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Home My WebLink AboutFY 2023 Annual Operating BudgetCity of Euless r yy. om�-- Annual Operating Budget Fiscal Year 2022-2023 201 N. Ector Drive, Euless, TX 76039 www.eulesstx.gov T H EEC I T Y O F City of Euless, Texas Fiscal Year 2022-2023 Budget Cover Page July 29, 2022 This budget will raise more revenue from property taxes than last year's budget by an amount of $1,584,307, which is a 7.10 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 $289,316. Property Tax Rate Comparison 2022-2023 2021-2022 Property Tax Rate: $0.460000/100 $0.475000/100 No -New -Revenue Tax Rate: $0.433030/100 $0.468587/100 No -New -Revenue Maintenance & Operations Tax Rate: $0.364955/100 $0.383839/100 Voter -Approval Tax Rate: $0.467831 /100 $0.476825/100 Debt Rate: $0.089153/100 $0.072112/100 Total debt obligation for City of Euless, Texas secured by property taxes: $81,547,165 T H EEC I T Y O F City of Euless FISCAL YEAR 2022-2023 Council Members LINDA MARTIN, MAYOR Tim Stinneford, Place One Jeremy Tompkins, Place Two Eddie Price, Mayor Pro Tem, Place Three Perry Bynum, Place Four Harry Zimmer, Place Five Tika Paudel, Place Six Loretta Getchell, City Manager Chris Barker, Deputy City Manager Wes Rhodes, Assistant City Manager GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Euless Texas For the Fiscal Year Beginning October 01, 2021 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, 2021. 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. January BOARDS&CO 2023 MMISSIONS Animal Shelter Advisory Board (2) Dr. Susan Read Chris Chenevert Mayor Pro Tem Eddie Price Civil Service Commission (3) Carla Shields John Deithloff Bobby Baker Crime Control & Prevention District (3) Ron Shields Rusty Brown Mike Pruitt Mayor Pro Tem Eddie Price Council Member Harry Zimmer Council Member Perry Bynum Council Member Jeremy Tompkins Euless Development Corporation (3) Peter Jones Jason Turner Carmen Deithloff Mayor Linda Martin Council Member Tim Stinneford Council Member Jeremy Tompkins Mayor Pro Tem Eddie Price Historical Preservation Committee (31) Gary Barnhill Doris Brown Joe Cannon Michele Burger Bill Byers James Fuller Weldon Cannon Barbara Collier Mary Hunt Bill Golden Patsy Hoover Norma Lively Keith Jernigan Kathey Knecht David Massey Marilyn Long Don Martin Suzy McCormick Veva Lou Massey Anniece McKanna Lindalyn Pool Gary Parker Helen Payton Faye Stinneford Mary Lib Saleh Corey Stack Jeffrey Taylor Peggy Vandiver Glenn Walker Mavy T. Wright Andy Weinzapfel Library Board (8) Jim Hamilton Mike McGehee Christopher McAllister Rochelle Ragas Barney Snitz Mavy T. Wright Jorge Chac, Alt. 1 Katherine Flannery, Alt. 2 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 Police Training and Advisory Board (8) Chris Brown Antoinette Bone William Harper John Kurzee John Luna Mele Rivera Renu Sloan Sirjana Sharma, Alt. Tax Increment Reinvestment Zone #3 (3) Kathryn Rotter — Tarrant County Commissioners Court Shannon Fletcher — Tarrant County Hospital District Ronnie Watkins — Tarrant County College District Mayor Linda Martin Council Member Tim Stinneford Council Member Tika Paudel Mayor Pro Tem Eddie Price Tax Increment Reinvestment Zone #4 (3) Kathryn Rotter — Tarrant County Commissioners Court Shannon Fletcher — Tarrant County Hospital District Ronnie Watkins — Tarrant County College District Mayor Linda Martin Council Member Tim Stinneford Council Member Tika Paudel Mayor Pro Tem Eddie Price Zoning Board of Adjustment (7) Steven Elliott Clarence Moore Ron Young Ruby Anne Crites Charles Cinquemani Carol Dufinetz, Alt. 1 Annabel Eads, Alt. 2 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 Council Member Jeremy Tompkins GRAPEVINE/COLLEYVILLE ISD LIAISON Council Member Harry Zimmer Planning and Zoning Commission (7) HURST-EULESS-BEDFORD ECONOMIC DEVELOPMENT Richard Barker David Brown FOUNDATION Curtis Brown Ronald Dunckel Mayor Linda Martin, Liaison LuAnn Portugal Steve Ellis Eric Owens 87 CITIZEN BOARD MEMBERS *As of January 3, 2023 TABLE OF CONTENTS FY2O21-2022 OPERATING BUDGET TITLE DESCRIPTION PAGE COVER PAGE AX BUDGET COVER CITY OFFICIALS BUDGET AWARD BOARDS AND COMMISSIONS TABLE OF CONTENTS BUDGET MESSAGE City Manager's message highlighting major i-xvi accomplishments COMBINED SUMMARY OF REVENUES, Consolidated statement of revenues, expenditures and xvii-xviii EXPENDITURES AND CHANGES IN FUND changes in fund balance for all funds with BALANCE appropriations with comparison to prior year BUDGET SECTION 1 LETTER OF TRANSMITTAL FOR PROPOSED 1-8 BUDGET EXECUTIVE SUMMARIES 9-11 FUND BALANCE SUMMARIES Summary of operating and capital funds 12-17 WHERE DOES THE MONEY COME FROM? Listing of all operational funds, with pie charts 18 illustrating proportion of each to the total income WHERE DOES THE MONEY GO? Listing of all operational funds, with pie charts 19 illustrating proportion of each to the total expenditures GENERAL FUND REVENUES Listing of revenue sources, with pie chart showing 20 proportion of each to total revenues TAX RATE SCENARIOS 21 GENERAL FUND EXPENDITURES Details of departmental expenditures plus pie chart 22 WATER & WASTEWATER REVENUES Details and pie chart showing sources of revenues in the 23 water & wastewater fund WATER SERVICE RATES Details current and proposed water service rates 24 WASTEWATER SERVICE RATES Details current and proposed wastewater service rates 25 WATER &WASTEWATER EXPENDITURES Details and pie chart showing expenditures in this fund 26 ALL OTHER ENTERPRISE OPERATING FUNDS Summary of budgets for other enterprise funds, 27 revenues and expenditures SPECIAL REVENUE OPERATING FUNDS Summary of budgets for special revenue, revenues and 28-29 expenditures INTERNAL SERVICE OPERATING FUNDS Summary of budgets for internal service funds, revenues 30 and expenditures DEBT SERVICE OPERATING FUNDS Summary of budgets for debt service funds, revenues 31 and expenditures FULL-TIME PERSONNEL COUNTS Personnel statistics by departments and funds 32 BOND INDEBTEDNESS Summary of Outstanding Bond Indebtedness and 33 Proposed Bond Indebtedness CAPITAL / ONE-TIME & SUPPLEMENTAL Detail of Capital & Supplemental items requested 34-36 EXPENSES & FUNDING REQUIRED DISCLOSURE Local Government Code 140.0045 37 2022 TAX RATE CALCULATION ruth-in-Taxation detailed calculation 38-46 WORKSHEETS UPPLEMENTARY DATA SECTION 1 INTRODUCTION 49 WELCOME A look at the City of Euless - brief physical description of 50-53 he area MISSION STATEMENT 55 GOALS & OBJECTIVES 56-57 FISCAL YEAR 2022-2023 GOALS MATRIX 58 ACCOMPLISHMENTS Highlights of accomplishments for FY2021 59-61 RESIDENTIAL MONTHLY SERVICE Summary of utility charges, and key fiscal points 62 CHARGES/KEY FISCAL POINTS ORGANIZATIONAL CHART 63 BUDGET PROCESS Excerpts from City ordinance outlining major guidelines 64-66 and chronology BUDGET SCHEDULE 67 EXCERPTS FROM CITY CHARTER Reproduction of portions of City of Euless charter 68-69 pertaining to finance FISCAL POLICIES Fiscal policies adopted by City council applicable to all 70-76 funds GENERAL FUND 77 GENERAL FUND SUMMARY 78 GENERAL FUND REVENUES Listing of revenue sources, with pie chart showing 79 proportion of each to total revenues GENERAL FUND REVENUE ASSUMPTIONS Assumptions utilized for FY2022 budget 8 GENERAL FUND MULTI -YEAR ANALYSIS General fund five-year analysis 81 PROPERTY TAXES Detail of property tax revenue and history of tax rate 82 distribution GENERAL FUND EXPENDITURES Details of departmental expenditures plus pie chart 83 CITY ADMINISTRATION All summaries include expenditure history, department 84-85 goals, program highlights and major budgetary and operational trends, in addition to actual budget amounts FINANCE DEPARTMENT 86-87 MUNICIPAL COURT 88-89 POLICE DEPARTMENT 90-91 FIRE DEPARTMENT 92-93 ADMINISTRATIVE SERVICES DEPARTMENT 94-95 PLANNING & DEVELOPMENT DEPARTMENT 96-97 PARKS & COMMUNITY SERVICES 98-99 DEPARTMENT PUBLIC WORKS DEPARTMENT 100-101 NON -DEPARTMENTAL 102-103 ENTERPRISE FUNDS 105 ENTERPRISE FUND SUMMARY 106 WATER &WASTEWATER REVENUES Details and pie chart showing sources of revenues in the 107 water &wastewater fund WATER & WASTEWATER REVENUE Assumptions utilized for FY2022 budget 108 ASSUMPTIONS WATER & WASTEWATER EXPENDITURES Details and pie chart showing expenditures in this fund 109 FINANCE DEPARTMENT All summaries include expenditure history, fund or 110-111 department goals, program highlights and major budgetary and operational trends, in addition to actual budget amounts PUBLIC WORKS DEPARTMENT 112-113 NON -DEPARTMENTAL 115 SERVICE CENTER FUND 116-117 DRAINAGE/STORM WATER UTILITY FUND 118-119 RECREATION CLASS FUND 120-121 RBOR DAZE FUND 123 TEXAS STAR GOLF COURSE FUND 124-125 THE PARKS AT TEXAS STAR FUND (PATS) 126-127 SPECIAL REVENUE FUNDS 129 SPECIAL REVENUE FUNDS SUMMARY 130 HOTEL OCCUPANCY TAX FUND All summaries include expenditure history, fund goals, 131 program highlights and major budgetary and operational trends, in addition to actual budget amounts EULESS DEVELOPMENT CORPORATION 132-133 FUND CRIME CONTROL AND PREVENTION 134-135 DISTRICT FUND CAR RENTAL TAX FUND 136 PUBLIC SAFETY SPECIAL REVENUE FUNDS 137 IRZ & PID FUNDS 138 OTHER SPECIAL REVENUE FUNDS 139-140 INTERNAL SERVICE FUNDS 141 INTERNAL SERVICE FUND SUMMARY 142 EHICLE/EQUIPMENT REPLACEMENT FUND 143 INSURANCE/BENEFITS FUND 144-145 RISK / WORKERS' COMPENSATION 146-147 MANAGEMENT FUND CAPITAL IMPROVEMENTS 149 CAPITAL PROJECTS FUND SUMMARY 150 CAPITAL IMPROVEMENTS PROGRAM Definitions and descriptions 151 CAPITAL IMPROVEMENT PROGRAM POLICY Statement of purpose, scope, responsibility and types of 152-154 plans, guidelines for classifying projects, definitions and procedures for capital improvement projects CURRENT CAPITAL PROJECTS FUNDS Brief description of various capital improvement funds 155 CAPITAL IMPROVEMENT PROGRAM Brief description of the capital improvement program 156 FUND BALANCE SUMMARY Summary of capital improvement funds 157-159 FUNDED PROJECTS SUMMARY Summary of appropriations and amendments, 160-161 extensions, and estimated project costs upon completion PROPOSED & UNFUNDED PROJECTS Summary of proposed projects with estimated costs and 162-164 SUMMARY —SORTED BY TYPE proposed method of financing DEBT 165 DEBT FUND SUMMARY 166 RESERVE FUND SUMMARY 167 INTRODUCTION TO DEBT 168-169 NNUAL DEBT SERVICE Graph summarizing total annual debt service 170 requirements 1 OTAL GENERAL OBLIGATION DEBT Graph summarizing the general obligation 171 COMPOSITION OF DEBT SERVICE AX-SUPPORTED GENERAL OBLIGATION 173 DEBT COMPOSITION OF DEBT SERVICE GENERAL OBLIGATION REFUNDING BONDS, Debt service schedules 174 SERIES 2012 TAX & WATERWORKS & SEWER SYSTEM Debt service schedules 175 (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2018 XON ENTERPRISE, INC LEASE Debt service schedules 176 TAX & WATERWORKS & SEWER SYSTEM Debt service schedules 177 (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2019 TAX & WATERWORKS & SEWER SYSTEM Debt service schedules 178 (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2020 AX NOTES, SERIES 2020 Debt service schedules 179 TAX & WATERWORKS & SEWER SYSTEM Debt service schedules 180 (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2021 AX NOTES, SERIES 2021 Debt service schedules 181 TAX NOTES, SERIES 2022 Debt service schedules 182 IRZ/PID-SUPPORTED GENERAL Debt service schedules 183 OBLIGATION DEBT COMPOSITION OF DEBT SERVICE TAX & WATERWORKS & SEWER SYSTEM Debt service schedules 184 (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2011 TAX & WATERWORKS & SEWER SYSTEM Debt service schedules 185 (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2011 (GLADE PARKS) TAX & WATERWORKS & SEWER SYSTEM Debt service schedules 186 (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2014 (GLADE PARKS) TAX & WATERWORKS & SEWER SYSTEM Debt service schedules 187 (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2015 (GLADE PARKS PHASE 3) TAX & WATERWORKS & SEWER SYSTEM Debt service schedules 189 (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2016 (MIDTOWN DEVELOPMENT) AXABLE (SELF SUPPORTING) G. 0. DEBT Graph summarizing debt service requirements 190 COMPOSITION OF DEBT SERVICE AXABLE GENERAL OBLIGATION Debt service schedules 191 REFUNDING BONDS, SERIES 2010 GOLF G.O. REFUNDING DEBT Graph summarizing debt service requirements 192 COMPOSITION OF DEBT SERVICE GENERAL OBLIGATION REFUNDING BONDS, Debt service schedules 193 SERIES 2012A-GOLF WATER & WASTEWATER REVENUE DEBT Graph summarizing debt service requirements 195 COMPOSITION OF DEBT SERVICE WATERWORKS AND SEWER SYSTEM Debt service schedules 196 REVENUE REFUNDING BONDS, SERIES 2012 WATERWORKS AND SEWER SYSTEM Debt service schedules 197 REVENUE BONDS, SERIES 2013 WATERWORKS AND SEWER SYSTEM Debt service schedules 198 REVENUE BONDS, SERIES 2015A (METERS) WATERWORKS AND SEWER SYSTEM Debt service schedules 199 REVENUE BONDS, SERIES 2015B (RECLAIMED WATER SYSTEM) WATERWORKS AND SEWER SYSTEM Debt service schedules 200 REVENUE BONDS, SERIES 2018 WATERWORKS AND SEWER SYSTEM Debt service schedules 201 REVENUE BONDS, SERIES 2019 SALES TAX REVENUE BOND DEBT rizing debt service requirements ff�� 203 COMPOSITION OF DEBT SERVICE EULESS DEVELOPMENT CORPORATION, Debt service schedules 204 SALES TAX REVENUE BONDS, SERIES 2018 EULESS DEVELOPMENT CORPORATION, Debt service schedules 205 SALES TAX REVENUE BONDS, SERIES 2019 PPENDICES 207 APPENDIX A Human Resources 209 Full-time personnel counts by department and division 210 PERSONNEL COUNTS BY DIVISION Personnel counts by fund 211 PERSONNEL COUNTS BY FUND APPENDIX B Financial Terminology 213 BASIS OF ACCOUNTING AND BUDGETING 215 FUND RELATIONSHIPS Brief description of funds, their purpose and 216-217 relationship to other funds FUND STRUCTURE Graphical representation of City funds 218 GLOSSARY OF TERMS 219-224 PPENDIX C Ordinances 225 BUDGET AMENDMENT ORDINANCE Ordinance No. 2305 226-227 BUDGET ORDINANCE Ordinance No. 2314 228-232 TAX RATE ORDINANCE Ordinance No. 2315 233-236 TAX ROLL ORDINANCE Ordinance No. 2316 237-238 T H E C I T Y O F EULESS October 1, 2022 Honorable Mayor Linda Martin City Council: Tim Stinneford, Place One Jeremy Tompkins, Place Two Eddie Price, Place Three, Mayor Pro Tern Perry Bynum, Place Four Harry Zimmer, Place Five Tika Paudel, 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, 2022 and ending September 30, 2023 are presented. The FY2022-23 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 FY2022-23, the City's budget provides for continued programs and services, competitive pay plan, needed personnel, building needs, and expedited projects funded by the American Rescue Act (ARPA). 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; A 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; * 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. FY2021-22 ACCOMPLISHMENTS The accomplishments highlighted below reflect the City's achievement of several stated goals: Promote a harmonious environment that focuses on maintaining confidence of our citizens by providing excellent service and "doing the right thing"; specifically, we utilize Euless Info, Access Euless and direct communications with Council to understand our citizens concerns and attempt to address each one in a timely matter. We respect differences of opinion and look for opportunities to gain consensus. Management strives to provide sufficient opportunity for discussion and debate prior to formal requests for action to resolve any issues or concerns. Citizens were invited to participate in our annual Town Hall meeting. Staff followed up on each request and provided feedback to the residents as deemed appropriate. An electronic message board was installed in the courtyard to provide our citizen a more convenient way to access information. We incorporate a "Do the Right Thing" philosophy in our daily operations and stress this in our new employee orientation. Employees of the Month recognitions and service pin recognitions resumed at City Council meetings to allow Council members the opportunity to express their gratitude to employees in person. Retirees are included in employee engagement events and department events so that current employees have the opportunity to interact with former employees. Maintain a solid financial position while minimizing the impact on Euless citizens; specifically, we maintained the City's Aa2 rating from Moody's Investor's Service and AA rating from Standard and Poor's which cited the strong economy, very strong management, strong budgetary performance and very strong budgetary flexibility and liquidity. In order to fund additional public safety personnel, the City increased the tax rate by 1.250 to 47.50 per $100 of assessed value. We received the Distinguished Budget Award for the 31 st consecutive year and the Certificate of Excellence in Financial Reporting for the 34t' consecutive year. Provide a safe community through quality Fire and Police Service; specifically, the Code Compliance division continued the apartment PMI program and hotel/motel inspections. Their efforts have resulted in significant improvements to deteriorating properties. The Police department continued participation with Hurst and Bedford to provide for a Victims Assistance Liaison and Mental Health Coordinator. They also continued participation in a joint drone program and a local drug task force. Police and Fire staff participated in community events throughout the year including Coffee with a Cop, National Night Out, 6 Stones, CFA, CPA, CERT, an Open House and the David Hofer Summer Camps. Members of all Police divisions participated in numerous training classes and certification programs. The Police department continued jail detention services for the City of Bedford resulting in a cost savings for both departments. The Fire department maintained its ISO #1 rating; the highest rating available. Enhanced health screenings were offered to police and fire personnel. The Fire department participated in numerous training events including EMS, NEFDA, Live Fire, Urban Search and Rescue, Swift Water Rescue and Fire Prevention. They are also active in Regional Response Preparedness. The Police department continues to engage the community through the Training and Advisory Committee comprised of a diverse group of community members and through other outreach programs. Employ high -quality, professional, service -oriented personnel and provide for continuity in leadership; specifically, we strove to promote intern candidates when possible. Specifically, the Assistant Public Works Director was promoted to Public Works Director. The Building Official was promoted to Assistant Director of Planning and Development. The Assistant Fire Marshal was promoted to Fire Marshal. Four Lieutenants were promoted to Captain. Several other internal candidates received promotions including Foremen, Crew Leaders, Accountant II and Code Services Supervisor. The Assistant Public Works director position was filled with a candidate that came with over 30 years' experience. The tuition reimbursement program was increased to encourage employees to further their education. Additionally, all employees are encouraged to participate in educational training and certification programs that are relate to their job functions. Efforts continue to provide succession planning within each department. Specifically, a GIS (Geographic Information System) Manager has been hired and is currently training to fill a vacancy that will be created through an upcoming retirement. New venues were utilized to advertise and promote job opportunities. Human Resources (HR) staff members participated in numerous job fairs throughout the year. Staff initiated and implemented a variety of activities to enhance and facilitate a positive workplace environment. Specifically, the HR staff and Employee Engagement Committees hosted the Wellness Fair, Ice Cream Social, Quarter Century Club Dinner, Burger Bash/Car Show, Christmas Luncheon, the first ever Employee Day at the Aquatic Park and a Kona Ice Cream event. The City Manager's Office held a series of employee meetings to receive direct feedback regarding workplace enhancements and employee concerns. A monthly Employee Newsletter is now being produced to enhance communication with employees. A comprehensive market wage survey was completed and adjustment were made as deemed necessary. A complete review of all job descriptions is underway to ensure that job duties and assignments are clearly detailed. Promote quality development, redevelopment and business retention within the City, specifically, assisted numerous residents, contractors, and developers in navigating zoning, site plan and permitting processes. The Founders Parc development completed the build out of single-family homes. Commercial development opportunities remain available. Glade Parks added several new businesses and filled space that had been vacated. Several Cresthaven area tracts were acquired providing opportunity for redevelopment. Zoning was approved for a mixed -use development known as Watercolor. Omni Logistics leased approximately 360,000 square feet of flexible commercial space bringing over 100 jobs to the City. The P&D department participated in the Fort Worth Chamber's Regional Economic Development Partners quarterly meeting. Provide for systematic infrastructure and facilities improvements; specifically, we received an updated Pavement Condition Index (PCI) score of the City's street network and maintained an above average rating. Incremental increases are being funded annually to keep up with inflation. Reconstruction of Harwood Road, S. Pipeline Road, and Highland Drive were completed. The Far North and Fuller water wells are complete; however, production was delayed pending additional chlorination and testing. Drainage improvements were completed at Bear Creek Elementary School in conjunction with the school district. Fire Station No. 1 is nearing completion with move in expected soon. Extensive traffic signal upgrades are underway including improved communication with public safety units and cabinet upgrades. Design work is underway for renovations to the Police and Court facility and construction of a new Fire Station No. 2. A comprehensive assessment of HVAC units was included and added to the replacement plan. Public Works staff conducted an audit of all street lights and reported all non -working lights to Oncor. Provide quality leisure activities and events for residents; specifically, the Parks and Community Services department hosting Summer Camp, Halloween Truck or Treat, the Christmas Parade and Heritage Park Christmas, as well as, a number of other events throughout the year. Parks at Texas Star was inducted into the USSSA (United States Specialty Sports Association) Hall of Fame. They also hosted two World Series events. The Library continues to participate in the CloudLink digital consortium providing access to over 220,000 digital items. Received the Tree City USA distinction for the 36t" consecutive year and the Growth Award for the 31st consecutive year. Only three cities have received this award more years than Euless and no other city has received the Growth award more than Euless. The Recreation and Senior Center created over 30 new class offerings. Instill a "sense of community" in Euless'residents through citizen involvement and community partnership; specifically, HEB (Hurst Euless Bedford) Reads resumed its annual event. Staff continued their participation in Community Powered Revitalization (CPR), Operation Back to School, and Night of Hope. Staff also continued participation in HEB Rotary Club, HEB Teen Court, HEB Chamber of Commerce, HEB Leadership and Euless Small Business Association. Quarterly meetings with the Euless Tongan Community Committee resumed and the Committee hosted Tonga Day at the Villages of Bear Creek Park. The Animal Shelter continued to partner with Trinity GAP (Girls Awareness Program) Club to provide substantial assistance with fostering and adopting homeless pets. The Police department continued its participation with the Criminal Justice program offered through HEB ISD (independent School District). 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 FY2022-23 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. During the previous fiscal year, the budget tried to restore most of the cuts made to personnel, operating funds, annual funding for street maintenance, and annual depreciation funding for the City's fleet, equipment, furnishings, and fixtures due to the unprecedented amount of uncertainty to operations and budget forecasts from the world-wide pandemic and address increased calls for public safety. Preparing the budget for FY2022-23 required careful consideration of all revenues and expenditures and the effects of quickly increasing inflation. A preliminary budget was submitted to the City Council in July and was available online for citizen review. A final budget was submitted and adopted in August by the City Council. This budget document represents the final results from all their hard work. We continue to focus on services for our citizens and maintaining reserve levels in accordance with the City's fiscal policies. The City continues to maintain a strong property tax base and healthy reserves. The City's conservative approach to revenue projections is important in maintaining a strong financial position. Under the direction of the City Council, staff will continue to work with community partners including citizens, businesses, volunteers, Tarrant County, DFW Airport, the school districts, and neighboring cities to capitalize on opportunities and continue to build a vibrant community. GOALS AND OBJECTIVES In order to meet the Goals and Objectives stated in the Introduction section of this document, emphasis is placed on major short-term objectives including: 1) continuing existing services for citizens; 2) maintaining a competitive employee compensation package; 3) preserving appropriate reserve levels; 4) identifying cost saving measures; 5) providing funding to implement the City Council's strategic plans while considering the impact on the City's tax rate; and 6) providing for appropriate levels of staffing as shown in the following table. Multi -Year Full -Time Staffing Levels FY21 Actual FY22 Budgeted FY22 Estimated FY23 Proposed General Fund -FT 278.25 282.25 282.25 285.75 Enterprise -FT 69.75 71.25 71.25 71.25 Special Revenue -FT 40.5 43 43 44.5 Internal Service -FT 1.5 1.5 1.5 1.5 Total -FT 390 398 398 403 The approved FY2022-23 Budget in Brief: A Continuation of current programs and services for citizens. �s The final position removed due to COVID-19 pandemic, an internal auditor position, was restored in this budget as an Accountant II. Also approved were the addition of two public works field technicians and one parks field technician and the conversion of one part-time animal shelter attendant to a full- time position. A baseline salary increase of 7% was approved in an effort to address inflationary pressures. Additionally, funding has been included to provide a merit -based increase of up to 3% for those not eligible for step increases. A lump sum increase of 3% has been included for those that are not eligible for merit or step increases. iv The City's contribution towards the employee's portion of health insurance has been increased from 75% to 80% to more closely align with the industry average. Funding for annual street improvements in the amount of $1,075,000 is included in the General Fund baseline budget and annual commitment for line replacements of $1,075,000 is included in the Water and Wastewater fund baseline budget. Depreciation funding for the majority of the City's vehicles, equipment, furnishings, and fixtures is included in the baseline budgets at 100%. For FY2022-23, this program has expanded coverage for certain known and expected building needs including HVAC, roof, and elevator replacements. Reserve levels 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. �s The adopted tax rate for FY2022-23 is 460 per $100 of assessed evaluation, a decrease of 1.50. The City had reduced or held the tax rate for 27 consecutive years, reducing from a high of 61.860 in 1994 to the rate of 46.250 in FY2020-21. In order to fund additional public safety personnel, the tax rate adopted for FY2021-22 was 47.50 per $100 of assessed valuation. Based on the average residential home value of $287,000, an average homeowner will pay $1,056.16 in annual city property taxes compared to an average annual tax burden of $913.35 for FY2021-22, which is an increase of $142.81 per year or $11.90 per month. The proposed rate is lower than the voter approval rate, which is 46.78310. GENERAL FUND REVENUES The General Fund resources are proposed at $58,655,282, which includes $49,763,948 in revenues and $8,891,334 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 12, the recommended reserve level for FY2022-23 is $8,168,715. The estimated beginning fund balance is $21,129,897, leaving $12,961,182, to fund the budgeted drawdown mentioned above. Proposed revenue for FY2022-23 assumes an overall increase of 10% from the FY2021-22 original budget. Revenue estimates and projections were developed utilizing economic forecasting and trending with new rates. 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 25th 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. Penalties 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 2022, including minimum value of property under protest, provided to the City by TAD totaled $6,001,564,674, an increase of $694,874,291 from the 2021 tax roll of $5,306,690,383. The certified roll reflects all taxable property in the City as of January 1, 2022. The current certified values show an increase of 13% over the prior year. Property values currently total $6 billion as shown by the graph. The City's adopted tax rate is $0.46 per $100 of assessed valuation. Taxable Assessed Valuation 6.75 5.7s N $6.00 c 0 4.75 $5.16 $5.31 $4.93 � 3.75 $4.41 4.00 2.7s 1.7s $01.97 $1.40 0.75 1995 2000 2018 2019 2020 2021 2022 2023 Fiscal Year Euless' tax rate has declined steadily from 61.60 in 1995 to an adopted rate of 46¢ for FY2022-23. The City's goal of maintaining a stable tax rate has proven very beneficial to the citizens of Euless. Additionally, 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. In order to fund additional public safety personnel, the tax rate did increase 1.250 in FY2021-22; however, this increase was only in place for one year as the rate was lowered by 1.50 in FY2022-23 based on increases in assessed values. Based on the average residential home value of $287,000, an average homeowner will pay $1,056.16 in annual property taxes compared to an average annual tax burden of $913.35 for FY2021-22, which is an increase of $142.81 per year or $11.90 per month. The approved rate is lower than the voter approval rate, which is 46.78310. General property tax revenues are anticipated to generate $19,869,934 (including delinquent taxes and related penalties but excluding Tax Increment Reinvestment Zone [TIRZ] revenues) which accounts for 40% 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 34% 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 6.25¢ 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 '/20 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 vi revenue source due to volatility and high dependence on local economic conditions. The 1¢ General Fund sales tax is expected to generate $13,308,071 in FY2022-23 and the'/40 additional sales tax for property tax relief is anticipated to generate $3,440,050. This is an increase from last year due to continued development and inflation. As the total sales tax collections chart indicates, this revenue source has grown significantly over the last decade. As sales tax revenue increases, the City's risk and vulnerability to adverse changes in economic conditions such as the pandemic and inflation also increases. Projecting sales tax revenues in future years continues to be challenging, given the uncertain impact of inflationary pressures, supply chain issues, 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 $4,235,114 which represents less than 8.5% of the General Fund revenues. This revenue has dropped from previous years due to legislative changes for telephone and cable franchise fees. Licenses and Permit Fees Licenses and permit fees represent almost 1.3% 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. FY2022-23 is expected to decrease as the City reaches buildout. Fines and Fees Fines and fees represent over 7% 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 decrease due to declines in municipal court fee collections. Intergovernmental Transfers/Miscellaneous Intergovernmental transfers represent 9% 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 less than 1% of General Fund revenue. GENERAL FUND EXPENDITURES General Fund operating expenditures are projected at $49,693,014, which represents an increase of 10% from the FY2021-22 budget excluding capital programs. This increase is primarily due to the approved pay plan adjustment, the increase in the City's contribution towards employee health insurance, the reinstatement of the last remaining position frozen for COVID-19 and the addition of two public works field technicians and the conversion of a part-time animal shelter attendant to full-time. vii A baseline salary increase of 7% was approved to address inflationary pressures. Additionally, funding has been included to provide a merit -based increase of up to 3% for employees that are not eligible for step increases. A lump sum increase of 3% has been included for those that are not eligible for merit or step increases. In 2020, the City cut non-public safety pay plans by 10% due to reduced revenues related to the pandemic and have only increased 2% since that time. The City's contribution towards the employee's portion of health insurance has been increased from 75% to 80% to more closely align with the industry average. Two years ago, four police officers were moved to the General Fund from Crime Control and Prevention District (CCPD) due to a reduction in sales tax revenue. The FY2021-22 budget moved three positions back to the CCPD Fund and the FY2022-23 budget moves funding of the fourth position from the General Fund back to the CCPD. Juvenile Case revenue has declined; therefore, one -quarter of a Court Clerk and one -quarter of the Juvenile Case Manager has been transferred to the General Fund. Contractual rebates have been increased based on expected increases in sales tax collections. Recommended capital items are detailed in the budget and are funded from excess reserves. A breakdown of General Fund Revenues and Expenditures is graphed as follows: Transfers 9% Int. & Misc. 0% Revenues Sales & Use Taxes 34% Property Taxes 40% General Fund & Permits 1% hise Fees 9% & Fees 7% Expenditures Fire 22% PACS 5%` Public Works 6% Capital 15% City Admin. 2% Police 30% Finance 3% Admin. Srvcs. 7% Non -Dept. 9% ueveiopmenc iio 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 12, 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 34 and 35. WATER AND WASTEWATER FUND REVENUES Resources available in the Water and Wastewater fund total $32,623,179, which includes $30,002,768 in estimated revenues and $2,620,411 of prior year excess reserves. The water and wastewater revenue projections are based on newly adopted rates and estimated consumption for FY2022-23. viii Budgeted water revenues are calculated utilizing a base rate of $13.75 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 FY2022-23 budget includes an increase in the rate for potable water consumption of 560 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 500 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 FY2022-23. Budgeted wastewater revenue is calculated on a base rate of $12.00 per month for all customer classes, and a volume charge of $4.53 per 1,000 gallons of wastewater treatment up to a maximum of 12,000 gallons for residential customers. This is an increase of 19¢ per thousand gallons which is directly related to increased cost of collection and treatment by TRA. No maximum applies to commercial customers for wastewater treatment. 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 3% Water 56% Water & Wastewater itation 1% Recycling 1% Other 2% Expenditures Water Production Public Works Finance 2° Non -Dept. 34% ater Distribution 5% Wastewater Treatment 18% GIS 3% aital 1% WATER AND WASTEWATER FUND EXPENDITURES Water and Wastewater Fund operating expenditures are projected at $29,998,143. This is an increase of 8% from the FY2021-22 original budget excluding capital programs. This increase is primarily attributed to the increase in the cost to purchase water and the cost of wastewater treatment from Trinity River Authority as well as the pay plan and insurance adjustments as detailed above Recommended capital / one-time items are detailed on page 36 and are funded from excess reserves. 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 15, the recommended reserve level for the Water and Wastewater Fund is $6,164,002. ix 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 FY2022-23 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. WATER AND WASTEWATER CAPITAL PROJECTS The Water and Wastewater Capital Projects Fund includes wastewater line replacement at the Trailwood Addition and at Cedar Hill Estates, South Phase I and 11. The 4811 Year CDBG wastewater line replacement at Euless Square and Aransas Drive is also included. Waterline replacement at Midway Park 1st Addition, Oakwood Terrace, and South Main Street are also included in new funding. This budget includes continued funding for miscellaneous water rehabilitation projects, ongoing well repairs and reclaimed water line extensions. Supplemental information is provided in the Capital Improvement Program section of this document, 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 addition to the working capital required by the City's fiscal policies and is maintained in a separate fund. For the FY2022-23 budget, the required reserve is $733,593 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 policies for FY2022-23 require a specific deductible of $125,000 per person and covers aggregate claims in excess of $8,072,900. Vehicle/Equipment Replacement Fund The City maintains an equipment replacement program to accumulate funds for the replacement of existing vehicles, equipment, furnishings, and fixtures. Funding is provided annually by user departments in order to accumulate funds to cover the expected replacement costs. Additionally, purchases in excess of $75,000 are supplemented with funding from the Car Rental Fund and the use of tax notes as required. 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 FY2022-23 from current year budget estimates based on increased travel. Historical preservation, conference center operations, and contractual rebates are included in the budget for FY2022-23. 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. Sales tax revenue projections for FY2022-23 are expected to increase 19% from the FY2021-22 budget. Funding for a field technician has been added in parks and one-time funding was provided for a park's utility truck, library study pods, access control hardware for the library, improvements for facilities, and transfers for multiple capital improvement projects. This budget maintains the required 60 days of working capital for reserves, 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 (CCPD) Fund is used to account for an additional 1140 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. Two years ago, due to the unknown fiscal impact of the COVID-19 pandemic, four police officer positions previously funded from the CCPD were funded by the General Fund for FY2020-21. The FY2021-22 budget approved funding three of those positions once again from the CCPD Fund. The FY2022-23 approved budget moves funding of the fourth position from the General Fund back to CCPD. The CCPD FY2022-23 budget also includes additional funding for less lethal shotguns and for architectural services for the upcoming police facility remodel. 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. The COVID-19 pandemic devastated the travel industry. Revenue from car rentals dropped substantially but rebounded in FY2020-21 and FY2021-22. We expect revenues of $17,634,077 in FY2022-23. Expenditures from this fund include a transfer to the General Fund equal to one-third of the City's share of the revenue. This transfer helps offset the amount needed from property taxes to support general government operations. Additionally, funds are included for redevelopment projects and asset replacement. 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. 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 FY2022-23 residential monthly rate remains at $3.00 and remains competitive with other communities in the area. Monthly commercial drainage fees are based upon lot size and increased proportionately. This revenue source is used to fund eight Public Works positions, drainage capital improvement projects, and maintenance of the drainage system. Xi 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 Top 10 Best Golf Courses to Tee Off at in & Around Fort Worth, Texas, described by Golf Digest as a "Great public course near DFW airport," and ranked in the top 50 of "The Best Texas Golf Courses" by texasgolf.com. 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. During FY2021-22 the course experienced more paid rounds played than projected. The adopted budget includes revenue projections of $4,926,715 and proposed operating expenses of $4,879,599 and capital expenses of $120,000. Texas Star Sports Complex Texas Star Sports Complex is an amateur athlete's dream. It provides the perfect location for tournaments and special events. Synthetic turf and parking enhancements 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. Renovations completed in the spring of 2021 provide for the expansion of youth baseball leagues and tournaments while still accommodating some adult softball play at the former Softball World facility. The FY2022-23 budget for this complex includes projected revenues of $1,100,574 and proposed operating expenses of $987,652 and capital and one-time expenses of $46,000. 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. 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. Due to the COVID-19 pandemic and the high inflationary economic conditions, updates to the multi -year operating plan were deferred until a reasonable and realistic forecast based on actual events can be determined. 