HomeMy WebLinkAboutCity Council-Agenda Packets-8/9/2012C �T �f OP
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City of Colleyville
City Council Worksession
Agenda
City Hall
100 Main Street
Colleyville, Texas 76034
817. 503.1000
www.colleyville.com
Thursday, August 9, 2012 Executive Conference Room
6:00 p.m. Third Floor, City Hall
1.
2.
3.
CALL TO ORDER
PRESENTATION AND DISCUSSION
2a Presentation and discussion of the proposed Fiscal Year 2013 (FY 2013)
budget
ADJOURNMENT
I hereby certify this agenda was posted on City Hall bulletin boards Friday, August 3,
2012, by 5:00 p.m.
Cynthia Singleton, TRMC, CMC
City Secretary
Any matter on this agenda may, at the discretion of the governing body, be opened for
public comment and discussion.
If you plan to attend this public meeting and have a disability that requires special
accommodations, please advise the City Secretary at least 48 hours in advance at
817.503.1133, and reasonable accommodations will be made to assist you.
City of Colleyville
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�OL�EYV'�LLE
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City of Colleyville
Colleyville City Council
Worksession
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
www.colleyville.com
Agenda Number za Agenda Date 08/09/2012 Number za
Type Presentation and Discussion
Department City Manager
Title
Presentation and discussion of the proposed Fiscal Year 2013 (FY 2013) budget
Explanation
This item provides an opportunity to present and discuss the proposed FY 2013
budget. The attached budget message will provide a detailed account of the proposed
budget, with the presentation providing a broad highlight of the same.
Attachments
1. FY 2013 Budget Message
2. FY 2013 Revenue Estimate
3. FY 2013 Proposed Budget Expenditures
4. FY 2013 Budget Worksession Presentation
City of Colleyville Page 1
With a dedication to efficient resource manageinent ai7d fiscal responsibility, the Colleyville City
Council strives to provide a range of quality services that inaintain and enhance the quality of life
that Colleyville citizei7s enjoy. To this end, the fiscal year 2013 budget has been developed to
balance the needs of the city with the willingness of its taxpayers to pay for those services. And,
while this budget covers only fiscal year 2013, it begins to define a path that will move
Colleyville into the future as a safe city with a solid infrastructure, and ai7 ongoii7g commitment
to our community.
The proposed budget is balanced in accordance with state law, the City Charter and ordinances.
The coinbined proposed expenditures and transfers total $39,518,035 which is a$3,824,322
increase from the current year budget.
One measure of a city's fii7ancial strenbth is the level of its fi�nd balance. In lceeping with the
Council's conservative fiscal policy of a 90-day reserve requirement, the General Fund is
projected to have 113 days over the 90-day miiuinuin and the Utility Fund is projected to have
81 days over the 90-day miniinuin cash balance as of September 30, 2012.
The reserve earns interest, bolsters cash flow and is available for unanticipated expenditures or
emergencies. As a non-recurring revenue source, beginning fund balances are used to fi�nd
capital or other one-tiine expenses only.
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BUDGET STRATEGY
Preparing the annual budget allows the City Council to steer a course toward a strategic vision
that aligns municipal resources with community needs. Quality of life issues, such as
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 and promoting a more
diversified tax base
• Fostering excellence in core service delivery
• Protecting and preserving Colleyville's neighborhoods
• Delivering sustainable government
• Brai7dii7g Colleyville with a unique identity
By remaining focused on these iiutiatives, the community, City Council, and staff can weigh the
divergent demands of the citizenry, pursuing oiily those elements that help achieve these
iiutiatives, and thereby ensuring the highest priorities of the community as a whole are
accomplished. For this reason, every new effort and element of the city's business plan,
including existing programs, is tied to one or more of these strategic points.
BUDGET OVERVIEW
Over the years, Colleyville's budbet docuinent has evolved from a simple financial report with
proposals for expenditures and estiinates of revenue, into the City's most comprehensive annual
docuinent establislung budgetary policies. The budget decisions outlined in this docuinent
ii7fluence the fiscal state of the city, the function of its governinent, and budget considerations for
current and fi�ture needs. The City's budget, therefore, is the most important worl�in� policy and
planning tool used by the City Council and staff to provide quality services to the citizens of
Colleyville, as determined by the City Council and for wluch funds are available.
With tlus 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 ai7d maintain an AAA bond rating. The service delivery plan maintains or
eiiliances the programs and services identified by our citizens as priorities including, economic
developinent, infrastnicture improvements and public safety, without an increase to the city's tax
rate.
It also fiu7ds all debt requiremei7ts and provides more than adequate debt service fiu7d balai7ces.
Furthennore, the service delivery plan considers the city's most important resource—the
einployees who are ultiinately responsible for service delivery. Local goveriunent is a seivice
organization and as with most service orgaiuzations, the slcills, experience, education and most
important – the attitude – of our employees are the essential ingredients of our success. We can
only attract and retain quality employees if we provide compensation, facilities, equipinent, and a
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work environment within which each employee can reach her or his potential. Providing these
keys to employee success is a basic concept that is increasingly difficult to implement with
limited resources. The fiscal year 2013 budget considers a modest, onetime, non-recurring
payment to employees.
Finally, the service delivery plan includes consideration of instit�iting tiered water rates for
residential and cominercial customers in addition to a pass through of any increase in Trinity
River Authority's (TRA) rates.
This year's proposed budget reflects an effort to balance expectations of citizens with available
resources. It is in�portant to note that, as this budget will serve as a policy document upon
adoptioi7 for the next fiscal year, any service level enhancements must be vetted and determined
by the City Council, and will likely i7ecessitate the loss or reduction of other programs or
services in order to stay witlun our balanced budgetary parameters.
To lceep our citizens informed and to enforce our commitment to goveriunental transparency, the
proposed budget has been posted on the City's website so that citizens can review it. Any
questions or requests for additional information should be directed to Eric Ellwanger, strategic
services manager, at 817.503.1112 or by email to eellwanaer�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 Tean�, including Terry Lealce (Assistant
City Manager/Chief Financial Officer), Karen Hines (Finance Manager), Michelle Reyes
(Human Resources Director), and Eric Ellwanger (Strategic Services Manager), as well as Mona
Gandy (Communications Director) for their efforts in building our service plan for 2013.
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 FY2013 Combined Aiuival Operating Budget for the
City of Colleyville. This document represei7ts the City's ongoing commitment to prudent fiscal
management in delivering services that enhance the quality of life of Colleyville's citizens and
meeting the expressed needs of our community. It also addresses the need to protect the lonb
term fi�ture of the community, primarily in the areas of public safety, economic developinent,
ai7d preservation of public ii7frastn�cture.
The proposed budget funds existing and enhanced service levels to meet the Colleyville City
Council's priorities for service delivery, while still maintaining the current tax rate. The
proposed budget has been formulated with a philosophy of:
• Providing solid, higli-quality, core governmental services
• Efficiently allocating resources to ineet citizen needs
• Emphasizing affordability and sustainability
• Capitalizing on teclulology to iinprove service delivery
• Valuing our employees
Furthering our commitinent to effecting community involvement and goveri7mental
transparency, a summary presentation of the proposed budget has been placed on the City's
website. A public hearing on the budget is schedtiled on September 4, 2012, to allow citizens an
opportuiuty to provide input on the proposed budget. The proposed budget will be presented to
the City Council for final approval on September 18, 2012.
BUDGET OVERVIEW
On the natioi7al level, economic forecasts continue to indicate low economic growth with above
average unemployment. By comparison, the local economy is relatively stable. Colleyville
benefits from a strong residential base, wluch helps to mitigate the negative effects of economic
fluctuations. Property values have rebounded slightly fron� the declines experienced in fiscal
years 2011 and 2012, and some growth is anticipated in economy-driven revenues, such as sales
tax revei7ue and charges for service. The current trend of limited new constniction is lilcely to
continue, as no new subdivisions are anticipated to be platted during the fisca12013 budget year.
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Like much of the country, the City of Colleyville endured the uncertaii7ties and financial turmoil
of the economic climate that enmilfed the nation for the past few years. And, like city
govermnents and American households across the country, the City adjusted to what has been
termed—the "new normal"—cutting back where possible and delaying large expenditures until
the financial picture stabilized. lil that new normal, while the future remained a consideration,
out of necessity, the primary en�phasis was on delivering city services in an efficient and
effective manner in the present—balancing limited and sometimes dwindling resources with
citizen expectations—against an ever-chai7gii7g and unpredictable economic environinent. In the
fiscal year 2013 budget, now adjusted to the new nonllal and in a more stable lonb term
enviromnent, the City can again plan not only for the present and near-terin, but for the lonb
term fi�ture of the Colleyville con�n�unity.
The fiscal year 2013 budget continues delivery of current citizen services and begins a greater
emphasis on ensurii7g the continued effectiveness of the City's public safety programs and the
commencement of a long-term investn7eilt and commitment to preserving and eiil7ancing our
public infrastructure. It also provides for the continued pursuit of economic growth with a goal of
diversifying the City's tax base. Thus, we ensure not only the quality of life enjoyed by
Colleyville residents, but also strengthen the value of our citizens' investment in their homes,
neighborhoods, and coinmunity. As we loolc toward the future of this city in the next 10, 20, ai7d
even 50 years, we will not accomplish all of our goals in a single year, but we will malce
incremental progress toward long-term iinproveinents and sustainability.
li1 order to meet the needs of a changing commuiuty, it is critical that the City of Colleyville
evolve as well. Technology and improved staff efficiency have lessened the need for some
positions, while new programs, projects, and opportuiuties have created a need for new slcill sets
and expertise. li7 fiscal year 2013, the City will be adding three positions—two court personnel
due to the municipal court consolidation with the City of Keller and one police officer. lii
addition, this budget includes recommendations to reclassify some positions ai7d lift the "freeze"
on other positions to better equip the City to ineet new challenges and capitalize on fresh
opportunities.
Wlule fi�nding sources for fiscal year 2013 remain relatively flat, prudent management of the
City's finances on previous and current capital iinprovement projects has reduced our debt and,
subsequently, our debt service costs. The resulting debt service savings will be used to help fi�nd
current and long-tenil projects as delineated in the fiscal year 2013 budget. li7 addition, the City
will strategically draw down its fund balance for street rehabilitation to provide additional
funding, wlule still maintaiiung a healthy fund balance in excess of the adopted 90-day reserve
requiren�ent.
One of the highest priorities in this and future budgets will be to iinprove the city's public
iiifrastructure, which includes roads, sidewallcs, bridges, public buildings, water and sewer lines,
pipes, inlets, parks and playgrounds, trails, traffic signs and signals, and the hardware associated
with technology (computers, servers, etc.) While components of some of these will receive
fi�nding in this budget and will continue to be fi�nded in future budgets, to the extent fi�nds are
available, the improvement of our city streets will be one of our highest long-tenn priorities.
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Managing and preserving resources is a critical component of any City bud�et. In the
developinent of the fiscal year 2013 budget, we've extended the scope of that responsibility to
include our greatest natural resource—water. Tlus year, the City of Colleyville will lilcely join
cities in North Texas and across the state in instituting tiered water rates for residential and
commercial customers. The primary objective for talcing this action is to encourage and
incentivize customers to conserve water—those who use less water will pay a lower rate, while
those who use water in greater amounts will incur a higher rate. Again, as we turn our focus to
Colleyville's long-term needs, ai7y additional fi�nds gei7erated from the applicable lugher rates
will be used to help fi�nd long-term utility infrastn�cture needs.
ACCOUNTING FOR INTE
The proposed budget is balanced and prepared in accordance with state law, the Colleyville City
Charter, ordinai7ces, budget policies, and in accordance with the provisions outlined in the
Governmental Accounting Standards Board (GASB) "Statement No. 34, Basic Financial
Statements – and Management's Discussion and Analysis – for State and Local Govenlments."
The accounts of the City are organized on the basis of fi�nds or account groups, each of wluch is
considered to be a separate accounting entity. All funds are budgeted and accounted for on a
Generally Accepted Accounting Practice (GAAP) basis for purposes of financial stateinent
presentation. The goveri7inei7tal fund types use a financial resources measurement focus and are
accounted and budgeted for using the modified accn�al basis of accounting. Under tlus modified
accrual basis, revenues are recorded when susceptible to accrual, i.e., both ineasurable and
available. "Available" means collectible within the current period or soon enough thereafter to be
used to pay liabilities of the current period. Expenditures represei7t a decrease in net financial
resources ai7d, other than interest on general long-term debt, are recorded whei7 the fui7d liability
is incurred, if ineasurable. li7terest on general long-term debt is recorded when due.
Goveriunental fiind types are those through which most govenlmental functions of the City are
fii7anced. The acquisition, use, ai7d balances of the City's expendable financial resources and the
related liabilities (except those accounted for in the proprietary and fiduciary fiind types) are
accounted for through goveriunental fund types.
Proprietary fiuld types are accounted and budgeted for on a cost-of-services or "capital
maintenance" measureinent focus, using the accn�al basis of accounting. These fi�nd types
operate in a manner similar to private business. The City utilizes only the enterprise fi�nd type.
Under the accrual basis of accountii7g, revenues are recogi7ized when earned; expenses are
recogiuzed when incurred. For purposes of this budget presentation, depreciation is not
displayed, and capital expenditures and bond principal payinents are shown as uses of fiinds.
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:
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• General Fund - to account for the resources and expenditures related to the gei7erally
recognized goveriullental services and/or fi�nctions provided by various city departinents
— a goveriunental fund type.
• Utility Fund - to account for all the activities required for the provision of water and
sanitary sewer to residents of the city — a proprietary fund type.
• Capital Projects Fund - to account for financial resources to be used for the acquisition or
constn�ction of major capital projects — a goveriullental fiind type.
