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Preliminary (Binder Notes) Operating Budget FY10-11
p Euless Fire Department 2010 Salary Survey Euless Fire Department 2010 Salary Survey Operational Monthly Salaries Rank Bedford Hurst Grapevine Colleyville NRH Lewisville Avg. Salary Euless Avg -Euless Firefighter Entry Level $3,761.00 $4,846.00 $4,144.00 $3,858.00 $3,865.00 $4,057.25 $4,088.54 $4,163.00 ($74.46) Top Salary $4,513.00 $5,307.00 $5,290.00 $5,220.00 $5,290.00 $5,125.83 $5,124.31 $5,357.00 ($232.70) Years to Top out 3 1 5 4 7 7 4.50 5 (0.50) Firefighter II Top Salary $4,735.00 N/A N/A N/A N/A N/A $4,735.00 $5,454.00 ($719.00) Driver/ Engineer Top Salary $5,225.00 $5,721.00 $6,241.00 N/A $5,785.00 $5,758.75 $5,746.15 $5,785.00 ($38.85) Lieutenant Top Salary $6,668.00 $6,503.00 $7,042.00 $6,344.00 $6,443.00 $6,980.58 $6,663.43 $6,679.00 ($15.57) Captain Top Salary N/A N/A N/A N/A N/A N/A $0.00 $7,031.00 ($7,031.00) Battalion Chief Top Salary $7,423.50 $7,198.00 $7,946.00 N/A $7,338.00 $7,865.33 $7,554.17 $7,450.00 $104.17 Page 1 Euless Fire Department 2010 Salary Survey Operational Salary Ranking Firefighter Entry Firefighter Top Driver Lt. BC 1 st $ 4,846.00 Hurst $5,357.00 Euless $ 6,241.00 Grapevine $ 7,042.00 Grapevine $ 7,946.00 Grapevine 2nd $ 4,163.00 Euless $5,307.00 Hurst $ 5,785.00 NRH, $ 6,980.58 Lewisville $ 7,865.33 Lewisville 3rd $ 4,144.00 Grapevine $5,290.00 Grapevine $5,785.00 Euless $ 6,679.00 Euless $ 7,450.00 Euless 4rth $ 4,057.25 Lewisville $5,220.00 Colle ville 1 $5,758.75 Lewisville $ 6,668,00 Bedford $7,423.50 Bedford 5th $ 3,865.00 NRH $5,125.83 Lewisville $5,721.00 'Hurst $6,503.00 Hurst $7,198.00 Hurst 6th $ 3,858.00 Colle ville 1 $4,513.00 Bedford $ 5,225.00 Bedford $ 6,344.00 Colle ville 1 $7,338.00 NRH Firefighter II Captain 1 st $ 5,454.00 Euless $ 6,793.00 Euless 2nd $ 4,735.00 Bedford Page 2 Euless Fire Department 2010 Salary Survey Differential Pay Rank Salary Differential Firefighter Top Salary $5,357.00 Firefighter II $97.00 Top Salary $5,454.00 Driver / Engineer $331.00 Top Salary $5,785.00 Lieutenant $894.00 Top Salary $6,679.00 Captain $352.00 Top Salary $7,031.00 Battalion Chief $419.00 Top Salary $7,450.00 Page 3 Euless Fire Department 2010 Salary Survey Inflation Table .. 2010 JAN 2.63% FEB 2.14% MAR APR MAY JUN JUL AUG SEP OCT NOV DEC AVE 2009 0.03% 0.24% -0.38% -0.74% -1.28% -1.43% -2.10% -1.48% -1.29% -0.18% 1.84% 2.72% -0.34% 2007 2.08% 2.42% 2.78% 2.57% 2.69% 2.69% 2.36% 1.97% 2.76% 3.54% 4.31 % 4.08% 2.85% 2006 3.99% 3.60% 3.36%1 3.55% 4.17% 4.32%1 4.15% 3.82% 2.06%1 1.31 % 1.97% 2.54% 3.24% 2005 2.97% 3.01 % 3.15% 3.51 % 2.80% 2.53% 3.17% 3.64% 4.69% 4.35% 3.46% 3.42% 3.39% 2004 1.93% 1.69% 1.74% 2.29% 3.05% 3.27% 2.99% 2.65% 2.54% 3.19% 3.52% 3.26% 2.68% 2003 2.60% 2.98% 3.02% 2.22% 2.06% 2.11 % 2.11 % 2.16% 2.32% 2.04% 1.77% 1.88% 2.27% 2002 1.14% 1.14% 1.48% 1.64% 1.18% 1.07% 1.46% 1.80% 1.51 % 2.03% 2.20% 2.38% 1.59% 2001 3.73% 3.53% 2.92% 3.27% 3.62% 3.25% 2.72% 2.72% 2.65% 2.13% 1.90% 1.55% 2.83% 2000 2.74% 3.22% 3.76% 3.07% 3.19% 3.73% 3.66% 3.41 % 3.45% 3.45% 3.45% 3.39% 3.38% 1999 1.67% 1.61 % 1.73% 2.28% 2.09% 1.96% 2.14% 2.26% 2.63% 2.56% 2.62% 2.68% 2.19% 1998 1.57% 1.44% 1.37% 1.44% 1.69% 1.68% 1.68% 1.62% 1.49% 1.49% 1.55% 1.61 % 1.55% Information obtained from www.inflationdata.com Page 4 2011 City Council Calendar Additions Thurs. May 26 — Budget Kickoff Worksession CCPD Public Hearing & CCPD Board Adopt Budget City Council Special Meeting to receive CCPD Budget Thurs. June 23 — Town Hall Meeting Thurs. June 30 — CIP Budget Meeting Worksession Fri. July 29 — Budget Book delivered Tues. Aug 2 — Budget Meeting Worksession Thurs. Aug 4 — Budget Meeting Worksession Sat. Aug 6 — Tentative Budget Meeting Worksession Mon. Aug 8 — EDC Public Hearing & Adopt Budget Tues. Aug 9 — City Council Hold Public Hearing on CCPD Budget & Approve CCPD Budget Sun. — Thurs. Aug 14-19 - Emergency Management Training Session Tues. Aug 30 — Hold First Public Hearing on Proposed Tax Rate Hold Public Hearing on EDC and City FY 2012 budgets. Approve EDC budget. First Reading and Adoption of the FY2012 Budget. Ratify Property Revenue Increase. Tues. Sept 6 — Special Called Meeting to hold Second Public Hearing on Proposed Tax Rate. Tues. Sept 13 — Second Reading and Adoption of Budget if necessary. First Reading and Adoption of Tax Rate. Tues. Sept 27 — Second Reading and Adoption of the Tax Rate if necessary All meetings held at City facilities. l.eccrtt���, � C"17- i JUGlk V �ec 2010-2011 Budget Work Session Discussion Topics 1.) Operating Budget Discussion I/a. Legal Services— v1 b. TMRS — Legislative Efforts i/c. Health Insurance Reform Impact ✓d- Library/Recreation Center Hours of Operationec e. Swimming Pools k/f. Arbor Daze _ D< i , Fv 2 G I Z p/g. Water Bill Delinquent Letters Kow -f-a (-cTr)r--c Vh. Recreation Center Membership Fees" ;/'i. Senior Center Fees tj. Senior Center Age Requirements (00 f t Stars Center Debt Refunding he to 2.) Capital Budget Discussion ff (fi1`eo �`r Fad ✓a. Baze Road —Underground Utilities —r ^ `''`r';, f f - titX�1dr; 3.) Development Update ✓ a. Payday Loan Establishments— lei-• . ,. , - . - _a ✓b. Gas Drilling (�� aPLA _,(;-Do,_. ✓c. Bear Creek Property (City Owned Acreage_ tj ✓d. Motel Non-compliance- �--e. Tattoo Parlors Economic Development Va. Gideon Toal Feasibility Study v✓i. Signage at Glade Parks__ ✓i'. Planned Development -. - `' iii. Land Swap Colleyville- ✓�b. Redico — r` t--It. Tax Abatement — Service Master !/d. Fuzzy Taco !2);kI�� + 3c t Cyr ? . e. Republic Tire Chapter 380 Agreement I/f. Double 9 Investment Sikh's — P6:5er-b` 4,QLj _j Z411 a.fer,4(-L NTB i. Taco Cabana A.) Wi-Fi Council Chambers ✓�.) E-mail Notification of Voice Mailm �7.) TxDot Signals 8.) Council Communication with Staff F. _ 6r)OLA- A.,�-- vla- &A on TEXAS STAR GOLF COURSE - BUDGET RETREAT INFORMATION FORECAST: - Even with the disaster of the winter, the early on -set of heat, the reduction in tournaments and smaller tournament events, rain on holiday weekends, TSGC is forecasting an estimated $10K profit for FY10. This is with 5 months (leaving the six month in my back pocket just in case something goes south in September) debt payment from CIP Gas Royalty Reserves. - Just taking the winter round loss into account, $228K was lost in revenues and an estimated $34K saved in expenses as a result of that revenue loss (cost of goods). The net adjustment is $194K. Add that to the forecasted $10K profit anticipated, the facility could have made $204K for the year if the extreme winter not occurred. Add back the $253K debt payment and the course is at a loss of $49K for the year. Now, this loss is best attributed to the economic conditions in tournament play and the other extreme environmental elements of FY10 — such as early heat, rain on holiday weekends (July 41h), etc. - F&B — Raven's Grille will finish strong for the year with revenues exceeding budget by $57K; On course F&B sales will be down $103K principally due to loss of paid rounds and a decline in tournament F&B revenue allocation. Conference Centre will finish the year in -line with budget which given the economic conditions is a great achievement. Conference Centre revenues will exceed prior year by $100K. - Individually all departments are managing the operating expense side in light of the revenue shortfalls. Specifically: o Non Departmental -forecast savings of $6K principally due to labor savings. o Course Maint — forecast savings of $5K in part time labor. o Pro Shop — forecast savings of $48K from labor and COG due to revenue loss. o F&B — forecast OVERAGE of $38K due to labor budget mistake on Workforce and COG increases associated with revenue gains in food sales. o Conf Ctr — forecast savings of $27K from labor savings o Carts — forecast OVERAGE of $29K from a budget labor error in minimum wage staffing. - Overall there will be a total of $313K in operating expense savings; $253K of which is the five month debt payment adjustment; this savings will offset the revenue decline of $352K. The budget assumed a $48K profit and our forecasted FY10 profit at this point is $10K. Account Number PAID ROUNDS 540-0000-447.10-01 540-0000-447.10-02 540-0000-447.10-03 540-0000-447.10-06 540-0000-447.10-07 540-0000-447.40-02 540-0000-447.40-04 540-0000-447.40-05 540-0000-447.40-06 540-0000-447.40-07 540-0000-447.40-21 540-0000-447.40-24 540-0000-447.40-31 540-0000-447.40-33 540-0000-447.40-34 540-0000-447.40-37 540-0000-447.70-01 540-0000-447.70-02 540-0000-447.70-03 540-0000-447.80-01 540-0000-460.00-00 540-0000-460.30-01 540-0000-461.10-01 540-0000-463.10-01 540-0000-490.99-99 540-0000-491.11-01 540-0000-491.12-01 540-0000-491.12-10 540-0000-493.10-03 540-0000-493.10-04 Texas Star Golf Course FY10 YEAR END FORECAST FORECAST 8/4/2010 8:59 Object July Aug Sept Est. Total Variance 3,485 3,625 2,950 32,177 Green Fees 118,870 134,125 115,050 1,247,999 (195,001) Driving Range Fees 8,912 7,975 6,490 76,124 2,524 Cart Rental Fees 34,877 36,250 29,500 327,862 (81,213) Club Rental Fees 2,497 1,813 1,475 28,087 6,537 Club Repair Fees - - Battin Ca e/Strter House 2,200 2,719 2,213 23,146 (13,354) Raven's Grille Food 48,510 49,844 39,825 536,903 31,403 Conf Center Food 39,345 47,000 25,000 497,132 (19,868) Non -Ale Beverages Raven's 7,000 7,250 5,900 76,357 20,752 Non -Ale Bev. Conf Center 421 600 500 5,956 (4,384) Alcohol Sales 2,743 3,000 1,831 39,075 2,225 Raven's Grille Alcohol 8,500 9,425 7,375 93,967 5,367 Catering Fee 1,395 4,000 560 22,802 (6,398) Starter House Alcohol 19,500 22,656 18,438 208,317 (60,183) Starter House Non-Alc Bev 7,000 7,250 5,900 54,658 (30,392) Tobacco Sales 420 363 295 4,596 (104) Memberships/League 250 4,350 1,350 Monthly Fees 7,700 7,500 7,500 91,914 7,914 Tournament Gratuity - - Sale of Goods 17,603 29,000 26,550 274,527 (45,973) 60,000 68,450 67,450 Over / Short - - - 18 18 Interest Income - - - 32 (2,368) Rental Income 18,383 10,000 10,000 145,358 13,358 Use of Prior Yr Receipts - - General Fund 1,000 1,000 1,000 13,426 (1,574) Hotel/Motel 10,833 10,833 10,833 129,999 (50,001) 1/2 Cent Operating - C.O. Bond Issuance - Capital lease - - Total Revenues 357,709 392,602 376,484 3,971,054 (3.51,916) Texas Star Golf Course FY10 YEAR END FORECAST FORECAST 8/4/2010 8:59 Account Number Object July I Aug I Sept Est. Total Variance FORECAST Expenses Object July AugSet Total 540-7060-550.11-01 Full Time 10,147 540-7060-550.11-03 Longevity - - - 1,440 45 540-7060-550.15-01 Incentive Pa - - - - - 540-7060-550.21-02 Health 813 813 1,014 9,757 1,298 540-7060-550.21-03 Life 14 14 18 154 15 540-7060-550.21-04 Disability 18 18 17 187 23 540-7060-550.22-01 Medicare 88 132 126 1,144 199 540-7060-550.23-01 TMRS 1,023 1,507 1,456 13,408 1,559 540-7060-550.26-00 63 63 79 801 369 540-7060-550.28-01 Car 300 300 375 3,600 - 540-7060-550.28-04 Mobile Phone Allowance 30 30 37 360 1 540-7060-550.29-01 Employee Asst Program 2 2 3 22 3 540-7060-550.29-97 Health Ins Adjustments - - - - - 540-7060-550.29-99 Salary Adjustments - - - - - 540-7060-550.30-01 Special Services 4,542 4,997 3,999 52,251 (2,251) 540-7060-550.31-05 Other Professional Serv. - - - 875 425 540-7060-550.32-01 Training 39 84 - 123 177 540-7060-550.32-03 Professional Dues - - - 308 (308) 540-7060-550.33-10 Cable Services 431 431 431 5,173 227 540-7060-550.40-03 Alarm Services 240 120 720 (240) 540-7060-550.41-14 Water - TRA Services 3,650 6,000 7,000 26,686 43,314 540-7060-550.42-31 Janitorial Contract 1,667 1,667 1,668 21,631 (1,626) 540-7060-550.43-06 Equipment Maintenance 1,100 - - 7,344 (1,344) 540-7060-550.43-14 Other Maintenance - - 334 818 182 540-7060-550.44-01 Hire of Equipment 120 120 120 1,173 267 540-7060-550.45-01 Land Maint. - Betterment - - 2,000 3,925 75 540-7060-550.45-02 Structural Maintenance - - 1,194 6 540-7060-550.50-03 Staff Develo