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Home My WebLink AboutCity of Euless Annual Operating Budgetift � . a T H E C I T Y O F City of Euless, Texas Fiscal Year 2019-2020 Budget Cover Page September 10, 2019 This budget will raise more revenue from property taxes than last year's budget by an amount of $900,888, which is a 4.64 percent increase from last year's budget. The property tax revenue to be raised from new property added to the tax roll this year is $961,908. The members of the governing body voted on the budget as follows: FOR: Linda Martin, Mayor Tim Stinneford, Place 1 Jeremy Tompkins, Mayor Pro Tem, Place 2 Eddie Price, Place 3 Perry Bynum, Place 4 Harry Zimmer, Place 5 Salman Bhojani, Place 6 AGAINST: PRESENT and not voting: ABSENT: Property Tax Rate Comparison Property Tax Rate: Effective Tax Rate: Effective Maintenance & Operations Tax Rate Rollback Tax Rate: Debt Rate: 2019-2020 $0.462500/100 $0.443182/100 $0.353685/100 $0.471360/100 $0.084526/100 2018-2019 $0.462500/100 $0.434906/100 $0.340309/100 $0.463482/100 $0.090790/100 Total debt obligation for City of Euless, Texas secured by property taxes: $7318121422 H E C I T Y 0 EULESS CITY OF EULESS FISCAL YEAR 2019-2020 Council Members LINDA MARTIN, MAYOR Tim Stinneford, Place One Jeremy Tompkins, Mayor Pro Tem, Place Two Eddie Price, Place Three Perry Bynum, Place Four Harry Zimmer, Place Five Salman Bhojani, Place Six Loretta. Getchell, City Manager Bob Freeman, Deputy City Manager Chris Barker, Assistant City Manager GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Euless Texas For the Fiscal Year Beginning October 1, 2018 P- Executive Director The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Euless, Texas for its annual budget for the fiscal year beginning October 1, 2018. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operational guide, and as a communication device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 2019 Is ' 1 Animal Shelter Advisory Board (2) Dr. Susan Read Krissa Blundell Council Member Eddie Price Civil Service Commission (3) Carla Shields John Deithloff Bobby Baker Crime Control & Prevention District (3) Ron Shields Rusty Brown Mike Pruitt Council Member Eddie Price Council Member Harry Zimmer Council Member Perry Bynum Mayor Pro Tern Jeremy Tompkins Euless Development Corporation (3) Sonja Adams Jason Turner Carmen Deithloff Mayor Linda Martin Council Member Tim Stinneford Mayor Pro Tern Jeremy Tompkins Council Member Eddie Price Historical Preservation Committee (36) Gary Barnhill Doris Brown Alford Browning Dan Burger Michele Burger Bill Byers Joe Cannon Weldon Cannon Barbara Collier Iris Elliot Susan Ellis Gary Fieldsend James Fuller Bill Golden Mary Hunt Kathey Knecht Norma Lively Marilyn Long Don Martin David Massey Veva Lou Massey Suzy McCormick Anniece McKanna Robert Nail Gary Parker Helen Payton Lindalyn Pool Mary Lib Saleh Corey Stack Faye Stinneford Jeffrey Taylor Peggy Vandiver Helen Voss Glenn Walker Andy Weinzapfel Mavy T. Wright Library Board (6) Allan Gibbs Jim Hamilton Mike McGehee Christopher McAllister Barney Snitz Leslie Kane Parks and Leisure Services Board (8) Jason Reyes John Raab Randy Jones Steve Doty Roger Sickler Magen Brown Isha Sharma, Alt. 1 Kay Seger, Alt. 2 COMMISSIONS Planning and Zoning Commission (7) Eric Owens Curtis Brown LuAnn Portugal Richard McNeese Ronald Dunckel Steve Ellis Warren Wilson Tax Increment Reinvestment Zone #3 (3) Rebecca Barksdale — Tarrant Cty Prcnt 3 Administrator Scott Rule — Vice President, JPS Health Network Mark McClendon — Staff Liaison, TCC District Mayor Linda Martin Council Member Salman Bhojani Council Member Tim Stinneford Council Member Eddie Price Tax Increment Reinvestment Zone #4 (3) Rebecca Barksdale — Tarrant Cty Prcnt 3 Administrator Scott Rule — Vice President, JPS Health Network Mark McClendon — Staff Liaison, TCC District Mayor Linda Martin Council Member Salman Bhojani Council Member Tim Stinneford Council Member Eddie Price Zoning Board of Adjustment (7) Steven Elliott Clarence Moore Ron Young Ruby Anne Crites Charles Cinquemani David Brown, Alt. 1 Carol Dufinetz, Alt. 2 HEB Teen Court Advisory Board (4) Robin Edwards Renu Sloan Moses Vakalahi, Alt. 1 Diana Howard, Alt. 2 Liaison - Council Member Eddie Price Other Appointments CITY HEALTH AUTHORITY (1) Robert Tafel, M.D. NORTH CENTRAL TEXAS COUNCIL OF GOVERNMENTS (NCTCOG) Mayor Linda Martin HURST EULESS BEDFORD ISD LIAISON Mayor Pro Tern Jeremy Tompkins GRAPEVINE/COLLEYVILLE ISD LIAISON Council Member Harry Zimmer HURST-EULESS-BEDFORD ECONOMIC DEVELOPMENT FOUNDATION Mayor Linda Martin, Liaison 83 CITIZEN BOARD MEMBERS *As of December 10, 2019 TABLE OF CONTENTS FY2019-2020 OPERATING BUDGET TITLE COVERPAGE TAX BUDGET COVER CITY OFFICIALS BUDGET AWARD BOARDS AND COMMISSIONS TABLE OF CONTENTS BUDGET MESSAGE COMBINED SUMMARY OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE BUDGET LETTER OF TRANSMITTAL FOR PROPOSED BUDGET EXECUTIVE SUMMARIES FUND BALANCE SUMMARIES WHERE DOES THE MONEY COME FROM? WHERE DOES THE MONEY GO? GENERAL FUND REVENUES [ ATAI:7121107 I ►9_11RU City Manager's message highlighting major accomplishments i-xvi Consolidated statement of revenues, expenditures and changes xvii-xviii in fund balance for all funds with appropriations with comparison to prior year Summary of operating and capital funds Listing of all operational funds, with pie charts illustrating proportion of each to the total income Listing of all operational funds, with pie charts illustrating proportion of each to the total expenditures Listing of revenue sources, with pie chart showing proportion of each to total revenues TAX RATE SCENARIOS GENERAL FUND EXPENDITURES Details of departmental expenditures plus pie chart WATER & WASTEWATER REVENUES Details and pie chart showing sources of revenues in the water & wastewater fund WATER & WASTEWATER EXPENDITURES Details and pie chart showing expenditures in this fund ALL OTHER ENTERPRISE OPERATING FUNDS Summary of budgets for other enterprise funds, revenues and expenditures SPECIAL REVENUE OPERATING FUNDS Summary of budgets for special revenue, revenues and expenditures INTERNAL SERVICE OPERATING FUNDS Summary of budgets for internal service funds, revenues and expenditures DEBT SERVICE OPERATING FUNDS Summary of budgets for debt service funds, revenues and expenditures PERSONNEL COUNTS Personnel statistics by departments and funds BOND INDEBTEDNESS Summary of Outstanding Bond Indebtedness and Proposed Bond Indebtedness SECTION 1 1-7 8-10 11-16 17 18 19 20 21 22 23 24 25-26 27 28 29 30 CAPITAL & SUPPLEMENTAL EXPENSES & Detail of Capital & Supplemental items requested 31-33 FUNDING REQUIRED DISCLOSURE Local Government Code 140.0045 34 SUPPLEMENTARY DATA SECTION 11 INTRODUCTION WELCOME A look at the City of Euless - brief physical description of the 35-38 area MISSION STATEMENT 39 GOALS & OBJECTIVES 40 FISCAL YEAR 2019-2020 GOALS MATRIX 41 ACCOMPLISHMENTS Highlights of accomplishments for FY2019 42-44 RESIDENTIAL MONTHLY SERVICE Summary of utility charges, and key fiscal points 45 CHARGES/KEY FISCAL POINTS ORGANIZATIONAL CHART 46 BUDGET PROCESS Excerpts from City ordinance outlining major guidelines and 47-49 chronology BUDGET SCHEDULE 50 EXCERPTS FROM CITY CHARTER Reproduction of portions of City of Euless charter pertaining to 51-52 finance FISCAL POLICIES Fiscal policies adopted by City council applicable to all funds 53-59 GENERAL FUND 60 GENERAL FUND SUMMARY 61 GENERAL FUND REVENUES Listing of revenue sources, with pie chart showing proportion 62 of each to total revenues GENERAL FUND REVENUE ASSUMPTIONS Assumptions utilized for FY2020 budget 63 GENERAL FUND MULTI -YEAR ANALYSIS General fund five-year analysis 64 PROPERTY TAXES Detail of property tax revenue and history of tax rate 65 distribution GENERAL FUND EXPENDITURES Details of departmental expenditures plus pie chart 66 CITY ADMINISTRATION All summaries include expenditure history, department goals, 67-68 program highlights and major budgetary and operational trends, in addition to actual budget amounts FINANCE DEPARTMENT 69-70 MUNICIPAL COURT 71-72 POLICE DEPARTMENT 73-74 FIRE DEPARTMENT 75-76 ADMINISTRATIVE SERVICES DEPARTMENT 77-78 PLANNING & DEVELOPMENT DEPARTMENT 79-80 PARKS & COMMUNITY SERVICES 81-82 DEPARTMENT PUBLIC WORKS DEPARTMENT 83-84 NON -DEPARTMENTAL 85-86 ENTERPRISE FUNDS 88 ENTERPRISE FUND SUMMARY 89 WATER & WASTEWATER REVENUES Details and pie chart showing sources of revenues in the water 90 & wastewater fund WATER & WASTEWATER REVENUE Assumptions utilized for FY2020 budget 91 ASSUMPTIONS WATER & WASTEWATER EXPENDITURES Details and pie chart showing expenditures in this fund 92 FINANCE DEPARTMENT All summaries include expenditure history, fund or department 93-94 goals, program highlights and major budgetary and operational trends, in addition to actual budget amounts PUBLIC WORKS DEPARTMENT 95-96 NON -DEPARTMENTAL 98 SERVICE CENTER FUND 99-100 DRAINAGE/STORM WATER UTILITY FUND 101-102 RECREATION CLASS FUND 103-104 ARBOR DAZE FUND 106 TEXAS STAR GOLF COURSE FUND 107-108 TEXAS STAR SPORTS COMPLEX FUND 109-110 SPECIAL REVENUE FUNDS 112 SPECIAL REVENUE FUNDS SUMMARY 113 HOTEL OCCUPANCY TAX FUND All summaries include expenditure history, fund goals, program 114 highlights and major budgetary and operational trends, in addition to actual budget amounts EULESS DEVELOPMENT CORPORATION 115-116 FUND CRIME CONTROL AND PREVENTION 117-118 DISTRICT FUND CAR RENTAL TAX FUND 119 PUBLIC SAFETY SPECIAL REVENUE FUNDS 120 TIRZ & PID FUNDS 122 OTHER SPECIAL REVENUE FUNDS 123-124 INTERNAL SERVICE FUNDS 126 INTERNAL SERVICE FUND SUMMARY 127 VEHICLE/EQUIPMENT REPLACEMENT FUND 128 INSURANCE/BENEFITS FUND 129-130 RISK / WORKERS COMPENSATION 131-132 MANAGEMENT FUND CAPITAL IMPROVEMENTS 134 CAPITAL PROJECTS FUND SUMMARY 135 CAPITAL IMPROVEMENTS PROGRAM Definitions and descriptions 136 CAPITAL IMPROVEMENT PROGRAM POLICY Statement of purpose, scope, responsibility and types of plans, 137-139 guidelines for classifying projects, definitions and procedures for capital improvement projects CAPITAL IMPROVEMENT PROGRAM Brief description of the capital improvement program 141 FUND BALANCE SUMMARY Summary of capital improvement funds 142-144 PROPOSED & UNFUNDED — SORTED BY Summary of proposed projects with estimated costs and 145-146 TYPE proposed method of financing SUMMARY OF FUNDED PROJECTS Summary of appropriations and amendments, extensions, and 147-148 estimated project costs upon completion DEBT 150 DEBT FUNDS SUMMARY 151 RESERVE FUNDS SUMMARY 152 INTRODUCTION TO DEBT 153-154 ANNUAL DEBT SERVICE Graph summarizing total annual debt service requirements 155 TOTAL GENERAL OBLIGATION DEBT Graph summarizing the general obligation 156 COMPOSITION OF DEBT SERVICE TAX -SUPPORTED GENERAL OBLIGATION 157 DEBT COMPOSITION OF DEBT SERVICE GENERAL OBLIGATION REFUNDING BONDS, Debt service schedules 158 SERIES 2011 GENERAL OBLIGATION REFUNDING BONDS, Debt service schedules 159 SERIES 2012 GENERAL OBLIGATION REFUNDING BONDS, Debt service schedules 160 SERIES 2014 TAX & WATERWORKS & SEWER SYSTEM Debt service schedules 161 (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2018 AXON ENTERPRISE, INC LEASE Debt service schedules 162 TAX & WATERWORKS & SEWER SYSTEM Debt service schedules 164 (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2019 TIRZ/PID-SUPPORTED GENERAL Debt service schedules 165 OBLIGATION DEBT COMPOSITION OF DEBT SERVICE TAX & WATERWORKS & SEWER SYSTEM Debt service schedules 166 (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2011 TAX & WATERWORKS & SEWER SYSTEM Debt service schedules 167 (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2011 (GLADE PARKS) TAX & WATERWORKS & SEWER SYSTEM Debt service schedules 168 (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2014 (GLADE PARKS) TAX & WATERWORKS & SEWER SYSTEM Debt service schedules 169 (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2015 (GLADE PARKS PHASE 3) TAX & WATERWORKS & SEWER SYSTEM Debt service schedules 170 (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2016 (MIDTOWN DEVELOPMENT) TAXABLE (SELF SUPPORTING) G. 0. DEBT Graph summarizing debt service requirements COMPOSITION OF DEBT SERVICE TAXABLE GENERAL OBLIGATION Debt service schedules REFUNDING BONDS, SERIES 2010 GOLF G.O. REFUNDING DEBT Graph summarizing debt service requirements COMPOSITION OF DEBT SERVICE GENERAL OBLIGATION REFUNDING BONDS, Debt service schedules SERIES 2012A-GOLF WATER & WASTEWATER REVENUE DEBT Graph summarizing debt service requirements COMPOSITION OF DEBT SERVICE WATERWORKS AND SEWER SYSTEM Debt service schedules REVENUE REFUNDING BONDS, SERIES 2012 WATERWORKS AND SEWER SYSTEM Debt service schedules REVENUE BONDS, SERIES 2013 WATERWORKS AND SEWER SYSTEM Debt service schedules REVENUE BONDS, SERIES 2015A (METERS) WATERWORKS AND SEWER SYSTEM Debt service schedules REVENUE BONDS, SERIES 2015B (RECLAIMED WATER SYSTEM) WATERWORKS AND SEWER SYSTEM Debt service schedules REVENUE BONDS, SERIES 2018 WATERWORKS AND SEWER SYSTEM Debt service schedules REVENUE BONDS, SERIES 2019 SALES TAX REVENUE BOND DEBT Graph summarizing debt service requirements COMPOSITION OF DEBT SERVICE EULESS DEVELOPMENT CORPORATION, Debt service schedules SALES TAX REVENUE BONDS, SERIES 2018 APPENDICES APPENDIX A Human Resources PERSONNEL COUNTS BY DIVISION Full-time personnel counts by department and division PERSONNEL COUNTS BY FUND Personnel counts by fund APPENDIX B Financial Terminology BASIS OF ACCOUNTING AND BUDGETING FUND RELATIONSHIPS FUND STRUCTURE GLOSSARY OF TERMS APPENDIX C BUDGET ORDINANCE TAX RATE ORDINANCE TAX ROLL ORDINANCE APPENDIX D MULTI -YEAR FINANCIAL PLAN GENERAL FUND EXECUTIVE SUMMARY Brief description of funds, their purpose and relationship to otherfunds Graphical representation of City funds Ordinances Ordinance No. 2228 Ordinance No. 2229 Ordinance No. 2230 Multi -Year Financial Plan Brief description of assumptions and procedures used in the multi -year financial plan Highlights assumptions made in the 5-year general fund operating plan 171 172 173 174 175 176 177 178 179 180 182 183 184 186 188 189 190 192 194 195-196 197 198-203 204 205-209 210-213 214-215 216 217-220 221 GENERAL FUND Five-year financial plan 222 GENERAL FUND REVENUE ASSUMPTIONS Assumptions utilized for 5-year financial plan 223 GENERAL OBLIGATION DEBT SERVICE Five-year financial plan 224 EDC HALF CENT SALES TAX FUND Five-year financial plan 225 EDC HALF CENT SALES TAX DEBT SERVICE Five-year financial plan 226 AND DEBT RESERVE FUNDS CRIME CONTROL & PREVENTION DISTRICT Five-year financial plan 227 FUND CAR RENTAL TAX FUND Five-year financial plan 228 WATER & WASTEWATER EXECUTIVE Highlights assumptions made in the 5-year water & wastewater 229 SUMMARY operating plan WATER & WASTEWATER FUND Five-year financial plan 230 WATER & WASTEWATER REVENUE Assumptions utilized for 5-year operating plan 231 ASSUMPTIONS WATER & WASTEWATER DEBT SERVICE Five-year financial plan 232 FUND DRAINAGE UTILITY FUND Five-year financial plan 233 SERVICE CENTER FUND Five-year financial plan 234 GOLF COURSE FUND Five-year financial plan 235 TEXAS STAR SPORTS COMPLEX Five-year financial plan 236 EQUIPMENT REPLACEMENT FUND Five-year financial plan 237 HEALTH INSURANCE FUND Five-year financial plan 238 OTHER INFORMATION Includes supplemental requests, capital requests and fleet 239-246 transfer schedule T H E C I T Y O F EULESS October 1, 2019 Honorable Mayor Linda Martin City Council: Tim Stinneford, Place One Jeremy Tompkins, Place Two, Mayor Pro Tern Eddie Price, Place Three Perry Bynum, Place Four Harry Zimmer, Place Five Salman Bhojani, Place Six In accordance with requirements of State law and the City of Euless' Home Rule Charter, the City of Euless, Texas Annual Operating and Capital budgets for the fiscal year beginning October 1, 2019 and ending September 30, 2020 are presented. The FY2019-20 budget, as presented, continues to provide quality services to citizens, customers, and community partners. The City of Euless has achieved many accomplishments over the last year. This budget reflects the positive financial condition of the City and meets the City's mission to: Provide our citizens the most efficient services possible to protect and enhance the quality of life through planning and visionary leadership. The City accomplishes this mission through the utilization of sound fiscal policy directives, a conservative approach in revenue and expenditure forecasting and a continued effort to develop and enhance revenue sources. For FY2019-20, the City's budget provides for continued programs and services, while maintaining the tax rate at $0.4625 per $100 valuation. Several factors continue to ensure the strength of the City's budget, including: * Strategic planning for realization of long-term as well as short-term goals, * Fiscal management to monitor revenues, expenditures, and economic conditions to identify and address risks, * The quarter cent ('/40) sales tax for crime control and prevention purposes which funds several public safety positions, -N The half cent ('/20) sales tax which provides funding for economic development, library and park projects, • Net growth in residential and commercial property valuations over the past decade, and • Conservative sales tax revenue budgeting practices. FY2018-19 ACCOMPLISHMENTS The accomplishments highlighted below reflect the City's achievement of several stated goals: -N Promote a culture that instills a "sense of community," builds confidence and promotes harmony between citizens, elected officials and City staff; specifically, the City held several town hall meetings, various neighborhood meetings, Tongan and Nepali Community Committee meetings, and participated in several national night out events, as well as, many community events throughout the year to encourage open dialogue between residents, elected officials and City staff regarding needs within the community. The City participated with 6 Stones Mission Network in a variety of events to benefit the citizens of the community. Continue the long-standing emphasis on providing a safe community through quality Public Safety and Health Services; specifically, the Fire Department maintained a Class 1 ISO (Insurance Service Organization) rating. This allows both commercial businesses and residents to benefit financially from decreased fire insurance premiums. The Euless Police and Fire Departments continued their commitment to community outreach through its neighborhood programs and proactive strategies designed to create interest and participation in making this community a safe place to live, work, and play including Coffee with a Cop; National Night Out; 6 Stones events; Fire Safety Clown programs; CFA (Citizens Fire Academy); CPA (Citizens Police Academy); CERT (Community Emergency Response Team); active shooter training to schools, places of worship and businesses; and Open Houses. Multi -jurisdictional programs continued with the Victims Assistance Liaison and Mental Health program, a drone program, and a more inclusive approach to crime analysis in the area. Employ high quality, professional, service -oriented personnel by providing a competitive salary and benefit structure for City employees; specifically, the FY2018-19 operating budget included a 2.5% merit based salary increase for exempt employees and a 2.5% movement in the pay plan and continuation of a step plan for non-exempt and public safety employees. Provide excellent and efficient services to citizens; specifically, our departments continue to provide quality service and programs to the citizens of Euless, serving approximately 141 citizens for every full-time funded position. This is one of the lowest employee per capita ratios of any of our surrounding cities. However, the City continues to streamline several processes to provide more efficient and convenient services to citizens. The City has increased the convenience to citizens by offering 24 hour online services, including citation payments, utility bill payments, animal registration, City maps, and an employment application system. In addition, citizens have online access to sign up for recreation classes, apply for garage sale permits, search the library catalogs, and monitor water consumption. The City also utilizes Access Euless which is designed to provide our residents, businesses, and visitors with a Virtual City Hall, giving them the opportunity to access City Hall 24 hours a day, 7 days a week, 365 days a year from the comfort of their own home. This system is also available for iPhone and Android users. Maintain a solid financial position which is responsive to the overall economic climate with emphasis on maintaining a stable low tax rate, promotion of a pay-as-you-go strategy, when possible in lieu of debt, and maintenance of established reserve levels; specifically, budget cuts were maintained during a period of decreased sales tax collections to ensure an overall balanced budget. The City maintained Aa2 ratings from Moody's Investor's Services and AA rating from Standard and Poor's which cited historically strong financial performance, conservative budgeting practices and solid reserves. The City maintained a low tax rate of 46.250 per $100 of assessed value. The Police Department continued to receive overtime grants for DWI (Driving While Intoxicated) and traffic enforcement programs. Grants were also used for the bullet proof vest program, the Family Place program, and discounted services for library high-speed internet. Maintain quality infrastructure improvements by constructing municipal facilities and infrastructure improvements in accordance with the Capital Improvement Plan (CIP); specifically, the City continued the annual street overlay, Americans with Disabilities Act (ADA) improvements, and street light and sidewalk maintenance programs. Additionally, the City completed Glade Parks Street Improvements, wastewater and water line relocations at State Highway 183, wastewater line replacement for Oakwood Terrace Phase II, and the Glade Parks Trail Connection. Promote the continued investment in the community with new residential and commercial development while focusing on reinvestment of existing properties; specifically, the City continued the apartment inspection program which has resulted in immediately recognizable capital reinvestment in many of the apartment communities throughout the City, thus improving residents' housing livability, community aesthetics, and preserving property values. During FY2018-19, the City processed 99 new residential housing permits. There are five (5) active subdivisions in the City of Euless with 592 platted lots. The RiverWalk! development, which includes approximately 200 acres, is located at the northwest corner of Airport Freeway and State Highway 360 extending north to E. Harwood Road. Lennar Homes developed several subdivisions within the RiverWalk! mixed use project, including The Dominion at Bear Creek, which is a 174 lot single-family subdivision located south of Midway Drive, between Fuller -Wiser Road and Bear Creek Parkway. Construction of the infrastructure within Founders Parc, was completed in FY2017-18. Building began in FY2018-19 of the development which ultimately will include 259 new single-family homes, 285 urban lofts, and approximately 57,000 square feet of commercial space. This replaced three non -conforming Tier 3 apartment complexes that had fallen into total disrepair. Both a Tax Increment Reinvestment Zone and a Public Improvement District have been created by the City to fund the debt associated with the public improvements needed for the area including roadways, water distribution system, sanitary sewer and storm sewer collections systems, hardscaping, and amenities. During FY2018-19, the City processed 23 new commercial permits. The commercial development activity is geographically dispersed throughout the community and can be found in multiple sectors, including manufacturing, light assembly, wholesale distribution, commercial contracting, and retail. The 200-acre Glade Parks development, along Highway 121, represents the largest amount of the total square footage under construction. Additions to Glade Parks in FY2018-19 included: ALOFT, First Watch, QuikTrip, 54th Street Restaurant and Drafthouse, Pei Wei Asian Kitchen, My Eye Lab, and Thirsty Lion Gastropub and Grill. Several community activities were held during the year in the LifeStyle Area within Glade Parks. The City continued its partnership with Tarrant County, local churches, and the cities of Hurst and Bedford to renovate qualifying homes in the community through the Community Powered Revitalization Program. With the help of volunteers, churches, non-profit organizations, and local businesses, 6 Stones completed 17 home renovations in Euless during 2019. A Provide quality leisure opportunities for Euless citizens of all ages; specifically, the City offers an outdoor and indoor aquatics facility at the Euless Family Life Center. The outdoor facility features a leisure pool, slides, aqua play features, shade structures, and a lazy river. The indoor portion features a lap pool, therapy pool, and water slides. The Learn to Swim program has continued to be very popular. The library continues to collaborate with Hurst, Bedford, and HEB ISD on an annual joint summer reading program and provided summer outreach programs and nutritional support for underserved areas. The book locker at City Hall continues to offer an additional site for item pick up and drop off. The library held several children's classes and provided numerous services at the Simmons Center during the building remodel, and took advantage of adjoining Carr Park to integrate nature themes and activities into classes. The parks and library continue to provide a variety of high -quality free family events such as Movies in the Park, Junior Angler Fishing, Halloween Trunk or Treat, summer camps and a concert series. Euless strives to "enhance the quality of life" for citizens. The initiatives shown symbolize the City's commitment to enhance the quality of life for residents. As the next fiscal year begins, the budget serves as the blueprint to achieve the goals and meet the mission as set forth by the City Council. BUDGET GUIDANCE The FY2019-20 budget is a culmination of several months of intensive effort involving the City Council, all departments and staff. Beginning in early spring, the City staff began working on a budget that would meet the mission, vision, and objectives set forth by the City Council. In July, a preliminary budget was submitted to the City Council and was available online for citizen review. A final budget was submitted in August and adopted by the City Council in September. This budget document represents the final results from all their hard work. Preparing the budget for FY2019-20 required careful consideration of all revenues and expenditures. As we prepared this budget, the primary concerns were continuing all existing services for our citizens, maintaining appropriate staffing levels, and maintaining reserve levels in accordance with the City's fiscal policies. Although the City has seen improvements in many revenue sources, the City maintained a conservative approach when forecasting both revenues and expenditures. As the new fiscal year begins, the City's budget maintains the services and programs that Euless citizens have come to enjoy. The City maintains a strong property tax base, healthy reserves, innovative leadership, strong community partners, and excellent City services. Although retail growth over the last several years has increased the sales tax base, this revenue source is highly volatile and creates budgetary pressure during slower economic periods. The City's conservative approach to revenue projections is important in maintaining a strong financial position. The City's future remains optimistic due in large part to the visionary leadership of the Mayor and City Council. The City will continue to provide award -winning programs and excellent services to citizens. As resources allow, service enhancements may also be initiated. With the help of community partners such as citizens, businesses, volunteers, Tarrant County, DFW (Dallas Fort Worth) Airport, the school districts, neighboring cities, and the loyal and dedicated employees of Euless, the City can capitalize on opportunities and continue to build a vibrant community. GOALS AND OBJECTIVES The FY2019-20 budget continues to reflect the City Council's conservative fiscal policy direction. The major short-term objectives of the budget process each year are to: 1) continue all existing services for citizens; 2) maintain a competitive employee compensation package; 3) preserve appropriate reserve levels; 4) identify cost saving measures; 5) provide funding to implement the City Council's strategic plans while considering the impact on the City's tax rate; and 6) provide for appropriate levels of staffing as shown in the following table. Multi -Year Full -Time Staffing Levels FY18 Actual FY19 Budgeted FY19 Estimated FY20 Proposed General Fund -FT 274.25 274.75 274.75 275.75 Enterprise -FT 69.75 69.25 69.25 70.25 Special Revenue - FT 44.5 44.5 44.5 44.5 Internal Service - FT 1.5 1.5 1.5 1.5 Total -FT 390 390 390 392 iv The approved FY2019-20 budget meets the objectives stated above by providing: �s Continuation of all current programs and services for citizens, Funding to continue a step pay plan for all non-exempt and public safety employees, a 2.5% merit based salary increase for exempt employees and a 2.5% movement in the pay plan for non-exempt employees and public safety personnel, -N Reserve levels which meet or exceed requirements established in the fiscal policy. Surpluses in excess of the minimum required reserve may be used, when needed, to cash flow capital equipment purchases and capital improvement projects to limit debt issuance, and -N An unchanged property tax rate of $0.4625 per $100 of assessed valuation for FY2019-20. This was accomplished by holding departmental expenditures, utilizing a portion of the short-term motor vehicle tax, and limiting the issuance of debt. GENERAL FUND REVENUES The General Fund resources are proposed at $47,549,599, which includes $43,595,508 in revenues and $3,954,091 of budgeted fund balance drawdown. The City's fiscal policies provide that General Fund reserves should be at least 30 to 60 days of working capital. At no time shall the reserve fall below 8.3% of the General Fund expenditure budget (i.e. 30-day level). The current reserve is maintained at 60 days which equates to approximately 16.4% of next year's budgeted expenditures excluding capital. In order to minimize debt issuance, the City has chosen to cash flow capital expenditures from excess reserves when available. As shown on page 11, the recommended reserve level for FY2019-20 is $7,163,423. The estimated beginning fund balance is $12,841,550, leaving $5,678,127, to fund the budgeted drawdown mentioned above. Proposed revenue for FY2019-20 assumes overall growth of 3% from the FY2018-19 original budget. Revenues were projected based on economic forecasting and utilization of trending techniques. This methodology has proven to be successful for the City in the past. Funding of the City's General Fund operations is derived from six (6) major revenue categories which include property taxes, sales taxes, franchise fees, licenses and permits, fines and fees, and intergovernmental transfers. Each of these revenue sources is detailed as follows with a brief description of how internal and external factors affect each revenue amount. General Property Taxes The largest financial consideration that guides the development of the budget for the upcoming year is the projection of property tax revenues. This revenue is based on information from the Certified Tax Roll received July 251h from the Tarrant Appraisal District (TAD). After the roll is received, the tax rate is set by the City Council based on both the debt rate required to pay annual debt service on the City's general bonded indebtedness and funds needed for maintenance and operations. Property taxes are levied each October 1 on the assessed value as of the prior January 1 for all real, business, and personal property located in the City. Assessed value represents the appraised value less applicable exemptions authorized by the City Council. Appraised values are established by TAD at 100% of estimated market value. Taxes are due October 1 and are delinquent after January 31. Penalty and interest are charged at 7% on delinquent taxes beginning February 1 and increase incrementally each month to 18% on July 1. After July 1, additional interest accrues at a rate of 1 % each month. These penalties and interest do not apply to taxpayers who choose to pay their tax bill quarterly. Certified property valuations for tax year 2019, including minimum value of property under protest, provided to the City by TAD totaled $4,935,735,786, an increase of $520,022,011 from the 2018 tax roll of $4,415,713,775. The certified roll reflects all taxable property in the City as of January 1, 2019. The current certified values show an increase of 11.78% over the prior year. Property values currently total $4.93 billion as shown by the graph. The City's adopted tax rate is $0.4625 per $100 of assessed valuation. Euless' tax rate has declined steadily from 61.60 in 1995 to an adopted rate of 46.250 Taxable Assessed Valuation 5.2s a.7s 4.75 $4.93 25 $4.41 0 3.75 $4.00 3.25 $3.55 2.75 $3.05 $3.15 2.2s 1.7s 1.25 $0.97 $1.40 0.75 1995 2000 2015 2016 2017 2018 2019 2020 Fiscal Year for FY2019-20, which is unchanged from FY2018-19. The City's willingness to lower the tax rate in strong economic times and maintain the tax rate during recessed economic times has proven very beneficial to the citizens of Euless. In addition to the tax relief provided during those times, the City grants exemptions for homesteads allowed by state law and provides senior and disabled citizen exemptions. In 2004, the City established an irrevocable tax freeze on the residential homesteads of disabled persons and residential homesteads of persons age 65 years or older. General property tax revenues are anticipated to generate $17,173,713 (including delinquent taxes and related penalties but excluding Tax Increment Reinvestment Zone (TIRZ) revenues) which accounts for 39% of all General Fund revenue. Sales Tax Revenues Revenue collected from sales taxes is the second largest component of the General Fund. Sales taxes in the General Fund account for 31 % of total revenues. Sales tax receipts are the result of a tax levy on the sale of goods and services within the City as authorized by the State of Texas. The sales tax rate for the City of Euless is 8.250. Of this amount, the State receives 6.250 and the City receives 20. Of the City's portion, the General Fund receives 1.250 which includes a 10 general sales tax and a '/40 for property tax relief. In addition, in 1993 the citizens of Euless voted to levy an additional '/%¢ sales tax for the Euless Development Corporation (EDC) and in 1995 an additional '/40 sales tax for the Crime Control and Prevention District (CCPD) which are reported as blended component units of the City in Special Revenue Funds. The City's economic development department continues to seek development opportunities to further diversify the sales tax base. It is the City's policy to use a conservative approach in forecasting this revenue source due to volatility and high dependence on local economic conditions. The 1¢ General Fund sales tax is expected to generate $10,529,080 in FY2019-20 and the'/40 additional sales tax for property tax relief is anticipated to generate $2,723,192. vi As the total sales tax collections chart indicates, this revenue source has grown significantly over the last decade, which has increased the City's risk and vulnerability to adverse changes in economic conditions. For FY2017-18, total sales tax revenues decreased slightly due to various business' operating changes. Most of the decline was offset by significant development. For FY2018-19 and FY2019-20 are projected to return to FY2016-17 levels. This increase is based on historical trends and continued economic growth. Projecting sales tax revenues in future years continues to be challenging given the uncertain impact of development efforts, legislative initiatives, and economic conditions. Franchise Fees Franchise Taxes (gross receipt taxes) are charged to utility companies for the privilege of using right-of- way within the City. The City Council authorized a 5% charge on gas, garbage, recycling, water and wastewater, and cable receipts. Electric utilities pay a fee based on the kilowatt hours provided to customers within the City of Euless. Telecommunications companies remit payments based on a per line access fee. Total gross receipt/franchise taxes are estimated at $4,190,420 which represents 10% of the General Fund revenues. This revenue is projected lower than prior years based on recent legislative changes to telephone and cable franchise fees. Licenses and Permit Fees Licenses and permit fees represent almost 2% of General Fund revenues and include charges by the City for certain types of operator licenses and permits for construction and other items regulated by City ordinance. Building activity remained strong over the last several years. FY2019-20 is expected to decrease from these highs as the City reaches buildout. Fines and Fees Fines and fees represent 9% of the General Fund revenues and include revenue generated from municipal court cases, ambulance fees, jail revenues, and library fees. Fines and fees are projected to remain at a lower level than several year ago due to decreases mainly in municipal court and ambulance revenues. Intergovernmental Transfers/Misc. Intergovernmental transfers represent 7% of General Fund revenues which includes general and administrative transfers from the Water and Wastewater Fund, the Drainage Fund, and the Short-term Motor Vehicle Fund. Other miscellaneous revenues represent 2% of General Fund revenue. GENERAL FUND EXPENDITURES General Fund operating expenditures are projected at $43,577,488, which represents an increase of 3% from the FY2018-19 budget excluding capital programs. This increase is primarily attributed to the employees' pay plan and associated benefits, a new full-time code enforcement officer, and the establishment of a replacement plan for furnishings and equipment. The adopted budget includes the use of excess reserves in the amount of $3,954,091 to cash flow capital programs. Capital programs include funding for facility improvements, inspection services, various equipment needs, and prior year accumulated depreciation on furnishings and equipment to ensure adequate funds for future replacement. vii A breakdown of General Fund Revenues and Expenditures is graphed as follows: Revenues Sales & Use Taxes 31% Interest 0.5% Transfers 7% Miscellaneous 2% Property Taxes 39% General Fund Licenses & Permits 1.5% Franchise Fees 10% PACS 6% Capital 8% Fines & Fees City Admin. 9% 2% Expenditures Fire 23% Police 31% Public Works 6% / Finance 3% 1 Admin. Srvcs. 7% Non -Dept. 12% Development 2% In accordance with the City's fiscal policy, all current expenditures will be paid from current revenues. The budgeted General Fund reserve, as provided for in the fiscal policies, is equal to 60 days of working capital which equals 16.4% of budgeted General Fund expenditures excluding capital. The fund balance summary, provided on page 11, verifies that the City has complied with this policy. Only excess reserves have been used to fund capital needs. A detail of capital expenses can be found on page 31-33. WATER & WASTEWATER FUND REVENUES Resources available in the Water and Wastewater fund totaled $26,262,116, which includes $26,053,084 in revenues and $209,032 of budgeted drawdown from excess reserves. The water and wastewater revenue projection is based on average historical consumption, with proposed increases in both water and wastewater rates. Budgeted water revenues are calculated utilizing a base rate of $12.75 per month for residential customers and a variable commercial customer base rate based on meter size. In an effort to promote continued water conservation, the City's water rates are structured whereby customers pay a graduated volume rate based on varying levels of monthly water consumption. The FY2019-20 budget includes an increase in the rate for potable water consumption of 190 per thousand gallons on all tiers. This increase is based upon increased costs of production including cost for water purchased from Trinity River Authority (TRA). Total revenue projections are reduced by a rebate to single family residential customers of 300 per thousand gallons used up to a maximum of 15,000 gallons per month. The City's rate stabilization fund will provide the resources to cover the cost of the rebates for FY2019-20. Budgeted wastewater revenue is calculated on a base rate of $11.00 per month for all customer classes, and a volume charge of $4.29 per 1,000 gallons of wastewater treatment up to a maximum of 12,000 gallons for residential customers. This is an increase of 2¢ per thousand gallons which is primarily related to increased cost of collection and treatment including cost increases from TRA for wastewater treatment. No maximum applies to commercial customers for wastewater treatment. The City's fiscal policy requires the Water and Wastewater Fund to maintain a minimum of 45 to 75 days working capital. The City of Euless currently maintains a 75 day reserve. As mentioned, the City has chosen to cash flow capital expenses from excess reserve levels when available. As shown on page 14, the recommended reserve level for the Water and Wastewater Fund is $5,349,011. The estimated beginning working capital for FY2019-20 totals $7,712,478, leaving $2,363,467 to fund the budgeted drawdown mentioned below for capital. In addition to water and wastewater charges, this fund derives its revenues from sanitation service, recycling, reconnection fees, inspection fees, transfer fees, late payment penalties, and interest earnings. Actual revenue in this enterprise fund varies seasonally and can fluctuate substantially based on weather conditions. Revenues and Expenditures of the Water and Wastewater Fund are graphed below: Revenues Wastewater 36% Penalties 1% Reclaimed Water 2% Water 55% Water & Wastewater Expenditures Water Production 3tion 1% ecycling 2% Other 3% Public Works 29v. Finance 2% Non -Dept. 37% Vater Distribution 5% Wastewater Treatment 19% GIS 2% ,dpital 1% WATER & WASTEWATER FUND EXPENDITURES Water and Wastewater Fund operating expenditures are projected at $26,031,854. This is an increase of 1 % from the FY2018-19 original budget excluding capital programs. The majority of this increase is directly related to the cost of water and wastewater treatment by TRA, the employees' pay plan and associated benefits, and the addition of one field technician. This budget meets the criteria set forth in the City's fiscal policies with reserves calculated at the minimum requirement of 75 days of working capital. Budgeted expenditures in the Water and Wastewater fund provide for the production and distribution of water, transmission and treatment of wastewater, recycling, and utility billing and collections. The FY2019- 20 budget also includes a transfer from the operating fund to the capital projects fund for capital improvements detailed in the Water and Wastewater Capital Projects section below. The adopted budget includes the use of excess reserves in the amount of $209,032 for previously approved capital projects that have not yet been completed and the painting of fire hydrants. WATER AND WASTEWATER CAPITAL PROJECTS The Water and Wastewater Capital Projects Fund includes wastewater line replacement at Midway Park Second Addition Phase I and Third Additional Phase I, as well as North Main Street at Salem Drive and Town Creek Drive. Also included is a water line replacement at Alexander Lane. This budget includes continued funding for ongoing valve replacements and additional funding for well replacement. Supplemental information is provided in the Capital Improvement Program section of the budget on pages 134-149, as well as in the Capital Improvement Program issued under separate cover. WATER AND WASTEWATER RESERVE REQUIREMENTS Water and Wastewater revenue bond covenants require the City to have on -hand reserve amounts sufficient to cover the cost of the average annual debt service on outstanding bonds. This reserve is in ix addition to the working capital required by the City's fiscal policies and is maintained in a separate fund. For the FY2019-20 budget, the required reserve is $790,559. INTERNAL SERVICE FUNDS Health Insurance/Benefits Fund The City provides employee medical insurance coverage on a self -insured basis. The employee pays a portion of the insurance cost. The excess coverage insurance policy for FY2019-20 requires a specific deductible of $125,000 per person plus an aggregated specific deductible of $110,000 and covers aggregate claims in excess of $4,217,094. The excess policy also allows higher specific deductibles for certain individuals as deemed necessary. Vehicle/Equipment Replacement Fund The City maintains a Vehicle/Equipment Replacement Fund to accumulate resources for the replacement of existing equipment. In an effort to assist in fuel conservation, the proposed replacement schedule includes recommendations for alternative fuel and fuel efficient vehicles, where feasible. Funding is provided annually by the user departments in order to accumulate funds to cover the expected replacement costs of the equipment. Any shortfall is funded from the Car Rental Fund. FY2019-20 expands this program to include furnishings and other equipment. Transfers were included from operating fund excess reserves to cover prior year accumulated depreciation on the furnishings and other equipment to ensure funds at the time of replacement. SPECIAL REVENUE FUNDS Hotel/Motel Fund The Hotel/Motel Fund was established to account for a 7% hotel/motel occupancy tax allowed by the State of Texas. This tax is levied on the rental rate for a hotel/motel room. Funds generated by this occupancy tax must be expended for items that qualify in accordance with state law including promotion of tourism, programs which enhance the arts, historical preservation programs, and convention facilities. This revenue source provides funding for the Texas Star Conference Centre, historical preservation and Arbor Daze. The Hotel/Motel tax receipts are projected to increase in FY2019-20 from FY2018-19 estimated revenues. Most of this increase is due to scheduled new hotel openings around the City. Capital purchases for the Conference Center were included in the FY2019-20 budget. Half -Cent Sales Tax Fund Euless citizens approved an additional '/20 sales tax in 1993 that is restricted for parks, library, and economic development activities. For FY2018-19, total sales tax revenues increased slightly from the FY2017-18 decline. Sales tax revenue from new development helped to offset a decline that occurred due to changes in the operation of existing businesses and has allowed us to project a slight increase for FY2019-20. Expenses in this fund include an increase to fund the employees' pay plan and associated benefits and annual hardware and software replacements. Recommended capital programs, as detailed on page 32, include a transfer for miscellaneous parks improvements, moving expenses to relocate the library back to its permanent home after remodel, other equipment, and prior year's accumulated depreciation for furnishings and other equipment as described earlier. This budget maintains operating reserves of 60 days of working capital, which is consistent with other governmental funds. Police Drug Fund This fund was established to account for the proceeds from sale of assets seized in connection with drug arrests. These revenues are used exclusively for Police Department expenditures and have allowed the City to upgrade police radio systems, provide protection gear for officers, purchase additional police vehicles, purchase a mobile sky watch trailer, purchase a security system for the police facility, and develop the Commercial Vehicle Enforcement program. Crime Control and Prevention District Fund The Crime Control and Prevention District Fund is used to account for an additional '/40 voter -approved sales tax. State law restricts the use of these funds to crime control and prevention activities. This revenue source provides funding for several public safety positions. The FY2019-20 budget also includes additional funding for public safety equipment, software upgrades, crime scene cameras, and public facility improvements. Short -Term Motor Vehicle (Car Rental) Tax Fund In November 1999, Euless citizens approved a 5% tax to be collected on all short-term motor vehicle rentals within the City limits. In the spring of 2000, the Dallas -Fort Worth International (DFW) airport opened a consolidated car rental facility within Euless City limits. These funds are divided equally among Euless, Dallas, and Fort Worth per the requirements of a revenue sharing agreement established by the parties in FY1997-98. Annual transfers for FY2019-20 include transfers to the General Fund and Equipment Replacement Fund as described previously. Capital requests include the parks maintenance building repairs, Heritage Park playground equipment, equipment storage, redevelopment, and Wilshire Park improvements. Staff has maintained the $2,000,000 reserve level approved by the City Council. OTHER ENTERPRISE FUNDS Recreation Class Fund The Recreation Class Fund provides outstanding community activities for citizens. The activities financed from this fund range from youth programs to senior citizen activities, and provide funding for many activities at the Euless Family Life Center. A capital request for prior years accumulated depreciation for furnishings and other equipment as described earlier is included. Drainage Utility Fund This fund was established to account for the acquisition, operation, and maintenance of a municipal drainage utility. User fees collected on a monthly basis from residential and commercial customers support this fund. The FY2019-20 residential monthly rate remains at $2.75 and remains competitive with others communities in the area. Monthly commercial drainage fees are based upon lot size. This revenue source is used to fund eight public works positions, drainage capital improvement projects, and maintenance of the drainage system. Texas Star Golf Course The Texas Star Golf Course and Conference Centre is a vibrant part of the Euless community. This facility is well-known for world class golf that is secluded in the midst of the Dallas/Fort Worth Metroplex. This challenging course has been recognized as a premier municipal facility by leading golf publications. The course was listed by the PGA, Golf Week and Golf Digest as one of the top places to play in Texas. Dallas Morning News and Avid Golfer list Texas Star as one of the Top Ranked Public Golf Courses in the Metroplex. Raven's Grille and the Conference Centre continue to receive rave reviews. The Conference Centre has 7,000 square feet of divisible space and hosts business conferences, weddings, concerts, and other events. The FY2019-20 budget includes proposed revenues of $4,694,475 and proposed operating expenses of $4,688,712. Texas Star Sports Complex Softball World and the Parks at Texas Star provide a valuable addition to the City's recreational program and facilities. These facilities are deemed an amateur athlete's dream. They provide the perfect location for tournaments and special events. Synthetic turf and parking enhancements during FY2016-17 at the Parks at Texas Star have taken amateur fields in the area to a higher level and allow for quicker play time following rain events. Xi The FY2019-20 budget for this combined complex includes proposed revenues of $767,100 and proposed expenses including capital of $737,522. Capital expenses include outfield fencing. This budget for the Texas Star Sports Complex has been adjusted to include the planned closure of Softball World for renovations to incorporate the facility into the Parks at Texas Star. LONG-TERM FOCUS Multi -Year Financial Plan To this point, the budget message has focused on short-term financial policies and goals that guide the development of the budget for the upcoming year. Long-term financial goals and issues are examined each year through the preparation of the Multi -Year Financial Plan, which covers the next five years. Decisions for the upcoming year are not made without considering the long-term financial impact. The plan is an essential component of each year's budget process. Expenditures are projected at moderate growth and funding strategies are developed to provide for this growth. Potential revenue sources, cost saving strategies, and debt issuance are considered before property tax rate changes or utility rate changes are factored into the plan to balance the projected budgets. The Multi -Year Financial Plan is located in Appendix D starting on page 216. Capital Improvement Plan Another important long-term planning document is the Capital Improvements Program (CIP). The City has created and produced, under separate cover, a CIP to address many of its long-term goals which include: maintaining and constructing infrastructure and municipal facilities in accordance with the CIP Plan and Facilities Master Plan while maintaining consistent debt levels; completing park projects that have been identified by the Parks Master Plan; and promoting community revitalization. The program includes a framework for assessing the fiscal impact of identified projects. The capital program is reviewed annually to reflect changing priorities and funding availability. The CIP Plan meets the City Council's goal of continuing current programs and services for citizens by upgrading amenities and reconstructing infrastructure. Many of the projects will enhance programs and service levels for citizens. The program identifies potential projects which are described in detail and prioritized. Projects scheduled for consideration in the FY2019-20 budget are matched with funding sources. Projects scheduled for consideration within the next five years are included in the preparation of the multi -year plan with potential funding sources identified and operational impacts included in the appropriate funds. The multi -year capital plan is a useful tool that allows the City to evaluate the operating impact of future capital projects. Projects funded through the issuance of debt impact operating budgets and are planned accordingly. The FY2019-20 budget includes a variety of capital improvement projects, as detailed in the capital section of this document on pages 134-149 and in the CIP under separate cover. Several project for FY2019-20 will be funded through operating transfers or excess reserves, however additional debt issuance is planned for the Fire Station #1 Construction, Texas Star Sports Complex Phase VI I, and short- term tax notes for future equipment purchases. The FY2019-20 CIP budget includes total resources available (including intergovernmental transfers) of $28,194,998 and capital expenditures (including on -going funded projects) of $20,082,727. The budget cycle of the capital project funds is different from the budget cycle of operating funds. The most significant difference is the method of financing. Capital projects are often financed through the use of nonrecurring sources, specifically, bond proceeds, and the use of excess reserves. Therefore, the money is received in one fiscal year and the payment of the project expenses often extends over several fiscal years. As in the past, excess operational revenues will have a priority to fund capital projects in order to reduce interest expense related to bond issues. Additional funding for future projects will include the consideration of grant availability, self-sufficiency of revenue type bonds, and debt capacity. xii The FY2019-20 budget further addresses the goal of maintaining infrastructure by allocating funds to continue miscellaneous drainage improvements, miscellaneous screening wall repairs, water valve replacements, water well replacement, redevelopment, economic development incentives, miscellaneous park and irrigation improvements. GENERAL DISCUSSION OF LONG-TERM DEBT POLICIES/OBJECTIVES The City Council and citizens of Euless have determined that debt issuance is a viable method of financing major capital projects. Per the City's fiscal policies, long-term debt will not be used for operating purposes and the life of the debt instruments will not exceed the useful life of the projects financed. The City has also specified that bonds with an average life of 20 years or less will be issued to reduce net interest cost and maintain future flexibility by paying off debt earlier. The majority of the City's long-term debt has been used to finance infrastructure needs and traditional government facilities such as streets, public safety facilities, libraries, and park development. The following discussion highlights the City's legal restrictions and requirements relating to debt issuance, types of debt issuance and the impact of the CIP on City operations and debt service amounts. Authorization to Issue Debt/Legal Debt Margin As set forth in the Constitution of the State of Texas, cities with a population of 5,000 or more inhabitants may, by majority vote of the qualified voters adopt or amend charters to become "home rule cities." Euless, being a home rule City, has adopted a Charter. The Charter provides in Article VIII, Section 4 that: "It shall be the duty of the Council to levy an annual tax sufficient to pay the interest on and provide the necessary sinking fund required by law on all outstanding general obligation bonds of the City." In accordance with the State of Texas Constitution, the City of Euless has not exceeded the legal debt limit as calculated: Taxable Assessed Valuation Constitutional Limit of Debt Maximum Constitutional Revenue Available Constitutional Maximum Tax Rate Adopted Tax Rate Available Unused Constitutional Maximum Tax Rate $4,935,735,786 2.5% of assessed valuation $123,393,395 $2.50 per $100 assessed valuation $0.4625 per $100 of valuation $2.0375 Types of Debt Outstanding The City has existing long-term debt for the acquisition and construction of major capital facilities, infrastructure, and equipment. The City has identified three projects in the CIP Plan that may require debt issuance. We anticipate the issuance of 2020 Certificates of Obligation for Fire Station #1 Construction, which when combined with a reduction of outstanding debt service obligations, is expected to have no overall impact on the interest and sinking portion of the tax rate. We also anticipate the issuance of Euless Development Corporation Sales Tax Revenue Bonds for the Texas Star Sports Complex Phase VII and Phase VIII construction. A brief explanation of various debt instruments is provided below. Additional information on the debt is included in pages 150-185 of this book. General Obligation Bonds — are issued pursuant to voter authorization for infrastructure and facility projects. General Obligation Refunding Bonds — are issued to refund existing General Obligation Bonds and Certificates of Obligations in order to lower the overall debt service requirements of the City. These bonds do not require voter authorization. Certificates of Obligation — are similar to General Obligation bonded debt in their intended usage but do not require voter authorization and cannot be used for refunding existing debt. Water and Wastewater Revenue Bonds — are issued to provide funds for certain improvements to the water and wastewater system as well as to refund prior water and wastewater debt issues. These bonds are reported in the Water and Wastewater Fund and are repaid from revenues of this enterprise fund. Sales Tax Revenue Bonds — are used to finance library, park, and economic development projects. Sales tax revenue bonds are repaid from the half -cent sales tax revenues collected by the Euless Development Corporation. Tax Anticipation Notes — are issued to finance shorter -term debt such as short economic life assets. Impact of Capital Improvement Program The City recognizes that many capital projects will have an impact on future operating budgets. Although the reconstruction of streets and replacement of water and wastewater lines impacts operations by reducing maintenance costs, these funds are redirected for additional maintenance throughout the City. Therefore, the net effect to operations and maintenance cost is expected to be minimal. However, there are many positive impacts to citizens including improved driving conditions and improved water and wastewater flow due to line replacements. New and expanded facilities will have some impact on operations, specifically, in additional utility, maintenance and janitorial costs. These costs are incorporated in the operational budgets and the multi -year financial plan. Further detail on the operational impact is provided in the CIP document. ECONOMIC CONDITION The City of Euless is located in Tarrant County in the heart of the Dallas/Fort Worth (DFW) Metroplex and adjacent to the DFW International Airport. Thus, the economic vitality of the region significantly impacts the economic health of Euless. DFW Airport reports itself as the fourth largest airport in terms of operations and fifteenth largest in terms of passengers in the world, handling over 73 million passengers a year. DFW Airport reports service is provided to 260 destinations. It is reported by the airport that economic activity across the North Texas area attributable to DFW Airport totals $37 billion in economic output, 228,000 in full-time jobs, and $12.5 billion in payroll. According to the North Texas Commission, DFW is the 4 largest region in the US and has experienced tremendous growth during the past decade. With its highly -diversified economy, DFW has a population of over 7.4 million, a Gross Metro Product of $511.6 billion, a labor force of over 3.9 million, a 2.8% job growth rate, 22 Fortune 500 Firms, and college enrollment of over 367,000. Such an economic environment has helped the region weather economic downturns in key sectors better than many other regions in the nation. AV The Alliance Texas development in North Fort Worth is a 26,000-acre master -planned, mixed -use community which is home to more than 480 companies, 48,000+ employees, and is anchored by the inland port known as the Alliance Global Logistics Hub. This area offers a variety of commercial real estate options, industrial space, office space, and retail facilities and had a $4.73 billion annual impact in North Texas in 2017 (www.alliancetexas.com, Alliance Texas Facts). Taxable value for all residential and commercial property in the City of Euless is estimated at approximately $4.9 billion for tax year 2019, which is an 11.78% increase from the prior year, due to increases in both residential and commercial real estate property values. Sales tax collections increased during FY2018- 19. Euless continues to look for additional revenue opportunities in order to minimize the tax burden to citizens and strives to cut costs without impacting service. The City also receives a significant amount of revenue from a consolidated rental car facility located at DFW Airport. The City Council has chosen to use this funding source to build reserves and to cash flow capital projects in lieu of debt issuance. This has allowed the City to refrain from becoming overly dependent on a volatile resource while providing for needed improvements for citizens. The City of Euless has approximately 496.9 acres of undeveloped land outside of DFW Airport. Much of the Glade Parks mixed -use development consisting of major retail, restaurants, neighborhood pedestrian - oriented retail uses and residential neighborhoods is open with several other structures currently under construction. The Dallas Cowboys AT&T Stadium and Texas Rangers Globe Life Park in Arlington, within minutes of Euless, continue to attract additional tourism to the City by hosting major concerts and sporting events, including Super Bowl XLV in 2011, World Series in 2010 and 2011, NCAA Regional Basketball Tournament in 2013, the NCAA Final Four Basketball Tournament in 2014, the first College Playoff National Championship game in 2015, and the Cotton Bowls since 2010. During the past few years, Euless has realized new commercial, industrial, residential, and multi -family developments. The City of Euless is focused on bringing quality development to the area, seeking redevelopment opportunities, and promoting business retention. IN SUMMARY Management and staff are very pleased with the direction and vision of Euless. Staff has worked hard to provide successful government programs and services to the community in an effective and efficient manner. These programs are intended to provide the community with an improved quality of life. In looking to the future, the goal is to continue to provide high quality government services and improve the quality of life for Euless residents with available resources. ABOUT THIS BOOK... Understanding how to use this book most efficiently is the key to absorbing the volume of data needed to analyze information and make informed decisions. Supplemental information is provided for informational purposes only and is not formally approved as part of the budget process. Supplemental information is reported at the department or fund level, charts and graphs have been used when possible to provide information at a glance and comparison data has been limited to prior year actual budget, estimated and proposed. A copy of this document will be in the library for citizen review and is available on the City's website at www.eulesstx.gov/finance. The City's CIP Document is printed separately. This document includes details of funded, unfunded, and completed capital projects. Descriptions, cost estimates, and priority status is also provided for each project. xv The Mayor and Council have been very supportive during the budget process, and on behalf of all employees I want to thank you for your time and involvement in developing a budget that will allow us to pursue the City's goals and objectives. As always, the City of Euless staff welcomes and appreciates your comments. Respectfully submitted, dip Loretta Getchell City Manager xvi COUNCIL ADOPTED 2019-2020 ANNUAL CITY OF EULESS BUDGET COMBINED SUMMARY OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES Includes All Funds Subject to Appropriation with Comparison to Prior Years SPECIAL DEBT INTERNAL GENERAL ENTERPRISE RESERVE REVENUE SERVICE SERVICE FUND FUNDS FUNDS FUNDS FUNDS FUNDS BEGINNING FUND BALANCE $ 12,841,550 $ 12,148,873 $ 2,684,159 $ 9,199,237 $ 10,069,237 $ 9,977,209 BUDGETED REVENUES Property Taxes $ 17,123,713 $ 1,577,967 $ 3,717,958 $ $ $ - Gross Receipts Tax $ 4,190,420 $ 111,000 $ - $ $ $ - General Sales Tax $ 13,252,272 $ 8,506,033 $ $ $ $ - Selective Sales Tax $ 188,890 $ 15,889,631 $ $ $ $ - Fines/Fees/Penalties $ 2,462,050 $ 1,193,923 $ 12,000 $ 237,500 $ $ - Licenses & Permits $ 589,500 $ - $ - $ - $ $ - Interest Income $ 255,000 $ 259,500 $ 77,700 $ 264,800 $ 120,000 $ 82,700 Intergovernmental Revenue $ 428,850 $ 56,960 $ - $ - $ - $ - Char es for Service $ 1,510,240 $ - $ - $ 31,741,259 $ - $ - Miscellaneous/Rental Income $ 614,624 $ 73,580 $ 495,000 $ 120,716 $ 689,201 $ 200,420 Insurance/Risk/Other Sources $ 5,000 $ - $ - $ - $ 7,563,624 $ - Revenues before Transfers $ 40,620,559 $ 27,668,594 $ 4,302,658 $ 32,364,275 $ 8,372,825 $ 283,120 Transfers from other funds $ 2,974,949 $ 18,402 $ 4,956,129 $ 2,147,037 $ 7,285,157 $ 321,412 TOTAL REVENUES $ 43,595,508 $ 27,686,996 $ 9,258,787 $ 34,511,312 $ 15,657,982 $ 604,532 AVAILABLE RESOURCES $ 56,437,058 $ 39,835,869 $ 11,942,946 $ 43,710,549 $ 25,727,219 $ 10,581,741 BUDGETED EXPENDITURES Personal Services $ 32,661,592 $ 5,370,021 $ - $ 9,096,088 $ 872,743 $ - Professional/Technical Services $ 1,503,758 $ 264,455 $ 3,000 $ 2,332,702 $ 321,718 $ - Contractual Services $ 708,194 $ 115,085 $ - $ 420,345 $ - $ - Utilities $ 1,039,689 $ 288,000 $ $ 13,466,937 $ - $ - Maintenance $ 805,199 $ 61,500 $ $ 538,576 $ 13,500 $ - Other Services/Contingencies $ 150,500 $ 217,000 $ - $ 87,970 $ 288,367 $ - Insurance $ 5,300 $ - $ - $ 58,000 $ 7,160,605 $ - General & Administrative $ 471,635 $ 149,125 $ $ 244,765 $ 2,000 $ - Rebates/Incentives $ 1,772,470 $ 10,411,984 $ $ - $ - $ - Supplies $ 1,072,638 $ 392,550 $ - $ 1,763,813 $ 10,375 $ - Capital & Infrastructure Improvements $ - $ - $ $ - $ - $ - Capital Purchases Equipment $ 3,016,225 $ 3,104,334 $ $ 385,132 $ 1,794,000 $ - Debt Service/Bank Charges $ 6,000 $ 449,264 $ 9,298,349 $ 6,000 $ - $ - Expenditures before Transfers $ 43,213,200 $ 20,823,318 $ 9,301,349 $ 28,400,328 $ 10,463,308 $ - Transfers to other funds $ 4,318,379 $ 9,325,606 $ - $ 6,687,096 $ - $ 1,537,870 TOTAL EXPENDITURES $ 47,531,579 $ 30,148,924 $ 9,301,349 $ 35,087,424 $ 10,463,308 1 $ 1,537,870 ENDING BALANCE DESIGNATED $ 138,857 $ 816,807 $ 411,854 $ - $ - $ 4,794,449 UNDESIGNATED $ 8,766,622 $ 8,870,138 $ 2,229,743 $ 8,623,125 $ 15,263,911 $ 4,249,422 PROJECTED ENDING FUND BALANCE $ 8,905,479 $ 9,686,945 $ 2,641,597 $ 8,623,125 $ 15,263,911 $ 9,043,871 RECOMMENDED RESERVES PER FISCAL POLICY 1 $ 7,163,423 $ 3,381,153 $ 329,946 $ 5,811,666 $ 12,952,799 $ 963,434 NOTE: Some accounts may have been recategorized to provide consistent presentation across funds. xvi i COUNCIL ADOPTED 2019-2020 ANNUAL CITY OF EULESS BUDGET COMBINED SUMMARY OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES Includes All Funds Subject to Appropriation with Comparison to Prior Years CAPITAL FY2019-20 ALL BUDGET ESTIMATED ACTUAL IMPROVEMENT FUND FUNDS SUMMARY FY2018-19 FY2018-19 FY2017-18 BEGINNING FUND BALANCE $ 9,146,082 $ 66,066,347 $ 85,748,368 $ 85,748,368 $ 66,237,606 BUDGETED REVENUES Property Taxes $ - $ 22,419,638 $ 20,144,455 $ 20,319,000 $ 18,578,506 Gross Receipts Tax $ - $ 4,301,420 $ 4,660,168 $ 4,611,639 $ 4,811,119 General Sales Tax $ - $ 21,758,305 $ 21,619,205 $ 21,439,164 $ 20,728,209 Selective Sales Tax $ - $ 16,078,521 $ 15,796,530 $ 15,668,885 $ 15,795,430 Fines/Fees/Penalties $ 392,886 $ 4,298,359 $ 4,042,009 $ 3,821,676 $ 3,991,242 Licenses & Permits $ - $ 589,500 $ 574,000 $ 1,785,850 $ 1,755,181 Interest Income $ - $ 1,059,700 $ 646,194 $ 2,205,186 $ 1,349,184 Intergovernmental Revenue $ 346,191 $ 832,001 $ 1,241,821 $ 1,389,482 $ 999,627 Charges for Service $ - $ 33,251,499 $ 33,891,928 $ 34,216,534 $ 34,832,982 Miscellaneous/Rental Income $ - $ 2,193,541 $ 2,244,387 $ 3,426,871 $ 4,269,192 Insurance/Risk/Other Sources $ 11,714,810 $ 19,283,434 $ 31,598,171 $ 32,247,179 $ 20,587,347 Revenues before Transfers $ 12,453,887 $ 126,065,918 $ 136,458,868 $ 141,131,466 $ 127,698,019 Transfers from other funds $ 6,595,029 $ 24,298,115 $ 25,103,409 $ 19,875,710 $ 22,676,156 TOTAL REVENUES $ 19,048,916 $ 150,364,033 $ 161,562,277 $ 161,007,176 $ 150,374,175 AVAILABLE RESOURCES $ 28,194,998 $ 216,430,380 $ 2479310,645 $ 2469755,544 $ 216,6119781 BUDGETED EXPENDITURES Personal Services $ - $ 48,000,444 $ 46,921,385 $ 46,634,115 $ 43,942,761 Professional/Technical Services $ 1,121,920 $ 5,547,553 $ 6,946,974 $ 7,422,486 $ 5,158,631 Contractual Services $ - $ 1,243,624 $ 1,161,695 $ 1,399,740 $ 1,105,093 Utilities $ 100,000 $ 14,894,626 $ 14,967,243 $ 14,932,284 $ 14,296,766 Maintenance $ - $ 1,418,775 $ 1,279,524 $ 1,357,163 $ 1,055,254 Other Services/Contingencies $ 825,658 $ 1,569,495 $ 677,408 $ 924,172 $ 103,178 Insurance $ - $ 7,223,905 $ 7,292,742 $ 7,927,742 $ 5,982,144 General & Administrative $ - $ 867,525 $ 861,261 $ 859,505 $ 463,319 Rebates/Incentives $ 25,000 $ 12,209,454 $ 12,545,531 $ 13,726,452 $ 16,956,334 Supplies $ 25,000 $ 3,264,376 $ 3,220,083 $ 3,255,848 $ 3,100,902 Capital & Infrastructure Improvements $ 17,080,035 $ 17,080,035 $ 29,549,800 $ 49,217,554 $ 3,270,650 Capital Purchases (Equipment) $ - $ 8,299,691 $ 7,692,615 $ 5,296,262 $ 9,141,995 Debt Service/Bank Charges $ 312,840 $ 10,072,453 $ 9,737,864 $ 9,400,110 $ 8,035,053 Expenditures before Transfers $ 19,490,453 $ 131,691,956 $ 142,854,125 $ 162,353,433 $ 112,612,080 Transfers to other funds $ 592,274 $ 22,461,225 $ 19,048,281 $ 18,335,764 $ 18,251,333 TOTAL EXPENDITURES $ 20,082,727 $ 154,153,181 $ 161,902,406 $ 180,689,197 $ 130,863,413 ENDING BALANCE DESIGNATED $ - $ 6,161,967 $ 5,254,771 $ 5,254,771 $ 3,009,310 UNDESIGNATED $ 8,112,271 $ 56,115,232 $ 80,153,468 $ 60,811,576 $ 82,739,058 PROJECTED ENDING FUND BALANCE $ 8,112,271 $ 62,277,199 $ 85,408,239 $ 66,066,347 $ 85,748,368 RECOMMENDED RESERVES PER FISCAL POLICY $ - 1 $ 30,602,421 1 $ 24,989,057 1 $ 24,989,057 1 $ 23,877,543 NOTE: Some accounts may have been recategorized to provide consistent presentation across funds. xviii H E C I T Y 0 EULESS D I T H E C I T Y o f EULESS July 27, 2019 Honorable Mayor Linda Martin Honorable City Councilmembers: Tim Stinneford, Place One Jeremy Tompkins, Place Two, Mayor Pro Tern Eddie Price, Place Three Perry Bynum, Place Four Harry Zimmer, Place Five Salman Bhojani, Place Six INTRODUCTION As required by the City of Euless' Home Rule Charter, the operating budget for the fiscal year beginning October 1, 2019 and ending September 30, 2020 is submitted for your review. Although this document contains a large volume of data, the majority of the budget discussion will focus on the Proposed Budget section and the Capital tab (tab 5 of the Supplementary Information section). We encourage you to carefully review the Capital tab, which details the recommended programs for FY2019-20. We would like to extend our thanks to all of the department directors and managers along with the finance staff for their outstanding performance in preparing the budget document. BUDGET HIGHLIGHTS As we prepared this budget, the primary concerns were continuing all existing services for our citizens, maintaining appropriate staffing levels, and preserving reserve levels in accordance with the City's fiscal policies. We also placed emphasis on ensuring the City is in a sound financial position in the future by preparing for changes that will occur as the City reaches buildout. 