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FY 1997 Annual Operating and Capital Budget
City of Euless, Texas ' Annual Operating & Capital Budget Fiscal Year Ending September 30, 1997 1 CITY OFFICIALS MARY LIB SALEH, MAYOR CARL TYSON, COUNCIL MEMBER PLACE ONE LEON HOGG, COUNCIL MEMBER PLACE TWO BOBBY BAKER, COUNCIL MEMBER PLACE THREE AND MAYOR PRO TEM CHARLES MILLER, COUNCIL MEMBER PLACE FOUR GLENN WALKER, COUNCIL MEMBER PLACE FIVE KATIE EDWARDS, 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. Vicki Smith, Accountant 11 Janina Jewell, Accountant Betty Thomas, Administrative Secretary TOM HART, CITY MANAGER Joe Hennig Assistant City Manager Diana G. Ortiz Director of Finance BOARDS & COMMISSIONS ANIMAL SHELTER ADVISORY BOARD Max E. Ficken, D.V.M. Clyde Cullum Rose Gacilos Warren Cox, Dallas SPCA CIVIL SERVICE COMMISSION Marland Ernest Jud Park Willie Mae McCormick Karen Rinehart Nell Hicks Albert Simmenroth COMMUNITY ADVISORY BOARD Helen Lightbody Gary Waldron Kirk McBurnett Lynne Moffatt Stacy Smith, Jr. Steve Griffin Patricia Lemoine David McTee Kathy Haecker Robert Hernandez Tong Ba Nguyen Daren Davis CRIME CONTROL & PREVENTION DISTRICT Ron Shields Lou Baum Katie Edwards Barney Snitz Carl Tyson Glenn Walker Mary Lib Saleh, Mayor ECONOMIC DEVELOPMENT ADVISORY BOARD Carl Bright Robert Baker Thomas Jenkins Alex Wong Gary Green Patricia Fry Larry Bradford Lawrence Lubrano Basil St. Clair EULESS DEVELOPMENT CORPORATION Sonja Adams Edward Denari Letty Lynn Maloney Mayor Mary Lib Saleh Mayor Pro Tern Bobby Baker Councilman Charles Miller Councilman Carl Tyson HISTORICAL PRESERVATION COMMITTEE Troy Fuller Helen Payton Diana Crawford Jean Whitener Bill Byers Nina Winters Mazie Eden Weldon Cannon Betty Fuller Geri Donworth Evelyn Himes Vada Johnson Iva Nail Robert Nail Willie Mae McCormick INDUSTRIAL DEVELOPMENT AUTHORITY Mary Lib Saleh Bobby Baker Glenn Walker Helen Lightbody Harold D. Samuels Leon Hogg Bob McFarland, City Attorney W. Boyd London, Jr., Advisory Counsel LIBRARY BOARD Betty Fuller Charles McGehee Alice Ernest Kerry McGeath Liz Schoonover Wesley Scott Maxine Wallis Bernard Snitz Eric Owens Glendora Waldrup Richard McNeese Jerry W. Robinson Carl Miller Bruce Ebert Stacey Hollinger Boyce Byers PLANNING AND ZONING COMMISSION Nancy Bright Robert McMillan Billy F. Owens Joy Shuler Ronald A. Young Keith Eggers George W. Zahn STREET NAMING COMMITTEE Ralph Williamson Ray Kester ZONING BOARD OF ADJUSTMENT Fred Bower Jack Hill Roger Bates Bill Williams Gene Sloan Eddie Price Victor Blood MISCELLANEOUS APPOINTMENTS I CITY HEALTH AUTHORITY Robert Tafel, M.D. NORTH CENTRAL TEXAS COUNCIL OF GOVERNMENTS (NCTCOG): Mayor Mary Lib Saleh TARRANT APPRAISAL DISTRICT Mike Davis NORTH TEXAS LIBRARY SYSTEM Alice Ernest Betty Fuller TRINITY RIVER AUTHORITY (TRA) Glenn Walker GRAPEVINE/COLLEYVILLE ISD COMMUNITY EDUCATION ADVISORY COUNCIL Charles Miller NCTCOG REGIONAL TRANSPORTATION COUNCIL SUBCOMMITTEE Frank Douglass HURST-EULESS-BEDFORD ECONOMIC DEVELOPMENT FOUNDATION Bobby Baker GRAPEVINE-COLLEYVILLE ISD MULTICULTURAL ADVISORY COUNCIL Kyra Terral HEB TEEN COURT ADVISORY BOARD Teresa Truttmann Larry Beaver Katie Edwards, Liaison GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Euless, Texas For the Fiscal Year Beginning October 1, 1995 614 T, -e /'-, -, / y2 (� Z2� 1%.- Presi t 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 1995. 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. about this book ... The City of Euless is pleased with its progressive community programs. Our citizens can avail themselves of the finest recreational facilities offered by any city in the area. In our 1996 budget, we highlighted the new library, which opened in y 1996 In this 1997 budget boob we turn our attention to our new community sports facilities, The Texas Star Athletic Comply, currently under construction. At the beginning qf each division, you will find illustrations highlighting Softball World, Athletic Complex ("The Parks ), and the Golf Course, all under the "Texas Star" name. In addition to these, Texas Star will also provide soccer fields, volleyball courts, concession stands, and playgrounds for younger citizens. Sof ball World is already in operation and recently hosted the United States Slowpitch Softball Association World Alfixed Championship Tournament. Construction on the Athletic Complex is under way with infrastructure in place. The Golf Course is scheduled for tee -off in the spring of 1997, with the clubhouse and conference center currently under construction. We invite you to take advantage of these facilities -- remember, the Surgeon General has warned that lack of exercise is hazardous to your health! Euless citizens can be proud of having such comprehensive recreational facilities available for all around youth and adult enjoyment, which enhances the quality of life in this community. l 11 11 Paae No. TABLE OF CONTENTS 1996-97 Budget CITY OFFICIALS GFOA DISTINGUISHED BUDGET PRESENTATION AWARD Description 1 3 4 5 6 INTRODUCTION The City of Euless, Texas Mission Statement Mission Accomplished Every Week in Euless Organization Chart BUDGET MESSAGE AND OVERVIEW Welcome to a look at the City of Euless - brief physical description of the area Honors and awards received by the City of Euless One page listing of services provided 7 Budget Assumptions 8 Budget Process Excerpts from City ordinance outlining major guidelines and chronology 9 Budget Schedule 10 FY97 Budget Process General schedule for yearly budget process 11 Excerpts from Charter Reproduction of portions of City of Euless Charter pertaining to Finance 13 Fiscal Policies Fiscal Policies adopted by City Council applicable to all funds BUDGET MESSAGE AND FINANCIAL SUMMARIES 21 Budget Message City Manager's message highlighting major accomplishments 28 The Cost of City Services One page comparison of monthly costs of services incurred by citizens 29 Monthly Service Charges Brief sample of charges, staffing, key fiscal points & free City services 30 Where does the money come from? Listing of all operational funds, with pie charts Where does the money go? illustrating proportion of each to the total income and expenditures 31 General Fund, Actual vs. Budget Graph comparing budget to actual expenditures and revenues for 10 years _ Page No. Description 32 Operating Budget Summary - Revenues 33 Operating Budget Summary - Expenditures 34 - 35 General Fund Revenue Assumptions 36 Revenue Trends 37 General Fund Revenue Sources 38 Average Residential Value History & Typical Tax Bill 39 Property Taxes 40 Average Homeowner 41 Property Taxes, Rates 42 Property Tax Revenues Year to Date Collection Review 43 Tax Rate and Taxable Valuation 44 Summary of Sales Tax Revenues 45 Summary of Franchise Tax Revenues 46 Municipal Court Revenues 47 Municipal Court, Case Volume 48 General Fund Expenditure Sources 49 General Fund Expenditures 50 General Fund Expenditures 51 General Fund Per Capita Expenditures 52 Water & Sewer Revenue Assumptions 53 Water & Sewer Revenue Sources 54 Water & Sewer Expenditure Sources 55 Water & Sewer Fund 56 Water & Sewer Expenditure Trends 57 All Other Enterprise Operating Funds Bar graph of combined fund revenues for past 5 years plus brief explanation Bar graph of combined fund expenditures for past 5 years plus brief explanation Assumptions utilized for 5 year budget General Fund five year analysis Listing of revenue sources, with pie chart showing proportion of each to total revenues Graph illustrating variations in property values since 1986, per Tarrant County Appraisal District, plus tax calculations for 3 categories of homes Estimated Revenues FY97 and proposed fund distribution Overlapping property tax liability with pie showing percentage of taxes for schools, colleges, hospitals, and county Historical property rates - direct and overlapping Detail of monthly property tax revenues collected Bar graphs comparing tax rates and taxable valuation for surrounding cities Sales Tax 5 year history, plus 95-96 half cent sales tax revenue Fees from public utilities, actual vs. budget History of revenues for 3 years plus budget variance Review of 3 year case load, appeals, and graph illustrating increase in case load Details of departmental expenditures plus pie chart Departmental budgets with breakdown of Personnel, Operations and Capital budgets Multi -Year Comparison Expenditure table by department with Consumer Price Index comparisons Details and pie chart showing sources of revenues in the Water & Sewer Fund Details and pie chart showing expenditures in this fund Breakdown of expenditures by departments Multi -Year Analysis of expenditures Summary of budgets for other enterprise funds, revenues and expenditures I I I � Page No. _ Title Description 58 Special Revenue and Internal Service Summary of budgets for special revenue and Operating Funds internal service funds, revenues and expenditures 59 - 60 Fund Balance Summary Summary of balances for all operating funds 61 General Fund Balance A 5 year projection of fund balance for the General Fund 62 Water & Sewer Fund Balance A 5 year projection of fund balance for the Water & Sewer Fund GENERALFUND 64 Mayor and City Council All departmental budgets include expenditure history, department goals, program highlights and major budgetary and operational trends, in addition to actual budget amounts 66 Administration 68 City Secretary's Office 71 Finance Administration 73 Municipal Court of Record 75 Accounting 78 Police Administration 80 Police Patrol 82 Police Criminal Investigation Division 84 Police Service 86 Police Detention 89 Fire Marshal's Office 91 Fire - Emergency Management 93 Fire Department Administration 95 Fire - Emergency Medical Service 97 Fire Suppression 99 Fire Education & Prevention 102 Data Processing 104 Personnel 106 Support Services 108 Purchasing 110 Facilities Maintenance 112 Library 115 Planning 117 Inspection Services 119 Environmental Health 122 City Engineer 124 Leisure Services 127 Parks 129 Swimming Pools Page No. Title Description 132 Street Maintenance 134 Animal Control 136 Nondepartmental, General Fund 139 Betterment Fund ENTERPRISE FUNDS 142 Utility Billing Office 145 Recycling 147 Geographical Information Services (GIS) 150 City Engineer - Water & Sewer Fund 153 Water Production 155 Water Distribution 157 Sewage & Treatment 159 Meter Reading 162 Nondepartmental, Water & Sewer 164 Fleet Services 166 Fleet Service - Outside Repairs 168 Golf Course 169 Golf Course Maintenance 170 Golf Course Pro Shop 171 Golf Course - Food & Beverage 172 Golf Course - Conference Center Operations 173 Golf Course - Cart Operations 174 Golf Course - Driving Range 175 Golf Course - Nondepartmental 176 Programs and Special Events 178 Arbor Daze Festival 180 Drainage Utility Maintenance 182 Athletic Complex 184 Softball World 186 Hotel/Motel 188 Drug Enforcement Agency 190 Euless Development Corporation Operations 191 Half Cent Sales Tax - Operations 192 Half Cent Sales Tax - Parks 193 Half Cent Sales Tax - Library 194 Half Cent Sales Tax - Economic Development 195 Crime Control & Prevention District INTERNAL SERVICE FUNDS 197 Benefits and Insurance 199 Risk Management, Safety and Liability Insurance 201 Workers' Compensation Insurance 203 Vehicle and Equipment Replacement Fund 205 Fleet Expenditures 206 Fleet Annual Purchases 207 Cash and Debt Management 209 210 213 214 216 217 218 226 228 236 238 240 241 242 243 244 245 246 247 248 CAPITAL IMPROVEMENT PROGRAM & DEBT SCHEDULES description Graph of actual and projected expenditures Capital Budget and Program Capital Improvement Projects Policy Statement of purpose, scope , responsibility and types of plans, guidelines for classifying projects, definitions and procedures for capital improvement projects Current Capital Projects Brief description of various capital improvement funds CIP Water and Sewer Projects Itemized list of CIP projects and funding details for each CIP Street and Highway Projects Itemized list of CIP projects and funding details for each CIP Drainage Utility Projects Itemized list of projects Capital Projects - Additional Information Status report of all current CIP projects Reserve Philosophy - Phase V Revenue Bond Analysis CIP Funds - Budget Summary Bond Summaries for Funds 08, 22, 26, 27, 32, 35, 39, 50, and 51 Half Cent Sales Tax Budget Summary GIP Fund for Half Cent Sales Tax Introduction to Debt Long Range Issuance Schedules and Bond Rating History Annual Debt Service Composition of G.O. Debt Service GO Refunding Bonds, Series 1985-A GO Bonds, Series 1986 GO Bonds, Series 1988 Certificates of Obligation, Series 1989 Certificates of Obligation, Series 1990 Public Property Finance Contractual Obligations, Series 1992 Graph summarizing total annual debt service requirements Graph summarizing debt service requirements Debt Service Schedules Debt Service Schedules Debt Service Schedules Debt Service Schedules Debt Service Schedules Debt Service Schedules P c� NQ _ Title _ Description 249 GO Refunding Bonds, Series 1993 Debt Service Schedules 250 Tax & Waterworks and Sewer System, Debt Service Schedules Series 1995 251 Composition of Golf/Softball G.O. Graph summarizing debt service requirements Bonds 252 Tax and Golf Course Certificates of Debt Service Schedules Obligation, Series 1995 253 Tax and Softball Park Certificates of Debt Service Schedules Obligation, Series 1996 254 Tax Notes, series 1996 Debt Service Schedules 255 Composition of Debt Service - Water & Graph summarizing debt service requirements Sewer 256 W&S System Revenue Bonds, Series Debt Service Schedules 1965 257 W&S System Revenue Refunding Debt Service Schedules Bonds, Series 1967 258 Waterworks & Sewer System Revenue Debt Service Schedules Refunding Bonds, Series 1991 259 Trinity River Authority Graph summarizing contractual obligation requirements 260 Trinity River Authority of Texas Debt Service Schedules Revenue Bonds, Series 1969-C 261 Composition of Debt Service - Drainage Graph summarizing debt service requirements Utility Bonds 262 Municipal Drainage Utility System Debt Service Schedules Revenue Bonds, Series 1991 263 Composition of Sales Tax Debt Service Graph summarizing debt service requirements 264 Sales Tax Revenue Bonds, Series 1994 Debt Service Schedules 265 Sales Tax Revenue Bonds, Series 1996 Debt Service Schedules PERSONNEL 266 Personnel Counts Personnel statistics by departments and funds; part time employees; longevity and turnover statistics 267 Personnel Counts by Fund 268 Personnel Counts by Department Full Time and Part Time 280 Personnel Turnover and Personnel Activity Summary APPENDICES APPENDIX A FINANCIAL TERMINOLOGY A-1 Basis of Accounting A-2 Basis of Budgeting A-3 Fund Relationships Brief description funds, their purpose and relationship to other funds Page No. Title Description A-6 Glossary of Terms APPENDIX B ORDINANCES B-1 Tax Roll Ordinance Ordinance whereby City Council adopts the tax roll and appraised values presented by the Tax Assessor -Collector B-3 Budget Ordinance Ordinance whereby City Council adopts the budget recommended by staff B-6 Tax Rate Ordinance Ordinance whereby City Council sets the property tax rate for the fiscal year APPENDIX C WORKSHEETS C-1 Effective Tax Rate Worksheet Calculation of effective tax rate C-13 Capital Equipment Purchases and Improvement Projects C-14 Capital and Supplemental Requests INDEX I � I I This page intentionally left blank. I I � I � n I � I � I � I � I � I � I � I � Surgeon General's Warning: Lack of exercise is hazardous to your health. ' �J 1 INTRODUCTION ENTRY GATES I TEXAS STAR ATHLETIC COMPLEX I 0 Q. c n INTRODUCTION ENTRY GATES TEXAS STAR ATHLETIC COMPLEX Welcome to a Look at The City of Euless, Texas The City of Euless is 16.9 square miles and is located 16 miles west of Dallas, 16 miles east of Fort Worth, and is adjacent to Dallas -Fort Worth International Airport in east Tarrant County. Population at the 1960 Census was 4,236; 1970 Census 19,316, 1980 Census 24,002; 1990 Census 38,149 and is presently estimated to be 40,850. The City is located on Texas Highway 183, a six lane expressway linking Dallas to the east with Fort Worth to the west. Other major highways through the City include State Highway 121, State Highway 360. State Highway 183, State Highway 10 and Farm -to -Market Road 157. The City of Euless was incorporated February 24, 1953, and currently operates under a Home Rule - Council / Manager form of government adopted under a Charter adopted on July 21, 1962. Euless was named after Elisha Adam Euless who settled here in 1867 with many of his Tennessee neighbors. Mr. Euless served two terms as Tarrant County sheriff in the 1890's. The City of Euless was ranked second among cities with population of 50,000 or less by Texas Business, 1995, as the best -run city in the state of Texas. Euless is served by one rail company - Rock Island Railroad which has 10 freight trains per day. Greyhound[Trailways Bus Lines provides the City bus service with five buses per day. Dallas -Fort Worth International Airport provides the City with all major airlines and connecting routes to all major points. Common carrier service is provided by forty-five (45) freight lines serving the Dallas -Fort Worth area. Thirty-five diversified manufacturers are located in the City. Several new businesses have moved to the City or are in the process. The public schools in Euless are operated by the Hurst -Euless -Bedford Independent School District. There are eighteen elementary schools, five junior high schools and two senior high schools, a career education center, and a special education school. Average enrollment for the year is 19,000. The City also has ready access to five universities and a junior college district. The city is served by four hospitals and clinics providing 674 beds and 467 physicians and surgeons. In addition, extensive medical facilities are available in Dallas and Fort Worth. 1 The City of Euless provides many facilities and services to its Citizens including nineteen parks totaling 398 acres, three community buildings, three swimming pools, and one amphitheater. The City has three fire stations serviced by 48 certified firefighters and one police station serviced by 70 certified officers. The City also maintains a full service library with 61,626 materials. A new library opened during the summer of 1996. This facility is being funded through the 1/2 cent sales tax revenue bonds. Construction is under way for an upscale golf course, athletic complex and conference center, with operating activities beginning in the spring of 1997. Current bond ratings for the City's General Obligation Bonds are "A+" from Standard & Poors and "Al" from Moody's. Water and Sewer Bonds rate "A" from Standard and Poors and "A" from Moody's. 2 -�-� CJ lie aGc�iz a/ ,Jhe wc;ry om&4, eaw C;�o yra" tpnL ,nce �iea�� o� �� u� urecl �iait i2ci� =Z eacih 3 � I � I � I H II ME 1)), r �_ The City of Euless has received many honors and awards which illustrate the quality of life for our city. Among the honors are: EULESS SELECTED AS CLEAN CITIES 2000 MEMBER. The Texas Natural Resource Conservation Commission inducted the City of Euless as a member of "Clean Cities 2000". Euless received this honor due to the innovative and resourceful recycling program that has been implemented since 1993. TREE CITY USA. The Tree City USA program is sponsored by the National Arbor Day Foundation. To achieve the national recognition of being named as a Tree City USA, a town or city must meet specific standards and criterion. The City of Euless has received the Tree City USA honor every year since 1986, primarily as a result of the 1+1=2 program (plant 1 tree for every 1 resident by the year 2000). FINANCE DEPARTMENT RECEIVES NATIONAL RECOGNITION. The award of Excellence from the Municipal Treasurer's Association of the United States and Canada was given to the finance department in both 1993 and 1995 for their outstanding written investment policy. The City's Finance Director has received the designation of Certified Municipal Finance Administrator from this organization. The City's budget and comprehensive annual financial report have also received awards of excellence from the Government Finance Officers Association for several years. CITY MANAGER Tom Hart was recipient of the Award of Career Development given by the International City Manager's Association at a meeting in Washington, DC. MAYOR'S NEWSLETTER received a "Savvy" award from the City -County Communication and Marketing Association at a meeting in Washington, DC. PEACE OFFICER OF THE YEAR designation was awarded Sergeant Mike Brown, of the Euless Police Department, by the Texas Citizen's Police Academy Alumni Association. MAYOR MARY LIB SALEH was chosen as Volunteer of the Year by the Legacy of Women. Mayor Saleh serves full time, without pay, as Mayor of the City of Euless. HURST-EULESS-BEDFORD CHAMBER OF COMMERCE was selected among five finalists in the nation to receive the Award of Excellence. The organization was selected for its programs, performance, membership growth and financial gain. Mayor Mary Lib Saleh and City Manager Tom Hart are among numerous Euless residents who are active members of the H-E-B Chamber. SOFTBALL WORLD HOSTS 1996 WORLD SERIES & CHAMPIONSHIPS. The United States Slow Pitch Softball Association's 1996 World Series and World Championships for coed softball resulted in over 150 teams participating. Major league baseball legend Bobby Bragan threw out the first pitch and greeted the teams at the games which began on October 18, 1996. FA EVERY WEEK IN EULESS Citizens Received these Services for only $6.47 (average) 1994 1995 1996 Cases filed in Municipal Court 412 442 490 Cases appealed 78 0 / 1 Held arraignments 41 84 02 Issued traffic safety citations 327 481 481 Made arrests 70 74 78' Processed offenses 221 4t 229 203 Cleared judicial cases 35 38 37 Recovered stolen property valued at $16,246 $12,344 $13,287 Responded to calls for police service 1 1716 1875 2199 Responded to accidents 17 16 17 Incarcerated prisoners WW40 60 66 73 Conducted fire safety inspections 36 37 39 Responded to emergency medical calls 26 28 30 Maintained fire hydrants 22 22 25 Responded to fire calls 39 41 48 Distributed fire prevention publications 3330 330 894 Conducted fire prevention classes 4 5 5 for an average attendance of 139 142 138 Serviced users of Midway Recreation Center 1961 2885 3768 Maintained parks, medians, athletic fields, average acres r ! 12 12 16 Checked out library materials 3784 3957 3962 Answered library reference questions 392 392 400 Overlaid asphalt on streets, square feet 8824 8824 10,000 Repaired street pot -holes 98 98 50 Laid street curb and gutter, linear feet 49 48 100 Made street signs 14 19 20 Conducted minimum housing inspections 343 348 348 Reviewed plans for building code compliance 31 31 36 Performed building inspections AD 67 90 59 Picked up unattended animals 28 IMM 23 36 Processed animal adoptions 4 3 6 Returned animals to owners IF M 5 5 8 Inspections of food service establishments 17 22 55 Inspections of swimming pools 8 6 9 Read meters 2902 2885 2482 Produced & pumped water, gallons 7,019,231 7,019,231 7,019,231 Installed water lines, linear feet 98 981 98 wl�.d E 11 I I 7 11 Il n Tom Hart, City Manager November, 1996 CITIZENS MAYOR and COUNCI L THEE, CITY OF L SS Organizational Chart F � Bob McFarland Susan Crim TOM HART George Boring Municipal Court . City Attorney City Secretary City Manager City Judge of Record Joe Hennig Assistant City Manager Tom Cox Gary McKamie Randy Byes " �O Dir. of Paul Krudcemeya Diana Ortiz Bo Bass Director of lax Koontz Dir. of Police Chief Air. of Comnuu�ity City Engineer Y g Director of Dir. of Planning Economic Fire Chief Support Services Public Works Services Finance 1tc Development Development Patrol Fleet Services Streets Parks Engineering Accounting Planning Economic Suppression Crim. Invest. Facility Maint. Water Green Mouse Construction Inspection utility Billing Code Enforcement Development Ambulance Services: Library Wastewater Recreation CIP Management Budget Env. Health Fire Edue. & Prevent. Jail Personnel Animal Control Texas Star Traffic Safety Mun. Court Building Fire Marshal Communications Risk/Benefits Meter Reading Sports Complex Drainage Cash Debt. Mgmt. Inspections Emergency Mgmt. Records Info. Services Athletic Complex Community Service Purchasing Golf Course Recycling Conference Center Scott Campbell Franchises Softball World Jenny Kratz Administrative Mun. Relations Assistant Coordinator This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health. Budget 7AOverview M. 4�•�1I �1 'U �m�mia�wnn, i w 8 1 i ( D 1i r y-�'M! � I 1I0 .m I) t� Ilt I1 t L�1'd1,1 nnain�anp jabpn8 m v O 41 THE CITY OF EULESS BUDGET ASSUMPTIONS Maintain service at current levels i' Compatibility with council goals; each program consistent i Fixed asset maintenance; committed to maintain and protect City investments ?� Personnel compensation; committed to pay competitive salaries and provide equity throughout the pay plan Productivity improvements; committed to cross training and multiple utilization of personnel 7 BUDGET PROCESS 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 years 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- PROPOSED 1996-97 BUDGET SCHEDULE ATE RESPONSIBILITY ACTION March 27 All Managers & Directors Budget Kickoff - 1:00 PM, Building A April 29 CMO, Directors Pay Plan Recommendation May 8 Managers & Finance Budgets to Finance Department. Form 2 Data Entry by Finance May 8 to 22 Finance Data entry and audit - Finance May 20 Insurance Mgr., Directors Insurance Recommendations & Discussion May 25 TAD Receive Preliminary Tax Roll from TAD May 28 to ACM, Finance, Directors Budget Review and discussion with Directors May 31 May 30 CC, CMO, Directors Pre -Budget Work Session on Capital & Supplemental June 3 CMO, Ins. Mgr., Directors Insurance Finalization June 3 CMO, Personnel, Directors Pay Plan Finalization June 21 Finance and CMO Status Report - CM June 22 to CMO City Manager Review July 12 Jufy 12 CMO CMO final review and amendments July 19 Finance Preliminary Budget: CC, CMO, CSO July 25 TAD Receipt of final tax roll August 1 City Secretary Publish effective tax rate August 2 - 4 CC, CMO, Finance Work Session - Budget Retreat August 13 CC Vote on tax increase. Set date for public hearing on tax increase. August 13 CC, CCPD Board CCPD Budget hearing & adoption August 27 CC, CMO, Finance CMO submits budget to City Council. Copies to Library and City Secretary for public review August 27 CC Hold public hearing on proposed budget. First reading & adoption of budget ordinance August 27 CC Approve first reading of tax rate ordinance. September CSO & Finance Publish effective tax rate. Publish "Notice of Vote on Tax Rate" September 10 CC Second & final reading of budget ordinance if required; adopt tax rate. September 24 CC Last meeting in Fiscal Year 1996 October 1 Budget Implementation 9 FY97 BUDGET PROCESS MARCH APRII I MAYI UKE I JUIY AUGUST I SEPTIE11A9ER 5•NINE -Budget Kickoff -Pay Plan Recommendation to City Manager and Personnel -Mid-year Review of Current Year Budget -Budgets with attachments should be returned to the Finance Dept -Receive Preliminary Tax Roll from TAD -Pay Plan Finalized -Initial Data Entry and Audit -Initial data entry and audit -Insurance Recommendations and Discussion -Insurance Finalized -Budget Review & Update, Presentation & Discussion with Directors -Pre-Budget Work Session on Capital & Supplemental -Status Report - City Manager -City Manager Work Sessions -Receipt of Final Tax Roll ~ -City Manager Final Review and Amendments O -Publish Effective Tax Rate -Print, bind & distribute City Manager's Preliminary Budget to City Council for Review -Set dale for Public Hearing on Proposed Budget -Work Session - Budget Retreat -Publish Notice of Public Hearing -City Manager submits budget to City Council (Copies available to pudic for review in library) -Public Hearings & Forst Reading of Budget Ordinance & Adoption of Budget Ordinance -Publish effective lax rate -Approve First Reading of Tax Rate Ordinance -Adoption of Tax Roll & Tax Rate Ordinances -Second and Final Reading of Budget Ordinances -Last Council Meeting in FY97 Execution Execution Execution Execution Execution Preparation Legislative Consideration Execution it & Evaluation EXCERPTS FROM CHARTER CITY OF EULESS, TEXAS ARTICLE VII. FINANCE Sec. 1. Fiscal year. The fiscal year of the City of Euless shall begin on October first of each calendar year and will end on September thirtieth of the following calendar year. The fiscal year will also be established as the accounting and budget year. All funds collected by the City during any fiscal year, including both current and delinquent revenue shall belong to such fiscal year and. except funds derived to pay interest and create a sinking fund on the bonded indebtedness of the City, may be applied to the payment of the expenses incurred during such fiscal year. Any revenues uncollected at the end of any fiscal year, and any unencumbered funds actually on hand, shall become resources of the next succeeding fiscal year. State law references - Budgets, V.T.C.A, Local Government Code 1102.001 et seq.; fiscal powers, V.T.C.A, Local Government Cod 1101.002. State law reference - Fiscal year, V.T.C.A, Tax Code 11.05. Sec. 2, Preparation and submission of budget. The city manager, prior to August first of each year, shall prepare and submit the budget, covering the next fiscal year, to the Council, which shall contain the following information. In preparing the budget, each employee, officer, board and department shall assist the city manager by furnishing all necessary information. (1) The city manager's budget message shall outline the proposed financial policies for the next fiscal year with explanations of any change from previous years in expenditures and any major changes of policy and a complete statement regarding the financial conditions of the City. (2) An estimate of all revenue from taxes and other sources, including the present tax structure rates and property evaluation for the ensuing year. (3) A carefully itemized list of proposed expenses by office, department, agency, employee and project for the budget year, as compared to actual expenses of the last ended fiscal year, and the present year-to-date. (4) A description of all outstanding bond indebtedness, showing amount, purchaser, date of issue, rate of interest, and maturity date, as well as any other indebtedness which the City had incurred and which has not been paid. (5) A statement proposing any capital expenditures deemed necessary for undertaking during the next budget year and recommended provisions for financing. (6) A list of capital projects which should be undertaken within the five (5) next succeeding years. State law reference - Budgets, wr.C.A., Local Government Code 1102.001 et seq. Sec. 3. Budget a public record. The budget and all supporting schedules shall be filed with the city secretary when submitted to the Council and shall be open to public inspection by anyone interested. State law reference - Budgets, V.T.C.A., Local Government Code 1102.001 et seq. 11 Sec. 4. Public hearing on budget. At the Council meeting at which time the budget is submitted the Council shall, in conformance with the requirements of law, name the date and place of a public hearing and shall cause to be published the time and place thereof. At this hearing, interested citizens may express their opinions concerning items of expenditure, giving their reasons for wishing to increase or decrease any items of expense. (Amended 11-5-91) State law reference - Budgets, V.T.C.A., Local Government Code 1102.001 et seq. Sec. 5. Proceeding on adoption of budget. After public hearing, the Council shall analyze the budget, making any additions or deletions which they feel appropriate, and shall, at least ten (10) days prior to the beginning of the next fiscal year, adopt the budget by a favorable majority vote of all members of the Council. State law reference - Budgets, V.T.C.A., Local Government Code ® 102.001 et seq. Sec. 6. Budget, appropriation and amount to be raised by taxation. On final adoption, the budget shall be in effect for the budget year. Final adoption of the budget by the Council shall constitute the official appropriations as proposed expenditures for the current year and shall constitute the basis of the official levy of the property tax as the amount of tax to be assessed and collected for the corresponding tax year. Estimated expenditures will in no case exceed proposed revenue plus cash on hand. Unused appropriations may be transferred to any item required for the same general purpose. Sec. 7. Unallocated reserve fund. The city manager may recommend for action by the Council, an unallocated reserve fund to be used for unexpected items of expense which were not contained as original items of expenditures. Sec. 8. Amending the budget. Under extreme emergency conditions which may arise and which could not reasonably have been foreseen in the normal process of planning the budget, the Council may, by a majority vote of the full membership, amend or change the budget to provide for any additional expense in which the general welfare of the citizenry is involved These amendments shall be by ordinance, and shall become an attachment to the original budget. State law reference - Budgets, V.T.C.A., Local Government Code 1102.001 et seq. Sec. 9. Certification: copies made available. A copy of the budget, as finally adopted shall be filed with the city secretary. The final budget shall be printed, mimeographed or otherwise reproduced and sufficient copies shall be made available for the use of all offices, agencies and for the use of interested persons and civic organizations. Sec. 10. Defect shall not invalidate the tax levy. Errors or defects in the form or preparation of the budget or the failure to perform any procedural requirements shall not nullify the tax levy or the tax rate. 12 A. 0 n 3 C. CITY OF EULESS FISCAL POLICIES I. INTRODUCTION Purpose Statement - The City of Euless has an important responsibility to its citizens to carefully account for public funds, to manage municipal finances wisely, and to plan for the adequate funding of services desired by the public. The overriding goal of the Fiscal Policies is to enable the City to achieve a long-term stable and positive financial condition. The watchwords of the City's fiscal management include integrity, prudent stewardship, planning, accountability, and full disclosure. The purpose of the Fiscal Policies is to provide guidelines for the Director of Finance in planning and directing the City's day to day financial affairs and in developing recommendations to the City Manager and City Council. The scope of the policies spans accounting, auditing, financial reporting, internal controls, operating and capital budgeting, revenue management, cash management, expenditure control, and debt management. Annual Review of Policies - These policies will be reviewed administratively by the Finance Director and City Manager at least annually (preferably in January -February) and will be presented to the City Council for approval of any significant changes. II. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING Accounting - The Accounting Manager is the City's Chief Accountant and is responsible for establishing the chart of accounts and for properly recording financial transactions. Accounts Receivable - This asset account reflects amounts owed to the City from citizens, companies, or other governmental entities. In all instances the City will utilize prior year internal control. All delinquent accounts will be pursued. External Auditing The City will be audited annually by outside independent accountants (auditors). The auditors must be a CPA firm of national reputation and must demonstrate that they have the breadth and depth of staff to conduct the City's audit in accordance with generally accepted auditing standards and contractual requirements. The auditor's report on the City's financial statements will be completed within 100 days of the City's fiscal year end, and the auditor's management letter will be presented to the City staff accordingly. An interim management letter will be issued prior to this date if any materially significant internal control weaknesses are discovered. 2. The Auditors are accountable to the City Council and will have access to direct communication with the City Council if the City staff is unresponsive to auditor recommendations or if the auditors consider such communication necessary to fulfill their legal and professional responsibilities. 3. Auditor Rotation - The City will not require auditor rotation, but will circulate requests for proposal for audit services at least every five years. I � I I I I 11 D. Internal Auditing - The City recognizes its growing need for an internal audit function and is seriously evaluating the devotion of resources to this program in the future. ' I � 13 Foal Policle% E. External Financial Reporting - The City will prepare and publish a comprehensive annual financial report (CAFR). The CAFR will be prepared in accordance with generally accepted accounting principles and will be presented annually to the Government Finance Officers Association (GFOA) for evaluation and awarding of the Certificate of Achievement for Excellence in Financial Reporting. The CAFR will be published and presented to the City Council within 120 days after the end of the fiscal year. City staffing limitations may preclude such timely reporting. in such case, the Finance Director will inform the City Manager and the City Manager will inform the City Council of the delay and the reasons therefore. F. Internal Financial Reporting - The Finance Department will prepare internal financial reports sufficient for management to plan, monitor, and control the City's financial affairs. Internal financial reporting objectives are addressed throughout the policies. III. INTERNAL CONTROLS A. Objective - To provide management with reasonable assurance that assets are safeguarded against loss from unauthorized use or disposition. At all times the City of Euless shall maintain an environment conducive to good internal controls. B. Written Procedures - The Finance Director, through the Accounting Manager, is responsible for developing Citywide written guidelines on accounting, cash handling, and other financial matters which will be approved by the City Manager. The Finance Department will assist Department Managers as needed in tailoring these guidelines into detailed written procedures to fit each department's specific requirements. C. Department Managers Responsible - Each Department Manager is responsible to ensure that good internal controls are followed throughout his or her department, that all Finance Department guidelines on accounting and internal controls are implemented, and that all independent auditor internal control recommendations are addressed. IV. OPERATING BUDGET A. Preparation - The City's "operating budget" is the City's annual financial operating plan. It comprises governmental and proprietary funds, including the General Obligation Debt Service Fund. The budget is prepared by the Finance Director or appointee with the cooperation of all City Departments, and is submitted to the City Manager who makes any necessary changes and transmits the document to the City Council. The operating budget will be submitted to the GFOA annually for evaluation and awarding of the Award for Distinguished Budget Presentation. B. Balanced Budget - The operating budget will be balanced, with current revenues, exclusive of beginning resources, greater than or equal to current expenditures/expenses. C. Adoption Process - Pursuant to City Charter Article VII Section 5, a budget will be presented by the City Manager to the City Council by August 1 and after public hearings, the City Council shall adopt, with any changes, at least ten days prior to beginning of the new fiscal year by a majority vote. D. Amendment Process - According to Section 8 of the same article, amendments may be made by ordinance as necessary. E. Planning - The budget process will be coordinated so as to identify major policy issues for the City Council consideration several months prior to the budget approval date so that proper decision analysis can be made. Periodic financial reports will be prepared to enable the Department Managers to manage their budgets and to enable the Budget Office to monitor and control the budget as authorized by the City Manager. Summary financial reports will be presented to the City Council monthly within 10 days after the end of each month. Such reports will enable the City Council to understand the big picture budget status. Operating Expenditure Control is addressed in another section of the Policies. 