ment - - - 500 540-7060-550.50-04 Contin encies 652 - H400 11,565 (1,565) 540-7060-550.52-07 Insurance Services - - 4,739 2,261 540-7060-550.53-02 Comm. Serv. - Tele hone 100 100 1,006 194 Texas Star Golf Course FY10 YEAR END FORECAST FORECAST S/4/2010 8:59 Account Number Object July Aug Sept Est.'I'otal Variance 540-7060-550.54-01 Advertising 4,060 4,500 4,500 58,191 (3,191) 540-7060-550.54-02 Promotions 2,000 2,000 5,000 27,192 (3,192) 540-7060-550.55-01 Printing & Reproduction 900 672 1,000 7,532 868 540-7060-550.58-01 Travel Expenses - - - - - 540-7060-550.61-01 Office Supplies - - 380 606 744 540-7060-550.61-09 Postage 192 216 270 2,283 117 540-7060-550.61-12 Minor Apparatus - - - 85 (85) 540-7060-550.61-13 Other Supplies - - - 813 387 540-7060-550.62-10 Gas Services 680 1,530 2,200 16,286 714 540-7060-550.62-20 Electrical Services 6,471 7,500 8,310 50,186 (4,186) 540-7060-550.64-04 Subscriptions - 46 18 424 (74) 540-7060-550.74-99 One Time Money - - - - - 540-7060-550.89-98 Amortization Expense - - - - - 540-7060-550.89-99 Depreciation Expenses - - - - - 540-7060-550.91-01 General Fund - - - 540-7060-550.92-40 Car Rental Tax 540-7060-550.95-01 Water & Wastewater - - - - 540-7060-550.95-41 Golf Course CIP 354,226 253,018 540-7060-550.96-01 Equipment Replacement 9,704 9,704 9,703 116,446 1 540-7060-550.96-10 Insurance - - 17,602 17,602 - 540-7062-550.11-01 Full Time 15,071 22,607 19,216 196,231 (306 540-7062-550.11-02 Part Time - - - - 12,000 540-7062-550.11-03 Longevity - - - 3,755 - 540-7062-550.12-03 Contract Labor 20,462 33,000 30,000 262,606 4,894 540-7062-550.12-05 Extra Help / Temporary - - - - - 540-7062-550.13-07 Regular OT 238 358 301 3,426 (326) 540-7062-550.15-01 Incentive Pa - - - - - 540-7062-550.21-02 Health 3,007 3,007 3,758 36,085 (5,101) 540-7062-550.21-03 Life 32 32 36 377 3 540-7062-550.21-04 Disability 40 40 48 471 7 540-7062-550.22-01 Medicare 230 345 290 2,870 123 540-7062-550.23-01 TMRS 2,528 3,792 3,156 33,474 (614 540-7062-550.26-00 312 312 390 3,399 345 540-7062-550.28-01 Car 300 300.1 375 1 3,600 - Texas Star Golf Course FY10 YEAR END FORECAST FORECAST 8/4/2010 8:59 Account Number Object July Aug Sept Est. Total Variance 540-7062-550.28-03 Tool - - - 600 - 540-7062-550.28-04 Mobile Phone Allowance 50 50 62 600 1 540-7062-550.29-01 Employee Asst Program 7 7 6 79 2 540-7062-550.29-07 Contract Labor Benefits 4,746 7,310 6,645 59,400 2,125 540-7062-550.29-99 Salary Adjustments - - - - - 540-7062-550.30-01 Special Services 54 - - 54 546 540-7062-550.32-01 Training 80 - 62 142 758 540-7062-550.32-02 State Certifications - - - 105 (80) 540-7062-550.32-03 Professional Dues - - - 743 95 540-7062-550.34-02 Exterminators 78 78 78 904 (124) 540-7062-550.40-03 Alarm Services 120 60 360 (I20) 540-7062-550.43-06 Equipment Maintenance 1,350 2,500 2,500 30,447 (2,447) 540-7062-550.43-14 Other Maintenance 500 500 1,000 5,828 (828) 540-7062-550.44-01 Hire of Equipment 270 74 75 1,256 (316) 540-7062-550.44-20 Equipment Rentals - - - - - 540-7062-550.45-01 Land Maint. - Betterment 110 - 400 3,792 (72) 540-7062-550.45-02 Structural Maintenance 333 - 600 1,052 948 540-7062-550.53-01 Communication Services - - - 3 57 540-7062-550.53-05 Comm. Serv. - Beepers - - - - - 540-7062-550.58-01 Travel Expenses - - - - 390 540-7062-550.61-01 Office Supplies - 62 41 118 357 540-7062-550.61-03 Janitorial Supplies 264 312 288 2,931 (531) 540-7062-550.61-09 Postage - - - - - 540-7062-550.61-12 Minor Apparatus 653 868 1,000 3,781 619 540-7062-550.61-13 Other Supplies 300 1,000 1,400 6,680 70 540-7062-550.61-20 Botanical Supplies - 1,500 1,000 4,362 138 540-7062-550.61-23 Irrigation Supplies 2,110 500 500 12,582 (2,832) 540-7062-550.61-25 Fertilizer 4,279 5,330 10,000 38,104 96 540-7062-550.61-26 Plant Protectants 4,700 2,520 7,000 36,199 (199) 540-7062-550.61-27 Sand 800 5,200 500 15,540 460 540-7062-550.61-28 Seed/Sod - - 9,500 9,500 (500) 540-7062-550.61-30 WearingApparel 660 330 462 4,763 1,837 540-7062-550.61-31 Protective Clothing- 289 147 645 30 Parts Inventory 219 317 825540-7062-550.61-45 2,642 108 Texas Star Golf Course FY10 YEAR END FORECAST FORECAST 8/4/2010 8:59 Account Number Object July Aug Sept Est. Total Variance 540-7062-550.62-10 Gas Services - 770 700 5,774 (1,334) 540-7062-550.62-20 Electrical Services 5,011 4,950 12,000 45,865 (12,865) 540-7062-550.62-60 Fuel & Lub 2,000 2,000 2,000 16,919 8,081 540-7062-550.63-00 134 155 230 1,516 (556) 540-7063-550.11-01 Full Time 7,775 11,663 9,914 97,484 16,047 540-7063-550.11-02 Part Time - - - 2,785 (2,785) 540-7063-550.11-03 Longevity - - - 730 1,440 540-7063-550.12-03 Contract Labor 3,200 4,800 4,700 47,917 2,483 540-7063-550.13-07 Regular OT - - - 540-7063-550.15-01 Incentive Pa - - - - - 540-7063-550.21-02 Health 1,504 1,504 1,875 15,363 2,680 540-7063-550.21-03 Life 15 15 23 183 2 540-7063-550.21-04 Disability 19 19 25 224 5 540-7063-550.22-01 Medicare 117 175 149 t,469 (51) 540-7063-550.23-01 TMRS 1,354 1,996 1,709 16,737 (928) 540-7063-550.26-00 156 156 195 1,621 251 540-7063-550.28-01 Car 300 300 300 3,150 (3,150) 540-7063-550.28-02 Clothing 83 83 83 874 (874) 540-7063-550.28-04 Mobile Phone Allowance 50 50 62 537 63 540-7063-550.29-01 Employee Asst Program 3 3 8 42 (1) 540-7063-550.29-07 Contract Labor Benefits 709 1,063 1,041 10,698 894 540-7063-550.29-99 Salary Adjustments - - - - - 540-7063-550.32-03 Professional Dues 456 24 2,876 (2,345) 540-7063-550.43-06 Equipment Maintenance - - 500 528 (28) 540-7063-550.45-02 Structural Maintenance - - - - - 540-7063-550.50-03 Staff Development - - - - 300 540-7063-550.53-01 Communication Services 12 5 5 51 189 540-7063-550.53-05 Comm. Serv. - Beepers - - - - - 540-7063-550.55-01 Printing & Reproduction - - 1,000 1,508 492 540-7063-550.58-01 Travel Expenses 150 150 1,300 540-7063-550.61-01 Office Supplies 500 300 1,840 1,160 540-7063-550.61-03 Janitorial Supplies - - - - - 540-7063-550.61-09 Postage 50 6 6 351 (51) 540-7063-550.61-12 Minor Apparatus - - 555 653 347 Texas Star Golf Course FY10 YEAR END FORECAST FORECAST 8/4/2010 8:59 Account Number Object July Aug Sept Est. Total Variance 540-7063-550.61-13 Other Supplies 500 500 1,500 8,362 38 540-7063-550.61-30 Wearin Apparel - 500 500 1,776 1,224 540-7063-550.61-50 Souvenirs 12,322 20,300 18,585 194,454 29,896 540-7063-550.63-00 156 130 78 1,521 (221) 540-7067-550.11-01 Full Time 13,067 22,800 19,380 192,502 4,135 540-7067-550.11-03 Longevity - - 2,665 680 540-7067-550.12-03 Contract Labor 23,000 34,500 31,500 294,328 26,328) 540-7067-550.13-07 Regular OT - - 2,258 2,742 540-7067-550.15-01 Incentive Pa - - - - - 540-7067-550.21-02 Health 3,352 3,352 4,189 40,225 (4,582) 540-7067-550.21-03 Life 32 32 37 379 2 540-7067-550.21-04 Disability 40 40 54 478 6 540-7067-550.22-01 Medicare 196 342 291 2,742 158 540-7067-550.23-01 TMRS 2,166 3,772 3,210 32,089 1,046 540-7067-550.26-00 315 315 394 4,005 675 540-7067-550.28-04 Mobile Phone Allowance 60 60 75 720 - 540-7067-550.29-01 Employee Asst Program 8 8 15 105 (4) 540-7067-550.29-07 Contract Labor Benefits 7,936 11,385 10,395 98,670 (37,030) 540-7067-550.29-99 Salary Adjustments - - - - - 540-7067-550.32-01 Training - - 425 175 540-7067-550.32-02 State Certifications - - 1,000 1,880 1,120 540-7067-550.32-03 Professional Dues - - - - - 540-7067-550.34-02 Exterminators 150 150 - 2,163 (494) 540-7067-550.43-06 Equipment Maintenance 1,900 1,900 1,900 11,115 (5,515) 540-7067-550.44-20 Equipment Rentals - - 50 50 150 540-7067-550.45-02 Structural Maintenance - 60 - 60 190 540-7067-550.50-03 Staff Development - - - 400 540-7067-550.50-04 Contingencies - 1,000 2,230 270 540-7067-550.53-01 Communication Services 10 10 10 62 58 540-7067-550.53-05 Comm. Serv. - Beepers - - - - - 540-7067-550.55-01 Printing & Reproduction - - - - - 540-7067-550.61-01 Office Supplies 250 241 241 2,119 1,901 540-7067-550.61-03 IJanitorial Supplies 2,000 2,000 2,000 23,169 (5,169) 540-7067-550.61-12 1 Minor Apparatus 250 700 580 5,133 (93) Texas Star Golf Course FY10 YEAR END FORECAST FORECAST 8/4/2010 8:59 Account Number Object July Aug Sept Est. Total Variance 540-7067-550.61-13 Other Supplies 1,868 2,200 2,200 22,215 (2,715) 540-7067-550.61-30 Wearing Apparel 186 - 500 2,939 (339) 540-7067-550.61-31 Protective Clothing - - - - - 540-7067-550.61-73 Linens 2,879 2,790 2,170 37,340 (6,340) 540-7067-550.63-00 293 325 290 3,488 (238) 540-7067-550.63-50 COGS - TOBACCO 218 189 153 2,252 98 540-7067-550.63-51 COGS - F&B 31,519 34,847 23,463 368,652 19,278 540-7067-550.63-52 COGS -Non -Alcoholic Bev. 4,038 4,228 3,444 41,483 (2,225) 540-7067-550.63-53 COGS - Alcohol Bev. 7,993 9,121 7,187 82,543 12,005 540-7067-550.63-54 COGS - Other Supplies - - - - 300 540-7067-550.63-55 Alcohol Gross Receipt Tax 4,304 4,911 3,870 47,792 7,361 540-7068-550.11-01 Full Time 3,415 5,125 4,356 44,483 17,815 540-7068-550.11-02 Part Time - - - 2,785 (2,785) 540-7068-550.11-03 Longevity - - - 1,360 - 540-7068-550.12-03 Contract Labor 13,000 20,000 17,550 157,83.5 6,544 540-7068-550.13-07 Regular OT - - - - 540-7068-550.15-01 Incentive Pa - - - - - 540-7068-550.21-02 Health 431 431 542 5,178 (2) 540-7068-550.21-03 Life 7 7 11 88 (2) 540-7068-550.21-04 Disability 9 9 10 106 1 540-7068-550.22-01 Medicare 51 77 63 702 (39) 540-7068-550.23-01 TMRS 563 846 719 7,421 (25) 540-7068-550.26-00 78 78 79 831 105 540-7068-550.29-01 Employee Asst Program 2 1 - 18 2 540-7068-550.29-07 Contract Labor Benefits 2,880 4,430 3,887 34,521 3,286 540-7068-550.29-99 Salary Adiustments - - - - - 540-7068-550.30-01 Special Services - - - - - 540-7068-550.32-01 Training - - - - 200 540-7068-550.43-06 Equipment Maintenance - - 500 663 337 540-7068-550.44-01 Hire of Equipment - 322 966 4,508 (13) 540-7068-550.45-02 Structural Maintenance 156 - 48 438 (38) 540-7068-550.50-02 Special Events - 100 1,750 2,701 1 299 540-7068-550.53-01 Communication Services 6 6 6 41 19 540-7068-550.53-05 Comm. Serv. - Beepers 10 10 10 121 (61) Texas Star Golf Course FY10 YEAR END FORECAST FORECAST 8/4/2010 8:59 Account Number Object July Aug Sept Est. Total Variance 540-7068-550.61-01 Office Supplies 84 231 250 1,250 850 540-7068-550.61-13 Other Supplies 500 500 500 3,212 1,288 540-7068-550.61-73 Linens - - - - - 540-7068-550.63-00 - - - - 540-7069-550.12-03 Contract Labor 10,000 15,000 13,500 115,205 (20,019) 540-7069-550.29-07 Contract Labor Benefits 2,471 3,323 2,990 26,943 (5,050) 540-7069-550.30-01 Special Services - - - - - 540-7069-550.43-06 Equipment Maintenance - - 700 1,204 (504) 540-7069-550.61-13 Other Supplies - 900 1,900 9,793 (1,043) 540-7069-550.61-30 Wearing Apparel - 148 700 972 1,528 540-7069-550.61-43 Tires - Machine - - 550 923 77 540-7069-550.62-20 Electrical Services 4,300 4,300 6,825 36,231 (3,731) 540-7069-550.62-60 Fuel & Lub - I - - - - Total Expenses 290,588 1 391,574 414,618 3,960,899 313,109 Net Income 67,121 1 1,028 1 (38,134)1 10,155 1 (38,8071 3,256 Rounds Lost To Winter (Dec - Mar) 70.00 Revenue Factor Per Round 15% COG Factor On Revenue 227,920 Total Revenue Lost To Winter (34,188) Less COG On Revenue Lost 193,732 Net Effect On Operations 203,887 Adjusted Net (Add Net Effect To FC Net) (253,000) Adj For Debt Paid By CIP (49,113) Adjusted Net TEXAS STAR GOLF COURSE -BUDGET RETREAT INFORMATION LOOKING FORWARD: Tournament Rounds for September show significant signs of improvement with over 1,700 rounds on the calendar; if this holds solid, this will exceed the prior year tournament rounds by over 1,000 rounds. Grille and Conference Centre bookings and activity continue to show signs of improvement or at minimum stabilization. We expect that trend to continue through the end of FY10 and into FY11. The challenge will remain the 15 — 20% round decline that is felt throughout the region. This data is supported by The North Texas PGA provided Dan June stats (see attached) showing the region to be down 17%. Looking at our year end forecast on rounds, we will trend to the 15% decline. Also, a comparative of TSGC to Grand Prairie Courses (funny how those got picked — guess I have some connection there) is attached. Now although these courses are certainly not in our competitive mix, it does give credit to the PGA report, in that GP courses are showing like declines. Tangle Ridge round decline is less in % but as is their round base. If you look at Prairie Lakes, they do about the same number of rounds as TSGC and are experiencing even larger declines in paid rounds. Staff continues to monitor marketing efforts in response to this decline and will remain price sensitive during this dip in the business cycle. We will return to management of our core base, (members, tournaments, and pass members) to ensure our pricing and programs remain consistent with expectations while tapping into our representative market share with discounts/promotions to shore up our base. HOME EMPLOYMENT EDUCATION 'MEMBERSHIP PLAYER DEVELOPMENT EVENTS (FINANCIAL RESEARCH BENEFITS INFORMATION LOGOUT PGA PERFORMANCETRAK IN COOPERATION WITH THE NGCOA Report Name: Year -To -Date Rounds Played Comparison Reporting Period: June 2010 Statistic: Average Holes: All Facilities Facilities in the: Northern Texas Section Report Type: Rounds Played Preliminary Report Facility Type: Municipal/Military/Univ Current Previous Current Previous 2010 2009 % 2010 2009 0/0 YTD YTD Change YTD YTD Change Rounds Played Rounds Played Days Open Days Open Municipal/ Military/ Univ 14,460 17,372 - 16.8% 145.4 163.0 - 10.8 % All Facilities 14,038 16,421 -14.51/. 