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 • Metro 817/267-4403 Fax 817/685-1416 www.eulesstx.gov 1 Requests for capital items were evaluated and recommendations are based upon need and available funds. Funded capital items have been included in the FY2019-20 proposed budget as presented. Highlights of the proposed budget are detailed below: ♦ The property tax rate for the upcoming fiscal year is proposed to remain at 46.250 per $100 of assessed valuation. ♦ There are no cuts in programs or services for citizens. ♦ Baseline budget includes a proposed salary plan of 2.5%. ♦ The water rate includes a 250 increase in the base rate to cover debt and service center operations and an increase to the volume rate of 190 per thousand gallons. The volume rate increase covers a 160 pass -through increase from Trinity River Authority (TRA) in the City's cost to purchase water and a 3¢ increase in the City's production and distribution cost. ♦ A 300 per thousand gallons rate stabilization rebate has been included for residential water customers for the first 15,000 gallons per month. ♦ The wastewater rate includes a 250 increase in the base rate and an increase of 2¢ per thousand gallons, which includes both the City's increased cost of operations and a 10 pass -through increase from TRA for the collection and treatment of the wastewater. ♦ The Water and Wastewater Operating Fund includes transfers to Capital Improvement Programs (CIP) to cash flow system infrastructure improvements including water and wastewater line replacements. The annual commitment for line replacement continues at $1,075,000. ♦ The General Fund includes a transfer to CIP to cash flow annual street improvements in the amount of $975,000. Not only does this continue the City's significant step last year in achieving recommended baseline funding and eliminating dependence upon excess reserves for this critical expenditure, but adds $25,000 to the investment in infrastructure as recommended by a third party study of Euless street infrastructure. ♦ Transfers to the Equipment Replacement Fund have been increased substantially. Historically the City only accumulated funds to cover vehicle and mobile equipment replacements. This has now been expanded to cover most equipment and furnishings. ♦ General Fund supplemental programs include the addition of a code enforcement officer and various public safety and planning software. The Water and Wastewater Fund includes the addition of one field technician. ♦ Recommended capital items are detailed by fund in tab 5 of this book and have been included in the proposed budget. 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 Metro 817/267-4403 Fax 817/685-1416 www.culesstx.gov 2 GENERALFUND General Fund revenues are proposed at $43,595,508 which represents an increase of 3.5% from the previous year's budget. Due to increased property tax values, including new construction, property tax revenues are expected to increase; however, franchise fees and other user charges are expected to be less that current year collections. Property valuations as of July 25', including minimum value of property under protest and incomplete properties, provided to the City by the Tarrant Appraisal District totaled $4,935,735,786 for FY2019-20. This represents an increase of $520,022,011 or 11.78% from the FY2018-19 tax roll of $4,415,713,775. The tax rate proposed for FY2019-20 is 46.250 per $100 of assessed valuation, which includes 37.79740 for maintenance and operations and 8.45260 for debt service. This total proposed rate is unchanged from FY2018-19 and represents the 26' consecutive year that the Euless property tax rate has been held flat or reduced. FY2018-19 sales tax collections are projected to end the fiscal year down less than 1 % from budget. Based on this information, sales tax projections for FY2019-20 were calculated using the estimated collections through the end of this fiscal year adjusted for anticipated development, construction, and tax increment reinvestment zone allocations. Overall, sales tax revenues are projected to increase 1.3% above the current year estimate. Other revenue sources including building permits and fines and fees have either been held flat or reduced. While building permits have been strong, this revenue source will be vastly reduced when the City reaches buildout. Therefore, we continue to reduce our dependence on this revenue. Municipal court fines and fees have also been reduced based on declining case volume and legislative changes that impact collection of fines and fees. Telephone and cable franchise fees have also been reduced based on recent legislative changes. Ambulance fees have also been reduced based on current collection rates. Interest income has been increased as a result of rate hikes by the Federal Reserve but is expected to flatten or reduce before the end of the fiscal year. General Fund operating expenses, excluding capital programs, are proposed at $43,577,488 which represents an increase of approximately 3.5%. This increase is primarily attributed to providing funding for the employee pay plan and for establishing a replacement plan for furnishings and equipment. The decrease in rebates is directly associated with contractual agreements and expected revenues. Recommended capital programs include funding for facility improvements, inspection services, and various equipment needs. These items are proposed to be funded from excess reserves. In accordance with the City's fiscal policy, all current expenses will be paid from current revenues. Per this policy, the budgeted General Fund reserve is equal to 60 days working capital. The fund balance summary verifies that the City has complied with this 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 Metro 817/267-4403 Fax 817/685-1416 www.culesstx.gov 3 policy. Excess reserves have only been used to fund proposed capital needs. A detailed list of the recommended capital purchases can be found in tab 5. WATER AND WASTEWATER FUND The FY2019-20 budget includes proposed operating revenues of $26,053,084, which is an increase of less than 1 % over FY2018-19 budgeted revenues. The water and wastewater revenue projections are based on proposed rates and estimated consumption for FY2019-20. A proposed rebate is included for single-family residential customers of 300 per thousand gallons of water used up to a maximum of 15,000 gallons per month. The City's Rate Stabilization Fund will provide the resources to cover the cost of the proposed rebate. Proposed water and wastewater baseline expenses are $26,031,854, which is an increase of 1 % over current year. The anticipated volume of water purchased and wastewater treatment is decreasing slightly and the projected cost of water and wastewater collection services from TRA is increasing. Funding has also been included for the employees' pay plan, and one field technician. Proposed capital items include the painting of fire hydrants. The proposed budget meets the criteria set forth in the City's fiscal policies with reserves calculated at 75 days of working capital. Water and Wastewater Debt Reserve Requirements Water and wastewater revenue bond covenants require the City to maintain sufficient reserves equal to the average annual debt service requirements. This debt reserve is in addition to the working capital reserve required by the City's fiscal policies and is maintained in a separate fund. The reserve level currently meets the requirements of the bond covenants. EQUIPMENT REPLACEMENT FUND The City maintains an equipment replacement program to accumulate funds for the replacement of existing vehicles and mobile equipment. As mentioned previously, the equipment included in the equipment replacement fund has been expanded in the FY2019-20 proposed budget to include furnishings and equipment. Funding is provided annually by user departments in order to accumulate funds to cover the expected replacement costs. Transfers are also included from operating fund excess reserves to cover prior year accumulated depreciation on the furnishings and equipment to ensure adequate funds at the time of replacement. 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 Metro 817/267-4403 Fax 817/685-1416 www.culesstx.gov 4 SPECIAL REVENUE FUNDS Hotel/Motel Fund The Hotel/Motel Fund was established to account for a 7% hotel/motel occupancy tax allowed by the State of Texas. The tax is levied on the rental of a hotel/motel room within the City of Euless. Funds generated by this occupancy tax must be expended for items that qualify in accordance with state law including the promotion of tourism, programs which enhance the arts, historical restoration programs, and convention facilities. The hotel/motel tax receipts are projected to increase in FY2019-20 from current year collections based on new development. Funding is included for Arbor Daze, conference center operations and contractual rebates. Capital funds are also included for improvement at the Texas Star Conference Centre. Half -Cent Sales Tax Fund — Euless Development Corporation (EDC) Euless citizens approved an additional '/20 sales tax in 1993 that is restricted for parks, library, and economic development activities. Sales tax revenue projections for FY2019-20 were calculated using the estimated collections through the end of this fiscal year adjusted for development and construction. Expenses in this fund include an increase to fund the employees' pay plan and benefits and annual hardware and software replacements. Recommended capital programs, as detailed in tab 5, include a transfer for miscellaneous parks improvement, moving expenses to relocate the library back to its permanent home after remodel, and other equipment. This budget maintains the 60 days of working capital for reserves. Car Rental Tax Fund In November 1999, Euless citizens approved a 5% tax to be collected on all short-term motor vehicle rentals within the City limits. In the spring of 2000, the Dallas -Fort Worth International (DFW) Airport opened a consolidated car rental facility within Euless city limits. These funds are divided equally among Euless, Dallas, and Fort Worth per the requirements of a revenue sharing agreement established by the parties in FY1997-98. Transfers for FY2019-20 from this fund include the annual transfer to the General Fund and a transfer to the Equipment Replacement Fund. A transfer to the CIP Fund is included to cash flow Wilshire Park improvements and replenish the redevelopment project. Details of both items can be found in the CIP plan. Funding is also included for the parks maintenance building, Heritage Park Playground, and equipment storage. Staff has maintained the $2,000,000 reserve level approved by the City Council. 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 Metro 817/267-4403 Fax 817/685-1416 www.culesstx.gov 5 ENTERPRISE FUNDS Texas Star Sports Complex Texas Star Sports Complex operations have been adjusted to include the planned closure of Softball World for renovations to incorporate the facility into the Parks at Texas Star. Revenues and expenses have been adjusted accordingly. CAPITAL IMPROVEMENT FUNDS A separate Capital Improvements Program (CIP) has been updated and will be distributed under separate cover. This comprehensive document provides a summary of all funded projects detailing project scope, justification, funding sources, future maintenance and operating costs, and expenses to -date. Unfunded projects are categorized as Priority A, B, or C. Priority A items are recommended in the upcoming budget year and funding sources have been identified. Priority B items are expected to be presented for funding consideration within a two to five year window. Priority C items have been identified, but will be introduced for funding consideration at some time beyond the five year window. Projects identified as Priority B have been considered in preparing the multi -year financial plan. This plan is fluid and will be reviewed and updated annually based on infrastructure needs within the City. The FY2019-20 recommended Priority A projects include funds for Glade Road reconstruction east of Highway 360 and a traffic signal at Cheek Sparger and Heritage Avenue with costs to be shared by other public entities. Other projects include funds for annual street improvements, wastewater line replacement at Midway Park and on North Main Street, water line replacement on Alexander Lane, Fire Station #1 Construction, Texas Star Slope Wall Protection Phase I, Texas Star Sports Complex Phase VII Construction and Wilshire Park upgrades. LONG-TERM DEBT The City has existing long-term debt issued for the acquisition and construction of major capital facilities, infrastructure, and equipment. Additional debt issuance planned for FY2019-20 includes Certificates of Obligation for Fire Station #1 Construction, Euless Development Corporation Sales Tax Revenue Bonds for Texas Star Sports Complex Phase VI I, and short-term tax notes for future equipment purchases. A brief explanation of the various debt instruments is provided below: General Obligation Bonds — issued pursuant to voter authorization for infrastructure and facility projects. General Obligation Refunding Bonds — issued to refund existing General Obligation Bonds and Certificates of Obligations in order to lower the overall debt service requirements of the City. These bonds do not require voter authorization. 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 Metro 817/267-4403 Fax 817/685-1416 www.culcsstx.gov 6 Certificates of Obligation — similar to General Obligation bonded debt in usage, but do not require voter authorization and cannot be used for refunding existing debt. Water and Wastewater Revenue Bonds — issued to provide funds for certain improvements to the water and wastewater system as well as to refund prior water and wastewater debt issues. These bonds are reported in the Water and Wastewater Fund and will be repaid from revenues of this enterprise operation. Sales Tax Revenue Bonds — are used to finance library, park, and economic development projects as well as to refund prior sales tax revenue debt issues. Sales tax revenue bonds will be repaid from the half -cent sales tax revenues collected by the Euless Development Corporation. The City strives to utilize the long-term plan to maintain a stable Interest and Sinking (I&S) tax rate so as not to have undue volatility in the overall tax rate due to capital projects and debt issuance. Additional information relating to the City's currently outstanding debt is included in tab 6 of this book. CLOSING COMMENTS Preparation of this budget included a city-wide effort guided by our mission to provide quality services to our citizens. Input was received from Euless residents at various forums including the June Town Hall Meeting. We believe this budget allows us to accomplish the City's goals, while maintaining the existing tax rate. We feel that this is a fiscally sound budget that meets our City's primary objectives including: maintaining financial integrity; providing public safety and health services to the community; employing high -quality professional personnel; maintaining the City's infrastructure; promoting quality development; providing quality leisure opportunities; and instilling a "sense of community" in residents. We look forward to seeing you at the budget work session. Respectfully submitted, Loretta Getchell, City Manager 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 • Metro 817/267-4403 Fax 817/685-1416 www.eulesstx.gov 7 EXECUTIVE SUMMARY GENERAL FUND FY 2019 Budgeted Resources $ 44,633,535 Less Use of Prior Year Reserves $ (2,494,858) FY 2019 Net Operating Revenues $ 42,138,677 Proposed Changes in Revenue Property Taxes $ 1,938,108 Sales Tax $ 58,319 Franchise Fees $ (358,748) License and Permits $ 6,125 Fines & Fees $ (280,930) Interest Income $ 85,000 Transfers $ (4,088) Other Changes $ 13,045 Subtotal: $ 1,456,831 FY 2020 Proposed Operating Revenues $ 43,595,508 FY 2019 Budgeted Expenses $ 44,599,422 Less Capital Expenses $ (2,494,858) FY 2019 Net Operating Expenses $ 42,104,564 Proposed Changes in Expenses Salaries and Benefits $ 718,875 Rebates/Incentives $ (297,139) Professional/Technical $ 70,040 Utilities and Fees $ 9,866 Maintenance/Supplies $ 111,341 Equipment Replacement $ 609,553 Street Improvements $ 25,000 Other Changes $ 111,754 Subtotal: $ 1,359,290 FY 2020 Proposed Supplemental $ 113,634 FY 2020 Proposed Operating Expenses $ 43,577,488 Proposed Capital Expenses Capital Carryover $ 1,064,219 Recommended Capital Expenses $ 2,889,872 FY 2020 Proposed Capital Expenses $ 3,954,091 FY 2020 Proposed Budget $ 47,531,579 8 EXECUTIVE SUMMARY WATER & WASTEWATER FY 2019 Budgeted Resources $ 26,271,131 Less Use of Prior Year Reserves $ (473,921) FY 2019 Net Operating Revenues $ 25,797,210 Proposed Changes in Revenue Water Service $ 63,387 Wastewater Service $ (47,595) Reclaimed Water Service $ 45,082 Interest Income $ 175,000 Sanitation/Recycling/Penalties $ - Other Changes $ 20,000 Subtotal: $ 255,874 FY 2020 Proposed Operating Revenues $ 26,053,084 FY 2019 Budgeted Expenses $ 26,238,881 Less Capital Expenses $ (473,921) FY 2019 Net Operating Expenses $ 25,764,960 Proposed Changes in Expenses Salaries and Benefits $ 68,109 TRA Payments $ (40,215) Reclaimed Water Purchases $ 37,029 Transfers $ 112,965 G&A/Franchise $ 25,586 Utilities and Fees $ 5,558 Maintenance $ 5,000 Regulatory Fees $ (39,693) Other Changes $ 26,100 Subtotal: $ 200,439 FY 2020 Proposed Supplemental $ 66,455 FY 2020 Proposed Operating Expenses $ 26,031,854 Proposed Capital Expenses Capital Carryover $ 179,032 Recommended Capital Expenses $ 30,000 FY 2020 Proposed Capital Expenses $ 209,032 FY 2020 Proposed Budget $ 26,240,886 EXECUTIVE SUMMARY CAR RENTAL FUND FY 2019 Budgeted Resources $ 18,682,004 Less Use of Prior Year Reserves $ (3,846,239) FY 2019 Net Operating Revenues Proposed Changes in Revenue Car Rental Taxes $ (85,634) Interest Income $ 90,000 Subtotal: FY 2020 Proposed Operating Revenues FY 2019 Budgeted Expenses $ 15,803,507 Less Capital Expenses $ (3,846,239) FY 2019 Net Operating Expenses Proposed Changes in Expenses DFW Rebate $ (57,089) Contingencies $ - Transfer to General Fund $ (9,515) Transfer to Equipment Replacement $ (27,420) Subtotal: FY 2020 Proposed Operating Expenses Proposed Capital Expenses Capital Carryover $ 381,339 Recommended Capital Expenses $ 3,199,820 FY 2020 Proposed Capital Expenses FY 2020 Proposed Budget $ 14,835,765 $ 4,366 $ 14,840,131 $ 11,957,268 $ (94,024) $ 11,863,244 $ 3,581,159 $ 15,444,403 `rs, Fund Balance Summary Estimated FY2018-19 and Budgeted FY2019-20 General and Internal Service Funds Insurance & Risk Mgmt. & Equipment General Benefits Workers Replacement Comp Beginning Balance, FY19 $13,554,693 $3,947,017 $2,187,793 $3,813,854 (per audit, FYE 2018) FY19 Estimated Revenues Total Available 42,822,060 7,726,947 56,376,753 11,673,964 1,096,938 3,284,731 2,058,653 5,872,547 FY19 Estimated Expenses (42,104,564) (7,514,893) (1,488,720) (1,332,392) Proposed Budget Adjustment 0 0 0 0 Capital Expenses (1,430,639) 0 (426,000) 0 Total Projected Expenses: (43,535,203) (7,514,893) (1,914,720) (1,332,392) Estimated Ending Balance FY19 12,841,550 4,159,071 1,370,011 4,540,155 FY20 Budgeted Revenues Total Available FY20 Budgeted Expenses Capital Carryover Capital Expenses Total Projected Expenses 43,595,508 7,704,525 56,437,058 11,863,596 (43,577,488) (7,631,683) (1,064,219) 0 (2,889,872) 0 (47,531,579) (7,631,683) 1,028,800 2,398,811 (1,027,125) 0 (170,000) (1,197,125) 6,924,657 11,464,812 (1,634,500) 0 0 (1,634,500) )rojected Ending Balance, FY20 8,905,479 4,231,913 1,201,686 9,830,312 _ess: Designated Reserve (138,857) 0 0 0 kdjusted Ending Balance 8,766,622 4,231,913 1,201,686 9,830,312 Recommended Reserve Levels per Fiscal Policy: 7,163,423 2,522,487 Available for Supplemental: Available for Capital: Total Available 18,020 1,585,179 1,603,199 72,842 1,636,584 1,709,426 600,000 9,830,312 1,675 5,290,157 600,011 (5,290,157) 601,686 0 is Fund Balance Summary Estimated FY2018-19 and Budgeted FY2019-20 Special Revenue Funds Hotel/ Juvenile EDC 112 CCPD 1/4 Motel Case Cent Sales Cent Sales Car Rental Tax Tax beginning tsaiance, rYly .b413,44b UbU,JUb $Z,450,311 $I,ZU4,1IJ $4,/Ut3,bZb (per audit, FYE 2018) FY19 Estimated Revenues 874,690 84,000 5,461,815 2,671,417 14,820,131 Total Available: 1,298,136 353,506 7,917,192 3,955,590 19,528,757 FY19 Estimated Expenses (843,868) (81,317) (4,394,588) (2,667,648) (11,790,664) Proposed Budget Adjustment (32,464) 0 0 (50,000) Capital Expenses 0 0 (999,705) (77,640) (3,464,900) Total Projected Expenses: (876,332) (81,317) (5,394,293) (2,745,288) (15,305,564) Estimated Ending Balance FY19 421,804 272,189 2,522,899 1,210,302 4,223,193 FY20 Budgeted Revenues 1,229,500 86,675 5,543,964 2,715,960 14,840,131 Total Available: 1,651,304 358,864 8,066,863 3,926,262 19,063,324 FY20 Budgeted Expenses (897,107) (85,618) (4,714,162) (2,705,126) (11,863,244) Capital Carryover (75,000) 0 (1,045,171) 0 (381,339) Capital Expenses 32( 5,000) (37,000) (1,402,938) 52( 0,711) (3,199,820) Total Projected Expenses: (1,297,107) 12( 2,618) (7,162,2711 (3,225,837) (15,444,403) 'rojected Ending Balance, FY20 354,197 236,246 904,592 700,425 3,618,921 .ess: Designated Reserve (66,807) 0 0 0 0 \djusted Ending Balance 287,390 236,246 904,592 700,425 3,618,921 Recommended Reserve Levels per Fiscal Policy: 147,470 14,074 Available for Supplemental: 332,393 1,057 Available for Capital: (192,473) 221,115 Total Available 139,920 222,172 774,931 444,678 2,000,000 829,802 10,834 2,976,887 700141 244,913 (1,357,966) 129,661 255,747 1,618,921 Fund Balance Summary Estimated FY2018-19 and Budgeted FY2019-20 Special Revenue Funds (continued) Police Police Glade Glade Cable Midtown Midtown Drug Grant Seized Parks PID Parks PEG Fee PID TIRZ Assets #1 TIRZ (per audit, FYE 2018) FY19 Estimated Revenues 12,499 214,116 18,245 0 1,642,058 123,000 1,114,529 51,701 Total Available: 531,609 214,522 308,885 750,000 2,343,879 813,396 1,184,552 51,701 FY19 Estimated Expenses (500) (151,118) (61,506) 0 (1,130,249) (120,000) (1,114,529) (37,820) Proposed Budget Adjustment 0 (62,998) 0 0 0 0 0 0 Capital Expenses (21,338) 0 0 0 0 0 0 0 Total Projected Expenses: (21,838) 21( 4.116) (61,506) 0 (1,130,249) 12( 0.000) (1,114,529) (37,820) Estimated Ending Balance FY19 509,771 406 247,379 750,000 1,213,630 693,396 70,023 13,881 FY20 Budgeted Revenues 8 500 71,362 4 000 0 1,851,647 123,000 1,112,248 100,009 Total Available: 518,271 71,768 251,379 750,000 3,065,277 816,396 1,182,271 113,890 FY20 Budgeted Expenses (500) (71,362) (61,506) 0 (1,143,966) (120,000) (1,062,197) (51,701) Capital Carryover (178,662) 0 0 0 0 0 0 0 Capital Expenses 0 0 0 0 0 (206,794) 0 0 Total Projected Expenses: (179,162) (71,362) (61,506) 0 (1,143,966) (326,794) (1,062,197) (51,701) Projected Ending Balance, FY20 339,109 406 189,873 750,000 1,921,311 489,602 120,074 62,189 .ess: Designated Reserve 0 0 0 (750,000) 0 0 0 0 kdjusted Ending Balance 339,109 406 189,873 0 1,921,311 489,602 120,074 62,189 Recommended Reserve Levels per Fiscal Policy: 0 Available for Supplemental: 8,000 Available for Capital: 331,109 Total Available 339,109 0 0 0 0 0 0 0 0 (57,506) 0 707,681 3,000 50,051 48,308 406 247,379 0 1,213,630 486,602 70,023 13,881 406 189,873 0 1,921,311 489,602 120,074 62,189 13 Fund Balance Summary Estimated FY2018-19 and Budgeted FY2019-20 Enterprise Funds Drainage Texas Water & Service Utility Recreation Arbor Texas Star Star Wastewater Center System Classes Daze Golf Sports Complex ce, FY19 Estimated Revenues 25,937,210 1,313,563 829,380 743,900 80,000 4,637,880 1,174,630 Total Available: 33,636,167 1,904,561 1,151,426 1,157,103 133,771 4,671,021 1,366,598 FY19 Estimated Expenses (25,628,800) (1,309,899) (813,404) (689,681) (80,000) (4,620,972) (1,070,470) Proposed Budget Adjustment 0 0 0 0 0 0 0 Capital Expenses (294,889) (81,500) (80,000) (83,840) 0 0 (67,955) Total Projected Expenses: (25,923,689) (1,391,399) 893404 773521 80000 (4,620,972) (1,138,425) Estimated Ending Balance FY19 7,712,478 513,162 258,022 383,582 53,771 50,049 228,173 FY20 Budgeted Revenues 26,053,084 1,333,623 834,500 748,530 80,000 4,694,475 767,100 Total Available: 33,765,562 1,846,785 1,092,522 1,132,112 133,771 4,744,524 995,273 FY20 Budgeted Expenses (26,031,854) (1,333,623) (832,950) (734,119) (80,000) (4,688,712) (684,522) Capital Carryover (179,032) 0 0 0 0 0 0 Capital Expenses (30,000) (142,750) (50,000) (246,862) 0 0 (53,000) Total Projected Expenses: (26,240,886) (1,476,373) (882,950) (980,981) (80,000) (4,688,712) (737,522) rojected Ending Balance, FY20 7,524,676 370,412 209,572 151,131 53,771 55,812 257,751 ess:Designated Reserve 0 0 0 0 0 0 C ,djusted Ending Balance 7,524,676 370,412 209,572 151,131 53,771 55,812 257,751 Recommended Reserve Levels per Fiscal Policy: 5,349,011 0 171,154 150,846 0 0 140,655 Available for Supplemental: 21,230 0 1,550 14,411 0 5,763 82,578 Available for Capital: 2,154,435 370,412 36,868 (14,126) 53,771 50,049 34,518 Total Available 2,175,665 370,412 38,418 285 53,771 55,812 117,096 14 Fund Balance Summary Estimated FY2018-19 and Budgeted FY2019-20 Debt Service Funds EDC 112 Water & Texas G.O.Debt Stars Star Golf Service Center Debt Cent Sales Wastewater Course Tax Debt Debt Debt Beginning Balance, FY19 $1,779,346 $134,795 $2,280 $335,671 $55,479 (per audit, FYE 2018) FY19 Estimated Revenues 6,365,898 735,340 160,735 1,301,827 590,540 Total Available: 8,145,244 870,135 163,015 1,637,498 646,019 FY19 Estimated Expenses (6,017,320) (708,830) (160,735) (1,301,827) (589,040) Proposed Budget Adjustment 0 0 0 0 0 Total Projected Expenses: (6,017,320) 70( 8,830) 16( 0,735) (1,301,827) 58( 9,040) Estimated Ending Balance FY19 2,127,924 161,305 2,280 335,671 56,979 FY20 Budgeted Revenues 6,023,137 713,803 442,664 1,489,617 589,566 Total Available: 8,151,061 875,108 444,944 1,825,288 646,545 FY20 Budgeted Expenses (6,070,199) (709,303) (442,664) (1,489,617) (589,566) Capital Carryover 0 0 0 0 0 Capital Expenses 0 0 0 0 0 Total Projected Expenses: (6,070,199) 70( 9,303) 44( 2,664) (1,489,617) 58( 9,566) Projected Ending Balance, FY20 2,080,862 165,805 2,280 335,671 56,979 Less: Designated Reserve (370,604) (41,250) 0 0 0 Adjusted Ending Balance 1,710,258 124,555 2,280 335,671 56,979 Recommended Reserve Levels per Fiscal Policy: 347,862 Available for Supplemental: (47,062) Available for Capital: 1,409,458 Total Available 1,362,396 0 0 0 0 4,500 0 0 0 120,055 2,280 335,671 56,979 124,555 2,280 335,671 56,979 15 Fund Balance Summary Estimated FY2018-19 and Budgeted FY2019-20 Reserve Funds Water & Water & General EDC 112 Cent Texas Star Midtown Wastewater Wastewater Texas Star Emergency/ Sales Tax Sports Bond Debt & Rate Golf Course Contingency bt Complex Reserve Emergency Stabilization Reserve Reserves Ressery Reserve Reserve Reserve Reserve FY19 Estimated Revenues 500,000 103,459 0 145,098 1,112,182 45,685 204,000 Total Available: 1,500,000 202,051 999,725 1,327,464 4,707,328 614,812 1,293,908 FY19 Estimated Expenses 0 (41,372) 0 0 (266,609) 0 (100,000) Proposed Budget Adjustment 0 0 0 0 0 0 0 Capital Expenses 0 0 0 0 14( 5,098) 0 11( 5,000) Total Projected Expenses: 0 (41,372) 0 0 41( 1,707) 0 21( 5,000) Estimated Ending Balance FY19 1,500,000 160,679 999,725 1,327,464 4,295,621 614,812 1,078,908 FY20 Budgeted Revenues 0 322,112 0 0 50,000 44,120 188,300 Total Available: 1,500,000 482,791 999,725 1,327,464 4,345,621 658,932 1,267,208 FY20 Budgeted Expenses 0 (700) 0 0 (242,414) 0 (100,000) Capital Carryover 0 0 0 0 0 0 0 Capital Expenses 0 0 0 0 60( 0,000) 37( 9,419) (215,337) Total Projected Expenses: 2 (700) _0 0 84( 2,414) 37( 9,419) (315,337) 'rojected Ending Balance, FY20 1,500,000 482,091 999,725 1,327,464 3,503,207 279,513 951,871 .ess: Designated Reserve (1,500,000) 48( 1,847) 99( 9,725) (1,290,559) 0 0 (522.31 8 kdjusted Ending Balance 0 244 0 36,905 3,503,207 279,513 429,553 Recommended Reserve Levels per Fiscal Policy: 0 0 0 0 0 0 963,434 Available for Supplemental: 0 321,412 0 0 (192,414) 44,120 88,300 Available for Capital: 0 32( 1.168) 0 36,905 3,695,621 235,393 62( 2.181) Total Available 0 244 0 36,905 3,503,207 279,513 (533,881) Where Does The Money Come From? FY2019-2020 Insur� 6°i Golf 4% W&WW 20% Fund Other Debt 12% Car Rental CCPD 4% 11 % 2% Budgeted FY2018-2019 Use of Revenue Reserves General $ 42,138,677 $ 2,494,858 Hotel/Motel $ 869,690 $ 75,000 Juvenile Case $ 94,000 $ - EDC %0 Sales Tax $ 5,495,559 $ 2,044,876 CCPD %0 Sales Tax $ 2,683,915 $ 105,970 Police Seized Assets Fund $ 3,500 $ 58,006 Police Drug Fund $ 7,300 $ 200,000 Grant Fund $ 151,118 $ - Car Rental $ 14,835,765 $ 3,846,239 Glade Parks PID $ - $ - Glade Parks TIRZ $ 1,658,217 $ Cable PEG Fund $ 120,300 $ Midtown PID $ 1,114,529 $ - Midtown TIRZ $ 37,820 $ - Water & Wastewater $ 25,797,210 $ 473,921 Service Center $ 1,309,899 $ 81,500 Drainage Utility $ 814,000 $ 80,000 Recreation Classes $ 716,030 $ 83,840 Arbor Daze $ 80,000 $ - Texas Star Golf Course (TSGC) $ 4,636,280 $ - Texas Star Sports Complex (TSSC) $ 1,281,100 $ 68,566 Equip. Replacement $ 2,008,842 $ - Insurance $ 7,559,893 $ - Risk/WC $ 1,079,938 $ 426,000 General Obligation Debt $ 5,945,013 $ 72,307 Star Center Debt $ 711,390 $ - EDC Debt $ 249,054 $ Water & Wastewater Debt $ 1,502,987 $ TSGC Debt $ 589,440 $ - TOTAL $ 123,491,466 $ 10,111,083 Schedule includes operating and debt funds and excludes CIP and reserve funds. General 33% Proposed FY2019-2020 Use of Revenue Reserves $ 43,595,508 $ 3,954,091 $ 1,229,500 $ 400,000 $ 86,675 $ 37,000 $ 5,543,964 $ 2,448,109 $ 2,715,960 $ 520,711 $ 4,000 $ 57,506 $ 8,500 $ 178,662 $ 71,362 $ - $ 14,840,131 $ 3,581,159 $ 1,851,647 $ - $ 123,000 $ 206,794 $ 1,112,248 $ - $ 100,009 $ - $ 26,053,084 $ 209,032 $ 1,333,623 $ 142,750 $ 834,500 $ 50,000 $ 748,530 $ 246,862 $ 80,000 $ - $ 4,694,475 $ - $ 767,100 $ 53,000 $ 6,924,657 $ - $ 7,704,525 $ - $ 1,028,800 $ 170,000 $ 6,023,137 $ 47,062 $ 713,803 $ - $ 442,664 $ $ 1,489,617 $ $ 589,566 $ - $ 130,710,585 $ 12,302,738 17 Where Does The Monev Go? FY2019-2020 Debt Other Risk/WC 8% 7%_ Inst Goli 4% W&WW 22% Car Rental 10% CCPD tuu 2% 4% Budqeted FY2018-2019 Operating Capital Fund Expenses Expenses General $ 42,104,564 $ 2,494,858 Hotel/Motel $ 843,868 $ 75,000 Juvenile Case $ 81,317 $ - EDC'/20 Sales Tax $ 4,442,163 $ 2,044,876 CCPD'/4o Sales Tax $ 2,676,714 $ 105,970 Police Seized Assets Fund $ 61,506 $ - Police Drug Fund $ 500 $ 200,000 Grant Fund $ 151,118 $ - Car Rental $ 11,957,268 $ 3,846,239 Glade Parks PID $ - $ - Glade Parks TIRZ $ 1,130,249 $ Cable PEG Fund $ 120,000 $ Midtown PID $ 1,114,529 $ Midtown TIRZ $ 37,820 $ - Water & Wastewater $ 25,764,960 $ 473,921 Service Center $ 1,309,899 $ 81,500 Drainage Utility $ 813,404 $ 80,000 Recreation Classes $ 670,481 $ 83,840 Arbor Daze $ 80,000 $ - Texas Star Golf Course (TSGC) $ 4,620,972 $ - Texas Star Sports Complex (TSSC) $ 1,185,932 $ 68,566 Equip. Replacement $ 1,326,500 $ - Insurance $ 7,514,893 $ - Risk/WC $ 1,008,720 $ 426,000 General Obligation Debt $ 6,017,320 $ - Star Center Debt $ 708,830 $ EDC Debt $ 249,054 $ Water & Wastewater Debt $ 1,502,987 $ TSGC Debt $ 589,040 $ - TOTAL $ 118,084,608 $ 9,980,770 General 36% Proposed FY2019-2020 Operating Capital Expenses Expenses $ 43,577,488 $ 3,954,091 $ 897,107 $ 400,000 $ 85,618 $ 37,000 $ 4,714,162 $ 2,448,109 $ 2,705,126 $ 520,711 $ 61,506 $ - $ 500 $ 178,662 $ 71,362 $ - $ 11,863,244 $ 3,581,159 $ 1,143,966 $ - $ 120,000 $ 206,794 $ 1,062,197 $ - $ 51,701 $ - $ 26,031,854 $ 209,032 $ 1,333,623 $ 142,750 $ 832,950 $ 50,000 $ 734,119 $ 246,862 $ 80,000 $ - $ 4,688,712 $ - $ 684,522 $ 53,000 $ 1,634,500 $ - $ 7,631,683 $ - $ 1,027,125 $ 170,000 $ 6,070,199 $ - $ 709,303 $ - $ 442,664 $ - $ 1,489,617 $ - $ 589,566 $ - $ 120,334,414 $ 12,198,170 Schedule includes operating and debt funds and exlcudes CIP and reserve funds. 18 T H E C I T Y O F General Fund Revenues FY2019-2020 Property Taxes 39% Miscellan 2% Transfers Fines & Fees 7% Interest 9% 1% Sales & Uses Taxes 31% Licenses/Permits 1% hise Fees 10% Proposed FY19 Budget to General Fund Actual Budget Estimated Budget FY20 Proposed Revenues FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Property Taxes $ 13,562,866 $ 15,155,605 $ 15,111,705 $ 17,108,713 $ 1,953,108 13% Prior Year Property Taxes $ 18,776 $ 30,000 $ - $ 15,000 $ (15,000) (50%) Penalties & Interest $ 57,875 $ 65,000 $ 56,587 $ 50,000 $ (15,000) (23%) Sales Tax $ 10,106,402 $ 10,487,214 $ 10,393,254 $ 10,529,080 $ 41,866 0% Additional Sales Tax $ 2,592,201 $ 2,706,739 $ 2,683,250 $ 2,723,192 $ 16,453 1% Mixed Drink Tax $ 154,035 $ 171,075 $ 129,064 $ 188,890 $ 17,815 10% Electric Franchise $ 1,805,014 $ 1,700,266 $ 1,694,111 $ 1,700,266 $ - 0% Gas Franchise $ 444,043 $ 430,000 $ 400,000 $ 415,000 $ (15,000) (3%) Telephone Franchise $ 284,053 $ 268,000 $ 265,000 $ 50,000 $ (218,000) (81 %) Sanitation Service $ 253,808 $ 252,000 $ 267,851 $ 275,000 $ 23,000 9% Recycling Franchise Fee $ 20,701 $ 20,225 $ 22,000 $ 22,500 $ 2,275 11% Cable Franchise Fee $ 591,685 $ 580,000 $ 553,000 $ 425,000 $ (155,000) (27%) W&WW Franchise Tax $ 1,293,478 $ 1,298,677 $ 1,298,677 $ 1,302,654 $ 3,977 0% Other Permits $ 31,111 $ 26,000 $ 31,000 $ 30,000 $ 4,000 15% Health Permits $ 73,000 $ 70,000 $ 80,000 $ 85,000 $ 15,000 21% Fire Permits $ 124,749 $ 90,000 $ 90,000 $ 90,000 $ - 0% Contractor Regulatory License $ 60,400 $ 65,000 $ 60,000 $ 60,000 $ (5,000) (8%) Minimum Housing $ 92,134 $ 79,015 $ 70,410 $ 65,000 $ (14,015) (18%) Misc. Permits and Fees $ 46,980 $ 45,000 $ 52,110 $ 51,140 $ 6,140 14% Building Permits $ 1,446,746 $ 300,000 $ 1,500,000 $ 300,000 $ - 0% Swimming Pools/Concessions $ 224,213 $ 230,000 $ 230,000 $ 230,000 $ - 0% Auto Theft Task Force Grant $ 92,180 $ 95,000 $ 89,000 $ 95,000 $ - 0% School Resource Officers $ 323,272 $ 325,000 $ 331,350 $ 331,350 $ 6,350 2% Municipal Court $ 2,571,711 $ 2,513,980 $ 2,317,160 $ 2,407,050 $ (106,930) (4%) Library Fees $ 27,553 $ 20,100 $ 16,500 $ 16,100 $ (4,000) (20%) Ambulance Fees $ 1,005,170 $ 1,010,000 $ 869,000 $ 850,000 $ (160,000) (16%) Alarm Revenue $ 113,213 $ 130,000 $ 109,400 $ 120,000 $ (10,000) (8%) Jail Revenue $ 192,555 $ 200,000 $ 192,500 $ 200,000 $ - 0% Interest Income $ 256,724 $ 170,000 $ 330,000 $ 255,000 $ 85,000 50% Miscellaneous $ 129,576 $ 105,174 $ 89,039 $ 84,424 $ (20,750) (20%) Tower Lease $ 503,326 $ 505,570 $ 505,570 $ 530,200 $ 24,630 5% Betterment/Contributions $ 15,502 $ 15,000 $ 15,000 $ 15,000 $ - 0% Issuance of Debt $ 3,268,911 $ - $ - $ - $ - 0% Transfers $ 2,844,592 $ 2,979,037 $ 2,969,522 $ 2,974,949 $ 4,088 0% TOTAL REVENUES $ 44,628,555 $ 42,138,677 $ 42,822,060 $ 43,595,508 $ 1,456,831 3% Use of Reserves $ - $ 2,494,858 $ 713,143 $ 3,954,091 $ 1,459,233 58% TOTAL RESOURCES $ 44,628,555 $ 44,633,535 $ 43,535,203 $ 47,549,599 $ 2,916,064 7% 19 TAX RATE SCENARIOS As Computed from July 2019 Certified Tax Roll Fiscal Year 2019-20 Revenue at Revenue at Revenue at Fiscal Year 2018-19 Effective Tax Rate Proposed Rate Rollback Rate Total Tax Rate 0.462500 0.443182 0.462500 0.471360 Debt Tax Rate 0.090790 0.084526 0.084526 0.084526 M & O Tax Rate 0.371710 0.358656 0.377974 0.386834 Assessed Valuation (a) $4,415,713,775 $4,935,735,786 $4,935,735,786 $4,935,735,786 Adj. Net Taxable Value Assessed (b) $3,953,691,076 $4,392,681,817 $4,392,681,817 $4,392,681,817 TIF Increment Value (c) 149,223,532 176,087,880 176,087,880 176,087,880 Total Debt $6,426,150 $4,392,814 $4,392,814 $4,392,814 Debt Paid by other Sources ($2,836,566) ($246,352) ($246,352) ($246,352) Taxable Debt Service $3,589,584 $4,146,462 $4,146,462 $4,146,462 Debt Revenue $3,589,556 $3,712,958 $3,712,958 $3,712,958 Prior Year Debt Revenue $3,681,773 $3,589,556 $3,589,556 $3,589,556 Increase (Decrease) in Debt Revenue ($92,217) $123,402 $123,402 $123,402 M&O Revenue - General Fund $14,328,858 $15,360,751 $16,188,115 $16,567,577 Ceiling Revenues $826,747 $911,624 $920,598 $924,467 Total General Fund Tax Revenue $15,155,605 $16,272,375 $17,108,713 $17,492,045 Prior YearM&O Revenue $13,639,048 $15,155,605 $15,155,605 $15,155,605 Increase (Decrease) in M&O Revenue $1,516,557 $1,116,770 $1,953,108 $2,336,440 Total Increase in Tax Revenue $1,424,340 $1,240,172 $2,076,510 $2,459,842 NOTES: (a) Assessed Valuation is the Net Taxable Value from T.A.D. plus minimum value of ARB and estimate of incomplete property. (b) Adj. Net Taxable Value Assessed = Assessed Value less TIF increment $176,087,880 and authorized ceiling Over 65 $343,569,381 and Disabled Persons $23,396,708. (c) TIF = Tax Increment Finance zone increment value increase contracted at 75% ($234,783,840 @ 75% = $176,087,880). Note: Under these circumstances each penny of tax equals approximately $428,286 ($4,392,681,817*.01 *.975/100 = $428,286). M&O Revenues are at a collection rate of approximately 97.5%. Debt Revenues are at 100% collections. M&O = Maintenance and Operations 20 General Fund Expenditures FY2019-2020 PACS Capital Public Works 6% 8% Finance 6% City Admin 3% 2% Admin Srvcs 7% Non -Depart Police 12% - 31 /o Development 2% Fire 23% Proposed FYI Budget to General Fund Actual Budget Estimated Budget FY20 Proposed Expenditures FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. City Council $ 18,599 $ 40,680 $ 40,680 $ 40,680 $ - 0% City Administration $ 596,858 $ 604,731 $ 604,731 $ 622,176 $ 17,445 3% City Secretary $ 368,148 $ 432,205 $ 432,205 $ 440,641 $ 8,436 2% Communications/Marketing $ 6,605 $ 16,725 $ 16,725 $ 20,725 $ 4,000 24% Total - City Administration $ 990,210 $ 1,094,341 $ 1,094,341 $ 1,124,222 $ 29,881 3% Finance/Budget $ 240,664 $ 248,954 $ 248,954 $ 253,813 $ 4,859 2% Municipal Court $ 684,252 $ 848,515 $ 848,515 $ 814,553 $ (33,962) (4%) Accounting $ 366,363 $ 434,131 $ 434,131 $ 446,878 $ 12,747 3% Purchasing $ 78,436 $ 103,457 $ 103,457 $ 100,903 $ 2,554 2% Total - Finance $ 1,369,715 $ 1,635,057 $ 1,635,057 $ 1,616,147 $ (18,910) (1%) Emergency Management $ 39,918 $ 56,770 $ 56,770 $ 58,095 $ 1,325 2% Police Code Compliance $ 1,673,392 $ 1,754,218 $ 1,754,218 $ 1,919,126 $ 164,908 9% Police Administration $ 1,049,311 $ 1,100,434 $ 1,195,010 $ 1,128,054 $ 27,620 3% Police Patrol $ 5,624,514 $ 5,880,980 $ 5,880,980 $ 6,116,071 $ 235,091 4% Police CID $ 1,677,621 $ 1,745,815 $ 1,745,815 $ 1,794,441 $ 48,626 3% Police Service $ 2,066,501 $ 2,301,329 $ 2,301,329 $ 2,271,077 $ (30,252) (1%) Police Detention $ 1,541,810 $ 1,633,638 $ 1,633,638 $ 1,643,113 $ 9,475 1% Total -Police $ 13,673,067 $ 1494739184 $ 149567,760 $ 14,929,977 $ 456,793 3% Fire Marshal/Education $ 603,515 $ 647,537 $ 647,537 $ 676,001 $ 28,464 4% Fire Administration $ 552,516 $ 555,136 $ 555,136 $ 578,037 $ 22,901 4% EMS/Suppression $ 9,109,167 $ 9,319,870 $ 9,319,870 $ 9,690,644 $ 370,774 4% Total -Fire $ 10,265,198 $ 10,522,543 $ 10,522,543 $ 10,944,682 $ 422,139 4% Information Services $ 352,927 $ 682,820 $ 682,820 $ 756,910 $ 74,090 11% Human Resources $ 387,096 $ 437,783 $ 437,783 $ 458,914 $ 21,131 5% Facility Maintenance $ 1,036,974 $ 1,095,480 $ 1,095,480 $ 1,134,199 $ 38,719 4% Libra $ 783,814 $ 807,535 $ 807,535 $ 827,337 $ 19,802 2% Total -Administrative Services $ 2,560,811 $ 3,023,618 $ 3,023,618 $ 3,177,360 $ 1539742 5% Planning & Development $ 295,322 $ 321,777 $ 321,777 $ 316,798 $ (4,979) (2%) Inspection Services $ 380,329 $ 395,426 $ 395,426 $ 406,541 $ 11,115 3% Total -Development $ 675,651 $ 717,203 $ 717,203 $ 723,339 $ 6,136 1% Recreation $ 645,510 $ 722,417 $ 722,417 $ 688,616 $ (33,801) (5%) Parks $ 1,340,942 $ 1,424,511 $ 1,424,511 $ 1,492,597 $ 68,086 5% Aquatics $ 141,551 $ 156,460 $ 156,460 $ 156,460 $ - 0% Senior Center $ 241,765 $ 283,240 $ 283,240 $ 301,553 $ 18,313 6% Recreation Admin. $ 76,464 $ 82,723 $ 82,723 $ 101,609 $ 18,886 23% Total -Parks & Comm Srvcs $ 2,446,232 $ 2,669,351 $ 2,6699351 $ 2,7409835 $ 719484 3% Street Maintenance $ 1,419,163 $ 2,354,700 $ 2,354,700 $ 2,368,916 $ 14,216 1% Animal Control $ 284,897 $ 307,551 $ 307,551 $ 327,586 $ 20,035 7% City Engineer $ 72,677 $ 79,324 $ 79,324 $ 81,819 $ 2,495 3% Total - Public Works $ 1,776,737 $ 2,741,575 $ 2,741,575 $ 2,778,321 $ 36,746 1% Legal Services $ 134,673 $ 175,000 $ 175,000 $ 175,000 $ - 0% Non -Departmental $ 7,643,157 $ 5,037,692 $ 4,943,116 $ 5,352,605 $ 314,913 6% Betterment $ 2,949 $ 15,000 $ 15,000 $ 15,000 $ - 0% Total - Non -Depart. $ 79780,779 $ 59227,692 $ 5,1339116 $ 5,5429605 $ 3149913 6% Total Operating Expenses $ 41,538,400 $ 42,104,564 $ 42,104,564 $ 43,577,488 $ 1,472,924 3% Capital Expenses $ 1,984,930 $ 2,494,858 $ 1,430,639 $ 3,954,091 $ 1,459,233 58% Total Expenses $ 43,523,330 $ 44,599,422 $ 43,535,203 $ 47,531,579 $ 2,932,157 7% 21 Water & Wastewater Revenues FY2019-2020 Other(1) Recycling 3% Sanitation 2% 1% Water 55% Wastewater 36% Penalties Reclaimed Water 1% 2% The above graph shows the sources of revenues in the Water & Wastewater Fund which are generated by services provided to the citizens of Euless for recycling, sanitation, water and wastewater. The "Other" amount represents 3% of total revenues and is an aggregate of several revenue sources as indicated in the table below. Proposed FY19 Budget to Water & Wastewater Actual Budget Estimated Budget FY20 Proposed Revenues FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Interest Income(l) $ 146,144 $ 75,000 $ 195,000 $ 250,000 $ 175,000 233% Sanitation $ 230,451 $ 224,045 $ 224,045 $ 224,045 $ - 0% Water Service $ 14,272,800 $ 14,267,612 $ 14,267,612 $ 14,330,999 $ 63,387 0% Wastewater Service $ 9,498,280 $ 9,548,020 $ 9,548,020 $ 9,500,425 $ (47,595) (0%) Reclaimed Water Service $ 607,955 $ 563,251 $ 563,251 $ 608,333 $ 45,082 8% New Meters(i) $ 76,699 $ 55,000 $ 55,000 $ 60,000 $ 5,000 9% Reconnect Fees(i) $ 224,980 $ 235,000 $ 235,000 $ 235,000 $ - 0% Inspection Fees(i) $ 179,999 $ 150,000 $ 150,000 $ 150,000 $ - 0% Miscellaneous(l) $ 49,991 $ 35,000 $ 55,000 $ 50,000 $ 15,000 43% Penalties $ 247,193 $ 230,000 $ 230,000 $ 230,000 $ - 0% Initiations/Transfer Fees(i) $ 33,150 $ 30,000 $ 30,000 $ 30,000 $ - 0% Recycling Fees $ 398,465 $ 384,282 $ 384,282 $ 384,282 $ - 0% Use of Rate Stabilization $ 278,494 $ 266,609 $ 266,609 $ 242,414 $ (24,195) (9%) Rate Stabilization Rebate $ (278,494) $ (266,609) $ (266,609) $ (242,414) $ 24,195 (9%) TOTAL REVENUES $ 25,966,107 $ 25,797,210 $ 25,937,210 $ 26,053,084 $ 255,874 1% Use of Reserves $ - $ 473,921 $ - $ 209,032 $ (264,889) (56%) TOTAL RESOURCES $ 25,966,107 $ 26,271,131 $ 25,937,210 $ 26,262,116 $ (9,015) (0%) The above chart details revenues for the past, current, and upcoming fiscal years, as well as expected increases and decreases in service fee collections within the past year. The Water and Wastewater revenues are generated primarily from user charges for the variety of services provided to the citizens of Euless. Water Service revenues fluctuate seasonally and can be drastically affected by an extended period of drought or rainfall. (1) Water & Wastewater Revenue line items are aggregated in graph under "Other" Water & Wastewater Expenditures FY2019-2020 Non -Depart. 37% Capital 1% GIS 2% MooMM Finance 2% Public Works 2% Wastewater Treatment 19% Water Distribution 5% Water Production 32% The graph above indicates the expenditure amounts disbursed to the individual departments within the Water and Wastewater Fund. These expenditures reflect the cost incurred by the City for the services provided to Euless citizens. Proposed FYI Budget to Water & Wastewater Actual Budget Estimated Budget FY20 Proposed Expenditures FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Water Office $ 457,580 $ 476,243 $ 476,243 $ 487,423 $ 11,180 2% Total -Finance $ 457,580 $ 476,243 $ 476,243 $ 487,423 $ 11,180 2% City Engineer $ 326,129 $ 369,821 $ 369,821 $ 361,538 $ (8,283) (2%) Water Production $ 8,270,474 $ 8,446,471 $ 8,446,471 $ 8,384,552 $ (61,919) (1%) Water Distribution $ 1,140,551 $ 1,177,137 $ 1,177,137 $ 1,282,030 $ 104,893 9% Wastewater Treatment $ 4,541,972 $ 4,884,966 $ 4,884,966 $ 4,977,281 $ 92,315 2% Meter Services $ 65,298 $ 70,396 $ 70,396 $ 71,813 $ 1,417 2% Total -Public Works $ 14,344,424 $ 14,948,791 $ 14,948,791 $ 15,077,214 $ 128,423 1% Recycling $ 38,830 $ 41,300 $ 41,300 $ 41,300 $ - 0% GIS/Information Services $ 600,580 $ 684,857 $ 684,857 $ 681,215 $ (3,642) (1%) Legal Services $ 54,616 $ 85,000 $ 85,000 $ 85,000 $ - 0% Non -Departmental $ 8,863,117 $ 9,528,769 $ 9,392,609 $ 9,659,702 $ 130,933 1% Total -Non Departmental $ 9,557,143 $ 10,339,926 $ 10,203,766 $ 10,467,217 $ 127,291 1% Total Operating Expenses $ 24,359,147 $ 25,764,960 $ 25,628,800 $ 26,031,854 $ 266,894 1% Capital Expenses $ 300,225 $ 473,921 $ 294,889 $ 209,032 $ 264,889 56% Total Expenses $ 24,659,372 $ 26,238,881 $ 25,923,689 $ 26,240,886 $ 2,005 0% The chart details the expenditures over the past, current, and upcoming fiscal years, as well as the expected increases and decreases in costs within the past year. These expenditures account for the cost associated with the acquisition, operation and maintenance of a municipal water and wastewater utility system. 23 All Other Enterprise Operating Funds This chart presents revenues, operating and capital expenses, and use of reserves for all other enterprise operating funds presented within the City of Euless' Annual Operating Budget. Enterprise Funds Actual FY 18 Budget FY 19 Estimated FY 19 Proposed Budget FY 20 FY19 Budget to FY20 Proposed $ Diff % Diff. Service Center Fund: Revenues $ 1,296,112 $ 1,309,899 $ 1,313,563 $ 1,333,623 $ 23,724 2% Operating Expenses $ 1,139,855 $ 1,309,899 $ 1,309,899 $ 1,333,623 $ 23,724 2% Use of Reserves $ - $ 81,500 $ 77,836 $ 142,750 $ 61,250 75% Capital Expenses $ 17,682 $ 81,500 $ 81,500 $ 142,750 $ 61,250 75% Drainage Utility System: Revenues $ 821,460 $ 814,000 $ 829,380 $ 834,500 $ 20,500 3% Operating Expenses $ 743,591 $ 813,404 $ 813,404 $ 832,950 $ 19,546 2% Use of Reserves $ - $ 80,000 $ 64,024 $ 50,000 $ (30,000) (38%) Capital Expenses $ 100,000 $ 80,000 $ 80,000 $ 50,000 $ (30,000) (38%) Recreation Classes: Revenues $ 769,159 $ 716,030 $ 743,900 $ 748,530 $ 32,500 5% Operating Expenses $ 600,259 $ 670,481 $ 689,681 $ 734,119 $ 63,638 9% Use of Reserves $ - $ 83,840 $ 29,621 $ 246,862 $ 163,022 194% Capital Expenses $ 53,010 $ 83,840 $ 83,840 $ 246,862 $ 163,022 194% Arbor Daze: Revenues $ 80,259 $ 80,000 $ 80,000 $ 80,000 $ - 0% Operating Expenses $ 42,929 $ 80,000 $ 80,000 $ 80,000 $ 0% Use of Reserves $ - $ - $ - $ - $ 0% Capital Expenses $ - $ - $ - $ - $ 0% Texas Star Golf Course: Revenues $ 4,501,306 $ 4,636,280 $ 4,637,880 $ 4,694,475 $ 58,195 1% Operating Expenses $ 4,547,468 $ 4,620,972 $ 4,620,972 $ 4,688,712 $ 67,740 1 % Use of Reserves $ 46,162 $ - $ - $ - $ - 0% Capital Expenses $ - $ - $ - $ - $ - 0% Texas Star Sports Complex: Revenues $ 1,327,622 $ 1,281,100 $ 1,174,630 $ 767,100 $ (514,000) (40%) Operating Expenses $ 1,157,340 $ 1,185,932 $ 1,070,470 $ 684,522 $ (501,410) (42%) Use of Reserves $ - $ 68,566 $ - $ 53,000 $ (15,566) (23%) Capital Expenses $ 84,647 $ 68,566 $ 67,955 $ 53,000 $ (15,566) (23%) Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the government's council is that the costs of providing goods and services to the general public on a continuing basis can be financed or recovered primarily through user charges. The Service Center Fund is used to account for the maintenance of the City's motor vehicles. The Drainage Fund is used to account for the acquisition, operation, and maintenance of the City's municipal drainage utility system. The Recreation Class Fund is used to account for the operation of recreational programs, activities and special events offered to Euless citizens and other groups on a fee basis. The Arbor Daze Fund is used to account for expenses related to the annual festival. The Texas Star Golf Course and Texas Star Sports Complex Funds are used to account for the operations and maintenance of these facilities which are supported primarily by user charges. 24 Special Revenue Operating Funds This chart presents revenues, operating and capital expenses, and use of reserves for all Special Revenue Funds presented within the City of Euless' Annual Operating Budget. Special Revenue Funds Actual FY 18 Budget FY 19 Estimated FY 19 Proposed Budget FY 20 FY19 Budget to FY20 Proposed $ Diff % Diff. Hotel/Motel: Revenues $ 873,083 $ 869,690 $ 874,690 $ 1,229,500 $ 359,810 41% Operating Expenses $ 772,344 $ 843,868 $ 876,332 $ 897,107 $ 53,239 6% Use of Reserves $ 180,578 $ 75,000 $ 1,642 $ 400,000 $ 325,000 433% Capital Expenses $ 281,317 $ 75,000 $ - $ 400,000 $ 325,000 433% Juvenile Case: Revenues $ 98,978 $ 94,000 $ 84,000 $ 86,675 $ (7,325) (8%) Operating Expenses $ 72,029 $ 81,317 $ 81,317 $ 85,618 $ 4,301 5% Use of Excess Reserves $ - $ - $ - $ 37,000 $ 37,000 0% Capital Expenses $ - $ - $ - $ 37,000 $ 37,000 0% EDC'h¢ Sales Tax: Revenues $ 5,239,145 $ 5,495,559 $ 5,461,815 $ 5,543,964 $ 48,405 1% Operating Expenses $ 3,927,966 $ 4,442,163 $ 4,394,588 $ 4,714,162 $ 271,999 6% Use of Reserves $ - $ 2,044,876 $ - $ 2,448,109 $ 403,233 20% Capital Expenses $ 1,238,815 $ 2,044,876 $ 999,705 $ 2,448,109 $ 403,233 20% CCPD'/40 Sales Tax: Revenues $ 2,610,549 $ 2,683,915 $ 2,671,417 $ 2,715,960 $ 32,045 1% Operating Expenses $ 2,478,204 $ 2,676,714 $ 2,667,648 $ 2,705,126 $ 28,412 1% Use of Reserves $ 10,634 $ 105,970 $ 73,871 $ 520,711 $ 414,741 391 % Capital Expenses $ 142,979 $ 105,970 $ 77,640 $ 520,711 $ 414,741 391 % Police Seized Assets Fund: Revenues $ 4,358 $ 3,500 $ 18,245 $ 4,000 $ 500 14% Operating Expenses $ 5,641 $ 61,506 $ 61,506 $ 61,506 $ - 0% Use of Reserves $ 1,283 $ 58,006 $ 43,261 $ 57,506 $ (500) (1%) Capital Expenses $ - $ - $ - $ - $ - 0% Police Drug Fund: Revenues $ 10,152 $ 7,300 $ 12,499 $ 8,500 $ 1,200 16% Operating Expenses $ - $ 500 $ 500 $ 500 $ - 0% Use of Reserves $ - $ 200,000 $ 9,339 $ 178,662 $ (21,338) (11%) Capital Expenses $ - $ 200,000 $ 21,338 $ 178,662 $ (21,338) (11%) Grant Fund: Revenues $ 373,857 $ 151,118 $ 214,116 $ 71,362 $ (79,756) (53%) Operating Expenses $ 397,639 $ 151,118 $ 214,116 $ 71,362 $ (79,756) (53%) Use of Reserves $ 23,782 $ - $ - $ - $ - 0% Capital Expenses $ - $ - $ - $ - $ - 0% Car Rental Tax: Revenues $ 14,914,324 $ 14,835,765 $ 14,820,131 $ 14,840,131 $ 4,366 0% Operating Expenses $ 11,598,290 $ 11,957,268 $ 11,790,664 $ 11,863,244 $ (94,024) (1%) Use of Reserves $ - $ 3,846,239 $ 485,433 $ 3,581,159 $ (265,080) (7%) Capital Expenses $ 1,595,100 $ 3,846,239 $ 3,514,900 $ 3,581,159 $ (265,080) (7%) Glade Parks TIRZ: Revenues $ 1,282,334 $ 1,658,217 $ 1,642,058 $ 1,851,647 $ 193,430 12% Operating Expenses $ 892,468 $ 1,130,249 $ 1,130,249 $ 1,143,966 $ 13,717 1% Use of Reserves $ - $ - $ - $ - $ - 0% Capital Expenses $ - $ - $ - $ - $ - 0% Cable PEG Fund: Revenues $ 127,664 $ 120,300 $ 123,000 $ 123,000 $ 2,700 2% Operating Expenses $ 54,095 $ 120,000 $ 120,000 $ 120,000 $ - 0% Use of Reserves $ - $ - $ - $ 206,794 $ 206,794 0% Capital Expenses $ - $ - $ - $ 206,794 $ 206,794 0% 25 Special Revenue Funds Actual FY 18 Budget FY 19 Estimated FY 19 Proposed Budget FY 20 FY19 Budget to FY20 Proposed $ Diff % Diff. Midtown PID: Revenues $ 988,302 $ 1,114,529 $ 1,114,529 $ 1,112,248 $ (2,281) (0%) Operating Expenses $ 962,112 $ 1,114,529 $ 1,114,529 $ 1,062,197 $ (52,332) (5%) Use of Reserves $ - $ - $ - $ - $ - 0% Capital Expenses $ - $ - $ - $ - $ - 0% Midtown TIRZ: Revenues $ - $ 37,820 $ 51,701 $ 100,009 $ 62,189 164% Operating Expenses $ - $ 37,820 $ 37,820 $ 51,701 $ 13,881 37% Use of Reserves $ - $ - $ - $ - $ - 0% Capital Expenses $ - $ - $ - $ - $ - 0% Special Revenue funds are used for specific revenues that are legally restricted to expenditures for particular purposes. The Hotel/Motel Fund is used to account for occupancy tax revenues from area hotels. Expenses are dedicated to the promotion of tourism and the convention and hotel industry. The Juvenile Case Fund is used to account for court fees collected. Expenses are dedicated primarily to personnel and operating costs required to process juvenile cases. The Euless Development Corporation (EDC) %0 Sales Tax Fund is used to account for the '/20 sales tax revenues. Expenses are dedicated to parks, library, recreational, and economic development activities within the City of Euless. The Crime Control and Prevention District (CCPD) %0 Sales Tax Fund is used to account for '/40 sales tax revenues. Expenses are dedicated to additional personnel, crime prevention programs, and equipment for the Euless Police Department. The Police Seized Asset Fund is used to account for proceeds from sale of seized assets which are dedicated to police expenditures. The Police Drug Fund is used to account for proceeds from sale of assets seized in connection with drug arrests. Expenses are dedicated solely for police department expenditures. Only interest earnings and overtime cost are budgeted due to the volatility and unpredictable nature in asset confiscation. Grant Fund is used to account for grant funds and other restricted revenues received by the City. Expenses must be spent in accordance with the grant provisions. The Car Rental Tax Fund is used to account for the 5% tax charged on any short-term motor vehicle rental. Expenses may be dedicated to operations, debt avoidance/reduction and capital expenditures. These revenues are shared equally between the cities of Dallas, Fort Worth, and Euless. The Glade Parks Public Improvement District (PID) Fund is used to account for assessments levied upon properties within the district boundaries. Expenses are incurred for the repayment of debt issued to fund public improvements within the district. The district will only assess property owners for the portion of the debt payment not covered with resources from the Glade Parks TIRZ. The Glade Parks Tax Increment Reinvestment Zone (TIRZ) Fund is used to account for new revenues generated from increased values of properties located within the Zone, based on the percentage pledged by each participating taxing entity. Expenses are incurred for the repayment of the related infrastructure cost. The Cable Public Educational and Governmental (PEG) Fund is used to account for a 1 % fee collected from cable channel providers for expansion of the City's public, educational, and governmental channel. The Midtown Public Improvement District (PID) Fund is used to account for assessments levied upon properties within the district boundaries. Expenses are incurred for the repayment of debt issued to fund public improvements within the district. The Midtown Tax Increment Reinvestment Zone (TIRZ) Fund is used to account for new revenues generated from increased values of properties located within the Zone, based on the percentage pledged by each participating taxing entity. Expenses are incurred for the repayment of the related infrastructure cost. 26 Internal Service Operating Funds This chart presents revenues, operating and capital expenses, and use of reserves for all Internal Service Funds presented within the City of Euless' Annual Operating Budget. Proposed FY19 Budget to Internal Service Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Equipment Replacement: Revenue $ 2,660,773 $ 2,008,842 $ 2,058,653 $ 6,924,657 $ 4,915,815 245% Operating Expenses $ 1,995,784 $ 1,326,500 $ 1,332,392 $ 1,634,500 $ 308,000 23% Use of Excess Reserves $ - $ - $ - $ - $ - - Insurance: Revenue $ 7,521,379 $ 7,559,893 $ 7,726,947 $ 7,704,525 $ 144,632 2% Operating Expenses $ 6,066,521 $ 7,514,893 $ 7,514,893 $ 7,631,683 $ 116,790 2% Use of Reserves $ - $ - $ - $ - $ - 0% Capital Expenses $ - $ - $ - $ - $ - 0% Risk/WC Management Revenue $ 1,031,545 $ 1,079,938 $ 1,096,938 $ 1,028,800 $ (51,138) (5%) Operating Expenses $ 950,130 $ 1,008,720 $ 1,488,720 $ 1,027,125 $ 18,405 2% Use of Reserves $ - $ 426,000 $ 642,782 $ 170,000 $ (256,000) (60%) Capital Expenses $ 10,000 $ 426,000 $ 426,000 $ 170,000 $ (256,000) (60%) Internal Service funds are used to account for the financing of goods or services provided by one department to other departments of the government and to other government units, on a cost reimbursement basis. The Equipment Replacement Fund is used to account for the accumulation of funds from user departments. Expenses are dedicated to replacement of existing equipment and motor vehicles. The Insurance Fund is used to account for both city and employee premiums. Expenses are dedicated to employees' health, dental, and prescription claims. The Risk Management/Workers' Compensation Fund is used to account for the program(s) used for worker's compensation, general liability, and property claims. 27 Debt Service Operating Funds This chart presents revenues and operating expenses, and use of reserves for all Debt Service Funds presented within the City of Euless' Annual Operating Budget. Debt Service Funds Actual FY 18 Budget FY 19 Estimated FY 19 Proposed Budget FY 20 FY19 Budget to FY20 Proposed $ Diff % Diff. General Obligation Debt Revenues $ 6,716,679 $ 5,945,013 $ 6,365,898 $ 6,023,137 $ 78,124 1% Operating Expenses $ 6,201,252 $ 6,017,320 $ 6,017,320 $ 6,070,199 $ 52,879 1% Use of Reserves $ - $ 72,307 $ - $ 47,062 $ (25,245) (35%) Star Center Debt Revenues $ 706,519 $ 711,390 $ 735,340 $ 713,803 $ 2,413 0% Operating Expenses $ 706,300 $ 708,830 $ 708,830 $ 709,303 $ 473 0% Use of Reserves $ - $ - $ - $ - $ - 0% EDC Debt Service Revenues $ 36,392 $ 249,054 $ 160,735 $ 442,664 $ 193,610 78% Operating Expenses $ 36,373 $ 249,054 $ 160,735 $ 442,664 $ 193,610 78% Use of Reserves $ - $ - $ - $ - $ - 0% Water & Wastewater Debt Revenues $ 1,195,689 $ 1,502,987 $ 1,301,827 $ 1,489,617 $ (13,370) (1%) Operating Expenses $ 967,694 $ 1,502,987 $ 1,301,827 $ 1,489,617 $ (13,370) (1%) Use of Reserves $ - $ - $ - $ - $ - 0% Texas Star Golf Course Debt Revenues $ 596,198 $ 589,440 $ 590,540 $ 589,566 $ 126 0% Operating Expenses $ 594,650 $ 589,040 $ 589,040 $ 589,566 $ 526 0% Use of Reserves $ - $ - $ - $ - $ - 0% Debt Service funds are used to account for the repayment of General Obligation Bonds, Certificates of Obligation, Taxable Bonds, and Revenue Supported Bonds. These Bonds represent direct and special obligations of the City. The General Obligation Debt Service Fund is used to account for the collection of a continuing ad valorem tax levied by the City. Expenses are dedicated to the payment of principal and interest on General Obligation Bonds, General Obligation Refunding Bonds, and Certificates of Obligation. The Star Center Debt Fund is used to account for monthly lease payments on the Dr. Pepper Stars Center. Expenses are dedicated to annual debt service requirements. The EDC Debt Service Fund is used to account for pledged revenues, which includes the proceeds of a '/20 sales and use tax levied within the City. Expenses are dedicated to the sole benefit of the Euless Development Corporation obligations. The Water & Wastewater Debt Service Fund is used to account for a pledge of the surplus net revenues of the City's Waterworks and Sewer System. Expenses are dedicated to payment of annual debt service requirements. The Golf Course Debt Service Fund is used to account for a pledge of the surplus net revenues derived from the operation and ownership of the Texas Star Golf Course. Expenses are dedicated to payment of annual debt service requirements. 28 Full -Time Personnel Counts FY 17/18 FY 18/19 FY 18/19 FY 19/20 ACTUAL BUDGETED ESTIMATED BUDGETED CITY ADMINISTRATION 3.50 3.50 3.50 3.50 CITY SECRETARY 3.50 3.50 3.50 3.50 Total City Administration 7.00 7.00 7.00 7.00 FINANCE/BUDGET 2.00 2.00 2.00 2.00 MUNICIPAL COURTS 7.75 7.75 7.75 7.75 ACCOUNTING 4.00 4.00 4.00 4.00 PURCHASING 1.00 1.00 1.00 1.00 Total Finance 14.75 14.75 14.75 14.75 POLICE CODE COMPLIANCE 15.00 15.00 15.00 16.00 POLICE ADMINISTRATION 6.00 6.00 6.00 6.00 POLICE PATROL 45.00 45.00 45.00 45.00 POLICE CID 13.00 13.00 13.00 13.00 POLICE SERVICE 22.00 22.00 22.00 22.00 POLICE DETENTION 17.00 17.00 17.00 17.00 Total Police Department 118.00 118.00 118.00 119.00 FIRE MARSHAL/EDUCATION 4.00 4.00 4.00 4.00 FIRE ADMINISTRATION 4.00 4.00 4.00 4.00 EMS/SUPPRESSION 67.00 67.00 67.00 67.00 Total Fire Department 75.00 75.00 75.00 75.00 INFORMATION SERVICES 1.00 1.00 1.00 1.00 HUMAN RESOURCES 3.50 3.50 3.50 3.50 FACILITY MAINTENANCE 4.00 4.00 4.00 4.00 Total Administrative Services 8.50 8.50 8.50 8.50 LIBRARY 9.00 9.00 9.00 9.00 Total Library 9.00 9.00 9.00 9.00 PLANNING & DEVELOPMENT 2.50 2.50 2.50 2.50 INSPECTIONS SERVICES 4.00 4.00 4.00 4.00 Total Planning & Development 6.50 6.50 6.50 6.50 RECREATION 6.50 6.50 6.50 6.50 PARKS 11.00 11.00 11.00 11.00 SENIOR CENTER 2.00 2.00 2.00 2.00 RECREATION ADMINISTRATION 1.00 1.00 1.00 1.00 Total Community Services 20.50 20.50 20.50 20.50 STREET MAINTENANCE 10.50 A 11.50 11.50 11.50 ANIMAL CONTROL 3.00 3.00 3.00 3.00 CITY ENGINEER 1.00 1.00 1.00 1.00 Total Public Works 14.50 15.50 15.50 15.50 GF NON -DEPARTMENTAL 0.50 A 0.00 0.00 0.00 Total Non -departmental 0.50 0.00 0.00 0.00 TOTAL GENERAL FUND 274.25 274.75 274.75 275.75 EDC-PARKS 13.25 13.25 13.25 13.25 EDC - LIBRARY 10.00 10.00 10.00 10.00 EDC - ECO. DEV. 1.00 1.00 1.00 1.00 TOTAL EDC FUND 24.25 24.25 24.25 24.25 WATER OFFICE 5.00 5.00 5.00 5.00 Total Finance 5.00 5.00 5.00 5.00 W&S ENGINEERING 3.00 3.00 3.00 3.00 WATER PRODUCTION 5.75 5.75 5.75 5.75 WATER DISTRIBUTION 7.25 7.25 7.25 7.25 SEWAGE & TREATMENT 7.00 7.00 7.00 8.00 METER SERVICES 1.00 1.00 1.00 1.00 Total Public Works 24.00 24.00 24.00 25.00 INFORMATION SERVICES 4.00 4.00 4.00 4.00 W&S NON-DEPT. 10.50 A 10.00 10.00 10.00 Total Non -departmental 14.50 14.00 14.00 14.00 TOTAL W&S FUND 43.50 43.00 43.00 44.00 GOLF NON DEPARTMENTAL 0.75 0.75 0.75 0.75 GOLF COURSE MAINT. 