14 Fiscal Policies F. Performance Measures and Productivity Indicators - Where appropriate. performance measures and productivity indicators will be developed and used as guidelines and reviewed for efficiency and effectiveness. This information will be included in the annual budgeting process and reported to the City Council at least quarterly. V. CAPITAL BUDGET AND PROGRAM A. Preparation - The City's capital budget will include all capital projects funds and all capital resources. The budget will be prepared annually in conjunction with operating budget. The capital budget will be compiled by the Finance Director with the involvement of all required City Departmental project managers. Integration of the fiscal impact of capital improvements on the operating budget will be monitored. B. Definition - Facilities include any structures or properties owned by the City, the land upon which the facility is situated for the provision of City services, and the initial fumiture, fixtures, equipment and apparatus necessary to put the facility in service. Facilities include, but are not limited to the following: administrative offices, parks, service centers and storage yards, recreation centers, libraries, fire stations, jails and courts, and water and sewer related structures. C. Infrastructure - Includes permanently installed facilities, generally placed underground or at -grade, which form the basis for the provision of City services. Typically included are thoroughfares, bridges, water and sanitary sewer lines, drainage channels, and storm sewers. D. Control - All capital project expenditures must be appropriated in the capital budget. The Finance Department must certify the availability of such appropriations or the availability of resources so an appropriation can be made before a capital project contract is presented by the City Manager to the City Council for approval. E. Program Planning - The capital budget will include capital improvements program plans for future years. The planning time frame should normally be at least five years. The replacement and maintenance for capital items should be projected for the next five years. Future maintenance and operations will be fully costed, so that these costs can be considered in the operating budget. F. Alternate Resources - Where applicable, assessments, impact fees, pro-rata charges, or other user -based fees should be used to fund capital projects which have a primary benefit to specified property owners. Drainage Utility revenues are established to fund small City-wide drainage projects. Single large drainage projects will be funded by debt. G. Debt Financing - Recognizing that debt is usually a more expensive financing method, altemative financing sources will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with expected lives which equal or exceed the average life of the debt issue. The exceptions to this requirement are the traditional costs of marketing and issuing the debt, capitalized labor for design and construction of capital projects, and small component parts which are attached to major equipment purchases. H. Infrastructure Maintenance - The City recognizes that deferred street maintenance increases future capital costs by an estimated five- to ten -fold. Therefore, a portion of the General Fund budget will be set aside each year to maintain the quality of streets. The amount will be established annually so that repairs will be made amounting to a designated percentage of the value of the streets. I. Reporting - Periodic financial reports will be prepared to enable the Department Managers to manage their capital budgets and to enable the Finance Department to monitor and control the capital budget as authorized by the City Manager. 15 1 I F,s al noiic,eb VI. REVENUE MANAGEMENT A. Simplicity - The City will strive to keep the revenue system simple, which will result in a decrease of compliance costs for the taxpayer or service recipient and a corresponding decrease in avoidance to pay. The City will avoid nuisance taxes, fees, or charges as revenue sources. B. Certainty - An understanding of the revenue source increases the reliability of the revenue system. The City will try to understand its revenue sources, and enact consistent collection policies so that assurances can be provided that the revenue base will materialize according to budgets and plans. C. E uit - The revenue system of the City will strive to maintain an equity in its structure. That is, the City will seek to minimize or eliminate all forms for subsidization between entities, funds, services, utilities, and customers. However, it is recognized that public policy decisions may lead to subsidies in certain circumstances, e.g., homestead tax exemption. D. Administration - The Benefits of a revenue will exceed the cost of producing the revenue. The cost of collection will be reviewed annually for cost effectiveness as a part of the indirect cost, cost of services analysis. Where appropriate, the City will use the administrative processes of State or Federal collection agencies in order to reduce administrative costs. E. Revenue Adequacy - The City will require that there be a balance in the revenue system. That is, the revenue base will have the characteristic of fairness and neutrality as it applies to cost of service, willingness to pay, and ability to pay. F. Cost/Benefit of Abatement - The City will use due caution in the analysis of any tax, fee, or water and wastewater incentives that are used to encourage development. Ideally, a cost/benefit (fiscal impact) analysis will be performed as a part of such review. G. Diversification and Stability - In order to protect the government from fluctuations in a revenue source due to fluctuations in the economy, and variations in weather (in the case of water and wastewater), a diversified revenue system will be maintained which has a stable source of income. H. Nonrecurring Revenues - One-time revenues will not be used for ongoing operations. Nonrecurring revenues will be used only for nonrecurring expenditures. Care will be taken not to use these revenues for budget balancing purposes. I. Property Tax Revenues - Process. Property shall be assessed at 100% of the fair market value as appraised by Central Appraisal District. Reappraisal and reassessment shall be done regularly as required by State law_ A 97% collection rate will serve as a goal for tax collections, with a delinquency rate of 3% or less. All delinquent taxes will be aggressively pursued, with delinquents greater than 150 days being turned over to an attorney and a penalty assessed to compensate the attorney as allowed by State law, and in accordance with the attorney's contract. Annual performance criteria will be developed for the attorney. 2. Reduce Reliance on Property Tax, The City will try to reduce reliance on property tax by seeking additional revenue sources and attempting to expand and diversify the City tax base. J. Exemptions - In order to maintain stability of funds for the City, it is the Council's intentions for the exemptions presently allowed by the City to be continued with no allowance for additional exemptions. Tax abatements should be used selectively and only when a good chance exists of economic return exceeding the loss. 16 Fiscal Policies K. User -Based Fees - For services associated with a user fee or charge, the direct and indirect costs of that service will be offset by a fee where possible. There will be an annual review of fees and charges to ensure that fees provide adequate coverage of costs of services. L_ Property Tax Distribution - The percentage of the tax rate allocated to the General Fund is 75%. The allocation of the tax rate for debt purposes is 25%. Debt service should not exceed 40% except for extraordinary and temporary reasons. M. Proprietary - Proprietary funds will pay the General Fund for direct services rendered. Additionally, the Water and Wastewater Fund will pay a franchise fee of 5% of gross receipts . This is to compensate the General Fund for the lost revenue that would be payable from a privately owned utility. N. Franchise Agreements - The City will monitor the status of existing financial agreements and take necessary actions to negotiate new agreements as they near expiration or as they need revisions to best serve the citizens of Euless. O. General and Administrative Charges - A method will be maintained whereby the General Fund can impose a charge to the proprietary funds for general and administrative services (indirect costs) performed on the enterprise funds' behalf. P. Utility Rates - The City will review and adopt utility rates annually that will generate revenues required to fully cover operating expenditures, meet the legal restrictions of all applicable bond covenants, and provide for an adequate level of working capital needs. This policy does not preclude drawing down cash balance to finance current operations. However, it is best that any extra cash balance be used instead to finance capital projects. Q. Interest Income - Interest earned from investment of available moneys, whether pooled or not, will be distributed to the funds in accordance with the operating and capital budgets which, wherever possible, will be in accordance with the equity balance of the fund from which moneys were provided to be invested. R. Revenue Monitoring - Revenues actually received will be regularly compared to budgeted revenues and variances will be investigated. This process will be summarized in the appropriate budget report. VII. EXPENDITURE CONTROL A. Appropriations - The level of budgetary control is the department level in the General Fund and Water and Sewer Fund, and the fund level in all other funds. When budget adjustments between funds are necessary, these must be approved by the City Council. Budget appropriation amendments at lower levels of control shall be made in accordance with the applicable administrative procedures through the finance office. B. Central Control - Significant salary and capital budgetary savings in any department will be centrally controlled and may not be spent by the department without specific City Manager authorization. C. Purchasing - All purchases shall be in accordance with the City's purchasing policies. Purchases and any contracts over $15,000 will conform to a formal bidding process as outlined. Recommendations on purchases and contracts $15,000 and more will be made to the City Council for their approval. D. Prompt Payment - All invoices will be paid within 30 days of receipt in accordance with the prompt payment requirements of State law. Procedures will be used to take advantage of all purchase discounts where considered cost effective. However, payments will also be reasonably delayed in order to maximize the City's investable cash, where such delay does not violate the agreed upon payment terms. 17 Fiscal Policies E. Equipment Financing - Equipment may be financed when the unit purchase price is $20,000 or more and the useful life is at least four years. This position should smooth on -going financial requirements. Vill. ASSET MANAGEMENT A. Investments - The City's investment practices will be conducted in accordance with the City Council approved Investment Policies. Utilized objectives: safety, liquidity, and yield. B. Cash Management - The City's cash flow will be managed to maximize the cash available to invest- C. Investment Performance - At the end of each fiscal year a report on investment performance will be provided by the Finance Director to the City Manager for presentation to the City Council. D. Fixed Assets and Inventory - These assets will be reasonably safeguarded, properly accounted for, and prudently insured. IX. FINANCIAL CONDITION AND RESERVES A. No Operating Deficits - Current expenditures will be paid with current revenues. Deferrals, short-term loans, or one time sources will be avoided as budget balancing techniques. Reserves will be used only for emergencies or nonrecurring expenditures, except when balances can be reduced because their levels exceed guideline minimums. B. Operating Reserves - The General Fund resources balance combined with the Emergency Reserve Fund should be between 30 to 60 days in working capital and never fall to 8.3% of the General Fund expenditures budget. This percentage is the equivalent of 30 days' expenditures. The enterprise fund working capital should be maintained at the 12% (45 to 75 days) level. An additional cash test will be required for the Water and Wastewater Fund to ensure the City's ability to operate, exclusive of accounts receivable. C. Risk Management Program - The City will aggressively pursue every opportunity to provide for the public's and City employees' safety and to manage its risks. All reasonable options will be investigated to finance losses. Such options may include risk transfer, insurance, and risk retention. Where risk is retained, reserves will be established based on actuarial determinations. Such reserves will not be used for any purpose other than for financing losses. D. Compensated Absences - The City will establish a separate reserve within its operating funds to pay for accrued vacation leave. Accrued vacation leave can normally be paid by allowing a vacated position to remain open for several weeks. This reserve will be established based upon a schedule of estimated retirements which will be developed in conjunction with the operating budget. E. Equipment Replacement - The City shall maintain an Equipment Replacement Fund for major rolling stock. Funds will be transferred based on a depreciated calculation of each piece of equipment. F. Health Claims - The City shall maintain a fund for health claims for all employees. Adequate reserves shall be maintained as determined actuarially. All reasonable cost containments will be reviewed to keep the cost to the City and the employees minimal. X. DEBT MANAGEMENT A. Short -Term Debt - If utilized, tax anticipation notes (TAN's) will be retired annually, and bond anticipation notes (BAN's) will be retired within six months of completion of the project. Any short-term debt outstanding at year-end will not exceed 5% (including TAN's, but excluding BAN's) of net operating revenues. 18 F,scai Pa,eies , B. Long -Term Debt - Long-term debt will not be used for operating purposes, and the life of the bonds will ' not exceed the useful life of the projects financed. C. Self -Supporting Debt - When appropriate, self-supporting revenues will pay debt service in lieu of tax revenues. D. Rating - Full disclosure of operations will be made to the bond rating agencies. The City staff, with the ' assistance of fiscal advisors or bond counsel, will prepare the necessary materials for and presentation to the rating agencies. E. Water and Wastewater Bond Coverage Ratios - The City has both revenue bonds and other ' indebtedness of the Water and Wastewater Fund. The City will maintain two coverage ratios: 1.50 for revenue bonds "technical average" and 1.25 for all indebtedness "practical coverage". The City will issue new debt for an Enterprise only after an "additional bonds" test has been applied to the issuance. ' This test determines that revenues are sufficient to defray the additional debt service burden that will be created by the new issuance. F. Federal Requirements - The City will maintain procedures to comply with arbitrage rebate and other ' Federal requirements as necessary. In attempt to exempt the City from arbitrage rebate requirements, the City will attempt to issue bonds in increments not to exceed $5,000,000 per calendar year. G. Debt Service Reserves - The Debt Service Fund should not have reserves or balances in excess of one month of principal and interest plus 15% of the principal outstanding of unrefunded debt issued prior to September 1, 1986. This maximum is dictated by Federal law and does not include the amounts accrued for the next debt service payment. The policy above does not preclude the debt service reserves normally established to market revenue bonds. The City's policy and bond ordinance requirement are to maintain these debt service reserves at the level of the average annual debt service. H. Debt Burden - The Debt Burden should be within the norm of comparable cities. Specifically, maintenance of capacity not to exceed the median per capita and per assessed valuation will be monitored. Debt Structuring - The City will issue bonds with an average life of twenty (20) years or less in order to reduce net interest cost and maintain future flexibility by paying off debt earlier. The issuance should contribute to an overall curve that is relatively flat. Competitive vs. Negotiated Bidding - The City will analyze on a per issue and market basis the desire to utilize competitive versus negotiated sale of bonds. In either instance, the fiscal staff will present to management and council advantages and disadvantages of the process. K. Bidding Parameters - The notice of sale will be carefully constructed so as to ensure the best possible bid for the City, in tight of the existing market conditions and other prevailing factors. Parameters to be examined include.- - limits between lowest and highest coupons - coupon requirements relative to the yield curve - method of underwriter compensation, discount or premium coupons - use of True Interest Cost (TIC) vs. Net Interest Cost (NIC) - use of bond insurance - deep discount bonds - variable rate bonds - call provisions 19 G,Scal Ponces L. Bond Issuance Advisory Fees and Costs - The City will be actively involved in the selection of all financial advisors, underwriters, paying agents, and bond counsel. The City shall evaluate the merits of rotating professional advisors and consultants as well as the kinds of services and fee structures available from independent financial advisors, investment banking firms, and commercial banks. The City will carefully itemize and scrutinize all costs associated with the issuance of bonds. XI. STAFFING AND TRAINING A. Adequate Staffing - Staffing levels will be adequate for the fiscal functions of the City to function effectively. Overtime shall be used only to address temporary or seasonal demands that require excessive hours. Workload shedding alternatives as well as technology will be explored before adding staff. B. Training - The City will support the continuing education efforts of all financial staff including the investment in time and materials for maintaining a current perspective concerning financial issues. Staff will be held accountable for communicating, teaching, and sharing with other staff members all information and training materials acquired from seminars, conferences, and related education efforts. C. Awards. Credentials - The City will support efforts and involvements which result in meeting standards and receiving exemplary recitations on behalf of any of the City's fiscal policies, practices, processes, products, or personnel. Further, the Finance Director will try to obtain and/or maintain designation of Certified Government Finance Officer as awarded by the GFOA of Texas. 20 This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health. BUDGET MESSAGE � AND 1 FINANCIAL SUMMARIES BUDGET MESSAGE AND FINANCIAL SUMMARIES u T H E C I T Y Q F EULESS November 22, 1996 Honorable Mayor Mary Lib Saleh City Council: Carl Tyson, Place One Todd Smith, Place Two Bobby Baker, Place Three 8t Mayor Pro Tern Charles Miller, Place Four Glenn Walker, Place Five Katie Edwards, Place Six INTRODUCTION In accordance with requirements of State law and the City of Euless' Home Rule Charter, the operating and capital budgets for the fiscal year beginning October 1, 1996, and ending September 30, 1997, are presented. This budget document is the product of several months of intensive effort involving all departments and staff personnel and has been prepared with the Council's concerns, as well as within the constraints the City faces. The short- and long-term strategic goals and key issues impacting this budget are identified and discussed here. They are highlighted as shown in italics followed by their impact to the budget and action taken to address the issue. BUDGET HIGHLIGHTS The City's new budget provides for widely expanded services and facilities with a decreased property tax rate! These additions will provide for long-term community needs (public safety, infrastructure and quality of life). • A $.06 decrease in the property tax rate. The tax rate for the prior fiscal year is $.606 per $100 assessed valuation, the FY97 tax rate is $0.54498 per $100 assessed valuation. • No cuts in programs or services for citizens. • Expanded services and staffing in community services including park technicians, clerical staff, marketing manager, etc. • Enhanced library program (staffing, materials and major capital). • Additional staffing in Police Department, including Assistant Police Chief, police officers, and records clerk. 201 N. Ector Drive, Euless, Texas 76039-3595 8171685-1400 • Metro 8171267-44(21• FAX 817/685.1416 • Additional firefighters/paramedics and safety equipment. • Additional part-time bailiff for added court security. • Approximately $3,000,000 use of combined excess reserves for nonrecurring capital needs and improvement projects (streets and water and sewer). • A 3% average increase in salaries for employees to retain a motivated, quality work force. • No increase in water and sewer rates. Overall, the City had an exceptionally good fiscal year. It began in a balanced position and ended with no budgeted deficits. Once again our directors have done a superb job of maintaining very tight budgets. GENERAL FUND The General Fund revenues are proposed at $15,922,042 and the expenses at $15,917,715 for a net of $4,327. Adequate funding was met by systematically projecting revenues based on known economic development in process, economic forecasting and utilization of trending techniques based on the City's revenue manual (under separate cover). This methodology has proven to be successful for our City. Excess fund balance was due to prior year budgetary decisions which continue to have a positive impact, specifically, implementation of Court of Record which provides better and more efficient service delivery, initiation of new municipal fees allowed by legislation, implementation of new licensing and inspection programs with existing staff, which generates new fees, utilization of grants and increases in sales taxes. After review of the General Fund for the next fiscal year, you will find that overall the expenditures have increased by $1,078,251 or 7%, providing for a competitive compensation package for employees, additional staffing, primarily in public safety, and Community Services (parks and recreation), and the procurement of much needed non -recurring capital equipment. Greater expenditure levels in FY97 are funded through the growth in revenues resulting from an increased strength in the local economy over the past two years. These increased revenues have resulted in excess funds and utilized for one-time needs. The use of this non -recurring fund balance resource has addressed several of the City's strategic goals and are highlighted below: *utilizing innovative and technological methods for better and more efficient service, specifically, continuation of Teen Court, remote school zone monitoring device, use of state and interlocal purchasing agreements, citywide computer Network system, new computer hardware and software program for processing of various permits, and smaller, miscellaneous computer related items, "one -stop shop" for community development activities; *adequate funding for the City, specifically, continued funding for a new Athletic Complex, initial payment for a fire truck, use of available grants for additional police officers, park projects and street projects, continuation of an interlocal agreement with the school district, and increase in user fees for alarms; 22 • repair and/or replace deteriorating infrastructure, specifically, roof repair to existing library, remodeling to the two other buildings on the campus, swimming pool renovations, and revitalization to Main Street (main entrance to the City) ; *improve external and internal communications, specifically, City's Website on internet, continuation of Mayor's newsletter, computer network system, neighborhood association meetings, and citizen's police academy program. WATER & SEWER FUND For FY97 the revenues and expenditures for this fund are projected at $11,521,822 and $11,143,501 respectively. As you will see, expenditures have been held in line and revenues have been conservatively budgeted based on historical water sales. This budget will address citywide strategic goals focusing on infrastructure improvements and fund the non -recurring capital items that help meet these goals with non -recurring resources, excess fund balance. This fund shared in some of the projects discussed in the General Fund, remote communications system and new computer hardware and software; however, its largest focus was in the repair and replacement of deteriorating infrastructure, specifically, $1,000,000 for capital improvements (water line replacement, citywide sewer maintenance projects, and continuation of meter replacement program). A capital item that warrants some discussion is the positive impact that the meter change out program had on the revenues for the past two years. During both wet and dry years, these new meters have greatly contributed to revenues through accurate readings of water usage. The camera unit approved this year will also be of great benefit to the capital improvement program by accurately identifying problems in the lines. Again, no increase in the water or sewer rates are proposed. OTHER FUNDS Internal Service have attempted to operate the Health Insurance/Benefits and Workers' Compensation/Risk Management programs at no increased cost to the City. However, we have reviewed the health insurance program and have proposed a slight increase in City's contribution, along with a small increase to the employee's co -payment to help meet the increased claim expenses and provide adequate funding for the City. The Fleet Replacement program has been submitted as required by the replacement schedule and represents a baseline budget. The Cash & Debt Management program is also a baseline budget with a small increase providing for software that will assist in external communication for reporting requirements approved in the last State legislature. 23 Special Revenue Funds The Hotel/Motel & Economic Development program is presented as a baseline budget with excess fund balance available for non -recurring needs. This program had an outstanding year in revenues for fiscal year 1996 as the Ramada Inn and LaQuinta continue to provide additional revenues. We should see an increase in future years as Microtel Inn becomes operational. This provided adequate funding for our Fuller House historical preservation project and provided working capital for the joint meeting facility/clubhouse which will be located at the new Golf Course in Euless. This meeting facility will have ample space not only for social events such as weddings and reunions, but also for professional conferences and corporate meetings, thus generating additional revenues. The meeting facility will include state-of-the-art audio and visual equipment as needed for speaking engagements and training making this a great amenity for our citizens and professional colleagues. This special facility will add to the City's special character and livability. The Half -Cent Sales tax program which was approved in fiscal year 1993 has provided a successful vehicle and alternative source of funds for several city projects, mainly the new library which opened on schedule and most importantly on budget! Enhancements to existing parks have also benefited from this special revenue as well as approved plans and designs for a new Athletic Complex which will be located adjacent to the new golf course. These new and exciting projects are what is making the City of Euless truly a shining star in Texas! Other economic development projects included in this program provided funding for revitalization of Main Street, plans for city limit signage, and several other signage and lighting improvements for proposed business corridors on the bordering state highway properties. The City's Drug Enforcement Agency program supported the fight against drugs along with state and federal agencies. These revenues funded a radio system of higher technology, providing for better interlocal government communications and additional police vehicles. Crime control and Prevention District was voter -approved by a large decisive margin! This new program receives additional funding for the City through an additional quarter of a percent sales tax. Use of these funds is regulated by law for new crime control and prevention activities. Therefore, an assistant police chief, vehicles, and several new community "awareness" programs will be funded. Other Enterprise Funds The Programs & Special Events fund is proposed at baseline as was in prior year. This fund provides a great deal of the visible community activities for our citizenry, young and old. The activities range from water aerobics to senior citizen programs to our national award winning Arbor Daze celebration! This service area contributes to increased citizen involvement and volunteerism through the volunteer program the City initiated three years 24 ago. The efforts and success of our volunteer program has been a key factor in making Euless' Arbor Daze free of charge for everyone! The preservation of natural areas in Euless is another citywide goal which has been addressed through the efforts of our 1+1=2 Tree Program, as does our recycling program. Drainage Utility fund is proposed at baseline. The increased rate implemented last year has provided additional funding for smaller capital improvement projects without the need for debt issuance . This utility was approved five years ago to provide adequate funding for storm water drainage and has completed a major project which will prevent frequent flooding in that area. Softball World at Texas Star has been a valuable addition to the City's recreational program and facilities. This softball complex hosted major state and national tournaments and coordinated over 921 teams in league play! This operation was also financially successful as it is projected to be a self-sufficient operation, responsible for its own debt service as well! Both Athletic Complex and Golf Course facilities at Texas Star are currently under construction and anticipate completion soon with operational activities beginning the spring of 1997. Both facilities will be operated as enterprise (self-supporting) funds, thereby not burdening the general fund. All three enterprise facilities mentioned above are currently being promoted simultaneously by our new marketing coordinator. Capital Improvement Funds All capital improvement projects have been addressed several times throughout this message. The main source of funding for these type projects have been addressed through the use of non -recurring sources, specifically, fund balance. General fund provided funding for the parks area, Water & Sewer fund provided funding for various water and sewer projects, and Hotel/Motel provided additional funding for the new conference center. As in the past, excess operational revenues will have a priority to fund capital projects in order to reduce interest expense related to bond issues. Additional funding for future projects will include the consideration of grant availability, self-sufficiency of revenue type bonds and debt capacity of the general fund. Current plans exist for the coordinated efforts to continue with the Texas Department of Transportation to address joint projects. OUTSIDE FUNDING SOURCES Although mentioned before, it is important to recognize that the City benefits from local grant funding especially in Community Services and Police Department. The North Central Texas Council of Governments (NCTCOG) is a conduit of several grant and recently other interlocal research programs with whom we work very closely. Because of these programs, the quality of City services will improve without an increase in overall costs. 25 LEGISLATIVE MANDATES The City has included in this year's budget additional funds to address new and ongoing legislative requirements, some of which include the Texas Public Funds Investment Act which requires additional reporting on a quarterly basis outlining specific information, and the Americans with Disabilities Act which requires some renovations to several City facilities to meet minimum requirements. ECONOMIC OUTLOOK As you will see throughout this book, the City of Euless is an exciting place to be! Along with all the exciting projects discussed here, Euless has seen new businesses, new residential and multi -family developments, and expanded commercial outlets in the past two years. This year has again been a booming one for restaurants in Euless as we experienced the opening of Euless Kitchen, Mid Cities Deli, Gators, and Village Grill, and more are in the works! The medical district is also growing to the City's west with the addition of new physician offices and clinics. Our efforts in the relocation of suitable businesses for the Highway 10 commercial corridor have been fruitful. This corridor is the gateway to the City's business parks and is now the home of Eberle Manufacturers (an international manufacturer of capital equipment) and Hardcoat Technologies. Tarrant Printing, an existing business on Highway 10, has recently expanded their market by acquiring additional operations. Furthermore, Aerobotics, which is a leader in the design and manufacture of high-tech aeronautical equipment, has continued to expand with an additional thirty thousand square feet and now employs over 100 engineers. City officials, major mall developers and participating entities are working together to bring an upscale mall development to Euless at the intersection of two major freeways! This mall will house two initial anchor tenants and several smaller boutiques, plus an entertainment complex featuring restaurants and a multi -screen theater. This development will partially be the product of a tax increment financing district. 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 and index. A copy of this document will be in the library for citizen review. In order to provide a more "user friendly" document, it has been divided into sections containing revenue and expenditure figures plus departmental budgets. The "Financial Summaries and Worksheets" section starts with a global look at the City's services provided with the resources available. The financial elements are summarized by fund with a focus on the largest revenue sources in the largest funds, general and water and 26 1 sewer funds, (ad valorem taxes, sales taxes, etc.) and expenditures categorized by departments. The following sections entitled General Fund, Enterprise Fund, etc., provide a detailed look at activities within their departments. These details include objectives, expenditures, revenues, personnel and performance measures if available. Some performance measures are not available at this time as this is a new section this year and is in the process of refinement. The final sections are dedicated to providing detail on debt issues, capital improvements and personnel information. The City's Revenue Manual is printed under separate cover although heavily referred to for revenue assumptions and methodology. Generally, past experience, trending techniques and economic forecasting modules are all combined to provide the most accurate estimates possible. As always, please call with your comments. Respectively submitted, X;��Z4� -,4� Tom Hart, City Manager 27 This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health. Ll J 011[•R11111 dirk" 11:4: I 'tix4 >•1X t•�'� � a .oGr.-va'x c •i.xi ia�x.7Mii1�ii;17�i'iip .MMY�'A�pi�iyp�:ai�iDKL i."�.Cgi01GCiC77�s�e t 7icT7 �. yK6 t`t�i � S,it.`�:k.-'"�7iiit4'"' ""'�cl�71in6�dii �• k HSi4iY c ci'ga 97Ew t ,'• -.. '^CCt ....C.f_%.i?C'Y p ^^•xxS1C7EA" ::rx'�'" acc w^ii74`i��Y_•• .�7.at• (�Y�i6i'R6(::i�ggA ak The Cost of City Services Based on an average home value of $77,223 each household will pay $337* in city taxes for the year, or $28.08 per month, to support these city services: J � * 24 hour Police protection r � * 24 hour Fire protection * 24 hour Ambulance service (` * Maintenance of all public streets and street lighting * Library facility and service which circulates books & audio tapes * Park facilities including softball fields and walking trails * Recreational facilities including a gym and walking track *Animal Control services * Environmental Health services including restaurant inspections * Building Inspections and permitting services * Code Enforcement services In comparison, the cost of Cable TV with basic service and HBO is over $35 per month. $61,772=$77,223-15,443 or (77,223 x 20%) $337/year=$61,772x.54498/ 100 $28.08/mth.=$337 *Assuming that 20% Homestead Exemption is used. 28 Monthly Service Charaes Water Sewer Trash Drainage Recycling FY97 $7.00 + 2.23 $5.20+90% of metered water $6.44 $1.70 per home per 1000 gals. usage @ $1.39 per 1,000 gals. ($6.00 + .44 tax) $2.50 $.85 per apt. unit $.85 for Seniors FY96 $7.00 + 2.23 $5.20+90% of metered water $6.44 $1.70 per home per 1000 gals. usage @ $1.39 per 1,000 gals. ($6.00 + .44 tax) $2.50 $.85 per apt. unit $.85 for Seniors FY95 $7.00 + 2.23 $5.20+90% of metered water $6.44 $1.70 per home per 1000 gals. usage @ $1.39 per 1,000 gals. ($6.00 + .44 tax) $1.50 $.90 per apt. unit $.85 for Seniors ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Staffina Trends Fiscal Year Budgeted 96-97 319* ° 4 95-96 287 94-95 272 93-94 275 92-93 266 91-92 256 90-91 253 * Softball World and Golf Course added ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ General Fund CQI \ Key Fiscal Points s Proposed Revised Actual Rev. FY97 % Change FY96 % Change FY95 Operating Budget $14,361,961 +0.14% $14,340,975 +4.73% $13,693,032 Tax Rate .54498 per $100 .606 per $100 .616 per $100 Debt-- 0.190111 - 10.06% Debt-- .149771 - 1.62% Debt-- .161562 M&O= 0.354869 M&O= .456229 M&O= .454438 Taxable Valuation $1,107,989,959 +3.02% $1,075,417,223 +10.83% $970,248,082 Debt Rating G.O.-A1 Moody's G.O.-A1 Moody's Revenue -A Moody's Revenue -A G.O.-A+ S&P Moody's Revenue -A S&P G.O.