Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
FY 1995 Annual Operating & Capital Budget
c r r 0 F E U L E S S Annual Operating & Capital Budget Fiscal Year 1994/95 In Memory of NICK MITCHELL July 8, 1950 - June 8, 1994 Parks Department horticulturist Nick Mitchell passed away unexpectedly on June 8, 1994. His dedication to the City of Euless and the beautification of Euless parks has been recognized by his friends and loved ones. Nick was instrumental in the success of the Euless greenhouse, the completion of the award -winning Villages of Bear Creek, Arbor Daze and many other tree -related events and activities. Nick will be missed by all who were touched by his charm, caring and compassion. CITY OFFICIALS MARY LIB SALEH, MAYOR FRANK DOUGLASS, COUNCIL MEMBER PLACE ONE TODD SMITH, 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 HENRY BOATRIGHT, COUNCIL MEMBER PLACE SIX The following individuals deserve recognition for the enthusiasm and persistence they extended to provide both a timely and quality document for the citizens of our community. Diana G. Ortiz, Cash & Debt Manager Vicki Smith, Accountant I Betty Thomas, Administrative Secretary Kelli Dickerson, Management Intern TOM HART, CITY MANAGER Joe Hennig Debra B. Forte' Assistant City Manager Director of Fiscal & Human Resources BOARDS & COMMISSIONS ANIMAL SHELTER ADVISORY V S RY BOARD a�ley, CIC Max E. Fick Dolores H Randy Byers Karen Hanvey Eldred Pruitt Dallas SPCA Warren Cox, CIVIL SERVICE COMMISSION Marland st Willie Mae McCormick Nell Hicks Dan Williams BOARD COMMUNITY ADVISORY James Gresham Teresa Walker Ruth Hight Janice Griffin Eddie Price Katie Matzke Tina Harrison Debra Kaiser Robert Bouse Donna Bonenberger Jana Elliott COMMITTEE DFW AIRPORT LITIGATION LIAISON Francis Bill Wallace RhysAnthony Pardini Larry ►-att'g ADVISORY BOARD ECONOMIC DEVELOPMENT VISOR Byers Pete Allen Alan Moffatt Gary Hill Gene Jernigan Gary Green gill Pasteur Vernon Rae John Voss • Barbara Polk liams Lefty Lynn Maloney Dan Wil John De iams ithloff Basil St. Clair EULESS DEVELOPMENT CORPORATION Sonja Adams Edward Denari Miles Pritchard Mayor Mary Lib Saleh Mayor Pro Tem Bobby Baker Councilman Charles Miller Councilman Henry Boatright HISTORICAL PRESERVATION COMMITTEE Bill Byers Diana Crawford Mazie Eden Evelyn Nimes Robert Nail Jean Whitener INDUSTRIAL DEVELOPMENT AUTHORITYWeldon Cannon r Mary Lib Saleh Bobby Bake Henry Boatright Lawrence Lubrano Todd Smith Harold D. Samuels Helen Lightbody Bob McFarland, City Attorney Counsel W. Boyd London, Jr., Advisory LIBRARY BOARD Joyce Yamamoto Betty Fuller Wesley Scott Charles McGehee William L. Kirkley Alice Ernest Russell Schoonover Charles Cade MORRISDALE AREA DRAINAGE TASK FORCE Fred Bowers Beverly Adair Edward Denari Martin V. Case, Jr. Mary Lib Saleh Kit Dunn VICES BOARD PARKS AND LEISURE SERVICES aft Eric Owdns _ W t Richard McNeese Leon Hogg Charles Behrns COMMISSION PLANNING AND ZONING Robert MOMillon Nancy Bright Joy Baldwin Billy F. Owens Carl Tyson Ronald A. Young George W. Zahn STREET NAMING COMMITTEE Ralph Williamson Frank Douglass Ray Kester ZONING BOARD OF ADJUSTMENT Hill Marland Ernest Jack Williams Martin v. Case, Jr. Jim Huneycutt David E. Massey Jeff Welch Betty Fuller Iva Nail Helen Payton Nina Winters Geri Donworth Moff Robinson Jerry Stephen O'Brien Stacey Hollinger MISCELLANEOUS APPOINTMENTS CITY HEALTH AUTHORITY NORTH OF Don R. Warren,TEXAS COUNCIL GOVERNMENTS CENTRAL TEXAS Mayor Mary Lib Saleh TARRANT AP N nIS d DISTRICT James NORTH TEXAS LIBRARY SYSTEM Alice Ern Betty Fuller TRINITYRIVER AUTHORITY ( TRA) GDUICO MMUNITY Todd Sm EDUCATION ADVISORY COUNCIL NCTCOG RE TATION COUNCIL Charles G' IONAL TRANSPOR r SUBCOMMITTEE Frank Douglass CONOMIC DUVT PMENT FOUNDATION DEVELOPMENT Bobby Baker HIGHWAY 10 Bake ADVISORYASSOCIATION VILLE D MULTICULTURAL Bobby GRAPE COUNCILIS Kyra Terral GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Euless, Texas For the Fiscal Year Beginning October 1, 1993 Executive Director The Ciovernment Finance Officers Association of the United States and Canada (CiFOA) presented an award for Distinguished 15udget Presentation to the City of Euless for its annual budget for the fiscal year beginning October 1992. 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 on=' year only. We believe our current budget continues to conform to program requirements, and we are submitting it to CiFOA to determine its eligibility toranotheraward. Recycle ... Save a tree! Printed on recycled paper. Paze No, TABLE OF CONTENTS 1994-95 Budget Title CITY OFFICIALS GFOA DISTINGUISHED BUDGET PRESENTATION AWARD Description BUDGET MESSAGE AND OVERVIEW i - v City Manager's Message Brief overview discussing goals, overall financial position and future outlook 1 2 3 4 5 6 7 8 9 Organization Chart Budget Schedule Budget Process FINANCIAL SUMMARIES AND WORKSHEETS Every Week in Euless The Cost of City Services Monthly Service Charges Where does the money come from? Where does the money go? Revenue Trends General Fund Revenue Sources General Fund Expenditure Sources Average Residential Value History & Typical Tax Bill Property Taxes 10 Average Homeowner 11 Property Tax Rates - Direct and Overlapping Excerpts from city ordinance outlining major guidelines and chronology One page listing of services provided One page comparison of monthly costs of services incurred by citizens Brief sample of charges, staffing, key fiscal' points & free City services Listing of all operational funds, with pie charts illustrating proportion of each to the total income and expenditures General Fund six year analysis Listing of revenue sources, with pie chart showing proportion of each to total revenues Listing of expenditures, with pie chart showing proportion of each to total expenditures Graph illustrating variations in property values since 1986, per Tarrant County Appraisal District, plus tax calculations for 3 categories of homes Estimated Revenues FY95 and proposed distribution Overlapping property tax liability with pie showing percentage of taxes for schools, colleges, hospitals, and county Graph showing tax history since 1985 (per $100 valuation) for schools, colleges, hospitals, and county Paae No. 12 13 Title Tax Rate and Taxable Valuation Summary of Sales Tax Revenues 14 Summary of General Fund Departmental Budgets 15 Expenditures Trends 16 One Time Expenditures 17 General Fund Actual vs. Budget 18 Water & Sewer Revenue Sources 19 Water & Sewer Expenditure Sources 20 Summary of Water & Sewer Fund Departmental Budgets 21 Expenditure Trends 22 All Other Operating Funds 23 Fund Balance Summary OPERATIONAL BUDGETS - GENERAL FUND 24 Mayor and City