4.00 4.00 4.00 4.00 GOLF PRO SHOP 2.50 2.50 2.50 2.50 GOLF FOOD AND BEVERAGE 3.00 3.00 3.00 3.00 GOLF CONFERENCE CENTRE 1.50 1.50 1.50 1.50 TOTAL GOLF COURSE FUND 11.75 11.75 11.75 11.75 JUVENILE CASE FUND 1.25 1.25 1.25 1.25 CRIME CONTROL FUND 19.00 19.00 19.00 19.00 PUBLIC SAFETY SPECIAL FUND 0.00 0.00 0.00 0.00 SERVICE CENTER FUND 5.00 5.00 5.00 5.00 DRAINAGE UTILITY FUND 8.00 8.00 8.00 8.00 TEXAS STAR SPORTS COMPLEX 1.50 1.50 1.50 1.50 HEALTH INSURANCE FUND 1.00 1.00 1.00 1.00 WC/RISK MANAGEMENT FUND 0.50 0.50 0.50 0.50 TOTAL OTHER FUNDS 36.25 36.25 36.25 36.25 TOTAL ALL FUNDS 390.00 390.00 390.00 392.00 A) Added 1 PW Field Tech I, eliminated Director of Admin Services B) Added 1 PW Field Tech I C) Added 1 Code Enforcement Officer 29 Outstanding Indebtedness Principal Amount of Remaining Description Dated Amount Original Paying Agent Maturity Interest Rate Outstanding Issuance General Obligation Refunding Bonds, Series 1/15/2011 $ 1,680,000 $ 6,575,000 U.S. Bank 3.5% to 4% 8/15/2021 2011 General Obligation Refunding Bonds, Series 12/1/2011 $ 2,515,000 $ 5,955,000 U.S. Bank 3% to 4% 2/15/2024 2012 General Obligation Refunding Bonds, Series 10/15/2014 $ 920,000 $ 5,685,000 U.S. Bank 3% 2/15/2020 2014 Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of 1/15/2011 $ 2,080,000 $ 3,035,000 U.S. Bank 3% to 4.25% 8/15/2030 Obligation, Series 20111 Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of 10/15/2014 $ 5,025,000 $ 5,715,000 U.S. Bank 3% to S% 8/15/2034 Obligation, Series 20141 Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of 10/27/2015 $ 2,795,000 $ 3,030,000 U.S. Bank 3% to 5% 2/1S/2035 Obligation, Series 20151 Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of 1/12/2016 $ 1S,555,000 $ 16,450,000 U.S. Bank 2%to 4% 2/15/2041 Obligation, Series 20161 Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of 3/1/2018 $ 8,960,000 $ 9,180,000 U.S. Bank 3% to 4% 2/15/2038 Obligation, Series 20185 Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of 1/15/2019 $ 11,78S,000 $ 11,78S,000 U.S. Bank 3% to 5% 2/15/2039 Obligation, Series 2019 Taxable General Obligation Refunding 8/15/2010 $ 3,690,000 $ 8,110,000 U.S. Bank 3.65% to 4.4% 8/1/2025 Bonds, Series 20102 General Obligation Refunding Bonds, Series $ 2%to 2/15/2027 2012A3 11/1/2012 4,295,000 $ 7,185,000 U.S. Bank 3% Waterworks & Sewer System Revenue 3/29/2012 $ 930,000 $ 3,340,000 Bank of Texas 2.03% 7/15/2024 Refunding Bonds, Series 20124 Waterworks &Sewer System Revenue 6/25/2013 $ 1,215,000 $ 1,585,000 U.S. Bank 3%to 5% 7/15/2033 Bonds, Series 20134 Waterworks & Sewer System Revenue Texas Water a 8/5/2015 $ 3,805,000 $ 4,685,000 Development 0%to 1.98% 7/15/2035 Bonds, Series 2015A Board Waterworks & Sewer System Revenue Texas Water 8/5/2015 $ 2,020,000 $ 2,380,000 Development 0%to 1.68% 7/15/2035 Bonds, Series 2015134 Board Waterworks & Sewer System Revenue Texas Water a 4/15/2018 $ 2,660,000 $ 2,785,000 Development 0%to 1.49% 7/15/2038 Bonds, Series 2018 Board Waterworks & Sewer System Revenue $ Texas Water 1.66% Bonds, Series 2019 4/25/2019 9,275,000 $ 9,275,000 Development 0.23% to 7/15/2049 Board Euless Development Corporation, Sales Tax 10/15/2018 $ 1,565,000 $ 1,635,000 U.S. Bank 3% to 4% 9/15/2038 Revenue Bonds, Series 2018 AXON Enterprise, Inc. Lease 10/25/2018 $ 550,506 $ 674,906 AXON 3% Imputed 2/7/2023 Enterprise, Inc. Proposed Indebtedness Proposed Anticipated Proposed Description If Issuance Proposed Payment Issuance Proposed Amount Sale Type Source Date Term Euless Development Corporation, Sales Tax Revenue $ 4,380,000 Competitive EDC November 2019 20 Year Bonds for TSSC Phase VI Sale Revenue Certificates of Obligation for Fire Station # 1 $ 7,335,000 Competitive Property Tax November 2019 20 Year Sale Tax Notes -Equipment Package $ 700,000 Competitive Property Tax August 2020 2 Year Sale 1 Bonds paid by Tax Increment Financing District & Public Improvement District. z Bonds paid by rental income from Dallas Stars Center. 3 Remaining Bonds paid by Texas Star Golf Course. ° Bonds paid by Water & Wastewater user charges. s Bonds partially paid by Tax Increment Financing District and Public Improvement District. 30 Capital & Supplemental Requests 2020 by Fund Dept Ref # Dept Division `Fund Program Description Program Type Program Cost Totals Ranking Funded 1 Admin Svcs Human Resources General Career Prep Program Capital $ 25,868 $ 25,868 1 Yes 2 CIVIC, Communications General Multi -Media Intern Capital $ 10,500 $ 36,368 1 Yes 6 Planning & Development Development General Scan Building Plans Phase II Capital $ 20,000 $ 56,368 1 Yes 9 Admin Svcs Is General Planning and Development Tablets ^ Capital $ 5,400 $ 61,768 1 Yes 10 Admin Svcs Is General Fire Department Tablets^ Capital $ 5,000 $ 66,768 2 Yes 13 Admin Svcs Fac Maint General Council Chamber Seating Capital $ 40,000 $ 106,768 3 Yes 18 Public Works St. Maintenance General Kick Broom Attachment Capital $ 6,500 $ 113,268 2 Yes 19 Public Works St. Maintenance General Pickup Truck Capital $ 28,000 $ 141,268 3 Yes 26 PD Service General Open Records Request Software^ Capital $ 2,250 $ 143,518 6 Yes 32 PD Community Services General Code Officer Equipment^ Capital $ 29,000 $ 172,518 12 Yes 35 Fire Fire Marshal General Part-time Fire Inspectors Capital $ 24,108 $ 196,626 2 Yes 36 Fire EMS/Suppression General Bailout Safety System Capital $ 12,870 $ 209,496 3 Yes 37 Fire EMS/Suppression General Rescue Tools Capital $ 37,621 $ 247,117 4 Yes 38 Fire EMS/Suppression General SCBA Mounted Thermal Imaging Cameras Capital $ 14,400 $ 261,517 5 Yes 39 Fire EMS/Suppression General Thermal Imaging Camera Capital $ 8,457 $ 269,974 6 Yes 40 Fire EMS/Suppression General Compressor/Cascade System Capital $ 33,950 $ 303,924 7 Yes 42 Fire EMS/Suppression General Bunker Gear Extractor/Washer Capital $ 11,686 $ 315,610 9 Yes 48 PACs Aquatics General Aquatic Facility Repairs Capital $ 50,000 $ 365,610 2 Yes 49 PACs Aquatics General Natatorium Floor Capital $ 55,000 $ 420,610 3 Yes 52 PACs Aquatics General Ultraviolet System Capital $ 30,000 $ 450,610 6 Yes 55 PACs Recreation General Fitness Center Floor Capital $ 65,000 $ 515,610 9 Yes 57 PACs Aquatics General Aquatic Park Furniture Capital $ 27,500 $ 543,110 11 Yes 58 PACs Aquatics General Pool Vacuum Capital $ 8,000 $ 551,110 12 Yes 59 PACs Senior Center General Fitness Equipment Capital $ 15,250 $ 566,360 13 Yes Non -departmental Non -departmental General Transfer to Equipment Replacement Capital $ 2,323,512 $ 2,889,872 Yes 12 Admin Svcs Fac Maint General Access Lift- Building B Capital $ 17,000 $ 2,906,872 2 No 28 PD Administration General Kitchen Remodel Capital $ 40,000 $ 2,946,872 8 No 31 PD Patrol General Patrol Officer Equipment^ Capital $ 12,500 $ 2,959,372 11 No 34 Fire EMS/Suppression General Firefighter/Paramedics Equipment^ Capital $ 17,214 $ 2,976,586 1 No 41 Fire EMS/Suppression General Bunker Gear Lockers Capital $ 7,216 $ 2,983,802 8 No 9 Admin Svcs Is General Planning and Development Tablets^ Supplemental $ 1,920 $ 1,920 1 Yes 10 Admin Svcs Is General Fire Department Tablets^ Supplemental $ 3,840 $ 5,760 2 Yes 26 PD Service General Open Records Request Software^ Supplemental $ 5,400 $ 11,160 1 Yes 32 PD Community Services General Code Officer^ Supplemental $ 91,814 $ 102,974 3 Yes 43 Fire EMS/Suppression General APXSmartcapture/Smartview Supplemental $ 2,580 $ 105,554 2 Yes 44 Fire EMS/Suppression General Active 911 Supplemental $ 1,000 $ 106,554 3 Yes 45 Fire EMS/Suppression General APXSmartlnspect Supplemental $ 4,080 $ 110,634 4 Yes 46 Fire EMS/Suppression General Check -it Program Supplemental $ 3,000 $ 113,634 5 Yes 31 PD Patrol General Patrol OfficerA Supplemental $ 58,321 $ 171,955 2 No 33 PD CID General Criminal Investigations Division Clerk Supplemental $ 77,895 $ 249,850 4 No 34 Fire EMS/Suppression General Firefighter/Paramedics^ Supplemental $ 322,899 $ 572,749 1 No *Fund subject to change. " Project contains both Capital and Supplemental requests. ^' Page numbers found in "Capital & Supplemental Requests" bookforfiscal year 2019-2020 presented to Council May 30, 2019. Capital & Supplemental Requests 2020 by Fund Dept Ref # Dept Division 'Fund Program Description Program Type Program Cost Totals Ranking Funded 3 Library Library EDC Moving Expenses Capital $ 25,000 $ 25,000 1 Yes Library Library EDC RFID System Capital $ 47,575 $ 72,575 Yes 51 PACs Parks EDC Toro Reel Mower Capital $ 64,513 $ 137,088 5 Yes Non -departmental Non -departmental EDC Transfer to EDC CIP for Misc Park Improvements Capital $ 200,000 $ 337,088 Yes Non -departmental Non -departmental EDC Transfer to Equipment Replacement Capital $ 1,018,979 $ 1,356,067 Yes Non -departmental Non -departmental EDC Transfer to EDC Debt Reserve Capital $ 46,871 $ 1,402,938 Yes 56 PACs Parks EDC Tennis Court Lighting Capital $ 27,000 $ 1,429,938 10 No 60 PACs Parks EDC Equipment Lift Capital $ 20,000 $ 1,449,938 14 No 61 PACs Parks EDC Bob Eden Park Upgrades Capital $ 34,000 $ 1,483,938 15 No 5 Library Library EDC Audio, Visual and Production Equipment^ Supplemental $ 6,000 $ 6,000 1 Yes 21 PD Administration CCPD Police Data Storage Capital $ 72,851 $ 72,851 1 Yes 22 PD Administration CCPD Replace Dispatch Recorder Capital $ 88,200 $ 161,051 2 Yes 23 PD Administration CCPD Livescan Fingerprint Machine Capital $ 28,800 $ 189,851 3 Yes 24 PD Administration CCPD Video Recorders and Cameras Capital $ 250,000 $ 439,851 4 Yes 25 PD Administration CCPD SWAT Rifles Capital $ 14,300 $ 454,151 5 Yes 27 PD Administration CCPD Cabinet Replacement Capital $ 7,500 $ 461,651 7 Yes 29 PD Administration CCPD Police Professional Mobility Vehicles Capital $ 34,060 $ 495,711 9 Yes 30 PD Administration CCPD Microfiche Conversion to Laserfiche Capital $ 25,000 $ 520,711 10 Yes w N 15 Admin Svcs Fleet Svcs Svc Center Tire Installation Machine and Wheel Balancer Capital $ 12,500 $ 12,500 1 Yes Non -departmental Non -departmental Svc Center Transfer to Equipment Replacement Capital $ 115,250 $ 127,750 Yes 16 Admin Svcs Fleet Svcs Svc Center Shop Light Fixtures Capital $ 15,000 $ 142,750 2 Yes 17 Public Works Water Distribution W/WW Paint Fire Hydrants Capital $ 30,000 $ 30,000 1 Yes 20 Public Works Water Distribution W/WW PW Field Tech I Supplemental $ 66,455 $ 66,455 1 Yes 14 Admin Svcs Fac Maint Car Rental Parks Maintenance Building Capital $ 75,000 $ 75,000 4 Yes 50 PACs Parks Car Rental Heritage Park Playground Capital $ 96,000 $ 171,000 4 Yes 54 PACs Parks Car Rental Equipment Storage Capital $ 75,000 $ 246,000 8 Yes Non -departmental Non -departmental Car Rental Transfer to Redevelopment Fund Capital $ 1,000,000 $ 1,246,000 Yes Non -departmental Non -departmental Car Rental Transfer to Wilshire Park Improvements Capital $ 1,953,820 $ 3,199,820 Yes *Fund subject to change. " Project contains both Capital and Supplemental requests. ^' Page numbers found in "Capital & Supplemental Requests" bookforfiscal year 2019-2020 presented to Council May 30, 2019. ii Capital & Supplemental Requests 2020 by Fund Dept Ref # Dept Division *Fund Program Description Program Type Program Cost Totals Ranking Funded Non -departmental Non -departmental TSSC Reserve Transfer to Equipment Replacement Capital $ 379,419 $ 379,419 Yes 53 PACS PATS TSSC Capital PATS Synthetic Turf Phase II Capital $ 188,500 $ 188,500 7 No Non -departmental Non -departmental TSSC CIP Transfer to Softball World for Closure Capital $ 100,000 $ 100,000 Yes Finance Municipal Court Juvenile Case Teen Court Program Capital $ 22,000 $ 22,000 1 Yes Finance Municipal Court Juvenile Case Supplies and Training Capital $ 15,000 $ 37,000 1 Yes Non -departmental Non -departmental Rec Spec Transfer to Equipment Replacement Capital $ 246,862 $ 246,862 Yes 47 PACS PATS Athletic Complex Wrigley Outfield Fence Capital $ 53,000 $ 53,000 1 Yes Non -departmental Non -departmental Rate Stabilization Transfer to Well Replacement-Fuller/Far North Capital $ 600,000 $ 600,000 Yes 11 Admin Svcs Fac Maint Risk Roof Restoration - Building D Capital $ 170,000 $ 170,000 1 Yes 5 Library Library Cable PEG Audio, Visual and Production EquipmentA Capital $ 206,794 $ 206,794 3 Yes Non -departmental Non -departmental Drainage Fund Transfer to Misc Drainage Improvements Capital $ 50,000 $ 50,000 Yes w w Non -departmental Non -departmental Escrow Transfer to Cheek Spargur Traffic Signal Capital $ 50,000 $ 50,000 Yes 7 Golf Course Golf CIP Golf CIP #9 Fairway Gabion Wall Replacement Capital $ 100,337 $ 100,337 1 Yes Non -departmental Non -departmental Golf Reserve Transfer to Golf Misc CIP Project Capital $ 115,000 $ 115,000 Yes 8 Golf Course Conference Centre Hotel/Motel Texas Star Conference Centre Capital $ 325,000 $ 325,000 2 Yes 'Fund subject to change. ^ Project contains both Capital and Supplemental requests. `Page numbers found in "Capital & Supplemental Requests" book for fiscal year 2019-2020 presented to Council May 30, 2019. iii Required Disclosure Local Government Code 140.0045: Itemization of certain expenditures required in certain political subdivision budgets. Expenditures City Wide: 1. Notices required by law to be published in a newspaper by the political subdivision or a representative of the political subdivision: $ 2. Directly or indirectly influencing or attempting to influence the outcome of legislation or administrative action, as those terms are defined in Section 305.002, Government Code: $ Proposed Actual Budget Budget FY 18 FY 19 FY 20 3,574 $ 3,600 $ 3,650 34 Introduction WELCOME TO A LOOK AT THE CITY OF EULESS, TEXAS GEOGRAPHY The City of Euless is located in North Central Texas in Northeast Tarrant County approximately 16 miles west of Dallas and 16 miles east of Fort Worth. The City is located on Texas Highway 183, a six -lane expressway with two managed lanes linking Dallas to Fort Worth. Other major highways through the City include State Highway 121, State Highway 360, State Highway 10 and Farm -to - Market Road 157. Euless' centralized location provides quick access to both Dallas and Fort Worth metropolitan areas and is adjacent to Dallas -Fort Worth (DFW) International Airport in east Tarrant County, one of the world's busiest airports. The City has a total land area of 16.2 square miles or 10,379.5 acres. Of the 10,379.5 acres, 3,219.5 acres are located within DFW Airport and the remaining 7,160 acres outside the airport boundaries. Current development statistics estimate that Euless has approximately 496.9 acres of undeveloped land remaining outside the airport. EI rth EUL The City HISTORY Euless was first settled in 1867 and named after the Elisha Adams Euless family. The family settled here with many of their Tennessee neighbors. Mr. Euless served two terms as Tarrant County sheriff in the 1890's. The City of Euless was incorporated on February 24, 1953 with a total population of less than 4,200. The community experienced a growth surge in the 1970's with the completion of DFW Airport in 1974. The 1980 census reported the population of Euless as 24,002. The 2010 Census Population Count was 51,277. Current population figures for Euless total 56,160. FORM OF GOVERNMENT Euless now operates under a Home Rule Charter adopted on July 21, 1962, which provides for a council-manager form of government. The Mayor and six Council members are elected at -large. The Council is responsible for all matters of policy and is also the authority for levying taxes, securing revenues, authorizing expenditures of City funds, and incurring City debt. The City Manager is directly responsible to the City Council, and the management of the City's departments. An organizational chart is included in the Introduction Section of the budget. In addition, several 35 boards and commissions were created to assist the City Council in deciding matters of policy and procedures and meet on various issues throughout the year. DEMOGRAPHICS Euless' close proximity to DFW Airport has made the City a major commercial -industrial center for the Northeast Tarrant County area. In recent years, new retail development has added a number of quality shopping centers which provide residents with a variety of goods and services to choose from. This diversified business community provides substantial property tax revenues and sales tax revenues to the City. The City collects 2% of sales and use receipts from businesses within the City. Of 15,943 non -mineral lease property accounts in the City, 13,444 are residential accounts. The top ten taxpayers listed in the following table are found in the remaining 2,499 commercial and industrial accounts. Over the past year, taxable property values increased over $520 million dollars from $4,415,713,775 to $4,935,735,786, an 11.78% increase due to an increase in both residential and commercial property values. Ten Largest Property Taxpayers % of Total 2019-20 Taxable Taxable Nature of Assessed Assessed Name of Taxpayer Property Valuation Valuation Westdale Hills 2013 LP Apartments $105,567,635 2.14% EAN Holdings LLC Car Rental $101,929,276 2.07% Star Monticello LLC/Star Kensington LLC Apartments $101,300,000 2.05% WOP Mandolin LLC Apartments $78,490,000 1.59% Brazos TX Partners LLC Apartments $75,060,000 1.52% Stoneleigh at Bear Creek Apt. Apartments $66,300,000 1.34% CMF 15 Portfolio LLC Apartments $61,390,000 1.24% Bedrock Holdings 11 (Dallas) LLC Apartments $59,480,000 1.21 % Avenue 900 Holdings LLC Apartments $55,280,000 1.12% Creekwood Trinity Union LLC Apartments $50,416,213 1.02% $755,213,124 15.30% Population with a median age of 36.1 years (U.S. Census Bureau American Fact Finder 2017) has increased from 51,277 to 56,160 in ten years. The City's median household income is $60,558, which compares favorably to $57,051 for the State of Texas (U.S. Census Bureau American Fact Finder 2017). The educational level is 89.2% high school graduate or higher (U.S. Census Bureau American Fact Finder 2017). W, 57,000 56,000 55,000 54,000 53,000 52,000 51 51,000 POPULATION `2010 and 2015 Population Estimates based on census data. Population for non -census years calculated by North Central Texas Council of Governments. 56,160 EDUCATION OF THOSE 25YEARS & OVER High School Graduate Some College 21% 27% Associate's Degree 8/ Bachelor's Degree Graduate or 23% No High School Professional Diploma Degree 11% 10 ' American Fact Finder: U.S. Census Bureau Fact Finder 2017 COMMUNITY INFORMATION Being centrally located, the Hurst -Euless -Bedford area (also known as the Mid -Cities) can tap into the abundant cultural, sports, and recreational amenities that Dallas and Fort Worth offer. Citizens of Euless can access some of the Nation's finest museums, zoos, symphonies, ballets, and operas. In addition, amusement facilities such as Six Flags over Texas, Six Flags Hurricane Harbor Water Park, and Fort Worth's historic stockyards are all within a short driving distance. For the avid sports enthusiast, both amateur and professional sporting activities are available year- round. Professional sports teams, including the Dallas Cowboys, Texas Rangers, Dallas Mavericks, Dallas Stars, and FC Dallas plays all of their home games within a 20-30 minute drive from Euless. In the spring and summer months, citizens can catch a minor league baseball game featuring the Fort Worth Cats, the Frisco Rough Riders, or the Grand Prairie Air Hogs. Or, if hockey is preferred, one can take in an exciting minor league hockey game featuring the Fort Worth Brahmas. For the racing fans, the fastest and loudest sporting facility in the DFW metroplex is Texas Motor Speedway where top names in both NASCAR and Indy Car racing compete. Collegiate sports are also available through a local university network, which includes Southern Methodist University, Texas Christian University, the University of North Texas, the University of Texas at Arlington, and Texas Wesleyan University. The City is serviced by several medical facilities which are recognized among the best in the DFW metroplex. Texas Health Resources Harris Methodist H-E-B Hospital (Harris H-E-B) is fully equipped with state-of-the-art technology to meet today's medical needs. The hospital offers patients a full range of health services in completely modern facilities and has access to CareFlite airborne ambulance to provide quick transport in the most immediate emergencies. In addition to acute care services, Harris H-E-B offers comprehensive programs for the treatment of alcoholism, chemical dependencies, and psychiatric care. The Edwards Cancer Center, located on the hospital campus, offers radiation therapy and a full range of comprehensive cancer care. The City is tied directly into the Tarrant County 9-1-1 emergency response system and provides advanced life support ambulance service through the Euless Fire Department. Educational facilities within the City are provided by the Hurst -Euless -Bedford (HEB) and Grapevine-Colleyville Independent School Districts (ISD). The HEB ISD consists of twenty elementary schools, five junior high schools, two high schools, and three non-traditional campuses with total enrollment topping 23,707 students. Of these facilities, six elementary schools, two junior 37 highs, one high school, and one non-traditional campus are located in the City of Euless. The Grapevine-Colleyville ISD has one elementary school located in northern Euless. HEB ISD's implemented Continuous Improvement (CI) as a core district philosophy. This Cl model makes HEB ISD more efficient and effective in its efforts to provide a quality education for all students. Using the Cl model means aligning efforts at the district, department, campus, teacher, and ultimately, the student level. Everyone must work together to prepare each student for the future. The commitment to quality learning also extends to higher education. The Tarrant County College (TCC) offers a wide range of curriculum in occupational, basic studies, and continuing education courses. The College is one of the 20 largest higher education institutions in the United States. Numerous two-year degree plans are available and a majority of the courses offered may be transferred to four-year universities. Financial assistance is available to everyone, and counselors are available to answer any questions a student may have. The college is fully accredited by the Southern Association of Colleges and Schools Commission on Colleges to award an associate's degree. The City of Euless provides many facilities and services to its Citizens including seventeen parks totaling 345 acres, 4.35 miles of paved trails, 2.75 miles of unpaved trails, four tennis courts, an aquatics park with numerous outdoor and indoor features, four sand volleyball courts, 15 playgrounds, a splash pad, two fishing piers, six pavilions, four gazebos, three amphitheaters, a Conference Centre, Golf Course, youth and adult sports complex, and an ice hockey facility. Indoor recreational facilities include a 35,000 square foot recreation center with a 5,000 square foot fitness center, a 35,000 square foot senior center, over 12,000 square feet of rental facilities, an almost 2,000 square foot museum, and a 1,500 square foot log house. The City has three fire stations serviced by 73 certified firefighters and one police station serviced by 91 certified officers. The City also maintains a full service library with over 80,000 materials. Current bond ratings for the City's General Obligation Bonds are "AA" from Standard & Poor's and "Aa2" from Moody's. The City's website (www.eulesstx.gov) allows citizens to access vital information and services 24 hours a day, 7 days a week. Interactive functions include the City's mapping system, subscription to emergency mobile e-mail and text alerts, and subscription to MyEuless which includes construction updates, community news, employment opportunities, library events, Texas Star events, and recreation classes offered. Utility customers also have the ability to view their water usage on an hourly consumption basis and even get contacted when consumption reaches a predetermined amount. There are many other features that appeal to visitors, businesses, and residents including online forms and payment options, financial information, and events calendar. 38 dMie at% efEdess To provide our citizens the most efficient services possible that protect and enhance the quality of life, through planning and visionary leadership. 39 Goals & Objectives ❖ The City will maintain a legal, open environment that focuses on providing excellent service to our citizens. ➢ Assure courteous, effective, and efficient service to both external and internal customers. ➢ Pursue technological updates that will enhance customer service. ➢ Structure departmental operations to ensure rapid response and resolution to customer complaints. ❖ The City will maintain financial integrity while minimizing the impact on Euless citizens. ➢ Explore new and innovative revenue sources. ➢ Promote and utilize Euless businesses whenever possible when making municipal purchases. ➢ Adopt the city budget in context of the multi -year financial plan which emphasizes funding of capital projects, infrastructure improvements, and major furnishings and equipment replacements through operating revenues rather than issuing debt. ➢ Maintain reserves levels as provided for in the City's fiscal policy. ➢ Retain high bond rating and financial reputation. ❖ Provide Quality Public Safety and Health Services to the community. ➢ Promote proactive neighborhood -based crime watch. ➢ Promote high visibility and community involvement for public safety employees. ➢ Support strict health and code enforcement. ➢ Uphold commitment to environmental programs. ➢ Explore and develop programs to reduce crime. ➢ Maintain excellent reputation in police and fire services. ➢ Provide quality emergency medical services to our citizens. ❖ Employ high -quality, professional, service - oriented personnel. ➢ Promote educational standards and re-education opportunities. ➢ Cultivate future leaders. ➢ Maintain a work force of highly qualified, friendly, and professional employees. ➢ Provide competitive salary and benefit packages to retain a motivated work force. ❖ Attract visitors to the City. ➢ Promote the Texas Star Conference Centre, Golf Course and Athletic Complex. ❖ Provide for a diversified business climate. ➢ Enhance communication between the City and the business community. ➢ Pursue economic development through the use of innovation programs that seeks to emphasize retention and expansion of existing businesses. ➢ Promote the City's premier locations as a key element to the City's image and success. ➢ Promote existing and new businesses within the City. ❖ Promote quality infrastructure improvements to allow our City to thrive. ➢ Maintain Euless' street system to effectively accommodate vehicular traffic while protecting the integrity of attractive median and right-of- way landscaping. ➢ Aggressively pursue infrastructure improvements in conjunction with the Capital Improvements Program using a pay as you go system when possible. ➢ Enhance pedestrian -oriented means of travel throughout Euless to enhance public safety. ❖ Provide quality leisure activities and events for the community. ➢ Provide numerous classes and special events throughout the city to a wide variety of ages, abilities, and interests. ➢ Promote use of our certified Family Place Library. ➢ Assure a large variety of literary options with physical library collection and a -book and a -audio book digital collections. ❖ Instill "sense of community" in Euless' residents. ➢ Build a sense of community through activities including Citizens Police and Fire Academies, Town Hall meetings, Neighborhood meetings, apartment managers meetings, Youth in Government, Municipal Court Diversion Program, and Euless Police Inspiring Champions (EPIC). ➢ Work to find new avenues to involve more residents in the civic process, volunteerism, and service on boards and commissions with the hope of developing leadership from a diversified section of the community. ➢ Promote community partnerships with neighboring cities, HEB ISD, non-profit agencies, and DFW Airport. 40 T H EM CITY. OF S FISCAL YEAR 2019-20 GOALS MATRIX 40 1? V` v, y 01� �y�� c�yy y�0- QO G jV Jul` Kim `h y O 011 Administration _ _ Facilities _ Library_ _ Fiscal Services_ _ Police_ _ Fire Development_ _ Parks & Community Services_ _ Public Works_ _ Water Department_ _ Recreation Arbor Daze Texas Star Sports Complex_ _ Texas Star Golf Course_ _ Hotel / Motel _ Economic Development _ Note: Department goals that align with City goals are highlighted in blue in the matrix above. Cy ikp- -3-1i Accomplishments LW_ THE CITY OF EULESS has achieved many accomplishments that illustrate the quality of life for our City, as well as the level of teamwork. Among the accomplishments are: THE CITY COUNCIL held the ad valorem tax rate at $0.4625. They held various meetings including town hall meetings, budget meetings, neighborhood meetings, the Tongan Community Committee meetings, and Nepali community meetings to provide open dialogue between residents, elected officials, and staff. Coffee with a Cop and open houses at the Police Department and Fire Department were also hosted. THE CITY MANAGER'S OFFICE provided support to the departments to allow them to accomplish their goals and objectives in support of the overall vision established by the City Council. This was accomplished by providing the necessary resources while maintaining a stable and conservative tax rate and strong financial position. Through community partnerships, the City was able to offer or participate in even more activities and events to meet the various needs within the community and to provide more recreational and leisure opportunities for our citizens. By promoting a business friendly environment, the City was able to continue near record growth in both commercial and residential development. THE CITY MANAGER'S COMMUNICATIONS OFFICE provides information and education to our residents in order to keep them informed, engaged, and improve community relations. This includes a monthly Euless Today newsletter and regular updates on the website and cable channel. In addition, they send subscription -based e- mails as well as oversee a variety of social media channels including Facebook, Twitter, and NextDoor. They produce several videos throughout the year touting the progression of the Euless Parks Department, National Night Out, recruitment for the Police Department, and Master Composter Certification. They also play a major role in working with the media both proactively and during crisis and recently received an Advanced Media Relations certification. They also work on several marketing campaigns throughout the year with groups such as Safe Kids Tarrant County, the Euless Small Business Association, and Census 2020. THE CITY SECRETARY'S OFFICE coordinated appointments to the City's Boards and Commissions and maintained all City ordinances, resolutions, and records retention including the continuation of a records web portal to allow access to city records via the city's website. A City Council election was also held and they processed all requests for open records within State statute requirements. THE PARKS DEPARTMENT received the distinction as Tree City USA from the National Arbor Day Foundation for the 33rd consecutive year. Only 5 other cities in Texas have received this award more times than Euless. THE COMMUNITY SERVICES DEPARTMENT increased the number of classes offered, increased swim lesson participation, increased aquatic programming, and increased overall visits to the aquatic facilities in 2019. Senior center attendance surpassed 53,000 and the Recreation Center surpassed 119,000 visits for 2019. THE TEXAS STAR SPORTS COMPLEX increased overall league and tournament participation. THE POLICE DEPARTMENT replaced and upgraded the body worn cameras, in -car video systems, citation / ticket writers and printers, Records Management System, and the furniture in the Emergency Operations Center. Three Lieutenants graduated from the Institute for Law Enforcement Administration 56th School of Executive Leadership. The Department partnered with Policeapp.com to assist in the recruitment of new officers and to provide additional efficiencies in the hiring process. The Department began using the on-line Law Enforcement and Corrections Training OSS Academy for required online TCOLE (Texas Commission on Law Enforcement) training. The Department continued to emphasize collaborating with all schools in the City of Euless and continues to foster relationships with each campus administration, faculty, and students. The Department developed Euless Police Inspiring Champions (EPIC) program and implemented at all elementary campuses in the City. The Department developed and implemented a UAS (unmanned air systems) / drone program by purchasing equipment and certifying 13, police department pilots. THE FACILITY MAINTENACE OPERATION completed numerous facility improvements including carpet, lighting, and roof replacements. Started the construction portion of the library remodel. THE FLEET OPERATION received the Automotive Service Excellence (ASE) "Blue Shield of Excellence" award for the 24th consecutive year. The City was recognized by North Central Texas Council of Governments (NCTCOG) as a leader in emission reduction in North Central Texas for the fifth year by obtaining "Silver" status. Accomplishments- J-1i s x THE MUNICIPAL COURT includes the administration and operations of the Euless Municipal Court of Record with the Court having jurisdiction over traffic offenses, commercial vehicle violations, city ordinance violations, and other Class C misdemeanors committed within the city limits. Court staff is responsible for the processing, documentation, and maintenance of the information system for all cases filed. The Court and it officers continue to implement legislative changes affecting the adjudication procedures and processing of cases filed. THE EULESS PUBLIC LIBRARY received the Achievement in Excellence in Libraries Award from the Texas Municipal Library Director's Association for the fourteenth consecutive year. The Library continues to serve the community in a temporary space at 1100 Westpark by offering high -quality educational and recreational books, media, and classes and events for all ages during the remodeling of the building, which will be completed in 2020. THE INFORMATION SERVICES DEPARTMENT completed all hardware and software upgrades planned for the fiscal year. New desktop and mobile computer replacements proceeded as planned and continued to follow standard practices. The on premise email and collaboration system was fully migrated to Office 365. This migration strategy will continue in the current and future fiscal years to ensure services such as e-mail, file storage, and collaboration tools move from on premise equipment to cloud services where appropriate. Online collaboration services, such as SharePoint and Teams, provide new and improved ways for employees and departments to work together on projects and files. Multiple projects were ongoing to convert paper -based processes to electronic workflow processes. These electronic document workflows will allow forms that require signatures from multiple city departments to be processed through a web browser instead of using standard interoffice mail. Network equipment and communication enhancements were performed throughout the year, which greatly improved internet speeds and network communication between city facilities. Security upgrades were performed over the course of the year, which ensure that all sensitive data and systems were protected from internal and external threats. THE FIRE DEPARTMENT maintained its Community Protection Class #1 rating through the Insurance Service Organization (ISO). The City is one of 373 municipalities in the United States and 67 in Texas receiving the highest rating possible, according to the latest ISO report. The Operations Division completed in excess of 15,700 training hours in 2019 including Live Fire, EMS, Hazardous Materials, Swift Water Rescue, and active shooter exercises. In addition, the department completed 450 fire inspections, tested 1,537 hydrants and completed dozens of pre -fire plans. The department continued to stay involved in the community through fire prevention events, Community Emergency Response (CERT) training, Citizen's Fire Academy classes, home revitalization program, and residential smoke alarm installations. The department continued to be active at the state level and a leader at the regional and local level through participation in various regional committees, county work groups, NEFDA (Northeast Fire Department Association), Tarrant County College Regional Fire Academy, and the Texas Commission on Fire Protection. The Fire Marshal's Office continued to review plans for each new construction project in the City to begin the lifelong process of fire prevention inspections and activities necessary to keep the public safe and reduce fire risk. Eighteen citizens attended Class #26 of the Citizens Fire Academy learning more about the fire department and an additional eighteen citizens attended the CERT training class learning how to prepare their families for a natural disaster. Additional quarterly training for active CERT members helped prepare volunteers to work alongside fire responders during large-scale emergencies. Numerous public education programs throughout the year targeted citizens of all ages and all walks of lives, from introducing younger citizens to possible careers in the fire service through the Junior Fire Academy to reaching out to the older population with smoke alarm installs and fire extinguisher training classes. The department participated in numerous community events including the HEB Reads Program, 6Stones Operation Back2School , and Trunk or Treat. THE HUMAN RESOURCES DEPARTMENT provided recruitment and testing services for all employment candidates, maintained compliance with internal compensation and benefits programs, provided orientation programs for new employees, and assisted the Fire and Police Departments with promotional testing. The department managed all liability claims and ongoing safety programs for employees, administered employee benefit programs, and responded to all employee relations/Civil Service issues. THE PUBLIC WORKS AND ENGINEERING DEPARTMENT continued the general maintenance and repair of the city's infrastructure which includes streets, sidewalks, storm drainage system, water and sewer systems, traffic signals and the reclaimed water system. Engineering staff completed the design and contract management of several city projects and also conducted reviews and inspection on all citywide development projects. Animal Shelter staff continues its great relationship with the Girls Awareness Program (GAP) organization. 43 ikp- -3-1i Accomplishments s x THE FINANCE DEPARTMENT received the Distinguished Budget Award for the 281' consecutive year for the Fiscal Year 2019 Budget and the 32"d consecutive Certificate of Excellence in Financial Reporting for the Fiscal Year 2018 Comprehensive Annual Financial Report (CAFR) from the Government Finance Officers Association of the US and Canada. The department issued revenue bonds and certificates of obligation and managed a multi -million dollar investment portfolio. THE GEOGRAPHIC INFORMATION SYSTEMS DEPARTMENT (GIS) continued the transition to the new "next generation" of GIS software. The transition will continue as new capabilities are added to the software to accommodate needs and requirements. In addition, standard GIS related projects were completed to support Public Works, Engineering, Planning and Development, Emergency Services, and assist in annual projects such as the ADA compliance plan and the water/wastewater/storm water accreditation reports. Development continued on the GIS mobile collector application used by multiple city departments. The GIS system continues to integrate with all city departments and operations to provide and accurate, centralized system for location and mapping data. THE PURCHASING DEPARTMENT held four online auctions during the year for proper disposal of assets. They continued to expand the procurement card program throughout the City alleviating some of the workload required for small dollar purchases and assisted departments with purchasing guidelines and state law compliance. THE PLANNING AND DEVELOPMENT DEPARTMENT successfully facilitated the construction of various commercial and residential projects. Commercial growth continues within the Glade Parks mixed -use development with the addition of three new restaurant buildings totaling almost 21,000 s.f. In the industrially zoned areas, five businesses involved in manufacturing, wholesale distribution, and warehousing and occupying approximately 115,000 square feet were issued Certificates of Occupancy. Four active single-family subdivisions totaling 548 platted lots with 255 lots are available for development. ALOFT and La Quinta Del Sol hotels opened in the S.H. 121 corridor. Two new hotel developments approved in FY 2018 that included the 173-room dual branded Home2Suites/TRU and the 95- room Comfort Inn and Suites are under construction. These four new hotels will add 483 rooms to the city. Construction continues within the Founder's Parc mixed -use development, which consists of commercial retail, single-family residential, and urban lofts. Permits have been issued for 116 homes within the 259 lot single-family residential development. A 285-unit urban loft project is under construction. Two retail buildings, each approximately 6,000 square feet, are under construction. Site Plans have been approved for two restaurant projects. One of these projects is a 14,000 s.f. building that will include four restaurant spaces. The other project will be a sports-themed restaurant with a swimming pool and sand volleyball courts. The E. Harwood Road corridor at S.H. 360 has experienced steady commercial development activity. Three buildings, totaling 23,000 s.f., are under development and serve as the location for medical office and retail. The southside has seen construction completed on a Spec's Fine Wine and Spirits, and a multi -tenant retail and restaurant building totaling almost 10,000 s.f. A one -hundred room Holiday Inn Express hotel was also approved for development on E. Harwood Road. The Hurst -Euless -Bedford Independent School District is making substantial investments in multiple facilities throughout Euless. Construction of two new elementary schools, additions and renovations to two junior high schools, as well as renovations to the Trinity High School softball and baseball facilities are under way. THE INSPECTION SERVICES DEPARTMENT completed 8,911 inspections related to the 99 new residential building permits, 92 residential addition/alteration permits, 155 residential fence permits, 23 new commercial permits, and 133 certificates of occupancy. The department assisted in numerous development site plan reviews and continue to work with the code compliance division placing emphasis on voluntary compliance, on -site visits, door hangers, notices of violation, citations, and appearances in municipal court. THE UTILITY BILLING DEPARTMENT set-up 2,063 new accounts, generated 11,546 service calls, continued training customers and staff on the new automated metering system and on-line customer portal that aids customers in monitoring their water consumption. Over 1,300 customers are now enrolled in the on-line portal. THE TEXAS STAR GOLF COURSE was listed by the PGA (Professional Golfers Association), Golf Week, and Golf Digest as one of the top places to play in Texas. Dallas Morning News and Avid Golfer list Texas Star as one of the Top Ranked Public Golf Courses in the Metroplex. The Texas Star uses their website and new mobile App as the main avenues to place online tee times. The professional golf staff participated for the third year in the PGA Jr League; their youth participation continues to grow from the prior years. After the fourth year of growth, the Mini Verde Greens continued to perform well, providing consistent well-groomed conditions from the tee to the green throughout the year. 44 Residential Monthly Service Charges Water Wastewater Trash Drainage Recycling FY20 $12.75 Base $11.00+90% of metered water **$1.44 per home Prop Tiered Rates/tgals usage @ $4.29 per tgals. $10.12** $2.75 $3.05 per home -cart 0-2 tgals - $4.07 $1.07 per apt. unit 3-8 tgals - $5.00 $.72 for Seniors 9-15 tgals - $5.57 $2.33 for Seniors home- 16-35 tgals - $6.10 cart Over 35 tgals - $6.70 FY19 $12.50 Base $10.75+90% of metered water $1.39 per home Tiered Rates/tgals usage @ $4.27 per tgals. $9.83 $2.75 $2.95 per home -cart 0-2 tgals - $3.88 $1.06 per apt. unit 3-8 tgals - $4.81 $.69 for Seniors 9-15 tgals - $5.38 $2.25 for Seniors home- 16-35 tgals - $5.91 cart Over 35 tgals - $6.51 FY18 $11.75 Base $10.50+90% of metered water $1.34 per home Tiered Rates/tgals usage @ $3.98 per tgals. $9.54 $2.75 $2.85 per home -cart 0-2 tgals - $3.58 $1.05 per apt. unit 3-8 tgals - $4.51 $.67 for Seniors 9-15 tgals - $5.08 $2.18 for Seniors home- 16-35 tgals - $5.61 cart Over 35 tgals - $6.21 **Effective for customer billings beginning April 1, 2020 through March 31, 2021. General Fund Key Fiscal Points Proposed % Change Budget % Change Actual FY20 FY19 FY18 Operating Expenses $43,577,488 3.64% $42,104,564 1.36% $41,538,400 Capital Expenses $ 3,954,091 57.73% $ 2,494,858 25.69% $ 1,984,930 Tax Rate .462500 per $100 0% .462500 per $100 0% .462500 per $100 Debt = .084526 Debt = .09079 Debt = .101444 M&O = .377974 M&O = .37171 M&O = .361056 Taxable Valuation $4,935,735,786 11.78% $4,415,713,775 10.36% $4,001,295,340 Debt Rating: Moody's G.O. = Aa2 G.O. = Aa2 G.O. = Aa2 W&S = Aa2 W&S = Aa2 W&S = Aa2 Drainage = Al Drainage = Al Drainage = Al Sales Tax = Al Sales Tax = Al Sales Tax = Al S&P G.O. = AA G.O. = AA G.O. = AA W&S=AA+ W&S=AA+ W&S=AA+ Drainage = AA+ Drainage = AA+ Drainage = AA+ *Includes minimum taxable value of properties under protest and estimate of incomplete properties 45 ORGANIZATIONAL CHART A rn T H E C I T Y O F EULESS CITY ATTORNEY I I CITY SECRETARY Wayne K. Olson Kim Sutter DEPUTY CITY MANAGER Bob Freeman POLICE CHIEF Mike Brown FIRE CHIEF Wes Rhodes FLEET AND FACILITIES DIRECTOR Kyle McAdams DIRECTOR OF HUMAN RESOURCES AND RISK Donny Beasley CITIZENS OF EULESS MAYOR & COUNCIL L retta Getch I, City Manager February 1, 2019 CITY MANAGER Loretta Getchell MUNICIPAL COURT JUDGE MUNICIPAL COURT Lacy Britten OF RECORD i i i i i DIRECTOR OF FINANCE i Janina Jewell i i i i AUDITOR Doug Burkham I DIRECTOR OF PARKS & I COMMUNITY SERVICES Ray McDonald I ASSISTANT TO THE CITY MANAGER I Betsy Deck ASSISTANT CITY MANAGER Chris Barker DIRECTOR OF PUBLIC WORKS Hal Cranor DIRECTOR OF PLANNING AND ECONOMIC DEVELOPMENT Mike Collins INFORMATION SERVICES DIRECTOR Scott Joyce LIBRARY DIRECTOR Sherry Knight MUNICIPAL COURT MANAGER Claudia Quintero GENERAL MANAGER TEXAS STAR Glenda Hartsell -Shelton BUDGET PROCESS DEFINITION AND AUTHORITY The budget is a financial plan for a specific fiscal year that contains both the estimated revenues to be received during the year and the proposed expenditures to be incurred to achieve stated objectives. The City Charter established the City of Euless' fiscal year as October 1 through September 30. The City Charter further states: The City Manager, prior to August first of each year, shall prepare and submit the budget, covering the next fiscal year, to the City Council, which shall contain the following information. In preparing the budget, each employee, officer, board, and department shall assist the city manager by furnishing all necessary information. (1) The city manager's budget message shall outline the proposed financial policies for the next fiscal year with explanations of any changes from previous years in expenditures and any major changes of policy and a complete statement regarding the financial condition of the City. (2) An estimate of all revenue from taxes and other sources, including the present tax structure rates and property evaluation for the ensuing year. (3) A carefully itemized list of proposed expenses by office, department, agency, employee, and project for the budget year, as compared to actual expenses of the last ended fiscal year, and the present year to date. (4) A description of all outstanding bond indebtedness, showing amount, purchaser, date of issue, rate of interest, and maturity date, as well as any other indebtedness which the City had incurred and which has not been paid. (5) A statement proposing any capital expenditures deemed necessary for undertaking during the next budget year and recommended provisions for financing. (6) A list of capital projects which should be undertaken within the five (5) next succeeding years. PUBLIC ACCESS Article VII, Section 3 of the City Charter provides: The budget and all supporting schedules shall be filed with the City Secretary when submitted to the City Council and shall be open for public inspection by anyone interested. PUBLIC HEARINGS Article VII, Section 4 of the City Charter provides: At the Council meeting at which time the budget is submitted, the Council shall, in conformance with the requirements of law, name the date and place of a public hearing and shall cause to be published the time and place thereof. At this hearing, interested citizens may express their opinion concerning items of expenditure, giving their reasons for wishing to increase or decrease any items of expense. 47 BUDGET AMENDMENT Department heads can amend the budget within their divisions as long as it does not affect total appropriations. The City Manager can amend the budget within a particular fund as long as it does not affect total appropriations. The City Council may amend the budget by a majority vote of the full membership for emergency conditions which may arise which could not reasonably have been foreseen in the normal process of planning the budget when the general welfare of the citizenry is involved. These amendments must be by ordinance and attached to the original budget in accordance with Article VII, Section 8 of the City Charter. BUDGET PREPARATION The budget preparation is coordinated through the City Manager's Office and the Finance Department. The budget process begins in late February or early March with a budget kickoff meeting with all City department directors and managers. Each department and division receives a budget preparation manual, forms and year to date budget information. Departments prepare a summary including the following information about their activities: Location and Hours of Operation Mission/Programs/Services Highlights/Accomplishments for the current fiscal year Goals & Objectives for the upcoming fiscal year Major Budgetary Issues and Operational Trends. Current year estimates are carefully reviewed and known exceptions or cost increases are reported along with justification. These variances are reviewed by the City Manager's Office for amendment as deemed necessary. The budget requests are submitted along with justification for any increases. The City Manager's office holds meetings with each director to review each of their line items and discuss any changes. All capital and supplemental requests are submitted separately and must include the following information: Purpose/objective of this request Changes/improvements from current operations Alternative financing options Estimated life of requested item Impact or consequence of not funding this request Equipment being replaced by this request Cost of the item Other associated cost A work session is held to allow each department the opportunity to present their capital and supplemental requests to the City Council. The City Manager's Office consolidates all capital requests and all supplemental requests, assigns a ranking based on funding available, and submits its recommendation to the City Council for consideration. In accordance with the fiscal policies, supplemental programs will only be funded from current revenues. One-time revenue sources and excess reserves are used to fund capital requests. The finance department prepares revenue estimates based on historical data available from the revenue manual (which is updated monthly) and other available data. Estimates are reviewed and adjusted by the City Manager's office as deemed necessary. The objective of 48 the City is to estimate revenues as accurately as possible to allow use of all available funding. The City Manager's Office completes a final review of the budget and submits a preliminary budget to the City Council. In accordance with Article VII, Section 2 of the City Charter, this document must be submitted to City Council prior to August 1st STRATEGIC PLANNING The City Council meets for a winter work -session and a budget work -session each year. During these work -sessions, a strategic planning session is held for discussion of short, intermediate, and long-term goals. These goals and the fiscal impact are considered during the budget process and serves as a guide throughout the year for staff. COMPREHENSIVE PLAN The City's long-term planning has been consolidated into a comprehensive five-year plan produced by the City Manager's office. This plan is updated every year and serves as the City's "road map" to which infrastructure, facility, and park projects will be done in the coming years. Each project contains a fiscal impact analysis. The comprehensive plan includes a five-year plan for drainage infrastructure, streets including overlay and construction, water and wastewater line replacement, City facilities, and the parks master plan. The information included in this document is an integral part of the budget process. The Capital Improvements Program details all funded and unfunded projects that have been identified to date and meets the requirements of the City Charter. Article VII, Section 2 (4) requires "A statement proposing any capital expenditures deemed necessary for undertaking during the next budget year and recommended provisions for financing". Section 2 (5) further requires "A list of capital projects which should be undertaken within the five (5) next succeeding years". BUDGET ADOPTION The City Charter provides: After public hearing, the City Council makes any changes deemed necessary and adopts the budget at least ten (10) days prior to the beginning of the next fiscal year by a favorable majority vote of all members of the Council. On August 1st and 3rd, the City Council reviewed the preliminary operating and capital budgets. At their regularly scheduled City Council meeting on August 13th, the Euless City Council set a date, time, and place for the budget public hearing on August 27th. City Council held that public hearing and adopted the budget September 10th. After the budget adoption, the Finance Department prepares a monthly financial report which is presented to the City Council for their review. 49 FY2019-2020 Budget Schedule* DATE RESPONSIBILITY ACTION Wednesday, February 20, 2019 Managers, Directors & Administrator Budget Kickoff - 2:OOPM, City Hall Council Chambers Computer Request Forms due to Information Services, Vehicle Friday, March 01, 2019 Managers, Directors & Administrator Request due to Fleet Services, and pay plan adjustments to H R. February 25 - March 8, 2019 CMO, Finance & Directors Preliminary CIP Review Facilities, Public Works, PACS Managers, Directors, Administrators Capital & Supplemental Request Budget Forms, including Friday, March 15, 2019 & Finance FY2020 Multi -year Budget Forms, with supporting documentation and rankings, returned to Finance. Managers, Directors, Administrators All Other Budget Forms, including FY2020 Known Exceptions Friday, March 22, 2019 & Finance and Travel Budget Forms, with supporting documentation, returned to Finance. Departmental Data Entry completed. Monday, April 01, 2019 Finance & Directors Notice of Fee Changes Due to Finance Monday, April 01, 2019 Finance & Directors All CIP Sheets Updated and returned to Finance. April 15-26, 2019 CMO, Finance & Directors Operating & Capital Budget Review with Directors and Administrators Wednesday, May 15, 2019 TAD Preliminary Tax Roll from TAD Thursday, May 16, 2019 CSO & Finance Publish Notice of Public Hearing on CCPD budget to be held on May 30th (CCPD Board) Thursday, May 30, 2019 CCPD Board Hold Public Hearing on CCPD Budget. Adopt FY2020 CCPD Budget. Submit CCPD Budget to City Council. Thursday, May 30, 2019 CC Receive CCPD Budget. Special called meeting at 6:OOP.M. Thursday, May 30, 2019 CC, CMO & Directors Pre -Budget Work Session on Capital and Supplemental at 6:15P.M. Thursday, June 13, 2019 CC, CMO & Directors Town Hall Meeting Monday, June 24, 2019 CC, CMO & Finance CIP Budget Work Session Thursday, July 25, 2019 TAD Receipt of Final Tax Roll from TAD Make final changes) Wednesday, July 31, 2019 Finance Preliminary Budget: CC, CMO, CSO, Library, Website Publish Notice of Public Hearing of EDC Budget to be held Wednesday, July 31, 2019 CSO & Finance August 12th (EDC Board). Publish Notice of City Council Public Hearing of CCPD Budget to be held on August 13th. Thursday, August 01, 2019 CC, CMO & Finance Budget Work Session Saturday, August 03, 2019 CC, CMO & Finance Budget Work Session Monday, August 12, 2019 EDC Board Hold Public Hearing on EDC Budget and Adopt FY2020 EDC Budget. Vote to Place a Proposal to adopt a Specified Tax Rate on the September 10t" agenda. Schedule Public Hearings on Tuesday, August 13, 2019 CC Proposed Tax Rate for August 27th and September 3rd. Schedule Public Hearing on Proposed City and EDC budgets to be held August 27th. Hold Public Hearing on FY2020 CCPD Budget. Approve CCPD FY2020 Budget. Publish Notice of Property Tax Rate and Public Hearings on Thursday, August 15, 2019 CSO & Finance Tax Increase to be held August 27th and September 3rd. Publish Notice of Public Hearing on Proposed Budgets (City and EDC) to be held August 27th. Hold Public Hearing on Proposed EDC and City FY2020 budgets. Hold 1st Public Hearing on Proposed Tax Rate. Tuesday, August 27, 2019 CC Announce date, time and place of 2nd public hearing on the Tax Rate and announce date, time and place of meeting to adopt the proposed tax rate for September 10th. Special Called Meeting to Hold 2"' Public Hearing on Proposed Tuesday, September 03, 2019 CC Tax Rate. Announce date, time and place of meeting to adopt the proposed tax rate for Tax Year 2019 for September 1 ah. Approve EDC Budget. First Reading and Adoption of the Tuesday, September 10, 2019 CC FY2020 Budget. Ratify Property Revenue Increase. First Reading and Adoption of Tax Rate. Adopt the Tax Roll. Second Reading and Adoption of FY2020 Budget (if Tuesday, September 24, 2019 CC necessary). Final Reading and Adoption of Tax Rate (if necessary). Tentative Subject to Change 50 EXCERPTS FROM CHARTER CITY OF EULESS, TEXAS ARTICLE VII. FINANCE Sec. 1. Fiscal year. The fiscal year of the City of Euless shall begin on October first of each calendar year and will end on September thirtieth of the following calendar year. The fiscal year will also be established as the accounting and budget year. All funds collected by the City during any fiscal year, including both current and delinquent revenue shall belong to such fiscal year and, except funds derived to pay interest and create a sinking fund on the bonded indebtedness of the City, may be applied to the payment of the expenses incurred during such fiscal year. Any revenues uncollected at the end of any fiscal year, and any unencumbered funds actually on hand shall become resources of the next succeeding fiscal year. State law references — Budgets. V.T.C.A. Local Government Code ¶ 102.001 et seq: fiscal powers. V.T.C.A., Local Government Code ¶ 101.002. State law reference — Fiscal Year. V.T.C.A. Tax Code ¶1.05 Sec. 2. Preparation and submission of budget. The City Manager, prior to August first of each year, shall prepare and submit the budget, covering the next fiscal year, to the Council, which shall contain the following information. In preparing the budget, each employee, officer, board, and department shall assist the City Manager by furnishing all necessary information. (1) The City Manager's budget message shall outline the proposed financial policies for the next fiscal year with explanations of any change from previous years in expenditures and any major changes of policy, and a complete statement regarding the financial conditions of the City. (2) An estimate all revenue from taxes and other sources, including the present tax structure rates and property evaluation for the ensuing year. (3) A carefully itemized list of proposed expenses by office, department, agency, employee and project for the budget year, as compared to actual expenses of the last ended fiscal year, and the present year-to-date. (4) A description of all outstanding bond indebtedness, showing amount, purchaser, date of issue, rate of interest and maturity date, as well as any other indebtedness which the City had incurred and which has not been paid. (5) A statement proposing any capital expenditures deemed necessary for undertaking during the next budget year and recommended provisions for financing. (6) A list of capital projects which should be undertaken within the five (5) next succeeding years. State law reference —Budget, V.T.C.A., Local Government Code 1102.001 et seq. Sec. 3 Budget a public record. The budget and all supporting schedules shall be filed with the City Secretary when submitted to the Council and shall be open to public inspection by anyone interested. State law reference — Budget, V.T.C.A., Local Government Code ¶ 102.001 et seq. 51 Sec. 4. Public hearing on budget. At the Council meeting at which time the budget is submitted, the Council shall, in conformance with the requirements of law, name the date and place of a public hearing and shall cause to be published the time and place thereof. At this hearing, interested citizens may express their opinions concerning items of expenditure, giving their reasons for wishing to increase or decrease any items of expense. (Amended 11-5-91) State law reference —Budget, V.T.C.A., Local Government Code ¶ 102.001 et seq. Sec. 5. Proceeding on adoption of budget. After public hearing, the Council shall analyze the budget, making any additions or deletions which they feel appropriate, and shall, at least ten (10) days prior to the beginning of the next fiscal year, adopt the budget by a favorable majority vote all members of the Council. State law reference —Budget, V.T.C.A. Local Government Code ¶ 102.001 et seq. Sec. 6. Budget, appropriation, and amount to be raised by taxation. On final adoption, the budget shall be in effect for the budget year. Final adoption of the budget by the Council shall constitute the official appropriations as proposed expenditures for the current year and shall constitute the basis of the official levy of the property tax as the amount of tax to be assessed and collected for the corresponding tax year. Estimated expenditures will in no case exceed proposed revenue plus cash on hand. Unused appropriations may be transferred to any item required for the same general purpose. Sec. 7. Unallocated reserve fund. The City Manager may recommend for action by the Council, an unallocated reserve fund to be used for unexpected items of expense which were not contained as original items of expenditures. Sec. 8. Amending the budget. Under the extreme emergency conditions which may arise and which could not reasonably have been foreseen in the normal process of planning the budget, the Council may, by a majority vote of the full membership, amend or change the budget to provide for any additional expenses in which the general welfare of the citizenry is involved. These amendments shall be by ordinance, and shall become an attachment to the original budget. State law reference —Budget, V.T.C.A. Local Government Code ¶ 102.001 et seq. Sec. 9. Certification: copies made available. A copy of the budget, as finally adopted, shall be filed with the City Secretary. The final budget shall be printed, mimeographed, or otherwise reproduced and sufficient copies shall be made available for the use of all offices, agencies and for the use of interested persons and civic organizations. Sec. 10. Defect shall not invalidate the tax levy. Errors or defects in the form or preparation of the budget or the failure to perform any procedural requirements shall not nullify the tax levy or the tax rate. 52 CITY OF EULESS FISCAL POLICIES I. INTRODUCTION A. Purpose Statement — The City of Euless has an important responsibility to its citizens to carefully account for public funds, to manage municipal finances wisely, and to plan for the adequate funding of services desired by the public. The overriding goal of the Fiscal Policies is to enable the City to achieve a long-term stable and positive financial condition. The watchwords of the City's fiscal management include integrity, prudent stewardship, planning, accountability, and full disclosure. The purpose of the Fiscal Policies is to provide guidelines for the Director of Finance in planning and directing the City's day to day financial affairs and in developing recommendations to the City Manager and City Council. The scope of the policies spans accounting, auditing, financial reporting, internal controls, operating and capital budgeting, revenue management, cash management, expenditure control, and debt management. B. Annual Review of Policies — These policies will be reviewed administratively by the Finance Director and City Manager and will be presented to the City Council for approval of any significant changes. II. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING A. Accounting — The Director of Finance is the City's Chief Accountant and is responsible for establishing the chart of accounts and for properly recording financial transactions. B. Accounts Receivable —This asset account reflects amounts owed to the City from citizens, companies, or other governmental entities. Delinquent accounts will be pursued. C. External Auditing The City will be audited annually by outside independent accountants (auditors). The auditors must be a CPA firm of national reputation and must demonstrate that they have the breadth and depth of staff to conduct the City's audit in accordance with generally accepted auditing standards and contractual requirements. The auditor's report on the City's financial statements will be completed and submitted to City staff within 120 days of the City's fiscal year end, and the auditor's management letter will be presented to the City staff accordingly. An interim management letter will be issued prior to this date if any materially significant internal control weaknesses are discovered. 2. The Auditors are accountable to the City Council and will have access to direct communication with the City Council if the City staff is unresponsive to auditor recommendations or if the auditors consider such communication necessary to fulfill their legal and professional responsibilities. 