-A+ S&P Revenue -A S&P 29 Where Does The Money Come From? By Fund Revised FY 95-96 1 I FY 96-97 (1.7%) RiskMorkef's Comp (30.5%) Water/S�er Fund (1 7%) Risk/Worloes Comp (27 5%) WaterlSawer Fund JJw' ; r % (N.5%) General Fund (& 3%) Insurance Fund (3 5%) Insurance Fund _ �S'A•• C ----Other • •.. •i ues Water/Sewer Fund $12,549,710 $11,521,822 Cash & Debt $60,000 $51.541 Risk/Workers Comp. $684,939 $706.026 Hotel/Motel $551.563 $658,486 General Fund $15,759,552 $15,922,042 DEA Fund $418,467 $0 G.O. Debt $1,694,548 $2,217.366 Water & Sewer Debt $384,780 $313.580 -Other Funds $8,923.755 $10,017,340 Equip. Replacement Fund $425,641 $559,053 Insurance Fund $1,346,753 $1,480.933 Drainage Utility Fund $544,642 $537,500 Total Revenues: $40,959,257 $41.845,529 Programs & Special Events $728,390 $727,815 Engineering Fund $1.768,726 $882,000 Fleet Operations $595,341 $620,000 Half -Cent Sales Tax $2,729.665 $2,221,008 Golf $0 $1,458,349 Softball $541,540 $1,098,210 Athletic Complex $0 $123,974 Crime Control $175,000 $765,824 Where Does The Money Go? By Fund Revised FY 95-961 (1.2%) Risk/Workers Comp. Cttywlde Expenditures W&SFund Risk/Worker's Comp. Gen. Fund Insurance Fund "Other Funds G.O. Debt Total Expenditures: • r Pi Oi i •1•� -Other Rev. FY 95-96 FY 96-97 $11.492.219 $11,143,501 $488,553 $703.411 $14.039.464 $15.917,715 $1,336.972 $1.409,319 $11.160,481 $5,470.582 $1,660,666 $2,202,366 $40.978,355 $39.846,894 I FY 96-97 (1.8%) Risk/Workers Comp.. (28.0%) W & S Fund (39.9%) Gen. Fund (5.5%) G.O. Debt (3-5%) Insurance Fund (21,3%) -Other Funds "Other Funds: Cash & Debt Hotel/Motel DEA Fund Water & Sewer Debt Equip. Replacement Fund Drainage Utility Fund Programs & Special Events Engineering Fund Fleet Operations Half -Cent Sales Tax Golf Softball Athletic Complex Crime Control Rev. FY 95-96 FY 96-97 $60.000 $51,541 $326,582 $658,488 $334.677 $0 $536,205 $522,480 $425,641 $416,536 $490,682 $508,908 $718,905 $726.918 $93.391 $106,099 $550,721 $617,903 $7,119.339 $1,915,016 $0 $1,134,134 $446,883 $967,824 $0 $81,107 $57,455 $785,630 Funds generated from Property Taxes, Sales taxes, Franchise fees, Grants, and Service fees are divided among these funds to support City services and operations. Streets, water lines, and buildings are some examples of capital items which are being paid for through debt. Internal service funds such as insurance, risk management, worker's compensation, and Cash & Debt Management have been instrumental in protecting the employees of the city, as well as city monies. Each fund is setup to track expenditures and to maintain a high level of accountability. The budgeted figure for "Other funds" reflects capital Improvement projects for our new city library and parks. These projects will be paid for through the half -cent sales tax fund, they are not operating items. All operating budgets will remain relatively flat in FY97, 30 11 115 a 90 1 1986 1988 1987 1989 General Fund Actual vs. Budget Recently, the city has monitored revenues closer in order to budget more realistic and realizable collections - For the last six years, the city has expended less than budgeted due to tighter budgetary controls. ®'. 1992 1994 1996 Rev. 1991 1993 1995 1997 Prop. Year REVENUES ♦ EXPENDITURES A BUDGET In 1996, revenues have exceeded budgeted amounts due to a combination of municipal court revenues, interest income, franchise fees and increased sales an property tax collections. * 1987-1995 figures are audited numbers. 31 Operating Budget Summary S0 Combined Fund Revenues 40 a 30 m` g S 20 10 0 1993 1994 1995 1996 Revived 1997 Proposed Five Year Actual and Projected an General ' Water and Sewer lM Enterprise Special Revenue ti Internal Service i Revenues — C3eneral Water and Sewer special Revenue Enterprise ! S Internal Service TOTAL 1993 1 11,536,352 9,500,499 1,576,007 357,337 2,118,406 $25 088 601 1994 12,370,911 9195 869 2,329,679 10 829 030 2,180,529 $36 906 018 1995 13,693,032 9195 256 1,995.035 21607.516 2,180,875 $29,671 714 1996 Revised 15,759,552 12,549,710 4,178,639 3,874,695 2,517,3W $38 879 929 1997 Proposed 15,922,042 11,521,822 5 447 848 3,645,318 2,777,553 $39 314 583 REVENUES: All amounts of money received by a government from external sources other then expense refunds, capital contributions, and residual equity transfers. BRIEF EXPLANATION OF REVENUES: Add Valorem. Taxes Based on assessed value of real and personal property. Levy set at the same level as current year to fund operations assumed to be at the same level. Reduced from prior year due to additional sales tax. Based on a specified percentage of consumption. Budgeted flat growth offsetting reduction in unknown effect of manufacturing exemption. Projection is based on 75% of 3 year growth average. Additional Sales Tax Based on a specific percentage of consumption. Euless citizens approved a 1/40 sales tax addition in FY96 for collection during FY97 to reduce ad valorem tax rates within the City. Projection is based on 25% of prior year sales tax revenues. Franchise Fees A broad -based benefit tax which is based on negotiable contractual agreements between the utility companies and the City and average about 5% of gross sales. Municipal Court Fees Based on fines from violations occurring within the City limits. Fee revenues left at same level as current year (which includes additional motorcycle traffic unit) except for administration fee which are no longer realized due to the addition of "Court of Record." Projection of 2% increase. Permits Based on charges collected by the City for business licenses and permits for general construction. Projected by individual department manager based on their knowledge of activity (building, remodeling, inspections, etc...). Projection of small growth in FY97. Interest Income Interest eamings from City investments based on monthly estimated invested balances earning current and realizable market rate (5.00% to 5.50%). Grant Reimbursements Based on reimbursements from intragovernmental revenue sources including Emergency Management, School Patrol Unit, Auto Theft Unit and DEA overtime. T %3V-e15 Zbitmand-aewer Based on percentage of gross sales from various City funds (5% from enterprise funds and 2.5% from intemal service funds). In FY97, we budgeted a number of transfers to cover one-time capital expenditures and CIP projects. Based primarily from water sales to utility customers and sewer charges. Based on consumption since its initiation in September of 1993. Funds go to major projects including the new library. Note that totals are slightly overstated due to interfund transfers. 32 Expenditures General Water and Sewer Enterprise ' Special Revenue Internal Service TOTAL 1993 10,805,322 8,275,700 1,289,454 304,553 1,919,174 $22 594 203 1994 11,811,136 9.059.881 1,332,727 532 396 11985,718 $24 721 858 1996 12,221,918 8,263,075 1,855,493 4,845,489 1,990,757 $29176732 1996 Revised 14,839,464 11 492 219 2.300.582 7.838.053 2,311,166 $38 781 484 1997 Proposed 15,917,715 11 143 501 4,140,893 3.339.132 2,580,807 $37122 048 EXPENDITURES: The cost of goods received or services rendered whether cash payments have been made or encumbered. BRIEF EXPLANATION OF EXPENDITURE LINE ITEMS: 81 XX Personal Services Covers all personnel related expenditures including salary, employee insurance, retirement, allowances, and other employee benefits. 82XX Materials & Suooljes 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 lIILastructure_M_aji teIlwEe Contract, repair or agreement for maintenance to City infrastructure. 85XX Equipment and Vehicle Maintenance Contract, repair or maintenance of equipment and vehicles. 86XX Services and_MLSCellaneous Charges Commodities, services, and activities performed by persons or organizations outside City operations under expressed or implied agreement. 87XX TLans* Q Qther-Fwids Expenditure reimbursement are items budgeted or accounted for in one fund and/or either direct or indirect charges to another fund. 88XX 0eepLegtation E�Wnse Only utilized in proprietary funds, this expense is for reduction in fixed assets. 89XX Pdor Years ExWnse Accounting entries for audit purposes. 9000 EbmdAmts All expenditures for capital outlay in compliance with City capitalization policy (pending). General Rule states the item is over $500 in cost and over one year useful life. Note that totals are s5ghtty overstated due to interfund transfers. 33 General Fund Revenue Assumptions Revenue Source Assumptions Property Taxes Projections are based on prior year revenues with increases in additional sales tax from prior year and growth of $82,500. Additional Sales Tax Projections are based on 25% of prior year sales tax revenues. Prior Year Taxes Projections are based on average of the three prior years collections. Penalties & Interest Projections are based on average of the three prior years collections. Sales Tax Indicates 5.83% growth (75% of 3 yr. average = 7.77%) Mixed Drink Tax 2% growth is projected. Bingo Tax Immaterial amount. TU Electric 1 % growth is projected. Lone Star Gas 2% growth is projected. Southwestern Bell FY97 = $362,000 with 2% growth afterward. City Garbage 4% increase on new contract, with 2% projected afterwards. Recycling Franchise Fee Flat for FY97, 2% projected afterwards. Storer Cable -2% decrease due to satellite dishes and direct TV. Water & Sewer Franchise Tax 5% of estimated water revenues (gross). Swimming Pools Flat usage and fees projected. Municipal Court FY97 budgeted on average collections; 2% growth afterwards. Library Fees FY97 5% growth; 2% growth afterwards. Ambulance Fees 3% growth due to aging population and growth). Jail Revenue Flat; 5 year average 34 General Fund Revenue Assumptions Page 2 Electric & Plumbing Licenses Flat Other Permits Flat Grapevine Contract 2% growth based on growth in Grapevine. Fire Permits 2% growth. Health Permits 2% growth. Minimum Housing 5% direct growth. Miscellaneous Permits and Fees 1 % growth Building Permits 2% growth Food Handlers License Flat Interest Income Average quarterly invested balance at 5.25% flat. Miscellaneous Flat Police Program Reimbursements Projections are assuming continued funding from grants, continued one officer for NICU and a 5% increase each year for Auto theft Task Force. School Police Reimbursements Based on salaries of four patrol officers with 5% increase each year. Alarm Revenue 2% growth Emergency Management Grant Status of grant funding unknown at this time. Rental Income Flat Tower Lease Revenue New contract (known) and flat Grants New grant of $225,000 Wrecker Contract Flat Betterment Contributions Contributions have decreased. Transfers 5% water gross revenue and 2.5% other funds' gross revenue. 35 Revenue Trends General Fund Multi -Year Analysis 16 14 12 10 c 6 4 2 0 FY 1993 FY 1994 FY 1995 FY 1996 FY 1997 8 Property Taxes r_.]' Franchise Fees ® Sales & Use Taxes ® Fines & Fees 173 Licenses & Permits 0 Interest Income 66 IntgovemAll1w. REVENUE ACTUAL ACTUAL ACTUAL REVISED - PROPOSED % DiFF. SOURCE FY 1993 FY 1994 FY 1995 FY 1996 FY 199T FY96' TO FY9T Property Taxes $4,402.245 $4,415.576 $4,549,991 $4,886,971 $4,005.955 -18.0% Franchise Fees $2,127.777 $2,325.551 $2,588,169 $2,455,383 $2,447,846 -0.3% Sales & Use Taxes $2,759.099 $2,911,406 $3,088,622 $3,363,185 $4,258,654 26.6% Fines &Fees $1,052.103 $1,251,239 $1,734,069 $1,801,479 $1.788,680 -0.7% Licenses & Permits $372.503 $435,746 $504,594 $425,794 $434,524 2.1 % Interest Income $152,815 $206,169 $333,461 $340,696 $280,000 -17.8% Int'governJMisc- $669,811 $825,224 $894,128 $2,486.044 $2,706.383 8.9% TOTAL $11,536,353 $12,370,911 $13.693,032 $15.759,552 $15,922,042 1.0% Revenue Source - Percentage of General Fund Revenues Average' Property Taxes 38% 36% 33% 31 % 25% 32.65% Franchise Fees 18% 19% 19% 16% 15% 17.42% Sales & Use Taxes 24% 24% 23% 21 % 27% 23.62% Fines & Fees 9% 10% 13% 11 % 1 1 % 10.91 % Licenses & Permits 3% 4% 4% 3% 3% 3.17% Interest Income 1% 2% 2% 2% 2% 1.87% In'goverm/Misc. 6% 7% 7% 16% 17% 10.36% TOTAL 100,00% 100.00% 100.00% 100.00% 100.00% 100.00% The graph and chart above depicts the five year trend for revenues which support services and operations accounted for in the General Fund. While indicating which revenue sources have experienced an increase or decrease, the chart indicates what percentage of the total revenue stream a source constitutes. The trend indicates that these sources continue to diversify the revenue stream and the General Fund is not as dependent upon one revenue source. FY 97 Proposed is a good example of this diversity since there will be less reliance on the property tax revenue due to the Y40 Additional Sales Tax to lower property taxes. Through the years the trend has shown property taxes to be the largest source of General Fund revenues averaging 32.65% of total General Fund revenues. The sales tax trend made it the second highest source at 23,62% and franchise fees third with 17,42% of total General Fund revenues. The General Fund has become less reliant on property taxes to the point that the FY 97 Proposed budget would bring in more dollars from sales taxes, 27% of budget, than property taxes, 25% of budget, because of the Additional Sales Tax mentioned above. Franchise fees are at 15% of total General Fund revenues with other sources varying from 2% to 17% of the General Fund revenue stream for proposed FY 97, 36 General Fund Revenue Sources $4,258,654 (26.7%) $4,005,955 (25.2%) $280,000 (1.8%) ��/�E' $604,785 (3.8%) $2,447,846 (15.4%) /�?✓'�$2,101,598 (13.2%) $1,788,680 (11.2%) $434,524 (2.7%) [mtutt Property Taxes NEM Sales & Uses Taxes Interest Income E=- Franchise Fees o Fines & Fees ss>• Licenses & Permits EHEiU Transfers In Miscellaneous Miscellaneous Includes Grants and Charges for Service i General Fund - - CY Revised Proposed Ant. Dirt. % Dlff. Revenues Actual 95 Budget FY 96 'FY 96 Budget FY 97 'FY96-FY97 'FY96 - FY97 Property Taxes $4,457,129 $4,795,971 $4,795,971 $3,931,437 ($864,534) -18% Prior Year Taxes $62,145 W,000 $55,000 $42,147 ($12,853) -23% Penalties & Interest $30,717 $30,000 $36,000 $32,371 ($3,629) -10% Sales Tax $3,038,370 $3,165,000 $3,318,546 $3,512,017 $193,471 6% Additional Sales Tax $0 $0 $0 $701,130 $701.130 0% Mixed Drink Tax $43,649 $43,000 $44,615 $45,507 $892 2% Bingo Tax $6,6C3 $2,500 $24 $0 ($24) -100% TU Electric $1,186,230 $1,215,000 $1,204,573 $1,216.619 $12,046 1% Lone Star Gas $129,830 $130,000 $130,000 $132,6CO $2,600 2% Southwestern Bell $573,901 $331,000 $346,432 $353,361 $6,929 2% City Garbage $80,206 $75,000 $79,OD6 $82,166 $3,160 4% Recycling Franchise Fee $13,371 $12,000 $13,376 $13,376 $0 0% Storer Cable $144,869 $145.000 $156,023 $152,903 ($3,120) -2% Water & Sewer Franchise Tax $459,763 $461,160 $525,973 $496,821 ($29,152) 3% Swimming Pools $17,220 $18,500 $19,907 $19,907 $0 0% Municipal Court $1,400,793 $1,319.00D $1,440,000 $1,468,800 $28,800 2% Library Fees $12,026 $13,000 $12,368 $12,986 $618 5% Ambulance Fees $206,778 $175,000 $194,111 $199,934 $5,823 3% Jail Revenue $114,472 $70,000 $155,000 $106,960 ($48,040) 31 % Electric & Plumbing Licenses $34,081 $28,000 $32.497 $32,497 $0 0% Other Permits $53,593 $46,000 $24,000 $24,000 $0 0% Grapevine Contract $38,295 $34,000 $36,975 $37.715 $740 2% Fire Permits $20,045 $16,000 $19,927 $20,326 $399 2% (Health Permits $30,375 $28,000 $29,645 $30,238 $593 2% Minimum Housing $65,109 $66,000 $66,000 $69,300 $3,300 5% Misc. Permits and Fees $68,829 $54,500 $49,750 $50,248 $498 1% Building Permits $189,487 $160,000 $160,000 $163,200 $3,200 2% Food Handlers License $4,780 $35,000 $7,000 $7.000 $0 0% Interest Income $333,461 $220,000 $340.696 $280,000 ($60,696) -18% Miscellaneous $25,645 $20,000 $13.345 $13,000 ($345) 3% Police Program Reimbursements $63,762 $105,946 $105.946 $112.330 $6,384 6% School Police Reimbursements $171,604 $175,440 $175,440 $193,248 $17,806 10% Alarm Revenue $O $32,000 $32,000 $65,000 $33,000 103% Emergency Management Grant $13,256 $13,000 $6,250 $0 ($6,250) -100% Police Universal Hiring Grant $D $0 $0 $90,CC0 $90.000 0% Rental Income $6,360 $7,000 $7.000 $7,500 $500 7% Tower Lease Revenue $18,400 $19,200 $19,200 $28,800 $9,600 50% Grants $12,617 $50,000 W,000 $.50,000 $0 0% Wrecker Contract $3,480 $4,000 $3,000 $3,000 $0 0% Betterment Contributions $24,664 $26,000 $22,000 $22,0D0 $0 0% Transfers $537,119 $540,232 $638,365 $624,877 ($13,488) -2% Use of Prior Year Receipts $0 $1,561,867 $1,393,591 $1,476.721 $83,130 6% TOTAL Revenues $13,693,032 $15,283,316 $16,769,552 $15,922,042 $162,490 1% The graph above shows the amount and source of revenues generated by city services which are dispersed within the General Fund. The chart details General Fund revenue sources for the past, current, and upcoming fiscal years. The last two columns identify monetary change and percent change within revenues coffected. Revenues have remained constant. 37 Average Home Value ,8 - m 76 a 74 a cC IN ;o d > Q /o d n 68 B m 66 1986 198E 1988 1989 1990 199t 1992 1993 1994 1995 19G+3 - - - — — - — YEAR These values are computed by the Tarrant County Appraisal District based on annual valuation of property as of July, 1996. After the drop in valuation in 1988 and 1989, property values have continued to increase. We have recovered above the 1987 level. Typical Tax Bill Change in Liability for FY97 800 e0o 400 H u 200 0 - Taxable Value $30,000 $70,000 $100,000 RSCAL A\43V4M YEAR HOW VAUS 19% $71,933 1987 M751 1988 $68,i380 1989 $68,161 19W $71,513 1w $7Z275 1992 $71,093 1993 $71,166 1994 $73,303 1995 $75:572 1996 $77,223 Tax Liabilities FY95 ® FY96 = FY97 FY95 FY96 FY97 Difference 0.616 0.606 0.544980 From Prior Yr $184.80 $181.80 $163.49 ($18.31) $431.20 $424.20 $381.49 ($42.71) $616.00 $606.00 $544.98 ($61.02) Approximated Euless property values only. CATEGORY VALUES DO NOT INCLUDE EXEMPTIONS. Figures based on 19% property values. 38 PROPERTY TAXES Estimated Revenues FY97 Adj. Net Taxable Value Assessed $1.132,159,178 Proposed Tax Rate per $100 Valuation 0.544980 Estimated Tax Levy $6,170,035 Est. Percent of Collection (O&M and I&S) 97.75% 100.009/0 Estimated Collections $6,079,632 Proposed Fund Distribution * Additional General Fund Rate Percent $ Amount Sales Tax Total Operating & Maintenance 0,354869 65.12% $3,927,279 $701,130 $4,628,409 Debt Service 0.190111 34.88% $2,152,359 $0 $2,152,359 TOTAL 0.544980 100.00% $6,079,638 $701,130 $6,780,768 Ten Year Breakdown of Tax Rate From 1987 to 1997 the 08 interest and sinking portion of Cthe tax rate has increased 65%, .. while the operating and maintenance portion of the tax 0.8 rate has increased 16% during > the same period. c the tax rate ratio funding 0 4 operations and interest & w sinking has averaged 72% and 28%, respectively, from FY87 to 1i FY97 02 c m U 0 © Opa ong Rim 1987 19W 1989 1990 1991 1992 1993 1994 1 M 1996 1997' vtcesi & arkg Fvds J Fiscal Year -1 Fiscal Operating & Interest & Total Year Maintenance Funds Sinking Funds Tax Rate 1987 0,305 0.115 0.420 1988 0,320 0.120 0.440 1989 0,320 0.140 0.460 1990 0,347 0,140500 0.487500 1991 0.385380 0.155470 0.540850 1992 0,424880 0,143720 0.568600 1993 0,441735 0.156829 0.598564 1994 0,458096 0.160521 0.618617 1995 0.454438 0.161562 0.616 1996 0.456229 0,149771 0.606000 1997* 0.354869 0.190111 0.544980 An Additional Sales Tax of %0 was passed for FY97 to reduce property taxes. 39 Average Homeowner Overlapping Property Tax Liability HEB ISD $1.617 59.3% Historically, the City of Euless' portion of this tax liability has continued to decline. y $0.267 9.8% 11 n A College $0.058 2.1 % 11 Euless $0.545 20.0% Hospital $0.240 8.8% This information is utilized to determine the total tax liability of the average homeowner in the City of Euless. The current tax rates are shown. The total overlapping debt for our citizens is $2.73 for the 1996 tax year, with the city's share one fifth of the combined total at 20%. The average amount of residential tax assessed valuation is estimated at $77,223. Based on this average value, the total overlapping tax liability for 1996 is $2,108. 40 11 11 0 PROPERTY TAXES Direct & Overlapping 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 Fiscal Year Fiscal Year 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 M Jr. College 0 Hospital B County M City 0 School Historical Property Tax Rates -Direct & Overlapping Jr. College Hospital County City School 0.03153 0.11125 0.11772 0.42 0.78 0.03153 0,11125 0,11772 0.44 0.9169 0.03148 0.133 0.156509 0.46 1.02 0.033 0.153 0.182 0.4875 1.06 0.0347 0.1775 0.196 0.54085 1.13 0.0384 0.2058 0.2368 0.5685 1.32 0,04392 0.2291 0.2771 0.59856 1.505 0.04671 0.2421 0,27188 0,618617 1.515 0.05651 0.24464 0.27187 0.616 1.535 0,05546 0.23984 0.266603 0.606 1.534467 0.0580 0.2400 0.2670 0.54498 1.6170 TOTAL 1.4605 1.6174 1.8010 1.9155 2.0791 2.3695 2.6537 2.6943 2.7240 2.7024 2.7270 % Change Jr. College Hospital County City School TOTAL 1988 0% 0% 0% 5% 18% 11% 1989 -0% 20% 33% 5% 11% 11% 1990 5% 15% 16% 6% 4% 6% 1991 5% 16% 8% 11% 7% 9% 1992 11% 16% 21% 5% 17% 14% 1993 14% 11% 17% 5% 14% 12% 1994 6% 6% -2% 3% 1 % 2% 1995 21 % 1 % -0% -0.4% 1 % 1 % 1996 -2% -2% -2% -1.6% -0% -1% 1997 5% 0% 0% -10.1 % 5% 1 % ren Year Average Jr. College Hospital County City School TOTAL 1987-1997 6.49% 8.27% 9.11 % 2.79% 7.75% 6.57% j The City tax rate has increased annually by an average of only 2.79% over the past ten years and is the lowest of all taxing entities. FY 97 shows a drop of over 10% from prior year taxes, partially due to a v+¢ sales tax exchange. While both the county and hospital have increased significantly, HEB ISD continues to have the highest tax rate. 41 Property Tax Revenues YTD Collection Review As of 09/30/96 Revenue FY96 FY95 Amount % Tvae Collections Collections Difference Difference Current Year Prior Year Penalty & Int Total $6,535,649 Notes: Collections include General & Debt Service Funds $6,167 Current Year Collections Report FY 96 FY95 Amount Month Collections collections Difference OCT NOV DEC JAN $90,449 $102,702 ($12,253 $198,383 $289,340 ($90,956 $2,334,709 $1,228,289 $1,106,420 $2,166,852 $2,931,402 ($764,550 FEB $1,187,415 $1,112,439 $74,976 MAR $76,087 $63,314 $12,772 APR $13,515 $30,733 ($17,218 MAY $37,914 $18,490 $19,423 JUN $31,904 $42,360 ($10,457 JUL $249,895 $219,231 $30,665 AUG $7,196 $3,620 $3,576 SEPT $10,763 $4 $10,759 TOTAL YTD through September $6,405,082 $6,041,925 j $363,157 Note: Collections do not include Penalties or Interest Property Tax Monthly Revenues Current Year Collections 3250 3000 2750 2500 S 2250 h 2000 1750 1500 1250 1000 750 500 250 0 OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEPT Comparison FY95 to FY96 Does not include penalties or interest 42 Difference PY -11.9% -31.4% 90.1 % -26.1 % 14.0% 98.8% 26.8% FY96 ° o FY95 $6,405,082 $6,041,925 $363,157 6.0% $77,733 $84,243 ($6,510 -7.7% $52,835 $41,639 $1 1,196 26.9% Tax Rate &Taxable Valuation City Euless Hurst Bedford Grapevine N. Richland Hills Duncanville Lewisville Mansfield Comparison among surrounding cities Tax Rate [::] Percentage Rate Taxable Valuation .. .. .. .. .. .. .. .. .. .. .. .. .... .................... .. .. .. ... ....... I, ............. ................. .. ........ ...... '50 ------------ ......................................... . ............ . ...... .. .. . .. .............. .. .. .. .. .. .. .. .................................... ............... . .. .. .. .. .. .................................. .. ... .. .. .............. ................................. . . . ................................ .................. . .. .......... .. . ......... ................... $8. ElValuation in Millions t Summary of 1993/94 1994195 1995196 Mthly % Overl(Under) % OF % OF % OF Change FY96 Budget MONTHLY CUM. TOTAL MONTHLY CUM. TOTAL MONTHLY CUM. TOTAL (PY) Pr0j. $3,318,5" OCT $173,237 $173.237 6.06% $202,662 $202,662 6.67% $267,075 $267.075 6.36% 31.8% $4.196,2781 $77,732 NOV $309,9361 $483.173 16.90% $377.277 $579,940 19.09% $399,734 $666,809 17.99% 6.0% 53.705,891 $387.345 DEC $184.678 $887,852 23.36% $188,174 $768,113 25.28% $200,049 866,858 24.32% 6.3% $3,564,464 $245,918 _ JAN $178,807 $546.659 29.61% $197,285 $965,398 31.77i i243,270 $1.110.128 30.660A 23.3% $3,616,884 _ $298,338 f$3.436,839 _ FED $304,791 $1,151.450 4027% $379,391 $1.344,789 44,26% $342,500 $1,452,628 42.27% -9.7% $118,293 MAR $167.326 $1,318,776 46.12% $185.427 $1,530,217 50.36% $214,260 $1,656,868 48.24% 15.5% $3,455,120 $136,574 APR $206,146 i1,524,923 53,33% $197.100 $1,727.317 56.85% $220,8251 1.887.712 55.09% 12.0% 53.426.439 $107,893 MAY $386,087 $1.911,010 68.84% $347,743 $2,075.059 68.30% $347.653 $2,235.386 67.57% -0.0% $3.308.376 410,170 JUN $189,961 $2,100,991 73.48% $217.467 $2,292.526 75.45% $255.507 $2,490,873 74A!ii 17.5% $3,344,895 $26,349 JUL $209,4451 $2,310.439 80.81% $197.005 $2.489.531 81.94% $250,451 $2.741,353 81.37% 27.1% $3.368.80 $50,343 AUG $327.6951 $2.638,134 9227% $342,954 $2.832,485 9322% $370.072 $3.111.425 92.75%% 7.9% $3.354,745 $36.199 SEP $221.008 $2,859,142 100.00% $205,885 $3.038.370 100.00% $266,030 $3,377,455 10D.OD% 29.2% $3.377,455 $58,909 AVG: $238,262 AVG: $253.198 AVG: $281.455 HI: $386,087 HI: $379.391 HI: $399,734 LO: $167.326 LO: $185.427 LO: $200.049 Sales Tax Revenue for Fiscal Years 500 . slraz City of Euless City of Euless ®92/93 Summary of 112 Cent Sales Tax 1/4 d Crime Tax m 93/94 400 L 94/95 1994-95 1995-96 %of Over/(Under) 1995-96 Cum. 095/96 Actual Monthly Cum, Budget PYReceipts Monthly' Bud. $175,000 $1,660,000 Oct $101.331 $133,538 $133,535 8.0% $32.207 $6$0 300 $ o Nov $188.639 $199,867 $333.405 20.1% $11,228 ;0 $0 Dec $94,087 $100,025 $433.429 26.1% $5,938 $0 i0 Jan $98,642 $121,635 $555,064 33.4% $22,993 ;0 $0 200 Feb $189.696 $726,314 43.8% 18, $0 $0 Mar $633,444 50.2% $14,416 $0 $0 $92,714 _$171250 i107.130 Apr 100 $95,550 5110,412 ;943,856 56.9% $11,882 ;0 $0 May $173,871 $173,827 $1,117,6B3 67.3% $0 SO Jun $108.733 $127.754 $1,245.436 75.0% $19,020 $35.864 $35,854 Jul $95,503 $125,240 $1,370,677 82.6% $26.738 $43,780 $82.624 Aug 83.7% 0 OCT DEC FEB APR JUN AUG $1 1,477 $185,036 ;1,556,712 ;13,559 $61,307 $143,931 Se $102,943 $133.015 51,688,727 101.7% $30,0721 $61.125 $205,057 -- -i.. . new `. er.•.. ., a:..ti.. .. w 19NNO - -- -- - - Months -- ..� ,-......... ..ter ................ ....y... .�... .��_._. _�.._._. _..__ _.___.__... _..___.._ ___. I_ IIIII- II>• Il• Ir Il• li>• III- I_ IIIII- (_ Il• I_ IIIII- I>• I>• Summary of Franchise Tax Revenues Actual Budget CY Revised sed PMY97 f Amt. Diff. % Diff I FY 95 FY 96 FY 96 FY 96 - FY 97 FY 96 - FY 97 ;franchise Taxes ;TU. Electric $1,186,230 $1,215,000 $1,204,573 �$1,216,619 0.1 % Lone Star Gas $129,830 $130,0001 $130,000 $132,600 _$1,619 $2,600 SW Bell $573,901 $331,000 $346,432 $353,361 $22,361 6.8% City Garbage Service $80,206 $75,000 $79,006 $82,166 $7,166 9.6% Recycling Franchise $13,371 $12,000 $13,376 ' $13,376 $1,376 11.5% Cable TV $144,869 $145,000 $156,0231 $152,903 $7,903 5.5% W & S Franchise $459,763 $461,160 $525,9731 $496,821 __$35,661 7.7% A franchise fee is collected from public utilities for the privilege of providing services within the city's limits. Fees are levied by local governments and passed through to consumers of the utilities in the form of service prices. These fees represent a fairly stable revenue source. However, revenues are based on the growth of our city. In FY 97, franchise fees are proposed at 16.94% of the total general fund budgeted revenues excluding revenues of prior year receipts. *T.U. Electric makes an annual payment, usually in April or May, which represents 4% of their gross receipts. This source is proposed to be 8.42% of the General Fund budgeted revenues in FY 97. *Lone Star Gas payments are equal to 4% of their gross receipts on a quarterly basis. These receipts are proposed to be 0.91 % of the General Fund budgeted revenues for FY 97. * SW Bell telephone makes payments which are equal to a variable growth factor of their gross receipts on a quarterly basis. Prior to FY95, we received these payments on an annual basis. This source represents 2.44% of General Fund proposed revenues for FY 97. FY 95 shows a large increase in payments due to a one time "true up" payment from SW Bell. * Laidlaw makes monthly payments which are equal to 4% of gross receipts. These receipts represent .56% of the General Fund proposed revenues for FY 97. *Recycling Franchise fees are levied by the City. Currently, our contract with Community Waste Disposal allows for 5% of gross receipts to be paid on a monthly basis. This source represents 0.09% of the General Fund proposed revenues for FY 97. *Revenue from the cable company is 5% of gross receipts on a quarterly basis. This source represents 1.05% of the General Fund proposed revenues for FY 97. *Water and Sewer franchise fees are determined by an ordinance set by City Council. Our current rate is 5% of gross revenue collected for water and sewer utilities. This source represents a steady income level from month to month and is 3.43% of the General Fund FY 97 proposed revenues. 45 October November December January February March April May ust tember M d9 MUNICIPAL COURT REVENUES FY 93-94 FY 94-95 FY 95-96 MONTHLY % MONTHLY CUM % MONTHLY cum CHANGEY MONTHLY cum $75.495 $75,495 68,299 143,794 51,292 195,086 66,667 261,753 81,338 343,091 85,578 428,668 71,279 499,947 78,683 578,630 91,282 669,912 101,284 771,196 116,007 887,203 107,456 994,659 5994.559 7.6% 14.5% 19.6% 26.3% 34.5% 43.1 % 50.3% 58.2% 67 4% 77.5% 89.2% 100.0% $116,929 $116,929 $105,602 $222,531 $97,576 $320,107 $100,065 $420,172 $107,568 $527,739 $117,795 $645,534 $112.003 $757.536 $113.754 $871,290 $118,622 $989,912 $114,160 $1.104,072 $134,665 $1,238,738 $117,475 $1,356,212 8.6% 16.4% 23.6% 31.0% 38.9% 47.6% 55.9% 64.2% 73.0% 81.4% 91.3% 100.0% $127,438 $127,438 $119,767 $247,205 $110,368 $357,573 $117,732 $475,305 $117,046 $593,251 $128,890 $722,141 $120,344 $842.485 $142,305 $984,790 $116,129 $1,100,920 $140,875 $1,241,794 $131,944 $1,373,738 $125,130 $1,498,868 t1,3 U12 $1,498.868 MUNICIPAL COURT Monthly Revenues OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP Does not include taxes collected Comparison FY95 to FY96 MONTHLY % FYE BUDGET CHANGE PY PROJECTED VARIANCE $1,401,920 9.0°% $1,572,170 $170,250 13 4% $1,601,855 $199,935 13.1% $1,654,805 $252,885 17.7% $1,659,091 $257,171 9.6% $1,618,355 $214,435 9.4% $1,592,456 $190,536 7.4% $1,587.798 $185,878 25.1% $1,608,898 $206,978 -2.1% $1,568,911 $166,991 23.4% $1,562,573 $160,653 -2.0% $1,521,855 $119,935 6.5% $1,498,868 $96.948 © FY95REVENUES FY96 REVENUES uC01►11i: OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP Tota I % of Total Municipal Court Case Volume Analysis FY94-95 Cft 11 per( Total 1924 139 191 2,254 1763 86 124 1,973 1502 75 159 1,736 1566 139 135 1,840 1314 121 229 1,664 1161 144 185 1,490 1040 120 196 1,356 1806 162 267 2,235 1801 116 301 2,218 2410 109 376 2,895 2480 126 286 2,892 2485 93 162 2,740 Z1.252 ]m I Z.8] 1 252H 84.0% 57%j 10.3°r6 100.0°i6 Municipal Court Monthly Cases Filed FY93-94 SAY J_6Il DM Total 1785 147 211 2,143 1591 122 190 1,903 1225 85 163 1,473 1426 88 259 1,773 1403 105 154 1,662 1447 116 266 1,829 1628 106 193 1,927 1612 122 276 2,010 1715 128 276 2,119 2113 124 200 2,437 2241 146 322 2,709 21261 137 204 2,467 zzzzm 1.4z8I Z.7.14 zz 83.1%1 5.8%1 11.1%1 100.0°% 4 K a) E c > y 2 FY95-96 Monthly _ % Change or Go Jill Dm Tg-W 2,170 122 76 2,368 5.06% 2,250 125 158 2,533 28.38% 1,262 100 239 1,601 -7.78% 1,676 137 194 2,007 9.08% 1,301 126 310 1,737 4.39% 1.320 92 208 1,620 8.72% �M City of Euless � Euless Jail e DFW Airport = FY 95 Totals General Fund Expenditure Sources $5,073,211 (31.9%) $102,346 (0.6%) % $593,075 (3.7%) $514,833 (3.2%) =� $367,951 (2.3%) $3,195,443 (20.1 %) $1,525,082 (9.6%) $18,800 (0.1%) `�$1,277,271 (8.0%) $2,489,490 (15.6%) $760,213 (4.8%) i Administration l Planning & Development a® Finance Police Protection City Engineer ® Fire Protection ONES Betterment Fund 747M Non•Oepartmental 1=0 Public woft Community Srvc AWA Admm Services General Fund CY Revised Proposed And. Diff. Expenditures Actual 96 Budget FY 96 "FY % Budget FY 97 'FY96-FY97 City Council $38,140 $35.575 $35.575 $35,575 s0 Administration $155,219 $159,799 $165,099 $168,135 $3,036 City Secretary $139,071 $154.698 $157,198 $164,241 $7,043 Total - Administration $332,431 $360,072 $357,872 $367,961 $10,079 Finance Admin /Budget $69,458 $86,545 $88,670 $87,416 ($1,254) Municipal Court $335,746 $364,034 $374,264 $402,249 $27,985 Accounting $103,107 $99,884 $103.577 $103,410 ($167) Total -Finance $608,311 $560,463 $666,511 $693,076 $26,664 Police Administration $209,947 $261,883 $262,283 $286,141 $23,858 Police Patrol $2,037,113 $2,209,950 $2,201,801 $2,413,256 $211,455 Police CID $558,614 $778,091 $777,667 $812,592 $34,905 jPolice Service $968,185 $1,070,501 $1,058.606 $1,132.247 $73,641 Police Detention $352,225 $404,210 S399,303 $428,975 $29,672 Total -Police Protection $4,146,094 $4,724,635 $4,699,680 $6,073,211 $373,531 Fire Marshall $120,605 $135,735 $134,510 $147,778 $13,268 Emergency Management $0 $4.706 $4,706 $6,995 $2,289 Fire Administration $185,039 $241.728 $241,628 $252,031 $10,403 Fire EMS $468,565 $578,432 $577,187 $702,968 $125,781 Fire Suppression $1,723,234 $1,873,362 $1.912,312 $2,013,210 $100,81% Fire Training/Safety $5,066 $0 $0 $0 s0 Fire Education/Prevention $59,464 $67.675 $69,166 $72,461 $3,295 Total -Fire Protection $2,561,973 $2,901,638 $2,939,509 $3,196,443 $256,934 Data Processing $149,537 $157,175 $160,675 $173,233 $12,558 Personnel $156,892 $180,181 $198,366 $211,251 $12,885 Administrative Services $92,204 $97,218 $98,968 $100,137 $1,169 Purchasing $33,148 $30,272 $32,772 M698 ($2,074) Facility Maintenance $361,461 $448,682 $451.353 $495.771 $44,418 Library $450,272 $506,570 $509,470 $513,992 $4,522 Total -Administrative Srvc. $1,243,513 $1,420,098 $1,451,604 $1,525,082 $73,478 Planning & Development $104,288 $145,981 $156,264 $187,712 $31.448 jInspection Services $163,667 $211,931 $215,115 $220,272 $5,157 iEnvironmental Health $199,898 $111,920 $110,828 $106,849 ($3,979) 1 Total -Planning & Development $467,863 $469,832 $482,207 $514,833 $32,626 Animal Control' $0 $106.783 $111,783 $110,491 ($1,292) Street Maintenance $575,608 $596,227 $614,212 $649,722 $35,510 Total -Public Works $576,600 $703,010 $725,996 $760,213 $34,218 ICrty Engineer $83,752 $91,938 $97,935 $102,346 $4,40B Total -City Engineer $83,752 $91,938 $97,938 $102,346 $4,408 Leisure Services $289,816 $298,546 $299,470 $357,711 $58,241 Parks $642,631 $712,019 $715,706 $843,249 $127,541 Swimming Pools $48,236 $77,0B0 $78,920 $76,311 ($2,609) Total -Community Services $980,683 $1,087,645 $1,094,098 $1,277,271 $183,173 i Non- Departmental $1,268,226 $2,570.741 $2,376,550 $2,489,490 $112,940 Betterment $53,485 $59,800 $47,500 $18,800 ($28,700) Total Expenditures $12,221 918 $14,929,872 $14,839,464 $16,917,716 $1,078,261 The above graph shows the disbursement of the budgeted expenditures by department, as well as the percentage of each departments budget with respect to the total expenditures in the General Fund. The chart details, by department, expenditures for the past, current, and upcoming fiscal years. It also idendfies the monetary change and the percent change for the expenditures within each department. 'FY96 - FY97 0% 2% 4% 3% -1 % 7% -0% 57i 9% 10% 4% 7% 7% BOA 10% 49% 4% 22% 5% 0% 5% 9'A 8% 6% 1% _,% 10% 1% 604 20% 2% -4% 7SS 6% 6O6 5% 19% 18% -3% 5% -60% Prior to FY 96 Animal Control expenditures were included in the Environmental Health activity within the Public Works & I Development Department. ' 48 1 I GENERAL FUND Actua- ll FY96 Revised L FY97 Proposed !City Manager/City Council Personnel $232,825 $263,281 $272,610 Operations $97,787 $94,591 $95,341 Capital $1 819 $0 $0 TOTAL $332,431 $357,872 $367,951 Finance Personnel $416,279 $456,975 $481,570 Operations $89,577 $109,536 $111,505 Capital $2,456 $0 $0 TOTAL $508,312 $566,511 $593,075 Police Personnel $3,861,194 $4,365,061 $4,716,268 Operations $257,219 $298,427 $329,343 Capital $27,671 $36,192 $27,600 TOTAL $4,146,084 $4,699,680 $5,073,211 Fire Personnel $2,407,210 $2.727,125 $2,928,172 Operations I $137,166 $200,834 $244,032 Capital $17,5961 $11,550 $23,239 TOTAL $2,561,972 $2,939,509 $3,195,443 Support Services Personnel $779,005 $904,065 $904,477 Operations $381,113 $504,391 $579,557 Capital $83,395 $43,148 $41,048 TOTAL $1,243,513 $1,451,604 $1,525,082 Planning & Development Personnel $419,717 $426,410 $458,182 Operations $44,667 $52,328 $54,851 Capital $3,469 $3,469 $1,800 TOTAL $467,863 $482,207 $514,833 City Engineer Personnel $67,288 $78,709 $81,117 Operations $16,464 $19,229 $19,229 Capital $0 $0 $2,000 TOTAL $83,752 $97,938 $102,346 Community Services Personnel Operations Capital $805,383 $175,300 $0 $917,953 $176,145 $0 $1,079,977 $197,294 $0 1 TOTAL $980,683 $1,094,098 $1,277,271 Public Works Personnel $369,326 $483,998 $504,271 Operations $206,281 $241,998 $255,942 Capital _ $0 $0 $0 TOTAL $575,607 $725 996 $760,213 Nondepartmental Personnel $54.917 $51,924 $43,219 Operations $1,240,133 $1,079,350 $978,400 Capital $26,660 $1,292,776 $1,486,671 TOTAL $1 321 710 2 424 050 $2 508 290 i luna lots! *IZ,!"11,'J7 l 4i14,tssy,4b0 ;;l O,vi 1, r 7 a 49 General Fund Expenditures 20 15 5 Multi -Year Comparison Capital costs within the general fund have remained relatively constant over the past seven years varying between 1 % and 2% of the total general fund budget. However, in Fy96 capital purchases rose to 9% and in FY97 capital purchases are proposed at 10% of the total budget. This increase is due to the one-time availability of monies for needed improvements and capital additions. 19W 1991 1992 Personnel costs have grown from 66% of total general fund expenditures in FY90 to 72% in FY97--art increase of only 6% in seven years. Operating costs have decreased bom 34% of fund expenditures in FY90 to 18% in FY97, a 16% decrease_ While the level of services has increased, the City's operating costs have returned to below the 1990 level of 34%. The City has managed to contain and reduce operating costs in the largest part of the total budget. 1993 1994 im 1996 Rev. 1997 Prop, Year YEAR PERSONNEL OPERATING CAPITAL TOTAL 1990 $7,329,861 $3,772,313 $65,721 $11,167,895 1991 $7,778,367 $2,245,631 $119,978 $10,143,976 1992 $8,181,434 $1,993.262 $141,500 $10,316,196 1993 $8,546,818 $2,131,925 $126,579 $10,805,322 1994 $9,192,349 $2,410,309 $208,479 $11.811,137 1995 $9,413,144 $2,645,707 $163,066 $12,221,917 1996 Rev. $10,675,501 $2.776,829 $1,387,135 $14,839,465 1997 Prop. $11,469,863 $2.865,494 $1,582,358 $15,917,715 ® PERSONNEL o OPERATING ■ CAPITAL 50 GENERAL FUND PER CAPITA ti Environmental Health Library —=;n Streets r� Leisure Services ti Fire Police 2 0 1987 1988 1989 199C 1991 1992 1993 1994 1995 1996 1997 Fiscal Year As population has continued to escalate, so has the demand for city services. Over the past 10 years, growth is evident in an attempt to provide quality programs to all Euless residents. Expenditures for police and fire protection services have increased by 82% and 56% respectively (Per Capita increase: $68-$124 & $50-$78). While user fees have increased, so has library services, thus expenditures have increased by 44% (Per Capita increase $9-$13). Environmental Health services has remained veryconstant through the years. In an attempt to provide a higher quality of life, expansion in the parks system and in the recreation system has resulted in a 72% increase in expenditures (Per Capita increase: $18-$31). Maintenance and repair of city streets have resulted in an increase of 33% (Per Capita increase: $12-$16). E- - - ----- - ----- ----- - — _ - - .. - -- - ------- __.—. XPENDITURES 5L- - -- -- - 1987 1988 1989. 