HomeMy WebLinkAboutFY 1993 Annual Operating and Capital BudgetII I I I I I I ILI_
mir TWS ANNUAL
OPERATING
r-A AND CAPITAL
BUDGET
FISCAL YEAR 1992-93
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Euless,
Texas
For the Fiscal Year Beginning
October 1, 1991
President Executive Director
The Government Finance Officers Association of the United States and Canada (GFOA) presented an
award for Distinguished Budget Presentation to the City of Euless for its annual budget for the fiscal
year beginning October 191.
In order to receive this award, a governmental unit must publish a budget document that meets program
criteria as a policy document, as an operations guide, as a financial plan and as a communication
device.
The award is valid for a period of one year only. We believe our current budget continues to
conform to program requirements, and we are submitting it to GFOA to determine its eligibility for
another award.
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CITY OFFICIALS
HAROLD D. SAMUELS, MAYOR
FRANK DOUGLASS, COUNCIL MEMBER PLACE ONE
TODD SMITH, COUNCIL MEMBER PLACE TWO
BOBBY BAKER, COUNCIL MEMBER PLACE THREE
MARY LIB SALEH, COUNCIL MEMBER PLACE FOUR
AND MAYOR PRO TEM
PETER STAKS, COUNCIL MEMBER PLACE FIVE
HENRY BOATRIGHT, COUNCIL MEMBER PLACE SIX
The following individuals deserve recognition
for the enthusiasm and persistence they
extended to provide both a timely and quality
document for the citizens of our community.
Diana G. Ortiz, Cash/Debt Manager
Mary V. Stroman, Accountant I
Betty Thomas, Administrative Secretary
TOM HART, CITY MANAGER
KAY GODBEY
ASSISTANT CITY MANAGER
DEBRA B. FORTE'
DIRECTOR OF FISCAL
& HUMAN RESOURCES
BOARDS AND COMMISSIONS
ADVISORY BOARD FOR SOCIAL CONCERNS
Nancy Foster, Chairman
Michael R. Wright, Vice Chairman
Janice Kasten
Henry Kasten
James A.F. Kelly
Julie Devlin
Nancy Taylor Lynn
ANIMAL SHELTER ADVISORY BOARD
Max E. Ficken, D.V.M.
John Craig
Eldred Pruitt
Doris Heath
CIVIL SERVICE COMMISSION
Tommy L. Barnes, Chairman
Willie Mae McCormick
David Gilfillan
Glenn D. Walker, Alternate
ECONOMIC DEVELOPMENT ADVISORY BOARD
Glenn D. Walker, Chairman
Bill Pasteur, Vicc Chairman
Boyce Byers
Jim Carlow
Gary Green
J. P. Shull
David Massey
Dan Cordrey
Barbara Polk
John Voss
EULESS NONPROFIT INDUSTRIAL
DEVELOPMENT AUTHORITY
Neal Adams
Harold D. Samuels
Bobby Baker
Todd Smith
Willie Mae McCormick
Peter Staks
Glenn Walker
LIBRARY BOARD
Alice Ernest, Chairman
William L. Kirkley, Vice Chairman
Betty Fuller
Charlie Garrison
Willie Mae McCormick
Joyce Yamamoto
Carol Noonan Johnson, Alternate
PARKS AND LEISURE SERVICES BOARD
Leon Hogg, Chairman
Richard McNeese, Vice Chairman
Bonnie O'Brien
Charles Miller
Jerry W. Robinson
Stephen O'Brien
Eric Owens, Alternate
PLANNING AND ZONING COMMISSION
Jack Hill, Chairman
John Deithloff
Billy F. Owens
Letty Lynn Maloney
Ronald A. Young
Carl Tyson
George W. Zahn
STREET NAMING COMMITTEE
Ray Kester
Frank Douglass
Ralph Williamson
ZONING BOARD OF ADJUSTMENT
Marland Ernest
Charles Poole
Martin V. Case, Jr.
Patrick Lee Sims
David E. Massey
Daniel C. Grant, Alternate
Jim Huneycutt, Alternate
MISCELLANEOUS APPOINTMENTS:
CITY HEALTH AUTHORITY
Don R. Warren, M.D.
NORTH CENTRAL TEXAS COUNCIL OF
GOVERNMENTS (COG):
Mayor Pro Tem Mary Lib Saleh
TARRANT APPRAISAL DISTRICT
James K. Norwood
NORTH TEXAS LIBRARY SYSTEM
Anita Head
TRINITY RIVER AUTHORITY (TRA)
Mayor Harold D. Samuels
These Committees are comprised of citizen
volunteers who provide input to various
departments.
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FISCAL YEAR 1992 —1993 OPERATING &
?tt-
S - ' e g. TABLE OF CONTENTS
BUDGET MESSAGE & OVERVIEW
,--Letter of Transmittal
Organization Chart
Budget Schedule
`Budget Process
4- Fund Relationships
Budget Assumptions t.
���+ .S ee
FINANCIAL SUMMARIES & WORKSHEETS
Policy Changes and Impacts
Where Does the Money Come From?
Where Does the Money Go?
General Fund Revenue Sources
General Fund Expenditure by Function
General Fund Expenditure Trends
Property Tax Liability — Average Homeowner
Typical Tax Bill
Average Residential Value
Services Provided by Current Tax Rate
Property Tax Estimated Revenues
Summary of Sales Tax Revenues
Water/Sewer Revenue Sources
Water/Sewer Revenues/Rates/Adjustments
Water/Sewer Expenditure by Function
Basis of Accounting
Estimated End of Year Financial Position
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CITY OF EULESS
OPERATIONAL BUDGETS
GENERAL FUND
City Council
Administration
City Secretary
Fiscal & Human Resources — Admin/Budget
- Municipal Court
- Data Processing
- Accounting
- Personnel
Police - Administration
- Patrol
- Criminal Investigation Division
- Service
- Detention
"Aj Jute La
7114/4
APITAL B
GET ,
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12
13
14
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17
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19
23
27
31
35
39
43
47
51
55
59
63
67
MY-
Fire — Administration 71
- Emergency Medical Service 75
- Suppression 79
- Training/Safety 83
- Education/Prevention 87
- Fire Marshall 91
Administrative Services - Administration 95
- Purchasing 99
- Facilities Maintenance 103
Development & Operations - Planning & Development 107
- Code Enforcement/Inspections 111
- Environmental Health 115
City Engineer 119
Community Services — Leisure Services 123
- Parks 127
- Swimming Pools 131
- Library 135
Streets 139
Non — Departmental 143
Betterment 147
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111
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WATER/SEWER FUND I
Water Office 151
Meter Reading 155
Recycling 159
Utility Engineering - GIS 163
City Engineer 167
Water Production 171 1
Water Distribution 175
Sewage & Treatment 179 I
Non — Departmental 183
OTHER FUNDS I
Construction — Water/Sewer 187
Hotel/Motel 191
Fleet Service 195
Benefits/Insurance 199
Worker's Compensation - Risk Management 203
Programs & Special Events 207
Drug Enforcement Agency 211
Drainage Utility System 215
Cash/Debt Management 219 1
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CAPIT�� A� IMPROVEMENT PROGRAMS & DEBT SCHEDULES
t" '1Capital Improvement Project Policy 223
Operational Impact Statement 227
Current Capital Projects Funds 228
Schedules:
- Drainage 229
- Fire 231
- Parks 232
- Streets 233
- Water & Sewer 235
Supporting Debt Schedules 236
General Obligation Debt
Summary of General Obligation Bonds 241
General Obligation Refunding Bonds, Series 1985—A 242
General Obligation Bonds, Series 1986 243
General Obligation Bonds, Series 1988 244
Certificates of Obligation, Series 1989 245
Certificates of Obligation, Series 1990 246
Public Property Finance, Series 1992 247
Water & Sewer Debt
Summary of Water and Sewer System Revenue Bonds 248
Water and Sewer Revenue Bonds, Refunding Bonds, Series 1967 249
Water and Sewer Revenue Bonds, Series 1965 250
Water and Sewer Revenue Bonds, Series 1983 251
Water and Sewer Revenue Bonds, Refunds, Series 1991 252
Contractual Obligations with Trinity River Authority 253
Drainage Utility Debt
Composition of Debt Service 254
Municipal Drainage Utility System Revenue Bonds, Series 1991 255
PERSONNEL SUMMARIES
Personnel Counts 257
Benefit Calculations 258
Personnel by Departments 259
Turnover 266
APPENDIX
Glossary of Terms A-1
Capitalization Policy A-2
Chart of Accounts A-3
Budget Ordinance A-20
Tax Rate Ordinance A-22
Water & Sewer Rate Ordinance A-24
Tax Roll Ordinance A-28
Economic Development Happenings A-30
Expenditures by Departments Comparison of 92 vs. 93 A-31
Expenditures by Funds Comparison of 92 vs. 93 A-33
Euless *
"We're building a beautiful tomorrow"
BUDGET MESSAGE
OVERVIEW
THE CITY OF
EULESS
September 30, 1992
Honorable Mayor Harold Samuels
City Council:
Frank Douglass, Place One
Todd Smith, Place Two
Bobby Baker, Place Three
Mary Lib Saleh, Place Four & Mayor Pro Tem
Peter Staks, Place Five
Henry Boatright, Place Six
And Citizens of Euless
INTRODUCTION
FY 92-93 budget is submitted as approved September 8, 1992, and subsequent ordinances of
September 22, 1992.
After considerable analysis, discussion, and deliberation, I submit to you a final budget for the
upcoming budget year. After many reductions in costs while trying to maintain our current level
of services to our citizens at a quality level, I am compelled to submit to you this document of
revenues and expenditures, which I believe to be a most prudent and fiscally responsible document.
I feel this document expresses the fiscal restraints we have, and how we addressed your concerns
and desires to the best of our ability.
In preparing this year's budget we have tried to take the following issues into account. You might
refer to these as our budget policies or philosophies for our community that we have embraced to
facilitate this process.
201 N. Ector Drive, Euless, Texas 76039-3595
817/685-1400 • metro 817/267-4403 • FAX 817/685-1416
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• Invest in the city's human resources
— Responding to citizens concerns
— Providing leadership to implement community vision
— Recognize Individual dignity and worth
— Investigate ways to improve health care systems
— Operate government efficiently and effectively
• Strengthen our special character and the livability of Euless by
— Protecting our environment
— Shape and manage growth
— Preserve natural areas
— Providing public safety
— Support recreational opportunities
• Encourage economic development by
— Recruiting and maintaining business
— Developing responsive department for ease of transition
— Fostering improvement with state highways
Except for two areas, we have had a good year fiscally. The areas that have devastated us were
interest rates dropping from an average of 7.30% portfolio rate when we prepared our budget of
FY92 to an actual average purchase rate this year of 4.16%. This cost us $225,000 revenue loss
in General Fund and $130,000 revenue loss in Water and Sewer. The other blow we have suffered
has been in another tremendously wet year, which has diminished our water sales.
Except for these two areas, we are in relatively good shape. Our directors have done a superb
job of holding very tight budgets within line.
Nevertheless, we have had to make drastic management decisions in order to end the year in good
shape. Some of these actions included deferral of certain operational cost such as fleet replacement,
fund transfers, street maintenance, freezing staff positions, funding reductions through innovations,
and tighter management by our directors. To this end we project we will end the year with a
deficit of $100,000 to $200,000 in the General Fund and we will end up $50,000 to $100,000 to
the good in the Water and Sewer Fund. As you can see, we have made up a tremendous amount
of the budgeted deficits as well as the interest rate loss and low water sales.
FY 92-93 GENERAL FUND
The General Fund revenues are presently proposed at $11,019,570 and the expenses at $11,016,147
for a net operating surplus proposed at $3,423. This is better than what we budgeted this year.
Our budget is balanced and in the black!
After review of the General Fund for next year, you will find that overall the expenditures have
increased $283,907 or 2.58% over the current fiscal year budget. Of this, approximately $97,000
is to fund two police officers and a court clerk added mid —year from our increased court revenues
derived from our traffic program. This means that next years actual increase is only up 2.6%.
You will find that all of the increase is in personnel cost. We have actually reduced non —personnel
related expenditures in the next fiscal year below this year. Our actual personnel costs, minus the
$97,000, are up .2% in next year's budget.
In order to help fund this budget and to offset our decline in property values, the tax rate has been
adjusted upward just under 3 cents. 2.4 cents is needed to offset the decline in property values.
The balance of the 3 cents also goes for the increased debt we incurred for the Fire Obligation
we issued this year. This brings in no new dollars.
FY 92-93 WATER & SEWER FUND
The present budget calls for $8,878,550 in revenues and $8,875,085 in proposed expenses for a
positive net operating revenue of $3,465. As you will see, expenditures have been held in line
with this year's. The problem in this fund is a projected revenue loss from interest income and
the need to take a conservative approach to water sales based on the last three years.
To balance this budget, an increase in the water rate of $.50 on the minimum and 10 cents per
1,000 gallons is proposed. On the sewer side, an increase of $1.00 on the minimum and 15 cents
per thousand is proposed. In efforts to aid our citizens with increased cost, the water office is
implementing some enhanced services including average billing, bank drafts, return envelopes, and
the like.
OTHER FUNDS
To summarize the other operating funds, I have attempted to operate the Health/Benefits as well
as the Worker's Compensation/Risk Management with no increased cost to the City or the
employee. Fleet Services and Hotel/Motel are also baseline budgets.
As far as the Capital Improvements Program, these are updated, with limited additional projects.
I have, however, prepared a proposed bond program for our infrastructure needs, and we can
consider a possible phase -in over the next several years. If you recall the last bond sale, for $2
million, the cost is about one penny on the tax rate.
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ABOUT THIS BOOK
Understanding how to use this book most efficiently is the key to absorbing the volume of
summarized data that you need to analyze information and make informed decisions. This document
contains a wealth of information which is presented in a logical manner. To understand that logic,
however, requires the reading and use of the table of contents. A copy of this document will be
in the library for citizen review.
The introductory section contains the message and general overview information, typically, summary
data and organization charts, etc. Pages 19 through 222 provide the budgetary information by
divisional level, with a statement of goals, mission, performance measures, personnel counts,
expense summary, and revenue source, if applicable. Pages 223 through 256 combine the capital
improvements and the debt service schedules, while pages 257 through 268 contain personnel
summaries. The Appendix contains a glossary, budget -related ordinances and supplemental
information.
All methods and explanations 'concerning revenue assumptions can be found in the City's Revenue
Manual, printed under separate cover. Generally, past experience, trending techniques, and
economic forecasting modules are all combined to provide the most accurate estimates possible.
The budget for 1992-93 is a workable tool. Thanks to City Council's guidance and commitment,
management can continue to provide the highest possible level of service to our citizens at the
lowest possible cost. Along with staff, I look forward to a challenging year.
Respectfully submitted,
Tom Hart, City Manager
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MI Imo in — an am an rr r r rr — an — — no — — um
e
THE CITY OF
EULESS
City
Attorney
BOB
McFARLAND
Director of
Development
and Operations
JOE
HENNIG
Director of
Public
Works
RANDY
BYERS
Streets
Drainage
Waste Water
Water
Str. Sweeping
City
Secretary
SUSAN
CRIM
Code Enf.
Environ. Hlth
Animal Control
Planning
GIS
Building Insp.
CIP Mngmt.
City
Engineer
PAUL
KRUCKEMEYER
Engineering
Construction
Inspection
Development
Review
Director
Economic
Develop,/
Admin. Srvc.
TOM COX
Econ. Dev.
Fleet Srvcs.
Facilities
Purchasing
Telecomm.
Franchises
Traffic Safety
Risk Mgmt.
Recycling
Citizens
Mayor
and
Council
City
Manager
TOM
HART
Asst. City
Manager
K AY
GODBEY
Director of
Fiscal and
Human
Resources
DEBRA FORTE'
Accounting
Data Proc.
Utility Billing
Budget
Mun. Court
Personnel
Health/Benefits
Cash/Debt Mgmt.
Workers Comp.
Boards
and
Commissions
City Manager
City
Judge
GEORGE
BORING
Adm. Asst. Mgmt. SNCS.
MODESTO Public Info.
MUNDO Agenda
Director of
Community
Services
RICK
HEROLD
Parks
Leisure Srvc.
Library
Beautification
Green House
Police
Chief
K.B.
FULLER
August, 1992
Court
Clerk
TERESA
BRITT
Fire
Chief
LEE
KOONTZ
Patrol Suppression
Crim. Invest. Ambulance
Civil Defense Fire Education
Jail Fire Prevention
Records Fire Marshal
Commun.
Date
April 8
May 20
May 20 - June 10
May 21
June 4
June 15 - 19
July 1
July 1 - 22
July 25
July 29
July 31
August 14, 15
August 25
August 27
September 8
1f%-
Responsibility
CITY OF EULESS
1992/93 BUDGET SCHEDULE
All Managers
Managers and F&HR
F&HR
CC, CMO and Directors
CC, CHO, and Directors
ACM, F&HR, and Directors
F&HR and C11O
CM0
CAD
CHO
CMO, F&HR, CC
CC, CHO and F&HR
CC
F&HR/TC
CC
Action
Managers Prelininary Budget Mtg.
Budgets with all attachments should be
returned to F&HR Department
Initial data entry & audit - Finance
City Council Work Session long range
planning
Pre -Budget work session with City
Council, policy discussion
Budget Review and updates, presentation
and discussion
Status Report to City Manager
City Manager
Receipt of final tax roll
City Manager's Office final review and
amendments
Print/bind CHO Preliminary
Budget/Distribution to CC, file with
City Secretary, available for public
review
City Council work session - Salado
Budget Retreat
Ca11 public hearing on proposed budget
Publish effective tax rate
Public Hearing; First reading and
adoption of Budget Ordinance, Water &
Sewer Rate Ordinance
September 22 CC Adoption of Tax Roll & Tax Rate
Ordinances
5/6GI< +0 A '_)
, e i c f- alr�t 0/ C
BUDGET PROCESS
,Le vet �.
The City's charter provides for budget preparation through an ordinance outlining major guidelines.
Following are summarized excerpts from this ordinance.
• The City's Fiscal Year begins on October 1 and ends on September 30, which also establishes
the accounting and budget years. '-
• Prior to August, the City Manager (assisted by staff) prepares and submits to City Council
a budget for the next fiscal year, which includes:
• The Budget Message outlines proposed fiscal policies, explains major operations from prior
cyears expenditures and explains major changes of policy, and discusses the financial condition
of the City.
•/ Revenue estimates are provided for all sources of revenues. Property tax revenues are
estimated utilizing current tax structure rates and property valuations for the ensuing year.
• Proposed expenditures/expenses for the next year are provided by line item for each activity
in each department and fund, showing prior year actuals, current year budget, current year
to date actuals, and current projected.
• All outstanding bond issues are described by amount, purchases, date of issue, interest rate,
and maturity date.
• /'Proposed expenditures for necessary capital projects are addressed as well as the method of
financing.
• Capital projects recommended within the next five years should also be listed.
• A Budget Calendar to be used as a guideline is prepared which allows for public inspection
of the proposed budget at the same time it is available for Council.
• Council shall announce a date and time for a public hearing on the proposed budget in the
newspaper, providing ample notice for concerned citizens to participate.
• After Council review, analysis, and necessary revisions, the budget is adopted at least ten
days prior to the next fiscal year, by majority vote of all Council members.
• Budget amendments are executed by majority vote of all Council members through an
ordinance which becomes an attachment to the original budget.
• Copies of the adopted budget are provided to all offices of the City, including a filed copy
with the City Secretary, as well as interested persons or organizations.
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Q? C ) 1e ve
FUND RELATIONSHIPS
4J
Why all these funds? Where is the money being spent? All legitimate questions. This is not a
"shell game." Picture a city as a large corporation with many small subsidiaries - that is how to
follow the nds. See below for a more detailed explanation.
Fund/Purpose
GENERAL FUND
To account for most operating revenues and
expenditures of the City, not specifically
required to be reported separately.
WATER & SEWER FUND (ENTERPRISE
FUND)
For water and sewer system services. Rates
are applied to actual usage.
CAPITAL PROJECTS FUND
To account for financial resources to be
used for the acquisition or construction of
major facilities or assets.
DEBT SERVICE FUNDS
To account for the accumulation of resources
for, and the payment of, general obligation,
water and sewer, or drainage long-term debt
principal and interest.
WORKERS COMP/RISK MANAGEMENT
To account for liability and casualty claims
as well as workers compensation programs.
HOTEL/MOTEL FUND
To account for the operations and expendi-
tures for tourism and related programs of
the City, primarily advertising and promotion.
Relationship To Other Funds
Provides funding for general city operations
or traditional city services. Supports all
other fund groups.
Uses no tax dollars for support. Rates are
based on consumption. Billing services
provided for other funds.
Receives funding from the General Fund,
and from the proceeds of the sale of debt
instruments for capital improvements.
Note: Both Water and Sewer as well as
Drainage Enterprise Funds pay for their own
debt and are not G.O. debt.
Receives funding from all operating depart-
ments, on a per employee basis for com-
pensation and pro rata for liability.
Funded from hotel/motel occupancy tax rev-
enues.
Fund/Purpose
FLEET MAINTENANCE
To account for operating costs and revenues
of the Service Center which provides fleet
maintenance service to all city departments.
INSURANCE & BENEFITS
To account for the revenues and expenditures
for the city's health insurance claims for all
employees and retirees.
EQUIPMENT REPLACEMENT
To account for the accumulation of funds
planned to be used for replacement of
vehicles. Allows for level expenditures for
these costly assets.
PROGRAM & SPECIAL EVENTS
To account for operating revenues and
expenditures of the city's recreational pro-
gram and events.
DRAINAGE UTILITY
Accounts for acquisition, operation, and
maintenance of the city's drainage utility
system.
CASH & DEBT
Accounts for revenues and expenses incurred
in providing cash and debt management
services to all funds.
Relationship To Other Funds
Receives major portion of operating costs
from water and sewer fund.
Receives funding from all operating depart-
ments, on a per employee basis.
Funding is provided annually by all user
departments whereby they pay a lease fee
to this fund based on a calculation of
depreciable value. Sale of auction equipment
is reported here.
Funded from various athletic and special
events, recreation class fees, etc.
Uses no tax dollars for support. Funded
primarily by user charges.
Funded by a predetermined amount of earned
investment income, not to exceed total fund
expenses.
ix
CITY OF EULESS, TEXAS
BUDGET ASSUMPTIONS
Structure & approach;similar to prior year
Compatibility with council goals;each program consistent
Fixed asset maintenance;
committed to maintain & protect city investments
Personnel compensation;
committed to pay competitive salaries
Productivity improvements;
committed to crosstraining/multiple utilization of personnel
October 1992
� FINANCIAL SUMMARIES
WORKSHEETS
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II
Policy Changes & Impacts
Fiscal Year 1993
• Presentation of a balanced budget to citizens
• No layoffs or service delivery cuts
• Personnel Pay Plan
Continuation of merit system at reduced level
Evaluation Process Utilized
• Municipal Court
Added full time court clerk position to process
additional workload from police traffic unit.
Cost will be offset by additional revenue.
• Fleet Replacement Program
Continued transfer at 70% level.
• Recycle Program
Enhanced service to system; cost offset
by additional revenue
• Minimum Housing Program - Implemented inspection
program of multi -family housing units. Cost to be
offset by additional revenues.
• Investment Policy - Additional revenue for
extended length of investment maturities for
emergency and contingency funds only.
• Insurance/Risk & Workers Comp
Continued self insured status. Increased
deductibles and ceilings of coverage.
• Insurance/Health Benefits
Continued current level of employee & employer
contributions. Continued self insured status.
9/29/92
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CITY OF EULESS
Where does the money come from?
7%
Franchise 7.4% Sale SHTx I otel 0.5%
`,V
,...
-00
_' Gei e.rgl Misc 8.6%
I`��`, Equipment Replace-1..0?
Drainage 1.2%
All Other 15.9% GENERAL MISC
Prop Tax 17.8%
ALL FUNDS
budget 93
EMS 6.2%
W/S G&A 20.6%
• Jail Fundp5.7%
• Permits ��i!!!!/�✓ I16'tthe c971 % 1
All Operating Funds
General
Water & Sewer
General Obligation Debt
Hotel/Motel
Fleet Operations
Insurance/Benefits
Worker's Comp/Risk Mgmt
Equipment Replacement
Programs & Special Events
Drainage Utility
Cash & Debt
Water & Sewer Debt
Total
M Ct Adm 34.2%
$1 1,019,570
8,878,550
1,575,000
119,100
490,000
1,170,273
687,223
256,253
232,000
300,000
43,306
516.366
$25,287,641
9361 D
Police
14.5%
W/8 Debt
Non —Depart
3.6%
w/s
34.8%
a'.:c9et 1993
CITY OF EULESS
Where does the money go?
Equip Replaoe
1.27.G 0 Debt
6.6% Fire/EMS
9.4%
Drainage-
-
Hotel/Motel _
Other Gen Fd
15.7%
Prog/Sp Events
1 .0%
All Funds
20% Fleet Oper
31% W Comp
2% Cosh/Debt
48% Ins/Benefits
Internal Service Funds
All Operating Funds
General
Water & Sewer
General Obligation Debt
Hotel/Motel
Fleet Operations
Insurance/Benefits
Worker's Comp/Risk Mgmt
Equipment Replacement
Programs & Special Events
Drainage Utility
Cash & Debt
Water & Sewer Debt
Total
$11,016,147
8,875,085
1,675,801
117,975
482,176
1,163,484
743,293
318,357
252,810
302,728
43,306
516,366
$25,507,528
3
General Fund
Revenue Sources
Charges for Service 0%
Franchises 17%
License/Permits 3%
Property Taxes 41%
FY93 Budget
Sales & Uses Tax 22%
Miscellaneous 2%
Fines & Fees 9%
Transfers In 5%
Current Year
Prior Years
Penalties & Interest
Attorney Cost
Property Tax
Sales Tax
Mixed Drink Tax
Sales & Use Tax
TU Electric
Lone Star Gas
Sourthwestern Bell
City Garbage Service
Cable TV
Water & Sewer Franchise
Franchise Tax
Swimming Pools
Charges for Services
Municipal Court
Arrest Fee
Uniform Traffic Act
Child Safety -Cross Guards
Administration Fees
Texas Court Cost Service
Library Fees
Ambulance Fees
Jail Revenue
Fines & Fees
Electric & Plumbing Licenses
Other Permits
Grapevine Contract
Fire Permits
Health Permits
Bedford Contract
Minimum Housing
Alcoholic Beverages Permits
Zoning & Platting Fees
Sale of Maps, Codes & Reports
Dog Licenses & Pound Fees
Building Permits
Peddlers Permits
License/Permits
Interest Income
Miscellaneous
Rental Income
Tower Lease Revenue
Grant Reimbursements
Betterment Contributions
Miscellaneous
Water & Sewer
Insurance & Benefits
Risk Management
Recreation Programs
Drainage Utility
$4, 338, 631
115,000
75,000
(22,000)
2,403, 750
52,275
772,500
127,100
307,440
61,500
154,500
449,470
18,000
611,000
25,000
15,000
7,500
70,000
18,000
15,000
135,000
125,000
20,000
50,000
26,000
10,000
24,000
32,000
94,620
4,000
6,000
8,000
9,500
90,000
500
154,000
25,000
8,000
9,600
17,000
35,000
449,470
27,398
17,716
12,100
15,000
$4,506,631
$2,456,025
$1,872,510
$18,000
$1,021,500
$374,620
$248,600
Transfers
TOTAL
$521,684
S11 019570
5
Budget 93
General Fund
Expenditures by Function
Police 34%
r�ll�l
Streets 5%
Fire 22%
Finance 6%
Administration 3%
Other 8%
Admin Services 5%
City Engineer Q%
Leisure Services 13%
Planning/Development 5%
Administration
Finance
Police
Fire
Administrative Services
Planning & Development
Leisure Services
City Engineer
Street Maintenance
Other
Total
$ 346,755
606,535
3,700,954
2,408,836
524,879
539,543
1,399,937
46,151
535,415
907.142
$11,016,147
General Fund Expenditures
$ Millions
$14
$12 -
$11.188 411.01
S-0.699 :10.71
$9.878 $10.144
>l10 S9.208 \
$8.316
=8 1 \
$6
$4 -
t0
1988 1987 1988 1989 1990 1991 1992 1993
Fiscal Year
MI Personnel ® Operating I 1 Capital
9-17-92
• Personnel costs have grown from
69.5% of total general fund
expenditures in FY86 to 78%
in FY93 - an increase of 8.5%
in eight years.
• Operating costs - 30% in FY86
to 21% in FY93, 9% decrease.
• Capital costs have remained
relatively constant during the
same time frame varying ± 1% .
Average Homeowner
Property Tax Liability
HEB ISD
$1.5050 57%
City of Euless
$0.5985 23%
proposed overlapping debt 1992 taxes
College
$0.0439 2%
Hospital
$0.2291 9%
County
$0.2771 10%
This information is utilized to determine the
total tax liability of the average homeowner
in the City of Euless.
The total overlapping debt for our citizens is
$ 2.6536 for the 1992 tax year, with the city's
share at one fourth of the combined total.
The amount of the average residential tax
assessed valuation is estimated at $71,093.
The amount due for the city in this year would
be $425.53, and $1,886.52 for all entities.
TYPICAL TAX BILL
Proposed Change From FY92 to FY93
$700.00 —/
$600.00 -
$500.00 -
$400.00 -
$300.00 -
$200.00 -
$100.00
$0.00 -
City property tax only
$299.28
*284.30 ,
,$270.42
$50,000 A
tax liability fy1991
tax liability fy1993
1991 tax roll - excludes exemptions
$425.54
$404.23 /
A384.51
$71,093 B
property value
$fi58 d 9
($625.46 (/
ARRA /
$110,000 C
tax liability fy1992
I$50,000 A
an increase of $14.98 annually
- or- $ 1.24 per month per homeowner
$71,093 B
an increase of $21.30 annually
- or- $ 1.77 per month per homeowner
$110,000 c
an increase of $32.96 annually
- or- $ 2.74 per month per homeowner
9
City of Euless
Average Residential Value History
$ Thousands
$80
$57,774 $58.918
$40
$0
1984 1985 1986 1987 1988 1989 1990 1991 1992
$71.933 $73.751 $71.513 $72.275
$68.08 $68 161 _--t--- $71A93
Source: Tarrant County Appraisal Dist.
EN r UN M EN I- I S MO MI --- I N
71,093 Euless Homes
x .5985 Tax Rate
$340 per year
or
$28 per month
For that rate citizens get the following
services:
• Police • Animal Control
• Fire • Health
• Ambulance • Building
• Street Inspections
Maintenance • Code Enforcement
• Library • Traffic Control
• Parks • Cultural Events
• Recreation • Street Lighting
The cost of cable TV with Basic and
HBO = $31.09 per month.
T H E t tc 1 T Y OF
EULESS
11
Property Taxes
Estimated Revenues
Net Taxable Value Assessed
Tax Rate/$100 Valuation
Estimated Tax Levy
Estimated % of Collection
Estimated Current Collections
Proposed Distribution:
General Fund Rate
Current .4417347
Debt Service Fund
Current .156829
Total .5985637
$ 1,004,788,031
.5985637
$ 6,014,296
97.75%
$ 5,878,975
Percent Amount
73.80% $4,338,631
26.20%
100.00%
$1,540,344
$5,878,975
City of Euless
Summary of Sales Tax Revenues
1989/90 1990191 1991192 Monthly Over/(Under)
OF 'Ia OF Wo OF % Change FY92 Budget
MONTHLY CUM- TOTAL MONTHLY CUM. TOTAL MONTHLY CUM_ TOTAL (Prior Yr) Pro1 $2 185.000
Oct $131,004 $131,084 6.620P $136,913 $136,913 6.410E $134,310 $134,310 6.460A:: -1.20A 92,079,082 ($105,912)
Nov $256,668 $387,752 19.270/ $261,399 $397,312 18.720A $267,253 $401,663 19.000A 2.20A $2,113,737 ($71,263)
Dec 9129.163 $516.915 25.69/ $142,914 $540,225 25.460/c $127,612 $529,176 25.580R -10.70/o $2.069.108 (8115.892)
Jan $104,571 5621,48b 30-89J0 $120.812 $661,038 31.150/0 $137,908 $667,484 31.020k 14.2% $2,150,466 (534,534)
Feb $232,354 $853.840 42.440A 1 $248,454 $909,492 42.860A $266,565 $933,649 42.650k, 7.30A $2,189,149 $4,149
Mat 5116,983 $969.823 48.20'/ 9117,075 91,026,567 48.380A 9124,809 91,058,458 48.29Wa 6.60/0 $2,191,885 96,885
Apr 886,484 81,056.307 62.500A 9140,490 91,167,056 55.000k 9154,434 91,212.892 53.750k 9.90A 82,266.568 871.568
May 5231,099 $1,287,406 63.990/ $250,503 $1,417,669 66.800/v $220,627 $1,433,519 65.390Ac -11.9/ $2,192,093 $7.093
Jun $161.330 91,448,736 72.000/- 3149,334 91,566,893 73.840/ 9174,267 91,607,786 72.920A 16.70/0 92,204,774 $19,774
Jul $121,473 $1,570,209 78.0404 $160,094 $1,726,986 81.39k $143,792 $1,761,577 79.71Wo -10.2% $2,197,330 $12,330
Aug $306.078 $1.876.287 93.25V 8258.620 81,985,607 93.574/u $251,421 $2,002.998 93.410k. -2.80%o $2,144,216 ($40,785)
Sep 9135,716 $2,012,003 100.0 3136,371 92,121,977 100.0004 5180,250 32,183,248 100.00M 32.2% $2,183,248 ($1,752)l
AVG $167.667 AVG& $176.831 AVG. $181.937
HI $306.078 HI: $261.399 HI: $267,253
r. 1 r, $86 484 LO: $117.075 LO: $124.809
$ Thousands
350 -/
300 -
250
200 -
150 -
100 -
50 -
0
Oct Nov
Fiscal Year
El 1991/92 MN 1990/91 1989/90
Water & Sewer Fund
Revenue Sources
Water Sales
61%
Budget 93
Sewer Service
34%
Water Sales
Sewer Service
Interest Income
Penalties
City Garbage Service
Water/Sewer Taps
Reconnect Fees
Miscellaneous Fees
Inspection Fees
Initiation & Transfer Fees
Recycling Fees
Total
Recycling 11%
Initia/Trans 3%
City Garbage 21%
Misc 1%
Int Inc 24%
Recon/Insp 6%
Penalties 30%
Tap Fees 6%
$5,403,000
3,011,200
111,150
140,000
96,000
25,000
8,200
3,000
16,000
15,000
50.000
$8,878,550
WATER & SEWER REVENUES
RATE ADJUSTMENTS
Water Rates
Increase $.50/base
18,000 x .50 x 12
Increase $.10/volume
$.01=$17,000/th gal
Sewer Rates
Increase $1.00/min
18,000 x 1.00 x 12
Increase $.15/volume
6,000x.15x18,000x12
Current Proposed FY 92-93
$6.50 $7.00 $108,000
2.15 2.25 170,000
$278,000
4.20 5.20 216,000
1.25 1.40 194.400
$410,400
Rate Package Adjustment $688,400
9/30/92
15
10
Water & Sewer
Expenditures By Function
$ Dollars of Expenses (Millions)
FY88 Actual FY89 Actual FY90 Actual FY91 Actual FY92 BudgetFY93 Budget
Budget 93
MI Operations Charges 11. Transfers
FY ()Der/Cap
88 $1,109,144
89 1,510,205
90 1,277,885
91 1,469,173
92 1,150,667
93 1,614,264
Charcies
$4,936,092
5,315,017
5,421,667
5,697,472
6,139,093
6,217,782
Transfers
$796,774
1,398,280
889,227
1,139,889
790,578
1,043,039
f BASIS OF ACCOUNTING
The accounting and financial reporting treatment applied to a fund is determined by its
measurement focus. All governmental funds are accounted for using a current financial resources
measurement focus. With this measurement focus, only current assets and current liabilities
generally are included in the balance sheet. Operating statements of these funds present increases
(i.e., revenues and other financing sources) and decreases (i.e., expenditures and other financing
uses) in net current assets.
All proprietary funds are accounted for on a flow of economic resources measurement focus.
With this measurement focus, all assets and all liabilities associated with the operation of these
funds are included on the balance sheet. Fund equity (i.e., assets net of liabilities) is segregated
into contributed capital and retained earnings components. Proprietary fund -type operating
statements present increases (e.g., revenues) and decreases (e.g., expenses) in net assets.
The modified accrual basis of accounting is used by all governmental fund types and agency
funds. Under the modified accrual basis of accounting, revenues are recognized when susceptible
to accrual (i.e., when they become 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 be used to pay liabilities of the current period. The City
considers property taxes as available if they are collected within 60 days after year-end. A
one-year availability period is used for revenue recognition for all other governmental fund
revenues. Expenditures are recorded when the related fund liability is incurred. Interest on
general long-term debt is recorded as a fund liability when due or when amounts have been
accumulated in the debt service fund for payments to be made early in the following year.