Council 27 City Manager's Office 29 City Secretary's Office 31 Information Services 33 Finance Administration 36 Municipal Court of Record 38 Accounting 40 Personnel 42 Purchasing 44 Police Administration 47 Police Patrol 49 Police Criminal Investigation Division 51 Police Service 53 Police Detention 55 Fire Marshal's Office 58 Fire Department Administration Description Bar graphs comparing tax rates and taxable valuation for surrounding cities Sales Tax 3 year history, plus 93-94 half cent sales tax revenue Departmental expenditures for 3 years by category General Fund Multi -Year Analysis by category Proposed FY95 expenditures Graph comparing budget,to actual expenditures and revenues for 10 years Listing of expenditures, with pie chart showing proportion of each to total expenditures Listing of expenditures, with pie.chart showing proportion of each to total expenditures Departmental expenditures for 3 years by category Water & Sewer Fund Multi -Year Analysis by category Summary of budgets for other funds, revenues and expenditures One page summary of balances for all operating funds All departmental budgets include expenditure history, department goals, program highlights and major budgetary and operational trends, in addition to actual budget amounts V' III'K(:10(' Page No. Title Description 60 Fire - Emergency Medical Service 62 Fire Suppression 64 Fire Training & Safety 66 Fire Education & Prevention 68 Administrative Services 71 Facilities Maintenance 73 City Engineer 76 Leisure Services 79 Parks 81 Swimming Pools 83 Library 85 Planning 88 Street Maintenance 90 Inspection Services 92 Environmental Health 94 Nondepartmental, General Fund 97 Betterment Fund OPERATIONAL BUDGETS, WATER & SEWER FUND 99 GIS / Utility Engineering 102 Water Billing Office 105 Meter Reading 107 Recycling 110 Engineering - Water & Sewer 113 Water Production 116 Water Distribution 118 Sewage & Treatment 120 GIS - Utility Engineering 122 Nondepartmental, Water & Sewer OPERATIONAL BUDGETS, OTHER FUNDS 125 General Obligation Debt 127 Engineering 129 Hotel/Motel Tax 131 Fleet Service 133 Fleet Service - Outside Repairs 135 Benefits & Insurance 137 Safety & Liability Insurance roc Paae No. 139 141 143 145 147 149 151 153 155 157 159 161 163 165 167 Title Risk Management, Claims & Administration Risk Management, Safety Program Vehicle & Equipment Replacement Programs & Special Events Arbor Daze Drug Enforcement Agency Drainage Utility Maintenance Drainage Utility System - Debt Cash & Debt Management Water & Sewer Debt Service Half Cent Sales Tax - Operations Half Cent Sales Tax - Parks Half Cent Sales Tax - Library Half Cent Sales Tax - Economic Development Half Cent Sales Tax - Nondepartmental CAPITAL IMPROVEMENT PROGRAM & DEBT SCHEDULES 169 Capital Improvement Projects Policy 172 Current Capital Projects 173 CIP Project & Funding Schedules 175 176 177-179 180 181 182 CIP Street and Highway Projects CIP Drainage Utility Projects CIP Funds - Budget Summary Reserve Philosophy - Phase IV Half Cent Sales Tax Budget Summary Explanation of Proceeds DEBT SCHEDULES - GENERAL OBLIGATION 183 Annual. Debt Service 184 Composition of Debt Service 185 GO Refunding Bonds, Series 1985-A 186 GO Bonds, Series 1986 Description Statement of purpose, scope , responsibility and types of plans, guidelines for classifying projects, definitions and procedures for capital improvement projects Brief description of various capital improvement funds Itemized list of CIP projects and funding details for each Itemized list of projects Itemized list of projects Fund Summaries for Funds 08, 26, and 39 Revenue Bond Analysis CIP Fund for Half Cent Sales Tax Half Cent Sales Tax Collections and Bond Proceeds Graph summarizing total annual debt service requirements Graph summarizing debt service requirements Debt Service Schedules Debt Service Schedules A\MIPRO\TOC Paae No. 187 188 189 190 191 192 193 194 195 196 197 198 199 200 201 202 211 Title GO Bonds, Series 1988 Certificates of Obligation, Series 1989 Certificates of Obligation, Series 1990 Public Property Finance Contractual Obligations, Series 1992 GO Refunding Bonds, Series 1993 DEBT SCHEDULES - REVENUE BONDS Composition of Debt Service - Water & Sewer W&S System Revenue Bonds, Series 1965 W&S System Revenue Refunding Bonds, Series 1967 Waterworks & Sewer System Revenue Refunding Bonds, Series 1991 Trinity River Authority of Texas Revenue Bonds, Series 1969-C Description Debt Service Schedules Debt Service Schedules Debt Service Schedules Debt Service Schedules Debt Service Schedules Graph summarizing debt service requirements Debt Service Schedules Debt Service Schedules Debt Service Schedules Debt Service Schedules Composition of Debt Service - Drainage Graph summarizing debt service requirements Utility Bonds Municipal Drainage Utility System Debt Service Schedules Revenue Bonds, Series 1991 Sales Tax Revenue Bonds, Series 1994 Debt Service Schedules PERSONNEL SUMMARIES Personnel Counts Personnel Counts by Fund FY94-95 Personnel Counts by Department Personnel Turnover and Personnel Activity Summary APPENDIX 214 Basis of Accounting 215 Fund Relationships 217 Glossary of Terms 219 Budget Ordinance Personnel statistics by departments and funds; part time employees; longevity and turnover statistics Full Time and Part Time Brief description funds, their purpose and relationship to other funds Ordinance whereby City Council adopts the budget recommended by staff A, IPRO\TOc Paae No. Title Description 221 Tax Roll Ordinance Ordinance whereby City Council adopts the tax roll and appraised values presented by the Tax Assessor -Collector 223 Tax Rate Ordinance Ordinance whereby City Council sets the property tax rate for the fiscal year 225 Water & Sewer Rate Ordinance Ordinance whereby City Council sets rates for water miscellaneous charges and monthly rates for water and sewer for the fiscal year 226 Effective Tax Rate Worksheet Calculation of effective tax rate 228 General Fund Per Capita Revenue One page synopsis of revenue and expenditures per capita, 1986 to 1995 229 Fleet Replacement Fund Graph summarizing 5 year history of revenues, capital expenditures and balance 230 Fleet - Estimated Unit Replacements Items to be replaced or added to fleet 231 Explanation of Expenditure Line Items Excerpt from Chart of Accounts INDEX \MIPRO\TOO BUDGET MESSAGE & OVERVIEW CITY OF EULESS 201 NORTH ECTOR DRIVE EULESS, TEXAS 76039 THE CITY OF EULESS September 13, 1994 Honorable Mayor Mary Lib Saleh City Council: Frank Douglass, Place One Todd Smith, Place Two Bobby Baker, Place Three & Mayor Pro Tem Charles Miller, Place Four Glenn Walker, Place Five Henry Boatright, Place