HomeMy WebLinkAboutBudgets-Budgets-6/1/2014
This budget will raise more revenue from property taxes than last
year’s budget by an amount of $467,672, which is a 0.038 percent
increase from last year’s budget. The property tax revenue to be raised
from new property added to the tax roll this year is $329,782.
Record Vote of Council in regard to Adopting the Budget
FOR AGAINST
Mayor David Kelly __X__ _____
Councilmember Mike Taylor __X__ _____
Councilmember Carol Wollin __X__ _____
Councilmember Chuck Mogged __X__ _____
Councilmember Stan Hall __X__ _____
Councilmember Jody Short __X__ _____
Councilmember Tom Hart __X__ _____
Tax Rate
The municipal property tax rates for the preceding fiscal year, and each municipal property tax rate
that has been adopted or calculated for the current fiscal year, include:
Fiscal Year Fiscal Year
2014 2013
Adopted Property Tax Rate $0.355900 $0.355900
Effective Tax Rate $0.357392 $0.362876
Effective Maintenance and Operations Tax Rate $0.315166 $0.314865
Rollback Tax Rate $0.371857 $0.382107
Debt Tax Rate $0.031480 $0.042050
Debt
The total amount of outstanding municipal debt obligations secured by property taxes is $5,965,000.
The total amount of outstanding debt obligations considered self-supporting is $2,085,000 for the
Utility Fund and $1,135,000 for the Drainage Fund.
Fiscal Year 2014 Principal and Interest Requirements for Debt Service are:
Property Tax Supported Debt: $819,766
Self-Supporting Debt: $1,074,705
Vision Statement:
Colleyville is a model city with
attention to being an efficient
and attractive
neighborhood-oriented
community sensitive to our
history, resources, and
residents.
Mission Statement:
The mission of the City of
Colleyville is to provide unique
customer service through our
tradition of excellent
stewardship, employee
innovation and integrity.
Integrity Service Innovation
The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to the City of Colleyville, TX for its annual budget for the fiscal year
beginning October 1, 2012.
In order to receive this award, a governmental unit must publish a budget document that meets program
criteria as a policy document, as an operations guide, as a financial plan and as a communication device.
The award is valid for a period of one year only. We believe our c urrent budget continues to conform to
program requirements, and we are submitting it to GFOA to determine its eligibility for another award .
Fiscal Year 2014 Annual Budget
Table of Contents
City Council ........................................................................................ 9
Budget Message ................................................................................. 11
City Profile ......................................................................................... 53
Organization Chart .............................................................................. 57
Budget Process ................................................................................... 61
Fund Structure and All Funds Summary .................................................. 69
Ad Valorem Tax Data ........................................................................... 75
Financial Policies ................................................................................. 85
Strategic Points .................................................................................. 91
General Fund
General Fund Summary and Forecast ........................................... 93
General Fund Revenues .............................................................. 97
Guide to Business Plans ............................................................ 103
City Council ............................................................................ 109
City Manager’s Office ............................................................... 113
City Secretary ......................................................................... 117
Colleyville Center..................................................................... 122
Communications and Marketing ................................................. 127
Community Development ......................................................... 131
Economic Development ............................................................ 136
Finance .................................................................................. 145
Fire ....................................................................................... 151
Human Resources .................................................................... 159
Information Systems Management ............................................. 164
Legal ..................................................................................... 170
Library ................................................................................... 171
Parks and Recreation ............................................................... 177
Police ..................................................................................... 187
Public Works ........................................................................... 201
Non-Departmental ................................................................... 213
Utility Fund
Utility Fund Summary and Forecast ............................................ 215
Utility Fund Revenues .............................................................. 217
Finance .................................................................................. 219
Public Works ........................................................................... 223
Non-Departmental ................................................................... 230
Utility Fund Debt Service .......................................................... 233
Drainage Fund
Drainage Fund Summary and Forecast ....................................... 235
Drainage Fund Revenues .......................................................... 237
Public Works ........................................................................... 239
Non-Departmental ................................................................... 244
Drainage Fund Debt Service ...................................................... 247
Debt Service Fund Summary .............................................................. 249
Special Revenue Funds ...................................................................... 255
Capital Improvement Program (CIP) .................................................... 263
Glossary .......................................................................................... 289
Fiscal Year 2014
City Council
David Kelly
Mayor
Mike Taylor Carol Wollin Chuck Mogged
Mayor Pro Tem Place 1 Place 2
Stan Hall Jody Short Tom Hart
Place 3 Place 4 Place 5
Fiscal Year 2014
Budget Message
We are pleased to present the adopted FY 2014 Combined Annual Operating Budget
for the City of Colleyville. This document represents 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 long-term future of the community, primarily in
the areas of public safety, preservation of public infrastructure, and in delivering
sustainable government that aligns with the demands of today, while ensuring the
ability to rapidly respond to growth. While this budget covers only fiscal year 2014,
it continues to define a path that will move Colleyville into the future as a safe city
with a solid infrastructure and an ongoing commitment to a unique quality of life.
The adopted budget funds current and enhanced service levels to meet the
Colleyville City Council’s priorities for service delivery, while still maintaining the
current tax rate. The adopted budget has been formulated with a philosophy of:
• Providing solid, high-quality, core governmental services
• Efficiently allocating resources to meet citizen needs
• Emphasizing affordability and sustainability
• Capitalizing on technology to improve service delivery
• Valuing our employees
Furthering our commitment to fostering community involvement and governmental
transparency, a summary presentation of the proposed budget was placed on the
City’s website on August 9, 2013. A public hearing on the budget was held on
September 3, 2013, to allow citizens an opportunity to provide input on the
proposed budget. The proposed budget was presented to the City Council for final
approval on September 17, 2013. Any questions or requests for additional
information should be directed to Adrienne Lothery, strategic services manager, at
817.503.1112 or by email to alothery@colleyville.com.
BUDGET DEVELOPMENT
By definition, preparation of any budget is the allocation of scarce resources. There
will always be more needs than available funds. The challenge is to ensure that
available resources are dedicated to the community and City Council’s highest
priorities. Delivery of citizen services is at the heart of city government. And
recognition of the services desired and expected by the community is central to
effective service delivery. Development of the fiscal year 2014 budget was aided
immensely by the input provided by our citizens in the 2012 citizen survey, and
each budget proposal was measured in large part by the priority placed on it by our
citizens. Each item has been vetted for its alignment with the City’s strategic plan,
reviewed for resource optimization, and finally weighted against both current and
future community needs.
The budget-building process included four key components:
• Determination of program and service priorities based on strategic plan
alignment and the prioritization of citizens through the citizen survey.
• 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 ensure the efficient,
effective service delivery our citizens expect through utilization of
performance measurement and benchmarking.
• Determination of the scope and value of government in relation to the
availability of revenue for the City.
The fiscal year 2014 budget focuses on ensuring that services are provided at the
high quality level expected by citizens, and that to the greatest extent possible
current programs and services are considered fully funded and fully functioning at
the desired level before the addition of any new services are considered. In line
with this philosophy, additional funding requests submitted by departments in the
budget process were categorized as either requests to fully fund the current service
level, or as service enhancement requests. These efforts are meant to ensure that
the City’s resources and staff are aligned to meet the demands of today and that
the service levels provided to meet those demands are sustainable for the
foreseeable future.
The goal of the adopted budget is to align services delivered with the needs
identified as priorities by the community. The reality of any budget is that it
consists of a collection of purchasing decisions. The City Council, on behalf of the
citizens, establishes the costs community members are willing to pay for local
government services. Utilizing citizen input, the City 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. It is
important to note that, as the budget will serve as a policy document upon adoption
for the next fiscal year, any service level enhancements beyond those included in
the adopted budget must be vetted and determined by the City Council, and will
likely necessitate the loss or reduction of other programs or services in order to
stay within the City’s balanced budgetary parameters.
BUDGET OVERVIEW
Over the years, Colleyville’s budget document has evolved from a simple financial
report with proposals for expenditures and estimates of revenue, into the City’s
most comprehensive annual document establishing budgetary policies. The budget
decisions outlined in this document influence the fiscal state of the city, the function
of its government, and budget considerations for current and future needs. The
City’s budget, therefore, is the most important working policy and planning tool
used by the City Council and staff to provide quality services to the citizens of
Colleyville, as determined by the City Council and for which funds are available.
Financial Summary
The adopted budget is balanced in accordance with state law, the City Charter and
ordinances. The combined expenditures and transfers of the City’s major operating
funds total $37,268,855 which is a $1,345,105 increase from the current year
budget.
Fund
Type
Adopted
FY 2014
Adopted
FY 2013
Change
General $21,533,967 $20,444,340 $1,089,627
Drainage $ 873,519 $ 867,192 $ 6,327
Utility $13,176,572 $12,315,772 $ 860,800
Debt Service $ 1,684,797 $ 2,296,446 ($ 611,649)
Total: $37,268,855 $35,923,750 $1,345,105
One measure of a city’s financial strength is the level of its fund balance. In keeping
with the City Council’s conservative fiscal policy of a 90-day reserve requirement,
the General Fund is projected to have 102 days over the 90-day minimum for a
total of a 192 day reserve and the Utility Fund is projected to have 98 days over
the 90-day minimum cash balance for a total of a 188 day reserve as of September
30, 2013.
Fund Type Number of Days Amount
General 192 $10,766,194
Utility 188 $6,358,420
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 fund capital or other one-time expenses only.
Issues and Challenges
Colleyville benefits from a strong residential base, which helps mitigate the
negative effects of economic fluctuations. Property values have rebounded
substantially from the declines experienced in fiscal years 2011 and 2012, and
continued growth is anticipated in economy-driven revenues, such as sales tax.
While other funding sources for fiscal year 2014 remain relatively flat in the
majority of revenue categories, prudent management of the City’s finances on
previous and current capital improvement projects has reduced debt and,
subsequently, debt service costs. The resulting debt service savings will be used to
help fund current and long-term funding priorities as delineated in the fiscal year
2014 budget. Through June of fiscal year 2013, 265 new single-family lots were
approved. As such, it is anticipated that the number of building permits issued will
increase in fiscal year 2014. As Colleyville approaches build-out, which is estimated
to be in 2025, development revenues will be difficult to predict due to the declining
availability of land for new development. Each revenue source is discussed in more
detail in subsequent sections of this budget message.
Like much of the country, the City of Colleyville endured the uncertainties and
financial turmoil of the economic climate that engulfed the nation for the past few
years. And, like city governments 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. In
that new normal, while the future remained a consideration, out of necessity, the
primary emphasis 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-changing and unpredictable economic
environment. The City was able to easily adjust to the new normal and beginning
in fiscal year 2013 was able to again plan not only for the present and near-term,
but for the long-term future of the Colleyville community.
At the budget worksession in June, staff presented a six-year General Fund budget
forecasted to fiscal year 2019. That forecast includes conservative estimates for
revenues such as property tax and sales tax, as well as expenditures and any
changes that can be reasonably anticipated. One of the challenges Colleyville
experiences is limited growth in the property tax revenue category due to a freeze
on assessed valuation for properties owned by individuals 65 years or older, even
though property values are increasing. Sales tax revenue is anticipated to grow,
particularly with the development surrounding the opening of Whole Foods Market,
but projections remain conservative as this is one of the most volatile revenue
sources, often impacted by fluctuations in the overall economy. The forecast for
expenditures includes the commitment to hire an additional police officer in each of
the next four fiscal years, the commitment to hire three new fire personnel in each
of the next two fiscal years, general cost increases for materials and contractual
services required each year, and modest growth in personnel costs. This forecast
served as the framework and starting point for budget discussions, helping staff
and the City Council focus on the long-term budgetary implications of current
funding decisions. It also helped to put long-term goals into perspective relative to
the overall resources available in the General Fund. This information was weighted
heavily in determining fiscal year 2014 budget priorities, particularly in ensuring
that all current services are adequately funded, prior to considering any new or
enhanced services. Additionally, careful consideration was given to ensure that
new expenditures could be sustained into the future.
Priorities and Fiscal Year 2014 Focus
With this budget, staff recommended allocating resources according to the priorities
of our citizens and City Council, while maintaining the conservative fiscal approach
that has allowed Colleyville to attain and maintain an AAA bond rating. The service
delivery plan maintains or enhances the programs and services identified by our
citizens as priorities. The overall focus of the fiscal year 2014 budget is to deliver
“sustainable government,” one of the five strategic points adopted by the City
Council.
As part of the effort to deliver sustainable government, staff reviewed current
staffing levels to determine the best allocation of resources for addressing citizen
priorities. This analysis led to the reclassification of several positions in fiscal year
2013; and, those changes are reflected in the adopted budget. The fiscal year
2014 budget also includes the addition of seven full time and two part time
positions (three firefighter/paramedics, police officer, construction inspector, plans
examiner, property room clerk, part-time building inspector, and part-time
assistant librarian), which have been identified as necessary to achieving the City’s
strategic goals. These personnel changes are categorized in the sections that
follow, according to their relationship to the City’s strategic points.
Furthermore, the service delivery plan invests in the City’s most important
resource—the employees who are ultimately responsible for service delivery. Local
government is a service organization, and as with most service organizations, the
skills, experience, education, and attitude of our employees are the essential
ingredients of our success. We can only attract and retain quality employees if we
provide compensation, facilities, equipment, and a work environment that allows
each employee to reach his or her potential. The fiscal year 2014 budget includes
funding for the transition to a new compensation and classification system that
provides greater flexibility and responsiveness to market conditions.
Implementation of the new system will involve moving from the current set of pay
ranges and job classifications to broader decision bands and associated pay ranges.
Market adjustments have been included for certain positions, as well as funding for
performance-based merit increases.
One of the highest priorities in this and future budgets will be to improve the city’s
public infrastructure, including roads, sidewalks, 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 funding in this budget and will
continue to be funded in future budgets to the extent funds are available, the
improvement of our city streets will be one of our highest long-term priorities.
The fiscal year 2014 budget does include a strategic draw down of the City’s fund
balance to provide additional funding for street maintenance, while still maintaining
a healthy fund balance in excess of the adopted 90-day reserve requirement. This
will be the second year of this strategic draw down, which is anticipated to continue
through fiscal year 2018. At that point, other funding must be identified to continue
the same level of street maintenance.
In keeping with our focus to sustain and plan for Colleyville’s long-term needs, the
fiscal year 2014 budget includes the City’s first 5-Year comprehensive Capital
Improvement Plan (CIP). This plan identifies needed projects during the next five
years, available funding sources, and a schedule for completion. Capital projects
are defined as those projects requiring an investment of $100,000 or more.
Colleyville’s CIP includes projects in a number of categories, as shown in the chart
below. Similar to the six-year General Fund budget projection, the CIP provides an
opportunity to consider all of the city’s capital needs in the coming years and
determine the priority of each, as well as whether available funding resources are
sufficient to support those expenditures. The CIP operates on a multi-year basis
and utilizes a variety of funding sources including the City’s major operating funds,
impact fees, special revenue funds, and other entities such as TxDOT. In the
sections that follow, major fiscal year 2014 investments in the CIP from City
resources has been described in more detail.
The fiscal year 2014 budget continues delivery of current citizen services while
placing greater emphasis on ensuring the long-term sustainability of the city’s
services and public infrastructure. As is typical in local government, funding
requests exceed available revenues, requiring decisions regarding what to fund. As
we begin to plan for the future in more detail, not all items can be funded. The
fiscal year 2014 budget is a balanced budget based on community and City Council
priorities and makes significant progress toward achieving many of the city’s needs
and long-term goals. Those items that were not funded this fiscal year are
described in a subsequent section of this budget message and may be considered in
future budgets.
Facility - Rehabilitation 425,000$
Parks 505,000$
Streets - Intersection Improvements 2,953,433$
Streets - Reconstruction 21,098,929$
Streets - Rehabilitation 1,249,106$
Utilities - Waterline Renewals (Including Upsizing)886,979$
TOTAL 27,118,446$
FY 2014 CIP Project Categories
ACCOUNTING FOR INTEGRITY
The adopted budget is balanced and prepared in accordance with state law, the
Colleyville City Charter, ordinances, budget policies, and in accordance with the
provisions outlined in the Governmental Accounting Standards Board (GASB)
“Statement No. 34, Basic Financial Statements – and Management’s Discussion and
Analysis – for State and Local Governments.”
The accounts of the City are organized on the basis of funds or account groups,
each of which is considered to be a separate accounting entity. All funds are
budgeted and accounted for on a Generally Accepted Accounting Practice (GAAP)
basis for purposes of financial statement presentation. The governmental fund
types use a financial resources measurement focus and are accounted and
budgeted for using the modified accrual basis of accounting. Under this modified
accrual basis, revenues are recorded when susceptible to accrual, i.e., both
measurable and available. “Available” means collectible within the current period or
soon enough thereafter to be used to pay liabilities of the current period.
Expenditures represent a decrease in net financial resources and, other than
interest on general long-term debt, are recorded when the fund liability is incurred,
if measurable. Interest on general long-term debt is recorded when due.
Governmental fund types are those through which most governmental functions of
the City are financed. The acquisition, use, and balances of the City’s expendable
financial resources and the related liabilities (except those accounted for in the
proprietary and fiduciary fund types) are accounted for through governmental fund
types.
Proprietary fund types are accounted and budgeted for on a cost-of-service or
“capital maintenance” measurement focus, using the accrual basis of accounting.
These fund types operate in a manner similar to private business. The City utilizes
only the enterprise fund type. Under the accrual basis of accounting, revenues are
recognized when earned; expenses are recognized when incurred. For purposes of
this budget presentation, depreciation is not displayed, and capital expenditures
and bond principal payments are shown as uses of funds.
The City provides a full range of municipal services supported by statute or the
Colleyville City Charter. This budget contains all of the funds that account for these
services. The identity and functions of these funds are:
• General Fund: Accounts for the resources and expenditures related to the
generally recognized governmental services and/or functions provided by
various City departments – a governmental fund type.
• Utility Fund: Accounts 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: Accounts for financial resources to be used for the
acquisition or construction of major capital projects – a governmental fund
type.
• Capital Equipment Replacement Fund: An internal service fund to account for
funding for, and acquisition of, the City's vehicles, maintenance equipment,
and computer equipment – a governmental fund type.
• Drainage Utility Fund: Accounts for all the activities required for the
management of storm water drainage – a proprietary fund type.
• Court Technology Fund: Accounts for all activities, in accordance with state
statutes, related to the collection and use of the Municipal Court technology
fee imposed on convictions on cases adjudicated in the Court – a
governmental fund type.
• Court Security Fund: Accounts for all activities, in accordance with state
statutes, related to the collection and use of the Municipal Court building
security fee imposed on convictions on cases adjudicated in the Court – a
governmental fund type.
• Strategic Initiatives Fund: Accounts 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.
• Colleyville Crime Control and Prevention District (CCCPD): Accounts for the
City of Colleyville Crime Control and Prevention District formed to act on
behalf of the City for financing the development of crime control throughout
the City.
• Colleyville Economic Development Corporation (CEDC): Accounts for the use
of bond proceeds and sales tax revenues for municipal park improvements,
the purchase of land and equipment for additional neighborhood parks, and
for the construction of a community center and library. Consistent with state
law, some funds may be allocated by the board of directors for promotional
efforts for special events and marketing.
• Voluntary Library Fund: Accounts for the operations for which voluntary
contributions by citizens are used. Contributions are used primarily to
support library activities.
• Voluntary Park Fund: Accounts for the operations for which voluntary
contributions by citizens are used. Contributions are used primarily to
support park activities.
• Colleyville Tax Increment Financing (TIF) District: Created in 1998, the
primary goal of the district is to encourage quality commercial development
in the city by using ad valorem revenues from property value growth since
the creation of the district, within the district for infrastructure improvements
and economic development.
BUDGET STRATEGY
In preparing this budget, the primary goal was to achieve the identified objectives
that maintain and improve services for citizens. The budget has been structured to
steer a course toward fulfillment of the City’s strategic vision by aligning municipal
resources with the overall needs of the community. Staff used the City Council’s
strategic points as the primary guide:
• Make a long-term commitment to economic development and promote a
more diversified tax base
• Foster excellence in core service delivery
• Protect and preserve Colleyville’s neighborhoods
• Deliver sustainable government
• Brand Colleyville with a unique identity
By remaining focused on these initiatives, the community, City Council, and staff
can weigh the divergent demands of the citizenry, pursuing only those elements
that help achieve these initiatives, and thereby ensuring the highest priorities of the
community as a whole are accomplished. For this reason, every new effort and
element of the City’s business plan, including existing programs, is tied to one or
more of these strategic points, as detailed in the sections below. The items listed
under each strategic point include highlights of the investments slated to receive
continued funding in fiscal year 2014 and a description of new items that will
receive funding.
MAKE A LONG-TERM COMMITMENT TO
ECONOMIC DEVELOPMENT & PROMOTE
A MORE DIVERSIFIED TAX BASE
In the 2012 citizen survey, attracting and retaining quality businesses ranked as
the most critical issue facing Colleyville. Economic development continues to be a
top priority for the City Council. In fiscal year 2013, the City made considerable
strides on the economic development and redevelopment front. Whole Foods
Market will open its second Tarrant County location in Colleyville in mid-2014. It will
be the anchor tenant at the former Village Park Shopping Center, now rebranded as
Colleyville Downs Shopping Center. Extensive renovations are planned for the
center, which will help attract new restaurants and retailers to the area. The
property across Colleyville Boulevard from Colleyville Downs has been purchased by
a development group, in anticipation of growth spurred by Whole Foods Market.
Colleyville has also welcomed several new restaurants, including Tribeca America
Bistro & Lounge and Citrus Bistro.
In fiscal year 2014, with the strategies implemented in the past few years showing
results, our investment in those successful strategies will continue. Additional
funds have been allocated either to invest in current strategies at a higher level or
invest in new strategies. Efforts to build economic development advocates within
the community, such as through the Colleyville Exchange, will continue to be
funded. Staff will continue to capitalize on the incentive guidelines and criteria
previously adopted by the City Council for matching grant and forgivable loan
programs to attract and retain commercial development and enhance the aesthetic
value of Colleyville’s legacy properties.
In the fiscal year 2014 budget, the economic development program is supported
through the following:
General Fund
• CoStar subscription - $2,415
The City’s CoStar subscription augments marketing tools available on
commercial properties in Colleyville. This funding provides wireless service to
access property information wireless through the CoStar Go app (a new service),
allowing staff to show property information on a mobile device from anywhere.
Colleyville Economic Development Corporation (CEDC)
• Special events and promotions - $144,153
Special events and festivals bring visibility and economic impact to the city. The
adopted budget contains recommendations that support the planning,
promotion, and production of Colleyville events. Funding through the CEDC has
been included for the Old Tyme Barbeque ($15,000), Holly Colley Holiday
($36,000), and Red, White, & Sousa ($36,000) events, as well as $57,153 for
other economic development promotions.
Strategic Initiatives Fund
• Current available balance - $495,446
The Strategic Initiatives Fund was established to fund programs and projects
linked directly to the City’s strategic plan, with the City Council’s authorization.
In particular, economic development incentives were indicated as an appropriate
use of these resources. The current available balance may be appropriated at
the discretion of the City Council.
FOSTER EXCELLENCE IN CORE SERVICE DELIVERY
At its most basic level, the need for city government is defined by those things that
although essential, if not provided by local government, would likely not be
available in a community. In the parlance of city government, these are known as
core services. With that in mind, the City Council added a new strategic point in
2012—foster excellence in core service delivery. In Colleyville, these include public
safety, street and utility infrastructure, community development, parks and trails,
and life-long learning and community engagement through the public library.
As a part of the effort to foster excellence in core service delivery, staffing levels in
the Community Development and Public Works departments were evaluated to
determine whether existing positions were conducive to delivering the work and
service levels demanded today. Staffing levels in these areas were reduced during
the recession as construction and development activity waned, but recent increases
in activity warranted another look at how to handle the greater workloads, while
maintaining an efficient and sustainable staffing level. Being mindful that solutions
must ensure delivery of sustainable government to the citizens of Colleyville, the
most appropriate response was to repurpose some existing positions to provide
services in the areas experiencing the greatest need for staff support. Several
reclassifications were done during fiscal year 2013, including creating a
development engineer position from the stormwater manager position, creating an
administrative support technician from the senior engineering technician position,
and a construction inspector position from an equipment operator position. An
additional construction inspector position is included in the fiscal year 2014 budget
and will be project-funded from the capital projects that the position will be
responsible for inspecting. Additionally, funding for the hours worked by the
building inspector hired on a contract-basis will be converted to funding for an
actual part-time building inspector employee. This conversion of a contract
employee to a true City employee will not result in any additional cost and will
serve to comply with FLSA standards. Finally, a plans examiner position has been
included in the fiscal year 2014 budget. These five position changes result in the
addition of two FTEs (full-time equivalent positions) in the fiscal year 2014 budget.
The additional construction inspector will not create an overall operating budget
increase to the General Fund or Utility Fund because the position will be funded
through capital projects budgets. As such, these changes result in additional costs
for only one FTE (plans examiner) for fiscal year 2014. Again, every effort has
been made to right-size staff to provide responsive, quality services, and avoid
adding positions to current staffing levels without considering sustainability. The
staffing changes made in fiscal year 2013 and 2014 will make significant strides
toward ensuring timely, quality services to the development community and to
citizens. Public infrastructure improvements will also benefit from the attention of a
more robust construction inspection staff.
In the fiscal year 2014 budget, core service delivery is supported through the
following:
General Fund
• Training for building inspection staff - $6,770
The State of Texas requires rigorous training for building inspectors and building
officials to ensure that those professionals are able to identify safety or
construction problems. New training requirements relating to irrigation, medical
gas, and fire protection are addressed with this additional funding, as well as
training on the 2011 National Electrical Code and plan review.
• Reclassifications – no additional cost
Several reclassifications were made during 2013, including reclassifying a
stormwater manager to a development engineer, a senior engineering technician
to administrative support technician, and an equipment operator to a
construction inspector. These changes will improve service levels provided by
Community Development and Public Works, as mentioned above.
• New construction inspector position – funded from Capital Project budgets
With the increase in funding for capital projects comes a commensurate
requirement for project inspection. With the State Highway 26 projects (utility
relocations and reconstruction), numerous development projects, and a more
than threefold increase in funding for street and utility rehabilitation projects, an
adequate inspection program is not only critical, but it pays for itself by ensuring
quality construction that does not fail. Adequate inspection requires an inspector
be on-site observing construction 25-30 percent of the time, on average. One
construction inspection position was originally budgeted for fiscal year 2013, but
based on anticipated projects, three construction inspectors are needed. The
existing position (construction manager), the new project-funded construction
inspector, and the construction inspector position created by reclassifying an
equipment operator position will provide the three construction inspectors
needed to operate an effective program.
• New plans examiner position - $63,225
The plans examiner position is a much-needed addition to the current
community development staff. The current workload far exceeds the capacity of
the current staffing level, and an increase in development activity is anticipated
for the foreseeable future. This position will perform a variety of tasks involved
in reviewing plans for compliance with the City Code of Ordinances, Land
Development Code, and Building Code; perform building inspections in a backup
capacity; and respond to and direct calls from citizens, contractors, and tenants
regarding code compliance and building permits. The performance target for
plan reviews is for residential plan reviews to be completed in five days or less
and for commercial plan reviews to be completed in ten days or less, 75% of the
time. Actual achievement of this goal for fiscal year 2013 is projected to be
40% for residential plan review and 45% for commercial plan review. This type
of delay has been consistent since development staffing was reduced.