Revenues considered susceptible to accrual are property taxes, gross receipts tax and interest
revenue. Sales taxes collected that are held by the state at year-end on behalf of the City are
also recognized as revenue. Fine and permit revenues are not susceptible to accrual because
generally they are not measurable until received in cash.
The accrual basis of accounting is utilized by Proprietary Fund Types. Under this method,
revenues are recorded when earned and expenses are recorded at the time liabilities are incurred
or estimated.
The City reports deferred revenue on its combined balance sheet. Deferred revenues arise when
a potential revenue does not meet both the "measurable" and "available" criteria for recognition
in the current period. Deferred revenues also arise when resources are received by the
government before it has a legal claim to them, as when grant monies are received prior to the
incurrence of qualifying expenditures. In subsequent periods, when both revenue recognition
criteria are met, or when the City has a legal claim to the resources, the liability for deferred
revenue is removed from the combined balance sheet and revenue is recognized.
17
City of Euless
Estimated End of Year Financial Position*
1992-1993
Fund Fund
Number Name
1 General
+ 2 Water & Sewer
4 GO Debt
8 CIPW&S
12 Hotel/Motel
+ 13 Service Center
+ 15 Insurance
+ 17 Workers Comp
+ 21 Equipment Replace
+ 23 Recreation Classes
24 Police Drug/DEA
+ 29 Drainage Utility
+ 30 Cash & Debt
44 W&SDebt
TOTAL
Estimated
Bea Balance Revenues
S1,569,196
$7,768,926
$476,994
$512,000 _
$97,950
($87,011)
$28,144
$61,732
$883,844
$26,589
$45, 748
$331,674
SO
$1,689,212
$11,019,570
$8,878,550
S1,575,000
$5,000
$119,100
$490,000
$1,170,273
$687,223
$256,253
$232,000
$117,248
$300,000
$43,306
$176,000
$13,404,998 $25,069,523
Resources
Available
$12, 588,766
$16, 647, 476
$2,051,994
$517,000
$217,050
$402, 989
$1,198,417
$748,955
$1,140,097
$258,589
$162, 996
$631,674
$43,306
$1,865,212
Operating Estimated
Expenditures End Balance
$11,016,147 I $1,572,619
$8,875,085 I $7,772,391
$1,675,801 I $376,193
$508,000 I $9,000
$117,975 S99,075
$482,176 ($79,187)
$1,163,484 $34,933
$743,293 $5,662
$318,357 $821,740
$252,810 $5,7791
$116,029$46,967
$302,728 $328,946
$43,306 $0
$175,600 $1,689,612
$38,474,521 I $25,790,791 $12,683,730
• All funds reported balances are "Fund Balances" except +, these are
"Retained Earnings" less "Restricted Assets". This is not cash available.
OPERATIONAL BUDGETS
GENERAL FUND
ne
1 lb
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• Pa- 5 e r e k
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(..,w-la-etAai)
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Het rt/ar d-TYiuI-,'p/
CITY COUNCIL T -' ° ^lD
Mayor
City Council
City Council p r- i a -i o
% of General Fund Expenditures
7/28/92
City Council
0%
Other General
100%
s
19
Form 1
City of Euless
DEPARTMENT:
City Council
ANNUAL BUDGET
DIVISION/ACTIVITY:
City Council
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
01-10-10
To provide effective legislative and executive leadership in policy development properly reflecting
community desires and administrative review of City operations.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The City Council chambers are located at 201 N. Ector Drive, Building B. Council meetings are
held on the second and fourth Tuesday of each month at 7:00 PM in the Council chambers in
Building B.
The Mayor is the Chief Executive of the City.
The Mayor and City council are the legislative policy determining branch of City government, and
are responsible for:
Establishment of 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.
The Mayor's Newsletter is a publication informing Euless citizens of changes or proposed changes
that might affect them. Over 20,000 are distributed at each publication.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
The City Council participates in intergovernmental activities on the local level through the North
Central Texas Council of Governments, on the state level through the Texas Municipal League, and
on the national level through the National League of Cities.
The addition of the 6th Council Place will slightly impact the total City Council budget.
ANNUAL BUDGET
Form 2
City of Euless
Manager's Fiscal
Summary
DEPARTMENT:
City Manager's Office
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
TOTAL
DIVISION/ACTIVITY:
City Council
19g1--BI7— I992- 93
1990-91- 499 -92--
ACTUAL BUDGET
0 � 0
Z,S3t,` 33;105I 33,200
-0+ 0
ig2.r S; ' >� ;133.200
0
PERFORMANCE MEASURES/SERVICE LEVELS:
PERSONNEL:
Full Time
Part time:
92-93 BDGT-F2 BT
0
0 0
0 0
21
1992-93 BUDGET
BASELINE
0
0j
ACCOUNT #:
1-10-10
TOTAL
SUPPLEMENTAL PROPOSED
O
,`00
7o I
0
0
0
0
Euless *
"We're building a beautiful tomorrow"
ADMINISTRATION
Tom Hart,
City Manager
City Manager
/U of General Fund Expenditures
aty Manager
2%
risers
Other General
98%
23
Form 1
City of Euless
DEPARTMENT:
Administration
ANNUAL BUDGET
DIVISION/ACTIVITY:
City Manager's Office
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
01-10-11
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 City departments. To serve as a link between
the City Council and staff. To see that all policies of the City are executed.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The City Manager is the chief administrative officer for the City of Euless. The City Manager and
his staff are responsible for the preparation, recommendation and execution of policies to aid in the
efficient delivery of services to the citizens.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
The fight against DFW Airport expansion efforts remains the number one priority for staff.
Added emphasis on communication to City Council, citizens and employees.
Increased emphasis on employee innovation, through the "Speak Up" suggestion program.
Trial test of community based service concept in selected areas of the community.
Form 2
City of Euless
DEPARTMENT:
City Manager's Office
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
ANNUAL BUDGET
q 9C Te Y:th-
/q/z5 148;251
31 Stse 441816
003 15l»
/94 41940e
DIVISION/ACTIVITY:
Adminif ion
199
BUDGET
lss4h
3G,53 ‘.j36,624
30pO z,
/9919
TOTAL
PERFORMANCE MEASURES/SERVICE LEVELS:
City Council Mtgs
Management Team Mtg.
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
1.5
1.5
1.5
1.5
30
60
Manager's Fiscal
Summary
ACCOUNT #:
01-10-11
1992-933BUDGET
BASELINE SUPPLEMENTAL
TOTAL -
156,200
6, .4
3,000
'15,535
1.5
1.5
25
Euless *
"We're building a beautiful tomorrow"
CITY SECRETARY
Susan Crim,
City Secretary
City Secretary
% of General Fund Expenditures
City Secretary
1%
7/20/92
Other General
99%
27
Form I
City of Euless
DEPARTMENT:
City Secretary
ANNUAL BUDGET
DIVISION/ACTIVITY:
City Secretary's Office
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
01-10-14
The goal of the City Secretary's office is to provide a high level of service to the public, City
Council and City departments. In fiscal year 1992-93, we will continue the implementation of an
efficient City-wide records management program, and oversee the final stage of recodification of the
city Code.
DESCRIPTION/PROGRAM HIGHLIGHTS:
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 vital
statistics Registrar recording births and deaths, as the Records Management Officer administering the
Local Government Records Act, as the Public Information Officer for the City's Civil Defense Program,
and as the coordinator of Board and Commission appointments.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
The implementation of the Records Management program will require the addition of another employee
by Fiscal Year 94. The current Records Management Coordinator is spending 50% of her time on
this task, but will need to devote full-time to it to complete the implementation.
Form 2
City of Euless
DEPARTMENT:
City Secretary
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
TOTAL
ANNUAL BUDGET
199U=91
ACTUAL
,I Y97i 74,0
2L2s/7 17.3
119 /677
/Di5-2$' 9,555
0
DIVISION/ACTIVITY:
City Secretary's Office
1991=92
BUDGET
r7 b// 82,942'
✓ 29,409
I 1,000
// 1g143.351
PERFORMANCE MEASURES/SERVICE LEVELS:
PERSONNEL:
Full Time
Part time:
92-93 BDGT-F2 BT
2.0
0.0
2.0
0.0
0
3-
1992-9'3 BUDGET
BASELINE
87,611
29,409
1,000
11$,020
0
Manager's Fiscal
Summary
ACCOUNT #:
01-10-14
TOTAL
SUPPLEMENTAL PROPOSED
)29
87,611
,409
1,000
ci118,020
0
2.0
0.0
0
29
Euless *
"We're building a beautiful tomorrow"
I r-a) -, a —
FINANCE
Debra B. Forte'
Director of Fiscal & Human Resources
Finance Administration r' -ao -, -
% of General Fund Expenditures
Flnance Adrnin
1%
7/28/92
Other General
99%
31
Form 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Fiscal & Human Resources Finance 01-20-12
MISSION STATEMENT/DEPARTMENT GOALS:
The ultimate goal is to provide necessary data to management and Council in order that optimal
decisions may be made on behalf of the City of Euless. Recommendations are made for both
revenue enhancements, as well as expenditure reductions. Through efficient and effective delivery
of quality products, the Fiscal and Human Resources department continues to aggressively pursue
progressive issues with governmental finance implications. Timely and thorough analysis of new
pronouncements and legislation enables optimal decisions to be implemented as planned programs,
thus enhancing our position in a fiscally positive manner.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The Fiscal and Human Resources department oversees traditional finance and personnel functions
and provides the City with recommendations concerning timely and innovative mechanisms for cost
effective operations. Areas of responsibility include: Finance, Budget, EMS billing, Accounting, Data
Processing, Municipal Courts, utility billing, insurance and benefits, as well as Cash & Debt
Management. Additionally, numerous fiscal analyses through the year to determine economic feasibility
for the community.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
No new programs have been proposed.
Ii
1
1
1
1
1
1
1
Form 2
City of Euless
DEPARTMENT:
Fiscal & Human Resources
ITEM
I PERSONNEL
'OPERATIONS
CAPITAL
TOTAL
REVENUES:
Property Tax
Prior Years
Penalty & Interest
Sales Tax
Gross Receipts
Wtr/Swr Franchise
TOTAL
ANNUAL BUDGET
l 9�i l- 9?i
1.990"=9T
ACTUAL
S 12/D / 64, 3
1r:r41.4,23
DIVISION/ACTIVITY:
Finance /07_. l3
199-fi=92
BUDGET BASE
I Sr9/o41 58, 3
If) t910 9,42
447071 68979 ‘,11;07v 6
0
,639
3,973,925 4,338,631
118,642 115,000
81,813 75,000
2,121,977 2,185,000
54,203 56,000
374,900 431,995
6,725,460 7,201,626
PERFORMANCE MEASURES/SERVICE LEVELS:
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
2.0
0.0
2.0
0.0
59,
Manager's Fiscal
Summary
ACCOUNT #:
-6 01-20-12
199 BUDGET
SUPPLEMENTAL P SED
59, 84
,106 9 06
0 0
190 68,190
4,438,631
115,000
75,000
2,403,750
52,275
449,470
7,534,126
2.0
0.0
33
Euless *
"We 're building a beautiful tomorrow"
i i-ao-/3
MUNICIPAL COURT
Debra B. Forte'
Director of Fiscal & Human Resources
Teresa Britt, Court Manager
Municipal Court F -13
of General Fund Expenditures
\\t\N\
Other General
98%
7/28/92
35
Perm 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Fiscal & Human Resources
Municipal Court
MISSION STATEMENT/DEPARTMENT GOALS:
01-20-13
To effectively and efficiently process citations issued, citizens complaints filed and Class C
misdemeanors made by the City of Euless and Dallas/Fort Worth Airport. This includes data entry,
filing, warrants, appeals, payments of fines, and various court processes.
DESCRIPTION/PROGRAM HIGHLIGHTS:
Court sessions are held each Wednesday at 9:00 AM and 2:00 PM, disposing of approximately 100
to 120 cases. We are currently processing approximately 400 to 600 cases per month on the
attorney dockets.
The Court continues to incorporate new policies and procedures to assist the attorneys working with
our court and to also encourage the defendants to make disposition on cases in a timely manner.
Municipal court is located at 201 N. Ector, Building B.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
February 1992 the Court implemented a new software package. With this package the Court would
like to enhance their capabilities to be directly on line with the Police Department.
With the implementation of the traffic units in the Police Department there has been a significant
increase in the number of cases filed. This added workload necessitates the addition of court clerk
to process these cases efficiently.
t
i
i
Form 2
City of Euless
DEPARTMENT:
Fiscal & Human Resources
ITEM
PERSONNEL
OPERATIONS
j CAPITAL
TOTAL
REVENUES:
Municipal Court
Administration Fees
Arrest Fee
Uniform Traffic Act
Child Safety
Texas Court Cost Fees
TOTAL
ANNUAL BUDGET
1990-91
ACTUAL
$e2j178, 7
I s��� 31.
1 l9,5q 2 56
GSB
398,846
64,73
DIVISION/ACTIVITY:
Municipal Court
199-1-92
BUDGET
225-L317?
:‘,/,51 60
I
.27 /3(2
01
13)
26 1
477,104
01
_669"
9,026
000
50,d00
0
0
/0
12,000
1
567 ,000 1
PERFORMANCE MEASURES/SERVICE LEVELS:
(Cases Filed
Cases Appealed
(Arraignments
Warrants Issued
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
6.0
0.0
14,757
1,122
2,043
1,670
21,000
1,500
2,100
2,800
0.0O.
Manager's Fiscal
Summary
ACCOUNT #: I
01-20-13
1992-BUDGET
BASELINE SUPPLEMENTAL
225,642
46,488
272,�130
611,000
70,000
25,000
15,0L'0
7,500
18,0Q,0
746,100
21,000
1,500
2,100
2,800
PROPOSED
225,642
46,488
)0
272/130
611000
70,000
25,000
i 51000
500
18,000 I
46,500
7.0
0.5
37
Euless *
"We're building a beautiful tomorrow"
-/6
DATA PROCESSING
Debra B. Forte'
Director of Fiscal & Human Resources
Mike Harris, Data Processing Manager
Data Processing P' - -zO -/''
% of General Fund Expenditures
Data Processing
O%
7/28/92
Other General
100%
39
Form 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Fiscal & Human Resources Data Processing 01-20-16
MISSION STATEMENT/DEPARTMENT GOALS:
The goal of the Data Processing Office is to provide both the maintenance and enhancement of the
City of Euless Information System. This responsibility is accomplished by coordinating repairs,
purchases, design, implementation and training solutions to all activities.
Continual research and user contact assists each activity to accomplish their goals and better serve
the public.
DESCRIPTION/PROGRAM HIGHLIGHTS:
1. Purchase of compatible data processing software and hardware for all City offices.
2. Installation of all new data processing hardware and software.
3. Conduct and oversee training of employees in City, via user group program.
4. Oversee solutions of hardware and software concerns for all City equipment.
Offices are located at 201 N. Ector, Building B, south end.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
This activity is responsible for:
100 - PC systems
7 - Main Frame Systems
310 - Terminals
10 - Communication Lines (remote sites)
Form 2
City of Euless
DEPARTMENT:
Fiscal & Human Resources
ITEM
!PERSONNEL
OPERATIONS
CAPITAL
TOTAL
!REVENUES:
TOTAL
ANNUAL BUDGET
9/-4?i
199U-91
ACTUAL
2, " 3 o S 33,594
,7 cL/ Cl 68p
31 7L,V 34.203
DIVISION/ACTIVITY:
Data P ocp sing
199 -=9
BUDGET
3 2i5235,949
6 7 7 3,602
0
39/StZ9 38,451
PERFORMANCE MEASURES/SERVICE LEVELS:
Manager's Fiscal
Summary
1992-93 BUDGET
BASELINE SUPPLEMENTAL
37,272
3,477
40,749
Personal Computers:
Work Orders Received, Completed, Pending, New Installations, Inquiries/Procedures
Employee Computer Program Training Hours
Main Frame:
Work Orders Received, Completed, Pending, New Installations, Inquiries/Research, plus
Computer/Peripheral Purchased
PERSONNEL:
Full Time
Part time
92-93 BDGT-F2 BT
0.5
1.0
0.5
1.0
ACCOUNT#:
01-20-16
PROPOSED
7,272
3 77
4,749
0.5
1.0
.1
117
"
41
"We're building a beautiful tomorrow"
ACCOUNTING
Debra B. Forte'
Director of Fiscal & Human Resources
Jim Hickerson, Accounting Manager
Accounting - a °
% of General Fund Expenditures
7/2a/92
Accounting
1%
�cnRi'
Other General
99%
43
J\
Form 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Fiscal & Human Resources Accounting 01-20-18
MISSION STATEMENT/DEPARTMENT GOALS:
Provision of timely and accurate financial statements and reports to staff, council citizenry and other
interested persons. continuing to improve the readability of reports. Maintain internal controls to
ensure integrity of reports. Preparation of annual reports and to record all financial transactions in
accordance with generally accepted accounting practices.
DESCRIPTION/PROGRAM HIGHLIGHTS:
Accounting is located at 201 N. Ector Drive, Building B, south end.
The accounting division is responsible for providing financial services to all departments of the City.
This includes the areas of payroll, accounts payable, revenue accounting, general ledger and subsidiary
ledgers, monthly reporting and general research assistance as requested by the departments.
Compilation and distribution of financial activities of City on a timely basis for management decisions
on City operations.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
The accounting division currently processes 15,000 invoices annually and prepares 12,000 checks
annually to pay those invoices. Also, 8,000 payroll checks are being processed annually to serve
the City full-time, part-time and seasonal employees.
Through expansion of computer hardware, computer software and general office equipment, growth
and increased workload could be absorbed by existing staff.
Form 2
City of Euless
DEPARTMENT:
Fiscal & Human Resources
ITEM
'PERSONNEL
'OPERATIONS
'CAPITAL
TOTAL
'REVENUES:
TOTAL
ANNUAL BUDGET
DIVISION/ACTIVITY:
Accounting _ gc�
t99---93-13UD G ET
19 1991-92
ACTUAL BUDGET
1 7 793-.7$;927 ,2-5774906-
/02f7/ ,37r *945
1317 _14G74- _4,347
10 0/g '81123 9A9Zzi3,198
9D-97
0
PERFORMANCE MEASURES/SERVICE LEVELS:
PERSONNEL:
Full Time
Part time:
92-93 BDGT-F2 BT
2.0
0.5
2.0
0.5
45
BASELINE
76,691
1'471
/ 0
94,362
0 0
Manager's Fiscal
Summary
ACCOUNT #:
01-20-18
TOTAL
SUPPLEMENTAL PROPOSED
76,691
17,671
0
94,362
2.0
0.5
0
"We're building a beautiful tomorrow"
I i-ao-J°i
PERSONNEL
Debra B. Forte'
Director of Fiscal & Human Resources
Ruth Alley. Personnel Manager
Personnel P / - 10
% of General Fund Expenditures
Personnel
1%
7/26/92
Other General
89%
47
Form 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Fiscal & Human Resources Personnel 01-20-19
MISSION STATEMENT/DEPARTMENT GOALS:
To provide support services and recommendations for the effective management of the City's Human
Resources. To provide support service to all City Departments by performing professional assessments
to fill vacancies with qualified personnel. To maintain employee records, provide career development
training, ensure compliance with State and Federal employment regulations, and provide special
reports to the City Council and City Manager's Office as needed, The Department also strives to
promote and enhance a positive image of municipal government in the City.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The Personnel Department is located at 201 N. Ector Drive, Building B. Hours of operation are
8:00 AM to 5:00 PM. Monday through Friday.
Personnel is responsible for recruitment, selection, hiring and orientation in order to attract and retain
more qualified personnel. Responsibilities include testing and screening, development and administration
of policies, employee relations, pay plan, and performance evaluations. Maintain official employee
personnel files, process all payroll transactions; interpretation and administration of the City's Personnel
Policies and Procedures.
Personnel is responsible for administration of the Civil Service Rules and Regulations for all classified
employees' terms of employment. Continuous development and administration of the Rules and
Regulations protect the employees' right to fair and equal consideration of employment, and ensure
fair and equal recruitment, selection, and hiring of all individuals.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
Employment application process, orientation program, and training of staff.
Volume of applications processed is up substantially. The 1992-93 increases are due to expenditures
for other departments: Training, Tuition Reimbursement, and Employee Innovation Program.
Computerization requested for testing applications, to be utilized as testing and training environment.
Form 2
City of Euless
DEPARTMENT:
Fiscal & Human Resources
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
TOTAL
PERFORMANCE
ANNUAL BUDGET
199A-7
ACTUAL
9L,7G3 91
Ia3. SoS 33
11
'
MEASURES/SERVICE
New Hires
Terminations
Interviews Conducted
Persons Tested:
Entrance Fire
Others
Promotionals
Applications Rec'd
Job Int. Cards Rec'd
PERSONNEL:
Full Time
Part Time
92-93 BDGT—F2 BT
3.0
0.0
DIVISION/ACTIVITY:
Personnel
19g2-�
BUDGET BASELINE
99Lg7,2'0 99, 82
So, '2/3 25,j91 4 31 22
39`I I 0
/3//05/122f+4I 14104
LEVEL:
3.0
0.0
85 75
70 70
136 250
175(4-92)
35 50
25 100
15 50
1,019 900
925 1,500
49
Manager's Fiscal
Summary
1992=B U DG ET
SUPPLEMENTAL
ACCOUNT #:
01-20-19
TOTA L
PROPOSED
99,682
31 j422
to
1311,104
3.0
0.0
85
70
250
50
100
50
1,500
1,500
Euless *
"We're building a beautiful tomorrow"
1-)-3c
POLICE
K. B. Fuller
Police Chief
Gary McKamie, Assistant Police Chief
Police Administration P / ` 3a C1-5—
% of General Fund Expenditures
1\\
Other General
97%
7/28/92
51
Form 1
City of Euless
DEPARTMENT:
Police
ANNUAL BUDGET
DIVISION/ACTIVITY:
Administration
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
01-30-45
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.
Citizen trust and confidence in their police department is of central concern. This is addressed by
insistence upon the maintenance of a high degree of integrity and professionalism among all police
employees.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The Department continues to place a great emphasis upon our Community Services programs,
particularly those directed at our youth, all of which continue to be a valuable asset to our
Community.
The Traffic Section formed during FY 91-92 has been a tremendous success.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
The need for a means to protect the Department's radio and computer equipment from electrical
spikes and surges.
The formation and staffing of a Community Services Section has become a necessity, if we are to
continue these programs. We can no longer provide an adequate level of service using our street
officers on a part-time basis.
State mandated training requirements and the need to maintain our high level of professionalism
continue to escalate training and travel cost.
The opening of the 360 Corridor will place an additional burden on the providing of Police Services,
generally, and in the area of traffic enforcement and control specifically.
i
II
1
1
I I
1
t
ANNUAL BUDGET
Form 2
City of Euless
Manager's Fiscal
Summary
DEPARTMENT:
Police
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
TOTAL
DIVISION/ACTIVITY:
Administration
f , 2 Q 2
1990-91 1991-92
ACTUAL
7,ZZ1I (a'*415,263
33,04(7 3,846
-0-
2,n7,2/ 59,109
BUDGET
ip54 C1227,677
4I7/ f3 47,315
1 Zo 0 1 00
.27140 -G27 392
PERFORMANCE MEASURES/SERVICE LEVELS:
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
4.0
0.0
4.0
0.0
53
9�5
199 BUDGET
BASELINE SUPPLEMENTAL
225,667
47153
,200
27 ,020
ACCOUNT #:
01-30-45
TOTAL
PROPOSED
225,667 I
47,153 1
11,200 I
2174,020
4.0
0.0
"We're building a beautiful tomorrow"
POLICE PATROL
K. B. Fuller
Police Chief
Richard Clark, Captain
Police Patrol
% of General Fund Expenditures
Patrol
16%
7/28/92
\\\
Other General
84%
Pi-3�`�G
55
Form 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Police Patrol 01-30-46
MISSION STATEMENT/DEPARTMENT GOALS:
The Patrol Division is responsible for providing efficient and effective service to the community as
well as the enforcement of all local, state, and federal laws. It is the overall goal of the Patrol
Division to reduce the incidents of crime, to reduce the number and severity of traffic accidents, and
to improve upon relations with the community at large. This can only be accomplished through
increased training, increased traffic and preventive patrols, and community -based oriented policing.
More specifically, we hope to reduce the burglary rate by 5%, traffic accidents by 3%, and establish
a full-time Community Relations Unit.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The Patrol Division is the "core" of the Police Department. Structured under the Patrol Division are:
the Uniformed Patrol Section, the Tactical Unit, the Community Relations/Crime Prevention programs,
the Youth Gang Unit, the Reserve Officer Program and the Field Training Program, and such other
responsibilities as D.A.R.E., Neighborhood Watch, and the School Liaison Program. In addition, the
Division is responsible for the planning, coordination, and the administration of the overall training
for the Police Department. Community -based programs have proved to be vital to improved relations
with adults and children alike.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
The need for an increase in the training and overtime budgets to fulfill State certification mandates.
T- his includes 40 hours of training per year for all specialized units (i.e. Tactical, Narcotics and Crime
Prevention), once a year firing range qualification, 8 hours of hazardous materials annually, and 8
hours of NCIC/rCIC.
The installation of a full-time Community Relations Unit, as targeted by the City's "Strategic
P- lanning Commission," to deal with community problems and causal factors which ultimately
necessitate police intervention.
The purchase of a command vehicle for use during times of disaster or emergency to coordinate
the proper response.
Form 2
City of Euless
DEPARTMENT:
Police
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
TOTAL
ANNUAL BUDGET
DIVISION/ACTIVITY:
Patrol
57-43
19 199-1-92
ACTUAL, BUDGET
/;- L9S 1,411 A74 I IUi'`1�.,�33,56
/,,5- S.,R ,468 'Srid33 87,
J4L -0- J$./GO ,114
4,474 1 96,642 1,6 5,354
/117,r/6S
9D�t2
PERFORMANCE MEASURES/SERVICE LEVELS:
Arrests
Citations
Calls
Alarm Permits Issued
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
3,660
10,869
23,911
189
34.0
12.5
3,710
14,200
26,302
243
34.0
12.5
Manager's Fiscal
Summary
BASELINE SUPPLEMENTAL
1,670,32
33
,100
8,165
3,750
16,500
28,406
310
ACCOUNT #:
01-30-46
TOTAL
PROPOSE
1,670, 32
,833 I
8,100
,778,165
39.0
12.5
57
Euless *
"We 're building a beautiful tomorrow"
-3"-�1
CRIMINAL
INVESTIGATION
DIVISION
K. B. Fuller
Police Chief
Harland Westmoreland, Internal Affairs
Criminial Investigation Division
% of General Fund Expenditures
CID
5%
7/28/92
Other General
95%
59
Form 1
City of Euless
DEPARTMENT:
Police
ANNUAL BUDGET
DIVISION/ACTIVITY:
Criminal Investigation Division
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT 3:
01-30-47
The Criminal Investigation Division is responsible for the identification and arrest of suspects involved
in criminal offenses that occur in Euless and, to support the findings with evidence for prosecution
in court. The division is also responsible for the recovery of stolen property. The Criminal
Investigation Division is instrumental in the coordination and teaching of the community based
D.A.R.E. (Drug Abuse Resistance Education) program. The D.A.R.E. program is to teach Junior High
School students to deal with the problems of drugs and to encourage them to make a stand to
remain drug free. The Divisional goals are to increase our clearance rate by 3% while increasing
by 10% the recovery of stolen property.
DESCRIPTION/PROGRAM HIGHLIGHTS:
As the population of the Mid -Cities area continues to increase, so do the reported crimes. These
increases within our City creates a need for more proactive investigative techniques. While C.I.D.
maintains a very active investigative unit, with high clearance and property recovery rate, we will
continue to work toward new methods of investigation as they become available, which will enable
us to increase both our effectiveness and productivity and to better utilize our personnel.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
The State mandates that all commissioned police officers receive 40 hours of training every two
years. Therefore, to comply with the State mandated training for the commissioned officers within
the division, an increase in our training budget is necessary.
Advertising will reflect an increase in budget due to the costs associated with the process of
advertising and recruitment of new Police Officers. One city has withdrawn from the P.A.C.T. group
and withdrawing their funds. The cost of recruitment remains the same, so each of the four cities
left in the group will need to contribute more in order to meet the costs.
In the first four months of 1992 we have seen an increase in Part 1 offenses, mainly in the areas
of reported sexual assaults and residential burglaries. Sexual assaults have increased from 2 in
1992 to 14 in 1992. Burglaries are up from 147 to 163 reported cases. Auto thefts indicate a
slight increase from 56 to 60.
Form 2
City of Euless
DEPARTMENT:
Police
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
O/T D.E.A.
TOTAL
Property Stolen
Property Recovered
ANNUAL BUDGET
DIVISION/ACTIVITY:
Criminal Investigation Division
1990
ACTUAL
SW 19%5 24
r/9 64,t
867 .
Sos2.2 610784(
6,800
Manager's Fiscal
Summary
ACCOUNT #:
01-30-47
1992-93 BUDGET
1993-9"£ TOTAL
BUDG __BASELINE SUPPLEMENTAL PROPOSE
67 80i ' 566,680 566, 9
24,427 24, 27
1,Ob0 .000
592,j16 5 2,116
7
6,i300
PERFORMANCE MEASURES/SERVICE LEVELS:
Offenses 5,127 5,395
Cases Cleared 1,530 1,528
$2,600,000 $2,320,000
$I,170,000 $1,217,063
PERSONNEL:
Full Time 14.0 14.0
Part Time 0.0 0.0
92-93 BDGT-F2 BT
0,800
5,543
1,593
$2,400,000
$1,300,000
/ 6.800
12.0
0.0
61
Euless *
"We're building a beautiful tomorrow"
POLICE SERVICE
K. B. Fuller
Police Chief
Gary McKamie, Assistant Police Chief
Police Service p/r 3o-Y(
% of General Fund Expenditures
T/2$I$2
Service
8%
\\1/4
Other General
94%
63
Form 1
('its of Euless
DEPARTMENT:
Police
ANNUAL BUDGET
DIVISION/ACTIVITY:
Service
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
1-30-48
To provide 24 hour a day staffing of the communications section as the primary contact point for
emergency City services. To provide PBX service to the City government and maintain a high
standard of service to the community. To receive, maintain, retrieve and disseminate information
involving the police activity in the most efficient and effective manner. In addition, the division will
plan for and respond to civil defense emergencies.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The Service Division of the Euless Police Department provides support to the operations divisions of
the department. This includes call taking, dispatching, data entry and retrieval, PBX operations,
computer support, administrative reporting and statistics, and civil defense. The service division
strives to provide quality radio/MDT communications for the police department and utilizes a computer
aided dispatch system for dispatching police, fire and medical services. In addition, the division
maintains police related records for dissemination to the public as well as for use within the
department. The process has been computerized to provide high quality service, while maintaining
a high degree of efficiency.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
The Service Division will maintain existing equipment and programs as needed for efficient operations.
Upgrades will be obtained for existing equipment and computer programs as they become necessary.
Personnel requirements will expand as citizen requests for services continue to grow. Training of
existing personnel will continue to have a high priority.
II I
Form 2
City of Euless
DEPARTMENT:
Police
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
Emergency Mgmt.
TOTAL
ANNUAL BUDGET
199E=91"
ACTUAL
4,61/ 550,3
7a;�g2 84,3
7l
630 16 634,648
/
19,1177
I Arm
DIVISION/ACTIVITY:
Service
1991-92
BUDGET
Manager's Fiscal
Summary
ACCOUNT #:
01-30-48
1992-93 BUDGET
BASELINE SUPPLEMENTAL
et 692' 582,726
8& 703
13,185
(di, T 686,e24- 681 614
PERFORMANCE MEASURES/SERVICE LEVELS:
Calls for Service
Offenses
Arrests
Accidents
Records Processed
Rec. Microfilmed
Rept. by Computer
PERSONNEL:
Full Time
Part Time
i
92-93 BDGT-F2 BT
t
17,343 19,386
'90 Actual '91 Actual
53,891
5,995
3,928
933
20,064 I
20,064
N/A
18.0
4.0
57,249
5,395
3,271
847
14,206
7,850
9,268
18-0
4.0
65
'92 Est.
58,737
5,282
3,863
847
14,943
8,146
10,075
'93 Projected
60,264
5,323
4,021
883
15,395
8,450
10,390
TOTAL
PROPOSED
543,726
88,703
,185
61,614
% Dif 91-92
+2.6%
-2.1%
+14.6%
+5.2% 1
+3.8%
+8.7%
17.0
0.0
"We're building a beautiful tomorrow"
Ti-30-49
POLICE DETENTION
K. B. Fuller
Police Chief
Rodney Davis, Service Sergeant
Police Detention / J 3 6 - �g
% of General Fund Expenditures
Detention
3%
7/28/92
Other General
97%
67
Form 1
City of Euless
DEPARTMENT:
Police
ANNUAL BUDGET
DIVISION/ACTIVITY:
Detention
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
01-30-49
The Euless Police Department detention section will maintain all prisoners brought into custody in
conjunction with safe and hygienic standards while guaranteeing that constitutional safeguards are
met. The section will receive, process, house, and maintain all prisoners in an effective and efficient
manner. This section also will receive, maintain and dispose of all property taken into custody by
the Department.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The Detention Division will continue to implement its Public Service Officer program. Services
include the provision of food and sanitary conditions, booking and release procedures, and securing
of personal possessions for all prisoners. Other programs in operation will be monitored and updated,
including any procedural and policy issues within the section. Relationships are maintained with
Immigration and Naturalization Service, Navy and Marines to continue to receive revenue from the
incarceration of their prisoners.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
With the expansion of the Immigration and Naturalization Service contracts there will be additional
costs relating to the upkeep of the detention facility and the increased manpower needed to keep
up with this service. All current INS detainees are convicted felons and are awaiting deportation or
confinement in Federal institutions and pose a greater security risk. Additional personnel and
procedures will be needed to monitor this program. The detention facility and PSO's are also
required to provide total medical care, thus necessitating additional manpower and time. Current
trends in state penal systems and county jail operations may affect the cost of detention services.
Training for all PSO's will increase to meet state mandates.
Form 2
City of Euless
DEPARTMENT:
Police
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
Jail
ANNUAL BUDGET
1990-91
ACTUAL
AY 52_260,06')
�l 2.-51,7
" 903
3sreaS311, 8
204,747
DIVISION/ACTIVITY:
Detention
1982=93-BUDG ET
Manager's Fiscal
Summary
1991-92
BUDGET i BASELINE SUPPLEMENTAL
290,9$8 fl 31
.540K 5748
137/90 )35956 375, I
/ 1
,000 1 000
TOTAL
PERFORMANCE MEASURES/SERVICE LEVELS:
Projected Projected
Total Mandays -
I.N.S., Marines, Navy
Prisoners Processed
Property Processed
PERSONNEL:
Full Time
Part Time
92-93 BDGT—F2 BT
10.0
0.0
10.0
0.0
3,581
4,200
3,900
3,320
4,400
4,300
ACCOUNT #:
01-30-49
TOTAL
PROPOSED
312,790
58,224
4,025
375,039
125,000
11.0
0.0
69
"We're building a beautiful tomorrow"
MI- -
Ti— <id-4-o
FIRE
Lee Koontz, Fire Chief
Byron Fry, Assistant Fire Ctief
Fire Administration P / - ` o - 916
% of General Fund Expenditures
7/28/Y2
Administration
2%
Other General
98%
71
Form 1
City of Euless
DEPARTMENT:
Fire
ANNUAL BUDGET
DIVISION/ACTIVITY:
Administration
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
01-40-40
To effectively and efficiently fulfill the obligation of delivering, at the highest level of competency
possible: Fire Suppression, Rescue, Emergency Medical Care, Fire Prevention/Inspection, Fire Safety
Education, and any other service we are equipped, trained or capable of providing to the citizens
and visitors of Euless, Texas.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The Administrative offices are located at Central Fire Station, 201 E. Ash Lane.
This division is responsible for personnel management, budget, payroll, research and development,
record management, and public information.
The Administrative division continues to explore ways to save funds by pursuing cooperative
agreements and joint purchases with other fire agencies in Northeast Tarrant County.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
Increased mandated training requirements.
Possible mandatory increases in manning levels on fire apparatus by a proposed NFPA standard.
Increased overtime costs due to inadequate staff levels.