3. Auditor Rotation — The City will not require auditor rotation, but will circulate requests for proposal for audit services at least every five years. D. Internal Auditing — The City recognizes the need for an internal audit function to provide independent, unbiased and objective reviews and assessments of the business activities, operations, financial systems and internal accounting controls of the City and some of its business partners. The reviews and assessments are conducted in order to instill confidence to citizens and stakeholders that resources are responsibly and effectively managed in order to achieve intended results. The City shall devote resources, as available, to conduct operational, financial and performance audits, selected as a result of risk analysis and assessment process. The internal audit function will report directly to the City Manager's Office. E. External Financial Reporting — The City will prepare and publish a comprehensive annual financial report (CAFR). The CAFR will be prepared in accordance with generally accepted accounting principles and will be presented annually to the Government Finance Officers Association (GFOA) for evaluation and awarding of the Certificate of Achievement for Excellence in Financial Reporting. The 53 CAFR will be published and presented to the City Council within 150 days after the end of the fiscal year. City staffing limitations may preclude such timely reporting. In such case, the Finance Director will inform the City Manager and the City Manager will inform the City Council of the delay and the reasons therefore. F. Internal Financial Reporting — The Finance Department will prepare internal financial reports sufficient for management to plan, monitor, and control the City's financial affairs. Internal financial reporting objectives are addressed throughout the policies. III. INTERNAL CONTROLS A. Objective — To provide management with reasonable assurance that assets are safeguarded against loss from unauthorized use or disposition. At all times the City of Euless shall maintain an environment conducive to good internal controls. B. Written Procedures — The Finance Director is responsible for developing Citywide written guidelines on accounting, cash handling, and other financial matters which will be approved by the City Manager. The Finance Department will assist Department Managers as needed in tailoring these guidelines into detailed written procedures to fit each department's specific requirements. C. Department Managers Responsible — Each Department Manager is responsible to ensure that good internal controls are followed throughout his or her department, that all Finance Department guidelines on accounting and internal controls are implemented, and that all independent auditor internal control recommendations are addressed. IV. OPERATING BUDGET A. Preparation — The City's "operating budget" is the City's annual financial operating plan. It comprises governmental and proprietary funds, including the General Obligation Debt Service Fund. The budget is prepared by the Finance Director or appointee with the cooperation of all City Departments, and is submitted to the City Manager who makes any necessary changes and transmits the document to the City Council. The operating budget will be submitted to the GFOA annually for evaluation and awarding of the Award for Distinguished Budget Presentation. B. Balanced Budget — The operating budget will be balanced, with current revenues, exclusive of beginning resources, greater than or equal to current expenditures/expenses. C. Adoption Process — Pursuant to City Charter Article VII Section 5, a budget will be presented by the City Manager to the City Council, and to the public through the Euless Public Library, by August 1, and after public hearings the City Council shall adopt, with any changes, at least ten days prior to beginning of the new fiscal year by a majority vote. D. Amendment Process — According to Section 8 of the same article, amendments may be made by ordinance as necessary. E. Planning — The budget process will be coordinated so as to identify major policy issues for the City Council consideration several months prior to the budget approval date so that proper decision analysis can be made. Periodic financial reports will be prepared to enable the Department Managers to manage their budgets and to enable the Budget Office to monitor and control the budget as authorized by the City Manager. Summary financial reports will be presented to the City Council monthly by the third Friday after the end of each month. Such reports will enable the City Council to understand the big picture budget status. Operating Expenditure Control is addressed in another section of the Policies. F. Performance Measures and Productivity Indicators — Where appropriate, performance measures and productivity indicators will be developed and used as guidelines and reviewed for efficiency and effectiveness. This information will be included in the annual budgeting process and reported to the City Council at least annually. V. CAPITAL BUDGET AND PROGRAM A. Preparation — The City's capital budget will include all capital project funds and all capital resources. The budget will be prepared annually in conjunction with the operating budget. The capital budget will be compiled by the Finance Director with the involvement of all required City departmental project managers. Integration of the fiscal impact of capital improvements on the operating budget will be monitored. 54 B. Definition — 1. Facilities - include any structures or properties owned by the City, the land upon which the facility is situated for the provision of City services, and the initial furniture, fixtures, equipment and apparatus necessary to put the facility in service. Facilities include, but are not limited to the following: administrative offices, parks, service centers and storage yards, recreation centers, libraries, fire stations, jails and courts, and water and sewer related structures. 2. Infrastructure - Includes permanently installed facilities, generally placed underground or at grade, which form the basis for the provision of City services. Typically included are thoroughfares, bridges, water and sanitary sewer lines, drainage channels, and storm sewers. C. Control — All capital project expenditures must be appropriated in the capital budget. The Finance Department must certify the availability of such appropriations or the availability of resources so an appropriation can be made before a capital project contract is presented by the City Manager to the City Council for approval. D. Program Planning — The capital budget will include capital improvements program plans for future years. The planning time frame should normally be at least five years. The replacement and maintenance for capital items should be projected for the next five years. Future maintenance and operations will be fully costed, so that these costs can be considered in the operating budget. E. Alternate Resources — Where applicable, assessments, impact fees, pro-rata charges, or other user - based fees should be used to fund capital projects which have a primary benefit to specified property owners. Drainage Utility revenues are established to fund small citywide drainage projects. Single large drainage projects may be funded by debt. F. Debt Financing — Recognizing that debt is usually a more expensive financing method, alternative financing sources will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with expected lives which equal or exceed the average life of the debt issue. The exceptions to this requirement are the traditional costs of marketing and issuing the debt, capitalized labor for design and construction of capital projects, and small component parts which are attached to major equipment purchases. G. Infrastructure Maintenance — The City recognizes that deferred street maintenance increases future capital costs by an estimated five- to ten -fold. Therefore, a portion of the General Fund budget will be set aside each year to maintain the quality of streets. The amount will be established annually so that repairs will be made amounting to a designated percentage of the value of the streets. H. Reporting_— Periodic financial reports will be prepared to enable the Department Managers to manage their capital budgets and to enable the Finance Department to monitor and control the capital budget as authorized by the City Manager. VI. REVENUE MANAGEMENT A. Simplicity — The City will strive to keep the revenue system simple, which will result in a decrease of compliance costs for the taxpayer or service recipient and a corresponding decrease in avoidance to pay. The City will avoid nuisance taxes, fee, or charges as revenue sources. B. Certainty_— An understanding of the revenue source increases the reliability of the revenue system. The City will try to understand its revenue sources, and enact consistent collection policies so that assurances can be provided that the revenue base will materialize according to budgets and plans. C. Equity — The revenue system of the City will strive to maintain equity in its structure. That is, the City will seek to minimize or eliminate all forms of subsidization between entities, funds, services, utilities, and customers. However, it is recognized that public policy decisions may lead to subsidies in certain circumstances, e.g., homestead tax exemption. D. Administration — The benefits of a revenue will exceed the cost of producing the revenue. The cost of collection will be reviewed annually for cost effectiveness as a part of the indirect cost, cost of services analysis. Where appropriate, the City will use the administrative processes of State or Federal collection agencies in order to reduce administrative costs. 55 E. Revenue Adequacy — The City will require that there be a balance in the revenue system. That is, the revenue base will have the characteristic of fairness and neutrality as it applies to cost of service, willingness to pay, and ability to pay. F. Cost/Benefit of Abatement — The City will use due caution in the analysis of any tax, fee, or water and wastewater incentives that are used to encourage development. Ideally, a cost/benefit (fiscal impact) analysis will be performed as a part of such review. G. Diversification and Stability — In order to protect the government from fluctuations in a revenue source due to fluctuations in the economy, and variations in weather (in the case of water and wastewater), a diversified revenue system will be maintained which has a stable source of income. H. Nonrecurring Revenues — One-time revenues will not be used for ongoing operations. Nonrecurring revenues will be used only for nonrecurring expenditures. Care will be taken not to use these revenues for budget balancing purposes. I. Property Tax Revenues — 1. Process. Property shall be assessed at 100% of the fair market value as appraised by Tarrant Appraisal District. Reappraisal and reassessment shall be done regularly as required by State law. A 97% collection rate will serve as a goal for tax collections, with a delinquency rate of 3% or less. All delinquent taxes will be aggressively pursued, with delinquents greater than 150 days being turned over to an attorney and a penalty assessed to compensate the attorney as allowed by State law, and in accordance with the attorney's contract. Annual performance criteria will be developed for the attorney. 2. Reduce Reliance on Property Tax. The City will try to reduce reliance on property tax by seeking additional revenue sources and attempting to expand and diversify the City tax base. Exemptions — In order to maintain stability of funds for the City, it is the Council's intentions for the exemptions presently allowed by the City to be continued with no allowance for additional exemptions. Tax abatements should be used selectively and only when a good chance exists of economic return exceeding the loss. K. User -Based Fees — For services associated with a user fee or charge, the direct and indirect costs of that service will be offset by a fee where possible. There will be an annual review of fees and charges to ensure that fees provide adequate coverage of costs of services. L. Property Tax Distribution — The percentage of the tax rate allocated to the General Fund is the percent equal to the Maintenance and Operations portion of the total tax rate. The allocation of the tax rate for debt purposes is the percent equal to the Interest and Sinking portion of the total tax rate. Debt service should not exceed 40% except for extraordinary and temporary reasons. M. Proprietary — Proprietary funds will pay the General Fund for direct services rendered. Additionally, the Water and Wastewater Fund will pay a franchise fee of 5% of gross receipts. This is to compensate the General Fund for the lost revenue that would be payable from a privately owned utility. N. Franchise Agreements — The City will monitor the status of existing financial agreements and take necessary actions to negotiate new agreements as they near expiration or as they need revisions to best serve the citizens of Euless. O. General and Administrative Charges — A method will be maintained whereby the General Fund may impose a charge to the proprietary funds for general and administrative services (indirect costs) performed on the enterprise funds' behalf. P. Utility Rates — The City will review and adopt utility rates that will generate revenues required to fully cover operating expenditures, meet the legal restrictions of all applicable bond covenants, and provide for an adequate level of working capital needs. This policy does not preclude drawing down cash balance to finance current operations. However, it is best that any extra cash balance be used instead to finance capital projects. Q. Interest Income — Interest earned from investment of available moneys, whether pooled or not, will be distributed to the funds in accordance with the operating and capital budgets which, wherever possible, will be in accordance with the equity balance of the fund from which moneys were provided to be invested. 56 R. Revenue Monitoring — Revenues actually received will be regularly compared to budgeted revenues and variances will be investigated. This process will be summarized in the appropriate budget report. VII. EXPENDITURE CONTROL A. Appropriations — The level of budgetary control is the department level in the General Fund and Water and Sewer Fund, and the fund level in all other funds. When budget adjustments between funds are necessary, these must be approved by the City Council. Budget appropriation amendments at lower levels of control shall be made in accordance with the applicable administrative procedures through the finance office. B. Central Control — Significant salary and capital budgetary savings in any department will be centrally controlled and may not be spent by the department without specific City Manager authorization. C. Purchasing — All purchases shall be in accordance with the City's purchasing policies. Purchases and any contracts exceeding the limit established by state law will conform to a formal bidding process as outlined. Recommendations on purchases and contracts that are subject to the bidding process will be made to the City Council for their approval. D. Prompt Payment — All invoices will be paid within 30 days of receipt in accordance with the prompt payment requirements of State law. Procedures will be used to take advantage of all purchase discounts where considered cost effective. However, payments will also be reasonably delayed in order to maximize the City's investable cash, where such delay does not violate the agreed upon payment terms. E. Equipment Financing — Equipment may be financed when the unit purchase price is $20,000 or more and the useful life is at least four years with City Council approval. VIII. ASSET MANAGEMENT A. Investments — The City's investment practices will be conducted in accordance with the City Council approved Investment Policies. Utilized objectives: safety, liquidity, and yield. B. Cash Management — The City's cash flow will be managed to maximize the cash available to invest. C. Investment Performance — At the end of each fiscal year a report on investment performance will be provided by the Finance Director to the City Manager for presentation to the City Council. D. Fixed Assets and Inventory — These assets will be reasonably safeguarded, property accounted for, and prudently insured. IX. FINANCIAL CONDITION AND RESERVES A. No Operating Deficits — Current expenditures will be paid with current revenues. Deferrals, short-term loans, or one-time sources will be avoided as budget balancing techniques. Reserves will be used only for emergencies or nonrecurring expenditures, except when balances can be reduced because their levels exceed guideline minimums. B. Operating Reserves — The General Fund resources balance combined with the Emergency Reserve Funds should be at least 30 to 60 days in working capital and never fall below 8.3% of the General Fund expenditures budget. This percentage is the equivalent of 30 days' expenditures. The Enterprise Fund working capital should be at least 45 to 75 days in working capital and never fall below 12% of the Water and Wastewater operating expense budget. An additional cash test will be required for the Water and Wastewater Fund to ensure the City's ability to operate, exclusive of accounts receivable. C. Risk Management Program — The City will aggressively pursue every opportunity to provide for the public's and City employees' safety and to manage its risks. All reasonable options will be investigated to finance losses. Such options may include risk transfer, insurance, and risk retention. Where risk is retained, reserves will be established based on actuarial determinations. Such reserves will not be used for any purpose other than for financing losses. D. Compensated Absences — The City will establish a separate expenditure account within its operating funds to pay for accrued vacation leave. Accrued vacation leave can normally be paid by allowing a vacated position to remain open for several weeks. This account will be established based upon a schedule of estimated retirements which will be developed in conjunction with the operating budget. 57 E. Equipment Replacement — The City shall maintain an Equipment Replacement Fund for vehicles and equipment. Funds will be transferred based on a depreciated calculation of each piece of equipment. F. Health Claims — The City shall maintain a fund for health claims for all employees. Adequate reserves shall be maintained as determined actuarially. All reasonable cost containments will be reviewed to keep the cost to the City and the employees minimal. X. DEBT MANAGEMENT A. Short -Term Debt — Short-term debt may be issued for interim financing, short economic life assets, or funding operational cash flow deficits or anticipated revenues. If utilized, tax anticipation notes (TAN's) will be retired in accordance with State law, and bond anticipation notes (BAN's) will be retired within six months of completion of the project. Any short-term debt outstanding at year end will not exceed 5% (including TAN's, but excluding BAN's) of net operating revenues. B. Long -Term Debt — The City may issue long-term debt when it is deemed that capital improvements should not be financed from current revenues, reserves, or short-term borrowings. Long -Term debt will not be used for operating purposes, and the life of the bonds will not exceed the useful life of the projects financed. C. Self -Supporting Debt — When appropriate, self-supporting revenues will pay debt service in lieu of tax revenues. D. Ratinq — Full disclosure of operations will be made to the bond rating agencies. The City staff, with the assistance of fiscal advisors or bond counsel, will prepare the necessary materials for and presentation to the rating agencies. E. Water and Wastewater Bond Coverage Ratios — The City has both revenue bonds and other indebtedness of the Water and Wastewater Fund. The City will maintain two coverage ratios: 1.50 for revenue bonds "technical average" and 1.25 for all indebtedness "practical coverage". The City will issue new debt for an Enterprise only after an "additional bonds" test has been applied to the issuance. This test determines that revenues are sufficient to defray the additional debt service burden that will be created by the new issuance. F. Federal Requirements — The City will maintain procedures to comply with arbitrage rebate and other Federal requirements as necessary. In attempt to exempt the City from arbitrage rebate requirements, the City will attempt to issue bonds in increments not to exceed $5,000,000 per calendar year. G. Debt Service Reserves — The Debt Service Fund will maintain a minimum level of reserves equal to one month of principal and interest. This does not include the amounts accrued for the next debt service payment. The policy above does not preclude the debt service reserves normally established to market revenue bonds. The City's policy and bond ordinance requirement are to maintain these debt service reserves at the level of the average annual debt service. H. Debt Burden — The Debt Burden should be within the norm of comparable cities. Specifically, maintenance of capacity not to exceed the median per capita and per assessed valuation will be monitored. Debt Structuring — The City will issue bonds with an average life of twenty (20) years or less in order to reduce net interest cost and maintain future flexibility by paying off debt earlier. The issuance should contribute to an overall curve that is relatively flat. J. Competitive vs. Negotiated Bidding — The City will analyze on a per issue and market basis the desire to utilize competitive versus negotiated sale of bonds. In either instance, the fiscal staff will present to management and council advantages and disadvantages of the process. K. Bidding Parameters — The notice of sale will be carefully constructed so as to ensure the best possible bid for the City, in light of the existing market conditions and other prevailing factors. Parameters to be examined include: • Limits between lowest and highest coupons • Coupon requirements relative to the yield curve • Method of underwriter compensation, discount or premium coupons • Use of True Interest Cost (TIC) vs. Net interest Cost (NIC) 58 • Use of bond insurance • Deep discount bonds • Variable rate bonds • Call provisions L. Bond Issuance Advisory Fees and Costs — The City will be actively involved in the selection of all financial advisors, underwriters, paying agents, and bond counsel. The City shall evaluate the merits of rotating professional advisors and consultants as well as the kinds of services and fee structures available from independent financial advisors, investment banking firms, and commercial banks. The City will carefully itemize and scrutinize all costs associated with the issuance of bonds. M. Refunding Debt — The City shall continually review outstanding obligations and may initiate refinancing when the potential for present value savings calculate to approximately five percent (5%) or gross savings exceed $100,000. N. Maximum Debt Levels — The water and wastewater bond maximum shall be within Bond Coverage Ratios as stated in this policy. The City will strive to keep the portion of the City's ad valorem tax rate for interest and sinking (debt service) that is tax supported debt (excluding self-supporting debt) below forty percent (40%) of the total adopted City ad valorem tax rate. The State of Texas limits the total City ad valorem tax rate to $2.50 per $100 valuation. O. Fixed Rate Debt — To maintain a predictable debt service schedule, the City may give preference to debt that carries a fixed interest rate. P. Variable Rate Debt - Variable rate debt is debt that bears interest at a floating rate established at specific intervals. The City strives not to exceed thirty percent (30%) of the City's total outstanding debt in variable rate debt and may consider using variable rate debt in circumstances where assets and liabilities match, for interim financing, where interest rates are above historic averages, if diversification of debt is desired, or there is a variable revenue stream. XI. STAFFING AND TRAINING A. Adequate Staffing — Staffing levels will be adequate for the fiscal functions of the City to function effectively. Overtime shall be used only to address temporary or seasonal demands that require excessive hours. Workload shedding alternatives as well as technology will be explored before adding staff. B. Training — The City will support the continuing education efforts of all financial staff including the investment in time and materials for maintaining a current perspective concerning financial issues. Staff will be held accountable for communicating, teaching, and sharing with other staff members all information and training materials acquired from seminars, conferences, and related education efforts. C. Awards, Credentials — The City will support efforts and involvements which result in meeting standards and receiving exemplary recitations on behalf of any of the City's fiscal policies, practices, processes, products, or personnel. Further, the Finance Director will try to obtain and/or maintain designation of Certified Government Finance Officer as awarded by the GFOA of Texas. 59 General Fund 60 ACTUAL BUDGET ESTIMATED BUDGET GENERAL FUND SUMMARY FY2017-18 FY2018-19 FY2018-19 FY2019-20 BEGINNING FUND BALANCE $ 12,449,468 $ 13,554,693 $ 13,554,693 $ 12,841,550 REVENUES Property Taxes $ 13,581,642 $ 15,185,605 $ 15,111,705 $ 17,123,713 Gross Receipts Tax $ 4,692,782 $ 4,549,168 $ 4,500,639 $ 4,190,420 General Sales Tax $ 12,698,603 $ 13,193,953 $ 13,076,504 $ 13,252,272 Selective Sales Tax $ 154,035 $ 171,075 $ 129,064 $ 188,890 Fines/Fees/Penalties $ 2,637,050 $ 2,583,980 $ 2,379,647 $ 2,462,050 Licenses & Permits $ 1,755,181 $ 574,000 $ 1,785,850 $ 589,500 Interest Income $ 256,724 $ 170,000 $ 330,000 $ 255,000 Intergovernmental Revenue $ 418,112 $ 420,000 $ 422,350 $ 428,850 Charges for Service $ 1,682,759 $ 1,693,615 $ 1,516,670 $ 1,510,240 Miscellaneous/Rental Income $ 628,756 $ 614,244 $ 592,124 $ 614,624 Insurance/Risk/Other Financing Sources $ 3,278,319 $ 4,000 $ 7,985 $ 5,000 Revenues before Transfers $ 41,783,963 $ 39,159,640 $ 39,852,538 $ 40,620,559 Transfers from Other Funds $ 2,844,592 $ 2,979,037 $ 2,969,522 $ 2,974,949 TOTAL REVENUES $ 44,628,555 $ 42,138,677 $ 42,822,060 $ 43,595,508 TOTAL RESOURCES $ 57,078,023 $ 55,693,370 $ 56,376,753 $ 56,437,058 EXPENDITURES Personal Services $ 29,833,042 $ 31,839,327 $ 31,554,267 $ 32,661,592 Professional/Technical Services $ 1,176,188 $ 1,429,795 $ 1,454,795 $ 1,503,758 Contractual Services $ 636,966 $ 675,944 $ 745,520 $ 708,194 Utilities $ 946,893 $ 1,035,823 $ 1,035,823 $ 1,039,689 Maintenance $ 624,812 $ 678,893 $ 678,893 $ 805,199 Other Services/Contingencies $ 5,470 $ 150,500 $ 181,110 $ 150,500 Insurance $ 5,176 $ 5,300 $ 5,300 $ 5,300 General & Administrative $ 245,706 $ 459,356 $ 459,356 $ 471,635 Rebates/Incentives $ 1,918,525 $ 2,069,609 $ 1,868,374 $ 1,772,470 Supplies $ 884,575 $ 1,039,033 $ 1,039,033 $ 1,072,638 Capital Purchases (Equipment) $ 5,825,344 $ 3,206,898 $ 2,598,364 $ 3,016,225 Debt Service/Bank Charges $ 6,774 $ 102,576 $ 8,000 $ 6,000 Expenditures before Transfers $ 42,109,471 $ 42,693,054 $ 41,628,835 $ 43,213,200 Transfers to Other Funds $ 1,413,859 $ 1,906,368 $ 1,906,368 $ 4,318,379 TOTAL EXPENDITURES $ 43,523,330 $ 44,599,422 $ 43,535,203 $ 47,531,579 ENDING FUND BALANCE $ 13,554,693 $ 11,093,948 $ 12,841,550 $ 899059479 General Emergency and Contingency Fund reflected in the Reserve Fund Summary. The budget declines in fund balance are planned drawdowns for the purchase of capital equipment and other non- recurring, one-time expenditures. The drawdown is funded from excess reserves that exceed the recommended 60- day level. 61 General Fund Revenues FY2019-2020 Property Taxes 39% Miscellan 2% Transfers Fines & Fees 7% Interest 9% 1% Sales & Uses Taxes 31% Licenses/Permits 1% hise Fees 10% Proposed FY19 Budget to General Fund Actual Budget Estimated Budget FY20 Proposed Revenues FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Property Taxes $ 13,562,866 $ 15,155,605 $ 15,111,705 $ 17,108,713 $ 1,953,108 13% Prior Year Property Taxes $ 18,776 $ 30,000 $ - $ 15,000 $ (15,000) (50%) Penalties & Interest $ 57,875 $ 65,000 $ 56,587 $ 50,000 $ (15,000) (23%) Sales Tax $ 10,106,402 $ 10,487,214 $ 10,393,254 $ 10,529,080 $ 41,866 0% Additional Sales Tax $ 2,592,201 $ 2,706,739 $ 2,683,250 $ 2,723,192 $ 16,453 1% Mixed Drink Tax $ 154,035 $ 171,075 $ 129,064 $ 188,890 $ 17,815 10% Electric Franchise $ 1,805,014 $ 1,700,266 $ 1,694,111 $ 1,700,266 $ - 0% Gas Franchise $ 444,043 $ 430,000 $ 400,000 $ 415,000 $ (15,000) (3%) Telephone Franchise $ 284,053 $ 268,000 $ 265,000 $ 50,000 $ (218,000) (81 %) Sanitation Service $ 253,808 $ 252,000 $ 267,851 $ 275,000 $ 23,000 9% Recycling Franchise Fee $ 20,701 $ 20,225 $ 22,000 $ 22,500 $ 2,275 11% Cable Franchise Fee $ 591,685 $ 580,000 $ 553,000 $ 425,000 $ (155,000) (27%) W&WW Franchise Tax $ 1,293,478 $ 1,298,677 $ 1,298,677 $ 1,302,654 $ 3,977 0% Other Permits $ 31,111 $ 26,000 $ 31,000 $ 30,000 $ 4,000 15% Health Permits $ 73,000 $ 70,000 $ 80,000 $ 85,000 $ 15,000 21% Fire Permits $ 124,749 $ 90,000 $ 90,000 $ 90,000 $ - 0% Contractor Regulatory License $ 60,400 $ 65,000 $ 60,000 $ 60,000 $ (5,000) (8%) Minimum Housing $ 92,134 $ 79,015 $ 70,410 $ 65,000 $ (14,015) (18%) Misc. Permits and Fees $ 46,980 $ 45,000 $ 52,110 $ 51,140 $ 6,140 14% Building Permits $ 1,446,746 $ 300,000 $ 1,500,000 $ 300,000 $ - 0% Swimming Pools/Concessions $ 224,213 $ 230,000 $ 230,000 $ 230,000 $ - 0% Auto Theft Task Force Grant $ 92,180 $ 95,000 $ 89,000 $ 95,000 $ - 0% School Resource Officers $ 323,272 $ 325,000 $ 331,350 $ 331,350 $ 6,350 2% Municipal Court $ 2,571,711 $ 2,513,980 $ 2,317,160 $ 2,407,050 $ (106,930) (4%) Library Fees $ 27,553 $ 20,100 $ 16,500 $ 16,100 $ (4,000) (20%) Ambulance Fees $ 1,005,170 $ 1,010,000 $ 869,000 $ 850,000 $ (160,000) (16%) Alarm Revenue $ 113,213 $ 130,000 $ 109,400 $ 120,000 $ (10,000) (8%) Jail Revenue $ 192,555 $ 200,000 $ 192,500 $ 200,000 $ - 0% Interest Income $ 256,724 $ 170,000 $ 330,000 $ 255,000 $ 85,000 50% Miscellaneous $ 129,576 $ 105,174 $ 89,039 $ 84,424 $ (20,750) (20%) Tower Lease $ 503,326 $ 505,570 $ 505,570 $ 530,200 $ 24,630 5% Betterment/Contributions $ 15,502 $ 15,000 $ 15,000 $ 15,000 $ - 0% Issuance of Debt $ 3,268,911 $ - $ - $ - $ - 0% Transfers $ 2,844,592 $ 2,979,037 $ 2,969,522 $ 2,974,949 $ 4,088 0% TOTAL REVENUES $ 44,628,555 $ 42,138,677 $ 42,822,060 $ 43,595,508 $ 1,456,831 3% Use of Reserves $ - $ 2,494,858 $ 713,143 $ 3,954,091 $ 1,459,233 58% TOTAL RESOURCES $ 44,628,555 $ 44,633,535 $ 43,535,203 $ 47,549,599 $ 2,916,064 7% 62 GENERAL FUND ]FY2020 REVENUE ASSUMPTIONS REVENUE SOURCE ASSUMPTIONS Property Taxes Projection based on tax rate of 46.250 on certified appraisals from Tarrant Appraisal District. Prior Year Property Taxes Projected to decline from FY19 budget based on historic trends. Penalties & Interest Projected to decline from FY19 budget based on historic trends. Sales Tax Projected a slight increase from FY19 budget. Additional Sales Tax Decrease based on 25% of projected sales tax revenues without TI F allocation. Mixed Drink Tax Projected to increase with new development. Electric Franchise Projection to remain flat with FY19 budget. Gas Franchise Projected decrease from FY19 budget based on actual collections. Telephone Access Line Fees Decreased based on legislative action. Sanitation Services Franchise Increase from FY19 budget based on approved rates. Recycling Franchise Projected to increase slightly based on historical trend. Cable Franchise Projected decrease from FY19 estimates based on historic trends and legislative actions. Water & Wastewater Franchise Based on 5% of projected gross receipts. Other Permits Projected to increase slightly based on historical trend. Health Permits Projected to increase from FY19 budget due to food establishment known increases from development. Fire Permits Projected to remain flat with FY19 budget. Contractors Regulatory License Projected to decrease slightly from FY19 budget. Minimum Housing Projected decrease due to the continued efforts of apartments achieving Tier 1. Miscellaneous Permits and Fees Projected slight increase from FY19 budget. Building Permits Projected to decrease from FY19 estimate as City reaches buildout. Police Program Reimbursements Based on 80% of projected officer salary. School Police Reimbursements Based on current contract of four patrol officers. Municipal Court Projected to decrease from FY19 estimates. Library Fees Projected to decrease from FY19 estimates due to library remodel. Ambulance Fees Projection of a slight decrease from FY19 estimates. Alarm Revenue Projected to decrease from FY19 budget. Jail Revenue Projected to remain flat with FY19 budget. Interest Income Projected to increase from FY19 budget based on a slowing market outlook but higher investable balances. Miscellaneous Projected slight decrease from FY19 budget. Tower Lease Revenue Based on current lease agreements. Betterment Contributions Projected to remain flat with FY19 budget. Transfers Based on administrative fees charged to utility operations and 1/3 of Euless' portion of the Car Rental Tax. 63 General Fund Multi -Year Analysis REVENUE SOURCE ACTUAL FY2016 ACTUAL FY2017 ACTUAL FY2018 BUDGETED FY2019* ESTIMATED FY2019 PROPOSED FY2020 FY19 Budget to FY20 Proposed % Diff Property Taxes $ 11,164,933 $ 12,390,631 $ 13,639,517 $ 15,250,605 $ 15,168,292 $ 17,173,713 12.61% Franchise Fees $ 4,320,999 $ 4,330,670 $ 4,692,782 $ 4,549,168 $ 4,500,639 $ 4,190,420 (7.89%) Sales & Use Taxes $ 12,697,947 $ 13,222,232 $ 12,852,638 $ 13,365,028 $ 13,205,568 $ 13,441,162 0.57% Fines & Fees $ 4,834,627 $ 4,311,216 $ 4,134,415 $ 4,104,080 $ 3,734,560 $ 3,823,150 (6.85%) Licenses & Permits $ 1,717,416 $ 2,019,494 $ 1,875,120 $ 675,015 $ 1,883,520 $ 681,140 0.91 % Interest Income $ 97,775 $ 140,239 $ 256,724 $ 170,000 $ 330,000 $ 255,000 50.00% Int'gov't./Trans./Misc. $ 3,777,938 $ 4,069,780 $ 7,177,359 $ 4,024,781 $ 3,999,481 $ 4,030,923 0.15% TOTAL REVENUES $ 38,611,635 $ 40,484,262 $ 44,628,555 $ 42,138,677 $ 42,822,060 $ 43,595,508 3.46% Source - PercentageRevenue of General Fund Revenues Average Property Taxes 28.92% 30.61 % 30.56% 36.19% 35.42% 39.39% 33.52% Franchise Fees 11.19% 10.70% 10.52% 10.80% 10.51 % 9.61 % 10.56% Sales & Use Taxes 32.89% 32.66% 28.80% 31.72% 30.84% 30.83% 31.29% Fines & Fees 12.52% 10.65% 9.26% 9.74% 8.72% 8.77% 9.94% Licenses & Permits 4.45% 4.99% 4.20% 1.60% 4.40% 1.56% 3.53% Interest Income 0.25% 0.35% 0.58% 0.40% 0.77% 0.58% 0.49% Int'gov't./Trans./Misc. 9.78% 10.04% 16.08% 9.55% 9.34% 9.25% 10.67% TOTAL 100.00% 100.00% 100.00% 100.00% 100.00% 99.99% 100.00% The graph and chart above depicts the five year trend for revenues which support services and operations accounted for in the General Fund. While indicating which revenue sources have experienced an increase or decrease, the chart indicates what percentage of the total revenue stream a source constitutes. While growth in sales tax revenue helps to reduce the dependency on property taxes, sales taxes are more volatile in nature, and therefore are subject to sharp declines in slower economic periods. Property taxes have regained their status as the top revenue source coming in at an average of 33.52% of total revenues. Current trends indicate less reliance upon sales tax as this revenue stream has declined to second largest at 31.29%. Intergovermental/Transfers/Misc rank third making up approximately 10.67% of total revenues. Franchise fees and Fines & Fees round out the top five largest sources at 10.56% and 9.94%, respectively. Other sources combined make up just over 4% of the total. Recent trends are showing less reliance on other sources of revenues and more on the sales and use and property taxes. * Some accounts have been recategorized to provide consistent presentation. 64 PROPERTY TAXES Estimated Revenues FY20 Operating & Maintenance Debt Service Adj. Net Taxable Value Assessed $4,392,681,817 $4,392,681,817 TIF Increment Value $176,087,880 Proposed Tax Rate per $100 Valuation 0.377974 0.084526 Estimated Tax Levy $16,603,195 $3,712,958 Est. Percent of Collection (O&M and I&S) 97.50% 100.00% General Fund Collections $16,188,115 Ceiling Revenues $920,598 Estimated Fund Collections $17,108,713 $3,712,958 Proposed Fund Distribution Rate Percent $ Amount Operating & Maintenance - General Fund 0.377974 81.72% $17,108,713 Interest and Sinking - Debt Service Fund 0.084526 18.28% $3,712,958 TOTAL 0.462500 100.00% $20,821,672 0.500000 0.450000 0,400000 0,350000 O 0.300000 R 0.250000 O O 0.200000 L a 0.150000 N 0.100000 U 0.050000 0.000000 Ten Year Breakdown of Tax Rate Additional Sales Tax Total $ 2,723,192 $ 19,831,905 $ - $ 3,712,958 $ 2,723,192 $ 23,544,864 2011 2012 2013 2014 2015 2016 2017 2018 2019 Proposed 2020 ■ Interest & Sinking ■O eratin & Maintenance Fiscal Operating & Interest & Total Year Maintenance Sinking Tax Rate 2011 0.343905 0.126095 0.470000 2012 0.345388 0.124612 0.470000 2013 0.355130 0.114870 0.470000 2014 0.360619 0.109381 0.470000 2015 0.364505 0.102995 0.467500 2016 0.366571 0.100929 0.467500 2017 0.363053 0.099447 0.462500 2018 0.361056 0.101444 0.462500 2019 0.371710 0.090790 0.462500 Proposed 2020 0.377974 0.084526 0.462500 65 General Fund Expenditures FY2019-2020 PACS Capital Public Works 6% 8% Finance 6% City Admin 3% 2% Admin Srvcs 7% Non -Depart Police 12% - 31 /o Development 2% Fire 23% Proposed FYI Budget to General Fund Actual Budget Estimated Budget FY20 Proposed Expenditures FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. City Council $ 18,599 $ 40,680 $ 40,680 $ 40,680 $ - 0% City Administration $ 596,858 $ 604,731 $ 604,731 $ 622,176 $ 17,445 3% City Secretary $ 368,148 $ 432,205 $ 432,205 $ 440,641 $ 8,436 2% Communications/Marketing $ 6,605 $ 16,725 $ 16,725 $ 20,725 $ 4,000 24% Total - City Administration $ 990,210 $ 1,094,341 $ 1,094,341 $ 1,124,222 $ 29,881 3% Finance/Budget $ 240,664 $ 248,954 $ 248,954 $ 253,813 $ 4,859 2% Municipal Court $ 684,252 $ 848,515 $ 848,515 $ 814,553 $ (33,962) (4%) Accounting $ 366,363 $ 434,131 $ 434,131 $ 446,878 $ 12,747 3% Purchasing $ 78,436 $ 103,457 $ 103,457 $ 100,903 $ 2,554 2% Total - Finance $ 1,369,715 $ 1,635,057 $ 1,635,057 $ 1,616,147 $ (18,910) (1%) Emergency Management $ 39,918 $ 56,770 $ 56,770 $ 58,095 $ 1,325 2% Police Code Compliance $ 1,673,392 $ 1,754,218 $ 1,754,218 $ 1,919,126 $ 164,908 9% Police Administration $ 1,049,311 $ 1,100,434 $ 1,195,010 $ 1,128,054 $ 27,620 3% Police Patrol $ 5,624,514 $ 5,880,980 $ 5,880,980 $ 6,116,071 $ 235,091 4% Police CID $ 1,677,621 $ 1,745,815 $ 1,745,815 $ 1,794,441 $ 48,626 3% Police Service $ 2,066,501 $ 2,301,329 $ 2,301,329 $ 2,271,077 $ (30,252) (1%) Police Detention $ 1,541,810 $ 1,633,638 $ 1,633,638 $ 1,643,113 $ 9,475 1% Total -Police $ 13,673,067 $ 149473,184 $ 14,567,760 $ 14,929,977 $ 456,793 3% Fire Marshal/Education $ 603,515 $ 647,537 $ 647,537 $ 676,001 $ 28,464 4% Fire Administration $ 552,516 $ 555,136 $ 555,136 $ 578,037 $ 22,901 4% EMS/Suppression $ 9,109,167 $ 9,319,870 $ 9,319,870 $ 9,690,644 $ 370,774 4% Total -Fire $ 10,265,198 $ 10,522,543 $ 10,522,543 $ 10,944,682 $ 422,139 4% Information Services $ 352,927 $ 682,820 $ 682,820 $ 756,910 $ 74,090 11% Human Resources $ 387,096 $ 437,783 $ 437,783 $ 458,914 $ 21,131 5% Facility Maintenance $ 1,036,974 $ 1,095,480 $ 1,095,480 $ 1,134,199 $ 38,719 4% Libra $ 783,814 $ 807,535 $ 807,535 $ 827,337 $ 19,802 2% Total - Administrative Services $ 2,560,811 $ 3,023,618 $ 3,023,618 $ 3,177,360 $ 1539742 5% Planning & Development $ 295,322 $ 321,777 $ 321,777 $ 316,798 $ (4,979) (2%) Inspection Services $ 380,329 $ 395,426 $ 395,426 $ 406,541 $ 11,115 3% Total -Development $ 675,651 $ 717,203 $ 717,203 $ 723,339 $ 6,136 1% Recreation $ 645,510 $ 722,417 $ 722,417 $ 688,616 $ (33,801) (5%) Parks $ 1,340,942 $ 1,424,511 $ 1,424,511 $ 1,492,597 $ 68,086 5% Aquatics $ 141,551 $ 156,460 $ 156,460 $ 156,460 $ - 0% Senior Center $ 241,765 $ 283,240 $ 283,240 $ 301,553 $ 18,313 6% Recreation Admin. $ 76,464 $ 82,723 $ 82,723 $ 101,609 $ 18,886 23% Total -Parks & Comm Srvcs $ 2,446,232 $ 2,669,351 $ 2,6699351 $ 2,7409835 $ 719484 3% Street Maintenance $ 1,419,163 $ 2,354,700 $ 2,354,700 $ 2,368,916 $ 14,216 1% Animal Control $ 284,897 $ 307,551 $ 307,551 $ 327,586 $ 20,035 7% City Engineer $ 72,677 $ 79,324 $ 79,324 $ 81,819 $ 2,495 3% Total - Public Works $ 1,776,737 $ 2,741,575 $ 2,741,575 $ 2,778,321 $ 36,746 1% Legal Services $ 134,673 $ 175,000 $ 175,000 $ 175,000 $ - 0% Non -Departmental $ 7,643,157 $ 5,037,692 $ 4,943,116 $ 5,352,605 $ 314,913 6% Betterment $ 2,949 $ 15,000 $ 15,000 $ 15,000 $ - 0% Total - Non -Depart. $ 79780,779 $ 59227,692 $ 5,1339116 $ 5,5429605 $ 3149913 6% Total Operating Expenses $ 41,538,400 $ 42,104,564 $ 42,104,564 $ 43,577,488 $ 1,472,924 3% Capital Expenses $ 1,984,930 $ 2,494,858 $ 1,430,639 $ 3,954,091 $ 1,459,233 58% Total Expenses $ 43,523,330 $ 44,599,422 $ 43,535,203 $ 47,531,579 $ 2,932,157 7% 66 City Administration Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: To provide our citizens the most efficient services possible that protect and enhance quality of life, through planning and visionary leadership. Accomplishments FY2018-19: • Maintained a solid financial position including a stable property tax rate. • Participated in numerous events and activities for the community, many in conjunction with our neighboring cities and school district as well as local non-profit agencies. • Held citywide Town Hall meetings. • Coordinated Board & Commission Appreciation event. • Maintained document imaging system for City's legislative records. • Completed updates to the Code of Ordinances. • Responded to all open records requests within state statute requirements. • Worked with the rapidly changing face of media on Euless events and issues. • Provided resources for citizens, staff and media to learn more about City issues and services. • Completed numerous water, wastewater and street improvements in accordance with the adopted Capital Improvements Plan. Objectives for FY2019-20: • Maintain solid financial position, which is responsive to the overall economic climate with emphasis on maintaining a stable low tax rate, promotion of a pay-as-you-go strategy when possible in lieu of debt, and maintenance of established reserve levels. General Fund 97.6% • Continue to provide a safe community through quality police and fire service. • Use a systematic approach to upgrading the City's infrastructure and facilities using a pay-as-you-go system when possible. • Promote community partnerships with neighboring cities, school districts, Tarrant County, DFW Airport, and non-profit agencies within the area. • Continue progress on the development of vacant tracts and seek redevelopment opportunities that will complement the overall vision for Euless. • Develop and mentor future leaders to ensure continuity. • Maintain a culture of harmony that celebrates various perspectives to produce the best outcomes for our citizens. • Maintain the records and minutes of all boards and commissions. • Conduct general election. • Process public information requests according to state statutes. • Evaluate and implement solutions to efficiently track and respond to request from the public. • Create new avenues of promotion for water conservation and reclaimed water education. • Continue to cultivate a simple philosophy of "Do the right thing... every day." Issues / Trends: • Economic conditions have improved, but the City still faces budgetary challenges. City personnel and service to citizens remain a top priority. • With changing laws, staff training is critical to ensure compliance with state statutes. • Expand communication method to citizens by utilizing new trends in technology. Budget Appropriation 1.3% 's Office ommunications / Marketing 0.0% City Council 0.1% 67 City Administration Expenditures by Division: Proposed FY19 Budget to General Fund Actual Budget Estimated Budget FY20 Proposed Expenditures FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. City Council $ 18,599 $ 40,680 $ 40,680 $ 40,680 $ - 0% City Administration $ 596,858 $ 604,731 $ 604,731 $ 622,176 $ 17,445 3% City Secretary $ 368,148 $ 432,205 $ 432,205 $ 440,641 $ 8,436 2% Communications/Marketing $ 6,605 $ 16,725 $ 16,725 $ 20,725 $ 4,000 24% Total City Administration $ 990,210 $ 1,094,341 $ 1,094,341 $ 1,124,222 $ 29,881 3% Division Services: City Council - The Mayor and City Council, as the legislative branch of city government, are responsible for establishing policy by adopting ordinances (local laws) and resolutions (statements of official policy) for the city government to be implemented by the City Manager through the administrative staff. City Administration - To enhance the City's tradition of professional city management, ensuring the effective use of the City's resources. To provide support and coordination of legislative and administrative activities. To facilitate the development of priorities and goals for the City departments. To serve as a link between the City Council and Staff and to see that all policies of the City are executed. The City Manager is the chief administrative officer for the City of Euless. The City Manager and staff are responsible for the preparation, recommendation, and execution of the policies to aid in the efficient delivery of services to the citizens. City Secretary's Office -The City Secretary's Office is committed to providing support services to the citizens, the City Council members, and the City staff in a cost effective and efficient manner. The City Secretary serves at the discretion of the City Council and is responsible for the City Council meeting minutes and other official records such as ordinances, resolutions, contracts, deeds, liens, etc. The City Secretary serves as the chief election official conducting all City elections, as the Records Management Officer administering the Local Government Records Act, and as the coordinator of the Board and Commission appointments. Communications/Marketing - The Communications/Marketing office is the citizen, staff, and media link to Euless city government enabling each to access information, understand local, and regional issues and improve community relations through means of communication, including cable programming, website, digital and print newsletters, special publications, media relations, special events, crisis communication, and other proactive marketing effort. Personnel by Division: Actual Budgeted Estimated Budgeted FY 18 FY 19 FY 19 FY 20 City Administration 3.50 3.50 3.50 3.50 City Secretary 3.50 3.50 3.50 3.50 Total City Administration 7.00 7.00 7.00 7.00 ■Ser■'vices Levels: r y Maintain G.O. and W&W/W Revenue Bond Ratings at or above Aa2/AA (AA+) Property Tax Base Population N 6,000 57,000 c 0 4,000 56,000 2,000 J4,001 4,416 4,936 55,000 55,170 - 54,000 FY2018 FY2019 FY2020 FY2018 FY2019 68 56,160 FY2020 Finance Department Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: To providing accurate and timely financial data to management, council, and stakeholders to facilitate the decision making process and regulatory compliance. Accomplishments FY2018-19: • Received Distinguished Budget Award and Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association of the United States and Canada (GFOA). • Worked with financial advisors to prepare and issue continuing disclosure documents, perform arbitrage rebate calculations on all applicable bond issues, and issue water and sewer system revenue bonds, Euless Development Corporation Revenue bonds, and certificates of obligation. • Earned a market -based return on the City's investment portfolio while ensuring compliance with remaining investment objectives. • Continued to refine external audit process by updating and utilizing year-end closing and work paper preparation checklists and assignments. • Held four online auctions for proper disposal of assets. • Continued to expand the procurement card program with JPMorgan bank. • Continued implementation of document imaging and workflow process project. • Implemented electronic paystub distribution. General Fund 98.3% Objectives for FY2019-20: • Receive Distinguished Budget Award and Certificate of Achievement for Excellence in Financial Reporting from GFOA. • Monitor market conditions and determine feasibility of potential debt refunding or debt issuance. • Optimize return on investment while attaining remaining investment objectives in accordance with established policies. • Monitor advances in and leverage of new technology to automate processes, streamline procedures, and increase efficiency. • Continue work on document imaging and workflow process. • Continue to identify additional commodities and services that could be placed on an annual agreement with the intent of obtaining lower prices through economies of scale. • Present various training opportunities for staff. • Assist City in detailing the long-range financing of Capital Improvement Projects. Issues / Trends: • Closely monitor City compliance with new laws at the federal and state level. • Explore new revenue opportunities, monitor citywide expenditures/expenses, maintain current service levels, and remain competitive in the labor market while working within budgetary constraints and maintaining a stable tax rate. • To continue to provide quality services and achieve operational efficiencies while working within budgetary constraints. • To utilize technology to streamline operations to accomplish more with less. • To attract and retain knowledgeable, professional personnel and provide development opportunities for existing team members. Budget Appropriation Purchasing 0.2% ;e / Budget 0.5% 69 Finance Department Expenditures by Division: Proposed FY19 Budget to General Fund Actual Budget Estimated Budget FY20 Proposed Expenditures FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Finance/Budget $ 240,664 $ 248,954 $ 248,954 $ 253,813 $ 4,859 2% Accounting $ 366,363 $ 434,131 $ 434,131 $ 446,878 $ 12,747 3% Purchasing $ 78,436 $ 103,457 $ 103,457 $ 100,903 $ (2,554) (2%) Total Finance $ 685,463 $ 786,542 $ 786,542 $ 801,594 $ (15,052) (2%) Division Services: Finance / Budget — To establish, monitor, and update the City's fiscal policies to ensure they are both responsive in the current environment and fiscally responsible. Administration performs timely and thorough analysis of new pronouncements and legislation to identify applicability, implementation options, and compliance. Accounting —To plan, collect, record, summarize, and report the results of all financial transactions of the City in a timely manner and in accordance with generally accepted accounting principles; as well as ensure compliance with applicable local, state and federal statutes, bond covenants, grant contracts, and management policies. Purchasing — To maintain continuity of supply to support ongoing services, operations, and construction services. Responsible for advising the user departments of any unusual delays in delivery schedules, and to maintain sufficient quantities of inventoried supplies for the benefit of all City departments. To conduct all purchases in accordance with state laws. To foster an understanding and appreciation of a sound purchasing policy and procedures throughout all departments of the City. Responsible for obtaining the lowest possible price and best value consistent with delivery terms. Personnel by Division: Actual Budgeted Estimated Budgeted FY 18 FY 19 FY 19 FY 20 Finance/Budget 2.00 2.00 2.00 2.00 Accounting 4.00 4.00 4.00 4.00 Purchasing 1.00 1.00 1.00 1.00 Total Finance 7.00 7.00 7.00 7.00 Services Levels: 11 GFOA Distinguished Budget Award g g 11 Collateral Compliance GFOA Certification of Achievement for Excellence in Financial Reporting 11 Unmodified Audit Opinion 70 Municipal Court Location & Hours of Operation: 1102 W Euless Blvd. Mon -Wed & Fri, 8 a.m. — 5 p.m. Thursday, 8 a.m. — 6 p.m. Mission: The Municipal Court is the judicial branch of the government of the City of Euless. The Court shall serve as an unbiased entity for the adjudication of Class C cases filed. The court and its officers are dedicated to the principles of fair and impartial justice administered with respect and equality. Accomplishments FY2018-19: • Implemented comprehensive user guides for all court functions to maintain consistency among all staff. • Implemented a cross training schedule to increase flexibility and stability in court functions. • Launched electronic transmission of regional warrant entries into the Dallas database. • Launched electronic upload submission of the Office of Court Administration monthly report. General Fund 98% Objectives for FY2019-20: • Add other online court services for our defendants' convenience. • Continue to utilize our current software to its maximum potential. • Finalize our paperless environment project. • Update policies and procedures manual in line with new legislation and judge's standing orders. • Continue our cross training schedule. • Continue to provide support, guidance and training to develop clerks' career paths. Issues / Trends: • Monitor legislation pertaining to Municipal Court. • Implement changes and procedures set out by the Municipal Court Judge. Budget Appropriation Municipal Court 2% 71 Municipal Court Expenditures by Division: Proposed FY19 Budget to General Fund Actual Budget Estimated Budget FY20 Proposed Expenditures FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Municipal Court $ 684,252 $ 848,515 $ 848,515 $ 814,553 $ (33,962) (4%) Total Municipal Court $ 684,252 $ 848,515 $ 848,515 $ 814,553 $ (33,962) (4%) Division Services: Municipal Court— Provides administrative and clerical support for municipal court proceedings including: the collection of fines, fees, and state costs; filing citations and complaints; court scheduling; issuing, tracking and clearing warrants; updating and maintaining court records; and reporting collections, convictions, and statistical data to appropriate state agencies. Personnel by Division: Actual Budgeted Estimated Budgeted FY 18 FY 19 FY 19 FY 20 Municipal Court 7.75 7.75 7.75 7.75 Total Municipal Court 7.75 7.75 7.75 7.75 Services Levels: 26,000 25,000 24,000 23,000 2! 22,000 21,000 20,000 FY2017 Cases Filed 72 FY2018 FY2019 Warrants Issued 14,500 14,000 13,500 13,000 14,216 12,500 12,9AM442 12,000 11,500 FY2017 FY2018 FY2019 72 Police Department Location & Hours of Operation: Administration, Code, Technological Support, Property & Evidence, Records 1102 W Euless Blvd. Mon -Fri, 8 a.m. — 5 p.m. Criminal Investigations 1102 W Euless Blvd. Mon -Fri, 8 a.m. — 6 p.m. Communications, Detention, Emergency Management, Patrol 1102 W Euless Blvd. 24/7 Mission: To provide the citizens of Euless professional, efficient police services including, but not limited to, enforcement of Federal, State, and Local Laws; investigation of criminal offenses; crime prevention; prevention and investigation of traffic accidents; order maintenance; and community social services. Accomplishments FY2018-19: • Integrated the camera systems for body worn cameras and in car video, which provided additional efficiencies in the department. • Replaced the citation / ticket writers and printers. • Developed a partnership with Texas Department of Transportation and gained access to the State Highway Camera System. • Replaced and upgraded the Records Management System. • Continued partnership with Grapevine Colleyville ISD having staff serve on their Safety and Security Committee and gained access to GCISD security cameras. • Three Lieutenants graduated from the Institute for Law Enforcement Administration 56th School of Executive Leadership. • Collaborated with PoliceApp.com for recruitment and a more efficient hiring process for new officers. • Collaborated with OSS Academy to offer required TCOLE training efficiently to officers and staff. General Fund 68.6% • Assisted the cities of Fort Worth and The Colony with funeral planning for fallen officers. • Reviewed and updated the Police Department Policy manual in Lexipol. • Emergency Management coordinated with the cities of Hurst, Bedford, and Grapevine to offer Finance Department and Emergency Management staff to attend the Finance Disaster Program classes offered by the Texas Department of Emergency Management. Objectives for FY2019-20: • Maintain citizens' trust and confidence in their police department by maintaining a high degree of integrity and professionalism among all police employees. • Develop and implement new training simulator program. • Continue Cadet Program, targeting young people 18-25 years of age to develop future, quality police employees. • Increase clearance and stolen property recovery rates. • Continue to offer a successful Citizens Police Academy program. • Continue to expand and improve upon the positive relations with the community and local schools. • Decrease the number of residential, commercial, and vehicular burglaries. • Continue goal of decreasing dispatch times to: <1:00 minute for Police priority one calls for service, and <45 seconds for Fire and EMS. • Improve the process and procedures by adding an online request ability for Open Records requests in the Police Department. Issues / Trends: • Succession planning. • Recruiting quality employees. • Growing demands by Federal, State, and local Emergency Planners. Budget Appropriation CID 3.8% Service 4.8% Detention 3.5% \ Emergency fliance Management 4.0% 0.1% 73 Police Department Expenditures by Division: General Fund Expenditures Actual FY 18 Budget FY 19 Estimated FY 19 Proposed Budget FY 20 FY19 Budget to FY20 Proposed $ Diff % Diff. Emergency Management $ 39,918 $ 56,770 $ 56,770 $ 58,095 $ 1,325 2% Police Code Compliance $ 1,673,392 $ 1,754,218 $ 1,754,218 $ 1,919,126 $ 164,908 9% Police Administration $ 1,049,311 $ 1,100,434 $ 1,195,010 $ 1,128,054 $ 27,620 3% Police Patrol $ 5,624,514 $ 5,880,980 $ 5,880,980 $ 6,116,071 $ 235,091 4% Police CID $ 1,677,621 $ 1,745,815 $ 1,745,815 $ 1,794,441 $ 48,626 3% Police Service $ 2,066,501 $ 2,301,329 $ 2,301,329 $ 2,271,077 $ (30,252) (1%) Police Detention $ 1,541,810 $ 1,633,638 $ 1,633,638 $ 1,643,113 $ 9,475 1% Total Police $ 13,673,067 $ 14,473,184 $ 14,567,760 $ 14,929,977 $ 456,793 3% Division Services: Emergency Management - To identify, prepare for, respond to and recover from any manmade or naturally occurring disaster that may strike the City of Euless. Code Compliance - To provide the Citizens of Euless a safe, healthy, prosperous community in which to live. Administration -To provide the citizens of Euless professional, efficient police services. Patrol - To aggressively, and intelligently provide the most effective service possible, in partnership with the community, to improve the quality of life for all of the citizens of Euless. Criminal Investigations (CID) - To investigate alleged and suspected criminal activity reported to the Department. Personnel conduct follow-up investigations on criminal offenses, interview victims and witnesses, interrogate suspects, perform crime scene processing and evidence recovery, execute search and arrest warrants, prepare criminal cases for prosecution, and provide courtroom testimony. Service - To provide twenty -four-hour emergency communications, including 911, the processing and storage of all police records, technical support and assistance for information management, and instruction to the Citizens Police Academy and other local groups. Detention - To provide safe, secure and sanitary environment for persons being held in the detention facility. Personnel by Division: Actual FY 18 Budgeted FY 19 Estimated FY 19 Budgeted FY 20 Police Code Compliance 15.00 15.00 15.00 16.00 Police Administration 6.00 6.00 6.00 6.00 Police Patrol 45.00 45.00 45.00 45.00 Police CID 13.00 13.00 13.00 13.00 Police Service 22.00 22.00 22.00 22.00 Police Detention 17.00 17.00 17.00 17.00 Total Police 118.00 118.00 118.00 119.00 Services Levels: Police Department Activity 2017 2018 2019 Citizen Requests for Police Service 23,857 23,561 22,926 Officer Initiated Activity 54,531 53,729 49,435 Officer Initiated Traffic Stops 23,410 23,783 22,459 Officer Assigned as back-up on Traffic Stop 2,413 2,515 3,032 911 Calls Received 23,008 25,388 29,173 Non 911 Calls Received 71,366 74,362 77,807 Violations Investigated by Code Officers 3,065 2,884 5,636 Total Police Activity 1 201,650 1 206,222 210,468 74 Fire Department Location & Hours of Operation: Administration, 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Fire Station 1 201 E Ash Ln. 24/7 Fire Station 2 1515 Westpark Way 24/7 Fire Station 3 202 S Main St. 24/7 Mission: To provide the highest level of professional and knowledgeable response to emergency calls and protection to the community through life safety and community support services. Accomplishments FY2018-19: • Staffed Squad 55 at an average of 75% of the time. • Maintained Insurance Service Office (ISO) #1 Public Protection Rating. • Ordered and placed in service new ambulance. • Maintained a very high level of community involvement and public safety education. • Implemented updated electronic data management for the Fire Marshal Division. • Implemented new smoke detector maintenance program in multifamily dwellings. • Hired, trained and equipped 3 new firefighter/paramedics. • Completed 100% of commercial fire inspections. General Fund 77°% Objectives for FY2019-20: • Look for methods and processes to reduce expenditures when possible while maintaining high level of services. • Staff Squad 55 at 80% or more if possible. • Continue to maintain overall response times of 5:30-5:35 for 100% of emergency calls. • Continue officer development and succession planning. • Upgrade technology in reporting systems, paperless check - offs, scheduling, inspections, and pre -fire plans. • Order and place in service a new ambulance. • Start design and construction of new Fire Station #1. • Continue to monitor emergency deployment model and adjust as needed for new construction and development. • Continue to stay involved in community activities and public safety education. • Evaluate transition to more electronic based plan review and data storage. • Complete 100% of annual fire inspections. • Maintain ISO #1 Public Protection Classification. • New emphasis on joint training with police department on active threat related incidents. • Begin evaluation process for adoption of the 2021 International Fire Code. • Continued emphasis on cancer reduction and overall improved health and safety in the department. Issues / Trends: • Prepare for growth and development of the City by analyzing and evaluating the potential demand on the Fire Department and resource deployment. • Continue to monitor newest trends in patient care through review and evaluation of medical protocols. • Increased training demands due to the required certifications, for personnel and regional involvement, in the Northeast Fire Department Association (NEFDA) and Tarrant County. • Continued increased demands on the Fire Marshal's Office due to increases in development and public education related areas. Budget Appropriation AS / Suppression 20 % Marshal / Education ,n 2°% 75 1% Fire Department Expenditures by Division: Proposed FY19 Budget to General Fund Actual Budget Estimated Budget FY20 Proposed Expenditures FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Fire Marshal/Education $ 603,515 $ 647,537 $ 647,537 $ 676,001 $ 28,464 4% Fire Administration $ 552,516 $ 555,136 $ 555,136 $ 578,037 $ 22,901 4% EMS/Suppression $ 9,109,167 $ 9,319,870 $ 9,319,870 $ 9,690,644 $ 370,774 4% Total Fire $ 10,265,198 $ 10,522,543 $ 10,522,543 $ 10,944,682 $ 422,139 4% Division Services: Fire Marshal/Education -To maintain fire prevention, fire inspection, fire investigation, and fire education programs in the community. Administration — Responsible for the personnel management, budget, payroll, research and development, records management, public education, and oversight of the department. EMS/Suppression — To effectively deliver hazard emergency mitigation and emergency medical service to those who call within the response area. These services are delivered from three stations located strategically throughout the City for optimum response. Services are targeted to preserve life and protect property. Personnel by Division: Actual FY 18 Budgeted FY 19 Estimated FY 19 Budgeted FY 20 Fire Marshal 4.00 4.00 4.00 4.00 Fire Administration 4.00 4.00 4.00 4.00 EMS/Suppression 67.00 67.00 67.00 67.00 Total Fire 75.00 75.00 75.00 75.00 Services Levels: Emergency Calls ■ In -City ■ Mutual Aid 297 210 467 4716 FY2017 FY2018 220 4805 FY2019 Fire Marshal Activities Fire / Bldg. Plans Received ■ DRC/Construction Meetings ■ Inspections 474 508 187 k 45 186 2550 2843 i FY2017 FY2018 FY2019 76 Administrative Services Department Locations & Hours of Operation: Information Services 201 N Ector Dr. Mon -Fri, 8 a.m. — 7 p.m. Human Resources 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Facility Maintenance 1314 Royal Parkway Mon -Fri, 7:30 a.m. — 4:30 p.m. Library 1100 Westpark Way Mon -Thu, 9 a.m. — 8 p.m.; Fri -Sat, 9 a.m. — 5 p.m.; Sun., 1 p.m. — 5 p.m. Mission: To maintain and improve the quality of living for residents and organizational efficiency by managing various activities of the City. Accomplishments FY2018-19: • Performed Fire and Police Department promotional testing. • Continued to streamline new employee orientation session. • Published first Benefits Guide. • Created in-house job posting website. • Evaluated and updated position driving requirements. • Converted the payable process to an electronic workflow. • Completed a migration of the city's email system to Microsoft Exchange Online cloud services. • Incorporated the annual computer hardware and software replacement into the operating budget. • Introduced major upgrades to GIS online map offerings. • Received Family Place Library certification. • Prepared the library collection for the return to permanent facility. • The Think Tank, the mobile STEM (science, technology, engineering, and math) lab shared by Hurst, Euless, and Bedford libraries, and HEB ISD, was awarded the Wayne Williams Project of the Year by the Texas Library Assoc. • Install new standby generator for Public Works. • Rejuvenation of the Texas Star Conference Center ballrooms. Replacement of wallpaper with texture, update insulation, and improve general conditions in these areas. Replacement of west facing exterior wooden doors with new insulated metal framed doors. • Begun extensive remodel of the Library. • HVAC (heating, ventilation and air conditioning) and plumbing upgrades to the men's and women's locker rooms at the EFLC (Euless Family Life Center). • Construction of a new fitness center customer service desk at the EFLC. • Continued conversion of parking lot lights to LED (light - emitting diode) fixtures. Objectives for FY2019-20: • Launch Euless University training platform. • Improve onboarding process. • Expand the use of Office 365 cloud services, including the implementation of SharePoint and Teams. • Expand Wi-Fi coverage for staff and citizens. • Continue to convert paper -based processes to an electronic workflow. • Introduce more cybersecurity enhancements. • Introduce new library technology products for patrons. • Launch 1000 Books Before Kindergarten program. • Expand class and evening offerings in the remodeled library. • Continue various lighting, carpeting, roofing, and HVAC system replacements or enhancements. • Replacement of HVAC thermostats with web based units. • Upgrade exterior lighting controls. Replace aged time clocks and photo -cell systems. Issues / Trends: • Stay abreast of federal and local changes in health care and labor policies. • Introduction of Internet of Things (IoT), and sensor technology to monitor remote assets. • Continue to enhance network security for critical systems. • Increased interest in streaming formats, and the Library's temporary move, will continue to affect circulation. • Upgrade facility security -access systems. Budget Appropriation Library 2% General Fund Facility Mai�enance 93% 2% Human Resources Information Services 1% 2% 77 Administrative Services Department Expenditures by Division: Proposed FY19 Budget to General Fund Actual Budget Estimated Budget FY20 Proposed Expenditures FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Information Services $ 352,927 $ 382,820 $ 682,820 $ 756,910 $ 74,090 11% Human Resources $ 387,096 $ 437,783 $ 437,783 $ 458,914 $ 21,131 5% Facility Maintenance $ 1,036,974 $ 1,095,480 $ 1,095,480 $ 1,134,199 $ 38,719 4% Library $ 783,814 $ 807,535 $ 807,535 $ 827,337 $ 19,802 2% Total Administrative Services $ 2,560,811 $ 3,023,618 $ 3,023,618 $ 3,177,360 $ 153,742 5% Division Services: Information Services — To provide timely and competent computer services to City departments. Provide in-house support for both software and hardware, and assist other departments in systems selection, implementation, and operation. Human Resources — Recruitment, hiring, orientation, compensation, benefit administration, safety and risk management and communications. Ensures compliance with mandates established by the City of Euless, State of Texas, and United States Government. Facility Maintenance — To provide the citizens of Euless and City staff with safe and accessible facilities. To maintain the City's investment in facility structures both interior and exterior, building control equipment, interior environmental controls, security systems, and lighting control devices. Library — To serve the continuing informational, educational, cultural, and leisure needs of residents of all ages. To provide the community with the best possible materials in various formats. To promote the joy of reading and learning. Personnel by Division: Actual FY 18 Budgeted FY 19 Estimated FY 19 Budgeted FY 20 Information Services 1.00 1.00 1.00 1.00 Human Resources 3.50 3.50 3.50 3.50 Facility Maintenance 4.00 4.00 4.00 4.00 Library 9.00 9.00 9.00 9.00 Total Administrative Services 17.50 17.50 17.50 17.50 Services Levels: 88 c=a 86 3 s 84 82 80 78 76 FY2017 Library Holdings FY2018 Library Items Circulated w, 600 ,3 N 500 s 400 300 488 200 1 100 FY2019 FY2017 499 2 FY2018 FY2019 78 Planning & Development Department Location & Hours of Operation: Planning and Engineering Building 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: Planning and Development is primarily responsible for facilitating the City's property development through the land use plan. The department reviews site plans for proposed projects, issues building permits, processes zoning variance requests, and continually assesses the City's land use plan for future development and redevelopment of the City. Accomplishments FY2018-19: • Facilitated over fifty-one residential and commercial cases affecting 230 acres of property. • Among these cases were two new hotel developments. • Two new single-family residential Planned Developments located at Westpark Way and W Pipeline Road (Lonestar Estates) and at Midway Drive and Fuller -Wiser Road (Midway Square Estates) are under development. • Coordinated final plat and site plan approvals, and continued development of the Founders Parc Mixed -Use Development project. • Coordinated final plat and site plan approvals, and continued construction within the Glade Parks Mixed -Use Planned Development project, including two new restaurants, four new retail stores, and completion of the Aloft Hotel in the Lifestyle area. General Fund 98.5% Objectives for FY2019-20: • Continue to effectively administer inspection and review of construction within the Glade Parks, Founders Parc, and RiverWalk! Planned Developments. • Update a development process to adhere to new State Laws, which outlines the steps from initial submittal to approval. • Conduct land use analysis to evaluate remaining undeveloped land for potential of highest and best use and provide feedback to determine potential need for rezoning. • Perform all inspections within 24 hours of request. • Provide comments on all plans reviewed within 10 business days of submittal. • Provide weekly in-house training and formal training as needed for inspection staff. • Provide additional on-line services, applications, and information. • Complete verification of state credentials as required by new state law. • Implement electronic reporting of inspections in the field to provide improved customer service and reduce staff time. Issues / Trends: • Construction activity levels will remain strong with several residential and commercial developments. • With Euless nearing build -out, coupled with many analysts belief that the current development cycle is beginning to slow, the workload demands created to get new projects through the development process, complete plan review, and construction inspections should begin to decrease a bit. Budget Appropriation arvices Planning & Development 0.7% 79 Planning & Development Department Expenditures by Division: Proposed FY19 Budget to General Fund Actual Budget Estimated Budget FY20 Proposed Expenditures FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Planning & Development $ 295,322 $ 321,777 $ 321,777 $ 316,798 $ (4,979) (2%) Inspection Services $ 380,329 $ 395,426 $ 395,426 $ 406,541 $ 11,115 3% Total Planning & Dev. $ 675,651 $ 717,203 $ 717,203 $ 723,339 $ 6,136 1% Division Services: Planning & Development — To guide the growth and redevelopment of the City, in a well -planned and sustainable manner, whereby enhancing the quality of life for residents while encouraging future economic development. To assist the City Council and Planning and Zoning Commission in the preparation of long and short range plans; to help guide the City's future physical development; and to assist in the planning, preparation, maintenance, coordination and enforcement of land development policies, regulations, and guidelines. Coordinate the activities of and prepare agendas, packets and minutes for a variety of Boards and Commissions. Assist developers and citizens with applications for various development activities. Inspection Services —To evaluate, recommend, and enforce minimum standards to safeguard life or limb, health, property, and public welfare by regulating and controlling the design, construction, quality of materials used and occupancy, location, and maintenance of all buildings and structures within the City of Euless and certain equipment specifically regulated. To regulate thorough plan reviews and field inspections, the initial construction, subsequent remodeling, and occupancy of all buildings and structures within in the City of Euless. Personnel by Division: ACTUAL BUDGETED ESTIMATED BUDGETED FY18 FY19 FY19 FY20 Planning & Development 2.50 2.50 2.50 2.50 Inspection Services 4.00 4.00 4.00 4.00 Total Planning & Dev. 6.50 6.50 6.50 6.50 Services Levels: New Commerical Permits Issued 40 30 20 10 8 FY2017 FY2018 FY2019 Inspections 12,000 10,000 8,000 6,000 4,000 2,000 FY2017 FY2018 11 FY2019 80 Parks & Community Services Department Locations & Hours of Operation: Administration 1314 Royal Parkway Mon -Fri, 8 a.m. — 5 p.m. Parks Department 1997 S Pipeline Rd. Mon -Fri, 7 a.m. — 3:30 p.m. Simmons Center 508 Simmons Dr. Available for rent, Fri -Sun, 9 a.m. —11 p.m. Euless Family Life Center 300 W Midway Dr. Mon-Thurs, 5 a.m. — 9 p.m.; Fri, 5 a.m. — 8 p.m.; Sat, 8 a.m. — 6 p.m.; Sun, noon — 6 p.m. Senior Center Mon -Wed & Fri, 6:30 a.m. — 4 p.m.; Thurs, 6:30 a.m. — 9 p.m. Natatorium Mon-Thur 10:30 a.m. — 8:30 p.m.; Fri 10:30 a.m. — 5 p.m.; Sat, 10:30 a.m. — 3:30 p.m.; Sun noon — 3:30 p.m. Aquatics Center Seasonal Hours Splash Island 600 S Main St. Seasonal Hours Mission: To provide quality parks and leisure activities for citizens and to provide direction, leadership and support to the Parks and Leisure Services Board, Historical Preservation Committee, and the Economic Development Corporation by promoting the benefits of parks and recreation to the community through programming, planning, preservation, and professional staff development. General Fund 94.2% Accomplishments FY2018-19: • Developed onboarding process for Rec, Senior, and Aquatic staff. • Introduced several program offerings at the Senior Center including Bocce Ball, Croquet, Chair Volleyball, Cell Phone/Computer Classes, and cook off events. • Updated Recreation Center's overall appearance by replacing flooring, lobby furniture, and updating equipment. • Installed new treadmills for Senior Center. Objectives for FY2019-20: • Continue to look for new and exciting classes and programs for our citizens. • Obtain feedback from patrons on what they would most like to be added to Rec Center, Senior Center, and Aquatics programs. • Develop customer service program for part time staff to ensure standards are continually being met. • Maintain clean, presentable facilities for our patrons. • Continue to expand on the current updates occurring in our parks system. • Build on the relationship between recreation and parks staff to further the parks programs offered. Issues / Trends: • Ability to provide additional rental/meeting room space for citizens and organizations. • Parks are aging and upgrades will need to continue. • Being able to protect our parks system from continued erosion that occurs after each major rain event. Budget Appropriation Aquatics 50 Senior Center 0.6 Recreation Admin. 