• Three new firefighter/paramedic positions - $240,366
This budget includes funding to hire three additional firefighter/paramedic
positions. These positions fulfill previous commitments to implement the fire
staffing plan, which provides for full operational staffing by October 2014 (fiscal
year 2015). The plan calls for the addition of three firefighter/paramedic
positions in both fiscal year 2014 and 2015 to achieve full operational staffing.
These three positions will add one additional staff member to minimum
operational staffing for each shift.
• Police Property Room Clerk - $46,478
A new position has been included in the Police Department to provide oversight
of thousands of pieces of evidence and property handled by the department.
Many criminal cases, and prosecution of the offenders involved, rely heavily on
the ability to properly control and maintain evidence. A dedicated property
room clerk will provide day-to-day operation of the property room and will give
the department an accountability system that is not currently in place.
• Collaborative Adaptive Sensing of the Atmosphere (CASA WX) Project - $3,000
An additional $3,000 has been included in the fiscal year 2014 budget for the
CASA WX project. Cities across the region are working together to install and
operate technology to provide real-time, detailed mapping of weather events in
the lower atmosphere that fall below conventional radar coverage including
storms, winds, rain, hail, and the flow of airborne hazards.
Utility Fund
• Replacement of hand-held water meter devices - $12,360
Part of delivering core services to Colleyville residents and businesses includes
providing water. The hand-held water meter devices currently in use are six
years old and technology in this arena has changed dramatically over the past
few years. The current units require frequent repairs that are no longer
supported by the software company, making and replacement appropriate at
this time.
Debt Service
Ambulance replacement - $44,621
Second-year funding for replacement of the front line ambulance through a
lease purchase plan is included through the Debt Service Fund. The total cost of
the ambulance was $209,425, which will be paid over a five-year period.
Colleyville Crime Control and Prevention District (CCCPD)
The CCCPD will fund six officer positions in fiscal year 2014, police vehicle
replacement, public safety software maintenance, regional recruiting and hiring,
crime report/mapping and analysis software, wireless support for mobile digital
computers, mobile video system replacements and software maintenance, as
well as continued support of the Teen Court program and funding of Justice
Center debt service. In addition, funding for a new radar trailer and continuation
of the weapons replacement program for patrol rifles will be funded through the
CCCPD in fiscal year 2014.
• One new police officer position- $36,975
The addition of one new police officer position is included in the fiscal year 2014
budget, to be funded from the Colleyville Crime Control and Prevention District
(CCCPD) Budget. This position is to be added mid-year and will support the City
Council’s commitment to adding one new police position over each of the next
four fiscal years.
• Vehicle replacements- $230,600
Funding for replacement of four marked police vehicles and one unmarked police
vehicle is included in the fiscal year 2014 CCCPD budget. The Police
Department conducted a comprehensive analysis of department vehicle needs
and was able to reduce the overall size of the fleet by six vehicles through more
efficient distribution of resources. The new fleet management plan for the police
department calls for retaining patrol vehicles for a period of three years and
replacement of five vehicles annually, which is consistent with the funding
available in the CCCPD budget and provides for long-term sustainability of the
police fleet.
PROTECT AND PRESERVE
COLLEYVILLE’S NEIGHBORHOODS
A community is about people and one of the most valuable assets in a community is
its neighborhoods. Through deliberate and judicious land use decisions by
Colleyville’s past and present elected officials and policymakers, Colleyville’s
premier neighborhoods are in fact the focal point of the city. The City Council has
made protecting and preserving neighborhoods an important focus of local
government.
Protecting and preserving neighborhoods takes many forms. Beyond providing
public safety, investment in the reliability of Colleyville’s public infrastructure now
and in the long-term is critical to our neighborhoods and, therefore, a top priority in
the fiscal year 2014 budget. And, while the list of infrastructure projects touches
virtually every aspect of life in Colleyville, it was important to address the city’s
most critical need— maintaining and rebuilding 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. Furthermore, 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 a street infrastructure
to meet the demands of a growing residential and commercial population.
As mentioned previously, a 5-Year Capital Improvement Plan (CIP) has been
prepared to serve as the roadmap for the City’s continued focus on infrastructure
improvement and renewal. While the plan itself covers five fiscal years, the first
year of the five-year plan is what is included in the City’s budget each year. Year
One of the CIP, which is included in the fiscal year 2014 budget, includes $26.9
million for street reconstruction, street rehabilitation, construction of State Highway
26 Phase II, intersection improvements, waterline renewals, facility rehabilitation,
trails, and concrete repairs. Funding sources for these projects are varied and
come from both City sources and other sources. City funding sources primarily
include the General Fund street maintenance budget, perimeter street fees, the
utility fund, and the CEDC. Other funding sources include TxDOT funded projects
and Tax Increment Financing (TIF) funded projects.
Investments in the protection and preservation of neighborhoods in the fiscal year
2014 budget include:
General Fund
• Street maintenance - $2,400,000
A consistent focus by the City Council has been to continue effective funding
levels for street maintenance. Given this, the adopted budget provides a base
level of $1,400,000 for street maintenance/rehabilitation and an additional
$1,000,000 through the draw-down of General Fund fund balance. Many of
Colleyville's 158 miles of paved streets were county roads that the City
"inherited," but which were not constructed to current standards. As we move
forward, those streets not built to current City standards will be brought up to
standard either through a full-depth reclamation process or through complete
reconstruction so that they will perform as they should in the long-term. The
$2,400,000 for street maintenance in the General Fund will ultimately be used
as a funding source in the comprehensive CIP, to be spread out amongst various
projects based on relative priority.
• Street maintenance - $500,000 (one-time expenditure)
Based on data collected in the 2011 pavement maintenance survey and the
analysis done by staff, it has been determined that to maintain the city’s street
system at its current level of service, it would be necessary to spend
approximately $2,700,000 annually on street maintenance. This amount does
not include capital projects that result in reconstructed streets. At this time,
there is currently $2,400,000 budgeted annually for street maintenance. An
additional $300,000 is needed annually to fully fund the street maintenance
program. The fiscal year 2014 budget includes a one-time commitment of
$500,000 for street maintenance to make progress toward that goal.
• Pavement Condition Assessment – $35,000
Unused funds identified in the fiscal year 2013 budget have been used to fund
an updated pavement condition assessment, which was originally requested in
the fiscal year 2014 budget.
• Sidewalk repair – $50,000
The adopted budget maintains funding for the repair and maintenance of
sidewalks, helps ensure pedestrian safety, and enhances Colleyville’s
“walkability” factor. Funding in the amount of $50,000 is recommended for
ongoing maintenance. This is in addition to escrowed construction funds for
neighborhood districts, as approved by the City Council in November 2008.
• Traffic Signal Maintenance Contract – $46,000
Additional funding has been included in the fiscal year 2014 budget for
maintenance of the two traffic signals owned and operated by the City, as well
as maintenance of the 22 school zone flashers and 10 Opticom sensors attached
to various signals. By providing an annual maintenance contract for these
systems, preventive maintenance will be ensured and repairs will be completed
more quickly. Properly maintaining the systems will improve overall operational
readiness and reduce the cost of system maintenance in the long-term.
Utility Fund
• The cost of purchasing potable water from the Trinity River Authority (TRA) has
increased during the past year due to additional 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 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
2013. In the event TRA increases their cost for treated water and wastewater,
consistent with City Council policy, that cost will be passed on proportionally to
customers.
• Water and wastewater renewal program - $250,000
As part of the City’s focus on long-term infrastructure needs, the fiscal year
2014 budget provides funding for proactive replacement of City water and sewer
lines, valves, pumps, lifts, manholes, inlets, and other materials used in the
delivery of potable water to and the removal of sewage from Colleyville homes
and businesses. This investment is utilized as one of the funding sources of the
CIP.
• VueWorks Conference - $1,380
VueWorks work order and asset management system was implemented in fiscal
year 2013 and most maintenance activities performed by the Public Works
Department are now being tracked. There are several modules available in
VueWorks that require additional training to allow the department to fully utilize
the program.
Drainage Fund
• Drainage renewal program - $40,000
The fiscal year 2014 budget also provides funds for proactive replacement of the
city’s drainage and stormwater infrastructure. The amount adopted represents
an increase of $15,000 over the $25,000 that was budgeted in fiscal year 2013
for infrastructure renewal.
• Colleyville Clean Sweep - $12,000
Staff recommends continuation of the household hazardous waste collection
program 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, for total program funding of $27,000. In future years, it is incumbent
upon the City to measure the sustainability of these options based on overall
usage and cost.
DELIVER SUSTAINABLE GOVERNMENT
An ongoing means of managing costs in the long-term is to aggressively seek ways
to maximize economies of scale for cost savings. As in past years, part of the
budget approach is to partner with other governmental units to reduce redundancy
across city borders, using the guiding principal that such partnerships should meet
the benefit, economic, and efficiency thresholds for Colleyville. With the success of
current partner agreements, Colleyville has aggressively sought additional
partnership opportunities to achieve successful, cost-efficient long-term service
delivery.
The adopted budget provides contract services with other governments and
agencies in the following areas:
• Municipal Court: In fiscal year 2013, Colleyville and Keller broke new ground as
the first Texas cities to consolidate their municipal court operations. The
combined court operation, located at the Colleyville Justice Center, has been
projected to save Colleyville $57,188 annually.
• Animal Control: In fiscal year 2013, Colleyville and Southlake consolidated
animal control and shelter services with Keller, a change that resulted in
improved animal services in all three communities, reduction of redundancy in
operations, better utilization of building and technical resources, increased
training time for employees, sufficient staffing for dedicated shelter and
adoption personnel, and improved compliance with state and national standards
for the humane treatment of animals. An additional $30,065 is included in the
fiscal year 2014 budget for the interlocal agreement to provide for Colleyville’s
share of the capital cost of an expanded animal shelter facility in Keller.
• Public Safety: Continuation of funding for the regional communications and jail
services is included in fiscal year 2014 through a multi-year interlocal contract
with Keller and Southlake. This funding budgeted for fiscal year 2014 increased
by $14,017, which reflects Colleyville’s proportionate cost of the interlocal
contract. Additionally in fiscal year 2011, Tarrant County 9-1-1 leased the
Colleyville Communications Center as a permanent backup site, which created
additional revenue. Tarrant County 9-1-1 also will keep the facility up to date
with the latest technology. Funding is provided to meet the contractual
obligations for fire response in the Bedford Response Area, a contract that will
expire in September 2015.
• Northeast Fire Department Association (NEFDA): This association of 14 cities in
Northeast Tarrant County provides resources, support, and staffing for
emergency events such as a water rescue, HAZ-MAT incident, or an incident
involving an explosive device. The cities each contribute financially to maintain
and replace equipment or apparatus needed to respond to these situations. The
funding budgeted for fiscal year 2014 increased by $11,377 for capital
equipment replacement.
• Public Safety: Colleyville will continue participation as a member city in Tarrant
County’s NETCO radio consortium. In 2012, the NETCO consortium commenced
an upgrade to our 800MHz Trunked Radio System to Project 25 (P25) capability.
The P25 conversion included all radio equipment (i.e., towers, consoles, portable
radios, and handheld devices). NETCO member cities will continue to contribute
to the consortium for future maintenance and system enhancement costs.
• Street Overlay: To maximize street maintenance activities, the City will
continue partnering with Tarrant County for county labor resources for street
maintenance. For these projects, the City only provides funding for materials.
The county has specialized street overlay capabilities and has shown a strong
interest in providing assistance to our maintenance program.
• Teen Court: Colleyville partners with Grapevine, Keller, and Southlake to
operate the Metroport Teen Court. The program is managed by the City of
Southlake. The fiscal year 2014 CCCPD provides funds for our continued
participation in this program in the amount of $33,750, one fourth of the total
annual program cost.
• Elections: Staff recommends continuation of the contract with the Tarrant
County Elections Administration Department to conduct local elections at an
annual cost of $7,000. The efficiency and expertise provided by the county
enhances the quality of the electoral process available to our citizenry.
• Tax Assessment and Collection Services: The City will continue the agreement
with the Grapevine-Colleyville Independent School District (GCISD) for tax
collection services, as well as use of recreational facilities to maximize our
operating budget.
• Economic Development: The City will continue partnering with the North Central
Texas Council of Governments (NCTCOG) to host a website offering property
information in support of our economic development efforts. Infrastructure
information, mapping capabilities, and property information is provided on the
site. Contracting services for GIS-related mapping information for aerial
photography with the NCTCOG for public works and economic development will
also continue.
The adopted budget provides a staffing level of 195.5 full-time equivalents (FTEs),
eight more FTEs than in fiscal year 2013. This reflects the addition of one police
officer (funded through the CCCPD), three firefighter/paramedics, one plans
examiner, one construction inspector (project funded), one property room clerk,
one part-time building inspector (conversion from hours contracted), and one part-
time assistant librarian (conversion from hours contracted). The 2014 staffing level
also reflects the reclassification of other positions as outlined in this document.
• Implementation of a new classification and compensation system
Paying fair and competitive wages for the level of work required allows the City
to better attract well-qualified candidates. It also greatly contributes to the
motivation and retention of current employees by showing they are valued for
the work they do. A review of the City’s classification and compensation
system, last reviewed and updated in fiscal year 2006, was conducted to
improve and update market competitiveness and internal equity. The new
system is designed for sustainability, manageability, and flexibility. It also
establishes a goal of paying successful employees at the 50th percentile of the
market in which the City competes for employees. It has a flexible job
classification structure to support cross-training and accommodates alterations
in job assignments within the structure. And it reinforces internal equity by
defining and grouping jobs based on the complexity of work, leadership
expectations, and decision-making required within a fair and competitive salary
structure.
• Market adjustments - $237,722
Employees currently earning below the new minimum salary of their position’s
pay range will receive a market adjustment, not to exceed 10 percent, in fiscal
year 2014. If an employee is currently earning more than 10 percent below the
new minimum salary, he/she will receive the adjustment over the next two to
three fiscal years so that an individual’s pay increase does not exceed 10
percent in any given year. The additional funding for market adjustments
includes benefits and is the amount necessary for all funds. Year two and year
three implementation costs for moving all employees to the minimum of the new
range are currently projected to be $72,063 and $2,766, respectively. As these
figures represent a snapshot in time, these figures are subject to change as the
market changes in the future.
• Performance-based merit increases- $177,278
Employees hired prior to October 1, 2013, will be eligible for a mid-year
performance-based merit increase in fiscal year 2014 based on good and high
performance. The increase will not exceed five percent. Employees receiving a
market adjustment of five percent or more are not eligible for the performance-
based merit increase. The additional funding for performance-based merit
increases includes benefits and is the amount necessary for all funds.
• Comprehensive performance management program
Performance management is a critical element of managing and rewarding the
workforce to ensure goals are consistently met in an effective and efficient
manner. A new performance management system will be implemented in fiscal
year 2014 to better assess operational efficiency and create greater
accountability. Performance-based merit increases in mid-fiscal year 2014 will
be predicated on employee performance under the comprehensive performance
management program. The new system will include more meaningful tools and
a streamlined process to document employee goals, expectations, and
performance to reinforce alignment of City services with citizen expectations as
it pertains to the organization’s standards today.
• Employee insurance benefits
Employee insurance benefits include medical, dental, life, accidental death and
dismemberment, long-term disability, and COBRA, insurance, as well as flexible
spending account and health reimbursement arrangement administration. The
City continues to exhibit a substantial commitment to employee benefits by
funding employee medical insurance at a base of 80 percent and up to 100
percent with wellness participation. Dependent insurance is at a base of 56.075
percent and up to 76.075 with wellness participation. This tiered structure for
health insurance subsidies has proven to be an innovative approach to
addressing increasing healthcare costs, while providing a benefit for employees
that allows the City to maintain a competitive benefit position among its peer
cities. The wellness initiative is designed to improve employee health and is
trending favorably in the long-term due to reduced utilization of the medical
plan.
Despite a 4.5 percent increase in medical premiums this fiscal year, employees
will not see an increase in the employee-paid portion of premiums as the City
was able to absorb this increase as a result of overall cost savings in insurance
benefits and the addition of a fourth subsidy tier for medical insurance.
The Patient Protection and Affordable Care Act (PPACA) is expected to further
increase medical premiums by approximately 4 percent to reflect the effects of
the Health Insurer Fees and Reinsurance Fees. Final regulations and guidance
regarding these fees, which are expected to be assessed beginning January 1,
2014 by the federal government, have not been fully established. The cost of
these fees will be paid by the employees who are covered under the medical
plan.
• Texas Municipal Retirement System (TMRS)
The City is committed to ensuring the retirement benefit offered to employees is
both affordable and sustainable. The City’s current plan design includes funding
for participation in the TMRS program at a contribution rate of 7.00 percent
(annualized 7.045 percent), down 2.56 percent from the current annualized rate
of 7.23 percent. For the current actuarial period, the City has no unfunded
liability.
• Personnel Policies and Procedures Manual
In fiscal year 2014, with input from an appointed employee committee, staff will
complete the comprehensive update of the Personnel Policies and Procedures
Manual. This includes reviewing and updating current policies and developing
new ones. Training will take place to inform all employees of the changes.
With limited personnel resources, the City of Colleyville is heavily reliant on
technology to optimize time and available personnel in the efficient delivery of City
services. Staff focuses efforts based on a five-year information services strategic
plan adopted by the City Council in 2011. A recently implemented Information
Services Management (ISM) Governance Committee has also established criteria for
evaluating technology investments and ranked each new technology request
according to those criteria. This ranking strongly influenced decisions regarding
which items to include in the fiscal year 2014 budget. Funding to maintain or
enhance the City’s technology infrastructure in fiscal year 2014 includes:
• Phase II of audio-video equipment replacement in City Hall– $174,000 (one-
time expenditure)
This funding is for Phase II of AV replacement at City Hall. It includes replacing
equipment such as digital controls, overhead camera, projection screens, sound
equipment, and additional monitors in the Council Chambers, the Executive
Conference Room, and the Training Room.
• Laserfiche integration project - $29,000 (one-time expenditure)
The Laserfiche Integration Project will provide for integration with both the CRW
(development) and CRIMES Software. Integration will allow for documents
generated from these software programs to be directly stored in Laserfiche, as
well as additional workflow capabilities that will help to automate currently paper
intensive processes.
• Digitizing documents to Laserfiche - $49,850 (one-time expenditure)
In fiscal year 2014, staff would contract with two clerical personnel for
approximately six months to begin digitizing documents currently located in
storage. After the six-month time period, staff can develop an annual program
determined by the amount of work accomplished in the initial six-month
timeframe. This project begins working toward the goal of transitioning all City
documents into a digital form.
• Replacement of GIS Licensing with Enterprise Licensing - $15,100
By providing an enterprise license for GIS, each department and internal
working group would realize benefits from accessing a common platform for
operational data by leveraging maps to support work and analyses. Multiple
users would be able to simultaneously edit GIS datasets, making it possible to
integrate with other information systems in real time. An enterprise system also
provides additional capability for external communication to customers and
citizens.
• Replacement of desktop computers - $15,000
Funding has been included for replacement of 42 desktop computers with “thin
clients” for employees. This is a part of the City’s regular computer replacement
schedule, which calls for replacement of desktop computers every four years.
All desktop computers are anticipated to be replaced with “thin clients” by fiscal
year 2017.
• Replacement of laptop computers - $55,000 (one-time expenditure)
Laptops are scheduled to be replaced every four years. Funding has been
included in the fiscal year 2014 budget to replace those laptops that are due for
replacement in the next 12 months.
• Replacement of ToughBook computers - $11,000 (one-time expenditure)
Funding is included in fiscal year 2014 budget for replacement of ToughBooks
with iPads. With iPads available for significantly less cost than a ToughBook,
staff will be provided an iPad to conduct necessary City business and complete
reports in the field.
• Off-site back-up system project– $44,000 (one-time expenditure)
All back-up systems for the City will be replaced in fiscal year 2014. The current
back-up systems were purchased prior to 2004 and are not consistent with
current technology. The new system will provide live, online back-ups at City
Hall, the Justice Center, and off-site at the Keller City Hall as opposed to a tape
library located only at City Hall and the Justice Center.
• Additional cameras at City buildings - $35,400 (one-time expenditure)
To enhance current security levels, cameras will be installed at key locations in
City Hall and the Senior Center, such as the breezeway between City Hall and
the Library, parking areas, and ports of entry.
• Replacement of wireless system - $21,000 (one-time expenditure)
The wireless system used in all City buildings is currently six years old and
requires replacement. There are currently two main wireless networks available
in city buildings, one for public access and one for staff access. The system
hardware that supports these networks will be replaced with current technology.
• Additional software maintenance and support costs - $34,464
The information services program contains funding for maintenance and support
of software used in all City departments. As previously stated, staff relies
heavily on technology to support a lean workforce, while maintaining a high
level of service. The costs related to software, typically in the form of
maintenance agreements or support contracts, increase annually. The more
significant increases contributing to the $34,464 in total additional cost are
$9,395 for support of the new Munis financial software, $3,840 for maintenance
of the Fund Balance software, $3,499 for the VMWARE support contract, $3,139
for Nexus Viewer maintenance, and $8,950 for HP Blade support.
• Laserfiche Enterprise Rio License - $4,795
Laserfiche was upgraded in fiscal year 2013. Going forward, there will be an
annual maintenance support fee, which has been included in the fiscal year 2014
budget.
• Training for GIS personnel - $6,725
Additional training has been included in the fiscal year 2014 budget to maintain
the capability of the City’s GIS program. As software platforms and technology
platforms change, it is imperative that staff remains abreast of these issues.
• Networkfleet GPS monitoring service - $10,200
While not directly a part of the information services program budget, this
technology enhancement for City vehicles enhances management of the fleet.
The web-based tracking and monitoring system was tested as a pilot program in
fiscal year 2013 and has aided in reducing fuel expenses, maintenance costs,
and emissions. The system provides GPS location data used for crew location
information or even stolen vehicle recovery. The annual cost represents $25 per
month, per vehicle, and is distributed as a $4,200 cost to the General Fund,
$4,500 to the utility fund, and $1,500 to the Drainage Fund.
• Field Connectivity for Public Works Staff - $4,800
Funding for three tablet devices and aircards has been included for use by both
wastewater and utility support employees in the fiscal year 2014 Utility Fund
budget. This will allow staff to access VueWorks, the web-based public works
asset management software, from the field and increase overall staff efficiency.
• Venue Mapper software for Colleyville Center - $1,400
Software used for designing event floor plans is outdated and does not allow for
real-time design updates when clients call in with changes. The Social Tables
Venue Mapper software will reduce staff time required to design the diagrams
for events and improve customer service in terms of turnaround times for
approval of room layout.
• Event booking software for Colleyville Center - $6,500
The current event booking software used by the Colleyville Center is dated and
does not allow for real-time calendar updates or the mobility that a web-based
program would provide. New software will provide a simplified booking process,
streamline paperwork, and allow for remote access from any device with
internet access.
Technology Items Funded from Fiscal Year 2013 Available Funds:
• Camera Replacements- $40,400 (one-time expenditure)
The security cameras at the library and the public works building have reached
the end of their useful life and are in need of replacement. Unspent funds in the
fiscal year 2013 budget have been identified to fund these replacements.
• AV replacement at the Justice Center and EOC - $65,000 (one-time expenditure)
Unused funds in the Police Department fiscal year 2013 budget have been
committed for replacement of audio-visual equipment in the Justice Center and
Emergency Operations Center (EOC).
• Interview Room Camera and Equipment Replacement - $40,000 (one-time
expenditure)
Updated cameras and equipment will be installed in the police interview rooms
to implement the best practices recommended by the Tarrant County District
Attorney’s Office. Utilizing the latest technology will enhance the City’s
partnership with the District Attorney’s office.
Consistent funding of capital equipment replacement directly aligns with the
sustainable government objective. Transferring a calculated amount annually into
the Capital Equipment Replacement Fund allows the City to set aside money to
replace vehicles and equipment at the end of their useful life, without concerns
about variations in annual expenditures if a number of items need to be replaced in
a particular year. Capital equipment includes vehicles, heavy equipment, servers,
and other technology-related hardware.
• Replacement of vehicles and capital equipment (General Fund) - $242,000
The fiscal year 2014 budget includes a transfer from the General Fund to the
Capital Equipment Replacement Fund, for which $31,000 is designated for
replacement of servers, and $211,000 is designated for the replacement of
vehicles and equipment utilized by programs accounted for in the General Fund.
• Replacement of vehicles and capital equipment (Utility Fund) - $81,100
This funding has been budgeted for replacement of vehicles and capital
equipment that are utilized by programs accounted for in the Utility Fund.
Maintaining the City’s investment in buildings and facilities is also an important
component in delivering sustainable government. The fiscal year 2014 budget
provides additional funding of $32,313 in the facility maintenance program for
contractual services on a recurring basis. It also allocates funds set aside in the
Building Capital Projects Fund by City Council from the fiscal year 2012 year-end
budget amendment to several top priority maintenance and repair items, as well as
utilizing balances from other identified capital maintenance funds.
• Contract for disposal of fluorescent light bulbs - $10,000
This funding will be used to fund an annual contract to provide for pick up and
proper disposal of fluorescent light bulbs, ballasts, and any other hazardous
materials that are used in City facilities. The contractor would provide the
required documentation certifying the type and quantity of the materials that
were disposed of to satisfy new EPA regulations to prohibit disposal of these
materials in landfills. As these EPA requirements are new, this funding is for a
service not currently provided.
• Maintenance of parking lot gates at the Justice Center - $3,000
The adopted budget includes additional funding for an annual maintenance
contract for the parking lot gates at the Justice Center. The gates are activated
many times per day, causing significant wear and tear. Utilizing a maintenance
contract to service and maintain the gates is a cost-effective and efficient way to
manage the maintenance of the gates, as opposed to calling a vendor each time
repairs are needed.
• Increases to current contracts administered by Building Services - $19,313
As is typical with prices for most goods and services, the cost increases from
year to year to accommodate inflation and/or increased cost of materials or
labor. The Building Services program currently administers a number of
contracts that will experience a price increase in fiscal year 2014, including
boiler inspections and maintenance, pest control, HVAC maintenance, floor and
carpet cleaning, janitorial service, window cleaning, and fire inspections. The
additional funding included in the fiscal year 2014 budget serves to maintain the
current service level.
• Redundant HVAC unit for the Justice Center Data Center - $25,000 (one-time
expenditure)
Purchasing a redundant HVAC unit for the Justice Center Data Center allows
back-up cooling capabilities if the primary unit fails or is out of service. It is
imperative that servers and other hardware in the data center function in a
room with cool temperatures if the equipment is to operate properly and if the
financial investment made in the equipment is to be protected.
• City Hall/library emergency lighting - $10,582 (one-time expenditure)
The emergency lighting in City Hall and the library has reached its projected
useful life of 10 years and the ballasts are beginning to fail. To provide a safe
environment, the emergency lighting will be replaced.
• City Hall/library boiler pumps and motors - $13,560 (one-time expenditure)
The pumps and motors for the boiler have reached the limit of their design life,
which is 10 years, and need to be replaced before they fail and cause City Hall
or the library to be without heat.
• Justice Center fire alarm system - $12,396 (one-time expenditure)
A recent study was conducted to evaluate life, safety, and building deficiencies
in the Justice Center. This request will bring the fire alarm system into Uniform
Building Code and National Fire Protection Association compliance.
• Justice Center VAV boxes - $4,721 (one-time expenditure)
The variable air volume (VAV) boxes at the Justice Center are failing and require
replacement. These boxes are a component of the HVAC system.