ANNUAL BUDGET
Form 2
City of Euless
DEPARTMENT:
Fire
1990-91-
ITEM ACTUAL
PERSONNEL /Q7I273 101,5
(OPERATIONS / 2 cisii 17
'CAPITAL I .290
TOTAL I/ 27/7511�,938
'REVENUES:
TOTAL
DIVISION/ACTIVITY:
Administration
19924-3 BUDGET
1991--92
BUDGET BASELINE
'78,0
/124;93
PERFORMANCE MEASURES/SERVICE LEVELS:
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
3.0
1.0
Manager's Fiscal
Summary
ACCOUNT #:
01-40-40
TOTAL
SUPPLEMENTAL I PROPOSED
178,8 1
23,9(56 1
7f
4,927
3.0 3.0
1.0 1.0
73
I Euless *
"We're building a beautiful tomorrow"
EMERGENCY
MEDICAL
SERVICE
Lee Koontz, Fire Chief
Jack Watson, Battalion Chief
Emergency Medical Services P / "- 54-/
% of General Fund Expenditures
EMS
4%
7/28/92
Other General
96%
75
Form 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Fire Emergency Medical Service 01-40-41
MISSION STATEMENT/DEPARTMENT GOALS:
To effectively and efficiently fulfill the obligations of delivering, at the highest level of competency,
emergency medical care to citizens and visitors of Euless, Texas.
DESCRIPTION/PROGRAM HIGHLIGHTS:
Provide service necessary to conserve life, alleviate suffering and encourage the quality and equal
availability of emergency medical care. This service may range from a first responding engine
company all the way up to, and including, advance life support care into the hospital setting.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
The cost of service continues to go up, due to increased requirements by the state and federal
government. New regulations that deal with infection control are increasing the total cost of
operations. As more regulations are applied to the Emergency Medical Service, our operation cost
will increase.
Form 2
City of Euless
DEPARTMENT:
Fire
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
01-00-00-4460
Ambulance
TOTAL
ANNUAL BUDGET
DIVISION/ACTIVITY:
Emergency Medical Service
1990-91
ACTUAL
36/ 2.Z,0341, 74O
$3 S24 29,9;
7'7,g 4,1 1
VV-92. 7375,>'34
117f,138
Manager's Fiscal
Summary
1992 -93 BUDGET
199#U
BUDGET BASELINE SUPPLEMENTAL
�4-1,,930 �r368
C39,356 �L49
1 Z5 (5.
f f' C424,09 .
115,000
PERFORMANCE MEASURES/SERVICE LEVELS:
Emergency Medical Calls 1,299 I 1,125
Response times for ambulance was 3.69 during thFs last year.
Approval level of citizens is still excellent.
1 PERSONNEL:
Full Time
Part Time
92-93 BDGT—F2 BT
9.0
0.0
9.0
0.0
1,225
ACCOUNT #:
01-40-41
TOTAL
PROPOSED
368,389
49,741
5,960
424,090
135,000
INCREASE OF
9.0
0.0
100
77
"We're building a beautiful tomorrow"
-4t0 -�a-
FIRE SUPPRESSION
Lee Koontz, Fire Chief
Byron Fry, Assistant Fin Chief
Suppression P "``��
% of General Fund Expenditures
Suppression
t
7/2e,a2
Other General
85%
79
Form 1
City of Euless
DEPARTMENT:
Fire
ANNUAL BUDGET
DIVISION/ACTIVITY:
Suppression
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
01-40-42
To protect life, health and property at the lowest effective cost for our citizens now and in the
future.
DESCRIPTION/PROGRAM HIGHLIGHTS:
We will inspect and check pre -fire plans on all commercial buildings in our City.
We will maintain and upgrade all our personnel certification when possible.
We will maintain our equipment and keep it in good working order to the best of our ability.
We will give the best service possible to the citizens of Euless.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
1. Call volume is up 100/0.
2. Hazardous material training, required by F.E.M,A. is becoming a significant item in our budget.
3. Our call volume in commercial buildings remains static. We feel our in-service inspections are
keeping this in check.
4. Paramedic recertifications are upcoming, causing an increase in training budgets.
ANNUAL BUDGET
Form 2
City of Euless
DEPARTMENT;
Fire
1990-91
ITEM ACTUAL
PERSONNEL d19Z.71'.(1,400,
OPERATIONS 4,P�y 70 6
CAPITAL I/9 9 (/ 1
TOTAL / S*pA72'1, 31,251
REVENUES:
TOTAL
DIVISION/ACTIVITY:
Suppression
1992 93ODGET
1991-92 TOTAL
BUDGET BASELINE_ SUPPLEMENTAL PROPOSED
1,4.4§-T4 1,4• = 7" 1,492,837
99,855 I
15,300
,004 C 1,607,9 1,607,992
Manager's Fiscal
Summary
ACCOUNT #:
01-40-42
PERFORMANCE MEASURES/SERVICE LEVELS:
Hydrant Maintenance 956 1,010
Insp. & Reinspection 980 1,050
Pre -Fire Plans 916 942
Fire Calls Structure 65 100
'Other Calls 778 1,000
Mutual Aid Given 95 120
'PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
33.0 33.0
33.0
0.0 0.0 0.0
1,090
1,100
950
120
1,200
120
81
"We're building a beautiful tomorrow"
FIRE TRAINING & SAFETY
Lee Koontz
Fire Chicf
Byron Fry, Assistant Fire Chicf
Training & Safety / - `i' - S�3
% of General Fund Expenditures
Training & Safety
0%
1I2 I92
\\\
Other General
100%
83
Form 1
City of Euless
DEPARTMENT:
Fire
ANNUAL BUDGET
DIVISION/ACTIVITY:
Training/Safety
Department
Summary
ACCOUNT #:
01-40-43
MISSION STATEMENT/DEPARTMENT GOALS:
To promote Training and Education as the key components in increasing the knowledge, professionalism,
and competency of Emergency Services Personnel by developing progressive programs, implementing
revised philosophies, promoting safety awareness, and providing opportunities for personnel and
professional development.
DESCRIPTION/PROGRAM HIGHLIGHTS:
HAZARDOUS MATERIALS RESPONSE TEAM - The Euless Fire Department is currently a member
of the N.E. Tarrant County Hazardous Materials Response Team which consists of eleven (11)
member cities. Fire Department personnel, from each of these eleven cities, responds to hazardous
materials incidents that occur in any of the eleven member cities, when requested. For this reason,
it is imperative that all of the response team personnel become certified as Hazardous Materials
Technicians. Euless currently has eight (8) personnel on the Hazardous Materials Team who must
receive 120 hours of specialized courses for Technician Certification, and 48 hours of C.E. courses
annually. All other department personnel must receive at least 24 hours of basic C.E. courses
annually as outlined in the Federal OSHA Standard CFR 29-1910.120 and NFPA 472.
PERFORMANCE STANDARDS EVALUATIONS - The training Division is currently developing a
Performance Standards Evaluation Program for emergency operations personnel. These standards
will integrate existing NFPA standards, Departmental SOP's, and Objectives into immediate training
programs that will enhance the areas of safety and efficiency at the emergency scene. The objective
of this program is to determine the level of knowledge and readiness of engine company personnel.
Fire service work requires a vast number of manipulative skills and requires that these skills be
performed under unusual and dangerous conditions. This program gives personnel an opportunity to
demonstrate their proficiency under rigidly controlled conditions.
DEPARTMENTAL TRAINING VIDEOS - The Training Division is presently developing plans for
producing the Fire Department's own training videos. These videos will utilize departmental personnel
and will cover both basic and advanced/specialized skills. These videos will be used for training
departmental personnel and new recruits.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
1 Safety - increase in exposures and injuries during EMS and fire related incidents.
2. Hazardous Materials - increase in transportation/storage/use has caused an increase in Haz-Mat
incidents.
3. State/Federal Regulations - changes in regulations concerning training, safety, and operating
procedures will continue to cause increases in training and safety budgets.
4. In -Service and Specialized/Advanced Training to be increased due to mandatory State/Federal
training requirements and advances in fire technology and operating procedures.
Form 2
City of Euless
DEPARTMENT:
Fire
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
TOTAL
PERFORMANCE
!FF/Certification/
Upgrades
EMS/Recertif./
Upgrades
Operations:
In -Service Prog.
EMS:
In -Service Prog.
I Special ized/Advanced
Courses
'PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
ANNUAL BUDGET
1990-91
ACTUAL
.�.� / 31 44,33
304 2,
?,2o S ,458
S�UV0,228
MEASURES/SERVICE
1.0
0.0
DIVISION/ACTIVITY:
Training/Safety
1992-93 BUDGET
Manager's Fiscal
Summary
1991-92
BUDGET BASELINE SUPPLEMENTAL
O 4y — -e-
/5,35V
LEVELS:
10 11
31 18
21
11
17 29
1.0
0.0
85
18 I
9
9 755,
15
27
23
17
ACCOUNT #:
01-40-43
TOTAL
PROPOSED
0
5,355
4,400
9,755
1.0
0.0
15
27
23
17
32
Euless *
"We're building a beautiful tomorrow"
m r - 4D "4(7‘
FIRE EDUCATION/PREVENTION
Lee Koontz
Fire Chief
Franchot Thomas, Lieutenant
Education & Prevention t l - LAP - 4%4
% of General Fund Expenditures
Education & Prevent
0%
7/2Si92
Other General
100%
87
Form 1
City of Euless
DEPARTMENT:
Fire
J\
ANNUAL BUDGET
DIVISION/ACTIVITY:
Education/Prevention
Department
Summary
ACCOUNT #:
01-40-44
MISSION STATEMENT/DEPARTMENT GOALS:
The mission of the Euless Fire Department's Public Education Section is to reduce the number of
fires and fire burn injuries to the citizens of Euless. In order to accomplish this, we will assist the
citizenry through increased public education emphasizing the benefits of pro -active prevention measures
and survival techniques to enable them to protect themselves from the perils of fire and injury by
fire.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The Public Education Section utilizes current and proven educational programs and techniques in
teaching fire/burn safety and survival techniques to all age groups of private and business consumers.
The Public Education Section has developed the following programs which are aimed at different
segments of our population, including programs geared towards pre-school, all ages of school children,
churches, scouts, business, and senior citizens.
Evaluation of participants in the Juvenile Firesetter program and referrals to a counselor or the Fire
Department's Fire Safety Certificate Program.
Neighborhood Watch Program - a joint program between the Fire Department and Police Department
Crime Prevention Unit. Using statistical analysis, the Fire Department develops a program to present
prevention and safety programs focused on the City's number one fire injury and fire problems.
General - Arbor Daze and H.E.B. Fest are two major programs dealing with the public en masse.
Fire personnel interact with the public and distribute educational materials covering fire/burn prevention.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
Increased requests for services by citizens, schools and businesses to provide a greater number of
diversified and specialized services.
The citizens, schools and businesses have requested a large number of CPR and First Aid classes.
The Fire Department, in conjunction with the Euless Recreation Department, has instituted a CPR
program for the public. Plans are being laid with the Office of Risk Management to offer CPR
classes to all City employees.
Arbor Daze and H.E.B. Fest are two special events in which the Fire Service participates and is
coordinated by the Public Education Section. We expect to distribute in excess of 5,000 pieces of
Fire/Burn Prevention literature, 9-1-1 stickers, and 500 oven sticks at these two special events.
Additional quantities of these materials will have to be purchased.
Form 2
City of Euless
DEPARTMENT:
Fire
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
TOTAL
ANNUAL BUDGET
19�
'/ACT AL
54 /n) ,86;{
$5/ 5b,116
DIVISION/ACTIVITY:
Education/Prevention
1992'93—BUDGET
19911-11-
BUDGET BASELINE SUPPLEMENT
" -( 48
��77- (53,948
PERFORMANCE MEASURES/SERVICE LEVELS:
1. No. Classes & Programs
Audience
2. Fire/Burn Prevention Material Dist.
3. Public Relation Projects
4. Special Projects
5. Smoke Detectors Dististribution'
6. Photographic Assignments
*Funding from Rotary Club of H.E.B.
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
1.0
0.0
1.0
0.0
1990-91
242
16,516
17,283
19
12
2
34
Manager's Fiscal
Summary
ACCOUNT #:
01-40-44
TOTAL
AL PROPOSED
48,424
5,524
0
53,948
1991-92 I
260
17,742 f
18,566 f
20
10
8
32
1992-93
280
19,107
19,994
25
101
10
34
1.0
0.0
89
Euless *
"We're building a beautiful tomorrow"
in 1 - l0 o - -- 3
60-.23
FIRE MARSHALL'S OFFICE
Lee Koontz, Fire Chief
Mike Logan, Fire Marshall
Fire Marshall
% of General Fund Expenditures
7/28/92
Fire Marsh8II
1%
Other General
99%
91
Form 1
City of Euless
DEPARTMENT:
Fire Department
ANNUAL BUDGET
DIVISION/ACTIVITY:
Fire Marshal's Office
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
01-60-23
The mission of the Fire Marshal's Office is to reduce or eliminate the Community's fire problem by
providing an effective fire safety inspection program, a fire safety education/prevention program and
a deterrence to fire related criminal activity through a fire and arson investigation program that is
diligent and persistent in its quest for truth and/or justice.
Department Goal: Reduce the threat of potential fires and life safety hazards within the Community;
correctly determine cause and origin of resulting fires and provide for the latent investigation of fires
and/or explosions that are the result of criminal activity; provide the Community with the latest in
fire safety education materials and information.
DESCRIPTION/PROGRAM HIGHLIGHTS:
1 Conduct the annual, semi-annual and quarterly inspections of approximately 1,200 inspection
addresses within the Community.
2. Conduct Certificate of Occupancy inspections of new businesses.
3. Conduct the review of building and fire system plans.
4. Conduct the performance testing of life safety features and fire protection appliances, devices or
systems.
5. Provide input into the City's Master Development Plan (DRC) relating to fire protection services.
6. Conduct fire cause determination and/or explosion investigations.
7. Provide assistance (contract agreement) to the Tarrant County Fire and Arson Task Force.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
1. Develop a program to utilize field data that is being gathered through the fire inspection program.
2. Enhanced training to keep and maintain a quality inspection/investigation program.
3. Provide an additional fire/arson investigator to be assigned to the Fire Marshal's Office.
4. Additional manpower to be duel utilized for inspection/investigation activities.
IC.O.Inspections
knual Inspections
'Other Insp.Activities
License/Permits
!Permit Values
Citations/Warnings
Code Complaints
Building/Fire Plans
Inv. Activities
Arson Task Force
Confirmed Arson
Undetrm./Suspicious
PERSONNEL:
Full Time
1 Part Time
92-93 BDGT-F2 BT
Form 2
City of Euless
DEPARTMENT:
Fire Department
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
Fire Permits
TOTAL
ANNUAL BUDGET
1990-91
ACTUAL
9. r7D_93,340
1/S-3
/dSosS 1
15,727
15,727
Manager's Fiscal
Summary
DIVISION/ACTIVITY:
Fire Marshal's Office
1992-93 BUDGET
1991-92
BUDGET BASELINE SUPPLEMENTAL
8,994 ( 96,957
.91 ---F13,$67
E1497685----100
111,
12,500 10,000
PERFORMANCE MEASURES/SERVICE LEVELS:
Actual Budgeted Projected I Difference
142/154 Hrs 250 250 I 44%
71/84 1,050 150/300 Hrs i 53%
567/595 600 600/900 Hr 6%
230 300 300 24%
$15,728 $12,500 $16,000 2%
42 120 60 30%
78/71 60 80/80 Hr 3%
96/158 125 100/200 Hr 4%
287/720 360 300/600 Hr 5%
24/99.5 36 36 33%
11 30 24 55%
10 20 24 59%
2.0
0.0
2.0
0.0
ACCOUNT #:
01-60-23
TOTAL
PROPOSED
96,957
13,867
300
111;124
10,000
2.0
0.0
93
Euless *
"We're building a beautiful tomorrow"
-ri- co
ADMINISTRATIVE SERVICES
Tom Cox, Director,
Economic Development /
Administrative Services
Administrative Services / - so- 3s
% of General Fund Expenditures
Administrative Svcs
7/28/92
Other General
99%
95
Form 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Administrative Services 01-50-35
MISSION STATEMENT/DEPARTMENT GOALS:
To supervise and assist in each area assigned to this division: Purchasing, Risk and Safety, Facilities
Management, and Fleet Services.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The goal of Administrative Services Department is to provide professional support services to the
City. Each area views functions as "customer service."
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
Each department has listed individual issues and trends that will affect specific areas.
Form 2
City of Euless
DEPARTMENT:
Administrative Services
ITEM
(PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
Lone Star Gas
Storer Cable
TU Electric
Cab Co.
SWB Mobile Systems
City Garbage Franchise
City Grbg Sanitation
SW Bell
TOTAL
ANNUAL BUDGET
1990-91
ACTUAL
1,123
/94t
Ief:i471
71,01('I
3,9 I
1. 15I
7 ,035 I
124,227
86,310
729,217
1,500
96,260
59,237
264,416
1,361,167
DIVISION/ACTIVITY:
Administrative Services
1992 3 BUDGET
1991-92
BUDGET BASELINE
C2,495-
62.547---($7,76
134,000
125,000
750,000
1,500
95,000
60,000
272,000
1,437,500
PERFORMANCE MEASURES/SERVICE LEVELS:
• Not budgeted, but will be releived.
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
1.0
1.0
1.0
1.0
Manager's Fiscal
Summary
ACCOUNT #:
01-50-35
TOTAL
SUPPLEMENTAL PROPOSED
83,630
3,325
810
87,765
127,100
154,500
772,500
0
9,600
96,000
61,500
307,440
1,528,640
1.0
1.0
97
"We 're building a beautiful tomorrow"
PURCHASING
Tom Cox, Director
Economic Development/Administrative Services
John Scott, Purchasing Manager
P - - � �
Purchasing � sv
% of General Fund Expenditures
Purchasing
1%
7/28/$2
Other General
99%
99
Form 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Administrative Services Purchasing 01-50-36
MISSION STATEMENT/DEPARTMENT GOALS:
To conduct all purchasing in accordance with state laws, to foster an understanding and appreciation
of sound purchasing policy and procedures throughout all departments of the City. To be responsible
for obtaining the lowest possible price and highest quality consistent with delivery terms. To maintain
continuity of supply to support on -going service, operations, and construction schedules.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The Purchasing Department is charged with the responsibility to advise the user department of any
unusual delay in delivery schedules. To be responsible for service and supply and material service,
and to maintain sufficient quantities of inventoried supplies for the benefit of all City departments.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
Purchasing will continue updating our inventory of all supplies to be entered into our computer for
better control of all inventoried items.
No new programs have been proposed.
Form 2
City of Euless
DEPARTMENT:
Administrative Services
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
TOTAL
ANNUAL BUDGET
1991=
ACTUAL
,cri S( 57,628
SS3 3.441
6/, / 6,119
t
DIVISION/ACTIVITY:
Purchasing
19,9�92
)BUDGET
IS ,r55,02
/02.7 5,
7
3 Si.'76,992
i
PERFORMANCE MEASURES/SERVICE LEVELS:
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
1.5
0.0
1.5
0.0
Manager's Fiscal
Summary
1992-93g 1JDGET
BASELIN SUPPLEMENTAL
55, I
7 271
A665 1
ACCOUNT #:
01-50-36
TOTAL
PROPOSED
55,838
7,827
of
63.665
1.5
0.0
1
101
"We're building a beautiful tomorrow"
LIG cycl -39
11 Pl---rG_39
m-3-o-3�
FACILITIES MAINTENANCE
Tom Cox, Director
Economic Development/Administrative Services
Reggie Cast, Facilities Superintendent
Facility Maintenance
% of General Fund Expenditures
7/28/92
Facility Maintenance
\\\\\
Other General
97%
103
Form 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Administrative Services Facilities Maintenance 01-50-37
MISSION STATEMENT/DEPARTMENT GOALS:
Provide citizens and staff energy efficient facilities along with eye -pleasing facilities that citizens are
proud of for their tax dollar. Maintain level of efficient facilities for low energy costs.
DESCRIPTION/PROGRAM HIGHLIGHTS:
Facilities Maintenance, with a staff of four, is responsible for approximately 40 buildings, nine
signalized traffic intersections, nine school zones, approximately one million tons of refrigeration, the
remodeling of the Simmons Building, Police Department, Parks and Public Works Administration.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
Construction changes needed to comply with ADA regulations. The estimated cost for
these changes is approximately $157,000.00.
The continual upgrading of the energy conservation program, which includes the gradual
replacement of insulation, lighting, and air conditioning.
The on -going remodeling or construction where needed on existing structures.
Form 2
City of Euless
DEPARTMENT:
Administrative Services
ANNUAL BUDGET
DIVISION/ACTIVITY:
Facilities Maintenance
19 — 1 1991-92
ITEM ACTUAL BUDGET BASESINF SUPPLEMENTAL
PERSONNEL /,(. 1•9 157,4 ;485 1l1.22�2
OPERATIONS 13,// 150 10 4_209, 207 227'
CAPITAL A cLp ,400 I 50110
TOTAL /,2/ 12,0371 373,449)I
REVENUES:
1,992-93 BUDGET
Manager's Fiscal
Summary
TOTAL
PERFORMANCE MEASURES/SERVICE LEVELS:
Expand mail delivery to fire & recreation departments.
Remodel Criminal Investigation Division area.
In-house installation of CCTV for Police.
Parks Department building roof.
Remodel Meeting Room #2 in Building A.
Repair roof leaks in Library.
Charge individual departments for phone bills.
Install outside air duct for smoking break room.
Relocate Police confiscated property storage area.
Install flashing warning lights in Bear Creek Park_
Install outdoor lighting at Bear Creek Pavillion.
!Monitor all mobile phone bills for CMO.
!PERSONNEL:
Full Time
Part Time
92-93 BDGT—F2 BT
ACCOUNT #:
01-50-37
TOTAL
PROPOSED
161,222
207,227
5,000
373,449
6.0 6.0 6.0
0.0 0.0 0.0
105
Euless *
"We're building a beautiful tomorrow"
DEVELOPMENT
OPERATIONS
Joe C. Hennig,
Director of Development & Operations
Rod Tyler, Assistant Director
Development & Operations
% of General Fund Expenditures
Dev. & Operations
t%
7/IIC/YY
Other General
99%
107
Form 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT DIVISION/ACTIVITY: ACCOUNT #:
Development & Operations Planning 01-60-32
MISSION STATEMENT/DEPARTMENT GOALS:
1 To assist the CC & P&Z in preparation and maintenance of long range Master Plans used to
guide the physical development of the city in a manner that is cost effective and consistent with
the needs of the City.
2. To assist the CC & P&Z in the preparation and maintenance of the regulations, ordinances and
policies used to implement the long range plans of the City.
3. To assist the general public in understanding the long range plans and land development
regulations of the City and to advise them on procedures for changes.
4. To review plans and proposals and report on their consistency with the City's long range plans,
regulations, and policies as well as their consistency with good planning principles.
5. To develop and recommend various short range plans, procedures or documents relating to the
physical development of the City.
DESCRIPTION/PROGRAM HIGHLIGHTS:
1 Zoning and Subdivision Ordinance administration.
2. Maintaining land use assumption plans and preparing report on impact fees.
3. Annual needs assessment and application for the City Community Development Block Grant.
4. Prepare information for and coordinate activities of the P&Z, Board of Adjustment and land
development related boards.
5. Compile, maintain and present a broad range of land development reports and activities to various
boards and councils.
6. Assist in coordinating activities of the Development Department.
7. Evaluating and developing a computerized data base and tracking system to more efficiently track
permits, complaints and development activity.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
1. Development Activity (Zoning/Platting) - expected to remain slow.
2. Revision of Development Codes - expected to demand a greater amount of staff time. (These
revisions include preparation of a "Site Plan" Ordinance, new multi -family development standards,
Minimum Housing Code, the Unified Development Codes, and major modifications to the subdivision
regulations.)
3. Master Plan Preparation - whether funded or not, an extensive amount of work is needed in this
area.
ANNUAL BUDGET
Form 2 Manager's Fiscal
City of Euless Summary
DEPARTMENT:
DIVISION/ACTIVITY:
Development & Operations Planning
1990-91--- 1991-92
ITEM ACTUAL BUDGET BASELINE SUPPLEMENTAL
!PERSONNEL I JO> 7/,Y' 100,8b C55i y 6V,
OPERATIONS 17(� /�r�� 14,093�- d \007 19
CAPITAL I �5'�'/ �w1,06O ��4
TOTAL ��QQy� I C•}O2934
REVENUES:
Zoning & Platting Fees I 9,oe 6,000 6,000_—
SalelMaps,Codes I s1 �0,000 moo
1992-93 BUDGET
c 100.7.
TOTAL 18,838 16,000 14,000
PERFORMANCE MEASURES/SERVICE LEVELS:
Semi Annual Impact Fee Repot --
CDBG Application
Bi-Monthly P&Z Packets
Code Revisions & Updates
1990 Census Analysis
Zoning Cases
Platting Cases
ZBA Cases
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
2.0 2.0
0.0 0.0
2 per year
Same as last year
Same as last year
Increase from last year (CC demand)
Increase - Data availability
Same as last year
Same as last year
Same as last year
ACCOUNT #:
01-60-32
TOTAL
PROPOSED
80,610
19,061
1,050
100,721
6,000
8,000
14,000
2.0
0.0
109
Euless
*
"We're building a beautiful tomorrow"
CODE ENFORCEMENT/
INSPECTIONS
Joe C. Hennig,
Director of Development & Operations
John Craig, Chief Building Official
Inspection Service P / - t; o - 3 9'
% of General Fund Expenditures
7128/92
Inspection Svc
10
Other General
98%
Form 1
City of Euless
J
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Development & Operations Inspection Services 01-60-34
MISSION STATEMENT/DEPARTMENT GOALS:
The purpose of this department is to provide minimum standards to safeguard life or limb, health,
property and public welfare by regulating and controlling the design, construction, quality of materials,
use and occupancy, location and maintenance of all buildings and structures within this jurisdiction
and certain equipment specifically regulated.
DESCRIPTION/PROGRAM HIGHLIGHTS:
1. Perform all plan reviews for code compliance.
2. Issue all building related permits.
3. Perform all building related inspections.
4. Receive, dispatch and follow through with inspection of all citizen complaints to gain code
compliance.
5. Provide public relations service for citizen inquiries related to all types of building construction.
6. Perform Certificate of Occupancy inspections, as well as approval of Certificates of Occupancy for
building requirements.
7. Perform other duties such as architectural design, project management and bidding of City
construction projects.
Planning and Development is located at 201 N. Ector, Building B, north end.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
Technological advances in construction types is requiring more training for inspectors to enable us
to provide the necessary service the public desires.
Increased work load on managers and employees as a result of increased job responsibilities and
implementation of new programs.
Form 2
City of Euless
DEPARTMENT:
Development & Operations
ITEM
PERSONNEL
OPERATIONS
'CAPITAL
TOTAL
'REVENUES:
Elec/Plbg Licences
Other Permits
Alc. Beverage Permits
Building Permits
Peddlers Permits
Housing Insp Prog'
TOTAL
ANNUAL BUDGET
19 9 91
ACTUAL
//w 3S-7183,67,,3
)V'0S 12,544
399
199/f/ 19,217
22,629
90,495
4,613
119,249
415
237,401
• Pending Council approval of ordinance.
Residential Permits
Commercial Permits
Tax Exempt Permits
Miscellaneous Permits
Housing Inspections
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
5.0
1.0
188
15
3
7,768
DIVISION/ACTIVITY:
Inspection Services
1992-93 BUDGET
Manager's Fiscal
Summary
01)
1991-92
BUDGET BASELINE SUPPLEMENTAL
,336---(238,1471
C 22
.11115,366--�261��BY
21,000
50,000
5,000
90,000
400
20,000
50,000
4,000
90,000
500
166,400 164,500
315 235
55 701
0 1I
7,200 6,200I
2,200
5.0
1.0
113
94,620
99,336
Ja'...11.
ACCOUNT
01-60=
0C
TOTAL
PROPOSED
238,147
22,040
1,500
261,687
20,000
50,000
4,000
90,000
500
' 94,620
263,836
6.5
1.0
235
70
1
6,200
2,200
"We're building a beautiful tomorrow"
1i-tO-IS
ENVIRONMENTAL HEALTH
Joe C. Hennig, Director
Development & Operations
Eldred Pruitt, Environmental Health Manager
Environmental P / — Go -6.
% of General Fund Expenditures
7/Sii/>l2
Environmental
Other General
115
Form 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Development & Operations Environmental Health 01-60-65
MISSION STATEMENT/DEPARTMENT GOALS:
To protect the public health through education, surveillance, and enforcement of ordinances and
codes. Areas included are: food establishments, child care facilities. swimming pools, air pollution,
water pollution, hazardous wastes, illegal dumping, high grass and weeds, vector control, animal
control and general environmental complaints.
DESCRIPTION/PROGRAM HIGHLIGHTS:
Conduct inspections for Euless and Grapevine in food service, swimming pools and foster homes
and day cares. Conduct C.O. inspections, provide high grass and weed surveillance program, assist
building inspection department with inspections and code enforcement program. Provide animal
control functions for 365 days per year and answer and investigate many different types of
environmental complaints.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
Currently operating with only two (2) Animal Control Officers which demands that every other week
standby is rotated. Shelter operations are more compatible to citizen expectations due to the added
part time shelter attendant. Several area cities have contacted us about our food service surveillance
program being made available to them, but we cannot handle it with the present limited staff.
Form 2
City of Euless
DEPARTM ENT:
Development & Operations
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
Health Permits, Euless
Health Permits, Grapevine
Animal Control
Health Permits, Bedford
TOTAL
ANNUAL BUDGET
1990-91
ACTUAL
1) 62, Z0� 149,328
��. 1(p 19,038
/p,�,26 168,366
26,000
19,905
9,214
55,119
PERFORMANCE MEASURES/SERVICE
ACTIVITY/SERVICE
Food Service Permits
Retail Food Permits
Day Care Permits
Swimming Pool Permits
Nursing Homes
All Food Service Inspections
Pool Inspections
Animals Picked Up
Animals Adopted
Animals Returned to Owner
Animals to H.S.
Animals P/U Dead
Animal Bites Reported
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
4.0
0.0
156
77
22
109
3
728
367
1,302
102
211
841
203
92
DIVISION/ACTIVITY:
Environmental Health
199-1-92
BUDGET BASELI
L005
�22;Z4U , 21,5JI
24,000
26,000
9,000
59,000
LEVELS:
164
86
29
114
3
843
400
1,341
106
217
866
209
95
4.0
0.0
24,000
26,000
9,500
59,500
164
86
29
114
3
860
400
1,381
109
224
892
215
98
199R---93BUDGET
Manager's Fiscal
Summary
ACCOUNT #:
01-60-65
TOTAL
SUPPLEMENTAL PROPOSED
155,564
21,571
0
177,135
32,000
24,000
26,000
9,500
32,000
91,500
164
86
29
4.0
0.0
114
3
860
400
1,381
109
224
892
215
98
117
"We're building a beautiful tomorrow"
T I-GG-G�
CITY ENGINEER tewfAchJI Xt-
Paul Kruckemeyer
City Engineer
Susan Weaver, Assistant City Engineer
City Engineer ? / ` ° "
ok of General Fund Expenditures
City Engineer
0%
7/28/92
Other General
100%
Form 1
City of Euless
DEPARTMENT:
Engineering
ANNUAL BUDGET
DIVISION/ACTIVITY:
City Engineer
MISSION STATEMENT/DEPARTMENT GOALS:
Dr[Vfrtr11if11
Sumrnart
ACCOUNT #:
01-66-66
To provide service to the citizens of Euless and the development community. To retain a high
quality standard of living for the residents of Euless by implementing all the subdivision rules and
regulations, state and federal laws governing flood plain, drinking water and discharges to the sanitary
and storm sewers. To implement various construction projects to reduce flooding and improve driving
conditions throughout the City.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The City Engineer's office is located at 201 N. Ector, Building B, north end.
1. Review all development plans for subdivision regulation compliance, engineering design and safety
and health concerns.
2. Review all engineering studies and plans for accuracy and competence.
3. Inspect all Public Works construction within the City for quality, correctness and safety.
4. Inspect all environmental discharges for safety and health.
5. Establish Public Works guidelines for water and sanitary sewer construction, street designs and
construction, drainage design and construction, and traffic safety.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
1. Add a secretary and one technician to our three -person staff to allow us to begin in-house design.
I believe we would begin to save from $15,000 to $25,000 in consultants fees the first year with
more savings in time. Most of the expense for this additional person would be a one-time work
station expense. We should save more than the salary expense of this position every year.
2. We have $11,000 in engineering services to hire consultants (surveyors and some engineering) to
assist us on in-house construction projects. This is an increase of $6,000.
Form 2
City of Euless
DEPARTMENT:
Engineering
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
TOTAL
ANNUAL BUDGET
Manager's Fiscal
Summary
DIVISION/ACTIVITY: ACCOUNT #:
City Engineer 01-66-66
1992-93 BUDGET
1990-91 1991-92-- I TOTAL
ACTUAL BUDGET BASELINE SUPPLEMENTAL PROPOSED
ICJ j T 0 . 5192/33,509 34,951 34,951
4 i 0 //'z aL' _.5,100" 11,200 11,200
0 j0 0
;0 a24-f 0 a6 /2/_38,609 I 46,t51 46,151
PERFORMANCE MEASURES/SERVICE LEVELS:
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
0.5
0.0
0.5 1 0.5
0.0 i 0.0
121
"We're building a beautiful tomorrow"
/'/-70-�(
�1-70-s1
COMMUNITY SERVICES
RECREATION
Rick Herold,
Director of Community Services
Julia Wakeley, Recreation Manager
Recreation
% of General Fund Expenditures
T,26/92
Recreation
2%
Other General
98%
123
Form 1
City of Euless
DEPARTMENT:
Community Services
ANNUAL BUDGET
DIVISION/ACTIVITY:
Leisure Services
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
01-70-51
To provide a year round comprehensive and safe leisure program for all Euless citizens, including
many different interest areas for all ages. to promote the quality of life in Euless through Parks
and Leisure Services. to be aware of the rapid changes within today's society and meet the
challenges to adjust to the trends. to better inform the public of current programs an up -coming
events.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The Leisure Services Department provides an essential service to those citizens in pursuit of leisure
activities. Some of these activities include: numerous athletic events, printing of comprehensive
programming guide, and various adult and children's activities. The department also plans and
conducts various City of Euless employee events such as: picnics, socials, luncheons, etc. Midway
Recreation Center enables the leisure services staff to provide the citizens of Euless on of the most
varied and versatile plans for leisure time.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
Funding for Part Time Staff: With the increase of participants and programs, it is this department's
desire to give the best service possible to our citizens and recreation members.
Form 2
City of Euless
DEPARTMENT:
Community Services
ITEM
'PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
ANNUAL BUDGET
DIVISION/ACTIVITY:
Leisure Services
199Q..91 1991
ACTUAL BUDGET BASELINE
: 2081251 221,062
IS2.39.3 28M25 SS,.279 35,414-- -40,279
g- -41878' S`oo) _2,S00
knOf ��3 26129
Manager's Fiscal
Summary
ACCOUNT #:
01-70-51
199 3-BUDGET
PERFORMANCE MEASURES/SERVICE LEVELS:
BUILDING USE
Gym Midway 67,500
RMC 4,200
'Simmons 3,800
'RENTALS AND OTHER USAGES:
'Midway 362
' RMC 130
Simmons 25
ATHLETICS:
Adult Softball
Flag Football
Volleyball
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
6.0
70,000
4,200
6,000
75,000
16,000
6,500
500 600
400 450
60 100
137 155 180
14 18 20
52 60 60
5.0
8.0 8.0
SUPPLEMENTAL
TOTAL
PROPOSED
221,062
40,279
0
261,341
75,000
16,000
6,500
5.0
8.0
600
450
100
180
20
60
125
"We're building a beautiful tomorrow"
COMMUNITY SERVICES
PARKS
Rick Herold,
Director of Community Services
Jerry Crane, Superintendent
Parks P - ° -
% of General Fund Expenditures
7/20/02
Par ks
6%
\1/4\
Other General
94%
Form 1
City of Euless
DEPARTMENT:
Community Services
ANNUAL BUDGET
DIVISION/ACTIVITY:
Parks
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
01-70-52
To provide a safe and eye -pleasing arena for the citizens of Euless in the most cost efficient manner
possible. to satisfy citizens' demands for parks and park amenities, thus creating a more wholesome
life style. To provide opportunities for all citizens in the Euless parks as needed. to provide a
comprehensive parks system through the use of an updated Parks Master Plan. to identify all cost
saving measures as feasible. to continue to beautify the community. To adhere to the American
Disability Act. to develop cost saving programs which allow for increased productivity with Tess
costs. To investigate all grant and funding opportunities. To manage all resources (manpower,
supplies, equipment and facilities) in a prudent, safe, innovative manner.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The Euless Parks Department is charged with the upkeep, development, and safety of all improvements,
including 18 athletic fields, two pavilions, two gazebos, three pools, three restrooms, four jogging
trails, three rose gardens, 22 picnic areas, and 11 playgrounds and parking areas, and a total of
almost 400 acres. The Euless Parks Department prides itself in horticulture focal points each year
showing significant increases. For FY92, 7 new focal points are under construction within the City
of Euless. Besides mowing, litter pick-up, trimming and planting, in-house talents allow the Parks
Department to design and construct such areas as the new Midway Field #2, the total irrigation
system for Midway Community Center, installation of six new playgrounds, the design, development
and construction of Del Norte Park and Van Riet Park, and construction of the Villages of Bear
Creek Park. The Euless Parks Department serves ten sports seasons and annually provides leisure
opportunities for tens of thousands of users in a safe and beautiful environment.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
The Euless Parks Department has been worn thin through four factors: 1) increased demand from
citizens, 2) increased facilities, 3) major construction projects, and 4) budgetary considerations. We
submit consideration to unfreeze the full-time position that was cut last budget year. We are
continuing to work to improve productivity and reduce costs. In addition, we have looked to grants
to reduce additional general fund needs. The Parks Department performs virtually all parks
construction, including the Villages of Bear Creek Park.