1990 1991 1982 1903 1994 1090 1996 1 Euless Population Department Name 36.152 37,003 37,438 38,149 38.369 38,600 38,900 Actual Expenditures $404,168 $10 39.550 40.127 40,400 40,850 Actual Egpenditutw Actual tea Actual Enwditures Actual Actual dhurw Actual ftwmiltures Actual Expenditures $440,597 11 Actual ter endltures Revised Budgeted Expenditures $509,470 $13 Proposed iExpendilures $513.992 $13 Library Per Capita $321,918 9 $344.302 $9 $361.628 $10 $356.477 $e $358,801 9 $399.329 $10 $450,272 11 Street Per Capita $433,281 $12 $39ON 11 $480.410 $13 $551.224 $14 $507.226 $13 $454,150 $12 $487,759 $13 $526,136 13 $575.605 $14 $614.212 $15 $60.722 $16 Police Per Capita $2.472,419 $68 $2.780.925 $75 $3,192,453 $65 $3264,272 $86 $3.313.089 86 $3,417,222 $88 $3.571.026 92 $3,991,491 $101 $4.146.084 $103 $4,699,680 $116 $5.073,211 $124 fire Per Capita $1.812.734 50 $1.789,726 $48 $1,911,711 $61 $1.916,733 $60 $2,188,579 $67 $2,199.693 $57 $2,397,789 $62 $186,938 $5 093,432 _ $26 $2,525,086 $64 $2,561,973 $84 $2,939,509 $73 $3.195.443 $78 Environmental -Health $123,037 Per Capita _ $3 Leisure Services $654.581 Per Capita T $18 $162,956 $4 $181,409 $5 $167,904 $4 $168,366 $4 $182,263 $5 $949,323 $24 $193.964 $5 $199,898 $5 $110,828 $3 $106,849 _ $3 $720,892 $19 $770.143 W $21 $840,0051 _ S22 $872.456 $23 $1.073,714 $27 $980,683 — $24 $1.094,098 $27;W $1,277,271 $31 General Fund, $8.025.083f Transfers; $156,672 $8,377,105, V $8,659,765 $1,198,676 $9,080,540 $9,667,5851 $10,069,431 $10,989,113 $11,835,759 $13.155.914 $15,121,187 $15,297,165 $742,150 $421_800 $461.595 $547,239 $535,152 $537.1191 $638365 $624.877 _ Total $811811755 $9.145.450 $247 $9,858.441 $263 �$%822.690 $257 $10,531,026 $11,536,352 $12370,911 _693,032 _ 913E $15759552 915 .9220E_42222 Per Ca ' $226 _$10.089.385 $263 $273 $297 $313 $341 $390 9390 CIDNSU3lEli' ARICEINDEX _ . U.S. 112.5 117.0 122.6 129.0 133.8 139.2 143.3 149D 151.9 113 157.3 D1FW Metro le 112.6 - 115.8 119.3 124.5 131.1 134.4 138.6 142.0 145.0 148.5 1495 Water & Sewer Revenue Assumptions Revenue Source Assumption Interest Income FY96 revised is taken from the latest actual quarterly investment report. FY97 is at 5.25% of market and prior year's average invested balance, then flat. City Garbage Service FY97 is up 4% due to a new contract, 2% future growth. Water Service FY96 revised through May collections; up 20% over prior year due to dry weather and new, more accurate meters. The '97 figure is the average of '95 and '96. Future growth from '98 forward is calculated at 2% growth. Sewer Service FY96 revised through May collections; up 11 % over prior year due to dry weather and new, more accurate meters. The '97 figure is the average of '95 and '96. Future growth from '98 forward is calculated at 2% growth. Sale of New Meters Growth of 2% is projected. Water & Sewer Taps Actual Reconnect Fees FY97 is expected to be flat at $20,000, with future growth of 2%. Inspection Fees FY96 is revised downward to $6,000; FY97 will be budgeted at $10,000 with increases in increments of $2,000 each year thereafter. Water & Sewer Miscellaneous Flat Penalties FY96 budget is revised downward to $86,600; FY97 will be budgeted at $30,000 with future growth projected at 2%. The decline is attributed to better financial management of apartments which have historically paid late. Initiation & Transfer Fees Growth of 2% is projected. Recycling Fees Growth is based on 2% of current usage. rya Water & Sewer Revenue Sources $6,200,000 (53.8%) $3,238,000 (28.1%) $250,000 $1,707,494 (14.8%) .y-*O,vv0 (0.40/) Water Service eta City Garbage Sewer Service IIIIIIIIIIIIIIIIN Recycling Other' Interest Income Other' New Meters $35,700 W & S Taps $0 Reconnects $20,000 Inspections $10000 Transfers $20,400 Miscellaneous $6,000 Py Receipts $1,585,394 Penalties $3Q000 The above graph shows the sources of revenues in the Water & Sewer Fund which are generated by services provided to the citizens of Euless by the Recycling, Public works, Inspections and Water Departments The amount of $1, 707, 494 represents 14. 81 % of total revenues and is an aggregate of smaller revenue sources as indicated by the break down in the box in the lower right corner of the graph. ---- ---------- _....-_ T TWater & Sewer Fund -- ---- ------- -- - CY Rrdsed -- Proposed Aint. Diff. % Diff. Revenues Actual 95 Budget FY 96 "FY 96 Budget FY S7 "FY96-FY97 -FY96 - FY97 Interest Income $265,153 $200,000 $262,758 $250,000 ($12,758) 5% City Garbage Service $50,206 $78.200 $78,200 $81,328 $3.128 4% Water Service $5,459,310 $5,575,000 $6,548,000 $6,200,000 ($348,000) 5% Sewer Service $3,072,367 $3,100,000 $3,404,000 $3,238,000 ($166,000) -5% Sale of New Meters $43,840 $35,000 $35,000 $35,700 $700 2% Water & Sewer Taps $200 $0 $0 $0 $0 0% Reconnect Fees $22.652 $20,000 $20,000 $20,000 $0 0% Inspection Fees $28.482 $20.000 $6,000 $10,000 $4,000 67% WIS Miscellaneous $6,956 $5,000 $5,5W $6,000 $-9W 9% Penalties $131,320 $125,000 $86,600 $30,000 ($56,600) -65% Initiation & Transfer Fees $26.405 $20,000 $20,000 $20,400 $400 2% Recycling Fees $48,926 $50,000 $43,402 $45,000 $1,596 4% Recycling Rebates $4,968 $0 $10,000 $0 ($10,000) -100% Pro-Rata Fees $4,470 $0 $0 $0 $0 0% Use of Prior Year Receipts $0 $2,050,250 $2,030,250 $1,585,394 ($444,856) -22% Total Revenues $9,196,266 $11,278,450 $12,549,710 $11,521,822 ($1,027,M) -9% The above chart details revenues for the past, current, and upcoming fiscal years, as well as increases and decreases in service fee collections within the last two years- The Water and Sewer revenues are generated primarily from user charges for the variety of services provided to the citizens of Euless. Water Service Revenues fluctuate seasonally and can be drastically affected by an extended period of drought or rainfall- 53 11 Water & Sewer Expenditure Sources . . $227,640 1' 1. $5,821,511 (52.2% ® Fiscal & Human Resources M Administrative Srvc. = Non -Departmental MH City Engineer Public Works The graph above indicates the expenditure amounts disbursed to the individual departments within the Water & Sewer fund. These expenditures reflect the cost incurred by the City for the services provided to Euless citizens. Water & Sewer Fund CY Revised Proposed And. Jiff. % Dlff. Expenditures Actual 95 Budget FY 96 'FY 96 Budget FY 97 'FY96-FY97 'FY96 - FY$7 Water Office $218,843 $240,504 $240.334 $255,506 $15.172 6% Total -Fiscal 8, Human Res. $218,943 $240,504 $240,334 $265,506 $16,172 6% Recycling $56,019 $59,487 $59.487 $57,447 ($2,D40) -3% Geographic Information Systems $97,778 $131,966 $133,254 $170,193 $36,939 28% Total -Administrative Srvc. $153,798 $191,473 $192,741 $227,640 $34,899 18% City Engineer $121,502 $163,396 $168,416 $185,482 $17,066 10% Total -City Engineer $121,602 $163.396 $168,416 $185,482 $17,066 10% Utility Engineering' $30,987 $33,981 $32,731 $0 ($32,731) -100% Water Production $3,179.331 $3,588,083 $3,851,607 $3,822,259 ($29,348) -1% Water Distribution $302,977 $381,912 $383,080 $384,622 $1,542 0% Sewer & Treatment $1,288,001 $1,442,952 $1,454,212 $1,491,846 $37,634 3% Meter Reading $100.639 $127,593 $126,093 $122.784 ($3,309) -3% Total -Public Works $4,901,935 $6,574,521 $6,847,723 $5,821,511 ($26,212) _0% Non -Departmental $2,866,997 $5,097.197 $5,043,005 $4,653.362 ($389,643) 43% Total Expenditures $8,263,076 $11,267,091 $11,492,219 $11,143,501 (5348,718) .3% 'In FY 97, the Utility Engineering activity expenditures have been budgeted within the Non -Departmental activity. The chart details the expenditures over the past, current, and upcoming fiscal years, as well as the increases and decreases in costs within the last two years. These expenditures account for the cost associated with the acquisition, operation, and maintenance of a municipal water and sewer utility system. 54 n 11 L-------�-----.---WATER &'SEWER FUND __ Department - - TY95 Actual- -Y96 Rewised�---+-FYBT Proposed \Alotor rlonnrtmont Personnel _ $152,466 $171,809, $182,0061' Operations $57,809 $68,525 $73,500 Capital $8,569 $01 $0. $255,506 1 TOTAL $218,844 , $240,334 Support Services Personnel $88,349 $127,024 $157,141 Operations $51,311 $65,329 $69,499 Capital $14 137 $388 $1 000 $153,797 $192,741 ! $227,640 TOTAL City Engineer Personnel $95,033 $132,901 $140,232' Operations $26,469 $35,015 $41,750 Capital $0 $500 $3,500 TOTAL $121,502 $168,416 $185,482 _ Public Works Personnel $811,632 $991,027 $978.074 Operations $4,089,214 $4,844,669 $4,833,437 Capital $1,089 $12,027 $10,000 TOTAL $4,901,935 $5,847,723 $5,821.511 [ Nondepartmental Personnel $375,327 $426,652 $449746I Operations $2,491,670 $4,519,653 $2,618:222 Capital $0 $96,700 $1,585,394 _ TOTAL 2 866 997 j $5 043 005 i $4,653,3621 I'URO /oral 4PU,zoj,U/0 311,4Ve,LIv pll,l4J,JUl 55 Water & Sewer Expenditures Multi -Year Comparison 14 -- Transfers to other funds within the water 8 sewer fund have varied between 10% 12 and 24% of the total fund budget. In FY97, transfers are proposed to be at 10% of the total 10 budgeted expenditures. N 8 � N Q) 1? x 6 W Operating and capital costs have varied over 4 Me seven year period ranging between 13% and 35% of the 2 total budget. In Fy97, these costs are budgeted at 0 35% of the total budget. This increase is related to one-time capital purchases approved in FY97. 1990 1991 1992 Charges account for an average of 65% of total budgeted expenditures_ After peaking in FY93 at 75%, total charges have begun to decline, and constitute only 56% of the proposed FY97 budget. In the past seven years, overall charges have increased by only 17%. 1993 1994 Yea r 1995 1996 Rev. 1997 Prop. YEAR OPER/CAPITAL CHARGES TRANSFERS TOTAL 1990 $1,510,205 $5,315,017 $889,227 $7,714,449 1991 $1,277,885 $5,421,667 $1,139,889 $7,839,441 1992 $1,130,939 $5,697,472 $987,405 $7,815,816 1993 $1,052,642 $6,180,021 $1 ,043,039 $8,275,702 1994 $1,703,882 $5,517,622 $1,838,377 $9,059,881 1995 $1.515,754 $5,425,016 $1,322,305 $8,263,075 1996 Rev. $2,397,569 $6,325,739 $2,768,911 $11,492.219 1997 Prop. $3,864,122 $6,209,643 $1,069,736 $11,143,501 9 Oper/Capital [-'Charges ■ Transfers Io All Other Enterprise Operating Funds These charts represent the revenues and expenditures for all other enterprise operating funds within the Annual Operating and Capital Budget for the City of Euless. ;Enterprise Funds; Drainage Utility System: Revenues Expenditures Programs & Special Events: Revenues Expenditures Service Center Fund: Revenues Expenditures Engineering: Revenues Expenditures 'Golf Course Revenues Expenditures Softball Complex Revenues Expenditures 'Athletic Complex Revenues Vr KeVISM rtuwo o wrw. ann. » uu4. Actual BB Budget FY 96 *FY 96 Budget FY 97 •FY96-FY97 `FY96 - FY97 $348,754 $S09,000 $544,642 $537,500 ($7,142) -1% $621,365 $495,322 $490,682 $506,908 $16,226 3%i $619,562 $692,668 $728,390 $727,815 ($575) -0% $644,019 $687.546 $718,905 $726,918 $8,013 1 % $545,358 $620,000 $595,341 $620,000 $24,659 4% $519,457 $558,403 $550,721 $617,903 $67,182 12% $481,361 $1.504,975 $1,768,726 $882,000 ($886,726) -50% $70,652 $88,447 $93,391 $106,099 $12,708 14% $0 $0 $0 $1,458,349 $1,458,349 0% $0 $0 $0 $1,134.134 $1,134,134 0% $0 $641,608 $541,540 $1,098,210 $556,670 103% $0 $426,459 $446.883 $967,824 $520,941 117% $0 $0 $0 $123,974 $123,974 0% $0 $0 $0 $81,107 $81,107 0% Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the government's council is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. The DUS fund is supported primarily by user charges and is used to account for the acquisition, operation, and maintenance of a municipal drainage utility system. The Program and Special Events fund is used to account for the operation of recreational programs, activities, and special events which are offered to Euless citizens and other groups on a fee basis. This fund includes the popular Euless Arbor Daze Festival which is held everyspring. The Service Center is funded by transfers from Water & Sewer fund and is responsible for the maintenance of the City's motor vehicles. The Engineering fund is also funded by the Water & Sewer fund and is responsible for the management of Water and Sewer Capital projects. last year's increase in revenues are caused by the appropriation of one time projects. The Golf fund is to account for the Texas Star Golf Course operations and maintenance and is primarily supported by user charges. In FY 96, we received bond proceeds of $9,603,000 for land and construction of the golf course. The Softball fund is to account for operations and maintenance of the Softball World at Texas Star which is supported primarily by user charges. Startup costs of $41,000 were received by this fund in FY 96. The Athletic Complex fund was also created in FY 96 with startup costs of $400.000 being received. Currently, this fund is to account for the operation and maintenance of Texas Star Athletic Complex Batting Cages which will be supported by user charges. " Operational activities for these news facilities is expected for Spring of 1997 57 Special Revenue and Internal Service Operating Funds These charts represent the revenues and expenditures for all Special Revenue and Internal Service operating funds within the Annual Operating and Capital Budget for the City of Euless. - - ----- CY Revised Proposed-.. --- Arne. Dfif. - - D % lif. ;Special Revenue Funds: Actual 95 Budget FY 96 "FY 96 Budget FY 97 "FY96-FY97 -FY96 - FY97 HotelfMoteC Revenues $294,977 $562,ODD S%1,563 $658,486 $106,923 19% Expenditures $91,614 $396,582 $326,582 $658,486 $331,9D4 102% Drug Enforcement Agency. Revenues $385,801 $506,592 $418,467 $0 ($418,467) -100% Expenditures $196.566 $436,440 $334,677 $0 ($334,677) -100% Half Penny Sales Tax: Revenues $1,926,738 $2,655,000 $2.729,665 $2,221,008 ($506,657) -19% Expenditures $4,557,289 $7,120,339 $7,119,339 $1,915,016 (55,204,323) -73% Crime Control District Revenues $0 $250,000 $175,000 $765,824 $590.824 338% Expenditures $0 $250,000 $57, 455 $765,630 $708,175 1233% Special Revenue funds are used for specific revenues that are legally restricted to expenditures for particular purposes. The HotellMotel fund is supported by Occupancy Tax revenues received from area hotels. These funds are used primarily for the promotion and advertisement of the City of Euless. Last year's increase in expenditures is caused by a transfer for the construction of the golf course. The DEA fund is supported by proceeds received from the sale of assets seized in connection with drug arrests. Revenues are used solely for Police department expenditures. FY 97 is not creating a specific budget due to the volatility and unpredictable nature in asset confiscation. The Half -Cent Sales Tax fund is supported. from the proceeds generated by the .5% sales tax increase which was approved in FY 93 These funds are mandated by the City Council and are dedicated to cultural, recreational, and economic development activities within the City of Euless. In FY 94, we received bond proceeds of $8,000,000 for future projects. in FY 96 we completed the construction of anew library facility and have begun construction of the Texas Star Athletic Complex. The Crime Control District is a Special Purpose District voter approved in FY 96 to be funded by an additional sales tax to provide needed crime programs including additional officer personnel and mobile store fronts. Interrial Service Funds: equipment Replacement: Revenues Expenses nsurance: Revenues Expenditures Risk Management: Revenues Expenditures Cash & Debt Management: Revenues CY Revised Proposed Arnt. D1ff. % Wff Actual 9$ Budget FY 96 'FY 96 Budget FY 97 'FY96-FY97 'FYI ., FIX $369,744 $403,956 $425,641 $559,053 $133,412 $172.871 $403,500 $425,641 $416,536 ($91105) $1,157,504 $1,270,226 $606,379 $5W,412 $1,266,753 $1,346,753 $1,460,933 $1,195,743 $1,336,972 $1,409,319 $669.829 $684,939 $706.026 $658,243 $488,553 $703,411 $47,248 $60,000 $60,000 $51,541 $47,248 $60,000 $60,000 $51,541 31% -2% $114,180 8% $72,347 5% $21,087 3% $214,858 44% ($8,459) -14% f$8.4591 -14% Internal Service funds are used to account for the financing of goods or services provided by one department to other departments of the government and to other government units, on a cost reimbursement basis. The Equipment replacement fund accounts for the accumulation of funds from user departments which is dedicated to replacing existing equipment and motor vehicles. The insurance fund is supported by internal transfers from individual departments, as well as contributions from City employees. The money is used to account for the expenses resulting from employees' health claims. The Risk Management fund is used to account for the revenues and expenditures applicable to the self-insurance program used for Worker's Compensation, general liability, and property claims. The Cash & Debt Management fund is funded by a predetermined amount of earned investment income, not to exceed total fund expenditures incurred while providing cash and debt management services to all other funds. 58 I � = = = M M M = M M M M M M M M M = M M Fund Balance Summary - Operating Funds FY 96 - 97 Adopted Budget Water & G.O.Debt Hotell Service Incur & Risk Mgmtl Equip- Soffbad Gwwwaf Sewer service Mote! Center Bone. W. Comp. Replace K4brld .............. (per audit, FYE 1995) FY96 Projected Revs 14,365,961 10,519.460 1,644,548 314,563 595,341 1,346,75 670,639 310736 541,540 Total Available. 18,796,699 15,455.992 1,938,540 731,029 541,865 1,404,714 1,307,193 774,866 541,540 IFY 96 Projected Exp. (a). (13.445,873) (9,461,969) (1,660,666) (89,582) (550,721) (1,336,972) (482,553) (425,641) (446,883) One -Time (1,393,591) (2,030,25% (237,000) 0 (6,000) Total Proj'd Exp,: (14.839.464) (11,492,219) (1,660.666) (326,582) (550,721) (1.336,972) (488.553) (425,641) (446,883) M M ...... .. .04.W (Beg. Ball. FY97) FY97 Proposed Revs. 14,445,321 9-936.428 22,167, 305100-0 620, 1,460, 691.026 453,537 1,098.21 Total Available: 18,402,556 13,900.201 2,445,240 709,447 611,144 1,528,675 1,509,666 802,762 1,192.867 FY97 Prop. Exp. (14.440,994) (9,558,107) (2,202,366) (305,000) (617.903) (1,409,319) (695,111) (416,536) (967,824) One -Time (1,476,721) (1,585,394) (353,4!56,) (a= Total Proj'd Exp.: (15.917,715) (11,143,501) (658,486) (703.411) ... . ....... 010, U 0" 4. Reconwwrx*d LaWs pw RrwwW Pofiqr (c & (d.) (2,470,953) (2,508,995) (183,531) (62.763) Br-eakm (275.0= (600, 100% Deer. (315,956) a). Includes $170,048 TRA Rebate which reduces level. b). Part of W&S system and is not a material amount but deficit should be corrected. c). Minimum levels can not be applied to these "Special Revenue" type funds due to the volatile nature of their source of revenues. Maintenance of remaining balance may be considered. d). Includes debt service requirement. Fund Balance Summary - Operating Funds FY 96 - 97 Adopted Budaet Special Police Drainage Cash & W & S Crime Golf & Athletic Half -Cent Events DEA Utility Sys. Debt Debt Svc Control Clubhouse Complex Sales Tax ; it aaD!!1 S 4_, $394,931::... $Q ; i ($53;T7B} (per audit, FYE 1995) FY96 Projected Revs. 728.390 115.875 544.642 60,000 504,7W 175,000 0 0 0 Total Available: 740,413 510,807 700,337 60,000 331.004 175,000 0 0 0 FY 96 Projected Exp. (a). (718,905) (32,085) (490,682) (60,000) (331,230) (57,455) 0 0 0 One -Time (302,592) 0 0 0 0 0 0 0 Total Proj'd Exp.: (718,905) (334,677) (490,682) (60,000) (331,230) (57.455) 0 0 0 Pli►'�I:LtYd�:�e�: �Y98 � ' �1;�`b$ .. , ::��:!I'1!'.Q Z09E�i�::::a:;:::�: i3 ��s} 'f'i'7�i�° .1�..:::::::........ Q .::::€:: b -' (Beg. Bal. FY97) FY97 Proposed Revs. 727815 0 537.500 51,541 313,580 650,000 1,454.349 148,974 1_,621.008 o Total Available: 749,323 176,130 747,155 51,541 313,354 767.545 1,454,349 148,974 1.821,008 FY97 Prop. Exp. (726,918) 0 (506,908) (51,541) (313,580) (765,630) (1,134,134) (81,107) (1,515,016) aa.... ��yjyy�� �y� ��yy i7 Y�.:R11Fi!:I�7«........:::.........��................... :.�.���.�' ."il� 1y� f..!F�...........:�!�V;:::::::::::::::::.................._............R!o!..�... yy EEEEEEEi:�id2EiSEEE:EiEiEE::iEy�j� ' , �°�1(�� _...... 1 ���iiii'E��i....;iiiiiii��°• ......._......s..............�...................... p�;iiiiiii��:�t� 1........ (b.) (c.) Recommended Levels perFlnanchlPots (149 3671 _N/A fc) (186.693) Breakeve nla (263,436) (116,465) (c)& (d.) Notes: a). Includes $170,048 TRA Rebate which reduces level. b). Part of W&S system and is not a material amount but deficit should be corrected. c). Minimum levels can not be applied to these "Special Revenue" type funds due to the volatile nature of their source of revenues. Maintenance of remaining balance may be considered. d). Adequate reserve requirement maintained in separate fund. r i■■� r r r r r r rr �■r r r r■ r r r r ■■r r 5 4 C ° 6 3 2 GENERAL FUND BALANCE 5 YEAR PROJECTED ■ ■ ■ ■ � a 11 FY91 FY92 FY93 FY94 FY95 FY96 FY97 FY98 FY99 FY00 FY01 FY 96 figures are an estimate based on current budget levels. FY97-FY01 are projected figures. UNRESERVED 6d DAYS W.C. 5 4 c ° 3 N 2 1 WATER &SEWER FUND BALANCE 5 YEAR PROJECTIONS FY91 FY92 FY00 FY94 FY95 FY96 FY97 FY98 FY99 FY00 FY01 FY96 figures are an estimate based on current budget levels, FY97-FY01 are projected figures. ■ UNRESERVED s 75 DAYS W.C. Golf Course at Texas Star � I General Fund U Par 4 400 yds 22 Par 4 355 yds 3U Par 3 145 yds 0. " au Golf Course at Texas Star I General Fund Par 4 400 yds Par 4 355 yds } Par 3 This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health. "UU,UUU ' $400,000 ' $300, 000 $200, 000 ' $100,000 $o ADMINISTRATION Budget Highlights -No new programs approved in FY97. ' FY93 FY94 FY95 FY96 Rev. FY97 Budget 'The City Manager also oversees other funds including Hotel/Motel, Economic Development, and Half Cent Sales Tax. 63 Form FY '� 996/7 Department Narrative City of Euless ANNU,t.. gDGESummary :.... -7 Department: Division/Activity: Account #: City Council City Council 01-10-10 Location and Hours of Operation: 201 North Ector, Building B - Meet the second and fourth Tuesday nights at 7:00 P.M. following a 4:00 work session, plus numerous additional work sessions scheduled throughout the year. Mission Statement/Purpose: To provide effective legislative and executive leadership in policy decisions affecting community services and development and to give administrative review of city operations. Goals/Programs or Services: The Mayor and City Council, as the legislative branch of city government, are responsible for: .-Establishing policy by adopting ordinances (local laws) and resolutions (statements of official policy) for the city government to be implemented by the City Manager through the administrative staff. :The Mayor's Newsletter is a publication informing Euless citizens of newsworthy activities and/or proposed changes that might affect them. Over 20,000 are distributed at each publication. FY96 Highlights/Accomplishments: Held 22 Council meetings and 6 work sessions. Established Crime Control and Prevention District. Implemented sales tax to reduce property taxes. Purchased Softball World. Attended five conferences on State and National level. Opened our new library in July. Hosted the groundbreaking for our new golf course and athletic complex. Attended numerous ribbon cuttings, neighborhood association meetings and town hall meeting. FY97 Objectives: Improve infrastructure, specifically drainage and street rehabilitation. Complete feasibility study on use for Western Hills Inn. Revise Comprehensive Land Plan for future development. Update Unified Development Code. Major Budgetary Issues and Operational Trends: The City Council participates in intergovernmental activities on the local level through the Mayor's Council of Tarrant County, Northeast Leadership Forum, and 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 and the U.S. Conference of Mayors. The cost of their participation in these organizations is the major portion of their budget. 64 I � I I I I I � I � I � iJ I � I �r1 ANNUAL BUDGET Form 2 Manager's Fiscal) City of Euless Summary DEPARTMENT: City Manager's Office 1994-95 ITEM ACTUAL DIVISION/ACTIVITY: ACCOUNT #: City Council 01-10-10 REVISED 1995-96 BUDGET 1996.97 BUDGET BASELINE SERVICES �UPPLEMENTALTOTAL SERVICES PROPOSED PERSONNEL $0 $0 $0 $0 OPERATIONS $38,140 $35,575 $35,575 $35,575 CAPITAL $0 $0 $0 1 $0 TOTAL $38,140 $35,575 $35,575 $0 $35,575 REVENUES: TOTAL $0 $0 $0 $0 $0 PERSONNEL: Full Time 0.0 0.0 0.0 0.0 Part Time - 0.0 0.0 0.0 - 0.0 PERFORMANCE MEASURES/SERVICE LEVELS InputlMemand -- __ Actual 94-95 Budget 95-96- Revised 96-96 Budget 97 - # of Citizens Representing 40,127 40,400 40,400 40,850 Output/Workload # of Formal Council Meetings 22 -- 19_ _ - 19 24 # of Work Sessions 6 6 # of Ordinances Passed IV — — 23 —_ 28 4 4 25 # of Resolutions Passed — # of Mayor's Newsletters Issues 4 30 4 Efficiency MeasuresAmpact M&O Budget per Capita .95 .88 .88 .87 MSO Budget % of City Budget .31 % 23% .23% .22% Effectiveness Measures/Outcomes Tax Rate .616 .606 .606 .544980 65 Form 1 �"epartmelt Narrative Summa City of Euless rY Department: Division/Activity: Account #: City Manager's Office Administration 01-10-11 Location and Hours of Operation: 201 North Ector Drive, Building A 8:00 A.M. to 5:00 P.M., Monday through Friday Mission Statement/Purpose: 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 and to see that all policies of the City are executed. Goals/Programs or Services: 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. FY96 Highlights/Accomplishments: ➢Construction completed on the new library. ➢Acquisition of land and beginning construction on the Golf Course. ➢Acquisition of Softball World. ➢Euless was selected as one of the best run cities of its size in Texas. ➢Additional funding for streets projects. FY97 Objectives: Continue to work on and oversee development of a mall is a priority. Completion of construction of a new athletic complex, golf course, and clubhouse/conference center will require oversight of City Manager's Office. Economic development is a priority to help diversify tax base. Major Budgetary Issues and Operational Trends: Improved business climate will provide more sales tax revenue, thus less dependence on property tax revenue. Increase in property values will provide more ad valorem tax for continued support of all city services. 66 1 I I I ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: City Manager's Office 1994-95 ITEM I ACTUAL PERSONNEL $120,193; OPERATIONS $35,027' CAPITAL $0 TOTAL $155,219 DMSION/ACTMTY: ACCOUNT* Administration 01-10-11 REVISED 1996-97 BUDGET 1995-96 BASELINE SUPPLEMENTAL TOTAL BUDGET SERVICES SERVICES PROPOSED $131,7431 $135,029 $135,029 $33,356 $33,106 $33,106 i $0 $0 $0 i $165,099 _ $168,135 so! $168,135 REVENUES: - I TOTAL $0 $0 $01 so! $0 PERSONNEL: Full Time Part Time 1.0 2.0 1.0 1.0 _ 1.0 _ 2.0 j 1.0 1 2.0 PERFORMANCE MEASURES/SERVICE LEVELS Mputi0emand JI Actual 94-95 Budget 95-96 ed 95-96 � Revis19 Budget 97 i ity Cou Cncil Meefings 22 19 _ 24 # of Work Sessions »- -- 6 6 J OutputlWorkload - Efficiency MeasuresAmpact M&O Budget per Full TNne Employee 1 $77,610 1 $103,466 $110,066 $84,068 M&O Budget % of City Budget 1.27% 1.03% 1.10% 1.05% Effectiveness Measures/Outcomes Tax Rate .616 .606 .606 .544980 67 Etta '� M F �...:_.. G Tu'NTY�iWA•S[ {C S[SC''gFVyr { � � _ 4 {� Y 'Y'• g�l5 ,.... . .. . 7. _.?et+.. Department: Division/Activity: Account #: City Secretary City Secrets 's Office 01-10-14 Location and Hours of Operation: 201 North Ector Drive, Building A 7:30 A.M. to 5:00 P.M., Monday through Friday Mission StatemenUPurpose: The goal of the City Secretary's office is to provide a high level of service to the public, the City Council and city departments. Goals/Programs or Services: 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 the Board and Commission appointments. FY96 Highlights/Accomplishments: Completed records retention schedules, with printed copy for each department. -Researched software for indexing, made purchase and began new indexing procedures. FY97 Objectives: Continue indexing prior years' minutes and other documents with use of scanner. -Rewrite Procedure Manuals for department. Major Budgetary Issues and Operational Trends: Unfunded state and federal mandates continue to add to the complexity of record -keeping. 68 I ! I � ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: City Secretary DIVISION/ACTIVITY: ACCOUNT #: City Secretary's Office 01-10-14 REVISED 1996-97 BUDGET 1995-96 BASELINE SUPPLEMENTAL TOTAL BUDGET SERVICES I SERVICES PROPOSED $131,538 $137,581 1 $137,581 $25,660 $26,660 $26,660 $0 $0 $0 $157,198 $164,241 $0 $164,241 ITEM 1994-95 ACTUAL PERSONNEL $112,632 OPERATIONS $24,620 CAPITAL $1,819 TOTAL $139,071 ENUES: TOTAL PERSONNEL- . $0 _ $0 $0 $0 $0 Full Time 2.0 3.0 3.0 0.0 � 3.0 Part Time 1.0' j 0.0 _� 00_� PERFORMANC Input/Demand # of City Council Meetings OutpuVWorkload # of Ordinances Passed _ # of Resolutions Passed Efficiency Measureslimpact M&O Budget per Full Time Employee Effectiveness Measures/Outcomes - tart i ime employee oecame run i ime This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health. II FINANCE DEPARTMENT Munim t courts P wrol Teen Court and Monthly Reporting ' Annual Audit A1P and AIR Court of Record Internal Audits Reconciliations Warrants Performance Measure Fixed Assets Citations Management }4 }/ }/ Finance 1596 _ Gen. Fund 96% y.::•::.::;,;�.::::><:;:;;>.;•:;•>. [ ZMU,UUU ' $600, 000 ' $400,000 ' $200, 000 ' $0 Accounting 1 "! Budget Highlights -FY 97 added $25,000 to computer fund. - Added part time bailiff and metal detectors for Municipal Court for added safety. FY93 FY95 FY97 Budget 'FY94 FY96 Rev. Prior to FY94 this department included Data Processing ' *The Finance director also oversees other areas including utility billing/collectior management. 70 Form 1 FY 1996/97 Department Narrative city of Euless ANNUAL BUDGET _ Summary -- .._ Department: I Division/Activity: Account`#: Finance Finance/Budget _ 01-20-12 Location and Hours of Operation: 201 N. Ector Drive, Building B (817) 685--1430 Monday - Friday 8:00 AM to 5:00 PM Mission Statement/Purpose: To provide the necessary accurate and timely financial data to management and council in order that optimal decisions may be made on behalf of the City of Euless. To be fiscally responsive and responsible at all times with the City's financial policies. To enhance our position in a fiscally positive manner with timely and thorough analysis of new pronouncements and legislation. To manage bond and debt service requirements and produce necessary bond documents for new issues. Goals/Programs or Services: To oversee traditional finance functions including: Finance, Budget, EMS Billing, Accounting, Purchasing, Municipal Courts, Utility Billing, and Cash and Debt Management. To provide the City with recommendations concerning timely and innovative mechanisms for cost effective operations. To coordinate the annual external audit and prepare the Comprehensive Annual Financial Report. To assist management in preparing and implementing the Annual Budget. To produce the City Revenue Manual. To manage bond and debt service requirements. FY96 Highlights/Accomplishments: Received the Distinguished Budget Award. Received the Certificate of Achievement for Financial Reporting. Developed quarterly fund analysis reports on all funds. Created Investment Procedure Manual. Prepared appropriate documentation for the sale of Tax and Waterworks and Sewer System Revenue C.O.'s, Tax and Goff Course Surplus Revenue C.O.'s, and Tax and Softball Park Surplus Revenue C.O.'s. Created a five-year budget planning document. FY97 Objectives: Continue to improve reporting procedures. Continue providing accurate monthly financial reports by the 12th of the following month. Receive the Distinguished Budget Award and Certificate of Achievement for Financial Reporting. Improve fixed asset and internal control management. Continue to develop and use performance measurements. Improvement of a long range (5 year) financial plan for the City. Investigate and recommend new financial management software and required hardware. Major Budgetary Issues and Operational Trends: The addition of several new funds have placed more demands of staff with setup, reporting and investing; however, no new programs have been proposed. 71 I I I � I � I � I � I ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: FinanceFinance/Budget 1994-95 ITEM ACTUAL DMSION/ACTPATY: ACCOUNT #: 01-20-12 1 REVISED 16996-9713UDGET 1995-96 BASELINE SUPPLEMENTA TOTAL BUDGET SERVICES SERVICES PROPOSED $79,289 =$78,036 $78,035 $9,381 $9,381 $9,381 $0 $0 --- $0 $88,670 $87,416 $0 $87.416 $4,795,971 $3,931,437 $3,931,437 PERSONNEL - $60,664 OPERATIONS - $8,795 CAPITAL $0 TOTAL $69,458 EVENUE8: Property Tax $4,457,1291 Prior Years $62,145 $55,000 $42,147 $42,147 Penalty & Interest $30,717 $36,000 $32,371 $32,371 Sales Tax $3,038,370 $3,318,546 $3,512,017 $3,512,017 Add'I lAoSales Tax $0 $0 $701,130 $701,130 Wtr/Swr Franchise $459,763 $525,973 $496,821 $496,821 01-Interest Income $333,461 $340,696 $280,000 $280,000 02-Interest Income $265,153 $262,758 $250,000 $250,000 TOTAL $8,646,738 $9,334,944 $9,245,923 $0_1 $9,245,923 PERSONNEL: Full Time 1.5 1.5 -1.5 - 0.0 0.0 0.0 1.5 Part Time 0.0 Inpw6in and _ T # of Funds # of Property Tax Stal OutpuVWorkload Special Projects Interim Financial Rep Annual Financial Rep Annual Budget Docur 5 Year Budget Docun Revenue Manual Budget Adjustments Staff Meetings Held Efficiency Measure- M&O Budget per FTE Average Days to issue Budget Distribution Di Effectiveness Meas GFOA Budget Award GFOA CAFR Award % Diff. Actual v. Budg Form 1 " [3epa&64nt NaRat'hm: Cfty of EulessANNUAL BUDGET Srmmary Department: Division/Activity: Account #: Finance Municipal Court of Record 01-20-13 _ Location and Hours of Operation: 201 North Ector Drive, Building B 8:00 A.M. to 5:00 P.M., Monday through Friday Mission Statement/Purpose: The Municipal Court shall serve as the administrative arm of the City of Euless to serve as an unbiased entity for adjudication of cases filed. To serve the citizens with a courteous and assuring attitude who appear in Court. Goals/Programs or Services: Administrative functions include timely and accurate processing of complaints files, courteously responding to requests for information from the public, responsibly collecting assessed fines and fees, and efficient docketing of cases for adjudication. Court sessions are held most Tuesdays and Wednesdays at 9:00 AM and 2:00 PM. FY96 Highlights/Accomplishments: T Increased participation in the HEB Teen Court. Processed increased number of caseload with no additional staffing. FY97 Objectives: Continue to provide courteous and responsive services to the public with accuracy and consistency and to collect for state costs, fines and fees in a fiscally responsible manner. Major Budgetary Issues and Operational Trends: It has been proposed that in this fiscal year the cities of Euless and Bedford begin to share the costs of Teen Court equally rather than 1/3 - 2/3 as last year. This will increase the Teen Court budget for FY 96/97. i 73 I � I � ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Finance ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: DIVISION/ACTIVITY: ACCOUNT* Municipal Court of Record 01-20-13 REVISED 1996-97 BUDGET 1994-95 1995-96 BASELINE PUPPLEMENTA TOTAL ACTUAL I BUDGET SERVICES SERVICES PROPOSED a $261,136' $283,817 $310,240 ^ $310,240 $72,154 _ $90,447 $92,0091 $92,009 $2,456 $0 $0 k _ $0 $335,746 $374,264 $402,249$0 $402,249 Municipal Court $1,166,735 $1,198,458 $1,222,060 Arrest Fee $68,5031 $70,844 $72,239 Uniform Traffic Act $33,280 $34,919 $35,807 Child Safety $12,513 $14,083 $14,360 Texas Court Cost Fee $4,458 $47,996 $48,941 Warrant Fee $74,683 $38,080 $38,831 Building Security $498 $32,620 $33,262 Teen Court $0 $3,000 $3,500 TOTAL $1,360,670 $1,440,0001 $1,468,800 $0 $0 PERSONNEL: Full Time 8.0 8.0 8.0 1 8.0 Part Time 1.0 1.0 2.0* 1 2.0' PER! MputfDemand Cases Filed Cases Appealed City Case Volume Jail Case Volume Dallas/Ft. Worth Airport Cas OutpuVWorkload Arrest Warrants Issued Arraignments (Cases) Search Warrants Issued Statutory Warnings Given Efficiency Meas:ums/lmpa M&O Budget per Full Time Effectiveness Measuresk Haaea a cart i ime tsanirr i For FY 1996/97 Department Narrative City of Euless Summary ,A,NNUAL_B_UDGET ` �... Department:.... ..........: .. :.. Division/Activity: Account #: Finance Accounting 01-20-18 Location and Hours of Operation: 201 North Ector Drive, Building B, (817) 685-1414 Monday - Friday, 8:00 A.M. to 5:00 P.M. Mission Statement/Purpose: Provision of timely and accurate financial statements and reports to staff, council, citizenry and other interested persons. Our goal is to continue to improve the readability of reports, as well as to maintain internal controls to ensure integrity of reports and preparation of annual reports for recording all financial transactions in accordance with generally accepted accounting practices. Goals/Programs or Services: The accounting division is responsible for providing financial services to all departments of the City. This includes the areas of payroll, accounts payable, accounts receivable, grants, 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 the City on a timely basis for management decisions on City operations. FY96 Highlights/Accomplishments: With acquisition of Softball World, construction of the new library and golf course, and other expanded programs, the workload for accounts payable staff has increased greatly. This additional work has been accomplished without additional personnel due to cross training, cooperation and extra effort by current staff. FY97 Objectives: >Reconcile month end reports by the 8th of the following month. ➢Gain a better understanding and increased utilization of new personal computers in the area. ➢Expand computerized pay types to include jury duty, emergency leave, etc. Major Budgetary Issues and Operational Trends: The accounting division currently processes 18,000 invoices annually and prepares 14,500 checks annually to pay those invoices. Also, 8500 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 is expected to be absorbed by existing minimal staffing at pre-1990 levels. 