• Seal exterior building openings at the Justice Center - $6,000 (one-time
expenditure)
Sealing the exterior building openings at the Justice Center will keep small
animals out of the attic space. Normal wear and tear and settlement requires
buildings to be sealed on an as-needed basis to prevent small animals from
chewing electrical and data wiring and eating insulation, causing damage to a
critical operational facility.
• Redundant HVAC unit for the City Hall data center - $7,580 (one-time
expenditure)
Purchasing a redundant HVAC unit for the City Hall data center allows for back-
up cooling capabilities if the primary unit fails or is out of service. It is
imperative that the servers and other hardware in the data center function in a
room with cool temperatures if the equipment is to operate properly and if the
financial investment made in the equipment is to be protected.
• City Hall and library fire alarm system - $33,488 (one-time expenditure)
A recent study was conducted to evaluate life, safety, and building deficiencies
in City Hall. This request will bring the fire alarm system into Uniform Building
Code and National Fire Protection Association compliance.
• City Hall and library concrete steps and handrail - $33,832 (one-time
expenditure)
The concrete steps in front of City Hall and the Library are failing and need to be
replaced as they constitute a tripping hazard. In addition, the handrails have
been broken and repaired several times and require replacement.
• City Hall exhaust fan - $7,500 (one-time expenditure)
The exhaust fan on the third floor in City Hall (near the kitchen) requires
replacement. The current exhaust fan does not provide for an adequate amount
of air changes and creates more noise than is acceptable.
• Dumpster enclosures - $8,000 (one-time expenditure)
In order to be in compliance with the current code, funding has been included to
improve the screening around the dumpsters behind City Hall.
BRAND COLLEYVILLE WITH A UNIQUE IDENTITY
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 community. The public amenities and services
provided by the City are part of what makes Colleyville unique, and an important
element in the quality of life enjoyed by our citizens. These include: availability of
materials and programs at the library, first-rate parks and trails, recreational and
athletic programs, social activities and events, and opportunities for public
engagement and input.
In order to meet the quality-of-life expectations of Colleyville citizens, the fiscal
year 2014 budget provides additional funding for the following:
General Fund
• Additional funding for a technical services librarian - $14,815
Additional funding has been added to convert the hours worked by one of the
technical services librarians on a contractual basis to a true part-time City
employee. This position had previously been funded on a contractual basis
through the state-funded Loan Star Library Grant, but this funding has been
reduced and ultimately eliminated over the last few years.
• Training for library staff - $4,598
The adopted budget provides additional funding for attendance at several
conferences and training opportunities for the library director and library staff.
These training opportunities allow staff to keep current in the latest
development in library services and to identify opportunities to either increase
efficiencies or improve services to library patrons.
• Maintenance of railroad rights-of-way - $35,000
In order to construct the Cottonbelt Trail in the right-of-way belonging to Dallas
Area Rapid Transit (DART) and operated by the Fort Worth and Western Railroad
(FWWRR), the City was required to execute a licensing agreement that required
it to maintain the railroad right-of-way, including mowing, tree trimming, debris
removal from the Big Bear Creek bridge, and other specified maintenance tasks.
In order to work in the railroad right-of-way, it is necessary to hire a “flagger” at
the rate of $800 per day. This funding allows staff to hire a vendor approved by
the FWWRR to perform the required maintenance work.
• Grounds maintenance mowing contract - $3,360
Additional funding for the grounds maintenance mowing contract provides for
maintenance of grounds adjacent to City monument signs. There are seven
locations with monument signs; this funding adds the remaining four locations
to those maintained by the City’s contractor and includes mowing, trimming,
and edging of the property.
• Tree falling and removal at Nature Center - $10,000 (one-time expenditure)
Funding is included in the fiscal year 2014 budget for removal of certain trees at
the Nature Center that have been identified as either threats to citizen traffic
areas or to private property.
• Ground maintenance horticulture maintenance contract cost increase - $5,392
The current contract with the grounds maintenance mowing contractor includes
an option to request additional funding not to exceed the standard Consumer
Price Index (CPI) for the DFW Metropolitan area for the past 12 months.
Additional funding addresses the anticipated request by the contractor to
recover rising fuel and fertilizer costs.
• Street lighting cost increase - $18,720
Part of Colleyville’s unique identity includes adequate street lights. The cost of
electricity for street lights has increased and the budgeted amount has not been
adjusted in several years. The additional funding provides the amount
necessary to continue providing street lighting at the current service level.
• Motion picture licensing for senior center - $305
Funding for motion picture licensing has been included in the fiscal year 2014
budget in order to provide an enhanced level of service to include the ability to
show movies to patrons of the Senior Center.
CEDC and Voluntary Park Fund
• Colleyville Center Site Master Plan - $25,000
The Colleyville Center Site Master Plan will provide the development road map
for the seven acres of land currently surrounding the Colleyville Center. The
architectural renderings will establish both land and space utilization on
Riverwalk Drive, incorporating plans for gardens, fountains and functional
outdoor meeting and patio space. The overarching intent for a plan is to
accommodate larger, revenue driving business and community events at the
Center with development scope and funding to be determined by the City
Council.
• Design of renovations to the Senior Center - $125,000
The design of renovations to the Senior Center is included in the CEDC adopted
budget to implement recommendations from a study currently in progress. The
study considers future use, programs, and renovations of the Senior Center, and
is a fiscal year 2013 CEDC funded project.
• Trail system investments - $545,000
The 2014 CEDC budget includes the carry forward of funding for incomplete
projects- completion of Pleasant Run Trail right-of-way acquisition and
construction (Bogart to Mission). Funding is also included for improvements at
the Cotton Belt – LD Lockett Park Trailhead.
• City Park landscape and amenities - $175,000
Funding has been included in the fiscal year 2014 CEDC budget for updates at
City Park. The park opened in 1998 and is in need of improvements that
provide for more efficient irrigation, lower water use landscaping, and updates of
dugout and spectator areas.
• Laser grading of baseball and softball fields at City Park - $30,000
Over time, ball field clay and conditioner is displaced from field skinned areas by
players, daily maintenance, and weather to the adjacent turf areas. Additional
funding has been included in the fiscal year 2014 budget from the Voluntary
Park Fund to provide field leveling, or laser grading, on a three year rotation.
ITEMS NOT FUNDED IN FISCAL YEAR 2014
As is typical in local government, funding needs often exceed the revenues
available. Decisions must be made in terms of what items to fund and include in the
budget. The items described below were not included in the fiscal year 2014
budget, either due to a lack of available funding or because these items
represented a lower overall priority when compared to other items. Every request
for additional funding was evaluated and ranked by the staff Leadership Team,
which played a large role in determining those items that were chosen for inclusion
in the fiscal year 2014 budget. When ranking each funding request, the Leadership
Team referred to a set of criteria, which included considering how and to what
extent the request furthers the goals laid out by City Council in the Strategic Plan,
any risks faced by not funding a request, whether the request addresses an area
identified in the City’s performance measures as needing improvement, staff’s
ability to execute and implement the request if funded, why the funding request is
being considered (i.e. what prompted this request), and overall impact of funding
the request compared to the financial investment required.
• Street Reconstruction - $2,400,000
Colleyville has 43.5 miles of unimproved (no curbs and open ditches for
drainage) asphalt streets. The majority of these streets are arterial or collector
streets carrying the majority of the city’s traffic. The cost to reconstruct these
roads to current standards is approximately $75 million in 2013 dollars. Based
on the previously proposed target of eliminating all unimproved roads in
Colleyville during the next 25 years, an additional $3 million is need each year
to fund reconstruction. Because some of these streets are eligible for TIF
funding, an additional $2.4 million is needed annually from other funding
sources, such as the General Fund.
• ESRI training for the building official - $3,775
Funding has been requested for the building official to attend ESRI-GIS I & II
Training. The training would enhance the building official’s ability to research
information, such as a property’s zoning type, lot size, property ownership,
utility locations, etc., that require the use of a GIS-type program.
• Graduate Intern - $11,040
A graduate-level intern would provide professional support to all City
departments, including providing analysis, completing studies, supporting
departments to achieve citywide goals, and assisting with special projects. As
current staff members manage already full workloads and lack the capacity to
take on work related to new projects or initiatives, the addition of an intern
would provide needed higher-level professional support at a lower cost than that
of an additional full-time employee. A graduate internship program would also
provide the ability to attract additional professionals to the city and identify
individuals that could be excellent future employees.
• Agency agreement funding for Save Haven - $1,000
Safe Haven, a non-profit organization providing shelter, case management,
counseling, legal services, and support groups to victims of domestic violence,
has requested an additional $1,000 from the City, for total funding of $2,000
annually. Colleyville currently supports Safe Haven at the $1,000 level. No
additional justification regarding utilization of these services by Colleyville
residents has been provided by the organization.
• Outgoing BCC member recognition/meeting items - $2,600
Additional funding for recognition of members of City boards, commissions, or
committees was requested for an annual reception or other recognition for the
service provided by these individuals.
• Human resources coordinator - $75,000
In order to provide adequate support regarding recruiting, hiring, organizational
development, performance management, and training, the addition of a human
resources coordinator is requested. This position would be responsible for
providing advanced support of human resources functions, including targeted
recruiting and hiring, training and development, special projects and research,
various committee representation, volunteer and intern program implementation
and administration, and safety program/risk administration. Without this
additional position, the HR Department will continue to be challenged to provide
these necessary services.
• CRW website Upgrade - $5,000
An upgraded website interface is available through CRW that would provide a
more modern visual display and would also be accessible from iPad devices. The
upgrade was not recommended for inclusion in the fiscal year 2014 budget as
the enhancements are more cosmetic in nature and the primary beneficiaries of
the more user-friendly interface would be staff as opposed to external
customers. When compared to other funding requests, this request ranked
lower in priority.
• CRW software upgrade - $45,000
A new version of the current CRW software is available, which would transition
the current software to a web-based program that would not require software to
be installed on City computers. The program could be accessed from anywhere
with internet capabilities, ultimately allowing access from the field.
• Colleyville Center technology upgrades - $187,907
To provide the most up-to-date technology for customers renting space at the
Colleyville Center, additional funding was requested to offer enhanced
capabilities, with the intention of attracting more business customers. A number
of existing technology components were replaced in 2010; items in this request
were for a service level above and beyond that which is currently provided.
Technology improvements would include an enhanced audio and visual system
in the stage and large hall area, enhanced receiver, speakers and controls for
the small meeting room, speakers in the outdoor patio areas, video conferencing
capabilities, and a portable interactive smartboard.
• Installation of fiber for the City - $395,000
The City currently leases fiber to provide connectivity between buildings. By
installing City-owned fiber, the cost for the current lease could be eliminated. It
is anticipated that, based on the current amount of fiber used by the City and
the fact that the amount used increases substantially each year, costs for the
leased fiber will also continue to increase. Installation of City-owned fiber could
be broken into phases. Phase 1 would connect City Hall and the Justice Center,
at a cost of $237,000. Implementation of Phase 1 would reduce leased fiber
costs (approximately $55,000 per year) by $16,800. Additional phases would
connect the central fire station and the public works building with the Justice
Center, at a cost of approximately $79,000 for each.
• Citywide digital signage platform - $105,000
The addition of a citywide digital signage platform would enhance
communication to citizens at key buildings including the library, City Hall, Justice
Center, the Colleyville Center, the Senior Center, fire stations, and the public
works building. This will also enhance communications to employees by placing
screens in employee areas of City buildings. A total of 25 digital signs are
included in the proposal. The digital signs could provide information such as the
programs offered that day at the library or Senior Center, or other items that
would be helpful to communicate.
GENERAL FUND
In developing the adopted budget, the objective was to achieve a balance between
revenues and expenditures, and prioritized operational needs with long-term
community investment strategies.
Revenues
Major revenue considerations in the adopted General Fund budget include:
• An increased operation and maintenance (General Fund) portion of the tax
rate due to declining bonded indebtedness. There is no overall increase in the
total tax rate.
• An increase in ad valorem revenue due to a 3.1% increase in property values
• Increased sales tax revenue
• An increase in inter-fund transfers, both from a higher transfer from the
Utility Fund and from a transfer from capital project budgets for the new
construction inspector
Property Tax
The main source of income for the City is property taxes, accounting for 55 percent
of our total revenue. The biggest budgetary issue in preparing an annual budget is
the setting of the property tax rate. Once the roll is received in late July, the tax
rate is determined by the debt rate needed to pay for the City's bonded
indebtedness and funds needed for maintenance and operation funding in the
General Fund.
The Tarrant Appraisal District has certified Colleyville’s property valuations for 2013
at $3,909,272,694 ($3,847,268,162 in certified value and $62,004,532 in pending
appeals and incomplete valuations), and includes $98,382,931 in new construction.
This represents an increase of $117,565,834 (3.10%) over the current year's
taxable valuation of $3,791,706,860, per the September 1, 2012 certified
values. The value of existing property on the tax roll is $3,810,889,763,
representing an increase of $19,182,903 (0.51%) over the current year’s taxable
valuation. The total taxable value includes TIF zone property, which has a combined
taxable value of $254,552,139 (TIF Zone #1 adopted in 1998- $254,0360831 and
TIF Zone #1A adopted in 2012- $515,308) and includes $5,721,554 in new
construction. The final TIF value is subject to change, as $4,875,712 in valuation is
still under appeal. This represents an increase of $3,343,649 (1.33%) over the
current year TIF valuation of $251,208,490.
In 2003, the City Council increased the over-65 property tax exemption to $65,000
and approved the senior property tax freeze in 2004. The loss in property tax
revenue from the over-65 property tax exemption for 2014 is projected to be
$400,645, combined with the loss of revenue for the senior tax freeze of $151,399.
Currently, 18.62 percent of all residential property tax accounts are frozen.
The adopted budget maintains a property tax rate of $0.3559 per $100 value to
support a property tax levy of $12,855,752, excluding the TIF property and frozen
value. The tax rate is comprised of an operation and maintenance rate of $0.32442,
and an interest and sinking rate of $0.03148. The latter component provides
funding for retirement of the annual debt obligations. In a review of peer cities,
Colleyville has the second lowest tax rate in northeast Tarrant County. That is not
expected to change with adoption of the fiscal year 2014 budget.
The adopted property tax rate of $0.3559 is slightly less than the effective tax rate
of $0.357392. The effective tax rate is the rate at which the City would raise the
same amount of revenue raised in the last fiscal year. If the City of Colleyville were
to adopt a 2014 tax rate equal to the effective tax rate of $0.357392 per $100 of
value, total taxes on existing property would increase compared to 2013 taxes by
$566,548.
As shown in the following table, the 2014 property tax rate will increase the typical
homeowner’s tax bill compared to this year’s tax billing by $29.01.
Sales Tax
The second major financial consideration guiding development of the budget is the
growth of sales tax revenues. The City collects a total two percent sales tax: one
percent for General Fund and the remaining one percent allocated for two half-cent
special purpose districts. As there has been a slight upturn in the local economy
and the opening of Whole Foods Market is anticipated in mid-fiscal year 2014, a 5.8
percent increase in sales tax over the fiscal year 2013 adopted budget is projected.
Licenses and Permits
Building related revenue remains relatively consistent with the fiscal year 2013
budget. The fiscal year 2014 budget includes a 1.8 percent increase over the fiscal
year 2013 adopted budget. Activity has returned to pre-recession levels beginning
in fiscal year 2012. Based on current interest rates and the number of lots that
have been approved or are under construction, staff anticipates that the current
rate of construction of new single family residential homes will continue for the near
future. There are also commercial developments and redevelopments anticipated
for fiscal year 2014.
Budget
Year
Average
Residential
Property Value
Property
Tax Rate
Average
Property Tax
Payment
2010 $398,957 $0.3559 $1,419.89
2011 $397,472 $0.3559 $1,414.60
2012 $396,817 $0.3559 $1,412.28
2013 $397,889 $0.3559 $1,416.09
2014 $406,040 $0.3559 $1,445.10
Intergovernmental Revenue
Intergovernmental revenue includes the annual payment from the City of Keller as
a result of the municipal court consolidation in the amount of $217,967. Keller is
paying 45.9% of the total municipal 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.
Expenditures
The following illustration shows how the City spends each tax dollar for the
upcoming fiscal year. The total General Fund budget for fiscal year 2014 is
$21,533,967.
UTILITY FUND
The Utility Fund is a proprietary fund structured and operated as a stand-alone
business or enterprise. For budgeting purposes, the fund segregates the operating
expenses and debt service in an accounting fashion similar to the General Fund. In
accordance with Generally Accepted Accounting Principles (GAAP), this fund uses a
full accrual basis of accounting that combines the accounting of long-term assets
and liabilities with operating expenses and revenues. As a stand-alone Enterprise
Fund, the Utility Fund pays its share of overhead costs as a reimbursement to the
General Fund. The fund also makes a franchise fee payment to the General Fund.
Revenues
Under the current rate structure, water sales account for 75 percent of this amount
and sewer revenues account for 23 percent. Interest, tap fees, and miscellaneous
revenues make up the remainder. The current rates are based on the City paying
TRA $2.53 per 1,000 gallons for water and $1.82 for wastewater, an increase of
$0.11 for wastewater from 2012 rates. Meeting bond covenant requirements, the
existing rate structure provides for a 1.2 times coverage factor.
Public Safety Services $0.41
Strategic Services $ 0.20
Public Works Services $0.22
Economic and Community Development $0.04
Leisure Services $0.13
Expenditures
Utility Fund expenditures total $13,176,572 for the adopted budget. The largest
component, 64 percent of the fund, covers the contractual obligation for water and
wastewater to the Trinity River Authority (TRA). In an effort to continue a
comprehensive program to repair and rehabilitate the utility system, the budget
includes funding in the amount of $250,000 for infrastructure renewal, which is
funded through a draw-down of the available cash in the Utility Fund retained
earnings. The expenditure increase in the budget from fiscal year 2013 is due
primarily to the increase in the cost of treated water and wastewater by TRA,
setting aside $81,100 for the future replacement of vehicles and equipment, and an
increase in the amount transferred to the General Fund. The following illustrates the
distribution of expenses for the Utility Fund.
DEBT SERVICE FUND
The City budgets for debt service in two separate funds - utility and tax supported
debt services. The total fiscal year 2014 debt obligation for tax supported debt is
$1,684,797, a decrease from the fiscal year 2013 total of $2,296,446. There is a
planned drawdown of debt service fund balance in the amount of $152,666 for the
second year repayment of the lease purchase agreement for the towers, consoles,
portable radios, and handhelds related to the upgrade of the 800MHz Trunked
Radio System to Project 25 (P25) capability, which was entered into in fiscal year
2012. 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 2014 fund balance will be in excess of the 90-day
reserve needed.
The Utility Fund’s times coverage ratio of 1.20 is effectively met in the current
tiered rate structure. The total utility-supported 2014 bonded debt obligation is
$819,137. Also included is the repayment to the Colleyville Tomorrow Fund for the
internal financing 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 annually for the next six years, which
would be the term of the lease if financed externally.
Operation
Debt
Transfers
83%
6%
8%
3% Administration & Billing
Furthermore, the city’s bond ratings are evidence of Colleyville’s financial strength.
In 2009, the City received an upgrade in its general obligation bond rating from
AA+ to AAA from Standard and Poor’s. Strong tax base growth coupled with a low
tax rate, strong financial performance, and substantial cash balances are the
primary reasons for the bond rating.
In fiscal year 2012, the city’s rating went through its biannual bond rating review
with Fitch Ratings for outstanding general obligation, and water and sewer debt.
The AAA rating was reaffirmed by Fitch Ratings. The key ratings drivers for the AAA
rating for the general obligation debt were a healthy financial profile, solid tax base,
manageable debt burden, and a 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 system revenue bonds and the drainage system revenue
bonds also received a rating upgrade in 2009. Standard and Poor’s upgraded the
water and sewer utility revenue bonds from AA- to AA+ and drainage utility
revenue bonds from AA to AAA. Fitch ICBA also upgraded the drainage system
revenue bonds from A+ to AA. Reasons for the upgrades include strong financial
operations, growth in service area, adequate water and sewer treatment capacity to
meet future demands, and moderate debt ratio with manageable future borrowing
plans. These credit ratings for outstanding debt mean the City’s bonds are
considered to be of superior investment quality, resulting in lower interest
payments for the City.
STORMWATER DRAINAGE UTILITY FUND
In 1993, the City Council adopted a monthly fee assessed on residential and
commercial utility billing accounts for stormwater management. The Stormwater
Drainage Utility Fund supports the operation and maintenance of the city’s drainage
system and addresses federally mandated requirements for stormwater systems.
This fund is designated to maintain streets, sewers, and drainage ditches to
manage runoff from commercial and residential development, including related
personnel and operating costs.
The fund is projected to receive revenues of $944,519 in fiscal year 2014, primarily
from the collection of the monthly fee. Annual debt payments for the outstanding
bonds comprise $255,568. In fiscal year 2014, $40,000 has been allocated for
infrastructure renewal and the remaining funds of $558,919 fully support six staff
positions, partially fund two other staff positions for which costs are split between
multiple funds, and drainage projects throughout the city. The drainage bonds
require a coverage ratio of 1.25 times annual debt service, approximately $319,460
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 Stormwater
Drainage Utility Fund will repay the Colleyville Tomorrow Fund this amount annually
during the next five years, which would be the term of the lease if financed
externally.
SPECIAL REVENUE FUNDS
The City Council continues to be innovative in evaluating financing options for
various City programs. Programs implemented to date include:
Colleyville Tax Increment Financing (TIF) District
The Tax Increment Reinvestment Zone (TIRZ) District, also known as the TIF, was
created in 1998. The primary goal of the district is to encourage quality commercial
development in the city. The district boundaries predominately occupy property
located along State Highway 26, 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 College
District and the Grapevine-Colleyville Independent School District participate at
varying levels in the district by assigning their ad valorem tax dollars. Tarrant
County and the Tarrant County Hospital District are no longer participating in
contributing to the TIF as their level commitment has already been met. In
November 2012, the TIF was amended to expand boundaries to include mostly
additional vacant, underutilized land and some commercial property. The additional
area added is called TIF #1A, as compared to the original area which is called TIF
#1.
The incremental value for fiscal year 2014 (tax year 2013) is $254,036,831 for TIF
#1 and $515,308 for TIF #1A. TIF #1 experienced an increase of $2,828,341 from
the valuation for fiscal year 2013 (tax year 2012). In 1998, initial planning
projections stated the anticipated incremental property valuation for the District
would be $188,284,200 in fiscal year 2014. The actual fiscal year 2014 incremental
value is a 35 percent increase over the original 1998 projection for fiscal year 2014.
Colleyville’s TIF District is one of the highest performing in the state.
The debt service payment for the coming year is $683,700 for bonds issued for
district projects. Additionally, expenditures are anticipated for payments to the
Village at Colleyville and Town Center at Colleyville for developer asset repurchase
agreements as a result of TIF Board and City Council incentivized approved
projects. The CIP budget uses TIF funds to pay for Glade Road improvements.
Colleyville Crime Control and Prevention District (CCCPD)
The primary goal of the district is to fund public safety facilities. The district was
created by voter approval in 1999, with oversight of funds assigned to the board of
directors, composed of the City Council. State law provides that a district’s life is
limited to five years, unless voters continue the district by approval of a
referendum. In September 2003, Colleyville voters approved continuation of the
district for an additional 20 years.
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
adopted budget is $1,461,712. The budget provides funding for the annual debt on
the Colleyville Justice Center, compensation for six police officers, vehicle
replacement, and various minor capital items, with total expenditures of
$1,311,714 for fiscal year 2014.
Colleyville Economic Development Corporation (CEDC)
Authority for the corporation is provided by state statute as a 4B corporation. The
0.5 percent sales and use tax approved by the voters in August 1996 has been an
important resource in our Capital Improvement Program for community-related
facilities. Expected revenue from the special purpose sales tax, use of funds
generated from prior years’ coverage ratio, and related interest income for the
adopted budget is $2,247,560. The CEDC Board met in August to approve the
budget. Funding provided by this special sales tax has been allocated to
community-enhancement initiatives consistent with the authorization of the
corporation, including park facilities, the Colleyville Public Library, and Colleyville
Center. Consistent with state law, some funds will be allocated by the board of
directors for promotional efforts for special events and marketing.
Court Technology Fund
The Court Technology Fund receives revenues from the collection of the Municipal
Court technology fee imposed on convictions on cases adjudicated in the Court.
Available funds are spent on technology repairs, replacements, and upgrades for
the Court. In fiscal year 2014 the Court Technology Fund will pay for software
utilized by the Court.
Court Security Fund
The Court Security Fund receives revenues from the collection of the Municipal
Court building security fee imposed on convictions on cases adjudicated in the
Court. Available funds are spent on security-related expenses for the Court. In
fiscal year 2014, this includes funding for bailiff services at various trial settings.
Strategic Initiatives Fund
Resources available in the Strategic Initiatives Fund are to be used with the City
Council’s authorization for programs and projects linked directly to the City’s
strategic plan. This fund does not have a dedicated revenue source; any income
received is from transfers in from other funds. In fiscal year 2013, $200,000 was
transferred to the Strategic Initiatives Fund from the General Fund. The current
available balance in the Strategic Initiatives Fund is $495,446 and is intended to be
used primarily on economic development incentives. Funds may be allocated at the
discretion of the City Council.
Voluntary Library Fund
When voluntary contributions are made to the Library by citizens, those
contributions are placed in the Voluntary Library Fund. Contributions are used
primarily to support library activities. In fiscal year 2014 the Voluntary Library
Fund will pay for library materials, collection development, processing supplies, and
library programs.
FUTURE OUTLOOK
As is apparent in the content of this adopted budget, the City’s focus now and in
the future is to provide adequate funding for the established services that provide
value to our citizens and serve to enforce the City Council’s strategic goals,
particularly protecting neighborhoods, providing core services, and generating
economic activity.
As the City’s largest source of revenue to fund programs and services, revenue
from property taxes fund the majority of the City’s services. As a revenue source,
property tax could be adversely affected in future years if state legislative efforts
are successful in decreasing the current 10-percent cap on residential appraisal
growth. Growth caps of 3 percent and 5 percent for local government property
appraisals have been discussed in recent legislative sessions. Therefore,
diversification of the tax base is essential and the most immediate means for
remedy is through strong economic development efforts.
In 2013, economic development efforts resulted in attracting high-profile
commercial development—particularly the announcement of a Whole Foods Market
set to open in 2014. Historical data related to Whole Foods Markets in other areas
shows that this store tends to attract other high-profile retailers—essentially
serving as a “gateway” to more commercial development.
While the City will work to capitalize on this opportunity, this brings about some
unique challenges. Colleyville is landlocked and is almost entirely developed. This
means fewer opportunities for true growth and essentially obligates the City to
maximize economic opportunities with the limited availability of commercial land
and zoning. The city is primarily zoned and developed as residential, with only a
small percentage of the land zoned for commercial activity. Prudent and judicious
consideration must be made regarding its future use. It is incumbent upon us all to
guardedly review all proposals for conversion of this limited commercial space for
non-commercial uses or less productive commercial use.
Colleyville is maturing as a city, which also means an aging infrastructure. One of
the highest priorities for the City in this and future years will be to ensure the city’s
public infrastructure remains sound so the investment 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 imperative that the City plan for infrastructure
so that it meets the demands of our residential and commercial population now and
in the decades ahead.
To effectively and efficiently meet the needs of our citizens, innovation and
continual improvements by the organization are essential. The City’s ability to
provide excellent public service for our citizens is due to the dedication, skills, and
talents of our elected officials and volunteer board members, and our outstanding
employees. Employee devotion and commitment to this community are
demonstrated each day. The compensation components detailed in this budget
make significant strides in protecting the City’s investment in the resource that is
our employees—setting a path that will move the City forward with employees that
can adapt and thrive in a changing environment.