147.0 161.6 - 9.0% Note 1: All Rounds Played Averages are starts per 18 holes. Note 2: Local, State and Section reporting methodology U. Note 3: The PerformanceTrak methodology for rounds played comparisons is "same store" sales - each rounds played response has a current month / current year figure and an accompanying current month / prior year comparison. Note 4: Rounds played and days open data are weighted by state and facility type. Click here to select another report. Click here to return to PerformanceTrak home page. PGA.com j PGA Foundation. I PGA Village I PGA Hole in One I PGA Magazine I PGA Event Tickets I PGA Golf Shop I PGA Employment http://apps.pgalinks.com/professionals/apps/memberinfo/roundsTrak/index.cfm? 8/3/2010 GOLF COMPARATIVE Rounds TEXAS STAR FYog FYio YOY Chg October 4,245 3,256 -23.30% November 2,487 2,623 5.47 % December 1,428 1,017 -28.78 % January 1,549 842 -45.64% February 2,261 787 -65.19% March 2,730 2,066 -24.32% April 3,736 3,884 3.96% May 4,679 4,132 -11.69 % June 3,837 3,510 -8.52% 26,952 22,117 -17.94% Ava Fee FYog FY10 YOY Chg October 42.98 42.74 -0.56 % November 40.69 38.89 -4.43 % December 39.98 33.20 -16.96% January 39.24 39.57 0.84% February 35.93 26.29 -26,83 % March 36.21 41.70 15.13% April 38.59 41.57 7.73 % May 40.41 41.04 1.54% June 37.02 38.14 3.03 % 39.21 39.79 1.46% 0.57 Green Fee FYog FYio YOY Chg October 182,438 139,148 -23.73 % November 101,190 101,999 0.80% December 57,093 33,763 -40.86% January 60,790 33,321 -45.19% February 81,230 20,687 -74.53% March 98,866 86,143 -12.87% April 144,177 161,470 11.99 % May 189,084 169,558 -10.33% June 142,034 133,865 -5.75% 1,056,902 879,954 -16.74% uarterlu Analusis Rounds FY09 FY10 YOY Chg 1stQuarter 8,160 6,896-15.49% 2nd Quarter 6,540 3,695-43.50% 3rd Quarter 12,252 11,526 -5.93% TANGLE RIDGE FYog FYio YOY Chg 2,326 1,882 -19.09% 1,684 1,947 15.62 % 1,024 678 -33.79 % 1,259 817 -35.11% 1,512 688 -54.50% 1,849 1,977 6.92% 1,809 2,096 15.87% 3,348 2,936 -12.31% 2,956 2,928 -0.95% 17,767 15,949 -10.23% FYog FYio YOY Chg 32.60 32.22 -1.16 % 30.12 30.15 o.o9% 30.19 26.33 -12.78% 28.84 26.02 -9.76 % 29.20 26.17 -10.37 % 30.13 27.17 -9.83 % 30.93 29.51 -4.60 % 32.02 32.29 0.86% 29.06 29.88 2.83% 30.54 29.74 -2.63 % (0.80) FYog FYio YOY Chg 75,826 60,640 -20.03% 50,720 58,695 15.72% 30,913 17,852 -42.25% 36,309 21,262 -41.44% 44,147 18,004 -59.22 % 55,713 53,716 -3.58% 55,950 61,843 M53% 107,192 94,814 -11.55% 85,902 87,500 1.86% 542,672 474,326 -12.59% FYog FYio YOY Chg 5,034 4,507-10.47% 4,620 3,482-24.63% 8,113 7,960 -1.89% PRAIRIE LAKES FYog FYio YOY Chg 3,556 2,418 -32.00% 2,804 2,940 4.85% 1,782 1,176 -34.01 % 2,176 1,298 -40.35 % 2,281 933 -59.1o% 3,000 2,567 -14.43% 3,770 3,524 -6.53% 4,415 3,700 -16.19% 4,216 3,310 -21.49% 28,000 21,866 -21.91% FYog FYio YOY Chg 18.62 19.98 7.26 % 19.63 19.36 -1.37% 18.14 19.44 7.13% 18.48 18.23 -1.34% 17.72 18.26 3.01 % 17.59 17.01 -3.32 % 17.95 18.17 1.19% 18.34 19.43 5.91 17.60 19.61 11.42% 18.21 18.90 3.78% 0.69 FYog FYio YOY Chg 66,228 48,302 -27.07% 55,034 56,911 3.41% 32,333 22,859 -29.30% 40,213 23,665 -41.15% 40,424 17,033 -57.86% 52,772 43,657 -17.27% 67,682 64,017 -5.42% 80,989 71,883 -11.24% 74,192 64,899 -12.53 % 509,867 413,226 -18.95% FYog FYio YOY Chg 8,142 6,534 -19.75 % 7,457 4,798-35.66% 12,401 10,534-15.06% Qtr - Avg Fee FY09 FY10 YOY Chg FYog FYlo YOY Chg FYog FYio YOY Chg 1st Quarter 41.76 39.87 -4.63% 31.28 30.44 -2.69% 18.86 19.60 3.90% 2nd Quarter 36.83 37.93 2.98% 29.47 26.70 -9.40% 17.89 17.58 -1.73% 3rd Quarter 38.79 40.33 3.97% 30.70 30.67 -0.08% 17.97 19.06 6.07% Qtr - Revenue FY09 FY10 YOY Chg FYog FYlo YOY Chg 1st Quarter 340,721 274,910-19.32% 157,459 137,187-12.87% 2nd Quarter 240,886 140,151-41.82% 136,169 92,982-31.72% 3rd Quarter 475,295 464,893 -2.19% 249,044 244,157 -1.96% FYog FY10 YOY Chg 153,595 128,072-16.62% 133,409 84,355-36.77% 222,863 200,799 -9.9o% TEXAS STAR GOLF COURSE -BUDGET RETREAT INFORMATION JULY Golf revenues fell short of forecast by $33K; extreme heat, rain during the holiday weekend and a noted decline in regional golf participation account for the shortfall. In response to the declining revenue stream from paid rounds, discounting was implemented to include the early launch of twilight rate start time. The adjustment to twilight start time — an effort to fill the tee sheet during heat, affected the paid round average. This average fell approx. $3.89/round. The year to date average of $39.01 is flat with prior year. If you recall in first half of year we had some gains in our average rate, but due to the July discounting, we lost some of that ground, but remain flat. F&B revenues exceed forecast by $19K; Conference Centre bookings and corporate meetings account for the majority of this increase. Nothing unusual anticipated with expenditures in July. Most are expected to remain within forecast. The July financial period will close next week. Oncor meter audit was completed. It was discovered a meter on the course was defective and providing miss -reads. Accordingly, Oncor replaced the meter, did recalcs, and it is expected our adjustment for the over -read to be in the range of $6 — 8K (depending on load factors, and delivery charge adjustments). We expect this adjustment to occur in August. OPERATING FLASH REPORT JULY FRCST ACTUAL VAR - A/F FY09 FY08 FY07 Green Fee 140,600 118,870 (21,730) 135,069 163,460 145,007 Cart Fee 38,850 34,877 (3,973) 37,914 47,509 44,109 Driving Range 8,140 8,912 772 8,389 8,676 7,628 Pro Shop 25,900 17,603 (8,297) 24,324 28,860 22,739 Rentals 1,850 2,497 647 1,820 2,160 2,030 Memberships 7,500 7,730 230 7,204 5,910 9,384 Golf F&B 33,670 29,120 (4,550) 35,772 40,352 35,446 Grille F&B 65,041 64,010 (1,031) 62,539 59,011 60,212 Conference F&B 39,500 63,268 23,768 34,575 4,501 33,685 Other - - - - - - (14,164) Total Revenue 361,051 346,887 347,606 360,439 360,240 Total Paid Rounds 3,700 3,485 (215) 3,589 4,124 3,538 Tournament Rounds 555 512 (43) 691 746 342 Green Fee PAR 38.00 34.11 (3.89) 37.63 39.64 40.99 Cart PAR 10.50 10.01 (0.49) 10.56 11.52 12.47 (4.38) 48.50 44.12 48.20 51.16 53.45 Club Rental PAR 0.50 0.72 0.22 0.51 0.52 0.57 Pro Shop PAR 7.00 5.05 (1.95) 6.78 7.00 6.43 Range PAR 2.20 2.56 0.36 2.34 2.10 2.16 Golf F&B PAR 9.10 8.36 (0.74) 9.97 9.78 10.02 :ZliQ E- Texas Star Golf Course Paid rounds for June totaled 3,510 which represented a variance of 9.8% or 490 rounds below budget projections. Tournament rounds of 707 were played, which totaled 442 fewer rounds than prior year or a 38% decrease. The decrease in tournament play was attributed to three large events held in 2009 that did not host a tournament this year. Specifically, The University of Houston, with an estimated 100 players scheduled but cancelled due to unusually low registration, Revive Africa with an estimated 100 players opted to host their event at Cowboys Golf Course, and Shoppas Materials with an estimated 144 players opted not to host an event due to financial constraints. The decline in tournament play, along with the early onset of extreme heat and afternoon rains, resulted in a $8,000 decline in green fees year over year. The average combined green fee and cart fee/round of $48.64 was approximately $1.12/round higher than the prior year. In response to the decline in paid rounds from the June environmental conditions, staff accelerated marketing tactics in an effort to stabilize the declining revenue stream. Promotions were electronically transmitted to customers in the email database and online coupons available to the general public were modified to steer traffic to the slower afternoon tee times. These promotions are anticipated to continue through July and will be re-evaluated for August. In June, golf maintenance crews completed aerification of roughs. This, along with daily maintenance duties, ensured the course met the guest and member expectations for summer play. The early onset of summer heat required the premature launch of green checker labor. Green checkers monitor greens for stress to ensure the turf is healthy throughout the peak heat of the day. This practice is typically not utilized until mid -July. The Raven's Grille had another strong showing in June; grille revenues of $66,000 were $2,000 higher than budget and $4,000 higher than last June. On -course F&B sales of $30,000 were $15,000 lower than budget and $10,000 lower than prior year; this decrease is attributed to the decrease in corporate tournament rounds as well as the individual paid rounds. The Garden Room hosted 26 bookings with parties of 15 or greater during the month of June. Conference Centre revenues of $61,000 fell short of budget by $21,000 but were $3,000 or 5% higher than prior year. Year-to-date revenues of $546,000 exceed the prior year by $135,000 or 33%. Attendance numbers for both business and social events continued to decline as a result of the fractured economy. July Conference Centre activity is projected to finish higher than budget expectation due to an increase in smaller corporate events, a trend that could indicate slight economic improvement in the metroplex. Total revenues for June were just under $390,000 which represents a $20,000 decrease in revenues year over year and a $79,000 decrease as compared to budget; total expenses of $305,000 for the month of June were $52,000 lower than budget and $74,000 less than prior year. Cost savings as a result of expense reductions directly linked to revenue shortfalls and deferred debt payments, account for the June expenditure savings. Year-to-date total revenues trail budget by $405,000 and expenses are $207,000 under budget estimates. The FYTD net income, which includes debt payments and capital replacement, was budgeted at $178,000, while actual operations resulted in a fiscal year-to-date loss of $20,000. Most of the $198,000 net income variance can be attributed to the loss in paid rounds as a result of extreme winter weather patterns; green fees, cart fees, and on -course F&B sales declined $253,000 year over year as a result of the weather -related paid rounds decline. Texas Star Sports Complex Softball World: June marked the second month of revenue growth for Softball World. Management and staff's commitment to