,313)
• Continued reduction in claims due to employee focus on
safety
• Compensation: $111,768*
• Proposed one-time, non-recurring 1% increase for those
em ployees receivi ng a satisfactory a nd a bove performa nce
rating on their most recent evaluation
• Offset by savings in health insurance costs
* Indicates one time, non-recurring expenditure
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Texas M u n ici a l Reti rement S stem
a y
• 2012 initial rate: 7.38%
• FY 2012 rate utilized in budget: 8.335%
• No unfunded liability
• Total savings in FY 2012: ($396,294)
• SB350 merged TM RS asset fu nds resu Iti ng i n system-wide
rate reductions
• Reduces City's unfunded liability for the second consecutive
year
• 2011 initial rate: 11.20%
• FY 2011 rate utilized in budget: 12.34%
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Genera I Fu nd
P ro osed Se rvi ce
p
Del iver Pla n
y
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Genera I Fu nd Sou rces of Fu nd i n
9
Charges for Licenses &
Service Permits Miscellaneous
Transfers-I
Fines 5o~a~
5%~
-~
~ Franchise Fees
10%
Sales
14~
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Pro ert Tax Trend
a y
Total Property Taxes Levied FY 2003 - FY 2012
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
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2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Sen ior Pro ert Tax Exem tion
a y a
Total Excluded Value Due to Over 65 Exemption
$100,000,000
$90,000,000
$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
1,421
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2006 2007 2008 2009 2010 2011 2012
Sa les Tax Trend
Sales Tax Revenue FY 2003 - FY 2012
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
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2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Fra nch ise Fee Trend
Franchise Fee Revenue FY 2003 - FY 2012
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
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2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Fi ne Reven ue Trend
Fine Revenue FY 2003 - FY 2012
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
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2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Transfers-In Trend
Transfers-In FY 2003 - FY 2012
$1,000,000
$900,000
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
2003 2004 2005 2006 2007 2008
2009 2010 2011 2012
ti i~
'~.t.
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~ r_, ,ti~
Cha r es for Service Trend
9
Charges for Service Revenue FY 2003 - FY 2012
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
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2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
License & Permit Trend
License & Permit Revenue FY 2003 - FY 2012
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
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2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Interest Earnin Trend
9
Interest Income FY 2003 - FY 2012
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
~
2009 2010 2011 2012
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2003 2004 2005 2006 2007 2008
Pro osed FY 2012 Pro ert Tax Rate
a a y
The ad valorem tax rate remains at
$0.3559 in the FY 2012 budget.
The effective tax rate for FY 2012 is $0.365041.
Since the proposed tax rate is lower than the effective tax rate,
publication of the Notice of Effective Tax Rate is the only requirement to
comply with state property tax law for tax rate adoption.
Tax Rate Breakdown
Operating Portion $0.308812
Debt Portion $0.047088
Total Tax Rate $0.355900
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P ro pe rty Taxes
sz.5o
Overlapping Property
Tax Rate
FY 2 011
$z.oo
GCISD
2011 Tax Rate
$1.50
$1.00
$0.50
So.oo
College
I
Colleyville
County
Hospital
Col lege
GCISD
57%
:olleyville
16%
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County Hospital
11 % 10%
Comparison of Property Tax Rates
FY 2011 Tax Rate
So.~o
$0.60
$0.50
$0.40
$0.30
$0.20
$0.10
$0.00
0.578
0.57
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Grapevine Colleyville Keller Southlake Euless Bedford NRH Hurst
Cost of City Services to the Average Residence
Average value and tax payment
Budget
Year Average
Value Property
Tax Payment
2010 $398,957 $1,419.89
2011 $397,472 $1,414.60
2012 $396,818 $1,412.28
In 2012, the average homeowner's tax bill decreases $2.32
The average residence receives $2,488.99 worth of services from the General Fund
and Debt Service Fund, yet only pays $1,412.28 in property taxes.
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Genera I Fu nd
Expenditures by Service Type
Strategic Services 18%
Economic and Community
Development Services 8%
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Public Safety Services
Public Works Services 13%
City Employees per 1,000 Residents
16.00
14.00
12.00
10.00
8.00
6.00
4.00
2.00
0.00
Bedford
Colleyville Keller Euless Hurst
13.37
NRH Southlake Grapevine
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General Fund Revenue Variance Overview
FY 2011 Adopted Budget vs. FY 2012 Proposed Budget
Ad Valorem Taxes
Sales Tax
Franchise Taxes
Licenses & Permits
Fines
Charges for Service
Miscellaneous/Interest Earnings
Transfers In
Tota Is
304,430
211,324
4,000
6,956
26,182
85,532
638,424
(7,000)
(47,534)
(54,534)
304,430
211,324
4,000
6,956
(7,000)
26,182
(47,534)
85,532
583,890
~
il~~~
C~3LLE~'VILLE
~~
General Fund Expenditure Variance Overview
FY 2011 Adopted Budget vs. FY 2012 Proposed Budget
TMRS - (330,984) (330,984)
Health Insurance - (100,546) (100,546)
Workers Comp
Compensation
Fuel & Vehicle Maintenance
Investment in Public Safety
Investment in Economic
Development
Investment in Infrastructure
Investment in Technology
Service Level Changes
Miscellaneous
Tota Is
93,909
44,561
178,121
183,330
229,000
463,908
21,000
1,213,829
(33,655)
(62,650)
(90,279)
(15,948)
(634,062)
(33,655)
93,909
44,561
178,121
183,330
229,000
401,258
(69,279)
(15,948)
579,767
~
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~~
Utilit Fund
y
P ro osed Se rvi ce
p
Del iver Pla n
y
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Utilit Fund Sources of Fundin
y 9
Donaltioc MISrPIIF111PAlJS
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Uti I it Fu nd
y
The combined Utility Fund
allocates $11,562,593 toward the
safe delivery of potable water and
collection of wastewater.
~-
~-
~
79%
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Utilit Fund Service Level Chan es
y 9
• Potential pass-through rate increase if Trinity River
Authority i ncreases City's rates
• Asset management software: $10,000*
• Utility fund portion of the purchase of public works asset
ma nagement softwa re
• Water meter replacement: $70,000
• Vactor truck replacement: $53,600
• Crew leader position frozen : ($63,000)
* Indicates one time, non-recurring expenditure
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Dra i na e Fu nd
g
P ro osed Se rvi ce
p
Del iver Pla n
y
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Draina e Fund
9
The Stormwater Drainage Utility
Fu nd a I locates $826, 547 towa rd
the operation and maintenance of
the City's drainage system.
Debt Service
31%
~
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Draina e Fund Sources of Fundin
9 9
Penalties &
Interest
2%
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Concl usion
Proposed 2012 Budget Highlights
• Proposed Service Plan Expenditures
• General Fund - $18,369,791
• Utility Fund - $11,562,593
• Drainage Fund - $826,547
• No ad valorem tax rate increase
• Potential pass-through rate increase if Trinity River
Authority i ncreases City's rates
• No drainage fee adjustment
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Concl usion
The proposed FY 2012 Budget is filed in the City Secretary's
Office. A copy also is located at the Colleyville Public Library.
Citizens can view the Proposed FY 2012 Budget at
www. co I I eyv i I I e. co m.
For specific questions, citizens may contact:
Eric Ellwanger
Strategic Services Manager
817-503-1112
eel Iwa nger~lcol leyvi I le. com
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uestions a nd Discussion
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