Six INTRODUCTION The Fiscal Year 94-95 Budget is submitted for your review. After considerable analysis, discussion, and deliberation, I submit to you a balanced budget for the upcoming budget year. After many reductions in costs while trying to maintain our current level of services to our citizens at a quality level, I am pleased to submit to you this document of revenues and expenditures, which I believe to be a most prudent and fiscally responsible document. I feel this document expresses the fiscal restraints we have, and how we addressed City Council concerns and desires to the best of our ability. Invest in the City's human resources Respond to citizens concerns Provide leadership to implement community vision Recognize individual dignity and worth Investigate ways to improve health care systems Operate government efficiently and effectively Strengthen our special character and the livability of Euless by: Recruiting and maintaining business Shaping and managing growth Preserving natural areas Providing public safety Supporting recreational opportunities Encourage economic development by: Protecting our environment Developing responsive departments to ease transition phase for businesses Fostering improvement with state highways 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 • Metro 817/267-4403 • FAX 817/685-1416 1 BUDGET ASSUMPTIONS - Maintenance of the same structure and approach used in the prior year - Maintenance of compatibility with council goals and program consistently - Fixed asset maintenance and a commitment to maintain and protect City investments Quality personnel compensation with a commitment to pay competitive salaries - Productivity improvements with a commitment to cross train and utilize personnel in a multi -tasked environment BUDGET HIGHLIGHTS - A $.003 decrease in the property tax rate. The tax rate for the current budget is $.618617 per $100 assessed valuation, the proposed FY95 rate is $.616 per $100 assessed valuation. - No increase in water & sewer rates or other city fees. - A 4% average increase in salaries for employees to retain a motivated, quality work force. - No cuts in programs or services for citizens. Overall, we have had a reasonably good year fiscally, starting the year balanced with no budgeted deficit helped. Once again our directors have done a superb job of maintaining very tight budgets. BUDGET IN BRIEF General Fund Expenditures Capital costs within the general hind have remained relatively constant during (he same lime hams varying between 1% and 2% of the total general fund budget. 1990 Personnel costs have grown from 66% of total general, fund expXpenditures Ina n FY910 to 76% in FY95-an increase of 10% in six years. 1991 Operating oasts have dearaaaodhom 34%offund experdtves in FYDO to 23%nt FY95, a 796decrease. {Ntbthe kvel of services has increased, the sty, operafegcosts have returned to bebwfhe 9O7 levelof30% The Ctyhas managed to cortaineMreduceopesatig costs !Mite largest pad afthefotalbcdgel. 1992 1993 Year 1994 Bud. 1995 Prop. YEAR PERSONNEL OPERATING CAPITAL 1990 $7,329,B61 $3,772,313 $65,721 1991 $7,778,367 $2,245,631 $119,970 1992 $0,101,434 $1,993,262 $141,500 1993 $0,546,018 $2,131,925 $126,579 19946ud. $9,356,979 $2,698,948 1246,286 1995Prop.. $9,713,020 $2,083,247 $200,940 0 PERSONNEL OPERATING to CAPITAL is consistent with the percentage increase in revenues FY95 for non -recurring expenditures. FY95 General Fund The General Fund revenues are proposed at $12,870,040 and the expenses at $12,797,223 for a net of $72,817. Revenues for the coming fiscal year are projected at a 3.5% increase due to the utilization of prior year receipts, which technically is a fund balance draw down, an increase in sales taxes, franchise fees, and building permitting revenue. After review of the General Fund for next year, you will find that overall the expenditures have increased by $495,010 or 4%, which will fund the salary package for employees and street and maintenance as well as some one-time expenditures. This since fund balance drawdown will be used in ii Water & Sewer Fund Expenditures Charges account for an average of 68% of total budgeted expenditures. Afbrpeaking in FY93 at 75%, btal charges have begun — to decline, and constitute only 64% of the proposed FY95 budget Overall, charges have increased slig 14 Uy overthe sr( year 0 orating and caprft casts have varied over Me six year period with an overal increase of 87%. A majority of the increase in FY95 is attributed to one -lure capital expenditures. YEAR 1990 1991 1992 1003 1994 Bud 1925 Prop. O OPERATlONS)C5PITAL ❑ CHARGES Transfers to other funds within the water& sewer fund have varied between 19% and 25% of the total fund budget. Overall, lansfes have decreased by 6% since FY90. 1932 193) Year OPERA11p18re1131TAL AB B twws?Efs $1,510,205 $5,315,017 $889,227 $1,277,885 $5,421,667 $1,139,889 $1,130,939 $6,697,472 $987,,405 $1,062,642 $6,180,021 $1,049,029 $1,926,950 $5,839,998 $1,838,376 92,079,368 $5,978,374 $1,322,305 ■ TRANSFERS 19)4 a,a 1435 Rcp capital improvements to the Water & Sewer infrastructure of $455 OTHER FUNDS FY95 Water & Sewer Fund — The present budget calls for $9,391,500 in revenues and $9,380,047 in expenses for a positive net operating revenue of $11,453. As you will see, expenditures have been held in line. FY95 budgeted expenditures are a 2.3% decrease from FY94 due to a reduction in the estimated rebate from the Trinity River Authority for the year. Again, the problem in this fund is the need to take a conservative approach to water sales based on the last several years. However, there are non -recurring expenditures which are funded with prior year receipts as in the General Fund. Again, no increase in the water or sewer rate is proposed. Cash funding of 000 is also included. To summarize the other operating funds, I have attempted to operate the Health/Benefits as wellas the Worker's Compensation with no increased cost to the City. Fleet Services and Hotel/Motel and other miscellaneous funds are also baseline budgets. The Capital Improvements Program has been updated, with limited additional projects. However, I am preparing a proposed certificate of obligation program for our street and Texas Department of Transportation matching funds for street improvements. OUTSIDE FUNDING SOURCES It is important to recognize that two departments, Community Services and Recycling, are beneficiaries of grant funding for new programs through the North Central Texas Council of Governments (NCTCOG). Because of these initiatives, the quality of city services will improve without an increase in overall costs. Euless