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 providing for systematic infrastructure improvements and facility improvements by providing a plan and funding to upgrade amenities and infrastructure. The program identifies potential projects which are described in detail and prioritized. Projects scheduled for consideration in the FY2022-23 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. xii 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 FY2022-23 budget includes a variety of capital improvement projects, as detailed in the capital section of this document on pages 149-164 and in the CIP under separate cover. Several projects for FY2022-23 will be funded through operating transfers or excess reserves, funds received through the American Rescue Plan Act of 2021, and a debt issuance. The FY2022-23 CIP budget includes total resources available (including intergovernmental transfers) of $34,977,644 and capital expenditures (including on -going funded projects) of $26,163,168. 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. The FY2022-23 budget further addresses the goal of maintaining infrastructure by allocating funds to continue miscellaneous drainage, screen wall, and street improvements, water well repairs, reclaimed water system expansion, Texas Star Sports Complex Phase VI program, redevelopment, Municipal Plaza Improvements Phase II, economic development incentives, ADA/TAS facility improvements, and 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 $6,001,564,674 Constitutional Limit of Debt 2.5% of assessed valuation Maximum Constitutional Revenue Available $150,039,117 Constitutional Maximum Tax Rate $2.50 per $100 assessed valuation Adopted Tax Rate $0.46 per $100 of valuation Available Unused Constitutional Maximum Rate $2.04 Types of Debt Outstanding The City has existing long-term debt for the acquisition and construction of major capital facilities, infrastructure, and equipment. Additional debt in the amount of $7.6 million was sold for Fire Station #2 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. A brief explanation of various debt instruments is provided below. Additional information on the debt is included in pages 165-206 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 impact operations by reducing maintenance costs, these funds are redirected for additional maintenance throughout the City. Therefore, the net effect to operations and maintenance costs 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 third largest airport in terms of operations and second largest in terms of passengers in the world, handling 62.5 million passengers in 2021. AV According to the North Texas Commission, DFW is the 4th 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 7.7 million, a Gross Domestic Product of $534.8 billion, a labor force of over 4 million with the fifth largest concentration of tech workers in the United States, an 8.1 % job growth rate, is home to 24 Fortune 500 Firms, and boasts college enrollment of over 472,600 in colleges and universities making their home in the region. Such an economic environment has helped the region weather economic downturns in key sectors better than many other regions in the nation. The AllianceTexas development in North Fort Worth is a 27,000-acre development that has generated an estimated $100.6 billion in economic impact with over 550 companies, generating 62,000 direct jobs. It 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. Perot Field Fort Worth Alliance Airport was also just named a Top 20 U.S. Cargo Airport by the Federal Aviation Administration (www.alliancetexas.com). Assessed value for all residential and commercial property in the City of Euless is estimated at approximately $6 billion for tax year 2022, which is a 13.1 % increase from the prior year, due to increases in both residential and commercial real estate property values. Sales tax collections increased almost 18% from FY2020-21 to FY2021-22. 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 receives a significant amount of revenue from a consolidated rental car facility located at DFW Airport. COVID-19 had a significant impact on the travel industry and this revenue source significantly reduced in FY2019-20 but rebounded in FY2020-21 and FY2021-22. The City Council has chosen to continue to use this funding source to support general government operations and to cash flow capital projects in lieu of debt issuance when possible. The City has been very cautious to not become overly dependent on this volatile resource while providing for needed improvements for citizens. The City of Euless has approximately 429.4 acres of undeveloped land. The Dallas Cowboys AT&T Stadium, Texas Rangers Globe Life Park and Choctaw Stadium in Arlington are located within minutes of Euless and, continue to attract additional tourism to the City by hosting concerts and sporting events. Euless population has increased from 51,750 to 61,480 in ten years (North Central Texas Council of Governments). The City's median household income is $69,912, which compares favorably to $64,021 for the United States (U.S. Census Bureau American Community Survey 2022). The City's educational level is 90.4% high school graduate or higher, which again is favorable to 88.9% for the United States (U.S. Census Bureau American Community Survey 2022). 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 The adopted budget continues to provide funding to continue all programs and services, provides for a competitive salary package and reduces the tax rate while continuing to fund vital infrastructure improvements. Each department works diligently to contribute to the overall goals and objectives described above while also being mindful of the financial impact of programs and services. 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 xv 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. We appreciate the dedication of the Mayor and Council during the budget process, and thank the employees for their assistance in developing a budget that will allow us to continue to pursue the City's goals and objectives. As always, the City of Euless staff welcomes and appreciates your comments. Respectfully submitted, G#A 0-�� Loretta Getchell City Manager xvi COUNCIL ADOPTED 2022-2023 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 $ 21,129,897 $ 27,821,040 $ 2,887,689 $ 11,492,085 $ 23,259,838 $ 9,192,071 BUDGETED REVENUES Property Taxes $ 19,789,934 $ 2,610,743 $ 4,924,481 $ $ $ - Gross Receipts Tax $ 4,235,114 $ 85,000 $ - $ $ $ - General Sales Tax $ 16,748,121 $ 10,793,044 $ $ $ $ - Selective Sales Tax $ 164,558 $ 19,145,349 $ $ $ $ - Fines/Fees/Penalties $ 1,709,788 $ 382,992 $ 12,000 $ 238,000 $ $ - Licenses & Permits $ 557,400 $ - $ - $ - $ $ - Interest Income $ 38,402 $ 54,339 $ 10,171 $ 17,238 $ 56,185 $ 23,942 Intergovernmental Revenue $ 436,294 $ 70,988 $ - $ - $ - $ - Char es for Service $ 2,012,040 $ - $ - $ 35,992,448 $ - $ - Miscellaneous/Rental Income $ 561,370 $ 124,770 $ 495,000 $ (36,991) $ 734,525 $ 65,000 Insurance/Risk/Other Sources $ 5,000 $ - $ - $ - $ 8,209,980 $ - Revenues before Transfers $ 46,258,021 $ 33,267,225 $ 5,441,652 $ 36,210,695 $ 9,000,690 $ 88,942 Transfers from other funds $ 3,505,927 $ 16,930 $ 4,628,387 $ 2,658,891 $ 10,086,974 $ - TOTAL REVENUES $ 49,763,948 $ 33,284,155 $ 10,070,039 $ 38,869,586 $ 19,087,664 $ 88,942 AVAILABLE RESOURCES $ 70,893,845 $ 61,105,195 $ 12,957,728 $ 50,361,671 $ 42,347,502 $ 9,281,013 BUDGETED EXPENDITURES Personal Services $ 36,957,139 $ 5,852,539 $ - $ 10,029,149 $ 963,820 $ - Professional/Technical Services $ 1,704,903 $ 303,709 $ 3,925 $ 2,566,847 $ 429,140 $ - Contractual Services $ 788,560 $ 75,830 $ - $ 462,065 $ - $ - Utilities $ 1,020,644 $ 316,800 $ $ 15,969,203 $ - $ - Maintenance $ 969,670 $ 61,500 $ $ 554,335 $ 13,500 $ - Other Services/Contin encies* $ 275,500 $ 222,000 $ - $ 125,500 $ 738,063 $ - Insurance $ 5,300 $ - $ - $ 74,500 $ 7,583,573 $ - General & Administrative $ 450,315 $ 67,925 $ - $ 136,820 $ 2,000 $ - Rebates/Incentives $ 1,885,679 $ 12,411,095 $ - $ - $ - $ Supplies $ 1,131,999 $ 493,906 $ - $ 1,722,845 $ 10,375 $ - Capital & Infrastructure Improvements $ - $ - $ $ - $ - $ - Capital / One -Time $ 7,095,843 $ 2,234,666 $ $ 520,462 $ 5,328,252 $ - Debt Service/Bank Charges $ 10,800 $ 415,556 $ 10,164,086 $ 10,800 $ - $ - Expenditures before Transfers $ 52,296,352 $ 22,455,526 $ 10,168,011 $ 32,172,526 $ 15,068,723 $ - Transfers to other funds $ 6,287,996 $ 14,066,361 $ - $ 7,113,747 $ - $ 1,096,162 TOTAL EXPENDITURES $ 58,584,348 $ 36,521,887 $ 10,168,011 $ 39,286,273 $ 15,068,723 $ 1,096,162 ENDING BALANCE DESIGNATED $ 85,340 $ 816,914 $ 629,080 $ - $ - $ 4,657,600 UNDESIGNATED $ 12,224,157 $ 23,766,394 $ 2,160,637 $ 11,075,398 $ 27,278,779 $ 3,527,251 PROJECTED ENDING FUND BALANCE $ 12,309,497 $ 24,583,308 $ 2,789,717 $ 11,075,398 $ 27,278,779 $ 8,184,851 RECOMMENDED RESERVES PER FISCAL POLICY $ 6,164,002 $ 3,628,198 $ 590,657 $ 7,646,966 $ 22,400,381 $ - * Other Services/Contingencies includes budget adjustments in the Estimated FY2020-21 column that were entered in a variety of line items. NOTE: Some accounts may have been recategorized to provide consistent presentation across funds. xvii COUNCIL ADOPTED 2022-2023 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 FY2022-23 ALL BUDGET ESTIMATED ACTUAL IMPROVEMENT FUND FUNDS SUMMARY FY2021-22 FY2021-22 FY2020-21 BEGINNING FUND BALANCE $ 23,380,815 $ 119,163,435 $ 119,923,617 $ 119,923,617 $ 114,151,381 BUDGETED REVENUES Property Taxes $ - $ 27,325,158 $ 24,909,699 $ 25,335,958 $ 24,042,437 Gross Receipts Tax $ - $ 4,320,114 $ 4,074,800 $ 4,281,097 $ 4,221,250 General Sales Tax $ - $ 27,541,165 $ 23,454,858 $ 28,897,460 $ 24,373,083 Selective Sales Tax $ - $ 19,309,907 $ 11,631,715 $ 19,164,352 $ 14,417,123 Fines/Fees/Penalties $ 495,540 $ 2,838,320 $ 2,902,660 $ 3,639,431 $ 3,223,575 Licenses & Permits $ - $ 557,400 $ 569,800 $ 860,638 $ 1,426,826 Interest Income $ 54,527 $ 254,804 $ 185,866 $ 364,181 $ 165,998 Intergovernmental Revenue $ 3,685 $ 510,967 $ 6,008,283 $ 18,001,250 $ 910,234 Charges for Service $ - $ 38,004,488 $ 35,710,844 $ 35,773,726 $ 35,638,100 Miscellaneous/Rental Income $ - $ 1,943,674 $ 2,227,531 $ 2,578,552 $ 3,826,354 Insurance/Risk/Other Sources $ - $ 8,214,980 $ 6,466,786 $ 15,245,549 $ 14,558,433 Revenues before Transfers $ 553,752 $ 130,820,977 $ 118,142,842 $ 154,142,194 $ 126,803,413 Transfers from other funds $ 11,043,077 $ 31,940,186 $ 33,515,145 $ 27,667,578 $ 18,371,369 TOTAL REVENUES $ 11,596,829 $ 162,761,163 $ 151,657,987 $ 181,809,772 $ 145,174,782 AVAILABLE RESOURCES $ 34,977,644 $ 281,924,598 $ 271,581,604 $ 301,733,389 $ 259,326,163 BUDGETED EXPENDITURES Personal Services $ - $ 53,802,647 $ 50,067,426 $ 50,059,590 $ 45,235,731 Professional/Technical Services $ 3,124,091 $ 8,132,615 $ 5,469,483 $ 5,911,650 $ 4,687,741 Contractual Services $ 30,000 $ 1,356,455 $ 1,588,795 $ 1,381,164 $ 1,111,537 Utilities $ 100,000 $ 17,406,647 $ 15,900,295 $ 15,900,295 $ 15,511,274 Maintenance $ - $ 1,599,005 $ 1,475,240 $ 1,464,740 $ 1,573,028 Other Services/Contingencies* $ - $ 1,361,063 $ 1,036,639 $ 1,999,649 $ 199,647 Insurance $ - $ 7,663,373 $ 6,901,078 $ 6,901,078 $ 7,207,266 General & Administrative $ - $ 657,060 $ 602,250 $ 602,814 $ 281,700 Rebates/Incentives $ 275,000 $ 14,571,774 $ 9,528,392 $ 15,338,459 $ 10,939,234 Supplies $ 75,000 $ 3,434,125 $ 3,353,069 $ 3,423,946 $ 2,862,409 Capital & Infrastructure Improvements $ 22,426,020 $ 22,426,020 $ 12,913,980 $ 30,673,826 $ 17,910,097 Capital / One -Time $ - $ 15,179,223 $ 13,769,090 $ 9,962,886 $ 7,275,780 Debt Service/Bank Charges $ - $ 10,601,242 $ 9,183,771 $ 9,319,506 $ 9,335,892 Expenditures before Transfers $ 26,030,111 $ 158,191,249 $ 131,789,508 $ 152,939,603 $ 124,131,336 Transfers to other funds $ 133,057 $ 28,697,323 $ 28,797,295 $ 29,630,351 $ 15,271,210 TOTAL EXPENDITURES $ 26,163,168 $ 186,888,572 $ 160,586,803 $ 182,569,954 $ 139,402,546 ENDING BALANCE DESIGNATED $ - $ 6,188,934 $ 6,146,866 $ 6,146,866 $ 5,254,771 UNDESIGNATED $ 8,814,476 $ 88,847,092 $ 41,834,879 $ 113,016,569 $ 114,668,846 PROJECTED ENDING FUND BALANCE $ 8,814,476 $ 95,036,026 $ 110,994,801 $ 119,163,435 $ 119,923,617 RECOMMENDED RESERVES PER FISCAL POLICY $ - 1 $ 40,430,204 1 $ 35,059,460 1 $ 35,059,460 1 $ 33,711,373 * Other Services/Contingencies includes budget adjustments in the Estimated FY2020- 21 column that were entered in a variety of line items. NOTE: Some accounts may have been recategorized to provide consistent presentation across funds. xviii T H EEC I T Y O F City of Euless Budget T H EEC I T Y O F T H E C I T Y O F EULESS July 29, 2022 Honorable Mayor Linda Martin Honorable City Councilmembers: Tim Stinneford, Place One Jeremy Tompkins, Place Two Eddie Price, Place Three, Mayor Pro Tern Perry Bynum, Place Four Harry Zimmer, Place Five Tika Paudel, Place Six INTRODUCTION As required by the City of Euless' Home Rule Charter, the operating budget for the fiscal year beginning October 1, 2022 and ending September 30, 2023 is submitted for your review. This budget document includes all required data per the City's Charter and includes additional supplementary information. We hope our citizens find this document easy to navigate. In accordance with state law, the proposed budget was filed with the municipal clerk on July 22, 2022 and was based on estimated taxable property values since certified values were not received until July 21, 2022, and updates to worksheets were not received until July 25, 2022. As stated in that document, we have updated the proposed budget based on actual certified taxable property values and adjusted the property tax rate accordingly. The proposed budget is available on the City's website for citizen review. 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 this budget document. BUDGET HIGHLIGHTS In preparing this budget, we strived to provide a competitive pay plan addressing inflationary pressures, fund needed personnel, fund expected building needs, and expedite projects funded by the American Rescue Plan Act (ARPA). 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 Metro 817/267-4403 Fax 817/685-1416 www.eulesstx.gov 1 The City had reduced or held the tax rate for 27 consecutive years, reducing from a high of 61.860 in 1994 to the rate of 46.250 in FY2021. In order to fund additional public safety personnel, the adopted tax rate for FY2022 increased the rate 1.250 to 47.50 per $100 of assessed valuation. The FY2023 budget is based on reducing this rate to 460, a reduction of 1.50 from the FY2022 rate. Highlights of the proposed budget are detailed below: ♦ The property tax rate for the upcoming fiscal year is proposed to decrease 1.50 from 47.50 to 460 per $100 of assessed valuation. ♦ There are no cuts in programs or services for citizens. ♦ The final position removed due to the COVID-19 pandemic, an internal auditor position, has been restored in this budget as an Accountant II. We have also proposed the addition of two public works field technicians and one parks field technician and the conversion of one part-time animal shelter attendant to a full- time position. ♦ A baseline salary increase of 7% is proposed in an effort to address inflationary pressures. Additionally, funding has been included to provide a merit -based increase of up to 3% for those not eligible for step increases. A lump sum increase of 3% has been included for those that are not eligible for merit or step increases. ♦ The City's contribution towards the employee's portion of health insurance has been increased from 75% to 80% to more closely align with the industry average. ♦ The water rate includes a $1 increase in the standard base rate, adjusted proportionately for larger meters, to cover operational cost increases in water delivery and an increase to the volume rate of 560 per thousand gallons to cover the pass -through increase from Trinity River Authority (TRA) in the cost to purchase water. ♦ The wastewater rate includes a $1 increase in the base rate to cover operational cost increases in wastewater collections and an increase to the volume rate of 190 per thousand gallons to cover the pass -through increase from TRA for the collection and treatment of the wastewater. ♦ A 500 per thousand gallons rate stabilization rebate is proposed to help offset some of the increases. The current rebate is 300 per thousand gallons. This rebate is for residential water customers up to 15,000 gallons per month. ♦ The Water and Wastewater Operating Fund includes transfers to Capital Improvement Programs (CIP) to cash flow infrastructure improvements including water and wastewater line replacements. The annual commitment for line replacement is $1,075,000. Additionally, $7,135,925 of water and wastewater line replacements is planned from ARPA funding. ♦ The General Fund includes a transfer to CIP to cash flow annual street improvements. This has been increased $25,000 in an effort to keep pace with inflation and is based on a third -party study of street conditions. The proposed amount for FY2022-23 is $1,075,000. ♦ Other Capital Improvements Plan projects that are being cash flowed from General Fund excess reserves includes Heritage Avenue street improvements, 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 Metro 817/267-4403 Fax 817/685-1416 www.eulesstx.gov 2 city-wide traffic signal upgrades, and design and furnishings for a new Fire Station #2. ♦ Capital Improvement Plan projects that are being funded from EDC reserves include trail lighting from Mid -Cities to Heritage Ave, Midway Park pickleball courts, aquatic facility upgrades, Kiddie Carr Park improvements, Carr Park trail connection, and Parks at Texas Star North parking lot expansion. Capital Improvement Plan projects that are being funded from CCPD reserves include architectural services for the remodel of the Police Facility. ♦ Depreciation funding for the majority of the City's vehicles, equipment, furnishing and fixtures is included in the baseline budgets at 100%. For FY2022-23, this program is proposed to expand coverage for certain known and expected building needs including HVAC, roof, and elevator replacements. ♦ Significant enhancements to the City's enterprise resource planning systems are included in this budget. ♦ A detail of the recommended capital and supplemental programs is included in this Proposed Budget, as well as in Tab 2 along with a schedule of vehicle, equipment, furnishings and fixture replacements. M4►14ZT-1111111111P1I1 General Fund revenues are proposed at $49,763,948 which represents an increase of 9.7% from the previous year's budget. The increase is primarily due to sales tax collections which have improved and the estimated increase in property tax revenue from new development and increased values. Property valuations as of July 25th, included minimum value of property under protest and incomplete properties, provided to the City by the Tarrant Appraisal District totaled $6,001,564,674 for FY2022-23. This represents an increase of $694,874,291 or 13.1 % from the FY2021-22 tax roll of $5,306,690,383. The tax rate proposed for FY2022-23 is 460 per $100 of assessed valuation, which includes 37.08470 for maintenance and operations and 8.91530 for debt service. FY2021-22 sales tax collections are projected to end the fiscal year up almost 24% from budget due to better than expected collections as well as a one-time collection of over $800K. Projections for FY2022-23 sales taxes assumes a 1% increase over FY2021-22 estimates adjusted for one-time collections. Other revenue sources vary in their projections. 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 collections have increased recently and therefore our projection for next year has increased slightly. Franchise fees are projected to increase slightly due to the inflationary impact on rates charged. Jail revenue is expected to decrease based on the City no longer housing Federal detainees. Interest income is expected to increase from current year-end estimates based on increases from the Federal Reserve. Tower lease rentals are expected to decrease. 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 Metro 817/267-4403 Fax 817/685-1416 www.eulesstx.gov 3 General Fund operating expenses, excluding capital programs, are proposed at $49,693,014 which represents an increase of approximately 9.5%. This increase is primarily due to the proposed pay plan adjustment, the increase in the City's contribution towards employee health insurance, the reinstatement of the last remaining position frozen for COVID-19 and the addition of two public works field technicians and the conversion of a part-time animal shelter attendant to full-time. A baseline salary increase of 7% is proposed to address inflationary pressures. Additionally, funding has been included to provide a merit -based increase of up to 3% for employees that are not eligible for step increases. A lump sum increase of 3% has been included for those that are not eligible for merit or step increases. In 2020, the City cut non-public safety pay plans by 10% due to reduced revenues related to the pandemic and have only increased 2% since that time. The City's contribution towards the employee's portion of health insurance has been increased from 75% to 80% to more closely align with the industry average. Two years ago, four police officers were moved to the General Fund from Crime Control and Prevention District (CCPD) due to a reduction in sales tax revenue. The FY2021- 22 budget moved three positions back to the CCPD Fund and the FY2022-23 budget moves funding of the fourth position from the General Fund back to the CCPD. Juvenile Case revenue has declined; therefore, one -quarter of a Court Clerk and one - quarter of the Juvenile Case Manager has been transferred to the General Fund. Contractual rebates have been increased based on expected increases in sales tax collections. Recommended capital items are detailed in the proposed budget in Tab 2 and are 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 policy. Excess reserves have only been used to fund proposed capital and one-time needs. WATER AND WASTEWATER FUND The FY2022-23 budget includes proposed operating revenues of $30,002,768, which is an increase of 8% over FY2021-22 budgeted revenues. The water and wastewater revenue projections are based on proposed rates, detailed above, and estimated consumption for FY2022-23. A proposed rebate of 500 per thousand gallons of water used up to a maximum of 15,000 gallons per month is included for single-family residential customers. The City's Rate Stabilization Fund will provide the resources to cover the cost of the proposed rebate. 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 Metro 817/267-4403 Fax 817/685-1416 www.eulesstx.gov 4 Proposed water and wastewater baseline expenses are $29,998,143, which is an increase of 8% over current year. This increase is primarily attributed to the increase in the cost to purchase water and the cost of wastewater treatment from Trinity River Authority as well as the pay plan and insurance adjustments as detailed above. Recommended capital items are detailed in the proposed budget and funded from excess reserves. 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 Reauirements 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 exceeds the requirements of the bond covenants therefore excess reserve will be transferred to Water and Wastewater CIP in FY2022-23. EQUIPMENT REPLACEMENT FUND The City maintains an equipment replacement program to accumulate funds for the replacement of existing vehicles, equipment, furnishings and fixtures. Funding is provided annually by user departments in order to accumulate funds to cover the expected replacement costs. Additionally, purchases in excess of $75,000 are supplemented with funding from the Car Rental Fund and the use of tax notes as required. As previously mentioned, this budget proposes expanding this program to also cover certain known and expected building needs including HVAC, roof, and elevator replacements. 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 remain relatively flat in FY2022-23 from current year collections. Historical preservation, conference center operations, and contractual rebates are included in the budget for FY2022-23. Capital items included in the budget are for improvements at the Himes Cabin and fixtures at the conference center. Expenditures have increased to cover additional costs associated with the 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 Metro 817/267-4403 Fax 817/685-1416 www.culcsstx.gov 5 operation of the Conference Centre as well as to increase funding for the Arbor Daze festival. Half -Cent Sales Tax Fund — Euless Development Corporation (EDC) Euless citizens approved an additional 1/20 sales tax in 1993 that is restricted for parks, library, and economic development activities. Sales tax revenue projections assumes a 1% increase over FY2021-22 estimates adjusted for one-time adjustments. A field technician has been added in parks and pay plan increases and insurance adjustments have been included as detailed above. Recommended capital programs, as detailed in Tab 2, include a utility vehicle, library study pods, access control hardware, facility painting, and transfers to CIP for irrigation. Other capital projects include additional funding for Wilshire Park upgrades, trail lighting, miscellaneous parks improvements, pickleball courts, incentives, aquatic facilities upgrades, Carr Park trail connection, Texas Star Sports Complex Phase VII, additional parking for Parks at Texas Star North, and Kiddie Carr Park improvements. These are all detailed in the Capital Improvement Plan document. This budget maintains the required 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. Revenue from car rentals dropped substantially during the pandemic but have made a strong recovery. We expect revenues of $17,661,183 in FY2022-23. Expenditures from this fund include a transfer to the General Fund equal to one-third of the City's share of the revenue. This transfer helps offset the amount needed from property taxes to support general government operations. Additionally, funds are included for redevelopment projects. The recommended reserve level of $2,000,000 has been maintained. Juvenile Case Management Fund Revenues from the juvenile case fee have declined. Therefore, we have transferred one -quarter of a Court Clerk and one -quarter of the Juvenile Case Manager to the General Fund. Funds from this source are restricted for the sole purpose of providing for juvenile case management. 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 Metro 817/267-4403 Fax 817/685-1416 www.eulesstx.gov 6 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 are considered in multi -year financial planning. This Capital Improvements Plan is fluid and will be reviewed and updated annually based on infrastructure needs within the City. The FY2022-23 recommended Priority A projects include annual street improvements; Heritage Avenue improvements from Cheek-Sparger Road to Guadalupe Trail; wastewater line replacements at Cedar Hill Estates South Phase I and 11, Euless Square/Aransas Drive and Trailwood Addition; water line replacement on Midway Park 1st Addition, Oakwood Terrace and South Main Street; Aquatic Park Facility Upgrades; Carr Park Trail Connection; Fire Station #2 Design and Construction; Kidd Carr Park Improvements; Midway Park Pickleball Courts; Parks at Texas Star North Additional Parking Lot; Police and Courts Building Design; and Trail Lighting from Heritage Avenue to Mid -Cities. Capital funding is also included for expansion of the reclaimed water system, redevelopment projects, miscellaneous capital improvements, Municipal Plaza improvements and Wilshire Park upgrades. Its] 0"94 V lyyIQ4 31 The City has existing long-term debt issued for the acquisition and construction of major capital facilities, infrastructure, and equipment. Additional debt in the amount of $7.6 million is planned for Fire Station #2 construction. 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. 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 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 Metro 817/267-4403 Fax 817/685-1416 www.culcsstx.gov 7 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. Tax Notes — or Tax Anticipation Notes are municipal securities issued to raise money for capital infrastructure projects. These are short-term notes used to finance immediate or near -term local capital project needs. 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 3 of this book. CLOSING COMMENTS This proposed budget is focused on providing the resources to allow us to continue all current service levels while addressing inflationary impacts and possible recession. We believe 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 will continue to be diligent in the use of City funds and will remain flexible to adapt to the changing conditions. 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 8 EXECUTIVE SUMMARY GENERAL FUND FY 2022 Budgeted Resources $ 49,804,992 Less Use of Prior Year Reserves $ (4,423,783) FY 2022 Net Operating Revenues $ 45,381,209 Proposed Changes in Revenue Property Taxes $ 612,403 Sales Tax $ 2,335,403 Franchise Fees $ 250,914 Licenses and Permits $ (12,400) Fines and Fees $ 387,903 Interest Income $ (33,436) Transfers $ 864,396 Other Changes $ (22,444) Subtotal: $ 4,382,739 FY 2023 Proposed Operating Revenues $ 49,763,948 FY 2022 Budgeted Expenses $ 49,778,368 Less Capital / One -Time Expenses $ (4,423,783) FY 2022 Net Operating Expenses $ 45,354,585 Proposed Changes in Expenses Salaries and Benefits $ 2,616,582 Rebates/Incentives $ 134,049 Professional/Technical $ 461,808 Utilities and Fees $ 133,823 Maintenance/Supplies $ 200,949 Equipment Replacement $ 4,307 Street Improvements $ 64,000 Other Changes $ 331,852 Subtotal: $ 3,947,370 FY 2023 Proposed Supplemental $ 391,059 FY 2023 Proposed Operating Expenses $ 49,693,014 Proposed Capital / One -Time Expenses Capital / One -Time Carryover $ 678,141 Recommended Capital / One -Time Expenses $ 8,213,193 FY 2023 Proposed Capital / One -Time Expenses $ 8,891,334 FY 2023 Proposed Budget $ 58,584,348 EXECUTIVE SUMMARY WATER & WASTEWATER FY 2022 Budgeted Resources $ 29,631,625 Less Use of Prior Year Reserves $ (1,906,343) FY 2022 Net Operating Revenues $ 27,725,282 Proposed Changes in Revenue Water Service $ 1,501,098 Wastewater Service $ 703,798 Reclaimed Water Service $ 58,843 Interest Income $ (5,774) Sanitation/Recycling/Penalties $ 34,521 Subtotal: $ 2,277,486 FY 2023 Proposed Operating Revenues $ 30,002,768 FY 2022 Budgeted Expenses $ 29,622,259 Less Capital / One -Time Expenses $ (1,906,343) FY 2022 Net Operating Expenses $ 27,715,916 Proposed Changes in Expenses Salaries and Benefits $ 322,251 TRA Payments $ 1,343,935 Reclaimed Water Purchases $ 21,037 Transfers $ 263,847 G&A/Franchise $ 227,748 Utilities and Fees $ 11,007 Maintenance $ 35,500 Regulatory Fees $ 33,100 Other Changes $ (11,838) Subtotal: $ 2,246,587 FY 2023 Proposed Supplemental $ 35,640 FY 2023 Proposed Operating Expenses $ 29,998,143 Proposed Capital / One -Time Expenses Capital / One -Time Carryover $ 168,944 Recommended Capital / One -Time Expenses $ 196,078 FY 2023 Proposed Capital / One -Time Expenses $ 365,022 FY 2023 Proposed Budget $ 30,363,165 `rs, EXECUTIVE SUMMARY CAR RENTAL FUND FY 2022 Budgeted Resources $ 14,386,466 Less Use of Prior Year Reserves $ (1,482,972) FY 2022 Net Operating Revenues Proposed Changes in Revenue Car Rental Taxes $ 6,718,102 Transfers In $ (1,962,219) Interest Income $ 1,806 Subtotal: FY 2023 Proposed Operating Revenues FY 2022 Budgeted Expenses $ 10,312,624 Less Capital / One -Time Expenses $ (1,482,972) FY 2022 Net Operating Expenses Proposed Changes in Expenses DFW Rebate $ 4,478,735 Contingencies $ - Transfer to General Fund $ 746,456 Transfer to Equipment Replacement $ 533,032 Subtotal: FY 2023 Proposed Operating Expenses Proposed Capital / One -Time Expenses Capital / One -Time Carryover $ 482,972 Recommended Capital / One -Time Expenses $ 1,000,000 FY 2023 Proposed Capital / One -Time Expenses FY 2023 Proposed Budget $ 12,903,494 $ 4,757,689 $ 17,661,183 $ 8,829,652 $ 5,758,223 $ 14,587,875 $ 1,482,972 $ 16,070,847 is Fund Balance Summary Estimated FY2021-22 and Budgeted FY2022-23 General and Internal Service Funds Insurance & Risk Mgmt. & Equipment General Benefits Workers Replacement Comp Beginning Balance, FY22 $19,246,754 $5,772,173 $2,122,598 $13,377,769 (per audit, FYE 2021) FY22 Estimated Revenues Total Available 51,078,499 7,587,950 70,325,253 13,360,123 1,128, 989 3,251,587 5,119,858 18,497,627 FY22 Estimated Expenses (45,354,585) (7,577,950) (1,128,664) (3,102,699) Proposed Budget Adjustment (95,129) 0 0 0 Capital / One -Time Expenses (3,745,642) (37,925) (2,261) 0 Total Projected Expenses: (49,195,356) (7,615,875) (1,130,925) (3,102,699) Estimated Ending Balance FY22 21,129,897 5,744,248 2,120,662 15,394,928 FY23 Budgeted Revenues Total Available FY23 Budgeted Expenses Capital Carryover Capital / One -Time Expenses Total Projected Expenses 49,763,948 8,377,974 70,893,845 14,122,222 (49,693,014) (8,363,240) (678,141) 0 (8,213,193) (40,000) (58,584,348) (8,403,240) 1,438,359 9,271,331 3,559,021 24, 666, 259 (1,366,731) (3,460,252) 0 (1,838,500) 0 0 (1,366,731) (5,298,752) 2rojected Ending Balance, FY23 12,309,497 5,718,982 2,192,290 19,367,507 _ess: Designated Reserve (85,340) 0 0 0 4djusted Ending Balance 12,224,157 5,718,982 2,192,290 19,367,507 Recommended Reserve Levels per Fiscal Policy: 8,168,715 Available for Supplemental: 70,934 Available for Capital / One -Time: 3,984,508 Total Available 4,055,442 2,432,874 600,000 19,367,507 14,734 71,628 5,811,079 3,271,374 1,520,662 (5,811,079) 3,286,108 1,592,290 0 `A Fund Balance Summary Estimated FY2021-22 and Budgeted FY2022-23 Special Revenue Funds CCPD 114 Hotel/ Juvenile EDC 112 Cent Cent Sales Car Rental Motel Case Sales Tax Tax Beginning Balance, FY22 $1,206,419 $196,357 $5,550,310 $1,989,147 $4,888,610 (per audit, FYE 2021) FY22 Estimated Revenues 1,514,421 46,007 7,256,209 3,564,617 19,447,516 Total Available: 2,720,840 242,364 12,806,519 5,553,764 24,336,126 FY22 Estimated Expenses (579,211) (57,381) (4,912,583) (2,872,456) (8,829,652) Proposed Budget Adjustment (174,021) 0 (9,675) 0 (5,089,394) Capital / One -Time Expenses (75,000) (2,885) (1,099,897) (439,235) (1,000,000) Total Projected Expenses: 828232 6026E (6,022,155) (3,311,691) (14,919,046) Estimated Ending Balance FY22 1,892,608 182,098 6,784,364 2,242,073 9,417,080 FY23 Budgeted Revenues 1,514,579 46,031 7,008,599 3,471,916 17,661,183 Total Available: 3,407,187 228,129 13,792,963 5,713,989 27,078,263 FY23 Budgeted Expenses (1,270,988) (28,684) (5,342,175) (3,263,018) (14,587,875) Capital Carryover 0 (13,371) (704,907) 0 (482,972) Capital / One -Time Expenses 46( 4,424) 0 (4,989,078) * (976,000) (1,000,000) Total Projected Expenses: (1,735,412) (42,055) (11,036,1601 (4,239,018) (16,070,847) )rojected Ending Balance, FY23 1,671,775 186,074 2,756,803 1,474,971 11,007,41E _ess: Designated Reserve (66,914) 0 0 0 0 kdjusted Ending Balance 1,604,861 186,074 2,756,803 1,474,971 11,007,416 Recommended Reserve Levels per Fiscal Policy: 208,930 4,715 878,166 Available for Supplemental: Available for Capital / One -Time: Total Available "Amendment in final adoption. 243,591 17,347 1,666,424 1,152,340 164,012 212,213 1,395,931 181,359 1,878,637 536,387 2,000,000 208,898 3,073,308 729,686 5,934,108 938,584 9,007,416 13 Fund Balance Summary Estimated FY2021-22 and Budgeted FY2022-23 Special Revenue Funds (continued) Police Police Glade Glade Cable Midtown Midtown Drug Grant Seized Parks P/D Parks PEG Fee P/D TIRZ Assets #1 TIRZ (per audit, FYE 2021) FY22 Estimated Revenues 71,358 10,536,442 414 0 1,867,127 85,980 803,338 697,981 Total Available: 674,291 10,537,429 233,652 750,000 4,512,360 675,432 925,503 1,095,474 FY22 Estimated Expenses (20,500) (58,978) (34,104) 0 (1,136,374) (90,600) (803,338) (303,691) Proposed Budget Adjustment 0 (84,169) 0 0 0 (25,000) 0 0 Capital / One -Time Expenses 13( 9,483) (9,405,087) 0 0 0 0 0 0 Total Projected Expenses: 15( 9,983) (9,548,234) (34,104) 0 (1,136,374) 11( 5.600) 80( 3.338) 30( 3.691) Estimated Ending Balance FY22 514,308 989,195 199,548 750,000 3,375,986 559,832 122,165 791,783 FY23 Budgeted Revenues 36,336 52,918 435 0 2,134,976 86,029 338,105 933,048 Total Available: 550,644 1,042,113 199,983 750,000 5,510,962 645,861 460,270 1,724,831 FY23 Budgeted Expenses (220,000) (52,918) (49,471) 0 (1,138,418) (85,400) (337,464) (764,199) Capital Carryover 0 0 0 0 0 0 0 0 Capital / One -Time Expenses 0 (635,925) 0 0 0 (114,600) 0 0 Total Projected Expenses: (220,000) (688,843) (49,471) 0 (1,138,418) (200,000) (337,464) (764,199) Projected Ending Balance, FY23 330,644 353,270 150,512 750,000 4,372,544 445,861 122,806 960,632 .ess: Designated Reserve 0 0 0 (750,000) 0 0 0 0 kdjusted Ending Balance 330,644 353,270 150,512 0 4,372,544 445,861 122,806 960,632 Recommended Reserve Levels per Fiscal Policy: 0 0 0 0 0 0 0 0 Available for Supplemental: (183,664) 0 (49,036) 0 996,558 629 641 168,849 Available for Capital / One -Time: 514,308 353,270 199,548 0 3,375,986 445,232 122,165 791,783 Total Available 330,644 353,270 150,512 0 4,372,544 445,861 122,806 960,632 Fund balance was overstated by $60 and has been corrected on this report and going forward. 14 Fund Balance Summary Estimated FY2021-22 and Budgeted FY2022-23 Enterprise Funds Drainage Parks at Water & Service Utility Recreation Arbor Texas Star Texas Wastewater Center System Classes Daze Golf Star Itsegmmng tsaiance, hYLL ;)l U,5L1,554 ;)0Sts,3L/ ZOL54,MS zoltsb,ULS Z054,373 Z030/,Vbb ZOStfU,4LL I FY22 Estimated Revenues 27,716,174 1,219,686 920,638 446,762 25,973 5,463,868 1,060,524 Total Available: 38,237,728 1,758,013 1,175,246 632,787 80,286 5,821,834 1,640,946 FY22 Estimated Expenses (27,715,916) (1,214,657) (865,556) (390,000) (80,000) (4,515,970) (968,804) Capital / One -Time Expenses (1,737,399) (12,291) (65,121) 0 0 (25,373) 26( 2,995) Total Projected Expenses: (29,453,315) (1,226,948) 930677 39( 0,000) J80,005) (4,541,343) (1,231,799) Estimated Ending Balance FY22 8,784,413 531,065 244,569 242,787 286 1,280,491 409,147 FY23 Budgeted Revenues 30,002,768 1,311,214 928,949 479,366 120,000 4,926,715 1,100,574 Total Available: 38,787,181 1,842,279 1,173,518 722,153 120,286 6,207,206 1,509,721 FY23 Budgeted Expenses (29,998,143) (1,311,214) (924,646) (425,197) (120,000) (4,879,599) (987,652) Capital Carryover (168,944) 0 0 0 0 0 0 Capital / One -Time Expenses 19( 6,078) (58,800) (50,000) 0 0 12( 0,000) (46,000) Total Projected Expenses: (30,363,165) (1,370,014) 97( 4,646) (425,197) 12( 0,000) (4,999,599) (1,033,652) rojected Ending Balance, FY23 8,424,016 472,265 198,872 296,956 286 1,207,607 476,062. ess:Designated Reserve 0 0 0 0 0 0 C ,djusted Ending Balance 8,424,016 472,265 198,872 296,956 286 1,207,607 476,06E Recommended Reserve Levels per Fiscal Policy: 6,164,002 0 189,996 87,369 0 1,002,657 202,942 Available for Supplemental: 4,625 0 4,303 54,169 0 47,116 112,922 Available for Capital / One -Time: 2,255,389 472,265 4,573 155,418 286 157,834 160,205 Total Available 2,260,014 472,265 8,876 209,587 286 204,950 273,127 15 Fund Balance Summary Estimated FY2021-22 and Budgeted FY2022-23 Debt Service Funds Texas EDC 112 Water & G.O.Debt Stars Star Golf Cent Sales Wastewater Service Center Debt Course Tax Debt Debt Debt Beginning Balance, FY22 $3,019,401 $134,798 $10,717 $598,639 $56,864 (per audit, FYE 2021) FY22 Estimated Revenues 5,871,279 740,895 402,387 1,212,183 591,742 Total Available: 8,890,680 875,693 413,104 1,810,822 648,606 FY22 Estimated Expenses (5,834,998) (710,470) (402,125) (1,212,183) (591,715) Capital / One -Time Expenses 99( 9,725) 0 0 0 0 Total Projected Expenses: (6,834,723) 71( 0,470) 40( 2,125) (1,212,183) 59( 1,715) Estimated Ending Balance FY22 2,055,957 165,223 10,979 598,639 56,891 FY23 Budgeted Revenues 7,153,579 707,621 399,131 1,218,796 590,912 FY23 Budgeted Revenues 9,209,536 872,844 410,110 1,817,435 647,803 FY23 Budgeted Expenses (7,087,875) (706,470) (398,976) (1,218,796) (590,894) Capital / One -Time Expenses 16( 5,000) 0 0 0 0 Total Projected Expenses: (7,252,875) 70( 6,470) 39( 8,976) (1,218,796) 59( 0,894) Projected Ending Balance, FY23 1,956,661 166,374 11,134 598,639 56,909 Less: Designated Reserve (587,830) (41,250) 0 0 0 Adjusted Ending Balance 1,368,831 125,124 11,134 598,639 56,909 Recommended Reserve Levels per Fiscal Policy: 590.657 Available for Supplemental: 65,704 Available for Capital / One -Time: 712,470 Total Available 778,174 0 0 0 0 1,151 155 0 18 123,973 10,979 598,639 56,891 125,124 11,134 598,639 56,909 ic. Fund Balance Summary Estimated FY2021-22 and Budgeted FY2022-23 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 FY22 Estimated Revenues 0 0 999,725 0 61,819 24,977 98,671 Total Available: 1,500,000 401,125 1,999,450 1,327,464 4,345,380 328,045 814,769 FY22 Estimated Expenses 0 0 (999,725) (76,914) (287,523) 0 (160,000) Total Projected Expenses: 0 0 99( 9,725) (76,914) 28( 7,523) 0 16( 0,000) Estimated Ending Balance FY22 1,500,000 401,125 999,725 1,250,550 4,057,857 328,045 654,769 FY23 Budgeted Revenues 0 0 0 0 21,000 15,545 52,397 FY23 Budgeted Revenues 1,500,000 401,125 999,725 1,250,550 4,078,857 343,590 707,166 FY23 Budgeted Expenses 0 0 0 0 (479,205) 0 (100,000) Capital / One -Time Expenses 0 0 0 (16,957) 50( 0.000) 0 0 Total Projected Expenses: 2 2 _0 (16,957) (979,205) 0 10( 0.000) rojected Ending Balance, FY23 1,500,000 401,125 999,725 1,233,593 3,099,652 343,590 607,16E ass: Designated Reserve (1,500,000) 40( 1.125) 99( 9,725) (1,233,593) 0 fi (523.15 i ,djusted Ending Balance 0 0 0 0 3,099,652 343,590 84,00E Recommended Reserve Levels per Fiscal Policy: 0 0 0 0 0 0 0 Available for Supplemental: 0 0 0 0 (458,205) 15,545 (47,603) Available for Capital / One -Time: 0 0 0 0 3,557,857 328,045 131,612 Total Available 0 0 0 0 3,099,652 343,590 84,009 17 Where Does The Money Come From? FY2022-2023 Insurz 5°G Golf 3% W&WV 20% Other Debt 12% Qic4M/!