The economy in the Dallas/Fort Worth area has been relatively robust through the
economic downturn of the past few years, especially as compared to much of the
rest of the nation. During this period, the Colleyville City Council exhibited prudent
fiscal foresight and overall restraint in the face of compelling, yet competing
demands for limited resources. Because of the current tax structure and the
components of costs for local governments, facing long-term fiscal challenges is a
reality for most cities in Texas, including Colleyville.
In a continued effort to be proactive and anticipate future needs, the City routinely
evaluates trends and identifies specific challenges expected during the next 10
years. Each segment of the organization routinely conducts a thorough examination
of future needs as they relate to the City’s strategic plan, citizen expectations, and
the vision for Colleyville. And then develops strategies to change, revise, and
evolve in ways that provide better services in a more effective, efficient manner—
and often involves establishing strategic partnerships with other cities to reduce
redundancy and improve services. The City of Colleyville helped begin this trend a
few years ago and has become a leader in partnering with other municipalities for
shared city services.
CONCLUSION
The City has been consistently recognized throughout the years for its judicious
management of financial resources to support an array of services and programs.
With a dedicated workforce and a steady and diverse revenue base, the City of
Colleyville continues to be in a position to deliver municipal programs and services
that bring value to our residents and make Colleyville a desirable location for
residents, businesses, and visitors.
In an environment of limited resources, it is imperative that every budget
expenditure be measured by the value it provides to citizens and the cost of that
value in relationship to other services, and in consideration of whether the City can
sustain provision of any expenditure in future years without jeopardizing necessary
services. This budget dedicates resources to continue protection of our
neighborhoods; continue work toward optimal staffing of our public safety
operations; establish a fair, competitive compensation structure for the City’s
workforce; leverage technology to improve efficiency and service delivery; and
continue the commitment to street and sidewalk repair work. These services will
pay dividends in protecting property values and enhancing the unique quality of life
enjoyed by Colleyville residents.
As always, staff will continue to be diligent in its review of City finances in order to
assist the City Council in making decisions that will ensure the fiscal viability of its
government. Additionally, staff will continue to evaluate and improve business
practices in an effort to find efficiencies, while also looking at regional synergies
and collaborations to reduce ongoing costs.
The adopted budget is presented with the commitment and confidence that it
effectively funds the varying needs of the community. It provides a strong financial
plan, while ensuring a superior level of municipal services to our citizens. We feel
confident the projections and estimates are conservative, yet reasonable and
accurately reflect anticipated revenues and municipal needs. We look forward to
working with you to achieve all the goals set forth in this budget.
Preparing the fiscal year 2014 budget was a tremendous undertaking. It is
important to acknowledge the efforts of the dedicated staff that worked resolutely
to formulate fiscally responsible proposals. Together, the City will continue to plan
prudently by following the strong financial management principles espoused by the
City Council and to implement sound, long-term fiscal solutions that will carry the
city into the future. While many of the changes included in this service plan were
difficult decisions, they will help assure the long-term financial viability of the City
and will help protect our core services and infrastructure.
Appreciation goes to the Mayor and City Council for their community leadership and
solid financial acumen. I also want to thank the staff Budget Team, including Terry
Leake, assistant city manager/chief financial officer; Karen Hines, finance manager;
Michelle Reyes, human resources director; and Adrienne Lothery, strategic services
manager, for their efforts in building our service plan for 2014.
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.
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.
]xÇÇ|yxÜ YtwwxÇ
Jennifer Fadden
City Manager
VISION
Colleyville is a model city with attention to being an efficient and
attractive neighborhood-oriented community, sensitive to our
history, resources and residents.
STRATEGIC POINTS
Make a long-term commitment to economic development and promote a more
diversified tax base
Protect and preserve commercial development along Colleyville Blvd. in order to
maximize the highest and best use of the City’s primary commercial corridor.
Mitigate the economic impact of roadway reconstruction.
Work with property owners and representatives to master plan the remaining large,
undeveloped tracts of commercial property.
Promote a destination / visitor’s economy.
Pursue opportunities to advance small business development and create business
incubators in order to nurture the commercial tax base.
Market Colleyville as a medical specialist, procedure and laboratory center.
Encourage commercial development along Precinct Line Road.
Promote the retention and support of local businesses.
Foster excellence in core service delivery
Ensure adequate resources for the community’s public safety priorities.
Provide adequate reinvestment to ensure high quality infrastructure.
Provide premier parks, open spaces and neighborhood connectivity.
Promote life-long learning and community engagement through the Colleyville Public
Library.
Maintain a reputation for high quality and unique customer service.
Protect and preserve Colleyville’s neighborhoods
Preserve Colleyville’s unique, rural neighborhoods and high property values.
Mitigate the impact of aging infrastructure.
Utilize partnerships to enhance safety and security and community amenities.
Continue mobility enhancements that complement neighborhoods.
Deliver sustainable government
Weigh and evaluate citizen expectations in relation to city build out and available
revenues.
Seek innovative technology solutions where appropriate.
Identify alternatives to increasing costs of service delivery.
Deliver fiscally responsible government.
Attract and retain high quality employees.
Brand Colleyville with a unique identity
Celebrate and promote Colleyville’s willingness to be unique / set apart from other cities.
Capitalize on Colleyville’s small town feel in the middle of the metroplex.
Continue to provide a unique public assembly facility that stimulates economic activity
and promotes community interaction.
Celebrate Colleyville’s unique destinations.
Fiscal Year 2014
City Profile
CITY PROFILE
The City of Colleyville, at approximately 13 square miles, is situated in the
heart of the Dallas-Fort Worth area of North Texas. Colleyville was ranked
40th in US Money Magazine’s 2005 “Best Places to Live in the US”, and
ranked 10th in a 2012 report on “Quality of Life in the South” from the
American City Business Journal. In 2013, the Dallas Morning News named
Colleyville the “Healthiest Neighborhood”, based on analysis of certain
factors such as fitness facilities, miles of trails, and other quality of life
components.
Centrally located in the Dallas-Fort Worth Metroplex, Colleyville is
approximately five miles from DFW International Airport, 14 miles from
downtown Fort Worth and 22 miles from downtown Dallas.
COLLEYVILLE, TEXAS: AT-A-GLANCE
Community
• 2013 Estimated Population: 23,270
• Size: 13.1 square miles
• Development:
- 73% residential
- 15% commercial
- 12% undeveloped
• Location:
- 5 miles from DFW International
Airport
- 14 miles from Fort Worth
- 22 miles from Dallas
Government
• Founded January 10, 1956
• Home Rule Charter
• Council-Manager form of government
• Lane Miles of streets maintained: 292
• Miles of water mains maintained: 199
• Miles of sanitary sewer maintained: 162
• Police protection: 41
• Fire protection: 38
• Number of park acreage maintained:
221
• Number of playgrounds: 6 sites with 15
play structure units
• Public Trail System: 14.25 miles
Demographics
• Median age: 45.5
• Population between 35 and 64: 53.2%
• Population under 20: 28.8%
• Population over 25 that have attended
college: 88.5%
• Owner occupied housing: 95.2%
• Average household size: 2.88
• Average household income: $198,839
• Average appraised value of residential
property in 2013: $406,040
Education
• Grapevine-Colleyville ISD - 5A
- K-12 Enrollment: 13,388
- 96% Graduation Rate
• Keller ISD – 5A
- K-12 Enrollment: 33,367
- 94.2% Graduation Rate
• Hurst-Euless-Bedford ISD – 5A
- K-12 Enrollment: 21,814
- 96.1% Graduation Rate
• 2 Montessori schools - elementary
• 2 faith-based schools - K-12
• 20 Universities within 40 miles
COLLEYVILLE HISTORY
The area know known as Colleyville was first settled in the mid 1800's and
was comprised of five separate small communities centered around area
churches and schools. Colleyville was a small crossroads town between Fort
Worth and Grapevine (home of the Dallas-Fort Worth International Airport)
located at the present day intersection of East Glade Road and Bransford
Road. The city was named "Colleyville", to honor a man by the name of
Lilburn Howard Colley, who settled in the community in the 1880's. He was
the town's only doctor and involved himself in civic activities. After the turn
of the century, the Colleyville area became known for its outstanding
cantaloupes, watermelons, squash, and tomatoes.
Colleyville was incorporated in January 1956 with less than two square miles
and a population of approximately 250. During the late 1970's and early
1980's, Colleyville's close proximity to Dallas-Fort Worth International
Airport sparked the growth of high quality residential development. Today,
Colleyville is home to over 23,000 residents, and it offers a quiet residential
haven for many upper management corporate executives, entrepreneurs,
professional athletes, and their families. The city looks to the future to
continue to offer its citizens the high quality residential development
Colleyville is known for and to continue to add upscale retail development.
Fiscal Year 2014
Organization Chart
CITY
COUNCIL
CITIZENS OF COLLEYVILLE
ZONING BOARD
OF
ADJUSTMENT
PLANNING AND
ZONING
COMMISSION
LIBRARY
BOARD
AD HOC
COMMITTEES
PARKS AND
RECREATION
BOARD SIGN BOARD
OF APPEALS
CRIME
CONTROL AND
PREVENTION
DISTRICT
TAX
INCREMENT
FINANCING
DISTRICT
CITY
MANAGER
Jennifer Fadden
CITY ATTORNEY
Matthew Boyle
MUNICIPAL
JUDGE
Michael Newman
COLLEYVILLE CENTER
MANAGER
Leslie Hill
HUMAN RESOURCES
DIRECTOR
Michelle Reyes
LIBRARY, PARKS AND
RECREATION
DIRECTOR
Mary Rodne
COMMUNICATIONS
DIRECTOR
Mona Gandy
COMMUNITY
DEVELOPMENT
DIRECTOR
Ron Ruthven
ASSISTANT CITY
MANAGER/
CHIEF FINANCIAL
OFFICER
Terry Leake
POLICE CHIEF
Michael Holder
ECONOMIC
DEVELOPMENT
DIRECTOR
Marty Wieder
PUBLIC
WORKS
DIRECTOR
Bob Lowry
FIRE CHIEF
Brian Riley
FINANCE MANAGER
Karen Hines
CITY SECRETARY
Amy Shelley
WATER AND WASTEWATER OPERATIONS
STREET MAINTENANCE
DRAINAGE
BUILDING MAINTENANCE
FLEET MAINTENANCE
ENGINEERING & CONSTRUCTION INSPECTION
OPERATIONS
INSPECTIONS
INVESTIGATIONS
EMERGENCY MANAGEMENT
UTILITY BILLING
MUNICIPAL COURT
PATROL
INVESTIGATIONS
CODE ENFORCEMENT
BUILDING INSPECTION
PLANNING
INFORMATION
SERVICES MANAGER
Chris Pena
MARKETING
STRATEGIC SERVICES
MANAGER
Adrienne Lothery
GIS
COLLEYVILLE
ECONOMIC
DEVELOPMENT
CORPORATION
FY 2012FY 2013FY 2014
DEPARTMENTACTUALPROJECTEDBUDGETED
City Manager's Office4.004.004.00
City Secretary's Office2.002.002.00
Colleyville Center4.503.503.50
Communications1.001.001.00
Community Development5.005.007.50
Economic Development2.002.501.50
Finance3.003.003.00
Fire36.0036.0039.00
Human Resources3.003.003.00
Information Systems Management3.004.004.00
Library9.5010.0010.50
Finance- Municipal Court3.004.004.00
Parks and Recreation15.7514.7514.75
Police41.0040.0041.00
Public Works15.0816.2816.63
Total General Fund FTEs:147.83149.03155.38
FY 2012FY 2013FY 2013
DEPARTMENTACTUALPROJECTEDBUDGETED
Public Works21.9720.3821.03
Utility Billing3.003.003.00
Total Utility Fund FTEs:24.9723.3824.03
FY 2012FY 2013FY 2014
DEPARTMENTACTUALPROJECTEDBUDGETED
Public Works5.456.106.10
Total Drainage Fund FTEs:5.456.106.10
FY 2012FY 2013FY 2014
DEPARTMENTACTUALPROJECTEDBUDGETED
Police4.005.006.00
Total CCCPD FTEs:4.005.006.00
FY 2012FY 2013FY 2014
DEPARTMENTACTUALPROJECTEDBUDGETED
Finance- Municipal Court0.001.001.00
Total Juvenile Case Manager FTEs:0.001.001.00
FY 2012FY 2013FY 2014
DEPARTMENTACTUALPROJECTEDBUDGETED
Library2.002.002.00
Parks and Recreation1.001.001.00
Total CEDC FTEs:3.003.003.00
FY 2012FY 2013FY 2014
DEPARTMENTACTUALPROJECTEDBUDGETED
General Fund147.83149.03155.38
Utility Fund24.9723.3824.03
Drainage Fund5.456.106.10
CCCPD4.005.006.00
Juvenile Case Manager Fund0.001.001.00
CEDC3.003.003.00
Total FTEs:185.25187.50195.50
DEPARTMENTAL STAFFING SUMMARY
All Funds
Summary
General Fund
Utility Fund
Drainage
Fund
Crime Control &
Prevention
District (CCCPD)
Juvenile Case
Manager
Fund
Economic
Development
Corporation
(CEDC)
Fiscal Year 2014
Budget Process
THE BUDGET PROCESS
The City Charter of the City of Colleyville establishes the fiscal year as October 1
through September 30. The Charter requires the City Manager to submit a
proposed budget and accompanying budget message to the City Council each year.
The Council reviews the proposed budget at workshops and revises as appropriate
prior to general circulation for public hearings.
The City Manager, Assistant City Manager/Chief Financial Officer, Finance Manager,
Human Resources Manager and Strategic Services Manager (Budget Team) oversee
the preparation of the proposed budget. A budget calendar is distributed to the
Leadership Team, which is composed of department directors. Each department
submits additional funding requests to the Budget Team for any additional funding
requested above and beyond that provided in the current fiscal year. These
requests are reviewed in meetings with the Budget Team where the departments
describe the requests and their importance. The entire Leadership Team then
ranks each request for additional funding in overall priority order based on standard
criteria, which are heavily based on the City’s Strategic Plan, as the Strategic Plan
contains the goals and priorities of the community and City Council. This
prioritization is utilized by the Budget Team in developing the City Manager’s
budget recommendation.
The proposed budget is presented to the City Council by the City Manager at a
budget worksession. Department directors are available for City Council questions
at the worksession. Copies of the proposed budget are made available to the public
and the press and the public hearing schedule is confirmed.
Before the public hearings are held, notices of the public hearings on the proposed
budget are posted and published in the newspaper. After public hearings at two
consecutive regular City Council meetings, the Council may adopt the proposed
budget, with or without amendment. The budget ordinance is to be adopted no
later than the 30th day of September and requires an affirmative vote of a majority
of the Council. The Council adopts the tax rate ordinance at the same meeting as
the budget ordinance.
THE BUDGET AMENDMENT PROCESS
To amend the total expenditures of the current year budget, an ordinance is
presented to the City Council at a regularly scheduled Council meeting. Public
hearings are held on the proposed budget amendment at two consecutive regularly
scheduled Council meetings. After the second public hearing, the budget
amendment is voted upon by the City Council. The amendment must be approved
by at least three votes in order to be enacted. After approval, the ordinance
becomes an attachment to the original budget.
Per Section 9.04 D of the Charter of the City of Colleyville, Texas, "At any time
during the fiscal year the City Manager may transfer part or all of any
unencumbered appropriation balance among programs within a department,
division, or office and upon written request by the City Manager, the Council may
by ordinance transfer part or all of any unencumbered appropriation balance from
one department, office, or agency to another."
FY 2014 Budget Preparation Calendar
Date Activity
February Prepare budget calendar
Tuesday, February 5City Council reviews the proposed FY 2014 budget schedule
February Human Resources notifies Departments of the deadline and requirements for
requesting a new position or reclassification of an existing position.
March Prepare Current Service Level Numbers
March Update the Budget Preparation Manual if necessary
Tuesday, March 5Review budget calendar with City Council candidates
Friday, March 8 Deadline for Departments to submit completed PDQs for new positions or
reclassification of existing positions. A business case must be included with the PDQ.
Monday, April 8 Budget Kickoff meeting for City staff (8:30 a.m.)
Tuesday, April 9 ‐ Thursday,
April 11
MUNIS Budget Module Training (Five classes that are three hours each)
April/May Departments prepare budget submittals
Tuesday, April 16City Council‐ Pre Council mid‐year budget presentation (5:30 p.m.)
Friday, May 10 Revenue Estimates Due
Early May Meeting with Police Department to plan the Crime Control and Prevention District
Budget (after the sales tax allocation for May has been received)
Wednesday, May 15Tarrant Appraisal District releases preliminary appraisal information
Friday, May 17 Current Service Level Budget due (in MUNIS Level 1); users will be locked out until
Budget Level 2 is open
Monday, May 20 ‐ Friday, May
24
Departments enter Non‐Discretionary Requests into MUNIS Budget Level 2
Friday, May 24 All components of the Budget Submittal are due
late May Initial Budget Submittal Reviews by Strategic Services Manager
Thursday, May 30Colleyville Crime Control and Prevention District FY 2014 planning and budget
worksession (5:00 p.m.)
early June Department Budget Submittal Meetings with the Budget Team
Tuesday, June 18Colleyville Crime Control and Prevention District meeting – FY 2014 budget adoption
(5:00 p.m.)
Tuesday, June 18 City Council meeting‐ First Reading of FY 2014 Colleyville Crime Control and Prevention
District budget (7:30 p.m.)
Wednesday, June 26City Council FY 2014 planning and budget worksession (6:00 p.m.)
Monday, July 11‐Day Budget Retreat: Leadership Team prioritizes Service Enhancement Packages
(which will include new position and reclassification requests)
FY 2014 Budget Preparation Calendar
Tuesday, July 2City Council meeting – Second Reading and adoption of FY 2014 Colleyville Crime
Control and Prevention District budget (7:30 p.m.)
Thursday, July 25Tarrant Appraisal District releases certified tax roll
Friday, August 9 City Manager’s FY 2014 proposed budget distributed to City Council
Tuesday, August 13City Council budget worksession (6:00 p.m.)
Presentation of the 2013 Certified Tax Roll
Thursday, August 15 Colleyville Economic Development Corporation FY 2014 planning and budget
worksession (7:00 p.m.)
Publish Notice of Effective Tax Rate
Tuesday, August 20Approval of a proposal to set the ad valorem tax rate for FY 2014
Wednesday, August 21Publish Notice of Budget Public Hearing
Tuesday, August 27City Council Public Hearing FY 2014 Tax Rate (6:30 p.m.)‐ If needed
Tuesday, August 27 Colleyville Economic Development Corporation meeting – FY 2014 budget adoption
(7:00 p.m.)
Tuesday, September 3City Council meeting – FY 2014 budget and tax rate ordinance – first reading and public
hearing (7:30 p.m.)
Tuesday, September 17 City Council meeting – FY 2014 budget and tax rate ordinance – second reading and
public hearing and adoption (7:30 p.m.)
Tuesday, October 1 Fiscal year begins.
Monday, December 16Adopted Budget to GFOA by this date; 90 days after adoption
BUDGETARY BASIS OF ACCOUNTING
Budgets of general governmental type funds are prepared on a modified
accrual basis. Under the modified accrual basis of accounting, revenues are
recognized when they are measurable (the amount of revenue can be
determined) and available (collectable within the current period and 60 days
thereafter for property and sales taxes). The following funds are general
governmental type funds and their budgets are prepared on that basis:
General Fund and Debt Service Fund.
The budget basis for the Utility Fund and Drainage Utility Fund is the full
accrual basis. Under the full accrual basis of accounting, revenues are
recorded when earned and expenses are recorded at the time they are
incurred. For example, unbilled charges for water and sewer usage are
estimated and recorded.
Differences between the Basis of Accounting and Basis of Budgeting:
A Comprehensive Annual Financial Report (CAFR) is prepared by the City at
the end of a fiscal year. The basis of this report is "generally accepted
accounting principles" (GAAP). This report basically replicates the budget
presentation, with the following exceptions in both the Utility Fund and
Drainage Utility Fund:
• In these budgets, principal repayments of debt are classified as
expenses and in the CAFR they are classified are reductions of a
liability as required by GAAP.
• Also in the basis of budgeting in these budgets, the purchases of
capital equipment and capital improvements are budgeted as
expenses. Under the GAAP basis of accounting, these purchases are
classified as assets of the fund in the CAFR.
• Under the GAAP basis of accounting, depreciation expense on capital
equipment and capital improvements are recorded annually. This is
not recorded as an expense under the basis of budgeting because the
purchases of capital equipment and capital improvements are
budgeted as expenses in the year of acquisition.
Fiscal Year 2014
Fund Structure
and
All Funds Summary
FUND STRUCTURE
The accounting and budgeting system of the City of Colleyville is organized on a
fund basis. A fund may be defined as an accounting entity with a separate set of
self balancing accounts which comprise its assets, liabilities, fund balance, revenues
and expenditures. The following types of funds are used by the City:
GOVERNMENTAL FUNDS are budgeted on a modified accrual basis. Revenues are
budgeted when they will be both measurable and available. Available means
collectible within the current period or 60 days thereafter to be used to pay the
liabilities of the current period. Expenditures are budgeted for when the liability is
expected to be incurred.
GENERAL FUND Accounts for the many operations of
the City such as public safety, public works,
community development, parks and general
administration. This fund includes all
financial resources other than those required
to be accounted for in another fund. There
is a legally adopted annual budget for this
fund.
DEBT SERVICE FUND Accounts for the accumulation of
resources for and the payment of, general
long term debt principal, interest, and
related costs. There is a legally adopted
annual budget for this fund.
CAPITAL PROJECT FUND Accounts for financial resources to be
used for the acquisition or construction of
major capital facilities.
PROPRIETARY FUNDS budgeted on a full accrual basis. Under this method
revenues are budgeted in the period when earned and expenses are budgeted in
the period when they are expected to occur.
ENTERPRISE FUNDS Accounts for operations that are
financed in a manner similar to private
business enterprises where the intent of the
governing body is that the costs of providing
goods or services be financed or recovered
through charges to the user. The Utility
Fund and Drainage Utility Fund are examples
of this type of fund. The Utility Fund provides
water and sewer services and the Drainage
Utility Fund provides for maintenance of
drainage facilities. There is a legally adopted
annual budget for each of these funds.