• Capital Equipinei7t Replacement Fund - an ii7ternal service fi�nd to account for funding
for, and acquisition of, the city's vehicles, maintenance equipment, and computer
equipment — a govermnental fund type.
• Drainage Utility Fund — to account for all the activities required for the inanagement of
storin water drainage — a proprietary fi�nd type.
• Court Teclinology Fund — to account for all activities, in accordance with state statutes,
related to the collection and use of the Municipal Court teclulology fee imposed on
convictions on cases adjudicated in the Court — a goveri7inental fiind 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�litiatives Fund — to account for financial resources to be used with the City
Council's authorization for programs and projects linked directly to the city's strategic
plan — a governmental fund type.
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By definition, preparation of ai7y bud�et is the allocation of scarce resources. There will always
be more needs thai7 available fui7ds. The challenge is to ensure that available resources are
dedicated to the comiiluiuty ai7d City Council's lughest priorities.
The budget-building process included four lcey coinponents:
• Determination of program and service priorities based oi7 strategic plai7 ali�nment ai7d the
prioritization of citizens through the citizen survey.
• Detennination of the value and cost of each service based on the level of service needed
and/or desired by our citizens, including long-term forecasting.
• Determination of optimal service delivery methods to ensure the efficient, effective
seivice delivery our citizens expect through utilization of performance measurement and
benchmarlcing.
• Determination of the scope and value of governinent in relation to the availability of
revenue for the City.
Delivery of citizen services is at the heart of city government. And recognition of the services
desired and expected by the coininui7ity is central to effective service delivery. Development of
the fiscal year 2013 budget was aided iminensely by the input provided by our citizens in the
most recent citizen survey and each budget proposal was measured in large part by the priority
placed on it by our citizens. Then each item was vetted for its aligmnent with the City's strategic
plan, reviewed for resource optiinization, and finally weighted against both current and fiiture
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commui7ity needs. Additionally, determinatioi7 of future needs, especially in our proposed
investment in street infrastnicture, was informed by scientific data and analysis garnered through
a comprehensive survey that encompassed all City-maintained public streets.
The goal of the proposed budget 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
coinmtulity meinbers are willing to pay for local governinent services. Utilizing citizen input, the
Council determines various goals to meet the priorities of citizens. Staff's role is to guide the
process by providing purchasing proposals pursuant to the City Council's priorities.
BUDGET STRATEGY
In preparing this budget, the primary goal was to achieve the identified objectives that maii7tain
and improve services for citizens. The proposed budget has been stnictured to steer a course
toward fulfillment of the City's strategic vision by aligiung 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:
• Malce a long-term cominitment to economic development and promote a more diversified
tax base
• Foster excellence in core service delivery
• Protect and preserve Colleyville's neighborhoods
• Deliver sustainable governinent
• Brai7d Colleyville with a unique identity
MAKE A LONG-TERIVI' C _ _,
ECONOMIC DEVELOPMENT 8L PRf��
MORE DIVERSIFIED T . `
lil the latest citizen survey, attracting and retaining quality businesses rai�lced as the most critical
issue facing Colleyville. Economic developinent continues to be a top priority for the Colleyville
City CounciL li12012, the City inade considerable strides on the economic development and
redevelopment front. New businesses, relocations, and expansions included everything from real
estate and medical offices to apparel and specialty shops. Long-vacant retail spaces began to be
absorbed: Jumpstreet Indoor Trainpolii7e Parlc has talcen the space vacated by Borders at Town
Center; and, the Walmart Neighborhood Marlcet will open in the former Kroger location before
the end of the year. li7 addition, the Londoner, a full-service pub-theined destination restaurant,
will open soon at Colleyville Boulevard and Main Street, in the former Applebee's site.
In fiscal year 2013, the strategies iinpleinented in the last few years, which are now showing
results, will be continued at the current funding level and, in soine cases, enhanced with
additional funds as outlined below. Efforts to build economic development advocates within the
commuiuty, such as through the Colleyville Exchange, also will continue to be fi�nded. And staff
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will continue to capitalize on the incei7tive guidelines and criteria previously adopted by the City
Council for matching grant and forgivable loan programs to attract and retain commercial
developinent and enhance the aesthetic value of Colleyville's legacy properties.
In the fiscal year 2013 budget, the following econoinic development prograin ei�llancements are
reconlinended:
Cies7e7"LXI I''1ds?Ll
One-time transfer to Strategic liiitiatives Fund -$200,000
I�i 201 l, the City Council established the Strategic li7itiatives Fund with $80,000 to fund
projects and pro�rains lii�lced directly to the City's strategic plan. A transfer of $260,000 was
included in the fiscal year 2012 budget ai7d a onetime transfer of $200,000 is recommended
in the fiscal year 2013 budget. The amotmt is consistent with the recent addition of the
forgivable loan program in the economic development ii7centive guidelii7es, wluch were
created to help attract destination restaurants and retailers to Colleyville. Based on City
Council direction, these fi�nds can be used for programs and projects linlced directly to the
City's strate�ic plan.
One-time fiinding for a Comprehensive Master Plan Update -$200,000
The last Colleyville Master Plan update was conducted in 2004. As Colleyville n7oves further
through its conui7uiuty life stage and with open parcels of land becoming rarer, planning is
paramount. An updated Master Plan serves to iiiform fi�ture decisioi7s on land use, service
delivery, budget allocation, and target areas for economic development opportunity,
especially witlun the city's commercial corridors. Most importantly, it serves as a road map
to achieve the City Council's vision for the city and the pursuit of quality of life iiutiatives.
Funding for an updated master plan would be split between the City's General Fund, through
a fiscal year 2012 end-of-year transfer, and the Colleyville Tomorrow Fund.
Reinstatement of development coordinator position -$75,571
Reinstatement of the development coordinator position allows for more effectiveness on both
the con7muiuty and econoinic development fronts. Tlus position would guide new businesses
through Colleyville's development process—ensuring the prospective businesses conform to
City ordii7ances and codes, and assist ii7 planning and development reviews. li7 effect, this
position would serve as a vital bridge between the economic development "sell" ai7d the
regulatory necessity of coinmunity development. According to the 2004 Colleyville Master
Plan, the coinn7unity will effectively reach build-out in 10 years time. Development activity
in the city has surged to levels not seen since 2007 and the growing success of our economic
developinei7t activities has placed additional commitinents on our developinent staff, already
low in number by comparison to surrounding cities. Tlurd party contracts will provide
flexibility in the area of building inspectioi7, however a dedicated professional plaiuung staff
is essential in positioiung Colleyville for economic development and long-term
sustainability.
Reclassification of equipment operator to project engineer -$53,053
With the Texas Department of Transportation's commei7cement of construction on State
Highway 26/Colleyville Boulevard, reclassification of an equipment operator position to a
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project engineer in the utility fi�nd would allow the City to assist in overseeing the project
from a global perspective—not only in terms of construction but in worlcing with local
busii7ess along the SH 26 corridor to lessen the project's impact on those businesses. This is
the largest project conducted in Colleyville in decades and the services of a project engineer
specifically dedicated to this project to protect the interests of Colleyville's citizens and
businesses during an extensive constiti�ction process would help to ensure the ultimate
success of the project from a community perspective. While fi�nding for tlus position comes
froin the Utility Fund through public worlcs, it will serve a dual role—both engineering and
economic development, by advocating for Colleyville businesses affected by the road
construction.
• CoStar subscription - $1,284
The city's CoStar subscription assists in marketing available commercial properties in
Colleyville. Tlus funding provides a module to collect data on current retail and office
building occupancies, and supplements the $6,841 already allocated for CoStar services.
C'olleyville Ecoy�on�ic Develophzey�t Co��o�°atiof� (CEDC,)
• Special events/festivals - $10,000
Special events and festivals bring substantial visibility and economic impact to the city. The
proposed budget contains several recoinmendations that support Colleyville events. Funding
through the CEDC of $10,000 is in addition to the existing $75,000 allocated to plan,
promote, and produce three citywide special events.
Colleyville CloseBuy - $4,480
Funding is recommended from the CEDC for the marlceting and promotion of Colleyville
businesses, including the CoJleyviJle CJos�eBary campaign and launch of the associated
buyer's card program enhancement, and the Come to Colleyville visitor proinotion, as well
as hosting six montl�ly Chamber of Commerce luncheons at the Colleyville Center. Tlus
funding for additional proinotional partnerships with Colleyville businesses suppleinents the
$44,382 currently budgeted.
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At its most basic level, the need for city government is defined by those things that although
essential, if not provided by local bovernment, would likely i7ot be available in a community. li1
the parlance of city goveriullent, these are lalown as core services. With that in mind, the City
Council added a new strategic point in 2012—foster excellence in core service delivery. li1
Colleyville, these include public safety, street and utility iiifrastructure, parks and trails, and life-
long learning and coinmunity engagement through utilization of the public library.
li1 the fiscal year 2013 budget, core service delivery is supported through these public safety
ei�llancements:
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Genei•al F7rs��d
Oi7e-tiine salary compression adjustinent in the Police Departinent -$213,781
Since 2010, when Colleyville joined Keller and Southlalce for a single 9-1-1 commuiucations
and jail center, Colleyville has actively pursued opportunities to partner with other cities and
agencies to leverage our respective resources. li12012, Colleyville and Keller agreed to
combine both their municipal courts and aiuinal control services. While economic
uncertainty necessitated creative strategies, such as mergers, to stretch the City's limited
funds, it also meant delaying needed updates and assessments to the City's orgaiuzational
structure. Nowhere is this more pronounced than in the Colleyville Police Department.
lii recent years, while the national unen�ployn�ent rates stayed high, the marlcet for police
officers remained competitive. Suburban cities raised startii7g salaries to attract qualified
cai7didates. Colleyville was one of those cities, and it was an effective strategy. However,
wlule the City's salary range and starting salaries are on par with other cities, malcing it
possible for us to attract new officers, the strategy has led to a con7pression issue within the
department—maldng it difficult to retain existing officers.
Compression happens when existing salaries do not keep pace with higlier starting salaries.
lii Colleyville, it has manifested in such a way that experienced officers often are malcing a
salary somewhat equivalent to a new recruit. lii comparison to nearby cities, it may talce a
Colleyville police officer 10-15 years to eanl a salary equivalent to another city's officer who
has oi�ly three to five years of experience with that agency.
li1 the 2012 citizen survey, 97 percent of Colleyville residents ranked having a safe
community as the top priority. The Police Department's compression issue is addressed in
the fiscal year 2013 budget to retain experienced police officers and to ensure that Colleyville
continues to be one of the safest cities in Tarrant County.
Two firefighter/paramedic positions - $79,160
This budget includes the addition of $79,160 to complete funding of two Fire Department
firefighter/parainedic positions. These positions were budgeted and hired during the last half
of fiscal year 2012 as part of the adopted Fire Departn�ent staffin� plan. That plan provides
for full operational staffing in the department by October 2014 (fiscal year 2015) with the
addition of three additional firefighter/paramedic positions in each of the next two fiscal
years.
• Replacement battalion chief velucle - $75,795
This non-recurring fi�nding allows for replacement of a 2005 battalioi7 chief vehicle ii7 the
Fire Departinent through the Capital Equipinent Replacement Fund.
Reclassification of a traffic officer to a captain position -$22,101
Effective policing depends on the expertise and professionalism of its force. News reports of
officer mistalces and misconduct from cities around the country serve to emphasize the point.
While the Police Department has lcept pace with teclulology to ensure efficient service
delivery, it is equally important to address the ileed to train officers in modern police
techiuques and procedures—in short, it is critical to invest in the professional needs of our
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officers to equip them with the lcnowledge and slcills to prevent and fight crime—from the
streets to the courtroom.
The City currently employs two lieutenants, one dedicated to police operations (patrol,
traffic) and the other to services (code enforceinent, warrants, coinmuiuty services,
personnel/hiring, school crossing guards and resource officers). li1 the fiscal year 2013
budget, staff proposes reclassifyin� one traffic officer position to a captain's position. li1
addition to modernizing the department's procedures, the position, in concert with the police
chief, would also handle crime analysis, internal affairs management, development and
iinplementation of new perforinance measures, coordination of regional efforts for criminal
intelligence, team policing, investigations, and narcotics trafficicing. This position was
included in the police department staffing plai7 adopted by the City Coui7cil in 2011.
Note that the adopted fiscal year 2013 CCCPD budget allocates funds for a new patrol
officer. Combined with the patrol position added in mid-fiscal year 2012, tlus brings
Colleyville's patrol staffing level to 26.
• Replacement of two SCBA - $14,000
This recurring item allows for the replacement of two self-contained breathing apparatus
each year, which are worn by firefighters to provide breathable air during fire or rescue
operations.
• Citizen academies, Citizens on Patrol, Rehab Team -$10,000
Public safety remains a top priority among Colleyville residents and the City Council has
made a clear commitment to maintaining a strong public safety core. Colleyville citizen
volunteers have proven to be a valuable resource for Colleyville public safety professionals.
Continued fi�nding for the Colleyville Citizen Police and Fire acadeinies is recommended. In
addition, fi�nding for Citizens on Patrol and Rehab Team also is included to support these
high-fi�nctioning, volunteer-staffed-and-equipped programs that support various City
functions and events, or during extended emergency incidents where volunteers can safely
provide support.
• Emergency operations enhancements - $8,088
This funding includes an ongoing maintenance program for the City's eight outdoor wari7ing
sirens to ensure they are operational at all times. Also included is one-time fiinding for
upgrades and equipment replacement in the Emergency Operations Center (EOC), which is
utilized in emergencies or crisis situations in Colleyville. Most of the EOC equipment is
original to the building and has become obsolete. Finally, the City will join the National
Weather Service's ReadyWarn Program to provide automated delivery of real-tiine severe
weather and emergency alerts to Twitter, Faceboolc, and other social inedia networlcs.