` 7% Car Rental CCPD 5% 12% 2% Budgeted FY2021-2022 Use of Revenue Reserves General $ 45,381,209 $ 4,423,783 Hotel/Motel $ 583,140 $ 75,000 Juvenile Case $ 43,522 $ 16,256 EDC'/20 Sales Tax $ 5,877,968 $ 1,804,804 CCPD'/4o Sales Tax $ 2,887,027 $ 439,235 Police Seized Assets Fund $ 100 $ 34,004 Police Drug Fund $ 20,500 $ 139,403 Grant Fund $ 5,255,951 $ 5,196,973 Car Rental $ 12,903,494 $ 1,482,972 Glade Parks TIRZ $ 1,867,021 $ - Cable PEG Fund $ 91,000 $ Midtown PID $ 803,338 $ Midtown TIRZ $ 697,981 $ - Water &Wastewater $ 27,725,282 $ 1,906,343 Service Center $ 1,215,711 $ 12,291 Drainage Utility $ 923,966 $ 65,121 Recreation Classes $ 783,027 $ - Arbor Daze $ 25,689 $ 54,311 Texas Star Golf Course (TSGC) $ 5,463,868 $ 25,373 Parks at Texas Star (PATS) $ 1,062,030 $ 262,995 Equip. Replacement $ 5,119,858 $ - Insurance $ 7,587,950 $ 37,925 Risk/WC $ 1,128,989 $ 2,261 General Obligation Debt $ 5,778,690 $ 999,725 Star Center Debt $ 710,470 $ - EDC Debt $ 402,125 $ Water & Wastewater Debt $ 1,212,183 $ TSGC Debt $ 591,715 $ - TOTAL $ 136,143,804 $ 16,978,775 Schedule includes operating and debt funds and excludes CIP and reserve funds. * Amendment in final adoption. General 33% Proposed FY2022-2023 Use of Revenue Reserves $ 49,763,948 $ 8,891,334 $ 1,514,579 $ 464,424 $ 46,031 $ 13,371 $ 7,008,599 $ 5,693,985 $ 3,471,916 $ 976,000 $ 435 $ 49,036 $ 36,336 $ 183,664 $ 52,918 $ 635,925 $ 17,661,183 $ 1,482,972 $ 2,134,976 $ - $ 86,029 $ 114,600 $ 338,105 $ - $ 933,048 $ - $ 30,002,768 $ 365,022 $ 1,311,214 $ 58,800 $ 928,949 $ 50,000 $ 479,366 $ - $ 120,000 $ - $ 4,926,715 $ 120,000 $ 1,100,574 $ 46,000 $ 9,271,331 $ - $ 8,377,974 $ 40,000 $ 1,438,359 $ - $ 7,153,579 $ 165,000 $ 707,621 $ - $ 399,131 $ $ 1,218,796 $ $ 590,912 $ - $ 151,075,392 $ 19,350,133 18 FY2022-2023 Inst Gol 3% W&WW 22% Where Does The Money Go? Debt Other Risk/WC 7% 8% 1 of Car Rental CCPD EDC 11 % 2% 4% Budgeted FY2021-2022 Operating Capital / Fund Expenses One -Time General $ 45,354,585 $ 4,423,783 Hotel/Motel $ 579,211 $ 75,000 Juvenile Case $ 57,381 $ 16,256 EDC'/20 Sales Tax $ 4,912,583 $ 1,804,804 CCPD'/40 Sales Tax $ 2,872,456 $ 439,235 Police Seized Assets Fund $ 34,104 $ - Police Drug Fund $ 20,500 $ 139,403 Grant Fund $ 58,978 $ 9,405,087 Car Rental $ 8,829,652 $ 1,482,972 Glade Parks TIRZ $ 1,136,374 $ - Cable PEG Fund $ 90,600 $ Midtown PID $ 803,338 $ Midtown TIRZ $ 303,691 $ - Water &Wastewater $ 27,715,916 $ 1,906,343 Service Center $ 1,214,657 $ 12,291 Drainage Utility $ 865,556 $ 65,121 Recreation Classes $ 715,036 $ - Arbor Daze $ 80,000 $ - Texas Star Golf Course (TSGC) $ 4,515,970 $ 25,373 Parks at Texas Star (PATS) $ 968,804 $ 262,995 Equip. Replacement $ 4,941,200 $ - Insurance $ 7,577,950 $ 37,925 Risk/WC $ 1,128,664 $ 2,261 General Obligation Debt $ 5,834,998 $ 999,725 Star Center Debt $ 710,470 $ - EDC Debt $ 402,125 $ - Water & Wastewater Debt $ 1,212,183 $ - TSGC Debt $ 591,715 $ - TOTAL $ 123,528,697 $ 21,098,574 Schedule includes operating and debt funds and excludes CIP and reserve funds. * Amendment in final adoption. General 36% Proposed FY2022-2023 Operating Capital / Expenses One -Time $ 49,693,014 $ 8,891,334 $ 1,270,988 $ 464,424 $ 28,684 $ 13,371 $ 5,342,175 $ 5,693,985 $ 3,263,018 $ 976,000 $ 49,471 $ - $ 220,000 $ - $ 52,918 $ 635,925 $ 14,587,875 $ 1,482,972 $ 1,138,418 $ - $ 85,400 $ 114,600 $ 337,464 $ - $ 764,199 $ - $ 29,998,143 $ 365,022 $ 1,311,214 $ 58,800 $ 924,646 $ 50,000 $ 425,197 $ - $ 120,000 $ - $ 4,879,599 $ 120,000 $ 987,652 $ 46,000 $ 3,460,252 $ 1,838,500 $ 8,363,240 $ 40,000 $ 1,366,731 $ - $ 7,087,875 $ 165,000 $ 706,470 $ - $ 398,976 $ $ 1,218,796 $ $ 590,894 $ - $ 138,673,309 $ 20,955,933 19 General Fund Revenues FY2022-2023 Property Taxes 40% Miscellaneous 2% Transfers Fines & Fees 7% Interest 7% 0% Sales & Uses Taxes 34% Licenses/Permits 1% Franchise Fees 9% Proposed FY22 Budget to General Fund Actual Budget Estimated Budget FY23 Proposed Revenues FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Property Taxes $ 18,082,729 $ 19,162,531 $ 19,514,603 $ 19,774,934 $ 612,403 3% Prior Year Property Taxes $ 25,680 $ 15,000 $ 9,623 $ 15,000 $ - 0% Penalties & Interest $ 84,442 $ 71,400 $ 79,325 $ 80,000 $ 8,600 12% Sales Tax $ 11,781,268 $ 11,530,175 $ 14,269,158 $ 13,308,071 $ 1,777,896 15% Additional Sales Tax $ 3,048,117 $ 2,882,543 $ 3,551,618 $ 3,440,050 $ 557,507 19% Mixed Drink Tax $ 171,687 $ 133,000 $ 193,598 $ 164,558 $ 31,558 24% Electric Franchise $ 1,621,932 $ 1,584,507 $ 1,596,547 $ 1,620,378 $ 35,871 2% Gas Franchise $ 423,674 $ 363,180 $ 525,869 $ 431,092 $ 67,912 19% Telephone Franchise $ 115,516 $ 108,521 $ 98,809 $ 98,809 $ (9,712) (9%) Sanitation Service $ 319,598 $ 316,312 $ 322,721 $ 318,777 $ 2,465 1% Recycling Franchise Fee $ 24,438 $ 25,416 $ 25,570 $ 25,920 $ 504 2% Cable Franchise Fee $ 239,970 $ 200,000 $ 240,317 $ 240,000 $ 40,000 20% W&WW Franchise Tax $ 1,386,465 $ 1,386,264 $ 1,386,264 $ 1,500,138 $ 113,874 8% Other Permits $ 24,913 $ 30,000 $ 27,247 $ 26,330 $ (3,670) (12%) Health Permits $ 86,800 $ 80,000 $ 86,650 $ 86,800 $ 6,800 9% Fire Permits $ 80,516 $ 80,000 $ 76,136 $ 78,766 $ (1,234) (2%) Contractor Regulatory License $ 54,100 $ 60,000 $ 44,700 $ 40,230 $ (19,770) (33%) Minimum Housing $ 125,262 $ 65,000 $ 85,631 $ 65,000 $ - 0% Misc. Permits and Fees $ 52,823 $ 40,300 $ 46,875 $ 45,774 $ 5,474 14% Building Permits $ 1,153,732 $ 300,000 $ 598,295 $ 300,000 $ - 0% Aquatics $ 282,149 $ 243,000 $ 245,000 $ 245,000 $ 2,000 1% Auto Theft Task Force Grant $ 90,033 $ 95,000 $ 95,000 $ 95,000 $ - 0% School Resource Officers $ 341,294 $ 331,350 $ 341,294 $ 341,294 $ 9,944 3% Municipal Court $ 1,670,425 $ 1,342,100 $ 1,689,445 $ 1,626,288 $ 284,188 21% Library Fees $ 12,948 $ 13,000 $ 18,537 $ 14,500 $ 1,500 12% Ambulance Fees $ 904,563 $ 738,000 $ 980,000 $ 900,000 $ 162,000 22% Alarm Revenue $ 107,977 $ 88,325 $ 104,471 $ 106,540 $ 18,215 21 % Jail Revenue $ 88,385 $ 730,000 $ 677,756 $ 650,000 $ (80,000) (11%) Interest Income $ 62,639 $ 71,838 $ 36,573 $ 38,402 $ (33,436) (47%) Miscellaneous $ 112,768 $ 92,712 $ 176,045 $ 89,400 $ (3,312) (4%) Tower Lease $ 554,200 $ 545,204 $ 547,169 $ 475,970 $ (69,234) (13%) Betterment/Contributions $ 17,474 $ 15,000 $ 15,000 $ 15,000 $ - 0% Transfers $ 2,246,496 $ 2,641,531 $ 3,372,653 $ 3,505,927 $ 864,396 33% TOTAL REVENUES $ 45,395,013 $ 45,381,209 $ 51,078,499 $ 49,763,948 $ 4,382,739 10% Use of Reserves $ - $ 4,423,783 $ - $ 8,891,334 $ 4,467,551 101% TOTAL RESOURCES $ 45,395,013 $ 49,804,992 $ 51,078,499 $ 58,655,282 $ 8,850,290 18% 20 TAX RATE SCENARIOS As Computed from July 2022 Certified Tax Roll Fiscal Year 2022-23 Revenue at Revenue at Revenue at Fiscal Year 2021-22 No -New -Revenue Rate Proposed Rate Voter -Approval Rate - Total Tax Rate 0.475000 0.433030 0.460000 0.467831 Debt Tax Rate 0.072112 0.089153 0.089153 0.089153 M & O Tax Rate 0.402888 0.343877 0.370847 0.378678 Est. Assessed Valuation (a) $5,306,690,383 $6,001,564,674 $6,001,564,674 $6,001,564,674 Adj. Net Taxable Value Assessed (b) $4,650,258,604 $5,193,568,181 $5,193,568,181 $5,193,568,181 Est. TIF Increment Value (c) 219,683,772 299,126,638 299,126,638 299,126,638 Total Debt $5,834,998 $7,083,954 $7,083,954 $7,083,954 Debt Paid by other Sources ($2,133,612) ($2,140,287) ($2,140,287) ($2,140,287) Taxable Debt Service $3,701,386 $4,943,667 $4,943,667 $4,943,667 Debt Revenue $3,353,394 $4,630,222 $4,630,222 $4,630,222 Ceiling Revenues $200,259 $307,274 $289,259 $284,417 Prior Year Debt Revenue $3,677,039 $3,353,394 $3,353,394 $3,353,394 Increase (Decrease) in Debt Revenue ($123,385) $1,584,102 $1,566,086 $1,561,244 M&O Revenue - General Fund $18,043,687 $17,075,290 $18,527,042 $18,948,572 Ceiling Revenues $1,118,844 $1,185,205 $1,203,220 $1,208,062 Total General Fund Tax Revenue $19,162,531 $18,260,495 $19,730,262 $20,156,635 Prior Year M&O Revenue $17,712,859 $19,162,531 $19,162,531 $19,162,531 Increase (Decrease) in M&O Revenue $1,449,672 ($902,036) $567,731 $994,104 Total Increase in Tax Revenue $1,326,287 $682,065 $2,133,817 $2,555,348 NOTES: (a) Assessed Valuation is the estimated 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 estimated TIF increment $299,126,638 and authorized ceiling estimate $508,869,855. (c) TIF = Tax Increment Finance zone increment value increase contracted at 75% ($398,835,517 @ 75% = $299,126,638). Note: Under these circumstances each penny of tax equals approximately $508,970 ($5,193,568,181'.01'.98/100 = $508,970). M&O Revenues are at a collection rate of approximately 98%. Debt Revenues are at 100% collections. M&O = Maintenance and Operations - Voter Approval Rate of $0.467831 = Voter Approval Rate of $0.460538 plus Unused Increment Rate of $0.007293 per 2021 Tax Rate Calculation Worksheet Texas Comptroller of Public Accounts. `I General Fund Expenditures Capital / One -Time FY2022-2023 PACS 15% City Admin Public Works 5% 2% Finance 6% 0 Admin Srvc ° 7% Police 30% Non -Depart. 9% Development 1% Fire 22% Proposed FY22 Budget to General Fund Actual Budget Estimated Budget FY23 Proposed Expenditures FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. City Council $ 8,303 $ 26,805 $ 26,805 $ 26,805 $ - 0% City Administration $ 469,304 $ 650,370 $ 650,370 $ 701,861 $ 51,491 8% City Secretary $ 430,903 $ 448,231 $ 448,231 $ 495,231 $ 47,000 10% Communications/Marketing $ 7,052 $ 13,600 $ 13,600 $ 20,600 $ 7,000 51% Total - City Administration $ 915,562 $ 1,139,006 $ 19139,006 $ 192449497 $ 1059491 9% Finance/Budget $ 156,902 $ 188,517 $ 188,517 $ 310,286 $ 121,769 65% Municipal Court $ 688,753 $ 871,801 $ 850,289 $ 901,598 $ 29,797 3% Accounting $ 367,321 $ 389,451 $ 389,451 $ 435,743 $ 46,292 12% Purchasing $ 100,376 $ 106,730 $ 106,730 $ 116,260 $ 9,530 9% Total - Finance $ 1,313,352 $ 1,556,499 $ 1,534,987 $ 1,763,887 $ 207,388 13% Emergency Management $ 54,715 $ 69,498 $ 69,498 $ 69,832 $ 334 0% Police Code Compliance $ 2,005,970 $ 1,988,215 $ 1,988,215 $ 2,129,547 $ 141,332 7% Police Administration $ 1,173,846 $ 1,218,744 $ 1,218,744 $ 1,308,200 $ 89,456 7% Police Patrol $ 6,458,412 $ 6,780,628 $ 6,780,628 $ 7,293,714 $ 513,086 8% Police CID $ 1,833,845 $ 2,021,748 $ 2,021,748 $ 2,309,489 $ 287,741 14% Police Service $ 2,240,335 $ 2,488,152 $ 2,488,152 $ 2,856,314 $ 368,162 15% Police Detention $ 1,545,717 $ 1,575,856 $ 1,575,856 $ 1,399,693 $ 176,163 11% Total -Police $ 159312,840 $ 16,142,841 $ 1691429841 $ 179366,789 $ 1,223,948 8% Fire Marshal/Education $ 579,171 $ 657,949 $ 657,949 $ 685,269 $ 27,320 4% Fire Administration $ 577,630 $ 594,852 $ 594,852 $ 659,160 $ 64,308 11% EMS/Suppression $ 9,459,126 $ 10,594,964 $ 10,594,964 $ 11,420,875 $ 825,911 8% Total -Fire $ 10,615,927 $ 11,847,765 $ 11,847,765 $ 12,765,304 $ 917,539 8% Information Services $ 759,513 $ 865,439 $ 865,439 $ 1,141,520 $ 276,081 32% Human Resources $ 363,838 $ 476,438 $ 476,438 $ 550,071 $ 73,633 15% Facility Maintenance $ 1,073,109 $ 1,102,522 $ 1,102,522 $ 1,229,690 $ 127,168 12% Libra $ 832,553 $ 924,473 $ 924,473 $ 1,002,541 $ 78,068 8% Total -Administrative Services $ 39029,013 $ 39368,872 $ 3,3689872 $ 3,9239822 $ 5549950 16% Planning & Development $ 328,270 $ 358,075 $ 379,587 $ 473,185 $ 115,110 32% Inspection Services $ 280,152 $ 417,283 $ 417,283 $ 463,924 $ 46,641 11% Total -Development $ 608,422 $ 775,358 $ 796,870 $ 937,109 $ 161,751 21% Recreation $ 593,446 $ 718,119 $ 718,119 $ 757,255 $ 39,136 5% Parks $ 1,360,067 $ 1,565,462 $ 1,565,462 $ 1,726,888 $ 161,426 10% Aquatics $ 98,671 $ 156,025 $ 156,025 $ 156,025 $ - 0% Senior Center $ 166,312 $ 262,206 $ 262,206 $ 273,610 $ 11,404 4% Recreation Admin. $ 69,372 $ 82,189 $ 82,189 $ 90,777 $ 8,588 10% Total -Parks & Comm Srvcs $ 2,287,868 $ 29784,001 $ 2,7849001 $ 3,0049555 $ 2209554 8% Street Maintenance $ 1,352,285 $ 2,842,776 $ 2,842,776 $ 3,007,802 $ 165,026 6% Animal Control $ 314,655 $ 339,997 $ 339,997 $ 418,390 $ 78,393 23% City Engineer $ 71,131 $ 89,529 $ 89,529 $ 94,395 $ 4,866 5% Total - Public Works $ 1,738,071 $ 3,272,302 $ 3,272,302 $ 3,520,587 $ 248,285 8% Legal Services $ 153,723 $ 175,000 $ 175,000 $ 200,000 $ 25,000 14% Non -Departmental $ 5,744,982 $ 4,288,341 $ 4,383,470 $ 4,951,864 $ 663,523 15% Betterment $ - $ 4,600 $ 4,600 $ 14,600 $ 10,000 217% Total - Non -Depart. $ 5,898,705 $ 49467,941 $ 4,5639070 $ 5,1669464 $ 6989523 16% Total Operating Expenses $ 41,719,760 $ 45,354,585 $ 45,449,714 $ 49,693,014 $ 4,338,429 10% Capital / One -Time $ 3,147,039 $ 4,423,783 $ 4,423,783 $ 8,891,334 $ 4,467,551 101% Total Expenses $ 44,866,799 $ 49,778,368 $ 49,873,497 $ 58,584,348 $ 8,805,980 18% 22 Water & Wastewater Revenues FY2022-2023 Other (1) Recycling 2% Sanitation 1% 1% Water 56% Wastewater 36% Allf Penalties Reclaimed Water 1% 3% 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 2% of total revenues and is an aggregate of several revenue sources as indicated in the table below. Proposed FY22 Budget to Water & Wastewater Actual Budget Estimated Budget FY23 Proposed Revenues FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Interest Income(l) $ 14,991 $ 20,000 $ 20,000 $ 14,226 $ (5,774) (29%) Sanitation $ 260,365 $ 250,000 $ 250,000 $ 250,000 $ - 0% Water Service $ 15,217,265 $ 15,228,659 $ 15,228,659 $ 16,729,757 $ 1,501,098 10% Wastewater Service $ 10,372,836 $ 10,176,428 $ 10,176,428 $ 10,880,226 $ 703,798 7% Reclaimed Water Service $ 696,759 $ 824,282 $ 824,282 $ 883,125 $ 58,843 7% New Meters(l) $ 44,436 $ 30,000 $ 20,892 $ 15,000 $ (15,000) (50%) Reconnect Fees(1) $ 148,690 $ 135,000 $ 135,000 $ 135,000 $ - 0% Inspection Fees(1) $ 231,534 $ 150,000 $ 150,000 $ 150,000 $ - 0% Miscellaneous(l) $ 398,986 $ 171,484 $ 171,484 $ 171,484 $ - 0% Penalties $ 90,621 $ 230,000 $ 230,000 $ 230,000 $ - 0% Initiations/Transfer Fees(1) $ 30,090 $ 30,000 $ 30,000 $ 30,000 $ - 0% Recycling Fees $ 464,970 $ 479,429 $ 479,429 $ 513,950 $ 34,521 7% Use of Rate Stabilization $ 269,396 $ 287,523 $ 287,523 $ 479,205 $ 191,682 67% Rate Stabilization Rebate $ (269,396) $ (287,523) $ (287,523) $ (479,205) $ (191,682) 67% TOTAL REVENUES $ 27,971,543 $ 27,725,282 $ 27,716,174 $ 30,002,768 $ 2,277,486 8% Use of Reserves $ - $ 1,906,343 $ 1,568,197 $ 365,022 $ (1,541,321) (81%) TOTAL RESOURCES $ 27,971,543 $ 29,631,625 $ 29,284,371 $ 30,367,790 $ 736,165 2% 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" 23 WATER SERVICE RATES Current Rates: Proposed Rates: MeterCharge: Meter arge: Meter Size (inches) Monthly Charge Meter Size (inches) Monthly Charge 5/8-3/4 $ 12.75 5/8-3/4 $ 13.75 1 $ 14.90 1 $ 16.07 1 1 /2 $ 20.88 1 1 /2 $ 22.52 2 $ 34.59 2 $ 37.30 3 $ 70.36 3 $ 75.88 4 $ 124.04 4 $ 133.77 5 $ 195.60 5 $ 210.94 6 $ 279.09 6 $ 300.98 Residential Volume Charge per 1,000 gallons tgals Residential Volume Charge per 1,000 gallons tgals Tiered Rates Tiered Rates 0-2 tgals $ 4.21 0-2 tgals $ 4.77 3-8 tgals $ 5.14 3-8 tgals $ 5.70 9-15 tgals $ 5.71 9-15 tgals $ 6.27 16-35 tgals $ 6.24 16-35 tgals $ 6.80 Over 35 tgals $ 6.84 Over 35 tgals $ 7.40 ing a ami y Residential Kate btalmization Refund: Single Family Residential Rate Staoilization a un : 300 per 1,000 (tgals) up to 15 tgals/monthly 500 per 1,000 (tgals) up to 15 tgals/monthly Estimated total refund @ 30¢/tgal $ 287,523 Estimated total refund @ 50¢/tgal $ 479,205 Estimated refund volume in tgals: 958,410 Estimated refund volume in tgals: 958,410 Refund not applicable to irrigation meters Refund not applicable to irrigation meters Irrigation Volume Charge per 1,000 gallons tgals Irrigation Volume Charge per 1,000 gallons tgals Tiered Rates Tiered Rates 0-2 tgals $ 5.47 0-2 tgals $ 6.03 3-8 tgals $ 5.47 3-8 tgals $ 6.03 9-15 tgals $ 5.71 9-15 tgals $ 6.27 16-35 tgals $ 6.24 16-35 tgals $ 6.80 Over 35 tgals $ 6.84 Over 35 tgals $ 7.40 Other Volume Charges per 1,000 gallons tgals ter Volume Charges per 1,000 gallons tgals Commercial & Multi -family $ 5.47 Commercial & Multi -family $ 6.03 Fire Hydrant & Gas Wells $ 10.73 Fire Hydrant & Gas Wells $ 11.29 Supplemental Irrigation $ 10.73 Supplemental Irrigation $ 11.29 Reclaimed o ume Charge per 1,000 gallons (tgals) Reclaimed o ume Charge per 1,000 gallons (tgals) Non -Boosted $ 2.07 Non -Boosted $ 2.17 Boosted Tiered Rates Boosted Tiered Rates 0-8 tgals $ 4.65 0-8 tgals $ 5.13 9-15 tgals $ 4.85 9-15 tgals $ 5.33 16-35 tgals $ 5.30 16-35 tgals $ 5.78 Over 35 tgals $ 5.81 Over 35 tgals $ 6.29 Construction & Gas Wells $ 9.12 Construction & Gas Wells $ 9.60 24 WASTEWATER SERVICE RATES Current Rates: Proposed Rates: Residential Base Charge: esi ential Base Charge: Base Charge: Base Charge: Within Corporate Limits $ 11.00 Within Corporate Limits $ 12.00 Outside Corporate Limits $ 15.50 Outside Corporate Limits $ 16.50 Volume Charge per 1,000 gallons (tgals) Volume Charge per 1,000 gallons (tgals) (based on 90% of metered water up to 12,000 gallons) (based on 90% of metered water up to 12,000 gallons) Within Corporate Limits $ 4.34 Within Corporate Limits $ 4.53 Outside Corporate Limits $ 4.34 Outside Corporate Limits $ 4.53 Commercial and IndustrialCharges: Commercial and IndustrialCharges: Base Charge: Base Charge: Within Corporate Limits $ 11.00 Within Corporate Limits $ 12.00 Outside Corporate Limits $ 15.50 Outside Corporate Limits $ 16.50 Volume Charge per 1,000 gallons (tgals) Volume Charge per 1,000 gallons (tgals) (based on 100% of metered water) (based on 100% of metered water) Within Corporate Limits $ 4.34 Within Corporate Limits $ 4.53 Outside Corporate Limits $ 4.34 Outside Corporate Limits $ 4.53 25 Water & Wastewater Expenditures FY2022-2023 Non -Depart. 34% Capital / One -Time 1% GIS 3% Finance 2% Public Works Wastewater Treatment 2% 18% Water Distribution 5% Water Production 35% 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 FY22 Budget to Water & Wastewater Actual Budget Estimated Budget FY23 Proposed Expenditures FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Water Office $ 485,074 $ 497,745 $ 497,745 $ 537,134 $ 39,389 8% Total -Finance $ 485,074 $ 497,745 $ 497,745 $ 537,134 $ 39,389 8% City Engineer $ 318,606 $ 367,117 $ 367,117 $ 381,210 $ 14,093 4% Water Production $ 8,909,436 $ 9,444,589 $ 9,444,589 $ 10,663,831 $ 1,219,242 13% Water Distribution $ 1,313,616 $ 1,552,298 $ 1,552,298 $ 1,644,214 $ 91,916 6% Wastewater Treatment $ 5,377,053 $ 5,239,127 $ 5,239,127 $ 5,537,415 $ 298,288 6% Meter Services $ 68,616 $ 72,695 $ 72,695 $ 69,331 $ 3,364 5% Total -Public Works $ 15,987,327 $ 16,675,826 $ 16,675,826 $ 18,296,001 $ 1,620,175 10% Recycling $ 21,050 $ 40,100 $ 40,100 $ 40,100 $ - 0% GIS/Information Services $ 672,914 $ 703,036 $ 703,036 $ 803,070 $ 100,034 14% Legal Services $ 82,444 $ 85,000 $ 85,000 $ 85,000 $ - 0% Non -Departmental $ 9,108,097 $ 9,714,209 $ 9,545,265 $ 10,236,838 $ 522,629 5% Total -Non Departmental $ 9,884,505 $ 10,542,345 $ 10,373,401 $ 11,165,008 $ 622,663 6% Total Operating Expenses $ 26,356,906 $ 27,715,916 $ 27,546,972 $ 29,998,143 $ 2,282,227 8% Capital / One -Time $ 8,900 $ 1,906,343 $ 1,737,399 $ 365,022 $ 1,541,321 81% Total Expenses $ 26,365,806 $ 29,622,259 $ 29,284,371 $ 30,363,165 $ 740,906 3% 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. 26 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 21 Budget FY 22 Estimated FY 22 Proposed Budget FY 23 FY22 Budget to FY23 Proposed $ Diff % Diff. Service Center Fund: Revenues $ 1,213,216 $ 1,215,711 $ 1,219,686 $ 1,311,214 $ 95,503 8% Operating Expenses $ 1,253,730 $ 1,214,657 $ 1,214,657 $ 1,311,214 $ 96,557 8% Use of Reserves $ 40,514 $ 12,291 $ 7,262 $ 58,800 $ 46,509 378% Capital / One -Time $ 19,347 $ 12,291 $ 12,291 $ 58,800 $ 46,509 378% Drainage Utility System: Revenues $ 850,322 $ 923,966 $ 920,638 $ 928,949 $ 4,983 1% Operating Expenses $ 834,525 $ 865,556 $ 865,556 $ 924,646 $ 59,090 7% Use of Reserves $ - $ 65,121 $ 10,039 $ 50,000 $ (15,121) (23%) Capital / One -Time $ 100,000 $ 65,121 $ 65,121 $ 50,000 $ (15,121) (23%) Recreation Classes: Revenues $ 323,167 $ 783,027 $ 446,761 $ 479,366 $ (303,661) (39%) Operating Expenses $ 281,163 $ 715,036 $ 390,000 $ 425,197 $ (289,839) (41%) Use of Reserves $ - $ - $ - $ - $ 0% Capital / One -Time $ - $ - $ - $ - $ 0% Arbor Daze: Revenues $ 21 $ 25,689 $ 25,973 $ 120,000 $ 94,311 367% Operating Expenses $ - $ 80,000 $ 80,000 $ 120,000 $ 40,000 50% Use of Reserves $ $ 54,311 $ 54,027 $ - $ (54,311) (100%) Capital / One -Time $ $ - $ - $ - $ - 0% Texas Star Golf Course: Revenues $ 4,561,931 $ 5,463,868 $ 5,463,868 $ 4,926,715 $ (537,153) (10%) Operating Expenses $ 4,242,161 $ 4,515,970 $ 4,515,970 $ 4,879,599 $ 363,629 8% Use of Reserves $ - $ 25,373 $ - $ 120,000 $ 94,627 373% Capital / One -Time $ - $ 25,373 $ 25,373 $ 120,000 $ 94,627 373% Parks at Texas Star: Revenues $ 1,074,077 $ 1,062,030 $ 1,060,524 $ 1,100,574 $ 38,544 4% Operating Expenses $ 860,517 $ 968,804 $ 968,804 $ 987,652 $ 18,848 2% Use of Reserves $ - $ 262,995 $ 262,995 $ 46,000 $ (216,995) (83%) Capital / One -Time $ - $ 262,995 $ 262,995 $ 46,000 $ (216,995) (83%) 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 Parks at Texas Star Funds are used to account for the operations and maintenance of these facilities which are supported primarily by user charges. 27 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 21 Budget FY 22 Estimated FY 22 Proposed Budget FY 23 FY22 Budget to FY23 Proposed $ Diff % Diff. Hotel/Motel: Revenues $ 1,183,133 $ 583,140 $ 1,514,421 $ 1,514,579 $ 931,439 160% Operating Expenses $ 550,125 $ 579,211 $ 753,232 $ 1,270,988 $ 691,777 119% Use of Reserves $ - $ 75,000 $ - $ 464,424 $ 389,424 519% Capital / One -Time $ 3,025 $ 75,000 $ 75,000 $ 464,424 $ 389,424 519% Juvenile Case: Revenues $ 44,016 $ 43,522 $ 46,007 $ 46,031 $ 2,509 6% Operating Expenses $ 84,511 $ 57,381 $ 57,381 $ 28,684 $ (28,697) (50%) Use of Reserves $ 61,281 $ 16,256 $ 14,259 $ 13,371 $ (888) (5%) Capital / One -Time $ 20,786 $ 16,256 $ 2,885 $ 13,371 $ 10,486 65% EDC'/20 Sales Tax: Revenues $ 6,191,859 $ 5,877,968 $ 7,256,209 $ 7,008,599 $ 1,130,631 19% Operating Expenses $ 3,958,503 $ 4,912,583 $ 4,922,258 $ 5,342,175 $ 429,592 9% Use of Reserves* $ - $ 1,804,804 $ - $ 5,693,985 $ 3,889,181 215% Capital / One -Time* $ 279,392 $ 1,804,804 $ 1,099,897 $ 5,693,985 $ 3,889,181 215% CCPD'/40 Sales Tax: Revenues $ 3,037,664 $ 2,887,027 $ 3,564,617 $ 3,471,916 $ 584,889 20% Operating Expenses $ 2,056,294 $ 2,872,456 $ 2,872,456 $ 3,263,018 $ 390,562 14% Use of Reserves $ - $ 439,235 $ - $ 976,000 $ 536,765 122% Capital / One -Time $ 82,633 $ 439,235 $ 439,235 $ 976,000 $ 536,765 122% Police Seized Assets Fund: Revenues $ 96 $ 100 $ 414 $ 435 $ 335 335% Operating Expenses $ 21,515 $ 34,104 $ 34,104 $ 49,471 $ 15,367 45% Use of Reserves $ 21,419 $ 34,004 $ 33,690 $ 49,036 $ 15,032 44% Capital / One -Time $ - $ - $ - $ - $ - 0% Police Drug Fund: Revenues $ 122,383 $ 20,500 $ 71,358 $ 36,336 $ 836 4% Operating Expenses $ 23,972 $ 20,500 $ 20,500 $ 220,000 $ 199,500 973% Use of Reserves $ - $ 139,403 $ 88,625 $ 183,664 $ (139,403) (100%) Capital / One -Time $ 27,812 $ 139,403 $ 139,483 $ - $ (139,403) (100%) Grant Fund: Revenues $ 387,726 $ 5,255,951 $ 10,536,442 $ 52,918 $ (6,060) (0%) Operating Expenses $ 387,150 $ 58,978 $ 143,147 $ 52,918 $ (6,060) (10%) Use of Reserves $ - $ 5,196,973 $ - $ 635,925 $ - 0% Capital / One -Time $ - $ 9,405,087 $ 9,405,087 $ 635,925 $ - 0% Car Rental Tax: Revenues $ 13,069,038 $ 12,903,494 $ 19,447,516 $ 17,661,183 $ 4,757,689 37% Operating Expenses $ 9,517,138 $ 8,829,652 $ 13,919,046 $ 14,587,875 $ 5,758,223 65% Use of Reserves $ - $ 1,482,972 $ - $ 1,482,972 $ - 0% Capital / One -Time $ 853,558 $ 1,482,972 $ 1,000,000 $ 1,482,972 $ - 0% Glade Parks TIRZ: Revenues $ 1,929,046 $ 1,867,021 $ 1,867,127 $ 2,134,976 $ 267,955 14% Operating Expenses $ 1,138,167 $ 1,136,374 $ 1,136,374 $ 1,138,418 $ 2,044 0% Use of Reserves $ - $ - $ - $ - $ - 0% Capital / One -Time $ - $ - $ - $ - $ - 0% Cable PEG Fund: Revenues $ 89,894 $ 91,000 $ 85,980 $ 86,029 $ (4,971) (5%) Operating Expenses $ 109,105 $ 90,600 $ 115,600 $ 85,400 $ (5,200) (6%) Use of Reserves $ 19,211 $ - $ 29,620 $ 114,600 $ 114,600 0% Capital / One -Time $ - $ - $ - $ 114,600 $ 114,600 0% 28 Special Revenue Funds Actual FY 21 Budget FY 22 Estimated FY 22 Proposed Budget FY 23 FY22 Budget to FY23 Proposed $ Diff % Diff. Midtown PID: Revenues $ 982,170 $ 803,338 $ 803,338 $ 338,105 $ (465,233) (58%) Operating Expenses $ 984,555 $ 803,338 $ 803,338 $ 337,464 $ (465,874) (58%) Use of Reserves $ 2,385 $ - $ - $ - $ - 0% Capital / One -Time $ - $ - $ - $ - $ - 0% Midtown TIRZ: Revenues $ 370,479 $ 697,981 $ 697,981 $ 933,048 $ 235,067 34% Operating Expenses $ 100,009 $ 303,691 $ 303,691 $ 764,199 $ 460,508 152% Use of Reserves $ - $ - $ - $ - $ - 0% Capital / One -Time $ - $ - $ - $ - $ - 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) 1/2¢ 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) '/4¢ Sales Tax Fund is used to account for '/4¢ 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 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. * Amendment in final adoption. 29 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. Internal Service Funds Actual FY 21 Budget FY 22 Estimated FY 22 Proposed Budget FY 23 FY22 Budget to FY23 Proposed $ Diff % Diff. Equipment Replacement: Revenues $ 4,472,879 $ 5,119,858 $ 5,119,858 $ 9,271,331 $ 4,151,473 81% Operating Expenses $ 2,087,929 $ 4,941,200 $ 3,102,699 $ 3,460,252 $ (1,480,948) (30%) Use of Reserves $ - $ - $ - $ - $ - - Capital / One -Time $ - $ - $ - $ 1,838,500 $ 1,838,500 0% Insurance: Revenues $ 7,563,314 $ 7,587,950 $ 7,587,950 $ 8,377,974 $ 790,024 10% Operating Expenses $ 7,636,302 $ 7,577,950 $ 7,577,950 $ 8,363,240 $ 785,290 10% Use of Reserves $ 72,988 $ 37,925 $ 37,925 $ 40,000 $ 2,075 5% Capital / One -Time $ - $ 37,925 $ 37,925 $ 40,000 $ 2,075 5% Risk/WC Management Revenues $ 1,015,922 $ 1,128,989 $ 1,128,989 $ 1,438,359 $ 309,370 27% Operating Expenses $ 892,159 $ 1,128,664 $ 1,128,664 $ 1,366,731 $ 238,067 21% Use of Reserves $ - $ 2,261 $ 2,261 $ - $ (2,261) (100%) Capital / One -Time $ 162,825 $ 2,261 $ 2,261 $ - $ (2,261) (100%) 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. 30 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 21 Budget FY 22 Estimated FY 22 Proposed Budget FY 23 FY22 Budget to FY23 Proposed $ Diff % Diff. General Obligation Debt Revenues $ 8,162,614 $ 5,778,690 $ 5,871,279 $ 7,153,579 $ 1,374,889 24% Operating Expenses $ 7,684,717 $ 5,834,998 $ 5,834,998 $ 7,087,875 $ 1,252,877 21% Use of Reserves $ - $ 999,725 $ 999,725 $ 165,000 $ (834,725) (83%) Capital / One -Time $ - $ 999,725 $ 999,725 $ 165,000 $ (834,725) (83%) Star Center Debt Revenues $ 712,948 $ 710,470 $ 740,895 $ 707,621 $ (2,849) (0%) Operating Expenses $ 712,945 $ 710,470 $ 710,470 $ 706,470 $ (4,000) (1%) Use of Reserves $ - $ - $ - $ - $ - 0% EDC Debt Service Revenues $ 394,608 $ 402,125 $ 402,387 $ 399,131 $ (2,994) (1%) Operating Expenses $ 394,725 $ 402,125 $ 402,125 $ 398,976 $ (3,149) (1%) Use of Reserves $ 117 $ - $ - $ - $ - 0% Water & Wastewater Debt Revenues $ 1,220,326 $ 1,212,183 $ 1,212,183 $ 1,218,796 $ 6,613 1% Operating Expenses $ 1,218,172 $ 1,212,183 $ 1,212,183 $ 1,218,796 $ 6,613 1% Use of Reserves $ - $ - $ - $ - $ - 0% Texas Star Golf Course Debt Revenues $ 594,159 $ 591,715 $ 591,742 $ 590,912 $ (803) (0%) Operating Expenses $ 592,653 $ 591,715 $ 591,715 $ 590,894 $ (821) (0%) Use of Reserves $ - $ - $ - $ - $ - 0% Debt Service funds are used to account for the repayment of General Obligation Bonds, Certificates of Obligation, Taxable Bonds, Tax Notes, 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, Tax Notes, and Certificates of Obligation. The Star Center Debt Fund is used to account for monthly lease payments on the 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. 31 Full -Time Personnel Counts FY 20/21 FY 21/22 FY 21/22 FY 22/23 ACTUAL BUDGETED ESTIMATED BUDGETED CITY ADMINISTRATION 3.00 A 3.50 3.50 3.50 CITY SECRETARY 3.50 3.50 3.50 3.50 Total City Administration 6.50 7.00 7.00 7.00 FINANCE/BUDGET 1.50 1.50 1.50 L 2.50 MUNICIPAL COURTS 7.75 B 8.25 8.25 G K 7.75 ACCOUNTING 3.50 3.50 3.50 3.50 PURCHASING 1.00 1.00 1.00 1.00 Total Finance 13.75 14.25 14.25 14.75 POLICE CODE COMPLIANCE 16.00 16.00 16.00 16.00 POLICE ADMINISTRATION 7.00 7.00 7.00 7.00 POLICE PATROL 49.00 E&D 49.00 49.00 H 48.00 POLICE CID 14.00 14.00 14.00 1 16.00 POLICE SERVICE 21.00 21.00 21.00 1 22.50 POLICE DETENTION 17.00 17.00 17.00 1 13.50 Total Police Department 124.00 124.00 124.00 123.00 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 D 70.00 70.00 70.00 Total Fire Department 75.00 78.00 78.00 78.00 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 G 3.50 INSPECTIONS SERVICES 4.00 4.00 4.00 4.00 Total Planning & Development 6.50 6.50 6.50 7.50 RECREATION 5.50 5.50 5.50 5.50 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 19.50 19.50 19.50 19.50 STREET MAINTENANCE 11.50 11.50 11.50 F 13.50 ANIMAL CONTROL 3.00 3.00 3.00 J 4.00 CITY ENGINEER 1.00 1.00 1.00 1.00 Total Public Works 15.50 15.50 15.50 18.50 TOTAL GENERAL FUND 278.25 282.25 282.25 285.75 EDC-PARKS 13.25 13.25 13.25 F 14.25 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 25.25 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 C 8.25 8.25 8.25 SEWAGE & TREATMENT 8.00 8.00 8.00 8.00 METER SERVICES 1.00 1.00 1.00 1.00 Total Public Works 25.00 26.00 26.00 26.00 INFORMATION SERVICES 4.00 4.00 4.00 4.00 W&S NON-DEPT. 9.50 A 10.00 10.00 10.00 Total Non -departmental 13.50 14.00 14.00 14.00 TOTAL W&S FUND 43.50 45.00 45.00 45.00 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 B 0.75 0.75 K 0.25 CRIME CONTROL FUND 15.00 E 18.00 18.00 H 19.00 SERVICE CENTER FUND 5.00 5.00 5.00 5.00 DRAINAGE UTILITY FUND 8.00 8.00 8.00 8.00 PARKS @ TEXAS STAR 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 32.25 34.75 34.75 35.25 TOTAL ALL FUNDS 390.00 398.00 398.00 403.00 A) Funded Assistant City Manager Position G) Transferred Court Clerk to Planning & Development 3) Split Juvenile Case Clerk between General Fund and Juvenile Case Fun H) Transferred 1 Police Officer from General Fund to CCPD C) Added 1 Public Works Field Tech in Water & Wastewater Fund 1) Transferred 3.5 positions from Detention to CID and Services D) Added 3 Police Officers and 3 Fire Fighter/Paramedics in General Fund J) Converted Part Time to Full Time E) Transferred 3 Police Officers from General Fund to CCPD K) Transferred 0.25 Juvenile Case Manager and 0.25 Court Clerk to General Fund F) Added FT Field Tech(s) L) Funded Internal Audit Position as Accountant II 32 Outstanding Indebtedness Principal Amount of Paying Remaining Description Dated Amount Original Maturity Agent Interest Rate Outstanding Issuance General Obligation Refunding Bonds, Series 12/1/2011 $ 1,055,000 $ 5,955,000 U.S. Bank Trust 3%to 4% 2/15/2024 2012 Company, NA** Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of 1/15/2011 $ 1,600,000 $ 3,035,000 U.S. Bank Trust 4% to 4.25% 8/15/2030 Company, NA** Obligation, Series 20111 Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of 10/15/2014 $ 4,225,000 $ 5,715,000 U.S. Bank Trust 3%to 5% 8/15/2034 Company, NA** Obligation, Series 20141 Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of 10/27/2015 $ 2,390,000 $ 3,030,000 U.S. Bank Trust 3%to 5% 2/15/2035 Company, NA** Obligation, Series 20151 Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of 1/12/2016 $ 13,935,000 $ 16,450,000 U.S. Bank Trust 2 25%to 4% 2/15/2041 Company, NA** Obligation, Series 20161 Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of 3/1/2018 $ 7,910,000 $ 9,180,000 U.S. Bank Trust 3%to 4% 2/15/2038 Obligation, Series 20185 Company, NA** Tax & Waterworks & Sewer System U.S. Bank Trust (Limited Pledge) Revenue Certificates of 1/15/2019 $ 10,730,000 $ 11,785,000 3%to 5% 2/15/2039 Obligation, Series 2019 Company, NA** Tax & Waterworks & Sewer System U.S. Bank Trust (Limited Pledge) Revenue Certificates of 1/14/2020 $ 6,575,000 $ 7,115,000 2%to 3.5% 2/15/2040 Obligation, Series 2020 Company, NA** Tax Notes Series 2020 6/25/2020 $ 375,000 $ 1,110,000 LIMB Bank 1.07% 2/15/2023 Tax & Waterworks & Sewer System U.S. Bank Trust (Limited Pledge) Revenue Certificates of 4/8/2021 $ 5,195,000 $ 5,360,000 1.625%to 4% 2/15/2041 Obligation, Series 2021 Company, NA** Tax Notes Series 2021 4/8/2021 $ 1,120,000 $ 1,625,000 U.S. Bank Trust 4.00% 2/15/2024 Company, NA** Taxable General Obligation Refunding 1,955,000 U.S. Bank Trust Bonds, Series 20102 8/15/2010 $ $ 8,110,000 Company, NA** 4% to 4.4% 8/1/2025 General Obligation Refunding Bonds, Series 11/ 1/ 2012 2,775,000 185,000 U.S. Bank Trust 2%to 2.625% 2 15 2027 2012A3 $ $ 7� Company, NA** // Waterworks & Sewer System Revenue 3/29/2012 $ 275,000 $ 3,340,000 Bank of Texas 2.03% 7/15/2024 Refunding Bonds, Series 20124 Waterworks & Sewer System Revenue 1,010,000 1,585,000 U.S. Bank Trust Bonds, Series 20134 6/25/2013 $ $ Company, NA** 3.625%to5% 7/15/2033 Waterworks & Sewer System Revenue U.S. Bank Trust 1.98% Bonds, Series 2015A° 8/5/2015 $ 3,145,000 $ 4,685,000 Company, NA** 0.8%to 7/15/2035 Waterworks & Sewer System Revenue 1,660,000 2,380,0000.5%to1.68% U.S. Bank Trust Bonds, Series 2015B° 8/5/2015 $ $ Company, NA** 7/15/2035 Waterworks & Sewer System Revenue 4/12/2018 * $ 2,270,000 $ 2,785,000 U.S. Bank Trust 0.24% to 1.49% 7/15/2038 4 Bonds, Series 2018 Company, NA** Waterworks & Sewer System Revenue 4/25/2019 $ 8,475,000 $ 9,275,000 U.S. Bank Trust 0.29%to 1.66% 7/15/2049 Bonds, Series 2019 Company, NA** Euless Development Corporation, Sales Tax 10/15/2018 $ 1,380,000 $ 1,635,000 U.S. Bank Trust 3%to 4% 9/15/2038 Revenue Bonds, Series 2018 Company, NA** Euless Development Corporation, Sales Tax 12/12/2019 $ 3,645,000 $ 4,120,000 U.S. Bank Trust 2.5%to 4% 9/15/2039 Revenue Bonds, Series 2019 * Company, NA** AXON Enterprise, Inc. Lease 10/25/2018 $ 143,796 $ 674,906 AXON 3% Imputed 2/7/2023 Enterprise, Inc. Proposed Indebtedness Proposed Anticipated Proposed Description Issuance Proposed Payment Issuance Proposed Amount Sale Type Source h Date Term Tax Notes Fire Station rig Construction $ 7,600,000 Competitive Property Tax August 2022 7 Year Sale Certificates of Obligation - Police & Courts Building TBD Competitive Property Tax August 2023 20 Year Design & Remodel Sale 1 Bonds paid by Tax Increment Financing District and Public Improvement District. z Bonds paid by rental income from Stars Center. 3 Remaining Bonds paid by Texas Star Golf Course. 4 Bonds paid by Water & Wastewater user charges. 5 Bonds partially paid by Tax Increment Financing District and Public Improvement District. * Change date to reflect date on Official Statement. ** 2022 Successor Paying Agent 33 Capital & Supplemental Requests FY2022-23 by Fund Program Program Department Fund Program Description Type Cost Total Funded Fire General Outfit Unit 405 Capital $ 3,318 $ 3,318 Yes Fire General PGI Barriaire Hoods, Year 2 of 2 Capital $ 6,320 $ 9,638 Yes Police General Postcard Mailing for Mass Notification System Capital $ 10,444 $ 20,082 Yes Fleet & Facilities General Security System Cell Dialer Replacements Capital $ 12,500 $ 32,582 Yes PACS General Senior Center Patio Furniture Capital $ 15,000 $ 47,582 Yes Fire General Winter Coat Replacement Capital $ 18,680 $ 66,262 Yes Fleet & Facilities General HVAC System Assessments Capital $ 22,500 $ 88,762 Yes Information Services General Senior Center Audio System Upgrade Capital $ 24,000 $ 112,762 Yes Non -Departmental General Transfer to CIP for Screening Walls PS1903 Capital $ 25,000 $ 137,762 Yes Public Works General Fire Hydrant Restoration Capital $ 33,730 $ 171,492 Yes Fleet & Facilities General Fence Repairs and Installation Capital $ 35,000 $ 206,492 Yes PACS General Timekeeping Software System Capital $ 33,000 $ 239,492 Yes City Secretary's Office General Digital Document Conversion, Phase 3 Capital $ 40,000 $ 279,492 Yes Fire General 2 PT Fire Inspectors Capital $ 43,011 $ 322,503 Yes Fire General Bunker Gear - 2nd Set Alignment Capital $ 47,355 $ 369,858 Yes Information Services General Telephone Compliance Upgrade Capital $ 50,000 $ 419,858 Yes Municipal Court General Court Multi -Channel A/V Recording System Capital $ 58,850 $ 478,708 Yes Fleet & Facilities General Rec Center Repainting Capital $ 60,000 $ 538,708 Yes Non -Departmental General Home / ER Program 101 Replenish Capital $ 60,000 $ 598,708 Yes PACS General New Marquees Capital $ 70,000 $ 668,708 Yes Fleet & Facilities General Finance / HR Building Carpet Replacement Capital $ 75,500 $ 744,208 Yes Non -Departmental General Relocation Assistance Capital $ 100,000 $ 844,208 Yes Non -Departmental General Transfer to CIP for Municipal Plaza Improvements CM1701 Capital $ 130,000 $ 974,208 Yes City Manager's Office General Grant Matching Funds Capital $ 194,420 $ 1,168,628 Yes Non -Departmental General Transfer to CIP Heritage Ave - Cheek-Sparger Rd to Guadalupe Trail Capital $ 247,987 $ 1,416,615 Yes Non -Departmental General Lump -Sum for Non -Merit / Step Capital $ 485,000 $ 1,901,615 Yes Public Works General City-wide Traffic Signal Upgrade Capital $ 704,460 $ 2,606,075 Yes Information Services General City-wide Fiber Optic Project Capital $ 909,856 $ 3,515,931 Yes Non -Departmental General Transfer to CIP for Fire Station #2 Design & Construction Capital $ 1,180,000 $ 4,695,931 Yes Non -Departmental General Transfer to Equipment Replacement Capital $ 3,229,383 $ 7,925,314 Yes Information Services General Security Services - Public Internet Capital $ 2,500 $ 7,927,814 Yes Public Works General Work Order and Asset Management System (Split with 501) Capital $ 46,078 $ 7,973,892 Yes Municipal Court General Court Software Capital $ 75,982 $ 8,049,874 Yes Planning & Development General Permitting & Planning Software Capital $ 163,319 $ 8,213,193 Yes Information Services General Wireless Network Upgrade Capital $ 30,000 $ 8,243,193 No Public Works General Animal Control Officer I Capital $ 64,000 $ 8,307,193 No PACS General Timekeeping Software System Supplemental $ 3,200 $ 3,200 Yes Municipal Court General Court Multi -Channel A/V Recording System Supplemental $ 380 $ 3,580 Yes Public Works General City-wide Traffic Signal Upgrade Supplemental $ 7,000 $ 10,580 Yes Information Services General Microsoft Licensing Supplemental $ 8,000 $ 18,580 Yes Information Services General Security Services - Public Internet Supplemental $ 6,228 $ 24,808 Yes Information Services General Endpoint Detection and Response (EDR) Supplemental $ 10,000 $ 34,808 Yes 34 Capital & Supplemental Requests FY2022-23 by Fund Program Program Department Fund Program Description Type Cost Total Funded Public Works General PT Animal Shelter Attendant to FT Attendant Supplemental $ 50,232 $ 85,040 Yes Public Works General Work Order and Asset Management System (Split with 501) Supplemental $ 35,640 $ 120,680 Yes Public Works General 2 FT Public Works Field Tech I Supplemental $ 132,268 $ 252,948 Yes Municipal Court General Court Software Supplemental $ 73,938 $ 326,886 Yes Planning & Development General Permitting & Planning Software Supplemental $ 64,173 $ 391,059 Yes Fleet & Facilities General Janitorial Day Porter/Custodian Supplemental $ 29,640 $ 420,699 No Public Works General Animal Control Officer I Supplemental $ 68,314 $ 489,013 No Police General ALPR Camera System Supplemental $ 147,500 $ 636,513 No Fleet & Facilities Hotel / Motel Himes Cabin Canopy - Paint and Gutter Repairs Capital $ 17,800 $ 17,800 Yes Non -Departmental Hotel / Motel Fixtures for Conference Center Capital $ 50,000 $ 67,800 Yes Non -Departmental Hotel / Motel Transfer to Equipment Replacement Capital $ 396,624 $ 464,424 Yes PACS EDC Utility Vehicle Capital $ 13,000 $ 13,000 Yes Library EDC Individual Study Pods Capital $ 23,479 $ 36,479 Yes Library EDC Access Control Hardware Capital $ 32,500 $ 68,979 Yes Non -Departmental EDC Transfer to CIP Irrigation PR0804 Capital $ 50,000 $ 118,979 Yes Non -Departmental EDC Transfer to CIP Wilshire Park Upgrades PR2011 Capital $ 100,000 $ 218,979 Yes Fleet & Facilities EDC Repaint EDC Property at 331 N Main Street Capital $ 145,000 $ 363,979 Yes Non -Departmental EDC Trail Lighting - Heritage Ave to Bob Eden Capital $ 150,000 $ 513,979 Yes Non -Departmental EDC Transfer to CIP Trail Lighting - Mid -Cities Capital $ 152,000 $ 665,979 Yes Non -Departmental EDC Transfer to CIP Misc. Parks Improvements PR0720 Capital $ 200,000 $ 865,979 Yes Non -Departmental EDC Transfer to CIP Midway Park Pickleball Courts Capital $ 200,520 $ 1,066,499 Yes Non -Departmental EDC Transfer to EDC CIP Incentive DV9901 Capital $ 250,000 $ 1,316,499 Yes Non -Departmental EDC Transfer to CIP Aquatic Facility Upgrades Capital $ 315,000 $ 1,631,499 Yes Non -Departmental EDC Transfer to CIP for Carr Park Trail Connection Capital $ 316,100 $ 1,947,599 Yes Non -Departmental EDC Transfer to CIP Texas Star Sports Complex Phase VII AC1901 Capital $ 330,000 $ 2,277,599 Yes Non -Departmental EDC Transfer to CIP Parks at Texas Star North Additional Parking Lot Capital $ 499,800 $ 2,777,399 Yes Non -Departmental EDC Transfer to CIP Kiddie Carr Park Improvements Capital $ 893,500 $ 3,670,899 Yes Non -Departmental EDC Transfer to Equipment Replacement Capital $ 943,179 $ 4,614,078 Yes PACS EDC Parks Field Tech I Supplemental $ 65,922 $ 65,922 Yes Police CCPD Less Lethal Shotguns Capital $ 16,000 $ 16,000 Yes Police CCPD Transfer to CIP for Architectural Services for PD Facility Remodel Capital $ 960,000 $ 976,000 Yes Police CCPD Less Lethal Shotguns Supplemental $ 4,000 $ 4,000 Yes Police DEA Police Equipment Capital $ 100,000 $ 100,000 Yes Police State Drug Fund Police Equipment Capital $ 100,000 $ 100,000 Yes Non -Departmental Car Rental Transfer to CIP for Redevelopment CM0804 Capital $ 1,000,000 $ 1,000,000 Yes 35 Capital & Supplemental Requests FY2022-23 by Fund Program Program Department Fund Program Description Type Cost Total Funded Non -Departmental ARPA Transfer to CIP for W/WW Projects Capital $ 635,925 $ 635,925 Yes Non -Departmental PEG Council Chamber Equipment Capital $ 114,600 $ 114,600 Yes Non -Departmental Water / Wastewater Fuel Contingency Capital $ 150,000 $ 150,000 Yes Public Works Water / Wastewater Work Order and Asset Management System (Split with 101) Capital $ 46,078 $ 196,078 Yes Public Works Water / Wastewater Work Order and Asset Management System (Split with 101) Supplemental $ 35,640 $ 35,640 Yes Service Center Service Center S/C Machine Shop Cabinets Capital $ 9,800 $ 9,800 Yes Service Center Service Center S/C Garage Door Replacement Capital $ 49,000 $ 58,800 Yes Non -Departmental Rate Stabilization Transfer to CIP Reclaimed Water Line Extension Phase III WT1604 Capital $ 500,000 $ 500,000 Yes Non -Departmental Drainage Transfer to CIP for Misc. Drainage Improvements DR9903 Capital $ 50,000 $ 50,000 Yes PACS PATS Fence Padding Veterans Field Capital $ 46,000 $ 46,000 Yes Non -Departmental TSGC Transfer to CIP Pro Shop Improvements FM2205 Capital $ 120,000 $ 120,000 Yes Human Resources Insurance Enhanced Fitness/Health Screening Capital $ 40,000 $ 40,000 Yes 36 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: $ Actual FY21 2,438 $ Adjusted Proposed Budget Budget FY22 FY23 3,050 $ 3,550 37 2022 Tax Rate Calculation Worksheet Taxing Units Other Than School Districts or Water Districts City of Euless, Texas Taxing Unit Name 201 N Ector Drive Euless, Texas 76039 Taxing Unit's Address, City, State, ZIP Code (817)685-1400 Phone (area code and number) www.eulesstx.gov Taxing Unit's Website Address GENERAL INFORMATION: Tax Code Section 26.04(c) requires an officer or employee designated by the governing body to calculate the no -new -revenue (NNR) tax rate and voter -approval tax rate for the taxing unit. These tax rates are expressed in dollars per $100 of taxable value calculated. The calculation process starts after the chief appraiser delivers to the taxing unit the certified appraisal roll and the estimated values of properties under protest. The designated officer or employee shall certify that the officer or employee has accurately calculated the tax rates and used values shown for the certified appraisal roll or certified estimate. The officer or employee submits the rates to the governing body by Aug. 7 or as soon thereafter as practicable. School districts do not use this form, but instead use Comptroller Form 50-859 Tax Rate Calculation Worksheet, School District without Chapter313 Agreements or Comptroller Form 50-884 Tax Rate Calculation Worksheet, School District with Chapter 313 Agreements. Water districts as defined under Water Code Section 49.001(1) do not use this form, but instead use Comptroller Form 50-858 Water District Voter -Approval Tax Rate Worksheet for Low Tax Rate and Developing Districts or Comptroller Form 50-860 Developed Water District Voter -Approval Tax Rate Worksheet. The Comptroller's office provides this worksheet to assist taxing units in determining tax rates. The information provided in this worksheet is offered as technical assistance and not legal advice. Taxing units should consult legal counsel for interpretations of law regarding tax rate preparation and adoption. The NNR tax rate enables the public to evaluate the relationship between taxes for the prior year and for the current year based on a tax rate that would produce the same amount of taxes (no new taxes) if applied to the same properties that are taxed in both years. When appraisal values increase, the NNR tax rate should decrease. The NNR tax rate for a county is the sum of the NNR tax rates calculated for each type of tax the county levies. While uncommon, it is possible for a taxing unit to provide an exemption for only maintenance and operations taxes. In this case, the taxing unit will need to calculate the NNR tax rate separately for the maintenance and operations tax and the debt tax, then add the two components together. Line 1. No -New -Revenue Tax Rate Worksheet 2021 total taxable value. Enter the amount of 2021 taxable value on the 2021 tax roll today. Include any adjustments since last year's certification; Amount/Rate exclude Tax Code Section 25.25(d) one-fourth and one-third over -appraisal corrections from these adjustments. Exclude any property value subject to an appeal under Chapter 42 as of July 25 (will add undisputed value in Line 6). This total includes the taxable value of homesteads with tax ceil- ings (will deduct in Line 2) and the captured value for tax increment financing (adjustment is made by deducting TIF taxes, as reflected in Line 17)' $ 5,066,880,217 2. 