Funds with Functional Units:
001General Fund
002Utility Fund
017Drainage Utility Fund
FundDept./Program Code
City Council 0011010
City Manager's Office 001 1110
Community Development
Building Inspection 001 1210
Community Development- Planning & Zoning 001 1910
Economic Development 001 1310
City Secretary's Office 001 1410
Finance
Finance 001 1510
Municipal Court 001 4110
Utility Billing 002 2010
Legal 0011610
Library 0011710
Public Works
Engineering 001 1810
Streets Maintenance 001 3310
Fleet 001 5110
Building Services 001 5710
Utility Operations- Water 002 6110
Utility Operations- Wastewater 002 6120
Utility Support 002 6130
Drainage 017 5210
Stormwater Management 017 5220
Fire
Fire Admin 001 2210
EMS Operations 001 2220
Fire Operations 001 2230
Fire Prevention 001 2240
Police
Police Admin 001 2310
Animal Control 001 2320
CID 001 2360
Communications/Jail 001 2340
Community Services 001 2350
Patrol 001 2370
SRO 001 2380
Warrant 001 2390
Code Enforcement 001 2330
Parks and Recreation
Athletics 001 3220
Parks Maintenance 001 3210
Recreation 001 3410
Senior Center 001 3420
Communications 001 3610
Colleyville Center 001 3710
Human Resources 001 3910
Information Services Management (ISM)
Information Services0015910
GIS 0015920
Non-Departmental
General Fund Compensation Adjustments 001 6210
General Fund Transfers 001 6310
General Fund Non-Departmental 001 9999
Utility Fund Compensation Adjustments 002 6210
Utility Fund Transfers 002 6410
Utility Fund Debt Service 002 6510
Utility Fund Non-Departmental 002 9999
Drainage Utility Fund Compensation Adjustments 017 6210
Drainage Utility Fund Transfers 017 6410
Drainage Utility Fund Debt Service 017 6510
Drainage Utility Fund Non-Departmental 017 9999
Relationship between Functional Units and Funds
DEBT DRAINAGE
GENERALUTILITY SERVICEUTILITY TOTAL
FUND FUND FUND FUNDALL FUNDS
ESTIMATED UNRESERVED BALANCE
AT OCTOBER 1, 2013*$10,766,194$6,544,023$789,412$1,029,989$19,129,618
AD VALOREM TAXES $11,736,451 $0$1,029,974 $0$12,766,425
FRANCHISE TAXES 1,988,300 0 0 01,988,300
SALES TAXES 2,900,277 0 0 02,900,277
LICENSES AND PERMITS 738,751 0 0 0738,751
FINES 824,500 0 0 0824,500
CHARGES FOR SERVICE 742,57513,102,002 0942,31914,786,896
INTERGOVERNMENTAL 311,979 0 0 0311,979
MISCELLANEOUS/INTEREST INCOME 164,04033,300 1,975 2,200201,515
USE OF FUND BALANCE 1,000,000250,000152,666 01,402,666
INTERFUND TRANSFERS (IN)1,130,214 0501,182 01,631,396
RESOURCES AVAILABLE $32,303,281$19,929,325$2,475,209$1,974,508$56,682,323
LESS EXPENDITURES:
GENERAL MANAGEMENT $1,525,868 $0 $0 $0$1,525,868
FINANCE/COURT/UTILITY BILLING 790,993386,616 0 01,177,609
ECONOMIC DEVELOPMENT 296,799 0 0 0296,799
ENGINEERING 510,915 0 0 0510,915
INFORMATION SERVICES 1,065,205 0 0 01,065,205
COMMUNITY DEVELOPMENT 619,347 0 0 0619,347
POLICE 4,172,062 0 0 04,172,062
FIRE 4,259,224 0 0 04,259,224
PARKS/RECREATION 1,642,900 0 0 01,642,900
COLLEYVILLE CENTER 312,513 0 0 0312,513
LIBRARY 674,061 0 0 0674,061
PUBLIC WORKS:STREETS/DRAINAGE 4,430,101 0 0590,8685,020,969
UTILITY OPERATIONS 010,576,041 0 010,576,041
COMPENSATION ADJSTMENT 132,91120,411 0 4,023157,345
NON-DEPARTMENTAL 859,068292,868 4,0281,155,964
DEBT SERVICE 0819,1371,685,797255,5682,760,502
INTERFUND TRANSFERS (OUT)242,0001,081,499 019,0321,342,531
ESTIMATED EXPENDITURES $21,533,967$13,176,572$1,685,797$873,519$37,269,855
NET INCREASE/DECREASE TO ($996,880)($41,270)($152,666)$71,000($1,119,816)
UNRESERVED FUND BALANCE
ESTIMATED UNRESERVED BALANCE
AT SEPTEMBER 30, 2014 $9,769,314$6,502,753$636,746$1,100,989$18,009,802
REQUIRED FUND BALANCE RESERVE $5,309,745$3,249,018$415,676$215,388
NOTES:
* BALANCES ARE UNAUDITED
ALL FUNDS SUMMARY - ESTIMATE OF FINANCIAL POSITION AT SEPTEMBER 30, 2014
DEBTDRAINAGE
GENERALUTILITY SERVICEUTILITY TOTAL
FUNDFUNDFUNDFUNDALL FUNDS
ESTIMATED UNRESERVED BALANCE
AT OCTOBER 1, 2013 *$10,766,194$6,544,023$789,412$1,029,989$19,129,618
AD VALOREM TAXES$11,736,451$0$1,029,974$0$12,766,425
FRANCHISE TAXES1,988,3000001,988,300
SALES TAXES2,900,2770002,900,277
LICENSES AND PERMITS738,751000738,751
FINES824,500000824,500
CHARGES FOR SERVICE742,57513,102,0020942,31914,786,896
INTERGOVERNMENTAL311,979000311,979
MISCELLANEOUS/INTEREST INCOME164,04033,3001,9752,200201,515
USE OF FUND BALANCE1,000,000250,000152,66601,402,666
INTERFUND TRANSFERS (IN)1,130,2140501,18201,631,396
RESOURCES AVAILABLE$32,303,281$19,929,325$2,475,209$1,974,508$56,682,323
LESS EXPENDITURES:
PERSONNEL$12,588,851$1,699,574$0$369,497$14,657,922
CONTRACTUAL 4,770,0248,911,5620148,58713,830,173
SUPPLIES3,685,188238,700040,8353,964,723
CAPITAL 247,904426,100 040,000714,004
DEBT SERVICE 0819,1371,685,797255,5682,760,502
INTERFUND TRANSFERS (OUT)242,0001,081,499 019,0321,342,531
ESTIMATED EXPENDITURES $21,533,967$13,176,572$1,685,797$873,519$37,269,855
ESTIMATED UNRESERVED BALANCE
AT SEPTEMBER 30, 2014 $9,769,314$6,502,753$636,746$1,100,989$18,009,802
NOTES:
* BALANCES ARE UNAUDITED
ALL FUNDS SUMMARY - SUMMARY OF EXPENDITURES BY TYPE
ESTIMATE OF FINANCIAL POSITION AT SEPTEMBER 30, 2014
Fiscal Year 2014
Ad Valorem Tax Data
TAXABLE VALUE INFORMATION
TAXABLE VALUEFY 2014 CERTIFIEDFY 2013 ACTUAL
Assessed Valuation$4,214,547,368$4,081,141,348
Less:
Absolute Exemptions156,296,144155,477,584
AG Exemptions31,243,15433,967,243
Over 65 Exemptions 108,932,40599,490,959
Veteran Exemptions5,162,9713,647,110
Disability Exemptions3,640,0004,225,000
NET TAXABLE TOTAL VALUE$3,909,272,694$3,784,333,452
* New Construction Included $98,382,931$54,887,328
**TIF DISTRICT INCLUDED IN ABOVE VALUE$254,552,139$251,208,490
NET TAXABLE VALUE$3,909,272,694$3,784,333,452
LESS TIF DISTRICT VALUE($254,552,139)
LESS FROZEN VALUE($42,539,460)
O&M / I&S CALCULATED VALUE *$3,612,181,095
Proposed Tax RateX .3559/$100
---------------------
Tax Levy $12,855,753
Anticipated Collection RateX 99.0%
---------------------
NET COLLECTIONS$12,727,195
FY 2013 PROPERTY TAX RATE ALLOCATION
GENERAL FUNDDEBT SERVICE TOTAL
TOTAL TAX RATE (O&M)(I&S)TAX
LEVY LEVY LEVY
$0.3559 PER $100 DOLLARS OF VALUATION $11,718,638$1,137,115$12,855,753
@ @ @
ALLOCATION$0.324420$0.031480$0.35590
TAX LEVY AND COLLECTIONS HISTORY
TOTALTOTALCOLLECTION
FISCAL YEARLEVYCOLLECTIONSPERCENTAGE
FY 2013$13,291,462$13,204,23599.3%
FY 2012$13,163,735$13,082,02999.4%
FY 2011$13,183,932$13,063,57599.1%
FY 2010$13,351,922$13,166,51598.6%
FY 2009$12,875,919$12,734,87198.9%
FY 2008$12,005,245$11,881,59199.0%
FY 2007$10,700,289$10,616,82799.2%
FY 2006$9,946,713$9,874,10299.3%
FY 2005$9,182,094$9,102,06999.1%
FY 2004$8,685,292$8,624,81699.2%
NOTE: THE SOURCE OF THE 2014 DATA IS THE JULY 25TH CERTIFIED VALUE REPORT FROM TARRANT APPRAISAL DISTRICT
* THIS IS THE ASSESSED VALUATION AVAILABLE FOR GENERAL FUND AND DEBT SERVICE FUND AD VALOREM TAX LEVY
AD VALOREM TAX DATA
ANTICIPATED TOTAL PROPERTY TAX COLLECTIONS FOR FY 2013 $13,333,758
CHARTER LIMIT INCREASE OF 7% MORE THAN FY 2013 PROPERTY TAX
COLLECTIONS $14,267,121
FY 2013 VALUATION OF EXISTING PROPERTY $3,810,889,763
CALCULATION OF MAXIMUM CHARTER TAX RATE -
MAXIMUM CHARTER TAX RATE = ANTICIPATED TOTAL FY 2013 PROPERTY
TAX COLLECTIONS X 1.07% / FY 2014 VALUATION OF EXISTING PROPERTY$0.3744
ADOPTED FY 2014 TAX RATE $0.3559
AMOUNT FY 2014 ADOPTED TAX RATE IS UNDER MAXIMUM CHARTER TAX
RATE $0.0185
FY 2014 PROPERTY TAX GENERATED BY FY 2014 TAX ADOPTED RATE FOR
EXISTING PROPERTY (PROPERTY THAT WAS ON THE TAX ROLL IN FY 2013)$13,562,957
% INCREASE IN FY 2014 PROPERTY TAX REVENUE FROM FY 2013 FOR
EXISTING PROPERTY 1.72%
FY 2014 PROPERTY TAX REVENUE AMOUNT UNDER MAXIMUM CHARTER TAX
RATE $704,165
FY 2014 PROPERTY TAX REVENUE AMOUNT UNDER CHARTER LIMIT OF 7%
INCREASE FOR FY 2014 5.28%
FY 2014 TAXABLE VALUATION $3,784,333,452
CHARTER TAX RATE LIMIT CALCULATION - FISCAL YEAR 2014
2014 VALUATION2014 % TO2013 VALUATION2013 % TO2012 VALUATION2012 % TO
CATEGORYTOTALTOTALTOTAL
REAL,RESIDENTIAL, SINGLE FAMILY$3,522,302,31786.86%$3,368,333,72786.07%$3,317,065,47985.83%
REAL,RESIDENTIAL, MULTI-FAMILY5,912,4650.15%5,903,4630.15%365,6720.01%
REAL, VACANT LOTS/TRACTS63,396,1511.56%68,823,7851.76%67,193,1271.74%
REAL, ACREAGE (LAND ONLY)22,316,2070.55%21,726,5570.56%23,423,7540.61%
REAL, FARM AND RANCH IMPROVEMENTS00.00%263,5000.01%263,5000.01%
REAL, COMMERCIAL320,437,4447.90%308,243,6957.88%302,667,4727.83%
REAL, INDUSTRIAL00.00%00.00%00.00%
REAL, TANGIBLE AND PERSONAL,UTILITIES30,155,5370.74%30,380,7570.78%32,250,1480.83%
TANGIBLE PERSONAL, COMMERCIAL57,836,1291.43%56,825,1071.45%59,013,5131.53%
TANGIBLE PERSONAL, INDUSTRIAL133,2770.00%160,2920.00%50,8910.00%
TANGIBLE PERSONAL, MOBILE HOMES36,7500.00%39,4500.00%37,2600.00%
REAL PROPERTY, INVENTORY32,555,5680.80%52,989,3811.35%62,271,3851.61%
TOTAL APPRAISED VALUE BEFORE EXEMPTIONS$4,055,081,846100.00%$3,913,689,714100.00%$3,864,602,201100.00%
LESS:TOTAL EXEMPTIONS/REDUCTIONS145,809,152138,495,015134,155,261
TAXABLE ASSESSED VALUE$3,909,272,694$3,775,194,699 $3,730,446,940
2011 VALUATION2011 % TO2010 VALUATION2010 % TO2009 VALUATION2009 % TO
CATEGORY TOTAL TOTAL TOTAL
REAL,RESIDENTIAL, SINGLE FAMILY $3,301,147,93285.33%$3,229,719,98384.08%$3,146,931,57084.57%
REAL,RESIDENTIAL, MULTI-FAMILY 358,7840.01%361,0950.01%354,7410.01%
REAL, VACANT LOTS/TRACTS 66,523,3901.72%68,821,8461.79%71,165,8271.91%
REAL, ACREAGE (LAND ONLY)27,249,3940.70%16,592,4680.43%14,968,3670.40%
REAL, FARM AND RANCH IMPROVEMENTS 264,3000.01%10,542,5360.27%7,711,0550.21%
REAL, COMMERCIAL 311,523,5838.05%335,257,1818.73%315,342,0538.47%
REAL, INDUSTRIAL 00.00%00.00%00.00%
REAL, TANGIBLE AND PERSONAL,UTILITIES 31,154,0300.81%31,166,1370.81%31,012,0770.83%
TANGIBLE PERSONAL, COMMERCIAL 55,183,9111.43%61,392,4341.60%61,180,7891.64%
TANGIBLE PERSONAL INDUSTRIAL 11716 000%63188 000%1911896 005%
TAXABLE ASSESSED VALUATIONS BY CATEGORY
TANGIBLE PERSONAL, INDUSTRIAL 11,716 0.00%63,188 0.00%1,911,896 0.05%
TANGIBLE PERSONAL, MOBILE HOMES 51,6000.00%119,8350.00%59,4530.00%
REAL PROPERTY, INVENTORY 75,353,8641.95%87,195,9152.27%70,324,7641.89%
TOTAL APPRAISED VALUE BEFORE EXEMPTIONS$3,868,822,504100.00%$3,841,232,619100.00%$3,720,962,592100.00%
LESS:TOTAL EXEMPTIONS/REDUCTIONS 127,836,359 118,079,092 108,393,735
TAXABLE ASSESSED VALUE $3,740,986,145 $3,723,153,527 $3,612,568,857
FISCAL
YEAR 2014% OF TOTAL
ASSESSEDASSESSED
VALUATIONVALUATION
MELVIN & MARTINDALE$24,300,0000.62%
TOLL DALLAS TX LLC$16,368,3680.42%
ONCOR ELECTRIC DELIVERY$16,288,0330.42%
LTF REAL ESTATE$12,304,5700.31%
AC VILLAGE PARK PARTNERS LLC$10,430,2640.27%
RCC VILLAGE PROPERTIES LTD$8,831,1750.23%
WAL-MART REAL ESTATE BUSINESS TRUST$8,769,8040.22%
COLLEYVILLE RIVERWALK LP$6,054,9750.15%
LEONARD HUDSON$4,830,2000.12%
DONALD AND GINA WILSON$4,337,8000.11%
TOTAL$112,515,1892.88%
CITY OF COLLEYVILLE TOP TEN TAXPAYERS
RATIO OF NET
TAXABLEG.O. TAX DEBT
ASSESSED TO TAXABLENET G.O. TAXAVERAGE
FISCAL YEARESTIMATEDVALUATIONASSESSEDDEBT PERRESIDENTIAL
POPULATION PER CAPITAVALUATIONCAPITAHOME VALUE
200320,150$117,4710.58%$686$301,311
200420,500$121,9550.55%$674$313,959
200521,000$125,6300.49%$615$323,380
200621,500$132,9460.42%$571$338,001
200722,150$138,2550.35%$481$352,915
200822,500$149,9250.41%$615$375,211
200922,550$160,2030.34%$549$391,133
201022,650$164,3780.29%$480$398,957
2011 22807 $163308 025%$414 $397472
10 YEAR VALUATION AND GENERAL OBLIGATION DEBT HISTORY
2011 22,807 $163,308 0.25%$414 $397,472
2012 22,950 $163,006 0.21%$349 $396,818
2013 23,090 $163,499 0.18%$297 $397,889
2014 23,270 $167,996 0.15%$256 $406,040
$‐
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
200320042005200620072008200920102011201220132014
Average Residential Home Value
Fiscal Year 2014
Financial Policies
FINANCIAL POLICIES
ANNUAL BUDGET: The budget shall provide a complete financial plan of all City
funds and activities and, except as required by law or this Charter, shall be in such
form as the City Manager deems desirable or the Council may require. A budget
message explaining the budget both in fiscal terms and in terms of work programs
shall be submitted with the budget. It shall outline the proposed financial policies
of the City for the ensuing fiscal year, describe the important features of the
budget, and indicate any major changes from the current year in financial policies,
expenditures, and revenues, with reason for such change. It shall also summarize
the City’s debt position and include such other material as the City Manager deems
advisable. The budget shall begin with a clear, general summary of its contents,
shall show in detail all estimated income, indicating the proposed property tax levy,
and all proposed expenditures for the ensuing fiscal year.
AMENDMENT BY COUNCIL BEFORE ADOPTION: After public hearings, the Council
may adopt the budget with or without amendment. It may add or increase
programs or amounts and may delete or decrease any programs or amounts,
except expenditures required by law or for debt service or for estimated cash
deficit, provided that no amendment to the budget shall increase the authorized
expenditures to an amount greater than the total of estimated income plus funds
available from prior years.
BALANCED BUDGET: The proposed budgeted expenditures shall not exceed the
total of estimated income which includes estimated revenues and appropriated
available cash from fund balance. The FY 2014 budget meets the criteria of this
requirement).
ANNUAL AUDIT: At the close of each fiscal year and at such times as may be
deemed necessary, the City Council shall cause an independent audit to be made of
all accounts of the City by a certified public accountant.
FINANCIAL REPORTS: The City Manager shall submit to the Council at its second
formal meeting each month the financial condition of the City by budget items,
budget estimates versus accruals for the preceding month and for the fiscal year to
date.
UTILITY FUND: Net Income before depreciation and other non-operating expenses
shall be equal to at least 1.2 times the average annual debt service requirement on
all outstanding indebtedness secured by a pledge of utility fund revenues. All
assumptions concerning utility fund revenues and expenses shall be reviewed on at
least an annual basis to ensure the adequacy of existing water and sewer rates.
INVESTMENT POLICY: Investments made by the City will be made in compliance
with the City of Colleyville Investment Policy. It is the policy of the City of
Colleyville (the City) to invest public funds in a manner which will provide the
highest investment return with the maximum security while meeting the daily cash
flow demands of the entity and conforming to all State of Texas statutes and City
ordinances. The primary objectives, in priority order, of the City’s investment
activities shall be:
Safety: Safety of principal is the foremost objective of the City in managing
its portfolio. Investments of the City shall be undertaken in a manner that
seeks to ensure the preservation of capital in the overall portfolio. To attain
this objective the City will diversify its investments by investing funds among
a variety of securities offering independent returns and financial institutions.
Liquidity: The City will also maintain sufficient liquidity to provide adequate
and timely working funds.
Return on Investments: The investment portfolio shall be designed with the
objective of obtaining a rate of return throughout budgetary and economic
cycles, commensurate with the investment risk constraints and cash flow
needs. The City investment strategy is passive and the portfolio shall be
designed with the objective of regularly exceeding the weighted average
return on thirteen-week Treasury bills. This is considered a benchmark for
riskless investment transactions, and therefore, is a minimum standard for
the portfolio's rate of return. For bond funds that fall under the arbitrage
provisions of the Tax Reform Act of 1986, the City will attempt to earn
allowable bond yield with market conditions permitting.
DEBT ISSUANCE POLICY:
GENERAL OBLIGATION BONDS: The City shall have the power to borrow money on
the credit of the City and to issue general obligation bonds for permanent public
improvements or for any other public purpose not prohibited by the Constitution
and laws of the State of Texas, and to issue refunding bonds to refund outstanding
bonds of the City previously issued. All such bonds shall be issued in conformity
with the laws of the State of Texas.
REVENUE BONDS: The City shall have the power to borrow money for the purpose
of constructing, purchasing, improving, extending, or repairing of public utilities,
recreational facilities or any other self-liquidating function not prohibited by the
State of Texas, and to issue revenue bonds to evidence the obligation created
thereby. Such bonds shall be a charge upon and payable from properties, or
interest therein pledged, or the income there from, or both. The holders of the
revenue bonds shall never have the right to demand payment thereof out of monies
raised or to be raised by taxation. All such bonds shall be issued in conformity with
the laws of the State of Texas.
BONDS INCONTESTABLE: All bonds of the City having been issued and sold and
having been delivered to the purchaser thereof, shall thereafter be incontestable
and all bonds issued to refund in exchange for outstanding bonds previously issued
shall and after said exchange, be incontestable.
USE OF BOND FUNDS: Any and all bond funds approved by a vote of the citizens of
Colleyville will be expended only for the purposes stated in the bond issue.
CERTIFICATES OF OBLIGATION: All certificates of obligation issued by the City
shall be approved by ordinance and issued in accordance with the laws of the State
of Texas.
GENERAL AND UTILITY FUND BALANCE POLICY
General:
The objective of this policy is to ensure adequate fund balances are maintained, to
have funding available for expenses in the event of unforeseen emergencies and to
preserve the credit worthiness of the City for borrowing monies at favorable interest
rates. After designations of the available General and Utility Fund Balances are
authorized, the remaining respective amount is defined as Unassigned Fund
Balance. Operating revenues will sufficiently fund current year operating
expenditures. (Operating deficits are normally contrary to City policy as well as
reasonable financial prudence.) All Unassigned Fund Balance are eligible for use at
the discretion of the City Council. Such determinations will be handled by the City
Council on a case-by-case basis. Operating revenues are defined as both (a)
current year revenues and (b) revenues generated in prior fiscal years.
Purpose:
Establishing a policy for the fund balance in the General and Utility Funds is to
provide a guideline for budgeting decisions and to insure that an adequate
unassigned balance is provided to fund operations, by providing sufficient
protection against uncollected taxes and shortfalls from municipal revenue sources.
The General Fund is the primary operating fund of the City for its non-utility related
operations. In addition, the City of Colleyville desires to maintain its current debt
rating of AAA. Rating agencies are concerned about a government’s credit
worthiness and the level of unassigned General and Utility Fund balances are a part
of the rating agencies evaluation.
There is no formula for determining an appropriate fund balance. Items to consider
include the timing of revenue collections, the local and national economic
environment, the volatility of the major revenue sources, and the degree of
protection desired to mitigate current and future financial risks. The City of
Colleyville obtains a substantial portion of its revenue from property taxes, sales
taxes, franchise fees and utility fees.
While the most stable of revenue sources, property tax growth over the coming
years will stabilize in growth as the city nears build-out. Sales tax collections are
derived from local retail sales and are dependent upon both the local and national
economies. The collection of franchise fees, particularly those based upon sales of
electricity and natural gas, vary widely depending upon local weather conditions.
Utility fees, similar to franchise fees, are subject to weather conditions. As a result,
the desired level of unassigned General and Utility Fund balances are higher than
the minimum level designated by the Government Finance Officers Association
recommended practice on determining the appropriate level of unassigned fund
balance for the General and Utility Funds.
Definitions:
Fund Equity - A fund's equity is generally the difference between its assets and its
liabilities.
Fund Balance - An accounting distinction is made between the portions of fund
equity that are spendable and non-spendable. These are broken up into five
categories:
1. Non-spendable fund balance - includes amounts that are not in a spendable form
or are required to be maintained intact. Examples are inventory or permanent
funds.
2. Restricted fund balance - includes amounts that can be spent only for the specific
purposes stipulated by external resource providers either constitutionally or through
enabling legislation. Examples include grants and child safety fees.
3. Committed fund balance - includes amounts that can be used only for the
specific purposes determined by a formal action of the City Council. Commitments
may be changed or lifted only by the City Council.
4. Assigned fund balance - comprises amounts intended to be used by the City of
Colleyville for specific purposes. Intent can be expressed by the City Council. In
governmental funds other than the General Fund, assigned fund balance represents
the amount that is not restricted or committed. This indicates that resources in
other governmental funds are, at a minimum, intended to be used for the purpose
of that fund.
5. Unassigned fund balance - is the residual classification of the General Fund and
Utility Fund and includes all amounts not contained in other classifications.
Unassigned amounts are technically available for any purpose.
Policy:
Committed Fund Balance
The City Council is the City's highest level of decision-making authority and the
formal action that is required to be taken to establish, modify, or rescind a fund
balance commitment is an ordinance approved by the Council at the City's Council
meeting. The ordinance must either be approved or rescinded, as applicable, prior
to the last day of the fiscal year for which the commitment is made. The amount
subject to the constraint may be determined in the subsequent period.
Assigned Fund Balance
The City Council has authorized the City's Assistant City Manager / Chief Financial
Officer as the official authorized to assign fund balance to a specific purpose as
approved by this fund balance policy and City Council action.
Minimum Unassigned Fund Balance
It is the goal of the City to achieve, and maintain an unassigned fund balance in the
General Fund equal to three months of that year’s budgeted expenditures for both
the General and Utility Funds. The City Council may declare a fiscal emergency and
withdraw any amount of the unassigned General and Utility Fund Balances for
purposes of addressing the fiscal emergency. Any such action must also provide for
necessary appropriations to restore the designated fund balance to the balance
within a three-year.
Order of Expenditure of Funds
When multiple categories of fund balance are available for expenditure (for
example, a construction project is being funded partly by a grant, funds set aside
by the City Council, and unassigned fund balance), the City will start with the most
restricted category and spend those funds first before moving down to the next
category with available funds, unless specified otherwise by the City Council.
Procedures:
In order to achieve the objectives of this policy, the following guidelines shall be
adhered to:
1. As part of the annual budget process, the Assistant City Manager / Chief
Financial Officer will estimate and prepare a projection of the year-end
unassigned fund balances. Such projection will include an analysis of trends
in fund balance levels on an historical and future projection basis. The
Assistant City Manager / Chief Financial Officer shall present the findings to
the City Council as a part of the budget review process for the ensuing fiscal
year.
2. Any anticipated balance in excess of the three months of Unassigned Fund
Balance in the General and Utility Funds may be budgeted to reduce the
ensuing year’s property tax levy and/or utility rates or may be allocated by
the City Council during the course of the fiscal year for special projects.
3. This policy will be reviewed by the Audit Committee every three years
following adoption or sooner, at the direction of the City Council.
Fiscal Year 2014
Strategic Points
VISION
Colleyville is a model city with attention to being an efficient and
attractive neighborhood-oriented community, sensitive to our
history, resources and residents.
STRATEGIC POINTS
Make a long-term commitment to economic development and promote a more
diversified tax base
• Protect and preserve commercial development along Colleyville Blvd. in order to
maximize the highest and best use of the City’s primary commercial corridor.
• Mitigate the economic impact of roadway reconstruction.
• Work with property owners and representatives to master plan the remaining large,
undeveloped tracts of commercial property.
• Promote a destination / visitor’s economy.
• Pursue opportunities to advance small business development and create business
incubators in order to nurture the commercial tax base.
• Market Colleyville as a medical specialist, procedure and laboratory center.
• Encourage commercial development along Precinct Line Road.
• Promote the retention and support of local businesses.
Foster excellence in core service delivery
• Ensure adequate resources for the community’s public safety priorities.
• Provide adequate reinvestment to ensure high quality infrastructure.
• Provide premier parks, open spaces and neighborhood connectivity.
• Promote life-long learning and community engagement through the Colleyville Public
Library.
• Maintain a reputation for high quality and unique customer service.
Protect and preserve Colleyville’s neighborhoods
• Preserve Colleyville’s unique, rural neighborhoods and high property values.
• Mitigate the impact of aging infrastructure.
• Utilize partnerships to enhance safety and security and community amenities.
• Continue mobility enhancements that complement neighborhoods.
Deliver sustainable government
• Weigh and evaluate citizen expectations in relation to city build out and available
revenues.
• Seek innovative technology solutions where appropriate.
• Identify alternatives to increasing costs of service delivery.
• Deliver fiscally responsible government.
• Attract and retain high quality employees.
Brand Colleyville with a unique identity
• Celebrate and promote Colleyville’s willingness to be unique / set apart from other cities.
• Capitalize on Colleyville’s small town feel in the middle of the metroplex.
• Continue to provide a unique public assembly facility that stimulates economic activity
and promotes community interaction.
• Celebrate Colleyville’s unique destinations.
Fiscal Year 2014
General Fund
Summary
ACTUAL PROJECTED BUDGETED
FY 2012 FY 2013 FY 2014
REVENUES:
AD VALOREM TAXES $10,811,267$10,960,606$11,736,451
FRANCHISE TAXES 2,207,463 2,007,244 1,988,300
SALES TAXES 2,923,873 2,794,092 2,900,277
LICENSES AND PERMITS 1,113,121 756,702 738,751
FINES 989,086 814,500 824,500
CHARGES FOR SERVICES 856,723 791,599 742,575
INTERGOVERNMENTAL 89,792 314,892 311,979
MISCELLANEOUS REVENUES 210,639 190,040 164,040
USE OF AVAILABLE CASH 0 1,000,000 1,000,000
TRANSFERS-IN 1,081,868 1,049,222 1,130,214
TOTAL GENERAL FUND REVENUES $20,283,832$20,678,897$21,537,087
ACTUAL BUDGETED BUDGETED
FY 2012 FY 2013 FY 2014
EXPENDITURES:
CITY COUNCIL $200,205$203,306$204,006
CITY MANAGER'S OFFICE 599,532 600,531 569,764
CITY SECRETARY'S OFFICE 291,301 319,695 211,725
LEGAL 145,905 130,460 130,460
HUMAN RESOURCES 222,174 237,510 270,466
COMMUNICATIONS 141,125 142,677 139,447
FINANCE 430,109 434,896 401,583
MUNICIPAL COURT 249,786 411,805 389,410
BUILDING SERVICES 494,431 325,559 362,845
INFORMATION SYSTEMS MANAGEMENT 732,936 757,925 1,065,205
COMMUNITY DEVELOPMENT 410,097 238,064 337,675
BUILDING INSPECTIONS 269,348 307,617 281,672
ECONOMIC DEVELOPMENT 293,884 379,692 296,799
ENGINEERING 324,733 393,139 510,915
POLICE 4,658,200 4,197,318 4,172,062
FIRE 4,033,004 4,113,288 4,259,224
PARKS 1,399,006 1,388,219 1,285,084
RECREATION 272,078 360,502 357,816
LIBRARY 726,015 717,534 674,061
COLLEYVILLE CENTER 314,998 382,537 312,513
STREETS 2,651,399 3,340,995 3,840,966
FLEET MAINTENANCE 200,399 227,322 226,290
TRANSFERS OUT -
CAPITAL EQUIPMENT RESERVE FUND 281,000 231,000 242,000
STRATEGIC INITIATIVES FUND 260,000 200,000 0
COMPENSATION ADJUSTMENT 57,200 402,751 132,911
NON-DEPARTMENTAL 0 0 859,068
TOTAL GENERAL FUND EXPENDITURES $19,658,868$20,444,340$21,533,967
BEGINNING UNRESERVED FUND BALANCE - 10/1$11,137,661$11,762,625$10,762,625
INCREASE / (DECREASE ) TO FUND BALANCE$624,964$234,557$3,120
TRANSFER EXCESS REVENUE TO CAPITAL PROJ.0 (234,557)0
LESS USE OF AVAILABLE CASH01,000,0001,000,000
ENDING UNRESERVED FUND BALANCE$11,762,625 $10,762,625 $9,765,745
GENERAL FUND SUMMARY
AD VALOREM
TAXES
55%
FRANCHISE TAXES
9%
SALES TAXES
14%
LICENSES
AND
PERMITS
3%
FINES
4%
CHARGES FOR
SERVICES
3%
INTERGOV.