• Mental health police officer certification -$1,500
This one-tin�e funding allows for certification of all uiuformed police officers in proper
procedures for dealing with those with mental health issues in crisis situations requiring
police intervention.
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Debt Set•vice
Ainbulance replaceinent - $40,000
First-year funding for replacement of the 2008 ambulance through a lease purchase plan is
included through the Debt Service Fund. The estimated total cost of the ambulance is
$225,000, which will be paid over a five-year period. The 2008 apparatus will be placed in
reserve status and the 2001 reserve ambulance will be auctioned.
C'ollevv�lle C'�°in2e C'orzt��ol ar�d Preverztiorz Dis�t�•ict (CC,C'PD)
The CCCPD will fi�nd five officer positions in fiscal year 2013, vehicle replacement, public
safety software maintenance, regional recn�iting and hiring, criine report/mapping and
analysis software, wireless support for mobile digital computers, n�obile video system
replacements and software maintenance, as well as contii7ued support of the Teen Court
program and fui7ding of Justice Center debt service. In addition, funding for the
implementation of conducted ei7ergy devices to subdue suspects and a weapons replacement
program for patrol rifles will be funded through the CCCPD in fiscal year 2013.
A community is about people and one of the most valuable assets in a commuiuty is its
neighborhoods. Tlirough deliberate and judicious land use decisions by Colleyville's past and
present elected officials and policymalcers, Colleyville's premier neighborhoods are in fact the
focal point of the city. The City Council has inade protecting and preserving neighborhoods ai7
important focus of local government.
Protecting and preserving neighborhoods takes many forms. Beyond providing public safety,
investment in the health of Golleyville's public infrastn�cture now and in the long-term is critical
to our neighborhoods ai7d, therefore, a top priority ii7 the fiscal year 2013 budget. Ai7d, while the
list of iiifrastn�cture projects touches on virtually every aspect of life in Colleyville, it was
iinportant to begin to address the city's most critical need—rebuilding and maintaining city
streets. Road quality has an impact on every Colleyville resident, business, and visitor—affecting
property values; business, school, and residential accessibility; and the quality of life of our
citizens. Furtherinore, in the 2012 citizen survey, residents rated street conditions as a major
concern. With a population that has increased by more than 50 percent since the early 1990s, it is
imperative that the city maintain and build its street ii7frastructure to meet the demands of a
growing residential and commercial population.
Funding recommendations for enhanceinents to the protection and preservation of neighborhoods
ii7 the fiscal year 2013 budget include:
Genet�al F�ijad
• Street n7aintenance - $2,423,594
A consistent focus by the City Council has been to continue effective funding levels for street
maii7tenance. Given this, the proposed budget agaii7 provides a base level of $1,000,000 for
pavement maintenance/rehabilitation. An asphalt overlay on a properly constn�cted street
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should last 20 to 25 years, if properly inaintained. Many of Colleyville's 158 miles of paved
streets were county roads that the city "iiillerited," but which were not constn�cted to current
standards. Those streets are lasting no more than eight to 12 years with just an overlay. As
we move forward, those streets not built to current city standards will be brought up to
standard either through the full-depth reclamation process or through complete reconstruction
so that they will perform as they should in the lonb terin.
The proposed budget includes an additional $1,423,594 for street maintenance and
reconstruction through the use of General Fund available cash. The comprehensive pavement
condition assessment conducted in late 2011 showed that the city should be investing $1.7
million over the current aiulual $1,000,000 in street inaintenance fi�nding simply to inaintain
the city's street system ii7 its currei7t conditioi7. Through the incremental use of fi�nds accrued
through judicious financial decisions over the past several fiscal years, we will begin
addressing these needs.
Street Capital linprovement Projects (CIP) - $1,800,000
li1 October 2008 the City Council adopted a 10-year, pay-as-you-go street CIP. This program
addresses street iiifrastn�cture improvements using General, Utility, and other appropriate
funding sources (as outlined in the CIP document). The fiscal year 2013 CIP funds
intersection improvements at Jackson and Cheek-Sparger roads through roadway and utility
impact fees and participation by Tarrant County through their 2006 bond program. Other
projects identified in the adopted CIl' will be fi�lly assessed and prioritized in conjunction
with fiiture infrastnicture investments.
Sidewallc repair — $50,000
The proposed budget maintains funding for the repair and maintenance of sidewallcs, helps
ensure pedestrian safety, and ei�l7ances Colleyville's "wallcability" factor. Funding in the
ainount of $50,000 is recoinmended for ongoing inaintenai7ce. This is ii7 addition to escrowed
constniction funds for neighborhood districts, as approved by the City Council in November
2008.
• Contractual building inspection services - $30,000
This item allows for additioi7al contractual building inspection services to ineet the growin�
demand for these services through the development process.
• Right-of-way mowing and tree trimming -$25,000
Funds in the ainount of $15,000 have been included for contractual right-of-way inowing in
areas where it is either impractical or dangerous for property owners to maintain the right-of-
way. An additional $10,000 is recommended for contractual tree trimming and removal of
liinbs on trees on public property, including along thoroughfares ai7d native areas.
Utilitv Fis�rd
• The cost of purchasing potable water fron� the Trinity River Authority (TRA) has increased
during the past year due to increased operational costs, decreased usage through effective
water conservation by area cities, and an overall percentage increase in Colleyville's percent
of debt service due to usage during ongoing drought conditions. TRA faces higher raw water
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costs, chemical costs, ongoing infrastructure maintenance costs, labor-related costs, and
compliance costs with more stringent state and federal water quality regulations, and it is
likely their rates will increase with TRA's new fiscal year beginning in December 2012.
In the event TRA increases their cost for treated water and wastewater, that cost will be
passed on proportionally to customers. Furthermore, it is likely the City of Colleyville will
institute a tiered water and wastewater rate stn�cture, as outlined in the Budget Overview
above, to continue encouraging water conservation on a long-terin basis.
Water and wastewater renewal program -$250,000
As part of the City's focus on lonb tern� infrastil�cture needs, the fiscal year 2013 budget
provides for funds to begin a prograin of proactive replacement of City water and sewer
lines, valves, pumps, lifts, inanholes, ii�lets, and other materials used in the delivery of
potable water to and the reinoval of sewage from Colleyville homes and businesses.
Dra��age F7rnd
Drainage renewal program - $25,000
The fiscal year 2013 budget also provides fiinds to begin a program of proactive replacement
of the City's drainage and stonnwater infrastnicture.
• Colleyville Clean Sweep - $5,000
Staff recon�mends continuation of the household hazardous waste collection progran� and the
Clean Sweep annual collection with $12,000 from the Drainage Fund and a conversion of
solid waste franchise revenue in the amount of $15,000, up from $10,000 in the current year.
lii firture years, it is incumbent upon the City to measure the sustainability of these options.
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An ongoing means of managing costs in the long-term is to aggressively seek ways to inaximize
economies of scale for cost savii7gs. As ii7 past years, part of the budget approach is to partner
with other governmental units to reduce redundancy across city borders, using the guiding
prii7cipal that such partnerslups should meet the benefit, economic, and efficiency thresholds for
Colleyville. With the success of current partner agreements, Colleyville has aggressively sought
additional partnerships opportunities to achieve successful, cost-efficient long-term service
delivery.
The proposed budget provides contract services with other governments and agei7cies in the
following areas:
M7rnicipal Co2at•t:
• lii fiscal year 2013, Colleyville and Keller will brealc new ground as the first Texas cities to
consolidate their inunicipal court operations. Last year, the Texas Legislature passed House
Bill 984, allowing cities with a contimious border, or those witlun a half-mile of each other,
to conduct court in one of the cities. Until HB 984, state law required cities to conduct
municipal court within their own borders. A court consolidation with Keller should be a
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smooth transition to a single-court operation due to our contiguous boundaries and utilization
of the same third-party service providers for prosecution, software, and warrant collections.
The combined court operation, to be located at the Colleyville Justice Center, is projected to
save Colleyville $57,188 annually.
Ar�in�zal Coht�•ol:
• In fiscal year 2013, Colleyville and Sotrtl�lake will consolidate animal control and shelter
services with Keller, a change that will result in improved aniinal services in all three
communities, reduction of redundancy in operations, better utilization of building and
technical resources, increased training time for employees, future cost savings and cost
avoidance, sufficient staffing for dedicated shelter and adoption personnel, and improved
compliance with state and national standards for the huinai7e treatment of aniinals.
Colleyville's current animal control officer will become an employee of Keller and will be
assigned to the regioi7al operation; however, the officer will remain the primary responder for
Colleyville. The first-year savings under the regional model will be approximately $6,844.
Long-term costs will increase slightly to offset the capital cost of an expanded aniinal shelter
facility in Keller; however, it should be noted that costs to continue the current animal shelter
interlocal agreement with the City of Hurst were slated to rise sigiuficantly had Colleyville
chosen to continue that arrangement.
PzabJic �Safetv
• Continuation of funding for the regional communications and jail services is included in
fiscal year 2013 through a multi-year interlocal contract with Keller and
Soutl�lake. Contracting these services reduced Colleyville's costs by $115,482 in the first
year, wlule increasing service levels provided to our citizens through additional dispatch and
jail staffing. Additionally in fiscal year 201 l, Tarrant County 9-1-1 leased the Colleyville
Comn�unications Center as a permanent bacic��p site, wluch created additional revenue.
Tarrai7t County 9-1-1 also will keep the facility up to date with the latest technology. Funding
is also provided to meet the contractual obligations for fire response in the Bedford Response
Area, a contract that will expire in September 2015.
• Colleyville will continue participation as a member city in Tarrant County's NETCO radio
consortium. In 2012, the NETCO consortiuin coinmenced ai7 up�rade to our 800MHz
Tn�nlced Radio System to Project 25 (P25) capability. The P25 conversion included all radio
equipment (i.e., towers, coi7soles, portable radios, ai7d handheld devices). NETCO member
cities will continue to contribute to the consortium for future maintenance and system
enhancement costs.
Sb�eet Overlav:
• To maximize street maintenance activities, the City will continue partnering with Tarrant
County for county labor resources for street maintenance, at no cost to the City. The county
has specialized street overlay capabilities and has shown a strong interest in providing
assistance to our maintenance progran�.
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Tees�� Cozr�•t:
• Colleyville partners with Grapevine, Keller, and Southlalce to operate the Metroport Teen
Court. The program is managed by the City of Southlalce. The fiscal year 2013 CCCPD
provides fiu7ds for our continued participation in this program in the amount of $33,750, one
fourth of the total program cost.
Elections:
• Staff recommends continuation of the contract with the Tarrant County Elections
Administration Department to conduct local elections at an aiulual cost of $7,000. The
efficiency and expertise provided by the county enhances the quality of the electoral process
available to our citizenry.
B�rildijzg Mairzte�raj�ce:
The city will continue to contract with Tarrant County for j anitorial support services for the
Colleyville Justice Center, Colleyville Public Libraiy, Colleyville City Hall, Colleyville
Senior Center, and the Public Worlcs Service Center.
Tax Ass�essnzeht arzd C'ollectior� S'en�ices:
The City will continue the agreement with the Grapevine-Colleyville liidependent School
District (GCISD) for tax collection seivices, as well as use of recreational facilities to
maximize our operating budget. I�l fiscal year 2013, the City will realize a savings in these
services ii7 the amount of $17,415, due to elimination of one position in the GCISD tax
office.
Economic Develo�rr�ent:
The City will continue partnering with the North Central Texas Council of Govenlments
(NCTCOG) to host a website offering property inforination in support of our economic
development efforts. City iiifrastn�cture information, mapping capabilities, and property
information is provided on the site. Contracting services for GIS-related mapping
information for aerial photography with the NCTCOG for public works and economic
developinent will also continue.
The proposed budget provides a staffing level of 185.75 full-time equivalents (FTEs), three more
than in fiscal year 2012, including 174 full-time positions. This reflects the addition of one police
officer (fi�nded through the CCCPD) and, due to the muiucipal court merger, a senior court clerlc
ai7d an administrative court clerlc (offset by revenue froin Keller). The 2013 staffing level also
reflects the elimination of the parlcs and recreation director and aiumal control officer positions,
and the reclassification and reinstatement of other positions as outlined in this document.
One-time lump sum payment
Consistent with the City Council's vision to deliver high quality service, inaintaining an
investment in staff was an important component in the development of this year's budget.
For the fourth consecutive year, no salary range or recurring compensation adjustmeilts are
recommended for employees beyond the proposed police compression adjustment. However,
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a one-time lump sum payment of two and a half percent of rem�lar salary for each employee
(with the exception of uniformed police employees) is proposed. However, the payment is
predicated on the satisfactory performance rating of each respective employee.
Coinprehensive job classification and coinpensation snidy
It is important to note that in the 2012 con�pensation survey and analysis, 52 percent of the
city's surveyed salary ranges were more than five percent below inarlcet. Another 42 percent
were within five percent, either below or above the marlcet, and only six percent were inore
than five percent above the marlcet.
Market adjustments to salary ranges have not been n�ade in the past two fiscal years due to
the ui7certainty of available resources to fund such ongoing operational costs. However, it is
now prudent to assess the city's coinpensatioi7 and classification system so that any future
long-term adjustments are structurally soui7d and based on reliable data. Funding in the
ainount of $66,000 is recoinmended for a comprehensive job classification and coinpensation
study. The study would include defining a coinpensation philosophy and strategy that is fair
and sustainable; a job classificatioi7 study that reviews the worlc performed by all employees
to determine the appropriate job classification stn�cture for the organization, consistent with
the compensation philosophy of the organization and in compliance with federal and state
labor laws; a job evaluation study to determine how jobs compare to one another based on
the level of work performed; and a compensation study to determine how the organization
compares to other employers in our defined labor markets. This information is then used to
design a salary grade stn�cture that reflects accurate and current conditions and allows the
city as an einployer to determine how it wishes to compensate its employees relative to the
marlcet, all consistent with the philosophy that has been established by the city. The last
comprehensive job classification and compensation study was conducted in fiscal year 2006,
prior to current market conditions and comprehensive organizational structure changes.