2021 tax ceilings. Counties, cities and junior college districts. Enter 2021 total taxable value of homesteads with tax ceilings. These include the homesteads of homeowners age 65 or older or disabled. Other taxing units enter 0. If your taxing unit adopted the tax ceiling provision in 2021 or a prior year for homeowners age 65 or older or disabled, use this step? $ 472,358,053 3. Preliminary 2021 adjusted taxable value. Subtract Line 2 from Line 1. $ 4,594,522,164 4. 2021 total adopted tax rate. 0.475000 $ /$100 5. 2021 taxable value lost because court appeals of ARB decisions reduced 2021 appraised value. A. Original 2021 ARB values: ............................................................................ $ 934,158,535 B. 2021 values resulting from final court decisions: ..................................................... $ 854,591,775 C. 2021 value loss. Subtract B from A 3 $ 79,566,760 6. 2021 taxable value subject to an appeal under Chapter 42, as of July 25. A. 2021 ARB certified value: ............................................................................ $ 188,608,428 B. 2021 disputed value: ................................................................................. $ 0 C. 2021 undisputed value. Subtract B from A.4 $ 188,608,428 $ 268,175,188 7. 2021 Chapter 42 related adjusted values. Add Line 5C and Line 6C. 'Tex. Tax Code § 26.012(14) ' Tex. Tax Code § 26.012(14) ' Tex. Tax Code § 26.012(13) 4 Tex. Tax Code § 26.012(13) 38 Form developed by: Texas Comptroller of Public Accounts, Property Tax Assistance Division For additional copies, visit: comptroller.texas.gov/taxes/property-tax 50-856 • 5-22/9 2022 Tax Rate Calculation Worksheet - Taxing Units Other Than School Districts or Water Districts Form 50-856 Line 8. No -New -Revenue Tax Rate Worksheet 2021 taxable value, adjusted for actual and potential court -ordered adjustments. Add Line 3 and Line 7. Amount/Rate $ 4,862,697,352 9. 2021 taxable value of property in territory the taxing unit deannexed after Jan. 1, 2021. Enter the 2021 value of property in deannexed territory. 5 2021 taxable value lost because property first qualified for an exemption in 2022. If the taxing unit increased an original exemption, use $ 0 10. the difference between the original exempted amount and the increased exempted amount. Do not include value lost due to freeport, goods - in -transit, temporary disaster exemptions. Note that lowering the amount or percentage of an existing exemption in 2022 does not create a new exemption or reduce taxable value. A. Absolute exemptions. Use 2021 market value: ......................................................... $ 0 B. Partial exemptions. 2022 exemption amount or 2022 percentage exemption times 2021 value: ...................................................................................... + $ 18,677,370 C. Value loss. Add A and B. a $ 18,677,370 11. 2021 taxable value lost because property first qualified for agricultural appraisal 0-d or 1-d-1), timber appraisal, recreational/ scenic appraisal or public access airport special appraisal in 2022. Use only properties that qualified in 2022 for the first time; do not use properties that qualified in 2021. A. 2021 market value: ................................................................................... $ 0 B. 2022 productivity or special appraised value: ........................................................ S 0 C. Value loss. Subtract B from A.' $ 0 12. Total adjustments for lost value. Add Lines 9, 10C and 11C. $ 18,677,370 13. 2021 captured value of property in a TIF. Enter the total value of 2021 captured appraised value of property taxable by a taxing unit in a tax increment financing zone for which 2021 taxes were deposited into the tax increment fund. I If the taxing unit has no captured appraised value in line 18D, enter 0. $ 255,906,006 14. 2021 total value. Subtract Line 12 and Line 13 from Line 8. $ 4,588,113,976 15. Adjusted 2021 total levy. Multiply Line 4 by Line 14 and divide by $100. $ 21,793,541 16. Taxes refunded for years preceding tax year 2021. Enter the amount of taxes refunded by the taxing unit for tax years preceding tax year 2021. Types of refunds include court decisions, Tax Code Section 25.25(b) and (c) corrections and Tax Code Section 31.11 payment errors. Do not include refunds for tax year 2021. This line applies only to tax years preceding tax year 2021.9 $ 423,849 17. Adjusted 2021 levy with refunds and TIF adjustment. Add Lines 15 and 16.11 Total 2022 taxable value on the 2022 certified appraisal roll today. This value includes only certified values or certified estimate of $ 22,217,390 18. values and includes the total taxable value of homesteads with tax ceilings (will deduct in Line 20). These homesteads include homeowners age 65 or older or disabled.'' A. Certified values: ...................................................................................... $ 5,707,078,363 B. Counties: Include railroad rolling stock values certified by the Comptroller's office: ....................... + $ C. Pollution control and energy storage system exemption: Deduct the value of property exempted for the current tax year for the first time as pollution control or energy storage system property:........... $ 0 D. Tax increment financing: Deduct the 2022 captured appraised value of property taxable by a taxing unit in a tax increment financing zone for which the 2022 taxes will be deposited into the tax increment fund. Do not include any new property value that will be included in Line 23 below. 12 .................... $ 299,126,638 E. Total 2022 value. Add A and B, then subtract C and D. $ 5,407,951,725 5 Tex. Tax Code § 26.012(15) 6 Tex. Tax Code § 26.012(15) ' Tex. Tax Code § 26.012(15) e Tex. Tax Code § 26.03(c) ' Tex. Tax Code § 26.012(13) 10 Tex. Tax Code § 26.012(13) " Tex. Tax Code § 26.012, 26.04(c-2) '2 Tex. Tax Code § 26.03(c) 39 For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 2 2022 Tax Rate Calculation Worksheet - Taxing Units Other Than School Districts or Water Districts Form 50-856 Line 19. No -New -Revenue Tax Rate Worksheet Total value of properties under protestor not included on certified appraisal roll." Amount/Rate A. 2022 taxable value of properties under protest. The chief appraiser certifies a list of properties still under ARB protest. The list shows the appraisal district's value and the taxpayer's claimed value, if any, or an estimate of the value if the taxpayer wins. For each of the properties under protest, use the lowest of these values. Enter the total value under protest. 11 .................................................... $ 206,080,671 B. 2022 value of properties not under protest or included on certified appraisal roll. The chief appraiser gives taxing units a list of those taxable properties that the chief appraiser knows about but are not included in the appraisal roll certification. These properties also are not on the list of properties that are still under protest. On this list of properties, the chief appraiser includes the market value, appraised value and exemptions for the preceding year and a reasonable estimate of the market value, appraised value and exemptions for the current year. Use the lower market, appraised or taxable value (as appropriate). Enter the total value of property not on the certified roll.11 .............................. + $ 88,405,640 C. Total value under protest or not certified. Add A and B. $ 294,486,311 20. 2022 tax ceilings. Counties, cities and junior colleges enter 2022 total taxable value of homesteads with tax ceilings. These include the home- steads of homeowners age 65 or older or disabled. Other taxing units enter 0. If your taxing unit adopted the tax ceiling provision in 2021 or a prior year for homeowners age 65 or older or disabled, use this step.16 $ 508,869,855 21. 2022 total taxable value. Add Lines 18E and 19C. Subtract Line 20. 11 $ 5,193,568,181 22. Total 2022 taxable value of properties in territory annexed after Jan. 1, 2021. Include both real and personal property. Enter the 2022 value of property in territory annexed. '$ Total 2022 taxable value of new improvements and new personal property located in new improvements. New means the item was $ 0 23. not on the appraisal roll in 2021. An improvement is a building, structure, fixture or fence erected on or affixed to land. New additions to exist-ing improvements may be included if the appraised value can be determined. New personal property in a new improvement must have been brought into the taxing unit after Jan. 1, 2021 and be located in a new improvement. New improvements do include property on which a tax abatement agreement has expired for 2022.11 $ 62,894,779 24. Total adjustments to the 2022 taxable value. Add Lines 22 and 23. $ 62,894,779 25. Adjusted 2022 taxable value. Subtract Line 24 from Line 21. $ 5,130,673,402 26. 2022 NNR tax rate. Divide Line 17 by Line 25 and multiply by $100.20 $ 0.433030/$100 27. COUNTIES ONLY. Add together the NNR tax rates for each type of tax the county levies. The total is the 2022 county NNR tax rate. 21 $ /$100 The voter -approval tax rate is the highest tax rate that a taxing unit may adopt without holding an election to seek voter approval of the rate. The voter -approval tax rate is split into two separate rates: 1. Maintenance and Operations (M&O) Tax Rate: The M&O portion is the tax rate that is needed to raise the same amount of taxes that the taxing unit levied in the prior year plus the applicable percentage allowed by law. This rate accounts for such things as salaries, utilities and day-to-day operations. 2. Debt Rate: The debt rate includes the debt service necessary to pay the taxing unit's debt payments in the coming year. This rate accounts for principal and interest on bonds and other debt secured by property tax revenue. The voter -approval tax rate for a county is the sum of the voter -approval tax rates calculated for each type of tax the county levies. In most cases the voter -approval tax rate exceeds the no -new -revenue tax rate, but occasionally decreases in a taxing unit's debt service will cause the NNR tax rate to be higher than the voter -approval tax rate. 28. 2021 M&O tax rate. Enter the 2021 M&O tax rate. $ 0.402888/$100 2021 taxable value, adjusted for actual and potential court -ordered adjustments. Enter the amount in Line 8 of the No -New -Revenue Tax Rate Worksheet. $ 4,862,697,352 "Tex. Tax Code § 26.01(c) and (d) 14 Tex. Tax Code § 26.01(c) 11 Tex. Tax Code § 26.01(d) 1' Tex. Tax Code § 26.012(6)(B) 11 Tex. Tax Code § 26.012(6) • Tex. Tax Code § 26.012(17) "Tex. Tax Code § 26.012(17) m Tex. Tax Code § 26.04(c) " Tex. Tax Code § 26.04(d) 40 For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 3 2022 Tax Rate Calculation Worksheet — Taxing Units Other Than School Districts or Water Districts Form 50-856 30. Voter-ApprovalLine Total 2021 M&O levy. Multiply Line 28 by Line 29 and divide by $100 Amount/Rate $ 19,591,224 31. Adjusted 2021 levy for calculating NNR M&O rate. A. M&O taxes refunded for years preceding tax year 2021. Enter the amount of M&O taxes refunded in the preceding year for taxes before that year. Types of refunds include court decisions, Tax Code Section 25.25(b) and (c) corrections and Tax Code Section 31.11 payment errors. Do not include refunds for tax year 2021. This line applies only to tax years preceding tax year 2021............... + $ 349,013 B. 2021 taxes in TIF. Enter the amount of taxes paid into the tax increment fund for a reinvestment zone as agreed by the taxing unit. If the taxing unit has no 2022 captured appraised value in Line 18D, enter 0....................................................................................... — $ 1,215,554 C. 2021 transferred function. If discontinuing all of a department, function or activity and transferring it to another taxing unit by written contract, enter the amount spent by the taxing unit discontinuing the function in the 12 months preceding the month of this calculation. If the taxing unit did not operate this function for this 12-month period, use the amount spent in the last full fiscal year in which the taxing unit operated the function. The taxing unit discontinuing the function will subtract this amount in D below. The taxing unit receiving the function will add this amount in D below. Other taxing units enter 0..................................................................... +/ $ 0 D. 2021 M&O levy adjustments. Subtract B from A. For taxing unit with C, subtract if discontinuing function and add if receiving function ..................................................... $-866,541 E. Add Line 30 to 31 D. $ 18,724,683 32. Adjusted 2022 taxable value. Enter the amount in Line 25 of the No -New -Revenue Tax Rate Worksheet $ 5,130,673,402 33. 2022 NNR M&O rate (unadjusted). Divide Line 31 E by Line 32 and multiply by $100. $ 0.364955/$100 34. Rate adjustment for state criminal justice mandate. 13 A. 2022 state criminal justice mandate. Enter the amount spent by a county in the previous 12 months providing for the maintenance and operation cost of keeping inmates in county -paid facilities after they have been sentenced. Do not include any state reimbursement received by the county for the same purpose. $ 0 B. 2021 state criminal justice mandate. Enter the amount spent by a county in the 12 months prior to the previous 12 months providing for the maintenance and operation cost of keeping inmates in county -paid facilities after they have been sentenced. Do not include any state reimbursement received by the county for the same purpose. Enter zero if this is the first time the mandate applies ................. — $ 0 C. Subtract B from A and divide by Line 32 and multiply by$100............................................ $ 0/$100 D. Enter the rate calculated in C. If not applicable, enter 0. $ 0 /$100 35. Rate adjustment for indigent healthcare expenditures." A. 2022 indigent health care expenditures. Enter the amount paid by a taxing unit providing for the maintenance and operation cost of providing indigent health care for the period beginning on July 1, 2021 and ending on June 30, 2022, less any state assistance received for the same purpose......... $ 0 B. 2021 indigent health care expenditures. Enter the amount paid by a taxing unit providing for the maintenance and operation cost of providing indigent health care for the period beginning on July 1, 2020 and ending on June 30, 2021, less any state assistance received for the same purpose................................................................................... — $ 0 C. Subtract B from A and divide by Line 32 and multiply by$100............................................ $ 0.000000/$100 D. Enter the rate calculated in C. If not applicable, enter 0. $ 0 /$100 u [Reserved for expansion] "Tex. Tax Code § 26.044 "Tex. Tax Code § 26.0441 41 For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 4 2022 Tax Rate Calculation Worksheet — Taxing Units Other Than School Districts or Water Districts Form 50-856 36. Voter-ApprovalLine Rate adjustment for county indigent defense compensation." Amount/Rate A. 2022 indigent defense compensation expenditures. Enter the amount paid by a county to provide appointed counsel for indigent individuals and fund the operations of a public defender's office under Article 26.044, Code of Criminal Procedure for the period beginning on July 1, 2021 and ending on $ 0 June 30, 2022, less any state grants received by the county for the same purpose .................. B. 2021 indigent defense compensation expenditures. Enter the amount paid by a county to provide appointed counsel for indigent individuals and fund the operations of a public defender's office under Article 26.044, Code of Criminal Procedure for the period beginning on July 1, 2020 and ending on $ 0 June 30, 2021, less any state grants received by the county for the same purpose ............. . C. Subtract B from A and divide by Line 32 and multiply by$100............................................ $ 0/$100 D. Multiply B by 0.05 and divide by Line 32 and multiply by$100............................................ $ 0/$100 E. Enter the lesser of C and D. If not applicable, enter 0. $ 0/$100 37. Rate adjustment for county hospital expenditures." A. 2022 eligible county hospital expenditures. Enter the amount paid by the county or municipality to maintain and operate an eligible county hospital for the period beginning on July 1, 2021 and ending on June 30, 2022............................................................................... $ 0 B. 2021 eligible county hospital expenditures. Enter the amount paid by the county or municipality to maintain and operate an eligible county hospital for the period beginning on July 1, 2020 and 0 ending on June 30, 2021 ............................................................................... $ C. Subtract B from A and divide by Line 32 and multiply by$100............................................ $ 0/$100 D. Multiply B by 0.08 and divide by Line 32 and multiply by$100............................................ $ 0/$100 E. Enter the lesser of C and D, if applicable. If not applicable, enter 0. $ 0 /$100 38. Rate adjustment for defunding municipality. This adjustment only applies to a municipality that is considered to be a defunding municipality for the current tax year under Chapter 109, Local Government Code. Chapter 109, Local Government Code only applies to municipalities with a population of more than 250,000 and includes a written determination by the Office of the Governor. See Tax Code 26.0444 for more information. A. Amount appropriated for public safety in 2021. Enter the amount of money appropriated for public safety in the budget adopted by the municipality for the preceding fiscal year ............................ $ 0 B. Expenditures for public safety in 2021. Enter the amount of money spent by the municipality for public safety during the preceding fiscal year.................................................................. $ 0 C. Subtract B from A and divide by Line 32 and multiply by $100........................................... $ 0/$100 D. Enter the rate calculated in C. If not applicable, enter 0. $ 0 /$100 39. Adjusted 2022 NNR M&O rate. Add Lines 33, 34D, 35D, 36E, and 37E. Subtract Line 38D. $ 0.364955 /$100 40. Adjustment for 2021 sales tax specifically to reduce property values. Cities, counties and hospital districts that collected and spent addi- tional sales tax on M&O expenses in 2021 should complete this line. These entities will deduct the sales tax gain rate for 2022 in Section 3. Other taxing units, enter zero. A. Enter the amount of additional sales tax collected and spent on M&O expenses in 2021, if any. Counties must exclude any amount that was spent for economic development grants from the amount of sales tax spent...................................................................................... $ 3,048,117 B. Divide Line 40A by Line 32 and multiply by$100........................................................ $ 0.059409/$100 C. Add Line 40B to Line 39. $ 0.424364 /$100 41. 2022 voter -approval M&O rate. Enter the rate as calculated by the appropriate scenario below. $ 0.439216 /$100 Special Taxing Unit. If the taxing unit qualifies as a special taxing unit, multiply Line 40C by 1.08. -or- Other Taxing Unit. If the taxing unit does not qualify as a special taxing unit, multiply Line 40C by 1.035. Tex. Tax Code § 26.0442 xs Tex. Tax Code § 26.0443 42 For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 5 2022 Tax Rate Calculation Worksheet — Taxing Units Other Than School Districts or Water Districts Form 50-856 D41. Voter-ApprovalLine Disaster Line 41 (D41): 2022 voter -approval M&O rate for taxing unit affected by disaster declaration. If the taxing unit is located in an Amount/Rate area declared a disaster area and at least one person is granted an exemption under Tax Code Section 11.35 for property located in the taxing unit, the governing body may direct the person calculating the voter -approval tax rate to calculate in the manner provided for a special taxing unit. The taxing unit shall continue to calculate the voter -approval tax rate in this manner until the earlier of 1) the first year in which total taxable value on the certified appraisal roll exceeds the total taxable value of the tax year in which the disaster occurred, or 2) the third tax year after the tax year in which the disaster occurred If the taxing unit qualifies under this scenario, multiply Line 40C by 1.08. 21 If the taxing unit does not qualify, do not complete Disaster Line 41 (Line D41). $ 0/$100 42. Total 2022 debt to be paid with property taxes and additional sales tax revenue. Debt means the interest and principal that will be paid on debts that: (1) are paid by property taxes, (2) are secured by property taxes, (3) are scheduled for payment over a period longer than one year, and (4) are not classified in the taxing unit's budget as M&O expenses. A. Debt also includes contractual payments to other taxing units that have incurred debts on behalf of this taxing unit, if those debts meet the four conditions above. Include only amounts that will be paid from property tax revenue. Do not include appraisal district budget payments. If the governing body of a taxing unit authorized or agreed to authorize a bond, warrant, certificate of obligation, or other evidence of indebtedness on or after Sept. 1, 2022, verify if it meets the amended definition of debt before including it here. 21 Enter debt amount.................................................................................... $ 7,083,954 B. Subtract unencumbered fund amount used to reduce total debt ....................................... — $ 0 C. Subtract certified amount spent from sales tax to reduce debt (enter zero if none) .................... — $ 0 D. Subtract amount paid from other resources............................................................ — $ 2,140,287 E. Adjusted debt. Subtract B, C and D from A. $ 4,943,667 43. Certified 2021 excess debt collections. Enter the amount certified by the collector. 29 $ 314,580 44. Adjusted 2022 debt. Subtract Line 43 from Line 42E. $ 4,629,087 45. 2022 anticipated collection rate. A. Enter the 2022 anticipated collection rate certified by the collector. 30 100.00 % B. Enter the 2021 actual collection rate.................................................................... 99.69 % C. Enter the 2020 actual collection rate.................................................................... 99.94 % D. Enter the 2019 actual collection rate.................................................................... 99.43 % E. If the anticipated collection rate in A is lower than actual collection rates in B, C and D, enter the lowest collection rate from B, C and D. If the anticipated rate in A is higher than at least one of the rates in the prior three years, enter the rate from A. Note that the rate can be greater than 100%. 31 100.00% 46. 2022 debt adjusted for collections. Divide Line 44 by Line 45E. $ 4,629,087 47. 2022 total taxable value. Enter the amount on Line 21 of the No -New -Revenue Tax Rate Worksheet. $ 5,193,568,181 48. 2022 debt rate. Divide Line 46 by Line 47 and multiply by $100. $ 0.089131 /$100 49. 2022 voter -approval tax rate. Add Lines 41 and 48. $ 0.528347/$100 D49. Disaster Line 49 (D49): 2022 voter -approval tax rate for taxing unit affected by disaster declaration. Complete this line if the taxing unit calculated the voter -approval tax rate in the manner provided for a special taxing unit on Line D41. Add Line D41 and 48. $ /$100 31 Tex. Tax Code § 26.042(a) Tex. Tax Code § 26.012(7) n Tex. Tax Code § 26.012(10) and 26.04(b) 30 Tex. Tax Code § 26.04(b) " Tex. Tax Code §§ 26.04(h), (h-1) and (h-2) 43 For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 6 2022 Tax Rate Calculation Worksheet - Taxing Units Other Than School Districts or Water Districts Form 50-856 50. ' COUNTIES ONLY. Add together the voter -approval tax rates for each type of tax the county levies. The total is the 2022 county voter -approval tax rate. $ 0.000000 /5100 Cities, counties and hospital districts may levy a sales tax specifically to reduce property taxes. Local voters by election must approve imposing or abolishing the additional sales tax. If approved, the taxing unit must reduce its NNR and voter -approval tax rates to offset the expected sales tax revenue. This section should only be completed by a county, city or hospital district that is required to adjust its NNR tax rate and/or voter -approval tax rate because it adopted the additional sales tax. Line 51. Additional Sales and Use Tax Worksheet Taxable Sales. For taxing units that adopted the sales tax in November 2021 or May 2022, enter the Comptroller's estimate of taxable sales for Amount/Rate the previous four quarters. 32 Estimates of taxable sales may be obtained through the Comptroller's Allocation Historical Summary webpage. Taxing units that adopted the sales tax before November 2021, enter 0. $ 0 52. Estimated sales tax revenue. Counties exclude any amount that is or will be spent for economic development grants from the amount of esti- mated sales tax revenue. 33 Taxing units that adopted the sales tax in November 2021 or in May 2022. Multiply the amount on Line 51 by the sales tax rate (.01, .005 or .0025, as applicable) and multiply the result by .95. 34 -or- Taxing units that adopted the sales tax before November 2021. Enter the sales tax revenue for the previous four quarters. Do not multiplyby.95. $ 3,521,677 53. 2022 total taxable value. Enter the amount from Line 21 of the No -New -Revenue Tax Rate Worksheet. $ 5,193,568,181 54. Sales tax adjustment rate. Divide Line 52 by Line 53 and multiply by $100. $ 0.067809 /$100 55. 2022 NNR tax rate, unadjusted for sales tax.35 Enter the rate from Line 26 or 27, as applicable, on the No -New -Revenue Tax Rate Worksheet. $ 0.433030 /$too 56. 2022 NNR tax rate, adjusted for sales tax. Taxing units that adopted the sales tax in November 2021 or in May 2022. Subtract Line 54 from Line 55. Skip to Line 57 if you adopted the additional sales tax before November 2021. $ 0.433030 /$100 57. 2022 voter -approval tax rate, unadjusted for sales tax.36 Enter the rate from Line 49, Line D49 (disaster) or Line 50 (counties) as applicable, of the Voter -Approval Tax Rate Worksheet. 2022 voter -approval tax rate, adjusted for sales tax. Subtract Line 54 from Line 57. $ 0.528347 /$100 58. $ 0.460538 /$100 A taxing unit may raise its rate for M&O funds used to pay for a facility, device or method for the control of air, water or land pollution. This includes any land, structure, building, installation, excavation, machinery, equipment or device that is used, constructed, acquired or installed wholly or partly to meet or exceed pollution control requirements. The taxing unit's expenses are those necessary to meet the requirements of a permit issued by the Texas Commission on Environmental Quality (TCEQ). The taxing unit must provide the tax assessor with a copy of the TCEQ letter of determination that states the portion of the cost of the installation for pollution control. This section should only be completed by a taxing unit that uses M&O funds to pay for a facility, device or method for the control of air, water or land pollution Line 59. Voter -Approval Certified expenses from the Texas Commission on Environmental Quality (TCEQ). Enter the amount certified in the determination letter from TCEQ. 31 The taxing unit shall provide its tax assessor -collector with a copy of the letter. 38 $ 0 60. 2022 total taxable value. Enter the amount from Line 21 of the No -New -Revenue Tax Rate Worksheet. $ 5,193,568,181 61. Additional rate for pollution control. Divide Line 59 by Line 60 and multiply by $100. $ 0 /$100 62. 2022 voter -approval tax rate, adjusted for pollution control. Add Line 61 to one of the following lines (as applicable): Line 49, Line D49 (disaster), Line 50 (counties) or Line 58 (taxing units with the additional sales tax). $ 0.460538 /$100 Tex. Tax Code § 26.041(d) " Tex. Tax Code § 26.041(i) 3° Tex. Tax Code § 26.041(d) ss Tex. Tax Code § 26.04(c) Tex. Tax Code § 26.04(c) " Tex. Tax Code § 26.045(d) Tex. Tax Code § 26.045(i) 44 For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 7 2022 Tax Rate Calculation Worksheet - Taxing Units Other Than School Districts or Water Districts Form 50-856 The unused increment rate is the rate equal to the difference between the adopted tax rate and voter -approval tax rate before the unused increment rate for the prior three years. 39 In a year where a taxing unit adopts a rate by applying any portion of the unused increment rate, the unused increment rate for that year would be zero. The difference between the adopted tax rate and voter -approval tax rate is considered zero in the following scenarios: • a tax year before 2020; 41 • a tax year in which the municipality is a defunding municipality, as defined by Tax Code Section 26.0501(a); 41 or after Jan. 1, 2022, a tax year in which the comptroller determines that the county implemented a budget reduction or reallocation described by Local Government Code Section 120.002(a) without the required voter approval.42 This section should only be completed by a taxing unit that does not meet the definition of a special taxing unit. 43 Line 63. Unused Increment Rate Worksheet 2021 unused increment rate. Subtract the 2021 actual tax rate and the 2021 unused increment rate from the 2021 voter -approval tax rate. If Amount/Rate the number is less than zero, enter zero. $ 0.007293 /$100 64. 2020 unused increment rate. Subtract the 2020 actual tax rate and the 2020 unused increment rate from the 2020 voter -approval tax rate. If the number is less than zero, enter zero. 2019 unused increment rate. Subtract the 2019 actual tax rate and the 2019 unused increment rate from the 2019 voter -approval tax rate. If $ 0.000000 /$100 65. the number is less than zero, enter zero. If the year is prior to 2020, enter zero. 2022 unused increment rate. Add Lines 63, 64 and 65. $ 0 /$100 66. $ 0.007293 /$100 67. 2022 voter -approval tax rate, adjusted for unused increment rate. Add Line 66 to one of the following lines (as applicable): Line 49, Line D49 (disaster), Line 50 (counties), Line 58 (taxing units with the additional sales tax) or Line 62 (taxing units with pollution control). $ 0.467831 /$100 The de minimis rate is the rate equal to the sum of the no -new -revenue maintenance and operations rate, the rate that will raise $500,000, and the current debt rate for a taxing unit. 44 This section should only be completed by a taxing unit that is a municipality of less than 30,000 or a taxing unit that does not meet the definition of a special taxing unit.45 Line 68. De Minimis Rate Worksheet Adjusted 2022 NNR M&O tax rate. Enter the rate from Line 39 of the Voter -Approval Tax Rate Worksheet Amount/Rate $ 0.364955/$100 69. 2022 total taxable value. Enter the amount on Line 21 of the No -New -Revenue Tax Rate Worksheet $ 5,193,568,181 70. Rate necessary to impose $500,000 in taxes. Divide $500,000 by Line 69 and multiply by $100. $ 0.009627 /$100 71. 2022 debt rate. Enter the rate from Line 48 of the Voter -Approval Tax Rate Worksheet. $ 0.089131 /$100 72. De minimis rate. Add Lines 68,70 and 71. $ 0.463713 /$100 In the tax year after the end of the disaster calculation time period detailed in Tax Code Section 26.042(a), a taxing unit that calculated its voter -approval tax rate in the manner provided for a special taxing unit due to a disaster must calculate its emergency revenue rate and reduce its voter -approval tax rate for that year .41 Similarly, if a taxing unit adopted a tax rate that exceeded its voter -approval tax rate, calculated normally, without holding an election to respond to a disaster, as allowed by Tax Code Section 26.042(d), in the prior year, it must also reduce its voter -approval tax rate for the current tax year. 4' This section will apply to a taxing unit other than a special taxing unit that: • directed the designated officer or employee to calculate the voter -approval tax rate of the taxing unit in the manner provided for a special taxing unit in the prior year; and • the current year is the first tax year in which the total taxable value of property taxable by the taxing unit as shown on the appraisal roll for the taxing unit submitted by the assessor for the taxing unit to the governing body exceeds the total taxable value of property taxable by the taxing unit on January 1 of the tax year in which the disaster occurred or the disaster occurred four years ago. " Tex. Tax Code § 26.013(a) a0 Tex. Tax Code § 26.013(c) 01 Tex. Tax Code §§ 26.0501(a) and (c) 41 Tex. Local Gov't Code § 120.007(d), effective Jan. 1, 2022 41 Tex. Tax Code § 26.063(a)(1) 44 Tex. Tax Code § 26.012(8-a) 45 Tex. Tax Code § 26.063(a)(1) ' Tex. Tax Code §26.042(b) 41 Tex. Tax Code §26.042(f) 45 For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 8 2022 Tax Rate Calculation Worksheet — Taxing Units Other Than School Districts or Water Districts Form 50-856 This section will apply to a taxing unit in a disaster area that adopted a tax rate greater than its voter -approval tax rate without holding an election in the prior year. Note: This section does not apply if a taxing unit is continuing to calculate its voter -approval tax rate in the manner provided for a special taxing unit because it is still within the disaster calculation time period detailed in Tax Code Section 26.042(a) because it has not met the conditions in Tax Code Section 26.042(a)(1) or (2). Line 73. Emergency Revenue Rate Worksheet 2021 adopted tax rate. Enter the rate in Line 4 of the No -New -Revenue Tax Rate Worksheet. Amount/Rate $ 0.475000/$100 74. Adjusted 2021 voter -approval tax rate. Use the taxing unit's Tax Rate Calculation Worksheets from the prior year(s) to complete this line. If a disaster occurred in 2021 and the taxing unit calculated its 2021 voter -approval tax rate using a multiplier of 1.08 on Disaster Line 41 (D41) of the 2021 worksheet due to a disaster, enter the 2021 voter -approval tax rate as calculated using a multiplier of 1.035 from Line 49. - or - If a disaster occurred prior to 2021 for which the taxing unit continued to calculate its voter -approval tax rate using a multiplier of 1.08 on 0/$100 Disaster Line 41 (D41) in 2021, complete the separate Adjusted Voter -Approval Tax Rate for Taxing Units in Disaster Area Calculation Worksheet to $ recalculate the voter -approval tax rate the taxing unit would have calculated in 2021 if it had generated revenue based on an adopted tax rate using a multiplier of 1.035 in the year(s) following the disaster. 48 Enter the final adjusted 2021 voter -approval tax rate from the worksheet. - or - If the taxing unit adopted a tax rate above the 2021 voter -approval tax rate without calculating a disaster tax rate or holding an election due to a disaster, no recalculation is necessary. Enter the voter -approval tax rate from the prior year's worksheet. 75. Increase in 2021 tax rate due to disaster. Subtract Line 74 from Line 73. $ 0.475000/$100 76. Adjusted 2021 taxable value. Enter the amount in Line 14 of the No -New -Revenue Tax Rate Worksheet $ 4,588,113,976 77. Emergency revenue. Multiply Line 75 by Line 76 and divide by $100. $ 21,793,541 78. Adjusted 2022 taxable value. Enter the amount in Line 25 of the No -New -Revenue Tax Rate Worksheet. $ 5,130,673,402 79. Emergency revenue rate. Divide Line 77 by Line 78 and multiply by $100. 49 $ 0/$100 80. 2022 voter -approval tax rate, adjusted for emergency revenue. Subtract Line 79 from one of the following lines (as applicable): Line 49, Line D49 (disaster), Line 50 (counties), Line 58 (taxing units with the additional sales tax), Line 62 (taxing units with pollution control) or Line 67 (taxing units with the unused increment rate). $ 0.467831 /$100 Indicate the applicable total tax rates as calculated above. No -new -revenue tax rate................................................................................................................. $ 0.433030 /$100 As applicable, enter the 2022 NNR tax rate from: Line 26, Line 27 (counties), or Line 56 (adjusted for sales tax). Indicate the line number used: 27 Voter -approval tax rate................................................................................................................... $ 0.467831 /$100 As applicable, enter the 2022 voter -approval tax rate from: Line 49, Line D49 (disaster), Line 50 (counties), Line 58 (adjusted for sales tax), Line 62 (adjusted for pollution control), Line 67 (adjusted for unused increment), or Line 80 (adjusted for emergency revenue). Indicate the line number used: 67 Deminimis rate........................................................................................................................... $ 0.463713 /$100 If applicable, enter the 2022 de minimis rate from Line 72 Enter the name of the person preparing the tax rate as authorized by the governing body of the taxing unit. By signing below, you certify that you are the designated officer or employee of the taxing unit and have accurately calculated the tax rates using values that are the same as the values shown in the taxing unit's certified appraisal roll or certified estimate of taxable value, in accordance with requirements in Tax Code. so print here JaninaJewell,DirectorofFina Printed Name of Taxing Unit Representative sign here �L U'leA � TaxingAit Representative 4 Tex. Tax Code §26.042(c) "Tex. Tax Code §26.042(b) 50 Tex. Tax Code §§ 26.04(c-2) and (d-2) 7 Date 46 For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 9 City of Euless Supplementary Data 47 H E C I T Y 0 EULESS 48 City of Euless Introduction 49 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 10,378.7 acres. Of the 10,378.7 acres, 3,228.6 acres are located within DFW Airport and the remaining 7,150.1 acres outside the airport boundaries. Current development statistics estimate that Euless has approximately 429.4 acres of undeveloped land remaining outside the airport. EUL The City rth 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 61,480. 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 50 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 16,175 non -mineral lease property accounts in the City, 13,566 are residential accounts. The top ten taxpayers listed in the following table are found in the remaining 2,609 commercial, industrial, and agricultural accounts. Over the past year, taxable property values increased over $694 million dollars from $5,306,690,383 to $6,001,564,674, a 13.1% increase due to an increase in both residential and commercial property values. Ten Largest Property Taxpayers 2022-23 % of Total Taxable Taxable Nature of Assessed Assessed Name of Taxpayer Property Valuation Valuation Brazos TX Partners LLC/Stoneleigh at Bear Creek Apt. Apartments $197,400,000 3.29% Westdale Hills 2013 LP Apartments $123,287,043 2.05% Star Monticello LLC/Star Kensington LLC Apartments $119,400,000 1.99% Creekwood Trinity Union LLC Apartments $94,200,000 1.57% BVA Glade SPE LLC Retail $93,667,067 1.56% CH Realty IX-Knightvest MF Mandolin Owner LP Apartments $92,150,000 1.54% Oakmont of Bear Creek LLP/Parkside on the Creek LLC Apartments $91,300,000 1.52% Avis Budget Car Rental LLC Car Rental $89,786,968 1.50% CMF 15 Portfolio LLC Apartments $78,900,000 1.31 % Bedrock Holdings II (Dallas) LLC Apartments $77,400,000 1.29% $1, 057, 491, 078 17.62 % Population with a median age of 35.9 years (world populationreview.com) has increased from 51,750 to 61,480 in ten years (North Central Texas Council of Governments). The City's median household income is $69,912, which compares favorably to $66,963 for the State of Texas (U.S. Census Bureau American Community Survey 2021). The educational level is 90.4% high school graduate or higher (U.S. Census Bureau American Community Survey 2021). 51 POPULATION 63,000 62,000 61,000 60,000 59,000 56,000 57,000 56,000 55,000 54,000 53,000 52,000 51,000 lM EDUCATION OFTHOSE 25YEARS & OVER High School Graduate Some College Associate's 21 % 24% Degree 9% Bachelor's Degree Graduate or 23% Professional No High School Degree Diploma 10% *2015 Population Estimates based on census data. U.S. Census Bureau American Community Survey 2019 Population for non -census years calculated by North Central Texas Council of Governments. COMMUNITY INFORMATION Being centrally located, the Hurst -Euless -Bedford (HEB) 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, play all of their home games within a 20 to 30-minute drive from Euless. In the spring and summer months, citizens can catch a minor league baseball game featuring the Frisco Rough Riders. Or, if hockey is preferred, one can take in an exciting minor league hockey game featuring the Lone Star 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 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 (GC) Independent School Districts (ISD). The HEB ISD consists of twenty-one elementary schools, five junior high schools, two high schools, and two non-traditional campuses with total enrollment projected at 22,971 students (HEB ISD Quick Facts September 30, 2022). Of these facilities, seven elementary schools, two junior highs, one high school, and one 52 non-traditional campus are located in the City of Euless. The Grapevine-Colleyville ISD has one elementary school located in northern Euless. HEB ISD has 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. 