Major Concerns: Manpower requests, equipment requests, chemicals, botanical.
Capital Needs: Athletic Complex!
1
Form 2
City of Euless
DEPARTMENT:
Community Services
ITEM
PERSONNEL $/6 5�7I
OPERATIONS JO S37
CAPITAL ,Q 09y
TOTAL
REVENUES: /O 240
Tree Grant
TOTAL
ANNUAL BUDGET
19tf
TUAL
2_453,53
21 126,
1
,Z3g587434
J
DIVISION/ACTIVITY:
Parks
1992-43 BUDGET
1991-�
BUDGET BASE
c 113,927,
2 7 654,239)1
PERFORMANCE MEASURES/SERVICE LEVELS:
PARKS SERVICE LEVELS
Total Acreage Responsibility
Euless City Park Sites
Horticulture Focal Points
Athletic Field Hours
Water Truck Hours
Parks Const. Projects (Hrs.)
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
20,000
350
15
71
1,727
800
2,300
16.0 1 16.0
6.0 1 6.0
370
17
78
2,012
970
3,550
0
Manager's Fiscal
Summary
ACCOUNT #:
01-70-52
TOTAL
SUPPLEMENTAL PROPOSED
540,312
113,927
0
654,239
Net Change
392 +5.6%
17 0%
85 +8.2%
2,400 +16.1%
1,150 +15.6%
3,750 +5.3%
16.0
6.0
0
129
Euless *
"We're building a beautiful tomorrow"
COMMUNITY SERVICES
SWIMMING POOLS
Rick Herold,
Director of Community Services
Julia Wakeley, Recreation Manager
Swimming Pools P
% of General Fund Expenditures
7/2QI92
Swimming Pools
Other General
99%
131
Form 1
City of Euless
DEPARTMENT:
Community Services
ANNUAL BUDGET
DIVISION/ACTIVITY:
Swimming Pools
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
01-70-53
To provide a safe, well rounded swim program for the citizens of Euless and to include many
different interest areas for all ages. To operate a cost efficient department by producing revenue
through gate fees, swim instructions, and rentals. To comply with state regulations for safe water
chemistry.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The three neighborhood swimming pools provide an essential service to citizens in pursuit of leisure
activities. Some of these activities include: numerous educational and recreational activities.
The three pools are located at:
- 300 Midway Drive - Midway Pool
- Sierra Drive - Wilshire Pool
- 605 S. Main - South Euless Pool
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
Wilshire and South Euless Pools are the older of the three. We could experience some mechanical
problems as the summer continues.
The Manager, Assistant Manager and Life Guards are paid less than comparable employees at other
municipal pools in this area. To continue to employ quality staff, we must be competitive.
Form 2
City of Euless
DEPARTMENT:
Community Services
ITEM
(PERSONNEL
(OPERATIONS
!CAPITAL
TOTAL 5yQ37
REVENUES:
ANNUAL BUDGET
1990-91
ACTUAL
n47 40
10,
1 O I
' -52, 92
17
96 I
DIVISION/ACTIVITY:
Swimming Pools
1992-93 BUDGET
Manager's Fiscal
Summary
1991-92
BUDGET LBASELIN- SUPPLEMENTAL
GA2;286 7 Y45,690\1
01t$Oi7t 1 ` 19,200
2,500
67,390
18,000 ' 18,000
TOTAL
!PERFORMANCE MEASURES/SERVICE LEVELS:
Midway
South Euless
Wilshire
EDUCATIONAL PROGRAMS:
Swim Lessons
Lap & Exercise
Private Rentals
PERSONNEL:
Full Time
I Part Time
92-93 BDGT-F2 BT
10,245
4,092
2,153
0.0
23.0
340
75
12
11,387
4,417
2,762
355
80
6
0.0
23.0
12,000
5,000
3,000
450
100
9
ACCOUNT #:
01-70-53
TOTAL
PROPOSED
45,690 I
19,200
2,500
67,390
18,000
0.0
23.0
133
Euless *
"We 're building a beautiful tomorrow"
LIBRARY
Rick Herold,
Director of Community Services
Betty Yarbrough, Library Manager
P/-7a--
Library
% of General Fund Expenditures
Library
4%
\\1/4
Other General
96%
135
Form 1
City of Euless
DEPARTMENT:
Community Services
ANNUAL BUDGET
DIVISION/ACTIVITY:
Library
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
01-70-54
To provide Euless citizens of all ages with the best possible collection of materials in various formats.
To provide easy access to these materials. To offer guidance and encouragement to users in their
pursuit of independent learning. To promote the joy of reading and learning to children.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The Library staff provides reference and reader's advisory services for all citizens on a one-to-one
basis. The quality of the Library's genealogy collection is widely recognized and extensively used.
Materials useful to the business community are continuously updated and expanded.
Weekly story time sessions, special programs and the Summer Reading Program are available to
children. The library cooperates extensively with area schools and day care facilities in support of
education.
The Library Board is developing a long-range plan of library service to present to the City council
in the fall of 1992.
The Library is located at 201 N. Ector Drive in the City Complex. Call 685-1480 for information.
The Library is open 10:00 AM to 9:00 PM on Monday; 10:00 AM to 6:00 PM Tuesday, Wednesday
and Thursday; and 10:00 AM to 5:00 PM on Friday and Saturday.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
Library use continues to escalate. As local schools place a greater emphasis on reading, use of
children's books increases. The down -turn in the economy results in a heavier use of all materials.
Increased usage results in the need to purchase additional books and other materials in all areas
and also to provide staffing to maintain an adequate level of service to users.
An in-house survey in April indicated a strong request to increase hours of service by at least one
night a week. This will require additional staffing.
Additional space is needed to house a larger collection of materials. Older components of the
automated circulation system need to be updated. One PC needs to be upgraded in order to
improve graphics capability for Library flyers. posters, bookmarks and other presentations.
Form 2
City of Euless
DEPARTMENT:
Community Services
ITEM
;PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
Library Fines
Materials Lost & Paid
Copy Machine
TOTAL
ANNUAL BUDGET
1990-9-1'
ACTUAL
44 a 287,129
349 99Z, 30,715
!f,!-p 71, 40,957
i�12i'358 801
14,770
373
2,456
17,599
DIVISION/ACTIVITY:
Library
1991-92
BUDGET
g10i) 45,6
y570D
PERFORMANCE MEASURES/SERVICE LEVELS:
Items Circulated
Videos Circulated
Reference Questions
Interlibrary Loan
Patron Applications
Special Prog Attendance
New Books Added
Books Withdrawn
Adult Education Students
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
165,093
23,285
17,758
656
3,632
6,552
4,382
2,170
347
8.0
5.0
15,000
600
2,500
18,100
Manager's Fiscal
Summary
1992-93 BUDGET
BASE -SUPPLEMENTAL
322,867_,
481OO
-48;000
416,967_ %
15,000
600
3,000
18,600
160,000 170,000
20,000 23,000
20,000 20,000
850 750
3,450 3,625
5,400 5,800
4,100 4,700
3,000 3,000
450 375
8.0
5.0
Difference
+6c/0
+15%
0%
+ 12%
+5%
+7%
+10/0
0%
-16%
ACCOUNT #:
01-70-54
TOTAL
PROPOSED
322.867
48,100
46,000
416,967
15,000
600
3,000
18,600
s` f
170,000
23,000
20,000
750
3,625
5,800
4,700
3,000
375
8.0
5.0
137
Euless *
"We're building a beautiful tomorrow"
STREET MAINTENANCE
Randy Byers,
Director of Public Work
Clyde Cullum, Foreman
Street Maintenance Pi- 396 ^ 3 3
% of General Fund Expenditures
Street Maintenance
6%
7/28/92
\1/4
Other General
96%
139
Form 1
City of Euless
DEPARTMENT:
Public Works
NNUAL BUDGET
DIVISION/ACTIVITY:
Street Maintenance
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
01-80-33
To maintain safe driving conditions and prolong the material life of all City streets through aggressive
preventive maintenance.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The City of Euless street maintenance department performs the following duties: all street repairs,
repairs to sidewalks, curbs and gutters, installation and replacement of all street signs, traffic control
signs and right-of-way maintenance, as well as various other tasks.
Street Maintenance is officed at 1100 Central Drive.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
A significant number of City streets are reaching the 20 to 30 year use period and are in need of
major reconstruction or total reconstruction. An aggressive street bond program will be needed to
avoid major rebuild in the near future. An ongoing street maintenance function is needed to perform
crack seal, pothole repair, overlay and various other preventive type measures.
ANNUAL BUDGET
Form 2
City of Euless
DEPARTM ENT:
Public Works Street Maintenance
DIVISION/ACTIVITY:
1990-91
ITEM ACTUAL
PERSONNEL 3/i1 3363T31'
OPERATIONS /VI922,1-70-,914'
CAPITAL I 49-
TOTAL l.��`/0)5py
REVENUES:
TOTAL
Manager's Fiscal
Summary
1992-93 BUDGET
1991-92
BUDGET BASELINE SUPPLEMENTAL
339,152 i )
6039,t} 4 i 96;263
535,415
ACCOUNT #:
01-80-33
TOTAL
PROPOSED
339,152
196,263
0
535,415
PERFORMANCE MEASURES/SERVICE LEVELS:
Sq.Ft. Overlay 320,392 400,000 440,000
Crack Seal, Linear Ft. 31,560 73,200 87,840
3,558 4,738 5,212
39,600 17,927 12,727
5,800 6,252 2,200
718 720 750
Potholes Repaired
Flat Concrete, Sq.Ft.
C&G Concrete, Lin. Ft.
Signs, made, repaired,
replaced
PERSONNEL:
Full lime
Part Time
92-93 BDGT-F2 BT
11.0 11.0 11.0
2.0 2.0
2.0
141
"We're building a beautiful tomorrow"
NON -DEPARTMENTAL
GENERAL FUND
Debra B. Forte'
Director of Fiscal & Human Resources
Non Departmental P / — 90 - G U
% of General Fund Expenditures
Non Departmental
7/28/92
Other General
92%
Form 1
City of Euless
DEPARTMENT:
Nondepartmental
ANNUAL BUDGET
DIVISION/ACTIVITY:
General Fund
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
01-90-60
Management has initiated programs to define the costs in this budget that may be specifically
identifiable to any operational budget. FY 91/92 will see items like postage, office supplies,
communications and the like in individual budgets versus in this series.
DESCRIPTION/PROGRAM HIGHLIGHTS:
This activity is administered by the finance department and funds various charges that are not defined
or directly related to arty specific department or activity of the City. Examples of costs here include:
electrical, general liability insurance, legal, audit and airport contribution. These type expenditures
affect all budgets and are generally not prorated.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
Formerly the Debt Service portion of the property tax collection was paid here. In efforts to comply
with audit requirements, that expense is now in a separate fund.
Form 2
City of Euless
DEPARTMENT:
Non -Departmental
ANNUAL BUDGET
DIVISION/ACTIVITY:
General Fund
Manager's Fiscal
Summary
ACCOUNT #:
01-90-60
19_92 93 BUDGET
1990-=91 1991-92 ` TOTAL
ITEM ACTUAL BUDGET BASELINE SUPPLEMENTAL PROPOSED
PERSONNEL /7 979 1.7,205 2F1:360t {46, 9 -i 46,5/97 I
OPERATIONS f /i))3 DT 0 61 �31S 673,145 825,5 8 545
CAPITAL 31) (p % t9i D 3,7/20 0 / 0
TOTAL 12,F31�t.ID9s;�'63 $769/7/225 2,142 872,142
REVENUES: l
TOTAL
PERFORMANCE MEASURES/SERVICE LEVELS:
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
0.0 0.0 0.0
0.0 0.0 0.0
145
Euless *
"We're building a beautiful tomorrow"
BETTERMENT FUND
Debra B. Forte', Director
Fiscal & Homan Resources
Betterment P / - >o - 6 i
% of General Fund Expenditures
si2e/a2
Bet ter ment
0%
Other General
100%
147
Form 1
City of Euless
4NNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Fiscal & Human Resources Betterment Fund 01-90-61
MISSION STATEMENT/DEPARTMENT GOALS:
The purpose of this department is to provide for community oriented services and facilities supported
through the monthly 50 cent donation of citizens.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The department has provided for the funding of several citizen programs and facilities including:
Lakewood Tennis court, playground equipment, Wilshire Hike/Bike Trail, Senior Citizen Center
remodeling, Beautification, Library books and remodeling and Del Norte improvements. City Council
maintains full discretion over all funded projects.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
This department is funded solely through citizen contributions, which are collected through the City's
utility billing system and total approximately $30,000 annually. Funded projects are typically citizens'
requests and community interest projects.
Form 2
City of Euless
DEPARTMENT:
Fiscal & Human Resources
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
Contributions
TOTAL
ANNUAL BUDGET
DIVISION/ACTIVITY:
Betterment Fund
Manager's Fiscal
Summary
ACCOUNT #:
01-90-61
1992-93 BUDGET
1990-91 1991-92 TOTAL
ACTUAL BUDGET 1 BASELINE SUPPLEMENTAL PROPOSED
I C 0/ cr 0 0
A 077 12,00 9/ 20,000 20,000I
D 22, 15,0 0 /15,000 15,000
/. 07 7 ,404 1 35 00 ` 35,000 35,000
0
PERFORMANCE MEASURES/SERVICE LEVELS:
35,000
35,000 35,000
PERSONNEL: 0.0 0.0 0.0
92-93 BDGT-F2 BT
`, f"
149
"We're building a beautiful tomorrow"
OPERATIONAL BUDGETS
WATER/SEWER FUND
WATER OFFICE
Debra B. Forte', Director
Fiscal & Human Resources
Raydeane Ambrose, Manager
Water Office
% of Water & Sewer Fund Expenditures
7/2B/92
Water Of f ice
‘3%
Other Water & Sewer
97%
r7a
151
Form 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Fiscal & Human Resources Water Office 02-20-70
MISSION STATEMENT/DEPARTMENT GOALS:
This office endeavors to provide all customers with the best service possible regarding prompt
administration of their utility bills. To increase productivity and efficiency in operating collections on
water and sewer services. To make clerks more knowledgeable as to operation of the Water
Department in general, not just water office functions.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The Euless Water Office provides fiscal services to reflect customer transactions regarding utility
billing, connections for new service and disconnections for relocating and delinquent customers.
Processes all payments for utility bills, water deposits, returned checks, insurance payments, etc.
This office makes sure all water meters are read and bills are printed and mailed according to
schedule. Balances and processes all monies for daily City bank deposit. This office is also
responsible for the drainage billing and collecting process.
Additionally, the billing and collection of sanitation is performed by this activity.
The Water Office is located at 201 N. Ector, Building B, south end.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
Water Office personnel are assuming additional responsibility of the drainage billing and receipting
process. Implementation of bar coding and envelopes provides better service to citizens, while
increasing cost of postage and supplies. Ordinance review is an activity planned to be continued to
better serve the citizens. We are also in the process of implementing average pilling, bank drafting
of payments for water accounts, and setting up a collection system for collection of bad debts.
i
i
ANNUAL BUDGET
Form 2 Manager's Fiscal
City of Euless Summary
DEPARTMENT:
DIVISION/ACTIVITY:
Fiscal & Human Resources Water Office
ITEM
PERSONNEL
'OPERATIONS
(CAPITAL
TOTAL
REVENUES:
Water & Sewer Taps
Reconnect Fees
Inspection Fees
Miscellaneous, W&S
Penalties
Init. & Transfer Fees
TOTAL
199BUDG ET
1990-91 1991-92
ACTUAL BUDGET BASELINE SUPPLEMENTAL(
))7
o/) 109,85 I 127,756
L li bD 49, 7 I f0%' M.90s353-
Jb. OG�19 1 4S-S5
pp/,y3 1 ,907 23$,364
f
1,271
6,135
4,030
2,512
128,730
-0-
142,678
PERFORMANCE MEASURES/SERVICE LEVELS:
Service Calls 6,801
Delinquent Notices 7,133
Customers Billed 215,695
Deposits Taken 1,802
!PERSONNEL:
I Full Time
I Part Time
92-93 BDGT-F2 BT
25,000
8,000
16,000
3,000
180,000
13,000
245,000
7,200
7,480
215,386
1,830
25,000
8,200
16,000
3,000
140,000
15,000
207,200
7,000
7,500
216,000
1,800
ACCOUNT #:
02-20-70
TOTAL
PROPOSED
127,756
110,608
0
238,364
25,000
8,200
16,000
3,000
140,000
15,000
207,200
4.0 1 4.0 4.0
0.0 I 0.0 1.0
153
"We're building a beautiful tomorrow"
METER READING
Debra B. Forte', Director
Fiscal & Human Resources
Raydeane Ambrose, Manager
Meter Reading
% of Water & Sewer Fund Expenditures
Meter Reading
1%
7/28/02
Other Water 8 Sewer
99%
155
Form 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Fiscal & Human Resources Meter Reading 02-20-77
MISSION STATEMENT/DEPARTMENT GOALS:
To provide the fastest, most courteous services in the area of customer service in the field. to
increase productivity and accuracy in reading meters for billings.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The meter reading division provides fiscal services in customer transactions such as: connection of
new service, disconnections for relocating and delinquent customers, changing out stopped or damaged
water meters, repairing curb -stops, water leaks at the meter and replacing broken meter boxes and
meter box lids. They are also responsible for reading approximately 10,000 water meters monthly
for billing purposes. Any questions concerning customer service or meter reads, please contact
Water Office, 685-1470.
This department operates from the Water Office at 201 N. Ector, Building B, south end.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
The Water Office is asking to replace the solid state interrogators for meter readings. The City was
a test site for this equipment, which was purchased in 1984. This was approved in the FY91-92
budget, but will not be implemented until the FY92-93 budget.
ANNUAL BUDGET
Form 2
CO of Euless
DEPARTMENT: DIVISION/ACTIVITY:
Fiscal & Human Resources Meter Reading
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
TOTAL
11
ACTUAL
/oo ,91-9
,fS4.742-'
/V032G 7
1991-92
BUDGET
�7 u
PERFORMANCE MEASURES/SERVICE LEVELS:
New Meters Set
Water Meters Changed
Meters Read
Service Calls
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
124
567
150,201
6,801
4.0
0.0
75
1,000
145,680
7,200
4.0
0.0
Manager's Fiscal
Summary
ACCOUNT #:
02-20-77
1992-93-MIDGET
TOTAL
BASELINE_ SUPPLEMENTAL PROPOSED
103,075-' 103,073
8,2171) 8,217
C.:11� ? 12,000
123,29�I 123,290
60
500
148,000
7,000
4.0
0.0
157
Euless *
"We're building a beautiful tomorrow"
RECYCLING
Tom Cox, Director,
Economic Development/Administrative Services
lh.cl^e11 Wymen,Kec. Ceord;,,ajH
Recycling
% of Water & Sewer Fund Expenditure
Other Water & Sewer
99%
159
Form l
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Administrative Services Recycling 02-50-39
MISSION STATEMENT/DEPARTMENT GOALS:
To contract for and oversee the collection and disposal of recyclable materials in the City.
To provide education for Euless citizens regarding recycling through the use of printed materials,
demonstrations, public forums, and oral presentations.
t
DESCRIPTION/PROGRAM HIGHLIGHTS:
Recycling is a new program for this fiscal year. The Recycling Division is responsible for overseeing
the performance of recyclables pick-up by the contractor. In addition, education of the public is a
main concern for the program to be successful. Flyers, brochures, school presentations, and public
speaking are all a part of the process.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
A successful kick-off for the start of the program.
Funding for a recycling coordinator to oversee the public education phase.
Administer a program that will be financially cost-effective.
Form 2
City of Euless
DEPARTMENT:
ANNUAL BUDGET
DIVISION/ACTIVITY:
Administrative Services Recycling
ITEM
I PERSONNEL
OPERATIONS
CAPITAL
TOTAL
I RVENUES:
1990-91
ACTUAL
0
0
6
0
TOTAL 0
199-1-92
BUDGET
PERFORMANCE MEASURES/SERVICE LEVELS:
'Residential Recycling Rate of 75%
Apartment Recycling Rate of 50%
Establish a standard for public relations programs
PERSONNEL:
Full Time
Part time:
92-93 BDGT—F2 BT
BAS
Manager's Fiscal
Summary
1992-93 BUDGET
UPPLEMENTAL
30,000
c5/
20,000 J
0 0,00y
50,000
0 50,000
ACCOUNT #:
02-50-39
TOTAL
PROPOSED
30,000
20,000
0
50,000
50,000
0 50,000
1.0
0.0
161
Euless
"We're building a beautiful tomorrow"
UTILITY ENGINEERING
Joe C. Hennig,
Director of Development dr. Operations
David Allen. GIS Manager
Utility Engineering
% of Water & Sewer Fund Expenditures
Utility Eng.
1%
T/2d/92
Other Water a Sewer
88%
p.2-46-76
163
Form 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Development & Operations Geographic Information Services 02-60-76
MISSION STATEMENT/DEPARTMENT GOALS:
The primary goal of this department is to develop and maintain a geographic information data base
in a manner that will increase the capability, efficiency and accuracy of this department. To assist
in the Tong/short range planning efforts of the City by providing easily understood graphic information
through the use of this data base. To further integrate and educate other departments in the uses
of GIS and explore new uses of the technology.
DESCRIPTION/PROGRAM HIGHLIGHTS:
1. Maintain current, accurate maps of the City's thoroughfare, water, sewer systems, flood prone
areas, and other graphic related information.
2. Provide graphic display of Tarrant Appraisal District Information.
3. Provide graphic analysis for all City departments.
4. Develop a comprehensive computerized network system for the Development Department.
5. Assist in development of computerized programs to more efficiently manage Development
Department Activities.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
1. Changes in the Development Department's operations show a need for networking the department's
computer systems together for a more comprehensive approach to data storage.
2. GIS is gaining acceptance in other departments due to the large amount of data now available.
This has caused an increase in map output requests and put a burden on plotter paper supplies.
3. The Engineering Department, due to its recent increase in staff and activity, is putting more of a
burden on GIS for research and map production. They are also wanting to integrate their design
work with existing GIS data in a new engineering computer system.
ANNUAL BUDGET
Form 2 Manager's Fiscal
City of Euless Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Development & Operations Geographic Information Systems 02-60-76
1992-93 BUDGET
1990-91 1991-92 F TOTAL
ITEM ACTUAL BUDGET BASELINE SUPPLEMENTAL PROPOSED
PERSONNEL f O7 107,1 1 �79,335 sr 89,49Zt 89,492
OPERATIONS fS,-/,2(/ 20, 9 I ,585 i 20,108'Y 20,108
CAPITAL gofL...., 1 ,618 I r40 4,100
TOTAL / O, 6/5 1(0,026I 021- 113,700'� 113,700
REVENUES:
TOTAL
PERFORMANCE MEASURES/SERVICE LEVELS:
Completed water and sewer project for Public Works.
Produced voter location maps for City Secretary.
Re -Plat and zoning location maps for City Council.
Land use analysis for Planning and Zoning Commission.
Floodway maps.
Integrated census information.
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
3.0 2.0 2.5
1.0 1.0 1.0
165
Euless *
"We're building a beautiful tomorrow"
CITY ENGINEER
Paul Kruckemeyer
City Engineer
�Snsan Weae s, 4.tatiutt r:.o Engineer
City Engineer 6
% of Water & Sewer Fund Expenditures
7/28/92
Other water & sewer
99%
167
Form 1
City of Euless
DEPARTMENT:
Engineering
ANNUAL BUDGET
DIVISION/ACTIVITY:
City Engineer
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
02-66-66
To provide service to the citizens of Euless and the development community. To retain a high
quality standard of living for the residents of Euless by implementing all the subdivision rules and
regulations, state and federal laws governing flood plain, drinking water and discharges to the sanitary
and storm sewers. To implement various construction projects to reduce flooding and improve driving
conditions throughout the City.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The City Engineer's office is located at 201 N. Ector, Building B, north end.
1. Review all development plans for subdivision regulation compliance, engineering design and safety
and health concerns.
2. Review all engineering studies and plans for accuracy and competence.
3. Inspect all Public Works construction within the City for quality, correctness and safety.
4. Inspect all environmental discharges for safety and health.
5. Establish Public Works guidelines for water and sanitary sewer construction, street designs and
construction, drainage design and construction, and traffic safety.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
1. Add one secretary and one technician to our three -person staff to allow us to begin in-house
design. I believe we would begin to save from $15,000 to $25,000 in consultants fees the first
year with more savings in time. Most of the expense for this additional person would be a
one-time work station expense. We should save more than the salary expense of this position
every year.
2. We have added $21,135.50 to operations to cover engineering services and needed supplies.
3. We have added $37,750 for capital expenditures. A needed computer is $22,500, survey
equipment $12,000, and a new work station for $3,250.
Form 2
City of Euless
DEPARTMENT:
Engineering
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
TOTAL
ANNUAL BUDGET
1990-91
ACTUAL
17p2-7 24,506
14. 9 / 49 2,923
Yoo b f _30,556
.1127
PERFORMANCE MEASURES/SERVICE
DIVISION/ACTIVITY:
City Engineer
1991-92
BUDGET
y532/
'a 93,
,l12V
LEVELS:
0
Update subdivision regulation portion of Unified Development Code.
Manager's Fiscal
Summary
ACCOUNT #:
02-66-66
1992 3 BUDGET
BASELINE
85,3§i
24, 38
,464
(1:753
Successfully negotiated several right-of-way parcels without cost to the City.
0
SUPPLEMENTAL
0
TOTAL
PROPOSED
85,351
24,938
1,464
111,753
01
Designed and built emergency channel improvements to Hurricane Creek to save two major sanitary sewer lines and
an Arco gasoline transmission line.
PERSONNEL:
Full Time
Part Time
92-93 BDGT—F2 BT
0.5
0.0
1.5
0.0
1.5
0.0
f.)} GP\�
169
"We're building a beautiful tomorrow"
-Pa-11
WATER PRODUCTION
Randy Byers,
Director of Public Works
Terry McGabey, Foreman
Water Production P a - 80' 1
% of Water & Sewer Fund Expenditures
7/28/92
Water Production
40%
Other Water & Sewer
80%
171
Form 1
City of Euless
DEPARTMENT:
Public Works
ANNUAL BUDGET
DIVISION/ACTIVITY:
Water Production
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
02-80-71
To deliver prompt service to all citizens of Euless in a professional and courteous manner. To
provide for the production and delivery of safe drinking water to all City water customers. To
accurately account for each customer's water consumption, as effectively and efficiently as possible.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The Water Production Office is responsible for specified areas: analysis of water samples; water
meter calibration; repair, maintenance and installation of meter box and vaults; accurate chlorination
of well water; maintenance, repair and inspection of water wells, pumps and motors.
This department is officed at 1100 Central Drive.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
There are several areas of concern in water production that have a significant dollar impact on the
City:
1. Meeting the ever changing State and Federal Water Quality Standards
A. Water Sampling
B. Water Well Standards
C. Safe Drinking Water Act
D. Water Storage Standards
ANNUAL BUDGET
Form 2
City of Euless
DEPARTMENT:
Public Works
1990=-91
ITEM ACTUAL
PERSONNEL ,ZZE„?V'% 188,1
OPERATIONS
Z i %/ 3,226, 9
CAPITAL ,2� so 20 051
TOTAL , S J 9p d' 3,43/,319
REVENUES:
Water Service 4, 78,381
TOTAL 4,478,381
DIVISION/ACTIVITY:
Water Production
199t�9Z._
BUDG
222,77
3,309,2
22,000
3,554,029
525,000
5,025,000
Manager's Fiscal
Summary
ACCOUNT #:
02-80-71
19 91-BUDGET
TOTAL
SUPPLEMENTAL PROPOSED
252,180 252,180
3,305,967 --- 3,305,967
24,000 ✓ 24,000
3,582,147—I 3,582,147
5,403,000
5,403,000
PERFORMANCE MEASURES/SERVICE LEVELS:
Gallons Produced 331,256,000 360,000,000 360,000,000
Gallons Purchased 1,539,516,000 1,550,000,000 1,560,000,000
Gallons Consumed 1,870,772,000 1,910,000,000 1,920,000,000
Gallons Billed 1,628,275,000 1,661,700,000 1,670,400,000
Samples Taken 594 630 650
Meters Replaced 349 400 500
Meters Calibrated 461 550 600
PERSONNEL:
Full Time
Part lime
92-93 BDGT-F2 BT
5.0
1.0
5,403,000
5,403,000 I
5.0 6.0
1.0 1.0
173
NN Euless
"We're building a beautiful tomorrow"
WATER DISTRIBUTION
Randy Byers,
Director of Public Works
Terry McGahey, Foreman
Water Distribution p - 80 - 7�--
°/° of Water & Sewer Fund Expenditures
7/28/92
Water Distribution
Other Water & Sewer
98%
175
Form I
City f Eulcss
DEPARTMENT:
Public Works
ANNUAL BUDGET
DIVISION/ACTIVITY:
Water Distribution
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
02-80-72
Mission: To maintain, in proper working condition, all water mains, valves, hydrants and service taps
as effectively and efficiently as possible.
Goals:
To deliver professional, courteous service to all water customers.
To constantly strive to reduce unaccounted for water loss.
To maintain the water distribution system for maximum delivery of water for consumption and fire
protection.
DESCRIPTION/PROGRAM HIGHLIGHTS:
Water distribution is responsible for maintenance, repair, replacement and installation of water mains,
valves, fire hydrants and service lines, tapping of mains and line locations for outside utilities and
contractors.
MAJOR PROGRAM: Our in-house water line replacement team, who recently completed the
replacement of all water mains in the west half of Morrisdale Estates at roughly one half the cost
of contractors.
This department is officed at 1100 Central Drive.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
Our water distribution system has large areas that are old, deteriorated and undersized. It will be
expensive, but we must continue the program to systematically replace the old part of our system.
Form 2
City of Euless
DEPARTMENT:
Public Works
ITEM
'PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
TOTAL
ANNUAL BUDGET
1990- 1
AC AL
1,210 ‘,26, 207,35
I /4" /2(o 90,2
/9/Y ,3
1-197, 0?
oI
00
,797
0
DIVISION/ACTIVITY:
Water Distribution
1991-92
(BUDGET
2
PERFORMANCE MEASURES/SERVICE LEVELS:
Water Leak Repairs
Hydt.Nalve Maint.
Hydt_Nalve Repl.
Ft/Water Line Inst.
Utility Locations
Taps Made
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
7.0
2.0
84
53
34
9,353
352
134
7.0
2.0
Manager's Fiscal
Summary
19993 BUDGET
BASE NE,SUPPLEMENTAL
214,6631\
113,559
5,000 I
r/8 333,222
72
55
40
4,500
340
140
01 0
ACCOUNT #:
02-80-72
TOTAL
PROPOSED
214,663
113,559
5,000
333,222
7.0
2.0
0
65
60
45
5,000
340
150
177
Euless
"We're building a beautiful tomorrow"
SEWAGE & TREATMENT
Randy Byers,
Director of Public Works
Paul Wrasinski, Foreman
Sewer & Treatment
% of Water & Sewer Fund Expenditures
utnor seater & Sewer
83%
7/26/92
Sewer & Treatment
- - 3
o �3
179
Form 1
City of Euless
DEPARTMENT:
Public Works
ANNUAL BUDGET
DIVISION/ACTIVITY:
Sewage & Treatment
MISSION STATEMENT/DEPARTMENT GOALS:
Depart Tili fi l
Sintnn Iry
ACCOUNT #:
02-80-73
Mission: To maintain, in proper working condition, all sanitary sewer mains and manholes as
effectively and efficiently as possible.
Goals:
1. To perform routine preventive maintenance of sewer mains daily.
2. To respond as soon as possible to any known sewer back-up.
3. To treat our customers with courtesy and respect at all times.
4. To take all measures possible to prevent infiltration and inflow.
DESCRIPTION/PROGRAM HIGHLIGHTS:
Sewage and Treatment is responsible for the following tasks: maintenance, repair, installation and
replacement of all sanitary sewer mains, manholes and cleanouts; making main taps for service
connections; line locations for other utilities/contractors; and preventive maintenance on sewer mains.
During FY90-91 we initiated two very important programs:
1. Root and grease control through chemical applications.
2. Inflow & Infiltration prevention through the insertion of shields placed under manhole lids.
The results are not known as of yet; however, indications are that both programs are effective.
This department is officed at 1100 Central Drive.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
There are several major issues concerning sanitary sewer and the City of Euless.
1. Federal and state laws concerning non -point source of contamination. This could create a
substantial budgetary problem for the City in the future.
2. There are several areas throughout the City where we have collapsed lines, low spots. overpowering
root problems and inadequate capacity. It will be extremely expensive to correct our known
problems. and to take no action will only worsen the situation.
3. We must get a filming unit so that we can determine where, what and when to act first.
Form 2
City of Euless
DEPARTMENT:
Public Works
ITEM
(PERSONNEL
OPERATIONS
1 CAPITAL
TOTAL
REVENUES:
Sewer Service
TOTAL
ANNUAL BUDGET
1990-91
ACTUAL
1)t3K1 115,83
/ j,/',r 898,2811
Lo,
i ' D7A? ,023,605
2,560,163
2,560,163
DIVISION/ACTIVITY:
Sewage & Treatment
1992-93 BUDGET
Manager's Fiscal
Summary
ACCOUNT #:
02-80-73
1994-92 II TOTAL
BUDGET BAS.L1NE� SUPPLEMENTAL PROPOSED
17 u 183,616 \ 183,616
1,26$,536 1,299,954 ) 1,299,954
34,500
1,518,070
ktf,500 34,500
1,48 746 1,518,079
2,625,000 3,011,320 3,011,320
2,625,000 3,011,320
PERFORMANCE MEASURES/SERVICE LEVELS:
Waste Water Calls
Lines Cleaned, Lin.Ft.
Root Killer, Gallons
Degreaser, Pounds
Waste Water Flow to TRA
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
410
468,700
70
2,288
1,069,491
6.0
2.0
435 450
500,000 600,000
100 150
3,000 3,500
1,346,666 1,500,000
6.0
2.0
181
3,011, 320
6.0
2.0
"We're building a beautiful tomorrow"
NON -DEPARTMENTAL
WATER & SEWER
Debra B. Forte', Director
Fiscal & Human Resources
Non Departmental 9� ^�
% of Water & Sewer Fund Expenditures
Non Departmental
32%
7/28/92
Other Water & Sewer
68%
183
Form 1
City of Euless
DEPARTMENT:
Non -Departmental
ANNUAL BUDGET
DIVISION/ACTIVITY:
Water & Sewer
MISSION STATEMENT/DEPARTMENT GOALS:
aepartni nt
Sununar
ACCOUNT #:
02-90-60
Management has initiated programs to define the cost in this budget that may be specifically
identifiable to any operational budget, FY91-92 will see items like postage, office supplies,
communications and the like in individual budgets versus in this series.
DESCRIPTION/PROGRAM HIGHLIGHTS:
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, gas, general liability insurance, legal, audit and airport contribution. These type
expenditures affect all budgets and are generally not prorated.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
Formerly the Debt Service portion of the property tax collection was paid here. In efforts to comply
with audit requirements, that expense is now in a separate fund.
Form 2
City of Euless
DEPARTMENT:
Non -Departmental
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
TOTAL
1 PERFORMANCE
PERSONNEL:
Full Time
Part Time
ANNUAL BUDGET
199 -91
A TUAL
133 97.5263,50/
'/ (14 6 7 2,784,
dsa.�
, fs' 9G ,c1 3,
•
DIVISION/ACTIVITY:
Water & Sewer
1991-92
BUDGET
390.51.29,1
MEASURES/SERVICE LEVELS:
92-93 BDGT-F2 BT
6.0
1.5
7.0
1.5
Manager's Fiscal
Summary
1992-93 BUDGET
BASELINE SUPPLEMENTAL
395,283
25 69.306
,98417gil/i407
,882
01
0
0
ACCOUNT #:
02-90-60
TOTAL
PROPOSED
395,233
2,409,306
0
2,804,539
8.0
1.5
of
185
"We're building a beautiful tomorrow"
OPERATIONAL BUDGETS
OTHER FUNDS
CONSTRUCTION
WATER & SEWER
Paul Kruckemeyer,
City B.WI...,
187
Form 1
City of Euless
DEPARTMENT:
Engineering
ANNUAL BUDGET
DIVISION/ACTIVITY:
City Engineer
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
08-66-66
To provide service to the citizens of Euless and the development community. To retain a high
quality standard of living for the residents of Euless by implementing all the subdivision rules and
regulations, state and federal laws governing flood plain, drinking water and discharges to the
sanitary and storm sewers. To implement various construction projects to reduce flooding and
improve driving conditions throughout the City.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The City Engineer's office is located at 201 N. Ector, Building B, north end.