75 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary )EPARTMENT: DIVISION/ACTIVITY: ACCOUNT #: Finance Accounting 01-20-18 REVISED 1996-97 BUDGET _ 1994-95 1995-96 BASELINE UPPLEMENTA TOTAL ITEM ACTUAL BUDGET SERVICES SERVICES PROPOSED PERSONNEL $94,479 $93,869 $93,295 ' $93,295 OPERATIONS $8,628 $9,708 $101115 i $10,115 CAPITAL $0 $0 $0 $0 TOTAL $103,107 $103,577 $103,410 $0 $103,410 REVENUES: PERSONNELS Full Time J 2.0 - 2.0 2.0 -_- 2.0 Part Time 0.5 1 0.5 0.5 0.5 PERFORMANCE MEASURES/SERVICE LEVELS: Input/Demand Actual 94-95 Budget 95-96 Revised 95-96 Budget 97 # of Employees Using Direct Deposit -- — 161 180 # of Returned Checks -- — -- 50 $ Amount of Returned Checks — _ — — 6,900 # of Audits 1 1 1 1 OutputfWorkload # of Payroll Checks Issued 8,500 1 8,500 9,412 I 9,420 # of Accounts Payable Checks Issued 14,500 14,500 14,995 15,000 # of Manual Checks — 500 512 500 # of Special Projects — 1 1 2 # of JE's Posted 3,050 3,100 2,800 3,000 Efficiency Measures/impact M&O Budget per Full Time Employee 45,825 43,015 46,034 45,960 % Manual Checks to Total Checks — 3.4% 3.4% 3.3% % Employees Using Direct Deposit — — 44% 40% Mg. # of Days to Close Month End — — — 6 Effectiveness Measures/Outcomes # Favorable Audit Opinions Issued 1 1 1 1 I 76 This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health. POLICE DEPARTMENT ct� Traffic Control Crime Analysis Warrartts/Arrests investigation Preventive Patrol Property/Evidence Recovery Tactical Support Task Forces Community Policing AFIS Accident Investigation Gen. Fund 68% 1 $6,000,000 $5,000,000 ' $4,000,000 $3,000,000 $2,000,000 ' $1,000,000 $o Crime Prevention Maintain Jail Community Relations Process Prisoners C• .notch Maintain Prcperty Patrol 48% Service 22% AdmMtration 8% Detention 8% Budget Highlights -Staff Increase: 1.0 FT Records Clerk, and 3 officers under the Universal Hiring grant. -FY97 includes new traffic radar equipment and funding for our portion of the Alliance for Children. FY93 FY95 FY97 Budget FY94 FY96 Rev. *Other funds supervised by our Chief of Police include the Crime Control & Prevention District, and the ' Drug Enforcement Agency fund. 77 Torn, FY 19 of Euless ANUL. Department: Y Division/Activity: Police I Administration Location and Hours of Operation: 201 North Ector Drive, Building D Mission Statement/Purpose: partma`nt Narrative 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. Citizens 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. Goals/Programs or Services: ➢Increase neighborhood watch programs. ➢Have increase in overall crime of no more than 2%. ➢Attain 75% clearance rate for index offenses. ➢Provide prompt, courteous support and service to citizens. ➢Have 0% increase in traffic accidents. FY96 HighlightslRccomplishments: ➢Successful passage of Crime Tax. ➢Reduction of crime, particularly burglaries. ➢Significant increase in Neighborhood Watch Programs. ➢Acquisition of radio system. FY97 Objectives: ➢Implement Crime Control District. ➢Continue reduction of burglary rate. ➢Increase Neighborhood Watch Program. Major Budgetary Issues and Operational Trends: Major budgetary needs will be addressed by the Crime Control District. Minor General Fund increases will be required for existing programming. FFP ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summaryl DEPARTMENT: Police 1994-95 ITEM ACTUAL DIVISION/ACTIVITY: Administration ACCOUNT #: 01-30-45 REVISED 1995-96 BUDGET $228,673 $33,610 $0 $262,283 1996-97 BUDGET TOTAL ~ PROPOSED ..". O $240,362 $45,779 $0 $286,141 BASELINE SERVICES SUPPLEMENTAL VICES SER _ $0 PERSONNEL $181,549 $240,362 $45,779 $0 $286,141 OPERATIONS $28,398 CAPITAL $0 TOTAL $209,947 EVENUES: _ _ TOTAL $01 $0 1 $0 $0 $0 PERSONNEL:. Full Time 3.0 4.0 - 0 0 - 4.0 4.0 Part Time 0.0 0.0 _ 0.0 PERFORMANCE MEASURES/SERVICE LEVELS: input/Demand Actual 94-95 Budget 95-96 Revised 96-96 Budget 97 _ Output/Workload Efficiency MeasuresAmpact M&O Budget per Full Time Employee $69,982 $65,571 $71,535 Total # of Sworn Officers/1000 populatio 1.57 1.66 1.71 - Effectiveness Measures/Outcomes # Neighborhood Watch Programs — 15 # Neighborhood Watch Meetings — 40 Crime Rate per 1000 population 12.4% 13.3% 79 Form 1 FY 1996/97 Department Narrat.W arty of Euless ANNUAL BUDGET y Department: J Division/Activity. - - v Account: #: Police Patrol 41-34-46 Location and Hours of Operation: 201 North Ector Drive, Building D 24 Hours a day, 365 days a year Mission Statement/Purpose: The mission of the Patrol Division is to continue to provide the most efficient and effective service possible and work in partnership with the community to continually improve the quality of life for all citizens of Euless. Goals/Programs or Services: ➢To develop partnership between citizens and permanent neighborhood officers. ➢To help increase active block watch programs by 50%. ➢To have zero percent (0%) increase in traffic accidents. ➢To have zero percent (0%) increase in number of accident related injuries. ➢To confine the increase in overall crime to no more than 2%. FY96 Highlights/Accomplishments: Out neighborhood officer program continues to receive tremendous support from the citizens and the officers. The department's proactive and nontraditional approach to problem solving is having a positive impact on crime and traffic related accidents. Our bicycle officer program continues to exceed expectations in both community relations and enforcement activities. FY97 Objectives: Continue to develop a partnership with the community through use of our permanent district officers. Employ effective problem solving techniques to address issues of public concern. To provide aggressive traffic enforcement in specific areas prone to high incidents of injury accidents. Use teams for directed enforcement in areas of the city that have identifiable, specific problems. Major Budgetary Issues and Operational Trends: The training of our officers to accomplish our mission of providing effective, efficient service to the City is of great importance. This pertains to the state mandated training as well as training in the areas of problem solving and emergency responses. 80 ANNUAL BUDGET Foram 2 City of Euless Manager's Fiscal ---- Summary DEPARTMENT: Police DIVISION/ACTIVITY: Patrol REVISED 1995-96 BUDGET $2,090,936 $99,173 $11,692 ACCOUNT #: 01-3046 1996-97 BUDGET _ BASELINE SUPPLEMENTAL TOTAL SERVICES SERVICES PROPOSED $4297,459 $2,297,459 $105,797 $105,797 $10,000 $10,000 ITEM 1994-95 ACTUAL PERSONNEL $1,914,290 OPERATIONS $110,011 CAPITAL $12,812 TOTAL $2,037,113 $2,201,801 $2,413,256 $0 $2,413,256 REVENUES: _ Alarm Billings & Permits $12,617 $32,000 $32,640 $32,640 COPS FAST - $50,000 $50,000 $50,000 Universal Hiring Grant - $0 $90,000 $90,000 TOTAL RERSONNEL:5,:: Full Time Part Time $12,617 43.0 1 13.0 -_ 1 $82,000 44.0" 13.0 $172,640 F $0 $172,640 �.,.., ( 47.0' 47.0 13.0 _ 13.0 PERFORMANCE MEASUREWSERVICE LEVELS Input/Demand Actual 94-95 Bud et 95-96 Revised 95-96 1 Budget 97 # Calls for Service 27,500 35,160 Output/Workload Citations Issued 21,118 22,122 Warnings Issued 6,426 10,654 Arrests Made 4,162 3,750 Efficient Measures/Impact _ M&O Budget per Full Time Em o e $40,895 $43,368 $44,921 Effectiveness Measures/Outcomes increase in tun time personnel due to Universal Hiring Grant. 81 Form 9 FY ' 99/s Department Narrative City of Euless ANNUAL B3ET Summary Department: Division/Activity: Account #: Police Criminal Investigation Division 01-30-47 Location and Hours of Operation: 201 North Ector Drive, Building D 8:00 AM to 5:00 PM Monday through Friday with callback ability) Mission Statement/Purpose: The Criminal Investigation Division (CID) investigates all alleged and suspected criminal activity reported to the police department. Personnel conduct follow-up investigation on criminal offenses, interview victims and witnesses, interrogate suspects, conduct crime scene searches to gather and process evidence and prepare criminal cases for prosecution. Provide expert courtroom testimony. CID also serves as the coordination point for the Attorney General's office for the Crime Victim's Assistance Program. Goals/Programs or Services: ➢Attain 75% case clearance for offenses classified Priority 1 and Priority 2 ➢Increase stolen property recovery rate by 10% ➢Ensure TCLEOSE mandated training for all officers assigned to division ➢Monitor Crime Victim Assistance Program ➢Rotate 6 officers from Patrol Division through CID ➢Monitor and track juvenile cases ➢Monitor illegal sale of alcohol and tobacco to minors FY96 Highlights/Accomplishments: Dedicated one criminal investigator to work on domestic violence cases. Established investigators to attend patrol briefing. Job responsibilities have been realigned. More proactive approach in case filings with T.C.P.A. Tracking juvenile offenders and continuing to divert juveniles from the juvenile system. CID and Family Services Division of Tarrant County were instrumental in establishing the First Offender Program. FY97 Objectives: Divert more juveniles to the First Offender Program. Improve methods of obtaining witness, victim and suspect statements. Facilitate electronic identification of offenders. Major Budgetary Issues and Operational Trends: Juvenile offenders statewide are on the rise. Currently one investigator is assigned to juveniles as victim and suspects. We can expect to see an increase in juvenile offenses. Dramatic increase in cases prepared and filed for offenses against children. Improve crime scene search capabilities for investigators. 82 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Police 1994-95 ITEM ACTUAL DIVISION/ACTIVITY: Criminal Investigation Division ACCOUNT #: 01-30-47 REVISED 1995-96 BUDGET $738,287' $39,400 $0 i996-97 BASELINE SERVICES $768,931 BUDGET UPPLEMENTAL TOTAL SERVICES PROPOSED $768,931 $43,661 $0 PERSONNEL $534,556 OPERATIONS $24,058 $43,661 CAPITAL $0 $0 TOTAL $568,614 $777,6871 $812,5921 $01 $812,592 _ _ T — REVENUES:- Auto Theft Task Force $63,762 $53,138 $51,960 $51,960 N.I.C.U. * --- $52,808 $60,370 $60,370 TOTAL $63,7621 $105,9461 $112,330 $01 $112,330 PERSONNEL: Full Time 11.0 14.0** 14.0 14.0 Part Time _ - - 0.0 0.0 _ 0.0 - 0.0 PERFORMANCE MEASURES/SERVICE LEVELS I lnputlDemand — Actual 94-95 Budget 95-96 Revised 95-96M Bud et 97 # Total Offenses 5,497 5,736 $ Stolen Property $1,506,602 $1,458,623 Output/Workload # Cases Cleared 3,862 _ 3,551 # Property Recovered 945,865 708,139 # Juveniles Referred 302 400 # Adult Cases Filed 1,005 1,400 # Crimes Against Children 65 70 Efficiency MeasuresllEti►pact M&O Budget per Full Time Employee $50,783 - $55,549 $58,042 # Cases Cleared per Investigator 772 710 Effectiveness Measures/Outcomes % Property Recovered 62.8% 48.54% % Cases Cleared 70.3% 61.90% New rrogram - I arrant county Narcotics intelligence coorcllnating Unir. ** Three officers transferred from another division. 83 .. ,. 'Form 1 ��»�°���3ep» Nt�lEive Summary :. ,GE of Eutos "ttl_NAL3L3�' Department: Division/Activity: Account #: Police Service 01-30-48 Location and Hours of Operation: s 201 North Ector Drive, Building D, Contact Harland Westmoreland at 685-1540 Monday through Friday 8:00 AM to 5:00 PM Mission Statemenf/Purpose: The Service Division will provide, in an efficient and cost effective manner, twenty-four hour emergency communications, including 911; provide for the processing and storage of police records; and provide community programs and training directed at safety and quality of life issues. Goals/Programs or Services: Ensure that the support of this Division is delivered to citizens and members of the Department and City in a prompt, courteous, effective and efficient manner. FY96 Highlights/Accomplishments: vContinued all community service programs including our PALs baseball and softball teams for "at risk" youth. 'Implemented a summer camp for our youth. Graduated two (2) additional Citizen Police Academies. ylnstalled "state of the art" radio system for the City of Euless. FY97 Objectives: r-Provide additional training to each member of the Division. i-Expand our community service operations, including our programs directed at our youth. Major Budgetary Issues and Operational Trends: Funding of Community Services projects is important to continue involvement with the community. Training of our personnel also continues to be of major importance. Adequate staffing in all sections of the Department is necessary to maintain our current high level of service delivery. 84 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Police 1994-95 ITEM ACTUAL DMSION/ACTPATY: Service ACCOUNT #: 01-30-48 REVISED 1995-96 BUDGET 1996-97 BUDGET BASELINE UPPLEMENTAI� SERVICES I SERVICES TOTAL PROPOSED PERSONNEL OPERATIONS $915,465 $5 6 $949,372 $1,022,586 1 $1,022,586 $86,384 $93,061 $93,061 CAPITAL $14,8591 $22,850 $16,600 $16,600 TOTAL $988,1851 $1,058,606 $1,132,247 $0 $1,132,247 REVENUES: Emergency Mgmt. $13,256, Youth Action Officers $171,604 $175.440 193,2481 $193,248 Wrecker $3,480 $3,000 $3,0001 $3,000 TOTAL $188,340 $178,440 $196,248 $0 1 $196,248 PERSONNEL: - Full Time 24.0 23.0** 24.0*** 0.0 Part Time 2.0 3.0 3.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS InputlDemand Actual 94-95 Bud et 95-96 Revised 95.96 Budget 97 - Calls for Service 87,094 79,192 80,000 Offenses _ - 5,497 - 6,366 5,400 Output/Workload Arrests 4,162 4,066 4,000 Accidents Worked 872 18,730 880 900 Records Processed 16,454 17,000 Documents Microfilmed 67,978 75,000 100,000 EfFiciency Measuresflmpact _ Effectiveness Measures/Outcomes * This function transferred to Fire Department. ' ** Transferred Administrative Assistant to Police Administration. ***Approved a full-time Records Clerk in FY97. sFY '3997 �ep�irri+i# Naiiv &jj&&&j4NNUAL Department: Division/Activity. Account # Police Detention _ 01-30-49 Location and Hours of Operation: 201 North Ector Drive, Building D, Contact Harland Westmoreland at 685-1540 Monday through Friday, office 8:00 AM to 5:00 PM; services provided 24 hours a day, 365 days a year Mission StatemerWPurpose. To provide safe, secure, and sanitary environment for all individuals held in our Detention Facility in an effective and efficient manner and ensure that their constitutional rights are not infringed. To receive, process, maintain, and dispose of property taken into custody by the Department in an efficient and effective manner and in compliance with applicable laws. Goals/Programs or Services: Ensure that each detainee is held in a safe, secure, and sanitary environment and in a manner that does not infringe on their constitutional rights. FY96 Highlights/Accomplishments: Implemented Lead Public Service Officer (PSO). ➢Five PSOs completed the State Certification Course for Detention Officers. ➢Continued our relationship with the Immigration and Naturalization Service. FY97 Objectives: :-Increased training for each Public Service Officer. :Continue our relationship with Immigration and Naturalization Service. Major Budgetary Issues and Operational Trends: ➢Be prepared to replace and/or update much of the equipment necessary to the cost efficient operation of our Detention Facility. ➢Provide training to each Public Service Officer. 86 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Police ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: — 1994-95 ACTUAL $315,334 $36,891 $0 $352,225 DMSION/ACTIVITY: ACCOUNT #: Detention 01-30-49 REVISED IN6-97 BUDGET 1995-96 BASELINE SUPPLEMENTAL TOTAL J BUDGET SERVICES SERVICES PROPOSED $357,793 $386,930 $386,930 $39,860 $41,045 $41,045 $1,650 $1,000 $1,000 1 $399,3031 $428,975 $0 $428,975 - I.N.S. $114,472 $155,000 $106,960 _ $108,960 Jail Phone System — $4,800 $4,800 $4,800 TOTAL $114,472 , $159,800 $111,760 $0 $111,760 PERSONNEL: _ Full Time _ y 11.0 Part Time 0.0 1 11.0 0.0 11 0.0 1 11.0 1 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand Actual 94-95 Budget 95-96 Revosed 95-96 Budget 97 `I.N.S. 850, 850 600 Prisoners Processed 3,442; 3,800 3,800 Property Processed 4,4581 4,900 8,000 Output/Workload — Efficiency Measures/Impact - Effectiveness Measures/Outcomes 87 This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health Provide Emergency Care ' and transportation Fire, Rescue, EMS, & Hazmat response PreventiorVAotion Education Physician Guided Medical Intervene on Gen. Fund 80% 1 $4,000,000 ' $3,000,000 ' $2,000,000 ' $1 000 000 1 $0 FIRE DEPARTMENT �rppnrsslonlRescue Fire, Rescue, EMS, and Hazmat Response Fire Safety Inspections Pre -Fire Emergency Mitigation Disaster Response and Mitigation Community Education Expenditure History ' FY93 1 Administratpn Emergency Maraagementt PreventioNEducatlon Community Disaster Hazard Mitigation Critical Incident Response Emergency preparedness training Coordinate with Federal, State, and Local Agencies FY95 FY97 Budget FY94 FY96 Rev. iM CPR Training Juvenile Firesetter intervention PhotographyArideo Smoke Detector Program Schcd Fire Prevention Program Emergency Mgmt Suppression 63% Pfte Mastwl Investigation of fires and Explosions Inspection of new constnxtion Annual inspection of cornmerctal property File Criminal Complaints Issue Permits and CCrs Review Bldg/Fire System plans Jministration 8% Fire Marshal 5% Prevention 2% Budget Highlights Staff Increase, Added 3 FT Paramedics -FY 97 includes down payment on a fire pumper, mobile emergency operations center equipment, 4 cardiac monitors, & SCBAS equipment. Form i Department Narrative Grty of Euless ,A_ �i��,.��. c"��` Sum _ y Department: Division/Activity: Account #: Fire Fire Marshal L01-40-23 Location and Hours of Operatlion: 201 North Ector Drive, Building A. Normal business hours of operation are from 8:00 AM to 5:00 PM. For purposes of special inspections or for fire investigations, members are subject to call out. Mission Statement/Purpose: The mission of the Euless Fire Marshal's Office is to aid in the preservation of life and property from fire, explosions, or related fire hazards by advocating, promoting and providing leadership in the prevention or mitigation of fires, explosions, fire related criminal activity or other activity or conditions hazardous to life or property. Goals/Programs or Services: The goal of the Fire Marshal's office is to reduce the threat of potential fires and safety hazards within the community; determine cause and origin of fires or explosions and investigate same. Fire Marshal's office investigates fires that are the result of criminal activity and develops the case from incident to prosecution. Fire Marshal also develops and provides the community with educational opportunities through fire safety education materials and programs. FY96 Highlights/Accomplishments: Conducted annual, semiannual and quarterly fire safety inspections of approximately 1250 inspection addresses. This is currently being accomplished by utilizing Fire Marshal Office staff, fire inspection certified development personnel, and fire engine company personnel. The Fire Marshal's Office conducted Certificate of Occupancy inspections, building and fire system plan reviews, and provided fire protection analysis as a member of the development review committee. Fire safety inspections included review of the occupancy for applicable codes by use, permits needed, performance testing of life safety features, conditions that may be hazardous or tend to cause fires, and fire protection and notification systems, appliances, or devices. The Fire Marshal's Office provided for the criminal investigation of fires or explosions, bomb threats, falls calls, or other related offenses. The Office also provided investigative assistance to the Tarrant County Fire and Arson Task Force and Bomb Squad. FY97 Objectives: To maintain the quantity and quality of the fire inspection program; provide for continuing education opportunities of fire inspection personnel; provide for a full-time fire and arson investigator as inspection activities are increasing, thus affecting the routine operations of the division and limiting the performance of investigation activities in a timely manner. Major Budgetary issues and Operational Trends: New construction and increasing demands on various projects has limited the time available for a greater portion of the investigation duties being conducted by the Fire Marshal. This years budget is again reflecting the need for a full-time investigator or an increase in overtime funds to utilize the shift investigators on a regular basis. Continuing education requirements to maintain certification of Fire Investigation and Fire Inspection personnel is a major operational expenditure. 89 -- ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Surnmarvi DEPARTMENT: Fire Department ITEM PERSONNEL 1994-95 ACTUAL $109,483 DIVISION/ACTIVITY: Fire Marshal's Office REVISED T— 1995-96 BASELINE BUDGET SERVICES $117,807 $16,703 $0 $134,5101 1996-97 BUDGET UPPLEMENTA SERVICES $122,684 $21,594 $3,500 $147,7781 $0 ACCOUNT #: 01-40-23 TOTAL PROPOSED $122,684 $21,594 $3,500 $147,778 OPERATIONS $11,122 CAPITAL $0 TOTAL $120,605 REVENUES: Fire Permits $20,0451 $19,927 $20,326 $20,326 TOTAL $20,0451 $19,927' $20,326 $0 $20,326 PERSONNEL: Full Time 2.0 2.0 2.0 12.0 _ Part Time 0.0 0.0 0.0 0.0 PERFORMANCE MEASURESISERVICE LEVELS InpuVDemand Actual 94-95 Budget 95-96 Revised 95-96 Budget 97 Output/Workload� # of Inspections 783 — 900 # of Permits 312 — 296 # of CkationsNVarnings 15 — 32 #ORC/Preconstruction Meetings 139 — 125 # of Building/Fire Plans 186 — 156 _ # of investigations 207 — 150 # of Offenses Filed 21 — 15 Efficiency MeasuresAmpact M&O Budget per Full Time Employees $60,303 $65,W8 $67255 $72,139 - Effectiveness Measures/Outcomes % Warnings from Inspections 1.91 % — 3.55% FoF n 9 FY 1 7 Department Narrafl*. C of Euless ANNUAL BUDGET Summac Department: Division/Activity: Account #: Fire Emergency Management 01-40-24 Location and Hours of Operation_ 201 North Ector Drive, Building A, (817) 685-1600 Monday -Friday 8:00 AM to 5:00 PM. After hours as needed Mission Statement/Purpose: To identify, prepare for, respond to and recover from any manmade or naturally occurring disaster that may strike the City of Euless. To mitigate the effects of disasters that may impact the citizens of Euless so as to continue with or improve their quality of life. Goals/Programs or Services: To maintain the City's operational readiness to respond to, and recover from, any manmade or natural disasters as they may occur. Specifically to maintain the City of Euless Emergency Operation Plan to meet the needs of the city, state and federal agencies. To seek out, through the mitigation process, any potential hazards in order to either eliminate the hazard or better prepare for the likelihood of its occurrence. To maintain a constant state of community wide readiness to respond to any manmade or naturally occurring disasters. Training regularly and conducting disaster exercises to improve our response skills and identify any areas of improvement within our emergency operation plan. To serve as the liaison between state and federal agencies during times of emergency. To provide public education and information regarding the City of Euless Emergency Operation Plan. FY96 Highlights/Accomplishments: Implemented community indoor warning siren system for high hazard/high occupancy locations including all City buildings. Successfully completed and received full credit from the State of Texas Division of Emergency Management for a functional exercise of our emergency operation plan. Reviewed, revised and distributed updates of all annexes contained within our emergency operation plan. FY97 Objectives: Continue current mitigation process. Update emergency operation plan to meet changes within the City. Expand the availability of micro -sirens within the community and continue system implementation. Expand offering of public information regarding topics related to emergency management. Conduct full scale disaster drill. Major Budgetary Issues and Operational Trends: During the FY95/96 Budget we were able to begin implementation of a new indoor warning siren system. In the coming budget we need to acquire additional Micro -Sirens to continue the process. Per our 4 Year Annual Work Plan on file with the DPS/DEM we must conduct a full scale disaster drill during FY97. This drill will involve all departments of the City and will require additional pre -drill exercise. 91 - ----- - ANNUAL BUDGET Form 2 __.. ..... .. _ _ Manager's Fiscal City of Euless - Summaryl DEPARTMENT: Fire DMSION/ACTIVITY: ACCOUNT #: Emergency Management 01-40-24 REVISED 1996-97 BUDGET 1995-96 BASELINE SUPPLEMENTA TOTAL BUDGET SERVICES SERVICES PROPOSED $0 $0 $0 - - $4,706 $6,995 $6,995 $0 $0 $0 $4,706 $6,995 $0 $6,995 ITEM " 1994-95 ACTUAL PERSONNEL OPERATIONS — CAPITAL TOTAL " REVENUES: _ Emergency Management Grant $01 $6,250 $0 TOTAL $0 $6,250 $0 $0 $0 _ PERSONNEL: Full Time 0.0 0.0 0.0 0.0 - -T 0.0 0.0 - 0.0 0.0 - Part Time PERFORMANCE MEASURES/SERVICE LEVELS 92 Farm IFY 1996/97 i eparttnehi NBrrafiue of Euless rY _T Department: Division/Activity: Account #: Fire Administration 01-40-40 Location and Hours of Operation: 201 North Ector Drive, Building A Hours 8:00 AM to 5:00 PM Mission Statement/Purpose: 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, fire investigation and any other service we are equipped, trained or capable of providing to the citizens and visitors of Euless, Texas. Goals/Pnagrarns or Services: This division is responsible for personnel management, budget, payroll, research and development, records management and public information. FY96 Highlights/Accomplishments: ➢Increased effectiveness of office by upgrading part-time clerical to full-time secretary. ➢Standardized computer hardware and software. FY97 Objectives: ➢Obtain computerized records management program. ➢Continue to upgrade computer hardware/software. ➢Relocate Fire Station #2. Major Budgetary Issues and Operational Trends: 'OP -Increased unfunded mandates. increased overtime costs due to increased leave time and inadequate staffing. rincreased records management needs. 93 � I ANNUAL BUDGET Form Z Manager's Fiscal City of Euless Summa DEPARTMENT: Fire DWION/ACTMTY: Administration ACCOUNT #: 01-40-40 ITEM 1994-95 ACTUAL REVISED 1995-96* BUDGET 1996-97 BUDGET BASELINE SERVICES SUPPLEMENTAL SERVICES TOTAL PROPOSED PERSONNEL $165,013 $222,468 $231,321 $231,321 OPERATIONS $10,743 $19,160 $20,710 $20,710 CAPITAL $9,283 $0 $0 $0 TOTAL $185,039 $241,628 $252,031 L $0 $252,031 REVENUES: TOTAL SO $0 PERSONNEL: $0 $0 $0 _Full Time 3.0 Part Time 1.0 4.0** 4.0 0.0 =� 0.0 4.0 0.0 PERFORMANCE MEASURESISERVICE LEVELS !-Input/Demand - - T Actual 94-96 Budget 95-96 Revised 95-96 Budget 97 Output/Workload - I Efficiency Measuresllmpact M&O Budget per Full Time Employee $50,216 $58,607 1 $60,407 1 $63,008 l Effectiveness Measures/Outcomes ` Absorbed Fire Training & 5atety in 1995-96. * * Upgraded part time employee to full time. 94 tr666ht Narrative .. 8 ANNUAL BUDGET -.-summary.. Department: Division/Activity: Account #: Fire Emergency Medical Service 01-40-41 Location and Hours of Operation: 201 North Ector Drive, Building A (817) 685-1600 Monday - Friday 8:00 AM to 5:00 PM, after hours as needed Mission Statement/Purpose: To effectively and efficiently fulfill the obligations of delivering, at the highest levels of competency, emergency medical care and transportation for the citizens and visitors of Euless, Texas. Goals/Programs or Services: Provide service necessary to conserve life, alleviate suffering and encourage equal availability of emergency medical care. This service may range from public education aimed at first aid training, pre -arrival medical instructions from an emergency medical dispatcher, initial care from a first responding engine company all the way up to, and including, advanced life support care into the hospital setting. Additionally, to provide public information regarding the emergency medical service (EMS) system of our community. FY96 Highlights/Accomplishments: Through our medical director we have implemented an advanced 12 lead cardiac monitoring program to include field diagnosis of acute cardiac conditions that were previously not detected until arrival at an emergency room. We have educated and trained Department Paramedics in advanced, life saving, emergency surgical procedures for the management of traumatic conditions. Successfully managed a 10% increase in call for service volume as compared to prior fiscal year. FY97 Objectives: Continued improvement in availability and level of emergency medical service. Expand staff to provide manning of an additional primary ambulance to handle increasing call volume. Complete implementation of Emergency Medical Dispatch Training and Certification. Continue upgrading certification of EMT's to Paramedic - Major Budgetary Issues and Operational Trends: The impact of managed care concerns coupled with the increasing population of our community and the number of persons without access to primary health care has placed an increased work load upon our system. This, along with increasing regulations from state and federal agencies regarding emergency medical services, results in increased operational costs. 95 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Fire ITEM PERSONNEL 1994-95 ACTUAL - 19,196 DMSIONIACTMTY: Emergency Medical Service REVISED 1995-96 BASELINE BUDGET SERVICES $518,549 $65,638 $3,000 '1996-97 f$624,961 $73,8071 $4,2001 ACCOUNT #: , 01-40-41 BUDGET SUPPLEMENTAL TOTAL SERVICES PROPOSED j $624,961 $73,807 $4,200 OPERATIONS $47,3191 CAPITAL $2,0501 TOTAL $468,5651 $587,187 $702,968 $0 $702,968 Ambulance $206,778 $194,111 $199,934 01-00-00-4460 TOTAL PERSONNEL: Full Time Part Time $206,778 10.0 0.0 $194,111 10.0 0.0 $199,934' $0 $0 13.0* 10.0 0.0 0.0 PERFORMANCE MEASURESISERVICE LEVELS in ut'Demand Actual 94-95 Bud et 95-9_6 Revised 95 M Budget 97 `f Emergency _ Medical Calls in City of Euless 1,450 1,550 11449 1,700 OutputlWorkload Mutual Aid Given -- -- - 1-- 23 Mutual Aid Received 23 Efficiency Measureiffr act M&O Budget per Full Time Employee $46,652 $55,793 $55,419 $69,877 Effectiveness Measures/Outcomes Approveci 3 ad amonal riret6gntef/Paramecics In r'TW/. 96 IIepalrtme r#IaRa#iye Summary, City of Euless ANNUAL B DGE� �.n t � � �Y ����y .. Department: Division/Activity: Account #: Fire Suppression 01-40-42 Location and Hours of Operation: Fire Station #1 - 201 E. Ash Lane Fire Station #2 - 1100 Westpark Way Fire Station #3 - 201 W. Euless Blvd. The stations are manned by three 24 hour shifts. Mission StatemerWPurpose: To effectively and efficiently fulfill the obligation of delivering, at the highest level of competency possible-. Fire suppression, rescue, emergency medical care, fire prevention and inspection, fire safety education, fire investigation, and any other service we are equipped, trained, or capable of providing. Gools/Programs or Services: This division is staffed by 33 certified firefighter/EMS personnel who provide fire suppression, rescue and related activities 24 hours a day. FY96 Highlights/Accomplishments: y-Inspection and pre -fire plan of 1100 businesses. yFlow test of fire hydrants. ➢Personnel received a minimum of 60 hours of continuing education training in haz-mat, EMS, arson, suppression, and rescue to meet certification requirements. ➢Assisted public education officer with installation of smoke detectors. ➢Tested all fire hose. ➢Installed new radio system. ➢Joint participation with 11 NE Tarrant County fire departments in joint incident command and personnel accountability system. i%Took delivery and placed in service a new pumper. FY97 Objectives: ➢Computerized incident reporting. ➢Replace 1973 pumper. ➢Continue Opticom program. ➢Relocate Fire Station #2. ➢Add three additional personnel. Major Budgetary Issues and Operational Trends: ➢Replacement of 1973 pumper. ➢Increased costs due to certification and other mandates. ➢Increasing call volume, especially EMS related, which is reducing the ability to provide fire protection. This occurs when an engine crew must be shut down to staff a backup ambulance. 97 ANNUALBUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Fire DMSION/ACTMTY: Suppression REVISED 1995-96 BUDGET $1,824,323 $109,439 $8,550 $1,942 ACCOUNT #: 01-40-42 1996-97 BUDGET BASELINE SUPPLEMENTAL TOTAL SERVICES SERVICES PROPOSED $1,887,417 $1,887,417 $111,554 $111,554 $14,239 $14,239 2101 $2,013,210 ITEM 1994-95 ACTUAL PERSONNEL $1,654,491 OPERATIONS 1 $62,4801 CAPITAL $6,2631 TOTAL 1 $1,723,2341 REVENUES: TOTAL $0' $0 $03, $0 $0 PERSONNEL: A Full Time 33.0 33.0 1 33.0 1 1 33.0 Part Time 0.0 0.0 1 0.0 1 i 0.0 PERFORMANCE MEASURES/SERVICE LEVELS InpuVDemartd Actual 94-95 Budget 95-96 Revised 95-961, Budget 97 . Total Alarms 4,098 Structure Fires 73 Vehicle Fires 48 Mutual Aid Received 59 Output/Workload Mutual Aid Given _ 99 I l I Efficiency Measurew act - M&O Budget per Full Time Employee $52,029 $54,261 $56,599 $60,575 Effectiveness Measures/Outcomes Fire Related Civilian Injuries 7 Fire Related Personnel Injuries 3 % Property Damage/Total Property Valuer. 0.1 % 98 Form I Fly' 199611 Department Narriftilye City of Euless ANNUAL BUDGES Surrllmary, ...:..::.. Department: Division/Activity: Account #: Fire Education/Prevention 01-40-44 Location and Hours of Operation: 201 North Ector Drive, Building A, (817) 685-1605 Monday - Friday 8:00 AM to 5:00 PM Mission Statement/Purpose: 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 proactive prevention measures and survival techniques to enable them to protect themselves from the perils of fire and injury by fire. Goals/Programs or Services: The public education section utilizes current and proven educational programs and techniques in teaching fire and bum safety and survival techniques to all age groups of private and business consumers. This division provides a Juvenile Fire Setter Program for children who have played with or set fires, as well as their parents. The division also provides Public Information to the news media and other citizens on the activities of the fire department. In addition, the public education section provides photographic services for the fire department and other departments in the City upon request. FY96 Highlights/Accomplishments: The Euless Fire Department has initiated a program to purchase a Fire Safety Trailer. We hope to accomplish this with private donations from citizens, local companies and organizations. This Fire Safety Trailer will be taken to schools, senior citizen groups and special activities to teach fire prevention, fire survival techniques, and how to access 9-1-1 for all types of emergencies. In conjunction with the Kiwanis and Rotary clubs, a program has been established to install smoke detectors in any home which needs one. FY97 Objectives: ➢Complete the fund raising project for the Fire Safety Trailer. ➢Analyze existing programs and update the programs which need to be changed. ➢Create and initiate a Euless Fire Department Citizens Fire Academy. Major Budgetary Issues and Operational Trends: There has been an increase in requests for services by citizens, schools and businesses to provide a greater number of diversified and specialized programs and services. rSpecialized events such as Arbor Daze, Neighborhood Night Out, 4th of July Parades, Christmas Parade, Town Hall Meetings, and Fire Prevention Month activities are creating a strain on personnel and present budget. -The addition of a Fire Safety Trailer will require more personnel time to operate this invaluable teaching aid. 99 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Fire DMSION/ACTPATY: Education/Prevention REVISED 199"7 1995-96 BASELINE BUDGET SERVICES $60,739, $61,789 $8,42T $9,372 $0 1 $1,300 $69,166 $72,461 ACCOUNT #: 01-40-44 BUDGET 6UPPLEMENTAL, TOTAL J SERVICES PROPOSED 1 $61,789 - $9,372 $1,300 $0 $72,461 I ITEM 1994-95 ACTUAL PERSONNEL $53,962 OPERATIONS $5,502 CAPITAL $0 TOTAL $59,464 REVENUES: TOTAL $0 $0 $01 $0 $0 PERSONNEL: Full Time 1.0 1.0 1.0 1.0 Part Time 0.0 0.0 0.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand Actual 94-95 Budget 95-96 Revised 95-96 Budgr f i,7 OutputlWorkload # of Classes/Programs 230 285 266 Public Relations Projects 25 35 36 'Efficiency Measuresllmpact - M&O Budget per Full Time Employee $59,4f $65,575 $69,166 $72,461 Effectiveness Measures/Outcomes # of People in Classes/Programs 29,500 37,100 36,595 100 This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health. 1 1 SUPPORT SERVICES ' #tsCflwdes Malnf Admtrr_ Srvcs. Purefursfreg Into. Srvcs. Personnel ' Franchise Fees & Policies Fleet Services Purchase Orders Computer Purchases Other Contracts New Hires Retirement 1 Facilities Services Contracts Computer Maintenance Civil Service ProposaWBids Computer Standards 1 Procurement Library Provide reading material Promote reading & learning Provide references & assists A,dmin. Svcs. 7% Library 4% Expenditure History $2,000,000 Budget Highlights 1 -FY97 added Personnel, Insurance, Library, $1,500,000 Information Services, and Purchasing to this budget. 1 Economic Development was reassigned to another division. $1,000,000 -FY97 includes improvements to Midway Rec. Center and City Hall facilities. 1 -FY97 includes funding for new computer hardware and software, as well equipment to connect remote $500, 000 facilities. 1 -The new Library will extend their hours to include Sunday. Additional staff will be funded through the half Qr, cent sales tax fund. wv FY93 FY95 FY97 Budget 1 FY94 FY% Rev. *Support Services also manages Benefits/insurance, Worker's Comp/Risk Management, Service Center, Vehic 1 Recycling and Geographic Information Systems. 101 Form 1 1 Y 1996/97 Department Narrative Summary fty of Euless ANNUAL BUDGES �' Department: Division/Activity: Account #: Support Services Data Processing 01-50-16 Location and Hours of Operation: 201 North Ector Drive, Building A 8:00 AM to 5:00 P.M., Monday through Frida Mission Statement/Purpose: To provide timely and accurate computer services to the various City departments. To remain informed on computer related topics and apply that knowledge to work flow analysis to create more efficient processes with the city organization. GoalslPrograms or Services: Provide in-house support for both software and hardware, and to assist other departments in systems selection, implementation, and operation. FY96 Highlights/Accomplishments: City Hall campus network complete Purchase and implementation of the Library Automation System >Purchase and implementation of the Recreation System >Purchase and implementation of the Permits/Inspection System FY97 Objectives: io-Hire new Software Support Specialist to provide in-house software training to city employees, and to assist other city departments with special projects (newsletters, presentations, publications, etc.) ,Purchase and implement a wide area network to connect remote city facilities with the City Hall campus. This will allow employees in these remote facilities to access related applications (Recreation, Fire, etc.). Purchase and implement a Fire Dispatch/Reporting System. Major Budgetary Issues and Operational Trends: Budgetary - Fire Dispatch/Reporting system is a multi -year project which could cost $200,000 to $250,000. - Connect remote city facilities with City Hall campus for data communications. Operational - Hire Software Support Specialist. This would "build out" the I.S. Department's full time staff. 102 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: I DVISION/ACTPATY: ACCOUNT #: Support Services Data Processing �01-50-16 REVISED I 1996-97 BUDGET 1994-95 1995-96 BASELINE SUPPLEMENTAL TOTAL ITEM ACTUAL BUDGET SERVICES SERVICES PROPOSED PERSONNEL $37,740 $80,660 j $76,154 $76,1 60,675 $1 TOTAL 5299,073 $321,350 $346,466 1 $0 ! $346,466 "PERSONNEL: Full Time 0.5 _ 1.0 1 A 1.0 Part Time 1.0 1_ 1.0 1.0 1.0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand �— Actual 04-95 Budget 95-96 Revised 95-96 Budget97 fWni Computers -- — 2_ — 2 Displays -- — 50 W 50 Printers -- — 10 10 PC CPU's — — 200 200 PC Printers - -- 100 100 PC Work Group Hubs — v — — 10 10 LAN Servers _ _ 4 4 LAN Printers — — 6 6 Output/Workload PC Hardware Fixes — -- 200 200 PC Upgrades — — 20 20 SW Indstallabons _ — -- 50 50 SW Trouble Shoots — — 200 200 RPG Program Fixes — j — 40 40 Queries _ — —_ 30 30 RPG Program Fixes — - 40 40 Efficiency Measureslimpact MHO Budget per Full Time Employee $107,057 $103,783 $107,117 $115,489 Effectiveness Measures/Outcomes Fora, I ::FY 1996/97 Department Narrative pity of Euless �'i1�'�E Summary,: Department: Division/Activity: Account #: I Support Services Personnel 01-50-19 Location and Hours of Operation: 201 North Ector Drive, Building B 8:00 A.M. to 9:00 P.M., Monday through Friday Mission Statement/Purpose: The mission of the Personnel Department is to provide support services to all city departments in the areas of recruiting, training, testing, assessments, and records retention. The Personnel Department must ensure compliance with mandates established by the City of Euless, State of Texas, and United States Government. The City of Euless is comprised of "team players" who strive for excellence and who exhibit credibility. Goals/Programs or Services: The primary goal of this department is to compile, maintain, assist in coordinating, evaluate, and to develop a computerized data base and tracking system to more efficiently track applications, employee absenteeism, and other personnel activities. Our goal is to respond to citizen, staff, and employee needs for information in a timely manner. The City of Euless desires to stay competitive with the Metroplex's salaries in order to recruit and retain the best. FY96 Highlights/Accomplishments: The Personnel Department has accomplished many objectives this year: job descriptions have been revised; training/staff development programs were expanded (i.e. supervisor and customer service). FY97 Objectives: The Personnel Department will implement and administer a new testing process which will increase productivity and efficiency. A Human resource computer software package will also be utilized. The Personnel training programs will be expanded. Our objective is to provide dependable, efficient, courteous, and professional service to our citizens, business community members, and City management and employees, with available resources. Major Budgetary Issues and Operational Trends: The Personnel Department will implement and administer a new computer software package to increase productivity and efficiency. The package(s) will assist in tasks such as tracking applicants, employee absenteeism, training, discipline, evaluations, turnover, etc. Due to increased demand and workload, the overtime cost will need to be increased. 