1%
MISCELLANEOUS
REVENUES
1%USE OF AVAILABLE
CASH
5%
TRANSFERS‐IN
5%
General Fund Revenue
General Fund Expenses
GENERAL
MANAGEMENT
13%
FINANCE/COURT
4%
COMMUNITY
SERVICES
12%
COMMUNITY
DEVELOPMENT
3%
ECONOMIC
DEVELOPMENT
1%
PUBLIC WORKS
23%
FIRE
20%
POLICE
19%
TRANSFERS OUT
1%
NON‐
DEPARTMENTAL
4%
GENERAL FUND FORECAST
As mentioned in the Budget Message, a six-year forecast (shown above) was prepared and
presented to the City Council to guide decision making during the budget process and ensure
that long-term implications are considered.
Significant revenue assumptions include a 0.5% increase in assessed valuation, declining
tax-supported debt, a 1% increase in sales tax annually (plus an additional $100,000 in FY
2014 and $200,000 in FY 2015 due to the opening of Whole Foods Market), and the use of
$1,000,000 of fund balance to fund street maintenance at $2.4 Million per year through FY
2018. Overall, the revenue assumptions are conservative and will be adjusted in future
years should any revenue category outperform these projections.
The forecast includes expenditures that reflect a commitment to hire an additional police
officer in each of the next four fiscal years, the commitment to hire three new fire personnel
in each of the next two fiscal years, a 1.5% increase in base expenditures for cost increases
for materials or contractual services, and a 2% increase for personnel costs. The visual
presentation of these costs in a financial forecast provided a clearer understanding of how
commitments and general cost increases can limit the ability to absorb additional items into
the budget each year.
For the FY 2014 budget preparation process, the six-year forecast served as a caution to
adding recurring expenditures unless absolutely necessary and also highlighted that a new
funding source for street maintenance will need to be identified if it is to be maintained at a
level of $2.4 Million per year and revenues do not grow more quickly than anticipated. This
forecast will be updated annually and will be used to guide future budget discussions as well.
BUDGET PROJECTEDPROJECTEDPROJECTEDPROJECTEDPROJECTED
FY 2014 FY 2015FY 2016FY 2017FY 2018FY 2019
BEGINNING FUND BALANCE $10,766,194$9,769,314$9,126,078$8,516,708$7,598,902$6,445,660
REVENUE:
Ad Valorem Taxes $11,736,451$12,108,803$12,216,679$12,285,952$12,360,550$12,421,678
Sales Tax $2,900,277$3,129,280$3,160,573$3,192,178$3,224,100$3,256,341
Franchise Fees $1,988,300$2,023,095$2,058,499$2,094,523$2,131,177$2,168,473
Licenses & Permits $738,751$723,976$709,496$695,307$681,400$667,772
Fines $824,500$832,745$841,072$849,483$857,978$866,558
Charges for Service $742,575$750,001$757,501$765,076$772,727$780,454
Intergovernmental $311,979$315,099$318,250$321,432$324,647$327,893
Miscellaneous Income $164,040$167,321$170,667$174,081$177,562$181,113
Use of Fund Balance $1,000,000$1,000,000$1,000,000$1,000,000$1,000,000 $0
Transfers In $1,130,214$1,055,988$1,076,854$1,098,391$1,120,359$1,142,766
TOTAL REVENUES $21,537,087$22,106,307$22,309,592$22,476,423$22,650,500$21,813,049
Base Expenditures $7,945,116$7,385,827$7,210,115$7,336,115$7,464,466$7,576,433
Personnel $12,588,851$13,363,716$13,708,847$14,058,113$14,339,276$14,626,061
Fund Balance- Street
Maintenance @ $2.4M $1,000,000$1,000,000$1,000,000$1,000,000$1,000,000 $0
TOTAL EXPENDITURES $21,533,967$21,749,543$21,918,961$22,394,229$22,803,742$22,202,494
NET REVENUE $3,120$356,764$390,630$82,194($153,242)($389,446)
ENDING FUND BALANCE $9,769,314$9,126,078$8,516,708$7,598,902$6,445,660$6,056,215
DAYS OF WORKING CAPITAL 166 153 142 124 103 100
FY 2014 REVENUE ESTIMATE
FY 2010FY 2011FY 2012 FY 2013 FY 2014
ACTUALACTUALACTUAL PROJECTED BUDGET
GENERAL FUND
AD VALOREM TAXES
5101-CURRENT TAXES10,292,03510,182,43010,622,072 10,825,606 11,601,451
5102-DELINQUENT TAXES77,417130,136105,376 70,000 70,000
5103-PENALTY & INTEREST 94,080103,88983,819 65,000 65,000
TOTAL AD VALOREM TAXES$10,463,532$10,416,455$10,811,267 $10,960,606 $11,736,451
FRANCHISE TAXES
5201-ONCOR ELECTRIC818,484864,1301,024,876 891,771 840,000
5202-TRI-COUNTY ELECTRIC108,334120,249118,281 100,229 105,000
5203-ATMOS GAS341,528381,513333,098 289,691 305,000
5204-AT&T 116,15199,53486,852 84,500 83,500
5205-VERIZON/OTHERS43,82274,51982,212 83,000 84,000
5206-GARBAGE/RECYCLING126,550124,649146,181 142,253 145,800
5207-CABLE TV312,196366,674415,963 415,800 425,000
TOTAL FRANCHISE TAXES$1,867,065$2,031,268$2,207,463 $2,007,244 $1,988,300
SALES TAX
53011% SALES TAX 2638280 2642996 2858065 2728500 28750005301-1% SALES TAX 2,638,280 2,642,996 2,858,065 2,728,500 2,875,000
5302-MIXED BEVERAGE TAX 75,36580,73165,808 65,592 25,277
TOTAL SALES TAX $2,713,645$2,723,727$2,923,873 $2,794,092 $2,900,277
LICENSES & PERMITS
5411-BUILDING 348,471536,534706,421 465,000 485,768
5412-PLUMBING 42,27160,12478,328 48,680 48,680
5413-MECHANICAL 35,93437,81148,620 35,000 28,868
5414-ELECTRICAL 38,53748,72168,491 45,000 37,568
5416-CITY LICENSE 40,75540,47245,917 37,372 37,372
5417-BUILDING PLAN REVIEW FEE 66,55590,790118,622 92,000 68,000
5418-NEW BUSINESS 3,9954,9355,689 4,500 3,372
5419-ANIMAL 769 677 577 0 0
5420-SIGN PERMITS 5,1407,4866,884 6,200 5,463
5421-FENCE PERMITS 4,3503,7005,050 4,100 3,500
5423-FIRE PERMIT FEES 8,6507,2508,975 5,850 6,500
5424-IRRIGATION PERMIT FEES 11,70515,09019,547 13,000 13,660
5425-GAS AND OIL WELL PERMIT FEES 070,000 0 0 0
TOTAL LICENSES & PERMITS $607,132$923,590$1,113,121 $756,702 $738,751
FINES
5611-FINES 1,087,155860,707911,216 750,000 750,000
5612-FINES-ALARMS 59,20060,42552,948 42,000 52,000
5630-LIBRARY FINES 27,47325,85024,922 22,500 22,500
TOTAL FINES $1,173,828$946,982$989,086 $814,500 $824,500
FY 2014 REVENUE ESTIMATE
FY 2010FY 2011FY 2012 FY 2013 FY 2014
ACTUALACTUALACTUAL PROJECTED BUDGET
GENERAL FUND
CHARGES FOR SERVICES
5511-PLANNING AND ZONING13,2007,89211,635 7,500 7,500
5512-PLAT FEE3,2655,1235,410 9,258 4,000
5514-BOARD OF ADJUSTMENT 3,2502,0003,125 1,875 1,250
5711-SALE OF MATERIAL432343105 100 100
5712-WEED MOWING13,3537,9007,900 6,500 6,500
5718-ANIMAL IMPOUNDMENT FEE3,5082,6321,420 0 0
5721-AMBULANCE236,067306,959319,796 280,000 275,000
5722-RECREATION PROGRAM208,997189,891185,825 138,000 145,000
5811-ENGINEERING & INSPECTION17,697012,424 48,453 0
5812-CHGS & REIMBURSEMENTS15000 0 0
5845-LOT DRAINAGE INSP FEE10,37514,87520,000 13,500 16,875
5855-FIELD USE CHARGE21,48523,86022,110 20,575 20,500
5873-COLLEYVILLE CENTER FEES189,030245,749230,329 230,000 230,000
5874-NON-RESIDENT FEE21,44031,47036,644 35,838 35,850
TOTAL CHARGES FOR SERVICE$742,249$838,694$856,723 $791,599 $742,575
INTERGOVERNMENTAL REVENUE
5828DARE OFFICER REIMB 89793 89792 89792 94282 942825828-DARE OFFICER REIMB 89,793 89,792 89,792 94,282 94,282
5942-KELLER COURT 000$220,610 217,697
TOTAL INTERGOVERNMENTAL REVENU $96,118$89,792$89,792$314,892$311,979
MISCELLANEOUS REVENUE
5714-SALE OF SURPLUS PROPERTY 65,3067,09812,969 5,000 5,000
5716-INTEREST INCOME29,25260,855 60,03135,000 35,000
5719-MISCELLANEOUS80,49255,111 67,59880,000 54,000
5832-ANTENNA LEASE89,78267,400 70,04070,040 70,040
5867-LEASE PROCEEDS 981,238 0 0 0 0
5790-USE OF AVAILABLE CASH 0 0 0 1,000,000 1,000,000
TOTAL MISCELLANEOUS REVENUE$1,246,070$190,464$210,639 $1,190,040 $1,164,040
TRANSFERS IN
5872-TRANSFER FROM UTILITY FD857,622858,8791,081,868 1,049,222 1,037,213
5888-TRANSFER IN CONSTR INSP 93,001
TOTAL TRANSFERS IN $857,622$858,879$1,081,868$1,049,222$1,130,214
TOTAL GENERAL FUND REVENUES $19,767,261$19,019,851$20,283,832 $20,678,897 $21,537,087
AD VALOREM TAXES
The 2013 certified value provided by
Tarrant Appraisal District on July
25th is $3,909,272,694 (a 3.10%
increase over 2012 current valuation
of $3,791,706,860). The total
taxable value includes TIF zone
property value of $254,552,139,
which is not included in the General
Fund revenue estimate. The tax
rate of $.3559 is allocated $.32442
to O&M (General Fund) and $.03148
to debt (Debt Service Fund).
FRANCHISE FEES
The franchise fees were estimated
based upon estimated revenue and
discussion with franchise holders.
Due to lack of growth in land phone
lines and energy efficiency efforts,
there is a decrease projected for
AT&T phone and Oncor electric
franchise fees. An increase in cable
fees is projected due to growth in
cable based internet use.
SALES TAX
Total FY 2014 sales tax revenue,
including mixed beverage tax, is
projected a conservative 5.8%
increase over the original FY 2013
budget. The expected increase is
due to the planned opening of Whole
Foods Market in late FY 2014.
$10,463,532
$10,416,455
$10,811,267
$10,960,606
$11,736,451
$9,500,000
$10,000,000
$10,500,000
$11,000,000
$11,500,000
$12,000,000
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014
General Fund
Property Tax Revenue
$1,867,065
$2,031,268
$2,207,463
$2,007,244
$1,988,300
$1,600,000
$1,700,000
$1,800,000
$1,900,000
$2,000,000
$2,100,000
$2,200,000
$2,300,000
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014
Franchise Fee Revenue
$2,713,645
$2,723,727
$2,923,873
$2,794,092
$2,900,277
$2,600,000
$2,700,000
$2,800,000
$2,900,000
$3,000,000
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014
Sales Tax Revenue
LICENSES AND PERMITS
The revenues for licenses and
permits are based upon growth in
both residential and commercial
development. Residential permits
may continue to increase slightly but
may represent a slightly smaller
building size than years past.
Commercial development continues
to fluctuate with the economy.
FINES
Revenue from citations is projected
to be $824,500 for FY 2014.
Citation revenue has decreased as
construction along major
thoroughfares has slowed traffic and
reduced speeding. This includes
$750,000 in fines, $22,500 in library
fines and annual alarm registration
fees of $52,000.
CHARGES FOR SERVICE
Charges for service tend to fluctuate
based on varying conditions. FY
2014 budgeted revenues for
ambulance charges and plat fees are
expected to decrease, while
Colleyville Center revenues and
other revenues are projected to
remain level in FY 2014.
$607,132
$923,590
$1,113,121
$756,702 $738,751
$0
$250,000
$500,000
$750,000
$1,000,000
$1,250,000
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014
License and Permit
Revenue
$1,173,828
$946,982 $989,086
$814,500 $824,500
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014
Fine Revenue
$742,249
$838,694 $856,723
$791,599
$742,575
$650,000
$700,000
$750,000
$800,000
$850,000
$900,000
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014
Charges for Service
Revenue
INTERGOVERNMENTAL
The amount budgeted includes
$94,282 in funding from the
Grapevine-Colleyville Independent
School District for an officer at each
of the two middle schools, and
$217,697 for Keller’s share of the
combined Municipal Court operation
that began in FY 2013.
MISCELLANEOUS
Interest income for the fund is
estimated to be $35,000. This is
based upon the average projected
cash balance for the General Fund of
approximately $10,000,000 and an
anticipated investment rate of
0.35%. The increases in FY 2013
and FY 2014 represent the use of
$1,000,000 of available cash for
street maintenance purposes.
TRANSFERS IN
The transfer from the Utility Fund is
projected to be $1,037,213, which is
comprised of a Franchise Fee of 4%
and Operating Transfer of 4% of the
prior year's Utility Fund gross
revenues. In FY 2014, $93,001 is
budgeted as a transfer from the
Capital Projects Fund for a project-
funded Construction Inspector
position.
$96,118 $89,792 $89,792
$314,892 $311,979
$0
$100,000
$200,000
$300,000
$400,000
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014
Intergovernmental
Revenue
$1,246,070
$190,464 $210,639
$1,190,040 $1,164,040
$0
$250,000
$500,000
$750,000
$1,000,000
$1,250,000
$1,500,000
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014
Miscellaneous Revenue
$857,622 $858,879
$1,081,868 $1,049,222 $1,130,214
$0
$250,000
$500,000
$750,000
$1,000,000
$1,250,000
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014
Transfers In
Fiscal Year 2014
Guide to
Business Plans
GUIDE TO BUSINESS PLANS
Description
A description of the
department, including
significant information
about customers and
services. Major programs
are mentioned here, while
the detail of each program
is covered under program
descriptions.
Org Chart
Organizational chart for the
department.
GUIDE TO BUSINESS PLANS
Budget Summary
A department-wide overview of
expenditures.
Personnel Summary
Number of full time equivalent
department personnel
budgeted for the last 3 years.
Capital Expenditures
A list of any capital expenditure
items budgeted for FY 2014.
GUIDE TO BUSINESS PLANS
Major
Accomplishments
A list of several major
program
accomplishments during
the previous fiscal year.
Ten Year Outlook
A look at potential changes in
demographics, development,
workload, technology, equipment,
etc. that will affect the program in
the next ten years. Answers the
question, “Where are we going?”
Serves as the basis for developing
the major initiatives to be
undertaken and budget requests.
Major Initiatives
A list of major program
initiatives for the upcoming
fiscal year. This section may
also include multi-year
initiatives.
Program
Each department may have
one or more programs. Each
program has its own set of
goals and performance
measures.
GUIDE TO BUSINESS PLANS
Performance Measures
List of program performance
measures with the last two
fiscal year actual or projection
numbers and FY 2014 targets.
Performance Comparison
Select programs include a
graph highlighting one aspect
of performance as it compares
to surrounding communities.
Department Description___________________________
The City Council is the body of elected representatives for the city. They
have home rule charter authority and serve as the policymakers and
decision makers for Colleyville. City Council regularly establishes community
goals and policies, adopts ordinances and resolutions and appoints citizens
to community boards and commissions. City Council shall through its
leadership keep the City of Colleyville a model city with attention to being an
efficient and attractive neighborhood-oriented community sensitive to our
history, resources and residents.
Org Chart______________________________________
City Council
Fiscal Year 2014 Business Plan
Mayor
Place 1 Place 2 Place 3 Place 4 Place 5
Mayor Pro
Tem
FY 2014 Budget Summary_________________________
Budget Summary
FY 2012
Actual
FY 2013
Budget
FY 2014
Budget
Personnel $0 $0 $0
Contractual $194,630 $196,358 $197,058
Supplies $5,575 $6,948 $6,948
Capital $0 $0 $0
Total $200,205 $203,306 $204,006
Capital Expenditure Summary
No capital expenditures
Personnel Summary
FY 2012 FY 2013 FY 2014
FTEs 0 0 0
Personnel
0%
Contractual
97%
Supplies
3%
Capital
0%
FY 2014 Budget
Program: City Council____________________________
City Council are the elected representatives of the city, have home rule
charter authority and serve as the policymakers and decision makers for
Colleyville. City Council regularly establishes community goals and policies,
adopts ordinances and resolutions and appoints citizens to community
boards and commissions.
Major Accomplishments – FY 2013
• Maintained property tax rate of $0.3559 per $100 of valuation
• Maintained AAA bond rating
• Attracted new businesses, relocations and expansions through a
continued focus on economic development
• Continued to provide a safe and secure neighborhood-oriented
community
• Enhanced or maintained all programs and services identified by the
citizens as priorities
Major Initiatives – FY 2014
• Make a long-term commitment to economic development and foster a
more diversified tax base
• Foster a commitment to service excellence
• Protect and preserve Colleyville’s neighborhoods
• Deliver sustainable government
• Brand Colleyville with a unique identity
• Enhance the maintenance and reconstruction of City infrastructure
• Continue Colleyville being an engaged, safe and secure community
• Effectively utilize and promote Colleyville’s paid and volunteer human
resources
• Ensure fiscal integrity and stewardship of the City’s financial planning
• Enhance the promotion and preservation of natural resources
Ten Year Outlook
The vision of the City Council is to maintain sustainable government by
delivering excellent services to citizens within the resources provided. The
City Council is committed to developing alternate sources of revenue
through economic development opportunities and reducing the tax burden
on citizens, planning for capital improvements to replace aging infrastructure
and maintaining Colleyville’s unique identity and safe neighborhoods for the
community’s future.
Performance Measures
Performance Measures FY 2012
Actual
FY 2013
Projection
FY 2014
Target
1 Tax rate per hundred dollars of valuation $0.3559 $0.3559 $0.3559
2 Percent of citizens satisfied with quality
of life in Colleyville 97% Biennial
Measure ≥ 97%
3 Percent of citizens satisfied with value of
services for taxes paid 84% Biennial
Measure ≥ 84%
Performance Comparison:
$0.345695
$0.355900
$0.442190
$0.462000 $0.470000 $0.499115
$0.608498 $0.610000
$-
$0.100000
$0.200000
$0.300000
$0.400000
$0.500000
$0.600000
$0.700000
Grapevine Colleyville Keller Southlake Euless Bedford Hurst North
Richland
Hills
FY 2013 Property Tax Rates
Department Description___________________________
The City Manager's Office provides leadership and direction for City
departments in the implementation of the City Council's strategic goals,
directives and policies. The City Manager's Office works closely with the City
Council and its appointed boards, commissions, and committees to develop,
analyze and implement legislation and policies. The City Manager's Office is
responsible for the oversight and direction of all services and programs
delivered to the community, its’ citizens and visitors. Specifically, the City
Manager’s Office is responsible for working with the community and
stakeholders in the formation of policy recommendations for City Council
consideration, establishing direction and expectations for service delivery by
all City employees, developing, implementing and monitoring the City’s
budget and capital improvement programs, coordinating the City’s strategic
and performance management system and the City’s customer service
programs, coordinating and implementing administrative procedures,
maintaining effective intergovernmental relationships, responding to citizen
requests, and coordinating and maintaining franchise agreements.
Org Chart______________________________________
City Manager’s Office
Fiscal Year 2014 Business Plan
City Manager
Assistant City
Manager/Chief
Financial Officer
Strategic
Services
Manager
Executive
Secretary
Budget Summary________________________________
City Manager’s Office
FY 2012
Actual
FY 2013
Budget
FY 2014
Budget
Personnel $563,066 $554,655 $549,737
Contractual $34,682 $42,005 $17,162
Supplies $1,784 $3,871 $2,865
Capital $0 $0 $0
Total $599,532 $600,531 $569,764
Capital Expenditure Summary
No capital expenditures
Personnel Summary
FY 2011 FY 2012 FY 2013
FTEs 4 4 4
Personnel
96%
Contractual
3%
Supplies
1% Capital
0%
FY 2014 Budget
Program: City Manager’s Office_____________________
The City Manager's Office is responsible for all services and programs
delivered to the community, it citizens and visitors.
Major Accomplishments – FY 2013
• Received Government Finance Officers Association (GFOA)
Distinguished Budget Presentation Award
• Implemented a new budget preparation process, incorporating the
City’s new financial software Munis
• Continued to work on citizens’ behalf with the Oncor and Atmos City
Steering Committees regarding utility franchise and rate issues
• Developed a long range financial forecast of both revenues and
expenditures to determine needs and sustainability implications of
capital, operating, and personnel expenditures
• Conducted another successful Clean Sweep event for the collection of
household hazardous waste
Major Initiatives – FY 2014
• Update and improve the City’s intranet website for employees
• Promote sustainable government
• Enhance strategic management program, performance measures and
business plans to ensure programs are meeting City Council strategies
and are sustainable over time
• Encourage creative strategies to improve economic development
• Facilitate opportunities to diversify the tax base through economic
development and alternative revenue sources
• Maintain safe and secure neighborhoods through crime prevention and
effective code enforcement
• Promote Colleyville’s unique identity through effective branding and
advertising of community assets
• Facilitate improvements to the workplace that make the City of
Colleyville a sought after place to work
Ten Year Outlook
The vision of the City Manager’s Office is to maintain sustainable
government by delivering excellent services to citizens within the resources
provided. The City Manager’s Office is committed to developing alternate
sources of revenue through economic development opportunities and
reducing the tax burden on citizens, planning for capital improvements to
replace aging infrastructure, and maintaining Colleyville’s unique identity
and safe neighborhoods for the community’s future.
Performance Measures
Performance Measures FY 2012
Actual
FY 2013
Projection
FY 2014
Target
1 Percentage of citizens surveyed satisfied
with the quality of government 89% Biennial
Measure ≥ 89%
2 Percentage of citizens surveyed satisfied
with the value of services per taxes paid 84% Biennial
Measure ≥ 84%
3 Percentage of citizens surveyed satisfied
with local government customer service 78% Biennial
Measure ≥ 78%
4 Percentage of citizens surveyed satisfied
with how funds are managed 68% Biennial
Measure ≥ 68%
5 Percentage of citizens surveyed satisfied
with developing a future vision of the city 50% Biennial
Measure ≥ 50%
6 Percentage of employees surveyed proud
to be an employee
Biennial
Measure 93% Biennial
Measure
7
Percentage of employees surveyed that
would recommend Colleyville as a good
place to work to their friends
Biennial
Measure 78% Biennial
Measure
8 Number of complaints regarding trash or
recycling services 149 140 ≤ 150
9
Number of household hazardous waste
collections (at Fort Worth ECC and Clean
Sweep event)
524 550 ≥ 550
10 Percentage of citizens surveyed who are
satisfied with trash and recycling services 92% Biennial
Measure ≥ 92%
11 Average pounds recycling per home/per
collection 12.2 12 ≥ 13
Department Description___________________________
The Office of the City Secretary performs duties set forth by the City
Charter, Ordinances, federal and state laws and administrative direction.
The City Secretary serves as the Records Management Officer and
administers and maintains the official records of the City to ensure
accessibility to the City Council, public and staff in accordance with the
Public Information Act. The City Secretary serves as Elections Administrator
to provide fair and legal City elections. The City Secretary also provides
accurate meeting minutes and ensures the timely posting of all public
meeting agendas, administers the agenda management software, and
manages the City Council appointed boards, commissions, and committees
processes. The Office pledges to provide exemplary customer service in a
professional, courteous, impartial and transparent manner.
Org Chart______________________________________
City Secretary’s Office
Fiscal Year 2014 Business Plan
City Secretary
Assistant City
Secretary
FY 2014 Budget Summary_________________________
Budget Summary
FY 2012
Actual
FY 2013
Budget
FY 2014
Budget
Personnel $190,655 $217,974 $172,073
Contractual $96,280 $97,822 $35,910
Supplies $4,366 $3,899 $3,742
Capital $0 $0 $0
Total $291,301 $319,695 $211,725
Capital Expenditure Summary
No capital expenditures
Personnel Summary
FY 2012 FY 2013 FY 2014
FTEs 2 2 2
Personnel
81%
Contractual
17%
Supplies
2%
Capital
0%
FY 2014 Budget
Program: City Secretary__________________________
The City Secretary’s Office maximizes resources with the application of
technology and high quality, responsive customer service.
The City Secretary’s Office directly supports the City Council’s strategic goal
to “Foster excellence in core service delivery”, which is further described, in
part, as maintaining a reputation for high quality and unique customer
service.
In order to maintain a reputation for high quality and unique customer
service, the City Secretary’s office has began by updating the current web
page serving the citizens of Colleyville.
The internet provides for a broad audience and will become universally
friendly with the capability of audible commands as opposed to click of the
mouse. The internet will integrate into every electronic device; on this
basis, the on-line access to information, applications, and forms will be
available around the clock and from any location, even if municipalities
change their hours of operation.
Currently, citizens can obtain information, complete forms, apply for
services, and pay bills via the City’s web site. The 2012 Citizen survey was
an excellent example of just how many people use the City’s website by a
show of 74 percent of citizens retrieve information by visiting the City’s web
site.
The City Secretary’s Office provides digitized forms on the web site for
customer convenience. An electronic form enhances the level of customer
service and satisfaction, reduces overhead cost and is earth friendly. The
online forms provide the following advantages:
• Saves time and money
• Branching – allows the respondent to seamlessly skip past questions
that do not apply to them, reduces entry error and saves printing,
distribution, and postage costs
• Data is immediately available
• Provides positive image for municipality – modern and efficient
• Allows for quick editing of form
The City Secretary’s Office will serve the citizens and staff in the most cost
efficient, timely, and customer friendly manner as possible.
Major Accomplishments – FY 2013
• City Secretary will graduate with the Texas Registered Municipal Clerk
(TRMC) certification.
• Produced an on-line electronic City Council Candidate packet.
• Utilized shredding services budgeted for Clean Sweep to destroy
documents with met retention, saving an estimated $250.
• Provided additional training and service to departments for use of
Laserfiche and SuiteOne agenda manager.
• Worked with staff members to complete the Texas Open Meetings Act
(TOMA) and Public Information Act (PIA) training.
Major Initiatives – FY 2014
• Assistant City Secretary to begin the Texas Registered Municipal Clerk
(TRMC) certification.
• Continue to reduce the number of stored documents in off-site storage
• Continue to build a paperless strategy for all documents with the
better utilization of Laserfiche.
• Restructure all administrative files.
• Development of a records disaster recovery program.
• Continue to work with boards, commissions, and committee members
to complete the Texas Open Meetings Act (TOMA) training.
• Build a relationship with homeowner associations.