park walking/biking trails will be linked with other metroplex cities on a trail system funded by the state with pass-thru funds from the State through the NCTCOG. Apartment recycling services will be upgraded and an information campaign on oil and household hazardous waste disposal will be launched with funds from the State through the NCTCOG as well. iii SPECIAL EVENTS Arbor Daze was a great success this year financially and for the community. The event also incorporated assistance from every department and volunteers from the community and City. Congratulations to the Parks & Leisure staff and the Arbor Daze committee on a job well done. ECONOMIC DEVELOPMENT: What the future brings... The Alliance Airport is considered the single most important &rowth factor in Tarrant County for the next 20 years, according to leading economist Ray Perryman Ph.D. The airport is the only airport dedicated exclusively to industrial operations. The airport is expected to employ approximately 25,000 by the year 2000 and an additional 34,000 jobs by the year 2010. The Ramada Inn recently reopened after a $1.5 million renovation. The hotel features 150 rooms, a full -service restaurant and lounge and meeting facilities. The hotel employs approximately 75 people. Also a 66,000 square foot medical building has recently been completed and houses a state-of-the-art physical rehabilitation clinic as well as other physician and medical -related offices. A 120-bed convalescent home is under construction near the hospital district. The opening of northern extensions of Highway 360 has provided the first access to acres of previously undeveloped land, potential site for super "upscale -fashion" mall. This opening will provide commuters currently using International Parkway through Dallas/Ft. Worth Airport with an alternate route. Also in the works is the redevelopment of Highway 10 which enhanced the City's commercial corridor, the gateway to the City's business parks. PERFORMANCE MEASURES PROJECT Over the last few months, the City Manager's office and the department of Fiscal & Human Resources have been refining our current performance measurement system. This project's goal is to improve the accountability and reveal the productivity of departments in terms of efficiency and effectiveness measures. While current workload measures are the basis for this improved system, new measures will be added in the final budget document. However, this is an ongoing process which will continue to receive consideration and refinement. 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 for all funds plus departmental budgets. The first section, "Financial Summaries", starts with a global look at the city services provided with the resources available. The financial elements are summarized by fund with a focus on the largest revenue sources (ad valorem iv taxes, sales taxes, etc.) and expenditures categorized by departments. The following section "Operational Budgets", provides a detailed look at activities within their departments and their program objectives, as well as expenditure, personnel and workload data. The final sections are dedicated to providing detail on debt issues, capital improvements and personnel levels. All methods and explanations concerning revenue assumptions tan be found in the City's Revenue Manual, printed under separate cover. Generally, past experience, trending techniques, and economic forecasting modules are all combined to provide the most accurate estimates possible. As always, please call with your comments. Respectfully submitted, Tom Hart, City Manager v T H E BOB McFARLAND City Attorney GARY McKAMIE Police Chief CITY OF r Patrol Crim. Invest. Civil Defense Jai l Records Communications ASS SUSAN CRIM City Secretary Data Processing GIS / TOM COX Dir of Admin Srvc & Eco Development Econ. Dev. Fleet Srvcs. Facilities Telecomm. Special Projects Information Services RANDY BYERS Dir of Public Works & Development Streets Drainage Water/Waste Water Str. Sweeping Code Enf. Environ. Hlth. Animal Control Planning Building Insp. 1 Citizens ' Mayor and Council 7 TOM HART City Manager JOE HENNIG Assistant City Manager RICK HEROLD Dir of Community Services Parks Leisure Srvcs. Library Beautif.ication Green House ( Boards and Commissions MODESTO MUNDO Assistant to City Manager PAUL KRUCKEMEYER City Engineer .r Engineering Construction Inspection Development Review CIP Management Traffic Safety Safety Programs City Manager / \ GEORGE BORING City Judge Mgmt. Srvcs. Public Info. Agenda Franchises Recycling DEBRA FORTE Dir of Fiscal & Human Resources Accounting Utility Billing Budget Mun. Court Personnel Health/Benefits Cash/Debt Mngmt. Purchasing Risk Management Dat e Municipal Court of Record LEE KOONTZ Fire Chief Suppression Ambulance Fire Education Fire Prevention Fire Marshal 749 /911-- d DATE March 29 April 13 May 1 May 15 May 18 May 23 May 18 to June 8 June 1 June 13 June 15-21 •June. 23 June 30 July 1 to 22 July 25 July 29 August 1 (per City Charter) August 9 August 12-14 August 13 August 23 August 23 August 23 August 28 September 13 September 27 CITY OF EULESS PROPOSED 1994-95 BUDGET SCHEDULE RESPONSIBILITY F & HR All Managers & Directors Directors TAD Managers & F&HR CMO, Directors F & HR CMO, Ins. Mgr., Directors CMO, Ins. Mgr., Directors ACM, F&HR, Directors CC, CMO, Directors F&HR and CMO CMO TAD CMO F&HR CC CC, CMO, F&HR City Secretary CC CC, CMO, F&HR CC F&HR & CMO CC CC ACTION Work Session Audit and Fiscal Policies Budget Kickoff - 10:00 AM, Building A • Pay Plan Recommendation to City Manager Receive Preliminary Tax Roll from TAD Budgets with all attachments should be returned to F&HR Department Pay Plan Finalization 2:00 PM Initial data entry and audit - Finance Insurance Recommendations & Discussion Insurance Finalization 2:00 PM Budget Review & Update, presentation and discussion Pre -Budget Work Session on Capital & Supplemental Status Report - CM City Manager Receipt of final tax roll CMO final review and amendments Print/Bind CMO Prelim. Budget/Distribute to CC Set date for public hearing Work Session - Budget Retreat Publish Notice of Public Hearing Hold public hearing on propposed budget. CMO submits budget to City Council. Copies to Library and City Secretary for public review First reading & adoption of budget ordinance Publish effective tax rate Adoption of tax roll & tax rate ordinances Last meeting in 1993 FY vii 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. viii FY95 BUDGET PROCESS CPC O E I MARCH ( APRIL MAY JUNE • JULY;;AUGUST{ s<z$ERTEM,$ER -Work Session -Audit 8 Fiscal Polices -Work Session -Water 8 Sewer -CIP Budget