104 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #: Support Services Personnel 01-50-19 REVISED 1996-97 BUDGET l 1994-95 1995-96 BASELINE _ SUPPLEMENTA TOTAL ITEM ACTUAL BUDGET SERVICES SERVICES PROPOSED PERSONNEL $108,135 $119,3861 $120,194 $120,194 OPERATIONS $48,7561 $78,980 $91,067 $91,057 CAPITAL $01 $01 - $0 TOTAL 1 $156,892 j $198,3661 $211,2511 $0 $211,251 REVENUES: i TOTAL $0 $0 $0 so! $0 PERSONNEL: Full Time 3.0 3.0 3.0 3.0 Part Time 0.0 0.0 0 0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand - Actual 94-95 Budget 9S-96 Revised 95-96 - Budget 97 Total # City Employees 275 - 289 �� 370 462 #Employees Hired __ - 97 120 110 # Employees Terminated/Retired 200 225 68 Part Time to full -Trans Switches - 10 # of Interest Cards Received 800 1,5001 705 # of Applications Received 705 8501 11,469 Output/Workload # of Completed Surveys _ - - - 50 # of Completed Reference Checks - - -- - - - - 100 # of Positions Posted - _ -- - __ 100 # of Employee Orientations - - 100 # of Policy Updates 3 1 3 3 8 # of Fire Entrance Tests 26 40 50 75 # of Other Tests 280 300 350 400 # of Promotion Tests 50 55 60 65 Civil Service Hours 75 100 200 200 Interview Testing Hours 250 300 400 450 Orientation Hours 250 300 400 500 EtTiciency Measures/impact Advertising Cost per Recruitment - - - - Avg. Applications per Position Posted -- - _ -_ MSO Budget per FTE - $52,297 _ $58,760 _-$66,122 $70,417 E _ 7.32°� - Effectiveness Measures/Outcomes Turnover Rate 105 • .'�t M.— .. ........'N N, rtmertt larratNe , i• > :r,%�' .:F�i..:y a?f;T... v. HIM i<yJ`} ,.. may., az .y;•.;. Mv.,: {� +•:: ;, .�;...... F ...aa.. J :s. y a�'aYi'v.2 Department: Department: Division/Activity: Account #: Support Services Administrative Services 01-50-35 Location and Hours of Operation: 201 North Ector, Building A Monday throu h Friday, 8:00 AM to 5:00 PM Mission StatemenUPurpose: To supervise facilities maintenance, franchises, and fleet services. Goals/Programs or Services: The goal of Administrative Services is to provide professional support services to the City. Each area functions as customer service. FY96 Highlights/Accomplishments: FY97 Objectives: Major Budgetary Issues and Operational Trends: 106 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summaryl Support Services ITEM DMSION/ACTMTY: ACCOUNT #: Support Services 01-50-35 REVISED 1998-97 BUDGET 1994-95 1995-96 BASELINE SUPPLEMENTAL TOTAL ACTUAL BUDGET SERVICES SERVICES PROPOSED $90,473 $96,298 $97,367 $97,367 - $1,696 _ - -� $2,670 $2,770 J $2,770 $35 $0 $0 $0 $92,204 i $98,968 $100,137 , T_ $0 $100,137 $129,8301 $130,0001 $132,600 $132,600 _ $144,8691 $156,0231 $152,903 1 $152,903 $1,186,2301 $1,204,5731 $1,216,619 , $1,216,619 %7iI1L 21jW - Q4111LaUU5I VG wW,cvv .p! V,LVV i WW I,JGV I WW i,Wc_ Garbage - Franchise 1 $80,2061 $79,0061 $82,1661 1 $82,166 SW Bell $573,901 $346,432 $353,361 1 $353,361 TOTAL $2,227,013 r $2,026,810 I $2,061,1531 $0 $2,061,153 1 PERSONNEL: Full Time 1.0 1.0 1.0 1.0 Part Time 1.0 1.0 _ 0.5* - 0.5* ' PERFORMANCE MEASURES/SERVICE LEVELS: Input/Demand Actual 9"5 Suftet 95-96 Revised 26-96 Budget 97 Output/Workload Efficiency Measuresltmpact M&O Budget per Part Time Em oyee $61,446 $75,945 $65,979 1 $80,109 Effectiveness MeasureslOutcomes " 5pht Fart I ime salary between General F-una ana water & sewer tuna. 107 1 Form t FY 1996/97 : 'Department Narrative City of Euless ANNUAL BUDGET Summary, Department: Division/Activity: Account #: Support Services Purchasing T01-50-36 Location and Hours of Operation: 201 North Ector Drive, Building A 8:00 A.M. to 5:00 P.M., Monday through Friday Mission Statement/Purpose: To conduct all purchases in accordance with state laws. To foster an understanding and appreciation of sound purchasing policy and procedures throughout all departments of the City is utmost. We are responsible for obtaining the lowest possible price and highest quality consistent with delivery terms. To maintain continuity of supply to support ongoing services, operations, and construction services furthers our goals. Goals/Programs or Services: The Purchasing Department is charged with the responsibility to advise the user department of any unusual delays in delivery schedules, to be responsible for service, and to maintain sufficient quantities of inventoried supplies for the benefit of all City departments. FY96 Highlights/Accomplishments: The Purchasing Department has started quarterly inventory of supplies for better inventory control. The City has approved an inter local purchasing agreement with the City of Hurst in the effort to reduce costs for material and supplies. FY97 Objectives: Expand our inter local purchasing agreement with other cities in the area. Complete computerization of inventory for better control. Investigate and recommend a computer software program to help streamline the purchasing function city-wide. Major Budgetary Issues and Operational Trends: Major price increases in paper products has leveled off and shows signs of future decline. Cost containment will be reviewed with each item submitted by departments. Coordination with Accounting Department will be expanded to ensure compliance with Texas purchasing laws. 108 I 1 ANNUAL BUDGET Farm 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Support Services ITEM PERSONNEL OPERATIONS 1994-95 ACTUAL $28,881 $2,593 DIVISION/ACTIVITY: ACCOUNT #: Purchasing �01-50-36 REVISED 1995-97 BUDGET 1995-96 BASELINE SUPPLEMENTAL, TOTAL BUDGET SERVICES SERVICES " PROPOSED $27,272 $25,198 $25,198 $5,500 $5,500 $5,500 CAPITAL $1,674 $0 $0 $0 TOTAL $33,148 $32,772 $30,6981 $0 $30,698 REVENUES: TOTAL $0 $�_ $01 $0 PERSONNEL: Full Time Part Time 0.5 0.0 — - 0.5 -— 0.0 0.5 - -- 0.0 0.5 0.0 PERFORMANCE MEASURES/SERVICE LEVELS In ut/Demand Actual 94-95 Budget 96-96 Revised 95-96 Budget 97 OutputlWorkload # of Formal Bids Prepared 30 40 48 40 # of PO's Issued 220 231 225 225 $ Amount of PO's Issued — — $4,542,739 $5,000,000 # of RFP's Issued — — — — # of Deliveries Received 88 pkgs 932 pkgs 5,072 items 5,000 Items # of Dept. Orders Processed 1,725 1,811 1,216 1,500 # of Cfies in Local Purchase Agreement 0 2 1 2 3 # of Bid Requests Mailed — — — 400 - Efficiency Measures/impact % PO's Issued in >1 Day — — i — 80% % RFP's Issued in > 2 Days — — — 80% • of End of Month Reports submitted In >5 days — — — 90% • Computer Conversion Complete — — — 100% M&O Budget per Full Time Employee 62,948 58,744 65,544 1_ 61,396 _ Effectiveness Measures/Outcomes % Response to Bids Issued — �— — 40% 109 -farm 1 --- - Irtment i�farnat FY 1996/9T R �` of Euless ANNUAL BUDGET : , Scrmmary Department: Division/Activity: Account #: Support Services Facility Maintenance 01-50-37 Location and Hours of Operation: Fleet and Facility Operations located at 1515 Westpark Way Monday through Friday, 7:30 AM to 4:30 PM Mission Statement/Purpose: To provide citizens and city staff with safe and accessible facilities. To maintain the city's investment in building structures and related equipment. Goals/Programs or Services. - To ensure facilities are energy efficient and correctly maintained, and to ensure aesthetics. FY96 Highlights/Accomplishments: ➢Completed installation of panic alarm buttons in Building B. ➢Boiler and chiller system repairs and updates at Midway Recreation Center. ➢Upgrade of HVAC systems for Building A, Animal Control and Council Chambers. ➢Remodel of Fire Station #2. ➢Retrofit incandescent "EXIT' signs to LED lighting. ➢Established "walkthroughs° of all city facilities. ➢Repaired and refinished parquet floors in both Building B and Police Department (Building D). FY97 Objectives: ➢Renovation and repairs to Midway recreation center. ➢Upgrade three major intersections with new light heads and electronics. ➢Inspection and repairs to all light poles at Softball World and Bob Eden parks. ➢Installation of "off -site" monitoring systems for all school zone flashers. ➢Move facility maintenance support staff to vehicle service center. ➢Certification of staff to specialized areas. Major Budgetary Issues and Operational Trends: .-Replacement of remaining older non energy efficient HVAC systems. -Replace Midway Recreation gym floor with rubberized or hardwood flooring. Upgrade Fire Station #2 garage doors. ➢Carpet replacement at Fire Station #1. ➢Further modifications needed to bring city buildings up to Americans with Disabilities Act mandates. 110 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary )EPARTMENT: DMSION/ACTMTY: ACCOUNT #: Support Services Facility Maintenance 01-50-37 — - - -- REVISED - 1996-97 BUDGET 1994-95 1995-96 BASELINE SUPPLEMENTAL TOTAL TEM ACTUAL BUDGET SERVICES SERVICES PROPOSED PERSONNEL $137,927$157,977 $158,770 $158,7 3PERATIONS $221,272 $251,476 $337,001 $337,0 CAPITAL 1 $2,262 $1,900 $0 L TOTAL $361,461 $411,353 $495,771 $0 _ $495,7 REVENUES: Full Time 4.0 5.0 5.0- 5.0 Part Time 1.0 - 0.0 0.0 i 0.0 PERFORMANCE MEASURESISERVICE LEVELS lnputlDemand Actual 9495 Budget 95-96 Revised 95-96 Budget 97 Facilities 40 40 40 41 Traffic Intersections 11 11 11 11 Flashing Signal Zones 9 - 9 9 10 Tons of Refrigeration Control Units 1 million 1 million 1 million 1 million Output/Workload Special Projects -- 6 6 6 Efficiency MeasuresAm ct MSQ Budget per Full Time Employee $79,822 $70,664 $812891 $99,154 Effectiveness Measures/Outcomes Form 1 F' 199f C9� DepartmentaiiTative City of Euless AUK BUDGET Summary Department: Division/Activity: Account* Support Services Libra 01-50-54 Location and Hours of Operation: 201 North Ector Drive. Monday, Tuesday, Thursday 10-9pm; Wednesday 10-6 m; Friday, Saturday 10-5pm; Sunda 1-5pm Mission Statement/Purpose: To serve the continuing informational, educational, cultural and leisure needs of citizens of all ages. To provide the community with the best possible materials in various formats. To promote the joy of reading and learning. Goals/Programs or Services: Increase information access for all library users. Increase percentage of citizens who use the library. Continue cooperative programs with public and private schools and with users who home school. FY96 Highlights/Accomplishments: i Completed plan and move to new facility. Evaluated entire book and non -book collection of the Library. Increased the number of items in the collection. Worked closely with HEB ISD librarians to provide service to students. Selected new automation system to provide easier access to materials. FY97 Objectives: Showcase the new library to citizens through guided tours, both organized and informal. Increase programming for children. Provide new programs for adults. Encourage non -users to become library users. Explore and initiate Internet access and use. Investigate cooperative opportunities with area libraries, schools, colleges and other entities. Major Budgetary Issues and Operational Trends: Community expectations for materials and service are high. Visibility of new facility will attract more users, requiring more materials and more staff to serve them. 112 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Support Services 1994-95 ITEM ACTUAL DIVISION/ACTIVITY: Library ACCOUNT #: 01-50-54 REVISED 1995-96 BUDGET $422,472 $46,750 $41,248 $509,470 1996-97 BUDGET _ BASELINE SUPPLEMENTA TOTAL SERVICES SERVICES PROPOSED $426,794 �_ $426,794 $46,150 $46,160 $41,048 $41,048 $513,992 $0 $513,992 PERSONNEL $375,649 OPERATIONS $37,479 CAPITAL $36,944 TOTAL $450,272 REVENUES: 77F Library Fines $12,026 $12,368 $12,986 $12,986 Lost Material $600 $600 $700 $700 Copy Machine $3,000 $3,000 $4,000 $4,000 TOTAL $15,626 $15,968 ! $17,686 $0 $17,686 PERSONNEL: Full Time 8.0 9.0 J 9.0 - 9.0 Part Time 7.0 7.0 7.0_ 7.0 PERFORMANCE MEASURES/SERVICE LEVELS Input(Demand Actual 94-95 r _ Budget 95-96 Revised 95-96" Budget 97 Total Active Library Cards 25,542 -- 7,952 12,000 Current Holdings 61,311 _ - 61,626 61,838 Output/Workload items Circulated 177,000 178,000 159,856 190,000 Video Cassettes Circulated 28,000 29,000 28,225 32,000 New Books Added 6,000 6,800 7,337 6,000 Books Withdrawn 3,700 4,100 440 200 Story Time Sessions - 750 - 525 - 525 ----_------___--_ 348 Interlibrary Loans 420 _-- Efficiency Measureslimpact _ �_____-_._ M&O Budget per Full Time Employee $35,942 $36,098 $37,458 $37,836 Effectiveness Measures/Outcomes Attendance at Story Time Sessions - - - 4,980 Reference Questions Answered 20,000 20,500 20,500 20,700 includes to new building. Relocation * Library operations were halted durina the month of June 1996 for relocation a new check-out procedure for materials; therefore all patrons are being re -registered 113 This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health. DEVELOPMENT Gen. Fund 97% Expenditure History $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 Planning Development s% vironmental 21% Inspection Serv. 43% Budget Highlights -Reorganization of the activities within this department resulted in the apparent disparity of the expenditures since 1994. -No new programs approved for FY97. 114 Form FY 1996/97 Departm®rrt giiii ive _ k#ty f -- Summary Department: Division/Activity: Account #: Development & Planning Planning 01-60-32 Location and Hours of Operation: 201 North Ector, Building C Monday through Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: To assist the City Council and Planning and Zoning Commission in the development and maintenance of a City Master Plan as required by Article X, Section 3 of the City Charter. Goals/Programs or Services: ➢To coordinate the review and update of the City's Master Plan. i-To coordinate the review and update of the City's Unified Development Codes. ➢To coordinate the review and update of the City's Impact Fee Reports. ➢To coordinate and review changes to the Unified Development Code and zoning change requests. ➢Variances and development requests. ►To stay current and report on various land use related issues. FY96 Highlights/Accomplishments: ➢Maintain compliance with state law regarding Impact Fee reporting. ;;,,Coordinated the review and update of the 1993 Comprehensive Land Development Plan. ➢Coordinated the review of current zoning ordinance and implementation of the city-wide rezoning. ➢Developed a format for the Development Review Report and kept it maintained. ➢Developed and maintained a Revenue Report for the Development Department. ➢Coordinated the submission of Community Development Block Grant applications. ➢Maintained accessibility to developers and builders doing work in the City of Euless. FY97 Objectives: -To continue providing services to builders, developers and the general public regarding land use and development related issues. ➢Assist the Planning and Zoning Commission and City Council in the improvement of Comprehensive Land Planning for the City of Euless. ➢To develop and maintain a means of reviewing and updating amendments to the Unified Development Code. ➢To develop an informal packet for code and zoning amendments that will be more user friendly and comprehensive. Major Budgetary Issues and Operational Trends: With staff size remaining constant for the last several years, use of outside consultants for many of these planning activities will be necessary. There has been a moderate increase in development activity which is expected to increase demands on the Planning Staff. Finding a means to effectively manage files that we currently maintain is also a mayor issue. 115 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary )EPARTMENT: DMSIONlAC Development & Planning 7PIanning REVISED 1994-95 1995-96 ACTUAL i BUDGET tSONNEL $89�847 $14,441 , $135,552 $20,712 ERATIONS PITAL $0 TOTAL rt $104,288 VENUES; $0 $156,264 iing/Platting Fees $15,5761 $13,696 e of Maps & Codes $14.9741 $12,776 ACCOUNT #: 01-60-32 1"6-97 BUDGET - - BASELINE SUPPLEMENTAL TOTAL SERVICES SERVICES PROPOSED $164,159 $164,159 $21,753 1 $21,753 $1,8001 $1,800 , $187712 $0 —�� I - _ � $187,712 1 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand Actual R:4—! Bud et 95-96 Revised 95-96 Budget 97 Variance Requests 7 — _7 Zoning Board Requests 3 — 1 OutputWorkload Zoning Changes 8 — 7 Site Plans 10 — 17 Land Plans 4 -- 9 Preliminary Platting 4 — 4 Final Platting 4 — 5 Replatting 5 — 3 Specific Use Permits 11 — 4 Pre -Development Conferences 85 mtgs 95 mtgs Planning & Zoning Related Activities 58 mtgs 70 mtgs Council Related Activities 70 items 97 items Ordinance Review/Revisions 5 revisions 30 revisions Special Report Studies 7 items 9 items UDC Amendments _ — Efficiency Measureslimpact i M&O Budget per Full Time Employee $52,144 $56,592 $62505 $61,971 Effectiveness Measures/Outcomes 1 " Moved total salary and beneTrts for Director of Development. 116 F Fly` 1996/97 City o Euless N Department: Division/Activity: Account #: Development & Planning Inspection Services 01-60-34 Location and Hours of Operation: 201 North Ector, Building C Monday through Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: 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 used and occupancy, location and maintenance of all buildings and structures within the City of Euless and certain equipment specifically regulated. Goals/Programs or Services: To regulate the initial construction and subsequent remodeling of all buildings and structures within the City of Euless. To maintain residential buildings in a safe and aesthetically pleasing manner and to provide a complaint program to the public which will effectively and promptly eliminate code violations. FY96 Highlights✓Accomplishments: Increased staffing level has allowed a greater emphasis on code enforcement and minimum housing programs, resulting in a safer, more stable, cleaner, more aesthetically attractive city. FY97 Objectives: Continued emphasis on code enforcement and minimum housing programs. Major Budgetary Issues and Operational Trends: Increasing amounts of training and C.E.U.'s required for inspectors/supervisors to maintain certifications and knowledge of an ever evolving industry. 117 ANNUAL BUDGET Form 2 Manager's Fiscal .City of Euless Summary DEPARTMENT: Development & Planning ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: ElecJPlbg. License Other Permits Alcoholic Bev. Permits Building Permits Housina Inso. DIVISION/ACTPATY: ACCOUNT 0: Inspection Services 01-60-34 p REVISED 1996-97 BUDGET 1994-95 1995-96 BASELINE SUPPLEMENTAL TOTAL ACTUAL BUDGET SERVICES SERVICES PROPOSED $147,760 $192,017 ' $200,700 $200,700 $12,4381 $19,fi29 $19,572 $19,572 $3,4691 $3,469 i $0 $0 $163,667 $215,1151 __ $220,272 $0 $220,272 $34.081 $32,4971 $32,4971 $32,497 $69,300 PtKSUNN�L• Full Time 4.0 5.0 5.0 5.0 Part Time 1 0.0 1 0.0 0.0 1 0.0 PERFORMANCE MEASURES/SERVICE LEVELS In ut/Demand_ 3 Actual 94-95 Budget 95-96 Revised 95-96 ^ Budget 97 Complaints Received 1,289 750 1,039 Output/Workload Residential - New/Attached 117 125 185 Residential - Remodel 86 125 76 Residential - Swimming Pools 31 30 36 Commercial - New 13 10 7 Multifamily - New 2 1 4 Multifamily - Swimming Pools 0 1 3 Commercial & Multifamily Remodel 67 50 68 Industrial Buildings 2 1 4 Churches 0 1 0 J Schools 6 0 8 Misc. Permits 1,831 1,400 1,882 Certificates of Occupancy 194 200 161 Inspections 3,081 4,000 4,558 Plan Review 1,600 1,700 _ Efficiency Measureslimpact M&O Budget per Full Time Employee $40,050 $41,266 _ $44,054 �$42,329 ------------.� Effectiveness Measures/Outcomes Complaints Resolved 1,262 — 1,251 _ % Complaints Resolved 98% — 120% 118 I Form I EY 1996/97 Depar#ment Narrative city of Euless A, ANNUAL BUDGET. > summary Department: Division/Activity: Account #: Development & Planning Environmental Health 01-60-65 Location and Hours of Operation: 201 North Ector Drive, Building C Monday through Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: To protect the public health through education, surveillance and enforcement of ordinances and codes. Areas included are: food establishments, long term care facilities, child care facilities, swimming pools, air pollution, hazardous wastes, illegal dumping, high grass and weeds, and general environmental complaints. The tracking and control of communicable diseases is also becoming a major function of this department as well as training food handlers. Goals/Programs or Services: To conduct inspections for Euless and Grapevine food service establishments, swimming pools, foster homes and day care facilities to ensure clean, safe, sanitary conditions. Conduct Certificate of Occupancy inspections for food establishments and day care facilities. Provide high grass and weeds abatement program and assist inspection department. Investigate and answer various types of environmental complaints. Conduct food handler certification courses. FY96 Highlights/Accomplishments: Recent reorganization has allowed a greater emphasis on inspections/enforcement of environmental requirements. The frequency and quality of environmental inspections has increased. The results are cleaner, safer, more sanitary conditions in food establishments, public swimming pools, day cares and foster homes. FY97 Objectives: To continue the level of service and quality of inspections recently achieved. Major Budgetary Issues and Operational Trends: F.D.A. nearing completion and subsequent approval of the 1995 Food code. The 1995 addition contains sweeping changes which will greatly affect the food industry and improve the quality of food consumed. 119 I � I � ANNUAL BUDGET Form 2 Manager's Fiscal Sity of Euless summaxyl DEPARTMENT: DIVISION/ACTIVITY: ACCOUNT #: Development & Planning Environmental Health 01-60-65 * REVISED 1996-97 BUDGET _ 1994-95 1995-96 BASELINE SUPPLEMENTA T TOTAL ITEM ACTUAL BUDGET SERVICES SERVICES PROPOSED PERSONNEL $182,110 $98,841 $93,323 $93,323 OPERATIONS $17,7881 $11,987 $13,526 $13,526 CAPITAL $0 $0 $0 $0 TOTAL $199,8981 $110,828 $106,649 $0 $106,849 - — — _ REVENUES: Health Permits, Euless $30,375 $29,645 $30,238 Health Permit, Grapevin $38,295 $36,975 $37,715 TOTAL j $68,6701 $66,620 $67,953 $0 $01 PERSONNEL.- Full Time 4.0* 2.0�l� 2.0 2.0 Part Time 2.0 1.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS IrlEput/Dend Actual 94-95 Budget 95-96 Revised 95-96 Budget 9? I Output/Workload _ Food Service Permits 203 236 Retail Food Permits 94 97 Day Care Inspections 48 45 34 - Swimming Pool Inspections 290 400 478 Nursing Homes 1 3 4 Food Service Establishments 1,504 1,400 1,173 Efficiency Measuresllmpact - - - M&O Budget per Full Time Employee $39,980 $54,260 $55,414 $53,425 Effectiveness Measures/Outcomes " This activity was formerly combined with Animal Control budget, account number ul-bu-bC 120 This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health. 512U,000 $100,000 $80,000 ' $60,000 $40,000 ' $20,000 $0 CITY ENGINEER Budget Highlights -No new programs approved for FY97. FY93 FY95 FY97 Budget FY94 FY96 Rev. 'The City Engineer also oversees Drainage Capital Improvement projects citywide, including slope improvements on the new Golf Course. 121 " Form 1 FY 1996197 Department Nirrative, ANNUAL BUDGE_ Summa City of Euless rY Department: — Division/Activity: Account #-. Engineering City Engineer �01-66-66 Location and Hours of Operation: 201 North Ector Drive, Building C 8:00 A.M. to 5:00 P.M., Monday through Friday Mission Statement/Purpose: The Engineering Department has the responsibility for design and construction of a safe water distribution system, an environmentally safe wastewater collection system, an adequate storm drainage system including flood plain management, and a safe and efficient street and thoroughfare network. This includes proper functioning of all traffic signals and installation of street lights throughout the city. This department is responsible for proper street signs as well. Goals/Programs or Services: ➢Review all development plans for regulation compliance, engineering design, and safety and health concerns. ➢Review all engineering studies and plans for accuracy and compliance. ➢Inspect all construction within the City for quality, correctness and safety. ➢Inspect all environmental discharges for safety and health. ➢Establish public works guidelines for water and wastewater construction, street design and construction, drainage design and construction, and traffic safety. ➢Acquisition and verification of legal documents, properties, right-of-way and easements. ➢Acquisition and implementation of federal grants for construction of major street, utility and drainage projects. FY96 HighlightslAccomplishments: Completed Corps of Engineers channel project - below expected costs - provided 100 year flood protection for 40 homes. Reviewed plans for 50 developments and inspected over 5 miles of street and 10 miles of water and sanitary sewer lines. ➢Obtained annexation of land from City of Fort Worth for golf course and athletic complex. ➢Reviewed plans, bid projects, inspected construction of Phase I Athletic Complex and Golf Course. ➢Obtained signal at Highway 360 and Harwood Street for greater safety. ➢Updated traffic signal operations, as well as the City's Standard Detail Sheets. ➢Accomplished major records retention project. ➢Began in-house design of construction projects. I � I I 1 FY97 Objectives: :-Begin construction of Intermodal Surface Transportation Efficiency Act/Congestion Mitigation and Air Quality projects: Westpark Way, Ector Drive, North Main Street, and a signal light at Tibbets and Westpark Way. ' ➢Obtain design for Harwood Road and Fuller -Wiser Road. ➢Complete Hurricane Creek Study and adopt recommendations. ➢Relocate utilities for Highway 157 improvements. , ➢Obtain a street lighting plan for the City. ➢Coordinate signalization to maximize efficiency of traffic flow. Major Budgetary Issues and Operational Trends: I Management and inspection of the greatest number of capitol improvement projects in the City's history will be necessary. Additional funds need to be budgeted to maintain the current level of service, especially if the shopping mall becomes a reality. Also, the fees for the required Professional Engineering certifications has been ' increased. Vehicles are needed to allow management of construction, as well as conduct necessary traffic monitoring and traffic analysis. 122 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary, 'DEPARTMENT: Engineenng ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: i DMSION/ACTIVITY: ACCOUNT #: City Engineer 1 01-66-66 REVISED 1996-97 BUDGET 1994-95 1995-96 1 BASELINE SUPPLEMENTA TOTAL ACTUAL BUDGET SERVICES SERVICES PROPOSED $67.288, $78,709$81,117 $81,117 $16,464I $19,229 $19,229 $19,229 $0 ! $0 $2,000 $2,000 $83,752 $97,938 $102,3461 $102,346 I TOTAL $01 $0 $0 $0 $0 PERSONNEL: Full Time 0.5 1.5 1-5 0.0 0.0 1.5 Part Time 0.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS inpupoemand Actual 94-95 Budget 95-96 J Revised 95-96 Bud et 97 Output/Workload I Efficiency Measures/Impact M&O Budget per Full Time Employee $167,504 $59,559 65,292 68,231 Effectiveness Measures/Outcomes 123 This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health. Flom I s T AE Department: Division/Activity: Account #: Community Services Leisure Services 01-70-51 Location and Hours of Operation: 300 Midway, 8:00 AM to 9:00 PM Monday through Friday; 9:00 AM to 8:00 PM Saturday 508 Simmons, 8:00 AM to 9:00 PM Monday through Friday Mission Statement/Purpose: To provide a year-round comprehensive and safe leisure program for all Euless citizens, including many different interest areas for all ages. To promote a professional staff and be aware of changing trends in the field. Goa1s/Prograrns or Services: Promote programs of various interest to include classes from preschool age to senior citizens in active to passive programs. FY96 Highlights/Accomplishments: Continued to provide programs and facilities to varied groups, such as: ;-�AARP now added Senior Citizen's program at Simmons -Dallas Fort Worth Writers Workshop (with 94 published authors) housed at Ruth Millican Center. FY97 Objectives: ➢Increase membership. ➢increase number of classes offered ➢Introduce new and innovative classes ➢Introduce preteen clubs Major Budgetary Issues and Operational Trends: Improved business climate should provide more funds from both sales tax and ad valorem tax on increased property values. 125 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Community Services ITEM 1994-95 ACTUAL DPASION/ACTIVITY: Leisure Services REVISED 1995-96 BUDGET $261,066 1996-97 BUDGET BASELINE SUPPLEMENTAL, SERVICES SERVICES $315,172 ACCOUNT #: 01-70-51 - TOTAL PROPOSED $315,172 PERSONNEL $245,850 OPERATIONS $43,966 $38,406 $0 $42,5391 $0 $42,539 CAPITAL $0 $0 TOTAL $289,816 $299,470 $357,711 $0 $357,711 REVENUES: _ i I TOTAL $0 $0 $0: $0 - $0 PERSONNEL: Full Time Part Time - — 7.0 2.0 1 7.0 1 2.0 8.0* 3.0**-- - 8.0* 3.0** PERFORMANCE MEASURES/SERVICE LEVELS In ut/Demand `___.—_ Actual 94-95 Budget 95-96 Revised 95-96 Budget 97 - OutputlWorkload Flag Football Teams 24 Volleyball & Basketball Teams 80�� LL _ 179 players 833 players - I � - Efficiency Measures/hnnpact iM&O Budget per Full Time Employee $36,227 $36,206 $37,434 $44,714 EEH Effectiveness Measures/Outcomes Midway Recreation Center Attendance 150,000 150,000 i 248,896 Ruth Millican Center Attendance 10,000 10,000 12,489 Simmons Center Attendance 8,500 8,500 23,744 -Approves a tun time Asministrative secretary in t-Yvt. **Added a part time building attendant in FY97. 126 Form 4 FY 1996197 Department Ndifat'nre City of Euless ANNUAL BUDGET Summary_- Department: Divisi _ - - -- Division/Activity: Account #: CommunityServices —7Parks 01-70-52 Location and Hours of Operation: 300 Midway Drive adjacent to the gymnasium building - Monday through Friday, 7:00 AM to 4 PM, with some Saturday work to clean parks and flexible earlier hours during hot weather Mission Statement/Purpose: To provide a safe and eye -pleasing arena for the citizens of Euless in the most cost efficient manner possible. To satisfy citizen 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. GoalslPrograms or Services: Upkeep, development, and safety of all improvements, including 18 athletic fields, 4 pavilions. 2 gazebos, 3 pools, 4 jogging trails, 3 rose gardens, 22 picnic areas, 11 playgrounds, one amphitheater, and parking areas for a total of almost 98 acres. The department serves ten sports seasons and annually provides leisure opportunities for tens of thousands of users in a safe and beautiful environment. FY96 HighlightslAccomplishments: Personnel again rose to the occasion with almost half of the department receiving awards for attendance. Workers compensation claims remain negligible. Staff assisted dramatically in the work on the golf course and athletic complex. Park improvements continued system wide. Aggressive tree pruning campaign initiated. Tremendous ball field improvement brought raves from athletic organizations. FY97 Objectives: Improve mowing and maintenance of parks, medians, and flower beds system wide through proper use of equipment and chemicals. Add new signs to Simmons Park, Midway recreation Center and Ruth Millican Parks. Assist in opening of golf course where needed. Look forward with excitement over the new athletic complex (parks responsibility includes some irrigation, fencing, grassing, etc.) Major Budgetary Issues and Operational Trends: One word: PEOPLE! We have lost one full time employee over the past six years due to budget cuts. New responsibilities for 96197: ➢New Euless Library ➢Civic Center Drive ➢Parks at Texas Star We have already added Villages of Bear Creek Park and numerous other areas without proper manpower. 127 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Community Services DIVISIONIACTIVITY: ACCOUNT #: Parks _ 01-70-52 REVISED - 1996-97 BUDGET 1 1995-96 BASELINE SUPPLEMENTAL, TOTAL BUDGET SERVICES SERVICES PROPOSED ITEM 1994-95 ACTUAL PERSONNEL $524,948 $593,368 $704,104 $704,104 OPERATIONS $117,6831 $122,340 $139,145 $139,145 CAPITAL $0 $0 $0 $0 TOTAL $642,631 $715,708 $84249 ! $0 $843,249 REVENUES: TOTAL 50 $0 $0 $0 $0 PERSONNEL: - _ Full Time 15.0 15.0 ' 17.0* 1 17.0* Part Time 1 6.0 7.0 1 11.0** 1 11.0** PERFORMANCE MEASURES/SERVICE LEVELS pu man Actual 10 -_ _ - 18 i Budget e u get # of Sports Seasons _ 10 10 10 Athietic Fields - 18 22 22 Pavilions 4 s 4 4 4 Gazebos 2 2 2 2 Pools 3 3 3 3 Jogging Trails 4 4 4 4 'Rose Gardens 3 3 3 3 Picnic Areas 22 22 1 22 22 Playgrounds 11 11 11 11 Amphitheater 1 1 1 1 Total Acres 298 298 330 330 OutputlWorkload Special Projects Hours - - - 600 Safety Inspection Hours 441.5 - 308.5 300 Focture Maintenance Hours 1,174 - 903 900 Equipment Maintenance Hours 1,208.5 - 492.5 500 Clerical Dispatch Hours 1,052 - 1,020 1,000 Horticulture Hours 4,243 - 3,408 3,400 Water Truck Hours 640.5 - 584 500 Ballfield Maintenance Hours 1,959.5 - 3,326.5 3,200 Beautification Hours 1,101.5 - 115 120 Manual Watering Hours 48 - 380 400 Irrigation Hours 481.5 - 325.5 340 City Assistance Hours 1,976.5 - 2,258.5 2,000 Training Hours 319.5 - 644 630 Green House Hours 2,261 - 1,629 1,500 Parks Betterment 1,650.5 - 3,385.5 3,000 Grounds Maintenance 9,836.5 - 11,331 11,200 Efficiency Measures/Impact _ Acres per FTE 16.55 16.11 17.84 15.35 Cost per Acre Maintained $2,156 TT $2,319 $2,169 $2,555 M$O Budget per Full Time Employee $35,702 $37,352 $_38,68.7 $39,221 7.38 8.17 8.08 _ Effectiveness Measures/Outcomes # Parks Acres per 1000 Citizens 7.43 *Added 2 full time field technicians due to increasing work load in FY97. **Increased part time positions due to increasing number of parks (i.e. Softball World, Athletic Complex, Golf Course 128 Form 1 FY 1996/97 Departme4 Narrative pity of Euless ANNUAL BUDGET Surr{mary. Department: Division/Activity: Account* Community Services Swimming Pools 01-70-53 Location and Hours of Operation: Midway Pool @ 300 Midway Drive, Wilshire Pool @ 201 Sierra Drive and South Euless Pool at 605 South Main Open Memorial Day to Labor Day, Sundays from 2 to 6 PM; Monday through Saturday 1 to 8:30 PM Mission Statement/Purpose: To provide a safe, wholesome water environment for the Euless citizens. To offer programs for all ages. To operate a cost efficient department by producing revenue through gate fees, instructions and rental. Goels/Pnvgrams or Services: To offer swimming, diving and water aerobics in various skill levels for Euless citizens. To provide a safe and sanitary environment for open swim during public hours. FY96 Highlights/Accomplishments: Offered 40 structured classes, including a new board -diving class and Red Cross Life Saving Course and Recertificaiton. FY97 Objectives: Offer two Red Cross life saving classes - one in the spring and one in the summer. Certify one new staff person each as a Certified Pool Operator. Major Budgetary Issues and Operational Trends: Pools need to be painted and existing pool buildings renovated. 129 ANNUAL BUDGET Form 2 Manager's Fiscal .Cityof Euless Summary DEPARTMENT: Community Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL 1994-95 ACTUAL $34,585 $13,661 $0 $48,2361 DMSIONIACTMTY: ACCOUNT #: Swimming Pools 01-70-53 REVISED 1996-97 BUDGET 1995-96 BASELINE SUPPLEMENTAL TOTAL BUDGET SERVICES SERVICES PROPOSED $63,520 $60,701 $60,701 $15,400 $15,610 $15,610 $0 $0 $0 $78,9201 $76,311 $0 $76,311 REVENUES: Pool Fees $17,220 $19,907 $19,907 TOTAL $17,220 $19,9071 $19,907 $0 $0 PERSONNEL: Full Time Part Time 0.0 22 0.0 22 0.0 1- 22 0.0 1- - -� 22 PERFORMANCE MEASURES/SERVICE LEVELS InpubDemand -�� Actual 94-95 Budget 95-96 -_Reused 95-96 Budget 9f Days Open. 95 97 97 -- _99 I Sw�ti Pools. 3 3 3 E Output/Workicad Guard Hours: Midway 3,768 South Euless 1,680 Wilshire 1,680 Efficiency Measures4mpact M&O Budget per Full Time Employee $4,385 $6,753 $7,176 $6,937 Effectiveness Measures/Outcomes 130 This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health. ' $1,40U,000 $1,200, 000 ' $1,000,000 $800,000 $600,100 ' $400, 000 ' $200,000 $o PUBLIC WORKS Budget Highlights -FY97 changes include moving Planning, Development, Inspection Services and Environmental Health to a separate department. -FY97 includes roof repair for Public Works Building, FY93 FY95 FY97 Budget FY94 FY96 Rev. "The Director of Public Works also manages Water production & distribution, sewage and treatment, meter ' reading, drainage utility, and Capital improvement projects for streets and W&S. ' 131 ;;:Farm I FY 1996/97 Department Narrative Xity at Euless _.:.. ..,......S...i, m. nary ..1:W_ _ Department: Division/Actnty: Account #• Public Works Street Maintenance 01-80-33 Location and Hours of Operation: 1100 Central Drive, Bedford, Texas 7 days a week; 24 hours a day Mission Statement/Purpose: To maintain safe driving conditions and prolong the material life of all City streets through aggressive preventive maintenance. Goals/Programs or Services: 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, including drainage maintenance. FY96 Highlights/Accomplishments: October 1995 to March 1995 this department has accomplished the following work: 111,608 square feet of asphalt street repair; 20,396 linear feet of crack seal; patched 1,029 pot holes; replaced 615 linear feet of curb and gutter; replaced 7,366 linear feet of concrete flat work, l.e. sidewalk, driveway approaches; made repairs or replaced 540 signs; 2,780 linear feet of drainage maintenance storm sewer and channel. FY97 Objectives: To continue maintenance of all roads, signs and concrete related projects under our jurisdiction at the same or higher level of quality as in the past. Major Budgetary Issues and Operational Trends: A significant number of City streets are reaching their life expectancy and are in need of major repair or total reconstruction. An ongoing street maintenance function is needed to perform crack seal, pot hole repair, overlays and various other preventive type measures. 132 I ' ' ' DEPARTMENT: Public Works 1994-95 ITEM ACTUAL DPASION/ACTMTY: ACCOUNT #: Street Maintenance 0140-33 REVISED _ 1996-97 BUDGET 1995-96 BASELINE SUPPLEMENTAL TOTAL BUDGET _ _SE_RVICES SERVICES PROPOSED $384,215 $406.587 $406,587 $229,997 $243,135 $243,136 — $0 $0 --_- $0 $614,212 $649,722 $0 $649,722 PERSONNEL $369,326 OPERATIONS $206,281 CAPITAL $0 TOTAL $675,608 ' REVENUES: ' TOTAL $0 $0 � $0 $o $0 ' PERSONNEL, Full Time Part Time 11.0 0.0 11.0 11.0 _ 0.0 �_ 1.0 __ - 11.0 1.0 PERFORMANCE MEASURES/SERVICE LEVELS In ut/Demand Actual 94.95 Budget 95-96 Revised 95-96 _ Budget97 Output/Workload Square Foot of Overlay 1,225,734 — 1,005,538 Linear Lane Foot Crack Sealed 33,188 30,396 Pot Holes Patched 4,089 1,661 Lane Miles Streets Swept 236.3 219 Linear Foot Curb/Gutter Replaced 425 1,644 Square Foot Flatwork Replaced 8,565 7,920 Square Foot Sidewalk Replaced 584 14,054 Miscellaneous Project Hours 2,661 1,018 Signs Made, Repaired, Replaced 887 921 Linear Lane Feet of Street Markings 717 2,444 - Efficiency Measures/tmpact Effectiveness Measures/Outcomes 133 �OfI'11 4:� �'(� epal!"