improvements in programming and tournaments is reflected in the favorable financial results for June. Total operating revenues for June of $125,000 were $42,000, or 50% higher than the prior year and $21,000 higher than budget. Strong league participation and added tournament activity provided the needed boost for this facility. Concession and pro -shop sales continued to improve as a result of added participation; these operations combined exceeded budget by $1,000 for the month and were $14,500 and 32% higher than the prior year. Year-to-date operating revenues of $729,000 exceed budget projections by $55,000 and are $52,000 higher than prior year. Year-to-date operating expenses of $620,000 are $11,000 higher than budget due to added costs from the additional revenue stream. Net income of $11,000 is $44,000 higher than year to date budget projections. Parks At Texas Star: League and tournament play continued in the month of June, which provided $54,000 in revenue generation from admissions, concessions, batting cages, and rentals. Year-to-date operating revenues of $297,000 continue to trail budget by $40,000 principally due to a tournament revenue short fall from adverse weather during the first half of the fiscal year. Accordingly, operating expenses of $242,000 were $27,000 less than budget due to savings in labor, operating costs, and cost of goods for resale. Texas Star Sports Complex: Combined operating revenues for the complex were budgeted at $172,000 for June. Actual operating revenues of $179,000 exceeded this estimate more than 4%; this revenue improvement is a result of the increased participation in softball leagues and tournaments. Year-to-date operating revenues of $1,026,000 now exceed budget by approximately $16,000. Year-to-date operating expenses of $862,000 are $16,000 below budget due to savings in labor, operating cost, and cost of goods for resale. Year-to-date Net Income of $43,000 exceeds budget expectations by $30,000 principally due to the added revenue streams from softball activities, as well as savings in labor and cost of goods for resale. Texas Star Golf Course Current Month CamaM CY YTD Actual Management Statement of Operations Actual % Budget Budget Annual % of as of 06/30/2010 Prior Year Budget Actual of Budget Prior Year Budget Actual $ Variance % Variance Budget Annual Budget F,stimated Beginning Working Capital: $ 265,003 $ 140,089 $ (30,971) $ 373,693 $ 73,952 $ 73,952 $ 73,952 Paid Golf Rounds 3,837 4,000 3,510 87.8% 26,952 25,950 22,117 (3,833) (14.8%) 35,500 62.3% Golf Operating Revenues: Green Fees $ 142,034 $ 165,000 $ 133,865 81.1 % $ 1,056,901 $ 1,057,000 $ 879,954 $ (177,046) (16.7%) $ 1,443,000 61.0 % Cart Rentals 40,321 47,000 36,872 78.5% 280,822 301,845 227,235 (74,610) (24.7%) 409,075 55.5% Driving Range 9,283 8,854 9,863 111.4% 59,846 52,743 52,747 4 0.0% 73,600 71.7% Club Rentals 1,768 2,500 2,717 108.7% 18,423 17,300 22,303 5,003 28.9% 21,550 103.5% Miscellaneous (50%) 65 42 437 1053.2% 404 374 3,913 3,440 921.0% 500 762.7% Merchandise Sales 37,670 30,000 28,045 93.5% 287,563 258,500 201,374 (57,126) (22.1%) 320,500 62.8% Membership Monthly Fees (50%) 3,345 3,500 3,830 109.4% 30,943 31,500 34,607 3,107 9.9% 42,000 82.4% Membership Initiation (501/6) 0 125 0 0.0% 1,093 1,125 2,050 925 82.2% 1,500 136.7% Gen Fund Tax Transfer (50%) 0 625 938 150.1% 3,531 5,625 5,213 (412) (7.3%) 7,500 69.5% Total Golf Operating Revenues 234,486 $257,646 $216,568 84.1 % 1,739,526 1,726,012 1,429,296 ($296,716) (17.2%) 2,319,225 61.6% Golf Operating Expenses: Golf Shop (excluding COGS ) 19,130 18,770 17,170 91.5% 181,054 165,083 154,800 10,283 6.2% 237,911 65.1% Cart Operations 18,337 14,248 19,699 138.3% 151,441 110,103 123,664 (13,561) (12.3%) 162,529 76.1% Course Maintenance 66,398 64,467 65,854 102.2% 561,289 592,364 571,467 20,897 3.5% 864,518 66.1% Non Departmental 41,165 35,057 44,274 126.3% 315,895 315,751 285,362 30,389 9.6% 457,410 62.4% Subtotal Before COGS 145,030 132,542 146,997 110.9% 1,209,679 1,183,301 1,135,294 48,007 4.1% 1,722,368 65.9% Cost of Good Sold Pro Shop 31,119 21,000 15,586 74.2% 211,216 180,950 143,247 37,703 20.8% 224,350 63.8% (%COGS to Sales)' 82.6% 70.0% 55.6% 73.5% 70.0% 71.1% 69.9% Total Golf Operating Expenses 176,150 153,542 162,584 105.9 % 1,420,895 1,364,251 1,278,541 85,710 6.3% 1,946,718 65.7 % Golf Operating Income $ 59,337 $ 104,104 S 53,984 51.9 % $ 318,631 $ 361,761 $ 150,755 $ (211,006) (58.3%) $ 372,507 40.5 % F&B Operating Revenues Ravens Grille F&B Sales $ 62,419 $ 64,500 $ 65,983 102.3% $ 448,493 $ 477,195 $ 523,598 $ 46,403 9.7% $ 649,705 80.6% Conference Center F&B Sales 46,298 66,500 48,970 73.6% 334,298 451,840 421,722 (30,118) (6.7%) 564,190 74.7% Golf Course Food & Bev. 40,292 45,635 30,370 66.5% 288,389 290,311 201,765 (88,546) (30.5%) 394,750 51.1% Conference Cntr / Catering Fees 3,055 4,500 (5,200) -115.5% 17,032 23,200 16,847 (6,353) (27.4%) 29,200 57.7% Conference Cntr Rentals \ Pavilion 8,696 11,101 17,112 154.1% 59,570 105,778 106,975 1,197 1.1% 132,000 81.0% Transfer from Hotel Motel 10,833 15,000 10,833 72.2% 97,500 135,000 97,500 (37,500) (27.8%) 180,000 54.2% Membership Monthly Fees (50%) 3,345 3,500 3,830 109.4% 30,943 31,500 34,607 3,107 9.9% 42,000 82.4% Membership Initiation (50%) 0 125 0 0.0% 1,093 1,125 2,050 925 82.2% 1,500 136.7% Miscellaneous (50%) 65 42 437 1053.2% 404 374 3,813 3,440 921.0% 500 762.7% Gen Fund Tax Transfer (50%) 0 625 938 150.1% 3,531 5,625 5,213 (412) (7.3%) 7,500 69.5% Total F&B Operating Revenues 175,004 $211,528 $173,274 81.9 % 1,281,254 1,521,948 1,414,090 ($107,858) (7.1 %) 2,001,345 70.7 % F&B Operating Expenses Food & Bev. ( excluding COGS ) 69,803 55,020 63,482 115.4% 545,238 513,053 557,134 (44,081) (8.6%) 710,715 78.4% Conference Cntr ( excluding COGS ) 24,597 25,722 22,331 86.8% 204,680 211,166 183,648 27,518 13.0% 296,043 62.0% Cost of Good Sold Food & Bev. 48,366 62,810 46,679 74.3% 391,627 440,141 403,235 36,906 8.4% 579,239 69.6% (%COGS to Sales) 32.5% 35.6°/u 32.1% 36.6% 36.1% 35.2% 36.0% Total Food & Bev. Operating Expenses 142,765 $143,552 $132,492 92.3 % 1,141,545 1,164,360 1,144,017 $20,343 1.7 % 1,585,997 72.1 % F&B Operating Income 32,239 $67,976 $40,782 60.0 % 139,709 357,588 1 270,073 ($87,515) (24.51/6) 415,348 65.0 787,855 Non Operating: Sources: Interest Income $ 71 $ 37 $ 0 0.4% $ 4,417 $ 1,369 $ 32 $ (1,337) (97.7%) $ 2,400 1.3% Sale of Assets 0 0 0 0.0% 8,542 - 842 842 0.0% - 0.0% Total Non Operating Sources 71 $37 $0 0.4 % 12,959 1,369 874 (495) (36.2%) 2,400 36.4 % Uses: Debt Payment Transfers 50,474 50,604 0 0.0% 454,266 455,436 354,226 101,210 22.2% 607,244 58.3% One Time Money 0 0 0 0.0% 7,328 - - - 0.0% - 0.0% OPEB Contribution 0 0 0 0.0% - - - - 0.0% 17,602 0.0% Equipment Replacement 9,778 9,704 9,704 100.0% 88,001 87,336 87,335 1 0.0% 116,447 75.0% Total Non Operating Uses 60,252 $60,308 9,704 16.1 % 549,595 542,772 441,562 101,210 22.9 / 741,293 59.6 % Non Operating Income/(Expenses) Net Income (60,181) 30,395 (60,271) f 1 $ $ 251,897 (9,704) 16.1 % (536,636) S 295,398 (941,403) 1 $ 251,897 (440,688) 100,715 18.6 % (738,893) 59.6 % d3 1 $ 54,091 Estimated Ending Working Capital: $ 295,398 $ 54,091 $ 122,914 Performance Indicators The Golf Course and Conference Centre at Texas Star Range Balls (Number of Bags) Average Range Balls (Bags) per Round Weekday Green Fee Weekend Green Fee Weekday Resident Green Fee Weekend Resident Green Fee Twilight Weekday Green Fee Twilight Weekend Green Fee Twilight Weekday Resident Green Fee Twilight Weekend Resident Green Fee Senior/Junior Weekday Green Fee Senior/Junior Weekday Res. Green Fee Member Weekday Green Fee Member Weekend Green Fee Gold Pass (Annual Pass) Rounds Golf Q/Internet Tournaments Employee Guest Rate Total Paid Rounds Marketing Promotional Rounds City Council/Admin Rounds Employee (Marshalls) Rounds PGA Rounds Raincheck Rounds Total Unpaid Rounds Adverse Weather Days Course Closed % Rounds Played by Residents V: Cart 18 Holes /z Cart 9 Holes Number of Corporate Members Number of Individual Members Pro Shop Inventory Pro Shop Sales Per Round Played Green Fee & Cart Per Round Played Beverage Inventory Food Inventory Golf F&B Sales Per Round Played Grille & Conf Ctr F&B Sales Per Round Played Total F&B Sales Per Round Played Total Revenue Per Round Played Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Apr-10 May-10 Jun-10 YTD FY 2010 1,077 501 61 79 67 245 1,834 1,358 940 6,162 33.08% 19.10% 6.00% 9.38% 8.51% 11.86% 47.22% 32.87% 26.78% 27.86% 173 363 219 126 67 328 492 659 570 2,997 417 383 96 111 116 257 679 672 632 3,363 1 26 1 5 1 3 8 9 15 69 11 16 4 7 1 16 23 13 17 108 86 105 38 37 54 153 91 101 215 880 72 51 30 61 49 114 80 108 107 672 5 1 0 3 4 6 2 11 6 38 3 3 4 5 0 1 0 18 4 38 31 81 157 19 33 158 109 102 86 776 0 4 1 0 0 1 1 10 4 21 11 25 14 20 2 27 31 41 49 220 92 131 16 35 21 82 91 98 115 681 304 459 219 297 257 383 428 563 448 3,358 275 374 154 116 119 254 225 603 490 2,610 1,775 601 64 0 63 255 1,611 1,093 707 6,169 0 0 0 0 0 28 13 31 45 117 3,256 2,623 1,017 842 787 2,066 3,884 4,132 3,510 22,117 26 14 1 7 2 11 17 17 13 108 43 52 37 41 20 53 64 77 105 492 164 292 203 214 107 211 218 292 267 1,968 10 31 1 17 17 17 23 10 9 135 6 24 12 13 2 11 22 38 14 142 249 413 254 292 148 303 344 434 408 2,845 3 1 15 16 14 7 0 0 0 56 1 1 4 5 6 4 0 0 0 21 0.614% 1.906% 0.983% 2.375% 0.762% 1.307% 0.875% 1.476% 1.311% 1.239% 2,894 2,099 809 534 530 1,573 3,466 3,426 2,897 18,228 0 0 1 3 0 0 0 0 0 4 16 16 16 16 16 16 16 16 15 162 165 165 168 168 176 175 180 182 101,277 95,593 $ 91,881 $ 88,109 $ 91,880 87,144 76,444 71,790 74,325 $ 13.46 $ 5.94 $ 18.45 $ 9.48 $ 7.56 $ 7,95 $ T70 $ 8.44 $ 7.99 $ 9.10 $ 52.88 $ 48.71 $ 43.66 $ 48.03 $ 34.96 $ 52.30 $ 52.49 $ 51.36 $ 48.64 $ 50.06 $ 8,147 $ 61568 $ 5,604 $ 7,187 $ 7,171 $ 7,671 $ 8,475 $ 8,746 $ 9,695 $ 12,874 $ 13,048 $ 11,725 $ 12,654 $ 12,784 $ 14,478 $ 16,164 $ 16,014 $ 16,135 $ 10.18 $ 8.48 $ 6.12 $ 6.18 $ 5.78 $ T05 $ 10.19 $ 11.10 $ 8.65 $ 9.12 $ 43.62 $ 27.90 $ 100.59 $ 95.09 $ 118.07 $ 54.95 $ 40.73 $ 43.57 $ 36.14 $ 48.34 $ 53.81 $ 36.38 $ 106.70 $ 101.27 $ 123.86 $ 62.00 $ 50.92 $ 54.68 $ 44.80 $ 57.46 $ 123.12 $ 94.12 $ 171.79 $ 162.32 $ 170.24 $ 126.09 $ 115.23 $ 117.32 $ 105.01 $ 120.02 Texas Star Sport Complex Management Statement of Operations As of June 30, 2010 Current Month CY YTD Actual Actual % Budget Budget Annual '% of Prior Year Budget Actual of Budget Prior 1 ear Budget Actual $ Variance % Variance Budget Annual Budget Est Beginning Working Capital $ 246,698 $ 163,398 $ 206,023 $ 306,110 $ 188,042 $ 188,042 $ 188,042 Operating: Revenues: Gate/Admissions $ 13,193 $ 10,571 $ 9,155 86.6% $ 43,533 $ 39,844 $ 38,808 $ (1,036) (2.6%) $ 53,000 73.2% League $ 20,654 $ 34,286 $ 46,106 134.5% $ 303,336 $ 316,894 $ 331,777 $ 14,883 4.7% $ 420,000 79.0% Tournament $ 39,420 $ 34,452 $ 43,470 126.2% $ 165,846 $ 157,936 $ 179,706 $ 21,770 13.8% $ 200,000 89.9% Advertising $ 550 $ 1,212 $ 607 50.0% $ 11,088 $ 6,250 $ 3,266 $ (2,984) (47.7%) $ 8,000 40.8% Concessions -Food $ 32,440 $ 44,388 $ 33,442 75.3% $ 186,120 $ 196,192 $ 194,759 $ (1,433) (0.7%) $ 278,000 70.1% Concessions -Alcohol $ 17,376 $ 24,500 $ 25,562 104.3% $ 136,152 $ 134,000 $ 146,921 $ 12,921 9.6% $ 200,000 73.5% Sports Shop $ 12,190 $ 18,006 $ 17,069 94.8% $ 107,311 $ 120,124 $ 103,225 $ (16,899) (14.1%) $ 168,500 61.3% Rentals $ 2,450 $ 2,791 $ 2,575 92.3% $ 13,030 $ 14,680 $ 13,849 $ (831) (5.7%) $ 18,500 74.9% Miscellaneous $ 1,525 $ 1,736 $ 1,158 66.7% $ 14,638 $ 24,083 $ 13,587 $ (10,496) (43.6%) $ 26,000 52.3% Total Operating Revenues $ 139,797 $ 171,942 S 179,143 104.2% S 981,052 $ 1,010,003 $ 1,025,898 $ 15,895 1.6% $ 1,372,000 748% Expenses: Operating Expenses $ 106,368 $ 84,251 $ 102,555 121.7% $ 704,960 $ 673,680 $ 667,710 $ 5,970 0.9% $ 917,100 72.8% Cost Of Goods - Retail $ 8,399 $ 