1. Review all development plans for subdivision regulation compliance, engineering design and safety
and health concerns.
2. Review all engineering studies and plans for accuracy and competence.
3. Inspect all Public Works construction within the City for quality. correctness and safety.
4. Inspect all environmental discharges for safety and health.
5. Establish Public Works guidelines for water and sanitary sewer construction, street designs and
construction, drainage design and construction, and traffic safety.
6. Prepare planning and design for future infrastructure needs.
7. Implement and enforce escrow and assessment policies.
8. Responsible for coordination and communication with other governmental agencies.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
1. Add one secretary and one technician to our three -person staff to allow us to begin in-house
design. I believe we would begin to save from $15,000 to $25,000 in consultants fees the first
year with more savings in time. Most of the expense for this additional person would be a
one-time work station expense. We should save more than the salary expense of this position
every year.
2. We have $7,250 for computer software and needed supplies for Assistant City Engineer.
3. We need $1,100 for operational expenses for Engineering Technician.
4. We propose $25,000 for engineering services for studies and needed design.
Form 2
City of Euless
DEPARTMENT:
Engineering
ITEM
'PERSONNEL
'OPERATIONS
'CAPITAL
TOTAL
REVENUES:
TOTAL
ANNUAL BUDGET
1990-91 '
ACTUAL
02 / 330 0
19F(p 0
/9031 0
3�.3V7 0
0
DIVISION/ACTIVITY:
City Engineer
1992=93BDDGET
Manager's Fiscal
Summary
ACCOUNT #:
08-66-66
1991-92
BUDGET BASELINE SUPPLEMENTAL
44,92i"7/ 50,702
. o,wu f 40,000
PERFORMANCE MEASURES/SERVICE LEVELS:
Midway Drive Extension
Budget
Construction
Morrisdale South Drainage
Budget
Construction
Misc_ Street Reconstruction:
Woodvine Bridge - Ready for Advertisement.
Morrisdale N. Drainage - 90% Complete in easement acquisition.
Misc. Sidewalk Improvements - To be advertised in August, estimated cost of construction $40,000
PERSONNEL:
Full Time
Part Time
92-93 BDGT—F2 BT
176,400
124,183
400,000
357,001
TOTAL
PROPOSED
50,702
40,000
0�
90,702
0 0
1.0 1.0 1.0
0.0 0.0 0.0
189
"We 're building a beautiful tomorrow"
HOTEL/MOTEL TAX FUND
Tom Cox,
Director of Economic Development/
Administrative Services
191
Form 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Economic Development Hotel/Motel 12-10-80
MISSION STATEMENT/DEPARTMENT GOALS:
To strengthen the general economic base of the community by promoting the retention and growth
of existing businesses, by encouraging additional commercial and industrial development and promoting
the City as the center of economic activity.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The City of Euless operates four major functions:
1. Tourism Development - Advertising in major travel guides each spring; Euless brochures at entry
points into Texas and the main sponsor of Arbor Daze.
2. Business Recruitment - Direct mail to all sectors and personal site visits.
3. Business Retention - Monthly luncheons, site visits, and quarterly Business Journal are the areas
of emphasis.
4. Ombudsman - Serves as a direct voice/liaison between the developer and City Hall.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
The necessity to retain help through the NCTCOG Urban Fellowship program is a must.
Added emphasis on special programs and increased involvement in Arbor Daze.
Form 2
City of Euless
DEPARTMENT:
Economic Development
ITEM
(PERSONNEL
l OPERATIONS
CAPITAL
TOTAL
REVENUES:
TOTAL
ANNUAL BUDGET
1990-
ACTUAL
/„..r_68,7e16/
(5j 11/
L3 7400
// '3/11,613
0
DIVISION/ACTIVITY:
Hotel/Motel
19.92- BUDGET
Manager's Fiscal
Summary
ACCOUNT #:
12-10-80
199 TOTAL
BUDGES , BASIiN€ UPPLEMENTAL PROPOSED
40,125 40,125
72,74,850 -•"" 74,850
2M00 3,000- 3,000
11.6,570 \ 117,975 117,975
PERFORMANCE MEASURES/SERVICE LEVELS:
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
1.5
1.5
0.5
1.5
0
0
01
i
4 t
0.5
2.0
0
193
Euless *
"We're building a beautiful tomorrow"
FLEET SERVICE
Tom Cox, Director,
Economic Development/
Administrative Services
195
Form 1
City of Euless
fJ
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Administrative Service Fleet Service 13-50-90
MISSION STATEMENT/DEPARTMENT GOALS:
To maintain and protect the City's investment vehicles and equipment. To provide preventive
maintenance and make repairs to the City fleet of vehicles and equipment as efficiently as possible.
to ensure the safety of employees and citizens through the effectiveness of these programs.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The City of Euless fleet Service Center services a fleet of vehicles and equipment worth $4.1 million.
This department strives for excellence and quality of repair, service and maintenance.
The fleet service facility is located at 1515 Westpark Way.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
A portion of the City's fleet is still needing replacement. Presently it is costing too much to operate
a percentage of these aging vehicles safely and cost factors should be viewed as major criteria for
replacement. It is now necessary this year to budget for replacement of our Gas Boy Fuel
Management System which is obsolete and becoming costly to repair and maintain.
ANNUAL BUDGET
Form 2 Manager's Fiscal
City of Euless Summary
DEPARTMENT:
Administrative Services
DIVISION/ACTIVITY:
Fleet Service
1,99O 91 1991=92
ITEM ACTUAL BUDGE;% . B ySEttNENUPPLEMENTAL
PERSONNEL /cc? !/// 137,86 1011 151,647—
OPERATIONS 13/ 7s-1/356,1 328 5 1 322,529 ---
CAPITAL I /b 31S 3,5 2 1 ,b00 \ 8,000
TOTAL I upro 57S 97, 06
REVENUES: I/
Depreciation ,090 490,000
19 2 3 BUDGET
TOTAL
490,000
PERFORMANCE MEASURES/SERVICE LEVELS:
Jobs Completed 1,223 2,055 2,300I
ASE Certification N/A 12 12
DEPARTMENT SATISFACTION LEVELS
Verbal N/A 30 40
Written N/A 10 25I
RECYCLING PROGRAMS WA 4 8
ACCOUNT #:
13-50-90
TOTAL
PROPOSED
151,647
322,529
8,000
482,176
490,000
PERSONNEL:
Full Time 3.0 3.0 4.0
I Part Time 2.0 2.0 1.0
92-93 BDGT-F2 BT
frt-1)
/ r
197
Euless *
"We're building a beautiful tomorrow"
Tis �Zo-/5
BENEFITS/INSURANCE
Debra B. Forte,
Director of Fiscal & Human Resources
Timmy Money. Benefits/Insurance Manager
199
Form 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Fiscal & Human Resources Benefits/Insurance 15-20-15
MISSION STATEMENT/DEPARTMENT GOALS:
To provide City employees with a competitive benefits program at the most reasonable cost. To
continue with the pledge of:
BUILDING A HEALTHIER WORKFORCE
DESCRIPTION/PROGRAM HIGHLIGHTS:
The City self -funds it's medical/dental/worker's compensation program. The Insurance department is
constantly monitoring medical sots/fees and seeking alternate (cost effective means of providing the
best coverage for it's employees.
Other benefits administered by this office include:
Section 125 - Flex Compensation
Pebsco - Deferred Compensation
Worker's Comp - In -House and TML claims
RTW - Pre -employment - Executive Physicals
Immunization Programs
Numerous - Life and disability insurance
Other miscellaneous payroll deductions
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
Health care costs are spiraling causing Employee's and the City's share to increase. this department
is continually looking for ways to help control the increase of health expenditures but at the same
tijme keeping the Employee's and the City's share of the cost low.
Form 2
City of Euless
DEPARTMENT:
Fiscal & Human Resources
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
!REVENUES:
!Premiums from Employees
TOTAL
PERFORMANCE
Covered Lives - EE's
Dep's
Medical/Dental Claims
Section 125 Flex
WC TML Claims
WC In -House Claims
Executive Physicals
RTW Physicals
Pre -Employment Physicals
Immunizations
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
ANNUAL BUDGET
1990-91
ACTUAL
6;.)g0g 61,603
Dj7o 880, 8
erog3394 ,677
2E52,593
6
DIVISION/ACTIVITY:
Benefits/Insurance
1992-93 BUDGET
1991-92
BUDGES ErS
64, 47 65,207 -�
1,027,6$0 1,097,977'r
/!00 � 300
1,09 ,807 1,163,484
,722 317,133
MEASURES/SERVICE LEVELS:
266
423
5,000
216
25
93
42
9
2.0
0.0
268
423
8,400
220
125
50
51
12
131
125
2.0
0.0
260
377
8,450
234
10
60
50
12
150
132
Manager's Fiscal
Summary
ACCOUNT #:
15-20-15
TOTAL
PPLEMENTAL PROPOSED
65,207
1,097,977
300
0 1,163,484
317,133
2.0
0.0
201
Euless *
"We're building a beautiful tomorrow"
RISK MANAGEMENT/
WORKER'S COMPENSATION
Tom Cox, Director
Economic Development/Administrative Services
Gary Gerland, Risk/Safety Manager
203
Form I
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Administrative Services Risk Management 17-50-17
MISSION STATEMENT/DEPARTMENT GOALS:
To provide a safe work environment for all city employees. To provide all employees with safety
training in all aspects of the various work classifications. To identify and eliminate risk exposures
throughout the city, To apply traffic safety techniques to ensure safe and expedient travel for all
motorists travelling within and through the city of Euless.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The Risk Management Department is charged with the responsibility of administering the Property/Liability
insurance program for the City as well as providing safety training for City employees to reduce
losses from accidents and injuries. Risk Management provides the National Safety Council's Defensive
Driving course for all employees and dependents.
The Risk Management Department serves the motoring public by administering traffic safety activities
on all the City's streets. Office is located at 201A N. Ector, 8:00 A.M. through 5:00 P.M. 685-1694.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
To complement the established safety program, Risk Management has implemented the Defensive
Driving course provided to all City Employees and their dependents in the continuing effort to reduce
property and injury losses due to accidents. As in past years, the major budget expenditure for
Risk Management is for Property/Liability insurances and for Worker's Compensation claims. 1992/93
insurance premiums are estimated to increase by approximately 10% over 1991/92 rates.
1Form 2
City of Euless
DEPARTMENT:
Administrative Services
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
TOTAL
ANNUAL BUDGET
DIVISION/ACTIVITY:
Risk Management
1990-91 1991-92
ACTUAL , BUDGET
I,y,f33 54,801 640,2.
1S7 2,, 4I 3 397,087 70/S /664,718
q /, ,788 ;070 1,;639
S's7 f L(43,708 706,005
0 0
PERFORMANCE MEASURES/SERVICE
PROGRAMS/MEETINGS:
Safety Training Classes All Employees
Defensive Driving Course Emp. & Dep.
Safety Insp. of Facilities Quarterly
'Accident Review Board Mtg.
'Traffic Volume Counts Semi -Annual
Traffic Accident Data Semi -Annual
Safety Articles for
Euless Digest
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
1.0
0.0
LEVELS:
All Employees
Emp. & Dep.
Quarterly
Quarterly
!Semi -Annual
(Semi -Annual
!Monthly
1.0
0.0
Manager's Fiscal
Summary
1992-93 BUDGET
BASELINE SUPPLEMENTAL
(": 40,65-
-7570
743,293,
0
0
ACCOUNT #:
17-50-17
TOTAL
PROPOSED
40,653
702,570
70
743,293
All Employees
Emp. & Dep.
Quarterly
Quarterly
Semi -Annual
`Semi -Annual
Monthly
1.0
0.0
of
205
Euless *
'We're building a beautiful tomorrow"
12310 — Ts
—
PROGRAMS & SPECIAL EVENTS
Rick Herold,
DIrector of Community Services
207
Form 1
City of Euless
DEPARTMENT:
Community Services
ANNUAL BUDGET
DIVISION/ACTIVITY:
Programs & Special Events
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
23-70-55
To provide a quality recreational, sports, and educational opportunities for the citizens of Euless
through a user fee arrangement. To provide an information brochure marketing recreation structured
classes, recreational sports, special events, and other leisure opportunities.
DESCRIPTION/PROGRAM HIGHLIGHTS:
Recreational sports include: two seasons of adult softball, two seasons of flag football, two seasons
of volleyball, track and tennis.
Structured classes include: lessons or workshops in art, dance, karate, gymnastics, swimming,
aerobics. pre-school, sewing, flower arranging, and many others keeping with the trends.
Special Events include: Arbor Daze, Ultra Golf Tournament, Appreciation Banquet, Easter Egg Hunt,
Halloween Events, Movies in the Park, Midway Madness.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
Three information brochures mailed or distributed to the citizens.
Contracting instructors and umpires or game officials.
Facilitating programs that participants pay directly for with user fees.
i
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
Classes
Athletics
Memberships
Weight Room
Racquetball
Daily Use
Merchandise
Concessions
Video Games
Discount Tickets
Special Events
Rentals
Vending Machines
Senior Citizen Sales
TOTAL
I PERSONNEL
I Full Time
Part Time
92-93 BDGT-F2 BT
ANNUAL BUDGET
Form 2
City of Euless
Manager's Fiscal
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Community Services Programs & Special Events 23-70-55
19$2-93 BUDGET
199 91 19.91-92 TOTAL
ACTUAL BUDGET BASELINE SUPPLEMENTAL PROPOSED
I cg/ a?/.77 0 I o��o2IG12,480 25,210 25,210
,23-2, 324 0 V 7 /'004,349 227,600 227,600
I a2F-219;072 Q 5,000 0 0
1,7'J�91 219,072 s,3 f1 21',829 252,810 252,810
0.0
0.0
46,391
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
46,391
65,000 75,000
57,000 60,000I
22,000 20,000
3,000 3,000
6,000 6,000
2,000 2,000
1,000 1,000
25,000 5,000
2,500 2,000
4,000 2,000
23,766 50,000
0 2000
0 2000
0 2000
0
75,000
60,000
20,000
3,000
6,000
2,000
1,000
5,000
2,000
2,000
50,000
2,000
2,000
2,000
211,266 232,000 232,000
0.0 1.0
0.0 0.0
209
"We're building a heuutifid tomorrow"
I ,? c74- 34 wt,Gs
DRUG ENFORCEMENT AGENCY
K. B. Fuller,
Police Chief
Ray Cissna, Investigator
211
Form 1
City of Euless
DEPARTMENT:
Police
ANNUAL BUDGET
DIVISION/ACTIVITY:
Drug Enforcement Agency
MISSION STATEMENT/DEPARTMENT GOALS:
Department
Summary
ACCOUNT #:
24-30-45
To provide support to the Federal, State and Local drug enforcement effort being waged against
major drug traffickers. This support is in the form of full participation in the Fort Worth D.E.A.
Drug Task Force and the DFW Airport D.E.A. Drug Task Force.
DESCRIPTION/PROGRAM HIGHLIGHTS:
Revenue funding this program is obtained by the forfeiture of assets seized from drug traffickers
through the efforts of the two local D.E.A. task forces. This revenue is then utilized to further the
law enforcement effort within our community.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
The personnel costs of the officer assigned to the DFW D.E.A. Drug Task Force will be paid from
this fund. Participation in this task force will result in a considerable increase in asset forfeitures
to the police department.
Form 2
City of Euless
DEPARTMENT:
Police
ANNUAL BUDGET
DIVISION/ACTIVITY:
Drug Enforcement Agency
199O 9f
ITEM ACTUAL
PERSONNEL 4 /lp 0
OPERATIONS `J D 2 (n 33562'
CAPITAL )03 /?.{0 82144
TOTAL J J'3/ 85,796
REVENUES:
TOTAL 0
1991-=92
BUDGE/ , BAS
12,00
50,
5520
11 620
PERFORMANCE MEASURES/SERVICE LEVELS:
PERSONNEL:
Full Time
Part time:
92-93 BDGT-F2 BT
0
j492 BUDGET
of
Manager's Fiscal
Summary
UPPLEMENTAL
ACCOUNT #:
24-30-45
TOTAL
PROPOSED
,781
,000
46,248
116,029
0 0
0.0 0.0 1.0
0.0 0.0 0.0
I> 1,-----111
k., '
213
"We're building a beautiful tomorrow"
DRAINAGE UTILITY SYSTEM
Randy Byers,
Director of Public Works
215
Form 1
City of Euless
DEPARTMENT:
Public Works
ANNUAL BUDGET
DIVISION/ACTIVITY:
Drainage Utility Maintenance
MISSION STATEMENT/DEPARTMENT GOALS:
D partment
Summan•
ACCOUNT #:
29-80-29
To protect life and property through the maintenance and installation of drainage facilities adequate
to remove storm water runoff during most rain storms.
DESCRIPTION/PROGRAM HIGHLIGHTS:
Since inception this department has not been manned, and only addresses problems that generate
citizen complaints. All work is accomplished by Street Department personnel or contract labor.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
There are increasing demands for service coupled with increasing E.P.A. requirements that will
necessitate staffing and funding in the near future.
Form 2
City of Euless
DEPARTMENT:
Public Works
ITEM
PERSONNEL
OPERATIONS
CAPITAL
TOTAL
REVENUES:
Drainage Utility Charges
TOTAL
ANNUAL BUDGET
1990-91
ACTUAL
yeri5 14,124
/ 7O, /Zi 48,4
%.A3S 1 62 91 3p2'f
12?/,272 I
I /
I
297,272
DIVISION/ACTIVITY:
Drainage Utility Maintenance
1991- 92
BUDGET BASELI
1 58,20 —�
152,9 0
1-BUDGET
7,000
295,728 I
-�I
302,728)
300,000 I 300,000
300,000 I
PERFORMANCE MEASURES/SERVICE LEVELS:
Channel Clean, Lin. Ft.
C & G Replaced
Install/Replace Drain Pipe
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
2.0
0.0
3,700
650
5,400 I
780
120
2.0
0.0
300,000
6,500
1,500
200
Manager's Fiscal
Summary
SUPPLEMENTAL
ACCOUNT #:
29-80-29
TOTAL
PROPOSED
7,000
295,728
0
302,728
300,000
300,000
0.0
0.0
217
"We're building a beautiful tomorrow"
CASH & DEBT MANAGEMENT
Debra B. Forte',
Director of Fiscal & Human Resources
Diana Ortiz, Cash & Debt Manager
219
Form 1
City of Euless
ANNUAL BUDGET
Department
Summary
DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #:
Fiscal & Human Resources Cash & Debt Management 30-20-30
MISSION STATEMENT/DEPARTMENT GOALS:
To enforce the City's revenue stream through effective management of public funds, including cash
flow forecasting, managing disbursements, accelerated receipting, banking relations, and investment
of excess cash.
Funds are invested in compliance with state laws and within the parameters of the Investment Policy,
which objectives include safety, liquidity, diversification, and yield.
DESCRIPTION/PROGRAM HIGHLIGHTS:
The Cash & Debt program functions as an internal service department, funding itself through the
additional interest earnings generated.
As this department operates with the Finance division, it is also responsible for other fiscal areas,
including budget preparation activities, bond/debt issuance, project assistance, and special cost/benefit
studies.
This department is officed at 201 N. Ector, Building B, south end.
MAJOR BUDGETARY ISSUES AND OPERATIONAL TRENDS:
During FY92 the City has continued to experience a decline in market rates directly affecting the
interest income generated for the City. Compared to one year ago, yields on 0 to 360 day
instruments have declined approximately two percentage points across the board (equal to $200,000
in interest earnings!)
Another decrease in the Federal Funds rates is anticipated to occur within the second quarter 1992.
which will bring the level to 3.50%, rates not seen since 1964!
Although the decline in rates is negatively affecting interest revenues, cash management practices
have been pursued to maximize interest income revenues.
Form 2
City of Euless
DEPARTMENT:
Fiscal & Human Resources
ITEM
'PERSONNEL
'OPERATIONS
'CAPITAL
TOTAL
REVENUES:
'Interfund Charges
TOTAL
ANNUAL BUDGET
1990-91
ACTUAL
4/0 96! 137,709
/'Dh/ 1,3
ii 2,
!V,2, o2/ 41/900
A1,900
Manager's Fiscal
Summary
DIVISION/ACTIVITY:
Cash & Debt Management
1992-93 BUDGET
1991-92
BU G1T--- BASELINE SUPPLEMENTAL
7 42,141
7' 1,165
,675
I
p4,675
41,900 24,675
PERFORMANCE MEASURES/SERVICE LEVELS:
Cash Management:
Cash Audits & Policy
Amendment to written Investment Policy
Updated internal deposit policies
Written Procedures Manual
Implemented Depository Agreement & related sub -agreements
Debt Management:
Bond Sales
Public Property Finance CO Series 1992
Water & Sanitary Sewer Refunding Bonds, Series 1991
Drainage Utility System Revenue Bonds, Series 1991
Budget:
Conversion of budget preparation process to mainframe computer.
Miscellaneous:
Conversion of tax billing and collection agency.
PERSONNEL:
Full Time
Part Time
92-93 BDGT-F2 BT
1.0
0.0
0.0
221
43,306
43,306
•
43,306 I 0
ACCOUNT #:
30-20-30
TOTAL
PROPOSED
42,141
1,165 1
0
43,306
43,306
43,306
1.0
0.0
Euless *
"We're building a beautiful tomorrow"
CAPITAL IMPROVEMENT PROGRAM
& DEBT SCHEDULES
CITY OF EULESS
CAPITAL IMPROVEMENT PROJECTS
DATE: June 25, 1991 PREPARED BY: Fiscal & Human
Rev. July 15, 1992 Resources
RE: Capital Improvements APPROVED BY: City Manager
I. 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.
II. 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. RESPONSIBILITY & TYPES OF PLANS:
Water Proiects (08) - 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 Proiects (08) - Any project which is intended to
improve, expand, or extend some portion of the wastewater
collection system or the wastewater collection system or the
wastewater treatment facilities of the City of Euless.
Responsibility rests with the Public Works Department.
Park Protects (27) - Improvements and additions to the City
Park and open -space system. The responsibility rests with the
Community Services Department.
223
Traffic Control Projects (26) - 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 (26) - 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 (29) - 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.
Public Buildinas (22) - This project type includes the sites,
planning and construction of general use public buildings
which are not included in one of the other project
classifications. Public buildings of this nature are normally
one-time projects such as City Hall, facilities improvements,
etc. Responsibility rests with the Administrative Services
Department.
Fire (28) - 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 -tern 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.
i
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 or C.I.P. inclusion for
such machinery outlays is a minumum cost of approximately
$10,000 and an expected useful life of ten years.
Vehicular Eauioment - 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 Eauioment - 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.
Thorouahfares 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.
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 monies from other governmental entities or
private contributors (Foundations) which are expended in
conjunction with City funds for Capital Improvement Projects.
IV. DEFINITIONS
Definition of Program: A Capital improvement program is a
list of public physical improvements scheduled over a period
time taking project priority and financial capability into
account.
225
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 "Proiect": "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 CIP budget and funding
alternatives and presentation to City Council
VI. FORMS
Operational Impact of Capital Improvements
Fiscal Year 1992-1993
Categorized by project type, the following concerns were addressed by
officials as they addressed the impact of the capital budget upon the
operational cycle.
Drainage (29)
FY 92 funded this new program which will aid in the flow of water through
the community and reduce flooding of citizen and public properties.
Fire (28)
The new fire apparatus that are planned are expected to reduce the
operational and maintenance costs.
Parks (27)
These projects are designed for community quality of life issues, and the
absorption of the maintenance costs are proposed in the new budget.
Recognition of the utility costs for the lighting has been expected and
forecast.
Streets (26)
These projects include the construction or major redevelopment of streets
and thoroughfares, which include project engineering and drainage improve-
ments incidental to the thoroughfare improvement. Responsibility rests with
the Public Works Department.
Water/Wastewater (8)
FY 1992 completed a three-year funding of capital dollars transferred from
the operational budget in excess of 1.1 million dollars. The funds are
expected to be depleted by September 1993. These dollars and the depletion
of prior bond sales have provided repairs and rehabilitation to the system
that should not only enhance the system, but reduce costs.
227
CURRENT CAPITAL PROJECTS FUNDS
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.
Fire Improvement Fund - Used to account for the acquisition and
renovation of improvements to various new and existing fire
facilities. Proceeds from the sale of general obligation bonds or
certificates of obligation provide financing.
Parks Fund - Used to account for the financing and construction of
various Parks and Recreation projects. Proceeds from the sale of
general obligation bonds or certificates of obligation provide the
financing.
Street Construction Fund - Used to account for the financing and
construction of various street infrastructure. Proceeds are from
the sale of general obligation bonds, certificates of obligation,
contributions from other agencies, and special assessments.
Utility 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.
CITY OF EULESS
DRAINAGE C.I.P. - FUND 39 28-Jul-92
FUNDS AVAILABLE FOR PROJECTS FY 91/92 AS OF 7/1/92
BEGINNING BALANCE
BOND FUNDS AVAILABLE
INTEREST EARNINGS
OPERATING TRANSFER
GRANTS
TOTAL FUNDS AVAILABLE
FUNDS NEEDED FOR PROJECTS
UNENCUMBERED BALANCE
.*
ENCUMBERED PROJECTS
*** FUNDED ***
***
PROJECTED PROJECTED
FY 91/92 FY 92/93
9/31/92 9/31/93
$0 ($107,182)
$2,017,818 $0
$40,000 $10,000
$0 $100, 000
$1,500,000 $0
$3, 557, 818 $2, 818
$3, 665, 000 $0
($107,182) $2, 818
YEAR ESTIMATED REVISED PAID UNPAID
STARTED COST ESTIMATE TO DATE BALANCE
1 SULPHER BRANCH / CORP PROJ. 1991 $2,300,000 $2.300,000 $55,090 $2,244,910
1 SULPHER BRANCH SOUTH 1992 $400,000 $400,000 $0 $400,000
1 SULPHER BRANCH/ NORTH 1992 $400,000 $400.000 $0 $400,000
1 SUL BR. S. DRAINAGE ENG. 1991 $20,000 $20.000 $2.823 $17,177
1 SUL BR. N. DRAINAGE ENG. 1991 $20,000 $20,000 $2.076 $17,924
1 DRAINAGE MASTER PLAN 1993 $140,000 $140,000 $0 $140.000
1 AERIAL MAPPING 1993 $90,000 $90,000 $0 $90,000
1 HURRICANE CREEK 1992 $40,000 $40,000 $31,120 $8,880
1 MISC. PROJECTS 92/93 $285,000 $255,000 $0 $255,000
SUB -TOTAL
$3,695.000 $3,665,000 $91,109 $3,573,891
NOTES
229
CITY OF EULESS
DRAINAGE C.I.P. - FUND 39 28-Jul-92 I
*** FUTURE PROJECTS *** YEAR ESTIMATED REVISED PAID UNPAID
*** UNFUNDED *** STARTED COST ESTIMATE
3 OAKLAND ESTATES DRAINAGE CHAN. $420,000
3 BELL HI ADD. DRAINAGE IMP. $400,000
3 TRAILWOOD ADD. DRAINAGE IMP. $180,000
3 BELL DR. DRAINAGE IMP. $50,000
3 WINDLEA - WEST CLIFF TO WILSHIRE VILLAGE $253,105
3 PAULA - DAVIDTO BELL -HI $264,190
3 SUMMIT RIDGE @ TRAILWOOD WEST $29.248
3 DENTON DRIVE @ MIDWAY PARK $44,780
3 OAK LANE @ NORTH MAIN, OAKLAND ESTATES $112,865
3 WEST PARK WAY @ WEST PIPELINE ROAD $98,555
3 WEST PARK ALONG WEST PARK WAY $175,882
3 LITTLE BEAR CREEK - HWY. 157 TO NORTH MAIN $4,434,416
3 HURRICANE CREEK @ AIRPORT BUSINESS PARK $844,030
3 PRIEST DRIVE CULVERT @ WOODBURY FOREST ADDI $70,580
3 BLESSING BRANCH - FULLER WISER TO HWY 360 $369,533
3 DIVERSION LINE OAKLAND/LAKEWOOD ADDITION $38,250
3 KYNETTE DRIVE CULVERT @ WILSHIRE VILLAGE $81,225
3 HURRICANE CREEK BRIDGE @ MARLENE $195,365
3 WOODVINE CIRCLE @ SHADY CREEK $22,465
3 FULLER WISER ROAD @ HWY 360 $0
SUB -TOTAL
TO DATE BALANCE
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$8,084,489 $0 $0 $0
NOTES
CITY OF EULESS FIRE C.I.P. - FUND 28 27-Jul-92
FUNDS AVAILABLE FOR PROJECTS FY 91/92 AS OF 7/1/92
BEGINNING BALANCE
BOND FUNDS AVAILABLE
FUNDS FROM '90 C.O.
INTEREST EARNINGS
GRANTS
TOTAL FUNDS AVAILABLE
FUNDS NEEDED FOR PROJECTS
UNENCUMBERED BALANCE
*** ENCUMBERED PROJECTS
*** FUNDED ***
PROJECTED PROJECTED
FY 91/92 FY 92/93
9/31/92 9/31/93
$0 $1,000
$445,000 $0
$20,000
$500 $0
$0 $0
$465,500 $1,000
$464,500 $0
$1,000 $1,000
YEAR ESTIMATED REVISED PAID UNPAID
STARTED COST ESTIMATE TO DATE BALANCE
1 FIRE TRUCK 1992 $308,000 $308,000 $0 $308,000
1 AMBULANCE 1992 $90.000 $90,000 $0 $90,000
1 COMPUTER EQUIPMENT 1992 $15,000 $15,000 $0 $15,000
1 CRACK SEALER 1992 $22,000 $19,000 $0 $19,000
1 F.S.#2 ROOF 1992 $22,000 $22,000 $0 $22,000
1 HWY 10 FIRE STATION 1991 $235,196 $235,196 $235,196 $0
1 ISSUANCE COST 1992 $10,500 $10,500 $0 $10,500
SUB -TOTAL
$702,696 $699,696
$235,196 $464, 500
NOTES
231
CITY OF EULESS
�I t
/ PARKS C.I.P. - FUND 27
27-Jul-921
FUNDS AVAILABLE FOR PROJECTS FY 91/92
BEGINNING BALANCE
BOND FUNDS AVAILABLE
PRIOR 10/1/91 EXP.
INTEREST EARNINGS
GRANTS
TOTAL FUNDS AVAILABLE
FUNDS NEEDED FOR PROJECTS
UNENCUMBERED BALANCE
AS OF 7/1/92
PROJECTED
FY 91/92
9/31/92
$0
$336, 258
($52,052)
$18,279
$9,605
$312, 090
$311, 901
$189
*•• ENCUMBERED PROJECTS *** YEAR ESTIMATED REVISED
*** FUNDED *** STARTED COST ESTIMATE
1 PICNIC TABLES ON CONCRETE
1 EXERCISE EQUIPMENT BEAR CREEK
1 BARBEQUE GRILLS
1 IRRAGATION - 183 SIDE OF CITY HALL
1 WESTPARK PARKING RESURFACING
1 WESTPARK ATHLETIC FIELD
1 IRRAGATION - SIMMONS PARK
1 TDC TRASH CANS
1 BEAR CREEK PARK PARKING
1 DRINKING FOUNTAINS
1 BEAR CREEK TENNIS COURT
1 BEAR CREEK PLAYGROUND
1 MIDWAY & WESTPARK JOGGING TRAIL
1 S. EULESS & WILSHIRE BASKETBALL
1 PARKS FENCING - BEAR CREEK
1 ATHLETIC FIELD LIGHTING MIDWAY
1 VILLAGES BEAR CREEK - PARKING
1 MIDWAY - PARKS FENCING
1 PARK BENCHES
1 AMPHITHEATER LIGHTING
1 MISC.
1 HANDICAPPED PLAYGROUND
SUB -TOTAL
PROJECTED
FY 92/93
9/31/93
$189
$0
$0
$0
$189
$0
$189
PAID
TO DATE
UNPAID
BALANCE
1990 $30,000 $30,000 $0 $30,000
1990 $4,900 $4,878 $4,878 $0
1990 $4,800 $4,319 $6,343 ($2,024)
1990 $19,000 $15,000 $0 $15,000
1990 $17,500 $14,177 $14,177 $0
1990 $22,000 $13,952 $13,952 $0
1991 $23,000 $20,944 $30,285 ($9,341)
1991 $20,000 $7,500 $4,875 $2,625
1991 $15,000 $15,000 $0 $15,000
1991 $4,800 $7,800 $4,669 $3,131
1991 $5,000 $3,000 $3,000 $0
1991 $15,500 $15,500 $0 $15,500
1991 $8,000 $3,050 $3,050 $0
1991 $13,000 $8,000 $0 $8,000
1991 $15,000 $8,000 $1,627 $6,373
1992 155, 000 153,1 12 114, 71 1 138, 401
1992 $32,500 $69,500 $39,789 $29,712
1992 $15,000 $52,800 $1,721 $51,079
1992 $3,000 $2,816 $2,816 $0
1992 $8,000 $5,000 $0 $5,000
1992 $0 $0 $0 $0
1992 $9,605 $9,605 $0 $9,605
$340,605 $363,953
$145,892 $218,061
NOTES
BID
COMPLETED
ORDER IN
BID
COMPLETED
COMPLETED
BID
ORDER 6/7/91
COMPLETED
75% COMPLETE
SUM. 91
SUM. 91
OCT. 92
JAN. 92
JAN. 92
65% COMPLETE
MAR. 92
MAR. 92
MAR. 92
MAR. 92
CITY OF EULESS
STREETS C.I.P. - FUND 26 28-Jul-92
FUNDS AVAILABLE FOR PROJECTS FY 91/92
BEGINNING BALANCE
BOND FUNDS AVAILABLE
INTEREST EARNINGS
CDBG GRANTS #16 & #17
ESCROW REIMBURSEMENTS
ASSESSMENT PAYMENTS
TOTAL FUNDS AVAILABLE
FUNDS NEEDED FOR PROJECTS
UNENCUMBERED BALANCE
••• ENCUMBERED PROJECTS ••• YEAR
••• FUNDED ••• STARTED
1 TRAFFIC ENGR. FUND
1 SH 10 SH 183 TO W ESTPARKWAY
1 SUL BR. S. DRAINAGE ENG.
1 SUL BR. N. DRAINAGE ENG.
1 EQP. - ROLLER & 1/3 BACKHOE
1 BOTTLENECK90
1 BOTTLENECK 91
1 BOTTLENECK 92
1 CDBG #16
1 CDBG #17
1 OVERLAY 90 / GROUP #1
1 OVERLAY 91 / GROUP #2
1 RE -CONSTRUCT - PROJECTS:
1 RE -CONSTRUCT - WOODRIDGE
1 RE -CONSTRUCT - WILDWOOD
1 IRE -CONSTRUCT - DUNAWAY
1 RE -CONSTRUCT - HUNTINGTON
1 RE -CONSTRUCT - HUFFMAN
1 RE -CONSTRUCT - BYERS
1 ROSS
1 MONTERREY
1 ARNETT
SOTOGRANDE
REAVES CT.
ALEXANDER
HUITT
ROYCE
GAYE CT.
CULLAM
CRIPPLE CREEK
JANANN
SHENADOAH
ROCKWALL
TIMBERLINE TER.
TRAILWOOD
ASPALT LAYDOWN MACHINE
FULLER W. TEMP. TIE IN
MINTERS C. TEMP. TIE IN
MIDWAY TIE IN
C.I.P MGMT.
SUB -TOTAL
1991
1990
1990
1990
1990
1991
1991
1991
1992
1990
1991
1991
1991
1991
1991
1991
1991
1991
1992
1992
1992
1992
1992
1992
1992
1992
1992
1992
1992
1992
1992
1992
1992
1992
1992
1992
1992
1992
1993
AS OF 7/1/92
PROJECTED
FY 91/92
9/31/92
$0
$1,381,885
$40,000
$112,485
$0
$80,000
$1,614,370
$1,622,750
($8,380)
ORG. EST.