• Manage official City records in compliance with statutory and
regulatory requirements to preserve history of the City and respond to
requests for public information in accordance with the Public
Information Act
Ten Year Outlook
The City must be prepared to serve very different demographic groups in the
future – the young and high tech savvy customer, as well as the growing
population of aging baby boomers. Imagine the future in which the internet
is intuitive, sensory, interactive, aware, adaptive, and develops a digital
personality that can communicate with people all over the world. Public and
private enterprises will be dominated by the speed, intelligence,
communications and linkage of technology enabled services. The City
Secretary’s Office will maximize resources with the application of technology
and high quality, responsive customer service. Staff will continue to
strengthen the community’s faith in local government by making public
records accessible as quickly and broadly as possible. Citizens will be linked
to City information through web sites, mobile applications, electronic
devices, social media, and television.
Performance Measures
Performance Measures FY 2012
Actual
FY 2013
Projection
FY 2014
Target
1 Percentage of all meeting minutes
presented for approval at next meeting 99% 100% = 100%
2 Average number of days to process
ordinances, resolutions, contracts 2 2 = 2
3 Average number of days to respond to
public information requests 2 2 ≤ 2
4 Percent of citizens surveyed satisfied with
municipal elections 100% Biennial
Measure 100%
5 Percent of customers surveyed satisfied
with customer service 100% Biennial
Measure 100%
Performance Comparison:
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
Colleyville Bedford Hurst Keller Grapevine NRH Euless
Avg. Days to Process
Public Information Requests
Department Description___________________________
Colleyville Center employees serve as custodians of the Colleyville Center.
Working on behalf of the citizens of Colleyville, the staff manages the
Centers’ physical integrity, resident and client room rentals, and the
technology required to maintain a unique, resident owned assembly facility.
In addition to city staff, the Colleyville Center is overseen by a City Council
appointed advisory committee of 14 citizens. From HOA meetings, civic
organizations, city-wide events, and business seminars, the Center serves as
a town square, hosting meetings and serving as a gathering place for our
citizens. The Colleyville Center serves to foster and enhance social
interaction between Colleyville citizens by providing a unique public
assembly facility that helps fuel economic growth within our community.
Org Chart______________________________________
Colleyville Center
Manager
Administrative
Assistant
Building
Operations
Attendant
Part-time Building
Attendant
Colleyville Center
Fiscal Year 2014 Business Plan
FY 2014 Budget Summary_________________________
Budget Summary
FY 2012
Actual
FY 2013
Budget
FY 2014
Budget
Personnel $235,596 $291,882 $261,485
Contractual $70,005 $78,881 $40,010
Supplies $9,397 $11,774 $11,018
Capital $0 $0 $0
Total $314,998 $382,537 $312,513
Capital Expenditure Summary
No capital expenditures
Personnel Summary
FY 2012 FY 2013 FY 2014
FTE 4.5 3.5 3.5
Personnel
84%
Contractual
13%
Supplies
3%
Capital
0%
FY 2014 Budget
Program: Colleyville Center________________________
Colleyville Center’s current service levels meet and exceed in delivering our
communities priorities. The provision of a quality assembly venue that
supports interaction through public meetings, civic, social and entertainment
events continues to be our primary mission. The Colleyville Center’s value
to our business community as an economic generator is a City Council
priority. Currently 60% of all events held at the Colleyville Center utilize
local services and/or spend dollars at our local businesses.
Major Accomplishments – FY 2013
Customer service ratings – 95.5% - on target to FYE projection
Total confirmed bookings 311/77% to targeted FYE projection
Revenue generation – trending higher than FYE projection
Marketing initiatives on target for 100% completion with multimedia,
social media focus
Cost recovery –on target to exceed projection of 70%
Economic impact, exceeding FY 2013 goal of 50% – All events impact
local business with usage of local goods and/or services adding to
sales tax collection/business revenue and retention
Facility security and fire alarm systems upgraded
Two air conditioning units replaced; Two video cameras installed
500 new banquet chairs, 150 garden chairs, and 40 tables purchased
Standard weekend rates were reviewed and updated
Interior and exterior trim painted
Major Initiatives – FY 2014
Capitalize on segment marketing opportunities utilizing web based
social media, business networking and classic print advertising
Increase rental revenue with multi-day business meetings Monday-
Thursday
Repair the Colleyville Center roof
Replace the 18 year-old theater curtain and refinish stage floor
Colleyville Center Master Grounds and Utilization Plan developed
Continue to improve customer service
Streamline rental policy aligning with other municipal centers
Identify incremental revenue generators
Increase weekend rental rates to non-residents
Strengthen Colleyville Center Branding as unique venue in the
Metroplex
Cross market events with other city department events
Improve and maintain aesthetics of the Colleyville Center to attract
citizens and visitors
Upgrade event booking software
Upgrade event room design software
Ten Year Outlook
In order to maintain a state of the art venue that attracts business and
social events, it is necessary to upgrade, and as needed, renovate our asset.
The Colleyville Center is entering its 16th year and the facility is beginning to
show its age, requiring capital improvements. The following improvements
will need to be addressed within the next 10 years to ensure the
marketability and longevity of the Center as an upscale rental facility.
One HVAC original unit replaced at end of lifecycle- $6,500
Pavement restriping- TBD
Dumpster enclosure enlarged for recycling bin- TBD
Service counter replacement- $18,000
Technology upgrade
The Colleyville Center’s unique value to the community as an amenity and to
local businesses as an economic generator will continue to mature. The
majority of the week day rentals (53%) continue to be residents and non-
profit groups utilizing the Center for meetings. Although they are the
primary users of the facility, only 11% of current revenue is generated by
these groups. Resident venue fees will remain deeply discounted at 20%
providing an additional marketing incentive for citizen usage.
Targeted marketing efforts will continue to both non-resident and business
segments. With 54% of current revenue generated by the non-local
weekend rentals, the Center will concentrate on this segment for both
revenue growth and to fuel local Colleyville businesses. Weekend weddings
and multi-day business seminars continue to provide the largest opportunity.
Additional marketing funding for social media will be necessary to reach out
to these targeted markets outside of Colleyville.
Performance Measures
Performance Measures FY 2012
Actual
FY 2013
Projection
FY 2014
Target
1 Percentage of customer satisfaction ratings
of “Excellent” 98% 95.4% ≥ 98%
2 Number of events held 420 375 ≥ 404
3
Percentage of marketing initiatives
implemented from the Colleyville Center’s
strategic marketing plan
100% 100% = 100%
4 Revenue generated from bookings $240,000 $220,000 ≥ $220,000
5 Percentage of cost recovery 70% 73% ≥ 70%
6 Percentage of events generating economic
impact for local business 55% 56% ≥ 50%
Department Description___________________________
Communications provides information to the general public, media, and
other stakeholders to build awareness of city issues, policy decisions, and
services. It also is responsible for the city’s public relations and public
education activities, as well as for marketing and promotion of city programs
to the general public.
Communications staff provides information to the general public, media, and
other city stakeholders to build awareness of city issues, policy decisions,
and services in a sustainable manner to enhance the public’s opinion of its
local government, while helping to solidify the city’s unique identity and
promote economic development initiatives.
Org Chart______________________________________
FY 2014 Budget Summary_________________________
Budget Summary
FY 2012
Actual
FY 2013
Budget
FY 2014
Budget
Personnel $119,697 $119,162 $118,392
Contractual $21,207 $23,315 $20,905
Supplies $221 $200 $150
Capital $0 $0 $0
Total $141,125 $142,677 $139,447
Communications & Marketing
Fiscal Year 2014 Business Plan
Communications
& Marketing
Director
Capital Expenditure Summary
No capital expenditures
Personnel Summary
FY 2012 FY 2013 FY 2014
FTEs 1 1 1
Program: Communications________________________
The Communications Department manages the city’s website, social media
outlets Facebook and YouTube, the monthly Communicator newsletter
inserted in utility bills, public education campaigns, editorial promotions,
some advertising, public service announcements and other programming for
the city’s government access channel, publication of e-newsletter and e-
news, State of the City presentation, media relations, media strategy, and
speechwriting. The department also assists other departments in production
of collateral materials.
In the last citizen survey, respondents ranked keeping citizens informed
about city business as the second most important activity, second only to
having a safe community, and gave the city’s efforts an 84% satisfaction
rating. The city’s newsletter, inserted in the monthly utility bills, ranked
highest (75%) as the way citizens obtain information about the city—
Personnel
85%
Contractual
15%
Supplies
0% Capital
0%
FY 2014 Budget
surpassing local newspapers as the number one source of city information—
something not seen in the available data from other cities. Visiting the city’s
website ranked as the second most utilized city service, behind using a trail
or park. The city’s website ranked third as the most popular way to receive
information about the city, with a 61% ranking. The city’s electronic
communications, while continuing to grow, lag behind the hard copy and
online communication efforts.
Only 6% of respondents listed the city’s cable PEG channel as a
communication vehicle for the city, likely an indicator of changing viewer
habits among the general population. Major networks, as well as cable
outlets, have experienced a steep decline in viewership as viewers have
more options and less dependence on programming in traditional formats.
Major Accomplishments – FY 2013
• Generated editorial coverage for the city through news releases,
positioning and promoting Colleyville-related stories, work with
reporters, and public information and education strategies
• Assumed creative control of the recreation and library brochures
• Developed and executed tactics to position the city on community
issues
• Continued to evolve the city website to remain relevant as a single
source of information about city issues, events, and activities
• Wrote and developed creative for a successful State of the City
presentation
• Grew the city’s database for electronic communications by 65%
Major Initiatives – FY 2014
• Generate editorial coverage of the city through development and
distribution of news releases, positioning and promoting Colleyville-
related stories, media events, media inquiry responses, public
information activities, and providing media strategy
• Develop, produce, and disseminate city materials through a variety of
media to educate and inform the public
• Provide 24-hour access to information about city activities, programs,
and services
• Develop a mobile website to act in concert with the city’s existing
website
• Work with departments to enhance and upgrade departmental
webpages
• Develop a citywide strategic approach to advertising and promotion of
city initiatives, programs, and activities—including creative direction
and placement
Ten Year Outlook
In the next 10 years, public relations and communications will continue to be
a staple for the city to meet the need to maintain a positive public image,
both internally and externally, as well as to meet the needs of an
increasingly high-information age and the growth of social media. As reliance
on traditional media subsides in both broadcast and print, the need to
communicate directly to our public and stakeholders, through multiple
platforms, will only increase. Conversely, opportunities for coverage through
traditional media outlets will decrease.
Performance Measures
Performance Measures FY 2012
Actual
FY 2013
Projection
FY 2014
Target
1 City-initiated news leads 40 25 25
2 Responses to media inquires within 1 hour 95% 95% 95%
4 Public Information Campaigns 8 8 8
5 Visits to Colleyville.com 260,000 300,000 300,000
6 E-newsletter subscribers 1,300 2,000 2,200
7 Coverage in print, broadcast,
online/associated media value $130,000 $100,000 $90,000
8
Percentage of citizens surveyed satisfied
with being kept informed about City
business
84% Biennial
Measure 85%
9
Percentage of citizens surveyed satisfied
with the City providing an adequate forum
for public input
80% Biennial
Measure 80%
Department Description___________________________
The Community Development Department’s focus is protecting the unique
beauty and quality of life of the community in addition to guiding quality,
sustainable growth and redevelopment. This focus is performed with the
goal of providing exceptional customer service to our citizens and to the
development community.
Community Development includes planning & zoning and building
inspections. The department is responsible for reviewing new development
proposals, planning for new growth, redevelopment and long term
community sustainability, and ensuring compliance with building codes. The
department works closely with other City departments to ensure that the
development process runs as efficiently and effectively as possible.
Org Chart______________________________________
Community
Development
Director
Building Official
Building
Inspector
PT Building
Inspector
Plans Examiner Development
Coordinator
Planning and
Zoning Assistant
Permit Clerk
Community Development
Fiscal Year 2014 Business Plan
FY 2014 Budget Summary_________________________
Community Development
FY 2012
Actual
FY 2013
Budget
FY 2014
Budget
Personnel $399,414 $454,727 $566,997
Contractual $73,618 $80,580 $41,918
Supplies $6,413 $10,374 $10,432
Capital $200,000 $0 $0
Total $679,445 $545,681 $619,347
Capital Expenditure Summary
No capital expenditures
Personnel Summary
FY 2012 FY 2013 FY 2014
Planning & Zoning FTEs 2 2 4
Building Inspections FTEs 3 3 3.5
*Development Coordinator position moved from Economic Development to Planning &
Zoning budget in FY 2014.
Personnel
91%
Contractual
7%
Supplies
2% Capital
0%
FY 2014 Budget
Program: Planning & Zoning_______________________
The Planning & Zoning program strives to continue the exceptional and
unique quality of the community’s built environment and natural resources.
Planning & Zoning responsibilities include administration of all zoning,
platting and code variance cases; administration of the Land Development
Code; long range and comprehensive planning; and maintenance of the
City’s Master Plan. The Planning and Zoning program’s costs are 100%
recovered through the collection of development fees for the Community
Development Department.
Major Accomplishments – FY 2013
• Presented five zoning cases, which were approved, that will bring both
commercial and residential development containing an approximate
total value of 75 million dollars.
• Added new screening and fencing standards to the Land Development
Code.
• Amended the sidewalk appeals process to allow Planning &
Commission actions to be appealed to the City Council.
• Kicked-off Comprehensive Plan update
Major Initiatives – FY 2014
• Create a new Comprehensive Plan for the City
• Identify amendments to the Land Development Code as needed
including new fence maintenance and construction standards and
amendments to the City’s subdivision regulations.
• Research other communities for best practices with regard to planning
and codes
• Continually Identify process improvements based on internal and
external feedback
• Reduce plan review time with new Plans Examiner position
Ten Year Outlook
• Complete Comprehensive Plan by 2015
• Perform updates to the Land Development Code as needed
• Prepare the City for buildout through consistent process and policy
improvement in the department.
Performance Measures
Performance Measures FY 2012
Actual
FY 2013
Projection
FY 2014
Target
1 Percent of online department survey
respondents satisfied with overall service
New
Measure 95% = 100%
2 Percent of zoning case approvals consistent
with Master Plan
New
Measure 75% = 100%
3
Percentage of citizens surveyed that feel it is
necessary to make changes to the
appearance of neighborhoods in order to
improve citizen’s satisfaction with Colleyville
71% Biennial
Measure ≤ 71%
4 Percentage of citizens surveyed satisfied with
planning and zoning services 61% Biennial
Measure ≥ 61%
5
Percentage of citizens surveyed satisfied with
government performance of effective zoning
and land use regulations
68% Biennial
Measure ≥ 68%
6
Percentage of citizens surveyed satisfied with
government performance of planning for the
future needs of residents
60% Biennial
Measure ≥ 60%
Program: Building Inspections______________________
Building Inspections staff ensures quality construction practices and
techniques through the efficient enforcement of ordinances and codes that
regulate building construction. Specific responsibilities include inspections of
all structures, new and existing; review of all new building plans;
formulating and amending building codes as necessary; ensuring compliance
of city codes including zoning, environmental, health, sign, landscaping, tree
preservation and building codes. Staff continually seeks to utilize technology
in order to maximize service delivery and efficiency to the citizens of
Colleyville and the development community. The Building Inspections
program’s costs are 100% recovered through the collection of development
fees for the Community Development Department.
Major Accomplishments – FY 2013
• Continual process improvements in order to maximize efficiency
Major Initiatives – FY 2014
• Software upgrades to the permitting software allowing more
departmental efficiency and effectiveness.
• Continue to review internal procedures and policies to ensure the
maximum amount of efficiency is being utilized to ensure fiduciary
responsibility to the citizens of Colleyville
• Continually update program standard operating procedures and review
program processes to maximize service delivery
• Present the 2012 International Building Code to the City Council for
adoption
Ten Year Outlook
• Continue to seek ways to improve departmental efficiency and
effectiveness as the City reaches buildout through continual
researching of potential outsourcing and regionalization of Building
Inspections services.
Performance Measures
Performance Measures FY 2012
Actual
FY 2013
Projection
FY 2014
Target
1 Percentage of residential plan reviews
completed in five days or less
New
Measure 40% ≥ 75%
2 Percentage of commercial plan reviews
completed in ten days or less
New
Measure 45% ≥ 75%
3 Percentage of inspections performed within
24 hours 93% 95% ≥ 95%
4 Percentage of citizens surveyed satisfied
with building inspections services 91% Biennial
Measure ≥ 91%
5
Percentage of citizens concerned about
houses in need of repair in their
neighborhood
47% Biennial
Measure ≤ 47%
Department Description___________________________
Economic Development serves the citizens, businesses and commercial
property owners of Colleyville, as well as prospective new investors and
developers. To best accomplish the City Council’s objectives for Colleyville’s
economic future, Department functions encompass both economic
development and marketing. The Economic Development Department
serves to accomplish the strategic goal set by City Council- “Foster a more
diversified tax base and attract wealth through the City’s long-term
commitment to Economic Development.” More specifically, staff strives to
boost the success of existing business for their retention and expansion,
persuade and attract new enterprises and investment, and market Colleyville
as a retail/restaurant, entertainment, and visitors’ destination. Likewise,
efforts include continuing to develop the City’s daytime population and
attracting corporate office employment that is consistent with Colleyville’s
political culture.
Org Chart______________________________________
Economic Development
Fiscal Year 2014 Business Plan
Director of
Economic
Development
Marketing
Coordinator
(PT)
FY 2014 Budget Summary_________________________
Economic Development
FY 2012
Actual
FY 2013
Budget
FY 2014
Budget
Personnel $211,939 $283,942 $207,346
Contractual $80,955 $89,673 $86,353
Supplies $990 $6,077 $3,100
Capital $0 $0 $0
Total $293,884 $379,692 $296,799
Capital Expenditure Summary
No capital expenditures
Personnel Summary
FY 2012 FY 2013 FY 2014
FTEs 2.0 2.5 1.5*
*Development Coordinator moved to Community Development in FY 2014
Personnel
70%
Contractual
29%
Supplies
1%
Capital
0%
FY 2014 Budget
Program: Economic Development___________________
Economic Development works to retain existing Colleyville businesses,
facilitate their profits and therefore stimulate their in-place growth and
expansion—as well as help create and attract new businesses in targeted
markets and along key commercial corridors. All of these efforts are
pursued to stimulate related new investment in Colleyville’s commercial tax
base.
Major Accomplishments – FY 2013
• Opening of the Walmart Neighborhood Market at 4904 Colleyville
Blvd—in the space formerly occupied by Kroger (in the Colleyville Plaza
Shopping Center), backfilling 52,618 square feet of vacant space.
• Assemblage and purchase of Village Park by Centennial Real Estate of
Dallas—and the coming improvements to the center to accommodate
Whole Foods Market (scheduled to occupy the former Albertson’s at
4909 Colleyville Blvd in mid-2014); associated negotiation and
approval of $2.25 million in TIF Grants through a public/private
partnership with Centennial.
• Completion and opening of the $12 million US Memory Care facility on
the western edge of the City near Precinct Line and Lavaca Road.
• Completion and opening of Aviation Place, with the relocation of five
aviation related businesses into Colleyville (including Jack Prewitt &
Associates, Inc., a worldwide leader in corporate aircraft sales and
acquisitions and Dallas Jet International).
• Completion of two other office buildings within the Village at
Colleyville, leading to the relocations of Las Colinas-based insurance
service provider Tailored Adjustment Services and VIP Mortgage/Chuck
Weaver Mortgage.
• Opening of Tribeca Americana Bistro and Lounge, Citrus Bistro and The
Londoner Pub & Grill to establish Colleyville as a true restaurant
destination.
• Introduction and roll out of the Colleyville CloseBuy Ccard program to
include 30+ member businesses, as well as the distribution of more
than 3,500 Ccards.
• Design and implementation of the Colleyville CloseBuy Ccard mobile
app for iPhone, Android, Windows and Blackberry.
Major Initiatives – FY 2014
• Work with site brokers representing Village Park and the properties
across SH26/Colleyville Blvd to help Colleyville leverage the best and
most attractive restaurant and retail tenants to cluster near Whole
Foods Market.
• Grow and develop Colleyville Exchange (CVx) into the top meeting of
its type (i.e. facilitating discussion between and among property
owners, brokers, developers, bankers and investors) among Northeast
Tarrant municipalities.
• Promote the success of the new Matching Grant and TIF Grant
program through a publication which provides before and after
pictures and specifies the Architectural Review Commission’s criteria
for consideration and selection, as applicable.
• Explore ways to fund Economic Development Department activities,
including the possibility of selling apps through Colleyville Close Buy,
creating a Municipal Development District (if found to be warranted
through the Comprehensive Planning process), and planning for and
eventually creating a Convention & Visitors Bureau (especially once the
City realizes development of a hotel and the generation of hotel
occupancy tax revenues).
• Explore establishment of a not-for-profit organization or development
corporation to supplement Department activities, possibly helping fund
new ventures and entrepreneur start-ups.
• Explore expansion of the City’s new Architectural Review Commission
into a pro bono Design/Redesign Studio, with regular design services
provided for both existing and prospective new businesses and
property owners.
• Continue to promote and distribute Colleyville’s first Visitors Guide;
compile data in preparation for a new Guide in mid-to-late FY 2014.
• Continue to promote and distribute the new Ccard associated with
Colleyville Close Buy—and attract both new business participants and
card holders/users. Further develop efforts to generate specials, sales
and therefore sales tax revenues at five key dates or events during the
year.
• Protect and preserve commercial development along Colleyville
Boulevard in order to maximize the highest and best use of
Colleyville’s primary commercial corridor.
• Plan for and mitigate the economic impact of future Colleyville
Boulevard reconstruction; seek opportunities to foster and expand
commercial development in conjunction with the Colleyville Boulevard
reconstruction.
• Work to attract and facilitate a hotel and begin collecting occupancy
tax revenues.
• Continue to market Colleyville as a medical specialist, procedure and
laboratory center—leveraging the coming new investments by
Baylor/Emerus and First Choice.
• Encourage commercial development along Precinct Line Road.
• Mitigate retail leakage and capitalize on Colleyville's perceived market
affluence to help attract retail and restaurants.
• Plan and convene a 5th Annual Business Appreciation event in order to
recognize & celebrate Colleyville’s business community.
• Establish a Colleyville Boulevard Corridor Core Design District (through
efforts associated with the Comprehensive Plan) to help encourage an
orderly assemblage and redevelopment of commercial properties,
particularly between Hall-Johnson and Glade Roads and adopt and
publish an associated set of design guidelines.
• Maintain, support and promote the SCORE Office in Colleyville
(particularly by promotion and recruitment of new counselors).
• Continue fostering the cooperative C-STAR/R (Colleyville Services to
Restaurants/Retailers) effort with SCORE, the Colleyville Area Chamber
and Dallas Baptist University Hurst/Colleyville to jointly provide
services to Colleyville retailers and restaurants.
• Expand participation in the Health Industry Council of DFW in order to
establish new contacts with physicians, pharmaceutical companies and
medical office space developers. Work to convince these
representatives to locate in existing office space or build new medical
office buildings in Colleyville.
• Continue engaging and working with Colleyville residents who are
involved in commercial real estate brokerage, development,
engineering and design in order to create a development insiders
“Colleyville Exchange” for communication with individuals who wish to
be economic development advocates and work on Colleyville’s behalf.
• Work with property owners, their representatives and adjoining HOAs
to master plan Colleyville’s remaining large, undeveloped tracts of
commercial property—especially along or near Colleyville Boulevard—
and especially as a component or in association with the upcoming
Comprehensive Planning exercise.
Ten Year Outlook
In spite of Colleyville’s graying status (based on the 2010 Census, the City is
now the 2nd oldest community in Tarrant County, with an average age of
42.3 years), the community is taking steps to foster a focused daytime
population—with an emphasis on specialty medicine/physician/diagnostic
facilities, aviation/aerospace, finance, insurance and real estate (FIRE) and
small corporate headquarters, as well as an associated, specialized visitor
economy.
As it relates to the visitors economy, the community’s growing wedding
industry is of particular help in attracting and maintaining the presence of a
younger populace, which began to stay here longer with the neighboring
presence of The Londoner, Tribeca Americana Bistro & Lounge and similar
restaurants. And JumpStreet, the new entertainment tenant which located
in the former Borders in 2012 likewise helped retain and attract a younger
group of citizens and visitors—some of whom also eventually purchased
housing and chose to reside in Colleyville.
Moreover, while the City was already approaching population numbers at the
start of the decade that indicated Colleyville was moving closer to build-out,
the community continues to realize retail backfill and infill, as well as both
retail/restaurant and office/medical absorption, redevelopment and even
development at the few remaining undeveloped parcels.
As was shown with the attraction of Whole Foods to a renovated and
renamed Colleyville Downs (previously Village Park), such a circumstance
bodes well for continued absorption of existing spaces, as well as the
assemblage and redevelopment of parcels and Matching Grant or TIF Grant-
stimulated improvements and redevelopment.
Likewise, Colleyville has successfully established a destination restaurant
and specialized retail reputation which if maintained and nurtured will help
continue to set the community apart—consistent with the preferences of its
residents, as reiterated in the 2012 Citizen Survey. Continued focus on what
they desire, as well as promotion of the businesses that choose to locate and
relocate here, can help generate longer-term development and
redevelopment momentum.
And over time, Economic Development staff professionals have worked to
foster and encourage citizen advocates who understand, appreciate and
support the need for economic development in Colleyville. The City’s
Economic Development Department now offers a combination of Colleyville-
tailored services to assist and retain existing businesses (particularly
through Colleyville CloseBuy and the still relatively new Come to Colleyville
effort), in addition to attracting new investment through programs like the
Colleyville Exchange. Efforts to attract a hotel and mold Colleyville into a
destination has also helped fund Convention & Visitors Bureau-type activities
that boosted existing businesses—helping generate new and expanded City
revenues, too.
Performance Measures
Performance Measures FY 2012
Actual
FY 2013
Projection
FY 2014
Target
1 Average percentage occupancy of
retail and office spaces 88%/89% 90%/89% ≥ 88/89%
2 Number/value of commercial
remodel/add-alter permits and fees 65/$11.7M 70/$9.5M ≥ 80/$10M
3 Citizen satisfaction rating for
retaining existing businesses 45% Biennial
Measure ≥ 55%
4 Citizen satisfaction rating for
encouraging economic growth 41% Biennial
Measure ≥ 51%
5 Number/value new commercial
building permit activity 8/$12.9M 7/$8M ≥ 10/$10M
6 Fees generated from commercial
remodel/add-alter permits $101,000 $100,000 ≥ $150,000
7 Fees generated from new commercial
building permits $225,000 $165,000 ≥ $250,000
8 Website (colleyvilleclosebuy.com)
visitors per month 500 300 ≥ 550
9
CloseBuy business exposures
(includes internet search engine
visits)
95,000 155,000 ≥ 125,000
10 CloseBuy Business Directory queries 1,000 1,300 ≥ 1,250
Department Description___________________________
The Finance Department is responsible for two programs in the General
Fund, Finance and Municipal Court. Finance staff collects, records,
summarizes, and reports the results of all financial transactions of the City in
a timely manner and in accordance with Generally Accepting Accounting
Principles. Primary responsibilities include general ledger functions, payroll
processing and payments, funding source maintenance, investment of city
funds in accordance with the Public Funds Investment Act, ensuring timely
payment of principal and interest on debt obligations, maintaining or
improving the city’s bond ratings, preparation and coordination of annual
external financial audit, and preparation and issuance of the Comprehensive
Annual Financial Report (CAFR). In addition, the Finance Department
oversees the municipal court that serves the cities of Colleyville and Keller.