0.2% Recreation 1.4% 81 Parks & Community Services Department Expenditures by Division: Proposed FY19 Budget to General Fund Actual Budget Estimated Budget FY20 Proposed Expenditures FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Recreation $ 645,510 $ 722,417 $ 722,417 $ 688,616 $ (33,801) (5%) Parks $ 1,340,942 $ 1,424,511 $ 1,424,511 $ 1,492,597 $ 68,086 5% Aquatics $ 141,551 $ 156,460 $ 156,460 $ 156,460 $ - 0% Senior Center $ 241,765 $ 283,240 $ 283,240 $ 301,553 $ 18,313 6% Recreation Administration $ 76,464 $ 82,723 $ 82,723 $ 101,609 $ 18,886 23% Total Parks & Community Services $ 2,446,232 $ 2,669,351 $ 2,669,351 $ 2,740,835 $ 71,484 3% Division Services: Recreation - Encourages a healthy and positive lifestyle through exemplary fitness and recreational programs. Parks - Provides safe and aesthetically pleasing parks, amenities, and leisure opportunities thereby contributing to a wholesome lifestyle. Aquatics - Promotes recreation and leisure opportunities for citizens of all ages and skill levels and enhances the quality of life of the community. Senior Center - Furnishes a friendly environment for seniors to stimulate their minds, strengthen their bodies, and engage in community. Recreation Admin. - Provides direction, leadership, and support to the Parks and Leisure Services Board, Historical Preservation Committee, and the Economic Development Corporation. Promotes the benefits of parks and recreation to the community through programs, planning, preservation, and professional staff development. Personnel by Division: Actual FY 18 Budgeted FY 19 Estimated FY 19 Budgeted FY 20 Recreation 6.50 6.50 6.50 6.50 Parks 11.00 11.00 11.00 11.00 Senior Center 2.00 2.00 2.00 2.00 Recreation Administration 1.00 1.00 1.00 1.00 Total Parks & Community Services 20.50 20.50 20.50 20.50 Services Levels: Aquatics Attendance ■ Aquatics Center ■ Wilshire Pool* Natatorium 65,000 60,000 55,000 50,000 14,465 10,470 45,000 12,582 40,000 1,504 1,249 35,000 40,971 38,209at 30,000 - FY2017 FY2018 FY2019 *Wilshire Pool closed permanently in FY2019. Senior Center Attendance 55,000 50,000 rw 45,000 53,491 40,000 43,355 45,493 35,000 30,000 FY2017 FY2018 FY2019 82 Public Works Department Locations & Hours of Operation: Streets 1513 Westpark Way Mon -Fri, 8 a.m. — 5 p.m. On -call 24/7 Animal Control 1517 Westpark Way Mon, Tues, Thurs, Fri, 7 a.m. — 4 p.m. Wed, 7 a.m. — 6 p.m. Sat, 9 a.m. — 2 p.m. On -call 24/7 Engineering 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: To improve the safety and quality of living for residents by managing the maintenance of streets, sidewalks, and the storm drainage system, and to compassionately and responsibly care for stray, abandoned, and surrendered animals through the Animal Services Department. Accomplishments FY2018-19: • Used private vendors to supplement City forces with concrete work, road striping, traffic signals, and street paving. • Concentrated on preventative street maintenance program based on the Infrastructure Management Services (IMS) report. • Provided continuing education for staff. General Fund 94.2% • Encouraged adoption from the shelter through Euless publications, web site, and participation at Trinity Gap Rescue events. • Completed Public Works Paving Project. Objectives for FY2019-20: • Complete IMS street maintenance program. • Continue to provide continuing education for staff. • Explore new avenues for adoption from the shelter. • Continue existing adoption efforts through Euless publications, web site and participation at Trinity Gap Rescue events. • Expand in-house street paving with new paver. • Begin wall replacement project. • Complete Bear Creek/Fuller Wiser/Ash Lane road project. • Complete the design of the FY19 Street Reconstruction Project (W. Pipeline, S. Pipeline & Highland Dr., and Harwood). Issues / Trends: • Increase of streets reaching the end of their useful life with many requiring extensive curb and gutter repairs and Americans with Disabilities Act (ADA) ramp upgrades. • Increased price of petroleum based products including asphalt. • Utilize contract labor when more efficient. • Construction unit bid prices show a slow inflationary trend. Budget Appropriation 4nimal Control 0.7% Engineering 0.2% 83 Public Works Department Expenditures by Division: Proposed FY19 Budget to General Fund Actual Budget Estimated Budget FY20 Proposed Expenditures FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Street Maintenance $ 1,419,163 $ 2,354,700 $ 2,354,700 $ 2,368,916 $ 14,216 1% Animal Control $ 284,897 $ 307,551 $ 307,551 $ 327,586 $ 20,035 7% City Engineer $ 72,677 $ 79,324 $ 79,324 $ 81,819 $ 2,495 3% Total Public Works $ 1,776,737 $ 2,741,575 $ 2,741,575 $ 2,778,321 $ 36,746 1% Division Services: Street Maintenance — Maintains safe driving conditions and prolong the material life of City streets through aggressive preventative maintenance. Performs curb, gutter, street, and sidewalk repairs; installation and replacement of street and traffic control signs; right- of-way maintenance; and drainage maintenance. Animal Control— Provides animal control services to protect the health, safety, and welfare of both people and animals efficiently and professionally. Enforces City ordinances and regulations concerning pets and other animals. Provides public outreach to citizens and businesses through public education, training in schools, and community organizations. City Engineer— Provides a safe and efficient street and thoroughfare network, which includes proper functioning of all traffic signals, signs, and installation of streetlights throughout the City. Inspects all Public Works construction within the City and review development plans and studies for regulation compliance, engineering design, safety, and health concerns. Conduct acquisition of properties, right-of-way, and easements and verifies legal documents. Personnel by Division: Actual Budgeted Estimated Budgeted FY 18 FY 19 FY 19 FY 20 Street Maintenance 10.50 11.50 11.50 11.50 Animal Control 3.00 3.00 3.00 3.00 City Engineer 1.00 1.00 1.00 1.00 Total Public Works 14.50 15.50 15.50 15.50 Services Levels: 0 ADA TSA Infrastructure Plan Monitored 11 FY2019 Street Overlay Completed leted 84 Non -Departmental Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: To define the costs in the budget that may not be specifically identifiable to any operational budget. Accomplishments FY2018-19: • Provided funding for infrastructure improvements. • Provided funding for one-time capital purchases. • Provided funding for computer and equipment replacements. General Fund 80.0% Objectives for FY2019-20: • Provide funding for facility improvements. • Provide funding for one-time capital purchases. Issues / Trends: • Balancing rising cost of infrastructure and equipment purchases with available funds. • Identifying resources to cash flow capital purchases. Budget Appropriation Iapital 8.3% Non -Departmental 11.7% 85 Non -Departmental Expenditures by Division: Proposed FY19 Budget to General Fund Actual Budget Estimated Budget FY20 Proposed Expenditures FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Legal Services $ 134,673 $ 175,000 $ 175,000 $ 175,000 $ - 0% Non -Departmental $ 7,643,157 $ 5,037,692 $ 4,943,116 $ 5,352,605 $ 314,913 6% Betterment $ 2,949 $ 15,000 $ 15,000 $ 15,000 $ - 0% Total Non -Dept. $ 7,780,779 $ 5,227,692 $ 5,133,116 $ 5,542,605 $ 314,913 3% Capital Expenses $ 1,984,930 $ 2,494,858 $ 1,430,639 $ 3,954,091 $ 1,459,233 58% Division Services: Non -Departmental — This activity is administered by the Finance Department and funds various charges that are not defined, or directly related to, any specific department or activity of the City. Examples of costs here include: electrical; general liability insurance; audit, tax appraisal, and collection services; and contingencies. These types of expenditures affect all budgets and are generally not prorated. All one-time appropriations are accounted for in this department in order to maintain stable department budgets from year to year. Personnel by Division: Actual Budgeted Estimated Budgeted FY 18 FY 19 FY 19 FY 20 Non -Departmental 0.50 0.00 0.00 0.00 Total Non -Dept. 0.50 0.00 0.00 0.00 Services Levels: Property Tax Base 6,000 , c 5,000 4,000 3,000 2,000 4,001 1,000 FY2018 FY2019 FY2020 City Utility Consumption 180,000 160,000 140,000 120,000 100,000 80,000 60,000 0,000 20,000 2016 2017 2018 ■ Electric Thousand kWh ■ Gas CCF ■ Water Thousand Gallons 86 H E C I T Y 0 EULESS 87 Enterprise Funds 88 ACTUAL BUDGET ESTIMATED BUDGET ENTERPRISE FUND SUMMARY FY2017-18 FY2018-19 FY2018-19 FY2019-20 BEGINNING FUND BALANCE $ 7,688,209 $ 9,304,084 $ 9,304,084 $ 9,199,237 REVENUES Property Tax $ - $ - $ - $ - Gross Receipts Tax $ - $ - $ - $ - General Sales Tax $ - $ - $ - $ - Selective Sales Tax $ - $ - $ - $ - Fines/Fees/Penalties $ 254,299 $ 237,500 $ 237,500 $ 237,500 License & Permits $ - $ - $ - $ - Interest Income $ 163,543 $ 83,000 $ 209,162 $ 264,800 Intergovernmental Revenue $ - $ - $ - $ - Charges for Service $ 32,150,874 $ 32,190,635 $ 32,119,771 $ 31,741,259 Miscellaneous/Rental Income $ 178,803 $ 79,521 $ 106,267 $ 120,716 Other Financing Sources $ - $ - $ - $ - Revenues before Transfers $ 32,747,519 $ 32,590,656 $ 32,672,700 $ 32,364,275 Transfer from other Funds $ 2,014,509 $ 2,043,863 $ 2,043,863 $ 2,147,037 TOTAL REVENUES $ 34,762,028 $ 34,634,519 $ 34,716,563 $ 34,511,312 TOTAL RESOURCES $ 42,450,237 $ 43,938,603 $ 44,020,647 $ 43,710,549 EXPENDITURES Personal Services $ 8,403,602 $ 8,937,456 $ 8,934,814 $ 9,096,088 Professional/Technical Services $ 2,508,508 $ 2,614,582 $ 2,539,423 $ 2,332,702 Contractual Services $ 351,563 $ 417,730 $ 421,482 $ 420,345 Utilities $ 12,947,215 $ 13,543,420 $ 13,508,461 $ 13,466,937 Maintenance $ 418,533 $ 531,631 $ 527,298 $ 538,576 Other Services/Contingencies $ 77,384 $ 88,500 $ 146,267 $ 87,970 Insurance $ 37,192 $ 72,000 $ 72,000 $ 58,000 General & Administrative $ 194,856 $ 244,980 $ 243,224 $ 244,765 Rebates/Incentives $ - $ - $ - $ - Supplies $ 1,860,608 $ 1,876,095 $ 1,837,164 $ 1,763,813 Capital Purchases Equipment $ 300,953 $ 653,427 $ 473,783 $ 385,132 Debt Service/Bank Charges $ 6,174 $ 6,000 $ 6,000 $ 6,000 Expenditures before Transfers $ 27,106,588 $ 28,985,821 $ 28,709,916 $ 28,400,328 Transfers to Other Funds $ 6,039,565 $ 6,247,654 $ 6,111,494 $ 6,687,096 TOTAL EXPENDITURES $ 33,146,153 $ 35,233,475 $ 34,821,410 $ 35,087,424 ENDING FUND BALANCE $ 9,304,084 $ 8,705,128 $ 9,199,237 $ 8,623,125 Total expenditures include capital purchases for equipment and transfers to capital improvement projects which are funded from excess reserves above the required 75 day reserve level. FY2020 includes a reduction in fund balance for the use of excess reserves. 89 Water & Wastewater Revenues FY2019-2020 Other(1) Recycling 3% Sanitation 2% 1% Water 55% Wastewater 36% Penalties Reclaimed Water 1% 2% The above graph shows the sources of revenues in the Water & Wastewater Fund which are generated by services provided to the citizens of Euless for recycling, sanitation, water and wastewater. The "Other" amount represents 3% of total revenues and is an aggregate of several revenue sources as indicated in the table below. Proposed FY19 Budget to Water & Wastewater Actual Budget Estimated Budget FY20 Proposed Revenues FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Interest Income(l) $ 146,144 $ 75,000 $ 195,000 $ 250,000 $ 175,000 233% Sanitation $ 230,451 $ 224,045 $ 224,045 $ 224,045 $ - 0% Water Service $ 14,272,800 $ 14,267,612 $ 14,267,612 $ 14,330,999 $ 63,387 0% Wastewater Service $ 9,498,280 $ 9,548,020 $ 9,548,020 $ 9,500,425 $ (47,595) (0%) Reclaimed Water Service $ 607,955 $ 563,251 $ 563,251 $ 608,333 $ 45,082 8% New Meters(i) $ 76,699 $ 55,000 $ 55,000 $ 60,000 $ 5,000 9% Reconnect Fees(i) $ 224,980 $ 235,000 $ 235,000 $ 235,000 $ - 0% Inspection Fees(i) $ 179,999 $ 150,000 $ 150,000 $ 150,000 $ - 0% Miscellaneous(l) $ 49,991 $ 35,000 $ 55,000 $ 50,000 $ 15,000 43% Penalties $ 247,193 $ 230,000 $ 230,000 $ 230,000 $ - 0% Initiations/Transfer Fees(i) $ 33,150 $ 30,000 $ 30,000 $ 30,000 $ - 0% Recycling Fees $ 398,465 $ 384,282 $ 384,282 $ 384,282 $ - 0% Use of Rate Stabilization $ 278,494 $ 266,609 $ 266,609 $ 242,414 $ (24,195) (9%) Rate Stabilization Rebate $ (278,494) $ (266,609) $ (266,609) $ (242,414) $ 24,195 (9%) TOTAL REVENUES $ 25,966,107 $ 25,797,210 $ 25,937,210 $ 26,053,084 $ 255,874 1% Use of Reserves $ - $ 473,921 $ - $ 209,032 $ (264,889) (56%) TOTAL RESOURCES $ 25,966,107 $ 26,271,131 $ 25,937,210 $ 26,262,116 $ (9,015) (0%) The above chart details revenues for the past, current, and upcoming fiscal years, as well as expected increases and decreases in service fee collections within the past year. The Water and Wastewater revenues are generated primarily from user charges for the variety of services provided to the citizens of Euless. Water Service revenues fluctuate seasonally and can be drastically affected by an extended period of drought or rainfall. (1) Water & Wastewater Revenue line items are aggregated in graph under "Other" •o WATER & WASTEWATER ]FUND FY20 REVENUE ASSUMPTIONS REVENUE SOURCE ASSLTNE[ rIONS Interest Income Projected to increase based on market outlook and investable balances. Sanitation Services Flat with prior year budget. Water Service Consumption is estimated to decrease 2% from FY2019 year- end projections. Proposed increase of 190 per 1000 gallons with a 250 increase in the base rate for residential customers. Wastewater Service Anticipated treatment volume is estimated to decrease 3% from FY2019 budgeted volume. Proposed increase of 2¢ per 1000 gallons with a 250 increase in the base rate. Reclaimed Water Service Revenue projections are based on anticipated cost increase and expansion of service area. Rates per tier are based on 86% of the potable water rate per tier. Sale of New Meters Slight increase compared to FY2019 budget. Reconnect Fees Projected to remain flat with FY2019 estimated. Inspection Fees Projected to remain flat with FY2019 budget. Miscellaneous Projected to increase from FY2019 budget. Penalties Projected to remain flat with FY2019 budget. Initiation & Transfer Fees Projected to remain flat with FY2019 budget. Recycling Fees Projected to remain flat with FY2019 budget. 91 Water & Wastewater Expenditures FY2019-2020 Non -Depart. 37% Capital 1% GIS 2% MooMM Finance 2% Public Works 2% Wastewater Treatment 19% Water Distribution 5% Water Production 32% The graph above indicates the expenditure amounts disbursed to the individual departments within the Water and Wastewater Fund. These expenditures reflect the cost incurred by the City for the services provided to Euless citizens. Proposed FYI Budget to Water & Wastewater Actual Budget Estimated Budget FY20 Proposed Expenditures FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Water Office $ 457,580 $ 476,243 $ 476,243 $ 487,423 $ 11,180 2% Total -Finance $ 457,580 $ 476,243 $ 476,243 $ 487,423 $ 11,180 2% City Engineer $ 326,129 $ 369,821 $ 369,821 $ 361,538 $ (8,283) (2%) Water Production $ 8,270,474 $ 8,446,471 $ 8,446,471 $ 8,384,552 $ (61,919) (1%) Water Distribution $ 1,140,551 $ 1,177,137 $ 1,177,137 $ 1,282,030 $ 104,893 9% Wastewater Treatment $ 4,541,972 $ 4,884,966 $ 4,884,966 $ 4,977,281 $ 92,315 2% Meter Services $ 65,298 $ 70,396 $ 70,396 $ 71,813 $ 1,417 2% Total -Public Works $ 14,344,424 $ 14,948,791 $ 14,948,791 $ 15,077,214 $ 128,423 1% Recycling $ 38,830 $ 41,300 $ 41,300 $ 41,300 $ - 0% GIS/Information Services $ 600,580 $ 684,857 $ 684,857 $ 681,215 $ (3,642) (1%) Legal Services $ 54,616 $ 85,000 $ 85,000 $ 85,000 $ - 0% Non -Departmental $ 8,863,117 $ 9,528,769 $ 9,392,609 $ 9,659,702 $ 130,933 1% Total -Non Departmental $ 9,557,143 $ 10,339,926 $ 10,203,766 $ 10,467,217 $ 127,291 1% Total Operating Expenses $ 24,359,147 $ 25,764,960 $ 25,628,800 $ 26,031,854 $ 266,894 1% Capital Expenses $ 300,225 $ 473,921 $ 294,889 $ 209,032 $ 264,889 56% Total Expenses $ 24,659,372 $ 26,238,881 $ 25,923,689 $ 26,240,886 $ 2,005 0% The chart details the expenditures over the past, current, and upcoming fiscal years, as well as the expected increases and decreases in costs within the past year. These expenditures account for the cost associated with the acquisition, operation and maintenance of a municipal water and wastewater utility system. 92 Finance Department Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: To provide all customers the best service possible for prompt administration of their utility accounts. Accomplishments FY2018-19: • Generated 11,546 work orders including consumption verification, customer turn-ons/offs, meter/transponder change out, and other service related orders. • More than 1,300 customers enrolled in new customer service portal to view and monitor water usage. Water / Wastewater Fund 98% Objectives for FY2019-20: • Continue focus on quality customer service. • Take advantage of available computer training of automated metering system and customer online portal to better assist customers and increase efficiency of system. • Continue to protect master file data. Issues / Trends: • Continued cyber security and data threats. Budget Appropriation Water Office 2% 93 Finance Department Expenditures by Division: Proposed FY19 Budget to Water & Wastewater Actual Budget Estimated Budget FY20 Proposed Expenditures FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Water Office $ 457,580 $ 476,243 $ 476,243 $ 487,423 $ 11,180 2% Total Finance $ 457,580 $ 476,243 $ 476,243 $ 487,423 $ 11,180 2% Division Services: Water Office — To perform in a way that will protect the assets of the City and its citizens. Constantly seek ways to raise the level and quality of customer service provided through continuous monitoring and training. The services provided include but are not limited to: establishing new accounts, reading/rereading meters, auditing/monitoring water consumption, billing, answering customer inquiries, generating and completing work orders for the Water Department and Public Works Department, posting and depositing customer payments, processing delinquent accounts, receipting, and posting financial activity for other City departments. ersonnel by Division: Actual Budgeted Estimated Budgeted FY 18 FY 19 FY 19 FY 20 Water Office 5.00 5.00 5.00 5.00 Total Finance 5.00 5.00 5.00 5.00 Services Levels: 12,500 12,000 11,500 11,000 12,164 10,500 10,000 FY2017 Work Orders 11,029 FY2018 4994546 FY2019 Water Accounts 14,800 14,700 14,600 14,500 14,400 14,300 14,676 14,521 14,200 14,100 4,286 14,000 FY2018 FY2019 FY2020 *As of October 1 of each year. 94 Public Works Department Locations & Hours of Operation: Engineering & Meter Reading 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Water Production, Distribution, Wastewater Treatment 1513 Westpark Way Mon -Fri, 8 a.m. — 5 p.m. On -call 24/7 Mission: To provide a high level of customer satisfaction by providing reliable safe drinking water supply, water for fire protection, and reliable sewer service for our essential daily needs. Accomplishments FY2018-19: • Completed and distributed the Consumer Confidence Report. • Completed 40 year of Community Development Block Grant (CDBG). • Responded to water emergencies in a timely fashion. • Continued the water valve maintenance program. • Decreased City wastewater blockages through various cleaning procedures and maintenance techniques. • Provided professional and courteous service to citizens when reading meters or providing repairs. Objectives for FY2019-20: • Produce quality water from the City owned well system to supplement Trinity River Authority (TRA) water. • Complete and distribute the Consumer Confidence Report and complete water quality state mandated reports. • Manage the City's reclaimed water system. • Respond to water emergencies in a timely fashion and repair all substantial water leaks within the first five hours. • Continue to reduce the "unaccounted for" water loss and improve efficiency. • Continue the water valve maintenance program. • Decrease City wastewater blockages through various cleaning procedures and maintenance techniques. • Provide professional and courteous service to citizens when reading meters, responding to water quality complaints, providing repairs, etc. • Complete replacement of existing Far North and Fuller wells. • Complete Phase 3 of Reclaimed Water Project. • Complete 45`" year CDBG. • Complete Kynette water replacement project. Issues / Trends: • Construction unit bid prices show a slow inflationary trend. • More service providers are placing their utilities underground creating conflicts with existing water lines. • Rising cost of raw water and sewer treatment. Budget Appropriation W Production 32.0% W Distribution 4.9% Water / Wastewater Fund 42.5% WW Treatment Engineer Meter Services 19.0% 10.3% .4% 95 Public Works Department Expenditures by Division: Water & Wastewater Expenditures Actual FY 18 Budget FY 19 Estimated FY 19 Proposed Budget FY 20 FY19 Budget to FY20 Proposed $ Diff % Diff. Engineering $ 326,129 $ 369,821 $ 369,821 $ 361,538 $ (8,283) (2%) Water Production $ 8,270,474 $ 8,446,471 $ 8,446,471 $ 8,384,552 $ (61,919) (1%) Water Distribution $ 1,140,551 $ 1,177,137 $ 1,177,137 $ 1,282,030 $ 104,893 9% Wastewater Treatment $ 4,541,972 $ 4,884,966 $ 4,884,966 $ 4,977,281 $ 92,315 2% Meter Services $ 65,298 $ 70,396 $ 70,396 $ 71,813 $ 1,417 2% Total Public Works $ 14,344,424 $ 14,948,791 $ 14,948,791 $ 15,077,214 $ 128,423 1% Division Services: Engineering — Responsible for the design and construction of a safe water distribution system, an environmentally safe wastewater collection system, an adequate storm drainage system, and management of the floodplains. This division inspects all Public Works construction within the City, and reviews development plans and studies for regulation compliance, engineering design, safety, and health concerns. Conducts acquisition of properties, right-of-way and easements, and verifies legal documents. Water Production — Provides safe drinking water to water customers. Primary functions include water production, valve exercising, treatment of production well water, flushing, water quality sampling, and backflow prevention. Water Distribution — Maintains water mains, valves, hydrants, and service taps. Maintains the water distribution system for maximum delivery of water for consumption and fire protection. Primary functions include water main repairs, continue system maintenance, valve exercising, meter reading, meter replacement, assist water office, and flushing. Wastewater Treatment— Maintains wastewater mains, manholes, and cleanouts. Works to reduce and prevent inflow and infiltration. Responds quickly and courteously to all known wastewater problems. Meter Services — Performs meter change -outs, performs meter box maintenance and installations, and assists other departments. Personnel by Division: Actual FY 18 Budgeted FY 19 Estimated FY 19 Budgeted FY 20 Engineering 3.00 3.00 3.00 3.00 Water Production 5.75 5.75 5.75 5.75 Water Distribution 7.25 7.25 7.25 7.25 Wastewater Treatment 7.00 7.00 7.00 8.00 Meter Services 1.00 1.00 1.00 1.00 Total Public Works 24.00 24.00 24.00 25.00 Service Levels: Water Leaks Repaired 100 80 60 40 20 0 t- FY2017 FY2018 FY2019 New Meters Set 400 300 200Vim100 228 5 FY2017 FY2018 FY2019 H E C I T Y 0 EULESS 97 Non -Departmental Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Objectives for FY2019-20: • Provide funding for infrastructure improvements. • Provide funding for new equipment. Mission: To define the costs in the budget that may not be Issues / Trends: specifically identifiable to any operational budget. • Balancing rising cost of infrastructure and equipment purchase with available funds. Accomplishments FY2018-19: Identifying resources to cash flow capital purchases. • Completed several infrastructure improvements. • Continued funding for computer replacements. Water / Wastewater Fund 59.3% Expenditures by Division: Budget Appropriation artmental .8% Legal Services 0.3% 31S .6% -aNiLai Kecycling 0.8% 0.2% Proposed FY19 Budget to Water & Wastewater Actual Budget Estimated Budget FY20 Proposed Expenditures FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Recycling $ 38,830 $ 41,300 $ 41,300 $ 41,300 $ 0% GIS/Information Services $ 600,580 $ 684,857 $ 684,857 $ 681,215 $ (3,642) (1%) Legal Services $ 54,616 $ 85,000 $ 85,000 $ 85,000 $ - 0% Non -Departmental $ 8,863,117 $ 9,528,769 $ 9,392,609 $ 9,659,702 $ 130,933 1 o Total Non -Dept. $ 9,557,143 $ 10,339,926 $ 10,203,766 $ 10,467,217 $ 266,894 1% Capital Expenses $ 300,225 $ 473,921 $ 294,889 $ 209,032 $ (264,889) (56%) Division Services: Non -Departmental— Generally, this activity is administered by the Finance Department and funds various charges that are not defined or directly related to any specific department or activity of the City. Examples of costs here include electrical, general liability insurance, audit, and contingencies. Other activities include recycling expenses, Geographic Information Systems (GIS)/Information Services expenses and legal service expenses. These types of expenditures affect all budgets and are generally not prorated. All one- time appropriations are accounted for in the department in order to maintain stable department budgets from year to year. Personnel by Division: Actual Budgeted Estimated Budgeted FY 18 FY 19 FY 19 FY 20 Information Services 4.00 4.00 4.00 4.00 W&S Non -Departmental 10.50 10.00 10.00 10.00 Total Non -Dept. 14.50 14.00 14.00 14.00 98 Service Center Fund Location & Hours of Operation: 1314 Royal Parkway Mon -Fri, 7 a.m. —4:30 p.m. Mission: To maintain and protect the City's investment in equipment; provide exemplary and timely internal customer service to each City department; to be flexible in finding acceptable solutions for the needs of our customers; to continuously strive to improve our service and communications in order to meet our customers' expectations; and to treat every customer's request for service as an opportunity to provide professional and courteous service. Accomplishments FY2018-19: • Continue to invest in staff training with Ford Motor Company's STARS internet study, training, and testing platform. • Installation of new quick access 4-post lift. • Addition of the city's miscellaneous assets into a collective depreciation calculating and tracking spreadsheet allowing for self -funding of future replacements. • Installation of digital vehicle and equipment "Check In" monitors. This allows instant visual indications of vehicle and equipment repair status. Objectives for FY2019-20: • Bring Fleet staff up to date on ASE (Automotive Service Excellence) certifications. • Start a mentoring program with area trade schools. • Advanced fire equipment training. • Expand technician training in hybrid systems, electrical, and alternative fueled vehicles. Issues / Trends: • Continued training for technical staff. Budget Appropriation Operating 55.2% !rsonnel 33.5% ital \-Transfers 9.1% 99 Service Center Fund Fund Summary: Proposed FY19 Budget to Enterprise Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Service Center Fund: Revenues $ 1,296,112 $ 1,309,899 $ 1,313,563 $ 1,333,623 $ 23,724 2% Operating Expenses $ 1,139,855 $ 1,309,899 $ 1,309,899 $ 1,333,623 $ 23,724 2% Use of Reserves $ - $ 81,500 $ 77,836 $ 142,750 $ 61,250 75% Capital Expenses $ 17,682 $ 81,500 $ 81,500 $ 142,750 $ 61,250 75% Services: Service Center - The Service Center Fund is used to account for the maintenance of the City's motor vehicles. Fleet Operations provides professional fleet services to departments including but not limited to; vehicle and equipment information, training for City personnel on equipment safety, correct operational procedures, and coordinate vehicle damage claims for all City departments. Personnel by Division: Actual Budgeted Estimated Budgeted FY 18 FY 19 FY 19 FY 20 Service Center Fund 5.00 5.00 5.00 5.00 Services Levels: NCTCOG (North Central Texas Council of Governments) Clean Fleet Silver Award 11 ASE Blue Seal of Excellence 100 Drainage /Storm Water Utility Fund Location & Hours of Operation: 1513 Westpark Way Mon -Fri, 8 a.m. — 5 p.m. On -call 24/7 Mission: To prevent street flooding, and protect life and property through the maintenance of drainage facilities. Accomplishments FY2018-19: • Renewed the TPDES Storm Water Municipal Separate Storm Sewer System (MS4) permit, which is good to January 2024. Objectives for FY2019-20: • Continue efforts to keep storm water channels clear of debris and obstructions to reduce flooding during rain events. • Continue bridge inspection and repair efforts. • Inspect new construction sites for required storm water pollution prevention measures. • Continue to update storm water map. • Inspect and make necessary repairs to the storm water system. Issues / Trends: • Increased development has boosted the demand for maintenance to existing creeks and channels. • Increase public awareness and notice of Storm Water requirements. • Continued erosion of creek banks requires close monitoring and maintenance. Budget Appropriation Transfer: 5% Capital 6% rsonnel 70 101 Drainage /Storm Water Utility Fund Fund Summary: Proposed FY19 Budget to Enterprise Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Drainage Utility System: Revenues $ 821,460 $ 814,000 $ 829,380 $ 834,500 $ 20,500 3% Operating Expenses $ 743,591 $ 813,404 $ 813,404 $ 832,950 $ 19,546 2% Use of Reserves $ - $ 80,000 $ 64,024 $ 50,000 $ (30,000) (38%) Capital Expenses $ 100,000 $ 80,000 $ 80,000 $ 50,000 $ (30,000) (38%) Services: Drainage/Storm Water Utility Fund— Used to account for the acquisition, operation, and maintenance of the City's municipal drainage utility system. Personnel by Division: Actual Budgeted Estimated Budgeted 1: FY 18 FY 19 FY 19 FY 20 Drainage Utility Fund 8.00 8.00 8.00 8.00 Services Levels: Linear Feet of Channel Linear Feet of Storm Sewer Maintenance Maintenance 20,000 15,000 10,000 5,000 1 10,050 FY2017 FY2018 FY2019 6,000 5,000 4,000 3,000 2,000 1,000 FY2017 FY2018 FY2019 102 Recreation Class Fund Locations & Hours of Operation: Administration 1314 Royal Parkway Mon -Fri, 8 a.m. — 5 p.m. Euless Family Life Center 300 W Midway Dr. Mon-Thurs, 5 a.m. — 9 p.m.; Fri, 5 a.m. — 8 p.m.; Sat, 8 a.m. — 6 p.m.; Sun, 1— 6 p.m. Simmons Center 508 Simmons Dr. Available for rent Fri — Sun, 8 a.m. —11 p.m. Mission: To provide and encourage a healthy atmosphere for the overall well-being of the community through progressive fitness and recreational programs. Accomplishments FY2018-19: • Replaced spin bikes at Euless Family Life Center. • Updated flooring in Rec Center and on walking track at Euless Family Life Center. • Repainted Splash Pad. • Introduced several new Special Events including Bark in the Park, Trivia Night, & Christmas Ornament Decorating. • Replaced Senior Center treadmills. • Continued to expand programs offered at Euless Family Life Center and Euless Family Senior Center. Objectives for FY2019-20: • Evaluate and improve class offerings at the Recreation Center, Senior Center, Natatorium, and Aquatic Park. • Continue to explore program trends and offer citizens of Euless the best possible product. • Expand on part time training to ensure standards are met pertaining to safety and customer service. • Broaden our marketing strategy by continuing to gain knowledge on current social media trends. Issues / Trends: • Converting our Playbook to be strictly digital. • Operational improvements to Euless Family Life Center, Aquatic Park, and Senior Center. • New event ideas and ability to build on current events. • Build leadership qualities within Recreation staff. • Determining a fluid training program for all part time and seasonal staff. Budget Appropriation Operatin 38% Lapitai 34% rsonnel 28% 103 Recreation Class Fund Fund Summary: Proposed FY19 Budget to Enterprise Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Recreation Classes: Revenues $ 769,159 $ 716,030 $ 743,900 $ 748,530 $ 32,500 5% Operating Expenses $ 600,259 $ 670,481 $ 689,681 $ 734,119 $ 63,638 9% Use of Reserves $ - $ 83,840 $ 29,621 $ 246,862 $ 163,022 194% Capital Expenses $ 53,010 $ 83,840 $ 83,840 $ 246,862 $ 163,022 194% Services: Recreation Class Fund -To account for the operation of recreational programs, activities, and special events offered to Euless citizens and other groups on a fee basis. Personnel by Division: None Assigned Services Levels: Memberships Class Registrations 8,000 6,500 7,000 6,000 6,000 5,000 4,000 5,500 - '49d" 3,000 6,814 6,246 2,000 4,025 4,502 5,000 1,000 M&OWMJ 5,282 4,500 • FY2017 FY2018 FY2019 FY2017 FY2018 FY2019 104 H E C I T Y 0 EULESS 105 Arbor Daze Fund Location & Hours of Operation: Special Event — Location and Times — See City Website Mission: To promote the planting of trees and teach families the importance of trees in a community. To continue Euless' commitment to the Tree City USA and the National Arbor Day Foundation programs through planting, preserving, and educating. To provide a community event that benefits citizens, local businesses, and community organization by providing an opportunity to feature entertainment, products, and services to the festival attendees. Accomplishments FY2018-19: • Received Tree City USA designation for the 33rd consecutive year from the National Arbor Day Foundation. • Prepared over 3,000 trees for the tree giveaway. Fund Summary: Objectives for FY2019-20: • Provide an event that promotes our community and tree preservation. • Continue to look for new programming opportunities at the event that promote the core values of the community. • Continue the City's commitment to Tree City USA and work towards enhancing our community tree education through visionary planning. Issues / Trends: • Increase in prices for equipment rental and services. • Trends and technology evolve rapidly in the festival industry. • Emergency procedures for large gatherings. • Weather can adversely affect the event or cause cancellation. Proposed FY19 Budget to Enterprise Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Arbor Daze: Revenues $ 80,259 $ 80,000 $ 80,000 $ 80,000 $ - 0% Operating Expenses $ 42,929 $ 80,000 $ 80,000 $ 80,000 $ - 0% Use of Reserves $ - $ - $ - $ - $ - 0% Capital Expenses $ - $ - $ - $ - $ - 0% Services: Arbor Daze —To account for expenses related to the annual festival, funded by sponsorships and booth rentals. Personnel by Division: None Assigned Services Levels: 11 Trees Distributed Tree City USA 3,500 3,000 2,500 2,000 1,500 1,000 500 FY2017 FY2018 FY2019 106 Texas Star Golf Course Fund Location & Hours of Operation: • Provide a great dining experience for patrons of the Raven's 1400 Texas Star Parkway Grille and Conference Centre while sustaining the desired cost Daily - Times vary by season — See City website of goods. • Increase visibility of the Golf Course and Conference Centre Mission: To ensure a quality experience to all visitors to by continuing to find ways to market on social media and Texas Star Golf Course, Conference Centre, and / or Raven's periodicals. Grille. Accomplishments FY2018-19: • Golf Week rank in the top 20 public golf course to play in Texas. • Dallas Morning News and Avid Golfer listed Texas Star as one of the "Top Ranked Public Golf Courses" in the metroplex. • Ranked number one of "Top Five Public Golf Courses in the DFW Area" by Fox Sports. • Ranked in the top 15 of "The Best Texas Golf Courses in 2018" by texasgolf.com. • Received a 4 %2 star rating, and listed in top places to play in Texas by Golf Digest. • Improved use of Texas Star Golf app, allowing tee time reservations, special offers and use of the GPS from a smart phone. Objectives for FY2019-20: • Provide guests an outstanding experience on the course through consistent and exceptional conditions during all seasons. Issues / Trends: • The golf market competition is increasing with local golf clubs offering of green fee discounts, increased use of social media and adding apps to enhance their visibility. • Local public and municipal course upgrading, adding additional competition in the market of high -end daily fee courses. • Increasing and maintaining merchandise sales in the Pro Shop continues to be a challenge with discount and sporting stores offering similar items. • Finding quality and reliable part-time staff members for weekday shifts for all areas of the course and clubhouse continues to be a struggle. • Continued increase in utilities, operational supplies, and labor cost. • Cost of mandatory healthcare for contract labor and controlling hours of part-time staff continues to be a financial concern. Budget Appropriation Operatinj 35% Transfers 16% Personnel 49% 107 Texas Star Golf Course Fund Fund Summary: Proposed FY19 Budget to Enterprise Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Texas Star Golf Course: Revenues $ 4,501,306 $ 4,636,280 $ 4,637,880 $ 4,694,475 $ 58,194 1% Operating Expenses $ 4,547,468 $ 4,620,972 $ 4,620,972 $ 4,688,712 $ 67,740 1% Use of Reserves $ 46,162 $ - $ - $ - $ - 0% Capital Expenses $ - $ - $ - $ - $ - 0% Services: Non -Departmental— This division administers activities and funds for various charges that are not defined or not directly related to any specific division of the golf course operation, such as electrical costs and insurance. The costs of providing general management to the operation is also a cost of this division. Course Maintenance — To maintain the golf course at the highest possible standards. To provide the best possible golfing experience in the area. To bring recognition to the City of Euless via Texas Star Golf Course. Pro Shop — Look for opportunities to market Texas Star locally and encourage local businesses to advertise with us. Draw local, State, and National Golf Programs to Texas Star as their host location for events. Provide favorable first impression opportunities in the Pro Shop for all guests and members. Increase golf participation for juniors and women through programs and clinics. Offer patrons high quality golf equipment, Texas Star logo apparel, and skill clinics. Food & Beverage —To provide quality food and beverage service to Raven's Grille guests in a timely and professional manner. Provide quality food and beverage service to guests on the golf course. To enhance the overall Texas Star experience for all guests. Conference Centre - To provide a versatile, first-class conference venue that reflects the pride of Euless. To market a beautifully maintained facility that provides excellent service and professionalism, while continuously striving to go beyond the expectations of guests. Personnel by Division: Actual FY 18 Budgeted FY 19 Estimated FY 19 Budgeted FY 20 Golf Non -Departmental 0.75 0.75 0.75 0.75 Golf Course Maintenance 4.00 4.00 4.00 4.00 Golf Pro Shop 2.50 2.50 2.50 2.50 Golf Food and Beverage 3.00 3.00 3.00 3.00 Golf Conference Centre 1.50 1.50 1.50 1.50 Total Golf Course Fund 11.75 11.75 11.75 11.75 Services Levels: Total Paid Rounds 33,500 33,000 32,500 32,000 33,237 32,557 31,500 31,000 FY2017 FY2018* 300 250 200 150 100 32,016 50 FY2019 108 Average Monthly Memberships FY2017 FY2018 FY2019 ■ Individual ■ Corporate *Adjusted for actual FY2018. Texas Star Sports Complex Fund Location & Hours of Operation: Softball World 1375 W Euless Blvd. Seasonal Hours Parks at Texas Star 1501 S Pipeline Rd. Seasonal Hours Mission: To provide and promote recreation and leisure opportunities that enhance the quality of life in the community; to provide a safe and aesthetically pleasing athletic complex for the citizens in the most cost efficient manner possible; to satisfy citizen demands for parks and park amenities, thus creating a more wholesome lifestyle by providing opportunities for participation in youth sports at all skill levels; to provide quality youth baseball programs to players from around the metroplex, state, and country; to provide an outstanding baseball and softball complex for patrons. Accomplishments FY2018-19: • Registered over 1,500 league teams between the two facilities • Registered over 1,400 tournament teams between the two facilities. Objectives for FY2019-20: • Continue to look for new opportunities to promote Texas Star. • Maximize usage of Parks at Texas Star during renovation. • Create innovative programming opportunities for re- opening of renovated Parks at Texas Star with new fields. Issues / Trends: • Limited part-time hours due to constraints of health care laws. • Additional workload required to coordinate and successfully run the Texas Star Sports Complex. • Increased competition in hiring part-time workers at a competitive wage. Budget Appropriation Operating 53.1% rsonnel 35.5% Transfers V 4.2% 109 Texas Star Sports Complex Fund Fund Summary: Proposed FY19 Budget to Enterprise Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Texas Star Sports Complex: Revenues $ 1,327,622 $ 1,281,100 $ 1,174,630 $ 767,100 $ (514,000) (40%) Operating Expenses $ 1,157,340 $ 1,185,932 $ 1,070,470 $ 684,522 $ (501,410) (42%) Use of Reserves $ - $ 68,566 $ - $ 53,000 $ (15,566) (23%) Capital Expenses $ 84,647 $ 68,566 $ 67,955 $ 53,000 $ (15,566) (23%) Services: Texas Star Sports Complex — The Texas Star Sports Complex Fund is used to account for the operations and maintenance of Softball World (SBW) and the Parks at Texas Star (PATS). Personnel by Division: Actual Budgeted Estimated Budgeted FY 18 FY 19 FY 19 FY 20 Texas Star Sports Complex 1.50 1.50 1.50 1.50 Services Levels: 3,000 2,500 2,000 1,500 1,000 500 Softball World Teams Athletic Complex Teams FY2017 FY2018 FY2019 1,400 1,200 1,000 ■ League 800 600 ■ Tournament 400 FY2017 FY2018 FY2019 ■ League ■ Tournament Me H E C I T Y 0 EULESS "`l Special Revenue Funds IMM ACTUAL BUDGET ESTIMATED BUDGET SPECIAL REVENUE FUND SUMMARY FY2017-18 FY2018-19 FY2018-19 FY2019-20 BEGINNING FUND BALANCE $ 10,059,778 $ 12,163,524 $ 12,163,524 $ 12,148,873 REVENUES Property Tax $ 1,012,997 $ 1,354,294 $ 1,340,016 $ 1,577,967 Gross Receipts Tax $ 118,337 $ 111,000 $ 111,000 $ 111,000 General Sales Tax $ 8,029,606 $ 8,425,252 $ 8,362,660 $ 8,506,033 Selective Sales Tax $ 15,641,395 $ 15,625,455 $ 15,539,821 $ 15,889,631 Fines/Fees $ 1,083,636 $ 1,205,529 $ 1,192,529 $ 1,193,923 License/Permits $ - $ - $ - $ - Interest Income $ 208,694 $ 125,485 $ 233,400 $ 259,500 Intergovernmental Revenue $ 312,414 $ 115,662 $ 182,259 $ 56,960 Charges For Service $ - $ - $ - $ - Miscellaneous/Rental Income $ 36,791 $ 73,580 $ 73,580 $ 73,580 Other Financing Sources $ 14,104 $ - $ 17,480 $ - Revenues before Transfers $ 26,457,974 $ 27,036,257 $ 27,052,745 $ 27,668,594 Transfers from Other Funds $ 64,771 $ 35,456 $ 35,456 $ 18,402 TOTAL REVENUES $ 26,522,745 $ 27,071,713 $ 27,088,201 $ 27,686,996 TOTAL RESOURCES $ 36,582,523 $ 39,235,237 $ 39,251,725 $ 39,835,869 EXPENDITURES Personal Services $ 4,830,116 $ 5,276,941 $ 5,276,941 $ 5,370,021 Professional/Technical Services $ 233,203 $ 264,211 $ 268,428 $ 264,455 Contractual Services $ 42,041 $ 43,021 $ 107,276 $ 115,085 Utilities $ 302,658 $ 288,000 $ 288,000 $ 288,000 Maintenance $ - $ 55,500 $ 99,381 $ 61,500 Other Services/Contingencies $ 18,524 $ 217,000 $ 80,365 $ 217,000 Insurance $ - $ - $ - $ - General & Administrative $ 22,615 $ 154,925 $ 154,925 $ 149,125 Rebates/Incentives $ 10,433,669 $ 10,450,922 $ 10,426,297 $ 10,411,984 Supplies $ 320,575 $ 294,580 $ 294,580 $ 392,550 Capital Purchases (Equipment) $ 1,009,914 $ 2,090,290 $ 651,223 $ 3,104,334 Debt Service/Bank Charges $ 2,355 $ 278,037 $ 213,782 $ 449,264 Expenditures before Transfers $ 17,215,670 $ 19,413,427 $ 17,861,198 $ 20,823,318 Transfer to Other Funds $ 7,203,329 $ 9,475,710 $ 9,241,654 $ 9,325,606 TOTAL EXPENDITURES $ 24,418,999 $ 28,889,137 $ 27,102,852 $ 30,148,924 ENDING FUND BALANCE $ 12,163,524 $ 10,346,100 $ 12,148,873 $ 9,686,945 The decline in fund balance in FY2020 is planned drawdown used to purchase capital equipment and to cash flow capital improvement projects. This drawdown is funded from excess reserves above the recommended reserve level. 113 Hotel Occupancy Tax Fund Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: To use Hotel/Motel occupancy tax revenue for the promotion of tourism and the convention and hotel industry within Euless. Accomplishments FY2018-19: • Funding was provided for Historical Preservation including Heritage Park Christmas and monthly open houses at the Heritage Park Museum. • Funding also supported the Texas Star Conference Centre operations, and the annual Arbor Daze festival. runa summary: Objectives for FY2019-20: • Continue to design and implement creative ways to preserve the City's heritage. • Continue support of Arbor Daze festival. • Continue to offer first class conference facility for social and business events. • Complete installation of citywide wayfinding signs. Issues / Trends: • Increased number of area venues competing for events. • Expanding awareness of Heritage Museum and City's history. Budget Appropriation Historic Preservation/Other Rebates / Incentives 9% __ 20% Transfers 40 % ipital 31% Proposed FY19 Budget to Special Revenue Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Hotel/Motel: Revenues $ 873,083 $ 869,690 $ 874,690 $ 1,229,500 $ 359,810 41% Operating Expenses $ 772,344 $ 843,868 $ 876,332 $ 897,107 $ 53,239 6% Use of Reserves $ 180,578 $ 75,000 $ 1,642 $ 400,000 $ 325,000 433% Capital Expenses $ 281,317 $ 75,000 $ - $ 400,000 $ 325,000 433% Services: Hotel Occupancy Tax Fund — To preserve and promote awareness of local heritage and demonstrate how history defines current culture and provides a bridge between yesterday, today, and tomorrow. To provide a versatile, first-class conference venue that reflects the pride of Euless. Personnel by Division: None Assigned `SEB Euless Development Corporation (EDC) Fund Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: The EDC %C Sales Tax Fund is used to account for %C sales tax revenues. Expenses are dedicated to parks, library, recreational, and economic development activities within the City of Euless. Accomplishments FY2018-19: • Facilitated various projects within the Glade Parks, Founders Parc, and Riverwalk! Planned Developments. • Substantially completed the JA Carr Renovation Project. • Started the Parks at Texas Star Phase VII as well as the Wilshire Park renovation plans for construction. • Received Family Place Library certification, which recognizes the library as a resource for parents and caregivers in promoting early literacy and school readiness. • Prepared the library collection for the return to the permanent facility by RFID-tagging each item for inventory control and moving non-fiction items to a text -based classification system. • The Think Tank, the mobile STEM lab shared by Hurst, Euless and Bedford libraries and HEB ISD, was awarded the Wayne Williams Project of the Year by the Texas Library Association. Objectives for FY2019-20: • Focus on citywide beautification program. • Continue to create and promote high quality leisure programs to meet the needs of a diverse population. • Be substantially complete with the Parks at Texas Star Phase VII and Wilshire Park renovations. • Introduce new library technology products for patrons, including the ability to check items out on mobile devices, an online calendar/room reservation system, and the ability to record library classes and events for broadcast on the City cable channel. • Launch 1000 Books Before Kindergarten, which provides guidance and incentives for parents to read to their children and promotes early literacy and school readiness. • Introduce expanded class and event offerings in the remodeled library, including GED classes, ESL classes, crafting workshops, and cultural displays and events reflecting the diversity of Euless. Issues / Trends: • Limited part-time hours due to constraint of healthcare laws affects the ability to hire quality part-time staff. • Increased interest in steaming formats and the library's temporary move continue to impact circulation numbers. The re -opening of the remodeled library will increase usage significantly, but efficiencies gained in the staffing model should absorb this impact. Budget Appropriation Operating 14% Rebates / Incentives 2% Personnel 39% Transfers 32% Capital 13% 115 Euless Development Corporation (EDC) Fund Fund Summary: Proposed FY19 Budget to Special Revenue Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. EDC Y C Sales Tax: Revenues $ 5,239,145 $ 5,495,559 $ 5,461,815 $ 5,543,964 $ 48,405 1% Operating Expenses $ 3,927,966 $ 4,442,163 $ 4,394,588 $ 4,714,162 $ 271,999 6% Use of Reserves $ - $ 2,044,876 $ - $ 2,448,109 $ 403,233 20% Capital Expenses $ 1,238,815 $ 2,044,876 $ 999,705 $ 2,448,109 $ 403,233 20% Services: Parks — To provide a safe and aesthetically pleasing park system for the citizens of Euless in the most cost effective manner possible. To satisfy citizen demands for parks and park amenities, thus creating a more wholesome lifestyle. To provide parks and leisure opportunities for all citizens. To provide a comprehensive parks system through the use of an updated Parks Master Plan. To identify and apply cost saving measures where feasible. To provide services necessary to upkeep, develop, and maintain all parks within the City. Library — To serve the continuing informational, educational, cultural, and leisure needs of residents of all ages. To provide the community with the best possible materials in various formats. To promote the joy of reading and learning. The primary role of the Euless Public Library is to act as an Independent Learning Center by supporting people of all ages pursuing a program of learning. Additional roles are Popular Materials Library, Preschoolers' Door to Learning, and provider of other specialized resources such as small business assistance, young adult materials, and electronic resources. Economic Development — Encourage and facilitate activity that brings sales tax generating businesses to the community. Implement the best practices available to market Euless properties to the development community. Foster and promote Euless as a "Business Friendly" City with a one -stop permitting shop while serving as a member of the Development Services Group. Provide assistance and recommend financial incentives for projects where such assistance is necessary to stimulate private investment. Promote Euless businesses for City purchases. Personnel by Division: Actual Budgeted Estimated Budgeted FY 18 FY 19 FY 19 FY 20 EDC - Parks 13.25 13.25 13.25 13.25 EDC - Library 10.00 10.00 10.00 10.00 EDC - Economic Development 1.00 1.00 1.00 1.00 Total EDC Fund 24.25 24.25 24.25 24.25 116 Crime Control and Prevention District (CCPD) Fund Location & Hours of Operation: 1102 W Euless Blvd. Admin. - Mon — Fri, 8 a.m. — 5 p.m. Police Service 24/7 Mission: To provide the citizens of Euless professional, efficient police services. Increase staff efficiency, expand use of alternative policing methods, reduce response time, increase interaction between citizens and police, provide additional police space, expand current gang and juvenile intervention programs, expand Neighborhood Watch programs, and Citizen Volunteer Involvement. Accomplishments FY2018-19: • Developed and implemented a drone program for the Public Safety Departments. • Received additional grant funding for the drone program. • Developed the EPIC (Euless Police Inspiring Champions) program and implemented the program at all elementary schools in the City of Euless. • Replaced furniture in the Emergency Operations Center. • Continued a successful Citizens Police Academy program. • Hosted a successful Open House and participated in various community events such as: Coffee with a Cop, National Night Out, Halloween Trunk or Treat Celebration and 6 Stones Night of Hope where the department was able to interact and engage with the citizens of the community. • Purchased new safety equipment for officers. • Ensured new faculty in a Euless school had an opportunity to attend the Citizen Response to Active Shooter Events training. • Continued fostering the relationship with each campus administrator in all Euless schools. • Developed relationship with the Glade Parks Town Center management. Participated in tenant meetings. Also participated in events operated at Glade Parks for community outreach and by providing security. • Continued to strengthen and cultivate relationships with local businesses and residential areas, as well as new developments. • Held two weeks of the David Hofer Summer Camps for children. This camp is offered at no cost. • Developed "FREEZE! Pops with Cops' as a community outreach program to interact with organizations and businesses in Euless. • The Honor Guard represented the department at many events including National Police Week in Washington DC, Texas Peace Officers Memorial Services in Austin, Texas Ranger Game, Texas Motor Speedway and HEB ISD Medal of Honor recipients ceremony as well as many internal city ceremonies as requested. Objectives for FY19-20: • Develop new avenues for community involvement. • Maintain and improve officer training. • Maintain Citizens Police Academy program. • Continue to increase community outreach. • Continue to evaluate and purchase safety equipment for officers as needed. • Continue to advance business and residential partnerships. • Develop program and purchase equipment for the use of Police professional mobility vehicles. • Replacement of the Police Data Storage server for the department. • Replacement of the Dispatch Recorder. • Replacement of the Livescan Fingerprint machine. • Replacement of the security cameras in the Police and Municipal Court Building. • Replacement of the SWAT rifles. • Replace and improve the storage cabinets in the patrol division. Issues / Trends: • Cost of equipment • Manpower Shortages `fn Crime Control and Prevention District (CCPD) Fund Budget Appropriation Operating Cap 19 rums 3u11111lary: 'ersonnel 75% Proposed FY19 Budget to Special Revenue Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. CCPD %C Sales Tax: Revenues $ 2,610,549 $ 2,683,915 $ 2,671,417 $ 2,715,960 $ 32,045 1% Operating Expenses $ 2,478,204 $ 2,676,714 $ 2,667,648 $ 2,705,126 $ 28,412 1% Use of Reserves $ 10,634 $ 105,970 $ 73,871 $ 520,711 $ 414,741 391% Capital Expenses $ 142,979 $ 105,970 $ 77,640 $ 520,711 $ 414,741 391% Services: CCPD Fund -The Crime Control and Prevention District (CCPD) %C Sales Tax Fund is used to account for %C sales tax revenues. Expenses are dedicated to additional personnel, crime prevention programs, and equipment for the Euless Police Department. Personnel by Division: Actual Budgeted Estimated Budgeted FY 18 FY 19 FY 19 FY 20 Crime Control and Prevention District Fund 19.00 19.00 19.00 19.00 118 Car Rental Tax Fund Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: The Car Rental Tax Fund is used to account for the 5% tax charged on any short-term motor vehicle rental. Expenses may be dedicated to operations, debt avoidance/reduction, and capital expenditures. Car rental taxes collected on Airport property are shared equally between the cities of Dallas, Fort Worth, and Euless. Accomplishments FY2018-19: • Provided funding for transfers to the General Fund to help maintain a stable tax rate for citizens. • Provided cash funding for redevelopment within the City and projects identified in the Capital Improvement Program plan. Tuna bummary: Objectives for FY2019-20: • Provide funding for transfers to the General Fund to help maintain a stable tax rate for citizens. • Provide funding for redevelopment within the City. • Provide funding for projects identified in the Capital Improvement Program plan. Issues / Trends: • Revenues may be affected by ride sharing services. It is important to maintain flexibility in this fund so as not to become overly dependent on this revenue source for operations. Budget Appropriation Contingency Transfers 1% Capital 23% Rebates / Incentives 63% Proposed FY19 Budget to Special Revenue Actual Budget Estimated Budget F20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Car Rental Tax: Revenues $ 14,914,324 $ 14,835,765 $ 14,820,131 $ 14,840,131 $ 4,366 0% Operating Expenses $ 11,598,290 $ 11,957,268 $ 11,790,664 $ 11,863,244 $ (94,024) (1%) Use of Reserves $ - $ 3,846,239 $ 485,433 $ 3,581,159 $ (265,080) (7%) Capital Expenses $ 1,595,100 $ 3,846,239 $ 3,514,900 $ 3,581,159 $ (265,080) (7%) Services: Car Rental Fund— Euless citizens authorized the levy of a motor vehicle tax on short-term rentals. Funds derived from this tax may be spent for any general government purpose. This tax was approved by voters on November 2, 1999 and became effective February 1, 2000. These funds are used to maintain a stable tax rate, cash flow special projects and infrastructure improvements, and reduce or avoid debt issuance. Personnel by Division: None Assigned Public Safety Special Revenue Funds Location & Hours of Operation: Police Administration 1102 W Euless Blvd. Mon -Fri, 8 a.m. — 5 p.m. Mission: To account for funds received from asset seizures that are dedicated solely for funding of police programs and capital expenditures. Fund Summary: Accomplishments FY2018-19: • Funded cadet program. Objectives for FY2019-20: • Continue to provide funding for cadet program. Issues / Trends: • Legislative changes could adversely affect revenue stream. • Recruiting and retaining quality employees. Proposed FY19 Budget to Special Revenue Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Police Seized Assets Fund: Revenues $ 4,358 $ 3,500 $ 18,245 $ 4,000 $ 500 14% Operating Expenses $ 5,641 $ 61,506 $ 61,506 $ 61,506 $ - 0% Use of Reserves $ 1,283 $ 58,006 $ 43,261 $ 57,506 $ (500) (1%) Capital Expenses $ - $ - $ - $ - $ - 0% Services: Police Seized Assets Fund accounts for proceeds from sale of seized assets that are dedicated solely for police expenditures. Personnel by Division: None Assigned Fund Summary: Proposed FY19 Budget to Special Revenue Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Police Drug Fund: Revenues $ 10,152 $ 7,300 $ 12,499 $ 8,500 $ 1,200 16% Operating Expenses $ - $ 500 $ 500 $ 500 $ - 0% Use of Reserves $ - $ 200,000 $ 9,339 $ 178,662 $ (21,338) (11%) Capital Expenses $ - $ 200,000 $ 21,338 $ 178,662 $ (21,338) (11%) Services: Police Drug Fund is used to account for proceeds from sale of assets seized in connection with drug arrests. Expenses are dedicated solely for police department expenditures. Only interest earnings and overtime cost are budgeted due to the volatility and unpredictable nature in asset confiscation. Personnel by Division: None Assigned 120 H E C I T Y 0 EULESS WE Tax Increment Reinvestment Zone (TIRZ) & Public Improvement District (PID) Funds Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: To promote economic development by utilizing public/private partnerships that encourage quality growth within the City. Fund Summary: Accomplishments FY2018-19: • Continued development of Lifestyle Center at Glade Parks. • Continued development of Founders Parc (Midtown). Objectives for FY2019-20: • Complete outlying development at Glade Parks. • Continue development of Founders Parc (Midtown). Special Revenue Funds Actual FY 18 Budget FY 19 Estimated FY 19 Proposed Budget FY 20 FY19 Budget to FY20 Proposed $ Diff % Diff. Glade Parks TIRZ: Revenues $ 1,282,334 $ 1,658,217 $ 1,642,058 $ 1,851,647 $ 193,430 12% Operating Expenses $ 892,468 $ 1,130,249 $ 1,130,249 $ 1,143,966 $ 13,717 1% Use of Reserves $ - $ - $ - $ - $ - 0% Capital Expenses $ $ - $ - $ - $ - 0% Midtown TIRZ: Revenues $ $ 37,820 $ 51,701 $ 100,009 $ 62,189 164% Operating Expenses $ $ 37,820 $ 37,820 $ 51,701 $ 13,881 37% Use of Reserves $ $ - $ - $ - $ - 0% Capital Expenses $ $ - $ - $ - $ 0% Services: Glade Parks TIRZ is used to account for new revenues generated from increased values of properties located within the Zone, based on the percentage pledged by each participating taxing entity. Expenses are incurred for the repayment of debt related to the infrastructure cost. Midtown TIRZ is used to account for new revenues generated from increased values of properties located within the Zone, based on the percentage pledged by each participating taxing entity. Expenses are incurred for the repayment of debt related to the infrastructure cost. Personnel by Division: None Assigned Fund Summary: Proposed FY19 Budget to Special Revenue Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Midtown PID: Revenues $ 988,302 $ 1,114,529 $ 1,114,529 $ 1,112,248 $ (2,281) (0%) Operating Expenses $ 962,112 $ 1,114,529 $ 1,114,529 $ 1,062,197 $ (52,332) (5%) Use of Reserves $ - $ - $ - $ - $ 0% Capital Expenses $ $ $ - $ $ 0% Services: Midtown PID is used to account for assessments levied upon properties within the district boundaries. Expenses are incurred for the repayment of debt issued to fund public improvements within the district. Personnel by Division: None Assigned 122 Other Special Revenue Funds Location & Hours of Operation: 201 N Ector Dr. Mon -Fri 8 a.m. — 5 p.m. Mission: The Juvenile Case Fund provides funding for personnel and related costs incurred to prosecute juvenile cases. The Grant Fund properly accounts for the award of local, state, and federal funding to enhance City services, purchase capital equipment, and expand various programs. The Cable PEG (Public, Educational and Governmental) Fund properly accounts for funds that enhance and expand the City cable station. Tuna zoummary: Accomplishments FY2018-19: • Implemented a Diversion Program which is a voluntary program designed to provide an option for law enforcement to refer juveniles for early intervention as an alternative to juveniles entering the criminal justice system. • Received grant for radio assistance program, swift water rescue boat, composting project, and STEP program. • Funded equipment for Council iPad program for voting/conference system for expanded cable services. Objectives for FY2019-20: • Continue to provide resources and programs to juvenile defendants. • Continue to apply for grant funding to enhance City services. • Continue STEP grant. • Continue to enhance and expand City cable station. Proposed FY19 Budget to Special Revenue Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Juvenile Case: Revenues $ 98,978 $ 94,000 $ 84,000 $ 86,675 $ (7,325) (8%) Operating Expenses $ 72,029 $ 81,317 $ 81,317 $ 85,618 $ 4,301 5% Use of Excess Reserves $ - $ - $ - $ 37,000 $ 37,000 0% Capital Expenses $ - $ - $ - $ 37,000 $ 37,000 0% Services: Juvenile Case Fund is used to account for court fees collected. Expenses are dedicated primarily to personnel and operating costs required to process juvenile cases. 