10,140 $ 10,782 106.3% $ 62,554 $ 74,340 $ 52,501 $ 21,839 29.4% $ 103,000 51.0% Retail COG % 68.90% 56.31% 63.17% 58.29% 61.89% 50.86% 61.13% Cost Of Goods - Food $ 13,471 $ 17,000 $ 14,275 84.0% $ 73,438 $ 77,080 $ 73,028 $ 4,052 5.3% S 109,200 66.9% Food COG % 41.52% 38.30% 42.69% 39.46% 39.29% 37.50% 39.28% Cost Of Goods - Alcohol $ 7,617 $ 9,800 $ 12,828 130.9% $ 55,144 $ 53,600 $ 69,040 $ (15,440) (28.8%) S 80,000 86.3% Alcohol COG % 43.84% 40.00% 50.18% 40.500 40.00% 46.990 40.000 Total Operating Expenses $ 135,855 S 121,191 S 140,440 115.9% S 896,095 $ 878,700 S 862,281 $ 16,419 1.9% S 1,209,300 71.3% Operating Income S 3,942 S 50,751 S 38,703 76.3% $ 84,957 S 131,303 S 163,617 $ 32,314 24.6% S t62,700 100.6% Non Operating: Sources: Interest Income $ 47 $ 402 S 17 4.2% $ 1,426 $ 3,822 $ 163 $ (3,659) (95.7%) $ 5,000 3.3% Sale of Assets $ - $ - $ - $ 4,901 $ - $ 1,535 $ 1,535 0.0% $ - Total Non Operating Sources $ 47 $ 402 S 17 4.2% $ 6,327 $ 3,822 $ 1,698 $ (2,124) (55.6%) $ 5,000 34.0% Uses: Transfer to EQ Replacement $ 153 $ 153 $ 153 100.2% $ 1,379 $ 1,377 $ 1,379 $ (2) (0.2%) $ 1,839 75.0% Transfer to Debt $ 13,284 $ 13,423 $ 13,423 100.0% $ 119,560 $ 120,807 $ 120,811 $ (4) (0.0%) $ 161,081 75.0% OPEB Contribution $ $ $ 0.0% $ - $ - $ - S - 0.0% $ 3,225 0.0% One Time Money $ $ $ - 0.0% $ 39,206 $ - $ - $ - 0.0% $ - 0.0% Total Non Operating Uses S 13,438 S 13,576 S 13,577 100.0% $ 160,145 S 122,184 S 122,190 $ (6) (0.0%) S 166,145 73.5% Non Operating Income $ (13,391) S (13,174) S (13,560) 102.9% S (153,818) S (118,362) $ (120,492) S (2,130) (1.8%) $ (161,145) 74.8% Total Net Income I $ (9,449)1 $ 37,577 $ 25,143 1 66.9% $ (68,861) $ 12,941 $ 43,125 1 $ 30,184 233.2% $ 1,555 2773.3% Est Ending Working Capital I S 237,249 1 S 200,975 S 231,167 1 1 S 237,249 1 S 200,983 S 231,167 1 S 30,184 S 189,597 Mitchell Schnurman I Dallas Business, Texas Business, Fort Worth Business, American ... Page 1 of 2�' Star -Telegram 28% of pay isn't enough to rescue Fort Worth pension Posted Wednesday, Aug. 18, 2010 By MITCHELL SCHNURMAN mschnurman@ star-telegram.com Fort Worth's pension plan has a lot of mind -numbing numbers. Look closely, and they're scary. The unfunded liability, the amount that payments are projected to outstrip assets, totals $432 million over the next 30 years. Even under optimistic scenarios, with solid investment returns and bigger contributions, the city would never pay off all the obligations. ` A chart details the amortization period for the pension, and it redlines on "infinite." The city expects to spend about $60 million on the pension next year, more than twice as much as in the early 2000s. The costs account for a hefty chunk of the $73 million shortfall in the general fund. But here's the number that best reflects the ongoing pension expense: Next year, the city is considering pumping 20 percent of employees' gross pay into the retirement pool. That's on top of the 8.4 percent from workers themselves. The city contribution is much higher than comparable public -sector plans nationwide, according to an industry survey. And the combined contribution from employee and employer is more than double the 12.4 percent that most people pay into Social Security, which Fort Worth and some other public workers do not participate in. Workers gave up a pay raise a few years back in exchange for a higher pension contribution from the city, and the bill on that deal has come due. Fort Worth's pension obligation has grown from 11 percent of compensation (sounds manageable) to 16 percent (stretching it) to the proposal for 19.97 percent, effective Oct. 1. As an employer, imagine carrying that nut and still being unable to right the pension system for good. That's Fort Worth's dilemma: Its proposal merely accelerates the catch-up process and clears the way for the real solution — a less risky offer for new hires. The city manager is recommending a "cash balance" plan for employees who start in 2011. That will resemble a 401(k), with retirement benefits from cash contributions and investment earnings, rather than a formula based on the highest salary and years of service. It's certain to be less rich than the current plan, maybe by half or more, without the same guarantees. About 6,500 current employees would continue to get all they've been promised, regardless of how long they've been paying into the system. The pension would get healthier as it covered fewer workers and the city kept paying into it. "There are no quick fixes, and it's going to take a lot of time to grow into this," said Karen Montgomery, the assistant city manager working on the pension issue. Details of the new plan are still being developed, and the City Council will consider a range of choices in early September. It's already a kinder, gentler approach than in private business, which often freezes pensions unilaterally, restructures them in bankruptcy -- or defaults entirely. General Motors and United Airlines were among dozens of companies that used bankruptcy to escape from pensions they couldn't pay. The funding problem has been growing in the public sector, too. In a study early this year, the Pew Center reported that states had a trillion - dollar gap between their retirement promises and their assets. Montgomery cited one city, Vallejo, Calif., that declared bankruptcy to get out from under such costs. But unlike private companies that shed their pension obligations, Vallejo is only adjusting pensions for future hires, according to a published report. Pensions are supposed to be a pay-as-you-go system, with current contributions funding future obligations. Costs have outpaced contributions, because workers are retiring earlier and living longer, and investment returns have fallen sharply. Fort Worth added 949 workers in the past decade, an increase of about 17 percent. That explains some growth in the pension debt. But much more came from higher salaries, richer benefits and declining investment returns. In 2000, the city's retirement fund had a 10-year rolling return rate of almost 13 percent annually. By 2009, after a couple of major market corrections, the same return was 4.6 percent. Pension funding wasn't an issue for Fort Worth six years ago. Now it threatens to become the tail wagging the dog. http://www.star-telegram.coml2010/08/ 17/v-printl24098231schnurman-twenty-eight-perce... 8/ 18/2010 Mitchell Schnurman I Dallas Business, Texas Business, Fort Worth Business, American ... Page 2 of 2 Last week, Montgomery urged City Council members to think about the objectives of the benefit. If it's to provide a reasonable standard of living for career employees, what's reasonable? If it's to compete to recruit workers, what's competitive? And what's fair across employee groups, from clerks to policemen to professionals? I'd add another question: Is Fort Worth spreading the pain enough? It's noble for the city to want to continue its current pension, but putting the burden on new workers won't be good for recruitment or morale. In this jobless recovery, there may not be much pushback. But eventually, there may be a great divide between the haves and have-nots. Some states are addressing pension shortfalls by getting higher contributions from employees and raising the retirement age. Neither idea is on the table in Fort Worth. Workers would have to agree to any changes, but it's worth a discussion. Fort Worth needs a pension system that's financially sound, and workers need it more than anyone. Mitchell Schnurman's column appears Sundays and Wednesdays. 817-390-7821 Looking for comments? http://www. star-telegram.coml2010/08/ 17/v-printl24098231schnurman-twenty-eight-perce... 8/ 18/2010 l.,rinJEjLn DUIL1JLn so m.com/business S w-Telegram \ISE SPENDING attacks of September llth, 2001, d a gusher of defense spending... . America's difficult economic lstances and parlous fiscal condition, y spending on things large and small id should expect closer, harsher Zy. The gusher has been turned off, ill stay off for a good period of time!' Secretary of Defense Robert Gates, in remarks M 8 The Associat Press/Manuel Bake Ceneta its called severe, but they a to stave off worse ones ;ram.com ecretary Robert ves that the U.S. it is hurtling to - financial train i he's trying to the damage to tgon and the •ces by taking trim military heated reaction lest cuts Gates ast week shows ng significant, asoned changes ;pending will be best. dan to close the :es Command orfolk, Va., one military com- a initial step in a re $100 billion text five years. roposed reduc- iber of generals ils and cutting n outside con - from the cuts Where the defense budget could be trimmed Numerous government and nongovernment groups have conducted studies on how defense spending could be judiciously reduced. Some of the recommendations include: t The Defense Commissary Agency runs a grocery store at Naval Air Station Fort Worth. Star -Telegram archives Personnel benefits and services ■ Consolidate or sell military exchanges and make them self-support- ing. Savings: $200 million per year ■ Eliminate or sell base commissaries but increase cost -of -living allowance to military families. Savings: $900 million a year ■ Raise military retiree health coverage premi- ums. Savings: $6 billion a year Sizes of forces ■ Reduce U.S. nuclear arsenal to 1,000 war- heads deployed on 160 Minuteman missiles and seven nuclear submarines. Savings: $113.5 billion over 10 years ■ Cap peacetime U.S. military presence in Eu- rope at 35,000 troops and in Asia at 65,000. Sunday, August 15, 2010 Mitchell Schnurma I mschnurman@ star -telegram .com It's time to recalibrate pay for city employees In my opinion O It may no longer be feasible for local government work- ers to earn more than their private sector counterparts. Like much of the country, cities in North Texas are scrambling to balance their budgets. Dallas faces a $130 million shortfall. Fort Worth has a $73 million gap. Arlington is $10 mil- lion short. They're considering closing libraries and pools, slashing maintenance pro- grams and aid to the home- less and laying off workers. The moves may plug next year's hole, but they don't address the most vexing problem: Govern- ment employees, as a group, get higher salaries and richer benefits than their private -sector coun- terparts — and whacking those public expenses is a political nightmare. The disparity in pay is greatest among federal em- ployees. Their average compensation is twice as high as the private sectors, according to studies from the Cato Institute, a think tank dedicated to limited government. But state and local gov- ernment employees also earn more, largely because their benefits are worth al- most $6,000 extra per per - Schnurman Continued from 1D son. Traditional pensions, becoming rare in private business, remain a valu- able benefit for govern- ment workers and a ticking time bomb in many public budgets. Jkt a Friday retreat, Fort V.1orth officials discussed ways to cover the growing per7sion liability, and all the options are expensive. "We realize we're not in sync with the private sec- tor," Mayor Mike Moncrief said. "It's not acceptable or responsible to just kick this down the road:' Councilman Danny Scarth called for a broader assessment of the city's compensation. Fort Worth should benchmark its rates against other industries', not just those of Austin, San Antonio and Dallas, Because he worries that ci- 'y-to-city comparisons "tend to ratchet up" pay. He's on to something. According to Cato, state and local government workers earn 26 percent more than those in private industry in the region that includes Texas. The pre- mium is much larger in the Pacific region, which in- cludes strapped Califor- nia. Government workers there have the highest hourly rates, earning 59 percent more than