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, three sand volleyball courts, 15 playgrounds, a splash pad, two fishing piers, six pavilions, four gazebos, three amphitheaters, a conference center, golf course, youth and adult sports complex, an ice hockey facility, and a bicycle repair station. 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 76 certified firefighters and one police station serviced by 94 certified officers. The City also maintains a full -service library with over 87,000 materials. Current bond ratings for the City's General Obligation Bonds are "AX 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. 53 H E C I T Y 0 EULESS 54 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. 55 Goals & Objectives •'• Promote a harmonious environment that focuses on maintaining confidence of our citizens by providing excellent service and "doing the right thing". • Foster a culture that allows for debate and disagreement without being disagreeable and play a leadership role in building consensus. • Be open to new ideas while preserving the rich history of cooperation that has been the cornerstone of Euless government for many years. • Recognize and celebrate the various perspectives and differences that can produce even better outcomes for our citizens. • Assure courteous, effective and efficient service to both external and internal customers. • Pursue technological updates that will enhance our service levels. Specifically, software enhancement will be implemented in Municipal Court, Planning and Development and Public Works. These upgrades will enhance the customer experience and provide more on-line services. • Structure departmental operations to ensure rapid response and resolution to citizen concerns. • Care about our residents, the services we provide those residents, our fellow employees and our elected officials. • Do the right thing .... every day! ❖ Maintain a solid financial position while minimizing the impact on Euless citizens. • Provide a balanced budget using a pay as you go system for capital improvements when possible. • Maintain appropriate reserve levels. • Seek to maintain a stable, low tax rate. • Retain high bond rating and financial reputation. • Promote and utilize Euless businesses when possible. • Seek proposals for health insurance benefits to ensure employees and the City are receiving the best value in medical, dental and vision benefits. ❖ Provide a safe community through quality Fire and Police Service. • Continue community outreach efforts to enhance relationships between citizens and our first responders. • Provide appropriate resources in terms of both personnel and funding to allow first responders to carry out their mission of protecting the citizens. • Collaborate with neighboring jurisdictions to share resources when possible to enhance service levels and reduce costs. • Provide strong, fair code enforcement to maintain quality of life in our neighborhoods. • Promote proactive neighborhood -based crime watch. • Utilize grant funding to add Police and Fire equipment and personnel. • Explore and develop programs to reduce crime. • Provide excellent police, fire, and emergency medical services to our citizens. ❖ Employ high -quality, professional, service - oriented personnel and provide for continuity in leadership. • Promote educational and training opportunities. • Formulate succession plans to identify future leaders, provide mentoring and 56 training opportunities and promote from within whenever possible. • Maintain a workforce of highly qualified, friendly, and professional employees by providing competitive wages and benefits and a positive workplace environment. • Preserve the culture of Euless and the "Euless Way" while incorporating new styles and ideas. • Provide opportunities for Council, management and future leaders to interact with retirees and former leaders. • Continue participation in programs that will encourage the youth in our community to become engaged in government. ❖ Promote quality development, redevelopment, and business retention within the City. • Provide a business -friendly environment that promotes quality development. • Focus on retention of existing business and provide opportunities for enhancement and growth. • Seek redevelopment opportunities and utilize Public/Private partnerships to enhance the overall quality of development opportunities. • Promote existing and new businesses within the City. ❖ Provide for systematic infrastructure and facilities improvements. • Provide appropriate funding to keep the City's infrastructure sound in accordance with the Capital Improvements Plan using a pay as you go system when possible. • Continue park improvements in accordance with the Parks Master Plan. • Construct a new Fire Station that will meet the service demands for the future. • Renovate the existing Police Facility to meet future needs. • Provide funding annually for the systematic replacement of equipment and furnishings. ❖ Provide quality leisure activities and events for residents. • Continue to provide a wide variety of educational and recreational classes and activities to all ages at a reasonable cost through the Library and the Parks and Community Services department. • Continue to provide recreational sports options for youth and adults in our community. • Continue activities and social outings for senior residents. • Provide events that encourage Community engagement ❖ Instill a "sense of community" in Euless' residents through citizen involvement and community partnerships. • Continue to build a sense of community through activities including Citizens Police and Fire Academies, Town Hall meetings, Neighborhood meetings, and apartment manager meetings. • Continue to provide a leadership role in the Community Powered Revitalization (CPR) program with the cities of Hurst and Bedford in a collaborative effort for the benefit of HEB residents. • Continue participation in the HEB Chamber, ESBA, and HEB Economic Development Foundation to attract retail/industry to the HEB area. • Continue partnership with DFW Airport to promote quality development at the airport within Euless city limits and to enhance / provide necessary infrastructure to accommodate commercial development. • Continue efforts to engage more residents in City activities and events and encourage engagement in the civic process. 57 T H E C I T Y OF BU S FISCAL YEAR 2022-23 GOALS MATRIX V` v, p 6� y O , 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. 58 -3 ko - J-1i Accomplishments s x THE CITY OF EULESS has achieved many accomplishments during the challenging year of 2022 that illustrate the quality of life for our city, as well as the level of teamwork. Among the accomplishments are: THE CITY COUNCIL increased the ad valorem tax rate by 1.250 to $0.475 to fund additional public safety personnel. Due to COVID-19, numerous regular meetings and events needed to be adjusted or held virtually in FY2020-21, however in FY2021-22 most returned to face-to-face interactions. Outreach to the community continued through social media and a video update of projects and activities. THE CITY MANAGER'S OFFICE (CMO) 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. THE CITY MANAGER'S COMMUNICATIONS OFFICE provided information and education to our residents in order to keep them informed, engaged, and improve community relations. Communication mechanisms included the monthly Euless Today newsletter, regular updates on the website and cable channel, subscription -based e-mails, and a variety of social media channels including Facebook, Twitter, and NextDoor. THE CITY SECRETARY'S OFFICE (CSO) 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. The office 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 36th consecutive year. Arbor Daze returned from pandemic closure. An estimated 5,000 were in attendance. Numerous park amenities in various parks were updated and Christmas Tree recycling was made available to citizens. THE COMMUNITY SERVICES DEPARTMENT continued to offer a variety of creative recreation opportunities for the citizens of Euless at the Family Life Center. Created over thirty new classes of recreational activities for all ages of citizens. Various events such as Halloween Trunk or Treat, The Great Fall Scavenger Hunt, Euless Parade of Lights, Heritage Park Christmas, and summer camp were huge successes. THE PARKS AT TEXAS STAR increased tournament, league, and concession revenues at both North and South parks, hosted two world series events, and was inducted into the USSSA (United States Specialty Sports Association) Hall of Fame. THE POLICE DEPARTMENT continued work with the Bedford Police Department forjail detention services, various other cities with the Mid -Cities Drug Task Force, Grapevine Colleyville ISD for active shooter drills and safety and security assessments for all Euless campuses, Tarrant County Public Health for two mobile vaccine clinics, and held quarterly meetings with the Police Department Training and Advisory Committee. The department 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 officers were able to interact and engage with the citizens of the community. THE FACILITY MAINTENACE OPERATION completed numerous facility improvements, managed the majority of the construction of new Fire Station #1, and has started the evaluation of needs for remodel of the Police / Court Facility and Fire Station #2. THE FLEET OPERATION received the Automotive Service Excellence (ASE) "Blue Shield of Excellence" award for the 27th consecutive year. The City was also recognized by North Central Texas Council of Governments (NCTCOG) as a leader in emission reduction in North Central Texas for the seventh year. The City was one of the first three recipients to have obtaining "Gold" status in this program. The department also upgraded the shop tire balancer and mounting equipment. 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. 59 -3 h -A Accomplishments s x THE EULESS PUBLIC LIBRARY received the Achievement in Excellence in Libraries Award from the Texas Municipal Library Director's Association for the seventeenth consecutive year: began providing English as a Second Language classes at the library in partnership with Fort Worth ISD Adult Education; developed the library's Create Space for hands-on creative experiences; migrated to a new Integrated Library System (ILS) software package which provides more features for library patrons and staff at a lower annual cost; hosted/participated in Howl-O- Ween, Trunk or Treat, Chamber Expo, National Novel Writing Month, various craft making events, North Euless Elementary Family Night, Family Place Parent -Child Workshop, HEB Reads!, various events with the Think Tank and STEM kits, Family Fun Weekends, Dallas Zoo Visit, The 4-5-6 Group, Murder in the Stacks, Hiko Dance & Culture, and Waggin' Tails at the Dog Park. THE INFORMATION SERVICES DEPARTMENT completed all hardware and software upgrades planned for the fiscal year, increased access and functionality for field workers using GIS technologies and mobile devices, completed the network and technology implementation for newly constructed Fire Station #1, and created electronic posting board system for public notices. THE FIRE DEPARTMENT maintained its Community Protection Class #1 rating through the Insurance Service Organization (ISO). Fire department personnel completed over 3500 hours of EMS (Emergency Medical Service) training, participated in over 250 hours of joint training with NEFDA (Northeast Fire Department Association), completed 6000 hours of company training, conducted 800 hours of live fire training, installed Lexipol Standard Operating Procedures management program, coordinated NEFDA Swift Water Rescue Program and participated in the planning / construction / purchase of station #1, station #2, new fire truck, ambulance, and squad. 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. FY2020-21 Street Improvements and wastewater line replacements at Midway Park 31 Addition Phase I, North Main Street, State Highway at Main Street, and Del Paso Street Phase I & II were completed. 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 continued its great relationship with the Girls Awareness Program (GAP) organization. THE FINANCE DEPARTMENT received the Distinguished Budget Award for the 31 st consecutive year for the Fiscal Year 2022 Budget and the 34' consecutive Certificate of Excellence in Financial Reporting for the Fiscal Year 2020 Annual Comprehensive Financial Report from the Government Finance Officers Association of the US and Canada. The department issued tax notes for fire station construction and managed a multi -million -dollar investment portfolio. THE GEOGRAPHIC INFORMATION SYSTEMS DEPARTMENT (GIS) continued to make significant improvements to both the publicly accessible and internal mapping systems. These updates provide more direct access and functionality to field employees, as well as a more responsive system to citizens. Also increased access and functionality for field workers using GIS technologies and mobile devices. THE PURCHASING DEPARTMENT held one online auction during the year for proper disposal of assets. THE PLANNING AND DEVELOPMENT DEPARTMENT successfully facilitated the construction of various commercial and residential projects. One hundred and seven new businesses including Gnarly Taco's, Big Guys Chicken & Rice, Tommy's Express Car Wash, Quick Trip, Omni Logistics, Valvoline, Golden Chick, Mid -Cities Psychiatry, Denim & Diamonds Hair Studio, Hotworx, Crumbl Euless, Sapphire Event Center, Frost Bank, Popeye's, and Navy Federal Credit Union were issued Certificates of Occupancy. THE INSPECTION SERVICES DEPARTMENT completed 6,790 inspections related to the 53 new residential building permits, 7 new commercial construction permits, and 165 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. 60 -3 ko - J-1i Accomplishments s x THE UTILITY BILLING DEPARTMENT set-up 1,903 new accounts, generated 10,522 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 2,083 customers are now enrolled in the on-line portal. THE TEXAS STAR GOLF COURSE was listed on The Top 10 Best Golf Courses to Tee Off at in & Around Fort Worth, Texas, and by Golf Digest as a "Great public course near the DFW airport, Greens great shape and the fairways were firm and fast." Ranked in the top 50 of "The Best Texas Golf Courses" by texasgolf.com. Conference Center bookings increased throughout the year and the Holiday season was a success with full booking on the weekends and many weekdays social booking. 61 Residential Monthly Service Charges Water Wastewater Trash Drainage Recycling FY23 $13.75 Base $12.00+90% of metered water *$1.54 per home Prop Tiered Rates/tgals usage @ $4.53 per tgals. $10.74* $3.00 $3.27 per home -cart 0-2 tgals - $4.77 $1.10 per apt. unit 3-8 tgals - $5.70 $.77 for Seniors 9-15 tgals - $6.27 $2.50 for Seniors home- 16-35 tgals - $6.80 cart Over 35 tgals - $7.40 FY22 $12.75 Base $11.00+90% of metered water $1.54 per home Tiered Rates/tgals usage @ $4.34 per tgals. $10.74 $3.00 $3.27 per home -cart 0-2 tgals - $4.21 $1.10 per apt. unit 3-8 tgals - $5.14 $.77 for Seniors 9-15 tgals - $5.71 $2.50 for Seniors home- 16-35 tgals - $6.24 cart Over 35 tgals - $6.84 FY21 $12.75 Base $11.00+90% of metered water $1.49 per home Tiered Rates/tgals usage @ $4.34 per tgals. $10.43 $2.75 $3.16 per home -cart 0-2 tgals - $4.21 $1.09 per apt. unit 3-8 tgals - $5.14 $.74 for Seniors 9-15 tgals - $5.71 $2.41 for Seniors home- 16-35 tgals - $6.24 cart Over 35 tgals - $6.84 *Effective through March 31, 2023. General Fund Key Fiscal Points Proposed % Change Budget % Change Actual FY23 FY22 FY21 Operating Expenses $49,693,014 9.7% $45,354,585 9.5% $41,320,647 Capital/One-Time Exp. $ 8,891,334 101% $ 4,423,783 30.1% $ 3,399,397 Tax Rate .4600 per $100 -3.2% .47500 per $100 2.7% .462500 per $100 Debt = .089153 Debt = .072112 Debt = .080546 M&O = .370847 M&O = .402888 M&O = .381954 Taxable Valuation $6,001,564,674 13.1% $5,306,690,383 2.7% $5,164,250,293 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+ 62 THE CITY ❑I= EULESS CITY ATTORNEY I CITY SECRETARY Wayne K. Olson Kim Sutter I DEPUTY CITY MANAGER I Chris Barker I DIRECTOR OF PUBLIC WORKS MajorJones I FLEET AND FACILITIES DIRECTOR I Kyle McAdams DIRECTOR OF PLANNING AND ECONOMIC DEVELOPMENT Michael Warrix GENERAL MANAGER TEXAS STAR Glenda Hartsell-Sheltori ORGANIZATIONAL CHART CITIZENS OF EULESS MAYOR &COUNCIL Loretta Get hell, City Manager November 08, 2022 CITY MANAGER MUNICIPAL COURT JUDGE MUNICIPAL COURT Loretta Getchell Lacy Britten OF RECORD POLICE CHIEF Mike Brown DIRECTOR OF FINANACE Janina Jewell DIRECTOR OF PARKS AND COMMUNITY SERVICES Ray McDonald DIRECTOR OF HUMAN RESOURCES AND RISK MANAGEMENT Heather Moorhead ASSISTANT CITY MANAGER Was Rhodes FIRE CHIEF Chanc Bennett INFORMATION SERVICES DIRECTOR Scott Joyca LIBRARY DIRECTOR SherryKnight MUNICIPAL COURT MANAGER Claudia Quintero COMMUNICATIONS AND MARKETING MANAGER Matt Sanders 63 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. 64 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 65 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 July 30t", the City Council reviewed the preliminary operating and capital budgets. At their City Council meeting on August 1st, the Euless City Council set a date, time, and place for the budget public hearing on August 9t". City Council held that public hearing and adopted the budget on August 22nd. After the budget adoption, the Finance Department prepares a monthly financial report which is presented to the City Council for their review. 66 FY2022-2023 Budget Schedule DATE RESPONSIBILITY ACTION Thursday, June 16, 2022 CCPD Board Hold Public Hearing on CCPD Budget. Adopt FY2023 CCPD Budget. Submit CCPD Budget to City Council. Thursday, June 16, 2022 CC Special called meeting to receive CCPD Budget. Thursday, June 16, 2022 CC, CMO & Department Heads Pre -Budget Work Session Monday, June 27, 2022 CC, CMO & Finance Pre -Budget Work Session Saturday, July 30, 2022 CC, CMO & Finance Budget Work Session Special Called City Council Meeting to set date for Budget Monday, August 1, 2022 CC Public Hearing on August 9, Tax Rate Public Hearing on August 22nd, and Vote to place a Proposal to Adopt a Specific Tax Rate on August 22nd. Monday, August 8, 2022 EDC Board Hold Public Hearing on EDC Budget and Adopt FY2023 EDC Budget. Rg. Schedule Meeting to hold Public Hearing on FY2023 Tuesday, August 9, 2022 CC CCPD, EDC, and City Budget. Approve CCPD FY2023 Budget. Accept Notice & Certification. Rg. Schedule Meeting to hold Public Hearing on Tax Rate & Monday, August 22, 2022 CC Order Election, if necessary. Adopt EDC and City Budget and Tax Rate. Adopt Tax Roll. Ratify Revenue Increase if necessary. Adopt Fee/Rate Changes if necessary. Rg. Schedule Meeting for second reading of Budget, Tax Monday, August 29, 2022 CC Rate, Tax Roll, Ratification of Revenue Increase, and/or Fee/Rate Changes if necessary. 67 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. 68 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. 69 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 an annual comprehensive financial report (ACFR). The ACFR 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 70 ACFR 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. 71 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. 72 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 — 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. 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. 73 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 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. If reserves fall below the minimum level, the Director of Finance and City Manager will propose a plan for the replacement of the reserves. The City Council will review and approve the plan. The City will try to replace the reserves within the minimum amount of time that is practical. 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. 74 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. 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. Rating_— 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: 75 • 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) • Use of bond insurance • Deep discount bonds • Variable rate bonds • Call provisions 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. 76 City of Euless General Fund 77 ACTUAL BUDGET ESTIMATED BUDGET GENERAL FUND SUMMARY FY2020-21 FY2021-22 FY2021-22 FY2022-23 BEGINNING FUND BALANCE $ 18,718,506 $ 19,246,754 $ 19,246,754 $ 21,129,897 REVENUES Property Taxes $ 18,108,408 $ 19,177,531 $ 19,524,226 $ 19,789,934 Gross Receipts Tax $ 4,131,593 $ 3,984,200 $ 4,196,097 $ 4,235,114 General Sales Tax $ 14,829,385 $ 14,412,718 $ 17,820,776 $ 16,748,121 Selective Sales Tax $ 171,687 $ 133,000 $ 193,598 $ 164,558 Fines/Fees/Penalties $ 1,758,754 $ 1,415,500 $ 1,773,497 $ 1,709,788 Licenses & Permits $ 1,426,826 $ 569,800 $ 860,638 $ 557,400 Interest Income $ 62,639 $ 71,838 $ 36,573 $ 38,402 Intergovernmental Revenue $ 431,327 $ 426,350 $ 436,294 $ 436,294 Charges for Service $ 1,558,435 $ 1,909,825 $ 2,138,488 $ 2,012,040 Miscellaneous/Rental Income $ 653,062 $ 633,916 $ 720,659 $ 561,370 Insurance/Risk/Other Financing Sources $ 16,400 $ 5,000 $ 5,000 $ 5,000 Revenues before Transfers $ 43,148,516 $ 42,739,678 $ 47,705,846 $ 46,2587021 Transfers from Other Funds $ 2,246,496 $ 2,641,531 $ 3,372,653 $ 3,505,927 TOTAL REVENUES $ 45,395,012 $ 45,381,209 $ 51,078,499 $ 49,763,948 TOTAL RESOURCES $ 64,113,518 $ 64,627,963 $ 70,325,253 $ 70,893,845 EXPENDITURES Personal Services $ 31,694,024 $ 34,390,422 $ 34,382,586 $ 36,957,139 Professional/Technical Services $ 1,250,341 $ 1,488,177 $ 1,488,177 $ 1,704,903 Contractual Services $ 677,298 $ 701,150 $ 701,150 $ 788,560 Utilities $ 879,902 $ 899,821 $ 899,821 $ 1,020,644 Maintenance $ 874,488 $ 877,250 $ 877,250 $ 969,670 Other Services/Contingencies $ 73,975 $ 125,500 $ 125,500 $ 275,500 Insurance $ 2,183 $ 5,300 $ 5,300 $ 5,300 General & Administrative $ 188,610 $ 318,500 $ 318,500 $ 450,315 Rebates/Incentives $ 1,728,639 $ 1,751,630 $ 1,846,759 $ 1,885,679 Supplies $ 842,108 $ 1,090,500 $ 1,090,500 $ 1,131,999 Capital / One -Time $ 4,310,659 $ 5,187,291 $ 4,516,986 $ 7,095,843 Debt Service/Bank Charges $ 10,078 $ 9,600 $ 9,600 $ 10,800 Expenditures before Transfers $ 42,532,305 $ 46,845,141 $ 46,262,129 $ 52,296,352 Transfers to Other Funds $ 2,334,459 $ 2,933,227 $ 2,933,227 $ 6,287,996 TOTAL EXPENDITURES $ 44,866,764 $ 49,778,368 $ 49,195,356 $ 58,584,348 ENDING FUND BALANCE $ 19,246,754 $ 14,849,595 $ 21,129,897 $ 12,309,497 1 General Emergency and Contingency Fund reflected in the Reserve Fund Summary. The reduction in fund balance for FY2022-23 is a planned drawdown of excess reserves for the purchase of capital equipment and other non -recurring one-time expenditures. 78 General Fund Revenues FY2022-2023 Property Taxes 40% Miscellaneous 2% Transfers Fines & Fees 7% Interest 7% 0% Sales & Uses Taxes 34% Licenses/Permits 1% Franchise Fees 9% Proposed FY22 Budget to General Fund Actual Budget Estimated Budget FY23 Proposed Revenues FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Property Taxes $ 18,082,729 $ 19,162,531 $ 19,514,603 $ 19,774,934 $ 612,403 3% Prior Year Property Taxes $ 25,680 $ 15,000 $ 9,623 $ 15,000 $ - 0% Penalties & Interest $ 84,442 $ 71,400 $ 79,325 $ 80,000 $ 8,600 12% Sales Tax $ 11,781,268 $ 11,530,175 $ 14,269,158 $ 13,308,071 $ 1,777,896 15% Additional Sales Tax $ 3,048,117 $ 2,882,543 $ 3,551,618 $ 3,440,050 $ 557,507 19% Mixed Drink Tax $ 171,687 $ 133,000 $ 193,598 $ 164,558 $ 31,558 24% Electric Franchise $ 1,621,932 $ 1,584,507 $ 1,596,547 $ 1,620,378 $ 35,871 2% Gas Franchise $ 423,674 $ 363,180 $ 525,869 $ 431,092 $ 67,912 19% Telephone Franchise $ 115,516 $ 108,521 $ 98,809 $ 98,809 $ (9,712) (9%) Sanitation Service $ 319,598 $ 316,312 $ 322,721 $ 318,777 $ 2,465 1% Recycling Franchise Fee $ 24,438 $ 25,416 $ 25,570 $ 25,920 $ 504 2% Cable Franchise Fee $ 239,970 $ 200,000 $ 240,317 $ 240,000 $ 40,000 20% W&WW Franchise Tax $ 1,386,465 $ 1,386,264 $ 1,386,264 $ 1,500,138 $ 113,874 8% Other Permits $ 24,913 $ 30,000 $ 27,247 $ 26,330 $ (3,670) (12%) Health Permits $ 86,800 $ 80,000 $ 86,650 $ 86,800 $ 6,800 9% Fire Permits $ 80,516 $ 80,000 $ 76,136 $ 78,766 $ (1,234) (2%) Contractor Regulatory License $ 54,100 $ 60,000 $ 44,700 $ 40,230 $ (19,770) (33%) Minimum Housing $ 125,262 $ 65,000 $ 85,631 $ 65,000 $ - 0% Misc. Permits and Fees $ 52,823 $ 40,300 $ 46,875 $ 45,774 $ 5,474 14% Building Permits $ 1,153,732 $ 300,000 $ 598,295 $ 300,000 $ - 0% Aquatics $ 282,149 $ 243,000 $ 245,000 $ 245,000 $ 2,000 1% Auto Theft Task Force Grant $ 90,033 $ 95,000 $ 95,000 $ 95,000 $ - 0% School Resource Officers $ 341,294 $ 331,350 $ 341,294 $ 341,294 $ 9,944 3% Municipal Court $ 1,670,425 $ 1,342,100 $ 1,689,445 $ 1,626,288 $ 284,188 21% Library Fees $ 12,948 $ 13,000 $ 18,537 $ 14,500 $ 1,500 12% Ambulance Fees $ 904,563 $ 738,000 $ 980,000 $ 900,000 $ 162,000 22% Alarm Revenue $ 107,977 $ 88,325 $ 104,471 $ 106,540 $ 18,215 21 % Jail Revenue $ 88,385 $ 730,000 $ 677,756 $ 650,000 $ (80,000) (11%) Interest Income $ 62,639 $ 71,838 $ 36,573 $ 38,402 $ (33,436) (47%) Miscellaneous $ 112,768 $ 92,712 $ 176,045 $ 89,400 $ (3,312) (4%) Tower Lease $ 554,200 $ 545,204 $ 547,169 $ 475,970 $ (69,234) (13%) Betterment/Contributions $ 17,474 $ 15,000 $ 15,000 $ 15,000 $ - 0% Transfers $ 2,246,496 $ 2,641,531 $ 3,372,653 $ 3,505,927 $ 864,396 33% TOTAL REVENUES $ 45,395,013 $ 45,381,209 $ 51,078,499 $ 49,763,948 $ 4,382,739 10% Use of Reserves $ - $ 4,423,783 $ - $ 8,891,334 $ 4,467,551 101% TOTAL RESOURCES $ 45,395,013 $ 49,804,992 $ 51,078,499 $ 58,655,282 $ 8,850,290 18% 79 General Fund FY2023 Revenue Assumptions Revenue Source Assumptions Property Taxes Projection based on revenues to cover needed expenses. Prior Year Property Taxes Projected to remain flat with FY22 budget based on historic trends. Penalties & Interest Projected increase from FY22 budget based on historic trends. Sales Tax Projected decrease from FY22 estimates due to a one-time payment in FY22 but expect an increase from FY22 budget. Additional Sales Tax Increase based on 25% of projected sales tax revenues without TIRZ allocation. Mixed Drink Tax Projected to increase with economic outlook and historic trend. Electric Franchise Projection for a slight increase based on historic trend and increasing rates. Gas Franchise Projected increase from FY22 budget based on historic trends. Telephone Access Line Fees Projected to remain flat with estimated FY22 revenues. Sanitation Services Franchise Projected increase from FY22 budget based on approved rates. Recycling Franchise Projected increase from FY22 budget based on approved rates. Cable Franchise Projected increase from estimated FY22 budget based on historic trend. Water & Wastewater Franchise Based on 5% of projected gross receipts. Other Permits Projected slight decrease based on historical trend. Health Permits Projected increase based on historic trend and food establishment economic outlook. Fire Permits Projected to decrease based on historic trend. Contractors Regulatory License Projected to decrease from FY22 budget based on historic trend. Minimum Housing Projected to remain flat with FY22 budget. Miscellaneous Permits and Fees Projected to increase slightly from FY22 budget based on historic trend. Building Permits Projected to remain flat with FY22 budget. Police Program Reimbursements Projected to remain flat with FY22 budget. School Police Reimbursements Based on current contract of four patrol officers. Municipal Court Projected to increase from FY22 budget based on recent trend. Library Fees Projected slight increase from FY22 budget based on historic trend. Ambulance Fees Projected an increase from FY22 budget. Alarm Revenue Projected an increase from FY22 estimates. Jail Revenue Based on termination of Federal agreement but continuation of interlocal shared services agreement. Interest Income Projected to increase from FY22 estimates based on market outlook. Miscellaneous Projected slight decrease with FY22 budget. Tower Lease Revenue Based on current lease agreements. Betterment Contributions Projected to remain flat with FY22 budget. Transfers Based on administrative fees charged to utility operations and 1/3 of Euless' portion of the Car Rental Tax. 80 General Fund Multi -Year Analysis REVENUE SOURCE ACTUAL FY2019 ACTUAL FY2020 ACTUAL FY2021 BUDGETED FY2022 ESTIMATED FY2022 PROPOSED FY2023 FY22 Budget to FY23 Proposed % Diff Property Taxes $15,193,545 $17,149,229 $18,192,851 $19,248,931 $19,603,551 $19,869,934 3.23% Franchise Fees $4,438,654 $4,134,434 $4,131,593 $3,984,200 $4,196,097 $4,235,114 6.30% Sales & Use Taxes $13,176,850 $13,599,827 $15,001,072 $14,545,718 $18,014,374 $16,912,679 16.27% Fines & Fees $3,864,095 $2,924,661 $3,066,447 $3,154,425 $3,701,408 $3,542,328 12.30% Licenses & Permits $2,133,421 $1,697,638 $1,578,146 $655,300 $979,335 $642,900 (1.89%) Interest Income $442,141 $263,648 $62,639 $71,838 $36,573 $38,402 (46.54%) Int'gov't./Trans./Misc. $3,966,095 $4,576,495 $3,362,265 $3,720,797 $4,547,161 $4,522,591 21.55% TOTAL REVENUES Revenue $43,214,801 Source $44,345,932 Percentage $45,395,013 General Fund $45,381,209 Revenues $51,078,499 $49,763,948 9.66% Average Property Taxes 35.16% - of 38.67% 40.08% 42.42% 38.38% 39.93% 39.11 % Franchise Fees 10.27% 9.32% 9.10% 8.78% 8.21 % 8.51 % 9.03% Sales & Use Taxes 30.49% 30.67% 33.05% 32.05% 35.27% 33.98% 32.59% Fines & Fees 8.94% 6.60% 6.75% 6.95% 7.25% 7.12% 7.27% Licenses & Permits 4.94% 3.83% 3.48% 1.44% 1.92% 1.29% 2.82% Interest Income 1.02% 0.59% 0.14% 0.16% 0.07% 0.08% 0.34% Int'gov't./Trans./Misc. 9.18% 10.32% 7.40% 8.20% 8.91% 9.09% 8.85% TOTAL 100.00% 100.00% 100.00% 100.00% 100.01 % 100.00% 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. The trend now shows property tax to be the largest source of revenues averaging 39.11 % of the total. Previously, sales and use taxes held the top spot, but have now dropped to the second highest source on average at 32.59% and Franchise fees third at 9.03%. Intergovernmental/Transfers/Misc. make up approximately 8.85% and fines & fees about 7.27% of total revenues with other sources varying from less than 1 % to a little under 3%. 81 PROPERTY TAXES Estimated Revenues FY23 Operating & Maintenance Debt Service Adj. Net Taxable Value Assessed $5,193,568,181 $5,193,568,181 TIF Increment Value $299,126,638 Proposed Tax Rate per $100 Valuation 0.370847 0.089153 Estimated Tax Levy $20,369,494 $4,630,222 TIF Distribution $1,418,765 Est. Percent of Collection (O&M and I&S) 98.00% 100.00% General Fund Collections $18,571,714 Ceiling Revenues $1,203,220 $289,259 Estimated Fund Collections $19,774,935 $4,919,481 Proposed Fund Distribution Rate Percent $ Amount Operating & Maintenance - General Fund 0.370847 80.62% $19,774,935 Interest and Sinking - Debt Service Fund 0.089153 19.38% $4,919,481 TOTAL 0.460000 100.00% $24,694,416 0.500000 0.450000 0.400000 0.350000 O 0.300000 0.250000 O O 0.200000 L d a 0.150000 0.100000 U 0.050000 0.000000 Ten Year Breakdown of Tax Rate Additional Sales Tax Total $ 3,440,050 $ 23,214,985 $ - $ 4,919,481 $ 3,440,050 $ 28,134,466 2014 2015 2016 2017 2018 2019 2020 2021 2022 Proposed 2023 ■ Interest & Sinking ■O eratin & Maintenance Fiscal Operating & Interest & Total Year Maintenance Sinking Tax Rate 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 2020 0.377974 0.084526 0.462500 2021 0.381954 0.080546 0.462500 2022 0.402888 0.072112 0.475000 Proposed 2023 0.370847 0.089153 0.460000 82 General Fund Expenditures Capital / One -Time FY2022-2023 PACS 15% City Admin Public Works 5% 2% Finance 6% 0 Admin Srvc ° 7% Police 30% Non -Depart. 9% Development 1% Fire 22% Proposed FY22 Budget to General Fund Actual Budget Estimated Budget FY23 Proposed Expenditures FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. City Council $ 8,303 $ 26,805 $ 26,805 $ 26,805 $ - 0% City Administration $ 469,304 $ 650,370 $ 650,370 $ 701,861 $ 51,491 8% City Secretary $ 430,903 $ 448,231 $ 448,231 $ 495,231 $ 47,000 10% Communications/Marketing $ 7,052 $ 13,600 $ 13,600 $ 20,600 $ 7,000 51% Total - City Administration $ 915,562 $ 1,139,006 $ 1,139,006 $ 192449497 $ 1059491 9% Finance/Budget $ 156,902 $ 188,517 $ 188,517 $ 310,286 $ 121,769 65% Municipal Court $ 688,753 $ 871,801 $ 850,289 $ 901,598 $ 29,797 3% Accounting $ 367,321 $ 389,451 $ 389,451 $ 435,743 $ 46,292 12% Purchasing $ 100,376 $ 106,730 $ 106,730 $ 116,260 $ 9,530 9% Total - Finance $ 1,313,352 $ 1,556,499 $ 1,534,987 $ 1,763,887 $ 207,388 13% Emergency Management $ 54,715 $ 69,498 $ 69,498 $ 69,832 $ 334 0% Police Code Compliance $ 2,005,970 $ 1,988,215 $ 1,988,215 $ 2,129,547 $ 141,332 7% Police Administration $ 1,173,846 $ 1,218,744 $ 1,218,744 $ 1,308,200 $ 89,456 7% Police Patrol $ 6,458,412 $ 6,780,628 $ 6,780,628 $ 7,293,714 $ 513,086 8% Police CID $ 1,833,845 $ 2,021,748 $ 2,021,748 $ 2,309,489 $ 287,741 14% Police Service $ 2,240,335 $ 2,488,152 $ 2,488,152 $ 2,856,314 $ 368,162 15% Police Detention $ 1,545,717 $ 1,575,856 $ 1,575,856 $ 1,399,693 $ 176,163 11% Total -Police $ 159312,840 $ 16,142,841 $ 16,1429841 $ 17,3669789 $ 1,223,948 8% Fire Marshal/Education $ 579,171 $ 657,949 $ 657,949 $ 685,269 $ 27,320 4% Fire Administration $ 577,630 $ 594,852 $ 594,852 $ 659,160 $ 64,308 11% EMS/Suppression $ 9,459,126 $ 10,594,964 $ 10,594,964 $ 11,420,875 $ 825,911 8% Total -Fire $ 10,615,927 $ 11,847,765 $ 11,847,765 $ 12,765,304 $ 917,539 8% Information Services $ 759,513 $ 865,439 $ 865,439 $ 1,141,520 $ 276,081 32% Human Resources $ 363,838 $ 476,438 $ 476,438 $ 550,071 $ 73,633 15% Facility Maintenance $ 1,073,109 $ 1,102,522 $ 1,102,522 $ 1,229,690 $ 127,168 12% Libra $ 832,553 $ 924,473 $ 924,473 $ 1,002,541 $ 78,068 8% Total - Administrative Services $ 390299013 $ 393689872 $ 393689872 $ 3,9239822 $ 5549950 16% Planning & Development $ 328,270 $ 358,075 $ 379,587 $ 473,185 $ 115,110 32% Inspection Services $ 280,152 $ 417,283 $ 417,283 $ 463,924 $ 46,641 11% Total -Development $ 608,422 $ 775,358 $ 796,870 $ 937,109 $ 161,751 21% Recreation $ 593,446 $ 718,119 $ 718,119 $ 757,255 $ 39,136 5% Parks $ 1,360,067 $ 1,565,462 $ 1,565,462 $ 1,726,888 $ 161,426 10% Aquatics $ 98,671 $ 156,025 $ 156,025 $ 156,025 $ - 0% Senior Center $ 166,312 $ 262,206 $ 262,206 $ 273,610 $ 11,404 4% Recreation Admin. $ 69,372 $ 82,189 $ 82,189 $ 90,777 $ 8,588 10% Total -Parks & Comm Srvcs $ 29287,868 $ 297849001 $ 297849001 $ 390049555 $ 2209554 8% Street Maintenance $ 1,352,285 $ 2,842,776 $ 2,842,776 $ 3,007,802 $ 165,026 6% Animal Control $ 314,655 $ 339,997 $ 339,997 $ 418,390 $ 78,393 23% City Engineer $ 71,131 $ 89,529 $ 89,529 $ 94,395 $ 4,866 5% Total - Public Works $ 1,738,071 $ 3,272,302 $ 3,272,302 $ 3,520,587 $ 248,285 8% Legal Services $ 153,723 $ 175,000 $ 175,000 $ 200,000 $ 25,000 14% Non -Departmental $ 5,744,982 $ 4,288,341 $ 4,383,470 $ 4,951,864 $ 663,523 15% Betterment $ - $ 4,600 $ 4,600 $ 14,600 $ 10,000 217% Total - Non -Depart. $ 5,898,705 $ 49467,941 $ 4,5639070 $ 5,1669464 $ 6989523 16% Total Operating Expenses $ 41,719,760 $ 45,354,585 $ 45,449,714 $ 49,693,014 $ 4,338,429 10% Capital / One -Time $ 3,147,039 $ 4,423,783 $ 4,423,783 $ 8,891,334 $ 4,467,551 101% Total Expenses $ 44,866,799 $ 49,778,368 $ 49,873,497 $ 58,584,348 $ 8,805,980 18% 83 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 FY2021-22: • Maintained a solid financial position during high inflationary times. • Participated in events and activities for the community, many in conjunction with our neighboring cities and school district as well as local non-profit agencies. • Maintained electronic document repository and managed the coordination and electronic document conversion of the City's building plans (Phase 2 of 3). • Managed updates to the City's Code of Ordinance including the transition to a new web portal. • Planned and coordinated the annual Board and Commission recognition dinner. • Conducted general election. Objectives for FY2022-23: • 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 97.9% • 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. • Manage transition to Public Information Act tracking software and continue to process requests in accordance with statutes. • Continue with electronic records conversion for remaining building plans (Phase 3 of 3). • Coordinate and manage the design of the City's 70th Anniversary logo. • Conduct general election. • Monitor 2023 Legislative session for legislation that impacts open meetings, Public Information Act requests, and Elections. Issues / Trends: • Current economic condition and threats of a recession. • Impact of 88th Texas Legislative Session. Budget Appropriation 's Office ommunications / Marketing 0.0% City Council 0.0% 1.2% 84 City Administration Expenditures by Division: Proposed FY22 Budget to General Fund Actual Budget Estimated Budget FY23 Proposed Expenditures FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. City Council $ 8,303 $ 26,805 $ 26,805 $ 26,805 $ - 0% City Administration $ 469,304 $ 650,370 $ 650,370 $ 701,861 $ 51,491 8% City Secretary $ 430,903 $ 448,231 $ 448,231 $ 495,231 $ 47,000 10% Communications/Marketing $ 7,052 $ 13,600 $ 13,600 $ 20,600 $ 7,000 51% Total - City Administration $ 915,562 $ 1,139,006 $ 1,139,006 $ 1,244,497 $ 105,491 9% 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 efforts. Full -Time Personnel by Division: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted City Administration 3.00 3.50 3.50 3.50 City Secretary 3.50 3.50 3.50 3.50 Total City Administration 6.50 7.00 7.00 7.00 Services Levels: 1 Maintain G.O. and W&W/W Revenue Bond Ratings at or above Aa2/AA (AA+) Property Tax Base N 6,500 c 6,000 5,500 5,000 5,164 4,500 FY2021 6,002 Ad&- FY2022 FY2023 62,000 60,000 58,000 56,000 57,550 54,000 FY2021 Population 61,480 58,260 FY2022 FY2023 85 Finance Department Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: To provide accurate and timely financial data to management, council, and stakeholders to facilitate the decision -making process and regulatory compliance. Accomplishments FY2021-22: • 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 tax notes for fire station design and construction. • 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 one online auction for proper disposal of assets. • Continued implementation of document imaging and workflow process project. • Purchased lease/debt software tool to aid in Governmental Standards Accounting Board Statement 87. Objectives for FY2022-23: • Receive Distinguished Budget Award and Certificate of Achievement for Excellence in Financial Reporting from G FOA. • Monitor market conditions and determine feasibility of potential debt refunding or debt issuance. General Fund 98.5% • 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 and professional development opportunities for staff. • Assist City in detailing the long-range financing of Capital Improvement Projects. • Continue to document and report necessary data for American Rescue Plan Act (ARPA) expenses. Issues / Trends: • Closely monitor and report City compliance with ARPA. • 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. • Monitor and adjust to economic conditions including inflation and possible recession. • Monitor 2023 Texas legislative session for changes. Budget Appropriation Accounting purchasing 0.2 % Budget 0.5% 86 Finance Department Expenditures by Division: Proposed FY22 Budget to General Fund Actual Budget Estimated Budget FY23 Proposed Expenditures FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Finance/Budget $ 156,902 $ 188,517 $ 188,517 $ 310,286 $ 121,769 65% Accounting $ 367,321 $ 389,451 $ 389,451 $ 435,743 $ 46,292 12% Purchasinq $ 100,376 $ 106,730 $ 106,730 $ 116,260 $ 9,530 9% Total - Finance $ 624,599 $ 684,698 $ 684,698 $ 862,289 $ 177,591 26% 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: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted Finance / Budget 1.50 1.50 1.50 2.50 Accounting 3.50 3.50 3.50 3.50 Purchasing 1.00 1.00 1.00 1.00 Total Finance 6.00 6.00 6.00 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 87 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 FY2021-22: • Purchased new court case management software. • Purchased new audio/visual equipment and digital recording software for court room. General Fund 98% Objectives for FY2022-23: • Implement new court case management software as quickly and efficiently as possible and provide proper training while maintaining our daily operations. • Install and train on new court room AV system and recording software. • Continue to provide support, guidance and training to clerks Issues / Trends: • Monitor legislation pertaining in Municipal Court. • Implement changes and procedures set by the Municipal Court Judge. Budget Appropriation Municipal Court 2% 88 Municipal Court Expenditures by Division: Proposed FY22 Budget to General Fund Actual Budget Estimated Budget FY23 Proposed Expenditures FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Municipal Court $ 688,753 $ 871,801 $ 850,289 $ 901,598 $ 29,797 3% Total - Finance $ 688,753 $ 871,801 $ 850,289 $ 901,598 $ 29,797 3% 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: Municipal Court Total Finance Services Levels: 18,000 17,000 16,000 15,000 14,000 15,400 13,000 12,000 FY2020 Cases Filed FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted 24 FY2021 FY2022 7.75 7.75 8.25 8.25 7.75 8.25 8.25 7.75 Warrants Issued 10,000 8,000 6,000 4 000 8,942 IP 6,412 6 879 2,000 FY2020 FY2021 FY2022 89 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 FY2021-22: • Continued partnership with Grapevine Colleyville ISD. Staff serves on their Safety and Security Committee. • Continued Police Department Training and Advisory committee and conducted quarterly meetings. • Coordinated with Tarrant County Public Health to provide two mobile vaccine clinics; one for employees and one for the public. • Promoted four Lieutenants to Captain. • Lieutenant graduated from the Institute for Law Enforcement Administration School of Executive Leadership. • Promoted two Public Service Officers to Lead in