'ersonnel by Division: ACTUAL BUDGETED ESTIMATED BUDGETED FY18 FY19 FY19 FY20 Juvenile Case Fund 1.25 1.25 1.25 1.25 123 Other Special Revenue Funds Fund Summary: Proposed FY19 Budget to Special Revenue Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Grant Fund: Revenues $ 373,857 $ 151,118 $ 214,116 $ 71,362 $ (79,756) (53%) Operating Expenses $ 379,639 $ 151,118 $ 214,116 $ 71,362 $ (79,756) (53%) Use of Reserves $ 23,782 $ - $ - $ - $ 0% Capital Expenses $ - $ - $ - $ - $ 0% Services: Grant Fund is used to account for grant funds and other restricted revenues received by the City. Expenses must be spent in accordance with the grant provisions. Personnel by Division: None Assigned Fund Summary: Proposed FY19 Budget to Special Revenue Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Cable PEG Fund: Revenues $ 127,664 $ 120,300 $ 123,000 $ 123,000 $ 2,700 2% Operating Expenses $ 54,095 $ 120,000 $ 120,000 $ 120,000 $ - 0% Use of Reserves $ - $ - $ - $ 206,794 $ 206,794 0% Capital Expenses $ - $ - $ - $ 206,794 $ 206,794 0% Services: Cable PEG Fund is used to account for a 1% fee collected from cable channel providers for expansion of the City's public, educational, and governmental channel. Personnel by Division: None Assigned INII H E C I T Y 0 EULESS 125 Internal Services Funds 126 INTERNAL SERVICE FUND SUMMARY ACTUAL FY2017-18 BUDGET FY2018-19 ESTIMATED FY2018-19 BUDGET FY2019-20 BEGINNING FUND BALANCE $ 7,757,438 $ 9,948,704 $ 9,948,704 $ 10,069,237 REVENUES Property Tax $ - $ - $ - $ - Gross Receipts Tax $ - $ - $ - $ - General Sales Tax $ - $ - $ - $ - Selective Sales Tax $ - $ - $ - $ - Fines/Fees $ - $ - $ - $ - License/Permits $ - $ - $ - $ - Interest Income $ 142,023 $ 95,500 $ 204,420 $ 120,000 Intergovernmental Revenue $ - $ 51,000 $ 51,000 $ - Char es for Service $ - $ - $ - $ - Miscellaneous/Rental Income $ 777,526 $ 687,459 $ 812,404 $ 689,201 Insurance/Risk/Other Financing Sources $ 7,222,906 $ 7,417,872 $ 7,417,872 $ 7,563,624 Revenues before Transfers $ 8,142,455 $ 8,251,831 $ 8,485,696 $ 8,372,825 Transfer from Other Funds $ 3,071,246 $ 2,396,842 $ 2,396,842 $ 7,285,157 TOTAL REVENUES $ 11,2135701 $ 10,648,673 $ 10,882,538 $ 1556575982 TOTAL RESOURCES $ 18,9715139 $ 20,597,377 $ 2058315242 $ 2557275219 EXPENDITURES Personal Services $ 876,001 $ 867,661 $ 868,093 $ 872,743 Professional/Technical Services $ 190,103 $ 296,220 $ 315,788 $ 321,718 Contractual Services $ - $ - $ - $ - Utilities $ - $ - $ - $ - Maintenance $ - $ 13,500 $ 13,500 $ 13,500 Other Services/Contingencies $ 1,800 $ 128,915 $ 128,915 $ 288,367 Insurance $ 5,939,776 $ 7,215,442 $ 7,850,442 $ 7,160,605 General & Administrative $ - $ 2,000 $ 2,000 $ 2,000 Rebates/Incentives $ - $ - $ - $ - Supplies $ 8,971 $ 10,375 $ 10,375 $ 10,375 Capital Purchases (Equipment) $ 2,005,784 $ 1,742,000 $ 1,572,892 $ 1,794,000 Debt Service/Bank Charges $ - $ - $ - $ - Expenditures before Transfers $ 9,022,435 $ 10,276,113 $ 10,762,005 $ 10,463,308 Transfers To Other Funds $ - $ - $ - $ - TOTAL EXPENDITURES $ 9,022,435 $ 10,276,113 $ 10,762,005 $ 10,463,308 ENDING FUND BALANCE $ 9,948,704 $ 10,321,264 $ 10,069,237 $ 15,263,911 The projected increase in fund balance is expected mainly from the Equipment Replacement Fund where accumulated resources are used to replace existing equipment. 127 Vehicle /Equipment Replacement Fund Location & Hours of Operation: 1314 Royal Parkway Mon -Fri, 7 a.m. — 4 p.m. Mission: To administer and procure funding for the replacement of vehicles and equipment owned, and/or leased, by the City of Euless. Objectives for FY2019-20: • Continued to directly involve the departments in vehicle and equipment specifications for replacements approved in the budget. • Continue exploration of alternative fuel options for fleet. Primarily electric vehicles and hybrid systems. • Expanded replacements to include most equipment and furnishings. Accomplishments FY2018-19: Issues / Trends: • Continued to right -size units in departments to optimize • Broadened use of bio-diesel in fleet. usage. • EV vehicle inclusion in City's fleet. • Continued to update vehicle depreciation schedule to more accurately reflect future purchase expense. Fund Summary: Proposed FY19 Budget to Internal Service Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Equipment Replacement: Revenue $ 2,660,773 $ 2,008,842 $ 2,058,653 $ 6,924,657 $4,915,815 245% Operating Expenses $ 1,995,784 $ 1,326,500 $ 1,332,392 $ 1,634,500 $ 308,000 23% Use of Excess Reserves $ - $ - $ - $ - $ - - Services: Vehicle / Equipment Replacement Fund - The Equipment Replacement Fund is used to account for the accumulation of funds from user departments. Expenses are dedicated to replacement of existing equipment and motor vehicles. Personnel by Division: None Assigned 128 Insurance /Benefits Fund Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: To provide City employees with a competitive benefits program at the most cost-effective price to the employees and to the City. Our mission is to ensure our employees are receiving quality service and that all issues are satisfactorily resolved in a timely manner. Accomplishments FY2018-19: • Evaluated the medical, pharmaceutical and dental benefit plans. Implemented changes as needed to be more cost effective while continuing to provide quality medical care and services. • Held Open Enrollment Meetings to allow employees to learn more about the City's benefit programs. • Continued with the wellness program, offering incentives to participants. • Held Wellness Fair to allow employees to learn more about the City's wellness initiatives, vendors, and many benefit programs. • Immunized employees, retirees, and eligible dependents with flu vaccine. Objectives for FY2019-20: • Evaluate medical, pharmacy, and dental benefit plans and identify changes that will be more cost effective while continuing to provide quality medical care and services. Issues / Trends: • Health care costs continue to rise and will require continued monitoring of all expenses and development of cost containment measures. Budget Appropriation Personnel 1% Operating 99% 129 Insurance /Benefits Fund Fund Summary: Proposed FY19 Budget to Internal Service Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Insurance: Revenue $ 7,521,379 $ 7,559,893 $ 7,726,947 $ 7,704,525 $ 144,632 2% Operating Expenses $ 6,066,521 $ 7,514,893 $ 7,514,493 $ 7,631,683 $ 116,790 2% Use of Reserves $ - $ - $ - $ - $ - 0% Capital Expenses $ - $ - $ - $ - $ - 0% Services: Insurance/Benefits Fund - To account for both City and employee premiums. Expenses are dedicated to employees' health, dental, and prescription claims. Personnel by Division: Actual Budgeted Estimated Budgeted FY 18 FY 19 FY 19 FY 20 Insurance/Benefits Fund 1.00 1.00 1.00 1.00 Services Levels: 1,000 800 600 400 200 Covered Lives FY2017 FY2018 FY2019 Retirees ■ Dependents ■ Employees 168 166 164 162 160 158 156 154 152 FY2017 Flex Participants FY2018 FY2019 130 Risk/ Workers" Compensation Management Fund Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: The Risk/Workers' Compensation Management Department's mission is to identify, analyze and control risks; to administer and evaluate liability insurance programs; to ensure cost effectiveness; to conduct educational safety programs; and to monitor and ensure compliance with mandates established by the City of Euless, State of Texas and US Government. The department's goal is to protect the City's assets and resources by minimizing the internal and external exposures and associated risks, and to respond in a timely manner to the information needs of citizens, staff, and employees. The mission of the Workers' Compensation Insurance function of the Human Resources Department is to ensure, through pre -placement physicals, all new employees are capable of performing the essential functions of the job for which they are hired; to administer the occupational injury program; and to provide instructional training in safe and efficient performance of job duties. To provide cost-effective medical treatment through occupational injury/illness program, with the objective of facilitating the timely return to work of those employees who have been injured or become ill on the job. Accomplishments FY2018-19: • Presented monthly safety education programs including workers' compensation training. • Routinely monitored motor vehicle records. • Administered routine random drug and alcohol tests as required by the Department of Transportation (DOT) and internal policy. • Continued emphasis to ensure compliance with the American's with Disabilities Act (ADA). • Ensured all job descriptions are compliant with the requirements of the ADA. • Ensured departments hold safety -training meetings. • Continued to investigate and settle property claims in a fair and timely manner. • Lowered claims handled by Texas Municipal League (TML) and handled more in-house. This trend continues annually. • Continued emphasis on compliance with ADA and compiled ADA Transition Plan. • Decreased TML insurance coverage contribution by $150k. • Provided immunizations and vaccinations for employees. Objectives for FY2019-20: • Focus on training in areas with greatest risk per safety inspections. • More hands-on training and observation collaborating with all departments. • Ensure all job descriptions are compliant with the requirements of the ADA. • Continue to produce management reports to bring attention to causes and types of injuries for prevention purposes. • Ensure departments hold safety -training meetings. Issues / Trends: • Property claims cost will continue to rise due to inflationary trends. • Medical treatment and rehabilitative costs continue to rise. • Workers compensation premiums expected to rise due to prior experience. Budget Appropriation Personnel Operz 79% 131 Risk/ Workers" Compensation Management Fund Fund Summary: Proposed FY19 Budget to Internal Service Actual Budget Estimated Budget FY20 Proposed Funds FY 18 FY 19 FY 19 FY 20 $ Diff % Diff. Risk/WC Management: Revenue $ 1,031,545 $ 1,079,938 $ 1,096,938 $ 1,028,800 $ (51,138) (5%) Operating Expenses $ 950,130 $ 1,008,720 $ 1,488,720 $ 1,027,125 $ 18,405 2% Use of Reserves $ - $ 426,000 $ 642,782 $ 170,000 $ (256,000) (60%) Capital Expenses $ 10,000 $ 426,000 $ 426,000 $ 170,000 $ (256,000) (60%) Services: Risk/Workers' Compensation Management Fund - The Risk Management Fund is used to account for the program(s) used for workers' compensation, general liability, and property claims. Personnel by Division: Actual Budgeted Estimated Budgeted FY 18 FY 19 FY 19 FY 20 Risk/WC Management Fund 0.50 0.50 0.50 0.50 Services Levels: Workers' Comp Claims Risk Claims 70 ■ In -House 80 ■ In -House 60 •TML 70 ■TML 50 ■ 60 40 50 30 40 30 20 20 10 10 FY2017 FY2018 FY2019 FY2017 FY2018 FY2019 132 H E C I T Y 0 EULESS 133 Capital Improvements 134 ACTUAL BUDGET ESTIMATED BUDGET CAPITAL PROJECTS FUND SUMMARY FY2017-18 FY2018-19 FY2018-19 FY2019-20 BEGINNING FUND BALANCE $ 19,768,355 $ 29,934,928 $ 29,934,928 $ 9,146,082 REVENUES Property Tax $ - $ $ $ - Gross Receipts Tax $ - $ $ $ - General Sales Tax $ - $ $ $ - Selective Sales Tax $ - $ $ $ - Fines/Fee/Penalties $ - $ - $ $ 392,886 License/Permits $ - $ $ $ - Interest Income $ 402,903 $ 44,359 $ 1,045,261 $ - Intergovernmental Revenue $ 269,101 $ 655,159 $ 733,873 $ 346,191 Charges for Services $ 999,349 $ 7,678 $ 580,093 $ - Miscellaneous/Rental Income $ 78,050 $ 58,583 $ 45,222 $ - Other Financing Sources $ 9,302,433 $ 24,176,299 $ 24,611,760 $ 11,714,810 Revenues before Transfers $ 11,051,836 $ 24,942,078 $ 27,016,209 $ 12,453,887 Transfers from Other Funds $ 10,819,000 $ 11,829,403 $ 7,216,841 $ 6,595,029 TOTAL REVENUES $ 21,870,836 $ 36,771,481 $ 34,233,050 $ 19,048,916 TOTAL RESOURCES $ 41,639,191 $ 66,706,409 $ 64,167,978 $ 28,194,998 EXPENDITURES Personal Services $ - $ - $ - $ - Professional/Technical Services $ 1,050,629 $ 2,342,166 $ 2,844,052 $ 1,121,920 Contractual Services $ 74,523 $ 25,000 $ 125,462 $ - Utilities $ 100,000 $ 100,000 $ 100,000 $ 100,000 Maintenance $ 11,909 $ - $ 38,091 $ - Other Services/Contingencies $ - $ 92,493 $ 387,515 $ 825,658 Insurance $ - $ - $ - $ - General & Administrative $ 142 $ - $ - $ - Rebates/Incentives $ 4,604,140 $ 25,000 $ 1,431,781 $ 25,000 Supplies $ 26,173 $ - $ 74,696 $ 25,000 Capital Improvements Projects $ 3,270,650 $ 29,549,800 $ 49,217,554 $ 17,080,035 Debt Service/Bank Charges $ 127,629 $ 284,020 $ 394,576 $ 312,840 Expenditures before Transfers $ 9,265,795 $ 32,418,479 $ 54,613,727 $ 19,490,453 Transfer to Other Funds $ 2,438,468 $ 375,418 $ 408,169 $ 592,274 TOTAL EXPENDITURES $ 11,704,263 $ 32,793,897 $ 55,021,896 $ 20,082,727 ENDING FUND BALANCE $ 29,934,928 $ 33,912,512 $ 9,146,082 $ 8,112,271 Capital Projects are funded over the life of the project. Unspent appropriations roll over from year to year until the project is complete. Most appropriations will be spent by the end of the fiscal year, with the exception of escrow funds and impact fees. 135 CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program (CIP) is a process by which the City designs a multi -year plan for major capital expenditures. Due to the tremendous growth of the capital projects program, and the amount of detail required for these projects, a separate document is provided for the Capital Improvement Program. Generally the CIP includes improvements that are relatively expensive, are non -recurring, have a multi -year useful life, and like capital outlay items, result in fixed assets. These include the construction and acquisition of new buildings, additions to or renovations of existing buildings, construction of streets, drainage improvements, land purchases, and water and wastewater utility lines. This is a very progressive process, with projects being added and deleted from the funded and unfunded lists as they move through the project completion phase. A. Preparation — The City's capital budget will include all capital project funds and all capital resources. The budget will be prepared annually in conjunction with the operating budget. The capital budget will be compiled by the Finance Director with the involvement of all required City departmental project managers. Integration of the fiscal impact of capital improvements on the operating budget will be monitored. B. Definition — Facilities include any structures or properties owned by the City, the land upon which the facility is situated for the provision of City services, and the initial furniture, fixtures, equipment, and apparatus necessary to put the facility in service. Facilities include, but are not limited to the following: administrative offices, parks, service centers and storage yards, recreation centers, libraries, fire stations, jails and courts, and water and sewer related structures. C. Infrastructure — Includes permanently installed facilities, generally placed underground or at grade, which form the basis for the provision of City services. Typically included are thoroughfares, bridges, water and wastewater lines, drainage channels, and storm sewers. D. Control — All capital project expenditures must be appropriated in the capital budget. The Finance Department must certify the availability of such appropriations or the availability of resources so an appropriation can be made before a capital project contract is presented by the City Manager to the City Council for approval. E. Program Planning — The capital budget will include capital improvements program plans for future years. The planning time frame should normally be at least five years. The replacement and maintenance for capital items should be projected for the next five years. Future maintenance and operations will be determined, so that these costs can be considered in the operating budget. F. Alternate Resources — Where applicable, assessments, impact fees, pro-rata charges, or other user -based fees should be used to fund capital projects which have a primary benefit to specified property owners. Drainage Utility revenues are established to fund small citywide drainage projects. Single large drainage projects will be funded by debt. G. Debt Financing — Recognizing that debt is usually a more expensive financing method, alternative financing sources will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with expected lives which equal or exceed the average life of the debt issue. The exceptions to this requirement are the traditional costs of marketing and issuing the debt, capitalized labor for design and construction of capital projects, and small component parts which are attached to major equipment purchases. H. Infrastructure Maintenance — The City recognizes that deferred street maintenance increases future capital costs by an estimated five- to ten -fold. Therefore, a portion of the General Fund budget will be set aside each year to maintain the quality of streets. The amount will be established annually. I. Reportinq — Periodic financial reports will be prepared to enable the Department Managers to manage their capital budgets and to enable the Finance Department to monitor and control the capital budget as authorized by the City Manager. 136 CITY OF EULESS CAPITAL IMPROVEMENT PROJECTS DATE: June 25, 1991 PREPARED BY: Finance Department Rev. July 15, 1992 RE: Capital Improvements APPROVED BY: City Manager PURPOSE Pursuant to City of Euless Charter, Article VII, Section 2, Paragraph (5) and (6), the City Manager's Office will present annually a statement of capital expenditures for the next fiscal year and provisions for financing, as well as a five-year project listing. SCOPE & NECESSARY ELEMENTS All City improvements to be considered by City Council will be presented utilizing these guidelines. Proper planning, consistency, and uniformity will provide better format for public consumption of information. Initial Necessary Elements: 1. Project Name or Title 2. Estimated cost of an improvement project 3. Anticipated method of funding 4. Some form of priority rating 5. Scheduling fiscal year 6. Account number to which the project is to be charged III. RESPONSIBILITIES & TYPES OF PLANS Water Projects — Any project intended to improve or expand the water production and distribution system, capabilities, or facilities of the City of Euless is a water project. Responsibility rests with the Public Works Department. Wastewater Projects — Any project that is intended to improve, expand, or extend some portion of the wastewater collection system or the wastewater treatment facilities of the City of Euless. Responsibility rests with the Public Works Department. Park Projects — Improvements and additions to the City Park and open -space system. The responsibility rests with the Community Services Department. Traffic Control Projects — Improvements and additions to the City traffic control system including signal relocation, upgrading and new installation and other devices for improving traffic control represents Traffic Control projects. Responsibility rests with the Engineering Department. Street Projects — These projects include the construction or major redevelopment of streets and thoroughfares, which include project engineering and drainage improvements incidental to the thoroughfare improvement. Responsibility rests with the Public Works Department. Drainage Projects — This category includes new development drainage, major drainage, and designated project drainage independent from street construction, and thus separate and distinct from drainage incidental to street or thoroughfare improvements. Responsibility rests with the Public Works Department. 137 Golf Projects — This project type includes the sites, planning and construction of Golf Course facilities, including course, driving range, maintenance, and clubhouse. This facility is normally a one-time project. Responsibility rests with the Community Services Department. Athletic Complex — These projects include the construction of all recreational facilities, including volley ball, soccer fields, youth baseball fields, concessions, and batting cages. Responsibility rests with the Community Services Department. Softball — These projects include land acquisition, renovations/improvements, and additions to the softball complex and related facilities of the City of Euless. Responsibility rests with the Community Services Department. Half -Cent Sales Tax — These projects include the construction of a new library, additions to park facilities and park improvements, and economic development related projects. Responsibility rests with the City Manager and respective departmental directors. Fire — Fire projects are those which involve the renovation, acquisition or construction of equipment or facilities for fire protection. Responsibility rests with the Fire Department. CATEGORIZED GUIDELINES FOR CLASSIFYING PROJECT: Land — All expenditures for the acquisition of land (for the purpose of long-term use by the City) should be included. Payments of damage claims arising from the taking of or the use of the land as well as the acquisition in fee simple would be included. Structures — All expenditures for the structures, including not only construction costs, but also architectural, engineering, legal and related expenses would be included. However, small structures of relatively nominal value, such as a metal storage shed, would be excluded from the C.I.P. As a general rule of thumb, somewhere in the range of $25,000 is considered the minimum structure cost for inclusion in the C.I.P., and it should have an expected useful life of at least ten years. Machinery — All expenditures for machinery that is a part of structures at the time of initial acquisition or construction of the structure should be included. Additionally, expenditures for machinery which constitute a substantial upgrading or renovation of an existing structure should be included. A general rule of thumb for C.I.P. inclusion for such machinery outlays is a minimum cost of approximately $10,000 and an expected useful life of ten years. Vehicular Equipment — Vehicular equipment is not generally considered appropriate as an item for the C.I.P. due to the relatively nominal unit cost and short life. However, heavy equipment may be included using the machinery and equipment guidelines: $25,000 minimum cost and at least ten years of expected useful life. Furnishing and Office Equipment — The total furnishings for a new facility addition may constitute a C.I.P. item. Each such case must be considered individually. However, the machinery and equipment rule of thumb of ten years minimum expected useful life and $10,000 cost (total furnishing cost for new facility or addition) may be used as a general guideline. Office equipment is not considered a proper C.I.P. item. Thoroughfares and Utility Lines — All expenditures for thoroughfare and utility line construction, engineering, legal and related expenses should be included. Preliminary Plans, Investigation and Studies — For many projects, substantial sums are required for preliminary plans, investigations and studies. Ordinarily, such inquiries (if aimed at possible capital outlays of the charter that would be admitted to the C.I.P. under the previous categories) would be included in the capital program. 138 Landscaping — All landscaping expenditures for new or existing facilities may qualify as a C.I.P. item. Each case will be considered individually. As a rule of thumb, costs of approximately $10,000 are considered. Grant -In -Aid Items — All expenditures of grant, matching or participating moneys from other governmental entities or private contributors (Foundations) which are expended in conjunction with City funds for Capital Improvements Projects. IV. DEFINITIONS Definition of Program - A Capital Improvement Program is a list of public physical improvements scheduled over a period of time taking project priority and financial capability into account. Definition of Capital Improvement - Any major non -recurring expenditure or any expenditure for physical facilities of government, such as cost for acquisition of land or interest in land; construction of buildings or other structures, including additions or major alterations; construction of highways or utility lines; fixed equipment; landscaping and similar expenditures. Webster's Definition of "Project" - "A specific plan or design; scheme; an idea; a planned undertaking; a large usually government -supported undertaking." V. PROCEDURES In conjunction with the annual operational budget cycle, input will be received from appropriate departments by the City Manager's Office for inclusion in the C.I.P. budget for presentation to City Council. 139 CURRENT CAPITAL PROJECTS FUNDS Water and Wastewater Construction Fund — Used to account for the financing and construction of various water and sewer mains. Proceeds are from the sale of revenue bonds, contributions from other agencies, capital recovery fees, and water and sewer operating transfers. Water Impact Fee Fund - Used to account for the construction of projects funded by the water impact fees. These funds are legally restricted to items identified in the water impact fee study. Wastewater Impact Fee Fund - Used to account for the construction of projects funded by the wastewater impact fees. These funds are legally restricted to items identified in the wastewater impact fee study. Drainage Improvement Fund — Used to account for the financing and construction of various drainage projects. Proceeds are from the sale of drainage revenue bonds and monthly billings. Texas Star Sports Complex Capital Fund — Used to account for the financing, renovation, and construction of the sports facilities projects. Proceeds are from inter -fund transfer, operating reserves, gas royalties, and interest income. Texas Star Golf Course Capital Fund — Used to account for the financing and construction of capital improvements at the golf course, clubhouse, and conference center. Proceeds are from gas royalties, excess reserves, and interest income. Street Construction Fund — Used to account for the financing and construction of various street infrastructures. Proceeds are from the sale of general obligation bonds, certificates of obligation, contributions from other agencies, and accumulated cash reserves. General Construction Fund — Used to account for bond proceeds and accumulated cash reserves related to general facility improvements such as fire stations and campus improvements. Car Rental Tax Capital Projects Fund — Used to account for any ongoing projects or construction projects funded from this revenue source. EDC Capital Fund — Used to account for the financing and construction of Euless Development Corporation approved projects, currently include Parks, Library, and Economic Development. Proceeds are from the sale of revenue bonds, sales tax collections, and interest earnings. Redevelopment Fund- Used to account for any land acquisition and revitalization projects designed to enhance the development of deteriorating areas throughout the community. Developer Contribution (Escrow) Fund- Used to account for funds received for the purposes of making new and future improvements to various development areas within the City. Midtown Development Fund- Used to account for the financing and construction of various street, water, wastewater, drainage, and other infrastructure improvements in the area generally known as Midtown on the south side of State Highway 183. This fund will be used to account for proceeds from the sale of certificates of obligation. 140 CITY OF EULESS CAPITAL IMPROVEMENT PROGRAM The City of Euless has developed and produced under separate cover a Capital Improvements Program. This program is reviewed annually to reflect changing priorities. It provides a framework for identifying capital requirements, scheduling projects over multiple years, coordinating related projects, and identifying future fiscal impact. This document details all capital projects that have been identified to date and meets the requirements of the City Charter. Article VII, Section 2 (4) requires "A statement proposing any capital expenditures deemed necessary for undertaking during the next budget year and recommended provisions for financing." Section 2 (5) further requires "A list of capital projects which should be undertaken within the five (5) next succeeding years." Excerpts from the Capital Improvements Program publication have been summarized in the Operating Budget document for your convenience. Formal City Council Adoption of the Capital Improvement Program indicates the City's commitment to the plan, but does not in itself authorize expenditures. The necessary funding mechanisms must be adopted each year to pay for the improvements. Each year, the Capital Improvement Program includes a thorough review process similar to the operating budget. A Capital Improvement Program Fund Balance Summary has been provided that reflects all resources currently available and projected resources for the upcoming budget year. This summary reflects capital expenditures that were approved during the budget process, lists all capital projects presented during FY2019-20 for approval, and verifies that resources are currently available to fund all these projects. As projects are approved by the City Council, they will be moved from the "Unfunded" section of the Capital Improvement Program to the "Funded" section. Summaries of Funded and Unfunded Projects have been provided in this section and each summary contains five major categories including Drainage Projects, Street Projects, Wastewater Projects, Water Projects, and Other Projects. Unfunded projects have been prioritized into three categories. Priority A indicates that the project was presented for the FY2019-20 budget. Priority B indicates that projects will be presented to Council within two to five years. Priority C indicates that projects will not begin for at least 5 years. For more detail information on capital projects and their possible impact on operating budgets refer to the Capital Improvements Program document. The following table summarizes budgets for Funded Projects. Unfunded Projects have also been summarized by category and priority. Funded Projects Drainage $ 2,017,011 Street $ 20,689,881 Wastewater $ 2,748,628 Water $ 27,567,819 Other $ 34,959,142 Total Funded 87,982,481 Priority A $ -0- $ 1,440,000 $ 1,028,486 $ 440,000 $ 14,198,630 $ 17,107,116 Unfunded Projects Priority B $ 300,000 $ 4,150,000 $ 2,858,400 $ 2,365,000 $ 5,316,609 $ 14,990,009 Total Unfunded Projects Priority C 32,097,125 WE Fund Balance Summary - Capital Estimated FY19 and Budgeted FY20 Capital Improvement Projects EDC Developer's Streets Half -Cent General Escrow CIP CIP CIP Beg. Working Capital FY19 $2,268,071 $9,615,409 $2,360,306 $1,578,579 FY19 Estimated Revenues 75,848 13,868,584 2,604,426 283,263 Total Available: 2,343,919 23,483,993 4,964,732 1,861,842 FY19 Estimated Project Expenditures (32,753) Total Expenses: (32,753) (23,064,553) (23,064,553) (4,777,638) (4,777,638) (131,698) (131,698) Estimated Working Capital FY19 $2,311,166 $419,440 $187,094 $1,730,144 FY20 Budgeted Revenues 0 1,304,775 4,629,810 7,536,622 Total Available: 2,311,166 1,724,215 4,816,904 9,266,766 FY20 Project Expenditures (50,000) Total Expenses: (50,000) (1,465,000) (1,465,000) (4,704,810) (4,704,810) (7,335,000) (7,335,000) Estimated Working Capital FY20 $2,261,166 $259,215 $112,094 $1,931,766 FY20 Projects Miscellaneous Screening Wall Repair 0 25,000 0 0 FY2020 Street Improvements 0 975,000 0 0 Glade Road Reconstruction -East of Highway 360 0 150,000 0 0 Traffic Signal -Cheek Sparger Road at Heritage Avenue 50,000 315,000 0 0 Incentives 0 0 25,000 0 Contingency 0 0 75,000 0 Miscellaneous Park Improvements 0 0 200,000 0 Park Irrigation 0 0 25,000 0 Texas Star Sports Complex Phase VII Construction 0 0 4,379,810 0 Fire Station #1 0 0 0 7,335,000 Total FY20 Projects $50,000 $1,465,000 $4,704,810 $7,335,000 142 Fund Balance Summary - Capital Estimated FY19 and Budgeted FY20 Capital Improvement Projects FY19 Estimated Revenues Redevelopment Development CIP CIP 530,010 Total Available: 1,868,749 Rental Tax TSGC TSSC CIP CIP CIP 999,725 3,163,709 118,689 185,632 1,382,077 5,305,947 305,374 201,883 FY19 Estimated Project Expenditures (1,858,937) (1,382,077) (4,871,699) (293,873) 0 Total Expenses: (1,858,937) (1,382,077) (4,871,699) (293,873) 0 Estimated Working Capital FY19 $9,812 $0 $434,248 $11,501 $201,883 FY20 Budgeted Revenues 1,000,000 0 1,953,820 215,337 0 Total Available: 1,009,812 0 2,388,068 226,838 201,883 FY20 Project Expenditures (1,000,000) 0 (2,335,070) (215,337) (100,000) Total Expenses: (1,000,000) 0 (2,335,070) (215,337) 10( 0,000) Estimated Working Capital FY20 $9,812 $0 $52,998 $11,501 $101,883 FY20 Projects Redevelopment 1,000,000 0 0 0 0 Traffic Signal -Cheek Sparger Rd. at Heritage Ave. 0 0 66,250 0 0 Texas Star Slope Wall Protection Phase 1 0 0 315,000 0 0 Wilshire Park Upgrades 0 0 1,953,820 0 0 Transfer to Softball World 0 0 0 0 100,000 TSGC Misc. Improvements 0 0 0 115,000 0 #9 Fairway Gabion Wall 0 0 0 100,337 0 Total FY20 Projects $1,000,000 $0 $2,335,070 $215,337 $100,000 143 Fund Balance Summary - Capital Estimated FY19 and Budgeted FY20 Capital Improvement Projects Water Wastewater W&WW Impact Impact Drainage CIP Fee Fee CIP Beg. Working Capital FY19 $5,892,789 $2,167,501 $728,176 $1,257,832 FY19 Estimated Revenues 11,665,739 481,811 Total Available: 17,558,528 2,649,312 145,872 874,048 109,742 1,367,574 FY19 Estimated Project Expenditures (16,836,483) (375,418) (100,000) (1,296,767) Total Expenses: (16,836,483) (375,418) (100,000) (1,296,767) Estimated Working Capital FY19 $722,045 $2,273,894 $774,048 $70,807 FY20 Budgeted Revenues 2,358,552 0 0 50,000 Total Available: 3,080,597 2,273,894 774,048 120,807 FY20 Project Expenditures (2,351,486) (376,024) (100,000) (50,000) Total Expenses: (2,351,486) (376,024) (100,000) (50,000) Estimated Working Capital FY20 $729,111 $1,897,870 $674,048 $70,807 FY20 Projects Wastewater Line Replacement 635,600 0 0 0 Wastewater Line Replacement-CDBG 392,886 0 0 0 Valve Replacement 125,000 0 0 0 Meters/Transponders/Leak Detection 158,000 0 0 0 Water Line Replacement 440,000 0 0 0 Well Replacement Construction - Fuller/Far North 600,000 0 0 0 Water Tank Debt Payment 0 258,230 0 0 Reclaimed Water Line Extension Debt Payment 0 117,794 0 0 TRA Payments 0 0 100,000 0 Miscellaneous Drainage Improvements 0 0 0 50,000 Total FY20 Projects $2,351,486 $376,024 $100,000 $50,000 `«1 CAPITAL IMPROVEMENT PROGRAMS FY2020 PROPOSED & UNFUNDED PROJECTS - SORTED BY TYPE PROPOSED METHOD OF FINANCING Project Description Priority Estimated Cost Operating Fund CIP Fund Balance Bond Sale Grants/ Contributions Impact Fees Escrow Funds Car Rental Tax Other EDC To Be Determined DRAINAGE PROJECTS None Current) A $ Sub -Total Drainage Priority A -Proposed FY2020 $ K nette Drive Storm Drain Installation (22) B $ 300,000 XX Sub -Total Drainage Priority B-Unfunded $ 300,000 Chittam Drive Storm Drain Installation C TBD " XX Little Bear Creek Drainage Improvements C TBD XX Sub -Total Drainage Priority C-Unfunded $ DRAINAGE PROJECTS - TOTAL $ 300,000 STREET PROJECTS FY2020 Street Improvements A $ 975,000 XX Glade Road Reconstruction -East of Highway 360 A $ 150,000 XX Traffic Signal -Cheek Spar er Road at Heritage Avenue A $ 315,000 $ 66,250 $50,0001 $ 198,750 Sub -Total Street Priority A -Proposed FY2020 $ 1,440,000 FY2021 Street Improvements (21) B $ 1,000,000 XX FY2022 Street Improvements (22) B $ 1,025,000 XX FY2023 Street Improvements (23) B $ 1,050,000 XX FY2024 Street Improvements (24) B $ 1,075,000 XX Sub -Total Street Priority B-Unfunded $ 4,150,000 Cresthaven Drive Reconstruction C TBD XX E Alexander Lane Reconstruction C TBD XX Ross Avenue Extension C TBD XX Vine Street Reconstruction-SH183 to SH10 C TBD XX Sub -Total Street Priority C-Unfunded $ STREET PROJECTS - TOTAL $ 5,590,060 WASTEWATER PROJECTS FY2020 45th CDBG LR: Midway Park 2nd Addition Phase I A $ 392,886 XX LR: Midway Park 3rd Addition Phase I A $ 446,600 XX LR: North Main Street A $ 189,000 XX Sub -Total Wastewater PriorityA-ProposedFY2020 $ 1,028,486 FY2021 46th CDBG LR: Del Paso Street Phase 1 (21) B $ 299,000 XX LR: Midway Park 3rd Addition Phase 11 (21) B $ 487,400 XX LR: SH10 @ Main Street (21) B $ 121,000 XX LR: Cedar Hill Estates South Phase 1 (22) B $ 378,000 XX FY2022 47th CDBG LR: Del Paso Street Ph 11 & Midway Park 2nd Addition Ph 11 (22) B $ 282,000 XX LR: Cedar Hill Estates South Phase 11 (23) B $ 368,000 XX FY2023 48th CDBG LR: Midway Park 2nd Addition Ph III & Euless Jr. H.S. Ph 1 (23) B $ 287,000 XX FY2024 49th CDBG LR: Euless Junior High School Phase 11 (24) B $ 284,000 XX LR: Oakwood Terrace North Phase 1 (24) B $ 352,000 XX Sub -Total Wastewater Priority B-Unfunded $ 2,858,400 LR: Oakwood Terrace North Phase II C TBD XX Sub -Total Wastewater Priority -Un ended WASTEWATER PROJECTS - TOTAL $ 3,886,886 LR = Line Replacement 1 Preliminary cost estimate of $1,186,000. CAPITAL IMPROVEMENT PROGRAMS FY2020 PROPOSED & UNFUNDED PROJECTS - SORTED BY TYPE PROPOSED METHOD OF FINANCING Project Description Priority Estimated Cost Operating Fund CIP Fund Balance Bond Sale Grants/ Contributions Impact Fees Escrow Funds Car Rental Tax Other EDC To Be Determined WATER PROJECTS LR: Alexander Lane A $ 440,000 XX Sub -Total Water Priority A -Proposed FY2020 $ 440,000 LR: Dunaway Drive (21) B $ 450,000 XX LR: Bell -Hi Addition Phase 1 (22) B $ 225,000 XX LR: Huntington Drive (22) B $ 450,000 XX LR: Bell -Hi Addition Phase 11 (23) B $ 200,000 XX LR: Dickey Drive (23) B $ 565,000 XX LR: Midway Park 1 st Addition (24) B $ 475,000 XX Sub -Total Water Priority B-Unfunded $ 2,365,000 1 Mil Well Replacement C TBD XX LR: Midway Park 3rd Addition C TBD XX Reclaimed Water Line Extension Phase IV C TBD XX LR: Sagebrush Trail C TBD XX SH360 Water Crossing C TBD XX LR: Sotogrande Boulevard C TBD XX Sub -Total Water Priority C-Unfunded $ WATER PROJECTS -TOTAL $ 2,805,000 OTHER PROJECTS Fire Station #1 A $ 7,550,000 $ 215,000 $ 7,335,000 Texas Star Slope Wall Protection Phase I A $ 315,000 XX Texas Star Sports Complex Phase VI Construction A $ 4,379,810 XX Wilshire Park Upgrades A $ 1,953,820 XX Sub -Total Other Priority A -Proposed FY2020 $ 14,198,630 Carr Park Trail Connection (21) B $ 241,100 XX Kiddie Carr Park Improvements (21) B $ 893,500 XX Blessing Branch Park Improvements (24) B $ 365,064 XX Texas Star Sports Complex Phase Vi ll (24) B $ 3,816,945 XX Sub -Total Other Priority El -Unfunded $ 5,316,609 Animal Shelter Expansion/Renovation C TBD XX South Euless Park Upgrades C TBD XX Trail Enhancements Phase I C TBD XX Trail Enhancements Phase 11 C TBD XX Trail Enhancements Villages of Bear Creek C TBD XX Trailwood Park Improvements C TBD XX Sub -Total Other Priority C-Unfunded $ OTHER PROJECTS - TOTAL 1 $ 19,515,239 LR = Line Replacement CAPITAL IMPROVEMENTS PROGRAM FUNDED PROJECTS SUMMARY Project Number Project Description Budget as of 5/31118 Appropriation/ Amendment Budget as of 5131119 Expended as of 5131/19 Remaining Funds Revised Project Cost Estimates Unfundedl (Excess Funding) DRAINAGE PROJECTS DR9903 Misc. Drainage Improvements $ 1,117,011 $ 80,000 $ 1,197,011 $ 589,995 $ 607,016 $ 1,247,011 $ 50,000 DR1101 Flooding Mitigation $ 500,000 $ - $ 500,000 $ 18,334 $ 481,666 $ 500,000 $ - DR1201 Misc. Creek Maintenance (min bal $100,000) $ 270,000 $ $ 270,000 $ 116,316 $ 153,684 $ 270,000 $ FB9902 Fund Balance - Drainage CIP $ - $ $ - $ - $ - $ - $ 61,664 Sub -Total Drainage Projects $ 1,887,011 $ 80,000 $ 1,967,011 $ 724,645 $ 1,242,366 $ 2,017,011 $ (11,664) STREET PROJECTS PS1203 Misc. Street Repairs (min bal $150,000) $ 811,000 $ 115,500 $ 926,500 $ 732,586 $ 193,914 $ 926,500 $ PS1601 East Harwood Road Extension $ 100,000 $ - $ 100,000 $ - $ 100,000 $ 100,000 $ PS1802 FY2018 Street Reconstruction -Fuller Wiser Rd./Bear Creek Pk . $ 6,030,620 $ 168,189 $ 6,198,809 $ 130,643 $ 6,068,166 $ 6,198,809 $ PS1901 FY2019 Street Improvements $ - $ 950,000 $ 950,000 $ 727,465 $ 222,535 $ 950,000 $ PS1902 FY2019 Street Reconstruction -Pi eline/Hi hland/Harwood/Mills $ $ 12,464,572 $ 12,464,572 $ 14,375 $ 12,450,197 $ 12,464,572 $ - PS1903 I Misc. Scre ning Wall Repair $ $ 25,000 $ 25,000 $ - $ 25,000 $ 50,000 $ 25,000 FB9907 I Fund Balance - Street CIP $ $ - $ - $ - $ - $ - $ 241,651 Sub -Total Street Projects $ 6,941,620 $ 13,723,261 $ 20,664,881 $ 1,605,069 $ 19,059,812 $ 20,689,881 $ (216,651) WASTEWATER PROJECTS WW0002 Misc. Wastewater Rehab (min bal $100,000) $ 756,086 $ 25,000 $ 781,086 $ 665,742 $ 115,344 $ 781,086 $ - WW0605 TRA Wastewater Payments - Impact $ 980,000 $ 100,000 $ 1,080,000 $ 980,000 $ 100,000 $ 1,180,000 $ 100,000 WW 1901 Line Replacement - Cedar Hill Estates North $ - $ 409,903 $ 409,903 $ 11,134 $ 398,769 $ 409,903 $ - W W 1902 FY2019 44th CDBG LR: Oakwood Terrace Addition Phases III & IV $ $ 408,950 $ 408,950 $ - $ 408,950 $ 377,639 $ 31,311 FB9911 I FB - Wastewater Impact Restricted $ $ - $ - $ - $ - $ - $ 750,387 Sub -Total Wastewater Projects $ 1,736,086 $ 943,853 $ 2,679,939 $ 1,656,876 $ 1,023,063 $ 2,748,628 $ (681,698) WATER PROJECTS WT0001 Misc. Water Rehab (min bal $150,000) $ 953,511 $ - $ 953,511 $ 795,631 $ 157,880 $ 953,511 $ - WT0101 Water Tank Debt Payment -impact $ 4,726,414 $ 255,674 $ 4,982,088 $ 4,896,854 $ 85,234 $ 5,240,318 $ 258,230 WT0104 Well Repairs $ 1,688,992 $ - $ 1,688,992 $ 1,598,065 $ 90,927 $ 1,688,992 $ - WT0803 Meters/Transponders/Leak Detection (annual transfer $158,000) $ 2,036,671 $ 166,273 $ 2,202,944 $ 1,260,725 $ 942,219 $ 2,360,944 $ 158,000 WT1403 Reclaimed Water Line Extension Debt Payment -impact $ 601,145 $ 119,744 $ 720,889 $ 680,977 $ 39,912 $ 838,683 $ 117,794 WT1603 Misc. Valve Replacement (min bal $150,000) $ 265,000 $ 125,000 $ 390,000 $ 162,869 $ 227,131 $ 515,000 $ 125,000 WT1604 Reclaimed Water Line Extension Phase III $ 4,535,354 $ 87,344 $ 4,622,698 $ 1,568,945 $ 3,053,753 $ 4,622,698 $ - WT1802 Well Replacement-Fuller/Far North $ 783,480 $ 9,329,193 $ 10,112,673 $ 747,635 $ 9,365,038 $ 10,712,673 $ 600,000 WT1901 Line Replacement - K nette Drive $ - $ 635,000 $ 635,000 $ - $ 635,000 $ 635,000 $ - FB9910 I FB - Water Impact Restricted $ $ - $ - $ $ - $ - $ 2,167,105 FB9901 I FB - Water & Wastewater CIP $ $ - $ - $ $ - $ $ 262,834 Sub -Total Water Projects $ 15,590,567 $ 10,718,228 $ 26,308,795 $ 11,711,701 $ 14,597,094 $ 27,567,819 $ (1,170,915) "'Excess funding will be transferred to WIWW CIP Fund Balance. CAPITAL IMPROVEMENTS PROGRAM FUNDED PROJECTS SUMMARY Project Number Project Description Budget as of 5/31118 Appropriation/ Amendment Budget as of 5131119 Expended as of 5131/19 Remaining Funds Revised Project Cost Estimates Unfunded/ (Excess Funding) OTHER AC1901 Texas Star Sports Complex Phase VII Design $ - $ 150,000 $ 150,000 $ 15,694 $ 134,306 $ 150,000 $ CM0304 Entry Monument $ 135,782 $ - $ 135,782 $ 111,058 $ 24,724 $ 135,782 $ - CM0804 Redevelopment $ 3,696,002 $ 531,619 $ 4,227,621 $ 3,052,607 $ 1,175,014 $ 5,227,621 $ 1,000,000 CM1701 Municipal Plaza Improvements Phase II $ 266,733 $ - $ 266,733 $ 67,370 $ 199,363 $ 266,733 $ - DV9901 EDC Incentive Funds $ 1,375,854 $ 25,000 $ 1,400,854 $ 1,351,148 $ 49,706 $ 1,425,854 $ 25,000 ED1002 EDC Contingency $ 217,507 $ 32,493 $ 250,000 $ - $ 250,000 $ 325,000 $ 75,000 ED1601 Midtown Development $ 16,417,980 $ - $ 16,417,980 $ 15,348,780 $ 1,069,200 $ 16,417,980 $ - FM1201 ADA/TAS Facility Improvements (min bal $75,000) $ 115,000 $ 25,000 $ 140,000 $ 46,140 $ 93,860 $ 140,000 $ FM1708 Library Remodel $ 2,125,000 $ 5,185,908 $ 7,310,908 $ 1,321,868 $ 5,989,040 $ 7,310,908 $ - GC1801 TSGC Misc. Improvements (min bal $150,000) $ 247,180 $ 115,000 $ 362,180 $ 280,463 $ 81,717 $ 477,180 $ 115,000 PR0720 Misc. Park Improvements (min bal $100,000) $ 795,500 $ 122,753 $ 918,253 $ 809,522 $ 108,731 $ 1,118,253 $ 200,000 PR0804 Park Irrigation $ 250,000 $ - $ 250,000 $ 207,472 $ 42,528 $ 275,000 $ 25,000 PR1917 Carr Park Improvements $ - $ 1,688,831 $ 1,688,831 $ 837,618 $ 851,213 $ 1,688,831 $ - FB9906 FB-EDC CIP $ $ - $ - $ - $ - $ - $ (166,798) FB9908 FB-Texas Star Sports Complex CIP $ $ $ $ $ $ $ (200,725) FB9909 FB-General CIP $ $ $ $ $ $ $ (248,992) FB9913 FB-Car Rental CIP $ $ $ $ $ $ $ (393,733) FB9916 FB-TSGC CIP $ $ $ $ $ $ $ (10,889) Sub -Total Other Projects $ 25,642,538 $ 7,876,604 $ 33,519,142 $ 23,449,740 $ 10,069,402 $ 34,959,142 $ 418,863 TOTAL FUNDED PROJECTS $ 51,797,822 1 $ 33,341,946 $ 85,139,768 $ 39,148,031 $ 45,991,737 1 $ 87,982,481 1 $ (1,662,065) H E C I T Y 0 EULESS 149 Debt 150 ACTUAL BUDGET ESTIMATED BUDGET DEBT FUND SUMMARY FY2017-18 FY2018-19 FY2018-19 FY2019-20 BEGINNING FUND BALANCE $ 1,547,774 $ 2,3077571 $ 273077571 $ 276847159 REVENUES Property Taxes $ 3,983,867 $ 3,604,556 $ 3,867,279 $ 3,717,958 Gross Receipts Tax $ - $ - $ - $ - General Sales Tax $ - $ - $ - $ - Selective Sales Tax $ - $ - $ - $ - Fines/Fees/Penalties $ 16,257 $ 15,000 $ 12,000 $ 12,000 Licenses & Permits $ - $ - $ - $ - Interest Income $ 107,545 $ 83,400 $ 95,100 $ 77,700 Intergovernmental Revenue $ - $ - $ - $ - Charges for Service $ - $ - $ - $ - Miscellaneous/Rental Income $ 553,200 $ 495,000 $ 522,750 $ 495,000 Insurance/Risk/Other Financing Sources $ 769,585 $ - $ 192,082 $ - Revenues before Transfers $ 5,430,454 $ 4,197,956 $ 4,689,211 $ 4,302,658 Transfers from Other Funds $ 3,821,023 $ 4,799,928 $ 4,465,129 $ 4,956,129 TOTAL REVENUES $ 9,251,477 $ 8,997,884 $ 9,154,340 $ 9,258,787 TOTAL RESOURCES $ 10,799,251 $ 11,305,455 $ 11,461,911 $ 11,942,946 EXPENDITURES Personal Services $ - $ - $ - $ - Professional/Technical Services $ - $ - $ - $ 3,000 Contractual Services $ - $ - $ - $ - Utilities $ - $ - $ - $ - Maintenance $ - $ - $ - $ - Other Services/Contingencies $ - $ - $ - $ - Insurance $ - $ - $ - $ - General & Administrative $ - $ - $ - $ - Rebates/Incentives $ - $ - $ - $ - Supplies $ - $ - $ - $ - Capital Purchases (Equipment) $ - $ - $ - $ - Debt Service/Bank Charges $ 7,892,121 $ 9,067,231 $ 8,777,752 $ 9,298,349 Expenditures before Transfers $ 7,892,121 $ 9,067,231 $ 8,777,752 $ 9,301,349 Transfers to Other Funds $ 599,559 $ - $ - $ - TOTAL EXPENDITURES $ 8,491,680 $ 9,067,231 $ 8,777,752 $ 9,301,349 ENDING FUND BALANCE $ 2,307,571 $ 2,238,224 $ 2,684,159 $ 2,641,597 The decline in fund balance for FY2020 is a planned drawdown of excess reserves above recommended reserve levels in lieu of increasing tax rates. 151 ACTUAL BUDGET ESTIMATED BUDGET RESERVE FUND SUMMARY FY2017-18 FY2018-19 FY2018-19 FY2019-20 BEGINNING FUND BALANCE $ 6,966,584 $ 8,534,864 $ 8,534,864 $ 9,977,209 REVENUES Property Taxes $ - $ $ $ Gross Receipts Tax $ - $ $ $ General Sales Tax $ - $ $ $ Selective Sales Tax $ - $ $ - $ - Fines/Fees/Penalties $ " $ $ $ - Licenses & Permits $ - $ - $ - $ - Interest Income $ 67,752 $ 44,450 $ 87,843 $ 82,700 Intergovernmental Revenue $ - $ - $ - $ - Charges for Service $ - $ - $ - $ - Miscellaneous/Rental Income $ 2,016,066 $ 236,000 $ 1,274,524 $ 200,420 Insurance/Risk/Other Financing Sources $ - $ - $ - $ - Revenues before Transfers $ 2,083,818 $ 280,450 $ 1,362,367 $ 283,120 Transfers from Other Funds $ 41,015 $ 1,018,880 $ 748,057 $ 321,412 TOTAL REVENUES $ 2,124,833 $ 1,299,330 $ 2,110,424 $ 604,532 TOTAL RESOURCES $ 9,091,417 $ 9,834,194 $ 10,645,288 $ 10,581,741 EXPENDITURES Personal Services $ - $ $ $ Professional/Technical Services $ - $ $ $ Contractual Services $ - $ $ $ Utilities $ " $ $ $ Maintenance $ - $ $ $ - Other Services/Contingencies $ - $ - $ - $ - Insurance $ - $ - $ - $ - General & Administrative $ - $ - $ - $ - Rebates/Incentives $ - $ - $ - $ - Supplies $ - $ - $ - $ - Capital Purchases (Equipment) $ - $ - $ $ - Debt Service/Bank Charges $ - $ $ $ - Expenditures before Transfers $ - $ - $ - $ Transfers to Other Funds $ 556,553 $ 1,043,131 $ 668,079 $ 1,537,870 TOTAL EXPENDITURES $ 556,553 $ 1,043,131 $ 668,079 $ 1,537,870 ENDING FUND BALANCE $ 8,534,864 $ 8,791,063 $ 9,977,209 $ 9,043,871 The decline in fund balance for FY2020 is a planned drawdown of excess reserves to purchase capital equipment, fund one-time needs, and to cash flow capital improvement projects. 152 INTRODUCTION TO DEBT General Obligation: The existing debt obligation and individual issues are presented in this section with graphical representations as well. Existing debt level reflects twenty-two years of remaining payments with additional debt capacity as the structure begins to decline in 2021 with significant drops in 2022, and 2025 and falls again in 2035. The final debt service payment lies in fiscal year 2041. This debt structure also represents the following ratios: Debt to Current Debt Debt per Capita: Tax Base: to Revenue: City - $1,000 0.89% 11.8% General obligation ratios are favorable. Low debts to tax base ratios reveal the City's goal of not burdening the citizens with excessive debt. The portion of the tax rate that is dedicated for existing debt levels is approximately 18.28%, which is a fiscally sound level. The State of Texas limits the ad valorem tax rate to $2.50 per $100 valuation. Euless' adopted rate of $0.4625 falls well below this limit. Euless' financial policies address debt management. Excerpts from that section include the following * Long-term debt will not be used for operating purposes, and the life of the bonds will not exceed the useful life of the projects financed. * Full disclosure of operations will be made to the bond rating agencies. The City staff, with the assistance of fiscal advisors or bond counsel, will prepare the necessary materials for and presentation to the rating agencies. * The debt burden should be within the norm of comparable cities. Specifically, maintenance of capacity not to exceed the median per capita and per assessed valuation will be monitored. * The City will issue bonds with an average life of twenty (20) years or less in order to reduce net interest cost and maintain future flexibility by paying off debt earlier. The issuance should contribute to an overall curve that is relatively flat. Future debt issues will be considered within the parameters of the City's financial policies, ratios, supporting revenues, and political climate. Revenue: The City's revenue bonds are comprised of Water and Wastewater, and Sales Tax. Water and Wastewater The existing debt structure represents thirty years of remaining payments with a decline in 2021. The final payment lies in 2049. Current Revenue Bond Coverage for Water and Wastewater Bonds is 7.21 (see Table 12 of September 30, 2018 CAFR). 153 Sales Tax The City approved an additional sales tax of a half -cent under the 4b Economic Development legislation. The purpose of the sales tax is to fund library projects, parks projects, and economic development. The final payment on these bonds is scheduled for 2038. Current coverage ratio is 43.85 times, as calculated below: Gross Sales Tax Receipts $5,184,401 Avg. Annual Debt Service $118,221 43.85 Euless' financial policies also address revenue issues in the debt management section. Excerpts from that section include the following: * When appropriate, self-supporting revenues will pay debt service in lieu of tax revenues. The City has both revenue bonds and other indebtedness of the Water and Wastewater Fund. The City will maintain two coverage ratios: 1.50 for revenue bonds "technical average" and 1.25 for all indebtedness "practical coverage". The City will issue new debt for an Enterprise only after an "additional bonds" test has been applied. The City will issue bonds with an average life of twenty (20) years or less in order to reduce net interest cost and maintain future flexibility by paying off debt earlier. The issuance should contribute to an overall curve that is relatively flat. Bond Rating History RATING AGENCY TYPE DATES RATING Standard & Poor's G.O. 02/09 to present AA 6/04 to 02/09 AA- 4/84 to 6/04 A+ 4/84 A to A+ WW & SS 05/12 to present AA+ Revenue 9/08 to 05/12 AA 6/04 to 9/08 A+ 6/87 to 6/04 A 4/83 to 6/87 A - Prior to 4/83 BBB+ Moody's G.O. *04/10 to present Aa2 5/85 to 04/10 Al Prior to 5/85 A WW & SS Revenue *04/10 to present Aa2 6/04 to 04/10 Al 6/99 to 6/04 A2 1983 to 1999 A *Moody's recalibrated its rating designations in April of 2010. 154 ANNUAL DEBT SERVICE TOTAL GENERAL OBLIGATION AND REVENUE DEBT $10,000,000 $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 N SALES TAX % CENT GOLF W STAR CENTER o WATER & WASTEWATER N G.O.'S AND C.O.'S - 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 FISCAL YEAR GENERAL TOTAL ANNUAL DEBT SERVICE REQUIREMENTS SUMMARY OF TOTAL GENERAL OBLIGATION AND REVENUE DEBT & CERTIFICATES WATER & SALES TAX YEAR 2020 OF OBLIGATION $5,911,513 GOLFREQUIREMENTS $589,125 $1,486,355 $708,863 $118,750 $8,814,606 2021 $4,977,679 $594,125 $1,216,034 $712,495 $116,950 $7,617,282 2022 $4,077,604 $591,275 $1,208,393 $710,020 $120,150 $6,707,442 2023 $4,081,254 $590,444 $1,214,746 $706,020 $118,200 $6,710,664 2024 $3,918,159 $588,738 $1,209,786 $708,740 $116,250 $6,541,673 2025 $3,381,825 $591,072 $1,073,658 $715,140 $119,300 $5,880,995 2026 $3,381,050 $587,419 $1,069,201 $0 $117,200 $5,154,870 2027 $3,387,475 $592,678 $1,073,835 $0 $119,400 $5,173,388 2028 $3,385,619 $0 $1,071,924 $0 $116,400 $4,573,942 2029 $3,388,006 $0 $1,074,096 $0 $118,400 $4,580,502 2030 $3,386,307 $0 $1,075,181 $0 $120,200 $4,581,688 2031 $3,148,409 $0 $1,074,672 $0 $116,800 $4,339,881 2032 $3,149,966 $0 $1,083,190 $0 $118,400 $4,351,555 2033 $3,151,272 $0 $1,075,675 $0 $119,800 $4,346,747 2034 $3,154,319 $0 $947,371 $0 $116,000 $4,217,690 2035 $2,723,778 $0 $954,407 $0 $117,200 $3,795,385 2036 $2,499,331 $0 $540,758 $0 $118,200 $3,158,289 2037 $2,502,225 $0 $539,444 $0 $119,000 $3,160,669 2038 $2,496,791 $0 $537,826 $0 $119,600 $3,154,216 2039 $1,859,413 $0 $380,949 $0 $0 $2,240,361 2040 $999,725 $0 $381,181 $0 $0 $1,380,906 2041 $589,425 $0 $381,208 $0 $0 $970,633 2042 $0 $0 $381,060 $0 $0 $381,060 2043 $0 $0 $380,767 $0 $0 $380,767 2044 $0 $0 $380,327 $0 $0 $380,327 2045 $0 $0 $379,773 $0 $0 $379,773 2046 $0 $0 $379,103 $0 $0 $379,103 2047 $0 $0 $383,316 $0 $0 $383,316 2048 $0 $0 $382,330 $0 $0 $382,330 2049 $0 $0 $381,225 $0 $0 $381,225 TOTAL $69,551,144 $4,724,875 $23,717,786 $4,261,278 $2,246,200 $104,501,282 155 $ 6, 500, 000 $6,000,000 $5, 500, 000 $5,000,000 $4, 500, 000 $4,000,000 $3, 500, 000 $3,000,000 $ 2, 500, 000 $2,000,000 $1, 500, 000 $1, 000, 000 $500,000 $0 Total General Obligation Debt Composition of Debt Service - Interest Principal 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF GENERAL OBLIGATION DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 2020 $1,964,919 $3,946,595 $5,911,513 2021 $1,622,171 $3,355,508 $4,977,679 2022 $1,502,996 $2,574,608 $4,077,604 2023 $1,412,458 $2,668,796 $4,081,254 2024 $1,313,159 $2,605,000 $3,918,159 2025 $1,236,825 $2,145,000 $3,381,825 2026 $1,161,050 $2,220,000 $3,381,050 2027 $1,082,475 $2,305,000 $3,387,475 2028 $1,000,619 $2,385,000 $3,385,619 2029 $913,006 $2,475,000 $3,388,006 2030 $821,307 $2,565,000 $3,386,307 2031 $728,409 $2,420,000 $3,148,409 2032 $644,966 $2,505,000 $3,149,966 2033 $561,272 $2,590,000 $3,151,272 2034 $474,319 $2,680,000 $3,154,319 2035 $383,778 $2,340,000 $2,723,778 2036 $309,331 $2,190,000 $2,499,331 2037 $237,225 $2,265,000 $2,502,225 2038 $161,791 $2,335,000 $2,496,791 2039 $94,413 $1,765,000 $1,859,413 2040 $49,725 $950,000 $999,725 2041 $9,425 $580,000 $589,425 TOTAL $17,685,638 $51,865,506 $69,551,144 156 Tax -Supported General Obligation Debt Composition of Debt Service $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1, 500, 000 $1,000, 000 $500,000 $0 OWN 2020 2022 2024 2026 2028 2030 Fiscal Year u Interest a Principal 2032 2034 2036 2038 DEBT SERVICE REQUIREMENTS SUMMARY OF TAX -SUPPORTED GENERAL OBLIGATION DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 2020 $1,143,837 $2,876,595 $4,020,432 2021 $837,264 $2,255,508 $3,092,772 2022 $755,415 $1,439,608 $2,195,022 2023 $709,101 $1,483,796 $2,192,897 2024 $661,728 $1,380,000 $2,041,728 2025 $621,169 $8807000 $1, 501,169 2026 $585,269 $915,000 $1,500,269 2027 $547,869 $955,000 $1,502,869 2028 $508,969 $990,000 $1,498,969 2029 $465,644 $1,035,000 $1,500,644 2030 $419,970 $1,080,000 $1,499,970 2031 $374,694 $1,125,000 $1,499,694 2032 $330,422 $1,170,000 $1,500,422 2033 $287,316 $1,215,000 $1,502,316 2034 $242,219 $1,260,000 $1,502,219 2035 $195,119 $1,305,000 $1,500,119 2036 $148,769 $1,355,000 $1,503,769 2037 $102,756 $1,400,000 $1,502,756 2038 $54,353 $1,445,000 $1,499,353 2039 $14,788 $845,000 $859,788 TOTAL $9,006,669 $26,410, 506 $35,417,175 157 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: GENERAL OBLIGATION REFUNDING BONDS,SERIES 2011 DATED: January 15, 2011 ORIGINAL AMOUNT: $6,575,000 INTEREST RATES: BOND YEARS 2013-2014 @ 2.000%, 2015-2016 @ 3.000%, 2017-2019 @ 3.500%, 2020-2021 @ 4.000% PAYING AGENT: U.S. BANK OPTION DATE: N/A YEAR COUPON INTEREST PRINCIPAL TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 AUGUST 15 2020 4.000% $33,600 $33,600 $820,000 $887,200 2021 4.000% $17,200 $17,200 $860,000 $894,400 TOTAL $50,800 $50,800 $1,680,000 $1,781,600 Proceeds from the sale of the Bonds were used to (i) refund a portion of the City's outstanding debt in order to lower the overall debt service requirements of the City and (ii) to pay the costs associated with the issuance of the bonds. These Bonds are direct obligations of the City payable from an annual ad valorem tax levied on all taxable property within the City, within the limits prescribed by law. 158 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: GENERAL OBLIGATION REFUNDING BONDS,SERIES 2012 DATED: December 1, 2011 ORIGINAL AMOUNT: $5,955,000 INTEREST RATES: BOND YEARS 2012-2016 @ 2.000%, 2017-2019 2023 @ 3.000% and 2024 @ 3.125% @ 3.000%, 2020-2022 @ 4.000%, PAYING AGENT: U.S. BANK OPTION DATE: February 15, 2021 YEAR COUPON INTEREST PRINCIPAL TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 FEBRUARY 15 2020 4.000% $45,359 $35,959 $470,000 $551,319 2021 4.000% $35,959 $26,259 $485,000 $547,219 2022 4.000% $26,259 $16,159 $505,000 $547,419 2023 3.000% $16,159 $8,359 $520,000 $544,519 2024 3.125% $8,359 $0 $535,000 $543,359 TOTAL $132,097 $86,738 $2,515,000 $2,733,834 Proceeds from the sale of the Bonds were used to (i) refund a portion of the City's outstanding debt in order to lower the overall debt service requirements of the City and (ii) to pay the costs associated with the issuance of the bonds. These Bonds are direct obligations of the City payable from an annual ad valorem tax levied on all taxable property within the City, within the limits prescribed by law. 159 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: GENERAL OBLIGATION REFUNDING BONDS, SERIES 2014 DATED: October 15, 2014 ORIGINAL AMOUNT: $5,685,000 INTEREST RATES: BOND YEARS 2016-2020 @ 3.00% PAYING AGENT: U.S. BANK OPTION DATE: N/A YEAR COUPON INTEREST PRINCIPAL FEBRUARY 15 TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 2020 3.000% $13,800 $0 $920,000 $933,800 TOTAL $13,800 $0 $920,000 $933,800 Proceeds from the sale of the Bonds will be used to (i) refund a portion of the City's currently refundable outstanding debt (the "Refunded Obligations"), in order to lower the overall debt service requirements of the City and (ii) payment of costs associated with the issuance of the Bonds (see "Plan of Financing - Refunded Obligations" for more detail and Schedule I for a detailed description of the Refunded Obligations). These Bonds are direct obligations of the City payable from a continuing ad valorem tax levied on all taxable property within the City, within the limits prescribed by law. 160 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2018 DATED: March 1, 2018 ORIGINAL AMOUNT: $9,180,000 INTEREST RATES: BOND YEARS 2019 @ 4.00%, 2020-2023 @ 3.00%, 2024-2029 @ 4.00%, 2030- 2031 @ 3.00%, 2032-2033 @ 3.125%, 2034-2035 @ 3.250%, 2036-2037 @ 3.3375% and 2038 @ 3.50% PAYING AGENT: U.S. BANK OPTION DATE: February 15, 2028 YEAR COUPON INTEREST PRINCIPAL FEBRUARY 15 TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 2020 3.000% $153,056 $147,956 $340,000 $641,013 2021 3.000% $147,956 $142,706 $350,000 $640,663 2022 3.000% $142,706 $137,306 $360,000 $640,013 2023 3.000% $137,306 $131,756 $370,000 $639,063 2024 4.000% $131,756 $124,056 $385,000 $640,813 2025 4.000% $124,056 $116,056 $400,000 $640,113 2026 4.000% $116,056 $107,756 $415,000 $638,813 2027 4.000% $107,756 $99,056 $435,000 $641,813 2028 4.000% $99,056 $90,056 $450,000 $639,113 2029 4.000% $90,056 $80,656 $470,000 $640,713 2030 3.000% $80,656 $73,382 $485,000 $639,039 2031 3.000% $73,381 $65,881 $500,000 $639,263 2032 3.125% $65,881 $57,834 $515,000 $638,716 2033 3.125% $57,834 $49,475 $535,000 $642,309 2034 3.250% $49,475 $40,538 $550,000 $640,013 2035 3.250% $40,538 $31,275 $570,000 $641,813 2036 3.375% $31,275 $21,319 $590,000 $642,594 2037 3.375% $21,319 $11,025 $610,000 $642,344 2038 3.500% $11,025 $0 $630,000 $641,025 TOTAL $1,681,147 $1,528,092 $8,960,000 $12,169,239 Proceeds from the sale of the Certificates will be used for (i) the construction of public works, to wit: (a) constructing, renovating, enlarging, equipping and improving various streets, roads, bridges, overpasses, alleyways, thoroughfares, sidewalks, pathways and related municipal facilities within the City, including lane markings, signage, street, drainage, curbs, gutters, ADA accessibility, traffic signals, lighting and landscaping related thereto and the acquisition of necessary rights -of -way and land in connection therewith; (b) constructing, renovating, enlarging, equipping, and improving water and wastewater facilities for the City and the acquisition of necessary rights -of -way and land in connection therewith; and (c) renovating, improving and equipping existing City buildings and facilities for police, fire and other City departments, including HVAC system and lighting improvements, and (ii) professional services rendered in relation to such projects and the financing thereof. A portion of the debt service is being repaid from other sources. 161 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: AXON ENTERPRISE, INC. LEASE DATED: October 25, 2018 ORIGINAL AMOUNT: $674,906 INTEREST RATES: 0% INTEREST RATE; 3% Imputed Interest Rate for Reporting Purposes PAYING AGENT: AXON ENTERPRISE, INC. OPTION DATE: N/A YEAR INTEREST INTEREST FEBRUARY7 PRINCIPAL FEBRUARY7 TOTAL REQUIREMENTS 2020 3.000% $16,515 $131,595 $148,110 2021 3.000% $12,602 $135,508 $148,110 2022 3.000% $8,502 $139,608 $148,110 2023 3.000% $4,314 $143,796 $148,110 TOTAL $41,933 $550,506 $592,439 The lease was used to finance an integrated camera and taser system along with related hardware and software for the police department. 162 H E C I T Y 0 EULESS 163 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2019 DATED: January 15, 2019 ORIGINAL AMOUNT: $11,785,000 INTEREST RATES: BOND YEARS 2020-2024 @ 3.00%, 2025-2028 @ 4.00%, 2029-2031 @ 5.00%, 2032-2035 @ 4.00%, 2036 @ 3.250%, 2037-2038 @ 3.3375% and 2039 @ 3.50% PAYING AGENT: U.S. BANK OPTION DATE: February 15, 2028 YEAR COUPON INTEREST PRINCIPAL FEBRUARY 15 TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 2020 3.000% $442,113 $221,878 $195,000 $858,991 2021 3.000% $221,878 $215,503 $425,000 $862,381 2022 3.000% $215,503 $208,978 $435,000 $859,481 2023 3.000% $208,978 $202,228 $450,000 $861,206 2024 3.000% $202,228 $195,328 $460,000 $857,556 2025 4.000% $195,328 $185,728 $480,000 $861,056 2026 4.000% $185,728 $175,728 $500,000 $861,456 2027 4.000% $175,728 $165,328 $520,000 $861,056 2028 4.000% $165,328 $154,528 $540,000 $859,856 2029 5.000% $154,528 $140,403 $565,000 $859,931 2030 5.000% $140,403 $125,528 $595,000 $860,931 2031 5.000% $125,528 $109,903 $625,000 $860,431 2032 4.000% $109,903 $96,803 $655,000 $861,706 2033 4.000% $96,803 $83,203 $680,000 $860,006 2034 4.000% $83,203 $69,003 $710,000 $862,206 2035 4.000% $69,003 $54,303 $735,000 $858,306 2036 3.250% $54,303 $41,872 $765,000 $861,175 2037 3.375% $41,872 $28,541 $790,000 $860,413 2038 3.375% $28,541 $14,788 $815,000 $858,328 2039 3.500% $14,788 $0 $845,000 $859,788 TOTAL $2,931,688 $2,489,575 $11,785,000 $17,206,263 Proceeds from the sale of the Certificates will be used for (i) the construction of public works, to wit: (a) constructing, renovating, enlarging, equipping and improving various streets, roads, bridges, overpasses, alleyways, thoroughfares, sidewalks, pathways and related municipal facilities within the City, including lane markings, signage, street, drainage, curbs, gutters, ADA accessibility, traffic signals, lighting and landscaping related thereto and the acquisition of necessary rights -of -way and land in connection therewith; (b) constructing, renovating, enlarging, equipping, and improving water and wastewater facilities for the City and the acquisition of necessary rights -of -way and land in connection therewith; and (c) renovating, improving and equipping existing City buildings and facilities for police, fire and other City departments, including HVAC system and lighting improvements, and (ii) professional services rendered in relation to such projects and the financing thereof. 164 TIRZ/PID-Supported General Obligation Debt Composition of Debt Service $2,000,000 $1,500,000 $1, 000, 000 $500,000 a I.,+.,.