Einployee li7surance Benefits
In fiscal year 2013, the cost for the einployee insura�ICe program decreased 7.85 percent, an
approxin7ate decrease of $128,770 from fiscal year 2012. This ainount includes health,
dental, life, accidental death and dismeinberment, long-term disability, COBRA, flexible
spei7dii7g account administration, and a health reimbursement arrangeinei7t.
Fiscal year 2013 is the second year of tiered health insurance subsidies, which are based on
employee and spousal participation in the City's wellness program during the prior fiscal
year. This will also be the second consecutive year of decreased insurance costs for the City.
The annual health insurance premium subsidy for en�ployee-only coverage ranges from
$4,158 for Employee Tier 3 to $4,835 for Employee Tier 1, with family insurance coverage
costing $10,141 for Employee/Family Tier 3 to $12,191 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. Dependent insurance is at a base of 61 percent and up to 75 percent by
completing welli7ess activities. This structure has proven to be an innovative approach to
addressing increasing healthcare costs, while providing a bei7efit for einployees that allows
the City to maintain a competitive benefit position among its peer cities. The wellness
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initiative is designed to iinprove employee health and has reduced the City's costs in the
short-term with lower premiums. The wellness program is trending favorably in the long-
term due to reduced utilization.
Texas Municipal Retirement System (TMRS)
The City is con�initted to ensuring the retireinent benefit offered to en�ployees is both
affordable and sustainable. lii the past two years, the City has reduced our total yearly
pei7sion cost by 55 percent or $803,162 by adjusting the City's TMRS plan desigi7 and
providing the option to the City Council to grant retiree cost-of-living increases on a
discretionary basis. After again evaluating the City's plan design, the proposed fiscal year
2013 budget includes funding for participation in the TMRS program at a contribution rate of
7.18 percent (ani7ualized 7.23 percent), down 13.2 percent froin the currei7t annualized rate of
8.33 percent. This reduces the city's total TMRS costs for fiscal year 2013 by an additional
$89,189 over 2012 levels ai7d eliminates for the current actuarial period any unfui7ded
liability for the city.
Workers' compensation
The city's cost for worlcers' compensation insurance will decrease in fiscal year 2013 by
$14, 815 in the General Fund.
• Personnel Policies and Procedures Manual
lii fiscal year 2013, with input from an appointed employee committee, staff will complete
the comprehensive update of the Personnel Policies and Procedures Manual. This includes
reviewing current policies and developing new ones. Until now, the City had no official
policy goveriung the use of tobacco products by employees wlule on duty. Effective
November 1, 2012, in an effort to further our cominitn7ent to einployee health and wellness,
the City's new tobacco policy will talce effect, prohibiting the use of tobacco products wlule
on city property, in a city vehicle, or while in a City uniforin.
Coinprehensive perforinance manageinent program
Staff continues refinement of a comprehensive performance management program for the
City. Beginning in fiscal year 2011, quarterly reporting on program and service performance
was impleinented to better assess operational efficiency and create greater organizational
accoui7tability. Feedback from the performance management tools and performance
indicators continue to serve to reiiiforce aligmnent of city services with citizen expectations.
With limited persoiulel resources, the City of Colleyville is heavily reliant on technology to
optimize time ai7d available personnel in the efficient delivery of City services. As outlined in the
five-year iiiformation services strategic plan adopted by the City Council in 201 l, eiiliancements
to the City's teclu7ology infrastructure in fiscal year 2013 include:
• Audio-video equipment replaceinent in the Council Chambers —$169,000 (one-time
expei7diture)
• Addition of an inforination technology systein adininistrator -$74,781
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• Laserf'iche upgrade to allow inte�ration with the new Munis Financial Suite -$39,700
(one-time expenditure)
• External networlc security audit -$14,900 (one-time expenditure)
Capital Equipment Replacement Fund
The fiscal year 2013 budget allocates a one-time transfer of $200,000 to the capital
equipment replacement fi�nd. Capital equipment includes vehicles, heavy equipment, servers,
and other technology-related hardware.
Facility maintenance
The fiscal year 2013 budget provides additional funding $15,000 for in facility inaintenance
for the repair of aging public buildings that will supplement funds of $20,000.
Savings from contract consolidation
The fiscal year 2013 budget reflects a savings of $11,345 through the consolidation of office
printer and copier contracts.
BRAND COLLEYVILL °
Colleyville is an affluent community populated by an engaged, educated citizenry. Quality of life
and the quality of service delivery provided in Colleyville are important aspects of life in our
cominunity. The public aineiuties and services provided by the City are part of what malces
Colleyville unique, and an important element in the quality of life enjoyed by our citizens. These
include: availability of materials and programs at the public library, first-rate parlcs and trails,
recreational ai7d athletic programs, social activities and events, and opportunities for public
engagement and input.
In order to ineet the quality-of-life expectations of Colleyville citizens, the fiscal year 2013
budget provides additional fi�nds for the following:
Gehet�al F�i�rd
Library inaterials (various inediums) - $15,000
The proposed budget includes an increase of $15,000 for the Library's material collection to
bring the total aiuival investment to replace and enhance inaterials to $175,000. Tlus fi�nding
represeilts an annual collection ii7vestment equal to approxiinately 17 percent of the Library's
operating costs, just shy of the 20 percent national standard.
• Mowing and horticulture increase - $12,893
The proposed budget provides fiulding to increase horticulture support and mowing cycles in
high-visibility areas, including City Hall, the Bidault House, Colleyville Center and
Colleyville fire stations.
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Athletic field maintenance - $4,600
Colleyville citizens enjoy access to some of the best athletic fields in area. The fi�nding
proposed for athletic field maintenance reflects lugher costs for the materials i7eeded to
maintain those fields for both improved aesthetics and safety, including over-seeding soccer
fields, turf fertilization, and pest control.
C'EDC
• Right-of-way acquisition and constn�ction for Pleasant Run Trail -$486,340
The fiscal year 2013 CEDC budget 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, to
connect The Village at Colleyville area to the Cotton Belt Trail system.
Colleyville Center enhancements third-year paybacic -$165,331
The proposed budget includes the tlurd-year paybacic of a four-year plan that financed 2010
enhanceinents at Colleyville Center which were undertalcen to ensure the Center's role as a
revenue generator for the City, and an econoinic catalyst for local businesses, restaurants, and
service providers.
Construction of Cotton Belt Trail connection at Webb House -$165,000
The fiscal year 2013 CEDC budget includes proposed fi�nding for construction to connect the
existing trail at the Webb House to the Cotton Belt Trail, creating another trailhead in
Colleyville's trail i7etworlc.
Senior Center li�7proven7ents - $143,905
The fiscal year 2013 CEDC budget includes proposed funding for a rebranding study, as
identified in the Parlcs, Recreation and Open Space Master Plan and desigi7ated as a high
priority by the City Council to determine the highest and best use of the senior center facility
in the future ($35,000); renovations and building improvements anticipated to be identified
as a result of the rebranding study ($99,905); and replacement of worn tables and chairs
($9,000).
• Playground at L.D. Locicett Parlc -$100,000
The fiscal year 2013 CEDC bud�et includes proposed funding for the addition of a
playground in an underserved area of the city, and in a parlc with another trailhead along the
Cotton Belt Trail.
• Replacement of tables and chairs at Colleyville Center -$53,000
The fiscal year 2013 CEDC bud�et includes proposed funding for replacement of worn
event/meeting chairs at Colleyville Center.
• Replacement of Colleyville Center roof -$50,000
The Colleyville Center roof has exceeded its useful life and is in need of replacement and is
proposed for funding in the fiscal year 2013 CEDC budget.
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GENERALFUND
li1 developing the proposed budget, the focus was to construct a balance between revenues and
expenditures, and prioritized operational needs and long-term cominunity investment strategies.
Reveyl�res
Major revenue considerations in the proposed General FLU1d budget include:
• An increased Operation and Maintenai7ce (General Fund) tax rate component due to
declining bonded indebtedness, but there is no overall increase in the total tax rate
• I�lcreased sales tax revenue
• An ii7crease ii7 licenses and permits due to increased development activity
• An increase in intergovernmei7tal revenue due to the regionalization of the Municipal
Court
P�ope�tv Tax
The major budgetary issue in preparing an annual budget is the setting of the property tax rate.
Once the roll is received in late July, the tax rate is determined by the debt rate needed to pay for
the City's bonded indebtedness and fi�nds needed for maintenai7ce and operation fi�nding in the
General Fund.
In 2003, the City Council increased the Over 65 Property Tax Exeinption to $65,000 and
approved the Senior Property Tax Freeze in 2004. The loss in property tax revenue from the
over-65 property tax exemption for 2013 is projected to be $368,686, combined with the loss of
revenue for the Senior Tax Freeze of $127,731. Currently, 19.45 percent of all residential
property tax accounts are frozen.
The main source of incoine for the City is property taxes, accounting for 56 percent of our total
revenue. The Tarrant Appraisal District has certified Colleyville's property valuations for 2012
at $3,775,194,699 ($3,698,346,231 in certified value and $76,848,468 in pending appeals and
incomplete valuations), and includes $54,887,328 in new construction. This represents an
increase of $28,086,287 (0.75%) over the current year's taxable valuation of $3,747,108,412, per
the September l, 2011 certified values. The value of existing property on the tax roll is
$3,719,589,760, representing a decrease of $33,394,135 (-0.88%) over the current year's taxable
valuation. The total taxable value includes TIF zone property, which has a taxable value of
$253,582,779 and includes $8,141,453 in new construction. The final TIF value is subject to
change, as $11,697,926 in valuation is still under appeal. This represents an increase of
$15,814,461 (6.65%) over the current year TIF valuation of $237,768,318.
As subinitted, the proposed budget maintains a property tax rate of $0.3559 per $100 value to
support a property tax levy of $12,405,686, excluding the TIF property and frozen value. The tax
rate is con7prised of an operation and inaintenance rate of $0.31385, and an interest and sinlcing
rate of $0.04205. The latter coinponent provides fi�nding for retirement of the annual debt
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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
$0.362876. The effective tax rate is the rate at wluch the City would raise the same amount of
revenue raised in the last fiscal year. If the City of Colleyville were to adopt a 2013 tax rate equal
to the effective tax rate of $0.362876 per $100 of value, total taxes on existing property would
decrease compared to 2012 taxes by $660,803.
As shown in the following table, the proposed 2013 property tax rate will slightly increase the
typical hoineowner's tax bill coinpared to this year's tax billing by $3.81. The average residential
property tax bill is still less than the average property tax payinent in 2010 of $1,419.89.
Sales� Tax
The second maj or financial consideration guiding development of the budget is the growth of
sales tax revenues. The City collects a total 2 percent sales tax: 1 percent for General Fund and
the remaiiung 1 percent allocated for two half-cent special purpose districts. As there has been a
slight upturi7 in the local economy, a one percent revenue growth is projected over the fiscal year
2012 projection and an alinost four percent increase over the fiscal year 2012 adopted budget.
Licer�s�es� ajzd Pernzits
Building related revenue contii7ues to improve and the fiscal year 2013 proposed budget includes
a 22 percent increase over the fiscal year 2012 adopted budget. There are 135 new residential
housing starts forecasted for fiscal year 2013, which is at a pre-recession level after new housing
starts being at a level of under 100 for the past few fiscal years.
IfTtef•govei•rzmerital Reven2re
liitergovernmental revenue includes the first annual payment from the City of Keller as a result
of the muiucipal court consolidation in the amount of $216,980. Keller is paying 45.9% of the
total n�unicipal court cost based upon their percentage of total citations issued by both cities.
There is also a small reimbursement of administrative fees and building costs included in the
payment.
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Ex�ey�dit�n e.s
The following illustration shows how the City spends each tax dollar for the upcoming fiscal
year.
��
� THE UNITED ST �TES OF
� � �� � �
�
0 �� �
�� � ��`
�Ji1 ��, r �rJr r l�
Yublic Saket�� Sernce, $� � ��
UTILITY FUND
� �—
�MER CA �
� �� � ��
f�
J ���-���
,� �t' �
��
Yubhc \Vorli, Sernce, $01'
tihategic tien ices $ 0.1' �
Lei,tue Service, $0 1� �
Econonuc and Conuuunity De�-elopment $0_08
The Utility Fund is a proprietary fund structured and operated as a stand-alone business or
enterprise. For budgeting purposes, the fund segregates the operating expenses and debt service
ii7 an accounting fashion similar to the General Fund. In accordai7ce with Generally Accepted
Accounting Principles (GAAP), this fi�nd uses a fi�ll accrual basis of accounting that combines
the accounting of long-terin assets and liabilities with operating expenses and revei7ues. As a
stand-alone Enterprise Fund, the Utility Fund pays its share of overhead costs as a
reimbursement to the General Fund. The fund also makes a franchise fee payment to the General
Fund.
Revej�7res�
Under the current rate structure, water sales account for 75 percent of tlus amount and sewer
revenues account for 23 percent. I�lterest, tap fees, and iniscellaneous revenues n7alce up the
remainder. The current rates are based on the City paying TRA $2.53 per 1,000 gallons for water
ai7d $1.71 for wastewater, an increase of $0.21 and $0.08 respectively from 2011 rates. Meeting
bond covenant requirements, the existing rate stnicture provides for a 1.2 times coverage factor.