�it7en � 'native City of Euees $ D ET Summary _. . Department: Division/ActivityAccount #: Public Works Animal Control 01-W64 Location and Hours of Operation: 1517 Westpark Way 7 days a week,- 24 hours a day Mission Statement/Purpose: To provide animal control for citizens as efficiently and professionally as possible with available resources. Goals/Programs or Services: Enforce City ordinances concerning animal control and rabies eradication. Provide protection for citizens as well as animals through public education and training in schools and organizations. FY96 Highlights/Accomplishments: Increased hours the Animal Shelter is open to the public by more efficient scheduling of part-time kennel help. Improved method of carcass disposal to comply with E.P.A. rules and regulations. FY97 Objectives: Through training, education and employee commitment, continue to deliver the best possible service to the citizens of Euless and care to the animals for which we become responsible. Major Budgetary Issues and Operational Trends: Understaffed to provide animal control service 24 hours a day, 365 days a year. We will need to hire an additional full-time animal control officer in the near future to keep up with the present workload. I � I � I I 134 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: DMSION/ACTMTY: ACCOUNT #: Public Works Animal Control 01-80-64 II REVISED 1996-97 BUDGET 1994-95 1995-96 BASELINE SUPPLEMENTAL TOTAL ITEM ACTUAL BUDGET SERVICES SERVICES PROPOSED PERSONNEL $0,783 $97,684 $97,684 OPERATIONS $12,000 $12,807 $12,807 CAPITAL $0 $0 $0 TOTAL 50 $111,783 $110,491 $0 $110,491 OCVcul1CQ• - TOTAL - $0 30 e. _ so $0 J $0 PERSONNEL: Full Time 0.0 - 2.0 j 2.0 1 2.0 Part Time 0.0 2.0 2.0 1 2.0 PERFORMANCE MEASURES/SERVICE LEVELS to uttDemand -- -- Actual 94.95 I B!! et 95-96 Revised 95-96 Budget 97 1 ;Calls for Service 2,327 — 2,067 (Animals In Shelter 42 40 39 40 OutpuVWorkload Animals Picked Up 1,288 1,300 1,767 Animals Returned to Owners 197 250 226 Animals Released to SPCA 395 375 300 Citations Issued 76 -- 60 Dead Animals Removed 382 S00 288 Adoptions 372 300 1 321 Animal Bite 66 85 98 _ Euthanized — — 482 Animals Transferred — — 27 lhn Efficiency Measurespact IM&O Budget per Full Time Employee _V 34,461 37,261 36,830 r-- Effectiveness Measures/Outcomes ' I nis activity was tormerry a part of tnvironmentai heaitn duaget, account numoer ui-ou-oa. 135 This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health. I. NON -DEPARTMENTAL 1 ' Handles citywide mtpandituroi ' Retiree Benefits tf < �^^S °• Gen. Fund 84°k } ,,:f:, ,r,.:}., � V .. F f S Non-D Non -Dept 16% ._............. ............ __ ....._._._... History Expenditure 1 $3, 000, 000 $2, 500, 000 ' $2,000,000 $1, 500, 000 1 $1,000,000 ' $500, 000 $0 ----------- —. — eett>3rmem Fund r-- Funded by citizen contributions LCommunity Beautification and Enhancement ' FY93 FY95 FY97 Budget FY94 FY96 Rev. Large increases in recent years is due to approved ' one-time capital needs. 136 1 Botterment 1 % Budget Highlights -FY 97 includes funds for equipment replacement, land purchase, and revitalization of Main Street including utility relocation. Form 1 FY 1996197 Department Narrative ; City of Euless aCVNUAL _BUDGET S�,mmary . Department: Division/Active Account #: Non -Departmental General Fund 01-90-60 Location and Hours of Operation: Not applicable Mission Statement/Purpose: Management has initiated programs to define the costs in this budget that may not be specifically identifiable to any operational budget. Goals/Programs or Services: The activity is administered by the Finance Department and funds various charges that are not defined or directly related to any specific department or activity of the City. Examples of costs here include: electrical, general liability insurance, legal, audit, and airport contribution. These types of expenditures affect all budgets and are generally not prorated. FY96 Highlights/Accomplishments: One time money was used during FY96 to fund many needed capital items including upgrades of fuel tanks and pumps; alternative fuel station conversion; heating and air conditioning equipment and repairs; computer hardware and software packages and upgrades; park construction; public alert and Opticom systems; remodeling old library for future use; radios-, code officer vehicle; police bicycles; radar guns; and an incinerator. FY97 Objectives: One time money approved for expenditures in FY97 include school zone monitors; fire apparatus room; ice machines- heating and air conditioning equipment and repairs; recreation center remodeling- computer hardware and software packages and upgrades; ADA improvements; Main Street revitalization; land acquisitions; metal detector; pool painting; cardiac monitors, air packs; and police equipment. Major Budgetary Issues and Operational Trends: Increased number of city facilities has impacted the cost of electrical service, as well as other utilities. As the city continues to grow, our costs will also grow. 137 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Non -Departmental - 1994-95 ITEM ACTUAL DMSION/ACTMTY: General Fund ACCOUNT #: 01-90-60 REVISED 1995-96 BUDGET 1996-97 BUDGET BASELINE SERVICES SUPPLEMENTAL SERVICES TOTAL PROPOSED PERSONNEL* $54,917 $51,924 $43,219 $43,219 OPERATIONS $1,186,648 $1,00,850 $959,600 $959,600 CAPITAL $26,660 $1,282,776 $1,486,671 $1,486,671 TOTAL 1, $1,268,226 $2,376,550 $2,489,490 $0 $2,489,490 REVENUES: - TOTAL $0 $0 ___A $0 ¢ — $0, $0 PERSONNEL: Full Time 0.0* 0.0* 0.0* �6-001 Part Time 0.0 0.0 OA_i__ 1996 - 97 Total Budget) (41.2%) Cap " Retiree benefits are paid from this budget. '" "" ` ^---onnel 7.7%) Transfers (0.6%) Office Operations tars. r -/o) iviaini. & Operations 138 Form 1 - �"�' t 61t� Department Narrative l City v€ Euless _ Summary Department: Division/Activity: Account #: [City Betterment Fund Council 01-90-61 _ Location and Hours of Operation: 201 North Ector Drive Mission Statement/Purpose: The purpose of this department is to provide for community oriented services and facilities supported through the monthly 50 cent donation of citizens. Goals/Programs or Services: Funded projects are generally citizens' requests and community interest projects. The department has provided for the funding of several citizen programs and facilities, including: Lakewood Tennis Court, playground equipment, Senior Citizen Center remodeling, Wilshire Hike & Bike Trail, Beautification, Del Norte Improvements, library books, and remodeling. The 1+1=2 program has distributed over 43,000 trees since 1990. The goal is to have over 50,000 new trees in Euless before the year 2000. City Council maintains full discretion over all funded projects. FY96 Highlights/Accomplishments: Successfully kicked off the Christmas Holiday Season with the second annual parade of lights celebration, drawing close to 6000 people. Successfully completed 70% of the Fuller House restoration -preservation. Distributed 10,000 trees during the '96 Arbor Daze Festival for the 1+1=2 program. FY97 Objectives: Kick off the Christmas Season with our third annual Parade of Lights. This year we hope to have over 7,000 people in attendance. Complete the restoration and preservation of the first brick house in Euless - "the Fuller House". During the '97 Arbor Daze Festival, we hope to distribute at least 7,500 trees for the 1+1=2 program. Major Budgetary Issues and Operational Trends: This department is funded solely through citizen contributions which are collected through the utility billing system and totals approximately $30,000 annually. Last year, additional projects were funded from prior year balances available from this source. 139 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary XPARTMENT: DMSION/ACTIVITY: ACCOUNT #: Betterment Fund City Council 01-90-61 REVISED 4996-97 BUDGET__ 1994-95 1995-96 BASELINE SUPPLEMENTAL TOTAL TEM ACTUAL BUDGET SERVICES SERVICES PROPOSED PERATIONS $53,485 $47,500 ! $18,8 0 $18,800 11CCYCIYYC�1: _. PERSONNEL: _ Full Time 0.0 1 0.0 0.0 0.0 Part Time 0.0 1 0.0 0.0 0.0 LBetterment Fund Expenditures Since Inception (9.8%) Lib BksNideo/AsE 1 + i -c r- i vy 140 Midway Rec. (1.9%) Lakewood/Del Norte (4.5%) Sr. Citizens (2.0%) Fuller House (6.0%) Prior Year Receipts '.%) Misc. Wilshire Hike/Bike (11.1 %) Playground Equip This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health. i � golf Course at Texas Star Enterprise Fund: I I � I � I 11 n n n 11 11 11 Golf Course at Texas Star Enterprise Funds This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health. ■ ■ ■ ' $300,000 $250, 000 t$200, 000 ' $150,000 ' $100,000 $50, 000 $0 ■ ■ WATER DEPARTMENT wtr. NO. z% Expenditure History FY93 FY95 FY97 Budget FY94 FY96 Rev. 141 Mr. Dept. 100% Budget Highlights -No new programs were budgeted for FY97. Form 1 FY.1996/97 -. Depal+me Narrative J.>tTY or cuEess -ANNUAL BUDGET W..��.�����, Department: Division/Activity: I Account #: Finance Utility Billing Office 02-20-70 Location and Hours of Operation: 201 North Ector Drive, Building B (817) 685--1470 Monday - Friday, 8:00 AM to 5:0.0 PM Mission Statement/Purpose: This office endeavors to provide all customers with the best service possible regarding prompt administration of their utility bills, EMS bills, and Drainage utility bills. To increase productivity and efficiency in operations and collection on all billing services is a priority. We endeavor to make clerks more knowledgeable as to operation of the department in general, not just billing office functions, to better serve our citizens. Goals/Programs or Services The Utility Billing 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, emergency medical bills, drainage utility, 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 moneys for daily bank deposit. FY96 Highlights/Accomplishments: r�Process of bad debt collections on Emergency Medical and Utility billings. ;;,,Implementation of new EMS billing and collection system to expedite collection procedures. ➢Implementation of bank drafting of utility bills. FY97 Objectives: Complete update of drainage utility system. Continued efforts on bad debt collections. Ordinance review is an activity planned to be continued to better serve the citizens. Major Budgetary Issues and Operational Trends: Increased building of new homes, apartments and businesses has increased the number of customers and billing and collection demands. Transfer of emergency medical service billings and collections plus bad debt collections has increased office workload. 142 ANNUALBUDGET Form 2 Manager's Fiscal City of Euless ! sal IS urnmarv� UtNNK 1 MtN 1 : LJIv101U1M/M%1 i iv! 1 1. r......r.,,. �• Finance Utility Billing Office 02-20-70 REVISED 1996-97 BUDGET 1994-95 1995-96 BASELINE SUPPLEMENTAL TOTAL REM ACTUAL BUDGET $171,809 SERVICES $182,008 SERVICES PROPOSED $182,006 PERSONNEL $152,466 OPERATIONS $57,809 $68,5251 $73,500 $0 $73,500 CAPITAL $8,568 $0 $0 $0 TOTAL $218,8431 $240,334I $255,506 $0 $255,506 REVENUES: Water & Sewer Taps $200 $0 $0 Reconnect Fees $22,652 $20,000 $20,000 Inspection Fees $28,482 $6,000 $10,000 Miscellaneous, W&S $6,956 $5,500 $6,000 Penalties $131,320 $86,600 $30,000 Init. & Transfer Fees $26,405 j $20,000 $20,400 Sale of New Meters $43,8401 $36,0001 $35,700 TOTAL $259,855 ; $173,100 $122,100 $0-- $0 PERSONNEL: _ Full Time 5.0 5.0 5.0 5.0 Part Time 1.0 1.0 1.0 1.0 PERFORMANCE MEASURES/SERVICE LEVELS InputiDemand Actual4-9 u getRevised - 6 Budget 97 # of Service Calls 8,727 8,000 8,206 8,000 of Water Customers 221,118 220,000 225,061 222,000 of Sewer Customers 217,364 220,000 220,239 222,000 # of Garbage Customers 209,327 - 220,000 - 212,085 222,000 Output/Workload __-_- # of New Accounts 1,706 1,500 1,921 1,600 # of Transfers - - - # of Billing Cycles- $ Billed Water & Sewer $8,497,499 - $9,712,370 $ Billed Drainage $309,590 - $523,943 $ Billed Recycling $267,529 - $231,401 $ Billed Minimum Housing $59,684 - $61,961 $ Billed Service Initiation Fees - - - Gallons Billed- # of Delinquent Notices Mailed 8,127 8,000 8,379 8,500 # of Delinquent Tags Hung - - - # of Delinquent Cut-offs - - - # of EMS Bills Sent 1,008 1,034 ' _ 1,050 $ EMS Billings Efficiency Measures/impact Delinquent Cut-off per W&S Customer - - - Delinquent Cut-off per Notice Mailed - - - Delinquent Cut-off per Tag Hung -- - - M&O Budget per FTE T $38,232 .$42,692 $43,697 $46,456 Effectiveness Measures/Outcomes °.6 W&S Write-offs- 1% EMS Write-offs or Assignments 143 This page intentionally left blank. CKO Surgeon General's Warning: Lack of exercise is hazardous to your health. I SUPPORT SERVICES 'F raphic Information System:& Maintains maps treets, water/sewer ' systems & flood areas Develop computerized network system for Development Dept. 1 Provide graphic analysis to departments citywide 1 ' W&S Fund 98% $300, UUU ' $250, 000 $200, 000 ' $150,000 $100, 000 $50, 000 $0 Sudgort Srvs 2°k Expenditure History ' FY93 FY95 * FY97 Budget FY94 FY96 Rev. Recycling created in FY 93. `Prior to FY95 GIS was part of Utility Engineering. 144 Recycling Implementation of City-wide recycling programs Track & divert recyclables from current waste stream Educate the community on recycling matters GIS 75% ...... .... _Recycling 25% Budget Highlights -FY97 includes funding for new computer hardware and software, as well as equipment to connect remote facilities. C....... A - -- --- -- _...- -- r""f�I A AAf_*trt-f .:. _ i'Zr»nr~finnr 4 r T f tFYQfV F Gity of Euless _.: _ E. Summary ,N���BUDG Department: Division/AcWty: Account #: Support Services Recycling 02-50-39 Location and Hours of Operation: 201 North Ector, Building A, phone (817) 685-1821 Monday through Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: To serve as the link within the city and the community as the educational and promotional representative for the Euless recycling program. To monitor and increase the diversion of recyclables from the waste stream. To implement citywide programs and increase residents' awareness of new guidelines of state legislature and environmental standards set by the E.P.A. To maintain supervision over the recycling contractor and ensure all obligations of recycling contract are fulfilled. Goals/Programs or Services: To decrease the amount of contaminated materials and increase the participation rate. To produce and distribute educational brochures and magnets to promote environmental awareness. FY96 Highlghts/Accomplishments: Decreased the amount of contaminated materials in apartment recycling. Sent brochures with three different languages (English, Spanish and Tongan) to guarantee comprehension of the program by all residents. Participated in the Southwestern Bell phone book recycling program. Provided ozone alert signs to inform citizens of the dangerous air in the atmosphere. FY97 Objectives: Continue to improve education of children and neighborhood associations. Decrease the contamination rate and increase set -out rate. Include cardboard materials in recycling program. Major Budgetary Issues and Operational Trends: With the continued receipt of the recycling rebate from Laidlaw Waste Systems, any new programs that need immediate attention shall be funded through that revenue. Otherwise, no new programs have been proposed. I � I I 1 1 I I I � 145 I � ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summa DEPARTMENT: Support Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL DMSION/ACTMTY: ACCOUNT #: Recycling 02-50-39 REVISED 1996-97 BUDGET _ 1994-95 1995-96 BASELINE SUPPLEMENTAL TOTAL ACTUAL BUDGET SERVICES SERVICES j PROPOSED $39,744 $40$38,047 $38,047 87 $16,022 $19,400 $19,400 $19,400 $254 $0 $0 _ $0 $56,019 $59,487 $57,447 ; _ _ $0, $57,447 REVENUES: _ . ... ....... I Recycling Fee $48,926 $43,402 $45,000 TOTAL $48,9261 45,000 $0 ; so! Full Time 1.0 1.0 1.0 1 1 1.0 I Part Time _� 0.0 0.0 0.0`_- - —J- 0.0 � PERFORMANCE MEASURES/SERVICE LEVELS Actual 94 -96 Budget 97 i �I t Emcrency rrreasuresnmpacc M&O Budget per Full Time Employee $55,765 $58,087 $59,487 $57,447 f Effectiveness Measures/Outcomes Diversion 1 15 -16% Aot. Parlicination 1 35 lta/unit 146 Form Iy�wF FY 1996/97 Department Narrative Sura�rnary N V ��+ .JET Department: Division/Activity: Account #: Support Services Staff Services - GIS 02-50-76 Location and Hours of Operation: 201 N. Ector Drive, Building C Monday through Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: To develop and maintain a geographic information database in a manner that will increase the capability, efficiency, and accuracy of the department. To assist in the short/long range planning efforts of the city by providing easily understood graphic information through the use of this database. Goals/Prograrns or Services: The goal of the department is to further integrate and educate other departments in the uses of G.I.S. and explore new uses of the technology. Although this department works most closely with the Engineering and Development Departments, it strives to support all city departments with various map requests and data analysis which may be shown in a geographic context. FY96 Highlights/Accomplishments: rG.I.S. Manager, David Allen, received the Founders Award from the Texas Arclnfo Users Group for his contribution to G.I.S. on the state level. Our map production capabilities improved dramatically with the installation of a new ink -jet plotter. FY97 Objectives: Integrate G.I.S. more closely with geographic data collected through other departments by utilizing the Novell network and expansion to using a relational database. This allows geographic analysis of all development related data with future expansion to include Public Works work -order tracking and water billing. Major Budgetary Issues and Operational Trends: Within the next three years G.I.S. will need new Planametrics data, which is comprised of digital overlays of structure definition (buildings, houses, etc.) and revised land contour data. Cost is expected to be approximately $90,000. G.I.S. is involved in setting standards of data structures with the North Texas G.I.S. Consortium and implementing those standards as they are adopted. 147 I � 1 F ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: DMSION/ACTMTY: ACCOUNT #: Support Services Staff Services - GIS 102-50-76 REVISED 1996-97 BUDGET 1994-95 1995-96 BASELINE SUPPLEMENTAL TOTAL ITEM BUDGET BUDGET SERVICES SERVICES PROPOSED PERSONNEL $48,605 j $86,937 $119,094 $119,094 OPERATIONS $35,289', $45,929 $50,099 $50,099 CAPITAL $13,883 $3881 $1,000 $1,000 TOTAL $97,777 $133,254 $170,193 $0 $17b,193 REVENUES: PEK30NNEL: _ Full Time 1.0 - 1.5 __ 2.0 �� ! 2.0 Part Time 0.0 0.0 0.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand --�� — T Actual 94-95 Budget 95-96 Revised 95-96 Budget 97 Sun Spares — — 2 - 2 Map Requests i Zoning Cases Platting Land Plan Site Plans -- Economic Development Various Site OutpuVWorkload Map Production/Updates _ Zoning Water & Sewer Land Use Comprehensive Land Development Plan _ Parcel Building Permits Assistance Public Works Work Orders ArcView Planning _ ArcView Other Efficlency Measures/Impact Effectiveness Measures/Outcomes 148 This page Intentionally left (clank. Surgeon General's Warning: Lack of exercise is hazardous to your health. W&S Fund 98% $250,000 $200,000 $150,000 $100,000 $50,000 $0 CITY ENGINEER collection system Engineering 2% Expenditure History FY93 FY95 FY97 Budget FY94 FY96 Rev. 149 Budget Highlights - FY97 budget includes funds for purchase of a Form 1 - FY 1996/97 Department Narrative City of Euless A�liU. E3QE�'� Summar}r_ - --_ - Department: DivisiorUActivity: Account #: Engineering City Engineer 02-66-66 Location and Hours of Operation: 201 North Ector Drive, Building C 8:00 A.M. to 5:00 P.M., Monday through Friday Mission StatemenWurpose: The Engineering Department has the responsibility for design and construction of a safe water distribution system, an environmentally safe wastewater collection system, an adequate storm drainage system including flood plain management, and a safe and efficient street and thoroughfare network. This includes proper functioning of all traffic signals and installation of street lights throughout the city. This department is responsible for proper street signs as well. Goals/Programs or Services: -Review all development plans for regulation compliance, engineering design, and safety and health concerns. ➢Review all engineering studies and plans for accuracy and compliance. ➢Inspect all construction within the City for quality, correctness and safety. ➢Inspect all environmental discharges for safety and health. ➢Establish public works guidelines for water and wastewater construction, street design and construction, drainage design and construction, and traffic safety. -Acquisition and verification of legal documents, properties, right-of-way and easements. -Acquisition and implementation of federal grants for construction of major street, utility and drainage projects. FY96 Highlights/Accomplishments: Completed Corps of Engineers channel project - below expected costs - provided 100 year flood protection for 40 homes. YReviewed plans for 50 developments and inspected over 5 miles of street and 10 miles of water and sanitary sewer lines. ➢Obtained annexation of land from City of Fort Worth for golf course and athletic complex. :-'Reviewed plans, bid projects, inspected construction of Phase I Athletic Complex and Golf Course. ➢Obtained signal at Highway 360 and Harwood Street for greater safety. ➢Updated traffic signal operations, as well as the City's Standard Detail Sheets. ➢Accomplished major records retention project. ➢Began in-house design of construction projects. FY97 Objectives: Begin construction of Intermodal Surface Transportation Efficiency Act/Congestion Mitigation and Air Quality projects: Westpark Way, Ector Drive, North Main Street, and a signal light at Tibbets and Westpark Way. ➢Obtain design for Harwood Road and Fuller -Wiser Road. ➢Complete Hurricane Creek Study and adopt recommendations. ➢Relocate utilities for Highway 157 improvements. >Obtain a street lighting plan for the City. ➢Coordinate signalization to maximize efficiency of traffic flow. Major Budgetary Issues and Operational Trends: T Management and inspection of the greatest number of capitol improvement projects in the City's history will be necessary. Additional funds need to be budgeted to maintain the current level of service, especially if the shopping mall becomes a reality. Also, the fees for the required Professional Engineering certifications has been increased. Vehicles are needed to allow management of construction, as well as conduct necessary traffic monitoring and traffic analysis. 150 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Engineering DMSION/ACTMTY: ACCOUNT #: City Engineer 02436-66 REVISED _ - - 1996-97 BUDGET 1995-96 BASELINE SUPPLEMENTAL TOTAL BUDGET SERVICES SERVICES PROPOSED $132,901 $140,232 $140,232 $35,015 - $41,7501 �- $0 $41,750 ITEM 1994-95 ACTUAL PERSONNEL $95,033 OPERATIONS $26,469 CAPITAL $0 $500 $3,500 $3,500 TOTAL r�— $121,5021 $168,416 $185,482 $0 $185,482 T REVENUES: TOTAL 1 $0 $01 $0 $0 $0 PERSONNEL: Full Time Part Time 1.5 j 0.0 2.5 2.5 0.0 - 0.0 f 2.5 0.0 PERFORMANCE MEASURES/SERVICE LEVELS 151 This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health. idsrcctlan l Repair, inspect, & maintain meter boxes, wells, & pumps Analysis of water samples Account for citywide water comsumntion W&5 Fund 9 L.-r--.. -. -- • j PUBLIC WORKS Water DistributioO c8ewager & heatmsnt ) C Meter Reading Reading & Main- Repair, inspect, & Preventive maintenance tenance of all maintain water mains of sewer mains City meters Installation of fire Repair, install, and Connection & Discon- hydrants, water mains maintain sewer mains nection of new and & service lines & manholes delinquent Prevent infliltration and inflow $7,000,000 $6, 000, 000 $5, 000, 000 $4, 000, 000 $3,000, 000 $2, 000, 000 $1, 000, 000 $0 FY93 FY95 FY97 Budget FY94 FY96 Rev. FY95 began inclusion of Meter Reading in Public Works 152 Meter Reading 2% r & Treatment 26% Water Dishilim lon 7% Budget Highlights -FY97 includes a meter calibration program. -Approved funding to paint the overhead water storage tanks. Form # FY 1996197 Department Narrative City of Euless Summary _.. UA -_ ..__ Department: Division/Activ4: _ Account #: Public Works Water Production 02-80-71 Location and Hours of Operation: 1100 Central Drive, Bedford, Texas 7 days a week, 24 hours a day Mission StatemerWPurpose: To deliver safe drinking water to all City of Euless customers with prompt and efficient customer service, in a professional and courteous manner. Goals/Programs or Services_ To accurately account for each customer's water consumption as effectively and efficiently as possible. The Water Production Department handles water sampling, meter calibrations, chlorination of well water, repair and inspection of water wells and storage tanks, as well as accurate reporting of water production to the proper Federal and State agencies. FY96 HighlightslAccomplishments: This department replaced 6500 of the city's 10,742 water meters with the new TRACE read system meters. Also, the department has completed 280 water samples. FY97 Objectives: ➢To continue to accurately account for each customer's water consumption. ➢To continue to provide safe drinking water to all City of Euless water customers. ➢Continue following the rules and regulations that are mandated by Federal and State agencies. Major Budgetary Issues and Operationai Trends: The addition of a meter calibration program to monitor the accuracy of water meters. This program will help reduce "unaccounted for" water loss. 153 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Public Works ITEM 1994-95 ACTUAL DIVISION/ACTIVITY: Water Production REVISED 1995-96 BUDGET $345,448 $3,4951826 $10,333 $3,851,607 19%-97 BASELINE SERVICES $359,072 $3,453,187 $10,000 $3,822,259 ACCOUNT #: 02-80-71 BUDGET PuppLEMENTA TOTAL SERVICES PROPOSED , $359,072 $3,453,187 $10,000 _ �$0 $3,822,259 PERSONNEL $272,198 OPERATIONS $2,9W,606 CAPITAL $527 TOTAL $3,179,331 REVENUES: Water Service $5,459,310 $6,548,000 $6,200,000 TOTAL PERSONNEL: Full Time Part Time $5,459,310I 6.5 1.0 $6,548,0001 6.5 2.0 $6,200,000 6.5 1 2.0 $0 $0 6.5 2.0 PERFORMANCE MEASURES/SERVICE LEVELS �Inpu Demand Actual 94-95 Budget 95-96 Revised 95-96 Bud et 97 Gallons of Water Consumed 1,970,040,000 — 2,285,575,000 OutputlWorkload Water Samples Taken 560 544 Water Meters Replaced 3,358 2,381 Water Meters Calibrated/Rebuilt 5 6 Manhours on Miscellaneous Projects 2,577.5 946 Gallons Water Produced 382,237,000 497,568,000 Gallons Water Purchased 1,429,521,000 1,788,007,000 Gallons Water Billed 1,850,682,000 2,114,489,000^ �_ _ Efficiency Measures/impact M&O Budget per Full Time Employee $454,115 $474,718 $512,170 $508,301 Effectiveness Measures/Outcomes 154 w .,. . Department: Division/Activity: Account #: Public Works Water Distribution 02-80-72 Location and Hours of Operation: 1100 Central Drive, Bedford, Texas 7 days a week, 24 hours a day Mission StatemenflPurpose: To maintain all water mains, valves, hydrants and service taps as effectively and efficiently as possible. To deliver professional and courteous service to all water customers. Goals/Prognww or Services: — - - To maintain the water distribution system for maximum delivery of water for consumption and fire protection. To reduce the "unaccounted for" water loss. FY96 Highlights/Accomplishments: Completion of the water utilities at the Texas Star Golf Course. Completion of the water utilities for the new Athletic Complex. FY97 Objectives: To provide fast, courteous service to all water customers during any water related problems. To continue to reduce "unaccounted for" water loss. Major Budgetary Issues and Operational Trends: The main issue continues to be the systematic replacement of deteriorated and undersized water mains which require constant care. It is a necessity to continue these programs to provide maximum water for consumption and fire protection. 155 11 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Public Works 1994-95 ITEM ACTUAL DPASION/ACTIVITY: ACCOUNT #: Water Distribution 02-80-72 REVISED 1998 97 BUDGET 1995-96 BASELINE UPPLEMENTAL TOTAL BUDGET SERVICES SERVICES PROPOSED $272,475 $272,695 �$272,695 $110,605 $111,9271 $111,927 - $0 $0 $0 PERSONNEL $203,760 OPERATIONS $99,218 CAPITAL $0 TOTAL $302,977 $383,080 $384,622 $0 _ $384,622 REVENUES:. TOTAL $0 $0 $0 $0 $0 PERSONNEL: + Full Time 7.0 8.0 1 80 80--- Part Time 2.0 2.0 2.0 2.0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand Actual 94-95 Budget 95-96 Revised 95-96 Budget 97 Output/Workload _ Water Leaks Repaired 87 96 HydranWalve Maintenance 196 597 HydranWatve Installed 20 47 Linear Feet of Water Line Installed 1,520 9,583 Water UneNalves Located 56 159 Water Taps Made 26 82 Manhours of Miscellaneous Projects 1 3,458.5 3,813 Efficiency Measuresftpact MHO Budget per Full Time Employee $37,872 $41,524 $42,564 $42,7W --- - -- ----- ----------- Effectiveness Measures/Outcomes 156 K-C1tv of Euless N l Department: Division/Activity: Account #: Public Works Sewage & Treatment 02-80-73 Location and Hours of Operation: 1100 Central Drive, Bedford, Texas 7 days a week, 24 hours a day Mission Statement(Purpose: To maintain, in proper working condition, all sanitary sewer mains and manholes as effectively and efficiently as possible. Goals/Programs or Services To strive to reduce and prevent inflow and infiltration To respond quickly and courteously to all known sewer problems. This department maintains sanitary sewer lines, manholes and cleanouts as well as constantly trying to prevent inflow infiltration. FY96 HighlighfslAccomplishments: The installation of 1000 manhole inserts to prevent inflow of water into manholes. The wastewater department averages 4000 feet of sewer line cleaning daily. FY97 Objectives: To continue to provide fast and courteous service to all customers. To continue to take all measures to prevent and replace inflow and infiltration. Major Budgetary Issues and Operational Trends: Funding must continue so that aggressive actions will constantly taken to upgrade deteriorated and undershized sanitary sewer mains. The failure to do so would lead to numerouslysanitary sewer overflows, which could lend to D.P.A. violations. I 157 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Public Works 1994-95 ITEM ACTUAL PERSONNEL $210,892 DIVISION/ACTIVITY: ACCOUNT #: Sewage & Treatment 02-80-73 REVISED 199E 97 BUDGET 1995-96 BASELINE SUPPLEMENTAL TOTAL BUDGET SERVICES j SERVICES PROPOSED $224,396 $233,5391 $233,539 OPERATIONS $1,076,547 $1,228,122 $1,258,3071 $1258,307 CAPITAL $562 $1,694 $0 $0 TOTAL $1,288,0011 $1,454,212 $1,491,846 1 $01, $1,491,846 REVENUES: - Sewer Service $3,072,367 $3,404,000 $3,238,000 TOTAL $3,072,3671 $3,404,000 $3,238,000 _ $0$0 PERSONNEL: Full Time 6.0 6.0 1 6.0 1 6.0 Part Time 2.0 2.0 3.0 3.0 PERFORMANCE MEASURES/SERVICE LEVELS i InpuVDemand Actual 94-95 Budget 95-96 Revised 95-96 Budget 97 Wastewater Calls: 433 -- 497 City Problem 231 -- 206 Customer Problem 202 291 Output/Workload _ Linear Feet Sewer Line Cleaned 388,391 -- 492,470 Manholes Set, Repaired, Cleaned 101 — 263 Lines Repaired 5 — 10 Linear Feet Sewer Line Installed/Replaced SO — 380 Streets Washed Down 20 — 22 Gallons of Root IQller Applied 365 — 416 Lbs. of Degreaser Applied 2,410 — 4,600 Lbs. of Disinfectant Applied 0 — 10 Manhours on Miscellaneous Projects 2,740 — ,� 1,401 Efficiency MeasuresfE'mpact M&O Budget per Full Time Employee $183,920 $205,065 $207,503 $198,913� Effectiveness Measures/Outcomes 158 Form rx: icity of V.11061,101.1, ..����}i:. +j3J S}• 0. CYAN. +�• 1M ry.•rY� AY :W�f/Y • 31 J1j ' t Ltj•L.<J+�+`:l:.�5..'C Q,� ::.. .. .:.: ... .. .. .: .... ........:: :+.r:. Department: Division/Activity: Account #: Public Works Meter Reading 02-80-77 Location and Hours of Operation: 1100 Central Drive, Bedford, Texas Monday through Friday, 8:00 AM to 5:00 PM Mission StatemenUPurpose: To accurately and correctly read water customers' water meters in a timely manner to meet billing cycle schedules. Goals/Programs or Services: To be courteous and helpful to water customers at all times. In addition to reading meters, the meter readers change -out meters, perform meter box maintenance and installations, as well as assist other departments. FY96 Highlights/Accomplishments: Assisted in the meter change -out program which has installed 6500 new TRACE read meters. FY97 Objectives: To continue to provide courteous service as well as accurate and timely meter reading. Major Budgetary Issues and Operational Trends: Funding is necessary for maintenance and upgrading of the meter reading devices and other needed instruments. 159 ' DEPARTMENT: DPASION/ACTIVITY: ACCOUNT M Public Works Meter Reading 02-80-77 REVISED _ 1996-97 BUDGET 1994-95 1995-96 BASELINE SUPPLEMENTAL TOTAL ITEM ACTUAL BUDGET SERVICES SERVICES_ PROPOSED ' PERSONNEL $94,116 $117,5771 $112,768 V $112,768 OPERATIONS $6,523 $8,516 $10,016 $10,016 CAPITAL $0, $0 $0 $0 TOTAL $100,639 $126,093 $122,784 $0 --- _------------ $122,734 ' REVENUES: 1 - TOTAL $0 $0 $0 $0 $0 PERSONNEL: ' Full Time 1 4.0 4 0 _ 4.0 4.0 Part Time 0.0 �0.0 0.0 ! 0.0 PERFORMANCE MEASURES/SERVICE LEVELS 160 This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health. NON -DEPARTMENTAL City Mania Tom Hart - Non-Depa�ti Handles Citywide Expenditures Support funding of Capital Improvement projects. Support funding of City Vehicles & City Debt W&S Fund 58% Expenditure History $6, 000, 000 $5, 000, 000 $4, 000, 000 $3, 000, 000 $2, 000, 000 $1,000,000 $0 Non -Dept. 42% Non -Dept. 100% Budget Highlights -FY97 includes funds for equipment replacement, land purchases, and revitalization of Main Street, including utility relocation FY93 FY95 FY97 Budget FY94 FY96 Rev. Large increases in recent years is due to approved one-time capital purchases. 161 Form' 1 --- City of Euless Department: Non -Departmental Location and Hours of Operation: 201 North Ector Drive, Building B Monday through Friday, 8:00 AM to Mission Statement/Purpose: Management has initiated programs tc operational budget. Goals/Programs or Services: This activity is administered by the Fin related to any specific department o insurance, legal, electrical, gas, audit generally not prorated. FY96 Highlights/Accomplishments: One time money was used in FY96 pumps; campus security lighting; alt( system. FY97 Objectives: One Time money approved for expeni system; roof repairs; engineering v acquisition; copiers; irrigation system; I Major Budgetary Issues and Operatic Increasing number of city facilities has continues to grow, so will our costs. 162 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Non -Departmental 1994-95 ITEM ACTUAL PERSONNEL $375,327 DIVISION/ACTIVITY: _ Water & Sewer ACCOUNT 02-90-60 REVISED 1995-96 BUDGET 1996-97 BUDGET BASELINE* SERVICES rUPPLEMENTALTOTAL SERVICES PROPOSED $426,662 $449,746 $449,746 OPERATIONS $2,491,670 $4,519,653 $2,618,222 $2,618,222 CAPITAL $0 $96,700 $1,585,394 $1,585,394 TOTAL $2,866,997 $5,043,005 $4,653,362 $0 $4,653,362 REVENUES: I TOTAL $0 $0 $0 $0 $0 PERSO N Full Time 8.5 8.5 9.0 �_ u 9.0 Part Time 0.5 0.5 2.0** 2.0** 1996 - 97 Total Budget 041 Trancf=rc (9.7%) Personnel (0.7%) Office Operations t. & Operations * FY 97 absorbed Utility Engineering. **Split Clerk I position between general fund and water and sewer fund. 163 dorm" partment'Nl4rrative City at Euless ANNUALBUDGET summary Department: Division/Activity: Account #: Support Services Fleet Service It 13-50-90 Location and Hours of Operation: Vehicle Service Center, 1515 Westpark Way Monday through Friday, 7:30 AM to 5:00 PM, with personnel on call 24 hours a day, seven days a week. Mission Statement/Purpose: To properly maintain and ensure the correct usage of the City's investment in vehicles and equipment. Goals/Programs or Services: To provide corrective maintenance, facilitate needed repairs, train City personnel on equipment safety, and coordinate vehicle damage claims for all City departments. Fleet operations provides all departments with vehicle and equipment information, specifications and recommendations as they pertain to budget or City Council presentations. FY96 Highlights/Accomplishments: ➢Installation of new vehicle and equipment refueling station. ➢Installation of a propane refueling station for alternative fuel vehicles. ➢Conversion of nine additional units to propane. Conversions are being completed under the Clean Air Act grant program. FY97 Objectives: -Add additional space to the Service Center building. Construct a new machine shop structure with parts room storage on the upper floor. ➢Remove front wall from second bay and install a garage door to allow for drive -through functions. ➢Turn the current machine shop area into an additional service bay. ➢Pave the back parking lot to allow for increased vehicle and equipment parking. ➢Procurement of a five -gas emissions analyzer for vehicle emissions and maintenance requirements. ➢Removal of temporary storage buildings due to increased building storage space. ➢Installation of a fire truck drafting pit for pump tests and fire truck maintenance. ➢Study of rain water runoff from vehicle maintenance facility for potential environmental problems and what requirements would be needed to bring the facility into Environmental Protection Agency and Texas Natural Resources Conservation Commission compliance. -Conversion of 19 additional units to propane. Major Budgetary Issues and Operational Trends: The fleet service center has become too crowded for current operations and either a new structure is needed or extensive modifications to the current building are recommended. 164 1 ANNUAL BUDGET Form 2 i City of Euless Manager's Fiscal Summary DEPARTMENT: Support Services 1994-95 ITEM ACTUAL DIVISION/ACTIVITY: ACCOUNT #: Fleet Service 13-50-90 REVISED 1995-96 BUDGET 1996-97 BUDGET BASELINE SERVICES SUPPLEMENTAL TOTAL SERVICES PROPOSED PERSONNEL $191,365 $196,910 $201,952 $0 $201,952 OPERATIONS $303,132 $338,286 $399,326 $0 $399,326 CAPITAL $4,478 $0 $1,400 $0 $1,400 TOTAL $498,975 $535,196 $602,678 $0 $602,678 REVENUES: Depreciation $520,006 $590,000 $620,000 $620,000 TOTAL $520,006-i $590,000 $620,000 $0 1 $620,000 PERSONNEL: Full Time Part Time 5.0 5.0 _ 5.0 i 5.0 1.0 0.0 0.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS InputlDemand _- Actual 94-95 Budget 95 96 Revised 95-96 Budget 97- Jobs Completed 2,800 1 3,039 3,500 Service Calls 710 480 500 Ou utlWorkioad _ Recycling Programs 9 9 9 Training Classes Attended 20 15 40 Training Classes Hosted 0 4 5 Efficiency Measuresllmpaci _.... �� Recycling programs 9 9 9 Training class attended 20 15 40 Training class hosted 0 4 5 M&O Budget per Full Time Employee $69,909 $108,636 $107,039 $120,256 c Effectiveness Measures/Outcomes_ Dept. Satisfaction Level: Verbal 40 68 80 Written 25 30 50 ASE Certifications 65 65 70 DOT Certifications 4 4 6 OSHA Certifications 15 10 10 EVS Certifications 3 3 4 TXDOT Certifications 0 12 17 Form FY9961$T Department Narrative City of Euless Summary. ANNUAL BUNT Department: I Division/Activity: Account #: Support Services Fleet Service - Outside Repairs 13-50-91 Location and Hours of Operation: Vehicle Service Center, 1515 Westpark Way Monday through Friday, 7:30 AM to 5:00 PM, with personnel on call 24 hours a day, seven days a week Mission Statement/Purpose: To repair emergency vehicles from outside sources and to show a profit for the City of Euless. Goals/Programs or Services: The City has developed a need for in-house repair of emergency vehicles and has met that need. Three technicians have successfully passed stringent testing to achieve Automotive Service Excellence certification for emergency vehicle repairs. This has saved the City of Euless thousands of dollars and untold amount of downtime because vehicles previously had to be sent to another facility for intensive repairs. Sutphen Corporation, Columbus, Ohio, has requested that our service center continue to be allowed to complete warranty repairs on their behalf for the Dallas -Fort Worth and surrounding area. The director and fleet superintendent have tested this program during 1994 and have found it to be highly successful. These repairs will be conducted only during times when Euless vehicles are not in need of service. By taking on this contracting service beyond the warranty, we have been able to fully utilize our personnel resources and at the same time provide a profit to the City of Euless. FY96 Highlights/Accomplishments: The fire departments in the following cities are currently being serviced by Euless: M-Keller M-Colleyville m-Rowlett m-Edgecliff m-Coppell m-Grand Prairie M-Pantego M-Fort Worth M-Abilene M-Weatherford M-Pasadena W-San Marcos M-Wylie FY97 Objectives: .Increase shop labor rate from current $54.00 per hour to $61.00 per hour. This will bring us into line with current heavy truck shop labor rates. .Review scheduling procedures to avoid overlapping appointments. Major Budgetary Issues and Operational Trends: None - new activity. 