the pri- vate sector. The pay advantage isn't equal across job catego- ries, says Chris Edwards, Cato's director of tax pol- icy studies. Managers and professionals make about the same in both work- places. But sales, office and service workers have a significant edge in the public sector. Pensions are four times more prevalent than in the corporate world, and they're twice as generous. The costs are often exacer- bated by favorable retire- ment formulas and work- ers who game the system by piling up overtime. Government often has better health insurance and more paid leave, too. And retiree healthcare coverage remains a staple m many government jobs. Most private employers dropped pensions and re- tiree healthcare years ago because the perks are un- sustainable. Companies can't add enough workers to handle the burden of an aging work force, so they switch to a pay-as-you-go 401(k) and get out of the healthcare business as much as possible. Painful as it may be for individuals and the econo- my, getting smaller and cheaper is often a matter of survival in business. But elected leaders don't gen- erally follow the private world template. They're For more than a quarter century, Baird has been a trusted financial partner to Texas families, businesses and individuals. In fact, our straightforward, transparent approach to wealth management has been so well received that we are opening a third office in the state to serve investors in the greater Fort Worth area. This new office is already home to many talented professionals: Jarrett Kovics, Branch Manager Craig Nicholson, Director Roger Metz, Director Paul Davis, Director Bill Knight, Senior Vice President Peter Philpott,'Vice President Paul Robinson, Vice President Kathy Breen, Administrative Office Manager Kimberly Gould, Client Relationship Assistant Susan Fink, Client Relationship Assistant especially reluctant to challenge police and fire- fighters, even if their com- pensation packages are among the most generous. Labor accounts for about half the spending in most cities' general funds, and collections from sales tax and property tax are falling. So Moncrief had it right last week when he said Fort Worth has to re- define local government. But the city staff pro- poses changes that would affect future workers only; they see a moral obliga- tion, not a legal one, in continuing programs that were in place when em- ployees joined the city. In a financial crisis, private companies get over such reservations quickly. For employees, working for government used to present a trade-off be- tween upside potential and job security. Government employees gave up a shot at big bonuses, stock op- tions and the kind of job switching that could boost pay by 30 percent;in ex- change, they rarely got laid off, and salaries rose slow- ly and steadily, with many workers accruing a rich re- tirement package. Business Opportunity Coin Op Laundry $33k/mo. (817) 229.7947 Coke/M&M vend rts 1001,fin Earn 2k/wk? FW avl. 800-367-2106 x1033 Fin Build huge mo. resid-ual. w/fastest grow-ing co. in North Tx 888-858-3537 817-366.4589 START YOUR OWN Business Funds/ Traning Avail low/no invest, build ma. residual income 866.623.5895 STORE CLOSING: Must sell all contents, Coolers etc. 817.367-0840 TRUCK STOP In Dallas, Waco, Ardmore, OK for sale contact Dan 281-681.3000 27 YEAR Old, profitable restaurant for sale best offer takes all egptment 6 furn. (817) 999.2874 Franchises BONUS BLDG CARE Commi Cleaning. Be your own boss 51000 down, training,_ guarantee,. con- About 30 years ago, public -sector employees started earning more than private workers. The gap narrowed in the late '90s during a booming job mar- ket. But the public -side pay gap resumed growing a decade ago and expanded through the recession, ac- cording to Edwards. Government workers in other states earn much more than in Texas be- cause public -sector unions are more wide- spread and powerful. Po- lice in Fort Worth, for ex- ample, have a right to "meet and confer" over contracts, but that isn't quite on par with a formal union negotiation. Still, it's tough for any elected official to push for deep cuts for police, fire- fighters or other city workers, because employ- ees are effective advocates. They can garner public support, sway the media and turn out voters. 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If market forces influ- enced leaders more than politics do, local govern- ments could cut pay and benefits and still have lots to sell: Their jobs are more stable, and the average workload is smaller, about 225 fewer hours per year. In 2009, private em- ployees were four times more likely to be laid off than federal workers, ac- cording to Cato, and gov- ernment employees are fired less often for poor performance. More evidence of the appeal of government work: Just one-third as many employees volun- tarily left public -sector jobs, according to federal statistics on turnover. "That suggests that state and local pay is high- er than needed to attract qualified workers," Ed- wards wrote. Situations vary by city, state and job, but changes are coming. The great re- set that rocked private in- dustry is knocking on gov- ernment's door. 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Register Sign In Help Make Y! Your Homepage Yahoo! Mail FINANCE Search Web Search HOME INVESTING NEWS & OPINION PERSONAL FINANCE MY PORTFOLIOS TECH TICKER streaming quotes:ON GET QUOTES Finance Search Fri, Aug 13, 2010, 9:33AM EDT - U.S. Markets close in 6hrs 27mins. Battle Looms Over Huge Costs of Public Pensions fIiBut rue" Share Email Print On Saturday August 7, 2010, 12:50 am EDT There's a class war coming to the world of government pensions. The haves are retirees who were once state or municipal workers. Their seemingly guaranteed and ever - escalating monthly pension benefits are breaking budgets nationwide. The have-nots are taxpayers who don't have generous pensions. Their 401(k)s or individual retirement accounts have taken a real beating in recent years and are not guaranteed. And soon, many of those people will be paying higher taxes or getting fewer state services as their states put more money aside to cover those pension checks. At stake is at least $1 trillion. That's trillion, with a "t," as in titanic and terrifying The figure comes from a study by the Pew Center on the States that came out in February. Pew estimated a $1 trillion gap as of fiscal 2008 between what states had promised workers in the way of retiree pension, health care and other benefits and the money they currently had to pay for it all. And some economists say that Pew is too conservative and the problem is two or three times as large. So a question of extraordinary financial, political, legal and moral complexity emerges, something that every one of us will be taking into town meetings and voting booths for years to come: Given how wrong past pension projections were, who should pay to fill the 13-figure financing gap? Consider what's going on in Colorado — and what is likely to unfold in other states and municipalities around the country. Earlier this year, in an act of rare political courage, a bipartisan coalition of state legislators passed a pension overhaul bill. Among other things, the bill reduced the raise that people who are already retired get in their pension checks each year. This sort of thing just isn't done. States have asked current workers to contribute more, tweaked the formula for future hires or banned them from the pension plan altogether. But this was apparently the first time that state legislators had forced current retirees to share the pain. Sharing the burden seems to be the obvious solution so we don't continue to kick the problem into the future. "We have to take this on, if there is any way of bringing fiscal sanity to our children," said former Gov. Richard Lamm of Colorado, a Democrat. "The New Deal is demographically obsolete. You can't fund the dream of the 1960s on the economy of 2010." But in Colorado, some retirees and those eligible to retire still want to live that dream. So they sued the state to keep all of the annual cost -of -living increases they thought they would be getting in perpetuity. The state's case turns, in part, on whether it is an "actuarial necessity" for the Legislature to make a change. To Meredith Williams, executive director of the Public Employees' Retirement Association, the state's pension fund, the answer is pretty simple. "If something didn't change, we would have run out of money in the foreseeable future," he said. "So no one would have been paid anything." Meanwhile, Gary R. Justus, a former teacher who is one of the lead plaintiffs in the case against the state, asks taxpayers in Colorado and elsewhere to consider an ethical question: Why is the state so quick to break its promises? After all, he and others like him served their neighbors dutifully for decades. And along the way, state employees made big decisions (and built lifelong financial plans) based on retiring with a full pension that was promised to them in a contract that they say has the force of the state and federal constitutions standing behind it. To them it is deferred compensation, and taking it away is akin to not paying a contractor for paving state highways. And actuarial necessity or not, Mr. Justus said he didn't believe he should be responsible for past pension underfunding and the foolish risks that pension managers made with his money long after he retired in 2003. 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Finance Page 2 of 4 The changes the Legislature made don't seem like much: there's currently a 2 percent cap in retirees' cost -of - living adjustment for their pension checks instead of the 3.5 percent raise that many of them received before. But Stephen Pincus, a lawyer for the retirees who have filed suit, estimates that the change will cost pensioners with 30 years of service an average of $165,000 each over the next 20 years. Mr. Justus, 62, who taught math for 29 years in the Denver public schools, says he thinks it could cost him half a million dollars if he lives another 30 years. He also notes that just about all state workers in Colorado do not (and cannot) pay into Social Security, so the pension is all retirees have to live on unless they have other savings. No one disputes these figures. Instead, they apologize. "All I can say is that I am sorry," said Brandon Shaffer, a Democrat, the president of the Colorado State Senate, who helped lead the bipartisan coalition that pushed through the changes. (He also had to break the news to his mom, a retired teacher.) "I am tremendously sympathetic. But as a steward of the public trust, this is what we had to do to preserve the retirement fund." Taxpayers, whose payments are also helping to restock Colorado's pension fund, may not be as sympathetic, though. The average retiree in the fund stopped working at the sprightly age of 58 and deposits a check for $2,883 each month. Many of them also got a 3.5 percent annual raise, no matter what inflation was, until the rules changed this year. Private sector retirees who want their own monthly $2,883 check for life, complete with inflation adjustments, would need an immediate fixed annuity if they don't have a pension. A 58-year-old male shopping for one from an A -rated insurance company would have to hand over a minimum of $860,000, according to Craig Hemke of Buyapension.com. A woman would need at least $928,000, because of her longer life expectancy. Who among aspiring retirees has a nest egg that size, let alone people with the same moderate earning history as many state employees? And who wants to pay to top off someone else's pile of money via increased income taxes or a radical decline in state services? If you find