COST
REVISED
ESTIMATE
PROJECTED
FY 92/93
9/31/93
($8,380)
$0
$10,000
$0
$0
$0
$1.620
so
$1,620
PAID
TO DATE
UNPAID
BALANCE
$25,000 $40.000 $24,552 $15.448
$1,450,000 $1,406,551 $1,406,551 ($0)
$20,000 $32,475 $32,475 $0
$20.000 $19,985 $19,985 $0
$65.000 $77,000 $77,000 $0
$160,000 $160,000 $88,483 $71,517
$690,000 $75,000 $10,030 $64,970
$190,000 $75,000 $0 $75,000
$180,000 $90,271 $37,271 $53,000
$180,000 $109,696 $0 $109,696
$350,000 $350.000 $98,906 $251.094
$280,000 $0 $5,089 ($5,089)
$396,000 $396,000 $375,668 $20.332
$25,000
$38,000
$30.000
$13.000
$10,000
$50.000
$35,000
$35,000
$10,000
$0
$25,000
$25,000
$13,000
$13,000
$13,000
$10,000
$45.000
$5,000
$25.000
$176,400
$25,000
$8,875
$21,250
$23,750
$11,250
$13,000
$43.750
$92.982
$5,000
$9.495
$165,000
$25,000
$25,000
$20.625
$13.750
$19,775
$5,000
$15,000
$15,375
$35,000
$5,000
so
so
$0
so
so
so
$0
so
so
so so
so
$0
so
$0
$0
so
$70,982
$0
$9,495
$40,817 $124,183
$0 $25,000
$4,627,400 $3,405,855 $2,297,305 $1,108,550
NOTES
ON GOING
COMPLETED
OUT TO BID
OUT TO BID
PURCHASED
UNDERWAY
COMPLETED
APPROVED
UNDERWAY
UNDERWAY
COMPLETED
COMPLETED
COMPLETED
COMPLETED
COMPLETED
COMPLETED
COMPLETED
$25,000 FALL 92
$20,625 FALL 92
$13,750 FALL92
$19.775 FALL92
$5.000 FALL 92
$15,000 FALL 92
$15,375 FALL 92
$35,000 FALL 92
$5,000 FALL 92
$0 COMPLETED 91/OPER.
$8,875
$21,250
$23,750
$11,250
$13,000
$43,750
$22,000 PURCHASED
$5.000
$0 COMPLETED
UNDER CONSTRCTION
233
CITY OF EULESS
STREETS C.I.P. - FUND 26 28-Jui-91
*** PLANNED PROJECTS *** YEAR ESTIMATED REVISED ESCROWS FUNDS
*** UNFUNDED *** NEEDED COST ESTIMATE NEEDED
2 FM 157-SH 183 TO SH 121
2 FULLER WISER CONNECTOR
2 MINTERS CHAPEL CONNECTOR
2 HARWOOD CONNECTOR (1)
2 NORTH MAIN RT. TURN LANE
2 MID CITIES-SH 121 TO SH 360 (2)
2 FM 157-SH 10 TO S. PIPELINE RD.
TOTAL
1993 $1,600,000 $1,600,000
1993 $150,000 $150,000
$138,000 $0
$93,000 $0
1993 $90,000 $90,000
1993 $350,000 $350,000
1993 $225,000 $225,000
$66,916
$60,651
$1 ,533,084
$150,000
$0
$0
$90,000
$289,349
$225,000
i
$2,646,000 $2,415,000 $127,566 $2,287,434 I
*** PLANNED PROJECTS *** YEAR ESTIMATED REVISED ESCROWS FUNDS
*** UNFUNDED *** NEEDED COST ESTIMATE NEEDED
3 HARWOOD RD.-N. MAIN TO SH 360
3 WESTPARK WAY-SH 10 TO WESTPARK
3 W.PIPELINE-CENTRAL TO WESTPARK
3 GLADE RD.-SH 360 TO WEST C.L.
3 HWY 10 - WEST OF WESTPARKWAY
3 CONNECTOR ROAD /MID. C. & GLADE
3 N. MAIN-SH 183 TO MIDWAY DR.
3 BAZE RD.-GLADE TO PRIEST LN.
3 ASH LN./ARANSAS DR TO N. MAIN
3 N. MAIN ST./HARWOOD TO L.B.C.
3 HWY. 183 SEVICE RD. AT WENDY'S
3 RAIDER-SH 10 TO S.PIPELINE
3 STANLEY *
3 HIGHLAND
3 CRESTHAVEN *
3 DAVID *
3 PAULA *
3 HEATHER *
3 PAMELA
3 HWY. INGRESS / EGRESS
3 PHASE III RESIDENTIAL STREETS
3 PHASE IV RESIDENTIAL STREETS
3 PHASE I SIGNAL LIGHTS
SUB -TOTAL
TOTAL UNFUNDED NEEDS
* - AFTER DRAINAGE
(1) - Not needed if Harwood is improved
(2) - ROW needs are not known
$1,700,000 $1,700,000 $312,763 $1,387,237
$1,700,000 $1,700,000 $44,172 $1,655,828
$1,600,000 $1,600,000 $0 $1,600,000
$1,800,000 $1,800,000 $124,226 $1,675,774
$1,500,000 $1,500,000 $60,784 $1,439,216
$1,500,000 $1,500,000 $0 $1,500,000
$1,000,000 $1,000,000 $9,919 $990,081
$725,000 $725,000 $255,050 $469,950
$610,000 $610,000 $0 $610,000
$510,000 $510,000 $0 $510,000
$200,000 $200,000 $0 $200,000
$190,000 $190,000 $6,810 $183,190
$105,000
$85,000
$75,000
$90,000
$90,000
$75,000
$32,000
$2,000,000
$1,500,000
$1,500,000
$200,000
$105-,000 $0 $105,000
$85,000 $0 $85,000
$75,000 $0 $75,000
$90,000 $90,000
$90,000 $90,000
$75,000 $0 $75,000
$32,000 $0 $32,000
$2,000,000 $0 $2,000,000
$1,500,000 $0 $1,500,000
$1,500,000 $0 $1,500,000
$200,000 $0 $200,000
$18,787,000 $18,787,000 $813,724 $17,973,276
$21 ,433,000 $21 ,202,000 $941 ,290 $20,260,710
i
i
CITY OF EULESS
)
W/AfTER & SEWER C.I.P. - FUND 8 27-Jul -92
FUNDS AVAILABLE FOR PROJECTS FY 91/92
BEGINNING BALANCE
NEW YORK TRANSFER '90
NEW YORK TRANSFER '91
NEW YORK TRANSFER '92
W. & S. CONSTRUCTION FUNDS
W. & S. PRIOR YEAR CONST.
INTEREST EARNINGS
EXP. PRIOR TO 9/31 /91
GRANTS
TOTAL FUNDS AVAILABLE
FUNDS NEEDED FOR PROJECTS
UNENCUMBERED BALANCE
"* ENCUMBERED PROJECTS ***
*** FUNDED "*
WELL REPAIRS (3)
WELL CONTROLS
CORP STUDY
MIDWAY PARK WATER MAIN
UTILITY REHAB. #1/WATER
UTILITY REHAB. #1/SEWER
EQP. - LOADER & 1/3 BACKHOE
DRAINAGE UTILITY SYSTEM START-UP
MORRISDALE WATER MAINS
CIP Mgt COST 90/91
CIP Mgt COST 91/92
CIP Mgt COST 92/93
MISC. WATER & SEWER
SUB -TOTAL
AS OF 7/1/92
PROJECTED
FY 91/92
9/31 /92
$180,000
$450,976
$263,900
$89,739
$65,000
$17,116
($284,510)
$0
$782221
$778,675
$3,546
YEAR ESTIMATED
STARTED COST
REVISED
ESTIMATE
PROJECTED
FY 92/93
9/31 /93
$3, 546
$0
$0
$0
$0
$0
$5,000
$0
$0
$8,546
$0
$8,546
PAID
TO DATE
UNPAID
BALANCE
1991 $190,000 $85,000 $72,518 $12,482
1991 $70,000 $45,000 $0 $45,000
1991 $85,000 $84,800 $19,800 $65,000
1991 $20,000 $0 $0 $0
1991 $100,000 $125,000 552,602 $72,398
1991 $60,000 $130,000 $13,425 $116,575
1991 $60,000 $79,561 $79,651 ($90)
1991 $50,000 $0 S0 $0
1991 $60,000 $83,824 $66.974 $16,850
1991 $60,000 $20,000 $290 $19,710
1991 $60,000 $65,000 $0 $65,000
1992 $95,000 $95,000 $0 $95,000
92/93 $25,000 $250,000 $0 $0
$935,000 $1,063,185 $305,261 $507,924
NOTES
2 REPAIRED
PREPARING SPECS
UNDERWAY
UNDERWAY
UNDERWAY
PURCHASED
MOVED
235
CITY OF EULESS
WATER & SEWER - FUND 8
29-Jul-92I
*** PLANNED PROJECTS *** YEAR ESTIMATED REVISED UNPAID NOTES
*** UNFUNDED *** NEEDED COST ESTIMATE BALANCE
2 SIGNET DR. 8" WATER MAIN - OLD
2 NORMAN DR. 8" WATER MAIN - OLD
SUB -TOTAL
I�
$25,000 $0 $0 COMPLETED/OP. FUNDS
$25,000 $0 $0 COMPLETED/OP. FUNDS
$50,000 SO $0
SANITARY SEWER REHABILITATION - INFILTRATION/INFLOW STUDIES
2 SULPHUR BRANCH AREA $47,750 $0 $47,750
2 WESTPOINTAREA (A) $24,150 $0 $24,150
2 HURRICANE CREEK $41,300 $0 $41,300
2 WILSHIRE AREA (B) $100,900 $0 $100,900
2 SOUTH MAIN AREA (C) $16,000 $0 $16,000
2 ALEXANDER/CULLUM AREA (D) $15,200 $0 $15,200
2 BLESSING CREEK (E) $31,600 $0 $31 ,600
2 LITTLE BEAR CREEK $85,850 $0 $85,850
SUB -TOTAL
UTILITY RELOCATION COSTS
2 WESTPARK WAY
2 PIPELINE
2 BAZE
2 HARWOOD
2 157 NORTH
2 MID -CITIES BLVD
SUB -TOTAL
WELL REPAIRS
2-A HARWOOD TRINITY
2-A MENASCO TRINITY
2-A MENASCO PALUXY (2)
2-A BYERS PALUXY
2-A OAK CREST PALUXY
2-A CRESTHAVEN PALUXY
2-A CENTRAL DR. REHAB GROUND STORAGE
2-A CENTRAL DR. TRINITY
2-A FULLER DRAINAGE
2-B FULLER DR. REMOVE AND REPLACE
2-C OVERHEAD TRINITY
2-C PAINT 1 MG. OVERHEAD
2-C PAINT 2 MG. OVERHEAD
2-D DISINFECTION MODIFICATION
SUB -TOTAL
$362,750 SO $362,750
$440,000 $0 $440,000
$333,000 $0 $333,000
$169,000 $0 $169,000
$60,000 $0 $60,000
$610,000 $0 $610,000
$387,000 $0 $387,000
$1 ,999,000 $0 $1,999,000
$10,000 $0 $10,000
$10,000 $0 Si o,000
$20,000 $0 $20,000
$10,000 $0 $10,000
$10,000 $0 $10,000
$10,000 $0 $10,000
$350,000 $0 $350,000
$75,000 $0 $75,000
$10,000 $0 $10,000
$200,000 $0 $200,000
$10,000 $0 $10,000
$100,000 $0 $100,000
$100,000 $0 $100,000
$100,000 $0 $100,000
$1,015,000 $0 $1,015,000
CITY OF EULESS
WATER & SEWER - FUND 8
29-Jul-92
*** PLANNED PROJECTS *** YEAR ESTIMATED REVISED UNPAID NOTES
*** UNFUNDED *** NEEDED COST ESTIMATE BALANCE
UTILITY REHAB. SEWER
2-A 211 E. FULLER TO SVC. RD. $50,000 $0 $50,000
2-A TOPLEA - WILSHIRE TO EASTCLIFF $150,000 $0 $150,000
2-A HWY. 10 - ECTOR TO RIDGECREST $120,000 $0 $120,000
2-A MILAM - HARWOOD TO MIDWAY $200,000 $0 $200,000
2-A BELLJDENTON $60,000 $0 $60,000
2-A DICKEY - ATKERSON TO CREEK $80,000 $0 $80,000
2-A MANHOLE REHAB. $150,000 $0 $150,000
2-A MANHOLE INSTALLS $25,000 $0 $25,000
2-B HIGHLAND $120,000 $0 $120,000
2-B 211 E. AIRPORT FRWY. (UNDER) $60,000 $0 $60,000
2-B ARNETTE - MAIN TO MARTHA $100,000 $0 $100,000
2-B GLENN - MIDLAND TO HARWOOD $170,000 $0 $170,000
2-B CLEBUD - JONES TO ROYCE $130,000 $0 $130,000
2-B McCORMICKCT. (2) $110,000 $0 $110,000
2-B OAKWOOD - WHIT TO SIMNS. (CLEBUD SIDE) $150,000 $0 $150,000
2-B MIDWAY - THRU. PARK (OLD LINE) $230,000 $0 $230,000
2-B SIMMONS - JONES TO CLEBUD $140,000 $0 $140,000
2-C SIERRA - SIGNET TO KYNETTE $60,000 $0 $60,000
2-C LIMESTONE $100,000 $0 $100,000
2-C CANNON - HOLLYWOOD TO SUNSET $170,000 $0 $170,000
2-C ALEXANDER - DICKEY TO DUNAWAY $150,000 $0 $150,000
2-C MARLENE CT. - CREEK TO 2001 MARLENE $80,000 $0 $80,000
2-C CANYON RIDGE - KYNETTE TO OUTFALL $280,000 $0 $280,000
SUB -TOTAL
TOTAL
$2,885,000 $0 $2,885,000
86,261 ,750 $0 86,261 ,750
237
CITY OF EULESS
WATER & SEWER - FUND 8 29-Jul-921
*** PLANNED PROJECTS *** YEAR ESTIMATED REVISED UNPAID NOTES
*** UNFUNDED *** NEEDED COST ESTIMATE BALANCE
WATER LINE REPLACEMENT
3-A RANGER 2" $24,500 $0 $24,500
3-A SKYWAY 2" $35,000 $0 $35,000
3-A FAIRLAWN 2" $7,000 $0 $7,000
3-A ATKERSON 2" $31,500 $0 $31,500
3-B FAUN 4" $35,000 $0 $35,000
3-B JONES 4" $28,000 $0 $28,000
3-B MARTIN 4" $35,000 $0 $35,000
3-B JOHN VERNON 4" $24,500 $0 $24,500
3-B SLAUGHTER 4" $35,000 $0 $35,000
3-C CANNON 4" $87,500 $0 $87,500
3-C OAKWOOD 4" $35,000 $0 $35,000
3-C HODGES 4" $35,000 $0 $35,000
3-C HENSLEY 6" $35,000 $0 $35,000
3-C BLANCO 4" $29,750 $0 $29,750
3-C LIMESTONE 4" $70,000 $0 $70,000
SUB -TOTAL
$547,750 $0 $547,750
CITY OF EULESS
i
WATER & SEWER - FUND 8 29-Jul-92
*** FUTURE PROJECTS *** YEAR ESTIMATED REVISED UNPAID NOTES
*** IMPACT FEES *** NEEDED COST ESTIMATE BALANCE
4 ELEVATED STORAGE TANK - NEW
4 S. PIPELINE 16" WATER MAIN - NEW
4 HARWOOD RD. 24" WATER MAIN - NEW
4 SH 121 12" WATER MAIN - NEW
4 SH 360 12" WATER MAIN - NEW
SUB -TOTAL
IMPACT FEES COLLECTED TO DATE
TOTAL
$1 ,500,000
$1 ,300,000
$175,000
$325,000
$450,000
$0 $1 ,500,000
$0 $1 ,300,000
$0 $175,000
$0 $325,000
$0 $450,000
$3,750,000 S0 $3,750,000
$150,000 $150,000
$10,409,500 $0 $10,409,500
239
Euless *
"We're building a beautiful tomorrow"
GENERAL OBLIGATION DEBT
WATER & SEWER DEBT
DRAINAGE UTILITY DEBT
General Obligation Bonds
Composition of Debt Service
2000
1500
qql
cl
k 'OA
500
0
1993
1995
1997
1999
T H G -1C I T Y O F
EULr
2001
2003
INII Interest F7 Principal
2005 2007
DEBT SERVICE REQUIREMENTS
SUMMARY OF GENERAL OBLIGATION BONDS
YEAR I INTEREST PRINCIPAL REQUIREMENT
1993 $818,802.00
1994 $747,489.50
1995 $673,592.00
1996 $592,169.50
1997 _ I $501,361.25
1998 $406,114.50
1999 $310,549.20
2000 1 $718,814.35
2001 I _ $634,298.95
2002 l $597,681.00
2003 $571,376.75
2004 $542.119.00
2005 $68.200.00
2006 $47,575.00
2007 $25,150.00
2008 $6,650.00
$855,000.00
$940,000.00
$1,005,000.00
$1,095,000.00
51,205,000.00
$1,175,000.00
$1,190,000.00
$622, 790.15
$619, 277.30
$634,866.00
$627,837.50
$651.815.50
$280,000.00
$295,000.00
$330,000.00
$190,000.00
TOTAL $7,261,943.00 $11,716.586.45
r
$1,673,802.00
$1,687,489.50
$1, 678, 592.00
$1, 687,169.50
$1, 706, 361.25
$1,581.114.50
$1,500,549.20
$1.341,604.50�
$1, 253, 576.25
$1,232, 547.00
$1,199.214.25
$1,193, 934.50
$348.200.00
$342, 575.00
$355,150.001
$196,650.00
$18, 978, 529.45
241
CITY OF EULESS, TEXAS
DESCRIPTION:
DATED:
ORIGINAL AMOUNT:
INTEREST RATES:
PAYABLE FROM:
AUTHORITY:
PAYING AGENT:
(BOND NUMBERS:
OPTION DATE:
BOND
NUMBER
1993 465-577
1994 578-701
1995 702-835
1996 836-981
1997 982-1141
1998 1142-1293
1999 1294-1440
2000 1441-1479
2001 1480-1508
2002 1509-1534
2003 1535-1558
2004 1559-1579
TOTAL
GENERAL OBLIGATION REFUNDING BONDS. SERIES 1985—A
NOVEMBER 15. 1985
$7.896, 586.45
BOND NOS. 1 THRU 82 @ 6.25%, 83-171 @ 6.75°/o
172-263 @ 7.00%. 264-360 @ 7.25%, 361-464 @
7.50%, 465-577 @ 7.70%, 578-701 @ 7.85%.
702-835 @ 8.00%, 836-981 @ 8.20%, 982-1, 141
@ 8.35%, 1,142-1, 293 @ 8.50%. 1,294-1,440 @
8.60%, 1,441-1,479 @ 8.90%, 1,480-1,508 @
9.00%. 1,509-1,534 @ 9.10%,1,535-1,558 @
9.15%. 1, 559-1, 579 @ 9.20 %
AD VALOREM TAXES
ORDINANCE NO. 864, NOVEMBER 5. 1985
TEXAS AMERICAN BANK. FORT WORTH. TEXAS
1-1,579 @ $5,000 EACH
MARCH 1. 1996
INTEREST i PRINCIPAL
MARCH 1 SEPTEMBER 1 MARCH 1
$200,122.50
$178 , 370.00
$154, 035.00
$127,235.00
$97.305.00
$63.905.00
$31,605.00
$472. 209.85
$420.722.70
S420,134.00
S432,162.50
$443.184.50
$3,040.991.05
$178,370.00
S154,035.00
$127,235.00
$97,305.00
$63, 905.00
$31.605.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$652,455.00
TOTAL
REQUIREMENTS
$565,000.00 $943,492.50
$620.000.00 S952.405.00
$670,000.00 $951.270.00
S730.000.00 $954,540.00
$800,000.00 $961.210.00
$760,000.00 $855,510.00
$735,000.00 $766.605.00
$192.790.15 $665.000.00
$149,277.30 $570.000.00
$129,866.00 $550.000.00
$117,837.50 $550.000.00
$106,815.50 S550,000.00
$5.576.586.45 S9,270,032.50
J‘
CITY/OF EULESS, TEXAS
DESCRIPTION:
DATED:
ORIGINAL AMOUNT:
INTEREST RATES:
PAYABLE FROM:
AUTHORITY:
PAYING AGENT:
BOND NUMBERS:
GENERAL OBLIGATION BONDS, SERIES 1986
JUNE 1, 1986
$2,500,000: PARKS AND RECREATION $1,500,000.
STREETS AND DRAINAGE S1,000,000
BOND NOS. 1 THRU 15 @ 10.00%, 16-65 @ 9.50%.
66-85 @ 6.90%, 86-105 @ 7.10%, 106-130 @
7.30%, 131-155 @ 7.60%. 156-180 @ 7.80%,
181-210 @ 7.90%, 211-240 @ 8.00%, 241-275
@ 8.10%, 276-310 @ 8.15%, 311-350 @ 8.20%,
351-395 @ 8.25%, 396-445 @ 8.30%. 446-500
@ 8.00%. (EFFECTIVE RATE 8.16616%)
AD VALOREM TAXES
ORDINANCE NO. 885, JUNE 10, 1986
TEXAS AMERICAN BANK. FORT WORTH, TEXAS
1-500 @ $5,000 EACH
OPTION DATE: MARCH 1, 1997
BOND INTEREST
NUMBER MARCH 1 SEPTEMBER 1
1993 86-105
1994 106-130
1995 131-155
1996 156-180
1997 181-210
1998 211-240
1999 241-275
$82, 737.50
$79,187.50
$74, 625.00
$69, 8 75.00
$65,000.00
$59.075.00
$53,075.00
2000 276-310 $45.987.50
2001 311-350
2002 351-395
2003 1 396-445
2004 446-500
TOTAL
$38, 856.25
$30.656.25
$21,375.00
$11.000.00
$631,450.00
$79,187.50
$74, 625.00
$69, 875.00
$65,000.00
$59,075.00
$53,075.00
$45,987.50
$38, 856.25
$30, 656.25
$21, 375.00
PRINCIPAL
MARCH 1
$100,000.00
$125,000.00
$125,000.00
$125,000.00
$150,000.00
$150,000.00
$175,000.00
$175, 000.00
$200,000.00
$225, 000.00
$11,000.00 � $250,000.00
$0.00 $275,000.00
$548, 712.50
$2,075,000.00
TOTAL
REQUIREMENTS
$261, 925.00
$278, 812.50
$269, 500.00
$259, 8 75.00
$274,075.00
$262,150.00
$274,062.50
$259, 843.75
$269, 512.50
$277,031.25
$282,375.00
$286,000.00
$3, 255,162.50
243
DESCRIPTION:
DATED:
ORIGINAL AMOUNT:
INTEREST RATES:
CITY OF EULESS. TEXAS
GENERAL OBLIGATION BONDS, SERIES 1988
MAY 1, 1988
$430,000: PARKS AND RECREATION
BOND NOS. 1 THRU 6 @ 6.00%. 7-13 @ 6.25%.
14-20 @ 6.50%, 21-28 @ 6.75%, 29-36 @ 7.00%,
37-45 @7.20%. 46-54 @ 7.30%. 55-64 @ 7.40%.
65-75 @ 7.50%, 76-86 @ 7.60%
PAYABLE FROM: AD VALOREM TAXES
AUTHORITY: ORDINANCE NO. 967. APRIL 26, 1988
PAYING AGENT: TEXAS AMERICAN BANK. FORT WORTH. TEXAS
BOND
NUMBER
1993 21-28
1994 29-36
1995 37-45
1996 46-54
1997 55-64
1998 65-75
1999 76-86
TOTAL
INTEREST
MARCH 1 SEPTEMBER 1
$12,015.00
$10.665.00
$10,665.00 $9,265.00
$9,265.00
$7, 645.00
$6,002.50
$4,152.50
$2, 090.00
$51, 835.00
$7,645.00
$6.002.50
$4,152.50
$2,090.00
$0.00
$39,820.00
PRINCIPAL TOTAL
MARCH 1 REQUIREMENTS
S40.000.00 862, 680.00
$40,000.00 S59.930.00
$45.000.00 $61,910.00
$45,000.00 $58,647.50
$50.000.00 $60.155.00
$55,000.00 S61,242.50
$55.000.00 $57.090.00
S330.000.00 $421.655.00
CITY OF EULESS, TEXAS
DESCRIPTION:
DATED:
(ORIGINAL AMOUNT:
INTEREST RATES:
PAYABLE FROM:
AUTHORITY:
'PAYING AGENT:
'BOND NUMBERS:
(OPTION DATE:
BOND
NUMBER
1993 21-30
1994 31-40
1995 41-50
1996 51-65
1997 66-80
1998 81-95
1999 96-110
2000 111-130
2001 131-150
2002 151-170
2003 171-195
2004 196-220
2005 221-245
2006 246-270
2007 271-300
TOTAL
CERTIFICATES OF OBLIGATION, SERIES 1989
MAY 1, 1989
$1.500,000
BOND NOS. 1 THRU 10 @ 6.750%, 11-20 @
6.800%, 21-30 @ 6.850%, 31-40 @ 6.900%,
41-65 @ 7.000%, 66-80 @ 7.050%, 81-95
@ 7.100%, 96-110 @ 7.125%. 111-130 @
7.150%, 131-150 @ 7.200%, 151-170 @
7.250%, 171-195 @ 7.300%, 196-220 @
7.375%. 221-300 @ 7.400%
AD VALOREM TAXES AND WATER AND SEWER
(LIMITED PLEDGE) REVENUES
ORDINANCE NO. 1000, APRIL 25, 1989
TEXAS AMERICAN BANK. FORT WORTH, TEXAS
1-300 @ $5,000 EACH
MARCH 1, 1999
INTEREST PRINCIPAL
MARCH 1 SEPTEMBER 1 MARCH 1
$50.562.70
$48.850.20
$47,125.20
$45,375.20
$42,750.20
$40,106.45
$37,443.95 $34,771.75
$34,772.00 $31,196.75
$31,197.00 $27,596.75
$27,597.00 $23,971.75
$23,972.00 $19,409.25
$19,409.50 $14,800.00
$14,800.00 $10,175.00
$10,175.00 $5,550.00
$5,550.00 $0.00
$479.686.40 $429.120.05
245
TOTAL
REQUIREMENTS
$48,849.80 $50.000.00 $149,412.50
$47,124.80 $50,000.00 $145,975.00
$45,374.80 $50.000.00 $142,500.00
$42,749.80 $75,000.00 $163,125.00
$40,106.05 $75,000.00 $157,856.25
$37,443.55 $75,000.00 $152,550.00
$75,000.00 $147,215.70
$100,000.00 $165,968.75
$100,000.00 $158,793.75
$100,000.00 $151,568.75
$125,000.00 $168.381.25
$125,000.00 $159,209.50
$125,000.00 $149,975.00
$125,000.00 $140,725.00
$150,000.00 $155,550.00
$1,400,000.00 $2,308,806.45
DESCRIPTION:
DATED:
ORIGINAL AMOUNT:
INTEREST RATES:
CITY OF EULESS, TEXAS
CERTIFICATES OF OBLIGATION, 1990
AUGUST 1, 1990
$2,000,000
BOND NOS. 1 THRU 216 @ 6.80%, 217 THRU 244 @ 6.90%,
245 THRU 417 @ 7.00%
PAYABLE FROM: AD VALOREM TAXES AND WATER & SEWER
(LIMITED PLEDGE) REVENUE
'AUTHORITY: (RESOLUTION APPROVED 7-24-90
PAYING AGENT:
l
YEAR 'BOND #
1993 25-38
1994 39-53
1995 54-69
1996 70-86
1997 87-104
1998 105-123
1999 124-144
2000 145-166
2001 167-190
2002 191-216
2003 217-244
2004 245-274
2005 275-306
2006 307-341
2007
2008 379-417
TOTAL
342-378 S12,950
AMERITRUST, DALLAS.TX
INTEREST PRINCIPAL TOTAL
MARCH 1 SEPTEMBER 1 # MARCH 1 REQUIREMENTS
S64,998
$62,788
$60,408
S57,858
$55,138
$52,248
$49,188
$45, 788
S42,218
$62, 788
$60,408
$57,858
$55,138
$52, 248
$49,188
$45,788
$42,218
$38,308
S38,308 S34,058
$34,058 $29,400
$29,400 $24,325
$24,325 $18,900
S18,900 $12,950
$6, 650
$6.650 $0
$655, 223 $590, 225
S65,000
$70,000
$75,000
$80,000
$85, 000
$90,000
$100,000
$105,000
$1 15, 000
$125, 000
$135,000
$145,000
$155,000
$170,000
$180,000
$190,000
$1,885,000
$192,786
$193,196
$193,266
S192,996
$192, 386
$191,436
$194,976
$193,006
$195, 526
$197,366
$198 , 458
$198, 725
$198,225
$201,850
$199, 600
$196, 650
S3,130,448
CITY OF EULESS, TEXAS
DESCRIPTION: PUBLIC PROPERTY FINANCE CONTRACTUAL OBLIGATIONS,
SERIES 1992
DATED: MAY 27, 1992
ORIGINAL AMOUNT: $450,000
INTEREST RATES: BOND NOS. 1 THRU 33 @ 5.40%, 34 THRU 53 @ 5.450%
54 THRU 64 @ 5.60%. 65 THRU 99 @ 5.750%
PAYING AGENT: AMERITRUST TEXAS NATIONAL ASSOCIATION, DALLAS,TX
BOND NUMBERS: 1-99 @ $5,000 EACH
BOND INTEREST
NUMBER FEBRUARY 1 f AUGUST 1
1993 1-7 $16, 948
1994 8-15 $11,558
1995 16-24 $10,613
1996 25-33 $9,533
1997 34-43 $8,453
1998 44-53 $7,226
1999 54-64 $6,000
2000 65-75 $4,600
2001 76-87 $3,163
2002 88-99 $1,581
TOTAL $79,675
$11,558
$10,613
$9,533 $40,000
$8,453
$7, 226
$6, 000
$4,600
$3,163
$1,581
$0
$62, 727
PRINCIPAL
AUGUST 1
TOTAL
REQUIREMENTS,
$35,000 $63,506
$35,000 $57,171
$60,146
$40,000 $57,986
$45,000 $60,679
$45,000 $58,226
$50,000 $60,600
$50.000 $57,763
$55,000 $59,744
$55,000 $56,581
$450.000 $592,402
247
Water/Sewer Bonds
Composition of Debt Service
600
T
h
O
u
s
a
n
d
s
c I T
r O F
\ II)
0
300
200
100
1993 1997 2001
YEAR
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
TOTAL
1995
MN Interest
1999
Principal
2003
2005
CITY OF EULESS
DEBT SERVICE REQUIREMENTS
SUMMARY OF WATER AND SEWER SYSTEM REVENUE BONDS
INTEREST
$210, 366
$203,286
$186, 921
$170,205
$151,480
$132, 355
$111,641
S90,871
$68,625
$44,475
S19,575
$11, 025
$5, 625
51,406,450
PRINCIPAL
$305,000
$325, 000
$335,000
$365,000
$370,000
$395,000
$385,000
S415,000
$445, 000
$475, 000
$190, 000
$120,000
S125,000
S4,250,000
REQUIREM ENT
$515, 366
$528,286
$521, 921
$535, 205
$521,480
$527, 355
$496, 641
$505, 8711
$513, 6251
$519,475
$209, 575
$131,025
$130, 625
$5,656,450
CITY OF EULESS, TEXAS
DEBT SERVICE REQUIREMENTS
DESCRIPTION: WATER & SEWER SYSTEM REVENUE REFUNDING BONDS. SERIES 1967
DATED:
JANUARY 15, 1967
ORIGINAL AMOUNT: $2,200,000: WATERWORKS $1,295.000 - SANITARY SEWER $905,000
INTEREST RATES: BOND NOS. 1 THRU 440 @ 4.5%
PAYABLE FROM: WATER AND SEWER COLLECTIONS
AUTHORITY: ORDINANCE NO. 299, FEBRUARY 28, 1967
PAYING AGENT: BANKERS TRUST COMPANY, NEW YORK
BOND NUMBERS: 1-440 @ $5,000 EACH (ELIMINATE NOS. 61/65, 190/346)
OPTION DATE: 7-15-82/1-15-83 @ 104.00, 7-15-83/1-15-84 @ 103.00,
7-15-84/1-15-85 @ 102.00, 7-15-85/1-15-86 @ 101.00,
7-15-86 AND THEREAFTER @ 100.00
PARTIAL REDEMPTION SHALL BE IN INVERSE NUMERICAL ORDER
BOND INTEREST i PRINCIPAL TOTAL
NUMBER JANUARY 15 JULY 15 JULY 15 REQUIREMENTS
1993
1994
1995
1996
1997
1998
1999
2000
2001 --
2002 347-368
2003 369-391
2004 392-415
2005 416-440
TOTAL
$10,575.00 $10,575.00
$10,575.00 $10,575.00
$10,575.00 $10,575.00
$10,575.00 $10,575.00
$10,575.00 $10,575.00
$10,575.00 510,575.00
$10,575.00 $10,575.00
$10,575.00 $10,575.00
$10,575.00 $10,575.00
$10,575.00 $10,575.00
$8,100.00 $8,100.00
$5.512.50 $5, 512.50
$2,812.50 $2.812.50
$122,175.00 $122,175.00
$21,150.00
$21,150.00
$21,150.00
$21,150.00
$21,150.00
$21,150.00
$21,150.00
$21,150.00
$21.150.00
$110,000.00 $131,150.00
$115,000.00 $131,200.00
$120.000.00 $131.025.00
$125,000.00 $130,625.00
$470,000.00 $714.350.00
249
CITY OF EULESS, TEXAS
DESCRIPTION:
DATED:
DEBT SERVICE REQUIREMENTS
WATER & SEWER SYSTEM REVENUE BONDS, SERIES 1965
JULY 15, 1965
jORIGINAL AMOUNT: $3,600,000: WATERWORKS $2,1 15,000 - SANITARY SEWER $1,485,000
INTEREST RATES:
PAYABLE FROM:
AUTHORITY:
PAYING AGENT:
BOND NUMBERS: 1-720 @ $5.000 EACH (ELIMINATE NOS. 187/188, 268/299)
344/361, 474/478, 503/504, 571/574. 576/580. 621/720
OPTION DATE:
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
TOTAL
BOND
BOND NOS. 1 THRU 720 @ 4.5%,(5 1/2% THROUGH JULY 15, 1968)
WATER AND SEWER COLLECTIONS
ORDINANCE NO. 257, JULY 29, 1965
BANKERS TRUST COMPANY. NEW YORK
7-15-73/1-15-78 @ 103.00,7-15-78/1-15-83 @ 102.00.