Expe�rdit�rr�es
Utility Fund expenditures total $12,315,772 for the proposed budget. The largest component, 66
percent of the fund, covers the contractual obligation for water ai7d wastewater to the Trinity
River Authority. li1 an effort to begin a comprehensive program to repair and rehabilitate the
utility system, the budget includes funding in the amount of $250,000. The expenditure increase
in the budget from fiscal year 2012 is due primarily to this renewal program and the increase in
the cost of treatinent of water and wastewater by Trinity River Authority. The following
illustrates the distribution of expenses for the Utility Fund.
Y , ���
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COLLEYVILLE
,�
��lmmistre
DEBT SERVICE FUND�
The City budgets for debt service in two separate fiu7ds - utility and tax supported debt services.
The total fiscal year 2013 debt obligation for tax supported debt is $2,296,446, an increase from
the fiscal year 2012 total of $2,117,990. There is a planned drawdown of fiuld balance in the
ainount of $450,000 for the first year repayinent of the lease purchase agreement for the towers,
consoles, portable radios, handhelds related to the upgrade of the 800MHz Trunlced Radio
System to Proj ect 25 (P25) capability, which was entered into in fiscal year 2012. Additionally,
there is $40,000 included for the first year payment of a lease purchase agreement of a
replacement ambulance. There is declining debt service in the remaining outstanding debt
obligations and a refunding of outstanding callable debt occurred in fiscal year 2011. The
projected ending fiscal year 2013 fi�nd balance will be in excess of the 90 day reserve needed.
The Utility Fund's times coverage ratio of 1.20 is effectively met with a projected 1.50 ratio in
the current rate sti-ucture. The total utility supported 2012 bonded debt obligation is $827,234.
Also included is the repayment to the Colleyville Tomorrow Fund for the internal financing of
the acquisition of a vactor truck in the amount of $44,286. The acquisition was approved in fiscal
year 2012 and the Utility Fund will be repaying the Colleyville Tomorrow Fund this amount
aiu7ually for the next seven years, which would be the teriil of the lease if financed exten7ally.
Furthermore, the City's bond ratings are evidence of Colleyville's financial strenbth. In 2009, the
City received an upgrade in its general obli�ation bond rating from AA+ to AAA from Standard
and Poor's. A strong tax base growth coupled with a low tax rate, stron� financial performance,
and substantial cash balances are the primary reasons for the bond rating.
In fiscal year 2012, the City's rating recently went through its biannual bond rating review with
Fitch Ratings for outstanding General Obligation and Water and Sewer debt and the AAA rating
was reaffirined by Fitch Ratings. The lcey ratings drivers for the `AAA' ratin� for the General
Obligation debt were a healthy finai7cial profile, solid tax base, manageable debt burden, and
broad diverse economy. For Water and Sewer debt the key ratings drivers for the `AAA' rating
were conservative financial management, rate flexibility, low debt, and limited capital needs.
The Waterworks and Sewer Systen� revenue bonds and the Drainage System revenue bonds also
received a rating upgrade in 2009. Standard and Poor's upgraded the water and sewer utility
revenue bonds from AA- to AA+ and drainage utility revenue bonds from AA to AAA. Fitch
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CALLEYVILLE
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ICBA also upgraded our Draii7a�e System revenue boi7ds from A+ to AA. Reasons for the
upgrades include strong financial operations, growth in service area, adequate water and sewer
treatment capacity to meet future demands, and moderate debt ratio with manageable future
borrowing plans. These credit ratings for outstanding debt mean the City's bonds are considered
to be of superior investment quality, ineaning lower interest payments. With a population of
23,090, Colleyville is the only city in Texas with a population under 25,000 to hold bond ratings
of this quality.
lii 1993, the City Council adopted a montlily fee assessed on residential and commercial utility
billing accounts for stormwater inanagement. The Stormwater Drainage Utility Fund lceeps pace
with the increased operation and maintenance of the city's drainage system and addresses
federally mandated requirements for stormwater systems.
Tlus fui7d is designated to help the Public Worlcs Department maintain streets, sewers and
drainage ditches to manage runoff from commercial and residential development. A Drainage
Division was previously established to account for related personnel and operating costs.
The Fund receives $929,669 annually from the collection of the monthly fee. Annual debt
payments for the outstanding bonds comprise $253,028. lii fiscal year 2013, $25,000 has been
allocated for infrastructure renewal and the remaining funds of $570,131 are allocated for six
staff positions and drainage projects througliout the city. The drainage bonds require a coverage
ratio of 125 tiines annual debt service, approximately $316,285 annually. Also included is the
repayment to the Colleyville Tomorrow Fund for the internal financing of the acquisition of a
Gradall excavator in the amount of $19,032. The acquisition was approved in fiscal year 2012
and the Storinwater Drainage Utility Fund will be repaying the Colleyville Toinorrow Fund this
ainouilt annually over the next six years, which would be the term of the lease if financed
externally.
SPECIAL DISTRICTS
The City Council continues to be innovative in evaluatin� financing options for various City
prograins. Prograins implemented, to date, include:
Colleyv�Ile Tax Irlcremerrt Fincr�rcirrg (TIF) Dis�t�ict
The Tax lilcrement Reinvestment Zone (TIRZ) District, also lcnown as the TIF, was created in
1998. The primary goal of the district is to encourage quality commercial development in the
city. The district boundaries predominately occupy property located along State Highway
26/Colleyville Boulevard, comprising 633 acres of land area. The base value for the district was
$75,821,735 in 1998. Incremental values subsequent to January 1998 are taxed at the City's
adopted property tax rate. However, the ad valorem revenues are utilized within the district
rather than being allocated to the City's overall budget. Overlapping taxing entities, including
Tarrant County, Tarrant County College District, Tarrant County Hospital District, and the
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Grapevine-Colleyville li�dependent School District participate at varying levels ii7 the district by
assigning their ad valorem tax dollars.
The incremental value for fiscal year 2013 (tax year 2012) is $253,582,779, an increase of
$15,814,461 (6.65 percent) froin the valuation for fiscal year 2012 (tax year 2011). �il 1998,
initial planiung projections stated the anticipated incren�ental property valuation for the District
would be $178,553,600 in fiscal year 2013. The actual fiscal year 2013 incremental value is a 42
percent increase over the original 1998 proj ection for fiscal year 2013 and 334 percent over the
base value of the district.
The debt service payment for the coming year is $679,650 for bonds issued for district projects.
Additionally, expenditures are anticipated for payments to the Village at Colleyville and Town
Center at Colleyville for developer asset repurchase agreeinents as a result of TIF Board and City
Council incentivized approved projects.
Collevyille's TIF District is one of the highest performing in the state. The proposed budget
recommends usii7g TIF fui7ds to pay for required utility infrastructure relocatioi7 on State
Highway 26/Colleyville Boulevard. This would be done in lieu of a debt issuance through the
City's Utility Fund, and would require an expansion of the current TIF plan to allow for utility
iiifrastructure expenditures. TxDOT anticipates bidding the second phase of constn�ction for
lughway improvements sometiine in 2014. A sufficient cash balance is projected in the TIF fi�nd
to cover the $3.8 million utility relocation project, so that a debt sale will not be needed.
C'ollevv�Ile C'�°in2e C'orzt��ol aj�d Preverztiorz Dist�ict (CC'C'PD)
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, ui�less voters
continue the district by approval of a referendum. li� 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 from
prior years' coverage ratio and related interest income for the proposed budget is $1,424,940.
The budget provides funding for the ani7ual debt for the Colleyville Justice Center, coinpensation
for five police officers, vehicle replacement and various minor capital, with total expenditures of
$1,222,570 for fiscal year 2013.
Collevv�Ile Econom�c Developn�ent Cofpo�atio� (CEDC)
Atrthority for the Corporation is provided by state statute as a 4B Corporation. The 0.5 percent
sales and use tax approved by the voters in August 1996 has been an important resource in our
capital improvement program for community related facilities. Expected revenue from the
special purpose sales tax, use of fi�nds generated from prior years' coverage ratio and related
interest incoine for the proposed budget is $2,371,717. The CEDC Board will ineet in August to
approve the proposed budget. Funding provided by this special sales tax has been allocated to
cominui7ity developinent initiatives consistent with the authorization of the corporation,
including park facilities, the Colleyville Public Library, and Colleyville Center. Consistent with
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CALLEYVILLE
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state law, soine funds will lilcely be allocated by the board of directors for promotional efforts for
special events and marlceting.
FUTURE OUTLOOK
i�
Our local economy was robust for the majority of the past decade. During tlus period, the City
Council exlubited pnident fiscal foresight and overall restraint in the face of con7pelling, yet
competing deinands for limited resources. Because of the current tax stn�cture and the
coinponents of costs for local governments, facing long-term fiscal challenges is a reality for
most cities in Texas.
Property tax as a revenue source cotild be adversely affected in future years if state legislative
efforts are successfi�l in decreasing the current 10-percent cap on residential appraisal growth.
Growth caps of 3 percent and 5 percent for local govermnent property appraisals have been
discussed in recent legislative sessions. Therefore, diversification of the tax base is essential and
the most iinmediate means for remedy is through strong economic development efforts.
A benefit of a city reaching complete build-out is the efficiency in realizing the maximization of
revenues. For a city like Colleyville, this brings about son�e uiuque challenges. Colleyville is
landlociced and is alinost entirely developed. This ineans it has few opportunities for tn�e growth.
This obligates the City to maxiinize econoinic opportunities within its very limited available
commercial land and zoning. The city is primarily zoned and developed as residential, with only
a very small percentage of the land zoned for coininercial activity. Prudent and judicious
consideration must be made regarding its firture use. It will be incumbent upon us all to
m�ardedly review all proposals for conversion of this liinited coininercial space to i7on-
commercial uses or less productive commercial use.
To effectively and efficiently meet the needs of our citizens, innovation and continual
improvements by the organization are expected. Colleyville's ability to provide excellent public
service for our citizens is due to the dedication, slcills, and talei7ts of not just our elected officials
and volunteer board members, but also by our outstanding employees. Einployee devotion and
cominitment to this community are demonstrated each and every day. Compei7sation study after
study reveals that Colleyville frequently ranlcs lower of area cities in actual salaries for its
employees. Yet at the same time, we have a citizenry that exhibits high deinands and
expectations. It is critically important the City Council stay focused on investing in competitive
compensation and benefits in order to attract and retain high quality employees. An additional
potential pressure oi7 the City's budget is the ongoing threat of federally mandated collective
bargaining for public safety employees. Texas is a local-option state that allows local entities to
detenlline if collective bargaiiung is appropriate for its public safety en7ployees. This federal
proposal is an unprecedented encroachment into state and local public safety operations and is
actively being opposed by local officials and agencies around the country.
li1 a continued effort to be proactive and anticipate future needs, the City routinely evaluates
trends and identifies specific challenges expected over the next 10 years. Each segment of the
organization has conducted a thorough examination of fi�ture needs as they relate to the City's
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CALLEYVILLE
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strategic plan, citizen expectations and the Colleyville vision stateinei7t. Public safety anticipates
specific demands related to Colleyville's aging population, including the potential need for a
second front line ambulance within the i7ext 10 years that would have an annual impact to the
budget of more than $600,000. li7 addition, as Colleyville's neighborhoods and other properties
continue to age, increased code enforcement capabilities will be necessary to avoid any
degradation in property standards that could have a negative impact on home values and criininal
activity.
Lastly, it is incumbent upon the City to anticipate the needs of its citizens. Colleyville is
maturing as a city, which also ineans an aging infrastructure. Oi7e of the lughest priorities for the
City in this and firture years will be to ensure the city's public infrastil�cture remains sound so
that the investinei7t our citizens have made in Colleyville is protected. With a population that has
increased by more than 50 percent since the early 1990s, it is iinperative that the City maintain
and build its infrastructure to meet the deiilands of our residential and commercial population.
CONCLUSION �
�
The Gity has been consistently recognized throughout the years for its judicious inanagement 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 position to deliver
municipal programs and services that our residents can be proud of and that malce Colleyville a
desirable location for residents, businesses, and visitors.
In this budget, the City has resources to continue protection of our neighborhoods; continue worlc
toward optimal staffing of our public safety operations; leverage technology to improve
efficiei7cy and service delivery; ai7d commit $2,473,594 to street and sidewallc repair worlc.
These services will help maintain a high quality of life for our citizens that will pay dividends
through cleaner and safer streets on which residents and businesses can thrive, as well as in
future property and sales tax revenue to fund essential services.
As always, staff will continue to be diligent in its review of City finances in order to assist the
City Council in malcing 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.
The proposed budget is presented for your consideration with the commitment and confidence
that it effectively funds the varying needs of the community. It provides a strong financial plan,
while ensuring a superior level of muiucipal services to our citizens. We feel conf'ident the
projections and estimates are conservative, yet reasonable and accurately reflect anticipated
revenues and muiucipal needs. We loolc forward to worlcing with you to achieve all the goals set
forth in this proposed budbet.
Underlying Colleyville's success is a unifying commitment across the organization to exercise
fiscal discipline, deliver services with maximum efficiency, and provide improved results to the
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ei7tire community. Ui7doubtedly, we will be continually challenged to maintain a structurally
balanced budget once it is achieved.
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 managen�ent
principles espoused by the City Council and to implement sound, lon�-term fiscal solutions that
will carry the city into the future. While inany of the changes included in this service plan were
difficult decisions, they will help assure the lonb term financial viability of the City and will help
protect our core services and infrastnicture.
In summary we pledge our time and talents to achieve continued excellence for the citizens we
serve and it is our honor to do so.