the argument of Colorado's retirees wanting, let your local legislator know that you don't want to be responsible for every last dollar necessary to cover pension guarantees gone horribly awry. After all, many government employee unions will be taking contrary positions and doing so rather loudly. If you work for a state or local government, start saving money outside of the pension plan if you haven't already, because that plan may not last for as long as you need it. And if you're a government retiree or getting close to the end of your career? Consider what it means to be a citizen in a community. And what it means to be civil instead of litigious, coming to the table and making a compromise before politicians shove it down your throat and you feel compelled to challenge them to a courthouse brawl. "We have to do what unions call givebacks," said Mr. Lamm, the former Colorado governor. "That's the only way to sanity. Any other alternative, therein lies dragons." Top Stories • Stocks Head for Flat Start After Retail, CPI Data - AP Retail sales post July gain as auto sales increase - AP Consumer prices rise in July -AP • German juggernaut propels euro zone GDP jump - Reuters 1,826 Comments Show: F,Newest First Post a Comment Comments 1 - 10 of 1826 First Prev Next Last Steven 1 minute ago I ReportAbuse All retirement plans must be self funded and you can't allow the company (especially if it's the government) to skip out of contributions just because the there is adequate funding at the time - you need to get their part of the plan paid in each week/month just like the workers do. The money needs to be maintained and managed apart for the company/government. If you operate in this manner, you pay retirement benefits based on available funds vice just blinding handing out promises... http://finance.yahoo. cominewsB attle-Looms-Over-Huge-Costs-nytimes-252868470.html?... 8/ 13 /2010 Battle Looms Over Huge Costs of Public Pensions - Yahoo! Finance Page 3 of 4 Reply Tommy 2 minutes ago I Report Abuse 0 0 What bothers me is somesays, "the man only worked for 29 year and expects to receive his pension for 30". That is the typical generation "X" thought process. You have no idea of what commitment is. Looking for the quick nickel instead of the slow dollar. 29 years is a very long time and most government pensions only pay you 50% of what you were earning before you retired. Retired in this day and age does not mean living the life of propertity and not working. All the retirees I know still work full time jobs to supplement their income. If you want to complain about something read any bill that is passed and take notice of all the "pork" that is attached and has nothing to do with the subject matter of the bill. I myself served for over 20 years in the military and I know I earned mine. Bought and paid for with my taxes, blood, sweat, and tears. The $576,000 1 may receive over the next 30 years if I live that long doesn't even begin to pay for what I left behind. Reply Guy Incognito 2 minutes ago I Report Abuse 0 0 What's a pension? Never heard of it. Reply A Yahoo! User 2 minutes ago I Report Abuse 0 0 i am a retired union carpentar and i have no cost of living incease. because the cost of living increase our taxes will never go Down. I had forty years in the union and benifits were paid by the union. this year they are taking money out of fixed pension very month. When i sat down in 2005 to retire at a fixed dollar amount no one said that they were going to start taking out of my fixed pensionmoney for health care . what about all the years we took a cut in pay raise and put the money into benefits. If you are going take it away how about giving me something in return. Maybe some tax cut or deduction? Reply The Airplane Graveyard 3 minutes ago I Report Abuse 1 0 The article suggests that we should be paying this guy because "he faithfully served his community for 29 years.......... when the reality was that he was getting PAID for all of those 29 years... it's not like he was working pro bono or was Jesus or some @#$%. 1 mean, I understand that he and they need a retirement fund... but pensions are way inflated and pensioners are GREEDY as hell when people try to mess with them In the words of Jim Morrison: "I just want to get my kicks before the @#$%house all goes up in flames".... truth is... government dosn't care about future generations because they want what is here and now... which is basically greed... Le... luxury lifestyles. Replies (1) Fluffy 3 minutes ago I Report Abuse 0 0 Cai< what does your sex life have to do with my retirement are the subject in question? And, 36 aint old .... you'll see when you get there. Reply JDAM 4 minutes ago I Report Abuse Bush replaced numerous civil service positions with contractors for this very reason. A contractor can be cut for any legitimate reason. A contractor does not receive a government pension. THINGS TO DO YAHOO! Read Our Blog FINANCE Finance on Your Phone WORLDWIDE Check Home Values Argentina Find a New Car • Search Jobs Across the Web Australia Brazil Canada China Chinese France French Canada Germany Hong Kong India Italy Japan Korea Mexico New Zealand Singapore Spain Spanish Taiwan copyright©2010 Yahoo! Inc. All UK & Ireland USA rights reserved. I CopyrighVIPPolicy I Terms of Service I Help I Send Feedback I Yahoo! News Network NOTICE: We collect personal information on this site. To learn more about howwe use your information, see our Privacy Policy I About Our Ads Quotes delayed, except where indicated otherwise. Delay times are 15 mins for NASDAQ, NYSE and Amex. See also delay times for other exchanges. Quotes and other information supplied by independent providers identified on the Yahoo! Finance partner page.Quotes are updated automatically, but will be turned off after 25 minutes of inactivity. Quotes are delayed at least 15 minutes. All information provided "as is" for informational purposes only, not intended for trading purposes or advice. Neither Yahoo! nor any of independent providers is liable for any informational errors, incompleteness, or delays, or for any actions taken in reliance on information contained herein. By accessing the Yahoo! site, you agree not to redistribute the information found therein. http://flnance.yahoo.cominewsIBattle-Looms-Over-Huge-Costs-nytimes-252868470.html?... 8/ 13/2010 Battle Looms Over Huge Costs of Public Pensions - Yahoo! Finance Page 4 of 4 Obama wants to replace the contractors with civil service positions. A civil servant that performs poorly is difficult to dismiss. If his job is eliminated the civil servant must be offered a new position and if relocation is required the government must pay. Reply Just Say Yes 4 minutes ago I Report Abuse 0 0 Hey cowboy, I'll bet you don't pay much in the way of taxes. What the people are looking for is some sense of reason and fairness. Why should workers in the public sector get benefits that far exceeds those of the ones in the private sector who are paying the bill to fund these public pension plans. So lay off the mightier than thou attitude you liberal twit and use some common sense. Better yet, if you want to help fund these outrageous plans, I'm sure the gov't wouldn't mind it at all if you sent them an extra check to help out. No one is stopping you. Just don't expect every other hard working person to so readily give up their hard earned dollars to pay for someone else's pension that is much higher than their own. Reply A Yahoo! User 4 minutes ago I Report Abuse Let these old people die! It's not our fault they're counting on what they were promised. Reply John 6 minutes ago I Report Abuse 0 All of you that are bashing public sector workers and unions I'll put this question to you. Do you believe in free market capitalism? If you do then I will point out two of the basic pillars of it's philosophy. Maximum return for minimum investment! Legally enforced contracts! Government and union workers are investing their labor for maximum return and have as much right as you or any other worker to do so. They have negotiated legally binding contracts to enforce the return on their investment which in this case is their retirement and pension schemes. If you don't like the capitalist system then please vote for a socialist candidate at the next election Quit your @#$%ing! This is your World we're all living in and the game they are playing is yours so welcome to it. Reply Comments 1 - 10 of 1826 First Prev Next Last Post a Comment Sign in to post a comment, or Sign up for a free account. YAHOO! FINANCE ALSO ON YAHOO! • Banking & Budgeting Insurance Autos Hot Jobs News • Calculators Market Stats Finance Mail Shopping • Currency Message Boards Flickr Maps Sports • ETFs Mobile Games Movies Travel • Experts Personal Finance Groups Music TV • Investing What's New Health My Yahoo! Video » All Y! Services http://finance.yahoo. cominewsBattle-Looms-Over-Huge-Co sts-nytimes-252868470.html?... 8/ 13 /2010 Richardson council has shift in thinking on car allowances I News for Dallas, Texas I Dall... Page 1 of 2 Comments 1 I Recommend = 0 Richardson council has shift in thinking on car allowances 12:00 AM CDT on Monday, August 16, 2010 By IAN McCANN / The Dallas Morning News imccann(&dallasnews.com Richardson is eliminating car allowances for many city employees, instead increasing their salaries by an equal amount. City Manager Bill Keffler's decision reverses a decades -old policy that treated car allowances as extra compensation. Allowances will now be limited to those who require automobile use for their jobs. "If it's salary, let's call it salary," he told the City Council last week. "If it's car allowance, let's call it car allowance." Allowances will still go to 81 employees, largely field workers, such as code enforcement officers. Those seeing the compensation shift to salary largely hold administrative jobs, such as department directors and assistant directors. Richardson has spent about $840,000 a year on car allowances. About $339,000 will be shifted to salaries for 57 employees who will no longer receive the allowance. Allowance amounts currently range from about $3,000 a year to nearly $9,000. In addition, the city leases a vehicle for Keffler, and some residents have questioned his occasional use of another city vehicle. The change in policy will save Richardson no money, but Keffler said he wanted to make compensation more transparent. Council member Steve Mitchell said he was happy with the policy change. "We have to evaluate these kinds of programs on yearly basis," Mitchell said. "When you look at the shifting of calling it a car allowance or salary, it's calling what it is." Council member John Murphy said the city was probably wrong to have implemented the previous policy decades ago. He would also like Keffler to assess whether, at the very least, shared city vehicles should be used for some field work to make clear to the public that somebody who drives a city -bought vehicle is a city employee on official business. Car allowances are also coming under question in Plano, which spends about $623,000 a year on them. Council member Lissa Smith has asked City Manager Tom Muehlenbeck to review how the http://www.dallasnews.comisharedcontent/dws/newsllocalnews/storiesIDN-richcars_ l 6me... 8/ 16/2010 Richardson council has shift in thinking on car allowances I News for Dallas, Texas I Dall... Page 2 of 2 city sets allowances. She also questioned whether Plano should instead reimburse employees for mileage rather than issue a flat monthly stipend. "When citizens look at the levels, we need to be able to explain to them why they're at the levels they are," Smith said at a meeting last week. Muehlenbeck and Keffler say that paying car allowances is cheaper than buying a full city fleet, and