the Jail. General Fund 70.4% • Promoted Code Inspector II to Code Services Supervisor. • Assisted HEB-ISD and GCISD with active shooter drills and safety and security assessments for all Euless campuses. Objectives for FY2022-23: • Maintain citizens' trust and confidence in their police department by maintaining a high degree of integrity and professionalism among all police employees. • 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. • Focus on recruiting new Police Officers to the City of Euless. Issues / Trends: • Cost of Equipment • Manpower Shortages • Video Management (data transfer and storage) • Supply Chain Shortages Budget Appropriation 90 3.6% CID 3.9% Service 4.9% Detention 2.4% Emergency e Management 0.1% Police Department Expenditures by Division: General Fund Expenditures Actual FY 21 Budget FY 22 Estimated FY 22 Proposed Budget FY 23 FY22 Budget to FY23 Proposed $ Diff % Diff. Emergency Management $ 54,715 $ 69,498 $ 69,498 $ 69,832 $ 334 0% Police Code Compliance $ 2,005,970 $ 1,988,215 $ 1,988,215 $ 2,129,547 $ 141,332 7% Police Administration $ 1,173,846 $ 1,218,744 $ 1,218,744 $ 1,308,200 $ 89,456 7% Police Patrol $ 6,458,412 $ 6,780,628 $ 6,780,628 $ 7,293,714 $ 513,086 8% Police CID $ 1,833,845 $ 2,021,748 $ 2,021,748 $ 2,309,489 $ 287,741 14% Police Service $ 2,240,335 $ 2,488,152 $ 2,488,152 $ 2,856,314 $ 368,162 15% Police Detention $ 1,545,717 $ 1,575,856 $ 1,575,856 $ 1,399,693 $ 176,163 11 Total -Police $15,312,840 $ 16,142,841 $ 16,142,841 $17,366,789 $ 1,223,948 8% 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 a safe, secure and sanitary environment for persons being held in the detention facility. Personnel by Division: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted Code Compliance 16.00 16.00 16.00 16.00 Police Administration 7.00 7.00 7.00 7.00 Police Patrol 49.00 49.00 49.00 48.00 Police CID 14.00 14.00 14.00 16.00 Police Service 21.00 21.00 21.00 22.50 Police Detention 17.00 17.00 17.00 13.50 Total Police Department 124.00 124.00 124.00 123.00 Services Levels: Police Department Activity 2020* 2021 2022 Citizen Requests for Police Service 21,026 19,094 19,340 Officer Initiated Activity 43,073 39,679 43,482 Officer Initiated Traffic Stops 15,825 13,019 18,127 Officer Assigned as back-up 19,637 20,783 21,507 911 Calls Received 29,391 30,376 29,476 Non 911 Calls Received 72,520 75,788 75,331 Violations Investigated by Code Officers 1 7,050 1 6,129 1 6,601 * COVID-19 directly affected numbers for calls and traffic stops. a 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. — Temporary location @ 501 W Harwood Road 24/7 Fire Station 2 Fire Station 3 1515 Westpark Way 202 S Main St. 24/7 24/7 Mission: To exceed the expectations of Euless citizens and visitors by providing professional and knowledgeable response to emergency calls and protecting our community through life safety and community support services. Accomplishments FY2021-22: • Completed over 3,500 hrs. of Emergency Medical Service training. • Participated in over 250 hrs. of joint training with Northeast Fire Department Association (NEFDA). • Completed 6,000 hrs. of company training. • Conducted 800 hrs. of live fire training. • Hired, trained, and equipped 6 new firefighters. • Switched to Lexipol Standard Operating Procedure management. • Participants in Federal, State & Local USAR teams. • Continued construction of station #1. • Ordered a Fire truck, ambulance, and squad. • Began planning for construction of station #2. • Implemented a new class B duty uniform. • Active in multiple regional Council of Government working groups. • Coordinated NEFDA Swift Water Rescue Program. • Active in Regional Response Preparedness. • Completed 3040 inspections and corrected 5104 violations. • Conducted 45 fire investigations. • Reviewed 222 sets of plans noting 1010 items that did not meet code. • Issued 342 construction and operational permits. • Participated in 99 public education/outreach events with a total attendance of 20,687 people. • Logged 310 hours of fire prevention training. • Updated numerous processes to paperless/electronic. • Adopted the 2021 International Fire Code (IFC). • Established a new Fire Watch form to issue when fire sprinkler or fire alarm systems are non -operational. • Started using a new fire protection compliance engine to help track deficiencies throughout the city to receive a quicker/ more reliable compliance on repairs of the fire sprinkler and fire alarm system. Objectives for FY2022-23: • Evaluate expanding the part-time fire inspector program to assist with increased demands. • Look for methods and processes to reduce expenditures when possible while maintaining high level of services. • Staff Squad 55 at 95% or more if possible. • Maintain response times less than 6 minutes for 100% of emergency calls. • Continue officer development and succession planning. • Continue to upgrade technology in reporting systems, paperless check -offs, scheduling, inspections, and pre - fire plans. • Order and place in service a new ambulance and Quint fire truck. • Complete construction of and move into new station #1. • Begin construction of new station #2. • Continue to monitor emergency deployment model and adjust as needed for new construction and development. • Stay involved in community activities and public safety education. • Complete transition to more electronic based plan review and data storage. • Maintain ISO #1 Public Protection Classification. • Maintain emphasis on joint training with police department on active threat related incidents. • Maintain/Improve working relationship with Police Department through mutual training programs. • Continued emphasis on cancer reduction and overall improved health and safety in the department. • Complete 100% of annual fire inspections by Fire Marshal Office (FMO) personnel. • Educate all FMO members on the 2021 IFC and the amendments adopted. • Continue to use the part-time fire inspector program to assist with the increased demands of the FMO. • Implemented a 48/96 shift schedule. Issues / Trends: • Prepare for growth/development/changing needs 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 and a partnership with our Medical Control Physician. • Increased training demands due to the required certifications, for personnel and regional involvement, in NEFDA and Tarrant County. • Remain flexible and creative in managing future epidemiological challenges. • Continued increased demands on the FMO due to development and public education related areas. • Continue to hire high quality personnel despite current nationwide paramedic shortage. • Continue to maintain equipment for longer periods of time due to supply chain issues. 92 Fire Department Budget Appropriation General Fund 76% Expenditures by Division: EMS / Suppression 21% e Marshal / Education tion 2% 1% Proposed FY22 Budget to General Fund Actual Budget Estimated Budget FY23 Proposed Expenditures FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Fire Marshal/Education $ 579,171 $ 657,949 $ 657,949 $ 685,269 $ 27,320 4% Fire Administration $ 577,630 $ 594,852 $ 594,852 $ 659,160 $ 64,308 11% EMS/Suppression $ 9,459,126 $ 10,594,964 $ 10,594,964 $11,420,875 $ 825,911 8% Total -Fire $10,615,927 $ 11,847,765 $ 11,847,765 $12,765,304 $ 917,539 8% 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: Fire Marshal / Education Fire Administration EMS / Suppression Total Fire Department Services Levels: Emergency Calls ■ In -City ■ Mutual Aid FY 20/21 FY 21/22 FY 21122 FY 22/23 Actual Budgeted Estimated Budgeted 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 67.00 70.00 70.00 70.00 75.00 78.00 78.00 78.00 Fire Marshal Activities 270 0 Fire / Bldg. Plans Received 340 270 371 im 282 66 ■ DRC/Construction 5,899 6,122 2,951 Meetings 4,891 2,006 ■ Inspections FY2020 FY2021 FY2022 FY2020 FY2021 FY2022 93 Administrative Services Department Locations & Hours of Operation: Information Services 201 N Ector Dr. Mon -Fri, 8 a.m. — 7 p.m. On -call 24/7 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 201 N Ector Dr. Mon-Tues, 9 a.m. — 6 p.m.; Wed-Thurs, 9a.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 FY2021-22: • Increased access and functionality for field workers using GIS technologies and mobile devices. • Completed the network and technology implementation for newly constructed Fire Station #1. • Created electronic posting board system for public notices. • Created building assets depreciation schedule. • Completed multiple ADA projects throughout the City. • Hired/Onboarded 41 full-time, 79 part-time and 60 seasonal (PACS) employees during the fiscal year. • Began a comprehensive review of all department structures and job descriptions. 20+ job descriptions have been reviewed, edited and approved by Human Resources and various Department Heads. 20+ are in the final stage of approval, and the balance (approximately 100), are in the initial stages of review. • Reviewed and updated the City Civil Service Provisions. • Completed a comprehensive market wage survey and made market adjustments as departments and City Management deemed necessary. • Completed construction of new Fire Station #1. • Began needs assessment for a new Fire Station #2. • Began needs assessment for the Police & Courts building. • Completed roof condition assessment for budget needs. • Began planning for remodel of the Texas Star Golf Course pro shop. • Began providing English as a Second Language classes at the library in partnership with Fort Worth ISD Adult Education. General Fund 93% • Developed the library's Create Space for hands-on creative experiences. • Migrated to a new Integrated Library System (ILS) software package which provides more features for library patrons and staff at a lower annual cost. Objectives for FY2022-23: • Implement Cityworks as a technology platform for permit tracking, asset management, and services requests. • Extend new fiber optic network to additional City facilities. • Implement electronic time management platform in select departments. • Complete the ongoingjob description/department structure review project. • Complete a comprehensive market wage survey, targeting an expanded market inclusive of the City's usual comparison cities as well as the expanded DFW metroplex. • Publish an RFP for medical, pharmacy, dental and vision to review benefit offerings in the current market. • Continue to review and update all City policies, deleting duplications and updating policies as needed, with the intent to publish a new policy book by the end of FY24. • Begin construction of new Fire Station #2. • Complete construction documents for remodel of the Police & Courts building. • Reconstruct the front building entrance into City Hall. • Repaint exterior of the RediMix headquarters building. • Complete Heating -Ventilation -Air Condition (HVAC) assessment for all facilities. • Expand the library's classes and events offered regularly to include computer classes, citizenship classes, and additional children's classes as demand warrants. • Focus on staff training and development to ensure a consistent, high level of library customer service. Issues / Trends: • Continued cyber-attacks, phishing attempts, and social engineering. • Increased demand for process improvement and automation. • Budgeting for future repairs to increasingly complicated automation systems and building systems. • Increased cost of parts and materials. • Social issues outside of the library's control, such as an increase in homelessness, are impacting library services. Appropriation Library 2% 94 Information Services 2% Administrative Services Department naitures ay uivision: Proposed FY22 Budget to General Fund Actual Budget Estimated Budget FY23 Proposed Expenditures FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Information Services $ 759,513 $ 865,439 $ 865,439 $ 1,141,520 $ 276,081 32% Human Resources $ 363,838 $ 476,438 $ 476,438 $ 550,071 $ 73,633 15% Facility Maintenance $ 1,073,109 $ 1,102,522 $ 1,102,522 $ 1,229,690 $ 127,168 12% Libra $ 832,553 $ 924,473 $ 924,473 $ 1,002,541 $ 78,068 8% Total -Administrative Services $ 3,029,013 $ 3,368,872 $ 3,368,872 $ 3,923,822 $ 554,950 16% 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, onboarding, compensation, position classification, benefit administration, policy and procedure development and interpretation, safety and risk management, leave and transition administration, employment law and regulatory compliance, and employee engagement. Ensures compliance with mandates established by the City of Euless, State of Texas, and United States governments. 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: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted 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: Library Holdings 8s 86 3 O t H 84 82 85.0 80 81.6 78 FY2020 FY2021 350 0 300 0 14L 250 ~ 200 87.4 150 100 50 FY2022 Library Items Circulated FY2020 FY2021 5 FY2022 95 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 FY2021-22: • Reviewed, inspected and approved 165 Certificates of Occupancy for new businesses and businesses changing a portion of their operation, 29 more than the last fiscal year. The Certificate of Occupancy is the bellwether of an active business environment. • Issued fifty-three new single-family residential permits. The demand for new single- family housing remains strong, although availability of new lots is waning. New families are moving to the City of Euless and creating lasting investment in their families through the purchase of real estate. General Fund 98.4% • Reviewed and issued 2148 permits of all types including commercial and residential mechanical, electrical and plumbing permits. • Permitted $5.1 Million in new commercial valuation. • The Planning and Zoning Commission heard 44 cases within the fiscal year. Cases plats, planned development zoning changes, specific use permits and site plans. • The Zoning Board of Adjustments heard 2 cases within the fiscal year as request for variances. Objectives for FY2022-23: • Implement new software to improve efficiency and customer service to citizens, builders, and employees. • Continue to be a well -trained department by taking advantage of ways to increase our knowledge base. • Continue with our measurable metrics of production. Issues / Trends: • Understand the changing trend for housing as the city moves to a redevelopment cycle. • Provide greater customer service by using technology in a more accurate way. Budget Appropriation section Services 0.8% Planning & Development 0.8% Planning & Development Department Expenditures by Division: Proposed FY22 Budget to General Fund Actual Budget Estimated Budget FY23 Proposed Expenditures FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Planning & Development $ 328,270 $ 358,075 $ 379,587 $ 473,185 $ 115,110 32% Inspection Services $ 280,152 $ 417,283 $ 417,283 $ 463,924 $ 46,641 11 % Total -Development $ 608,422 $ 775,358 $ 796,870 $ 937,109 $ 161,751 21% Division Services: Planning & Development — To guide the growth and redevelopment of the City, in a well -planned and sustainable manner, thereby 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: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted Planning & Development 2.50 2.50 2.50 3.50 Inspection Services 4.00 4.00 4.00 4.00 Total Planning & Development 6.50 6.50 6.50 7.50 Services Levels: New Commerical Permits Inspections Issued 8,000 15 6,000 10 4,000 6,178 6,787 6,790 5 111111111111111111111111b7 2,000 FY2020 FY2021 FY2022 FY2020 FY2021 FY2022 97 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. Not currently available for rent Post-COVID: Available for rent, Fri -Sun, 9 a.m. —11 p.m Euless Family Life Center 300 W Midway Dr. Mon-Thurs, 5:30 a.m. — 8 p.m.; Fri, 5:30 a.m. — 7 p.m.; Sat, 8 a.m. — 5 p.m.; Sun, 1 p.m.— S p.m. Senior Center Mon -Wed & Fri, 6:30 a.m. — 4 p.m.; Thurs, 6:30 a.m. — 8 p.m. Natatorium Mon-Thurs 8 a.m. — 8 p.m.; Fri 8 a.m. — 5 p.m.; Sat, 10 a.m. — 2 p.m. Aquatics Center Seasonal Hours Splash Island 600 S Main St. Seasonal Hours General Fund 94.9% 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. Accomplishments FY2021-22: • Increased class and program offerings. • Updated park amenities in various parks. • Increased staff levels. Objectives for FY2022-23: • Objectively compare part-time wages and adjust accordingly. • Increase class offerings. • Continue to upgrade aging park amenities. Issues / Trends: • Hiring skilled full and part-time labor force. Budget Appropriation Aquatics A enior Center 0.5% Recreation Admin. 0.2% Jr.-ecreation 1.3% 98 Parks & Community Services Department Expenditures by Division: General Fund Expenditures Actual FY 21 Budget FY 22 Estimated FY 22 Proposed Budget FY 23 FY22 Budget to FY23 Proposed $ Diff % Diff. Recreation $ 593,446 $ 718,119 $ 718,119 $ 757,255 $ 39,136 5% Parks $ 1,360,067 $ 1,565,462 $ 1,565,462 $ 1,726,888 $ 161,426 10% Aquatics $ 98,671 $ 156,025 $ 156,025 $ 156,025 $ - 0% Senior Center $ 166,312 $ 262,206 $ 262,206 $ 273,610 $ 11,404 4% Recreation Admin. $ 69,372 $ 82,189 $ 82,189 $ 90,777 $ 8,588 10% Total -Parks & Comm Srvcs $ 2,287,868 $ 2,784,001 $ 2,784,001 $ 3,004,555 $ 220,554 8% 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: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted Recreation 5.50 5.50 5.50 5.50 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 19.50 19.50 19.50 19.50 Services Levels: Aquatics Attendance Senior Center Attendance ■ Aquatics Center ■ Natatorium 35 000 60,000 30,000 50,000 r 5,682l 25,000 40,000 20,000 30,000 46,652 15,000 31,138 20,000 35,932 10,000 10,000 L 5,000 9,955 0 FY2020 FY2021 FY2022 0 FY2020 FY2021 FY2022 99 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 1S17 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 FY2021-22: • Installed Al preemption system in all City traffic cabinets. • Successfully completed pavement assessment with IMS (Infrastructure Management Services) to obtain City-wide pavement condition score. General Fund 93.4% • Asphalt mill and overlay completed on Whitener, Clebud, Rosemary, Signet, Delta, Oak, S. Mills, Simmons, Westpark Ct, Stanley and Tarrant. • Streets were surface treated on Bluegrass, Christopher, Hillcrest, Live Oak, Jones, Meadowview, and Almond. • Animal Control upgraded their vehicles with laptops and mounts. • Animal Control responded to over 1600 calls. • One of our staff became State Certified Cruelty Investigator. Objectives for FY2022-23: • Use completed IMS survey / inventory of all of City streets for annual street maintenance and projects. • Animal Control converted our shelter attendant from part-time to full-time. • Continue with staff and GAP volunteers support to provide a quality service from the City's animal shelter. • Design and install the Opticom Light Signal Project. • Implement flashing yellow arrows. • Implement City Works work order system. Issues / Trends: • Animal Control received 112 more dogs this year (420) than the year prior (308). • Material costs for asphalt, concrete and steel as well as labor costs continue to rise. Budget Appropriation Animal Control 0.7 % Engineering 0.2% 100 Public Works Department Expenditures by Division: Proposed FY22 Budget to General Fund Actual Budget Estimated Budget FY23 Proposed Expenditures FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Street Maintenance $ 1,352,285 $ 2,842,776 $ 2,842,776 $ 3,007,802 $ 165,026 6% Animal Control $ 314,655 $ 339,997 $ 339,997 $ 418,390 $ 78,393 23% City Engineer $ 71,131 $ 89,529 $ 89,529 $ 94,395 $ 4,866 5% Total - Public Works $ 1,738,071 $ 3,272,302 $ 3,272,302 $ 3,520,587 $ 248,285 8% Division Services: Street Maintenance — Maintains safe driving conditions and prolongs 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 reviews 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: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted Street Maintenance 11.50 11.50 11.50 13.50 Animal Control 3.00 3.00 3.00 4.00 City Engineer 1.00 1.00 1.00 1.00 Total Public Works 15.50 15.50 15.50 18.50 Services Levels: 0 ADA TSA Infrastructure Plan Monitored 11 FY2022 Street Overlay Completed leted 101 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 FY2021-22: • Provided funding for continued redevelopment, lump sum payments, equipment replacements, pavement assessment, community development programs, facility assessments and improvements, miscellaneous equipment, and one-time purchases. General Fund 76.0% Objectives for FY2022-23: • Provide funding for continued equipment replacements, Fire Station #2 design and construction, city-wide fiber optic project, city-wide traffic signal upgrades, lump sum payments, computer software for various departments, miscellaneous equipment, and one-time purchases. Issues / Trends: • Balancing rising cost of infrastructure and equipment purchases with available funds. Budget Appropriation Canital Legal Fees 0.3% terment 0.0% 102 Non -Departmental Expenditures by Division: Proposed FY22 Budget to General Fund Actual Budget Estimated Budget FY23 Proposed Expenditures FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Legal Services $ 153,723 $ 175,000 $ 175,000 $ 200,000 $ 25,000 14% Non -Departmental $ 5,744,982 $ 4,288,341 $ 4,383,470 $ 4,951,864 $ 663,523 15% Betterment $ - $ 4,600 $ 4,600 $ 14,600 $ 10,000 217% Total - Non -Depart. $ 5,898,705 $ 4,467,941 $ 4,563,070 $ 5,166,464 $ 698,523 16% Capital / One -Time $ 3,147,039 $ 4,423,783 $ 3,745,642 $ 8,891,334 $ 4,467,551 101 % 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: None Assigned Services Levels: Property Tax Base 6,200 , 0 6,000 5,800 5,600 5,400 02 5,200 5,000 5,307 4,800 ,164 4,600 FY2021 FY2022 FY2023 City Utility Consumption 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 2019 2020 2021 ■ Electric Thousand kWh ■ Gas CCF ■ Water Thousand Gallons 103 T H EEC I T Y O F E64JLESS 104 City of Euless Enterprise Funds 105 ACTUAL BUDGET ESTIMATED BUDGET ENTERPRISE FUND SUMMARY FY2020-21 FY2021-22 FY2021-22 FY2022-23 BEGINNING FUND BALANCE $ 10,817,122 $ 12,492,542 $ 12,492,542 $ 11,492,085 REVENUES Property Tax $ $ $ $ - Gross Receipts Tax $ $ $ $ - General Sales Tax $ $ $ $ - Selective Sales Tax $ $ $ $ - Fines/Fees/Penalties $ 93,099 $ 237,500 $ 238,051 $ 238,000 License & Permits $ - $ - $ - $ - Interest Income $ 15,445 $ 25,216 $ 22,619 $ 17,238 Intergovernmental Revenue $ - $ - $ - $ - Charges for Service $ 33,622,978 $ 33,801,019 $ 33,452,488 $ 35,992,448 Miscellaneous/Rental Income $ 94,992 $ 233,153 $ 237,782 $ (36,991) Other Financing Sources $ - $ - $ - $ ' Revenues before Transfers $ 33,826,514 $ 34,296,888 $ 33,950,940 $ 36,210,695 Transfer from other Funds $ 1,806,155 $ 2,902,685 $ 2,902,685 $ 2,658,891 TOTAL REVENUES $ 35,632,669 $ 37,199,573 $ 36,853,625 $ 38,869,586 TOTAL RESOURCES $ 46,449,791 $ 49,692,115 $ 49,346,167 $ 50,361,671 EXPENDITURES Personal Services $ 8,401,203 $ 9,473,303 $ 9,473,303 $ 10,029,149 Professional/Technical Services $ 2,198,593 $ 2,515,829 $ 2,190,793 $ 2,566,847 Contractual Services $ 369,147 $ 408,815 $ 408,815 $ 462,065 Utilities $ 14,287,301 $ 14,612,474 $ 14,612,474 $ 15,969,203 Maintenance $ 635,459 $ 522,990 $ 522,990 $ 554,335 Other Services/Contingencies $ 58,618 $ 92,500 $ 92,500 $ 125,500 Insurance $ 21,050 $ 44,000 $ 44,000 $ 74,500 General & Administrative $ 78,683 $ 213,825 $ 213,825 $ 136,820 Rebates/Incentives $ - $ - $ - $ - Supplies $ 1,531,137 $ 1,774,288 $ 1,774,288 $ 1,722,845 Capital / One -Time $ 94,505 $ 364,044 $ 195,100 $ 520,462 Debt Service/Bank Charges $ 10,078 $ 9,600 $ 9,600 $ 10,800 Expenditures before Transfers $ 27,685,774 $ 30,031,668 $ 29,537,688 $ 32,172,526 Transfers to Other Funds $ 6,271,475 $ 8,316,394 $ 8,316,394 $ 7,113,747 TOTAL EXPENDITURES $ 33,957,249 $ 38,348,062 $ 37,854,082 $ 39,286,273 ENDING FUND BALANCE $ 12,492,542 $ 11,344,053 $ 11,492,085 $ 11,075,398 * Total expenditures and ending fund balance adjusted for $673 invoice for cost of goods sold. 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. FY2022-23 includes a planned reduction in fund balance for the use of excess reserves for one-time needs. 106 Water & Wastewater Revenues FY2022-2023 Other (1) Recycling 2% Sanitation 1% 1% Water 56% Wastewater 36% Allf Penalties Reclaimed Water 1% 3% 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 2% of total revenues and is an aggregate of several revenue sources as indicated in the table below. Proposed FY22 Budget to Water & Wastewater Actual Budget Estimated Budget FY23 Proposed Revenues FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Interest Income(l) $ 14,991 $ 20,000 $ 20,000 $ 14,226 $ (5,774) (29%) Sanitation $ 260,365 $ 250,000 $ 250,000 $ 250,000 $ - 0% Water Service $ 15,217,265 $ 15,228,659 $ 15,228,659 $ 16,729,757 $ 1,501,098 10% Wastewater Service $ 10,372,836 $ 10,176,428 $ 10,176,428 $ 10,880,226 $ 703,798 7% Reclaimed Water Service $ 696,759 $ 824,282 $ 824,282 $ 883,125 $ 58,843 7% New Meters(l) $ 44,436 $ 30,000 $ 20,892 $ 15,000 $ (15,000) (50%) Reconnect Fees(1) $ 148,690 $ 135,000 $ 135,000 $ 135,000 $ - 0% Inspection Fees(1) $ 231,534 $ 150,000 $ 150,000 $ 150,000 $ - 0% Miscellaneous(l) $ 398,986 $ 171,484 $ 171,484 $ 171,484 $ - 0% Penalties $ 90,621 $ 230,000 $ 230,000 $ 230,000 $ - 0% Initiations/Transfer Fees(1) $ 30,090 $ 30,000 $ 30,000 $ 30,000 $ - 0% Recycling Fees $ 464,970 $ 479,429 $ 479,429 $ 513,950 $ 34,521 7% Use of Rate Stabilization $ 269,396 $ 287,523 $ 287,523 $ 479,205 $ 191,682 67% Rate Stabilization Rebate $ (269,396) $ (287,523) $ (287,523) $ (479,205) $ (191,682) 67% TOTAL REVENUES $ 27,971,543 $ 27,725,282 $ 27,716,174 $ 30,002,768 $ 2,277,486 8% Use of Reserves $ - $ 1,906,343 $ 1,568,197 $ 365,022 $ (1,541,321) (81%) TOTAL RESOURCES $ 27,971,543 $ 29,631,625 $ 29,284,371 $ 30,367,790 $ 736,165 2% 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" 107 Water & Wastewater Fund FY23 Revenue Assumptions Revenue Source Assumptions Interest Income Projected to decrease based on market outlook and investable balances. Sanitation Services Projected to remain flat with FY22 budget. Water Service Consumption is estimated to increase slightly with FY22 year- end projections based on expected growth. Volume rates increased by 560 per 1,000 gallons and the residential base rates increased b $1 or 7.8% for FY22. Wastewater Service Anticipated treatment volume is estimated remain flat with FY22 budgeted volume. Volume rates increased by 190 per 1,000 gallons and base rates increased b $1 for FY22. Reclaimed Water Service Consumption is relatively flat with that of the prior fiscal year's estimates. Rates per tier are based on 85% of the potable water rate per tier. Sale of New Meters Projected to decline 50% from the FY22 budget. Reconnect Fees Projected to remain flat with FY22 budget. Inspection Fees Projected to remain flat with FY22 budget. Miscellaneous Projected to remain flat with FY22 budget. Penalties Projected to remain flat with FY22 budget. Initiation & Transfer Fees Projected to remain flat with FY22 budget. Recycling Fees Increase anticipated from growth in customer base as compared with prior year estimates and scheduled rate increase. 108 Water & Wastewater Expenditures FY2022-2023 Non -Depart. 34% Capital / One -Time 1% GIS 3% Finance 2% Public Works Wastewater Treatment 2% 18% Water Distribution 5% Water Production 35% 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 FY22 Budget to Water & Wastewater Actual Budget Estimated Budget FY23 Proposed Expenditures FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Water Office $ 485,074 $ 497,745 $ 497,745 $ 537,134 $ 39,389 8% Total -Finance $ 485,074 $ 497,745 $ 497,745 $ 537,134 $ 39,389 8% City Engineer $ 318,606 $ 367,117 $ 367,117 $ 381,210 $ 14,093 4% Water Production $ 8,909,436 $ 9,444,589 $ 9,444,589 $ 10,663,831 $ 1,219,242 13% Water Distribution $ 1,313,616 $ 1,552,298 $ 1,552,298 $ 1,644,214 $ 91,916 6% Wastewater Treatment $ 5,377,053 $ 5,239,127 $ 5,239,127 $ 5,537,415 $ 298,288 6% Meter Services $ 68,616 $ 72,695 $ 72,695 $ 69,331 $ 3,364 5% Total -Public Works $ 15,987,327 $ 16,675,826 $ 16,675,826 $ 18,296,001 $ 1,620,175 10% Recycling $ 21,050 $ 40,100 $ 40,100 $ 40,100 $ - 0% GIS/Information Services $ 672,914 $ 703,036 $ 703,036 $ 803,070 $ 100,034 14% Legal Services $ 82,444 $ 85,000 $ 85,000 $ 85,000 $ - 0% Non -Departmental $ 9,108,097 $ 9,714,209 $ 9,545,265 $ 10,236,838 $ 522,629 5% Total -Non Departmental $ 9,884,505 $ 10,542,345 $ 10,373,401 $ 11,165,008 $ 622,663 6% Total Operating Expenses $ 26,356,906 $ 27,715,916 $ 27,546,972 $ 29,998,143 $ 2,282,227 8% Capital / One -Time $ 8,900 $ 1,906,343 $ 1,737,399 $ 365,022 $ 1,541,321 81% Total Expenses $ 26,365,806 $ 29,622,259 $ 29,284,371 $ 30,363,165 $ 740,906 3% 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. 109 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 FY2021-22: • Generated 10,522 work orders including consumption verification, customer turn-ons/offs, meter/transponder change out, and other service related orders. • Provided detailed consumption data to the 2,083 customers enrolled in the customer service portal. Water / Wastewater Fund 98% Objectives for FY2022-23: • Continue focus on quality customer service. • Continue to better assist customers and increase efficiency of system through customer portal. • Continue to protect master file data. • Present various training and professional development opportunities for staff. • Install a new electronic bill payment processing system including customer payment portal, interactive voice response services, advanced payment offerings, and outbound customer notifications. Issues / Trends: • Continued cyber security and data threats. • Expected retirements of long-term employee(s). Budget Appropriation Water Office 2% lim Finance Department Expenditures by Division: Proposed FY22 Budget to Water & Wastewater Actual Budget Estimated Budget FY23 Proposed Expenditures FY21 FY22 FY22 FY23 $ Diff % Diff. Nater Office $ 485,074 $ 497,745 $ 497,745 $ 537,134 $ 39,389 8% Total -Finance $ 485,074 $ 497,745 $ 497,745 $ 537,134 $ 39,389 8% 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. Personnel by Division: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted Water Office 5.00 Total Finance 5.00 Services Levels: Work Orders 12,000 10,000 8,000 6,000 522 4,000 18,570 9,169 2,000 FY2020 FY2021 FY2022 5.00 5.00 5.00 5.00 5.00 5.00 Water Accounts 15,050 15,000 14,950 14,900 14,850 15,034 1 14,800 4,947 14,750 4,838 14,700 FY2021 FY2022 FY2023 *As of October 1 of each year. `MMI 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 Water & Traffic 1513 Westpark Way Mon -Fri, 6:30a.m. — 3:30 p.m. Post-COVID: Mon -Fri, 7 a.m. —4 p.m. On -call 24/7 Wastewater Treatment 1513 Westpark Way Mon -Fri, 6 a.m. — 3 p.m. Post-COVID: Mon -Fri, 7 a.m. —4 p.m. On -call 24/7 Mission: To provide a high level of customer satisfaction by providing a reliable, safe drinking water supply, water for fire protection, and reliable sewer service for our essential daily needs. Accomplishments FY2021-22: • Hwy 10 at Highland emergency sewer main replacement. • Raider Dr/David Dr wastewater main repairs and upgrades. • Ector/Donley/Glenn Dr wastewater main repairs and upgrades. • Jetter truck and Camera van were updated with new equipment. • Staff obtained a number of new licenses including Backflow Prevention, Basic Animal Control Officer, Customer Service Inspection (CSI), and two (2) Class C Water Distribution. Water / Wastewater Fund 39.7% • The department attended classes for CPR (cardiopulmonary resuscitation) and active shooter. • Completed the Alexander/Dickey water line replacement. • Completed and distributed the annual Consumer Confidence Report. • Repaired and deflected 24" water main at the intersection of Fuller -Wiser and Harwood. • Continued with city wide valve maintenance program. • Began treatment process on Far North Well. Objectives for FY2022-23: • Finalize well treatment at Fuller and Far North and put wells into production. • Manage the City's reclaimed water system and provide quality service to citizens that use this product. • Continue valve maintenance program. • Continue sewer system maintenance program. • Improve tracking and documentation of water and sewer maintenance. • Cross -train and develop new staff. • Add an additional feed line from TRA at Glade Parks to help support the growing additions in the area. • Replace the Huntington water line via CIP Project. • Complete next phase of the Hydrant Painting Program. Issues / Trends: • A high number of stoppages and backups caused by the flushing of "flushable wipes." • Finding available training for staff. • Keeping materials in stock due to all aspects have had significant back log. Budget Appropriation W Production 35.1% , W Distribution 5.4% 1W WW Treatment Engineer Meter Services 18.2% 1.3% 0.2% `sm Public Works Department Expenditures by Division: Proposed FY22 Budget to Water & Wastewater Actual Budget Estimated Budget FY23 Proposed Expenditures FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. City Engineer $ 318,606 $ 367,117 $ 367,117 $ 381,210 $ 14,093 4% Water Production $ 8,909,436 $ 9,444,589 $ 9,444,589 $ 10,663,831 $ 1,219,242 13% Water Distribution $ 1,313,616 $ 1,552,298 $ 1,552,298 $ 1,644,214 $ 91,916 6% Wastewater Treatment $ 5,377,053 $ 5,239,127 $ 5,239,127 $ 5,537,415 $ 298,288 6% Meter Services $ 68,616 $ 72,695 $ 72,695 $ 69,331 $ 3,364 5% Total -Public Works $ 15,987,327 $ 16,675,826 $ 16,675,826 $ 18,296,001 $ 1,620,175 10% 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, flushing and assist the water office. 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: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted 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 8.25 8.25 8.25 Sewage & Treatment 8.00 8.00 8.00 8.00 Meter Services 1.00 1.00 1.00 1.00 Total Public Works 25.00 26.00 26.00 26.00 Service Levels: Water Leaks Repaired New Meters Set 120 200 100 — 150 80 60 100 181 40 150 136 20 50 ' 0 - FY2020 FY2021 FY2022 FY2020 FY2021 FY2022 113 T H EEC I T Y O F E64JLESS "n 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 Objectives for FY2022-23: • Provide funding for infrastructure improvements. • Provide funding for a new work order management system and to replenish fuel contingency. specifically identifiable to any operational budget. Issues / Trends: • Balancing rising cost of infrastructure and equipment Accomplishments FY2021-22: purchases with available funds. • Completed several infrastructure improvements. • Identifying resources to cash flow capital purchases. • Provided funding for a new gate control system for facility. Budget Appropriation Water / Wastewater Fund 62.0% 0.3% Expenditures by Division: Departmental 33.7% GIS 1-2.6% Capital 1.2% ecycling 0.1% Proposed FY22 Budget to Water & Wastewater Actual Budget Estimated Budget FY23 Proposed Expenditures FY21 FY22 FY22 FY23 $ Diff % Diff. Recycling $ 21,050 $ 40,100 $ 40,100 $ 40,100 $ - 0% GIS/Information Services $ 672,914 $ 703,036 $ 703,036 $ 803,070 $ 100,034 14% Legal Services $ 82,444 $ 85,000 $ 85,000 $ 85,000 $ - 0% Non -Departmental $ 9,108,097 $ 9,714,209 $ 9,714,209 $ 10,236,838 $ 522,629 5% Total -Non Departmental $ 9,884,505 $ 10,542,345 $ 10,542,345 $ 11,165,008 $ 622,663 6% 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: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted Information Services 4.00 4.00 4.00 4.00 W&S Non -Departmental 9.50 10.00 10.00 10.00 Total Non -departmental 13.50 14.00 14.00 14.00 115 Service Center Fund Location & Hours of Operation: 1314 Royal Parkway Mon -Fri, 7 a.m. —4 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 FY2021-22: • Cleaned -up parts inventory trading in non -used parts for current model supplies. • Replace seals on roof panel fasteners and applied new caulking to all seams on Service Center roof. • Replacement of tire balancer and mounting equipment. Objectives for FY2022-23: • Replacement of shops forklift truck. • Replacement of Service Center overhead garage doors. • Replacement of machine shop cabinets. Issues / Trends: • Manufacturer's limited replacement vehicle allocations. • Increased cost of both replacement parts and out -side labor rates. • Increased purchase cost in new fleet equipment and vehicles. • Difficulty in finding qualified mechanics to fill vacant position. Budget Appropriation Operating 53.0% Transfers 4.3% 1.3% Personnel 41.4% 116 Service Center Fund Fund Summary: Proposed FY22 Budget to Enterprise Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Service Center Fund: Revenues $ 1,213,216 $ 1,215,711 $ 1,219,686 $ 1,311,214 $ 95,503 8% Operating Expenses $ 1,253,730 $ 1,214,657 $ 1,214,657 $ 1,311,214 $ 96,557 8% Use of Reserves $ 40,514 $ 12,291 $ 7,262 $ 58,800 $ 46,509 378% Capital / One -Time $ 19,347 $ 12,291 $ 12,291 $ 58,800 $ 46,509 378% 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: Service Center Fund Services Levels: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted 5.00 5.00 5.00 5.00 NCTCOG (North Central Texas Council of Governments) 11 Clean Fleet Gold Award ASE Blue Seal of Excellence lifin 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 FY2021-22: • Assisted with drainage flume at the fire station @201 E Ash Ln. • Added drainage flume @ 100 Trailwood. • Department attended CPR training. TranSfE 5% Capital 5% Objectives for FY2022-23: • Obtain the City's MS4 permit from Texas Commission on Environmental Quality (TCEQ). • Continue to use City resources to maintain the streams and channels that are the responsibility of the City. • Continue to inspect all new construction sites for compliance with storm water pollution requirements. • Develop comprehensive list of potential erosion or maintenance project locations. Issues / Trends: • 4000 W Pipeline channel rip rap and fabric need to be re- established. • 400 Simmons Dr Channel has erosion problems. • Tx Star/Trinity Bridge -Need to replace vinyl wall. Budget Appropriation nnel 1/0 118 Drainage / Storm Water Utility Fund Fund Summary: Proposed FY22 Budget to Enterprise Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Drainage Utility System: Revenues $ 850,322 $ 923,966 $ 920,638 $ 928,949 $ 4,983 1 % Operating Expenses $ 834,525 $ 865,556 $ 865,556 $ 924,646 $ 59,090 7% Use of Reserves $ - $ 65,121 $ 10,039 $ 50,000 $ (15,121) (23%) Capital / One -Time $ 100,000 $ 65,121 $ 65,121 $ 50,000 $ (15,121) (23%) 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: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted Drainage Utility Fund 8.00 8.00 8.00 8.00 Services Levels: Linear Feet of Channel Maintenance 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 13,045 FY2020 FY2021 Linear Feet of Storm Sewer Maintenance 30,000 25,000 20,000 15,000 10,000 17,054 5,000 8,751 FY2022 FY2020 FY2021 FY2022 Iim 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, 5:30 a.m. — 8 p.m.; Fri, 5:30 a.m. — 7 p.m.; Sat, 8 a.m. — 5 p.m.; Sun, 1 p.m. — 5 p.m. Simmons Center 508 Simmons Dr. Not currently available for rent Post-COVID: 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 FY2021-22: • Created over 30 new classes / programs offered by the Recreation / Senior divisions. • Hosted a successful summer camp experience generating nearly $10K in revenues. • Served nearly 160,000 visitors to the Family Life Center Facilities in 2022. Objectives for FY2022-23: • Continue to look for creative ideas for programming and increasing community involvement. • Fulfilling staffing needs among labor supply shortage. • Continue to expand class and program offerings for all citizens. Issues / Trends: • Staffing each facility as needed. • Retaining staff in a competitive market. Budget Appropriation Operatin 32% Transters 20% Personnel 48% 120 Recreation Class Fund Fund Summary: Proposed FY22 Budget to Enterprise Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Recreation Classes: Revenues $ 323,167 $ 783,027 $ 446,761 $ 479,366 $ (303,661) (39%) Operating Expenses $ 281,163 $ 715,036 $ 390,000 $ 425,197 $ (289,839) (41%) Use of Reserves $ - $ - $ - $ - $ - 0% Capital / One -Time $ - $ - $ - $ - $ - 0% 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: 5,000 4,000 3,000 2,000 3,724 1,000 FY2020 Memberships 3,244 FY2021 10,000 8,000 • 6,000 4,202 4,000 2,000 0 FY2022 FY2020 Class Registrations FY2021 FY2022 WE H E C I T Y 0 EULESS `M 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 organizations by providing an opportunity to feature entertainment, products, and services to the festival attendees. Tuna bummary: Accomplishments FY2021-22: • Received Tree City USA award for the 36th year and Growth award for 3151 year. • Hosted successful Arbor Daze event in 2022 with an estimated 5,000 in attendance. Objectives for FY2022-23: • Ensure City meets Tree City USA obligations. Issues / Trends: • Rising cost of equipment and services. Proposed FY22 Budget to Enterprise Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Arbor Daze: Revenues $ 21 $ 25,689 $ 25,973 $ 120,000 $ 94,311 367% Operating Expenses $ - $ 80,000 $ 80,000 $ 120,000 $ 40,000 50% Use of Reserves $ - $ 54,311 $ 54,027 $ - $ (54,311) (100%) Capital / One -Time $ - $ - $ - $ - $ - 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 Tree City USA 123 Texas Star Golf Course Fund Location & Hours of Operation: 1400 Texas Star Parkway Daily - Times vary by season — See City website Mission: To ensure a quality experience to all visitors to Texas Star Golf Course, Conference Centre, and / or Raven's Grille. Accomplishments FY2021-22: • Listed on The Top 10 Best Golf Courses to Tee Off at in & Around Fort Worth, Texas. • Describe by Golf Digest as a "Great public course near the DFW airport, Greens great shape and the fairways were firm and fast." • Ranked in the top 50 of "The Best Texas Golf Courses" by texasgolf.com. • Conference Center bookings increased throughout the year with the Holiday season being a success with full booking on the weekends and many weekdays social booking. • Raven's Grille has returned to the guest numbers prior to the pandemic, they have struggled with staffing. Even with limited staff they have been able to maintain a good service level both the Grille and on the course. They continue to offer curbside to provide guests with services that accommodated their comfort and convenience. Objectives for FY2022-23: • Provide guests a quality experience on consistent and exceptional conditions from tees to green during all seasons. • Provide a quality and pleasurable dining experience for guest of the Raven's Grille and Conference Centre while maintaining the desired cost of goods. • Continue to work on increasing visibility with updated marketing tools and social media for the Golf Course and Conference Centre. Issues / Trends: • Fewer candidates for part-time and full-time staff positions. • Inventory delays on food items and equipment in all areas of the facility and continued increase in operational supplies, utilities, and labor costs. • Local golf market continues be competitive with the increase demand for golf rounds. • Soft goods and club sales in the Golf Shop continue to be slow due to discount stores and online sales. Budget Appropriation Operatir 31% Tr: 16% Personnel 53% `Pz1 Texas Star Golf Course Fund Fund Summary: Proposed FY22 Budget to Enterprise Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Texas Star Golf Course: Revenues $ 4,561,931 $ 5,463,868 $ 5,463,868 $ 4,926,715 $ (537,153) (10%) Operating Expenses $ 4,242,161 $ 4,515,970 $ 4,515,970 $ 4,879,599 $ 363,629 8% Use of Reserves $ - $ 25,373 $ - $ 120,000 $ 94,627 373% Capital / One -Time $ - $ 25,373 $ 25,373 $ 120,000 $ 94,627 373% 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. lersonnel by Division: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted 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 & Beverage 3.00 3.00 3.00 3.00 Golf Conference Center 1.50 1.50 1.50 1.50 TOTAL GOLF COURSE FUND 11.75 11.75 11.75 11.75 Services Levels: 50,000 40,000 30,000 20,000 10,000 Total Paid Rounds 42,429 3S0 300 250 200 41,645 150 100 50 Average Monthly Memberships ■ Individual ■ Corporate FY2020 FY2021 FY2022 125 FY2020 FY2021 FY2022 The Parks at Texas Star Fund (PATS) Location & Hours of Operation: Parks at Texas Star North 1375 W Euless Blvd. Seasonal Hours Parks at Texas Star South 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 FY2021-22: • Increased tournament, league and concession revenue at both parks. • Hosted two world series events. • The Parks at Texas Star was inducted into the USSSA (United States Specialty Sports Association) Hall of Fame. • Completed scoreboard replacement at PATS South. Objectives for FY2022-23: • Complete PATS staff office project. • Complete PATS North parking lot expansion project. • Increase tournament and league participation. Issues / Trends: • Continue to struggle with hiring staff to operate concessions. Budget Appropriation Operating 51.1% Transfers 10.8% rsonnel 33.6% )ital 5% 126 The Parks at Texas Star Fund (PATS) Fund Summary: Proposed FY22 Budget to Enterprise Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Parks at Texas Star: Revenues $ 1,074,077 $ 1,062,030 $ 1,060,524 $ 1,100,574 $ 38,544 4% Operating Expenses $ 860,517 $ 968,804 $ 968,804 $ 987,652 $ 18,848 2% Use of Reserves $ - $ 262,995 $ 262,995 $ 46,000 $ (216,995) (83%) Capital / One -Time $ - $ 262,995 $ 262,995 $ 46,000 $ 216,995 83% Services: Texas Star Sports Complex —The Texas Star Sports Complex Fund is used to account for the operations and maintenance of nine multi- purpose baseball / softball fields with onsite concessions, one large pavilion, two oversized BBQ grills, a playground, and picnic tables. Personnel by Division: Parks @ Texas Star Services Levels: 1,400 1,200 1,000 800 600 400 200 PATS North Teams FY2020 FY2021 FY2022 FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted 1.50 ■ League ■ Tournament 1,600 1,400 1,200 1,000 800 600 400 200 1.50 1.50 PATS South Teams FY2020 FY2021 FY2022 1.50 ■ League ■ Tournament `PM H E C I T Y 0 EULESS 128 City of Euless Special Revenue Funds 129 ACTUAL BUDGET ESTIMATED BUDGET SPECIAL REVENUE FUND SUMMARY FY2020-21 FY2021-22 FY2021-22 FY2022-23 BEGINNING FUND BALANCE $ 11,956,208 $ 19,172,344 $ 19,172,344 $ 27,821,040 REVENUES Property Tax $ 1,888,580 $ 2,173,515 $ 2,168,627 $ 2,610,743 Gross Receipts Tax $ 89,657 $ 90,600 $ 85,000 $ 85,000 General Sales Tax $ 9,543,698 $ 9,042,140 $ 11,076,684 $ 10,793,044 Selective Sales Tax $ 14,245,436 $ 11,498,715 $ 18,970,754 $ 19,145,349 Fines/Fees $ 1,025,982 $ 846,660 $ 848,866 $ 382,992 License/Permits $ - $ - $ - $ - Interest Income $ 11,576 $ 31,662 $ 52,227 $ 54,339 Intergovernmental Revenue $ 478,907 $ 5,257,933 $ 10,588,510 $ 70,988 Charges For Service $ - $ - $ - $ - Miscellaneous/Rental Income $ 95,458 $ 109,580 $ 120,505 $ 124,770 Other Financing Sources $ 4,125 $ - $ - $ - Revenues before Transfers $ 27,383,419 $ 29,050,805 $ 43,911,173 $ 33,267,225 Transfers from Other Funds $ 30,963 $ 1,980,237 $ 1,980,237 $ 16,930 TOTAL REVENUES $ 27,414,382 $ 31,031,042 $ 45,891,410 $ 33,284,155 TOTAL RESOURCES $ 39,370,590 $ 50,203,386 $ 65,063,754 $ 61,105,195 EXPENDITURES Personal Services $ 4,255,398 $ 5,308,361 $ 5,308,361 $ 5,852,539 Professional/Technical Services $ 303,709 $ 309,325 $ 309,325 $ 303,709 Contractual Services $ 45,831 $ 75,830 $ 75,830 $ 75,830 Utilities $ 244,071 $ 288,000 $ 288,000 $ 316,800 Maintenance $ 60,081 $ 61,500 $ 61,500 $ 61,500 Other Services/Contingencies $ 13,275 $ 172,000 $ 218,389 $ 222,000 Insurance $ - $ - $ - $ - General & Administrative $ 13,907 $ 67,925 $ 68,489 $ 67,925 Rebates/Incentives $ 9,210,595 $ 7,751,762 $ 12,297,796 $ 12,411,095 Supplies $ 464,496 $ 452,906 $ 452,906 $ 493,906 Capital / One -Time $ 650,862 $ 2,252,330 $ 1,113,376 $ 2,234,666 Debt Service/Bank Charges $ 405,985 $ 416,480 $ 416,480 $ 415,556 Expenditures before Transfers $ 15,668,210 $ 17,156,419 $ 20,610,452 $ 22,455,526 Transfer to Other Funds $ 4,530,036 $ 15,905,206 $ 16,632,262 $ 14,066,361 TOTAL EXPENDITURES $ 20,198,246 $ 33,061,625 $ 37,242,714 $ 36,521,887 ENDING FUND BALANCE $ 19,172,344 $ 17,141,761 $ 27,821,040 $ 24,583,308 * Ending fund balance was overstated by $60 and has been corrected on this report and going forward. The Majority of the decrease in fund balance in FY2022-23 is a planned drawdown of excess reserves for capital and one-time purchases including the expenditure of American Rescue Act of 2021 funds. 