Presentation Mid -year Review of Current Year Budget -Budget Kickoff -Work Session -Water 8 Sewer Rate Study -Budgets with all attachments should be returned to the F & HR dept. -Initial Data Entry and Audit -Initial data entry and ausit -Pre-budget Work Session -Budget Review 8 Update, Presentation 8 Discussion -Status Report -City Manager -City Manager Work Sessions -City Manager Work Sessions -Receipt of Final Tax Roll -City Manager Final Review and Amendments -Print, bind 8 distribute City Mangefs Preliminary Budget to City Council for Review -Call a Public Hearing on Propsosed Budget -City Manager submits budget to City Council (Copies available to publice for review in library) -Public Hearings 8 First reading of Budget Ordinance 8 Adoptin of Budget Ordinance -Publish effective tax rate -Adoption of Tax Roll 8 Tas Rate Ordinances -Second reading of Budget Ordinances -Publish Public Notice of Budget -Last Council meeting in FY94 Execution Execution Execution Execution Execution Preparation Legislative Consideration Execution udit &Evaluation Recycle , , . Save a tree! Printed on recycled paper. FINANCIAL SUMMARIES WORKSHES E ERY WEEK 1 E LESS We Pr.ve Y.0 t ese servces File 412 cases in Municipal Court Handle 78 appeal cases Hold 41 arraignments Issue 55 arrest warrants Issue 327 traffic safety citations Make 141 arrests Process 221 offenses Clear 35 judicial cases �( Recover $16,246 in stolen property Respond to 1716 calls for police service Respond to 17 accidents Incarcerate 60 prisoners Conduct 36 fire safety inspections Respond to 26 emergency medical calls Maintain 22 fire hydrants Respond to 39 fire calls Distribute 3330 informational pieces on fire prevention Conduct 4 fire prevention classes to an average 139 people Service 1961 users of the Midway Recreation Center Maintain an average of 8 acres of park land Check out 3784 library materials Answer 392 library reference questions Overlay 8824 square feet of asphalt Repair 98 potholes Lay 49 line feet of curb and gutter Make 14 street signs Conduct 349 minimum housing inspections Perform 31 plan reviews for building code compliance Perform 59 building inspections Pick up 28 animals Process 4 animal adoptions, and return 5 animals to owners Conduct 17 food service and 8 pool inspections Respond to 153 water service calls Read 2902 meters Produce 7,019,231 gallons of water Install 98 feet of water line Clean 16.666 line feet of sewer line -1- The Cost of City services Based on an average home value of *$58,642 each household will pay $361 in city taxes for the year or $30 per month, to support these city services: ■ ■ ■ ■ ■ ■ ■ 24 hour Police protection 24 hour Fire protection 24 hour Ambulance service Maintenance of all public streets & street lighting Library facility and services which circulates books, video & audio tapes Park facilities including softball fields and walking trails Recreational facilities & activities including a gym & walking track Animal Control services Environmental Health services including restaurant inspections Building Inspections & permitting services Code Enforcemen ervices ■ In comparison, the cost of Cable TV with basic service and HBO is ove $36 per month. $58, 642=$73, 303-14, 660 or ($73,303 x 20%) $361/year=$58,642 x .616/100 $30/mth.=$361/12 *Average home value includes Homestead Exemption. -2- Monthly Service Charges WATER $7.00 + 2.23 ($1.65-TRA +.58-city cost) per 1,000 gals. Operating Budget Tax Rate DRAINAGE $1.50 SEWER $5.20+90% of metered water usage at $1.39 per 1,000 gals. TRASH $6.44 ($6.00 + .44 tax) ® ■ ■ ■ , ® ■ Staffing Trends RECYCLING $1.70 per home $.90 per apt. unit $.85 for Seniors Fiscal Year 94-95 93-94 92-93 91-92 90-91 Key Fiscal Points FY95 $12,797,223 .616 per $100 Debt-.161562 M&O-.454438 Taxable Valuation $970,248,082 Debt Rating Euless City Ha G.O: Al Moody's Revenue -A Moody's EU TA FY94 % Inc./Dec. $12,462,598 +2.7% .618617 per$100 -.4% Debt-.160521 M&O-.458096 $965,322,639 +.5% G.O.-A+ Standard & Poor's Revenue -A Standard & Poor's Free City Services Library Membership Library Storytime for Children Adult Education Programs Phone Book Recycling Recycling Information Programs Mayor's Newsletter Fire Prevention & Education Programs Gang Prevention & Education Programs Arbor Daze, Christmas, & Fall Music Festivals ® ■ Budgeted 271 275 266 256 253 FY93 $11,094,867 .5985 per $100 Debt-.156829 M&O-.441735 $994,733,766 -3- Where Does The Money Come From? By Fund FY 93-94I (2.0%) Risk/Worker's Comp. (32.1%) General Fund 114q.�$% G.O. Debt (3.3%) Insurance Fund Citywide Revenues Water/Sewer Fund Risk/Workers Comp. General Fund G.O. Debt Insurance Fund •*Other Funds Total Revenues: FY 94-95I (2.1 %) Rislt/Worker s Comp. ° (24.9%) Water/Sewer Fund (30.5 b) Water/Sewer Fund (41.8%) General Fund (33.4%) **Other Funds "See Breakdown of the Other Funds in the Chart Below l FY93-94 FY94-95 $9,638,000 $9,391,500 $758,769 $656,838 $12,431,894 $12,870,040 $1,678,320 $1,682,071 $1,271,737 $1,218,340 $12,954,716 $4,948,674 $38,733,436 $30,767,463 **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 Where Does The Money Go? By F and 1 FY 93-94 1 (2.4%) Risk/Worker's Comp. (41.7%) General Fund Citywide Expenditures FY93-94 Water/Sewer Fund Risk/Worker's Comp. General Fund G.O. Debt Insurance Fund **Other Funds Total Expenditures: (32.6%) Water/Sewer Fund (13.9%) *`Other Funds (5.7%) G . (3.8% InsDeurabntce Fund (16.1%) **Other Funds (5.5db) G O. Debtnce Fund FY 93-94 FY 94-95 $47,981 $49;517 $154,200 $245,000 $254,800 $204,000 $417,000 $317,096 $367,735 $282,961 $315,700 $673,000 $480,000 $522,000 $961,300 $465,000 $545,000 $559,100 $9,411,000 $1,631,000 FY 9A-95 (1.7%) RisklWorker's Comp. (33.0%) General Fund ((4. �%) G.O. Dept (2.9%) Insurance and "See Breakdown of Other Funds in the Chart Below FY 94-95 *"Other Funds: $9,605,324 $9,380,047 $694,835 $656,130 $12,302,213 $12,797,223 $1,665,320 $1,652,071 $1,109,543 $1,114,360 $4,091,568 $13,151,670 $29,468,803 $38,751,501 • Bond proceeds of $8,000,000 were received in September, 1994. 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 (24.2%) Water/Sewer Fund (33.9%) *Other Funds FY 93-94 FY 94-95 $47,981 $127,519 $156,872 $529,286 $366,702 $300,010 $467,895 $132,702 $536,601 $1,426,000 $49,517 $160,227 $202,913 $522,921 $245,700 $654,719 $521,816 $85,310 $539,247 $10,169,300 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 "Otherfunds"reflects capital improvement projects for our 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 FY95. -4- Rev enu es In C O 3 Revenue Trends General Fund Multi Year Analysis 14 12 10 8 6 4 2 0 FY 1990 REVEML SOURt^ur ... Property Taxes Franchise Fees Sales & Use Taxes Fines & Fees Licenses & Permits Interest Income Int'govern./Misc. TOTAL FY 1991 FY 1992 o Property Taxes ® Franchise Fees - Licenses & Permits o Interest Income Property Taxes Franchise Fees Sales & Uses Taxes Fines & Fees Licenses & Permits Interest Income Int'govern./Misc. TOTAL ACTUAL. ACTUAL ACTUAL. 