166 ANNUAL BUDGET Form 2 City of Euless Manager's Fiscal Surnmary DEPARTMENT: Support Services ITEM PERSONNEL 1994-95 ACTUAL - -- - $0 DMSION/ACTMTY: Fleet Service - Outside REVISED 1 1995-96 BUDGET $0 $15,525 $0 $15,5251 ACCOUNT #: Repairs 13-50-91 1996-97 BUDGET. J r BASELINE SUPPLEMENTAL TOTAL SERVICES SERVICES PROPOSED $0 $0 $15,225 $15,225 $0, - - $0 $15,225', $0 _ $15,225 OPERATIONS $20,482 CAPITAL $0 TOTAL t $20,482 REVENUES: Outside Repairs $25,358 $5,341 $0 TOTAL PERSONNEL: Full Time PartTime $25,358 0.0 0.0 $5,341 0.0 0.0 �i- $0 $0 $0 -- 0.0 0.0 0.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Input'Demand---- Actual 94-96 Budget 96-96 Revised 95-96 - Budget 87 -1 Outside City Fire Equipment Repairs 120 200 - 250 OutputlWorkload -- 4 Efficiency Measuresnmpact -_ Effectiveness Measures/Outcomes 167 pat'tment Narrative FY 1996197 �38- Cifijt ummary. o Euless -D Department: Division/Activity Account #: Community Services Golf Course Fund 22 Location and Hours of Operation: 11700 South Pipeline Road, Euless, Texas 7:00 AM to 6:00 PM, 7 days a week Mission Statement/Purpose: To provide an area of recreation for the citizens of Euless and the surrounding area. To complete and maintain this golf course to the highest possible standards while generating enough revenue to support our operation. Goals/Programs or Services: To provide the best possible golfing experience in the area. To bring recognition to the City of Euless via our golf course. To establish a solid client base and tournament schedule. FY96 Highlights/Accomplishments: Acquired land and began construction on the golf course and clubhouse. Golf course construction is 75% complete and within budget limits. In August construction began on a 21,000 sq. ft. clubhouse and conference center. To date, we have booked and confirmed seven golf tournaments. FY97 Objectives: To complete the construction of the clubhouse and golf course for play to begin in the spring of 1997. To become known as the best municipal golf course in North Texas. To promote the clubhouse and conference center for uses such as wedding receptions, corporate parties, workshops and conferences. Major Budgetary Issues and Operational Trends: To be a successful enterprise operation by generating enough revenue to cover department service operations and maintenance of the facilities. 168 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Surnmary )EPARTMENT: Community Services 1994-95 ITEM ACTUAL PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: __.-- Memberships - DMSION/ACTIVITY: ACCOUNT #: 7 Golf Course Maintenance 22-70-62 REVISED" 1996-97 BUDGET 1995-96 BASELINE SUPPLEMENTAL TOTAL BUDGET SERVICES SERVICES � PROPOSED $0 PERSONNEL: Full Time 0.0 0.0 5.0 5.0 Part Time _ 0.0 0.0 12.0 12.0 PERFORMANCE MEASURES/SERVICE LEVELS ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Community Services * 1994-95 ITEM ACTUAL DIVISION/ACTIVITY: Golf Course Pro Shop ACCOUNT #: 22-70-63 Revised* 1995-96 BUDGET 1996-97 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES TOTAL PROPOSED PERSONNEL $0 $0 $78,224 1 W _ $88,539 _ _ $0 $0 so, $166,763 $0 $78,224 OPERATIONS $0 $88,539 CAPITAL TOTAL $0 $0 $0 $166,763 REVENUES: Sale of Goods $83,752 1 TOTAL $0 so! $83,752 $0 $0 PERSONNEL: Full Time 0.0 0.0 0.0 0.0 2.0 2.0 3.0 Part Time 3.0 PERFORMANCE MEASURESISERVICE LEVELS * New facility under construction scheduled to open May 1997. 170 ANNUAL BUDGET �� 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Community Services ITEM 1994-95 ACTUAL -- DMSION/ACTMTY: ACCOUNT #: Golf Course Food & Beverage 22-70-67 REVISED* - - - 1996-97 BUDGET 1995-96 BASELINE SUPPLEMENTA TOTAL BUDGET SERVICES SERVICES PROPOSED PERSONNEL $0 $0 $109,130 $109,130 OPERATIONS 1 $0 $0 $83,246 $83,246 CAPITAL $0 $0 $0 $0 TOTAL $0 $0 $192,376 $0 $192,376 REVENUES: -- --- Concessions % $180,1831 $26,004 Other Food and Beverage TOTAL 0 $0 $206,187 $0 $0 PERSONNEL: Full Time 0.0 0.0 _ 0.0 0.0 _ 0.0 16.0 0.0 Part Time 16.0 PERFORMANCE MEASURES/SERVICE LEVELS: " New facility under construction scheduled to open May 1997. 171 ANNUAL BUDGET Form 2 Manager's Fiscal LCity of Euless Summary DEPARTMENT: Community Services ITEM * 1994-95 ACTUAL DIVISION/ACTIVITY: ACCOUNT #: Golf Course Conference Center Operations 22-70-68 I REVISED* 1996-97 BUDGET 1995-96 BASELINE SUPPLEMENTAL TOTAL BUDGET SERVICES SERVICES PROPOSED PERSONNEL $01 $0:: $89,983 $89,983 OPERATIONS $01 $0 $0 $0 $13,500 $0 $13,500 $0 CAPITAL TOTAL $0; $0! $103,483 1 $0 $103,483 REVENUES: Conference Center Foo4J & Beverage { $20,000 Meeting Facility Rental $5,000 TOTAL $0; $0 $25,000 $01 $0 PERSONNEL: Full Time 0.0 0.0 0.0 1 0.0 3_.0 2.0 1 3.0 2.0 _ Part Time PERFORMANCE MEASURES/SERVICE LEVELS * New facility under construction scheduled to open May 1997. 172 ANNUAL BUDGET Form 2 j City of Euless Manager's Fiscal Summary DEPARTMENT: Community Services ITEM PERSONNEL OPERATIONS 1994-95 ACTUAL _ $0 $0 DMSION/ACTPATY: ACCOUNT #: Golf Course Cart Operations 22-70-69 REVISED* 1996-97 BUDGET 1995-96 BASELINE UPPLEMENTAL TOTAL BUDGET_ SERVICES SERVICES i PROPOSED $0 $0 $25,550 $25,550 $45,685 $45,685 CAPITAL $0 $0 $0 $0 TOTAL $0 $0 $71,235 $O I, $71,235 REVENUES: Cart Rentals _. - _ - _— - - $218,129 TOTAL $0 $0 $218,129 $0. $0 PERSONNEL: Full Time Part Time 0.0 0.0 0.0 0.0 0.0 2.0 0.0 _ 2.0 PERFORMANCE MEASURES/SERVICE LEVELS New facility under construction scheduled to open May 1997. 173 ANNUAL BUDGET .. Form 2 of Euless DEPARTMENT: _ DMSION/ACTNITY: Manager's Fiscal Summa ACCOUNT #: Community Services Course Driving Range 22-70-75 ---�G—olf * REVISED* 1996-87 BUDGET ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: 1994-95 1995-96 BASELINE SUPPLEMENTAL ACTUAL BUDGET SERVICES I _SERVICES $0 $0 1 $36,525 $0 $0 — $4,786' $0 $0 $0 E $0 $0 $41.311 $0 --- _ TOTAL PROPOSED $36,525 $4,786 $0 $41,311 Driving Range Fees $21,554 $21,554 TOTAL PERSONNEL:. $0 $0 $21,554 $0 $21,554' Full Time Part Time-- _ 0_0 1 0.0 0.0 1 0.0 ! - 0.0 5.0 - - 0.0 5.0 PERFORMANCE MEASURES/SERVICE LEVELS: * New facility under construction scheduled to open May 1997. 174 ANNUAL BUDGET Form 2 City of Euless Manager's Fiscal Summary DEPARTMENT: DMSION/ACTIVITY: ACCOUNT #: Community Services Golf Course Non Departmental 22-90-60 * REVISED• 1996-97 BUDGET 1994-95 1995-96 BASELINE PUPPLEMENTTOTAL ITEM ACTUAL BUDGET SERVICES SERVICES PROPOSED PERSONNEL $0 $0 $0 $0 OPERATIONS $0 $0 $217,448 $217,448 CAPITAL $0 $0 $62,915 $62,915 TOTAL $0 $0 $280,363 i $0 $280,363 REVENUES: TOTAL $0 $01 $0 $01 $0 _ PERSONNEL: Full Time 0.0 1 0.0 0.0 0.0 Part Time 0.0 1 0.0 0.0 r 0.0 PERFORMANCE MEASURES/SERVICE LEVELS * New facility under construction scheduled to open May 1997. 175 *on-n 1 1f � � 7 : Department, Narrative Al 1�rnmary. . y F I{e : ;. ess jam/, �... �C^ AN NUALBUD .iJ C. ... ..r,: ..... :_ .: .. .. : .. :. ... .. :. Department: DivisiorUActivity: Account #: Community Services Programs & Special Events 23-70-55 Location and Hours of Operation: 300 Midway Drive, 8:00 AM to 9:00 PM Monday Through Friday; 9:00 AM to 6:00 PM Saturday 508 Simmons, 8:00 AM to 9:00 PM Monday through Friday Mission Statement/Purpose: To provide the citizens with a superior recreation experience through structured classes, athletic leagues and special events- Goals/Programs or Services: Establish quality programs through user fees to confirm a cost effective plan. FY96 Highlights/Accomplishments: Structured Classes - 83% made. Youth Special Events - Little Ladies Tea Party, Little Laddies Shindig, Halloween at Midway, Morning Madness, Easter Egg Hunt, Father Daughter Dance . Total participants - 3,740 FY97 Objectives: Offer new and innovative classes for the entire citizenry of Euless. Major Budgetary Issues and Operational Trends: Adult softball has been moved to Softball World account. I 176 ANNUAL BUDGET Form 2 City of Euless Manager's Fiscal SumTW DEPARTMENT: Community Services DMSION/ACTIVITY: ACCOUNT #: Programs & Special Events 123-70-55 ITEM * 1994-95 actual REVISED I 1996-97 BUDGET 1995-96 BASELINE SUPPLEMENTALTOTAL BUDGET SERVICES SERVICES $29,041 $43,6941 $141,941 $146,900 ; PROPOSED PERSONNEL $0 - $43,694 OPERATIONS $206,183 $146,900 $0 _ $190,594 CAPITAL $0 $0' 01 _ f TOTAL $206,183 $170,982 ; $190,594 $0 REVENUES: Classes $78,745 j $70,000 $70,000 Athletics" $26,955 $15,000 $15,000 Memberships $26,051 $20,0001 $20,000 Weight Room $1,701 $5,000 $2,000 Racquetball $3,789 $5,000 $3,000 Daily Use $5,172 $8,000 $8,000 Merchandise $0 $500 $500 Concessions $708 $2,500 $2,500 Video Games $661 $2,500 $3,000 Discount Tickets $1,466 $2,000 $2,000 Special Events* $44,325 $28,000 $28,000 Rentals $2,909 $5,000 $6,000 Vending Machines $4,625 $2,000 $2,000 Senior Citizens $1,931 $2,500 $2,500 Fall Music Festival $0 $0 $10,000 TOTAL $199.038 $168,0001 $174,500 $0 - $0 PERSONNEL: Full Time TO 1.0 1.0 0,0 rt 0.0 0.0 1.0 _ Part Time 0.0 PERFORMANCE MEASURES/SERVICE LEVELS -Input/Demand Actual 94-95 Budget 95-96 Revised 95-98 Budget, 97 OutputlWorkload .Efficiency MeasuresAmpact - �E_ffecfriinessMeasures/Outcomes * In FY94-95 Arbor Daze was moved to a special ** Adult softball will now be in Softball World buc Form 't FY 1996/97 -- 6epartment Narrative city of Euless ANNUAL BUDGET Summary Department: Division/Activity: Account #: Community Services Arbor Daze Festival I 23-7a-56 Location and Hours of Operation: Friday, April 18, 1997: 11 AM to midnight 201 North Ector Drive Saturday, April 19, 1997: 9 AM to midnight Sunday, April 20, 1997: 10 AM to 9 PM Mission Statement/Purpose: "Arbor Daze" is the City of Euless' annual festival. A national award winner, and winner of numerous state awards, this is Euless' annual chance to showcase itself to well over 125,000 showgoers. Noted as "the ultimate family festival," the event has grown into one of the top three festivals in Tarrant County. The event allows over 25 Euless organizations a fundraising opportunity each year. Goals/Programs or Services: The goal is to showcase Euless and its commitment to beautification, in a family festival atmosphere. Virtually every element - business, government, schools, PTA's, churches, social organizations - is present at the event. The event showcases national recording acts, local entertainers, and amateurs. FY96 Highlights/Accomplishments: Largest turnout ever. Sunday was the largest crowd in the history of the event. Attendance increased more than 30% over the previous year. Estimated crowd of 30,000 at Sunday concerts (including those sitting beside the highway). FY97 Objectives: Continue to improve financial condition of festival. Increase management staff by 4; increase volunteers through creative marketing efforts. Major Budgetary Issues and Operational Trends: Growth continues with expectations at record high. Could become the best festival in Tarrant County. It is starting to get strong local TV and radio coverage. 178 ANNUALBUDGET Farm 2 City of Euless Manager's Fiscal Sununary DEPARTMENT: Community Services 1994-95 ITEM ACTUAL DPASION/ACTIVITY: Arbor Daze Festival ACCOUNT #: 23-70-56 REVISED 1995-96 BUDGET T $0 $547,923 $0 $547,923 1995-97 BUDGET BASELINE SUPPLEMENTALTOTAL SERVICES SERVICES PROPOSED $0 $0 $536,324 $536,324 $0 $0 $536,3241 $0 $536,324 - PERSONNEL $0 OPERATIONS $437,836 CAPITAL $0 TOTAL $437,836 REVENUES: Plant Sale $6,000 $6,617 $6,817 Souvenir Sales $10,000 $8,987 $8,987 Coupon Sales $269,530 $414,546 $394,564 Booth Space $80,000 $48,165 $48,165 Sponsorships $50,000 $70,000 $70,000 Auction $0 $12,075 $5,000 Mp Tickets $0 $20,000 TOTAL $415,530 $560,390 $553,333 _$0!_$0 PERSONNEL: Full Time 0.0 0.0 _ 0.0 - ��0.0 Part Time 0.0 0.0 0.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS t=fllr =Y 1996197 DeQadr6ant Nave cry of Euless ANNUAL. _ BUDGET summary _.- ........ _ _ .... Department: f Division/Activity: Account #: Public Works Drainage Utility Maintenance 29-80-29 Location and Hours of Operation: 1100 Central Drive, Bedford, Texas 7 days a week, 24 hours a day Mission Statement/Purpose: To protect life and property through the maintenance of drainage facilities that adequately remove storm water runoff during most rain storms. Goals/Programs or Services: Since inception, this department has not been staffed and only addresses problems that generate citizen complaints. All work is accomplished by street maintenance personnel or contract labor. FY96 Highlights/Accomplishments: This department was able to provide adequate service, with limited manpower. FY97 Objectives: To provide the best possible service to the citizens of Euless through preventive maintenance and quick response to known problems. Major Budgetary Issues and Operational Trends: There are increasing demands for service coupled with increasing Environmental Protection Agency requirements that will necessitate staffing and funding in the near future. 180 ANNUAL BUDGET Form 2 Manager's Fiscal I City/ of Euless Summary DEPARTMENT: Public Works ITEM 1994-95 ACTUAL DMSION/ACTIVITY: Drainage Utility Maintenance REVISED �- 1995-96 BUDGET $2,000 $488,682 $0 $490,682 ACCOUNT #: 29-80-29 - - - 1"6-97 BUDGET BASELINE PUPPLEMENT TOTAL SERVICES SERVICES�PROPOSED $4,000 $4,000 $502,9081 $502,908 $01 _ $0 $506,908 $a $506,908 PERSONNEL $0 OPERATIONS $621,365 CAPITAL $0 TOTAL $621,365 REVENUES: DUD Charges $317,939 $530,000 $530,000 Penalties & Interest $19,224 $6,022 $0 TOTAL PERSONNEL: Full Time Part Time $337,163, $536,022 0.0 1 0.0 0.0 0.0 $530,000 $Q, $0 -- 0.0 f _ 0.0 0.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Input0emand Actual 94-95 Budget 95-96 Revised 9S-96 Budget 97 Output/Workload Linear Feet of Channel Cleaned 10,000 10,000 Channel and Gutter Replaced 1,500 1,500 Drain Pipe Installed 200 200 Efficiency Measuresllmpact L:. Effectiveness Measures/Outcomes 181 Form 1 "Y '1996/97 Cepartment City of Euless Summarr Department: Division/Activity: Account #: Community Services Athletic Complex Fund 32 Location and Hours of Operation: 11700 South Pipeline Road, Euless, Texas Mission Statement/Purpose. To provide a safe and eye pleasing athletic complex for the citizens of Euless in the most cost efficient manner possible. To satisfy citizen demands for parks and park amenities, thus creating a more wholesome lifestyle by providing opportunities such as soccer fields, baseball fields, volleyball courts, in -line hockey, batting cages, amphitheater, covered pavilion,and fishing pier. Goals/Programs or Services: To develop and maintain safe playing fields. To offer a variety of leisure activities to all Euless citizens. To continue to beautify our city through additional park amenities. FY96 Highlights/Accomplishments: Acquired land and began construction on approximately 73 acres for the new Athletic Complex. FY97 Objectives: Complete construction and open the Athletic Complex. Major Budgetary Issues and Operational Trends: The major issue facing the Athletic Complex is to be self supporting. We hope to receive enough revenue to cover our operating expenses. 182 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: DMSION/ACTIVITY: ACCOUNT #: Community Services Batting Cages 32-70-78 REVISED" 1996-97 BUDGET 1994-95 1995-96 BASELINE SUPPLEMENTAL, TOTAL ITEM ACTUAL BUDGET SERVICES SERVICES_ PROPOSED PERSONNEL $26,340 $26,340 OPERATIONS $54,767 1 - - $54,767 CAPITAL $0 TOTAL $0 $0 -sSI,1071 $0 $81,107 REVENUES. - Concessions $14,160 , Batting Cages $89,032 Pro Shan 1 $5.782 TOTAL Full Time 1 0.0 1 0.0 0.0 _ 0.0 Part Time 1 0.0 1 0.0 3.0 j 3.0 PERFORMANCE MEASURES/SERVICE LEVELS Form I FY 1996107 Department Narrative Vty of Euless _ SUMMM. _ANNUAL BUDGET �.... Department. Division/Activity: Account #: Community Services Softball World Fund 34 Location and Hours of Operation: 1375 West Euless Blvd. Monday through Friday 9 AM to midnight; Saturday 8 AM to 2 AM; Sunday 8 AM to 11 PM Mission Statement/Purpose: To promote adult softball programs through league, tournament, and special events in order to collect fees, charge admission, sell food, drink and sporting goods to those participants. To operate as an enterprise of the City and provide revenues beyond the cost of this facility's operations. Goals/Programs or Services: To operate at 100% capacity with as small a percentage of lost downtime due to bad weather. To increase sales of advertising, food and beverages, sporting goods, and Diamond Dry. To aggressively seek and obtain major tournament events for the future. To complete all major renovations of this facility by fiscal year end. FY96 Highlights/Accomplishments: The transition phase of takeover is in progress with no major problems incurred or expected. Spring registrations were up from last year and all major tournament events for 1996 are on schedule and looking good. FY97 Objectives: To bring this complex to the forefront of all the softball facilities in North Texas. To secure major tournament events, realize 100% utilization in league play, and to expand our advertising revenues and sponsorship for special events. To improve services and public relations for future growth. Major Budgetary Issues and Operational Trends: To increase the cost/value of awards by quality, quantity, or sponsorship. To promote and tie in a softball event with Arbor Daze. Decision to sanction teams with American Softball Association and Texas Amatuer Athletics Federation organizations. Approval for amount of funds available for bid fees to acquire major tournament events such as a world championship. 184 ' ANNUAL BUDGET Form 2 Manager's Fiscal C' of Euless Summa ' DEPARTMENT: DIVISIONIACTIVITY: Community Services Softball Complex 34-70-50 ' REVISED 1996-97 BUDGET_ 1994-95 1995-96 BASELINE SUPPLEMENTAL TOTAL ITEM ACTUAL— BUDGET SERVICES SERVICES PROPOSED PERSONNEL $80,000 $227,118 $227,118 ' OPERATIONS $36603 $740,706 $740,706 CAPITAL $0 $0 TOTAL SO $446,883 $967,824 $0 $967,824 ' REVENUES: -- - - League SO $205,332 $370,000 $370,000 Tournament $01 _ $81,559 $142,500 $142,500 ' Sports Shop $0 $80,042 $152,000 $152,000 Diamond Dry -$01 $1,000 $1,460 $1,460 Advertising $0 $1,250 $5,000 $5,000 Gate $0 $38,933 $61,750 $61,750 ' Other $0 $47,850 $500 0 $500 Concessions $0 $44,253 $360,000' $360,000 TOTAL $0 $500,219 $1,093,210 li $0 $1,093,210 ' PERSONNEL: Full Time 0.0 1 0.0 3.0 3.0 Part Time 0.0 0.0 10.0 10.0 1 PERFORMANCE MEASURESLSERVICE LEVELS: 1 * New program in FY95-96. ' 185 This page intentionally left blank. Surgeon General's Warning: Lack of exercise is hazardous to your health. Golf Course at Texas Star :` L4 i b 1� • L b 1 1 �Special _--cn - '�, Reveo oe C Foods 1 Golf Course at Texas Star 1 _ � b 1 9 � - � fl • _ a� rN N 1 1 1 1 Spezia I - Revenae Foods 1 O7 Par 5 500 yds ®Par 3 185 yds `% q Farm I FY 1996/97 ' Department Mirrative City of EulessSummary" Department: Division/Activity: Account #: Economic Development Hotel/Motel 12-10-80 Location and Hours of Operation: 201 North Ector Drive, Building A Monday through Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: To provide an atmosphere and activities that produce sales for hotel/motels in Euless. To work with local businesses to encourage the utilization of Euless hotel/motels for accommodations. 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 of Euless as the center of economic activity. Goals/Programs or Services: -Tourism Development - advertising in major travel guides, brochures, sponsor Arbor Daze, NETAC, HEB Economic Development Foundation, and sports events. ➢Business Recruitment - direct mail to selected business sectors, personal site visits, and encourage local development. ➢Business Retention - monthly luncheons, site visits, hotel/motel brochures, quarterly Business Journal, annual reports, real estate updates. );,,Ombudsman - serves as a direct voice and liaison between the developer and City Hall. FY96 Highlights/Accomplishments: Successful bid for the World Championship Mixed Softball Tournament. The continued lease -up on Euless Town Centre. The implementation of Tax Increment Financing approval. The location of several new businesses in Euless. The publication of the Euless Hot Sheet for real estate companies. Successful major sponsorship funding for Arbor Daze festival. Award winning fact book publication, In the Center of It All, FY97 Objectives: Continued support of Arbor Daze festival which attracts over 125,000 people to Euless. Promote tourism through this festival and work to bring potential businesses into the City through use of sponsorships. More aggressive conference attendance. We will seek out conferences which can teach us and provide networking opportunities for the promotion of the City. Major Budgetary Issues and Operational Trends: Become more active in Arbor Daze sponsorship. Recruit additional major sponsors for this annual event that brings much tourism and out-of-town visitors to Euless. Find more events to sponsor and promote which will enhance motel usage in the City, and thus affect the revenue of this fund. Sporting and commercial events will be prime candidates for sponsorship. 186 I ANNUAL BUDGET Form 2 City of Euless Manager's Fiscal Summary DEPARTMENT: Economic Development 1994-95 ITEM ACTUAL DMSION/ACTMTY: Hotel/Motel REVISED 1995-96 BUDGET $21,432 $268,150 't89s-97 BUDGET BASELINE SUPPLEMENTA I SERVICES SERVICES - $0 $583,486 ACCOUNT #: 12-10-80 TOTAL PROPOSED $0 $583,486 PERSONNEL $23,826 OPERATIONS $64,508 CAPITAL $3,281 $37,000 $75,000 $75,000 TOTAL $91,614 $326,582 $658,486 $0 $658,486 REVENUES: Occupancy Tax $277,578 $300,000 $300,000 $300,000 Drawdown 1 $237,000 $353,486 $353,486 Historical Committee $2,563 $986 $0 $0 TOTAL PERSONNEL: Full Time Part Time $280,141 0.5 2.0 $537,9861 1 0.5 1 0.0 $653,486 $0 0.0 0.0 $653,486 0.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS "For,m 't FY 'f �' 99fi1''. - bepartmert Narrative:; Summary City of Euless' ANNUAL BUDGET_-. . . Department: Division/Activity: Account #: Police Drug Enforcement A enc 24-30-45 Location and Hours of Operation: 201 North Ector Drive, Building D Mission Statement/Purpose: 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 DEA Drug Task Force and the Dallas/Fort Worth Airport DEA Drug Task Force. Goals/Programs or Services: To provide funding for non -general fund equipment and or projects that assist in the law enforcement mission through the forfeiture of assets seized from drug traffickers. To provide funding for the replacement and upgrading of current weapons (pistols and revolvers). To improve weapons training and professional appearance, and reduce the department's liability exposure. FY96 Highlights/Accomplishments: Purchased three police cars and a new citywide radio system. Standardized duty weapons. Paid maintenance on Police Department main frame computer. FY97 Objectives: No programs planned for FY97. Major Budgetary Issues and Operational Trends: This revenue source is very volatile, and therefore not budgeted. 188 ANNUAL BUDGET Form 2 City of Euless Manager`s Fiscal Summary DEPARTMENT: Police 1994-95 ITEM ACTUAL DMSION/ACTIVITY: ACCOUNT #: j Drug Enforcement Agency 24-30-45 k 1996-97 BUDGET 1995-96 BASELINE SUPPLEMENTAL TOTAL BUDGET SERVICES SERVICES PROPOSED $5,000 "* _ �$0 $34,000 $+ $295,577 ; $0 $334,877' $0 $0, $0 $105,676 PERSONNEL* $99,663 OPERATIONS $18,568 CAPITAL $78,354 TOTAL $196,586 REVENUES: D.EA. Funds $372,614 f TOTAL $372,614 $105,676 $0 _ $0 $0 PERSONNEL: Full Time y 2.0 0.0* 0.0 0.0 Part Time 0.0 0.0 7 0.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS * Overtime will be paid from this fund. Regular salary and benefits are paid from other funds. "This fund is supported solely through the seizure of illegal assets. These moneys are very static and may not be realized-, therefore they are not budgeted. 189 FOM 1 FY 1996197Department Narrative Suff lty of Euless -ANNUAL BUDGE" . _._ Y p on/Activity: Department: Division/Activity: Account #: Euless Development Corporation Operations Fund 50 Location and Hours of Operation: 201 North Ector Drive, Building A Mission Statement/Purpose: The Texas legislature allows municipalities in counties with 750,000 or more in population to assess an additional half cent sales tax to be used to improve the quality of life for its citizens. Funds derived from this tax may be spent only for parks and park facilities, library improvements, open space improvements, and economic development. This tax went into effect on July 1, 1993. Euless Development Corporation was established to advise City Council on use of the funds and facilitate the process. Goals/Programs or Services: To improve the quality of life for our citizens by providing safe, clean, spacious park facilities. To provide new and modern library equipment to keep our citizens in touch with technology. To increase our business community through promotion and advertising. FY96 Highlights/Accomplishments: Construction was completed on the new library, which opened for business in July. In order to accommodate more of our citizens, the hours of operation were increased to include Sundays. Purchased land to provide additional park facilities. FY97 Objectives: In FY97, we hope to hire a Director of Economic Development. This position will be used strengthen the general economic base of the community by promoting retention and growth of existing businesses and encourage new growth in the commercial and industrial area. To provide additional funding for new park facilities' operations for which the land was recently purchased. Major Budgetary Issues and Operational Trends: These funds are based upon the retail sales of area businesses and, therefore, will fluctuate depending on the current state of the economy. Also, additional park facilities and increased hours for the library will impact staffing levels in the 1997 fiscal year. 190 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary " DIVISION/ACTMTY: ACCOUNT #: DEPARTMENT: Euless Development Corporation Operations 50-10-31 REVISED 1996-97 BUDGET 1994-95 1995-96 BASELINE" UPPLEMENTAL TOTAL ITEM ACTUAL BUDGET SERVICES SERVICES PROPOSED PERSONNEL $0 $0 $0 $0 OPERATIONS" $4,557,289 $719.339 ,1 $1,33 '` i $1,331,228 CAPITAL $0 $0 $0 $0 TOTAL $4,557,289 $7,119,3391 $1,331,2281 $0 $1,331,228 REVENUES: $1,756,008 12 Cent Sales Tax 1 $1,519,185 $1,660,000 j $1,756,008 TOTAL I $1,519,1851 $1,660,0001 $1,756,008' $0_1 $1,756,0081 PERSONNEL: �4 Full Time 0.0 0.0 0.0 0.0 Part Time 0.0 0.0 0.0 _ 0.0 ._:.'.PERFORMANCE MEASURESISERWE LEVELS Farm 2 City of Euless DEPARTMENT: Euless Development Corporation 1994-95 ITEM ACTUAL PERSONNEL ANNUAL BUDGET Manager's Fiscal Summary DIVISIONIACTIVITY: ACCOUNT #: Parks 50-10-52 REVISED* 1996-97 BUDGET ' 1995-96 BASELINE UPPLEMENTA TOTAL BUDGET SERVICES SERVICES PROPOSED $0 $0 $149,008 $149,008 OPERATIONS $01 0 $50,990 $50,990 CAPITAL $0 j $0 $0 $0 TOTAL $0 • $0 $199,998 $0 $199,998 REVENUES: TOTAL $0 $0 $0 $0 $0 'PERSONNEL: _ Full Time Part Time 0.0 0.0 1 0.0 1 0.0 4.0 _ 0.0 4.0 _ 0.0 PERFORMANCE MEASURES/SERVICE LEVELS: 192 ANNUAL BUDGET Form 2 Manager's Fiscal Summary DEPARTMENT: Euless Development Corporation *7 1994-95 ITEM ACTUAL DIVISIONIACTIVITY: Library ACCOUNT #: 50-10-54 REVISED* 1995-96 BUDGET 1996-97 BUDGET BASELINE SERVICES UPPLEMENTAL SERVICES TOTAL PROPOSED _ - PERSONNEL OPERATIONS $256,289 $256,289 - - - $0 $0 CAPITAL $0 $0 TOTAL $0 $0 $256,289 $0 $256,289 REVENUES: TOTAL $01 $0 $0 $0 $0 - - 6.0 6.0 14.6 1 14.0 PERSONNEL: - - Full Time 0.0 0.0 0.0 _1 _1 Part Time 0.0 PERFORMANCE MEASURES/SERVICE LEVELS: Inpu#IDemarid _ _Actua194-95 Budget 95-96 Revised 95-96 Budget 97 OutputlWorkload Efficieuc Measuresllm ct was 193 DMSION/ACTMTY: ACCOUNT #: Economic Development 50.10-81 - - REVISED � 1996-97 BUDGET 1995-96* BASELINE* SUPPLEMENTAL TOTAL BUDGET SERVICES SERVICES PROPOSED ' DEPARTMENT: Euless Development Corporation 1994-95* ITEM ACTUAL PERSONNEL $0-- $0 $0 $0 - - $0-- $0 $36,827 $36,827 ' OPERATIONS $90,674 $90,674 CAPITAL $0 $d TOTAL so! $d $127,501 $0 $127,501 REVENUES: $0 $0 $0 $0, ' , -- - $0 TOTAL -- -- - — PERSONNEL. - -- --- - - Full Time 0.0 0.0 0.5 T 0.5 Part Time 0.0 0.0 1.0 - -- 1.0 PERFORMANCE MEASURES/SERVICE LEVELS - InpatlDermnd Actual 94-95 Budget 95-96 Revised 95-96 Budget 97 { Output/Workload -- - — — --- - ' Efficiency Measuresllmpact Effectiveness Measures/Outcomes -4-This activity was created in FY97 and funded from half cent sales tax collections. ' 194 FY 1996197 pity of Euless i�,L Summary _-- -- -- - Department: Division/Activity: Account #: Police Crime Control & Prevention 5430-45 District Location and Hours of Operation: 201 North Ector Drive, Building D Office: Monday through Friday, 8:00 AM to 5:00 PM - Police Officers 24 hours a day Mission Statement/Purpose: 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. Citizens 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. Goals/Programs or Services: Increase staff and efficiency; expand use of alternative policing methods; reduce overall response time through improved call management; increase interaction between citizens and police officers; provide additional space within the police facility for changing police/community involvement strategies; expand current gang and juvenile programs; expand Town Hall meetings, Neighborhood Watch programs, and Citizens Police Academy; increase police presence in existing and proposed parks. FY96 Highlights/Accomplishments: Not applicable. New program and revenue source beginning April 1, 1996. FY97 Objectives: ➢Strengthen neighborhoods by decreasing crime and enhancing a greater sense of security. ➢Reduce juvenile crime and victimization. );,,Increase community involvement in crime prevention efforts. ➢Provide safety and security in an expanded parks system. Major Budgetary Issues and Operational Trends: Major budget issue this year will be program implementation. Other issues include appointment of Assistant Chief of Police and hiring three police officers to staff district 2. Revenue for this program is derived from an increase of 0.25% in the sales tax, as approved by the voters in 1996. 195 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: DIVISION/ACTIVITY: i ACCOUNT #: nonce crime controi uismct Z)4-4U-4o ITEM 1994-95 BUDGET REVISED' 1995-96 BUDGET 1996-97 BUDGET BASELINE SERVICES SUPPLEMENTAL SERVICES TOTAL PROPOSED PERSONNEL $35,823 $214,588 $214,588 OPERATIONS $21,632 $181,218 $181,218 CAPITAL $0 $369,824 $369,824 TOTAL $0 $57,455 $765,630 $0 $765,630 REVENUES: Crime Control Sales T $175,000 $650,000 $650,000 TOTAL $0 $175,0001 $650,000 $0 $650,000 PERSONNEL - Full Time 0.0 1 0.0 0.0 4.0^ 4.0 0.0 0.0 Part Time 0.0 PERFORMANCE MEASURES/SERVICE. LEVELS * New program approved by voters to become effective April 1, 1996, funded by additional 0.25% sales tax. 196 I Golf Course at Texas Star I I I I I I I I I I I I I I � I INterrsl Service Golf Course at Texas Star Service Funds ® Per 4 395 yds 18 Par 5 510 yds 1 F ���,%�% Dep®rt�rtent Narrative City LT y�wr.�♦}l A Summary .. Department: Division/Activity: Account #: Support Services Benefits/Insurance 15-50-15 Location and Hours of Operation: 201 North Ector Drive, Building B Monday through Friday, 8:00 AM to 5:00 PM, with staff on call for emergencies Mission Statement/Purpose: To provide City employees with a competitive benefits program at the most cost effective price to the employee and to the City. Goals/Programs or Services: The purpose of this fund is to self -fund the City's medical/dental/flex program for City employees. The Insurance Department is continually monitoring costs and fees, and seeking attemative means of providing the best coverage and benefits. FY96 Highlights/Accomplishments: 1995 Employee Benefit Fair with the most attendance ever! -Re-enrollment of employees for medical/dental/flex coverage. FY97 Objectives: ➢Successful completion of the bid process ➢Annual Employee Benefit Fair ➢Reevaluating medical and dental benefits and premiums Major Budgetary Issues and Operational Trends: Spiraling medical and dental costs and a year of large claims is challenging this department to seek the most cost effective programs. 197 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: ACCOUNT M DMSION/ACTMTY: Support Services Benefits/Insurance 15,50-15 REVISED ,� 1996-97 BUDGET - - 1994-95 1995-96 BASELINE SUPPLEMENTAL TOTAL ITEM ACTUAL BUDGET SERVICES SERVICES PROPOSED PERSONNEL $44,254 $54,0051 $58,214 $58,214 OPERATIONS $1,225,2271 $1,282,967 _ $1,351,106 $1,351,106 CAPITAL $745 $01 W $0 TOTAL $1,270,226 i $1,336,972 , $1,409,3201 $0 $1,409,320 REVENUES: Premiums from 1 TOTAL 1 $1,157,5041 $1,346,7531 $1,482,4701 $0, $0 PERSONNEL: Full Time 1 2.0 1 1.5 1 1.5 1.5 Part Time 0.0 0.0 0.0 0.0 PERFORMANCE MEASURESISERVICE LEVELS Input0emand Actual 94-95 Budget 95-96 Revised 95-96 Bud t 97 Covered Lives: Employees 288 288 288 Dependents 375 375 Spouses 155 Children 255 Retirees 25 Med/Dentai Claims 81500 8,400 8,815 - Flex 1 2611 2611 288 ,Spending Accounts 35 Output/Workload Efficiency Measureslhnpact Effectiveness Measures/Outcomes 198 Form 1 FY 1996/97 Department Narrative City of Euless ANNUAL BUDGET Summery' w Department: Division/Activity: Account #: Support Services Risk Management, Safety & 17-50-17 Liability Insurance Location and Hours of Operation: 201 North Ector Drive Monday through Friday, 8:00 AM to 5:00 PM, with staff on call for emergencies Mission Statement/Purpose: The Risk Department is charged with the responsibility to identify risks, control risks, and to evaluate insurance programs and revise if necessary. In addition, this department is also responsible for compliance with the ADA act. The purpose of the Safety Program is to establish a safe work place for all employees. Goals/Progrems or Services: ➢To protect the City's assets. ➢To ensure a safe environment for employees and citizens. ➢To minimize the possible interruption of public services. ➢To ensure that all exposures to financial losses are kept at a minimum. ➢To reduce the cost of accidents, insurance premiums and claim costs through effective claim adjusting. FY96 Highlights/Accomplishments: -30% reduction in Texas Municipal League fees due to low claim usage. Implementation of the required Department of Transportation regulations for random drug and alcohol testing. FY97 Objectives: ➢Keep liability and property claim cost to a minimum. ➢To ensure the correct coverage for new City acquisitions. ➢Completion of the three-year transition plan for ADA. ➢Successful completion of the bid process. ➢Safety meetings for all employees. ➢Safety manual for distribution. Major Budgetary Issues and Operational Trends: The City has increased the deductibles for property and liability coverage to $50,000, thereby lowering insurance premiums but increasing the City's potential liability; therefore, claims must be kept at a minimum. 199 ANNUAL BUDGET Form 2 City of Euless Manager's Fiscal Summary DEPARTMENT: Support Services 1994-95 ITEM ACTUAL DMSION/ACTMTY: ACCOUNT #: l Risk Management, Safety & Liability Insurance 17-50-17 REVISED 1996-97 BUDGET _ 1995-96 BASELINE UPPLEMENTALI TOTAL BUDGET SERVICES SERVICES PROPOSED $25,2241 $27,392$27,392 $208,695 , $316,942 $316,942 IT $6,000 $8,300 $8,300 PERSONNEL $42,3431 OPERATIONS 1 $236,6761 CAPITAL $0 TOTAL 1 $278,0191 $239,919 $352,634 , $0 $352,634 REVENUES: Transfer: General Fund $160,000 $160,000 $160,000 Water & Sewer Fund $160,000 $160,000 $160,000 Interest $32,882 $25,110 $15,000 Pending Subrogation Claims $12,855 TOTAL $352,882 $345,110' $347,855, $0 $0 PERSONNEL: Full Time 1.0 0.5 0.5 0.5 Part Time j 0.0 0.0 0.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS In uVOemand _ Actual 94-95 Budget 95-96 Revised 95-96 Bud t 97 Claims: In -House 52 70 100 TML 101 6 5 Defensive Driving -employees 50 Output/Workload Closed claims 26 1.. Efficiency Measures/Impact Effectiveness Measures/Outcomes 200 dorm i FY 1996/97 Departmenf fI five v of Euless ANNUALBUDGET Summary Department: Division/Activity: Account #: Support Services Workers' Compensation 17-50-20 Insurance Location and Hours of Operation: 201 North Ector Drive Monday through Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: The mission of this department is threefold: ➢Assist in hiring capable, functional persons for City staff by pre -placement physicals. ➢Provide the most cost effective medical treatment to injured employees. ➢Provide innovative benefit programs to all employees. Goals/Programs or Services: ➢To ensure the wellness of employees. ➢To hire functional, capable employees. ➢To provide the most cost effective care for injured employees. FY96 Highlights/Accomplishments: ➢Kept claim administration cost low due to lower number of claims being sent to TML. ➢Implementation of random drug and alcohol testing for all Firefighters and Police Officers. ➢Completion of five-year testing for Hepatitis vaccinations. FY97 Objectives: rContinuation of employee wellness programs. Emphasis on employee safety to reduce claim cost. Major Budgetary Issues and Operational Trends: More than 80% of this budget is for payment of Worker's Compensation Claims and employee benefits. The cost for these items has remained the same for six years. Management of Worker's Compensation claims will continue to be stressed as a means of controlling medical costs. Employee wellness will continue to be emphasized. 201 ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: Support Services ITEM PERSONNEL OPERATIONS DMSIONIACTMTY: ACCOUNT #: Workers' Compensation Insurance 17-50-20 REVISED 1996-97 BUDGET 1994-95 1995-96 BASELINE iSUPPLEMENTAL TOTAL ACTUAL BUDGET SERVICES SERVICES PROPOSED $0 $0 $0 $0 $221,648 $248,634 $350,777 $0 $350,777 CAPITAL $745 i $0 $0 $0 TOTAL $222,393 , $248,634 $350,777 $0 $350,777 REVENUES: - Transfer Interfund Charges $253,4961 $325,529 $356,026 Interest $32,882 $25,110 $15,000 Pending Subrogation Chalms $20,000 TOTAL $286,378 $350,639 $391,026 $0 $0 PERSONNEL: Full Time Part Time 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Input0emand Actual 94-95 Budget 95-96 Revised 95-96 Budget 97 WC TML Claims 10 10 10 WC IH Claims 60 60 60 Executive Physicals 7 _ 7 7 RTW Physicals 12 12 12 Pro-Piac. Physicals _ 150 150 150 Immunizations 132 132 132 Medical Screenings j 12 12 12 DOT -Required Drug 50 50 50 & Alcohol Testing Output/Workload I Efficiency Measuresflmpact Effectiveness Measures/Outcomes 202 Form 1 - FY 1996/97 Department Narrative City of Euless ANNUAL BUDGES Summary Department: Division/Activity: Account #: Support Services Vehicle/Equipment 21-50-90 Replacement Fund Location and Hours of Operation: 201 North Ector Drive Mission Statement/Purpose: The purpose of this account is to administer and procure funding for the replacement of vehicles owned and or leased by the City of Euless. Goals/Programs or Services: Funds are used for the purchase and outfitting of all new vehicles and equipment per the department's instructions. All vehicles and equipment specifications are written by Fleet Operations staff with departmental input. FY96 Highlights/Accomplishments: Replaced 8 cars, 2 pick-up trucks, and 2 large trucks. Assisted the new areas of Golf Course and Softball World with needed equipment requests. FY97 Objectives: Several departments have requested additional vehicles in the 96-97 budget. Major Budgetary Issues and Operational Trends: The annual fund ending balance has seen a steady decrease since 1990 in remaining available funds. This downward trend can result in a loss of dollars available for vehicle replacement, thus requiring further funding for vehicle replacements. 203 1 I �l J ANNUAL BUDGET Form 2 Manager's Fiscal City of Euless Summary DEPARTMENT: DMSIONIACTIVITY: ACCOUNT #: Support Services Vehicle/Equipment Replacement Fund 21-50-90 REVISED 1996-97 BUDGET 1994-95 1995-96 BASELINE SUPPLEMENTAL TOTAL ITEM ACTUAL I BUDGET SERVICES SERVICES PROPOSED PERSONNEL $0 , $0 $0 $0 OPERATIONS $0 $0 $0 $0 CAPITAL $172,8711 $425,641 $416,536 $416,536 TOTAL $172,871 $425,641 $416,5361 $0 $416,536 REVENUES: Vehicle Depreciation $267,962 $273,458 $274,020 $274,020 TOTAL $267,9621 $273,456 $274,020 i $0 p $274,020 PERSONNEL: Full Time 0.0 1 0.0 1 0.0 0.0 0.0 Part Time _ 0.01 0.0 1 0.0 PERFORMANCE MEASURES/SERVICE LEVELS 204 At EIIIP. d Projected Fleet txnend