Org Chart______________________________________
Finance
Manager
Asst. Finance
Manager
Accounting
Clerk
Municipal
Court
Administrator
Deputy Court
Clerk
Senior Court
Clerk /
Juvenile Case
Administrator
Administrative
Court Clerk (2)
Utility Billing
Supervisor
Billing Clerk
Administrative
Clerk
Finance
Fiscal Year 2014 Business Plan
FY 2014 Budget Summary_________________________
Finance (General Fund)
FY 2012
Actual
FY 2013
Budget
FY 2014
Budget
Personnel $496,344 $615,404 $608,196
Contractual $169,640 $200,941 $155,927
Supplies $13,911 $30,356 $26,870
Capital $0 $0 $0
Total $679,895 $846,701 $790,993
Capital Expenditure Summary
No capital expenditures
Personnel Summary
FY 2012 FY 2013 FY 2014
Finance (General Fund) 3 3 3
Utility Billing (Utility Fund) 3 3 3
Municipal Court (General Fund) 3 5* 5*
Total Finance FTEs 9 11 11
*Includes one FTE funded out of the Juvenile Case Manager Fund
Personnel
77%
Contractual
20%
Supplies
3% Capital
0%
FY 2014 Budget
Program: Finance________________________________
Finances provides accurate and reliable reporting of all financial transactions
in conformity with generally accepted accounting principles and delivers
sustainable government by capitalizing on technology to enhance financial
reporting to internal and external customers. Finance provides prudent
financial management of resources, revenues, and expenditures to the City
of Colleyville and will provide all City departments and other users with
accurate and timely information.
Major Accomplishments – FY 2013
• Received the Government Finance Officers Association’s (GFOA)
Certificate of Achievement for Excellence in Financial Reporting
• Received the Government Finance Officers Association’s (GFOA)
Distinguished Budget award
• Continued to maintain AAA bond ratings on General obligation bonds
• Received Leadership Circle Award from Texas Comptroller of Public
Accounts for increased transparency in financial reporting
• Provided financial information to Mayor and City Council each month
• Issued employee W-2 statements by January 31 and filed federal
mandated reports electronically
• Implemented general ledger, accounts payable and purchasing
modules of new financial software
• Implemented Tyler Cashiering Cash Receipts module
• Built an import file to automate court cash receipts from Incode
software into new financial software
Major Initiatives – FY 2014
• Continue to receive the Government Finance Officers Association’s
(GFOA) Certificate of Achievement for Excellence in Financial Reporting
• Continue to receive the Government Finance Officers Association’s
(GFOA) Distinguished Budget award
• Continue to maintain AAA bond ratings on General obligation bonds
• Continue to receive Leadership Circle Award from Texas Comptroller of
Public Accounts for increased transparency in financial reporting
• Prepare monthly financial reports to council within 7 days of
accounting period close
• Complete implementation of (MUNIS) financial suite software including
payroll and utility billing
• Process payroll checks on time with 100% accuracy
• Issue employee W-2 statements by January 31
• Develop an accounting policies and procedures manual
• Continue to evaluate internal controls for improvements in efficiency
and procedures
• Receive an unqualified audit opinion
• To reduce processing costs and increase operational efficiencies by
offering Electronic Funds Transfer (EFT) payments to accounts payable
vendors
Ten Year Outlook
The recent purchase of an ERP (enterprise resource platform) financial and
utility billing software will accommodate the department over the next
decade for changes and updates in technology. The recently purchased
software includes the new financial suite with integrated modules including
payroll, purchasing and utility billing.
Finance will continue to strive for high standards of fiscal responsibility by
applying for the Government Finance Officers awards in Financial Reporting
and Budgeting. Finance will also continue to make information available on
the website and increase financial transparency by sharing information in a
user-friendly format that lets taxpayers drill down for more information.
Performance Measures
Performance Measures FY 2012
Actual
FY 2013
Projection
FY 2014
Target
1 Percent of ACH payments to total
accounts payable
New
Measure
New
Measure ≥ 1%
2 Percent of requisitions converted to
purchase orders in < 3 days 100% 99% ≥ 97%
3 Percent of payroll checks on time
without error 99.9% 99.9% = 100%
4 Number of audit adjustments in period
13 closing .03% .05% ≤ .01%
5 Monthly Bank Reconciliations completed
by 25th of month
New
Measure
New
Measure
≥ 50%
Program: Municipal Court_________________________
The Municipal Court provides the Cities of Colleyville and Keller with
enforcement of Class C misdemeanor criminal laws and ordinance violations.
The Municipal Court maintains all citations and paperwork related to
citations, assists the Municipal Court Judge, completes reports on
convictions, revenues received, and informs defendants of their legal options
under State law in order to enhance safe neighborhoods and deliver
sustainable government to the citizens of Colleyville and Keller.
Major Accomplishments – FY 2013
• Transitioned and merged the City of Keller Municipal Court with
Colleyville Municipal Court
• Implemented Incode, the cities new court software and conducted
training for all staff
• Conducted all transactions with citizens in a professional manner with
constant concern for quality customer service
• Enhanced the web payment process for the citizens of Colleyville and
Keller to allow additional credit card options
• Implemented a new warrant payment action plan
• Enhanced security in the Justice Center lobby, front entrance and court
room by installing 13 new security cameras
• Installed and implemented Omnibase program for Keller warrants
Major Initiatives – FY 2014
• Continue necessary work for a successful merge and transition of the
Colleyville/Keller court systems to the Regional Court
• Conduct analysis for purchase of an automated phone call out system to
advise citizens of outstanding warrants and court dates
• Implement a part time bailiff position to assist with security in and
around the court room
• Begin utilizing Laserfiche document imaging software for paperless
environment
Ten Year Outlook
New legislation was passed and signed into law on May 19, 2011 which
allowed the consolidation of Municipal Court operations. Over the next 10
years, regionalization of courts will become more common as cities with
contiguous borders find ways to benefit from economies of scale, shared
resources and increased efficiencies. Future studies could prove additional
cities may benefit by joining with the City of Colleyville as well. A priority of
the Municipal Court is to utilize Laserfiche for document storage and allow a
more paperless or paper-lite environment. Incode offers electronic reporting
to comply with all State reporting and conviction reports. The more the
court staff utilizes the automated processes in the new software, the more
those efficiencies can be passed on to the citizens of Colleyville and Keller.
Performance Measures
Performance Measures FY 2012
Actual
FY 2013
Projection
FY 2014
Target
1
Percentage warrants issued within 8
day period after due date or court
date
New
Measure
New
Measure ≥ 97%
2 Teen Court referrals vs. work sight
location
New
Measure
New
Measure 80%
3 Number of bench trials vs. jury trials
set
New
Measure
New
Measure 60/40
4 Citizen satisfaction rating with
Municipal Court Services 78% Biennial
Measure ≥ 95%
5 Number of citations filed per FTE 4,000 3,800 ≤ 4,250
Department Description___________________________
The Colleyville Fire Department (CFD) is a full service fire and EMS
organization that constantly strives to provide the most effective and
efficient customer service possible in the areas of fire suppression, fire
prevention, emergency medical services, emergency management, and
other related emergency response activities. The mission of the Colleyville
Fire Department is to provide Colleyville citizens and visitors with the highest
level of professional service through rapid response, protection, prevention,
education, and compassion. It is the vision of the Colleyville Fire
Department to be a well-trained, well-equipped, properly staffed emergency
services organization that is seen as an example of outstanding customer
service and fiscal responsibility across the region. Personnel will exhibit our
internal values of family, professionalism, and sacrifice in all that they do for
our citizens as they strive to meet the needs of all who seek our assistance.
Org Chart______________________________________
Fire Chief
Fire Marshal Battalion Chief
A Shift
3 Captains
3 Engineers
5 Firefighters
Battalion Chief
B Shift
3 Captains
3 Engineers
5 Firefighters
Battalion Chief
C Shift
3 Captains
3 Engineers
5 Firefighters
Office
Assistant
Fire
Fiscal Year 2014 Business Plan
FY 2014 Budget Summary_________________________
Budget Summary
FY 2012
Actual
FY 2013
Budget
FY 2014
Budget
Personnel $3,083,072 $3,215,315 $3,506,227
Contractual $680,654 $751,459 $587,262
Supplies $109,407 $126,514 $145,731
Capital $159,871 $20,000 $20,004
Total $4,033,004 $4,113,288, $4,259,224
Capital Expenditure Summary
SCBA Bottle Replacement
$ 4,809
SCBA Masks 12,600
Epic Communicator (voice amplifier for SCBA) 2,595
TOTAL $20,004
Personnel Summary
FY 2012 FY 2013 FY 2014
Fire Admin 2 2 2
Fire Operations 27 27 30
EMS Operations 6 6 6
Fire Prev./Invest. 1 1 1
TOTAL FTEs 36 36 39
Personnel
82%
Contractual
14%
Supplies
3%
Capital
1%
FY 2014 Budget
Program: Fire Administration_______________________
Fire Administration is responsible for the overall planning, development, and
implementation of all fire department services, as well as the day to day
administrative duties necessary to handle items such as payroll, accounts
payable, filing, open records requests, and providing service to walk in and
phone customers. Fire Administration is also responsible for the maintenance
of a comprehensive all-hazards emergency management program for the
City, which includes: mitigation of hazards to reduce their impact;
preparedness activities such as planning, training and exercises; response
coordination, provisions and EOC operations and; recovery programs and
assistance.
Major Accomplishments – FY 2013
• Designated Emergency Management Coordinator (EMC) – Captain
Phillips
• Appointment of Fire Chief Brian Riley
• Implemented use of Munis budget and financial system
Major Initiatives – FY 2014
• Increase Fire Department staffing in October 2013 with the addition of
three firefighters/paramedics
• Continue development of a Citizen Corps program recruiting members
of the Colleyville Police and Fire citizen academies
• Develop a comprehensive Mitigation Action Plan for Colleyville in
conjunction with the North Central Texas Council of Governments
• Continue to research and identify grant funding opportunities for public
safety and emergency management
• Continue to analyze and evaluate all department programs for
efficiency and effectiveness of service delivery against community
needs
• Continue to deliver and enhance community outreach programs such
as Citizen Fire Academy, Kid’s Camp, school fire prevention programs,
and fire prevention clowns
• Staff evaluation of appropriate technology and process enhancements
for maintaining and/or increasing neighborhood safety
• Continue to identify methods for improved efficiency in fire department
operations
• Continue to evaluate future service delivery needs measured against
existing service capabilities
• Implement paperwork reduction strategies through electronic data
storage that are in compliance with all state records retention policies
• Schedule all public relations events within daily firefighter schedule
• Continue public outreach related to severe weather awareness and
emergency preparedness
• Continue to enhance and encourage citywide preparedness and
awareness of all types of emergencies with emphasis on weather
related circumstances
Performance Measures
Performance Measures FY 2012
Actual
FY 2013
Projection
FY 2014
Target
1 Percentage of citizens surveyed satisfied with
Fire Department services 97% Biennial
Measure 95%
2 Total number of volunteer hours from CFAAA and
Rehab Team N/A 900 hours 1,000
Program: Fire Operations_________________________
Fire Operations is responsible for fire suppression, rescue, emergency
medical response, and hazard mitigation throughout the City of Colleyville.
Major Accomplishments – FY 2013
• Received delivery of command vehicle
• Completed Texas Commission on Fire Protection continuing education
requirements
• Completed Texas Department of State Health Services Paramedic
continuing education requirements
• Committed to NEFDA capital equipment replacement fund
• Entered into contract with Hoyt Breathing Air Products for maintenance
of SCBA equipment
• Entered into contract with Farrwest Environmental Inc. for
maintenance of Atmospheric Gas Detectors Equipment
• DFW Airport Chiefs meeting- attended keynote presentation by Denis
Onieal, Ed. D. Superintendent National Fire Academy, U.S. Fire
Administration
• Conducted open house for citizens of Colleyville, with approximately
400 in attendance, on May 4, 2013
• Completed Citizens Fire Academy class number 7 – February 21 thru
May 2, 2013
• Completed 2 sessions of Kids Camp 2013 with a total of 60 youth in
attendance
• Put in place a new radio communications system along with the other
NETCO agencies.
• Totally replaced our fleet of radios converting from legacy model
Motorola radios to an entirely new line of radios making us compliant
with new, future, and proposed federal regulations
Major Initiatives – FY 2014
• Continue current employee training program which focuses on the
areas of fire training, EMS training, map familiarity, EMS skills
proficiency, and officer development
• Encourage continued participation in programs such as Colleyville
College and North Texas Management Academy (NTMA) Supervisor
training
• Continue fire inspection and hydrant maintenance programs
• Maintain mandatory physical fitness program and annual fitness
testing of all operations firefighters
• Continuously improve fire suppression, life safety education, and
emergency medical service through proper staffing, operational
changes, and fire apparatus and equipment advancements
Ten Year Outlook
• Replace fire engine 242 in 2016
• Hire 3 additional personnel in October 2014 to meet authorized
staffing of 42 in FY 2015
• Maintain compliance with
o Texas Commission on Fire Protection
o Texas Department of State Health Services
o Texas Division of Emergency Management
• Request an ISO fire protection rating survey 2017
Performance Measures
Performance Measures FY 2012
Actual
FY 2013
Projection
FY 2014
Target
1 Number hours of training per employee 205 200 =200
2 Fire response times under six minutes
(call dispatch to arrival) 83% 85% ≥ 85%
3 Percentage of structure fires contained to the
room of origin 100% 100% = 100%
Program: EMS Operations_________________________
EMS Operations is responsible for provision of emergency medical care to
sick and/or injured persons in our community and their transport to the
hospital by ambulance.
Major Accomplishments – FY 2013
• Delivery of new MICU
• Purchased new Physio-Control LifePak 15
• Purchased new Physio-Control Lucas 2 Chest Compression System
(CPR aid)
Major Initiatives – FY 2014
• To continuously improve fire suppression, life safety education, and
emergency medical service through proper staffing, operational
changes, and fire apparatus and equipment advancements
• Continue current employee training program which focuses on the
areas of fire training, EMS training, map familiarity, EMS skills
proficiency, and officer development
• Encourage continued participation in programs such as Colleyville
College and NTMA Supervisor training
• Maintain mandatory physical fitness program and annual fitness
testing of all operations firefighters
Performance Measures
Performance Measures FY 2012
Actual
FY 2013
Projection
FY 2014
Target
1 Ambulance billing revenue $322,000 $325,000 ≥ $325,000
2 Ambulance response in under six
minutes (call dispatch to arrival) 83% 85% ≥ 85%
3 Average total call time for ambulance
transports 70 min 65 min ≤ 65 min
4 Percentage of citizens surveyed satisfied
with ambulance service 91% Biennial
Measure 95%
5 Percentage of billed services recovered 30% 30% ≥ 30%
Program: Fire Prevention/Investigation_______________
Fire Prevention/Investigation is responsible for all fire alarm and fire
sprinkler plan reviews and inspections, fire investigations, and coordination
and delivery of fire safety education programs.
Major Accomplishments – FY 2013
• Obtained a grant to fund a fire department inflatable mascot
• Continue to expand the educational impact of the fire clown program
• Decreased fire loss for the second consecutive year
• Continued to investigate every fire with the expanded capability of
shift based investigators
Major Initiatives – FY 2014
• Provide a fire prevention system designed to minimize loss of life and
property damage through effective enforcement of adopted fire codes
and delivery of cutting edge prevention programs
• Regularly evaluate fire cause trends in the community and balance
prevention efforts to reduce identified trends
• Continue to evaluate and review plans for all new and existing
buildings to ensure strict adherence to adopted fire and life safety
codes
• Continue fire prevention public outreach through the Fire Safety Clown
Program, Kid’s Camp, fire extinguisher trainer, and Red the inflatable
firefighter mascot
• Continue Citizen Fire Academy and encourage graduates to participate
in the Alumni association and Rehab Team
• Continue to investigate all fires to determine cause and origin
• Work with Community Development staff to update all current codes
to the 2012 version
Performance Measures
Performance Measures FY 2012
Actual
FY 2013
Projection
FY 2014
Target
1 Percentage of plans reviewed within 48 hours 97% 98% ≥ 98%
2 Percentage of fire investigations cleared within
30 days 100% 100% = 100%
3 Percentage of inspections performed within 48
hours of request 97% 99% ≥ 99%
Department Description___________________________
This program provides service and support to all City departments in
benefits administration, classification and compensation administration,
communication and employee relations, compliance with federal and state
employment laws, employee counseling, health and wellness programs,
organizational development, performance management, policy and
procedure development and maintenance, recognition and incentive
programs, recruitment and hiring programs, safety and risk administration,
special event coordination, testing and selection, training programs, and
workers’ compensation administration. The program also provides service
and support to job applicants seeking employment with the city. The Human
Resources function aligns with the strategic point to deliver sustainable
government and supports the city’s most important investment – its
employees. The Human Resources Department is committed to optimizing
organizational effectiveness through delivery of quality customer service and
by attracting, developing, engaging, rewarding and retaining a talented and
diverse workforce to support the City’s vision, mission and values.
Org Chart______________________________________
Human Resources
Fiscal Year 2014 Business Plan
Human Resources
Director
Human Resources
Analyst
Human Resources
Clerk
FY 2014 Budget Summary_________________________
Human Resources
FY 2012
Actual
FY 2013
Budget
FY 2014
Budget
Personnel $210,469 $218,524 $226,388
Contractual $11,181 $18,061 $43,315
Supplies $524 $925 $763
Capital $0 $0 $0
Total $222,174 $237,510 $270,466
Capital Expenditure Summary
No capital expenditures
Personnel Summary
FY 2012 FY 2013 FY 2014
FTEs 3 3 3
Personnel
84%
Contractual
16%
Supplies
0% Capital
0%
FY 2014 Budget
Program: Human Resources_______________________
Major Accomplishments – FY 2013
• Favorable health insurance renewal resulting in budgetary savings
which supports delivering sustainable government.
• Comprehensive review and update of the City’s Personnel Policies and
Procedures Manual to align all policies with current organization
standards and employment laws. This serves as a roadmap for
employee conduct standards and emphasizes the expectation of
employee integrity and service.
• Comprehensive review and update of job classification and
compensation system to provide flexibility in cross-training and
changing job assignments while effectively motivating and rewarding
employee job performance which supports delivering sustainable
government.
• Comprehensive review and update of performance management
system to recognize and hold employees accountable for job
performance to optimize service to the community which supports
delivering sustainable government.
Major Initiatives – FY 2014
• Implement financial and human resources management technology
which will link financial, human resources, payroll, and budgetary
functions and increase the efficiency of both the Finance and Human
Resources Departments.
• Develop documented standard operating procedures for human
resource processes and procedures.
• Develop employees for current and future supervisory and executive-
level positions.
• Train supervisors in effective performance management, compliance
standards and supervisory skills.
• Train employees in new policies and procedures manual.
Ten Year Outlook
Over the next 10 years, the Human Resources Department will be affected
by several changes and challenges that will affect how the city conducts
business. The city will be challenged with knowledge transfer due to
turnover. Most specifically, almost a third of the workforce is currently
eligible to retire with the known expectation that eligibility will increase
through FY22. A strategic approach to transfer and retain employees’ know-
how and best practices is critical.
Federal health care reform will affect the city’s health and prescription drug
plans that it offers to its employees. The administration of and the cost of
health care benefits with the introduction of the Patient Protection and
Affordable Care Act (PPACA) will have a long-term impact on the
organization. The changes due to the reform have a direct impact on the
city’s health benefit decisions as well as new benefit options emerging in the
marketplace and how they fit into the city’s business strategy.
With the implementation of financial and human resources management
software, new technology will affect how Human Resources conducts
business, and also how employees and job applicants access information. It
will provide efficiencies to the department and will also allow supervisors,
employees and applicants to be more self-sufficient through self-service
components. In addition, the technology will require the human resources
staff to migrate an extensive amount of information to the system and learn
new processes and procedures while ensuring appropriate and applicable
training and education to employees and applicants.
Performance Measures
Performance Measures FY 2012
Actual
FY 2013
Projection
FY 2014
Target
1 Percentage turnover (per fiscal year) 12% 18% ≤ 10%
2 Percentage of annual performance evaluations
completed on time 36% 25% ≥ 90%
3 Percentage of employees who are satisfied with
the level of customer service provided by HR
Biennial
Measure 94% ≥85%
4 Percent of employees who participate in
wellness program 80% 78% ≥ 80%
5
Workers’ compensation experience modification
factor (actual losses compared to expected
losses)
New
measure 0.48 ≤ 0.85
6 Medical and pharmacy loss ratio (paid claims
divided by premiums)
New
Measure 65% ≤ 85%
Performance Comparison
The city’s wellness program created through the Employee Benefits/Wellness
Committee has been overwhelmingly successful since its implementation in
fiscal year 2010. Health insurance premiums have decreased in fiscal year
2012 and in fiscal year 2013 largely due to city employees and spouses
becoming better consumers of healthcare. Health insurance premiums paid
by employees are based on tiers earned through wellness activities and
biometric screening measurements. Tier I provides the highest city subsidy
and Tier IV provides the least city subsidy. Participation in the wellness
program in FY 2013 included 78% of employees and 83% of spouses. When
compared to the city’s seven benchmark cities, no other city has developed
or implemented a long-term strategy of linking this type of wellness program
to the health benefits plan.
Department Description___________________________
Information Systems Management provides effective technology support for
audio/visual, computer, multimedia, voice, video, data center operations,
telecommunications, and web based applications and services to all areas of
the City. The department promotes and facilitates the effective integration
of technology into the basic mission of the city through planning,
programming, training, consulting, and other support activities. The
Information Systems Management department develops, enhances, and
manages the City’s enterprise networks to provide high speed
communications and highly functional connectivity among all information
resources. The department employs new uses of information technology
within the City through the support for exploratory and innovative
applications and provides leadership for effective strategic and tactical
planning in the use of technology. Department staff works to enrich the
quality of service to our residents by providing the highest quality
technology-based applications, while helping the city departments to deploy
effective technology strategies in order to enhance public safety and deliver
sustainable government.
Org Chart______________________________________
I.S.M.
Manager
GIS Program
Administrator System Admin.I.S. Technician
Information Systems Management
Fiscal Year 2014 Business Plan
FY 2014 Budget Summary_________________________
Budget Summary
FY 2012
Actual
FY 2013
Budget
FY 2014
Budget
Personnel* $204,427 $312,124 $277,441
Contractual $141,617 $169,795 $392,039
Supplies $27,187 $41,406 $186,325
Capital $359,705 $234,600 $209,400
Total $732,936 $757,925 $1,065,205
Capital Expenditure Summary
City Hall A/V Upgrade Phase II $174,000
Additional Security Cameras- Senior Center and City Hall 35,400
Total $209,400
Personnel Summary
FY 2012 FY 2013 FY 2014
FTEs 3 4 4
*A portion of the GIS Program Administrator personnel costs are charged to the Utility Fund
and Drainage Fund.
Personnel
26%
Contractual
37%Supplies
17%
Capital
20%
FY 2014 Budget
Program: Information Systems Management__________
This program is responsible for providing a customer-focused environment
that integrates people, processes, and technologies in order to create more
efficient and effective city services and programs.
Major Accomplishments – FY 2013
Laserfiche Upgrade for integration to the Munis Financial Suite
Addition of two hosts for virtual network
ADT integration at Justice Center
Phase 1 of City Hall AV Upgrade
Replacement of Police Department Camera system
Add additional GPS units for survey
Add Voice Gateway Routers Buildings
Justice Emergency Operations Center/Police Department AV
replacement
Implementation of the ISM Governance Committee
Major Initiatives – FY 2014
Replace city wireless infrastructure
Laserfiche Integration Project (CRW/Police Department software)
Digitize documents to Laserfiche
Phase 2 of City Hall AV Upgrade
Colleyville Center (AV Wireless Audio Enhancement)
Phase 3 Server Virtualization PD
Decommission FS2 (data center)
Desktop virtualization
Off-site data center build (Colleyville/Keller)
City Hall data center redundant AC unit
Police Department data center redundant AC unit
Camera replacement and installation of additional cameras
(Library/City Hall/Public Works/Senior Center)
Ten Year Outlook
The Information Systems Management vision is to help the City of Colleyville
be the city of choice for its current and future citizens by deploying
technology that communicates outward more effectively, integrates
applications that innovate the way we service our citizens, and creates an
environment that allows the City’s employees to develop better strategies
for their unique brand of service.
Technology is rapidly changing and constantly creating new opportunities for
improvement of efficiencies and heightened capabilities to the employee.
This creates a change in outlook to the technology personnel in the city. The
I.S.M. department will need to employ personnel that are able to rapidly
visualize, adapt, learn, deploy and teach change.
As the I.S.M. department is expected to create efficiencies in the
departments through the use of improved technology, the workload within
the technology department will increase considerably. The I.S.M. department
expects to create one more infrastructure position in 2013 and possibly add
an application specialist in the future.
The I.S.M. department will need to focus on the following over the next ten
years:
Centralization of all data center equipment, network communications,
and data backup services in order to lower electrical usage, eliminate
the need for added equipment locations, and to centralize growing
administrative oversight.
Emphasize business process flows through technology that lower the
use of paper. Minimize the energy impact on the city by datacenter
centralization, virtualizing the maximum amount of hardware, and
placing smart technology that lowers equipment usage during city low
usage hours.
Building redundant datacenters that provide added recovery in case of
city emergencies. Increase our offsite capability through shared
resource planning with surrounding city IT departments.
Implement more web technology driven applications in order to drive
down the needs of end user hardware while increasing the capability of
mobile usage. Integrate mapping technology into our applications in
order to make them more consumer friendly. Move current static
business flows into applications that will enhance city operations.
Increase in the current infrastructures capabilities to offer more mobile
applications to the employees. The mobile employee will have fewer
needs to type and have more form based operations that help guide
high quality business operations while maximizing the sophistication of
reporting to the management level.
Performance Measures
Performance Measures FY 2012
Actual
FY 2013
Projection
FY 2014
Target
1 % of IT work plan projects completed
on time 80% 100% = 100%
2 % of Data Backup success 95% 91% = 100%
3 % of network data and
telecommunications uptime 99.99% 99.99% ≥ 99.99%
4 % of broadcast uptime 99.99% 99.99% ≥ 99.99%
5 % of work orders completed on time 80% 95% ≥ 95%
6 Total number of equipment
maintained by department 430 417 417
Program: Graphical Information Systems (GIS)________
This program combines technology and people to analyze, record, and
produce information into a geospatial format that provides critical thinkers,
utility operators, planners, emergency responders, financial managers, and
administrators the ability to better identify trends associated with data prior
to making crucial decisions for current projects or long-term planning
initiatives.
Major Accomplishments – FY 2013
Replace GIS Plotter
Upgrade to an enterprise server
Initiate web service platform for internal customers
Introduced SDE and integrated MS SQL Server to the GIS platform
Deployed ITNEXUS for the city departmental analysis
Integrated Geodocs to the GIS Platform
Major Initiatives – FY 2014
Replace GIS license with enterprise license
Provide products, services, and tools that are relevant mobile use
Provide tools, and data that will be an integral decision making
instrument for City Council and management in all departments
Improve and increase custom web services in order to help internal
and external customers with their processes and business planning
Increase end-user education and capability by implementing a
continual training schedule
Performance Measures
Performance Measures FY 2012
Actual
FY 2013
Projection
FY 2014
Target
1 % of product requests completed on time 90% 85% ≥ 85%
2 % of addresses and/or plat issues
responded to within 24 hours 96% 90% ≥ 90%