1990 $3,796,104 $4,152,043 $4,466,123 $1,197,143 $1,319,112 $1,386,823 $2, 025, 776 $2,121, 977 $2,183, 248 $1,158,986 $971,875 $1,291,629 $290,944 $237,400 $210,525 $414,295 $401,257 $203,343 $589,535 $485,002 $356,428 $9, 472, 783 FY 1993 Sales & Use Taxes ® Intgovern./Misc. Actu"ai FY,1993, ,. $4 402, 245 $2,127, 777 $2, 759, 099 $1, 052,103 $372,503 $152,815 $669,811 $9,688,666 $10,098,119 $11,536,352 Revenue Source - Percentage of General Fund Revenues 40% 43% 44% 38% 36% 13% 14% 14% 21% 22% 22% 12% 10% 13% 3% 2% 2% 4% 4% 2% 6% 5% 4% 100.00% 100.00% 100.00% 18% 18% 24% 23% 9% 3% 1% 6% 100.00% 9% 3% 2% 9% 100.00% FY 1994 Efg Fines & Fees Revised PROPOSED FY1994FY1995 $4,415,441 $4,428,831 $2,299,736 $2, 372, 863 $2,849,600 $2,858,000 $1,137,500 $1,167,500 $400,500 $400,500 $220,000 $220,000 $1,109,117 $1,422,346 $12,431,894 $12,870,040 34.41% 18.44% 22.21 % 9.07% 3.11% 1.71% 11.05% 100.00% FY 1995 Avg Annual % Diff 2.8% 16.4% 6.8% 0.1% 6.3% -7.8% 23.5% 6.0% .,Average: 39.21% 15.89% 22.33% 10.40% 2.86% 2.56% 6.76% 100.00% The graph and chart above depicts the six 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 also indicates what percentage of the total revenue stream a source constitutes. Currently, Property fax revenues are approximately 40% of the total revenue stream, making this the largest revenue source in the General Fund. Sales Tax revenues make up the second highest source at 22% of total revenues. Franchise Fees are currently the third largest source at 16%. The remaining revenue sources range from 2.6% to approximately 11% of the total revenue stream. This trend indicates that these sources will continue to diversify the revenue stream and the General Fund will not be dependent upon one revenue source. -5- $2,858,000 (22.3%) $2,372,863 (18.5%) Miscellaneous Includes Charges for Service Gelreiiral Fled" Property Taxes Prior Year Taxes Penalties & Interest Sales Tax Mixed Drink Tax Bingo Tax TU Electric Lone Star Gas Southwestern Bell City Garbage Recycling Franchise Fee Storer Cable Water & Sewer Franchise Tax Swimming Pools Municipal Court Library Fees Ambulance Fees Jail Revenue Electric & Plumbing Licenses Other Permits Grapevine Contract Fire Permits Health Permits Minimum Housing Alcohol Permits Street Inspections Zoning & Platting Fees Sale of Maps, Codes & Reports Dog Licenses & Pound Fees Building Permits Peddlers Permits Interest Income Miscellaneous Concessions Rental Income Tower Lease Revenue Grants Wrecker Contract Betterment Contributions Transfers Use of Prior Year Receipts TOTAL Revenues General Fund Revenue Sources $4,428,831 (34.5%) ''''"dea4 $344,392 (2.7%) '_ $1,077,954 (8.4%) 1 "", ; $1,130,000(8.8%) $220,000 (1.7%) Actual 93 $4,320,807 $46,099 $35,339 $2,713,462 $44,172 $1,466 $1,005,187 $135,943 $279,120 $67,336 $9,720 $155,446 $475,025 $18,761 $810,615 $14,601 $143,408 $83,478 $26,696 $49,187 $31,480 $12,204 $27,710 $59,859 $4,320 $10,620 $9,358 $11,865 $7,139 $121,555 $510 $152,815 $25,408 $190 $7,701 $10,400 $30,317 $3,940 $25,856 $547,239 $0 $11,536,352 Budget FY 94 $4,355,441 $115,000 $50,000 $2,675,000 $42,000 $720 $1,150,000 $140,000 $286,000 $68,000 $12,000 $158,000 $449,470 $18, 000 $1,006,700 $15, 000 $150,000 $80,000 $20,000 $50,000 $26,000 $12,000 $24,000 $65,000 $4,000 $0 $6,000 $8,000 $9,500 $90,000 $500 $220,000 $25,000 $0 $0 $9,600 $218,188 $3,000 $26,000 $592,329 $287,150 $12,467,598 =3 Property Taxes Sales & Uses Taxes Franchise Fees Noss Interest Income N -si Fines & Fees Licenses & Permits ® Transfers In Ezei Miscellaneous CY Revised Proposed *FY'94 Budget FY 95 $4,355,441 $4,368,831 $30,000 $30,000 $30,000 $2,800,000 $45,000 $4,600 $1,182, 324 $135,000 $304,725 $68,000 $12,000 $156,000 $441,337 $19,000 $860,000 $15, 000 $160,000 $65,000 $28,000 $50,000 $32,000 $16,000 $27,000 $65,000 $4,000 $6,000 $12,000 $11,000 $9,000 $140,000 $500 $220,000 $21,033 $0 $7,000 $10,400 $218,188 $4,000 $26,000 $516,696 $287,150 $12,431,894 $30,000 $2,812,000 $46,000 $0 $1,212,000 $140,000 $331,000 $68,000 $12,000 $160,000 $449,863 $19,000 $885,000 $15, 000 $160,000 $70,000 $28,000 $50,000 $32,000 $16,000 $27,000 $65,000 $4,000 $6,000 $12,000 $11,000 $9,000 $140,000 $500 $220,000 $20,000 $0 $7,000 $19,200 $249,192 $4,000 $26,000 $523,954 $554,000 $12,870,040 Amt bif. ,% Diff:` '"FY94-FY95 "FY94 - FY95 • $13,390 0% $0 0% $0 0% $12,000 0% $1,000 2% ($4,600) -100% $29,676 3% $5,000 4% $26,275 9% $0 0% $0 0% $4,000 3% $8,526 2% $0 0% $25,000 3% $0 0% $0 0% $5,000 8% $0 0% $0 0% $0 0% $0 0% $0 0% $0 0% $0 0% $0 0% $0 0% $0 0% $0 0% $0 0% $0 0% $0 0% ($1,033) -5% $0 0% $0 0% $8,800 85% $31,004 14% $0 0% $0 0% $7,258 1% $266,850 93% $438,146 4% • 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 collected. Revenues have remained constant, with the exception of grant revenues which has increased. -6- �686,435 (21.0%) e �������n U Fund ���a� "�n Expenditure Sources $4,309V052(33.7%) m:- $482.70e(3.8%) nsN�U ||yi $1/05,e94(11.2%} $740,832(5.8%) wmx�Administration uPolice Protection mmm� Fire Protection Administrative Services wmPublic Works &Development City Engineer mMCommunity Services Betterment Fund | � Fiscal & Human Resources eso�Non'Oopurtmonto| Administration $197,121 s207.030 $202.059 $150.572 ($40.087) '23Y& City Secretary $110.172 $130.485 $130.485 $135.000 ($819) 496 O�oPmoo��ng �3Q.743 $44.514 $44.514 $158.295 $113.781 250Y6 ' 479`° �«s^8W18J�8��� �27o8 .�5o�.i��m����096 Fi/a`ce `,-min./Rudget 005''�` ---,$85.D7D-`---'87.Onn -'~`� -.O1n 2- MunicipoCourt $270118 $419,657 $380,657 $302808 ($20780) -7% Accounting $101.819 $95.482 $95.482 $95.998 '. $510 1% Personnel $132.127 $108.489 $107.489 $102.557 ($4.932) '396 Purchasing 61�1$661�01.023 �04.115 .115 �32.323 1792 '5UY6 ' x� ` �--- BOX Police Administration $288.197 $291,341 $270.290 $220.901 ($58.335) ---21% Police Patrol $1718,211 $1.091.305 $1.987,275 $2,109,828 $122,553 0%� Police CID $559.471 $505.780 $514.023 $590.020 $70.003 15% Police Service $700.015 s080.107 $908.542 $1,014.050 $105.508 12% Police Detention $319.133 $372.093 $354.580 $373.587 $19.027 5% |_��|�� O28������4��1.528�� �� U52����� �0.�.�������96 Fire Marshall -' - '-'-' n7.74� --'�12O.340-'o117.sn0 --�1�4.n5�- -' ��255 ----'/6% Fire Administration $180,685 $226.724 $225.335 $203,461 ($21.874) 40% Fire EMS $429.022 $449142 $442842 $518,389 $75547 17% Fire Suppression $1.020/657 $1.052/632 $1.045.082 $1.707.023 $121.341 796 FiroTnainingXSofety $0.728 $13.118 $12.598 $8.337 ($4.201) '3496 FimEducetion/PmvonUon $52.955 $59.101 $59.100 $04.374 $5.208 99& ���/�Ph�.