130 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 FY2021-22: • Funding was provided for Historical Preservation and Heritage Park Museum and events. • Funding supported Texas Star Conference Centre operations. • Completed Wayfinding signage project throughout the City. runa bummary: Objectives for FY2022-23: • Continue to design and implement creative ways to preserve the City's heritage and promote tourism. • Continue to offer first class conference facility for social and business events. • Complete improvements to the Himes Cabin canopy and purchase / install some new fixtures at conference center. Issues / Trends: • Increased number of area venues competing for events. • Expanding awareness of Heritage Museum and City's history. Budget Appropriation Conference Center 70% Historic Preservation/Arbor Daze kOther 14% Rebates / Incentives 15% Capital 1% Proposed FY22 Budget to Special Revenue Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Hotel/Motel: Revenues $ 1,183,133 $ 583,140 $ 1,514,421 $ 1,514,579 $ 931,439 160% Operating Expenses $ 550,125 $ 579,211 $ 753,232 $ 1,270,988 $ 691,777 119% Use of Reserves $ - V$ 75,000 $ - $ 464,424 $ 389,424 519% Capital / One -Time $ 3,025 $ 75,000 $ 75,000 $ 464,424 $ 389,424 519% 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 131 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 FY2021-22: • Installed new playground at Bob Eden Park. • Trail improvements at Bob Aden, Trailwood and Heritage Parks. • Installed new fencing around soccer fields at PATS South. • Began providing English as a Second Language classes in partnership with Fort Worth ISD Adult Education. • Developed the library's Create Space for hands-on creative experiences. • Migrated to a new Integrated Library System (ILS) software package which provides more features for library patrons and staff at a lower annual cost. • Continued assisting new businesses and restaurants through the planning and permitting processes. Objectives for FY2022-23: • Begin Wilshire Renovation Project. • Complete trail project at Blessing Branch. • Complete Highland Drive Beautification project. • Expand the library's classes and events offered regularly to include computer classes, citizenship classes, and additional children's classes as demand warrants. • Focus on staff training and development to ensure a consistent, high level of library customer service. • Continue participation in business expansion and retention efforts, including those of the HEB Economic Development Foundation and Euless Small Business Association. • Explore software to improve inventory of and interaction with existing businesses. Issues / Trends: • Hiring skilled full and part-time positions in competitive job market. • Social issues outside of the library's control, such as an increase in homelessness, are impacting library services. • An increase in redevelopment activity is anticipated as the city continues to reach build -out. Budget Appropriation Capital 4% Personnel 27% Transfers 4S% Rebates / Incentives 3% Operating 21% 132 Euless Development Corporation (EDC) Fund Fund Summary: Proposed FY22 Budget to Special Revenue Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. EDC'/2¢ Sales Tax: Revenues $ 6,191,859 $ 5,877,968 $ 7,256,209 $ 7,008,599 $ 1,130,631 19% Operating Expenses $ 4,171,528 $ 5,835,871 $ 5,773,697 $ 5,342,175 $ (493,696) (8%) Use of Reserves $ - $ 1,804,804 $ - $ 5,693,985 $ 3,889,181 215% Capital / One -Time $ 66,367 $ 881,516 $ 248,458 $ 5,693,985 $ 4,812,469 546% 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: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted EDC - Park 13.25 13.25 13.25 14.25 EDC - Library 10.00 10.00 10.00 10.00 EDC - Economic Development 1.00 1.00 1.00 1.00 133 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 FY2021-22: • Maintained and improved officer training. • 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. • Continued to strengthen and cultivate relationships with local businesses and residential areas, as well as new developments. Objectives for FY2022-23: • 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. • Continue to respond and mitigate the COVID-19 pandemic health emergency. • Purchase, install and train for less lethal shotguns in every patrol car. • Plan for a remodel of the Police & Municipal Courts Building. Issues / Trends: • Cost of Equipment • Manpower Shortages • Video Management (data transfer and storage) • Supply Chain Shortages Budget Appropriation Capital Operating 7% Personnel 66% 134 Crime Control and Prevention District (CCPD) Fund Fund Summary: Proposed FY22 Budget to Special Revenue Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. CCPD'/¢ Sales Tax: Revenues $ 3,037,664 $ 2,887,027 $ 3,564,617 $ 3,471,916 $ 584,889 20% Operating Expenses $ 2,056,294 $ 2,872,456 $ 2,872,456 $ 3,263,018 $ 390,562 14% Use of Reserves $ - $ 439,235 $ - $ 976,000 $ 536,765 122% Capital / One -Time $ 82,633 $ 439,235 $ 439,235 $ 976,000 $ 536,765 122% Services: CCPD Fund- The Crime Control and Prevention District (CCPD) %C Sales Tax Fund is used to account for M sales tax revenues. Expenses are dedicated to additional personnel, crime prevention programs, and equipment for the Euless Police Department. Personnel by Division: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted Crime Control Fund 15.00 18.00 18.00 19.00 135 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 FY2021-22: • Provided funding for transfers to the General Fund to help maintain a stable tax rate for citizens. Fund Summary: • Provided cash funding for redevelopment within the City and for Texas Star Golf Course Pro -Shop improvements. Objectives for FY2022-23: • Provide funding for transfers to the General Fund to help maintain a stable tax rate for citizens. • Provide funding for redevelopment within the City. Issues / Trends: • The impact of COVID-19, inflation, and ride sharing services require flexibility in administering revenues in this fund. Budget Appropriation Contingency Transfers 1% Capital 14% abates / Incentives 71% Proposed FY22 Budget to Special Revenue Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Car Rental Tax: Revenues $ 13,069,038 $ 12,903,494 $ 19,447,516 $ 17,661,183 $ 4,757,689 37% Operating Expenses $ 9,517,138 $ 8,829,652 $ 13,919,046 $ 14,587,875 $ 5,758,223 65% Use of Reserves $ - $ 1,482,972 $ - $ 1,482,972 $ - 0% Capital / One -Time $ 853,558 $ 1,482,972 $ 1,000,000 $ 1,482,972 $ - 0% 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 136 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. Tuna bummary: Accomplishments FY2021-22: • Funded cadet program. Objectives for FY2022-23: • Continue to provide funding for cadet program. Issues / Trends: • Legislative changes could adversely affect revenue stream. • Recruiting and retaining quality employees. Proposed FY22 Budget to Special Revenue Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY22 FY22 FY23 $ Diff % Diff. Police Seized Assets Fund: Revenues $ 96 $ 100 $ 414 $ 435 $ 335 335% Operating Expenses $ 21,515 $ 34,104 $ 34,104 $ 49,471 $ 15,367 45% Use of Reserves $ 21,419 '$ 34,004 $ 33,690 $ 49,036 $ 15,032 44% Capital / One -Time $ - $ - $ - $ - $ - 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 rune aurnrndry: Proposed FY22 Budget to Special Revenue Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY22 FY22 FY23 $ Diff % Diff. Police Drug Fund: Revenues $ 122,383 $ 20,500 $ 71,358 $ 36,336 $ 836 4% Operating Expenses $ 23,972 $ 20,500 $ 20,500 $ 220,000 $ 199,500 973% Use of Reserves $ - $ 139,403 $ 88,625 $ 183,664 $ (139,403) (100%) Capital / One -Time $ 27,812 $ 139,403 $ 139,483 $ - $ 139,403 100% 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 137 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. Tuna bummary: Accomplishments FY2021-22: • Continued development of Lifestyle Center at Glade Parks. • Continued development of Founders Parc (Midtown). Objectives for FY2022-23: • Complete outlying development at Glade Parks. • Continue development of Founders Parc (Midtown). Special Revenue Funds Actual FY 21 Budget FY22 Estimated FY22 Proposed Budget FY23 FY22 Budget to FY23 Proposed $ Diff % Diff. Glade Parks TIRZ: Revenues $ 1,929,046 $ 1,867,021 $ 1,867,127 $ 2,134,976 $ 267,955 14% Operating Expenses $ 1,138,167 $ 1,136,374 $ 1,136,374 $ 1,138,418 $ 2,044 0% Use of Reserves $ - $ - $ - $ - $ - 0% Capital / One -Time $ - $ - $ - $ - $ - 0% Midtown TIRZ: Revenues $ 370,479 $ 697,981 $ 697,981 $ 933,048 $ 235,067 34% Operating Expenses $ 100,009 $ 303,691 $ 303,691 $ 764,199 $ 460,508 152% Use of Reserves $ - V$ - $ - $ - $ - 0% Capital / One -Time $ - $ - $ - $ - $ - 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 FY22 Budget to Special Revenue Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY22 FY22 FY23 $ Diff % Diff. Midtown PID: Revenues $ 982,170 $ 803,338 $ 803,338 $ 338,105 $ (465,233) (58%) Operating Expenses $ 984,555 $ 803,338 $ 803,338 $ 337,464 $ (465,874) (58%) Use of Reserves $ 2,385 $ - $ - $ - $ - 0% Capital / One -Time $ - $ - $ - $ - $ - 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 138 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. runa bummary: Accomplishments FY2021-22: • Continued 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 funds from the American Rescue Plan Act (ARPA) of 2021, various funds for public safety equipment, and for the STEP program. • Funded equipment for expanded cable services. Objectives for FY2022-23: • 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 FY22 Budget to Special Revenue Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Juvenile Case: Revenues $ 44,016 $ 43,522 $ 46,007 $ 46,031 $ 2,509 6% Operating Expenses $ 84,511 $ 57,381 $ 57,381 $ 28,684 $ (28,697) (50%) Use of Reserves $ 61,281 $ 16,256 $ 14,259 $ 13,371 $ (888) (5%) Capital / One -Time $ 20,786 $ 16,256 $ 2,885 $ 13,371 $ 10,486 65% 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. Personnel by Division: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted Juvenile Case Fund 1.25 0.75 0.75 0.25 139 Other Special Revenue Funds Fund Summary: Proposed FY22 Budget to Special Revenue Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY22 FY22 FY23 $ Diff % Diff. Grant Fund: Revenues $ 387,726 $ 5,255,951 $ 10,536,442 $ 52,918 $ (6,060) (0%) Operating Expenses $ 387,150 $ 58,978 $ 143,147 $ 52,918 $ (6,060) (10%) Use of Reserves $ - $ 5,196,973 $ - $ 635,925 $ - 0% Capital / One -Time $ - $ 9,405,087 $ 9,405,087 $ 635,925 $ - 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 FY22 Budget to Special Revenue Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY22 FY22 FY23 $ Diff % Diff. Cable PEG Fund: Revenues $ 89,894 $ 91,000 $ 85,980 $ 86,029 $ (4,971) (5%) Operating Expenses $ 109,105 $ 90,600 $ 115,600 $ 85,400 $ (5,200) (6%) Use of Reserves $ 19,211 $ - $ 29,620 $ 114,600 $ 114,600 0% Capital / One -Time $ - $ - $ - $ 114,600 $ 114,600 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 140 City of Euless Internal Service Funds WE INTERNAL SERVICE FUND SUMMARY ACTUAL FY2020-21 BUDGET FY2021-22 ESTIMATED FY2021-22 BUDGET FY2022-23 BEGINNING FUND BALANCE $ 18,834,789 $ 21,272,540 $ 21,272,540 $ 23,259,838 REVENUES Property Tax $ - $ - $ - $ - Gross Receipts Tax $ - $ - $ - $ - General Sales Tax $ - $ - $ - $ - Selective Sales Tax $ - $ - $ - $ - Fines/Fees $ - $ - $ - $ - License/Permits $ - $ - $ - $ - Interest Income $ 20,475 $ 31,200 $ 31,200 $ 56,185 Intergovernmental Revenue $ - $ - $ - $ Charges for Service $ - $ - $ - $ - Miscellaneous/Rental Income $ 1,081,210 $ 690,882 $ 690,882 $ 734,525 Insurance/Risk/Other Financing Sources $ 7,149,844 $ 7,461,511 $ 7,461,511 $ 8,209,980 Revenues before Transfers $ 8,251,529 $ 8,183,593 $ 8,183,593 $ 9,000,690 Transfer from Other Funds $ 4,769,590 $ 5,653,204 $ 5,653,204 $ 10,086,974 TOTAL REVENUES $ 13,021,119 $ 13,836,797 $ 13,836,797 $ 19,087,664 TOTAL RESOURCES $ 31,855,908 $ 35,109,337 $ 35,109,337 $ 42,347,502 EXPENDITURES Personal Services $ 885,106 $ 895,340 $ 895,340 $ 963,820 Professional/Technical Services $ 287,266 $ 320,052 $ 320,052 $ 429,140 Contractual Services $ - $ - $ - $ - Utilities $ - $ - $ - $ - Maintenance $ 3,000 $ 13,500 $ 3,000 $ 13,500 Other Services/Contingencies $ - $ 629,255 $ 629,255 $ 738,063 Insurance $ 7,184,033 $ 6,851,778 $ 6,851,778 $ 7,583,573 General & Administrative $ - $ 2,000 $ 2,000 $ 2,000 Rebates/Incentives $ - $ - $ - $ - Supplies $ 4,209 $ 10,375 $ 10,375 $ 10,375 Capital / One -Time $ 2,219,754 $ 4,965,700 $ 3,137,699 $ 5,328,252 Debt Service/Bank Charges $ - $ - $ - $ - Expenditures before Transfers $ 10,583,368 $ 13,688,000 $ 11,849,499 $ 15,068,723 Transfers To Other Funds $ - $ - $ - $ - TOTAL EXPENDITURES $ 10,583,368 $ 13,688,000 $ 11,849,499 $ 15,068,723 ENDING FUND BALANCE $ 21,272,540 $ 21,421,337 $ 23,259,838 $ 27,278,779 The projected increase in fund balance is expected mainly from the Equipment Replacement Fund where accumulated resources are used to replace existing equipment. `W 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, equipment and miscellaneous assets owned by the City of Euless. Accomplishments FY2021-22: • Addition of Building Assets to Depreciation Schedule (Roof systems and HVAC). Fund Summary: Objectives for FY2022-23: • Add two advanced hybrid mid -sized pickups to the city's fleet. Issues / Trends: • Increased cost of replacement vehicles and equipment. • Vehicle order allocations by the vehicle manufacturers has hindered the ability to properly forecast vehicle replacements. • Lengthy time -delays in receiving units once order has been placed. Proposed FY22 Budget to Internal Service Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Equipment Replacement: Revenues $ 4,472,879 $ 5,119,858 $ 5,119,858 $ 9,271,331 $ 4,151,473 81% Operating Expenses $ 2,087,929 $ 4,941,200 $ 3,102,699 $ 3,460,252 $ (1,480,948) (30%) Use of Reserves $ - $ - $ - $ - $ - - Capital / One -Time $ - $ - $ - $ 1,838,500 $ 1,838,500 0% 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 143 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 FY2021-22: • Evaluated the medical, pharmacy and dental benefit plans. Implemented changes as needed to be more cost effective while continuing to provide quality medical care and services. • Transitioned the Benefit Advocacy vendor from Medibookr to TouchCare to provide an enhanced user experience for medical and dental plan members. • Immunized employees and medical plan members with the flu vaccine. Objectives for FY2022-23: • Publish an RFP for medical, pharmacy, and dental benefit plans to identify potential changes that may be more cost effective while continuing to provide quality medical care and services. • Relaunch the 'safety' program, expanding 'safety' into total health and wellness, to include mental, physical, emotional and financial wellness education. Issues / Trends: • Healthcare costs continue to rise and will require continued monitoring of all expenses and development of cost containment measures. Budget Appropriation Personnel 10% Operating 89% Insurance /Benefits Fund rullu Jul I111 icily. Proposed FY22 Budget to Internal Service Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Insurance: Revenues $ 7,563,314 $ 7,587,950 $ 7,587,950 $ 8,377,974 $ 790,024 10% Operating Expenses $ 7,636,302 $ 7,577,950 $ 7,577,950 $ 8,363,240 $ 785,290 10% Use of Reserves $ 72,988 $ 37,925 $ 37,925 $ 40,000 $ 2,075 5% Capital / One -Time $ - $ 37,925 $ 37,925 $ 40,000 $ 2,075 5% 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: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted Health Insurance Fund 1.00 1.00 Services Levels: 1,000 800 600 400 200 Covered Lives FY2020 FY2021 FY2022 156 155 155 Retirees 154 ■ Dependents 154 155 ■ Employees 153 153 152 FY2020 1.00 Flex Participants 155 1.00 FY2021 FY2022 145 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 Operating 92% 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 FY2021-22: • Processed majority of claims in house to keep costs down. • Maintained a low insurance modifier for insurance rerate. • Completed multiple ADA projects. Objectives for FY2022-23: • Implement an automated process for claim reporting. • Continued approval of ADA projects. • Continued improvement of claim history. Issues / Trends: • 2022-2023 should see a decrease in workers compensation claims due to COVID first responders House Bill. • Cyber insurance increase in cost. Budget Appropriation Personnel 8% 146 Risk / Workers' Compensation Management Fund Fund Summary: Proposed FY22 Budget to Internal Service Actual Budget Estimated Budget FY23 Proposed Funds FY 21 FY 22 FY 22 FY 23 $ Diff % Diff. Risk/WC Management: Revenues $ 1,015,922 $ 1,128,989 $ 1,128,989 $ 1,438,359 $ 309,370 27% Operating Expenses $ 892,159 $ 1,128,664 $ 1,128,664 $ 1,366,731 $ 238,067 21% Use of Reserves $ - $ 2,261 $ 2,261 $ - $ (2,261) (100%) Capital / One -Time $ 162,825 $ 2,261 $ 2,261 $ - $ (2,261) (100%) 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: FY 20/21 FY 21 /22 FY 21 /22 FY 22/23 Actual Budgeted Estimated Budgeted WC / Risk Management Fund 0.50 Services Levels: Workers' Comp Claims 120 • In -House 100 mTML ■ 80 60 40 20 FY2020 FY2021 FY2022 0.50 0.50 0.50 Risk Claims ■ In -House 120 ■ TML 100 80 ■ 60 40 20 26 FY2020 FY2021 FY2022 147 T H EEC I T Y O F E64JLESS 148 City of Euless Capital Improvements 149 ACTUAL BUDGET ESTIMATED BUDGET CAPITAL PROJECTS FUND SUMMARY FY2020-21 FY2021-22 FY2021-22 FY2022-23 BEGINNING FUND BALANCE $ 41,938,683 $ 34,387,977 $ 34,387,977 $ 23,380,815 REVENUES Property Tax $ - $ $ $ Gross Receipts Tax $ - $ $ $ General Sales Tax $ - $ $ $ Selective Sales Tax $ - $ $ $ - Fines/Fee/Penalties $ 327,927 $ 391,000 $ 764,752 $ 495,540 License/Permits $ - $ - $ - $ - Interest Income $ 34,714 $ - $ 188,593 $ 54,527 Intergovernmental Revenue $ - $ 324,000 $ 6,976,446 $ 3,685 Charges for Services $ 456,687 $ - $ 182,750 $ - Miscellaneous/Rental Income $ 85,235 $ - $ 122,190 $ Other Financing Sources $ 5,501,650 $ (999,725) $ 7,779,038 $ - Revenues before Transfers $ 6,406,213 $ (284,725) $ 16,013,769 $ 553,752 Transfers from Other Funds $ 4,913,728 $ 14,710,683 $ 8,131,994 $ 11,043,077 TOTAL REVENUES $ 11,3191,941 $ 14,425,958 $ 24,145,763 $ 11,596,829 TOTAL RESOURCES $ 53,258,624 $ 48,813,935 $ 58,5339740 $ 34,977,644 EXPENDITURES Personal Services $ - $ - $ - $ - Professional/Technical Services $ 645,707 $ 832,700 $ 1,599,903 $ 3,124,091 Contractual Services $ 19,261 $ 403,000 $ 195,369 $ 30,000 Utilities $ 100,000 $ 100,000 $ 100,000 $ 100,000 Maintenance $ - $ - $ - $ - Other Services/Contingencies $ 53,779 $ 17,384 $ 934,005 $ Insurance $ - $ - $ - $ General & Administrative $ 500 $ - $ - $ - Rebates/Incentives $ - $ 25,000 $ 1,193,904 $ 275,000 Supplies $ 20,459 $ 25,000 $ 95,877 $ 75,000 Capital Improvements Projects $ 17,910,097 $ 13,374,980 $ 30,673,826 $ 22,426,020 Debt Service/Bank Charges $ - $ - $ 135,735 $ - Expenditures before Transfers $ 18,749,803 $ 14,778,064 $ 34,928,619 $ 26,030,111 Transfer to Other Funds $ 120,844 $ 118,306 $ 224,306 $ 133,057 TOTAL EXPENDITURES $ 18,870,647 $ 14,896,370 $ 35,152,925 $ 26,163,168 ENDING FUND BALANCE $ 34,387,977 $ 3399179565 $ 2393809815 $ 8,814,476 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. 150 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. 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. 151 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. 152 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. 153 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. 154 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. Parks at Texas Star Capital Fund — Used to account for the financing, renovation, and construction of the sports facility's 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. 155 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 FY2022-23 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 FY2022-23 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 $ 2,492,143 Street $ 20,861,029 Wastewater $ 3,380,884 Water $ 26,179,304 Other $ 49,243,515 Total Funded $102,156,875 Priority A $ 0 $ 1,310,275 $ 4,386,000 $ 4,473,916 $ 12,416,920 $ 22,587,111 Unfunded Projects Priority B $ -0- $ 4,450,000 $ 3,222,000 $ 1,713,000 $ 16,789,545 $ 26,174,545 Total Unfunded Projects Priority C $ 48,761, 556 156 Fund Balance Summary - Capital Estimated FY22 and Budgeted FY23 Capital Improvement Projects Developer's Streets Half -Cent General Redevelopment) Escrow CIP CIP CIP CIP Beg. Working Capital FY22 $2,220,321 $13,554,224 $821,611 $6,749,655 $48,744 FY22 Estimated Revenues 9,938 1,385,258 698,509 8,513,633 Total Available: 2,230,259 14,939,482 1,520,120 15,263,288 2,682,229 2,556,620 FY22 Estimated Project Expenditures 0 (14,894,917) (1,393,714) (5,115,095) (2,556,562) Total Expenses: 0 (14,894,917) (1,393,714) (5,115,095) (2,556,563) Estimated Working Capital FY22 $2,230,259 $44,565 $126,406 $10,148,193 $174,410 FY23 Budgeted Revenues 2,454 1,355,134 3,884,084 1,333,253 1,001,700 Total Available: 2,232,713 1,399,699 4,010,490 11,481,446 1,001,757 FY23 Project Expenditures (12,288) (1,335,275) (3,881,920) (8,940,000) (1,000,000) Total Expenses: (12,288) (1,335,275) (3,881,920) (8,940,000) (1,000,000) Estimated Working Capital FY23 $2,220,425 $64,424 $128,570 $2,541,446 $176,110 FY23 Projects Miscellaneous Screening Wall Repair 0 25,000 0 0 0 FY23 Street Improvements 0 1,050,000 0 0 0 Heritage Avenue — Cheek-Sparger Rd to Guadalupe Trail 12,288 260,275 0 0 0 TSSC Phase VI 0 0 330,000 0 0 Incentives 0 0 275,000 0 0 Miscellaneous Park Improvements 0 0 200,000 0 0 Park Irrigation 0 0 75,000 0 0 Wilshire Park Upgrades 0 0 475,000 0 0 Aquatic Park Facility Upgrades 0 0 315,000 0 0 Carr Park Trail Connection 0 0 316,100 0 0 Kiddie Carr Park Improvements 0 0 893,500 0 0 Midway Park Pickleball Courts 0 0 200,520 0 0 Parks at Texas Star North Additional Parking Lot 0 0 499,800 0 0 Trail Lighting — Heritage Avenue to Bob Eden Park 0 0 150,000 0 0 Trail Lighting — Mid -Cities 0 0 152,000 0 0 Municipal Plaza, Phase II 0 0 0 130,000 0 ADA/TAS Facility Improvements 0 0 0 30,000 0 Fire Station #2 Design & Construction 0 0 0 8,780,000 0 Redevelopment 0 0 0 0 1,000,000 Total FY23 Projects $12,288 $1,335,275 $3,881,920 $8,940,000 $19000,000 157 Fund Balance Summary - Capital Estimated FY22 and Budgeted FY23 Capital Improvement Projects Midtown Police Car Rental Development Facility Tax TSGC PATS CIP CIP CIP CIP CIP Beg. Working Capital FY22 $69,475 $0 $1,880,255 $153,698 $144,305 FY22 Estimated Revenues 999,725 0 7,761 61,209 961 Total Available: 1,069,200 0 1,888,016 214,907 145,266 FY22 Estimated Project Expenditures (1,069,200) 0 (1,855,991) (200,025) 0 Total Expenses: (1,069,200) 0 (1,855,991) (200,025) 0 Estimated Working Capital FY22 $0 $0 $32,025 $14,882 $145,266 FY23 Budgeted Revenues 0 960,000 2,759 120,315 243 Total Available: 0 960,000 34,784 135,197 145,509 FY23 Project Expenditures 0 96( 0,000) 0 12( 0,000) 0 Total Expenses: 0 (960,000) 0 (120,000) 0 Estimated Working Capital FY23 $0 $0 $34,784 $15,197 $145,509 FY23 Projects Police & Courts Building Design 0 960,000 0 0 0 Golf Course Pro Shop Improvements 0 0 0 120,000 0 Total FY23 Projects $0 $960,000 $0 $120,000 $0 158 Fund Balance Summary - Capital Estimated FY22 and Budgeted FY23 Capital Improvement Projects Water Wastewater W&WW Impact Impact Drainage CIP Fee Fee CIP Beg. Working Capital FY22 $4,307,673 $2,457,277 $790,620 $1,190,119 FY22 Estimated Revenues 9,253,882 164,439 Total Available: 13,561,555 2,621,716 40,415 831,035 327,804 1,517,923 FY22 Estimated Project Expenditures (6,417,098) (118,306) (100,000) (1,432,016) Total Expenses: (6,417,098) (118,306) (100,000) (1,432,016) Estimated Working Capital FY22 $7,144,457 $2,503,410 $731,035 $85,907 FY23 Budgeted Revenues FY23 Project Expenditures Total Available Total Expenses 2,875,482 4,261 1,429 55,715 10,019,939 2,507,671 732,464 141,622 (9,642,916) (120,769) (100,000) (50,000) (9,642,916) (120,769) (100,000) (50,000) Estimated Working Capital FY23 $377,023 $2,386,902 $632,464 $91,622 FY23 Projects Wastewater Line Replacement 798,250 0 0 0 Wastewater Line Replacement-CDBG 483,750 0 0 0 Wastewater Line Replacement-ARPA 3,104,000 0 0 0 Meters/Transponders/Leak Detection 158,000 0 0 0 Water Line Replacement 441,991 0 0 0 Water Line Replacement-ARPA 4,031,925 0 0 0 Miscellaneous Water Rehab 75,000 0 0 0 Miscellaneous Well Rehab 50,000 0 0 0 Reclaimed Water System Expansion/Connectivity 500,000 0 0 0 Reclaimed Water Line Extension Debt Payment 0 120,769 0 0 TRA Payments 0 0 100,000 0 Miscellaneous Drainage Improvements 0 0 0 50,000 Total FY23 Projects $9,642,916 $120,769 $100,000 $50,000 159 CAPITAL IMPROVEMENTS PROGRAM FUNDED PROJECTS SUMMARY Project Number Project Description Budget as of 5131/21 Appropriation/ Amendment Budget as of 5131/22 Expended as of 5/31/22 Remaining Funds Revised Project Cost Estimates Unfunded/ (Excess Funding) DRAINAGE PROJECTS DR9903 Misc. Drainage Improvements $ 1,347,011 $ 226,234 $ 1,120,777 $ 875,472 $ 245,305 $ 1,170,777 $ 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 $ DR2201 Bear Creek Elementary Drainage Channel Improvements $ - $ 551,366 $ 551,366 $ 27,250 $ 524,116 $ 551,366 $ FB9902 Fund Balance -Drainage CIP $ $ - $ - $ - $ - $ - $ 83,189 Sub -Total Drainage Projects $ 2,117,011 $ 325,132 $ 2,442,143 $ 1,037,372 $ 1,404,771 $ 2,492,143 $ (33,189) STREET PROJECTS PS1203 Misc. Street Repairs min bal $150,000 $ 928,150 $ 65,000 $ 993,150 $ 837,746 $ 155,404 $ 993,150 $ PS1601 East Harwood Road Extension $ 100,000 $ - $ 100,000 $ - $ 100,000 $ 100,000 $ PS1902 FY2019 Street Reconstruction - Pipeline/Highland/Harwood/Mills $ 18,226,942 $ 5,937 $ 18,232,879 $ 10,040,277 $ 8,192,602 $ 18,232,879 $ PS1903 Misc. Screening Wall Repair annual transfer $25,000 $ 50,000 $ 25,000 $ 75,000 $ 1,293 $ 73,707 $ 100,000 $ 25,000 PS2201 FY2022 Street Improvements $ - $ 1,025,000 $ 1,025,000 $ 415,033 $ 609,967 $ 1,025,000 $ PS2202 Mid-Cities/Cheek-Spar er & SH 121 Intersection/ADA Improvements Design $ $ 410,000 $ 410,000 $ - $ 410,000 $ 410,000 $ - FB9907 Fund Balance -Street CIP $ $ - $ - $ - $ - $ - $ 1,041 Sub -Total Street Projects $ 19,305,092 $ 1,530,937 $ 20,836,029 $ 11,294,349 $ 9,541,680 $ 20,861,029 $ 23,959 WASTEWATER PROJECTS WW0002 Misc. Wastewater Rehab min bal $100,000 $ 881,086 $ $ 881,086 $ 719,338 $ 161,748 $ 881,086 $ WW0605 TRA Wastewater Payments - Impact $ 1,280,000 $ 100,000 $ 1,380,000 $ 1,280,000 $ 100,000 $ 1,480,000 $ 100,000 WW2201 FY2022 47th CDBG LR: Paula Ln./David Dr./Susan St./Raider Ct. $ - $ 412,058 $ 412,058 $ 42,309 $ 369,749 $ 412,058 $ WW2202 Line Replacement- Midway Park 3rd Addition Phase II & Green Hills Park $ $ 442,400 $ 442,400 $ 47,550 $ 394,850 $ 442,400 $ WW2203 Line Replacement - South Pipeline Road & SH 10 $ $ 165,340 $ 165,340 $ $ 165,340 $ 165,340 $ FB9911 Fund Balance - Wastewater Impact Restricted $ $ $ $ $ $ $ 726,391 Sub -Total Wastewater Projects $ 2,161,086 $ 1,119,798 $ 3,280,884 $ 2,089,197 $ 1,191,687 $ 3,380,884 $ (626,391) WATER PROJECTS WT0001 Misc. Water Rehab min bal $150,000) $ 1,053,511 $ - $ 1,053,511 $ 837,154 $ 216,357 $ 1,128,511 $ 75,000 WT0104 Well Repairs $ 1,688,992 $ 25,000 $ 1,713,992 $ 1,664,840 $ 49,152 $ 1,763,992 $ 50,000 WT0803 Meters/Transponders/Leak Detection annual transfer $158,000) $ 2,518,944 $ 158,000 $ 2,676,944 $ 1,364,077 $ 1,312,867 $ 2,834,944 $ 158,000 WT1403 Reclaimed Water Line Extension Debt Payment - Impact $ 959,527 $ 118,306 $ 1,077,833 $ 1,038,391 $ 39,442 $ 1,198,602 $ 120,769 WT1603 Misc. Valve Replacement min bal $150,000 $ 515,000 $ - $ 515,000 $ 234,491 $ 280,509 $ 515,000 $ - WT1604 Reclaimed Water Line Extension Phase III $ 4,650,205 $ 1,000,000 $ 5,650,205 $ 4,624,803 $ 1,025,402 $ 6,150,205 $ 500,000 WT1802 Well Replacement- Fuller/Far North $ 11,156,856 $ 51,587 $ 11,105,269 $ 10,472,678 $ 632,591 $ 11,105,269 $ - WT2001 Line Replacement - Alexander Lane $ 440,000 $ $ 440,000 $ 313,651 $ 126,349 $ 440,000 $ WT2101 Line Replacement - Dicke Drive $ 476,000 $ $ 476,000 $ 17,373 $ 458,627 $ 476,000 $ WT2201 1 Mil Well Replacement Design $ - $ 51,781 $ 51,781 $ 33,781 $ 18,000 $ 51,781 $ WT2202 Line Replacement- Huntington Drive $ $ 515,000 $ 515,000 $ - $ 515,000 $ 515,000 $ FB9910 Fund Balance - Water Impact Restricted $ $ - $ - $ $ - $ - $ 2,452,891 FB9901 Fund Balance - Water & Wastewater CIP $ $ $ $ $ $ $ 629,599 FB9915 Fund Balance - Water & Wastewater CIP Restricted $ $ $ $ $ $ $ 6,500,000 Sub -Total Water Projects $ 23,459,035 $ 1,816,500 $ 25,275,535 $ 20,601,239 $ 4,674,296 $ 26,179,304 $ (8,678,721) (') Project has been placed on hold. 160 CAPITAL IMPROVEMENTS PROGRAM FUNDED PROJECTS SUMMARY Project Number Project Description Budget as of 5131/21 Appropriation/ Amendment Budget as of 5131/22 Expended as of 5/31/22 Remaining Funds Revised Project Cost Estimates Unfunded/ (Excess Funding) OTHER AC1901 iTexas Star Sports Complex Phase VII $ 4,532,318 $ 175,341 $ 4,707,659 $ 4,354,122 $ 353,537 $ 5,037,659 $ 330,000 CM0304 Entry Monument Sign Program $ 145,782 $ $ 145,782 $ 121,427 $ 24,355 $ 145,782 $ CM0804 Redevelopment $ 7,427,521 $ 2,507,876 $ 9,935,397 $ 8,831,997 $ 1,103,400 $ 10,935,397 $ 1,000,000 CM1701 Municipal Plaza Improvements Phase II $ 266,733 $ 50,000 $ 316,733 $ 216,445 $ 100,288 $ 446,733 $ 130,000 DV9901 EDC Incentive Funds annual transfer$25,000 $ 1,450,854 $ 25,000 $ 1,475,854 $ 1,351,148 $ 124,706 $ 1,750,854 $ 275,000 ED1002 EDC Contingency $ 325,000 $ $ 325,000 $ 68,772 $ 256,228 $ 325,000 $ 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) $ 140,000 $ 30,000 $ 170,000 $ 106,441 $ 63,559 $ 200,000 $ 30,000 FM2006 Fire Station #1 $ 7,884,084 $ 2,784 $ 7,886,868 $ 5,618,362 $ 2,268,506 $ 7,886,868 $ - FM2207 FY2022 Roof Replacement & Preventative Maintenance $ $ 94,000 $ 94,000 $ $ 94,000 $ 94,000 $ GC1801 TSGC Misc. Improvements min bal $150,000 $ 527,180 $ 60,000 $ 587,180 $ 420,693 $ 166,487 $ 587,180 $ GC2003 Texas Star Sloe Wall Protection Phase I $ 415,337 $ $ 415,337 $ 385,585 $ 29,752 $ 415,337 $ PR0720 Misc. Park Improvements (min bal $100,000) $ 1,318,253 $ 100,000 $ 1,418,253 $ 1,219,686 $ 198,567 $ 1,618,253 $ 200,000 PR0804 Park Irrigation annual transfer $25,000 $ 300,000 $ 25,000 $ 325,000 $ 234,835 $ 90,165 $ 400,000 $ 75,000 PR2011 Wilshire Park Upgrades $ 1,747,864 $ - $ 1,747,864 $ 167,114 $ 1,580,750 $ 2,222,864 $ 475,000 PR2102 Senior Center Canopy CDBG-CV $ 394,544 $ $ 394,544 $ 392,980 $ 1,564 $ 394,544 $ PR2203 Blessing Branch Park Improvements $ - $ 365,064 $ 365,064 $ 44,040 $ 321,024 $ 365,064 $ FB9906 Fund Balance - EDC CIP $ $ $ - $ $ $ $ 121,064 FB9908 Fund Balance - Parks at Texas Star CIP $ $ $ $ $ $ $ 144,456 FB9909 Fund Balance -General CIP $ $ $ $ $ $ $ 1,138,775 FB9913 Fund Balance - Car Rental CIP $ $ $ $ $ $ $ 28,045 FB9916 Fund Balance - TSGC CIP $ $ $ $ $ $ $ 13,861 Sub -Total Other Projects $ 43,293,450 $ 3,435,065 $ 46,728,515 $ 38,882,427 $ 7,846,088 $ 49,243,515 $ 1,068,799 TOTAL FUNDED PROJECTS $ 90,335,674 $ 8,227,432 $ 98,563,106 $ 73,904,584 $ 24,658,522 $ 102,156,875 161 CAPITAL IMPROVEMENT PROGRAMS FY2023 PROPOSED & UNFUNDED PROJECTS - SORTED BY TYPE PROPOSED METHOD OF FINANCING Project Description Priority Estimated Cost Operating Fund ClP Fund Balance Bond/Tax Note Grantsi Contributions Impact Fees Escrow Funds Car Rental Tax Other EDC To Be Determined DRAINAGE PROJECTS None Currently A $ Sub -Total Drainage Priority A -Proposed FY2023 $ - None Currently B $ Sub -Total Drainage Priority S-Unfunded $ Chittam Drive Storm Drain Installation C TBD I'I XX Kynette Drive Storm Drain Installation C TBD XX Little Bear Creek Drainage Improvements C TBD XX Main Centre Addition Channelized Drainage C TBD XX Sub -Total Drainage Priority C-Unfunded $ DRAINAGE PROJECTS -TOTAL $ STREET PROJECTS FY2023 Street Improvements A $ 1,050,000 XX Heritage Avenue — Cheek-Sparger Road to Guadalupe Trail A $ 260,275 $ 247,987 S 12,288 Sub -Total Street Priority A -Proposed FY2023 $ 1,310,275 FY2024 Street Improvements 124) B $ 1,075,000 XX FY2025 Street Improvements 125) B $ 1,100,000 XX FY2026 Street Improvements 125) B $ 1,125,000 XX FY2027 Street Improvements 127) B $ 1,150,000 XX Sub -Total Street Priority B-Unfunded $ 4,450,000 Cresthaven Drive Reconstruction C TBD XX East Alexander Lane Reconstruction C TBD XX Ross Avenue Extension C TBD XX Sheppard Drive Reconstruction C TBD XX Vine Street Reconstruction — SH 183 to SH 10 C TBD XX Sub -Total Street Priority C-Unfunded $ - STREET PROJECTS - TOTAL $ 5,760,275 WASTEWATER PROJECTS LR: Cedar Hill Estates South Phase I A $ 402,000 $ 67,000 $ 335,000 LR: Cedar Hill Estates South Phase II A $ 408,000 $ 68,000 $ 340,000 FY2023 48th CDBG LR: Euless Square/Aransas Drive A $ 540,000 $ 56,250 $ 483,750 LR: Trailwood Addition A $ 3,036,000 $ 607,000 $ 2,429,000 Sub -Total Wastewater Priority A -Proposed FY2023 $ 4,386,000 FY2024 49th CDBG LR: Fair Oaks Blvd/Shelmar Dr/Kensington Ct (24) B $ 436,000 XX LR: Oakwood Terrace North Phase 1 (241 B $ 528,000 XX FY2025 50th CDBG LR: Fair Oaks Blvd/Lone Oak Cir/Shady Hollow (25) B $ 400,000 XX LR: Oakwood Terrace North Phase 11 (25) B $ 396,000 XX FY2026 51st CDBG LR: Cedar Ridge Terrace/Round Tree Dr 25) B $ 406,000 XX LR: Woodvine Drive/Cliffwood Road 1251 B $ 576,000 XX FY2027 52nd CDBG LR: Cedar Ridge Terrace/Fair Oaks/Round Tree Dr/Douglas St 27) B $ 480,000 XX Sub -Total Wastewater Priority S-Unfunded $ 3,222,000 LR: Cliffwood Road/Shady Creek Drive C TBD XX LR: Knob Hill C TBD XX Sub -Total Wastewater Priority C-Unfunded WASTEWATER PROJECTS - TOTAL I $ 7,608,000 LR = Line Replacement ' Preliminary cost estimate of $1,186,000. 162 CAPITAL IMPROVEMENT PROGRAMS FY2023 PROPOSED & UNFUNDED PROJECTS - SORTED BY TYPE PROPOSED METHOD OF FINANCING Project Description Priority Estimated Cost Operating Fund CIP Fund Balance Bond/Tax Note Grants/ Contributions Impact Fees Escrow Funds Car Rental Tax Other EDC To Be Determined WATER PROJECTS LR: Midway Park 1st Addition A $ 574,000 $ 52,000 $ 522,000 LR: Oakwood Terrace A $ 1,797,812 $ 179,781 $ 1,618,031 LR: South Main Street A $ 2,102,104 $ 101,2191 $ 108,9911 1 $ 1,891,894 Sub -Total Water Priority A -Proposed FY2023 $ 4,473,916 LR: Sagebrush Trail (24) B $ 437,000 XX LR: Sotogrande Boulevard (25) B $ 400,000 XX LR: Bell -Hi Addition Phases I & II (26) B $ 474,000 XX LR: Donley Drive/Donley Court (27) B $ 402,000 XX Sub -Total Water Priority B-Unfunded $ 1,713,000 1 Mil Well Replacement C TBD XX LR: Cresthaven Drive C TBD XX LR: Dunaway Drive C TBD XX LR: Knob Hill C TBD XX LR: Midway Park 3rd Addition C TBD XX LR: West Euless Boulevard C TBD XX LR: Westpark Way C TBD XX Sub -Total Water Priority C-Unfunded $ - WATER PROJECTS -TOTAL $ 6,186,916 OTHER PROJECTS Aquatic Park Facility Upgrades A $ 315,000 XX Carr Park Trail Connection A $ 316,100 XX Fire Station #2 Design & Construction A $ 8,930,000 $1,180,000 $ 7,750,000 Kiddie Carr Park Improvements A $ 893,500 XX Midway Park Pickleball Courts A $ 200,520 XX Parks at Texas Star North Additional Parking Lot A $ 499,800 XX Police & Courts Building Design A $ 960,000 XX Trail Lighting — Heritage Avenue to Bob Eden Park A $ 150,000 XX Trail Lighting — Mid -Cities A $ 152,000 XX Sub -Total Other Priority A -Proposed FY2023 $ 12,416,920 Police & Courts Building Remodel (24) B $ 12,000,000 XX XX Animal Shelter Expansion/Renovation (25) B TBD XX Parks at Texas Star Phase VIII (25) B $ 3,966,945 XX Parks at Texas Star Lighting Upgrade (25) B $ 822,600 XX Sub -Total Other Priority B-Unfunded $ 16,789,545 Parks at Texas Star Turf— Fenway, Shea, and Jacobs Field C TBD XX South Euless Park Upgrades C TBD XX Trail Enhancements Phase I C TBD XX Trail Enhancements Phase II C TBD XX Trail Enhancements Villages of Bear Creek C TBD XX Trailwood Park Improvements C TBD XX Sub -Total Other Priority C-Unfunded Is OTHER PROJECTS - TOTAL 1 $ 29,206,465 LR = Line Replacement 163 CAPITAL IMPROVEMENT PROGRAMS FY2023 PROPOSED & UNFUNDED PROJECTS - SORTED BY TYPE PROPOSED METHOD OF FINANCING Project Description Priority Estimated Cost Operating Fund CIP Fund Balance Bond/Tax Note Grants/ Contributions Impact Fees Escrow Funds Car Rental Tax Other EDC To Be Determined DRAINAGE PROJECTS None Currently A $ Sub -Total Drainage Priority A -Proposed FY2023 $ None Currently B $ Sub -Total Drainage Priority B-Unfunded $ Chittam Drive Storm Drain Installation C TBD i XX Kynette Drive Storm Drain Installation C TBD XX Little Bear Creek Drainage Improvements C TBD XX Main Centre Addition Channelized Drainage C TBD XX Sub -Total Drainage Priority C-Unfunded $ DRAINAGE PROJECTS - TOTAL I $ Preliminary cost estimate of $1,186,000. 164 City of Euless Debt 165 ACTUAL BUDGET ESTIMATED BUDGET DEBT FUND SUMMARY FY2020-21 FY2021-22 FY2021-22 FY2022-23 BEGINNING FUND BALANCE $ 3,342,640 $ 3,820,419 $ 3,820,419 $ 2,887,689 REVENUES Property Taxes $ 4,045,449 $ 3,558,653 $ 3,643,105 $ 4,924,481 Gross Receipts Tax $ - $ - $ - $ - General Sales Tax $ - $ - $ - $ - Selective Sales Tax $ - $ - $ - $ - Fines/Fees/Penalties $ 17,813 $ 12,000 $ 14,265 $ 12,000 Licenses & Permits $ - $ - $ - $ - Interest Income $ 2,167 $ 2,450 $ 9,686 $ 10,171 Intergovernmental Revenue $ - $ - $ - $ - Charges for Service $ - $ - $ - $ - Miscellaneous/Rental Income $ 538,000 $ 495,000 $ 524,350 $ 495,000 Insurance/Risk/Other Financing Sources $ 1,886,414 $ - $ - $ - Revenues before Transfers $ 6,489,843 $ 4,068,103 $ 4,191,406 $ 5,441,652 Transfers from Other Funds $ 4,594,812 $ 4,627,080 $ 4,627,080 $ 4,628,387 TOTAL REVENUES $ 11,084,655 $ 8,695,183 $ 8,818,486 $ 10,070,039 TOTAL RESOURCES $ 14,427,295 $ 12,515,602 $ 12,638,905 $ 12,957,728 EXPENDITURES Personal Services $ - $ - $ - $ - Professional/Technical Services $ 2,125 $ 3,400 $ 3,400 $ 3,925 Contractual Services $ - $ - $ - $ - Utilities $ - $ - $ - $ - Maintenance $ - $ - $ - $ - Other Services/Contingencies $ - $ - $ - $ - Insurance $ - $ - $ - $ - General & Administrative $ - $ - $ - $ - Rebates/Incentives $ - $ - $ - $ - Supplies $ - $ - $ - $ - Capital / One -Time $ - $ 999,725 $ 999,725 $ - Debt Service/Bank Charges $ 8,909,751 $ 8,748,091 $ 8,748,091 $ 10,164,086 Expenditures before Transfers $ 8,911,876 $ 9,751,216 $ 9,751,216 $ 10,168,011 Transfers to Other Funds $ 1,695,000 $ - $ - $ - TOTAL EXPENDITURES $ 10,606,876 $ 9,751,216 $ 9,751,216 $ 10,168,011 ENDING FUND BALANCE $ 3,820,419 $ 2,764,386 $ 2,887,689 $ 2,789,717 The decline in fund balance for FY2022-23 is a planned drawdown of excess reserves above recommended reserve levels. 