, f -i�n f �� �-%r�%%�r
Jemufer Fadden
City Manager
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VISION
Colle}�� ille is a model cit}� «ith atteution to being an efficieut and attracti�-e
neighborhood-oriented communit��, sensiti�-e to our histoi-��, resources and residents.
STRATEGIC POINTS
Make a lon�-term commitment to economic dc��elovment an�l pr•omote a nzol•e di>>ersified tax base
• Protect and presei� e conunercial development along Colley�,�ille Bl��d. in order to masinuze the lughest and best
use of the Cin 's primai� conunercial corridor.
• Mitigate the econoinic impact of road�� ay° reconsril�ction.
• Worl� �� ith propei� o�� ners and representatives to master plan the reinaiiung large, nndeveloped tracts of
coimnercial propei��.
• Promote a destinarion / eisitor's econom��.
• Pi�rsi�e oppoitniuties to ad�-ance small bi�siness de��elopment and create bi�siness incubators in order to m�rture
the commercial tal base.
• Market Colleyville as a medical specialist, procedure and laboratoiy center.
• Encoi�rage conunercial de��elopinent along Precinct Line Road.
• Promote the retention and si�ppoi�t of local bi�sinesses.
Fo.ster excellence in coi•e .set7�ice delivetv
• Ensure adeqi�ate resonrces for the comimuun��s piiblic safen piiorities.
• Pro�°ide adeqnate rein��estment to ensiue lugh qiialin infrasti�uchire.
Pro� ide prenuer parl�s, open spaces and neighbarhood comiecti�Tin .
Promote life-long leai7ung and conum�iun- engageinent tluongh the Colle}-�Tille Public LiUrary.
Maintain a repntation for lugh qnalin� and niuqi�e cnstomer sei��ice.
Pe•otect an�l vi�eser7�e Collcnrnille',s nei�lebor�lzoocls
• Preser� e Colle�-� ille's i�iuqi�e, rnral neighborhoods and lu�h propeit� � ah�es.
• Mirigate the iinpact of aging infrastrncture.
• Utilize partnerslups to eiil�ance safen° and securin� and comimiiuty ameiuties.
• Contim�e inobilin eiil�ancements tl�t complement neighborhoods.
Delirer• sus2ainable �orernnzent
• Weigh and e�, ahiate citizeu eipectations in relation to City build out and a�-ailable reveni�es.
• Seel� iiuio� ati� e tecluiolob� soh�tions «here appropiiate.
• Idenrify alternati�Tes to increasing costs of sei� ice delivery.
Deli�°er fiscall� respoi�sible go�Tei7unent.
Athact and retain lugh qi�alin-° employ°ees.
Bt•a�a�l Collevrille with a ur�ique identitv
• Celebrate and promote Colle��-ille's ��illingness to be iuuqi�e / set apart from other cities.
• Capitalize on Colle��� ille�s sinall to�tin feel in the iniddle of the metroplei.
Contim�e to pro� ide a i�iuqi�e pi�blic asseinbl� facilin that stiim�lates econonuc acti�-in� and promotes
conum�iun interaction.
Celebrate Colleti���ille's muqi�e destinatioi�s.
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FY 2013 REVENUE ESTIMATE
GENERALFUND
AD VALOREM TAXES
5101-CURRENT TAXES
5102-DELINQUENT TAXES
5103-PENALTY & INTEREST
TOTAL AD VALOREM TAXES
FRANCHISE TAXES
FY 2010 FY 2011 FY 2011 FY 2012 FY 2012 FY 2013
ACTUAL BUDGET ACTUAL BUDGET PROJECTED PROPOSED
10,292,035 10,155,472 10,182,430 10,459,902 10,583,516 10,825,606
77,417 63,000 130,136 63,000 105,000 72,000
94, 080 57, 000 103, 889 57, 000 72, 000 63, 000
$10,463,532 $10,275,472 $10,416,455 $10,579,902 $10,760,516 $10,960,606
5201-ONCOR ELECTRIC 818,484 815,000 864,130 919,133 1,024,876 840,000
5202-TRI-COUNTY ELECTRIC 108,334 110,000 120,249 115,000 118,281 115,000
5203-ATMOS GAS 341,528 345,000 381,513 355,000 333,073 335,000
5204-AT&T 116,151 118, 000 99, 534 90, 000 90, 000 85, 000
5205-VERIZON/OTHERS 43,822 44,000 74,519 40,000 75,000 75,000
5206-GARBAG E/RECYCLIN G 126, 550 126, 000 124, 649 122, 000 127, 500 145, 800
5207-CABLE TV 312,196 265,000 366,674 270,000 370,000 378,000
TOTAL FRANCHISE TAXES $1,867,065 $1,823,000 $2,031,268 $1,911,133 $2,138,730 $1,973,800
SALES TAX
5301-1% SALES TAX 2,638,280 2,356,976 2,642,996 2,580,550 2,760,000 2,675,000
5302-MIXED BEVERAGE TAX 75,365 73,000 80,731 60,750 65,807 67,000
TOTAL SALES TAX $2,713,645 $2,429,976 $2,723,727 $2,641,300 $2,825,807 $2,742,000
LICENSES & PERMITS
5411-BUILDING
5412-PLUMBING
5413-MECHANICAL
5414-ELECTRICAL
5416-CITY LICENSE
5417-BUILDING PLAN REVIEW FEE
5418-NEW BUSINESS
5419-ANIMAL
5420-SIGN PERMITS
5421-FENCE PERMITS
5423-FIRE PERMIT FEES
5424-IRRIGATION PERMIT FEES
5425-GAS AND OIL WELL PERMIT FEE
TOTAL LICENSES & PERMITS
FINES
5611-FINES
5612-FINES-ALARMS
5630-LIBRARY FINES
348,471
42, 271
35, 934
38,537
40, 755
66, 555
3,995
769
5,140
4, 3 50
8,650
11, 705
0
348, 924
43, 257
28, 868
37, 568
37,372
59, 753
3,372
900
5,463
4,920
8,000
10, 214
0
536, 534
60,124
37,811
48, 721
40,472
90, 790
4,935
677
7,486
3, 700
7, 250
15, 090
70, 000
360, 000
43, 257
28, 868
37, 568
37,372
55, 207
3,372
800
5,463
3, 500
6,500
13, 660
0
600, 000
63, 000
38, 000
55, 000
39,372
95, 000
5,372
550
5,463
3, 700
7,500
13, 660
0
485, 768
48, 680
28, 868
37, 568
37,372
55, 207
3,372
0
5,463
3, 500
6,500
13, 660
0
$607,132 $588,611 $923,590 $595,567 $926,617 $725,958
1,087,155 825,000 860,707
59,200 47,000 60,425
27,473 23,124 25,850
795, 000 800, 000 795, 000
70, 000 52, 000 52, 000
23,124 23,124 20, 969
TOTAL FINES $1,173,828 $895,124 $946,982 $888,124 $875,124 $867,969
FY 2013 REVENUE ESTIMATE
GENERALFUND
CHARGES FOR SERVICES
5511-PLANNING AND ZONING
5512-PLAT FEE
5514-BOARD OF ADJUSTMENT
5711-SALE OF MATERIAL
5712-WEED MOWING
5718-ANIMAL IMPOUNDMENT FEE
5721-AMBULANCE
5722-RECREATION PROGRAM
5811-ENGINEERING & INSPECTION
5812-CHGS & REIMBURSEMENTS
5845-LOT DRAINAGE INSP FEE
5855-FIELD USE CHARGE
5873-COLLEYVILLE CENTER FEES
5874-NON-RESIDENT FEE
TOTAL CHARGES FOR SERVICE
FY 2010 FY 2011 FY 2011 FY 2012 FY 2012 FY 2013
ACTUAL BUDGET ACTUAL BUDGET PROJECTED PROPOSED
13, 200
3,265
3,250
432
13,353
3, 508
236,067
208, 997
17,697
150
10,375
21,485
189, 030
21,440
$742,249
6, 765
4,988
1, 250
400
14,770
2,825
240, 000
157, 525
5,000
0
10, 250
20, 500
200, 000
26, 000
$690, 273
7, 892
5,123
2, 000
343
7, 900
2,632
306, 959
189, 891
0
0
14,875
23,860
245, 749
31,470
$838,694
3,690
2,000
1,250
300
4,000
2,000
255, 000
157, 525
0
0
10, 250
23,870
220, 000
36, 570
$716,455
10, 500
4,000
2,000
120
7,000
1,300
270, 000
145, 779
12,424
0
16,875
22,110
225, 000
36, 525
$753,633
7, 500
4, 000
1,250
100
6, 500
0
275, 000
145, 000
0
0
16,875
22, 500
230, 000
36, 570
$745,295
INTERGOVERNMENTAL REVENUE
5828-DARE OFFICER REIMB 89,793 89,792 89,792 89,792 89,792 89,792
5942-KELLER COURT 0 0 0 0 0 216,980
TOTAL INTERGOVERNMENTAL REVENI $96,118 $89,792 $89,792 $89,792 $89,792 $306,772
MISCELLANEOUS REVENUE
5714-SALE OF SURPLUS PROPERTY
5716-INTEREST INCOME
5719-MISCELLANEOUS
5832-ANTENNA LEASE
5867-LEASE PROCEEDS
5790-USE OF AVAILABLE CASH
TOTAL MISCELLANEOUS REVENUE
65, 306
29, 252
80,492
89, 782
981, 238
0
$1, 246,070
3,000
75, 000
55, 000
65, 000
0
0
$198,000
7, 098
60, 855
55,111
67,400
0
0
$190,464
3,000
35,000
45, 000
67,466
0
0
$150,466
10, 000 10, 000
35,000 35,000
52, 000 54, 000
70, 040 70, 040
0 0
0 1,000,000
$167,040 $1,169,040
TRANSFERS IN
5872-TRANSFER FROM UTILITY FD 857,622 816,297 858,879 901,829 1,081,868 956,469
TOTAL TRANSFERS IN $857,622 $816,297 $858,879 $901,829 $1,081,868 $956,469
TOTAL GENERAL FUND REVENUES $19,767,261 $17,806,545 $19,019,851 $18,474,568 $19,619,127 $20,447,910
FY 2013 REVENUE ESTIMATE
UTILITY FUND
OPERATING REVENUE
5817-WATER SALES
5818-SEWER SALES
5821-SEWER INSTALLATION
5822-WATER INSTALLATION
5827-ENGINEERING & DEV
5829-SEWER TIE-ON CHARGES
5833-PENALTIES
5839-MISCELLANEOUS REVENUE
TOTAL OPERATING REVENUE
NON-OPERATING REVENUE
5716-INTEREST INCOME
5790-USE OF AVAILABLE CASH
TOTAL NON-OPERATING REVENUE
TOTALINCOME
FY 2010 FY 2011 FY 2011 FY 2012 FY 2012 FY 2013
ACTUAL BUDGET ACTUAL BUDGET PROJECTED PROPOSED
8,152,807 8,552,558 10,721,138 9,151,842 9,151,842 9,361,814
2,583,177 2,718,634 2,802,217 2,858,704 2,858,704 2,884,565
7,300 7,000 10,800 7,000 7,000 7,000
19,181 21,000 27,630 21,000 21,000 21,000
7,350 5,000 8,418 5,000 5,000 5,000
4,500 5,000 3,000 5,000 5,000 5,000
200,079 173,024 229,830 180,158 180,158 183,696
30,194 13, 000 17,101 14, 000 14, 000 13, 000
$11,004,588 $11,495,216 $13,820,134 $12,242,705 $12,242,705 $12,481,075
11, 526 50, 000 34, 520 20, 300 20, 300 20, 300
0 0 0 0 0 0
$11,526 $50,000 $34,520 $20,300 $20,300 $20,300
$11,016,114 $11,545,216 $13,854,654 $12,263,005 $12,263,005 $12,501,375
FY 2013 REVENUE ESTIMATE
DRAINAGE UTILITY FUND
OPERATING REVENUE
5942-DRAINAGE FEES
5833-PENALTIES
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 2010 FY 2011 FY 2011 FY 2012 FY 2012 FY 2013
ACTUAL BUDGET ACTUAL BUDGET PROJECTED PROPOSED
879,726 887,880 885,590 901,680 901,680 913,680
15, 526 15, 538 14, 500 15, 779 15, 779 15, 989
$895,252 $903,418 $900,090 $917,459 $917,459 $929,669
4, 522 5, 000 2,178 3,150 3,150 3,150
15,864 0 0 0 0 0
0 0 0 0 0 0
$20,386 $5,000 $2,178 $3,150 $3,150 $3,150
$915,638 $908,418 $902,268 $920,609 $920,609 $932,819
GENERAL FUND - DEPARTMENT / PROGRAM BUDGET SUMMARY SHEET - FISCAL YEAR 2013
1I�:Z•Z�3:L1i41
Manager
ling Inspection
iomic Development
Secretary
brary
�gineering
�mmunity Development - Planning & Zoning
Fire Admin
EMS Operations
Fire Operations
Fire Prevention
re Total
Police Admin
Police Animal Control
Police CID
Police Communications/Jail
Police Community Services
Police Patrol"
Police SRO
Police Warrant
Police Code Enforcement
�lice Total
Parks Athletics
Parks Maintenance
�rks Total
reets Maintenance
Recreation
Senior Center
=_creation Total
�mmunication
�Ileyville Center
aman Resources
unicipal Court
eet Maintenance
ailding Services
Information Services
Information Services GIS
formation Services Total
�pital Equipment Reserve Transfer
rateqic Initiatives Fund Transfer
PERSONNEL SERVICES SUPPLIES OUTLAY TOTAL
$554, 654
$254, 336
$283, 942
$217, 975
$252, 736
$0
$548, 776
$341,500
$200, 391
$212, 937
$453, 876
$2, 436, 619
$111,880
$3, 215, 313
$678, 870
$0
$349, 817
$0
$74,769
$1, 670, 290
$233,362
$87,633
$60,381
$3,155,123
$247, 555
$392, 907
$640, 462
$466, 306
$152, 267
$20, 444
$172,711
$119,161
$291, 882
$218,524
$362,668
$198, 654
$64, 961
$273,176
$38, 949
$312,125
$0
$0
$42,005 $3,871 $0 $600,530
$48,175 $5,106 $0 $307,617
$89,673 $6,077 $0 $379,692
$97,822 $3,899 $0 $319,696
$170,270 $11,890 $0 $434,896
$130,460 $0 $0 $130,460
$120,695 $18,062 $30,000 $717,533
$45,210 $6,429 $0 $393,139
$32,405 $5,268 $0 $238,064