using mileage reimbursement would bring administrative costs. Also, examinations of actual miles driven find that the stipend amounts are close to what employees would be reimbursed. "There's very substantial cost," Muehlenbeck said. "The employees in most cases are saving us money." http://www.dallasnews.comlsharedcontentldwslnewsllocalnews/stories/DN-richcars_ l 6me... 8/16/2010 #TOP Page 1 of 3 MMoneycom Surgery and sightseeing on your boss' dime By Parija Kavilanz, senior writer August 11, 2010: 1:00 PM ET NEW YORK (CNNMoney.com) -- Tina Follett and her husband Patrick are in Panama on a two -week all -expenses paid trip. But Tina isn't on vacation. She's there to get surgery. The Folletts are among a growing number of Americans whose company health plans now include a medical travel option. Tina Follett, 50, just underwent a complete hysterectomy at the Punta Pacifica hospital in Panama City. "It's been a phenomenal experience, almost like a hotel, and it has cost us absolutely nothing," she said. Patrick Follett, a manager with Calif. -based Bear Mountain Resort, said his company introduced medical travel about two year ago. The same surgery done in the U.S. could have cost the company about $50,000, with $10,000 out of pocket for the Folletts. In Panama, that procedure cost half of that. "We did have an appointment for surgery in the states. But we took a hard look at the travel option and it was too attractive for us to turn down," he said All paid by the company: Desperate to bring down health care costs, some companies will even pay workers a percentage of savings from overseas treatment and waive co -pays and deductibles. Despite these perks, medical travel has risks. The biggest being: How do malpractice and liability apply to you abroad? "Travel surgeries" catching on. Post health reform, experts say travel surgery has taken hold, especially among smaller companies struggling to implement mandated Advertisement Some things you've just got to see. SEE IT HERE M.com Print Powered By of Dynamics http://money.cnn.com/2010/08/11/news/companies/health_care_medical_travel/index.htm 8/16/2010 #TOP Page 2 of 3 MMoneycom provisions in the law. Companies are urgently looking for ways to trim health plan expenses, said Dr. Arnold Milstein, chief physician with benefits consulting firm Mercer's Health & Benefits Group. He says they recognize that travel surgery is an opportunity to save money on expensive procedures like knee and hip replacements, hysterectomies and open heart surgeries. Sending employees to India can lower surgical costs on average by 80%. "In the U. K., prices are about 25% less even after you take into account airfare and hotel ," Milstein said. "Companies are saying, 'why not provide incentives to workers to go abroad for elective surgeries?"' California -based medical travel facilitator PlanetHospital has specialized in overseas health care since 2002. But it's only over the last year that it has seen a jump in interest from companies, said co-founder and CEO Rudy Rupak. In 2009, PlanetHospital added eight self - funded companies as clients. Among them: Bear Mountain Resorts and North Pacific Seafoods. In 2011, Rupak expects that number to hit 50. His most recent client is Wells Fargo Insurance Services. Of the 21 countries in its network, Rupak's top recommendations include Australia, Singapore, South Korea, Panama, Costa Rica and Mexico. Besides having hospitals with international accreditation, Rupak said these countries also have a less onerous visa process with minimum savings to employers of at least 50%. "After the employee picks the country, we send a list of surgeons. You choose the surgeon based on background, education and patient testimonials," said Rupak. Columbia, S.C.-based medical travel operator Companion Global Healthcare is also enjoying a sharp rise in its corporate client base, said president David Boucher. "Two years ago we had three customers. Today we have 253 employers in 21 states as our clients," he said. Not just for the little guy. Larger companies are slowly warming up to travel surgeries, said Tony Lee, president of Dickerson Employee Benefits. A year ago, his company had no corporate Advertisement Some things you'Ve just got tO see. 19 SEE. IT HERE 1com Print Powered By :1 Dynamics http://money.cnn.com/2010/08/11/news/companies/health_care_medical_travel/index.htm 8/16/2010 #TOP Page 3 of 3 MMoneycom client interest. Today, his company has 50 clients. Retailer American Apparel (APP), which has about 3,000 employees on its health plans, is considering medical travel said Lee, who is preparing for an upcoming meeting with Disney (DIS, Fortune 500). Still, Lee said medical liability is preventing medical travel from going mainstream. "For my large corporate clients, this is the biggest hurdle," he said. "In case of a complication, where does liability reside?" Experts said most employers who offer medical travel do not provide malpractice insurance to employees although consumers can buy it on their own. Large companies are coming around though, said Milstein. "They're dipping their toes in. Instead of looking for international destinations, companies are taking that same idea and applying it domestically." One example - home improvement chain Lowe's (LOW, Fortune 500) recently launched a program with Cleveland Clinic that allows employees to travel to the medical center for complex surgeries with all medical and travel expenses covered. The upside for Lowe's is that it negotiated favorable, fixed rates for select surgeries. Not for everyone. Tina and Patrick Follett grappled with their decision for about a week. But in the end, cost wasn't the only deciding factor. "With the hospital back at home, I felt like a number," she said. "Here I felt like they cared." Still, she had moments of doubt about Panama. "It's a foreign country, a foreign culture. Deciding to do this is not for the faint of heart." "You have to be adventurous and confident in yourself," she said. 'It's certainly not for everybody." a ment Some things you've just got to see. SEE IT HERE cam Print Powered By I Dynamics http://money.cnn.com/2010/08/11/news/companies/health—care—medical—travel/index.htm 8/16/2010 T H E E C I T Y O F LEM MEMORANDUM TO: Mayor Saleh and City Council Members FROM: Susan Crim DATE: July 30, 2010 SUBJECT: Budget Worksession Enclosed is a map with directions to Star Brand Ranch where we will hold our budget worksession. They close the gate at the main entrance, so when you arrive you will need to use the code * 2468 for entry. (Note: that is .... star two -four -six -eight.) Your room number determines the telephone number at which you can be reached while we are there. The main number has a recording on it after hours that will allow the person calling to dial directly to your room. The telephone number is 1-972-932-2714, and then dial the extension below. Even though it is a 972 prefix, you must dial a "1" from an 817 number because it is outside the metroplex. Room No. Telephone Extension Mayor Saleh 20 420 Council Member Stinneford 17 417 Council Member Hogg 02 402 Mayor Pro Tern Martin 01 401 Council Member Mickan 19 419 Council Member Porterfield 18 418 Council Member Bynum 16 416 Gary McKamie 11 411 Loretta Getchell 13 413 Vicki Rodriquez 14 414 Susan Crim 12 412 cc: Gary McKamie Loretta Getchell Vicki Rodriquez From DFW Airport Take the South exit to 183 South whirl into 35E and proceed south. Follow 414 (Houston) signs; just south of downtown take Highway 175 Kaufman for approximately 25 miles, exit at FM 2578 - STAY ON THE SERVICE ROAD (see insert below. Turn right at Star Brand Drive. Follow the logo signs, veering right around our office/windmill to HECK -IN located in the Mimi Room. From Dove Field Airport approximately 16 miles, exit at FM 2578 - STAY i feeds ON THE SERVICE ROAD (see insert below) . Turn South right at Star Brand Drive. Follow the logo signs, Dallas, veering right around our office/windmill to CHECK -IN located in the Mimi Room. Star Brand Ranch EXCCUTI V6 9 G I R C A T Take Mockingbird Lane right (west) to 35E and proceed south. Follow 45 South (Houston) signs; Just south of downtown Dallas, take Highway 175 Kaufman ,for approximately 25 miles, exit at FM 2578 - STAY ON THE SERVICE ROAD (see insert below). Turn right at Star Brand Drive. Follow the logo signs, veering right around our office/windmill to CHECK -IN located in the Mimi Room. From. North Dallas, Plano, or Richardson Take LBJ 635 East to Highway 175 Kaufman for From Dallas North Tollway Take Tollway south to 35E and proceed south. Follow 45 South (Houston) signs; ust south of downtown Dallas, tZ Highway 175 Kaufman for approximately 25 miles, exit at FM 2578 - STAY ON THE SERVICE ROAD (see insert below), Turn right at Star Brand Drive. Follow the logo signs, veering right around our office/windmill to CHECK -IN located in the Mimi Room. From Fort Worth Take 20 East to Highway 175 Kaufman for approximately 16 miles, exit at FM 2578 - STAY ON THE SERVICE ROAD (see insert below), Turn right at Star Brand Drive. Follow the logo signs, veering right around our office/windmill to CHECK -IN located in the Mimi Room. R 0. Box 1077 • •Kaufman, Texas 75142 - 972.932.2714 • Fax 972.932.7606 infoc�,starbrandranch.com - www.starbrandranch.com T H E C I T Y O F EULESS Office of the City Manager MEMORANDUM TO: Mayor and Council FROM: Gary McKamie, City Manager DATE: July 30, 2010 SUBJECT: Budget Attached, please find the preliminary budget and CIP books for FY2010 — 2011. As I have discussed with you, it is a very different budget than what we had projected recently. We are quite confident that it meets the demand of our city during this time of continued financial constraints. While it does project some recovery in revenues, it is a conservative projection. We have worked quite hard to prepare this budget with the needs of the Euless citizens in the forefront of our mind. We found the June Town Hall meeting to be especially helpful in providing us insight into what our residents wanted. There are no notable reductions in service in this budget. We clearly heard our citizens' state that while there may be willingness to accept service reductions, they are quite happy with our current service levels. It should clearly be noted that the budget does not provide funding for Arbor Daze in 2011. That is based partly upon financial considerations, but more importantly the fact that Arbor Daze 2011 would fall on Easter weekend. As you prepare for the session and study the material provided, please pay particular attention to the material in Tab 1. The balance of the book has a wealth of back up information but the first tab contains the most pertinent and succinct information. Please call me or Loretta if you have any questions any time. Please remember that we plan to begin our work session at 10:00 AM. We'll see you there. 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 • Metro 817/267-4403 9 Fax 817/685-1416 www.ci.euless.tx.us BUDGET WORKSESSION August 6 - 8, 2010 Star Brand Ranch Friday August 6, 2010 10:00 AM Welcome 10:15 AM Budget Introduction 10:17 AM Budget Presentation Noon Break — Lunch 1:00 PM Budget CIP Discussion 6:00 PM Social Time 6:45 PM Dinner Saturday August 7, 2010 Mayor Saleh Gary McKamie Loretta Getchell Loretta Getchell/Vicki Rodriguez Loretta Getchell/Gary McKamie 7:30 AM Breakfast 8:30 AM Budget Wrap-up (if needed) Discussion Topics Baze Road and West Ash Lane Projects Development and Economic Development Chris Barker and Mike Collins to join us at 10:00 AM Noon Break — Lunch 1:00 PM Continue discussion topics 6:00 PM Social Time 6:45 PM Dinner Sunday August 8, 2010 7:30 AM Breakfast 8:30 AM Final Discussion Topics Calendaring Susan Crim Budget Work Session Date 2011 Mayor and Council Discussion