�� 78A�'J�;�2��1'1������825��� ����nu3�7$'' �������7�, Admini��UveGew�oo-�------ -�$x7.515 '' $03.985 -''$u3.225 ---$Q3.7O4 -' $479 ---'--1% F400 $300.700 $3OO7O0 �373037 7.000) '4% �"': muUn ' 011`��`����e*484/501',:�� 8�931 ' Planning &Development $100.046 $104.971 $104,971 $107,472 $2,501 Inspection Services $221.979 Environmental Health $180.038 Street Maintenance $487.759 ^: Total -Public Works &Qiivlop.:$996,721 City Engineer $44.857 Total -City Engineer ' $44.857 Leisure Services $20 .093 Parks $072.318 Swimming Pools $58.021 Library $404.108 Total -Community Services $1.397'000 Non -Departmental $885.881 Betterment $10.275 Total Expenditures $10.805'322 $283091 $280.731 $109.100 ($111.031) $205.024 $205.024 $204.533 ($1.091) $501,640 $501,640 $575080 $14,334 $55057 $55.057 $56307 $1,250 $304871 $302371 $293180 ($9.191) -3% $722.727 $722727 $075.203 ($47.404) '7% $82.530 $73.830 $74.030 $200 0Y6 $445.154 $445.154 $440.000 $1.842 0% $1.270.245 $1.274.745 $1.435.994 $101.249 $20000 $20000 $72000 $40.000 177% The above graph shows the disbursement of the budgeted expenditures by department, as well aothe percentage of each departments budget with respect tothe total expenditures /nthe General Fund. The chart details, bydepartment, expenditures for the past, current, and upcoming fiscal years. ftalso identifies the monata/ychange and the percent change for the expenditures within each department. -7- Average Value Dollars (In Hundreds) 800 600 400 200 0 76 - 74 - 72 70 68 - AVERAGE HOME VALUE FISCAL AVERAGE YEAR I DMEVAWE 1986 $71,933 1987 $73,751 1988 $68,080 198.9 $68,161 1990 $71,5t3 1991 $72,275 1992 $71,093 1993 $71,156 1994 $73,303 66 _..__._i. 1986 1987 1988 1989 1990 1991 1992 1993 1994 YEAR These values are computed by the Tarrant County Appraisal District based on annual valuation of property as of July, 1994. After the drop in valuation in 1988 and 1989, property values have continued to increase. We have basically recovered to the 1987 level. TYPICAL TAX BILL CHANGE IN LIABILITY FOR FY95 Homes valued slightly above or under $100,000 Homes valued slightly above or under $70,000 Homes valued slightly above or under $30,000 Category A Category B Category C C= Tax Liability FY93 ri Tax Liability FY94 ® Tax Liability FY95 Cateaory A Cateaory B Category C Tax Liability FY93 $179.57 $418.99 $598.56 Tax Liability FY94 $185.59 $433.03 $618.62 Tax Liability FY95 $184.80 $431.20 $616.00 A decrease of $0.79 $1.83 $2.62 in FY95 tax liability. Approximated Euless property values only. CATEGORY VALUES DO NOT INCLUDE EXEMPTIONS. Figures based on 1994 property values. —8— PROPERTY TAXES Estimated Revenues FY95 Adj. Net Taxable Value Assessed Tax Rate per $100 Valuation Estimated Tax Levy Est. Percent of Collection Estimated Collections Cents Per $100 Valuation $991,613,703 0.616 $6,108,340 97.75% $5,970,903 Proposed Fund Distribution General Fund Operating & Maintenance Debt Service TOTAL 0.8 4 0.6 0.4 0.2 Rate 0.454438 0.161562 0.616000 1.9% Increase from FY94 -0.4% Decrease from FY94 1.5% Increase from FY94 2% Increase from FY94 Percent $Amount 73.77% $4,368,832 26.23% $1,602,071 100.00% $5,970,903 Ten Year Breakdown of Tax Rate 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 Fiscal Year Fiscal Year 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 Operating & Interest & Maintenance Funds Sinking Funds 0.330 0.110 0.330 0.305 0.320 0.320 0.347 0.385380 0.424880 0.441735 0.458096 0.454438 0.110 0.115 0.120 0.140 0.140500 0.155470 0.143720 0.156829 0.160521 0.161562 The interest & sinking portion of the tax rate has increased 47% in the past 10 years, while the operat- ing & maintenance portion of the tax rate has increased • 38% during the same period. The tax rate ratio funding operations and interest & sinking has averaged 73% and 27%, respectively, from FY85 to FY95. E'r] Operating Funds I= Interest & Sinking Funds Total Tax Rate 0.440 0.440 0.420 0.440 0.460 0.487500 0.540850 0.568600 0.598564 0.618617 0.616 -9- ver ge Ho eowner Overlapping Property Tax Liability HEB ISD 56.4% $1.535 '4\r kk0 49, �{1.'�N��M��{F��I •�\+q�yl{ipk�iii Historically, the City of Euless' portion of this tax liability has continued to decline. 771, Jr. College 2.1% $.05651 Euless 22.6% $.616 Hospital 9.0% $ . 24464 County 10.0% $.27187 This information is utilized to determine the total tax liability of the average homeowner in the City of Euless. The total overlapping debt for our citizens is $2.72 for the 1994 tax year, with the city's share at just under one fourth of the combined total. The amount of the average residential tax assessed valuation is estimated at $73,303. Based on this average value, the total overlapping tax liability for 1994 is $1,993. -10- N d d 1.5 c CD 4-I X lCO 0.5 0 PROPERTY TAXES Direct & Overlapping Per $100 Valuation / 0/ 07 07 4/ 4/ 4/ 0( d 1985 1986 1987 1988 1989 1990 1991 Fiscal Year Fiscal Year 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 % Change 1986 1987 1988 1989 1990 1991 1992 1993 1994 1992 1993 1994 © Jr. College ® Hospital a County in City ® School Historical Property Tax Rates -Direct & Overlapping Jr College Hospital County IGity School 0.031 0.104 0.125 0.44 0.74 0.03165 0.09634 0.09866 0.44 0.82 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 Jr. College ... Hospital 2% -7% -0% 15% 0% 0% -0% 20% 5% 15% 5% 16% 11% 16% 14% 11% 6% 6% Nine Year Change Jr. College 1985-1994 51% County ' City -21% 0% 19% 0% 33% 16% 8% 21% 17% -2 % Hospital County 133% 118% -5% 5% 5% 6% 11% 5% 5% 3% OTAL. 1.4400 1.4867 1.4605 1.6174 1.8010 1.9155 2.0791 2.3695 2.6537 2.6943 School TOTAL 11% 3% 7% 17% 14% 1% 9% 14% 12% 2% City School TOTAL 41% 105% 87% The City tax rate has increased by only 41% over the nine year period and is the lowest of all the taxing entities. While both the county and hospital have increased significantly, HEB ISD continues to have the highest tax rate. -11- x I I u tio Comparison among surrounding cities City Euless Hurst Bedford Grapevine ! North Richland Hills N .616 r sy.,• sx.•»:.1.4\4\\4\?,4\414\,\14\1\111ii .: . •:: . • ._ .::: .: .596 970,322,639 \\1�;sty" \\\4\\\\\\l\\\.\'.: .:•::: .: .: '•.:.:•1 1,293,971,324 . 416713 c\\.,....,..\\.\\\\.\•..\\.\., .420G k>,\ \....\.............t. . 57 11kk1\k\\\\\\\\\\\\\\\\\\\\\\\\\\\\\1.: .:.:- Duncanville .8548 1S*k\.•\\\1.