$133,172 $19,303 $0 $365,412
$63,849 $46,621 $0 $564,346
$542,653 $57,550 $20,000 $3,056,822
$11,785 $3,040 $0 $126,705
$751,459 $126,514 $20,000 $4,113,286
$272,812 $26,950 $0 $978,632
$60,288 $0 $0 $60,288
$22,425 $4,475 $0 $376,717
$428,582 $0 $0 $428,582
$63,678 $100 $0 $138,547
$105,525 $30,783 $0 $1,806,598
$9,161 $0 $0 $242,523
$4,231 $0 $0 $91,864
$11,608 $1,576 $0 $73,565
$978,310 $63,884 $0 $4,197,317
$137,428 $33,975 $0 $418,958
$544,094 $32,259 $0 $969,260
$681,522 $66,234 $0 $1,388,218
$306,185 $2,563,505 $5,000 $3,340,996
$133,201 $23,707 $0 $309,175
$21,004 $9,880 $0 $51,328
$154,205 $33,587 $0 $360,503
$23,315 $200 $0 $142,676
$78,881 $11,774 $0 $382,537
$18,061 $925 $0 $237,510
$30,671 $18,466 $0 $411,805
$23,505 $5,163 $0 $227,322
$250,036 $10,562 $0 $325,559
$169,527 $36,890 $234,600 $714,193
$268 $4,517 $0 $43,734
$169,795 $41,407 $234,600 $757,926
$0 $0 $231,000 $231,000
$200,000 $0 $0 $200,000
�nsation Adjustment $402,751 $0 $0 $0 $402,751
GENERAL FUND $12,274,951 $4,639,018 $3,009,771 $520,600 $20,444,340
� Induding CCCPD Funding $3,593,514 $1,039,347 $63,884 $201,218 $4,897,963
PERSONNEL SERVICES SUPPLIES OUTLAY TOTAL
$560,399
$222,614
$240,754
$192,938
$247,356
$0
$525,000
$299,477
$185,612
$212,411
$455,060
$2, 344, 975
$112,784
$3,125,231
$579,455
$54, 558
$375, 616
$0
$76, 413
$1, 764, 042
$237, 433
$88, 837
$60, 842
$3, 237,195
$253,757
$503,451
$757,209
$640,474
$133,204
$0
$133, 204
$120, 634
$269, 061
$211,376
$224, 537
$186,214
$0
$176,249
$32,715
$208,964
$0
$0
$183,115
$11,771,364
$3,566,132
$36,352 $3,871
$53,163 $5,106
$85,316 $4,632
$110,774 $4,789
$170,037 $12,964
$125,460 $0
$122,749 $19,561
$36,147 $5,814
$27,737 $5,318
$121,141 $11,138
$59,148 $43,266
$474,148 $47,032
$6,287 $1,965
$660,724 $103,401
$263,775 $27,450
$11,639 $935
$20,142 $4,598
$429,107 $0
$63,860 $100
$84,946 $28,083
$9,903 $0
$4,834 $0
$11,685 $1,496
$899,891 $62,662
$119,437 $26,805
$509,808 $31,827
$629,245 $58,632
$335,609 $1,137,859
$132,664 $24,507
$21,265 $9,229
$153,929 $33,736
$22,998 $200
$79,645 $11,774
$15,245 $965
$16,836 $10,641
$17,450 $5,025
$217,672 $6,000
$145,722 $34,886
$109 $2,400
$145,831 $37,286
$0 $0
$260,000 $0
$0
$0
$0
$0
$0
$0
$80,000
$0
$0
$0
$0
$5,400
$0
$5,400
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$5,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$352,962
$0
$352,962
$281, 000
$0
$600, 622
$280, 88�
$330, 702
$308, 501
$430, 35 %
$125,46C
$747, 31 C
$341,43E
$218, 66 %
$344, 69C
$557, 474
$2,871,55`
$121,03E
$3, 894, 75E
$870, 67�
$67,132
$429,10 %
$140, 37?
$1,877,071
$247,33E
$93,671
$74,02?
$4,199, 74E
$399, 99�
$1, 045, 08E
$1, 445, 08E
$2,118, 942
$290, 37`
$30, 494
$1
$227,5E
$252,01
$208, 6E
$223, 67
$709, 81
$35,2�
$745, 0�
$281,OC
$260, OC
$0 $0 $0 $183,11
$4,426,927 $1,536,344 $724,362 $1
$953,310 $62,662 $157,135 9
UTILITY FUND - DEPARTMENT BUDGET SUMMARY SHEET - FISCAL YEAR 2013
PROPOSED FISCAL YEAR 2013 ADOPTED FISCAL YEAR 2012
DEPARTMENT
Utility Support
Utility Billing
Water
Wastewater
Utility Operations Total
Compensation Adjustment
Transfer to Other Funds
Interfund loan repayment - Colleyville Tomorrow Fund
Infrastructure renewal
Revenue Bond Principal Payment
Revenue Bond Payment Interest
PERSONNEL SERVICES SUPPLIES
$596,690 $46,955 $17,843
$207,825 $127,007 $47,670
$296,173 $6,426,166 $74,590
$328,764 $1,890,250 $36,790
$624,937 $8,316,416 $111,380
$28,470 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
OUTLAY TOTAL
$0 $661,4
$0 $382,5
$105,000 $6,901,
$7,000 $2,262,
$112,000 $9,164,
$0 $28,
$0 $956,
$0 $44,
$0 $250,
$0 $765,
$0 $62,
PERSONNEL SERVICES SUPPLIES OUTLAY TOTAL
$212,249 $9,776 $1,380 $0 $223,405
$210,424 $99,358 $47,101 $0 $356,883
$860,137 $5,910,979 $94,686 $105,000 $6,970,802
$400,008 $1,764,659 $37,931 $7,000 $2,209,597
$1,260,144 $7,675,638 $132,617 $112,000 $9,180,399
$23,574 $0 $0 $0 $23,574
$0 $0 $0 $0 $901,829
$0 $0 $0 $0 $44,286
$0 $0 $0 $0 $750,000
$0 $0 $0 $0 $83,012
TOTAL $1,457,922 $8,490,378 $176,893 $112,000 $12,315,771 � � $1,706,391 $7,784,772 $181,098 $112,000 $11,519,102
DEBT SERVICE FUND - DEPARTMENT BUDGET SUMMARY SHEET - FISCAL YEAR 2013
DEBT SERVICE
2002 Certificates of Obligation
2006 G.O. & CCCPD Sales Tax Bonds
2007 G.O. Bonds
2011 G.O. Refunding Bonds
Fire Truck Lease
Ambulance Lease
Fire Truck Loan
Radio Tower / Equipment Payment
Paying Agent
TAL
PROPOSED FISCAL YEAR 2013
DEBT PAYMENT
$0
$655,934
$224,000
$758,200
$49,723
$40,000
$116,839
$450,000
$1,750
$2,296,446
TOTAL
$0
$655,934
$224,000
$758,200
$49,723
$40,000
$116,839
$450,000
$1,750
$2,296,446
ADOPTED FISCAL YEAR 2012
DEBT PAYMENT TOTAL
$117,415
$706,136
$226,000
$863,300
$49,723
$38,177
$116,839
$2,000
$2,119,590
$117,41
$706,1 'c
$226,0C
$863,3C
$49,7�
$38,17
$116,8'c
$2,119,590
DRAINAGE UTILITY FUND - DEPARTMENT BUDGET SUMMARY SHEET - FISCAL YEAR 2013
PROPOSED FISCAL YEAR 2013 ADOPTED FISCAL YEAR 2012
CONTRACTUAL CAPITAL CONTRACTUAL CAPITAL
DEPARTMENT PERSONNEL SERVICES SUPPLIES OUTLAY TOTAL PERSONNEL SERVICES SUPPLIES OUTLAY TOTAL
Drainage $365,645 $90,638 $38,635 $10,000 $504,918 $393,139 $124,850 $42,155 $10,000 $570,1
Stormwater Management $9,896 $42,958 $4,120 $0 $56,974 $0 $0 $0 $0
Compensation Adjustment $8,240 $0 $0 $0 $8,240 $6,008 $0 $0 $0 $6,0
Drainage Revenue Bonds Principal $0 $0 $0 $0 $210,000 $0 $0 $0 $0 $205,0
Bond Payment Interest $0 $0 $0 $0 $43,028 $0 $0 $0 $0 $50,2
Interfund loan repayment - Colleyville Tomorrow Fund $0 $0 $0 $0 $19,032
Transfer- Capital Equipment Replacement Fund $0 $0 $0 $0 $0
Infrastructure renewal $0 $0 $0 $0 $25,000
TOTAL $383,780 $133,596 $42,755 $10,000 $867,191 $399,147 $124,850 $42,155 $10,000 $831,3
���.�,.E'Y"V'I
Fisca I Yea r 2013 Service Del iver
y
a nd Performa nce Pla n
Combined Annual
Proposed Operating Budget
August 9, 2012
Presentation Overview
The purpose of this presentation is to:
• Communicate the key themes and trends guiding budget
development
• Review proposed FY 2013 service level changes that staff
has 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
�. t z�
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C��.L�LE
���.�,�+.'
Annual Bud et Pre aration Process
J p
• City Council budget planning
• Citizen su rvey resu Its
• Strategic plan discussion
• Review of financial position
• Public safety priorities
• Infrastructure priorities
• Colleyville Crime Control
• Worksession - May 31
• Budget adopted - June
• City Council approved -
worksession - May 31
and Prevention District budget
19
July 3
• Tarrant Appraisal District (TAD) certified tax roll received -
July 25
• Presentation of the FY 2013 combined proposed operating
budget - August 9
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Annual Bud et Pre aration Process
J p
• Colleyville Economic Development Tuesday, August 14 7:OOpm
Corporation budget planning session
• City Council resolution stating
intent to set the tax rate at $0.3559
• Colleyville Economic Development
Corporation budget adoption
Tuesday, August 21
Tuesday, August 28
7:30pm
6:30pm
• First reading of the proposed budget Tuesday, September 4 7:30pm
and tax rate ordinances
• Second reading and adoption of the Tuesday, September 18 7:30pm
FY 2013 tax rate and operating
budget
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Com m u n it Priorit
y y
Bud et Develo ment
J p
• Determination of program and service priorities based on
strategic plan alignment and the prioritization of citizens
th roug h the citizen su rvey
• Determination of the value and cost of each service based
on the level of service needed and/or desired by our
citizens including long-term forecasting
• Determination of optimal service delivery methods to
ensu re the efficient, effective service delivery that ou r
citizens expect through performance measurement and
benchmarking
• 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 a I locate resou rces to meet citizen needs
• Emphasize affordability and sustainability
• Capitalize on technology to improve service delivery
• Value our employees
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General Fund Revenue Variance Overview
FY 2012 Adopted Budget vs. FY 2013 Proposed Budget
Ad Valorem Revenue
Sales Tax
Franchise Fees
Licenses & Permits
Fines
Charges for Service
Miscellaneous/Interest Earnings
Intergovernmental Revenue
Transfers In
Tota Is
380,704
100,700
62,667
130,391
28,840
18, 574
216,980
54,640
993,496
(20,155)
(20,155)
380,704
100,700
62,667
130,391
(20,155)
28,840
18, 574
216,980
54,640
973,341
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Movi n Forwa rd with Vision
9
Calfe}rv�►11e is a madel city with attention to 6eing an ef�rient and attrartive neigh6orhoocl
oriented conrmunity sensit►ve to our history, resources and res►dents,
�iSSlal�i
1
The mission af the City of Colleyville is to
provide unique custamer service thraugh our
traditian of excellent ste�weardship, emplayee
inna�ation and integrity.
Strateyie Pvints
Make a Iong-term conrnritmerrt to ecanonric development
arrd proniote a more diversified tax base
• Protectand preserve commercial development along Colleyville Blvd� in order
to maximize the highest and 6est use of the City's primary commercial
corridor,
• Mitigate the econom ic im pact of roadway reconstruction.
• Work with property owners and representatives to master plan the remaining
large, undeveloped tracts of commercial property,
• Prom ote a destination i visitor's econom y.
• Pursue opportunities to advance small 6usiness development and create
6usiness incu6ators in order to nurture the commercial tax 6ase.
• MarketColleyville as a medical specialist, procedure and la6oratory center.
• Encourage commercial development along Precinct Line Road.
• Promote the retention and support of local 6usinesses�
Fosterexrellencein care service delivery
• Ensure adequate resources forthe community's pu6lic safetypriorities.
• Provide adequate reinvestment to ensure high quality infrastructure.
• Provide premier parks, open spaces and neigh6orhood connectivity.
• Prom ote life-long learning and com m unity engagem ent through the Colleyville
Pu61ic Li6rary.
• Maintain a reputation for high quality and unique customer service.
�cl�Ll�S
Integrity
Servic�
Innovation
Protectand preserve Colleyville`s neighBorhoads
• Preserve Colleyville's unique, rural neigh6orhoods and high property
values.