7-15-83/1-15-88 @ 101.00, 7-15-88 & THEREAFTER @ 100.00
PARTIAL REDEMPTION SHALL BE IN INVERSE NUMERICAL ORDER
INTEREST
NUMBER JANUARY 15
313-336
337-343
362-387
388-414
415-443
444-473
479-502
505-536
537-570
75.581-60E
606-620
$30, 825.00
$28,125.00
$27, 337.50
$24.412.50
$21.375.00
$18.112.50
$14.737.50
$12.037.50
$8.437.50
$4.612.50
$1,687.50
S191,700.00
JULY 15
$30,825.00
$28,125.00
$27, 337.50
$24,412.50
$21,375.00
$18,112.50
$14, 737.50
$12,037.50
$8,437.50
$4.612.50
$1.687.50
$191.700.00
$1,370,000.00
PRINCIPAL
JULY 15
S 120,000.00
$35,000.00
$130,000.00
$135.000.00
$145,000.00
$150,000.00
$120,000.00
$160,000.00
TOTAL
REQUIREMENTS
$181,650.00
$91,250.00
$184, 675.00
$183,825.00
$187,750.00
$186,225.00
$149,475.00
$184,075.00
$170,000.00 $186.875.00
$130,000.00 $139.225.00
$75.000.00 $78,375.00
$1, 753,400.00
CITY OF EULESS. TEXAS
DEBT SERVICE REQUIREMENTS
DESCRIPTION: WATER & SEWER REVENUE BONDS, SERIES 1983
DATED: MAY 15, 1983
ORIGINAL AMOUNT: S3,000,000: WATERWORKS
INTEREST RATES:
BOND NOS. 1 THRU 65 @ 10.750%, 66-85 @ 10.250%, 86-105
@ 7.750%, 106-130 @ 8.000%, 131-155 @ 8.100%, 156-185 @
8.250 %, 186-235 @ 8.400%, 236-270 @ 8.500%, 271-310 @
8.600%, 311-350 @ 8.700%, 351-395 @ 8.8004/o, 396-600 @
9.000%
PAYABLE FROM: WATER AND SEWER COLLECTIONS
AUTHORITY: ORDINANCE NO. 737, APRIL 26, 1983
PAYING AGENT: BANKERS TRUST COMPANY, NEW YORK
BOND NUMBERS: 1-600 @ S5,000 EACH (ELIMINATE NOS. 186/600)
OPTION DATE: JULY 15, 1993
BOND INTEREST PRINCIPAL TOTAL
NUMBER JANUARY 15 JULY 15 JULY 15 REQUIREMENTS
1993 156-185 $0 80 $150,000 S150,000
TOTAL
*Refunded, See Series 1991
50 50 S150,000 $150,000
251
DESCRIPTION:
DATED:
ORIGINAL AMOUNT:
INTEREST RATES:
CITY OF EULESS, TEXAS
DEBT SERVICE REQUIREMENTS
WATERWORKS & SEWER SYSTEM REVENUE REFUNDING BONDS,
SERIES 1991
OCTOBER 1, 1991
$2, 335, 000
BOND NOS. 16 THRU 23 @ 4.80%.24 THRU 82 @ 5.10%
83 THRU 124 @ 5.30%,125 THRU 171 @ 5.50%,
172 THRU 217 @ 5.60%,218 THRU 267 @ 5.70%,
268 THRU 321 @ 5.80%, 322 THRU 373 @ 5.90%
374 THRU 477 @ 6.00%
BOND NUMBERS: 11-477 @ $5,000 EACH
OPTION DATE:
JULY 15. 1999
BOND INTEREST
NUMBER 1 JANUARY 15 JULY 15
1993 16-23
1994 24-82
1995 83-124
1996 125-171
1997 172-217
1998 218-267
1999 268-321
2000 322-373
20012001 374-429
2002 430-477
TOTAL
$63,783
$62,943
$55, 548
$50,115
$43, 790
$37,490
$30,508
$22,823
$15,300
$7,050
$389.350
PRINCIPAL
JULY 15
$63,783 $35,000 $162,566
TOTAL
REQUIREMENTS
$62,943 $290,000 $415,886
$55,548 $205,000 $316,096
$50,115 $230,000 $330.2301
$43,790 $225,000 $312,580
$37,490 $245,000 $319,980
$30,508 $265,000 $326,016
$22,823 $255,000 $300,646
$15,300 $275.000 $305,600
$7,050 $235,000 $249,100
$389,350 $2,260.000 1 $3,038,700
CITY OF EULESS, TEXAS
CONTRACTUAL OBLIGATION
WITH
TRINITY RIVER AUTHORITY
DESCRIPTION: TRINITY RIVER AUTHORITY OF TEXAS REVENUE BONDS, SERIES
1969-C, DATED AUGUST 1. 1969. (CITY OF EULESS, TEXAS WATER
PROJECT FUNDS)
ORIGINAL AMOUNT: S390,000
BOND NUMBERS: 1-78 @ $5,000 EACH
INTEREST RATES: BOND NOS. 1-7 @ 6.25% AND 8-78 @ 6.50%
PAYABLE FROM: WATER AND SEWER SERVICE REVENUES
AUTHORITY: CONTRACT DATE JULY 18, 1969 (ORDINANCE NO. 357)
OPTION DATE: AUGUST 1, 1989
BOND INTEREST PRINCIPAL TOTAL
NUMBER FEBRUARY 1 AUGUST 1 AUGUST 1 REQUIREMENTS
1993 40-43 $6,337.50
1994 44-47 $5,687.50
1995 48-51 $5,037.50
1996 52-56 $4,387.50
1997 57-61 53, 575.00
1998 62-66 $2,762.50
1999 67-78 $1.950.00
TOTAL $29,737.50
$6.337.50 520.000.00 $32.675.00
$5,687.50 $20,000.00 $31,375.00
$5,037.50 S20,000.00 $30,075.00
S4,387.50 $25,000.00 $33.775.00
$3,575.00 825,000.00 $32.150.00
S2.762.50 $25,000.00 $30,525.00
51.950.00 $60,000.00 $63,900.00
$29,737.50 $195,000.00 $254,475.00
* DO NOT ADD TO EULESS DEBT SUMMARY *
253
Drainage Utility Bonds
Composition of Debt Service
T
h
0
u
a
a
n
d
s
250
200
150
100
50
0
1993 1996 1997
1999 2001 2003 2006 2007
NM Interest
Principal
• New Program and Debt Schedule
• Payments allow 5-year Program Initiation
• Repayment structure based on 18 Years
• Repayment based on Current Rates
2009
i
i
i
i
CITY OF EULESS, TEXAS
DESCRIPTION: MUNICIPAL DRAINAGE UTILITY SYSTEM REVENUE BONDS,
SERIES 1991
DATED:
OCTOBER 1, 1991
ORIGINAL AMOUNT: $2.100.000
INTEREST RATES:
BOND NOS. 1 THRU 5 @ 4.750%, 6 THRU 11 @ 5.00%,
12 THRU 17 @ 5.20%, 18 THRU 23 @ 5.35%,
24 THRU 30 @ 5.50%, 31 THRU 51 @ 5.650%
52 THRU 73 @ 5.80%, 74 THRU 96 @ 5.90%
97 THRU 121 @ 6.00%, 122 THRU 148 @ 6.05%.
149 THRU 177 @ 6.10%,178 THRU 207 @ 6.20%
208 THRU 239 @ 6.30%, 240 THRU 274 @ 6.40%
275 THRU 311 @ 6.50%, 312 THRU 350 @ 6.60%
351 THRU 392 @ 6.650%, 393 THRU 437 @ 6.70%
BOND NUMBERS: 1-437 @ $5,000 EACH
[OPTION DATE: JULY 15, 1999
INTEREST
BOND
NUMBER
1993 1-5
1994 6-11
1995 12-17
1996 18-23
1997 24-30
1998 31-51
1999 52-73
2000 74-96
2001 97-121
2002 122-148
2003 149-177
2004 178-207
2005 208-239
2006 240-274
2007 275-311
2008 312-350
2009 351-392
2010 393-437
TOTAL
JANUARY 15
$65,404
$64, 810
$64,185
$63, 535
$62,866
$62, 041
$59,216
$56,171
$52, 926
$49, 326
$45, 394
$41,124
$36, 629
$31, 746
$26, 306
$20,456
$14,186
$7, 370
$823,691
JULY 15
$65.404
$64,810
$64,185
$63, 535
$62,866
$62, 041
$59, 216
$56,171
$52.926
$49. 326
$45.394
$41,124
S36,629
$31,746
$26,306
$20,456
$14,186
$7,370
$823,691
PRINCIPAL
JULY 15
$25.000
$25,000
$25,000
$25,000
$30,000
$100,000
$105,000
$110,000
$120,000
$130,000
$140,000
$145, 000
$155,000
$170,000
$180,000
$190, 000
$205.000
$220,000
$2,100.000
TOTAL
REQUIREMENTS
$155,808
$154,620
$153.370
$152,070
$155, 732
$224,082
$223,432
$222, 342
$225,852
$228.652
$230, 788
$227,248
$228,258
$233, 492
$232, 612
$230, 912
$233, 372
$234, 740
$3,747,382
255
I
"We're building a beautiful tomorrow"
PERSONNEL SUMMARIES
PERSONNEL COUNTS
01-10-11 CITY MNGR OFFICE
01-10-14 CITY SECRETARY
01-20-12 FINANCE/BUDGET
01-20-13 COURTS
01-20-16 DP
01-20-18 ACCOUNTING
01-20-19 PERSONNEL
01-30-45 PD ADMIN
01-30-46 PD PATROL
01-30-47 PD INVEST.
01-30-48 PD SERVICE
01-30-49 PD DETENTION
01-40-40 FD ADMIN
01-40-41 FD PARAMEDIC
01-40-42 FD SUPPRESSION
01-40-43 TRAINING/SAFETY
01-40-44 EDUC/PREVENT
01-50-35 ADMIN SRVCS
01-50-36 PURCHASING
01-50-37 FAC. MAINT.
01-60-23 FIRE MARSHALL
01-60-32 PLANNING
01-60-34 INSPECTIONS SRVCS
01-60-65 ENVIRON. HLTH
01-66-66 CITY ENGINEER
01-70-51 LEISURE SERVICES
01-70-52 PARKS
01-70-54 LIBRARY
01-80-33 STREET
02-20-70 WATER OFFICE
02-20-77 METER READING
02-60-76 UTIL. ENG.
02-66-66 CITY ENGINEER
02-80-71 WATER PROD.
02-80-72 WATER DIST.
02-80-73 SEWAGE & TREAT.
02-90-60 W & S NON-DEPT,
08-66-66 CITY ENGINEER
12-10-80 HOTEL/MOTEL
13-50-90 SERVICE CTR.
15-20-15 INSURANCE
17-50-17 RISK MNGMT
23-70-55 LEISURE SERVICES
24-30-45 DRUG FUND
30-20-30 CASH/DEBT MNGMT
TOTAL
FY 91 /92 FY 92/93
BUDGETED BUDGETED
1.5 1.5
2,0 2.0
2.0 2.0
6.0 7.0
0.5 0.5
2.0 2.0
3.0 3.0
4.0 4.0
35.0 39,0
14.0 12.0
18.0 17.0
10.0 11.0
3.0 3,0
9.0 9.0
33.0 33.0
1,0 1.0
1.0 1.0
1.0 1.0
1.5 1.5
6.0 6.0
2.0 2.0
2.0 2.0
5.0 6.5
4.0 4.0
0.5 0.5
5.0 5.0
16.0 16.0
8.0 General Fund 8.0 General Fund
11.0 207.0 11.0 211.5
4.0 4.0
4.0 4.0
2.0 2.0
1.5 2,0
5.0 6.0
7.0 7.0
6.OW&S 6.OW&S
7.0 36,5 8.0 39.0
1.0 1.0
0.5 0.5
3.0 4.0
2.0 2.0
1.0 1,0
1.0 1.0
0.0 1,0
1.0 1.0
253.0 262.0
1) Added 2 Traffic Officers and 1 Court Clerk funded by court fines.
2) Added 1 Drug Officer for Federal Task Force funded by seizures.
3) Added 1 Secretary from savings of Assistant to City Manager, (VACANT)
4) Moved a Part-time Mechanic to Full -Time $0 cost.
5) Added 1 maintenance worker to Utilities.
6) Froze position and removed funding for 1 Police Captain - CID.
7) Added 1 Inspector and moved 1 P-T Secretary to F-T, cut P-T position.
(Funded from Minimum Housing Program)
8) Added 1 Inspector Inspections Services F-T, cut P-T position for Bedford Health Inspections
257
PERSONNEL COUNTS BY FUND FY 92/93
FULL—TIME EMPLOYEES
211.50
39.00
0.50
1.00
4.00
2.00
1.00
1.00
1.00
1.00
262.00
GENERAL FUND
WATER & SEWER FUND
HOTEL/MOTEL FUND
CITY ENGINEER
SERVICE CENTER FUND
BENEFITS/INSURANCE FUND
RISK MANAGEMENT FUND
LEISURE SERVICES FUND
DRUG FUND
CASH MANAGEMENT FUND
TOTAL
Longevity
TMRS
Workers Comp
Health Insurance
Disability Insurance
Life Insurance
AID/D
Medicare Date
Medicare Cost
TOTAL
T.IIILL - 8/92 - PCOUNT2.WK1
01—Dec-91
11.17%
$78
$255
0.67%
(See Chart)
(See Chart)
01—Apr-86
1.45%
PART—TIME EMPLOYEES
68.00
8.50
2.00
1.00
0.00
0.00
0.00
0.00
0.00
78.50
$231,420
$884,058
$241,488
$789,480
$52,543
$34,980
$8,330
$55,442
$2.297.741
GENERAL FUND
WATER & SEWER FUND
HOTEL/MOTEL FUND
SERVICE CENTER FUND
BENEFITS/INSURANCE FUND
RISK MANAGEMENT FUND
LEISURE SERVICES FUND
DRUG FUND
CASH MANAGEMENT FUND
TOTAL
FY 91/92
COUNT
FY 92/93
COUNT
DEBT
NEAR
PLAN
TYPE
CITY MANAGERS OFFICE 1
0.5 0.5
1.0 1.0 1
1.5 1.5 I
0.5
1.0
1.5
0.5
1.0
1.5
01-10-11
01-10-11
01-10-11
01-10-11
I CITY SECRETARY
1.0 1.0 01-11-14
1.0 1.0 01-11-14
2.0 2.0
0.0 I
0.0 01-11-14
FINANCE/BUDGET
0.5
0.5
1.0
2.0
0.5
0.5
1.0
2.0
01-20-12
01-20-12
01-20-12
0.0 1 0.0 101-20-12
I COURTS
1.0
1.0
1.0
1.0
2.0
6.0
0.0
I DATA PROCESSING
0.5 I
1.0 01-20-13
1.0 01-20-13
1.0 01-20-13
1.0 01-20-13
3.0 01-20-13
7.0
E
E
T
T
Full Time Employees
City Manager
Asst. City Manager
Part Time Employees
Public Relations Coordinator
Receptionist
Full Time Employees
E j City Secretary
O I Records Mnamt Coordinator
0.5 1 01-20-13
0.5 01-20-16
E
P
0
Part Time Employees
None
Full Time Employees
Director of Finance
Accountant I
Administrative Secretary
Part Time Employees
None
Full Time Employees
E City Judge
M Municipal Court Mgr
S Police Officer
O Clerk III
O Clerk I
Part Time Employees
T I Clerk I
Full Time Employees
M 1 Data Processing Manager
1.0 I 1.0 101-20-16 I T
ACCOUNTING
0.5
0.5
1.0
2.0
0.5 01-20-18
0.5 01-20-18
1.0 01-20-18
2.0
0.5 I 0.5 1 01-20-18
M
O
0
Part Time Employees
Clerk I
Full Time Employees
Accounting Manager
Clerk III
Clerk I
Part Time Employees
T I Clerk I
259
IFY 91/92 FY 92/93
COUNT COUNT
D E?T
N R
PLAN
TYPE
JOB TITLE
PERSONNEL
1.0
1.0
1.0
0.0
3.0
J
1.0 01-20-19
1.0 01-20-19
0.0 01-20-19
1.0 01-20-19
3.0
0.0 1 0.0 101-20-19
PD ADMINISTRATION I
1.0 1.0
1.0 1.0
1.0 1.0
1.0 1.0
4.0 1 4.0 I
PD PATROL
1.0
1.0
4.0
27.0
1.0
34.0
0.0
12.5
12.5
1 PD INVESTIGATION
01-30-45
01-30-45
01-30-45
01-30-45
1,0 01-30-46
1.0 01-30-46
4.0 01-30-46
32.0 01-30-46
1.0 01-30-46
39.0
1.0 01-30-46
11.5 01-30-46
12.5
1.0
1.0
1.0
10.0
1.0
14.0
I PD SERVICE
1.0
1.0
1.0
9.0
1.0
1.0
4.0
18.0
4.0
PD DETENTION
1.0
9.0
10.0
1.0
1.0
1.0
18.0
1.0
22.0
01-30-47
01-30-47
01-30-47
01-30-47
01-30-47
1.0 01-30-48
1.0 01-30-48
1.0 01-30-48
9.0 01-30-48
1.0 01-30-48
1.0 01-30-48
3.0 01-30-48
17.0
4.0 ! 01-30-48
1.0 01-30-49
10.0 01-30-49
11.0
Full Time Employees
M Personnel Manager
O Office Tech
O Clerk I
O Secretary I
Part Time Employees
T None
Full Time Employees
E Police Chief
E Assistant Police Chief
P Police Sergeant
O Administrative Secretary
E
P
P
S
0
T
T
Full Time Employees
Police Captain
Police Lieutenant
Police Sergeant
Police Officer
Secretary
Part Time Employees
Head School Crossing Guard
School Crossing Guard
Full Time Employees
M Police Captain
P Police Lieutenant
P Police Sergeant
S Police Officer
O Secretary I
Full Time Employees
M Police Captain
P Police Sergeant
O Communication Supt
O Dispatcher
O Office Supervisor
O Secretary II
O Clerk I
Part Time Employees
T Clerk I
0
Full Time Employees
Police Sergeant
Public Service Officer
1
IFY 91/92
COUNT
FY 92/93
COUNT
DEPT
NBR
PLAN
TYPE
FD ADMINISTRATION
1.0 1.0
1.0 1.0
1.0 1.0
3.0 3.0
01-40-40
01-40-40
01-40-40
E
M
0
Full Time Employees
Fire Chief
Assistant Fire Chief
Administrative Secretary
Part Time Employees
1.0 1 1.0 1 01-40-40 1 T 1 Clerk I
FD PARAMEDIC I Full Time Employees
9.0 I 9.0 f 01-40-41 j S 1 Fire Fighter - Paramedic
1 FD SUPPRESSION 1 Full Time Employees
3.0 3.0 01-40-42 M Battalion Chief
3.0 3.0 01-40-42 P Fire Captain
6.0 6.0 01-40-42 P Fire Lieutenant
21.0 21.0 01-40-42 S Fire Fighter
33.0 33.0 1
FD TRAINING/SAFETY _ Full Time Employees
1.0 I 1.0 01-40-43 T P J Fire Lieutenant
FD EDUCATION/PREVENTION Full Time Employees
1.0 1 1.0 101-40-44 P I Fire Lieutenant
ADMINISTRATIVE SERVICES
1.0 1.0 1 01-50-35 E
Full Time Employees
Director of Admin Srvcs/Director of
Economic Development
Part Time Employees
1.0 1 1.0 1 01-50-35 1 T I Clerk I
PURCHASING
0.5
1.0
1.5
0.5
1.0
1.5
01-50-36
01-50-36
0
Full Time Employees
Purchasing Manager
Clerk III
1 FACILITIES MAINTENANCE Full Time Employees
1.0 1.0 01-50-37 M Facility Supt
2.0 2.0 01-50-37 0 Field Tech II
0.0 1.0 01-50-37 0 Building Maint Worker
3.0 2.0 01-50-37 0 Field Tech
6.0 6.0
FIRE MARSHAL I _
1.0 1.0 01-60-23
1.0 1.0 I 01-60-23
2.0 2.0 I
Full Time Employees
M Fire Marshal
0 Fire Inspector III
261
IFY 91/92
COUNT
FY 92/93
COUNT
DEPT
NBR
PLAN
TYPE
JOB TITLE
I PLANNING
1.0 1.0 01-60-32
1.0 1,0 01-60-32
2.0 2.0
0
Full Time Employees
Assistant Development Director
Office Supervisor
INSPECTIOy SERVICES Full Time Employees
1.0 1.0 01-60-34 E Director of Development
1.0 1.0 01-60-34 M Assistant Building Official
1.0 2.0 01-60-34 0 Inspector II
0.0 1.0 01-60-34 0 Inspector 1
2.0 1.5 01-60-34 0 Secretary I
5.0 6.5
1.0
Part Time Employees
1.0 01-60-34 T Zoning Inspector
ENVIRONMENTAL HEALTH
1.0
1.0
2.0
4.0
0.0
0.0
0.0
1.0
1.0
2.0
4.0
1.0
1.0
2.0
01-60-65
01-60-65
01-60-65
01-60-65
01-60-65
CITY ENGINEER 1
0.5 i 0.5 01-66-66
LEISURE SERVICES
1.0
2.0
3.0
6.0
8.0
0.0
0.0
8.0
1.0
2.0
2.0
5.0
6.0
1.0
1.0
8.0
PARKS
1.0
1.0
1.0
0.0
2.0
1.0
1.0
6.0
3.0
16.0
1.0
1.0
1.0
1.0
2.0
1.0
1.0
5.0
3.0
16.0
01-70-51
01-70-51
01-70-51
01-70-51
01-70-51
01-70-51
M
0
0
T
T
Full Time Employees
Environmental Health Mngr
Inspector II
Animal Control Officer
Part Time Employees
Animal Control Officer
Field Tech I
Full Time Employees
E City Engineer
M
P
P
T
T
T
Full Time Employees
Park/Leisure Srvcs Mngr
Leisure Services Coor
Leisure Service Proq (111
Part Time Employees
Building Attendant
Secretary
Public Relations Coor
Full Time Employees
01-70-52 E Director of Community Srvcs
01-70-52 M Park Supt
01-70-52 P Horticulturist 11
01 -70-52 P Horticulturist I
01-70-52 0 Foreman
01-70-52 0 Nursery Specialist
01-70-52 0 Equipment Operator
01-70-52 0 Field Tech II
01-70-52 0 Field Tech I
Part Time Employees
4.0 3.0 01-70-52 T Field Tech II
2.0 3.0 01-70-52 T Field Tech I
6.0 6.0
IFY 91/92
COUNT
FY 92/93
COUNT
IDEFT
N(R
PLAN
TYPE
JOB TITLE
I SWIMMING POOL 1
1.0 1.0 01-70-53
1.0 1.0 01-70-53
3.0 3.0 01-70-53
14.0 14.0 01-70-53
4.0 4.0 01-70-53
23.0 I 23.0
I LIBRARY
1.0
1.0
4.0
1.0
1.0
8.0
5.0 I
1.0
1.0
4.0
1.0
1.0
8.0
1
01-70-54
01-70-54
01-70-54
01-70-54
01-70-54
5.0 101-70-54 I
ISTREETS
1.0
2.0
5.0
3.0
11.0
2.0 I
1.0 ' 01-80-33
3.0 01-80-33
4.0 01-80-33
3.0 01-80-33
11.0
2.0 101-80-33
I WATER OFFICE
1.0
1.0
2.0
4.0
1.0 02-20-70
1.0 02-20-70
2.0 02-20-70
4.0 I
0.0 1 1.0 102-20-70
II METER READING
1.0
3.0
4.0
1.0
3.0
4.0
Part Time Employees
T Manager
T Asst. Manager
T Head Life Guard
T Life Guard
T Swimming Pool Cashier
M
P
P
0
0
Full Time Employees
Library Manager
Assistant Library Manager
Librarian
Secretary II
Clerk II
Part Time Employees
T [ Library Aide
Full Time Employees
O Foreman
O Equipment Operator
O Field Tech II
O Field Tech I
Part Time Employees
T I Field Tech I
M
O
O
Full Time Employees
Water Office Manager
Clerk III
Clerk I
Part Time Employees
T I Clerk I
02-20-77 0
02-20-77 0
UTILITY ENGINEERING
1.0 1.0 02-60-76
1.0 1.5 02-60-76
2.0 2.5
0.0
0.0
1 CITY ENGINEER
0.5
1.0
1.5
1.0
1.0
0.5
1.0
1.5
02-60-76 1-
02-66-66
02-66-66
Full Time Employees
Field Tech II
Field Tech I
Full Time Employees
M GIS Manager
O Secretary I
Part Time Employees
T GIS Intern
Full Time Employees
E City Engineer
O Inspector II
263
IFY 91/92
COUNT
FY 92/93
COUNT
DEPT I PLAN
NBR I TYPE
JOB TITLE
I WATER PRODUCTION I Full Time Employees
1.0 1.0 02-80-71 E Director of Public Works
1.0 1.0 02-80-71 M Street Supt
1.0 1.0 02-80-71 0 Foreman
1.0 1.0 02-80-71 0 Field Tech II
1.0 1.0 02-80-71 0 Administrative Secretary
0.0 1.0 02-80-71 0 Field Tech I
5.0 I 6.0
02-80-71
Part Time Employees
T I Field Tech
I WATER DISTRIBUTION I Full Time Employees
1.0 0.0 02-80-72 0 Foreman
2.0 3.0 02-80-72 0 Equipment Operator
3.0 3.0 02-80-72 0 Field Tech II
1.0 1.0 02-80-72 0 Field Tech I
7.0 7.0
2.0 I 2.0
I SEWAGE & TREATMENT
0.0 1.0
1.0
1.0
4.0
6.0
2.0
1.0
2.0
6.0
2.0 I 2.0
Part Time Employees
02-80-72 T ; Field Tech I
Full Time Employees
02-80-73 0 Foreman
02-80-73 0 Equipment Operator
02-80-73 0 Field Tech II
02-80-73 0 Field Tech I
Part Time Employees
02-80-73 T 1 Field Tech I
I W & S NON -DEPARTMENTAL 1 Full Time Employees
0.5 0.5 02-90-60 E City Manager
0.5 0.5 02-90-60 E Director of Finance
0.5 0.0 02-90-60 E Director of Economic Development
0.0 1.0 02-90-60 E Administrative Assistant
0.5 0.5 02-90-60 M Accounting Manager
0.5 0.5 02-90-60 M Data Processing Manager
0.5 0.5 02-90-60 M Purchasing Manager
0.5 0.5 02-90-60 P Accountant I
1.0 1.0 02-90-60 0 Executive Secretary
1.0 1.5 02-90-60 0 Administrative Secretary
0.5 0.5 02-90-60 0 Clerk III
1.0 1.0 02-90-60 0 Clerk II
7.0 8.0
0.5
1.0 I
1.5
0.5 02-90-60 T
1.0 02-90-60 T
1.5
CITY ENGINEER
1.0
1.0 08-66-66
Part Time Employees
Clerk l
Administrative Secretary
Full Time Employees
M Assistant City Engineer
IFY 91 /92 FY 92/93
COUNT I COUNT
HOTEL/MOTEL
0.5 I 0.5
0.5
1.0
0.0
1.5
I SERVICE CENTER
1.0
1.0
1.0
0.0
3.0
1.0
1.0
2.0
0.5
1.0
0.5
2.0
J
DEPT
NER
12-10-80
12-10-80
12-10-80
12-10-80
1.0 13-50-90
1.0 13-50-90
1.0 13-50-90
1.0 13-50-90
4.0
1.0
0.0
1.0
INSURANCE
1.0
1.0
2.0
13-50-90
13-50-90
1.0 15-20-15
1.0 15-20-15
2.0
RISK MANAGEMENT
1.0 ,.
1.0
LEISURE SERVICES
1.0 I
!DRUG FUND
0.0 1
1.0
1.0
17-50-17
23-70-55 I
24-30-45
[CASH/DEBT MANAGEMENT
1.0 I 1.0 1 30-20-30
PLAN
TYPE
0
T
T
T
JOB TITLE
Full Time Employees
Administrative Secretary
Part Time Employees
Public Relations Coordinator
Admin Intern II
Admin Intern I
Full Time Employees
M Fleet Maint Supt
O Mechanic III
O Mechanic II
O Mechanic I
T
T
Part Time Employees
Clerk I
Field Tech I
Full Time Employees
Benefit/Insurance Manager
Office Tech
Full Time Employees
M I Risk/Safety Manager
Full Time Employees
P I Leisure Service Prog (I)
Full Time Employees
S I Police Officer
Full Time Employees
I Cash/Debt Manager
265
20-
CITY OF EULESS
Turnover By Job Family
1985
1987
Office/Technical
Fire/Police
1989
1991
Maintenance
Professional
cPIY OF EVLESS
TURNOVER BY JOB FAMILY
FISCAL YEARS 1987 through JUNE 1992
9/30 9/30 9/30 9/30 9/30 6/92
87 88 89 90 91 92
OFFICE & TECHNICAL
Accountant II 1
Account Clerk 1 2
Administrative Secretary 2 1
Clerk Typist (Clerk I) 1 4 3 4 1
Clerk Typist II (Clerk II)
Deputy City Secretary 1
Dispatcher 2 3 3 2
Inspector 2 1 1
Leisure Services Coordinator 1
Office Supervisor 1
Office Technician 1
Personnel Technician 1 1
Public Service Officer 2 2 1 3 2 2
Receptionist 1
Records Clerk 3 1 1 1 3 1
Secretary 1 1 1 1
Secretary II 1
Senior Citizen Coordinator 1
TOTAL OFFICE & TECHNICAL 11 10 10 16 13 9
MAINTENANCE
Animal Control Officer 4
Equipment Operator 3 1
Foreman 1
Horticulturist (Nurseryman) 1 1
Field Tech I 13 4 4 3 4 3
Field Tech II 1 1 2 2
Mechanic I 1 1
Senior Mechanic 1
Meter Reader 1
Water Production Specialist 1
TOIALMAINIENANCE 15 4 13 9 7 5
267
Turnover Analysis by Job Family as of June 30, 1992 Page 2
POLICE & F RE
Police Officers
Firefighters
TOTAL POLICE & FIRE
emirr...lrLriiL
9/30 9/30 9/30 9/30 9/30 9/30
87 88 89 90 91 92
2 3 2 3 2 2
1 4 3 1 1 1
3 7 5 4 3 3
Activity Leader I 1
Activity Leader II 1 1
Assistant City Engineer 1
Assistant Police Chief 1
Police Captain 1
Engineering/GIS Analyst 1
Fire Lieutenant 1
Leisure Services Coordinator
Police Sergeant 2
'IVPAL rriur zoolkssra.. 4 1 2 2 1 1
MANAGERIAL
Service Center Manager 1
City Engineer 1
Project Engineer (Asst. City Engineer) 1
2 1
All�r,��aATICN
City Secretary 1
Director of Administrative Services 1
Director of Personnel 1
Economic Development Director 1
ZVPAL ADMINISTRATION 3 1
TOTAL .... 10 „ u m 33 22 30 36 25 19
10174L Imo, Sr r. EMPLOYEES 244 238 251 252 252 252
.r . uiw. RATE: 14% 9% 12% 14% 10% 8$
*Rates based a1 Fiscal Years G..laul,c:,_ 1, 1986 through S.. , t � , . Lr . 30, 1991
1992 turnover rate based on GUAlm .. 1, 1991 through June 30, 1992
APPENDIX
GLOSSARY OF TERMS
t
ACTIVITY: A service performed by a department or division.
AD VALOREM TAX: A tax computed from the aLutced
valuation of land and improvements
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 authonty for officials
to obligate and expend resources.
jkSSF.TS: Resources owned or held by the Gty which have
monetary value.
BUDGET: The City's financial plan for a specific fiscal year
that contains both the estimated revenues to be received during
the ycar and the proposed expenditures to be incurred to
achieve stated objectives
BUDGETARY CONTROL The control or management of
the organization in accordance with an approved budget for thc
purpose of keeping expenditures within the limitations of
available appropnations and revenues.
I3UDGVT 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 dunng
the fiscal year.
CAPITAL EOUTPMENT: See Capitalization Policy.
DEBT SERVICE FUND: A fund used to account for the
monies set aside for the payment of interest and pnncipal to
holders of the City's general obligation and revenue bonds, the
sale of which finances long-term capital improvements, such as
facilities, streets and drainage, parks and water/wastewater
systems.
DEPARTMENT: A functional unit of the City containing one
or more divisions or activities
ENCUMBRANCES: Obligations in thc form of purchase
orders, contracts or salary commitments which are chargeable
to an appropnation and for which a part of the appropnation is
reserved. When paid, the encumbrance is liquidated.
ENTERPRISE FUND: A fund established to account for
operations that arc financed and operated in a manner similar
to pnvate 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 financcd or
recovered primanly through user charges.
FXPF_NDr1URFS. The cost of goods received or services'
rendered whether cash payments have been made or
encumbered.
FUND: A fiscal and accounting entity with a self-halancing sct
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 thc
purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restnctions,
or limitations.
FLINT) TIATANCE: The excess of a fund's current assets over
its current liabilities; sometimes called working capital in
enterpnse funds. A negative fund balance is often referred to
as a deficit.
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 tax supported.
GF.NFRAT, OBLiGATTON DEBT: Monies owed on interest
and pnncipal to holders of the City's general obligation bonds.
The debt is supported by revenue provided from rcai property
which is assessed through the taxation power of the local
governmental unit.
GRANT -FUNDED PROGRAM: Any program requiring any
amount of State and/or Federal funds_
INTERNAL SERVICE RIND: A fund used to account for
the financing of goods or services provided try one Gty
department or cost center to other departments, on a cost -
reimbursement basis.
LIABTi.ITTES: Dcbt or other legal obligations arising out of
transactions in the past which must be liquidated, renewed, or
refunded at some future date. This tern dots not include
encumbrances.
OBJECT: As used in expenditure classification, this term
applies to the article purchased or the service obtained (as
distinguished from the results obtained from expenditures).
OBJECT CLASS: Expenditure classification according to the
types of items purchased or services objtained; for example,
personal services, materials, supplies, and equipment.
OPERATING BUDGET: Plans of current expenditures and
the proposcd means of financing them. The annual operating
budget is thc 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.
PERFORMANCE MEASURES: Specific quantitive measures
of work performed within an activity or program. They may
also measure results obtained through an activity or program.
POSITION: A full-time employee working at least 40 hours
per week_
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 restncted 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
eontnbutions, and residual equity transfers.
SUPPi.EMENTAL REOUEST: A request to budget an
activity at a level above current service levels in order to
achieve increased or additional objectives.
TAX RATE: A percentage applied to all taxable property to
raise general revenues. It is denvcd by dividing the total tax
levy by thc taxable net property valuation.
TAXES: Compulsory charges levied by a government for the
purpose of financing seances performed for the common
benefit.
A -I
CAPITALIZATION
Factors to be considered in determining items to be capitalized are as follows:
1. The expected normal useful life is one year or more.
2. The item has a unit cost of $500.00 or more. Unit cost should include any charges for freight
or installation. Exceptions to the above guidelines which are not required to meet a minimum
amount of $500.00.
A. Office Furniture
B. Library Books
3. The item is not consumed, unduly altered, or materially reduced in value immediately by use.
4. The item is such that it is normally used in sets, or multiple units which as a collective unit,
has a total value in excess of that established as the minimum and which otherwise satisfy
requirements of a fixed property, e.g., set of tools, dishes.
Factors to be considered in determining items which should be excluded from capitalization are as
follows:
1. Item is such that it requires regular replacement because of rapid wear.
2. Item is such that one-time use of it will destroy the item for further usefulness.
3. Items which are installed or otherwise added to an existing fixed asset where such additions
are required merely to return the item to a functioning product, e.g., engine overhauls,
replacement of typing element or electric typewriters, replacement of lens in camera of closed
circuit TV units in Police Department.
A- 2
1
Chart of Accounts
Funds - Governmental accounting systems should be organized and operated on a
fund basis (_ _ - XX - XX-XXXX)
*A11 of a governments individual funds are classified by category and then
fund type within each category. There are four categories:
-Governmental - The funds through which most government functions typically
are financed.
1.)General fund
2.)Special revenue funds
3.)Capital projects funds
4.)Debt service funds
- Proprietary funds - The funds used to account for government activities that
are similar to business operations in the commercial
sector or the funds used when the reporting focus is on
determining net income, financial position and changes in
financial position.
5.)Enterprise funds
6.)Internal service funds
- Fiduciary funds - The funds used to account for assets held by the government
as trustee or agent.
7.)Trust and agency funds
-Account groups - The Category used to record and control a government's
general fixed assets and the unmatured principal of its
general long-term liabilities.