-.,.. D.;.,.,;-,I 2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF TIRZ/PID-SUPPORTED GENERAL OBLIGATION DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 2020 $821,081 $1,070,000 $1,891,081 2021 $784,906 $1,100,000 $1,884,906 2022 $747,581 $1,135,000 $1,882,581 2023 $703,356 $1,185,000 $1,888,356 2024 $651,431 $1,225,000 $1,876,431 2025 $615,656 $1,265,000 $1,880,656 2026 $575,781 $1,305,000 $1,880,781 2027 $534,606 $1,350,000 $1,884,606 2028 $491,650 $1,395,000 $1,886,650 2029 $447,363 $1,440,000 $1,887,363 2030 $401,338 $1,485,000 $1,886,338 2031 $353,716 $1,295,000 $1,648,716 2032 $314,544 $1,335,000 $1,649,544 2033 $273,956 $1,375,000 $1,648,956 2034 $232,100 $1,420,000 $1,652,100 2035 $188,659 $1,035,000 $1,223,659 2036 $160,563 $835,000 $995,563 2037 $134,469 $865,000 $999,469 2038 $107,438 $890,000 $997,438 2039 $79,625 $920,000 $999,625 2040 $49,725 $950,000 $999,725 2041 $9,425 $580,000 $589,425 TOTAL $8,678,969 $25,455,000 $34,133,969 TIRZ - Tax Increment Reinvestment Zone PID - Public Improvement District 165 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2011 DATED: January 15, 2011 ORIGINAL AMOUNT: $180,130 INTEREST RATES: BOND YEARS 2011-2018 @ 3.000%, 2019-2026 @ 4.000%, 2027-2028 @ 4.125%, 2029-2030 @ 4.250% PAYING AGENT: U.S. BANK OPTION DATE: August 15, 2021 YEAR COUPON INTEREST PRINCIPAL TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 AUGUST 15 2020 4.000% $2,450 $2,450 $10,000 $14,900 2021 4.000% $2,250 $2,250 $10,000 $14,500 2022 4.000% $2,050 $2,050 $10,000 $14,100 2023 4.000% $1,850 $1,850 $10,000 $13,700 2024 4.000% $1,650 $1,650 $10,000 $13,300 2025 4.000% $1,450 $1,450 $10,000 $12,900 2026 4.000% $1,250 $1,250 $10,000 $12,500 2027 4.125% $1,050 $1,050 $10,000 $12,100 2028 4.125% $844 $844 $10,000 $11,688 2029 4.250% $638 $638 $15,000 $16,275 2030 4.250% $319 $319 $15,000 $15,638 TOTAL $15,800 $15,800 $120,000 $151,600 Proceeds from the sale of the Bonds were used for (i) street improvements, including drainage, landscaping, curbs, gutters, sidewalks, entryways, signage, lighting, and traffic signalization incidental thereto, and the acquisition of land and rights -of -way therefor, and (ii) to pay the costs associated with the issuance of the bonds. These Bonds are direct obligations of the City payable from an annual ad valorem tax levied on all taxable property within the City, within the limits prescribed by law. 166 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2011 (GLADE PARKS) DATED: January 15, 2011 ORIGINAL AMOUNT: $2,854,870 INTEREST RATES: BOND YEARS 2011-2018 @3.000%, 2019-2026 @ 4.000%, 2027-2028@ 4.125%, 2029-2030 @4.250% PAYING AGENT: U.S. BANK OPTION DATE: August 15, 2021 YEAR COUPON INTEREST PRINCIPAL AUGUST 15 TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 2020 4.000% $39,972 $39,972 $145,000 $224,944 2021 4.000% $37,072 $37,072 $150,000 $224,144 2022 4.000% $34,072 $34,072 $155,000 $223,144 2023 4.000% $30,972 $30,972 $165,000 $226,944 2024 4.000% $27,672 $27,672 $170,000 $225,344 2025 4.000% $24,272 $24,272 $175,000 $223,544 2026 4.000% $20,772 $20,772 $185,000 $226,544 2027 4.125% $17,072 $17,072 $195,000 $229,144 2028 4.125% $13,050 $13,050 $200,000 $226,100 2029 4.250% $8,925 $8,925 $205,000 $222,850 2030 4.250% $4,569 $4,569 $215,000 $224,138 TOTAL $258,419 $258,419 $1,960,000 $2,476,838 Proceeds from the sale of the Bonds were used for (i) street improvements, including drainage, landscaping, curbs, gutters, sidewalks, entryways, signage, lighting, and traffic signalization incidental thereto, and the acquisition of land and rights -of -way therefor, and (ii) to pay the costs associated with the issuance of the bonds. These Bonds are direct obligations of the City payable from an annual ad valorem tax levied on all taxable property within the City, within the limits prescribed by law. 167 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2014 (GLADE PARKS) DATED: October 15, 2014 ORIGINAL AMOUNT: $5,715,000 INTEREST RATES: BOND YEARS 2017-2023 @5.000%, 2024-2034 @ 3.000% PAYING AGENT: U.S. BANK OPTION DATE: August 15, 2024 YEAR COUPON INTEREST PRINCIPAL AUGUST 15 TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 2020 5.000% $86,325 $86,325 $255,000 $427,650 2021 5.000% $79,950 $79,950 $265,000 $424,900 2022 5.000% $73,325 $73,325 $280,000 $426,650 2023 5.000% $66,325 $66,325 $295,000 $427,650 2024 3.000% $58,950 $58,950 $305,000 $422,900 2025 3.000% $54,375 $54,375 $315,000 $423,750 2026 3.000% $49,650 $49,650 $325,000 $424,300 2027 3.000% $44,775 $44,775 $335,000 $424,550 2028 3.000% $39,750 $39,750 $345,000 $424,500 2029 3.000% $34,575 $34,575 $355,000 $424,150 2030 3.000% $29,250 $29,250 $365,000 $423,500 2031 3.000% $23,775 $23,775 $380,000 $427,550 2032 3.000% $18,075 $18,075 $390,000 $426,150 2033 3.000% $12,225 $12,225 $400,000 $424,450 2034 3.000% $6,225 $6,225 $415,000 $427,450 TOTAL $677,550 1 $677,550 $5,025,000 $6,380,100 Proceeds from the sale of the Bonds will be used for (i) street improvements, including drainage, landscaping, curbs, gutters, sidewalks, entryways, signage, lighting, and traffic signalization incidental thereto, and the acquisition of land and rights -of -way therefor, and (ii) professional services rendered in relation to such projects and the financing thereof. These Bonds are direct obligations of the City payable from an annual ad valorem tax levied on all taxable property within the City, within the limits prescribed by law. 168 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2015 (GLADE PARKS PHASE 3) DATED: October 27, 2015 ORIGINAL AMOUNT: $3,030,000 INTEREST RATES: BOND YEARS 2016-2035 @3.000% - 5.000% PAYING AGENT: U.S. BANK OPTION DATE: February 15, 2026 YEAR COUPON INTEREST PRINCIPAL FEBRUARY 15 TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 2020 5.000% $50,125 $46,875 $130,000 $227,000 2021 5.000% $46,875 $43,500 $135,000 $225,375 2022 5.000% $43,500 $40,000 $140,000 $223,500 2023 5.000% $40,000 $36,375 $145,000 $221,375 2024 5.000% $36,375 $32,625 $150,000 $219,000 2025 3.000% $32,625 $30,225 $160,000 $222,850 2026 3.000% $30,225 $27,750 $165,000 $222,975 2027 3.000% $27,750 $25,200 $170,000 $222,950 2028 3.000% $25,200 $22,500 $180,000 $227,700 2029 3.000% $22,500 $19,725 $185,000 $227,225 2030 3.000% $19,725 $16,875 $190,000 $226,600 2031 3.125% $16,875 $13,828 $195,000 $225,703 2032 3.125% $13,828 $10,703 $200,000 $224,531 2033 3.250% $10,703 $7,291 $210,000 $227,994 2034 3.500% $7,291 $3,797 $215,000 $226,088 2035 3.375% 1 $3,797 1 $0 1 $225,000 1 $228,797 TOTAL 1 $427,394 1 $377,269 1 $2,795,000 1 $3,599,663 Proceeds from the sale of the Certificates will be used for (i) street improvements, including drainage, landscaping, curbs, gutters, sidewalks, entryways, signage, lighting and traffic signalization incident thereto and the acquisition of land and rights -of -way therefor and (ii) professional services rendered in relation to such projects and the financing thereof. 169 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2016 (MIDTOWN DEVELOPMENT) DATED: January 12, 2016 ORIGINAL AMOUNT: $16,450,000 INTEREST RATES: BOND YEARS 2016-2041 @2.000% - 4.000% PAYING AGENT: U.S. BANK OPTION DATE: August 15, 2026 YEAR COUPON INTEREST PRINCIPAL AUGUST 15 TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 2020 2.000% $233,294 $233,294 $530,000 $996,588 2021 2.000% $227,994 $227,994 $540,000 $995,988 2022 3.000% $222,594 $222,594 $550,000 $995,188 2023 4.000% $214,344 $214,344 $570,000 $998,688 2024 2.250% $202,944 $202,944 $590,000 $995,888 2025 3.000% $196,306 $196,306 $605,000 $997,613 2026 3.000% $187,231 $187,231 $620,000 $994,463 2027 3.000% $177,931 $177,931 $640,000 $995,863 2028 3.000% $168,331 $168,331 $660,000 $996,663 2029 3.000% $158,431 $158,431 $680,000 $996,863 2030 3.000% $148,231 $148,231 $700,000 $996,463 2031 3.000% $137,731 $137,731 $720,000 $995,463 2032 3.000% $126,931 $126,931 $745,000 $998,863 2033 3.000% $115,756 $115,756 $765,000 $996,513 2034 3.000% $104,281 $104,281 $790,000 $998,563 2035 3.000% $92,431 $92,431 $810,000 $994,863 2036 3.125% $80,281 $80,281 $835,000 $995,563 2037 3.125% $67,234 $67,234 $865,000 $999,469 2038 3.125% $53,719 $53,719 $890,000 $997,438 2039 3.250% $39,813 $39,813 $920,000 $999,625 2040 3.250% $24,863 $24,863 $950,000 $999,725 2041 * 3.250% $9,425 $0 $580,000 $589,425 TOTAL $2,990,097 $2,980,672 $15,555,000 $21,525,769 Proceeds from the sale of the Certificates will be used for (i) public infrastructure including demolishing dangerous structures, streets, street improvements, water and wastewater, drainage, curbs, gutters, sidewalks, entryways, signage, lighting, traffic signalization and other public improvements thereto and the acquisition of land and rights -of - way therefor and (ii) professional services rendered in relation to such projects and the financing thereof. * In 2041, Principal payment and final maturity is February 15, 2041. 170 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 Taxable (Self Supporting) G.O. Debt Composition of Debt Service 2020 2022 Fiscal Year o Interest 2024 � Principal DEBT SERVICE REQUIREMENTS SUMMARY OF TAXABLE (SELF SUPPORTING) G.O. DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 2020 $153,863 $555,000 $708,863 2021 $132,495 $580,000 $712,495 2022 $110,020 $600,000 $710,020 2023 $86,020 $620,000 $706,020 2024 $58,740 $650,000 $708,740 2025 $303140 $685,000 $715,140 TOTAL $571,278 $3,690,000 $4,261,278 G.O. - General Obligation 171 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAXABLE GENERAL OBLIGATION REFUNDING BONDS SERIES 2010 DATED: AUGUST 15, 2010 ORIGINAL AMOUNT: $8,110,000 INTEREST RATES: 2011 - 2025, RATES VARY FROM .680% TO 4.400% PAYING AGENT: U.S. BANK OPTION DATE: August 1, 2021 YEAR COUPON INTEREST PRINCIPAL AUGUST1 TOTAL REQUIREMENTS FEBRUARY1 AUGUST1 2020 3.850% $76,931 $76,931 $555,000 $708,863 2021 3.875% $66,248 $66,248 $580,000 $712,495 2022 4.000% $55,010 $55,010 $600,000 $710,020 2023 4.400% $43,010 $43,010 $620,000 $706,020 2024 4.400% $29,370 $29,370 $650,000 $708,740 2025 4.400% $15,070 $15,070 $685,000 $715,140 TOTAL $285,639 $285,639 $3,690,000 $4,261,278 Proceeds from the sale of the Certificates were used to purchase a community ice skating recreation facility and to pay the costs associated with the issuance of the Certificates. The Certificates constitute direct obligations of the City, payable from a combination of (i) the levy and collection of a direct and continuing ad valorem tax levied on all taxable property within the City, within the limits prescribed by law, and (ii) a limited pledge (not to exceed $1,000) of the Net revenues of the City's combined Waterworks and Sewer System as provided in the Ordinance. The facility is operated by the Dallas Stars; rental payments received from the operator are used to fund this self- supporting debt. 172 Golf G.O. Refunding Debt Composition of Debt Service $800,000 PRINCIPAL $600,000 $400,000 $200,000 $0 2020 2022 2024 INTEREST 2026 Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF GOLF G.O. REFUNDING DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 2020 $99,125 $490,000 $589,125 2021 $84,125 $510,000 $594,125 2022 $71,275 $520,000 $591,275 2023 $60,444 $530,000 $590,444 2024 $48,738 $540,000 $588,738 2025 $36,072 $555,000 $591,072 2026 $22,419 $565,000 $587,419 2027 $7,678 $585,000 $592,678 TOTAL $429,875 $4,295,000 $4,724,875 These bonds were originally issued as C. O. bonds paid from the surplus revenues of each function. Therefore, they are presented separately from other G.O. and C.O. Bonds. G.O. - General Obligation C.O. - Certificates of Obligation 173 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: GENERAL OBLIGATION REFUNDING BONDS, SERIES 2012A-GOLF DATED: November 1, 2012 ORIGINAL AMOUNT: $7,185,000 INTEREST RATES: BOND YEAR 2013-2014 @ 2.00%, 2015-2016 @ 4.000%, 2017-2018 @ 2.000%, 2019-2021 @ 3.000%, 2022 @ 2.000%, 2023 @ 2.125%, 2024 @ 2.250%, 2025 @ 2.375%, 2026 @ 2.500%, 2027 @ 2.625% PAYING AGENT: U.S. BANK OPTION DATE: FEBRUARY 15, 2022 YEAR COUPON INTEREST PRINCIPAL FEBRUARY 15 TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 2020 3.000% $53,238 $45,888 $490,000 $589,125 2021 3.000% $45,888 $38,238 $510,000 $594,125 2022 2.000% $38,238 $33,038 $520,000 $591,275 2023 2.125% $33,038 $27,406 $530,000 $590,444 2024 2.250% $27,406 $21,331 $540,000 $588,738 2025 2.375% $21,331 $14,741 $555,000 $591,072 2026 2.500% $14,741 $7,678 $565,000 $587,419 2027 2.625% $7,678 $0 $585,000 $592,678 TOTAL $241,556 $188,319 $4,295,000 $4,724,875 Proceeds from the sale of the Bonds were used to (i) advance refund a portion of the City's outstanding debt in order to lower the overall debt service requirements of the City and (ii) to pay the costs associated with the issuance of the bonds. AVERAGE ANNUAL DEBT OUTSTANDING $590,609 174 $1,600,000 $1,500,000 $1,400,000 $1,300,000 $1,200,000 $1,100,000 $1,000,000 $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 Water & Wastewater Revenue Debt Composition of Debt Service 2020 2023 2026 2029 2032 2035 Fiscal Year PRINCIPAL (INTEREST 2038 2041 2044 2047 DEBT SERVICE REQUIREMENTS SUMMARY OF WATER AND WASTEWATER SYSTEM REVENUE DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 2020 $306, 355 $1,180, 000 $1, 486, 355 2021 $271,034 $945,000 $1,216,034 2022 $263,393 $945,000 $1,208,393 2023 $254, 746 $960, 000 $1, 214, 746 2024 $244, 786 $965, 000 $1, 209, 786 2025 $233,658 $840,000 $1,073,658 2026 $224,201 $845,000 $1,069,201 2027 $213,835 $860,000 $1,073,835 2028 $201,924 $870,000 $1,071,924 2029 $189,096 $885,000 $1,074,096 2030 $175,181 $900,000 $1,075,181 2031 $159,672 $915,000 $1,074,672 2032 $143,190 $940,000 $1,083,190 2033 $125,675 $950,000 $1,075,675 2034 $107,371 $840,000 $947,371 2035 $94,407 $860,000 $954,407 2036 $80,758 $460,000 $540,758 2037 $74,444 $465,000 $539,444 2038 $67,826 $470,000 $537,826 2039 $60,949 $320,000 $380,949 2040 $56,181 $325,000 $381,181 2041 $51,208 $330,000 $381,208 2042 $46,060 $335,000 $381,060 2043 $40,767 $340,000 $380,767 2044 $35,327 $345,000 $380,327 2045 $29,773 $350,000 $379,773 2046 $24,103 $355,000 $379,103 2047 $18,316 $365,000 $383,316 2048 $12,330 $370,000 $382,330 2049 $6,225 $375,000 $381,225 TOTAL $3,812,786 $19,905,000 $23,717,786 AVERAGE ANNUAL PRINCIPAL AND INTEREST OUTSTANDING $790,593 175 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: WATERWORKS AND SEWER SYSTEM SERIES 2012 REVENUE REFUNDING BONDS, DATED: March 29, 2012 ORIGINAL AMOUNT: $3,340,000 INTEREST RATES: BOND YEAR 2012-2024 @ 2.030% PAYING AGENT: BANK OF TEXAS OPTION DATE: N/A YEAR COUPON INTEREST PRINCIPAL JULY 15 TOTAL REQUIREMENTS JANUARY 15 JULY 15 2020 2.030% $9,440 $9,440 $395,000 $413,880 2021 2.030% $5,430 $5,430 $130,000 $140,860 2022 2.030% $4,111 $4,111 $130,000 $138,222 2023 2.030% $2,791 $2,791 $140,000 $145,582 2024 2.030% $1,370 $1,370 $135,000 1 $137,740 TOTAL $23,142 $23,142 $930,000 1 $976,284 Proceeds from the sale of the Bonds were used to (i) advance refund a portion of the City's outstanding Water and Wastewater System debt in order to lower the overall debt service requirements of the Water and Sewer fund and (ii) to pay the costs associated with the issuance of the Bonds. 176 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: WATERWORKS AND SEWER SYSTEM REVENUE BONDS, SERIES 2013 DATED: June 25, 2013 ORIGINAL AMOUNT: $1,585,000 INTEREST RATES: BOND YEAR 2012-2033 @ 2.00% - 5.00% PAYING AGENT: U. S. BANK OPTION DATE: July 25, 2023 YEAR COUPON INTEREST PRINCIPAL JULY 15 TOTAL REQUIREMENTS JANUARY 15 JULY 15 2020 3.000% $26,397 $26,397 $65,000 $117,794 2021 3.625% $25,422 $25,422 $70,000 $120,844 2022 3.625% $24,153 $24,153 $70,000 $118,306 2023 3.625% $22,884 $22,884 $75,000 $120,769 2024 4.000% $21,525 $21,525 $75,000 $118,050 2025 4.000% $20,025 $20,025 $80,000 $120,050 2026 4.000% $18,425 $18,425 $80,000 $116,850 2027 4.500% $16,825 $16,825 $85,000 $118,650 2028 4.500% $14,913 $14,913 $90,000 $119,825 2029 4.500% $12,888 $12,888 $95,000 $120,775 2030 5.000% $10,750 $10,750 $100,000 $121,500 2031 5.000% $8,250 $8,250 $105,000 $121,500 2032 5.000% $5,625 $5,625 $110,000 $121,250 2033 5.000% $2,875 $2,875 $115,000 $120,750 TOTAL $230,956 $230,956 $1,215,000 $1,676,913 Proceeds from the sale of the Bonds will be used for (i) the construction, acquisition, purchase, renovation, enlargement, equipment and improvement of waterworks and sewer system properties and facilities, including the acquisition of land and rights -of -way therefor, and (ii) paying the costs associated with the issuance of the Bonds. 177 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: WATERWORKS AND SEWER SYSTEM REVENUE BONDS, SERIES 2015A Meters DATED: June 15, 2015 ORIGINAL AMOUNT: $4,685,000 INTEREST RATES: BOND YEARS 2019-2035 @ 0% - 1.98% PAYING AGENT: Texas Water Development Board OPTION DATE: N/A YEAR COUPON INTEREST PRINCIPAL JULY 15 TOTAL REQUIREMENTS JANUARY 15 JULY 15 2020 0.350% $27,225 $27,225 $220,000 $274,451 2021 0.590% $26,840 $26,840 $220,000 $273,681 2022 0.800% $26,191 $26,191 $220,000 $272,383 2023 0.960% $25,311 $25,311 $220,000 $270,623 2024 1.120% $24,255 $24,255 $225,000 $273,511 2025 1.250% $22,995 $22,995 $225,000 $270,991 2026 1.390% $21,589 $21,589 $230,000 $273,178 2027 1.500% $19,991 $19,991 $235,000 $274,981 2028 1.590% $18,228 $18,228 $235,000 $271,456 2029 1.670% $16,360 $16,360 $240,000 $272,720 2030 1.740% $14,356 $14,356 $245,000 $273,712 2031 1.800% $12,224 $12,224 $250,000 $274,449 2032 1.850% $9,974 $9,974 $255,000 $274,949 2033 1.900% $7,616 $7,616 $260,000 $275,231 2034 1.940% $5,146 $5,146 $260,000 $270,291 2035 1.980% $2,624 $2,624 $265,000 $270,247 TOTAL $280,925 $280,925 $3,805,000 $4,366,849 Proceeds from the sale of the Bonds will be used for (i) the construction, acquisition, purchase, renovation, enlargement, equipment and improvement of waterworks and sewer system properties and facilities, including the acquisition of land and rights -of -way therefor, and (ii) paying the costs associated with the issuance of the Bonds. 178 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: WATERWORKS AND SEWER SYSTEM REVENUE BONDS, SERIES 2015B Reclaimed Water System) DATED: June 15, 2015 ORIGINAL AMOUNT: $2,380,000 INTEREST RATES: BOND YEARS 2020-2035 @ 0% -1.68% PAYING AGENT: Texas Water Development Board OPTION DATE: N/A YEAR COUPON INTEREST PRINCIPAL JULY 15 TOTAL REQUIREMENTS JANUARY 15 JULY 15 2020 0.050% $11,349 $11,349 $120,000 $142,698 2021 0.290% $11,319 $11,319 $120,000 $142,638 2022 0.500% $11,145 $11,145 $120,000 $142,290 2023 0.660% $10,845 $10,845 $120,000 $141,690 2024 0.820% $10,449 $10,449 $120,000 $140,898 2025 0.950% $9,957 $9,957 $120,000 $139,914 2026 1.090% $9,387 $9,387 $120,000 $138,774 2027 1.200% $8,733 $8,733 $125,000 $142,466 2028 1.290% $7,983 $7,983 $125,000 $140,966 2029 1.370% $7,177 $7,177 $125,000 $139,353 2030 1.440% $6,320 $6,320 $130,000 $142,641 2031 1.500% $5,384 $5,384 $130,000 $140,769 2032 1.550% $4,409 $4,409 $135,000 $143,819 2033 1.600% $3,363 $3,363 $135,000 $141,726 2034 1.640% $2,283 $2,283 $135,000 $139,566 2035 1.680% $1,176 $1,176 $140,000 $142, 352 TOTAL $121,277 $121,277 $2,020,000 $2,262,554 Proceeds from the sale of the Bonds will be used for (i) the construction, acquisition, purchase, renovation, enlargement, equipment and improvement of waterworks and sewer system properties and facilities, including the acquisition of land and rights -of -way therefor, and (ii) paying the costs associated with the issuance of the Bonds. 179 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: WATERWORKS AND SEWER SYSTEM REVENUE BONDS, SERIES 2018 DATED: April 15, 2018 ORIGINAL AMOUNT: $2,785,000 INTEREST RATES: BOND YEARS 2018-2038 @ 0% -1.49% PAYING AGENT: Texas Water Development Board OPTION DATE: N/A YEAR COUPON INTEREST PRINCIPAL JULY 15 TOTAL REQUIREMENTS JANUARY 15 JULY 15 2020 0.000% $12,914 $12,914 $130,000 $155,827 2021 0.080% $12,914 $12,914 $130,000 $155,827 2022 0.240% $12,862 $12,862 $130,000 $155,723 2023 0.410% $12,706 $12,706 $130,000 $155,411 2024 0.540% $12,439 $12,439 $135,000 $159,878 2025 0.670% $12,075 $12,075 $135,000 $159,149 2026 0.810% $11,622 $11,622 $135,000 $158,245 2027 0.940% $11,076 $11,076 $135,000 $157,151 2028 1.020% $10,441 $10,441 $135,000 $155,882 2029 1.110% $9,753 $9,753 $140,000 $159,505 2030 1.170% $8,976 $8,976 $140,000 $157,951 2031 1.220% $8,157 $8,157 $140,000 $156,313 2032 1.270% $7,303 $7,303 $145,000 $159,605 2033 1.320% $6,382 $6,382 $145,000 $157,764 2034 1.370% $5,425 $5,425 $145,000 $155,850 2035 1.410% $4,432 $4,432 $150,000 $158,863 2036 1.440% $3,374 $3,374 $150,000 $156,748 2037 1.470% $2,294 $2,294 $155,000 $159,588 2038 1.490% $1,155 $1,155 $155,000 $157,310 TOTAL $166,294 $166,294 $2,660,000 $2,992,588 Proceeds from the sale of the Bonds will be used for (i) the construction, acquisition, purchase, renovation, enlargement, equipment and improvement of waterworks and sewer system properties and facilities, including the acquisition of land and rights -of -way therefor, and (ii) paying the costs associated with the issuance of the Bonds. 180 H E C I T Y 0 EULESS 181 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: WATERWORKS AND SEWER SYSTEM REVENUE BONDS, SERIES 2019 DATED: Aril 25, 2019 ORIGINAL AMOUNT: $9,275,000 INTEREST RATES: BOND YEARS 2020-2049 @ 0.23% -1.66% PAYING AGENT: Texas Water Development Board OPTION DATE: N/A YEAR COUPON INTEREST PRINCIPAL JULY 15 TOTAL REQUIREMENTS JANUARY 15 JULY 15 2020 0.230% $77,827 $53,880 $250,000 $381,707 2021 0.260% $53,593 $53,593 $275,000 $382,185 2022 0.290% $53,235 $53,235 $275,000 $381,470 2023 0.350% $52,836 $52,836 $275,000 $380,673 2024 0.420% $52,355 $52,355 $275,000 $379,710 2025 0.500% $51,778 $51,778 $280,000 $383,555 2026 0.560% $51,078 $51,078 $280,000 $382,155 2027 0.640% $50,294 $50,294 $280,000 $380,587 2028 0.720% $49,398 $49,398 $285,000 $383,795 2029 0.830% $48,372 $48,372 $285,000 $381,743 2030 0.960% $47,189 $47,189 $285,000 $379,378 2031 1.060% $45,821 $45,821 $290,000 $381,642 2032 1.140% $44,284 $44,284 $295,000 $383,568 2033 1.200% $42,602 $42,602 $295,000 $380,205 2034 1.240% $40,832 $40,832 $300,000 $381,665 2035 1.290% $38,972 $38,972 $305,000 $382,945 2036 1.340% $37,005 $37,005 $310,000 $384,010 2037 1.400% $34,928 $34,928 $310,000 $379,856 2038 1.450% $32,758 $32,758 $315,000 $380,516 2039 1.490% $30,474 $30,474 $320,000 $380,949 2040 1.530% $28,090 $28,090 $325,000 $381,181 2041 1.560% $25,604 $25,604 $330,000 $381,208 2042 1.580% $23,030 $23,030 $335,000 $381,060 2043 1.600% $20,384 $20,384 $340,000 $380,767 2044 1.610% $17,664 $17,664 $345,000 $380,327 2045 1.620% $14,886 $14,886 $350,000 $379,773 2046 1.630% $12,051 $12,051 $355,000 $379,103 2047 1.640% $9,158 $9,158 $365,000 $383,316 2048 1.650% $6,165 $6,165 $370,000 $382,330 2049 1.660% $3,113 $3,113 $375,000 $381,225 TOTAL $1,095,772 $1,071,826 $9,275,000 $11,442,598 Proceeds from the sale of the Bonds will provide funds for Capital Improvement Project WT1802 Well Replacement - Fuller / Far North. 182 Sales Tax Revenue Debt Composition of Debt Service $145,000 r u PRINCIPAL INTEREST $125,000 $105, 000 $85,000 $65,000 $45,000 $25,000 $5,000 - - - 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF SALES TAX REVENUE DEBT YEAR INTEREST PRINCIPAL TOTAL REQUIREMENTS 2020 $58,750 $60,000 $118,750 2021 $56,950 $60,000 $116,950 2022 $55,150 $65,000 $120,150 2023 $53,200 $65,000 $118,200 2024 $51,250 $65,000 $116,250 2025 $49,300 $70,000 $119,300 2026 $47,200 $70,000 $117,200 2027 $44,400 $75,000 $119,400 2028 $41,400 $75,000 $116,400 2029 $38,400 $80,000 $118,400 2030 $35,200 $85,000 $120,200 2031 $31,800 $85,000 $116,800 2032 $28,400 $90,000 $118,400 2033 $24,800 $95,000 $119,800 2034 $21,000 $95,000 $116,000 2035 $17,200 $100,000 $117,200 2036 $13,200 $105,000 $118,200 2037 $9,000 $110,000 $119,000 2038 $4,600 $115,000 $119,600 TOTAL $681,200 $1,565,000 $2,246,200 MAXIMUM ANNUAL DEBT SERVICE (RESERVE) AVERAGE ANNUAL DEBT OUTSTANDING $120,200 $118,221 183 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: EULESS DEVELOPMENT CORPORATION, SALES TAX REVENUE BONDS, SERIES 2018 DATED: 10/15/18 ORIGINAL AMOUNT: $1,635,000 INTEREST RATE: YEARS 2020-2025 @ 3.00%, YEARS 2026-2038 @ 4.00% PAYING AGENT: U.S. BANK, NATIONAL ASSOCIATION, DALLAS, TEXAS OPTION DATE: 9/15/2028 YEAR COUPON INTEREST PRINCIPAL SEPTEMBER 15 TOTAL REQUIREMENTS MARCH 15 SEPTEMBER 15 2020 3.00% $29,375 $29,375 $60,000 $118,750 2021 3.00% $28,475 $28,475 $60,000 $116,950 2022 3.00% $27,575 $27,575 $65,000 $120,150 2023 3.00% $26,600 $26,600 $65,000 $118,200 2024 3.00% $25,625 $25,625 $65,000 $116,250 2025 3.00% $24,650 $24,650 $70,000 $119,300 2026 4.00% $23,600 $23,600 $70,000 $117,200 2027 4.00% $22,200 $22,200 $75,000 $119,400 2028 4.00% $20,700 $20,700 $75,000 $116,400 2029 4.00% $19,200 $19,200 $80,000 $118,400 2030 4.00% $17,600 $17,600 $85,000 $120,200 2031 4.00% $15,900 $15,900 $85,000 $116,800 2032 4.00% $14,200 $14,200 $90,000 $118,400 2033 4.00% $12,400 $12,400 $95,000 $119,800 2034 4.00% $10,500 $10,500 $95,000 $116,000 2035 4.00% $8,600 $8,600 $100,000 $117,200 2036 4.00% $6,600 $6,600 $105,000 $118,200 2037 4.00% $4,500 $4,500 $110,000 $119,000 2038 4.00% $2,300 $2,300 $115,000 $119,600 TOTAL $340,600 $340,600 $1,565,000 $2,246,200 Proceeds from the sale of the Bonds will be used to (i) pay contractual obligations of the City to be incurred for the construction of parks and park facilities, and (ii) pay the costs associated with the issuance of the Bonds. 184 H E C I T Y 0 EULESS 185 Appendices 186 H E C I T Y 0 EULESS 187 Appendix A Human Resources 188 Full -Time Personnel Counts FY 17/18 FY 18/19 FY 18/19 FY 19/20 ACTUAL BUDGETED ESTIMATED BUDGETED CITY ADMINISTRATION 3.50 3.50 3.50 3.50 CITY SECRETARY 3.50 3.50 3.50 3.50 Total City Administration 7.00 7.00 7.00 7.00 FINANCE/BUDGET 2.00 2.00 2.00 2.00 MUNICIPAL COURTS 7.75 7.75 7.75 7.75 ACCOUNTING 4.00 4.00 4.00 4.00 PURCHASING 1.00 1.00 1.00 1.00 Total Finance 14.75 14.75 14.75 14.75 POLICE CODE COMPLIANCE 15.00 15.00 15.00 16.00 POLICE ADMINISTRATION 6.00 6.00 6.00 6.00 POLICE PATROL 45.00 45.00 45.00 45.00 POLICE CID 13.00 13.00 13.00 13.00 POLICE SERVICE 22.00 22.00 22.00 22.00 POLICE DETENTION 17.00 17.00 17.00 17.00 Total Police Department 118.00 118.00 118.00 119.00 FIRE MARSHAL/EDUCATION 4.00 4.00 4.00 4.00 FIRE ADMINISTRATION 4.00 4.00 4.00 4.00 EMS/SUPPRESSION 67.00 67.00 67.00 67.00 Total Fire Department 75.00 75.00 75.00 75.00 INFORMATION SERVICES 1.00 1.00 1.00 1.00 HUMAN RESOURCES 3.50 3.50 3.50 3.50 FACILITY MAINTENANCE 4.00 4.00 4.00 4.00 Total Administrative Services 8.50 8.50 8.50 8.50 LIBRARY 9.00 9.00 9.00 9.00 Total Library 9.00 9.00 9.00 9.00 PLANNING & DEVELOPMENT 2.50 2.50 2.50 2.50 INSPECTIONS SERVICES 4.00 4.00 4.00 4.00 Total Planning & Development 6.50 6.50 6.50 6.50 RECREATION 6.50 6.50 6.50 6.50 PARKS 11.00 11.00 11.00 11.00 SENIOR CENTER 2.00 2.00 2.00 2.00 RECREATION ADMINISTRATION 1.00 1.00 1.00 1.00 Total Community Services 20.50 20.50 20.50 20.50 STREET MAINTENANCE 10.50 A 11.50 11.50 11.50 ANIMAL CONTROL 3.00 3.00 3.00 3.00 CITY ENGINEER 1.00 1.00 1.00 1.00 Total Public Works 14.50 15.50 15.50 15.50 GF NON -DEPARTMENTAL 0.50 A 0.00 0.00 0.00 Total Non -departmental 0.50 0.00 0.00 0.00 TOTAL GENERAL FUND 274.25 274.75 274.75 275.75 EDC - PARKS 13.25 13.25 13.25 13.25 EDC - LIBRARY 10.00 10.00 10.00 10.00 EDC - ECO. DEV. 1.00 1.00 1.00 1.00 TOTAL EDC FUND 24.25 24.25 24.25 24.25 WATER OFFICE 5.00 5.00 5.00 5.00 Total Finance 5.00 5.00 5.00 5.00 W&S ENGINEERING 3.00 3.00 3.00 3.00 WATER PRODUCTION 5.75 5.75 5.75 5.75 WATER DISTRIBUTION 7.25 7.25 7.25 7.25 SEWAGE & TREATMENT 7.00 7.00 7.00 8.00 METER SERVICES 1.00 1.00 1.00 1.00 Total Public Works 24.00 24.00 24.00 25.00 INFORMATION SERVICES 4.00 4.00 4.00 4.00 W&S NON-DEPT. 10.50 A 10.00 10.00 10.00 Total Non -departmental 14.50 14.00 14.00 14.00 TOTAL W&S FUND 43.50 43.00 43.00 44.00 GOLF NON DEPARTMENTAL 0.75 0.75 0.75 0.75 GOLF COURSE MAINT. 4.00 4.00 4.00 4.00 GOLF PRO SHOP 2.50 2.50 2.50 2.50 GOLF FOOD AND BEVERAGE 3.00 3.00 3.00 3.00 GOLF CONFERENCE CENTRE 1.50 1.50 1.50 1.50 TOTAL GOLF COURSE FUND 11.75 11.75 11.75 11.75 JUVENILE CASE FUND 1.25 1.25 1.25 1.25 CRIME CONTROL FUND 19.00 19.00 19.00 19.00 PUBLIC SAFETY SPECIAL FUND 0.00 0.00 0.00 0.00 SERVICE CENTER FUND 5.00 5.00 5.00 5.00 DRAINAGE UTILITY FUND 8.00 8.00 8.00 8.00 TEXAS STAR SPORTS COMPLEX 1.50 1.50 1.50 1.50 HEALTH INSURANCE FUND 1.00 1.00 1.00 1.00 WC/RISK MANAGEMENT FUND 0.50 0.50 0.50 0.50 TOTAL OTHER FUNDS 36.25 36.25 36.25 36.25 TOTAL ALL FUNDS 390.00 390.00 390.00 392.00 A) Added 1 PW Field Tech I, eliminated Director of Admin Services B) Added 1 PW Field Tech I C) Added 1 Code Enforcement Officer 189 PERSONNEL COUNTS BY FUND FULL-TIME EMPLOYEES FY18 ACTUAL FY19 BUDGETED FY19 ESTIMATED FY20 FUNDED GENERAL FUND 274.25 274.75 274.75 275.75 EDC FUND 24.25 24.25 24.25 24.25 WATER & WW FUND 43.50 43.00 43.00 44.00 GOLF COURSE FUND 11.75 11.75 11.75 11.75 JUVENILE CASE FUND 1.25 1.25 1.25 1.25 CRIME CONTROL DISTRICT 19.00 19.00 19.00 19.00 PUBLIC SAFETY SPECIAL FUND 0.00 0.00 0.00 0.00 SERVICE CENTER FUND 5.00 5.00 5.00 5.00 DRAINAGE UTILITY 8.00 8.00 8.00 8.00 TEXAS STAR SPORTS COMPLEX 1.50 1.50 1.50 1.50 HEALTH INSURANCE FUND 1.00 1.00 1.00 1.00 WC/RISK MANAGEMENT FUND 0.50 0.50 0.50 0.50 TOTAL 390.00 390.00 390.00 392.00 PART-TIME EMPLOYEES GENERAL FUND 49.00 49.00 49.00 49.00 EDC FUND 17.00 17.00 17.00 17.00 WATER & WW FUND 2.00 2.00 2.00 2.00 GOLF COURSE FUND 57.00 57.00 57.00 57.00 SPECIAL RECREATION FUND 3.00 3.00 3.00 3.00 TEXAS STAR SPORTS COMPLEX 26.00 26.00 26.00 26.00 TOTAL 154.00 154.00 154.00 154.00 190 H E C I T Y 0 EULESS 191 Appendix B Financial Terminology 192 H E C I T Y 0 EULESS 193 BASIS OF ACCOUNTING AND BUDGETING 1) The City's finances shall be accounted for in accordance with generally accepted accounting principles as established by the Governmental Accounting Standards Board ("GASB"). a) City accounts are organized and operated on the basis of funds, or account groups, each of which is considered a separate accounting entity. Fund accounting segregates funds according to their intended purpose and is used to aid management in demonstrating compliance with finance -related legal and contractual provisions. The minimum number of funds maintained is consistent with legal and managerial requirements. Funds are divided into two types: governmental and proprietary fund types. Governmental funds are those through which most governmental functions of the City are financed. Proprietary funds operate in a manner similar to private business enterprise. b) Governmental fund types are those through which most governmental functions of the City are financed and include the General Fund, Special Revenue Funds, Debt Service Funds, and Capital Projects Funds. Governmental funds use the flow of current financial resources measurement focus and the modified accrual basis of accounting. Under the modified accrual basis of accounting revenues are recognized when susceptible to accrual (i.e. when both "measurable and available"). "Measurable" means the amount of the transaction can be determined and "available" means collectible within the current period or soon enough thereafter to pay liabilities of the current period. Substantially all revenues are considered to be susceptible to accrual. Revenues from ad valorem taxes, sales taxes, hotel occupancy taxes, franchise taxes, and short-term motor vehicle taxes, recorded in the governmental funds are susceptible to accrual. License and permits, charges for service, fines and forfeitures, and miscellaneous revenues are recorded as revenues when received because generally they are not measurable until that time. Investment earnings are recorded as earned since they are both measurable and available. Expenditures are recognized when the related fund liability is incurred. However, debt service expenditures as well as expenditures related to compensated absences are recorded only when payment is due. c) The City utilizes encumbrance accounting for governmental fund types, under which purchase orders, contracts, and other commitments for the expenditure of monies are recorded in order to reserve that portion of the applicable appropriations. Encumbrances lapse at fiscal year end. d) Proprietary funds operate in a manner similar to private business and include enterprise funds and internal service funds. The City's proprietary fund types are accounted for on a flow of economic resources measurement focus and use the accrual basis of accounting. Under the full accrual method, revenues are recorded when earned and expenses are recorded at the time the associated liabilities occur. Net position is presented as Invested in capital assets — net of related debt, Restricted, and Unrestricted. The accounting objectives are determinations of net income, financial position, and cash flow. Proprietary fund operating statements present increases (e.g., revenues) and decreases (e.g., expenses) in net position. 2) The City's annual budgets shall be prepared and adopted on a basis consistent with generally accepted accounting principles for all governmental and proprietary funds except the capital project funds, which adopt project -length budgets. Using these principles, the revenues and expenditures are budgeted and approved before the beginning of the fiscal year by an ordinance passed by the City Council. Depreciation of capital assets is not recognized in proprietary fund budgets. All annual appropriations lapse at fiscal year end. 3) Under GASB 34, the City will continue utilizing the accounting and budgeting processes as described in paragraphs 1 and 2 of this section for individual fund statements. However, because GASB 34 mandates the flow of economic resources measurement focus and accrual basis of accounting for government -wide reporting, eliminating entries and extensive reconciliation must be performed to present aggregated fund information in the government —wide reporting model. Therefore, individual operating funds will be created with the objective of reducing fund level to government -wide reconciliation as much as possible. When appropriate, individual funds will be examined to determine if it will be appropriate to account for them as proprietary fund types. Also, the City will limit the use of internal service funds and incorporate the financial transactions of these funds into other governmental funds. 194 FUND RELATIONSHIPS Why all these funds? Where is the money being spent? All legitimate questions. Picture a city as a large corporation with many small subsidiaries — that is how to follow the funds. See below for a more detailed explanation. FUND/PURPOSE RELATIONSHIP TO OTHER FUNDS GENERALFUND To account for most operating revenues and Provides funding for general City operations or expenditures of the City, not specifically traditional City services. Supports all other required to be reported separately. fund groups. WATER & WASTEWATER FUND To account for water and sewer system services. Uses no tax dollars for support. Rates are based Rates are applied to actual usage. on consumption. Billing services provided for other funds. CAPITAL PROJECTS FUNDS To account for financial resources to be used Receives funding from the General Fund, Water & for the acquisition or construction of major Sewer Fund, Car Rental Fund, and from the facilities or assets. proceeds of the sale of debt instruments for capital improvements. DEBT SERVICE FUNDS To account for the accumulation of resources Funds borrowed for general operations. for, and the payment of, general obligation, NOTE: Both Water and Sewer, as well as certificates of obligation, water and sewer, or Drainage Enterprise Funds, pay for their own debt drainage long-term debt principal and interest. and are not G.O. debt. RISK MANAGEMENT / WORKERS COMP FUND To account for liability and casualty claims as Receives funding from all operating departments, well as workers' compensation programs. on a per employee basis for compensation and pro rata for liability. HOTEL/MOTEL FUND To account for the operations and expenditures Funded from hotel/motel occupancy tax revenues. for tourism and related programs of the City, primarily advertising and promotion. SERVICE CENTER FUND To account for operating costs and revenues of Receives funds from water and sewer fund. the fleet maintenance service to all City Departments. POLICE DRUG FUND To account for revenues and expenditures of Receives funding through the forfeiture of assets the Police Department activities in conjunction seized from drug traffickers through efforts of the with various DEA Task Forces. two DEA Task Forces. Revenue is then utilized for law enforcement in our community. INSURANCE & BENEFITS FUND To account for the revenues and expenditures Receives employee premiums and funding from all for the City's health insurance claims for all operating departments, on a per employee basis. employees and retirees. EQUIPMENT REPLACEMENT FUND To account for the accumulation of funds Funding is provided annually by user departments planned to be used for replacement of vehicles based on a calculation of depreciable value. Sale and some equipment. Allows for level of of auction equipment is reported here. expenditures for these costly assets. RECREATION CLASSES FUND To account for operating revenues and Funded from various athletic and special events, expenditures of the City's recreational program recreation class fees, etc. and events. ARBOR DAZE FUND To account for revenues and expenditures of Funded from business sponsorships, booth rental, the City's annual Arbor Daze festival. ticket sales, souvenir sales, plant sales, etc. 195 FUND/PURPOSE RELATIONSHIP TO OTHER FUNDS DRAINAGE UTILITY FUND To account for acquisition, operation, and Uses no tax dollars for support. Funded primarily maintenance of the City's drainage utility by user charges. system. TEXAS STAR GOLF COURSE FUND To account for revenues for the Texas Star Revenues generated from green fees, cart rentals, Golf Course and Conference Centre. membership dues, pro shop sales, restaurant sales, and conference centre rentals. EULESS DEVELOPMENT CORPORATION '/2 CENT SALES TAX FUND (EDC) Funds mandated for economic development, To account for proceeds of half cent sales tax library and parks by half -cent sales tax proceeds. for economic development, library and parks, per referendum. CRIME CONTROL & PREVENTION DISTRICT'/4 CENT SALES TAX FUND (CCPD) To account for'/4 cent sales tax for the Receives funding from sales tax collections for revenues and expenditures for CCPD. CCPD. TEXAS STAR SPORTS COMPLEX FUND (TSSC) To account for revenues for Youth and Adult Revenues generated from tournaments, Sports activity at Softball World and the Parks recreational league fees, pro shop sales, at Texas Star. concessions, and use of facilities. CAR RENTAL TAX FUND To account for proceeds from a 5% tax on the Revenues received from car rental facilities for the short-term rental of motor vehicles . short-term rental of passenger cars, vans, SUV's and light trucks. Funds used for any governmental purpose. CABLE PEG FEE FUND To account for proceeds from a 1 % fee collected Revenues received from cable providers for the from cable channel providers. expansion of the City's public, education, and governmental access channel. POLICE SEIZED ASSET FUND To account for resources received from asset Revenues received from forfeitures are to be forfeiture pursuant to court judgement File No. administered in compliance with Chapter 59, 09-13-640. Texas Code of Criminal Procedure. JUVENILE CASE FUND To account for resources received from a $5 fee Revenues received from forfeitures are used to assessed on any conviction in municipal court. employ and fund the needs of a juvenile case manager. GRANT FUND To account for resources awarded from various Revenues received must be used in accordance grant funding sources. with the grant provisions. PUBLIC IMPROVEMENT DISTRICT (PID) FUNDS To account for the accumulation of resources from Revenues received are utilized for the repayment an assessment levied upon properties within of debt issued to fund public improvements within district boundaries. the district. TAX INCREMENTAL REINVESTMENT ZONE (TIRZ) FUNDS Revenues received are utilized for the repayment To account for the accumulation of a portion of the of debt issued to fund public improvements within incremental property taxes from taxing entities the district. participating in the tax increamental reinvestment zone. RESERVE FUNDS To account for the accumulation of resources for Funds are for the allowable purposes. future projects or acquisitions, financial stabity, or contractual agreements. 196 General Fund 8 Special Revenue Funds Fund Structure Operating & Capital Funds Government Proprietary 1 Funds Funds Debt Capital Reserve Enterprise Internal Service Improvement Funds Service Funds Programs Funds Hotel/Motel G.O. Developer's Escrow General W & WW Insurance & Benefits Juvenile Case Stars Center Streets EDC'/2¢ Service Center Risk Mgmt. & Workers Comp. EDC'/2¢ EDC%0 EDC%0 Midtown Bond Reserve Drainage I Equipment Replacement CCPD'/4¢ W & WW General W & WW Recreation Classes Car Rental TSGC Redevelopment W & WW Arbor Daze Police Drug TSSC Police Facility Stabilization L TSGC Grant Car Rental TSGC TSSC Police Seized Assets Glade Park PID Glade Park TIRZ Cable PEG Fee Midtown PID TSGC TSSC W&WW W Impact Fees WW Impact Fees Drainage TSSC W = Water WW = Wastewater TSGC = Texas Star Golf Course TSSC = Texas Star Sports Complex EDC = Economic Development Corporation CCPD = Crime Control and Prevention District PID = Public Improvement District TIRZ = Tax Increment Reinvestment Zone GLOSSARY OF TERMS Accounts Payable: A liability account reflecting amount of open accounts owed to private persons or organizations for goods and services received by a government (but not including amounts due to other funds of the same government or to other governments). Accounts Receivable: An asset account reflecting amounts owed to open accounts from private persons or organizations for goods or services furnished by the government. Accrual Accounting: Recognition of the financial effects of transactions, events, and circumstances in the period(s) when they occur regardless of when the cash is received or paid. Activity: A service performed by a department or division. Ad Valorem Tax: All property, real, personal, mixed tangible, intangible, annexations, additions, and improvements to property located within the taxing units jurisdiction which are subject to taxation on January 1 of the current fiscal year. Each year, following the adoption of the budget ordinance, the City Council sets the ad valorem tax rate and the levy for the fiscal year beginning October 1 and continuing through the following September 30. Additional Sales Tax: Euless citizens approved a '/40 sales tax addition in FY96 to reduce ad valorem tax rates within the City. Amortization: Payment of principal plus interest over a fixed period of time. Appraised Value: The market value of real and personal property located in the City as of January 1 each year, as determined by the Tarrant Appraisal District. Appropriation: An authorization made by the legislative body of a government, which permits officials to incur obligations against and to make expenditures of governmental resources. Specific appropriations are usually made at the fund level and are granted for a one-year period. Appropriation Ordinance: The official enactment by the legislative body establishing the legal authority for officials to obligate and expend resources. Assessed Valuation: A valuation set upon real estate or other property by a government as a basis for levying taxes. Assets: Resources owned or held by the City which has monetary value. Arbitrage: The interest earnings derived from invested bond proceeds or debt service fund balances. Balance Sheet: The basic financial statement, which discloses the assets, liability, and equities of an entity at a specific date in conformity with General Accepted Accounting Principles. Balanced Budget: Annual financial plan in which the operating budget is balanced with current revenues, exclusive of beginning resources, and is greater than or equal to current expenditures / expenses. Baseline: The amount necessary to provide the same level of services as in the prior year. Bond: A written promise to pay a specified sum of money, called the face sum of money, called the principal amount, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. Budget: The City's financial plan for a specific fiscal year that contains an estimate of proposed expenditures and the proposed means of financing them. Budget Calendar: Schedule of key dates which the City follows in the preparation and adoption of the budget. Budget Document: Instrument used by the budget -making authority to present a comprehensive financial plan of operations to the City Council. Budgetary Control: The control or management of the organization in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and revenues. Budget Manager: The individual in a specific department who is responsible for compiling budget information, assembling it in the proper format, presenting the information, and administering the department budget during the fiscal year. 198 Capital: Any major non -recurring expenditure or expenditure for facilities, including additions or major alterations, construction of highways or utility lines, fixed equipment, landscaping or similar expenditures. Capital Improvements Program (CIP): Is an important planning tool that is used to link the City's physical development planning with fiscal planning. CART: Acronym for Child Abduction Response Team which provides an immediate and specialized response to a missing child report where the child is believed to be endangered. Cash Basis: A basis of accounting under which transactions are recognized when cash changes hands. CCPD: Acronym for the Crime Control and Prevention District, which is special district funded by a'/¢ sales and use tax which is legally restricted to police department operations as approved by the Crime Control and Prevention Board. CDBG: Acronym for the Community Development Block Grant, federal funds made available to municipalities specifically for community revitalization. Administered by Tarrant County. Certificates of Obligations (CO's): Similar to general obligation bonds except certificates require no voter approval. City Charter: The document of a home rule City similar to a constitution, which establishes the City's government structure and provides for the distribution of powers and duties among the various branches of government. City Council: The Mayor and six council members collectively acting as the legislative and policymaking body of the City. Contingency: A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Contractual Services: The costs related to services performed for the City by individuals, businesses, or utilities. Cost: The amount of money or other consideration exchanged for property or services. Cost may be incurred before money is paid; that is, as soon as liability is incurred. CPR: Acronym for Community Powered Revitalization Program with the mission of helping people and homes in need. Current Assets: Those assets which are available or can be made readily available to finance current operations or to pay current liabilities. Those assets which will be used up or converted into cash within one year. Some examples are cash, temporary investments, and accounts receivable collected within one year. Current Liabilities: Debt or other legal obligation arising out of transactions in the past which must be liquidated, renewed, or refunded within one year. DEA: Acronym for the Drug Enforcement Administration, a United States federal law enforcement agency under the Department of Justice, tasked with combating drug smuggling and use within the United States. Debt Service Fund: A fund used to account for the moneys set aside for the payment of interest and principal to holders of the City's general obligation and revenue bonds, the sale of which finances long-term capital improvements, such as facilities, streets and drainage, parks and water/wastewater systems. Delinquent taxes: Taxes remaining unpaid on or after the date on which a penalty or nonpayment is attached. Department: A functional unit of the City containing one or more divisions or activities. Depreciation: Change in the value of assets (equipment, buildings, etc. with a useful life of 5 years or more) due to the use of the asset. D/FW: Acronym for the Dallas and Fort Worth. EDC: Acronym for the Euless Development Corporation, a component unit of the City. This Corporation is funded by a''Y20 sales and use tax that is legally restricted to library, parks, and 199 economic development projects, and the debt associated with each. Effective Tax Rate: A rate which generates the same amount of revenues from property which is taxed in both years. Encumbrances: Obligations in the form of purchase orders, contracts or salary commitments which are chargeable to an appropriation and for which a part of the appropriation is reserved. When paid, the encumbrance is liquidated. Enterprise Fund: A fund established to account for operations that are financed and operated in a manner similar to private business enterprises - where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. Excess Fund Balance: The excess of a fund's current assets over its current liabilities and required reserve limits. Exempt: Personnel not eligible to receive overtime pay and who are expected to work whatever hours are necessary to complete their job assignments. Expenditures: The cost of goods received or services rendered whether cash payments have been made or encumbered. Fiscal Year: A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the result of its operations. The City of Euless' fiscal year begins each October 1st and ends the following September 30t" Fixed Assets: Assets of a long-term character, which are intended to continue to be held or used, such as land, buildings, and improvements other than buildings, machinery, and equipment. Franchise: A special privilege granted by the government permitting the continuing use of public property, such as City streets, and usually involving the elements of monopoly and regulation. FTE: Acronym for full time equivalent, a measurement of staffing. One FTE is a 40 hours per week employee. A part-time position working 20 hours per week, or a temporary full-time position working six months would be'/z FTE. Fund: A fiscal and accounting entity with a self - balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Fund Accounting: A governmental accounting system that is organized and operated on a fund basis. Fund Balance: The excess of a fund's current assets over its current liabilities, sometimes called working capital or fund equity. A negative fund balance is often referred to as a deficit. GAAP: Acronym for Generally Accepted Accounting Principles, which is the standard framework of guidelines for financial accounting. It includes the standards, conventions, and rules accountants follow in recording and summarizing transactions and in the preparation of financial statements. GASB: Acronym for Government Accounting Standards Board, an independent, non-profit agency responsible for the promulgation of accounting and financial reporting procedures for governmental entities. GC ISM Acronym for the Grapevine Colleyville Independent School District, the local independent school district, with board members elected to provide administration for schools in the cities of Grapevine, Colleyville, and Euless. The school district has a separate tax office which assesses and collects taxes for operation of the elementary and secondary schools. Note: Some Euless residents in the southern part of Euless attend school in the HEB ISD. General Fund: The fund used to account for all financial resources except those required to be accounted for in another fund. The General Fund is generally tax supported. General Obligation Bonds: Bonds for the payment of which the full faith and credit of the issuing government are pledged. The bonds are paid by revenue provided from real property 200 which is assessed through the taxation power of the local governmental unit. Bonds must have voter approval. GFOA: Acronym for Government Finance Officers Association whose mission is to enhance and promote the professional management of governments for the public benefit by identifying and developing financial policies and best practices and promoting their use through education, training, facilitation of member networking, and leadership. Governmental Funds: The funds through which most governmental functions typically are financed. The acquisition, use, and financial resources and the related current liabilities are accounted for through governmental funds (General, Special Revenue, Capital Projects, and Debt Service Funds). Grant -Funded Program: Any program requiring any amount of State and/or Federal funds. Goal: The purpose toward which an endeavor is directed; and objective. H-E-B ISD: Acronym for the Hurst -Euless - Bedford Independent School District, a local independent school district, with board members elected to provide administration for schools in the cities of Hurst, Euless and Bedford. Homestead Exemption: A deduction from the total taxable assessed value of owner occupied property. The exemption in Euless is 20% with an additional $35,000 for disabled and senior citizens. Infrastructure: The underlying permanent foundation or basic framework. Internal Service Fund: A fund used to account for the financing of goods or services provided by one City department or cost center to other departments, on a cost -reimbursement basis. Investments: Securities and real estate held for the production of revenues in the form of interest, dividends, rentals, or lease payments. The term does not include fixed assets used in governmental operations. ISO: Acronym for Insurance Service Organization. ISO is a New York -based advisory organization that serves the property and casualty insurance industry by providing inspection services, insurance coverage form development and statistical services. IVR: Acronym for Interactive Voice Response which allows customers to interact with a company's call center systems via a telephone keypad or by speech recognition, after which they can service their own inquiries by following the IVR dialogue. Levy: To impose taxes, special assessments, or service charges for the support of city services. Maintenance: The upkeep of physical properties in condition for use or occupancy. Examples are the inspection of equipment to detect defects and the making of repairs. Mission: An inner calling to pursue an activity or perform a service. Modified Accrual Accounting: Accounting system in which revenues are recognized and recorded in the accounts when they are measurable, available, and collectible in the fiscal year. Non -departmental: Department to budget expenses that benefit the fund as a whole rather than a particular department within the fund. Non-exempt: Personnel eligible to receive overtime pay when overtime work has been authorized or requested by the supervisor. Objective: Something worked toward or striven for; a goal. Operating Budget: Plan for current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending, and service delivery activities of the City are controlled. The use of annual operating budgets is required by State law. Operating Expenditure: Expenditure on an existing item of property or equipment that is not a capital expenditure. Ordinance: A formal legislative enactment by the governing body of the municipality. If it is not in conflict with any higher form of law, such as state statute or constitutional provision, it has the 201 full force and effect of law within the boundaries of the municipality to which it applies. The difference between an ordinance and a resolution is that the latter requires less legal formality and has lower legal status. Revenue raising measures such as the imposition of taxes, special assessments and service charges, usually require ordinances. P-Cards: Acronym for procurement card. A City - issued credit card which allows employees to make small purchases in a cost effective manner. Performance Measures: Specific quantitative measures of work performed within an activity or program. They may also measure results obtained through an activity or program. Personal Services: The costs associated with compensating employees for their labor. Proprietary Funds: Operation that operates like a private operation, in which services are financed through user charges and expenditures include the full cost of operations. Public Hearing: The portions of open meetings held to present evidence and provide information on both sides of an issue. PID: Acronym for Public Improvement District which offer cities and counties a means for improving their infrastructure to promote economic growth in an area by allowing cities and counties to levy and collect special assessments on properties that are within the city or its extraterritorial jurisdiction. Purchase Order (PO): A document authorizing the delivery of specified merchandise or the rendering of certain services. PVC: Acronym for polyvinyl chloride, a plastic compound used for water and sewer pipes. Reimbursement: Repayment to a specific fund for expenditures incurred or services performed by that fund to or for the benefit of another fund. Reserve: An account used to indicate that a portion of fund resources is restricted for a specific purpose, or is not available for appropriation and subsequent spending. Revenues: All amounts of money received by a government from external sources other than expense refunds, capital contributions, and residual equity transfers. ROW: Acronym for right-of-way. Sales Tax: A general "sales tax" is levied on persons and businesses selling merchandise or services in the City limits on a retail basis. The categories for taxation are defined by state law. Monies collected under authorization of this tax are for the use and benefit of the City. Special Assessment: A compulsory levy made against certain properties to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those properties. Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. STEP: Acronym for Selective Traffic Enforcement Program whose goal is to reduce the number of crashes caused by excessive speed, disregard of traffic control devices, and alcohol. Supplemental Request: A request to budget an activity at a level above current service levels in order to achieve increased or additional objectives. These expenditures are ongoing in nature. Supplies: A cost category for minor items (individually priced at less than $5,000) required by departments to conduct their operations. TAD: Acronym for Tarrant Appraisal District who is responsible for local property tax appraisal and exemption administration for seventy jurisdictions or taxing units in the county. Tax Rate: A percentage applied to all taxable property to raise general revenues. It is derived by dividing the total tax levy by the taxable net property valuation. Tax Roll: The official list showing the amount of taxes levied against each taxpayer or property in the City. The list is provided to the City by Tarrant Appraisal District. Taxable Value: Estimated value of taxable property to which the ad valorem tax rate is applied. 202 Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. TCEQ: Acronym for Texas Commission on Environmental Quality, a state agency which enforces federal and state environmental laws. TIRZ: Acronym for Tax Increment Reinvestment Zone which is a special zone created by City Council to attract new investment to an area. This zone helps finance the cost of redevelopment and encourage development in an area that would otherwise not attract sufficient market development in a timely manner. Taxes attributable to new improvements (tax increments) are set -aside in a fund to finance public improvements within the boundaries of the zone. TMRS: Acronym for the Texas Municipal Retirement System, a pension plan for employees of member cities within the State of Texas. TRA: Acronym for the Trinity River Authority of Texas which is a conservation and reclamation district providing water and wastewater treatment, along with recreation and reservoir facilities, for municipalities within the nearly 18,000-square-mile Trinity River basin. TSGC: Acronym for the Texas Star Golf Course which is used to account for the revenues and expenditures of a 275 acre 18-hole golf course, 7,000 square foot conference center, and full service restaurant. TSSC: Acronym for the Texas Star Sports Complex which is used to account for the revenues and expenditures of both Softball World and the Parks at Texas Star enterprise operations. TXDOT: Acronym for the Texas Department of Transportation, a state government agency responsible for administering capital grants for street repairs within the City of Euless. User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service. Working Capital: Budgeted working capital is calculated as a fund's current assets less current liabilities and outstanding encumbrances. The term is used to indicate unencumbered fund balances in enterprise funds such as utility, golf course, Softball World and the Parks at Texas Star. 203 Appendix C Ordinances 204 ORDINANCE NO. 2228 AN ORDINANCE ADOPTING THE OFFICIAL OPERATING AND CAPITAL BUDGET FOR THE CITY OF EULESS FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2019, AND ENDING SEPTEMBER 30, 2020; AMENDING THE BUDGET FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2018, AND ENDING SEPTEMBER 30, 2019; PROVIDING FOR THE INVESTMENT OF FUNDS; PROVIDING A SEVERABILITY CLAUSE; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, the City Manager's recommended budget for the fiscal year beginning October 1, 2019, and ending September 30, 2020, was posted on the City's website and filed in the office of the City Secretary of the City of Euless on July 31, 2019, and has been available to the citizens and the public for their inspection since that date; and WHEREAS, the FY2019-2020 proposed Budget, on file in the office of the City Secretary as Exhibit A, and incorporated herein for all purposes, specifically sets forth each of the various funds for which appropriations are delineated, and the estimated amount of money carried in the Budget for each of such funds; and WHEREAS, the FY2019-2020 proposed Budget includes, by reference, certain elements of the Capital Improvements Program, on file in the office of the City Secretary as Exhibit B, which details planned capital improvement projects of the city that have been identified to date and contains a statement proposing capital expenditures deemed necessary for undertaking during the next budget year and recommended provisions for financing and a list of capital projects which should be undertaken within the five next succeeding years; and WHEREAS, on August 27, 2019, the Euless City Council held a public hearing on the proposed Budget at which time all citizens and interested persons were given an opportunity to be heard regarding the Budget; and WHEREAS, notice of such public hearing on the Budget was duly published in accordance with law and at the conclusion of such hearing, it was determined that such Budget should be adopted; and WHEREAS, the City Council deems it to be in the best interest of the citizens to amend the FY2018-2019 budget due to unforeseen circumstances. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EULESS, TEXAS, THAT: SECTION 1. The official Budget for the City of Euless for the fiscal year beginning October 1, 2019, and ending September 30, 2020, on file in the office of the City Secretary as Exhibit 205 A, is hereby adopted and there is hereby appropriated from the funds indicated therein such sums for the projects, operations, activities, purchases, and other expenditures proposed in the Budget. The Euless City Secretary is directed to keep and maintain a copy of such official Budget on file in the office of the City Secretary available for inspection by citizens and the general public. A copy of the Budget shall be posted on the official website for the City of Euless. In addition, the City Manager shall file or cause to be filed a true and correct copy of this ordinance, along with the approved Budget, and any amendments thereto, in the office of the County Clerk of Tarrant County, Texas, as required by State law. SECTION 2. The City Council hereby approves as a part of the Budget the FY2019-2020 Capital Improvements Program, on file in the office of the City Secretary as Exhibit B, which details planned capital improvement projects of the City that have been identified to date. This document meets the requirements of the City Charter, Article VII, Section 2 (5) which requires "A statement proposing any capital expenditures deemed necessary for undertaking during the next budget year and recommended provisions for financing" and Section 2 (6) which requires, "A list of capital projects which should be undertaken within the five next succeeding years." The Euless City Secretary is directed to keep and maintain a copy of such Capital Improvement Program on file in the office of the City Secretary available for inspection by citizens and the general public. A copy of the Capital Improvement Program shall be posted on the official website for the City of Euless. SECTION 3. The FY2018-2019 official Budget for the City of Euless is amended to provide an additional $32,464 for rebates pursuant to certain contractual agreements, $50,000 for Library renovations, $62,998 for unforeseen grant proceeds, and $580,802 for Capital Improvement Projects. The revised figures, prepared and submitted by the City Manager for the FY2018-2019 budget are hereby approved and appropriated, and any necessary transfers between accounts and departments are hereby authorized, approved and appropriated. SECTION 4. All funds appropriated and allocated shall be expended and used pursuant to the provisions of such official Budget and the City Manager is directed to appropriate and expend City funds according to City Charter provisions. Ordinance No. 2228, Page 2 of 5 206 SECTION 5. The sums below are hereby appropriated from the respective operating funds for the payment of expenditures on behalf of the city government as established in the approved Budget document: FY2019 FY2020 Amended Budgeted FUND Expenditures Expenditures General Fund $ 47,531,579 Hotel/Motel Fund $ 951,332 $ 1,297,107 Juvenile Case Fund $ 122,618 Half Cent Sales Tax Fund (EDC) $ 7,162,271 Crime Control & Prevention District Fund (CCPD) $ 3,225,837 Police Seized Assets Fund $ 61,506 Police Drug Fund (DEA) $ 179,162 Grant Fund $ 214,116 $ 71,362 Car Rental Tax Fund $ 15,853,507 $ 15,444,403 Glade Parks Tax Increment Reinvestment Zone $ 1,143,966 Midtown Public Improvement District $ 1,062,197 Midtown Tax Increment Reinvestment Zone $ 51,701 Cable PEG Fund $ 326,794 General Obligation Debt Service Fund $ 6,070,199 Star Center Debt Service Fund $ 709,303 Half Cent Debt Service Fund (EDC) $ 442,664 Water & Wastewater Fund $ 26,240,886 Service Center Fund $ 1,476,373 Water & Wastewater Debt Service Fund $ 1,489,617 Drainage Utility Fund $ 882,950 Recreation Classes Fund $ 980,981 Arbor Daze Fund $ 80,000 Texas Star Sports Complex Fund $ 737,522 Texas Star Golf Course Fund $ 4,688,712 Texas Star Golf Course Debt Service Fund $ 589,566 Equipment Replacement Fund $ 1,634,500 Health Insurance Fund $ 7,631,683 Risk Management/Worker's Comp Fund $ 1,197,125 Ordinance No. 2228, Page 3 of 5 207 SECTION 6. The sums below are hereby appropriated from the respective capital funds for the payment of expenditures on behalf of the city government as established in the approved Capital Improvement Program: Fund Drainage Capital Projects Fund Streets Capital Projects Fund Water & Wastewater Capital Projects Fund Water Impact Fee Fund Wastewater Impact Fee Fund General Capital Projects Fund Half Cent Capital Projects Fund (EDC) Texas Star Golf Course Capital Projects Texas Star Sports Complex CIP Redevelopment Fund Car Rental Capital Improvement Projects Developers Escrow SECTION 7. FY2019 Amended FY2020 Appropriations Appropriations $ 50,000 $ 13,723,261 $ 1,465,000 $ 11,186,663 $ 2,351,486 $ 376,024 $ 100,000 $ 32,753 $ 7,335,000 $ 2,536,324 $ 4,704,810 $ 215,337 $ 100,000 $ 531,619 $ 1,000,000 $ 4,660,908 2,335,070 $ 32,753 50,000 The sums below are hereby appropriated from the respective reserve funds to provide transfers to certain operating and capital improvement funds as established in the approved budget document. Fund FY 2020 Appropriations Half Cent Sales Tax (EDC) Debt Reserve Fund $ 700 Water & Wastewater Rate Stabilization Reserve Fund $ 842,414 Texas Star Sports Complex Reserve Fund $ 379,419 Texas Star Golf Course Reserve Fund $ 315,337 SECTION 8. The City Manager is authorized from time to time, as he/she may deem to be in the best interest of the City of Euless, to invest city funds not immediately required for current use, including operating funds and bond funds, as per the City Council adopted Investment Policy. Ordinance No. 2228, Page 4 of 5 208 SECTION 9. SEVERABILITY CLAUSE. It is hereby declared to be the intention of the City Council that the phrases, clauses, sentences, paragraphs, and sections of this ordinance are severable, and if any phrase, clause, sentence, paragraph, or section of this ordinance shall be declared unconstitutional by the valid judgment or decree of any court of competent jurisdiction, such unconstitutionality shall not affect any of the remaining phrases, clauses, sentences, paragraphs, and sections of this ordinance, since the same would have been enacted by the City Council without the incorporation in this ordinance of any such unconstitutional phrase, clause, sentence, paragraph or section. SECTION 10. EFFECTIVE DATE. This ordinance shall become effective immediately from and after its passage. PRESENTED AND PASSED ON FIRST AND FINAL READING at a regular meeting of the Euless City Council on September 10, 2019, by a vote of 7 ayes,0 nays, and 0 abstentions. APPROVED: ATTEST: K6 ,, utter, TRMC, CMC, City Secretary APPROVED AS TO FORM: Wayne K. Olson, ity Attorney Ordinance No. 2228, Page 5 of 5 209 ORDINANCE NO. 2229 AN ORDINANCE LEVYING TAXES FOR THE TAX YEAR 2019 FOR THE CITY OF EULESS, TEXAS; PROVIDING FOR CERTAIN EXEMPTIONS THEREFROM; ENACTING PROVISIONS INCIDENT AND RELATING TO THE SUBJECT AND PURPOSE OF THIS ORDINANCE; REPEALING CONFLICTING ORDINANCES; PROVIDING A SEVERABILITY CLAUSE; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, on August 27, 2019, the City Council held a public hearing on the proposed budget for the Fiscal Year 2019-2020; and WHEREAS, the City Council has approved, by a separate ordinance adopted on September 10, 2019, an annual budget for the fiscal year beginning October 1, 2019, and ending September 30, 2020 (tax year 2019); and WHEREAS, the City Council finds that an ad valorem tax must be levied to provide the revenue requirements of the budget for tax year 2019, and WHEREAS, the City Council held public hearings on the proposed tax rate on August 27, 2019, and September 3, 2019, and complied with all other statutory and constitutional requirements concerning the levying and assessing of ad valorem taxes; and WHEREAS, all citizens and interested persons were given an opportunity to be heard regarding the proposed budget and the proposed tax rate. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EULESS, TEXAS, THAT: SECTION 1. The City of Euless, Texas does hereby adopt and levy the following tax rate for tax year 2019 and for each tax year thereafter until otherwise ordained: $0.377974 for the purposes of maintenance and operation $0.084526 for the payment of principal and interest on debt of the City $0.4625 Total tax rate The above tax rate shall be assessed and collected on each One Hundred Dollars ($100.00) of assessed value of all taxable property, real, personal and mixed, situated within the corporate limits of the City of Euless on January 1, 2019, and not exempt from taxation by the Constitution and statutes of the State of Texas. The tax so levied and assessed shall be apportioned to the accounts and funds in the amounts as set forth in the annual budget of the City adopted for the fiscal year. 210 THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE. THE TAX RATE WILL EFFECTIVELY BE RAISED BY 6.87 PERCENT AND WILL RAISE TAXES FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY APPROXIMATELY $6.26. SECTION 2. There shall be exempted from the assessed valuation of all residential homesteads for which proper application shall have been made, an amount equal to twenty percent (20%) of the assessed value of such residential homestead. The exemption shall be granted to any such residential homestead and improvements qualifying for same as provided by law. SECTION 3. The sum of thirty-five thousand dollars ($35,000) of the assessed valuation of residence homesteads of residents of the City of Euless who are sixty-five (65) years of age or older shall be exempted from all ad valorem taxes herein levied by the City. SECTION 4. There shall be exempted from the assessed valuation of all residential homesteads of disabled veterans for which proper application shall have been made a portion of such valuation in accordance with the following schedule as allowed by the Texas Tax Code, Section 11.22: An exemption of up to: $5,000 of the assessed value $7,500 of the assessed value $10,000 of the assessed value $12,000 of the assessed value For a disability rating of at least: but less than: 10% 30% 30% 50% 50% 70% 70% and over SECTION 5. The taxes levied by this Ordinance shall be due and payable on October 1, 2019, and shall become delinquent on February 1, 2020. Except as provided in Section 7 below, payment of such tax is due in one full installment. Taxes shall be payable at the office of the Tarrant County Tax Collector. There shall be no discount for taxes paid prior to January 31, 2020. Ordinance No. 2229, Page 2 of 4 211 SECTION 6. If the tax is unpaid after January 31, 2020, such tax will become delinquent and penalty and interest will attach and accrue as provided by Section 33.01 of the Texas Tax Code. SECTION 7. A person who pays one-half of the taxes before December 1, 2019, may pay the remaining one-half of the taxes without penalty or interest before July 1, 2020, as provided and authorized by Section 31.03 of the Texas Tax Code. SECTION 8. As provided by Section 33.07 of the Texas Tax Code, in the event the taxes become delinquent and remain delinquent on July 1, 2020, and in the event such delinquent taxes are referred to an attorney for collection, an additional penalty in the amount of the compensation to be paid in connection with the collection of the delinquent taxes as specified in the contract with the attorney shall be added as collection costs to be paid by the taxpayer. SECTION 9. The Tarrant County Tax Collector is hereby authorized to collect the taxes levied under this Ordinance. The City and Tarrant County shall have available all rights and remedies provided by law for the enforcement of the collection of taxes levied under this Ordinance. SECTION 10. All ordinances or parts of ordinances in conflict herewith are repealed to the extent of conflict only. SECTION 11. SEVERABILITY CLAUSE. It is hereby declared to be the intention of the City Council that the phrases, clauses, sentences, paragraphs, and sections of this Ordinance are severable, and if any phrase, clause, sentence, paragraph, or section of this Ordinance shall be declared unconstitutional by the valid judgment or decree of any court of competent jurisdiction, such unconstitutionality shall not affect any of the remaining phrases, clauses, sentences, paragraphs, and sections of this ordinance, since the same would have been enacted by the City Council without the incorporation in this ordinance of any such unconstitutional phrase, clause, sentence, paragraph or section. Ordinance No. 2229, Page 3 of 4 212 SECTION 12. This ordinance shall become effective from and after its date of passage. PRESENTED AND APPROVED ON FIRST AND FINAL READING at a regular meeting of the Euless City Council on September 10, 2019, by a vote of 7 ayes, 0 nays, and 0 abstentions. APPROVED: ATTEST: t.� Kim utter, TRMC, CMC, City Secretary APPROVED AS TO FORM: (�[( ak-- Wayne K. Olson, City Attorney Ordinance No. 2229, Page 4 of 4 213 ORDINANCE NO. 2230 AN ORDINANCE ADOPTING THE TAX ROLL FOR TAX YEAR 2019 FOR THE CITY OF EULESS, TEXAS; PROVIDING A SEVERABILITY CLAUSE; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, Tarrant Appraisal District is responsible for the property tax appraisal and exemption administration for the City of Euless; and WHEREAS, on the 25th day of July 2019, Tarrant Appraisal District provided the City with the Certified Appraisal Roll effective for the 2019 tax year; and WHEREAS, the Certified Appraisal Roll established the net appraised value of certain tracts of property located within the corporate boundaries of the City, taking into consideration any partial exemptions allowed to property owners; and WHEREAS, the City Council has adopted and levied a tax rate applicable to property located within the corporate boundaries of the City; and WHEREAS, Tarrant County, as the tax assessor for the City, has calculated the tax roll for the City based on the adopted tax rate; and WHEREAS, the City Council finds it is in the best interests of the City and the owners of those specific tracts to accept the tax roll as presented. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EULESS, TEXAS, THAT: SECTION 1. The tax roll for tax year 2019 for the City of Euless, Texas is hereby approved as shown in Exhibit A. SECTION 2. SEVERABILITY CLAUSE. It is hereby declared to be the intention of the City Council that the phrases, clauses, sentences, paragraphs, and sections of this Ordinance are severable, and if any phrase, clause, sentence, paragraph, or section of this Ordinance shall be declared unconstitutional by the valid judgment or decree of any court of competent jurisdiction, such unconstitutionality shall not affect any of the remaining phrases, clauses, sentences, paragraphs, and sections of this Ordinance, since the same would have been enacted by the City Council without the incorporation in this Ordinance of any such unconstitutional phrase, clause, sentence, paragraph or section. 214 SECTION 3. EFFECTIVE DATE. This Ordinance shall become effective from and after its date of passage. PRESENTED AND APPROVED ON FIRST AND FINAL READING at a regular meeting of the Euless City Council on September 10, 2019; by a vote of 7 ayes, 0 nays, and 0 abstentions. APPROVED: �..fill X I R14- ATTEST: Kim utter, TRMC, CMC, City Secretary APPROVED AS TO FORM: Wayne K. Olson, City Attorney Ordinance No. 2230, Page 2 of 10 215 Appendix D Multi -Year Financial Plan 216 INTRODUCTION The City of Euless Multi -Year Plan is presented for review. Major funds will show the estimated beginning fund balances, estimated revenues and expenses, and ending fund balances. Staffing levels, estimated tax rates, and estimated water and wastewater rates are also presented. This plan includes operations and capital items that are recommended for FY2019-20 and the impact of recommended major capital projects through FY2023-24. Due to the volume of information included in the General Fund and the Water and Wastewater Fund, separate executive summaries have been provided that highlight significant assumptions. Supplemental and capital requests for all major funds were submitted by departmental directors. Only a limited number of requests have been included in the plan as recommended and funded. The remaining items are shown for planning purposes and funding has not yet been identified. Capital items recommended and funded have been included in the Proposed Capital section of each fund's presentation. Recommended reserve levels and designated reserves are reflected as required by the City's fiscal policies. General Fund Revenue increases are projected at conservative growth levels. Most revenue items are projected at 2% to 3% growth factors. Sales tax is projected to grow approximately 1 % annually based on new retail development. Departmental expenditures include an increase of less than 1 % with annual increases for salary plan adjustments, health insurance increases, and changes in depreciation. Funding is needed for three police officers, which can be partially offset with grant funding, and three fire fighters. Based on new property tax legislation, it is anticipated that additional needed personnel cannot be added without seeking voter approved funding. Without additional growth in other areas, it is also possible that voter approval may be needed for baseline expenditures including a modest pay plan and health insurance increases. Staff will continue to evaluate all available options. General Obligation Debt Service The debt component of the tax rate includes debt service requirements for all general debt currently outstanding and projected in the next five years. Under the multi -year capital plan, debt issuance is proposed for Fire Station #1 construction in FY2019-20 and short-term tax notes for future equipment purchases in FY2019-20 and FY2021-22. 217 The principal and interest requirements associated with the proposed bonds have been included in the multi -year plan. Infrastructure and street projects are detailed in the Capital Improvement Project (CIP) book. Half Cent Sales Tax Fund The Half Cent Sales Tax operating budget includes salary plan adjustments, health insurance increases, and transfers to CIP for proposed capital which is detailed in the CIP book. Funding has been included for Blessing Branch Park improvements, and Carr Park Trail Connection. Half Cent Sales Tax Debt Fund The Half Cent Sales Tax Debt Fund includes debt service requirements for all sales tax revenue debt currently outstanding. Current debt obligations are for Carr Park Improvements. FY2019-20 includes an issuance of $4,380,000 for construction of Texas Star Sports Complex Phase VII and FY2023-24 includes an issuance for $3,816,945 for Texas Star Sports Complex Phase Vill. Crime Control and Prevention District The Crime Control and Prevention District fund includes salary plan adjustments, health insurance increases, and continuation of existing programs. Car Rental Tax Fund Car Rental Tax revenue projected increases for future years are attributed to inflationary increases on the rates charged by car rental companies. Two-thirds of the total revenue is shared with Dallas and Fort Worth. Expenditures for this fund include transfers to support General Fund operations which are budgeted at 1/3 of Euless' portion of the revenue. Transfers to the Equipment Replacement Fund have been included to offset a portion of the replacement cost of large equipment purchases. In addition, funds will be used to cash flow capital requests including improvements to Kiddie Carr Park. The accumulation of fund balance is expected to be used to cash flow future capital projects. This proposed plan maintains the recommended minimum reserve in the short-term motor vehicle fund of $2,000,000. Water and Wastewater Fund Revenues in this enterprise operation are based on projected rates sufficient to cover operations in each of the future years. Rates are based on projected cost increases from Trinity River Authority, as well as increases for the City's operations, including salary plan adjustments, health insurance increases, and changes in depreciation 218 expense. Future projected rate increases for both water and wastewater are shown. Water rate increases have been spread equally across each tier. Reclaimed water rates are based on expected increases in raw water costs and increased operating costs. The operating budget includes funding for current water and wastewater revenue bonds and funding to continue the annual water and wastewater infrastructure improvements. The current water and wastewater capital improvements plan projects do not propose additional bond funding. Water and Wastewater Debt Service Fund Debt service transfers are based on current debt outstanding. Debt service payments for the existing water tank debt and Phase I of the reclaimed water system expansion are paid from impact fees as identified in the Impact Fee CIP plan. All other water and wastewater debt is paid from system revenues. Drainage Fund The Drainage Utility Fund provides for salary plan adjustments, health insurance increases, and changes in depreciation charges. Service Center Fund The Service Center Fund provides for salary plan adjustments, health insurance increases, and changes in depreciation charges. Transfers from the Water and Wastewater Fund have increased accordingly. Texas Star Golf Course Fund The Golf Course Fund includes modest increases in revenues from fee increases and those revenues that are directly attributable to the number of rounds projected such as increases in green fees, food and beverage sales, and conference centre bookings. Expenses are projected to increase in all divisions as a result of increased rounds, salary plan adjustments, health insurance increases, and depreciation charges. An increase in cost of goods is anticipated as a result of the estimated additional sales volume. Debt service payments are based on repayment schedules and include annual transfers from the Golf Course Reserve Fund. Texas Star Sports Complex Fund Revenues and expenses are proposed to decrease in FY2019-20 due to planned improvements. Texas Star Sports Complex Phase VII will include renovation of the existing Softball World to incorporate multi -purpose fields with an emphasis on youth sports. The facility is anticipated to reopen in FY2020-21 and increases are included for NM pay plan adjustments, health insurance costs, and operating costs. The five year plan continues to show this fund to be self-supporting, with a modest net income each year. Equipment Replacement Fund The Equipment Replacement Fund includes fleet and equipment purchases based on the projected replacement schedule, which is re-evaluated each year. Following the year of purchase, equipment and vehicle purchases are added to the depreciation charge in order to ensure that proper funds will be available for the next scheduled replacement. CLOSING COMMENTS This document is a plan for the future. Many things will certainly change and this document will need to be adjusted accordingly. Future capital projects and the timing of debt issuance can significantly impact the interest and sinking portion of the tax rate. The recommended Multi -Year Plan strives for a level tax rate and continues existing service levels. The Water and Wastewater plan indicates that the City will be facing significant challenges from increased water and wastewater costs which will likely have a significant impact on future rates. While it is understood that this plan is certain to change, it is intended to help guide future decisions. 220 General Fund Executive Summary Base Year Year 2 Year 3 Year 4 Year 5 Budget Projected Projected Projected Projected 2019-20 2020-21 2021-22 2022-23 2023-24 TAX RATE VARIABLE Tax Rate $0.4625 $0.4625 $0.4625 $0.4625 $0.4625 Tax Rate Change $0.0000 $0.0000 $0.0000 $0.0000 $0.0000 Assessed Value/$100 $ 43,926,818 $46,123,159 $47,968,085 $49,886,809 $50,884,545 Amount generated by 1¢ $ 428,286 $ 449,701 $ 467,689 $ 486,396 $ 496,124 Transfer from Car Rental $ 1,630,570 $ 1,638,723 $ 1,646,917 $ 1,646,917 $ 1,646,917 Tax Rate Equivalent - Car Rental Transfer 0.038072 0.036440 0.035214 0.033860 0.033196 EXPENDITURES Departmental Expenditures $ 43,577,488 $ 43,818,500 $ 44,865,904 $ 45,943,719 $ 47,048,897 Insurance Increase $ - $ 185,304 $ 201,849 $ 215,085 $ 225,012 Salary Package $ - $ 619,625 $ 632,017 $ 644,657 $ 657,550 Capital Expenses $ 3,954,091 $ - $ - $ - $ - Total Expenditures $ 47,531,579 $ 44,623,429 $ 45,699,770 $ 46,803,461 $ 47,931,460 Proposed Supplemental $ - $ - $ - $ - Proposed Capital $ - $ - $ - $ - STAFFING VARIABLE Full-time Positions 275.75 275.75 275.75 275.75 275.75 Part-time Positions 49.00 49.00 49.00 49.00 49.00 NOW General Fund Multi -Year Financial Plan Base Year Year 2 Year 3 Year 4 Year 5 Budget Projected Projected Projected Projected 2019-20 2020-21 2021-22 2022-23 2023-24 BEGINNING BALANCE 12,841,550 8,905,479 8,925,045 9,089,582 9,091,763 REVENUES Ad valorem taxes 16,201,096 16,553,935 17,365,360 17,803,187 18,917,678 Ad valorem taxes(') 907,617 925,769 944,285 963,170 972,802 Delinquent taxes 15,000 15,000 15,000 15,000 15,000 Penalties 50,000 50,500 51,005 51,515 52,030 Sales taxes 13,252,272 13,384,795 13,518,643 13,653,829 13,790,367 Mixed Beverage 188,890 198,335 204,285 210,413 216,725 Franchise taxes 4,190,420 4,448,490 4,446,670 4,553,462 4,500,101 Fines and fees 3,823,150 3,956,960 4,095,454 4,238,795 4,365,959 Licenses and permits 681,140 694,763 708,658 722,831 722,831 Interest Income 255,000 256,275 263,963 263,963 263,963 Grants 426,350 434,877 443,575 452,446 461,495 Tower Lease 530,200 546,106 562,489 579,364 596,745 Transfers from Car Rental 1,630,570 1,638,723 1,646,917 1,646,917 1,646,917 General & Administrative Charges 1,344,379 1,436,061 1,492,526 1,542,107 1,604,815 Miscellaneous 99,424 102,407 105,479 108,643 111,903 Total Revenues 43,595,508 44,642,995 45,864,307 46,805,642 48,239,332 EXPENDITURES Administration (4,301,582) (4,323,090) (4,344,705) (4,366,429) (4,388,261) Finance (1,616,147) (1,624,228) (1,632,349) (1,640,511) (1,648,713) Police Protection (14,929,977) (15,004,627) (15,079,650) (15,155,048) (15,230,824) Fire Protection (10,944,682) (10,999,405) (11,054,402) (11,109,674) (11,165,223) Planning & Development (723,339) (726,956) (730,590) (734,243) (737,915) Community Services (2,740,835) (2,754,539) (2,768,312) (2,782,153) (2,796,064) Public Works (2,778,321) (2,817,213) (2,856,299) (2,895,580) (2,935,058) Non -Departmental - Operating (5,542,605) (6,373,372) (7,233,462) (8,119,822) (9,029,402) Operating Expenditures (43,577,488) (44,623,429) (45,699,770) (46,803,461) (47,931,460) Capital Expenses (carryover) 3,954,091 Total Expenditures 47,531,579 44,623,429 45,699,770 46,803,461 47,931,460 Designated Reserves (138,857) (120,000) (100,000) (60,000) Recommended Reserves per Policy (7,163,423) (7,335,358) (7,512,291) (7,693,720) (7,879,144) Available for Supplemental 18,020 19,566 164,537 2,181 307,872 Proposed Supplemental - - Remaining Supplemental 18,020 19,566 164,537 2,181 307,872 Additional Available for Capital 1,585,179 1,450,121 1,312,754 1,335,862 1,212,619 Total Available for Capital 1,603,199 1,469,687 1,477,291 1,338,044 1,520,491 Proposed CapitaIJ2) - Remaining Funds Available 1,603,199 1,469,687 1,477,291 1,338,044 1,520,491 ENDING FUND BALANCE 8,905,479 8,925,045 9,089,582 9,091,763 9,399,635 Tax Rate Variable Assessed Taxable Value/$100 Amount generated by 10 tax AS Rate General Fund 43,926,818 428,286 0.084526 0.377974 46,123,159 449,701 0.078784 0.383716 47,968,085 467,689 0.071368 0.391132 49,886,809 486,396 0.062510 0.399990 50,884,545 496,124 0.046183 0.416317 Total Tax Rate 0.462500 0.462500 0.462500 0.462500 0.462500 Rollback I&S Rollback M&O 0.084526 0.386834 0.078784 0.374011 0.071368 0.383266 0.062510 0.390607 0.046183 0.407214 Total Rollback Rate 0.471360 0.452795 0.454634 0.453117 0.453397 M&O Rollback Amount Prior to Ceiling and TIF Ad'ustments. 16,567,577 16,819,304 17,924,922 18,998,979 20,202,855 Tax Rate Equiv. - Motor Vehicle Tax 0.038072 0.036440 0.035214 0.033860 0.033196 IStaffing Variable Full-time positions 275.75 275.75 275.75 275.75 275.75 Part-time positions 49.00 49.00 49.00 49.00 49.00 Note: Non -departmental operating includes salary plan, Increase in city's insurance contribution & increase in equipment depreciation. (1) Frozen Property Tax Collections (2) Proposed Capital will only be funded if excess reserves are available. 222 General Fund Five Year Plan Revenue Assumptions Revenue Source Assumptions Property Taxes Projections are based on expected new development in the City with conservative increase in values each year from 2020 to 2024. This is very conservative considering the recent significant increases in values for our area. Prior Year Property Taxes Projected to remain flat. Penalties & Interest Projected average growth of 1 %. Sales Tax Based on 1 % increase for new development. Mixed Beverage Tax Projected average growth of 3.5% for new development. Franchise Fees Projected average growth of 3.5%. Fines & Fees Projected average growth of less than 3.5%. Licenses & Permits Projected relatively flat due to projected build out with a slight increase for remodeling and other permits. Interest Income Projected slight increase but not much due to a softening market. Grants Projected average growth of 2%. Tower Lease Projected average growth of 3% based on current contracts. Transfers Based on administrative fees from the utility operations and 1/3 of Euless' portion of car rental tax. Miscellaneous Projected average growth of 3%, less rental income. 223 General Obligation Debt Service Multi -Year Financial Plan Base Year Year 2 Year 3 Year 4 Year 5 Budget Projected Projected Projected Projected 2019-20 2020-21 2021-22 2022-23 2023-24 BEGINNING BALANCE 2,127,924 2,080,862 2,171,428 2,264,201 2,356,974 REVENUES Ad valorem taxes 3,712,958 3,633,786 3,324,615 2,970,244 2,238,341 Delinquent taxes 5,000 5,000 5,000 5,000 5,000 Penalties 12,000 12,000 12,000 12,000 12,000 Interest Income 73,200 73,566 75,773 75,773 75,773 Transfer from PID/TIRZ 2,219,979 2,213,314 2,210,721 2,216,105 2,204,901 Transfer from Car Rental CIP - - - - - Proceeds from Debt Issue - - - - - Total Revenues 6,023,137 5,937,666 5,628,109 5,279,122 4,536,015 EXPENDITURES Principal (3,899,576) (3,995,508) (3,759,608) (3,513,796) (2,885,000) Interest (1,948,403) (1,846,772) (1,770,308) (1,666,833) (1,552,222) Bank Charges (4,220) (4,820) (5,420) (5,720) (6,020) Issuance Costs / Fees (218,000) - - - - Total Expenditures (6,070,199) (5,847,100) (5,535,336) (5,186,349) (4,443,242) Recommended Reserves per Policy (700,550) (856,019) (861,155) (916,215) (982,598) ENDING FUND BALANCE 2,080,862 2,171,428 2,264,201 2,356,974 2,449,747 Tax Rate Variable Assessed Taxable Value/$100 43,926,818 46,123,159 46,584,391 47,516,078 48,466,400 Amount generated by 1¢ tax 439,268 461,232 465,844 475,161 484,664 I&S Rate 0.084526 0.078784 0.071368 0.062510 0.046183 General Fund 0.377974 0.383716 0.391132 0.399990 0.416317 Total Tax Rate 0.462500 0.462500 0.462500 0.462500 0.462500 Debt Issuance Variable: Beginning debt outstanding* 51,865,506 56,000,930 52,005,422 49,395,814 45,882,018 Principal Retired (3,899,576) (3,995,508) (3,759,608) (3,513,796) (2,885,000) Principal Issued (Proposed) 8,035,000 - 1,150,000 - - Ending debt outstanding 56,000,930 52,005,422 49,395,814 45,882,018 42,997,018 Excludes self supporting taxable GO Refunding Bonds (Dallas Stars Center) 224 EDC Half Cent Sales Tax Fund Multi -Year Financial Plan Base Year Year 2 Year 3 Year 4 Year 5 Budget Projected Projected Projected Projected 2019-20 2020-21 2021-22 2022-23 2023-24 BEGINNING BALANCE 2,522,899 904,592 1,346,714 1,991,750 2,613,181 REVENUES Sales taxes 5,446,384 5,500,848 5,555,856 5,611,415 5,667,529 Interest Income 20,000 20,000 20,000 20,000 20,000 Transfer from EDC Debt Reserve 4,000 700 700 700 700 Rental Income 73,580 73,580 73,580 77,845 79,267 Total Revenues 5,543,964 5,595,128 5,650,136 5,709,960 5,767,496 EXPENDITURES Parks (2,258,680) (2,281,267) (2,304,079) (2,327,120) (2,350,391) Library (1,321,288) (1,334,501) (1,347,846) (1,361,324) (1,374,938) Economic Development (233,367) (345,718) (350,275) (354,889) (359,560) Transfer to Debt Service (442,664) (442,480) (449,080) (445,080) (973,101) Non -Departmental - Operating (458,163) (507,941) (553,820) (600,116) (654,806) Operating Expenditures (4,714,162) (4,911,906) (5,005,100) (5,088,529) (5,712,796) Capital Expenditures 2,448,109 - - - - Total Expenditures 7,162,271 4,911,906 5,005,100 5,088,529 5,712,796) Designated Reserves Recommended Reserves per Policy (774,931) (807,437) (822,756) (836,471) (939,090) Available for Supplemental 829,802 683,222 645,036 621,431 54,700 Proposed Supplemental - - - Remaining Supplemental 829,802 683,222 645,036 621,431 54,700 Additional Available for Capital (700,141) 97,155 523,958 1,155,280 1,674,091 Total Available for Capital 129,661 780,377 1,168,994 1,776,710 1,728,792 Proposed Capital: Blessing Branch Park Improvements - - - (365,064) Carr Park Trail Connection (241,100) - - - Proposed Capital (241,100) - - (365,064) Remaining Funds Available 129,661 539,277 1,168,994 1,776,710 1,363,728 ENDING FUND BALANCE 904,592 1,346,714 1,991,750 2,613,181 2,302,817 Staffing Variable: Full-time positions 24.25 24.25 24.25 24.25 24.25 Part-time positions 17.00 17.00 17.00 17.00 17.00 225 EDC Half Cent Sales Tax Debt Service and Debt Reserve Funds Multi -Year Financial Plan Base Year Year 2 Year 3 Year 4 Year 5 Budget Projected Projected Projected Projected 2019-20 2020-21 2021-22 2022-23 2023-24 BEGINNING BALANCE 162,959 484,371 484,371 484,371 484,371 REVENUES Transfer from EDC Operations 764,076 442,480 449,080 445,080 973,101 Interest Income 700 700 700 700 700 Total Revenues 764,776 443,180 449,780 445,780 973,801 EXPENSES Principal (220,000) (210,000) (225,000) (230,000) (379,432) Interest (221,784) (231,600) (223,200) (214,200) (347,076) Bank Charges / Issuance Cost 880) 880) 880) 880) 880) Total Expenses 442,664 442,480 449,080 445,080) 727,388 Transfer to EDC Operations (700) (700) (700) (700) (700) Transfer to EDC Debt 0 0 0 0 0 Total Transfers 700 700 700 (700) 700) Recommended Reserves per Policy (481,847) (448,200) (448,200) (448,200) (730,084) ENDING FUND BALANCE 484,371 484,371 484,371 484,371 730,084 Debt Issuance Variable: Beginning debt outstanding 1,630,000 5,790,000 5,580,000 5,355,000 5,125,000 Principal retired (220,000) (210,000) (225,000) (230,000) (379,432) Principal Issued (proposed) 4,380,000 - - - 3,816,945 Ending debt outstanding 5,790,000 5,580,000 5,355,000 5,125,000 8,562,513 "Recommended reserve level equal to the maximum annual debt outstanding 226 Crime Control & Prevention District Multi -Year Financial Plan Base Year Year 2 Year 3 Year 4 Year 5 Budget Projected Projected Projected Projected 2019-20 2020-21 2021-22 2022-23 2023-24 BEGINNING BALANCE 1,210,302 700,425 710,027 717,720 721,943 REVENUES Sales taxes 2,695,960 2,722,920 2,750,149 2,777,650 2,805,427 Interest Income / Misc. 20,000 20,100 20,703 20,703 20,703 Total Revenues 2,715,960 2,743,020 2,770,852 2,798,353 2,826,130 EXPENDITURES Police Protection (2,705,126) (2,733,417) (2,763,159) (2,794,130) (2,826,107) Capital Expenditures 520,711 - - - - Total Expenditures 3,225,837 2,733,417 (2,763,159) (2,794,130 2,826,107 Recommended Reserves per Policy (444,678) (449,329) (454,218) (459,309) (464,566) Available for Supplemental 10,834 9,602 7,693 4,224 22 Proposed Supplemental - - - Remaining Supplemental 10,834 9,602 7,693 4,224 22 Additional Available for Capital 244,913 251,096 255,809 258,411 257,378 Total Available for Capital 255,747 260,698 263,502 262,634 257,400 Proposed Capital(') - - - - Remaining Funds Available 255,747 260,698 263,502 262,634 257,400 ENDING FUND BALANCE 700,425 710,027 717,720 721,943 721,966 Staffing Variable: Full-time positions 19.0 19.0 19.0 19.0 19.0 Part-time positions 0.0 0.0 0.0 0.0 0.0 (1) Proposed Capital will only be funded if excess reserves are available. 227 Car Rental Tax Fund Multi -Year Financial Plan Base Year Year 2 Year 3 Year 4 Year 5 Budget Projected Projected Projected Projected 2019-20 2020-21 2021-22 2022-23 2023-24 BEGINNING BALANCE 4,223,193 3,618,921 4,783,363 6,835,568 8,519,544 REVENUES Motor Vehicle Tax 14,675,131 14,748,507 14,822,249 14,822,249 14,822,249 Interest Income 165,000 168,300 171,666 175,099 178,601 Total Revenues 14,840,131 14,916,807 14,993,915 14,997,349 15,000,850 EXPENDITURES DFW Rebate (9,783,421) (9,832,338) (9,881,499) (9,881,499) (9,881,499) Transfer to Equipment Replacement (349,253) (287,804) (313,294) (684,957) (16,437) Contingencies (100,000) (100,000) (100,000) (100,000) (100,000) Transfer to General Fund (1,630,570) (1,638,723) (1,646,917) (1,646,917) (1,646,917) Operating Expenditures (11,863,244) (11,858,865) (11,941,710) (12,313,373) (11,644,853) Capital Expenses 3,581,159 1,000,000 1,000,000 1,000,000 1,000,000 Total Expenditures 15,444,403 12,858,865 12,941,710 13,313,373 12,644,853 Recommended Reserves per Policy (2,000,000) (2,000,000) (2,000,000) (2,000,000) (2,000,000) Available for Supplemental 2,976,887 3,057,942 3,052,205 2,683,975 3,355,997 Additional Available for Capital (1,357,966) 618,921 1,783,363 3,835,568 5,519,544 Total Available for Capital 1,618,921 3,676,863 4,835,568 6,519,544 8,875,541 Proposed Capital: Kiddie Carr Park Improvements 893,500 - - - Proposed Capital 893,500 - - Remaining Funds Available 1,618,921 2,783,363 4,835,568 6,519,544 8,875,541 ENDING FUND BALANCE 3,618,921 4,783,363 6,835,568 8,519,544 10,875,541 228 Water and Wastewater Fund Executive Summary Base Year Budget 2019-20 Year 2 Projected 2020-21 Year 3 Projected 2021-22 Year 4 Projected 2022-23 Year 5 Projected 2023-24 RATES Water Base Rate $12.75 $13.00 $13.50 $13.75 $14.25 Water Consumption Rate I I Tiered Tiered Tiered Tiered Tiered Proposed Water Rate Increase $0.19 $0.35 $0.26 $0.21 $0.30 Wastewater Base Rate $11.00 $11.25 $11.75 $12.00 $12.50 Wastewater Consumption Rate(') $4.29 $4.70 $4.86 $4.96 $5.15 Proposed Wastewater Rate Increase $0.02 $0.41 $0.15 $0.11 $0.18 EXPENSES Departmental Expenditures $ (19,329,582) $ (20,940,260) $ (21,929,642) $ (22,782,674) $ (23,885,058) Salary Package $ (174,748) $ (178,243) $ (183,590) $ (189,098) $ (194,771) Transfers $ (1,475,000) $ (1,475,000) $ (1,475,000) $ (1,475,000) $ (1,475,000) G&A/Franchise Fee $ (2,605,308) $ (2,786,358) $ (2,896,986) $ (2,993,783) $ (3,116,772) Service Center $ (1,333,623) $ (1,346,985) $ (1,360,844) $ (1,375,147) $ (1,389,836) Debt Service $ (1,113,593) $ (1,098,150) $ (1,093,048) $ (1,096,938) $ (1,094,696) Capital $ (209,032) $ - $ - $ - $ Total Expenses $ (26,240,886) $ (27,824,995) $ (28,939,111) $ (29,912,640) $ (31,156,133) Proposed Supplemental $ $ $ $ Proposed Capital $ $ $ $ STAFFING VARIABLE Full-time Positions 44.00 44.00 44.00 44.00 44.00 Part-time Positions 2.00 2.00 2.00 2.00 2.00 229 Water and Wastewater Multi -Year Financial Plan Base Year Year 2 Year 3 Year 4 Year 5 Budget Projected Projected Projected Projected 2019-20 2020-21 2021-22 2022-23 2023-24 BEGINNING BALANCE 7,712,478 7,524,676 7,563,265 7,594,011 7,619,203 REVENUES Water Service 14,330,999 15,484,012 16,081,540 16,693,278 17,357,959 Wastewater Service 9,500,425 10,110,926 10,425,951 10,722,313 11,076,293 Reclaimed Water Service 608,333 608,419 753,833 778,951 938,932 Sanitation Service 224,045 230,766 237,689 244,820 252,165 Sale of New Meter/Reconnect 295,000 303,850 312,966 322,354 332,025 Inspection Fees 150,000 154,500 159,135 163,909 168,826 Penalties 230,000 236,900 244,007 251,327 258,867 Miscellaneous 50,000 50,000 50,000 35,000 35,000 Interest Income 250,000 257,500 265,225 273,182 281,377 Initiation & Transfer Fees 30,000 30,900 31,827 32,782 33,765 Recycling Fees 384,282 395,810 407,685 419,915 432,513 Total Revenues 26,053,084 27,863,584 28,969,858 29,937,832 31,167,722 Total Available 26,053,084 27,863,584 28,969,858 29,937,832 31,167,722 EXPENSES Utility Billing (487,423) (502,046) (517,107) (532,620) (548,599) Recycling (41,300) (42,539) (43,815) (45,130) (46,484) Information Services (681,215) (701,651) (722,701) (744,382) (766,713) City Engineer (361,538) (372,384) (383,556) (395,062) (406,914) Water Production (8,226,552) (8,903,414) (9,382,168) (9,781,388) (10,312,682) Water Distribution (1,282,030) (1,304,890) (1,450,547) (1,501,958) (1,581,996) Wastewater Treatment (4,977,281) (5,714,338) (5,891,180) (6,105,861) (6,373,868) Meter Reading (71,813) (73,967) (76,186) (78,472) (80,826) Transfers (1,475,000) (1,475,000) (1,475,000) (1,475,000) (1,475,000) G&A/Franchise Fee (2,605,308) (2,786,358) (2,896,986) (2,993,783) (3,116,772) Fleet Services (1,333,623) (1,346,985) (1,360,844) (1,375,147) (1,389,836) W&WW Debt (1,113,593) (1,098,150) (1,093,048) (1,096,938) (1,094,696) Non -Departmental - Operating (3,375,178) (3,503,273) (3,645,973) (3,786,899) (3,961,747) Operating Expenses (26,031,854) (27,824,995) (28,939,111) (29,912,640) (31,156,133) Capital Expenses (209,032) Total Expenses (26,240,886) (27,824,995) (28,939,111) (29,912,640) (31,156,133) Recommended Reserves per Policy (5,349,011) (5,717,465) (5,946,393) (6,146,433) (6,401,945) Available for Supplemental 21,230 38,589 30,747 25,191 11,589 Proposed Supplemental - Remaining Supplemental 21,230 38,589 30,747 25,191 11,589 Additional Available for Capital 2,154,435 1,807,211 1,616,872 1,447,578 1,217,258 Total Available for Capital 2,175,665 1,845,800 1,647,619 1,472,770 1,228,847 Proposed Capital (1) - - - Remaining Funds Available 2,175,665 1,845,800 1,647,619 1,472,770 1.228,847 ENDING FUND BALANCE 7,524,676 7,563,265 7,594,011 7,619,203 7,630,792 Rates (2) Water Base Rate $12.75 $13.00 $13.50 $13.75 $14.25 Consumption/1,000 gallons Tiered Tiered Tiered Tiered Tiered Proposed Water Vol. Rate Increases -All Tiers $0.19 $0.35 $0.26 $0.21 $0.30 Wastewater Base Rate $11.00 $11.25 $11.75 $12.00 $12.50 90% of Metered Water Usage/1000 gallons $4.29 $4.70 $4.86 $4.96 $5.15 Proposed Wastewater Vol. Rate Increases $0.02 $0.41 $0.15 $0.11 $0.18 Staffing Variable Full-time Positions 44.00 44.00 44.00 44.00 44.00 Part-time positions 2.00 2.00 2.00 2.00 2.00 (1) Proposed Capital will only be funded if excess reserves are available. (2) FY19 Includes Proposed Water & Wastewater Rate Increases 230 Water & Wastewater Fund Five Year Plan Revenue Assumptions Revenue Source Assumptions Interest Income Projected increase based on increasing investable balances but a softening market. Sanitation Services Based on average growth of 3%. Water Service Based on projected rate increases sufficient to cover increased costs and TRA rate increases. Wastewater Service Based on projected rate increases sufficient to cover increased costs and TRA rate increases. Reclaimed Water Service Tiered rate increases based on a percentage of the anticipated tiered rates for sprinkler customers (i.e. 86% for FY2020). The percentage drops 1 % annually until the differential reaches 85% of anticipated sprinkler rates. Sale of New Meters Based on average growth of 3%. Reconnect Fees Based on average growth of 3%. Inspection Fees Based on average growth of 3%. Miscellaneous Projected to be flat before a drop in expectations. Penalties Based on average growth of 3%. Initiation & Transfer Fees Based on average growth of 3%. Recycling Fees Based on average growth of 3%. 231 Water and Wastewater Debt Service Fund/Debt Reserve Funds Multi -Year Financial Plan Base Year Year 2 Year 3 Year 4 Year 5 Budget Projected Projected Projected Projected 2019-20 2020-21 2021-22 2022-23 2023-24 BEGINNING BALANCE 1,163,135 1,163,135 1,163,135 1,163,135 1,163,135 REVENUES Transfer from W&WW Operations 1,113,593 1,098,150 1,093,048 1,096,938 1,094,696 Transfer from Impact Fees 376,024 121,144 118,606 121,069 118,350 Total Revenues 1,489,617 1,219,294 1,211,654 1,218,007 1,213,046 EXPENSES Principal (1,180,000) (945,000) (945,000) (960,000) (965,000) Interest (306,357) (271,034) (263,394) (254,747) (244,786) Bank Charges 3,260 3,260 3,260 3,260 3,260 Total Expenses 1,489,617 1,219,294 1,211,654 1,218,007 1,213,046 Recommended Reserves per Policy ` (790,559) (766,566) (750,513) (733,555) (715,047) ENDING FUND BALANCE 1,163,135 1,163,135 1,163,135 1,163,135 1,163,135 Debt Issuance Variable: Beginning debt outstanding 19,905,000 18,725,000 17,780,000 16,835,000 15,875,000 Principal retired (1,180,000) (945,000) (945,000) (960,000) (965,000) Principal Issued (Proposed) - - - - Anticipated Loan Forgiveness TWDB - - - Net Principal to be Repaid - - - - - Ending debt outstanding 18,725,000 17,780,000 16,835,000 15,875,000 14,910200 Recommended reserve level equal to the average annual W&WW debt outstanding 232 Drainage Utility Fund Multi -Year Financial Plan Base Year Year 2 Year 3 Year 4 Year 5 Budget Projected Projected Projected Projected 2019-20 2020-21 2021-22 2022-23 2023-24 BEGINNING BALANCE 258,022 209,572 212,780 215,524 217,688 REVENUES Drainage Fees 822,000 844,194 866,987 890,396 914,437 Penalties 7,500 8,442 8,670 8,904 9,144 Interest Income 5,000 5,000 5,000 5,000 5,000 Total Revenues 834,500 857,636 880,657 904,300 928,581 EXPENSES Operating Expenses (832,950) (854,428) (877,913) (902,136) (927,004) Capital Expenses 50,000 - - - - Total Expenses 882,950 (854,428) (877,913 (902,136) 927,004 Recommended Reserves per Policy (171,154) (175,567) (180,393) (185,370) (190,480) Available for Supplemental 1,550 3,208 2,744 2,164 1,577 Proposed Supplemental - - - - Remaining Supplemental 1,550 3,208 2,744 2,164 1,577 Additional Available for Capital 36,868 34,005 32,387 30,153 27,208 Total Available for Capital 38,418 37,213 35,131 32,318 28,784 Proposed Capital - - - - Remaining Funds Available 38,418 37,213 35,131 32,318 28,784 ENDING FUND BALANCE 209,572 212,780 215,524 217,688 219,265 Rates Drainage Rate $2.75 $2.75 $2.75 $2.75 $2.75 Staffing Variable: Full-time positions 8.00 8.00 8.00 8.00 8.00 Part-time positions 0.0 0.0 0.0 0.0 0.0 233 Service Center Fund Multi -Year Financial Plan Base Year Year 2 Year 3 Year 4 Year 5 Budget Projected Projected Projected Projected 2019-20 2020-21 2021-22 2022-23 2023-24 BEGINNING BALANCE 513,162 370,412 370,412 370,412 370,412 REVENUES Transfer from W&WW Fund 1,333,623 1,346,985 1,360,844 1,375,147 1,389,836 Total Revenues 1,333,623 1,346,985 1,360,844 1,375,147 1,389,836 EXPENSES Service Center (1,333,623) (1,346,985) (1,360,844) (1,375,147) (1,389,836) Capital Expenses (142,750) - - - - Total Expenses (1,476,373) (1,346,985) (1,360,844) (1,375,147) (1,389,836) Available for Supplemental - - - - - Proposed Supplemental - - - Remaining Supplemental - - - - - Additional Available for Capital 370,412 370,412 370,412 370,412 370,412 Total Available for Capital 370,412 370,412 370,412 370,412 370,412 Proposed Capital - - - Remaining Funds Available 370,412 370,412 370,412 370,412 370,412 ENDING FUND BALANCE 370,412 370,412 370,412 370,412 370,412 Staffing Variable: Full-time positions 5.0 5.00 5.00 5.00 5.00 Part-time positions 0.0 0.0 0.0 0.0 0.0 234 Texas Star Golf Course Fund Multi -Year Financial Plan Base Year Year Year Year Year Budget Projected Projected Projected Projected 2019-20 2020-21 2021-22 2022-23 2023-24 BEGINNING BALANCE 50,049 55,812 64,667 65,857 70,883 REVENUES Green Fees 1,367,955 1,408,994 1,437,174 1,462,324 1,496,571 Driving Range Fees 94,840 97,643 99,596 101,339 103,366 Cart Rental Fees 361,400 372,256 379,701 386,346 394,073 Club Rental Fees 27,165 28,180 28,743 29,246 29,831 Merchandise Sales 230,000 255,732 260,847 265,412 270,720 Tobacco 4,595 4,971 5,070 5,159 5,262 Food Sales 1,290,810 1,324,454 1,350,943 1,374,585 1,402,076 Non -Alcoholic Beverage Sales 131,565 135,263 137,969 140,383 143,191 Alcohol Sales 411,345 422,698 431,152 438,697 447,471 Catering Fees 73,000 73,730 74,467 75,212 75,964 Monthly Fees 100,000 103,500 107,123 110,872 114,752 Rental Income 160,000 164,000 168,100 172,303 176,610 Interest Income 800 800 800 800 800 GF Transfer 16,000 16,485 16,815 17,109 17,451 H/M Transfer 375,000 387,000 395,000 402,000 411,000 Advertising Revenue 50,000 50,000 50,000 50,000 50,000 Other - - - - - Total Revenues 4,694,475 4,845,707 4,943,500 5,031,787 5,139,139 EXPENDITURES Golf Course Maintenance (953,697) (980,401) (1,002,950) (1,021,705) (1,039,074) Golf Course Pro Shop (280,311) (288,160) (294,787) (300,300) (305,405) Golf Course Food & Beverage (833,390) (856,724) (876,429) (892,818) (907,996) Conference Centre (303,340) (311,834) (319,006) (324,971) (330,496) Cart/Driving Range Operations (212,410) (218,357) (223,380) (227,557) (231,425) Non -Departmental - Operating (522,170) (553,836) (578,885) (593,108) (636,546) Debt Service (422,759) (426,751) (424,224) (423,487) (421,975) Equipment Replacement (315,733) (320,469) (325,276) (330,155) (335,107) COGS -Merchandise (161,000) (179,013) (182,593) (185,788) (189,504) COGS -Tobacco (3,063) (3,314) (3,380) (3,439) (3,508) COGS -Food (451,784) (463,559) (472,830) (481,105) (490,727) COGS -Beverage (41,443) (42,608) (43,460) (44,221) (45,105) COGS -Alcohol (132,863) (136,530) (139,261) (141,698) (144,532) COGS -Catering (54,750) (55,298) (55,850) (56,409) (56,973) Total Expenses 4,688,712 4,836,852 4,942,311 5,026,761 5,138,372 Recommended Reserves per Policy" - - - - - Available for Supplemental 5,763 8,855 1,190 5,026 767 Proposed Supplemental - - - - Remaining Supplemental 5,763 8,855 1,190 5,026 767 Additional Available for Capital 50,049 55,812 64,667 65,857 70,883 Total Available for Capital 55,812 73,522 67,046 75,910 72,417 Proposed Capital - - - Remaining Funds Available 55,812 73,522 67,046 75,910 72,417 ENDING FUND BALANCE 55,812 64,667 65,857 70,883 71,650 Estimated # of Rounds 35,855 36,214 36,576 36,576 36,576 Staffing Variable: Full-time positions 11.75 11.75 11.75 11.75 11.75 Part-time positions (LL Roberts) 57.0 57.0 57.0 57.0 57.0 "Recommended Reserves are funded in a separate fund 235 Texas Star Sports Complex Fund Multi -Year Financial Plan Base Year Year 2 Year 3 Year 4 Year 5 Budget Projected Projected Projected Projected 2019-20 2020-21 2021-22 2022-23 2023-24 BEGINNING BALANCE 228,173 257,751 344,480 425,823 498,358 REVENUES Tournament Fees 195,000 310,000 310,000 310,000 310,000 Concessions 138,000 235,000 235,000 235,000 235,000 Alcohol Sales 45,000 - - - - Memberships/Leagues 188,500 420,000 420,000 420,000 420,000 Advertising/Sponsorships 4,500 4,500 4,500 4,500 4,500 Sales of Goods 15,000 36,000 36,000 36,000 36,000 Miscellaneous/Events/Transfers 100 100 100 100 100 Interest Income 3,000 3,000 3,000 3,000 3,000 Rental Income 78,000 78,000 78,000 78,000 78,000 Transfer from Other Fund 100,000 - - - - Total Revenues 767,100 1,086,600 1,086,600 1,086,600 1,086,600 EXPENSES Operations (273,914) (968,214) (973,126) (981,451) (986,694) Equipment Replacement (410,608) (31,657) (32,131) (32,614) (33,103) Operating Expenses (684,522) (999,871) (1,005,257) (1,014,065) (1,019,797) Capital Expenses (53,000) - - - - Total Expenses (737,522) (999,871) (1,005,257) (1,014,065) (1,019,797) Minimum Reserves per Policy (140,655) - - - - Available for Supplemental 82,578 86,729 81,343 72,535 66,803 Proposed Supplemental - - - Remaining Supplemental 82,578 86,729 81,343 72,535 66,803 Additional Available for Capital 34,518 257,751 344,480 425,823 498,358 Total Available for Capital 117,096 344,480 425,823 498,358 565,161 Proposed Capital - - - - Remaining Funds Available 117,096 344,480 425,823 498,358 565,161 ENDING FUND BALANCE 257,751 344,480 425,823 498,358 565,161 Staffing Variable: Full-time positions 1.50 1.50 1.50 1.50 1.50 Part-time positions 26.0 26.0 26.0 26.0 26.0 236 Equipment Replacement Fund Multi -Year Financial Plan Base Year Year 2 Year 3 Year 4 Year 5 Budget Projected Projected Projected Projected 2019-20 2020-21 2021-22 2022-23 2023-24 BEGINNING BALANCE 4,540,155 9,830,312 11,273,817 12,793,362 13,069,280 REVENUES General Fund Depreciation 4,045,977 1,748,303 1,774,528 1,801,145 1,828,163 TSSC Depreciation 410,608 31,657 32,131 32,614 33,103 Water/Wastewater Depreciation 246,004 132,715 134,706 136,727 138,778 Drainage Depreciation 4,600 3,469 3,521 3,574 3,627 Fleet Services Depreciation 18,917 19,201 19,489 19,781 20,078 EDC Parks Depreciation 1,078,765 60,682 61,592 62,516 63,454 Recreation Depreciation 331,300 85,705 86,990 88,295 89,619 Texas Star Depreciation 315,733 320,469 325,276 330,155 335,107 Car Rental Transfer 349,253 287,804 313,294 684,957 16,437 Issuance Proceeds/ GF Transfer - 700,000 1,150,000 - - Sale of Assets 78,500 88,600 70,700 $119,400 $38,000 Interest Income 45,000 45,900 46,818 47,754 48,709 Total Revenues 6,924,657 3,524,505 4,019,045 3,326,918 2,615,075 EXPENSES Equipment Replacements 1,634,500 2,081,000 2,499,500 3,051,000 771,000 Total Expenses 1,634,500) (2,081,000) 2,499,500 3,051,000 771,000 Available for Capital 9,830,312 11,273,817 12,793,362 13,069,280 14,913,356 Proposed Capital - - - - ENDING FUND BALANCE 9,830,312 11,273,817 12,793,362 13,069,280 14,913,356 237 Health Insurance Fund Multi -Year Financial Plan Base Year Year 2 Year 3 Year 4 Year 5 Budget Projected Projected Projected Projected 2019-20 2020-21 2021-22 2022-23 2023-24 BEGINNING BALANCE 4,159,071 4,231,913 4,284,413 4,336,913 4,389,413 REVENUES Premiums collected from Employees 1,918,397 1,998,778 2,094,667 2,195,869 2,302,684 City Contribution 5,733,628 5,996,335 6,284,000 6,587,606 6,908,051 Interest Income / Misc. / Rebates 52,500 52,500 52,500 52,500 52,500 Total Revenues 7,704,525 8,047,613 8,431,167 8,835,975 9,263,234 EXPENSES Operating Expenses (210,790) (214,657) (218,647) (222,751) (226,957) OPEB Trust Contribution (679,958) (679,958) (679,958) (679,958) (679,958) Insurance Claims (4,775,424) (5,059,066) (5,359,582) (5,677,978) (6,015,318) RX Claims (846,287) (888,601) (933,031) (979,683) (1,028,667) Re -insurance Fees (892,135) (918,899) (946,466) (974,860) (1,004,106) Insurance Services (220,560) (227,177) (233,992) (241,012) (248,242) Employee Wellness Program (5,000) (5,150) (5,305) (5,464) (5,628) Federal Requirements (1,529) (1,605) (1,686) (1,770) (1,859) Operating Expenses (7,631,683) (7,995,113) (8,378,667) (8,783,475) (9,210,734) Capital Carryover - - - - - Total Expenses 7,631,683 7,995,113 8,378,667 8,783,475 9,210,734 Recommended Reserves per Policy (2,522,487) (2,671,048) (2,828,382) (2,995,009) (3,171,481) Available for Supplemental 72,842 52,500 52,500 52,500 52,500 Proposed Supplemental - - - Remaining Supplemental 72,842 52,500 52,500 52,500 52,500 Additional Available for Capital 1,636,584 1,560,865 1,456,031 1,341,904 1,217,932 Total Available for Capital 1,709,426 1,613,365 1,508,531 1,394,404 1,270,432 Proposed Capital - - - - Remaining Funds Available 1,709,426 1,613,365 1,508,531 1,394,404 1,270,432 ENDING FUND BALANCE 4,231,913 4,284,413 4,336,913 4,389,413 4,441,913 Estimated City Contribution Per Employee Per Month 1,219 1,275 1,336 1,400 1,469 Staffing Variable: Full-time positions 1.00 1.00 1.00 1.00 1.00 Part-time positions 0.0 0.0 0.0 0.0 0.0 238 Supplemental Requests City Manager Recommended and Funded Year/Fund/Department Dept Division Fund* Program Description Program Type Program Cost Requested Library Library EDC Audio, Visual and Production Equipment^ Supplemental $ 6,000 2020 $ 6,000 Admin Svcs IS General Planning and Development TabletsA Supplemental $ 1,920 2020 Admin Svcs IS General Fire Department TabletsA Supplemental $ 3,840 2020 Fire EMS/Suppression General APXSmartcapture/Smartview Supplemental $ 2,580 2020 Fire EMS/Suppression General Active 911 Supplemental $ 1,000 2020 Fire EMS/Suppression General APXSmartlnspect Supplemental $ 4,080 2020 Fire EMS/Suppression General Check -it Program Supplemental $ 3,000 2020 PD Service General Open Records Request Software Supplemental $ 5,400 2020 PD Community Services General Code Officer A Supplemental $ 91,814 2020 $ 113,634 Public Works Water Distribution W/WW PW Field Tech I Supplemental $ 66,455 2020 $ 66,455 N W *Fund subject to change ^Project contains both Capital and Supplemental Requests Capital Requests City Manager Recommended and Funded Year/Fund/Department Dept Division Fund* Program Description Program Type Program Cost Requested PACs PATS Athletic Complex Wrigley Outfield Fence Capital $ 53,000 2020 $ 53,000 Library Library Cable PEG Audio, Visual and Production Equipment^ Capital $ 206,794 2020 $ 206,794 PACs Parks Car Rental Heritage Park Playground Capital $ 96,000 2020 PACs Parks Car Rental Equipment Storage Capital $ 75,000 2020 Admin Svcs Fac Maint Car Rental Parks Maintenance Building Capital $ 75,000 2020 $ 246,000 PD Administration CCPD Police Data Storage Capital $ 72,851 2020 PD Administration CCPD Replace Dispatch Recorder Capital $ 88,200 2020 PD Administration CCPD Livescan Fingerprint Machine Capital $ 28,800 2020 PD Administration CCPD Video Recorders and Cameras Capital $ 250,000 2020 PD Administration CCPD SWAT Rifles Capital $ 14,300 2020 PD Administration CCPD Cabinet Replacement Capital $ 7,500 2020 PD Administration CCPD Police Professional Mobility Vehicles Capital $ 34,060 2020 PD Administration CCPD Microfiche Conversion to Laserfiche Capital $ 25,000 2020 $ 520,711 Library Library EDC Moving Expenses Capital $ 25,000 2020 N o Library Library EDC RFID System Capital $ 47,575 2020 PACs Parks EDC Toro Reel Mower Capital $ 64,513 2020 $ 137,088 Admin Svcs Fac Maint General Council Chamber Seating Capital $ 40,000 2020 Admin Svcs Human Resources General Career Prep Program Capital $ 25,868 2020 Admin Svcs IS General Planning and Development Tablets A Capital $ 5,400 2020 Admin Svcs IS General Fire Department Tablets^ Capital $ 5,000 2020 CMO Communications General Multi -Media Intern Capital $ 10,500 2020 Fire EMS/Suppression General Bailout safety system Capital $ 12,870 2020 Fire EMS/Suppression General Rescue Tools Capital $ 37,621 2020 Fire EMS/Suppression General SCBA Mounted Thermal Imaging Cameras Capital $ 14,400 2020 Fire EMS/Suppression General Thermal Imaging Camera Capital $ 8,457 2020 Fire EMS/Suppression General Compressor/Cascade System Capital $ 33,950 2020 Fire EMS/Suppression General Bunker Gear Extractor/Washer Capital $ 11,686 2020 Fire Fire Marshal General Part-time Fire Inspectors Capital $ 24,108 2020 PACs Aquatics General Aquatic Facility Repairs Capital $ 50,000 2020 PACs Aquatics General Natatorium Floor Capital $ 55,000 2020 PACs Aquatics General Ultraviolet System Capital $ 30,000 2020 PACs Aquatics General Aquatic Park Furniture Capital $ 27,500 2020 PACs Aquatics General Pool Vacuum Capital $ 8,000 2020 PACs Recreation General Fitness Center Floor Capital $ 65,000 2020 PACs Senior Center General Fitness Equipment Capital $ 15,250 2020 PD Service General Open Records Request Software^ Capital $ 2,250 2020 PD Community Services General Code Officer Equipment^ Capital $ 29,000 2020 Planning & Development Development General Scan Building Plans Phase II Capital $ 20,000 2020 Public Works St. Maintenance General Kick Broom Attachment Capital $ 6,500 2020 Public Works St. Maintenance General Pickup Truck Capital $ 28,000 2020 $ 566,360 *Fund subject to change AProject contains both Capital and Supplemental Requests "Per FY2019-20 proposed budget, some items may be funded from the Equipment Replacement Fund. Capital Requests City Manager Recommended and Funded Year/Fund/Department Dept Division Fund* Program Description Program Type Program Cost Requested Golf Course Golf CIP Golf CIP #9 Fairway Gabion Wall Replacement Capital $ 100,337 2020 $ 100,337 Golf Course Conference Centre Hotel/Motel Texas Star Conference Centre Capital $ 325,000 2020 $ 325,000 Finance Municipal Court Juvenile Case Teen Court Program Capital $ 22,000 2020 Finance Municipal Court Juvenile Case Supplies and Training Capital $ 15,000 2020 $ 37,000 Admin Svcs Fac Maint Risk Roof Restoration - Building D Capital $ 170,000 2020 $ 170,000 Admin Svcs Fleet Svcs Svc Center Tire Installation Machine and Wheel Balancer Capital $ 12,500 2020 Admin Svcs Fleet Svcs Svc Center Shop Light Fixtures Capital $ 15,000 2020 $ 27,500 Public Works Water Distribution W/WW Paint Fire Hydrants Capital $ 30,000 2020 $ 30,000 N A *Fund subject to change AProject contains both Capital and Supplemental Requests "Per FY2019-20 proposed budget, some items may be funded from the Equipment Replacement Fund. Supplemental Requests Other Items Requested Year/Fund/Department Dept Division Fund* Program Description Program Type Program Cost Requested Fire EMS/Suppression General Firefighter/ParamediCSA Supplemental $ 322,899 2020 PD CID General Criminal Investigations Division Clerk Supplemental $ 77,895 2020 PD Patrol General Patrol Officer A Supplemental $ 58,321 2020 Library Library EDC Additional Content Platform Supplemental $ 20,000 2021 Fire EMS/Suppression General 3 Firefighter/Paramedics Supplemental $ 339,000 2021 Fire Fire Marshal General Fire Inspector Supplemental $ 106,930 2021 PD Administration General Computer Support Tech Supplemental $ 70,000 2021 Public Works Water Distribution W/WW Field Tech I Supplemental $ 68,117 2021 Library Library EDC Gale Career Online High School Supplemental $ 15,000 2022 Fire EMS/Suppression General 1 Training Officer Supplemental $ 157,852 2022 Fire EMS/Suppression General Lexipol Supplemental $ 11,693 2022 PD Administration General Police Officer Supplemental $ 120,000 2022 PD Administration General Crime Analyst Supplemental $ 60,000 2022 N A N" Public Works Water Distribution W/WW Field Tech I Supplemental $ 69,819 2022 PD Administration General Dispatcher Supplemental $ 80,850 2023 PD Administration General Police Officer Supplemental $ 120,000 2023 Public Works Water Distribution W/WW Field Tech I Supplemental $ 71,565 2023 PD Administration General Police Officer Supplemental $ 120,000 2024 Public Works Water Distribution W/WW Field Tech I Supplemental $ 73,354 2024 *Fund subject to change AProject contains both Capital and Supplemental Requests Capital Requests Other Items Requested Year/Fund/Department Dept Division Fund* Program Description Program Type Program Cost Requested PACs Parks EDC Tennis Court Lighting Capital $ 27,000 2020 PACs Parks EDC Equipment Lift Capital $ 20,000 2020 PACs Parks EDC Bob Eden Park Upgrades Capital $ 34,000 2020 Admin Svcs Fac Maint General Access Lift - Building B Capital $ 17,000 2020 Fire EMS/Suppression General Firefighter/Paramedics Equipment^ Capital $ 17,214 2020 Fire EMS/Suppression General Bunker Gear Lockers Capital $ 7,216 2020 PD Administration General Kitchen Remodel Capital $ 40,000 2020 PD Patrol General Patrol Officer Equipment^ Capital $ 12,500 2020 PACs PATS TSSC Capital PATS Synthetic Turf Phase II Capital $ 188,500 2020 Library Library EDC Replace Polaris Library Management System Capital $ 20,000 2021 Admin Svcs Fac Maint General Roof Maintenance -Service Center Capital $ 75,000 2021 Admin Svcs Fac Maint General Roof Coating - EFLC Capital $ 85,000 2021 Admin Svcs Fac Maint General Carpet Replacement - City Hall Capital $ 31,500 2021 Admin Svcs IS General Electronic Data Storage - end of life replacement Capital $ 60,000 2021 Admin Svcs IS General Fiber optic phase 2 Capital $ 275,000 2021 Fire EMS/Suppression General Hand Tool Replacement Package Capital $ 10,000 2021 Fire EMS/Suppression General Narcotics safes for all three stations Capital $ 6,000 2021 N Fire Fire Marshal General Furniture Replacement Capital $ 5,000 2021 w Fire Fire Marshal General Codes Adoption Capital $ 4,000 2021 Fire Fire Marshal General Hydrocarbon Sniffer Capital $ 2,500 2021 Fire Fire Marshal General Replacement Camera Equipment for Investigations Capital $ 3,000 2021 PACs Aquatics General Fridge/Freezer Replacement EFLAP Concession Capital $ 14,000 2021 PACs Aquatics General Slide Structure Repairs Capital $ 60,000 2021 PACs Parks General Trailwood Playground Replacement Capital $ 95,000 2021 PACs Parks General Landscaping- Harwood Road Capital $ 150,000 2021 PACs Parks General Landscaping - Leon Hogg Pavilion Capital $ 15,000 2021 PACs Parks General Mini -skid Trailer Capital $ 10,000 2021 PACs Parks General Exercise Stations - Bob Eden to VOBC Trails Capital $ 80,000 2021 PACs Parks General Replace PATS Pond Dock Capital $ 30,000 2021 PACs Parks General Shop Lift Capital $ 19,800 2021 PACs Senior Center General Furniture Replacement Capital $ 28,000 2021 PACs Senior Center General Kitchen Equipment Replacement Capital $ 10,000 2021 PD Administration General Patrol Vehicle Capital $ 60,000 2021 PD Administration General Sky Tower Capital $ 100,000 2021 PD Administration General Air Conditioner 911 Room Capital $ 15,000 2021 PD Administration General Outdoor Warning System Capital $ 400,000 2021 PD Administration General Lightning Detection System Capital $ 125,000 2021 *Fund subject to change ^Project contains both Capital and Supplemental Requests "Per FY2019-20 proposed budget, some items may be funded from the Equipment Replacement Fund. Capital Requests Other Items Requested Year/Fund/Department Dept Division Fund* Program Description Program Type Program Cost Requested PACs Recreation Rec Class Adaptive Motion Trainer Replacement Capital $ 14,000 2021 PACs Recreation Rec Class Treadmill Replacement Capital $ 70,000 2021 PACs Recreation Rec Class Elliptical Replacement Capital $ 14,000 2021 PACs Recreation Rec Class Recumbent and Upright Bike Replacement Capital $ 20,000 2021 Admin Svcs Fleet Svcs Svc Center Replace Machine Shop Cabinets Capital $ 9,500 2021 Admin Svcs Fleet Svcs Svc Center Replace Fencing at Fuel Island and Storage Lot Capital $ 11,500 2021 PACs PATS TSSC Replace Fence at Royal Field Capital $ 50,000 2021 PACs PATS TSSC Utility Cart Kubota RTV 500 Capital $ 11,500 2021 PACs PATS TSSC Convert Scoreboards to LED Capital $ 50,000 2021 Library Library EDC Automated Materials Handling (sorter) Capital $ 100,000 2022 Admin Svcs Fac Maint General Carpet Replacement - Finance Building Capital $ 72,000 2022 Admin Svcs Fac Maint General Roof Coating - PACS Building Capital $ 65,000 2022 Admin Svcs Fac Maint General Roof Replacement - Simmons Capital $ 175,000 2022 Admin Svcs Is General AS/400 server replacement Capital $ 75,000 2022 Fire EMS/Suppression General Office furniture for fire stations Capital $ 12,000 2022 Fire Fire Marshal General Computer Replacement for field inspections Capital $ 5,000 2022 PACS Aquatics General Locker Conversion Capital $ 40,000 2022 PACS Aquatics General Resurface Pool Deck Capital $ 50,000 2022 A PACs Aquatics General Storage Area Capital $ 75,000 2022 PACs Parks General Playground Replacement (TBD) Capital $ 100,000 2022 PACs Parks General Exercise Station - PATS Capital $ 70,000 2022 PACs Parks General Revitalize Reflection Park Capital $ 30,000 2022 PACs Parks General Park Bench Shelters - Midway Park Capital $ 15,000 2022 PACs Parks General Power Washer Upgrades Capital $ 10,000 2022 PACs Senior Center General Replace Ballroom Furniture Capital $ 30,000 2022 PACs Recreation Rec Class Expresso Bike Replacement Capital $ 22,000 2022 PACs Recreation Rec Class Security Camera Replacement Capital $ 40,000 2022 PACs Recreation Rec Class Marquee Upgrade Capital $ 20,000 2022 Admin Svcs Fleet Svcs Svc Center Replace Roll -up Shop Doors Capital $ 36,000 2022 PACS PATS TSSC Replace Veterans Field Fence Capital $ 50,000 2022 PACS PATS TSSC Concession Remodel Capital $ 15,000 2022 Public Works Water Distribution W/WW Pick-up Truck Capital $ 32,000 2022 Library Library EDC Wi-Fi Hotspot Lending Program Capital $ 20,000 2023 Library Library EDC Bibliotheca OpenLibrary+ Capital $ 75,000 2023 Library Library EDC Book Vending Machine Capital $ 50,000 2023 *Fund subject to change ^Project contains both Capital and Supplemental Requests "Per FY2019-20 proposed budget, some items may be funded from the Equipment Replacement Fund. Capital Requests Other Items Requested Year/Fund/Department Dept Division Fund* Program Description Program Type Program Cost Requested Admin Svcs Fac Maint General Roof Restoration - Parks Maintenance Building Capital $ 65,000 2023 Admin Svcs Fac Maint General Exterior Paint - Redi-Mix Capital $ 62,000 2023 Fire EMS/Suppression General Multi -gas detectors for all fire apparatus Capital $ 20,000 2023 Fire Fire Marshal General Furniture replacement Capital $ 5,250 2023 PACs Aquatics General Cabana Fabric Replacement Capital $ 25,000 2023 PACs Aquatics General Sound System Replacement Capital $ 30,000 2023 PACs Aquatics General Paint Slide Exterior Capital $ 40,000 2023 PACs Parks General Playground Replacement (TBD) Capital $ 100,000 2023 PACs Parks General Fabric shade shelter covering P.A.T.S Playground Capital $ 40,000 2023 PACs Parks General Fabric shade shelter covering Midway Playground Capital $ 60,000 2023 PACs Parks General Bridge replacement / widening of trail on the West end Capital $ 120,000 2023 PACs Senior Center General Replace Carpet Capital $ 10,000 2023 PACs Senior Center General Front Desk Remodel Capital $ 25,000 2023 PD Administration General SWAT Vehicle Capital $ 50,000 2023 PACs Recreation Rec Class Preschool Playscape Capital $ 40,000 2023 PACs Recreation Rec Class Replace Fitness Machines Capital $ 85,000 2023 PACs PATS TSSC Convert Field Lighting at Arlington Capital $ 125,000 2023 PACs PATS TSSC Add Hitting Tunnels Capital $ 20,000 2023 Public Works St. Maintenance W/WW Re -assessment of 5-year Pavement Management Plan Capital $ 75,000 2023 Admin Svcs Fac Maint General Elevator Upgrades - PD and Rec Capital $ 350,000 2024 Admin Svcs Fac Maint General Alarm System Upgrades - City Buildings Capital $ 32,000 2024 Admin Svcs Fac Maint General Roof Restoration - PD & Courts Building Capital $ 220,000 2024 Admin Svcs Fac Maint General Roof Restoration - Public Works Capital $ 165,000 2024 Admin Svcs IS General Full ERP System Replacement Capital $ 1,000,000 2024 Fire EMS/Suppression General Rebuild Fire Station 1 Capital $ 6,500,000 2024 Fire EMS/Suppression General Fire Helmets Capital $ 25,000 2024 Fire EMS/Suppression General Tablet Replacement Capital $ 8,000 2024 Fire EMS/Suppression General Station Gym Equipment Replacement Capital $ 10,000 2024 Fire Fire Marshal General Replacement Camera Equipment for Investigations Capital $ 3,000 2024 PACs Aquatics General Overall Slide Resurface (Paint interior of slides) Capital $ 75,000 2024 PACs Aquatics General Replace Lifeguard Stands Capital $ 15,000 2024 PACs Aquatics General Expand Lifeguard Area Capital $ 100,000 2024 PACs Parks General Playground Replacement (TBD) Capital $ 100,000 2024 PACs Parks General Park Shelters Capital $ 75,000 2024 PACs Parks General Landscaping - PD and Courts Building Capital $ 10,000 2024 PACs Parks General Midway Pavilion Capital $ 170,000 2024 PACs Senior Center General Replace Ballroom Flooring Capital $ 45,000 2024 PACs Senior Center General Replace Ballroom Equipment Capital $ 35,000 2024 PD Administration General Brazos Ticket Writers and Printers Capital $ 70,000 2024 PACs Recreation Rec Class Entry Feature Upgrade Capital $ 40,000 2024 PACs Recreation Rec Class Upgrade Lights to LED Capital $ 75,000 2024 Admin Svcs Fleet Svcs Svc Center Replace Fuel Delivery Pumps Capital $ 68,000 2024 PACs PATS TSSC Convert Field Lighting at Wrigley Capital $ 125,000 2024 Public Works Water Distribution W/WW Pick-up Truck Capital $ 32,000 2024 *Fund subject to change AProject contains both Capital and Supplemental Requests "Per FY2019-20 proposed budget, some items may be funded from the Equipment Replacement Fund. Vehicle and Equipment Depreciation Transfers For FY2021 to FY2025 Total Department Fund Account 2021 2022 2023 2024 2025 Administration 101 101-1011-513 $ 2,368 $ 2,404 $ 2,440 $ 2,476 $ 2,513 Police / EOC 101 101-3024-521 $ 15,801 $ 16,038 $ 16,278 $ 16,522 $ 16,770 Police / Code Enforcement 101 101-3025-521 $ 11,822 $ 11,999 $ 12,179 $ 12,362 $ 12,547 Police / Administration 101 101-3045-521 $ 10,828 $ 10,990 $ 11,155 $ 11,323 $ 11,492 Police / Patrol 101 101-3046-521 $ 444,646 $ 451,316 $ 458,086 $ 464,957 $ 471,931 Police / C.I.D. 101 101-3047-521 $ 21,056 $ 21,372 $ 21,693 $ 22,018 $ 22,348 Police / Service 101 101-3048-521 $ 25,467 $ 25,849 $ 26,237 $ 26,631 $ 27,030 Police / Detention 101 101-3049-521 $ 6,598 $ 6,696 $ 6,797 $ 6,899 $ 7,002 Fire / Marshall / Education 101 101-4023-522 $ 54,100 $ 54,911 $ 55,735 $ 56,571 $ 57,419 Fire / EMS / Suppression 101 101-4041-522 $ 572,052 $ 580,633 $ 589,342 $ 598,182 $ 607,155 Information Services 101 101-5016-519 $ 17,980 $ 18,249 $ 18,523 $ 18,801 $ 19,083 Finance - Purchasing 101 101-5036-519 $ 2,030 $ 2,060 $ 2,091 $ 2,123 $ 2,155 Facility Maintenance 101 101-5037-519 $ 46,893 $ 47,596 $ 48,310 $ 49,035 $ 49,771 Planning 101 101-6032-540 $ 10,347 $ 10,502 $ 10,660 $ 10,820 $ 10,982 Recreation 101 101-7051-550 $ 134,175 $ 136,188 $ 138,230 $ 140,304 $ 142,408 Parks 101 101-7052-550 $ 180,631 $ 183,341 $ 186,091 $ 188,882 $ 191,716 Recreation - Admin. 101 101-7084-550 $ 6,090 $ 6,181 $ 6,274 $ 6,368 $ 6,464 Animal Control 101 101-8033-531 $ 185,420 $ 188,202 $ 191,025 $ 193,890 $ 196,798 Texas Star - EDC Funded 210 210-1052-550 $ 60,682 $ 61,592 $ 62,516 $ 63,454 $ 64,405 City Engineer 501 501-8066-531 $ 7,521 $ 7,634 $ 7,748 $ 7,865 $ 7,983 Water Production 501 501-8071-531 $ 3,045 $ 3,091 $ 3,137 $ 3,184 $ 3,232 Water Distribution 501 501-8072-531 $ 74,826 $ 75,948 $ 77,087 $ 78,244 $ 79,417 Sewer & Treatment 501 501-8073-531 $ 47,323 $ 48,033 $ 48,754 $ 49,485 $ 50,227 Fleet Services 504 504-5090-519 $ 19,201 $ 19,489 $ 19,781 $ 20,078 $ 20,379 Drainage Utility 510 510-8029-531 $ 3,469 $ 3,521 $ 3,574 $ 3,627 $ 3,682 Special Rec Fund 520 520-7055-550 $ 85,705 $ 86,990 $ 88,295 $ 89,619 $ 90,964 Texas Star Sports Complex 530 530-7050-550 $ 11,903 $ 12,081 $ 12,263 $ 12,447 $ 12,633 Texas Star Golf Course 540 540-7060-550 $ 320,469 $ 325,276 $ 330,155 $ 335,107 $ 340,134 Golf Operations 540 540-7062-550 $ - $ - $ - $ - $ - Grille Operations 540 540-7067-550 $ - $ - $ - $ - $ - Conference Center 540 540-7068-550 $ - $ - $ - $ - $ - Texas Star Sports Complex 550 550-7078-550 $ 19,754 $ 20,050 $ 20,351 $ 20,656 $ 20,966 Grand Total $2,402,200 $2,438,233 $2,474,807 $2,511,929 $2,549,608 Detail Total $2,402,200 $2,438,233 $2,474,807 $2,511,929 $2,549,608 Difference $ - $ - $ - $ - $ - 101 $1,748,303 $1,774,528 $1,801,145 $1,828,163 $1,855,585 210 $ 60,682 $ 61,592 $ 62,516 $ 63,454 $ 64,405 501 $ 132,715 $ 134,706 $ 136,727 $ 138,778 $ 140,859 504 $ 19,201 $ 19,489 $ 19,781 $ 20,078 $ 20,379 510 $ 3,469 $ 3,521 $ 3,574 $ 3,627 $ 3,682 520 $ 85,705 $ 86,990 $ 88,295 $ 89,619 $ 90,964 530 $ 11,903 $ 12,081 $ 12,263 $ 12,447 $ 12,633 540 $ 320,469 $ 325,276 $ 330,155 $ 335,107 $ 340,134 550 $ 19,754 $ 20,050 $ 20,351 $ 20,656 $ 20,966 $2,402,200 $2,438,233 $2,474,807 $2,511,929 $2,549,608 246 H E C I T Y 0 EULESS 247