166 ACTUAL BUDGET ESTIMATED BUDGET RESERVE FUND SUMMARY FY2020-21 FY2021-22 FY2021-22 FY2022-23 BEGINNING FUND BALANCE $ 8,543,433 $ 9,531,041 $ 9,531,041 $ 9,192,071 REVENUES Property Taxes $ - $ - $ - $ - Gross Receipts Tax $ - $ - $ - $ - General Sales Tax $ - $ - $ - $ - Selective Sales Tax $ - $ - $ - $ - Fines/Fees/Penalties $ - $ - $ - $ - Licenses & Permits $ - $ - $ - $ - Interest Income $ 18,982 $ 23,500 $ 23,283 $ 23,942 Intergovernmental Revenue $ - $ - $ - $ - Charges for Service $ - $ - $ - $ - Miscellaneous/Rental Income $ 1,278,397 $ 65,000 $ 162,184 $ 65,000 Insurance/Risk/Other Financing Sources $ - $ - $ - $ - Revenues before Transfers $ 1,297,379 $ 88,500 $ 185,467 $ 88,942 Transfers from Other Funds $ 9,625 $ 999,725 $ 999,725 $ - TOTAL REVENUES $ 1,307,004 $ 1,088,225 $ 1,185,192 $ 88,942 TOTAL RESOURCES $ 9,850,437 $ 10,619,266 $ 10,716,233 $ 9,281,013 EXPENDITURES Personal Services $ $ $ - $ Professional/Technical Services $ $ - $ - $ Contractual Services $ $ - $ - $ - Utilities $ - $ - $ - $ - Maintenance $ - $ - $ - $ - Other Services/Contingencies $ - $ - $ - $ - Insurance $ - $ - $ - $ - General & Administrative $ - $ - $ - $ - Rebates/Incentives $ - $ - $ - $ - Supplies $ - $ - $ - $ - Capital / One -Time $ - $ - $ - $ - Debt Service/Bank Charges $ - $ - $ - $ - Expenditures before Transfers $ - $ - $ - $ Transfers to Other Funds $ 319,396 $ 1,524,162 $ 1,524,162 $ 1,096,162 TOTAL EXPENDITURES $ 319,396 $ 1,524,162 $ 1,524,162 $ 1,096,162 ENDING FUND BALANCE $ 9,531,041 $ 9,095,104 $ 9,192,071 $ 8,184,851 The decline in fund balance for FY2022-23 is a planned drawdown of excess reserves to rebate utility customers and cash flow capital projects. 167 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 years of remaining payments with additional debt capacity as the structure begins to decline in 2024 and 2025 and falls again in 2030. 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 - $1,068 0.85% 12.18% 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 19.38%, 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 $0.46 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. W 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/Wastewater Bonds and Sales Tax Bonds. Water and Wastewater The existing debt structure represents twenty-seven years of remaining payments with a decline in 2025. The final payment lies in 2049. Current Revenue Bond Coverage for Water and Wastewater Bonds is 5.70 (see Table 12 of September 30, 2021 Comprehensive Annual Financial Report). 168 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 outstanding sales tax bonds is scheduled for 2039. Current coverage ratio is 15.62 times, as calculated below: Gross Sales Tax Receipts $6,096,234 Avg. Annual Debt Service $390,319 15.62 Euless' financial policies also address revenue issues in the debt management section. Excerpts from that section include the following: A 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. 169 ANNUAL DEBT SERVICE TOTAL GENERAL OBLIGATION AND REVENUE DEBT $12, 000, 000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 rd SALES TAX % CENT STAR CENTER u WATER & WASTEWATER W G.O.'S AND C.O.'S 2023 2025 2027 2029 2031 2033 2035 2037 2039 2041 FISCAL YEAR 2043 2045 2047 2049 TOTAL ANNUAL DEBT SERVICE REQUIREMENTS SUMMARY OF TOTAL GENERAL OBLIGATION AND REVENUE DEBT GENERAL & CERTIFICATES WATER & SALES TAX YEAR 2023 OF OBLIGATION $7,077,773 GOLFREQUIREMENTS $590,444 $1,214,746 $706,020 $397,975 $9,986,958 2024 $6,484,733 $588,738 $1,209,786 $708,740 $394,625 $9,386,621 2025 $5,367,946 $591,072 $1,073,658 $715,140 $401,075 $8,148,891 2026 $5,367,996 $587,419 $1,069,201 $0 $396,975 $7,421,590 2027 $5,369,096 $592,678 $1,073,835 $0 $396,975 $7,432,583 2028 $5,363,035 $0 $1,071,924 $0 $396,575 $6,831,533 2029 $5,366,976 $0 $1,074,096 $0 $395,775 $6,836,847 2030 $4,177,501 $0 $1,075,181 $0 $399,575 $5,652,257 2031 $3,934,454 $0 $1,074,672 $0 $394,875 $5,404,001 2032 $3,935,509 $0 $1,083,190 $0 $396,100 $5,414,799 2033 $3,939,725 $0 $1,075,675 $0 $397,000 $5,412,400 2034 $3,944,975 $0 $947,371 $0 $396,450 $5,288,796 2035 $3,510,728 $0 $954,407 $0 $395,600 $4,860,735 2036 $3,286,447 $0 $540,758 $0 $399,400 $4,226,605 2037 $3,288,553 $0 $539,444 $0 $397,700 $4,225,697 2038 $3,281,728 $0 $537,826 $0 $400,650 $4,220,204 2039 $2,642,350 $0 $380,949 $0 $278,100 $3,301,399 2040 $1,790,200 $0 $381,181 $0 $0 $2,171,381 2041 $922,725 $0 $381,208 $0 $0 $1,303,933 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 $79,052,450 $2,950,350 $19,807,003 $2,129,900 $6,635,425 $110,575,128 170 $7,500,000 $7,000,000 $6,500,000 $ 6, 000, 000 1 $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 J Interest ' Principal 2023 2025 2027 2029 2031 2033 2035 2037 2039 2041 Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF GENERAL OBLIGATION DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 2023 $1,918,977 $5,158,796 $7,077,773 2024 $1,769,733 $4,715,000 $6,484,733 2025 $1,637,946 $3,730,000 $5,367,946 2026 $1,517,996 $3,850,000 $5,367,996 2027 $1,394,096 $3,975,000 $5,369,096 2028 $1,263,035 $4,100,000 $5,363,035 2029 $1,121,976 $4,245,000 $5,366,976 2030 $992,501 $3,185,000 $4,177,501 2031 $879,454 $3,055,000 $3,934,454 2032 $780,509 $3,155,000 $3,935,509 2033 $684,725 $3,255,000 $3,939,725 2034 $584,975 $3,360,000 $3,944,975 2035 $480,728 $3,030,000 $3,510,728 2036 $391,447 $2,895,000 $3,286,447 2037 $303,553 $2,985,000 $3,288,553 2038 $211,728 $3,070,000 $3,281,728 2039 $127,350 $2,515,000 $2,642,350 2040 $65,200 $1,725,000 $1,790,200 2041 $12,725 $910,000 $922,725 TOTAL $16,138,654 $62,913,796 $79,052,450 171 H E C I T Y 0 EULESS Tax -Supported General Obligation Debt Composition of Debt Service $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 2023 2025 2027 2029 2031 2033 2035 2037 2039 2041 Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF TAX -SUPPORTED GENERAL OBLIGATION DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 2023 $1,215,621 $3,973,796 $5,189,417 2024 $1,118,302 $3,490,000 $4,608,302 2025 $1,022,290 $2,465,000 $3,487,290 2026 $942,214 $2,545,000 $3,487,214 2027 $859,489 $2,625,000 $3,484,489 2028 $771,385 $2,705,000 $3,476,385 2029 $674,614 $2,805,000 $3,479,614 2030 $591,164 $1,700,000 $2,291,164 2031 $525,739 $1,760,000 $2,285,739 2032 $465,966 $1,820,000 $2,285,966 2033 $410,769 $1,880,000 $2,290,769 2034 $352,875 $1,940,000 $2,292,875 2035 $292,069 $1,995,000 $2,287,069 2036 $230,884 $2,060,000 $2,290,884 2037 $169,084 $2,120,000 $2,289,084 2038 $104,291 $2,180,000 $2,284,291 2039 $47,725 $1,595,000 $1,642,725 2040 $15,475 $775,000 $790,475 2041 $3,300 $330,000 $333,300 TOTAL $9,813,254 $40,763,796 $50,577,050 173 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 @ 3.000%, 2020-2022 @ 4.000%, 2023 @ 3.000% and 2024 @ 3.125% PAYING AGENT: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: February 15, 2021 YEAR COUPON INTEREST PRINCIPAL TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 FEBRUARY 15 2023 3.000% $16,159 $8,359 $520,000 $544,519 2024 3.125% $8,359 $0 $535,000 $543,359 TOTAL $24,519 $8,359 $1,055,000 $1,087,878 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. 2022 Successor Paying Agent 174 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 TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: February 15, 2028 YEAR COUPON INTEREST PRINCIPAL FEBRUARY 15 TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 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% $73,382 $65,881 $500,000 $639,264 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 $1,237,429 $1,100,123 $7,910,000 $10,247,552 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. * 2022 Successor Paying Agent 175 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 2023 3.000% $4,314 $143,796 $148,110 TOTAL $4,314 $143,796 $148,110 The lease was used to finance an integrated camera and taser system along with related hardware and software for the police department. 176 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 TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: February 15, 2028 YEAR COUPON INTEREST PRINCIPAL FEBRUARY 15 TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 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 t $2,052,194 $1,843,216 $10,730,000 $14,625,410 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. * 2022 Successor Paying Agent 177 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2020 DATED: January 14, 2020 ORIGINAL AMOUNT: $7,115,000 INTEREST RATES: BOND YEARS 2020-2024 @ 3.50%, 2025-2031 @ 3.00%, 2032-2033 @ 2.00%, 2034 @ 2.125%, 2035 @ 2.250%, 2036-2037 @ 2.375% and 2038-2040 @ 2.50% PAYING AGENT: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: February 15, 2029 YEAR COUPON INTEREST PRINCIPAL FEBRUARY 15 TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 2023 3.500% $87,300 $82,313 $285,000 $454,613 2024 3.500% $82,313 $77,150 $295,000 $454,463 2025 3.000% $77,150 $72,575 $305,000 $454,725 2026 3.000% $72,575 $67,850 $315,000 $455,425 2027 3.000% $67,850 $63,050 $320,000 $450,900 2028 3.000% $63,050 $58,100 $330,000 $451,150 2029 3.000% $58,100 $53,000 $340,000 $451,100 2030 3.000% $53,000 $47,675 $355,000 $455,675 2031 3.000% $47,675 $42,200 $365,000 $454,875 2032 2.000% $42,200 $38,500 $370,000 $450,700 2033 2.000% $38,500 $34,700 $380,000 $453,200 2034 2.125% $34,700 $30,556 $390,000 $455,256 2035 2.250% $30,556 $26,113 $395,000 $451,669 2036 2.375% $26,113 $21,303 $405,000 $452,416 2037 2.375% $21,303 $16,375 $415,000 $452,678 2038 2.500% $16,375 $11,063 $425,000 $452,438 2039 2.500% $11,063 $5,625 $435,000 $451,688 2040 2.500% $5,625 $0 $450,000 $455,625 TOTAL $835,447 $748,147 $6,575,000 $8,158,594 Proceeds from the sale of the Certificates will be used for (i) the construction of public works, to wit: acquiring, designing, constructing, improving, expanding and equipping one or more fire stations (including the demolition of existing Fire Station #1), and (ii) professional services rendered in relation to such projects and the financing thereof. * 2022 Successor Paying Agent 178 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAX NOTES, SERIES 2020 DATED: June 25, 2020 ORIGINAL AMOUNT: $1,110,000 INTEREST RATES: 1.07% PAYING AGENT: UMB BANK, NA OPTION DATE: February 15, 2022 YEAR INTEREST INTEREST FEBRUARY 15 AUGUST 15 PRINCIPAL FEBRUARY 15 TOTAL REQUIREMENTS 2023 1.070% $2,100 $0 $375,000 $377,100 TOTAL $2,100 $0 $375,000 $377,100 The notes will be used to: (i) pay costs of purchasing equipment, machinery, building, and vehicles for the City's public works, parks and recreation, fire, and police departments; and (ii) to pay for professional services related to the construction, installation, demolition, and financing thereof. 179 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAX AND WATERWORKS AND SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATE OF OBLIGATION, SERIES 2021 DATED: April 8, 2021 ORIGINAL AMOUNT: $5,360,000 INTEREST RATES: BOND YEARS 2022-2041 @ 4.000% - 1.625% PAYING AGENT: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: February 15, 2030 YEAR COUPON INTEREST PRINCIPAL TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 FEBRUARY 15 2023 4.000% $60,423 $56,123 $215,000 $331,545 2024 2.125% $56,123 $53,732 $225,000 $334,854 2025 1.750% $53,732 $51,719 $230,000 $335,451 2026 1.750% $51,719 $49,707 $230,000 $331,426 2027 1.700% $49,707 $47,709 $235,000 $332,416 2028 4.000% $47,709 $42,909 $240,000 $330,619 2029 4.000% $42,909 $37,909 $250,000 $330,819 2030 4.000% $37,909 $32,609 $265,000 $335,519 2031 3.000% $32,609 $28,559 $270,000 $331,169 2032 1.625% $28,559 $26,284 $280,000 $334,844 2033 1.625% $26,284 $23,969 $285,000 $335,253 2034 1.750% $23,969 $21,431 $290,000 $335,400 2035 1.750% $21,431 $18,850 $295,000 $335,281 2036 2.000% $18,850 $15,850 $300,000 $334,700 2037 2.000% $15,850 $12,800 $305,000 $333,650 2038 2.000% $12,800 $9,700 $310,000 $332,500 2039 2.000% $9,700 $6,550 $315,000 $331,250 2040 2.000% $6,550 $3,300 $325,000 $334,850 2041 2.000% $3,300 $0 $330,000 $333,300 TOTAL $600,134 $539,712 $5,195,000 $6,334,846 Proceeds from the sale of the Certificates will be used to (i) construct public works and, (ii) to pay professional services rendered in relation to such projects and the financing thereof. 2022 Successor Paying Agent 180 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAX NOTES, SERIES 2021 DATED: April 8, 2021 ORIGINAL AMOUNT: $1,625,000 INTEREST RATES: 4.00% PAYING AGENT: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: N/A YEAR INTEREST INTEREST FEBRUARY 15 AUGUST 15 PRINCIPAL FEBRUARY 15 TOTAL REQUIREMENTS 2023 4.000% $22,400 $11,400 $550,000 $583,800 2024 4.000% $11,400 $0 $570,000 $581,400 TOTAL $33,800 $11,400 $1,120,000 $1,165,200 Proceeds from the sale of the Notes will be used for: (i) the costs of purchasing equipment, machinery, buildings and vehicles for the City fire and police departments and (ii) professional services rendered in connection with such projects and the Notes. * 2022 Successor Paying Agent 181 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAX NOTES, SERIES 2022 DATED: September 20, 2022 ORIGINAL AMOUNT: $7,660,000 INTEREST RATES: 2.89% PAYING AGENT: AMEGY BANK OPTION DATE: N/A YEAR INTEREST INTEREST FEBRUARY 15 AUGUST 15 PRINCIPAL FEBRUARY 15 TOTAL REQUIREMENTS 2023 2.890% $89,165 $95,298 $1,065,000 $1,249,462 2024 2.890% $95,298 $80,559 $1,020,000 $1,195,857 2025 2.890% $80,559 $65,386 $1,050,000 $1,195,945 2026 2.890% $65,386 $49,708 $1,085,000 $1,200,094 2027 2.890% $49,708 $33,596 $1,115,000 $1,198,304 2028 2.890% $33,596 $17,051 $1,145,000 $1,195,647 2029 2.890% $17,051 $0 $1,180,000 $1,197,051 TOTAL $430,763 $341,598 $7,660,000 $8,432,361 Proceeds from the sale of the Notes will be used for: (i) acquiring, designing, constructing, improving, expanding and equipping one or more fire stations, and (ii) the costs of professional services rendered in connection with the financing thereof. 182 TIRZ/PID-Supported General Obligation Debt Composition of Debt Service $ 2, 000, 000 $1, 500, 000 $1, 000, 000 $500,000 a 2023 2025 2027 2029 2031 2033 2035 2037 2039 2041 Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF TIRZ/PID-SUPPORTED GENERAL OBLIGATION DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 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 $6,325,400 $22,150,000 $28,4751400 TIRZ - Tax Increment Reinvestment Zone PID - Public Improvement District 183 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 TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: August 15, 2021 YEAR COUPON INTEREST PRINCIPAL TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 AUGUST 15 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 $9,050 $9,050 $90,000 $108,100 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. * 2022 Successor Paying Agent 184 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 TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: August 15, 2021 YEAR COUPON INTEREST PRINCIPAL AUGUST 15 TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 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 $147,303 $147,303 $1,510,000 $1,804,606 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. * 2022 Successor Paying Agent 185 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 TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: August 15, 2024 YEAR COUPON INTEREST PRINCIPAL AUGUST 15 TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 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 $4379950 $437,950 $4,225,000 $5,100,900 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. * 2022 Successor Paying Agent 186 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 TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: February 15, 2026 YEAR COUPON INTEREST PRINCIPAL FEBRUARY 15 TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 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 $286,894 1 $246,894 1 $2,390,000 1 $2,923,788 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. * 2022 Successor Paying Agent 187 H E C I T Y 0 EULESS 188 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 TRUST COMPANY, NATIONAL ASSOCIATION' OPTION DATE: August 15, 2026 YEAR COUPON INTEREST PRINCIPAL AUGUST 15 TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 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 $2,306,216 $2,296,791 $13,935,000 $18,538,006 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. ** 2022 Successor Paying Agent 189 $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 Interest ! Principal 2023 2025 Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF TAXABLE (SELF SUPPORTING) G.O. DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 2023 $86,020 $620,000 $706,020 2024 $58,740 $650,000 $708,740 2025 $30,140 $685,000 $715,140 TOTAL $174,900 $1,955,000 $2,129,900 G.O. - General Obligation 190 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 TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: August 1, 2021 YEAR COUPON INTEREST PRINCIPAL AUGUST1 TOTAL REQUIREMENTS FEBRUARY1 AUGUST1 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 $87,450 $87,450 $1,955,000 $2,129,900 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. * 2022 Successor Paying Agent 191 Golf G.O. Refunding Debt Composition of Debt Service $800,000 PRINCIPAL $600,000 $400,000 $200,000 I INTEREST 2023 2025 202� Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF GOLF G.O. REFUNDING DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 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 $175,350 $2,775,000 $2,950,350 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 192 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 TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: FEBRUARY 15, 2022 YEAR COUPON INTEREST PRINCIPAL FEBRUARY 15 TOTAL REQUIREMENTS FEBRUARY 15 AUGUST 15 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 $104,194 $71,156 $2,775,000 $2,950,350 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 * 2022 Successor Paying Agent $590,070 193 H E C I T Y 0 EULESS 194 Water & Wastewater Revenue Debt Composition of Debt Service $1,300,000 $1,200,000 I PRINCIPAL I INTEREST $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 2023 2026 2029 2032 2035 2038 2041 2044 2047 Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF WATER AND WASTEWATER SYSTEM REVENUE DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 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 $2,972,003 $16,835,000 $19,807,003 AVERAGE ANNUAL PRINCIPAL AND INTEREST OUTSTANDING $733,593 195 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 2023 2.030% $2,791 $2,791 $140,000 $145,582 2024 2.030% $1,370 $1,370 $135,000 $137,740 TOTAL $4,161 $4,161 $275,000 $283,322 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. 196 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 TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: July 25, 2023 YEAR COUPON INTEREST PRINCIPAL JULY 15 TOTAL REQUIREMENTS JANUARY 15 JULY 15 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 $154,984 $154,984 $1,010,000 $1,319,969 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. * 2022 Successor Paying Agent 197 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: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: N/A YEAR COUPON INTEREST PRINCIPAL JULY 15 TOTAL REQUIREMENTS JANUARY 15 JULY 15 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 1.980% 1 $2,624 $2,624 1 $265,000 1 $270,247 TOTAL 1 1 $200,668 $200,668 1 $3,145,000 1 $3,546,336 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. 2022 Successor Paying Agent 198 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: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: N/A YEAR COUPON INTEREST PRINCIPAL JULY 15 TOTAL REQUIREMENTS JANUARY 15 JULY 15 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 $87,465 $87,465 $1,660,000 $1,834,930 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. 2022 Successor Paying Agent 199 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: WATERWORKS AND SEWER SYSTEM REVENUE BONDS, SERIES 2018 DATED: 4/12/2018* ORIGINAL AMOUNT: $2,785,000 INTEREST RATES: BOND YEARS 2018-2038 @ 0% -1.49% PAYING AGENT: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION** OPTION DATE: N/A YEAR COUPON INTEREST PRINCIPAL JULY 15 TOTAL REQUIREMENTS JANUARY 15 JULY 15 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 1.490% 1 $1,155 1 $1,155 1 $155,0010 $157,310 TOTAL $127,606 $127,606 1 $2,270,000 $2,525,211 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. Changed date to reflect date on Official Statement. ** 2022 Successor Paying Agent 200 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: WATERWORKS AND SEWER SYSTEM REVENUE BONDS, SERIES 2019 DATED: April 25, 2019 ORIGINAL AMOUNT: $9,275,000 INTEREST RATES: BOND YEARS 2020-2049 @ 0.23% -1.66% PAYING AGENT: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: N/A YEAR COUPON INTEREST PRINCIPAL JULY 15 TOTAL REQUIREMENTS JANUARY 15 JULY 15 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 $911,118 $911,118 $8,475,000 $10,297,237 Proceeds from the sale of the Bonds will provide funds for Capital Improvement Project WT1802 Well Replacement - Fuller / Far North. 2022 Successor Paying Agent 201 T H EEC I T Y O F E64JLESS 202 $500,000 $450,000 $400,000 $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 Sales Tax Revenue Debt Composition of Debt Service PRINCIPAL INTEREST 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF SALES TAX REVENUE DEBT YEAR INTEREST PRINCIPAL TOTAL REQUIREMENTS 2023 $172,975 $225,000 $397,975 2024 $164,625 $230,000 $394,625 2025 $156,075 $245,000 $401,075 2026 $146,975 $250,000 $396,975 2027 $136,975 $260,000 $396,975 2028 $126,575 $270,000 $396,575 2029 $115,775 $280,000 $395,775 2030 $104,575 $295,000 $399,575 2031 $94,875 $300,000 $394,875 2032 $86,100 $310,000 $396,100 2033 $77,000 $320,000 $397,000 2034 $66,450 $330,000 $396,450 2035 $55,600 $340,000 $395,600 2036 $44,400 $355,000 $399,400 2037 $32,700 $365,000 $397,700 2038 $20,650 $380,000 $400,650 2039 $8,100 $270,000 $278,100 TOTAL $1,610,425 $5,025,000 $6,635,425 MAXIMUM ANNUAL DEBT SERVICE (RESERVE) AVERAGE ANNUAL DEBT OUTSTANDING $401,075 $390,319 203 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 TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: 9/15/2028 YEAR COUPON INTEREST PRINCIPAL SEPTEMBER 15 TOTAL REQUIREMENTS MARCH 15 SEPTEMBER 15 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 $255,175 $255,175 $1,380,000 $1,890,350 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. * 2022 Successor Paying Agent 204 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: EULESS DEVELOPMENT CORPORATION, SALES TAX REVENUE BONDS, SERIES 2019 DATED: 12/12/19* ORIGINAL AMOUNT: $4,120,000 INTEREST RATE: YEARS 2020-2029 @ 4.00%, 2030 @ 3.00%, YEARS 2031-2032 @2.5%, YEARS 2033-2039 @ 3.00% PAYING AGENT: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION** OPTION DATE: 9/15/2030 YEAR COUPON INTEREST PRINCIPAL SEPTEMBER 15 TOTAL REQUIREMENTS MARCH 15 SEPTEMBER 15 2023 4.00% $59,888 $59,888 $160,000 $279,775 2024 4.00% $56,688 $56,688 $165,000 $278,375 2025 4.00% $53,388 $53,388 $175,000 $281,775 2026 4.00% $49,888 $49,888 $180,000 $279,775 2027 4.00% $46,288 $46,288 $185,000 $277,575 2028 4.00% $42,588 $42,588 $195,000 $280,175 2029 4.00% $38,688 $38,688 $200,000 $277,375 2030 3.00% $34,688 $34,688 $210,000 $279,375 2031 2.50% $31,538 $31,538 $215,000 $278,075 2032 2.50% $28,850 $28,850 $220,000 $277,700 2033 3.00% $26,100 $26,100 $225,000 $277,200 2034 3.00% $22,725 $22,725 $235,000 $280,450 2035 3.00% $19,200 $19,200 $240,000 $278,400 2036 3.00% $15,600 $15,600 $250,000 $281,200 2037 3.00% $11,850 $11,850 $255,000 $278,700 2038 3.00% $8,025 $8,025 $265,000 $281,050 2039 3.00% $4,050 $4,050 $270,000 $278,100 TOTAL $550,038 $550,038 $3,645,000 $4,745,075 Proceeds from the sale of the Bonds will be used to (i) pay contractual obligations of the City to be incurred for improvements to parks and park facilities located at the Parks at Texas Star, including softball facilities, and (ii) pay the costs associated with the issuance of the Bonds. * Changed date to reflect date on O/S. ** 2022 Successor Paying Agent 205 H E C I T Y 0 EULESS 206 City of Euless Appendices 207 H E C I T Y 0 EULESS 208 City of Euless Appendix A Human Resources 209 Full -Time Personnel Counts FY 20/21 FY 21/22 FY 21/22 FY 22/23 ACTUAL BUDGETED ESTIMATED BUDGETED CITY ADMINISTRATION 3.00 A 3.50 3.50 3.50 CITY SECRETARY 3.50 3.50 3.50 3.50 Total City Administration 6.50 7.00 7.00 7.00 FINANCE/BUDGET 1.50 1.50 1.50 L 2.50 MUNICIPAL COURTS 7.75 B 8.25 8.25 G K 7.75 ACCOUNTING 3.50 3.50 3.50 3.50 PURCHASING 1.00 1.00 1.00 1.00 Total Finance 13.75 14.25 14.25 14.75 POLICE CODE COMPLIANCE 16.00 16.00 16.00 16.00 POLICE ADMINISTRATION 7.00 7.00 7.00 7.00 POLICE PATROL 49.00 E&D 49.00 49.00 H 48.00 POLICE CID 14.00 14.00 14.00 1 16.00 POLICE SERVICE 21.00 21.00 21.00 1 22.50 POLICE DETENTION 17.00 17.00 17.00 1 13.50 Total Police Department 124.00 124.00 124.00 123.00 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 D 70.00 70.00 70.00 Total Fire Department 75.00 78.00 78.00 78.00 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 G 3.50 INSPECTIONS SERVICES 4.00 4.00 4.00 4.00 Total Planning & Development 6.50 6.50 6.50 7.50 RECREATION 5.50 5.50 5.50 5.50 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 19.50 19.50 19.50 19.50 STREET MAINTENANCE 11.50 11.50 11.50 F 13.50 ANIMAL CONTROL 3.00 3.00 3.00 J 4.00 CITY ENGINEER 1.00 1.00 1.00 1.00 Total Public Works 15.50 15.50 15.50 18.50 TOTAL GENERAL FUND 278.25 282.25 282.25 285.75 EDC-PARKS 13.25 13.25 13.25 F 14.25 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 25.25 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 C 8.25 8.25 8.25 SEWAGE & TREATMENT 8.00 8.00 8.00 8.00 METER SERVICES 1.00 1.00 1.00 1.00 Total Public Works 25.00 26.00 26.00 26.00 INFORMATION SERVICES 4.00 4.00 4.00 4.00 W&S NON-DEPT. 9.50 A 10.00 10.00 10.00 Total Non -departmental 13.50 14.00 14.00 14.00 TOTAL W&S FUND 43.50 45.00 45.00 45.00 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 B 0.75 0.75 K 0.25 CRIME CONTROL FUND 15.00 E 18.00 18.00 H 19.00 SERVICE CENTER FUND 5.00 5.00 5.00 5.00 DRAINAGE UTILITY FUND 8.00 8.00 8.00 8.00 PARKS @ TEXAS STAR 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 32.25 34.75 34.75 35.25 TOTAL ALL FUNDS 390.00 398.00 398.00 403.00 A) Funded Assistant City Manager Position G) Transferred Court Clerk to Planning & Development 3) Split Juvenile Case Clerk between General Fund and Juvenile Case Fun H) Transferred 1 Police Officer from General Fund to CCPD C) Added 1 Public Works Field Tech in Water & Wastewater Fund 1) Transferred 3.5 positions from Detention to CID and Services D) Added 3 Police Officers and 3 Fire Fighter/Paramedics in General Fund J) Converted Part Time to Full Time E) Transferred 3 Police Officers from General Fund to CCPD K) Transferred 0.25 Juvenile Case Manager and 0.25 Court Clerk to General Fund F) Added FT Field Tech(s) L) Funded Internal Audit Position as Accountant II 210 PERSONNEL COUNTS BY FUND FULL-TIME EMPLOYEES FY21 ACTUAL FY22 BUDGETED FY22 ESTIMATED FY23 FUNDED GENERAL FUND 278.25 282.25 282.25 285.75 EDC FUND 24.25 24.25 24.25 25.25 WATER & WW FUND 43.50 45.00 45.00 45.00 GOLF COURSE FUND 11.75 11.75 11.75 11.75 JUVENILE CASE FUND 1.25 0.75 0.75 0.25 CRIME CONTROL DISTRICT 15.00 18.00 18.00 19.00 SERVICE CENTER FUND 5.00 5.00 5.00 5.00 DRAINAGE UTILITY 8.00 8.00 8.00 8.00 PARKS AT TEXAS STAR 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 390.00 398.00 398.00 403.00 PART-TIME EMPLOYEES GENERAL FUND 49.00 49.00 49.00 47.00 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 PARKS AT TEXAS STAR 26.00 26.00 26.00 26.00 TOTAL 154.00 154.00 154.00 152.00 Nil H E C I T Y 0 EULESS Qm City of Euless Appendix B Finance Terminology 213 H E C I T Y 0 EULESS NEI 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. 215 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/SOURCE OF 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, grants, and from facilities or assets. the 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. 216 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 center 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. PARKS AT TEXAS STAR FUND (PATS) To account for revenues for Youth and Adult Revenues generated from tournaments, Sports activity at the Parks at Texas Star. recreational league fees, pro shop sales, 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 incremental 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. PAN Fund Structure Operating & Capital Funds Governmental Funds General Special Debt Capital Fund Revenue Service Improvement Funds Funds Programs Hotel/Motel G.O. Developer's Escrow Juvenile Case Stars Center Streets EDC %0 EDC %0 EDC %0 CCPD %0 W & WW General Car Rental TSGC Redevelopment Police Drug PATS Police Facility Grant Car Rental Police Seized Assets TSGC Glade Park PID PATS Glade Park TIRZ W & WW Cable PEG Fee W Impact Fees Midtown PID WW Impact Fees Drainage Proprietary Funds Reserve Enterprise Internal Funds Service Funds General W & WW Insurance & Benefits EDC %0 Service Center Risk Mgmt. & Workers Comp. Midtown Bond Reserve Drainage Equipment Replacement W & W W Recreation Classes W & W W Arbor Daze Stabilization TSGC TSGC PATS PATS W = Water WW = Wastewater TSGC = Texas Star Golf Course PATS = Parks At Texas Star EDC = Economic Development Corporation CCPD = Crime Control and Prevention District PID = Public Improvement District TIRZ = Tax Increment Reinvestment Zone 218 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. ACFR: Acronym for Annual Comprehensive Financial Report which is a set of financial reports produced by local governments, states, and other entities to comply with the reporting rules set by Government Accounting Standards Boards (GASB). 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 unit's 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 capped 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. Arbitrage: The interest earnings derived from invested bond proceeds or debt service fund balances. ARPA: Acronym for American Rescue Plan Act of 2021, which is a $1.9 trillion economic stimulus bill passed to speed up the recovery from the COVID-19 pandemic and ongoing recession. 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. Audit: The official inspection of the City's accounts and / or operations by an independent body. 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 219 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. 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. CARES: Acronym for Coronavirus Act, Relief and Economic Security Act of 2020 which is a $2.2 trillion economic stimulus bill passed in response to the COVID-19 pandemic. 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, a component unit of the City which is special district funded by a'/40 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 220 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'/20 sales and use tax that is legally restricted to library, parks, and economic development projects, and the debt associated with each. 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. ESBA: Acronym for Euless Small Business Association which is an association to promote small business in the City of Euless, Texas. 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 30tn 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'/2 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. ��0i GC ISD: 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 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; an 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 senior citizens and varying additional amounts for disabled veterans. 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. NEFDA: Acronym for Northeast Fire Department Association, which is an association developed for the purpose of combining manpower, ideas and education for special operations. No New Revenue Tax Rate: The tax rate that would generate the same amount of revenue in the current year as was generated by a taxing 4% unit's adopted tax rate in the preceding tax year from property that is taxable in both the current tax year and the preceding tax 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 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. PATS: Acronym for the Parks at Texas Star which is used to account for the revenues and expenditures of both Parks at Texas Star North and South enterprise operations. 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, which is the legal right to pass along a specific rout through property belonging to another. 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. 223 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. 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. Such zones are component units of the City. 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. TXDOT: Acronym for the Texas Department of Transportation, a state government agency responsible for the construction and maintenance of state highways and administering capital funds for street repairs. User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service. Voter -Approval Tax Rate: The calculated maximum rate allowed by law without voter approval. 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, and the Parks at Texas Star. 224 City of Euless Appendix C Ordinances 225 ORDINANCE NO. 2305 AN ORDINANCE AMENDING THE BUDGET FOR THE CITY OF EULESS FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2021, AND ENDING SEPTEMBER 30, 2022; PROVIDING A SEVERABILITY CLAUSE; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, the Euless City Council desires to participate in the joint engineering and design costs of roadway and ADA improvements at the intersection of Mid -Cities Boulevard/Cheek Sparger Road and State Highway 121 located in Tarrant County, Texas (hereinafter, the "Project"); and WHEREAS, the FY2021-2022 Capital Budget approved by the City Council did not include funding for the Project; and WHEREAS, the FY2021-2022 Capital Budget included excess reserves in the Streets Capital Projects Fund and the General Capital Projects Fund; and WHEREAS, the City Council deems it in the public interest to amend the FY2021- 2022 budget to fund the one-time Project. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EULESS, TEXAS, THAT: SECTION 1. The official capital budget for the City of Euless for the fiscal year beginning October 1, 2021, and ending September 30, 2022, is amended as follows: Fund Streets Capital Projects Fund General Capital Projects Fund FY2022 Original Appropriations $ 1,115,000 $ 453,000 SECTION 2. FY2022 Revised Appropriations $ 1,525,000 $ 559,000 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. SECTION 3. 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 226 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 4. 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 June 14, 2022, by a vote of 7 ayes, 0 nays, and 0 abstentions. APPROVED: r " �;da4M�rtin, Mayor ATTEST: _ Sutter, RMC, CMC, City Secretary APPROVED AS TO FORM: r' Att6rney s Ordinance No. 2305, Page 2 of 2 227 ORDINANCE NO. 2314 AN ORDINANCE ADOPTING THE OFFICIAL OPERATING AND CAPITAL BUDGET FOR THE CITY OF EULESS FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2022, AND ENDING SEPTEMBER 30, 2023; AMENDING THE BUDGET FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2021, AND ENDING SEPTEMBER 30, 2022; 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, 2022, and ending September 30, 2023, was posted on the City's website and filed in the office of the City Secretary of the City of Euless on July 22, 2022, updated July 27, 2022, and has been available to the citizens and the public for their inspection since; and WHEREAS, the FY2022-2023 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 FY2022-2023 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 9, 2022, 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 FY2021-2022 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, 228 2022, and ending September 30, 2023, on file in the office of the City Secretary as Exhibit A as amended by the Euless Development Corporation Board, 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 FY2022-2023 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 FY2021-2022 official Budget for the City of Euless is amended to provide an additional $5,368,219 for unforeseen contractual rebate obligations, $84,169 for appropriation of grant revenue for specific capital projects, $150,000 for Tax Note issuance costs, and $25,000 for unforeseen equipment breakdown. The revised figures, prepared and submitted by the City Manager for the FY2021-2022 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. 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: Ordinance No. 2314, Page 2 of 5 229 FY2022 FY2023 Amended Budgeted FUND Expenditures Expenditures General Fund $ 49,873,497 $ 58,584,348 Hotel/Motel Fund $ 828,232 $ 1,735,412 Juvenile Case Fund $ 42,055 Half Cent Sales Tax Fund (EDC) $ 6,727,062 $ 11,036,160 Crime Control & Prevention District Fund (CCPD) $ 4,239,018 Police Seized Assets Fund $ 49,471 Police Drug Fund (DEA) $ 220,000 Grant Fund $ 9,548,234 $ 688,843 Car Rental Tax Fund $ 15,402,018 $ 16,070,847 Glade Parks Tax Increment Reinvestment Zone $ 1,138,418 Midtown Public Improvement District $ 337,464 Midtown Tax Increment Reinvestment Zone $ 764,199 Cable PEG Fund $ 115,600 $ 200,000 General Obligation Debt Service Fund $ 6,984,723 $ 7,252,875 Star Center Debt Service Fund $ 706,470 Half Cent Debt Service Fund (EDC) $ 398,976 Water & Wastewater Fund $ 30,363,165 Service Center Fund $ 1,370,014 Water & Wastewater Debt Service Fund $ 1,218,796 Drainage Utility Fund $ 974,646 Recreation Classes Fund $ 425,197 Arbor Daze Fund $ 120,000 Parks at Texas Star $ 1,033,652 Texas Star Golf Course Fund $ 4,999,599 Texas Star Golf Course Debt Service Fund $ 590,894 Equipment Replacement Fund $ 5,298,752 Health Insurance Fund $ 8,403,240 Risk Management/Worker's Comp Fund $ 1,366,731 Ordinance No. 2314, Page 3 of 5 230 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: FY2022 Amended FY2023 Fund Appropriations Appropriations 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 Police Facility Capital Improvements Projects Half Cent Capital Projects Fund (EDC) Texas Star Golf Course Capital Projects Redevelopment Fund Developers Escrow SECTION 7. $ 50,000 $ 1,530,937 $ 1,335,275 $ 9,230,932 $ 9,642,916 $ 120,769 $ 100,000 $ 561,784 $ 8,940,000 $ 960,000 $ 690,405 $ 3,881,920 $ 120,000 $ 2,507,876 $ 1,000,000 12,288 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. FY2023 Fund Appropriations Water & Wastewater Rate Stabilization Reserve Fund $ 979,205 Texas Star Golf Course Reserve Fund $ 100,000 Water & Wastewater Debt Reserve Fund $ 16,957 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. 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 Ordinance No. 2314, Page 4 of 5 231 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 August 22, 2022, by a vote of 7 ayes, 0 nays, and 0 abstentions. APPROVED: Lind Ma tin, Mayor ATTEST: 4KI�u`ttWITRMC, CMC, City Secretary APPROVED AS TO FORM: �IWI.10'11-'R. F00 9A 11.-ityAttorhey Ordinance No. 2314, Page 5 of 5 232 ORDINANCE NO. 2315 AN ORDINANCE LEVYING TAXES FOR THE TAX YEAR 2022 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 9, 2022, the City Council held a public hearing on the proposed budget for the Fiscal Year 2022-2023; and WHEREAS, the City Council has approved, by a separate ordinance adopted on August 22, 2022, an annual budget for the fiscal year beginning October 1, 2022, and ending September 30, 2023 (tax year 2022); 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 2022; and WHEREAS, the City Council held a public hearing on the proposed tax rate on August 22, 2022, 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 2022 and for each tax year thereafter until otherwise ordained: $0.370847 for the purposes of maintenance and operation $0.089153 for the payment of principal and interest on debt of the City $0.46 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, 2022, 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. 233 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 1.61 PERCENT AND WILL RAISE TAXES FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY APPROXIMATELY-$32.04. 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, 2022, and shall become delinquent on February 1, 2023. 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, 2023. Ordinance No. 2315, Page 2 of 4 234 SECTION 6. If the tax is unpaid after January 31, 2023, 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, 2022, may pay the remaining one-half of the taxes without penalty or interest before July 1, 2023, 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, 2023, 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. RTXGK*riIain 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. 2315, Page 3 of 4 235 SECTION 12. This ordinance shall become effective from and after its date of passage. PRESENTED AND APPROVED ON FIRST AN meeting of the Euless City Council on August 22, 2022, nays, and 0 abstentions. APPROVED: Linda fdrartin, Mayor ATTEST: Sutter, TRMC, CMC, City Secretary APPROVED AS TO FORM: ara Leahy White, City Attorney Ordinance No. 2315, Page 4 of 4 D FINAL READING at a regular by a vote of 7 ayes, 0 236 ORDINANCE NO. 2316 AN ORDINANCE ADOPTING THE TAX ROLL FOR TAX YEAR 2022 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 21St day of July 2022, Tarrant Appraisal District provided the City with the Certified Appraisal Roll effective for the 2022 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 2022 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. 237 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 Cit Council on the 22nd day of August, 2022; by a vote of 7 ayes, 0 nays, and abstentions. APPROVED: 1 WNW7"M _- -YO - ATTEST: !��Sutter. TRMC, CMC, City Secretary APPROVED AS TO FORM: Cara Leahy White, City Attorney Ordinance No. 2316, Page 2 of 11 238