8.)General fixed assets
9.)General long-term debt
Departments - Director designated level (XX-_ _-XX-XXXX)
Activities - Manager designated level (XX-XX- -XXXX)
Balance Sheet - Assets, Liabilities, and Fund Equity of the City
(XXX-00-00-XXXX)
Revenues - Monies received for the City (XX-00-00-XXXX)
CIP - Capital improvement expenditures (XX-XX-XX-
Line
Item Expenditures - Detail Costing (XX-XX-XX- )
A-3
The City of Euless - A Conversion Chart
General Fund:
General Fund - Emergency
General Fund - Contingency
Special Revenue Funds:
Hotel -Motel Tax Fund
Police Drug Acct/D.E.A. Awards
Capital Improvement Projects:
Street & Drainage Assessments
Parks & Recreation
Developer's Escrow Fund
Streets & Drainage 90 Certificate of Obligation Fund
Park Improvements 90 Certificate of Obligation Fund
Fire Department 90 Certificate of Obligation Fund
Drainage Utility
Equipment Certificate
Debt Service Fund:
Debt Service General Obligation
Enterprise Funds:
Water & Sewer Fund
Water & Sewer Fund - Emergency
Capital Projects Water & Sewer
Drainage Utility
Service Center Fund
Water & Sewer Impact Fees Fund
Recreation Classes Fund
Debt Service Water & Sewer (Clearing)
Drainage Utility
Internal Service Funds:
Equipment Replacement Fund
Health Insurance Fund
Workers Comp/Risk Management
Investment Fund
Trust and Agency Fund:
General Fixed Assets:
General Long -Term Debt:
01
18
19
12
24
05
10
09
26
27
28
39
20
04
02
06
08
29
13
40
23
44
29
21
15
17
30
07 (clearing)
Not on books
Not on books
FUNDS
(_ _ xx-xx-xxxx)
01 General Fund
02 Water & Sewer Fund
04 Debt Service General Obligation
05 Street & Drainage
06 Emergency Fund Water & Sewer
07 Trust & Agency
08 Capital Projects Water & Sewer
09 Developer's Escrow Fund
10 Park & Recreation
11 Consolidated Cash
12 Hotel -Motel Tax Fund
13 Service Center Fund
15 Insurance Fund
17 Workers Compensation Insurance
18 General Fund - Emergency
19 General Fund - Contingency
20 Equipment Certificates Fund
21 Equipment Replacement Fund
23 Recreation Classes Fund
24 Police Drug Acct/D.E.A. Awards
26 Streets & Drainage 90 Certificate of Obligation Fund
27 Park Improvements 90 Certificate of Obligation Fund
28 Fire Department 90 Certificate of Obligation Fund
29 Drainage Utility
30 Investment Fund
39 Drainage CIP
40 Water & Sewer Impact Fees Fund
44 Transfer to Water/Sewer Debt Service
DEPARTMENTS
10 City Manager/City Council
20 Finance
30 Police
40 Fire
50 Administrative Services
60 Planning/Development
66 Engineering
70 Community Services
80 Streets & Utilities
90 Non -Department
ACTIVITIES
00 1990 Funding CIP
01 1991 Funding CIP
02 1992 Funding CIP
08 Construction
10 City Council
11 Administration
12 Finance
13 Municipal Courts
14 City Secretary
15 Insurance
16 Data Processing
17 Risk Management
18 Accounting
19 Personnel
23 Fire Marshall
29 Drainage Utility
30 Cash Management
32 Planning/Development
33 Street Maintenance
34 Inspection Service
35 Administrative Services
36 Purchasing
37 Facility Maintenance
39 Recycling
40 Fire - Administration
41 Fire - Emergency Medical Service
42 Fire - Suppression
43 Fire - Train/Safety
44 Fire - Education/Prevention
45 Police - Administration
46 Police - Patrol
47 Police - CID
48 Police - Service
49 Police - Detention
51 Recreation
52 Parks
53 Swimming Pools
54 Library
60 Non -Departmental
65 Environmental
66 City Engineering
70 Water Office
71 Water Production
72 Water Distribution
73 Sewer & Treatment
76 Utility Engineering
77 Meter Reading
80 Hotel/Motel
90 Service Center
92 Motor Pool/Replacement
(xx-xx-_ _ �oox )
BALANCE SHEET (1000 - 3000)
1000
Assets
l0xx Equi
1100
1200
1300
ty xx Fund
1110 Consolidated Cash - A/P Clearing
1111 Cash Equity - Deposit
1115 Cons Cash - Restricted
1119 Cash - Landmark Bank
1120 Petty Cash
1121 C - NY Dep
1122 C - Res
1123 C - PSP
1125 PCA
1130 Investments
1131 Investments -
1132 Investments -
1133 Investments -
1150 Taxes Receivable -
1151 Allowance - Uncollectible
1160 Due from Tax Collector
1165 Debt Service
].170 Taxes Receivable - Delinquent
1171 Allowance - Uncollectible Delinquent
1181 Accrued Interest Receivable
1182 Investment Premium/Discount
(xx-00-00-
W & S
NY Bonds - Dep
Res
PSP
Current
City
1210 Tax Liens Receivable
1211 Allowance - Uncollectible Tax
1220 Deposits
1250 Accounts Receivable - Water
1251 Allowance - Uncollectible Accounts
1252 Sales Tax A/R & Cols On Garbage
1253 Sales Tax in Garbage Service
1255 Penalties Billed
1260 Accounts Receivable - Ambulance
1265 Accounts Receivable - Building Permits
1270 Unbilled Accounts Receivable
1271 Allowance - Water/Sewer Accounts
1280 Drainage Accounts Receivable
1290 Mowing Liens
1291 Mowing - Culberson
1295 Repairs & Demolition Fund
Taxes
Taxes
Liens
Receivable
Receivable
1310 Special Assessments Receivable - Current
1311 Allowance C Special Assessments
1312 Paving Assess Receivable - N Main
1313 Reserve for Paving Assess Receivable
1330 Loans Receivable
1331 Employee Computers
1332 Travel Advances
- N Main
1350 Grants Receivable
1351 Civil Defense - Grant
1400 Interfunds
14xx Due from xx Fund
1450 Rent Receivable
1500 Inventories
1501 Garbage Bag Inventory
1502 Janitorial Supplies
1503 Miscellaneous Supplies
1504 Office Supplies
1520 Asphalt - Cold
1521 Asphalt - Liquid
1522 Cement
1523 Asphalt - Hot
1524 Redimix
1540 Prepaid
1550 Deferred Charges
1551 Deferred Revenue
1600
1610 Land
1620 Buildings
1621 Accumulated Depreciation - Building
1630 Equipment
1631 Accumulated Depreciation - Equipment
1640 Plant
1650 Construction in Progress
1700 Other Assets
1791 Amortized Receivable From General Fund
1800
1801 Amount Available - General Long -Term Debt
1802 Amount Provided - General Long -Term Debt
1900 Suspense(Clearing Account)
1921 Interfund Charge - Recreation Program
1923 Interfund Charge - DEA
2000 Liabilities
2100
2110 Vouchers Payable - Clearing
2115 Customer Deposit
2116 Customer Deposit - Current
2120 Accounts Payable
2125 Premium Collected/Employee
2130 Compensated Absence Pay
2135 Cash Escrows - Outside
2136 Cash Escrows - Bonds - Euless
2137 Court Refunds Payable
2138 Municipal Court - State Surtax
2140 Claims & Judgements
2150 Contracts
2151 Contracts - TRA Sewer Refund
A-9
2156 Retainage
2170 MC -Comprehensive Rehabilitation-5.00 DL
2171 No Insurance Tax - $75
2172 Crime Victims Tax - 12 + 3
2173 MC -Refunds Payable -Deleted
2174 MC -Criminal Justice Plan Fund 5.00 Deleted
2175 MC -Law Enforcement officer Standards & Education 1.00
2176 MC -Judicial & Court Personnel Training-1.00
2177 MC -Law Enforcement Management-Institute-.50
2178 MC -General Revenue -State Revenue Fund-2.50
2181 Accrued Interest Payable - Miscellaneous
2186 Work Comp Accrual
2187 Claims Accrual
2200 Payroll Liability - End of Year Accrual
2210 Withholding Taxes Payable
2220 Retirement - Employee
2221 Retirement - City
2230 Flex Plan - Medical
2231 Flex Plan - Child Care
2240 Deferred Compensation
2241 Deferred Compensation Pt
2250 Depreciation Reserve
2255 Reserve For Dev Contributed Capital
2260 Bad Debt Reserve
2261 Medicare - City
2270 Child Support
2271 IRS Reimbursement - Garnishment
2272 Employee Loan Payment
2273 United Way
2274 City Retirement Reimb - Norwood
2278 United Way
2280 U S Savings Bonds
2281 Credit Union
2291 Insurance - Colonial
2292 Insurance - American Public
2293 Insurance - Group Life B
2294 Prepaid Legal Ins
2295 Insurance - Group Life A
2296 Safeguard Dental
2300
2310 Bonds Payable
2320 Interest Payable
2330 Accrued Interest Payable
2400 Interfunds
24xx Due to xx Funds
2460 Developers Contributions
2500
2550 Deferred Revenue
2600
2610 Auction - City Wrecker
2700 Other Liabilities
2701 Garbage Billing
2702 TCWD Payments
2703 City's Share - TCWD
2710 Police Cases
2792 Amortized Payable To W/S
2800 Betterment Fund
2801 Airport Donations
2810 Beautiful Euless Everyday
2820 Recycle
2830 Escrows
2831 Whitener Dr - Twin Creek
2832 Marlene Dr - Park Hill Addition
2833 Westpark Way - Park Hill Addition
2834 Harwood Rd - Ray Shelton TR 2
2835 Harwood Rd - Ray Shelton TR 6
2836 Harwood Rd - Harwood Crossing
2837 Harwood Rd - Newberry TR 6G
2838 Harwood Rd - L & N Consul
2839 Harwood Rd - Bear Creek Village
2840 FM 157 - Harwood Plaza Replat
2841 FM 157 C & G - Lakewood Addition
2842 FM 157 C & G - Park Addition
2843 FM 157 C & G - KWIK Change Addition
2844 FM 157 Bell RC L9 B3 L1 23 B4
2845 FM 157 Paving - Flory Addition L1 B1
2846 FM 157 Racetrac Addition L2 B A
2847 Vine Street - Vine Addition L2 B1
2848 Vine Street - Vine Addition L1 B1
2849 Vine Street - Vine Addition L3 B1
2850 Memorials
2851 Raider Dr - Bell Industrial
2852 Glade Rd - Glade Cross Addition
2853 Glade Rd - North Glade JV
2854 Glade Rd - Carlisle Pines
2855 Glade Rd - Quail Run Phase 2
2856 Glade Rd - Quail Run
2857 Glade Rd - Oak Hollow Addition
2858 Huffman Rd - MOMA Addition L1 B A
2859 Cheek Sparger - McCormick FM 2 & 3
3000
2860
2861
2862
2863
2864
2865
2866
2867
2868
2869
2870
2871
2872
2873
2874
2875
2876
2877
2878
2879
2880
2881
2882
2883
2884
2885
2886
2887
2888
2889
2890
2891
2892
2893
2894
2895
2896
2897
2898
2899
S
S
S
S
S
S
S
S
S
S
N
N
N
Baze
Baze
Baze
Baze
Baze
Baze
Baze
Baze
Baze
H 10 - Burgundy Tower
H 10 - Euless Gardens 2
H 10 - J W Lewellyn Addition
H 10 - Anderton Addition L1 B1
H 10 - Park Crest Moor Addition
H 10 - Ferguson Addition L1 B1
H 10 - Business Center
H 10 - S W Mills Addition L5 B2
H 10 - Baccarac Addition
H 10 - MOMA Addition L1 B A
Main - Main Cen Addition L2 BA
Main - Main Cen Addition Li BA
Main - Farmingdale Addition L1 & 2 BA
Dr - Carlisle Pines
Dr - Chelsea Park
Dr - Thousand Oaks
Dr - Homecraft
Dr - Quail Run
Dr - Mel Village Addition
Dr - Woodbury Forest Addition
Dr - Sunshine Meadows
Dr - Bear Creek Est PH III
S Airport & Pipeline Inter - AM
Vine St - Euless Gardens 2
S H 360 - Villages Bear L6 B11
Priest Lane - Woodbury Forest
Terra - Bear Creek Pkwy P & U
Mid Cities BV - Vill Bear Creek
Villages of Bear Creek - L2 B9
SWBMS Addition - L1 BA
S H 10 - J P Halford L2R
AL - KO Southwest Addition
Bell Ranch Ter 37R-39R, 41R-47R
Century Plz L2,3,4,B1 - Food Lion
Southern Mech Plumbing - Bond
JAS Robinson Evangelistic Assn
Albertson's in Colleyville
Texaco - SE Corner Ector & 183
Home Depot
The Enclave - Maint Bond
2900 Suspense
2901
Equity
3100 Fund
3120
3150
3151
3160
3170
3180
3190
3191
3192
Reconcile
Balance - Reserved
Fund Balance - Reserved
Fund Balance - Reserved
Fund Balance - Reserved
Fund Balance - Reserved
Fund Balance - Reserved
Fund Balance - Reserved
Fund Balance - Reserved
Fund Balance - Reserved
Fund Balance - Reserved
- Contingency
for Encumbrances
for Parking Lot
for Inventory
for Debt Service
for Parks & Recreation
for Capital Improvement Project
Equipment - General Fund
Equipment - Water/Sewer
3200 Fund Balance - Unreserved
3250 Fund Balance - Unreserved - Undesignated
3300 Contributed Capital - Government
3310 Contributed
3320 Contributed
3330 Contributed
3370 TRA'S
3371 TRA'S
3372 TRA'S
3373 TRA'S
3374 TRA'S
Capital
Capital
Capital
- Customer
- Developer
- Intergovernmental
3400 Retained Earnings -Reserved
3460 Retained Earnings - Reserved
3470 Retained Earnings - Reserved - Debt Service
3471 Retained Earnings - Reserved
3472 Retained Earnings - Reserved
3500 Retained Earnings - Unreserved
3700 Preaudit Closing
3800 Investment in General Fixed Assets
REVENUES (4000) (xx-00-00- _ _ _}
4000 Property Tax
4010 AV Taxes - Current
4020 AV Taxes - PY/Del
4030 AV Taxes - P & I
4040 AV Taxes - Attorney Cost
4100 Sales & Use Tax
4110 1% City Sales Tax
4120 Mixed Drink Tax
4130 Hotel/Motel Occupancy
4200 Franchises
4210 Electric
4220 Gas
4230 Telephone
4240 Sanitation
4250 Cable TV
4260 Taxi Cabs
4270 Bank
4280 In Lieu - Water & Sewer
4300 Charges for services - Parks/Recreation
4301 Concessions
4310 Swimming Pools
4350 Recreation Classes
4360 Athletics
4370 Memberships
4371 Weight Rooms
4372 Racquetball
4373 Daily Use
4380 Merchandise
4390 Video Games
4392 Discount Tickets
4395 Special Events
4400 Fines & Fees
4410 Municipal Court
4411 MC -Arrest Fee-5.00
4412 MC -Uniform Traffic Act-3.00
4413 MC -Child Safety -Cross Guard-20.00
4415 Municipal Administration Fee
4420 Texas Court Cost
4425 Warrant Fees
4430 Animal Shelter
4440 Library
4460 Ambulance
4470 Jail
4475 Police Reports
4480 Drainage Utility
4490 Jail Revenue
1
I 1
4500 License/Permits - Development
4510 Electric/Plumbing License
4520 Other Permits
4521 Permits - Grapevine Contract
4522 Fire Permits
4523 Health Permits
4524 Bedford Contract
4525 Minimum Housing
4530 Alcoholic Beverages
4540 Street Inspections
4550 Zoning & Platting Fees
4560 Sale of Maps/Codes
4570 Dog License
4580 Building Permits
4590 Peddlers Permits
4600 Miscellaneous
4610 Interest Revenue
4620 Miscellaneous
4625 Concessions
4630 Rental Income
4635 Tower Rental
4640 Special Assessments
4650 Grant Reimbursements
4651 Tree Grant
4660 Wrecker Contract
4670 TC Waste Collection
4680 Sale of City Property
4685 Sale of City Documents
4690 Premiums From Employees
4695 Proceeds From Bond Sale
4700 Utility Revenue
4710 Water Sales
4720 Sewer Service
4730 Water/Sewer Taps
4740 Reconnections
4741 Inspections
4742 Misc - Water/Sewer
4743 Penalties
4745 Initiation/Transfer Fees
4760 Recycling
4780 Prorata Fees
4790 Impact Fees - Water
4791 Impact Fees - Sewer
4800 Transfers from other funds (match to fund #)
4801 Transfers from General Fund
4900 Interfund Charges (match to fund #)
4902 General & Administrative Charge from Water/Sewer
A-15
CAPITAL PROJECTS (5000)
5100 Streets
5110 Traffic Engineer Fund
5111 SH 10 SH 183 to Westparkway
5120 Sul Br S Drainage Eng
5121 Sul Br N Drainage Eng
5130 Bottleneck 90
5131 Bottleneck 91/A
5132 Bottleneck 91/B
5140 CDBG #16
5141 CDBG #17
5150 Overlay 90/Group #1
5151 Overlay 91/Group #2
5160 Re -Construct - Woodridge
5161 Re -Construct - Wildwood
5162 Re -Construct - Dunaway
5163 Re -Construct - Huntington
5164 Re -Construct - Huffman
5165 Re -Construct - Byers
5180 Ross
5181 Midway Tie In
5182 Minters C Temp Tie In
5183 Fuller -Wiser Temp Tie In
5184 Asphalt Laydown Machine
5185 Trailwood
5186 Timberline Ter
5187 Rockwall
5188 Shenadoah
5189 Janann
5190 Cripple Creek
5192 Gaye Court
5193 Royce
5194 Huitt
5195 Alexander
5196 Reaves Ct
5197 Sotogrande
5198 Arnett
5199 Monterrey
5200 Drainage
5210 Sulpher Branch/Corp Pro
5211 Sulpher Branch South
5212 Sulpher Branch North
5213 Sulpher Branch S Drainage Eng
5214 Sulpher Branch N Drainage Eng
5220 Drainage Master Plan
5225 Aerial Mapping
5230 Hurricane Creek
(xx-xx-xx-
5300 Water & Sewer
5310 Well Repairs (3)
5311 Well Controls
5320 Corp Study
5330 Midway Park water main
5340 Utility Rehab #1/Water
5341 Utility Rehab #1/Sewer
5350 Drainage Utility System Start-up
5360 Morrisdale water mains
5370 CIP Mgt Cost 90/91
5371 CIP Mgt Cost 91/92
5500 Police
5600 Fire
5630 Fire Truck Down Payment
5631 Fire Truck
5640 Fire Station Construction - Phase II
5700 Parks
5710 Picnic Tables
5711 Exercise Equipment @ Bear Creek Park
5712 40 Bar-B-Que Grills
5713 Irrigation - 183 Side of City Hall
5714 West Park Parking Re -Surfacing
5715 West Park Athletic Field Sports Lighting Upgrade
5716 Irrigation - Simmons Park & Midway Park
5717 Trash Cans - 120 for entire system
5718 Bear Creek Park Parking Re -Surfacing
5719 Drinking Fountains - 15 across system
5720 Bear Creek Tennis Court Resurfacing
5721 Playground Equipment @ Bear Creek Park
5722 Jogging Trail Bridges and Extensions
5723 Outdoor Basketball @ South Euless & Wilshire
5724 Parks Fencing @ Bear Creek
5725 Athletic Field Lighting Upgrade Midway #134
5726 Parking Paving @ villages of Bear Creek
5727 Parks Fencing @ Midway
5728 Miscellaneous
5729 Handicap Parking
5750 Villages Bear Creek Grant
5800 Facilities
5900 Other
Brief Explanation of Expenditure Line Items
81XX Personal Services
- Covers all personnel related expenditures including salary, employ-
ee insurance, retirement, allowances, and other employee benefits.
82XX Materials & Supplies
- Goods consumed or which materially and appreciably change through
use. Subject to rapid depreciation, deletion, and/or loss.
83XX Property Maintenance
- Contract or agreement to maintain City land.
84XX Infrastructure Maintenance
-Contract, repair or agreement for maintenance to City infrastruc-
ture.
85XX Equipment and Vehicle Maintenance
- Contract, repair or maintenance of equipment and vehicles.
86XX Services and Miscellaneous Charges
-Commodities, services, and activities performed by persons or
organizations outside city operations under expressed or implied
agreement.
87XX Transfers to Other Funds
- Expenditure reimbursement are items budgeted or accounted for in
one fund and/or either direct or indirect charges to another fund.
88XX Depreciation Expense
- Only utilized in proprietary funds, this expense is for reduction
in fixed assets.
89XX Prior Years Expense
- Accounting entries for audit purposes.
9000 Fixed Assets
- All expenditures for capital outlay in compliance with City capi-
talization policy (pending). General Rule states the item is over
$500 in cost and over one year useful life.
Euless *
"We're building a beautifiul tomorrow"
P s i
4- 30-93
Cy (5)
ORDINANCE NO. 1090
AN ORDINANCE ADOPTING THE OFFICIAL BUDGET FOR
THE CITY OF EULESS FOR THE FISCAL YEAR
BEGINNING OCTOBER 1, 1992, AND ENDING SEPTEM-
BER 30, 1993; AND AMENDING THE BUDGET FOR
FISCAL YEAR BEGINNING OCTOBER 1, 1991, AND
ENDING SEPTEMBER 30, 1992; PROVIDING FOR THE
INVESTMENTS OF FUNDS; PROVIDING FOR
PUBLICATION AND AN EFFECTIVE DATE.
WHEREAS, on September 8, 1992,•the Euless City Council held a Public
Hearing on its proposed budget for the fiscal year beginning October
1, 1992, and ending September 30, 1993; and
WHEREAS, the.proposed budget was on file in the office of the City
Secretary of the City of Euless since July 31, 1992, available to the
citizens and the public for their inspection, as well as an
opportunity to be heard on said date;
WHEREAS, due notice of such hearing on the budget was duly published;
and at the conclusion of such hearing, it was determined that such
budget should be adopted;
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF
EULESS, TEXAS:
SECTION 1
THAT the official budget for the City of Euless for the fiscal year
beginning October 1, 1992, and ending September 30, 1993, be, and the
same is hereby adopted by the Euless City Council, and 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.
SECTION 2
THAT all funds appropriated and allocated shall be expended and used
pursuant to the provisions of such official budget and the Euless
City Manager shall be directed to appropriate and expend city funds
according to City Charter provisions.
THAT the sums below are hereby appropriated from the respective funds
for the payment of expenditures on behalf of the city government as
established in the approved budget document:
General Fund
Water and Sewer Fund
General Obligation Debt Fund
Hotel/Motel
FY 1992 Revised
(Expenditures)
$10,732,240
8,085,095
1,628,288
116,570
FY 1993
(Expenditures)
$11,016,147
8,875,085
1,675,801
118,128
Fleet Maintenance Fund
Insurance Fund
Workers Comp/Risk Management Fund
Equipment Replacement Fund
Programs & Special Events
Police Drug Fund
Drainage Utility
Cash & Debt
Water & Sewer Revenue Debt Fund
SECTION 3
482,947
1,092,807
706,005
219,924
221,829
117,620
211,122
42,675
554,000
483,965
1,164,325
743,830
318,357
253,122
116,598
302,728
43,870
516,366
THAT the City Manager is authorized from time to time as he 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 Council adopted Investment Policy.
SECTION 4
Effective Date. this ordinance shall become effective immediately
from and after its passage as provided by the Euless City Charter and
the laws of the State of Texas.
PRESENTED AND APPROVED on First and Final Reading at a regular
meeting of the Euless City Council on the 8th day of September, 1992;
by a vote of 6 ayes, 0 nays, and 0 abstentions.
ATTEST:
APPROVED:
Mary LSaleh, Mayor Pro Tem
Susan Crim,rCMC, City Secretary
PAGE 2 OF 2, ORDINANCE NO. 1090
A-21
ORDINANCE NO. 1095
AN ORDINANCE ADOPTING A TAX RATE FOR THE CITY
OF EULESS FOR THE YEAR 1992; PROVIDING FOR
CERTAIN EXEMPTIONS THERETO; PROVIDING FOR
PUBLICATION AND AN EFFECTIVE DATE.
WHEREAS, on September 8, 1992, the Euless City Council held a public
hearing on a proposal to set a tax rate for the year 1993; and
WHEREAS, all citizens and interested persons were given an
opportunity to be heard regarding the proposed tax rate; and
WHEREAS, due notice of such meeting was published according to law;
and
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF
EULESS, TEXAS:
SECTION 1
THAT the official tax rate for the City of Euless for the calendar
year 1992 be and the same is hereby adopted by the Euless City
Council as hereinafter set forth.
SECTION 2
THAT there shall be and there is hereby levied the following taxes on
each one hundred dollars ($100.00) valuation on all taxable property
within the City of Euless, Texas, to be assessed and collected by the
Tax Assessor and Collector for the year, and collected for the
purposes hereinafter stipulated, to -wit:
(a) For the General Fund levied on $100 valuation
$ 4417347
(b) For the Interest and Sinking Fund levied on the
$100 valuation
$ 156829
Total Levy $.5985637
SECTION 3
THAT there shall be exempted from the 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 4
There shall be exempted the sum of Thirty Thousand Dollars
($30,000.00) of the assessed value of residence homesteads of
residents of the City of Euless, Texas, who are sixty-five (65) years
of age or older, from all ad valorem taxes thereafter levied by such
City.
SECTION 5
That the taxes assessed and levied hereby are due and payable on
October 1, and shall be payable not later than January 31. The
penalties and interest provided for shall accrue after this date.
However, if the entire taxes due are paid in full by January 31, no
penalty or interest shall be due.
SECTION 6
THAT in addition to the taxes assessed and levied herein, there is
also assessed and levied a penalty for the failure to pay taxes due
as state law describes.
SECTION 7
THAT in addition to the taxes and penalty and interest assessed and
levied herein, there is also assessed and levied a 15% collection fee
on all taxes and penalty and interest that become delinquent and
remain unpaid on July 1.
SECTION 8
Effective Date. This ordinance shall be in full force and effect
and after its passage as provided by the Euless City Charter and the
laws of the State of Texas.
PRESENTED AND APPROVED after First and Final Reading at a regular
meeting of the Euless City Council on the 22nd day of September,
1992, by a vote of 7 ayes, 0 nays, and 0 abstentions.
APPROVED:
27‘44.40.
Harold D. Samuels, Mayor
ATTEST:
Susan Crim, CMC, City Secretary
APP
•O 6 AS TO FSRM:
Bob McFarlane; City Attorney
Ordinance No. 1095, Page 2 of 2
A-23
.u/P51
ORDINANCE NO. 1091
AN ORDINANCE AMENDING CHAPTER 1-1/2, SECTION
16.22 AND 16.23 OF THE CODE OF ORDINANCES,
CITY OF EULESS, WATER MISCELLANEOUS CHARGES
AND MONTHLY RATES; REPEALING ALL ORDINANCES
AND PARTS OF ORDINANCES IN CONFLICT HEREWITH
AND PROVIDING AN EFFECTIVE DATE.
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EULESS:
SECTION 1
THAT the schedule of miscellaneous charges for water services
furnished or caused to be furnished by the City as set out in
Chapter 1-1/2, Section 16.22 of the Code of Ordinances, City of
Euless, be the same hereby amended to include the following:
Service Initiation Fee $25.00
Transfer Fee 15.00
Recheck of Meter Read 10.00
All customers allowed one recheck every six months
charge; charge for all others unless meter has
misread.
Disconnect
Residential Deposits
Delinquent Accounts:
at no
been
$20.00 (Additional Deposit)
$20.00 (Service Charge)
$60.00
(a) In the event that any month's charges are delinquent
after fifteen (15) days, the user or customer will be subject to
termination.
(b) If the bill is not paid or other disposition made
within fifteen (15) days of the date of the billing, water
service is subject to termination. (Ord. No. 795, par. 3.3
[3.3.4], 6-12-84)
Home Collection $20.00
Allow serviceman to collect check or money order at door on
delinquent account. (No additional deposit, no reconnect
fee.)
1
1
1
1
1
I
1
1
1
I 1
1
1
I I
1!
lI
t
I 1
1
SECTION 2
Water service within corporate limits $7.00 plus
$2.25 per 1,000 gallons
Sewer Service - Residential:
Sewer service charge for residential customers shall be based on
0-% of metered water. Sewer service charges on 90% of metered
water shall not exceed 12,000 gallons per billing period per
living unit.
• Within
Monthly Corporate Limits
Minimum per
living unit
$5.20 + 90% M.W. at
$1.40 per 1,000 gal.
Sewer Service - Commercial and Industrial:
Commercial and industrial sewer charges shall be based on 100%
of metered water. The rates are:
Within Corporate Limits - $5.20 + $1.40 per 1,000 gal.
Master Deposit: Provision allowing persons to put up master
deposit in the amount of twice the current residential deposit.
This deposit will be held on file until customer wishes it to be
refunded. Customers must request service starts and disconnects
in writing. All accounts will be charged the current service
initiation fees plus sanitation fees in advance on the first
billing. No master deposit on commercial accounts.
SECTION 3
ALL ordinances or parts of ordinances in conflict with any
provisions of this ordinance are hereby repealed.
SECTION 4
EFFECTIVE DATE. This ordinance shall be in full force and
effect from and after its passage and publication as provided by
the Euless City Charter and the laws of the State of Texas.
PRESENTED AND APPROVED on First and Final Reading at a regular
meeting of the Euless City council on the 8th day of September,
1992, by a vote of 6 ayes, 0 nays, and 0
abstentions.
PAGE 2 OF 3, ORDINANCE NO. 1091
A-25
APPROVED:
Mary Lib Saleh, Mayor Pro Tem
ATTEST:
Susan Crirn, CMC, City Secretary
PAGE 3 OF 3, ORDINANCE NO. 1091
"We're building a beautiful tomorrow"
ORDINANCE NO. 1094
AN ORDINANCE ADOPTING THE TAX ROLL FOR
1992; PROVIDING A SEVERABILITY CLAUSE;
AND PROVIDING AN EFFECTIVE DATE.
WHEREAS, on the 25th day of July, 1992, the Tax Assessor -
Collector for the City of Euless, Texas, presented the Council
with a tax roll effective for the 1992 tax year; and
WHEREAS, the Tarrant Appraisal District has established the
appraised value of certain tracts of property located within
the corporate boundaries of the City of Euless, Texas; and
WHEREAS, the City of Euless finds it is in the best interests
of the City of Euless and the owners of those specific tracts
to accept the tax roll as presented as to value submitted by
the Euless Tax Assessor -Collector;
NOW THEREFORE, be it ordained by the City Council of the City
of Euless, Texas:
SECTION 1
The tax roll for the City of Euless, Texas, as presented by the
Euless Tax Assessor -Collector on the 25th day of July, 1992, is
hereby adopted.
SECTION 2
Severabilitv Clause. That it is hereby declared to be the
intention of the City Council that the sections, paragraphs,
sentences, clauses and phrases 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.
i
SECTION 3
Effective Date. This ordinance shall be in full force and
effect from and after its passage and publication as provided
by the Euless City Charter and the laws of the State of Texas.
PRESENTED AND APPROVED after First and Final Reading at a
regular meeting of the Euless City Council on the 22nd day of
September, 1992; by a vote of 7 ayes, 0 nays, and
0 abstentions.
ATTEST:
Susan Crim,(CMC, City Secretary
APPROVED •S TO FORM:
Bob McFarland, City Attorne-.
Ordinance No. 1094, Page 2 of 2
APPROVED:
cuto-el A:Lk 1.4. uriv
Harold D. Samuels, Mayor
A-29
1
CITY OF EULESS' FUTURE
The City of Euless is located adjacent to Dallas/Fort Worth Airport, placing it in the center of the
Dallas -Fort Worth Metroplex. It encompasses an area of 16.9 square miles.
The City has made tremendous progress in its efforts towards economic development. Following are
some of the major projects focused upon by both city staff and council members.
Home Depot: Home Depot, a retail hardware super store, opened its doors in Euless on July 23,
1992. The store encompasses 102,000 square feet of enclosed space and 28,000 additional square feet
in the garden center. Currently, 130 people are employed, most of which are local residents.
Western Hills: Four interested parties have revealed plans to convert this hotel to a retirement center
as its favorable location exhibits much potential. The facility will not be a nursing home and will
have no government assistance. It will be professionally managed with an average monthly rent of
$925. The plans provide for 114 rooms with a projected occupancy rate of 85%. The City desires
to negotiate a settlement with the leading contender, The Moore Group, as soon as possible.
Blockbuster Video: Euless residents may soon be renting their favorite videos at this premier video
rental corporation, pending final contract approval for a proposed site at the corner of Harwood and
Main Streets. If approved, the estimated time frame for completion of the land development process
is May 1993. In addition, Blockbuster is a national attraction for several other national retail operations
that consistently locate nearby.
Euless Town Centre: This strip shopping center has had vacancy problems in the past. However,
with the opening of Home Depot as a neighbor, DDM Investments (property owner) has stated that
there is a prospective tenant with strong interest in the vacated Safeway space.
East-West Connector: Texas Department of Transportation conducted a public meeting in Euless to
gather public opinion for four proposed routes to connect east and west parts of the metroplex and
move traffic more efficiently. Overwhelming support was expressed for Harwood (located in Euless)
to Highway 161 Walnut Hill (in Dallas).
Cici's Pizza: This restaurant business opened its doors in Euless in June 1992. The restaurant
appeals to a blend of residential and light business mix. Customers are excited about this new addition
to the City.
Professional Driving Range: After many delays in the progress of a professional driving range in
Euless, there are optimistic plans for this golf project to move forward. The Euless driving range will
be used as a prototype for future developments.
Westpark Professional Center: Construction of a three-story, 66,000 square foot medical building is
planned for the corner of Westpark Court and Westpark Way. This facility will house a physical
therapy and rehabilitation center that would include medical offices.
Source: City of Euless, Economic Development Office
1
1
ri
GENERAL FUND
Expenditures:
City Council
Administration
City Secretary
Finance Admin/Budget
Municipal Court
Data Processing
Accounting
Personnel
Police Administration
Police Patrol
Police C.I.D.
Police Service
Police Detention
Fire Administration
Fire E.M.S.
Fire Suppression
Fire Train/Safety
Fire EducalPrevention
Administrative Services
Purchasing
Facility Maintenance
Fire Marshall
Planning & Development
Inspection Service
Environmental
City Engineer
Parks & Rec.-Recreation
Parks
Parks & Rec.-Pools
Library
Street Maintenance
Non -Departmental
Betterment
Total Expenditures
1 Budget 92 Revised 92 I Proposed 93 Amt Diff I % Diff
$33,200
$198,130
$113,351
$69,837
$240,308
$39,951
$91,176
$123,867
$281,767
$1,609,744
$697,417
$692,613
$358,0611
$232,951
$389,546
$1,532,9281
$55,252
$53,063
$83,008
$62,223
$376,112
$112,695
$107, 508
$204,028
$188,358
$43,509
$261,657
$670,151
$64,386 $64,386
$415,693 I- $413,009
$566,261 $535,519
$873,270 $697,225
$35,000 I- $35,000
$10,877,021 $10,732,240
$33,200
$192, 969
$113,351
$67, 639
$269,026
$38,951
$93,198
$122,444
$276,392
$1,625,354
$695,695
$686,024
$359,656
$225,395
$383,411
$1,603,854
$56,102
$52,877
$82,547
$60,992
$375,305
$109,685
$102,934
$205,366
$186,775
$38,609
$255,113
$674,237
$33,200 ; $0 0.000/01
$195,535 ($2,595) -1.31 %
$118,020 $4,669 4.124/01
$68,190 ($1,647) 2.36%I
$272,130 $31,822 13.24%
$40,749 $798 2.00%
$94,362 $3,186 3.49%
$131,104 $7,237 5.84%I
$274,020 (57,747)-2.750/01
$1,778,165 $168,421 10.46%1
$592,116 ($105,301) -15.10%1
$681,614 (510,999)-1.59%1
5375,0391 $16,978 4.74%1
$201,927 ($31,024)-13.32%1
$424,090 $34,544 8.87%I
$1,607,992 $75,064 4.90%I
$9, 755
$53,948
$87, 765
$63,665
$373,449
$111,124
$100,721
$261,687
$177,135
$46,151
$261,341
$654,239
$67,390
$416, 967
$535,415
$872,142_
$35,000
$11,016,147
($45,497) ,-82.34%
$885
$4, 757
$1,442
($2, 663)
($1,571)
($6,787)1
$57,659
($11,223)
$2, 642
($316)
($15, 912)
$3, 004
$1,274
($30, 846)
($1,128)
$0
$139,126
1.67%
5.73%
2.32%
- 0.71%
-1.39%
- 6.31%
28.26%
-5.96%
6.07%
-0.12%
-2.37%
4.67%
0.31%
-5.45%
- 0.13%
0.00%
1.28%
(WATER & WASTEWATER FUND
'Expenditures:
Water Office
Meter Reading
Recycling
Utility Engineering
City Engineer
Water Production
Water Distribution
Sewer & Treatment
Non -Departmental
Total Expenditures
OTHER OPERATING FUNDS
Drainage Utility System:
Expenditures
Hotel/Motel:
Expenditures
Service Center:
Expenditures
Insurance:
Expenditures
Budget 92 Revised 92 Proposed 93 Amt Diff % Diff
S236,028 $228,467 $238,364
$120,544 $109,056 $123,290
0 0 S50.000
S102,058 $102,021 $113,700
$111,618 $108,118 $111,753
$3,573,929 S3,554,029 $3,582,147
$349,201 $317,776 S333,222
S1,438,746 $1,458,746 $1,518,070
53,1 18,510 S2,206,882 $2,804,539
$9,050,634 $8,085,095 $8,875,085
5206, 764 [ 521 1,122
$117,438 $116,570
$481,198 $482, 947
$302,728
$1 17, 975
$482,176
S1,092,907 $1,092,807 $1,163,484
Worker's Compensation:
Expenditures $697,865 $706,005 $743,293
$2,336 0.99%
$2,746 2.280/0
S50,000
511,642 11.41%
S135 0.12%
58,218 0.23%
(S15,979)-4.58%,
S79,324 5.510/0,
($313,971)-10.07%
($175,549) -1.94%
$95.964 46.410/0
$537 0.46%
$978 , 0.20%
$70,577 j 6.46%
$45,428 6.51%
General Fund
Personnel
Materials & Supplies
Property Maintenance
Infrastructure Maint
Equip. & Vehicle Maint
Services & Misc Charges
TOTAL
Water & Sewer Fund
Personnel
!Materials & Supplies
Property Maintenance
Infrastructure Maint
Equip. & Vehicle Maint
Services & Misc Charges
TOTAL
City of Euless
Expenditures by Class
FY 92
Budget
$8,402,879
S381,973
$12,000
$277,550
S150,910
$1,651,709
$10,877,021
FY 92
Revised
S8,499,153
$378 , 309
$12,000
$258,150
$162, 271
S1,422,357
$10,732,240
FY 93
Proposed
$8,611,406
$380,138
S12,000
$260,078
$158,500
$1,594,025
$1 1,016,147
City of Euless
Expenditures by Class
FY 92
Budget
$1,301,192
$147,081
$4,000
$42, 600
$98,543
S7,457,218
$9,050,634
FY 92
Revised
$1, 327, 910
$125,281
$0
$30,600
$92,250
$6,509,054
$8,085,095
FY 93
Proposed
$1,481,364
$156, 836
Amount
Diff
$208,527
($1, 835)
$0
(S17,472)
$7, 590
($57, 684)
$139.126
Amount
Diff
$180,172
$9,755
$4, 000 S0
$29,600 ($13,000)
$101,400 $2,857
$7,101,885 ($305,333)
$8,875,085 ($125,549),
% Diff
FY92 & 93
2.48 %
-0.48%
0.00%1
-6. 30 0/o1
5.03%
-3.490/01
1.28%
0/0 Diff
FY92 & 93
13.85%
6.63%
0.00%%01
-30.52 /0
2. 90 %
-4.76%
-1.94%
Euless *
"We're building a beautiful tomorrow"