• Mitigate the im pact of aging infrastructure.
• Vtilize partnerships to enhance safetyand security and community
amenities.
• Continue mohility enhancements that complement neighhorhoods.
Deliver sustainahle government
• Weigh and evaluate citizen expectations in relation to City 6uild out and
availa6le revenues.
• Seek innovative technology solutions where appropriate.
• Identify alternatives to increasing costs of service delivery.
• Deliver fiscally responsi6le government.
• Attractand retain high quality employees.
Brand Colleyuilfe with a unique iderrtity
• Cele6rate 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.
• Continue to provide a unique pu6lic assem6ly facility that stimulates
economic activity and promotes community interaction.
• Cele6rate Colley�ille's unique destinations.
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Make a lon -term commitment to
9
econom ic develo ment a nd romote
p p
a more diversified tax base
• Master Plan update: $200,000*
•$100,000 transfer to Strategic Initiatives at the end of FY 2012
• $100,000 from Colleyville Tomorrow Fund
• Strategic Initiatives Fund transfer: $200,000*
• Reinstatement of development coordinator: $75,571
• Position will function as bridge between economic and
community development
• Reclassification of equipment operator to project engineer:
$53,053
• Utility Fund
• Position will facilitate SH26 reconstruction
infrastructure projects
* Indicates one time, non-recurring expenditure
activities and other
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Make a lon -term commitment to
9
econom ic develo ment a nd romote
p p
a more diversified tax base
• Additional funding for Holly Colley Holiday and
Red, White & Sousa: $10,000
• Colleyville Economic Development Corporation (CEDC)
• Add itiona I ma rketi ng a nd promotion of Col leyvi I le
businesses: $4,480
• CEDC
• Colleyville Close6uy
• Come to Colleyville
• Host 6 Colleyville Chamber of Commerce luncheons at
Colleyville Center
• CoStar upgrade: $1,284
• Commercial real estate database used to market Colleyville
properties
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Foste r exce I I e n ce
in core service deliver
y
• Police compression adjustment: $213,781*
• Second ha If of yea rly fu nd i ng for two add itiona I fi refig hters
budgeted and hired mid-year FY 2012: $79,160
• Replacement of battalion chief vehicle: $75,795*
• Capital Equipment Replacement Fund
• Ambulance replacement: $40,000*
• First year of 5-year lease purchase - estimated total cost
$225,000
• Debt Service Fund
• Conducted energy device equipment purchase: $36,668*
• Colleyville Crime Control and Prevention District (CCCPD)
* Indicates one time, non-recurring expenditure
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Foste r exce I I e n ce
in core service deliver
y
• Reclassification of a vacant traffic officer to captain: $22,101
• Replacement of two SCBA units in fire operations: $14,000
• Police department weapons replacement program: $9,600
• CCCPD
• Emergency operations enhancements: $8,088
• Outdoor warning siren maintenance program
• Emergency Operations Center equipment upgrades*
• ReadyWarn program
• Police department-wide Mental Health Peace Officer
certification: $1,500*
* Indicates one time, non-recurring expenditure
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P rotect a n d rese rve
p
Col le vi I le's nei h borhoods
y 9
• Jackson - Cheek Sparger intersection improvement:
$1,800,000*
• Street Capital Improvement Plan (CIP)
• Roadway and utility impact fees, Tarrant County bond funds,
regional transportation revenue
• Increase funding for street maintenance: $1,423,594*
•$1,000,000 draw down of fund balance
• Total proposed street maintenance and reconstruction budget is
$2,423,594
• Funding for water and wastewater infrastructure renewal
program: $250,000*
• Utility Fund
* Indicates one time, non-recurring expenditure
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.
P rotect a n d rese rve
p
Col le vi I le's nei h borhoods
y 9
Increase in contractual building inspection: $30,000
• Contractual
$25,000
right-of-way mowing and tree trimming:
• Funding for stormwater infrastructure renewal program:
$25,000*
• Drainage Fund
* Indicates one time, non-recurring expenditure
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Del iver susta i na ble overn ment
9
• Health insurance decrease: ($128,770)
• TMRS decrease: ($89,189)
• Municipal court consolidation: ($52,819)
• Workers' compensation decrease: ($23,236)
• GCISD property tax collection service decrease: ($17,415)
• Copier contract decrease: ($11,345)
• Animal control consolidation: ($6,844)
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Del iver susta i na ble overn ment
9
• One-time 2.5% lump sum compensation
$229,465* (excludes police)
• $188,970 in General Fund
• $40,495 in all other funds
• Compensation study: $66,000*
adjustment:
• Increase transfer to Capital Equipment Replacement Fund:
$50,000*
• Total transfer of $200,000
• Increase in
• $14,829
• $10,510
utility costs: $25,339
increase in electric and gas
increase in street lighting
• Increase in facilities maintenance: $15,000
* Indicates one time, non-recurring expenditure
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Del iver susta i na ble overn ment
9
• Second year of Information Technology strategic plan:
• Phase I of City Hall audio/video replacements: $169,000*
• Information technology system administrator: $74,781
• Laserfische upgrade for integration to Munis financial suite:
$39,700*
• External network security audit: $14,900*
• Nexus Software and Web Viewer: $6,800*
* Indicates one time, non-recurring expenditure
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Bra nd Col le vi I le
y
with a u n i ue identit
a y
• Pleasant Run Trail: $486,340*
• CEDC
• Remaining design, right-of-way acquisition and construction
• Webb House Trail construction: $165,000*
• CEDC
• Senior Center rebranding and facility enhancement: $143,905*
• CEDC
• Replacement of roof, ta bles a nd cha i rs at Col leyvi I le Center:
$103,000*
• CEDC
* Indicates one time, non-recurring expenditure
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Bra nd Col le vi I le
y
with a u n i ue identit
a y
• LD Lockett Park: 100,000*
• CEDC
• Addition of playground
• Additional funding for Library materials collection: $15,000
• Increase frequency of mowing cycles in high visibility areas:
$12,893
• Athletic Field Maintenance: $4,600
• Overseeding of soccer fields
• Increase turf fertilization to include perimeter of soccer fields
• Increase pest control at Pleasant Run and Reagan Park
practice fields
• TEX-21 membership: $2,125
* Indicates one time, non-recurring expenditure
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Expenditure Variance Overview
by Strateg ic Poi nt
FY 2012 Adopted Budget vs. FY 2013 Proposed Budget
Make a long-term commitment
to Economic Development
Foster excellence in core service
delivery
Protect and preserve Colleyville's
neighborhoods
Deliver sustainable government
Brand Colleyville with a unique
identity
Totals
344,388
500,693
1,753,594
.•1 •: �
1,032,863
4,322,523
(675,057)
(675,057)
344,388
500,693
1,753,594
15,928
1,032,863
3,647,466
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Expenditure Variance Overview
by Fund
FY 2012 Adopted Budget vs. FY 2013 Proposed Budget
Make a long-term
commitment to 276,855
Economic
Development
Foster excellence in 242,630
core service delivery
Protect and preserve
Colleyville's 1,478,594
neighborhoods
Deliver sustainable �328,418)
government
Brand Colleyville
with a unique 315,682
identity
Totals 1,985,343
53,053
115,795
250,000
333,535
752,383
25,000
10,811
35,811
14,480
717,181
731,661
142,268
142,268
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Genera I Fu nd Sou rces of Fu nd i n
9
Charges for
Service
4%
Transfers-In �
Fines 5o�a�
4%�
Franchise Fees
10%
Sales
14�
Licenses &
Permits Miscellaneous
Ad Valroem Tax
56%
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$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
Pro ert Tax Trend
a y
Total Property Taxes Levied FY 2004 - FY 2013
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
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��
Pro ert Tax Exem tions a nd Freeze
a y a
$160,000,000
$140,000,000
$120,000,000
$100,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000
$0
Total exempted property value due to over-65 and
disabled exemptions and freeze: $139,527,076
(Number of accounts with exemption)
ty e�c�
(1,619)
2006 2007 2008 2009 2010 2011 2012 2013
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$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
Sa les Tax Trend
Sa les Tax Reven ue FY 2004 - FY 2013
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Projected Budget
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$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
Fra nch ise Fee Trend
Franchise Fee Revenue FY 2004 - FY 2013
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Projected Budget
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$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
Fi ne Reven ue Trend
Fine Revenue FY 2004 - FY 2013
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Projected Budget
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$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
Transfers-In Trend
Transfers-In FY 2004 - FY 2013
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Projected Budget
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$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
Cha r es for Service Trend
9
Charges for Service Revenue FY 2004 - FY 2013
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Projected Budget
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�z,000,000
$1,600,000
$1,200,000
$800,000
$400,000
$0
License & Permit Trend
License & Permit Revenue FY 2004 - FY 2013
�
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Projected Budget
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$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
Interest Earnin Trend
9
Interest Income FY 2004 - FY 2013
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Projected Budget
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Pro osed FY 2013 Pro ert Tax Rate
a a y
The ad valorem tax rate remains at
$0.3559 in the FY 2013 budget.
The effective tax rate for FY 2013 is $0.362876.
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
Debt Portion
Tota I Tax Rate
$0.31385
$0.04205
$0.35590
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sz.5o
$z.00
$1.50
$1.00
$0.50
$0.00
P ro pe rty Taxes
2012 Tax Rate
Overlapping Property
Tax Rate
2012
Hospital
10%
College
7%
County
11%
GCISD
57%
:olleyville
15%
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So.�o
$0.60
$0.50
$0.40
$0.30
$0.20
$0.10
$0.00
Com a rison of Pro ert Tax Rates
a a y
FY 2012 Tax Rate
0.57
0.578
Grapevine Colleyville Keller Southlake Euless Bedford NRH Hurst
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Cost of Cit Services to the
y
Avera e Residence
9
Average value and tax payment
Budget Average Property
Year Value Tax Payment
2010 $398,957 $1,419.89
2011 $397,472 $1,414.60
2012 $396,818 $1,412.28
2013 $397,889 $1,416.09
The average residence receives $2,842.60 worth of services from the General Fund
and Debt Service Fund, yet only pays $1,416.09 in property taxes.
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Genera I Fu nd
Expenditures by Service Type
��=,� }�: "—y ��.���:��i. I��M 1 � 1l i � , . a°'°.'�
■�- -�s '��T_�� i� ���._
� ., �, ti., ' _
;�� ���FY, fil1�JJ.�� ��•:�'�'1}�JT� ?F��.���ilr�'� �.
� � � . .<<. .-e---_ _ _ _ .
5 .�—
s; f r�
.� ��, �� , 0
�A���� . r". .
��, k
�� �y f i v1��1�rM*y �"+ �
� {�,.� � i r.vi!�.°- �
�r�',�I��� •�� �f�sa.�+ � .� �-�, ^ �
a. �� •., -+�.r�,::Y—• a� tz„ _. `°
Ti �� . L �1�+1kYLza1��; � �
za
�'�,� ' ' �{ ��- 7 '�°
R�� ��7��.:,I ; �
� ,:
,� -
�. ���, s . � r�:: . �
`�� _ �j�~ i� .. ° . a �i+ . "�F
���"�°�'£�,����"���M1 � �iY �� � ■ t,
�
� :•i�
''�1'�1�3?C 1
����
. _ y,
ti�i �� �"
.� ; � ;tiu
��.,��� ra �.., i. I
� - -� a � � _ �:,
���� 7� +.6 rr'_A �
,f�s � fl�-�^r �
a �'�
Public Safety Services 44% I
Public Works Services 17%
Strategic Services 17%
Leisure Services 14%
��
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3.
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�1u �
Economic and Community
Development Services 8%
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Cit of Col le vi I le Fu I I-Ti me Em lo ees
y y a y
190
185
180
175
170
165
160
186
2009 2010 2011 2012 2013
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Cit Em lo ees er 1,000 Residents
y a y a
16.00
14.00
12.00
ES�a�I�]
: ��
6.00
4.00
2.00
� ��
13.55
Bedford Colleyville Keller Euless NRH Hurst Southlake Grapevine
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��
Utilit Fund
y
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Utilit Fund Sources of Fundin
y 9
Penalties Miscellaneous
1.5% 0.4%
Wastewater Sales
23.1%
Wator Caloc
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$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
�
Utilit Revenue Trend
y
Water and Wastewater Revenue FY 2004 - FY 2013
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Projected Budget
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Utilit Fund Ex enditures
y a
The combined Utility Fund
allocates $12,315,771 toward the
safe delivery of potable water and
collection of wastewater.
�
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��
,�, .
,s�� .
_ ! .-,�
��°���.
, �.
. �
Operations
Debt
Tra nsfers
�� . • : : �
so°io
7%
s°io
5%
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Dra i na e Fu nd
g
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Draina e Fund Sources of Fundin
9 9
Penalties
& Interest
2%
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�i,000,000
$900,000
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
Dra i na e Reven ue Trend
9
Drainage Revenue FY 2004 - FY 2013
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Projected Budget
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Draina e Fund Ex enditures
J p
The Stormwater Drainage Utility
Fu nd a I locates $867,191 towa rd
the operation and maintenance of
the City's drainage system.
�
9
Operations
69%
F
3
.f �
J' F
y'^
f
�
d
d
�}
Debt Service
31%
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Concl usion
Proposed 2013 Budget Highlights
• Proposed Service Plan Expenditures
• General Fund - $20,444,340
• Utility Fund - $12,315,771
• Drainage Fund - $867,191
• No ad valorem tax rate increase
• Potential tiered water rate program and potential
pass-through rate increase if Trinity River Authority
increases City's rates
• No drainage fee adjustment
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Concl usion
The proposed FY 2013 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 2013 Budget at
www. co I I eyv i I I e. co m.
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uestions a nd Discussion
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