\\\\Sk\\l\\\\1\\\1\5\\l41\\1\\\\\\\\1\\\. : .:.:.:::'•:'• ::::: Lewisvi l l e Mansfield 1.00 .56629 :I 1,585,662,129, 2,475,858,111 ,434,162,472 1,109,851,158 \\\\\\\\i \\\\\\\\\\\\, \\\\\\\\\\\ ,: _ _ . - •1 1, 843,069,688 .75 E.;;;:;;;;<;;;;;;;,;;;;,;;;;;;;;;;;,; ;;;,;;;;. ••::: 'a 596,742,119 I I I I I I 0.80 0.60 0.40 0.20 0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 Percentage Rate H.s Tax Rate Valuation In Millions Taxable Valuation 1991/92 Summary of Sales Tax Revenues 1992/93 1993/94 Mthly % Over/(Under) % OF % OF % OF Change FY94 Budget MONTHLY CUM. TOTAL MONTHLY CUM. TOTAL MONTHLY CUM. TOTAL (PY) Proj. $2,800,000 OCT $134,310 $134,310 6.15% $170,830 $170,830 6.30% $173,237 $173,237 6.22% 1.4% $2,783,378 ($16,622) NOV $267,253 $401,563 18.39% $310,249 $481,079 17.73% $309,936 $483,173 18.06% -0.1% $2,675,113 ($124,887) DEC $127,612 $529,176 24.24% $173,217 $654,296 24.11% $184,678 $667,852 24.18% 6.6% $2,762,416 ($37,584) JAN $137,908 $667,084 30.55% $166,942 $821,238 30.27% $178,807 $846,659 30.41% 7.1% $2,784,044 ($15,956) FEB $266,565 $933,649 42.76% $338,359 $1,159,597 42.74% $304,791 $1,151,450 42.75% -9.9% $2,693,376 ($106,624) MAR $124,809 $1,058,458 48.48% $165,335 $1,324,933 48.83% $167,326 $1,318,776 48.66% 1.2% $2,710,391 ($89,609) APR $154,434 $1,212,892 55.55% $159,488 $1,484,421 54.71% $206,146 $1,524,923 55.13% 29.3% $2,765,940 ($34,060) MAY $220,627 $1,433,519 65.66% $298,310 $1,782,731 65.70% $386,087 $1,911,010 65.68% 29.4% $2,909,482 $109,482 JUN $174,267 $1,607,786 73.64% $247,947 $2,030,678 74.84% $189,981 $2,100,991 74.24% -23.4% $2,829,911 $29,911 JIJL $143,792 $1,751,577 80.23% $191,638 $2,222,316 81.91% $209,448 $2,310,439 81.07% 9.3% $2,850,041 $50,041 AUG $251,421 $2,002,998 91.74% $319,793 $2,542,109 93.69% $327,695 $2,638,134 92.72% 2.5% $2,845,332 $45,332 SEP $180,250 $2,183,248 100.00% $171,152 $2,713,261 100.00% $221,008 $2,859,142 100.00% 29.1% $2,859,142 $59,142 AVG: $181,937 AVG: $226,105 AVG: $238,262 HI: $267,253 HI: $338,359 HI: $386,087 LO: $124,809 LO: $159,488 LO: $167,326 City of Euless Summary of Half Cent Sales Tax 1993-94 % of Monthly Cum. Budget $1,400,000 Oct $86,619 $86,619 6.2% Nov $154,968 $241,587 17.3% Dec $92,339 $333,926 23.9% Jan $89,404 $423,329 30.2% Feb $152,396 $575,725 41.1% Mar $83,633 $659,359 47.1% Apr $103,073 $762,432 54.5% May $190,377 $952,809 68.1% Jun $94,991 $1,047,800 74.8% Jul $104,724 $1,152,524 82.3% Aug $163,847 $1,316,371 94.0% Sep $110,504 $1,426,875 101.9% 0 O 500 400 Sales Tax Revenue for Fiscal Years OCT NOV DEC JAN FEB MAR APR MAY JUN Months JUL AUG SEP ® 90/91 91/92 ® 92/93 O 93/94 Department City Manager/City Council Personnel Operations Capital TOTAL Information Systems Personnel Operations Capital TOTAL Fiscal & Human Resources Personnel Operations Capital TOTAL Police Personnel Operations Capital TOTAL Fire Personnel Operations Capital TOTAL Administrative Services Personnel Operations Capital TOTAL City Engineer Personnel Operations Capital TOTAL Community Services Personnel Operations Capital TOTAL Public Utilities Personnel Operations Capital TOTAL Nondepartmental Personnel Operations Capital TOTAL '11F FY0Actual j FY94 Budget j FY95 Proposed $253,744 $271,331 $232,142 $91,463 $95,013 $91,271 $529 $5,300 $1,000 I $345,736 I $371,644 I $324,413 $0 $0 $37,818 $0 $0 $59,477 $0 $0 $61,000 $0 I $0 i $158,295 $561,685 $613,912 $570,393 $109,338 $225,242 $170,439 $5,403 $7,173 $0 $676,4261 $846,3271 $740,832 $3,269,122 $3,694,443 $3,998,203 $263,777 $304,334 $285,949 $38,127 $45,519 $24,900 I $3,571,026 I $4,044,296 1 $4,309,0521 $2,226,190 $2,269,585 $2,486,979 $153,533 $205,328 $186,456 $18,066 $30,246 $13,000 $2,397,7891 $2,505,159 $2,686,4351 $248,309 $260,299 $220,734 $227,337 $217,822 $246,607 $3,365 $5,810 $0 I $479,011 $483,931 $467,341 1 $33,935 $40,057 $40,415 $10,922 $15,000 $15,892 $0 $0 $0 $44,857 $55,057 $56,307 $1,150,514 $1,269,265 $1,259,493 $189,990 $218,817 $188,928 $57,097 $56,000 $41,048 $1,397,600 I $1,544,082 $1,489,469 $783,841 $892,727 $777,809 $210,229 $257,695 $279,276 $2,651 $2,550 $0 $996,721 I $1,152,972 $1,057,085 $19,479 $45,360 $51,224 $875,335 $1,160,174 $1,456,770 $1,342 $95,211 $01 896,155 I $1,300,745 $1,507,9941 Fund Total $10 805,321 $112,304,213 $12,797,223 -14- Expenditures 0 15 10 - Personnel 5 costs have grown from 66% of total general fund expenditures in FY90 to 76% in FY95—an increase of 10% in six years. 0 Expenditure Trends General Fund Multi -Year Analysis Capital costs within the general fund have remained relatively constant during the same time frame varying between 1% and 2% of the total general fund budget. 1990 Operating costs have decreased from 34% of fund expenditures in FY90 to 23% in FY95, a 11% decrease. While the level of services has increased, the City's operating costs have returned to below the 1987 level of 30%. The City has managed to contain and reduce operating costs in the largest part of the total budget. r 1994 Bud. Year YEAR PERSONNEL OPERATING CAPITAL 1990 $7,329,861 $3,772,313 $65,721 1991 $7,778,367 $2,245,631 $119,978 1992 $8,181,434 $1,993,262 $141,500 1993 $8,546,818 $2,131,925 $126,579 1994 Bud. $9,356,979 $2,698,948 $246,286 1995 Prop. $9,713,028 $2,883,247 $200,948 ® PERSONNEL D OPERATING ■ CAPITAL l r"J 1 1995 Prop. -15- ► General Fund - Transfer to Streets CIP - Information Systems - Computer Reserve - Fire Truck Reserve - Betterment Fund ► Historical Plaques ► Special Programs ► Fuller House Remodel ► Senior Citizens Programs ► Volunteer Service Incentives ► Senior Citizens Computer - Miscellaneous Projects ► Retirement Program ► Opticom ► Command Post Trailer ► Police Generator ► Swimming Pool Pump ► Parks Equipment ► Contingency ► Water & Sewer Fund - Recycle Bins - W&S Capital Improvements - Information Systems - Computer Reserve - Building Reserve ► Drainage ► Fleet Services ► Risk Management - Fixed Assets Inventory - Fixed Assets Valuation ► HoteUMotel - Fuller House remodeling $ 3,000 $ 7,000 $20,000 $ 3,000 $ 3,000 $10,000 $185,000 $ 61,000 $ 75,000 $ 50,000 $ 46,000 $137,000 $34,000 $30,000 $15,000 $23,000 $ 6,000 $19,000 $10,000 $ 4,500 $ 55,000 $ 14,000 $ 75,000 $ 30,000 $ 2,500 $ 10,000 $ 8,000 $ 9,100 $ 12,500 $ 50,000 i 130 General Fund Actual vs. Budget 120 — In fhe past, fhe city has collected CI -0 0 m L cD '0 C m 8- 110 — As the economy continues to tighten, the gap between revenues and expenditures narrows. a_ cD 0 C a) ci L a 100 - a ♦ A. s. a, over 100% of budgeted revenues. In the past, expenses ran less than 100% of budgeted funds. 4 4 90 1 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 Year i i i i i ■ REVENUES ♦ EXPENDITURES * BUDGET i 1 i 1 —17— Water & Sewer Revenue Sources $5,555,000 (59.1%) $96,000 (1.0%) $200,000 (2.1% ..H....amd,"4604 $175,000 (1.9%) $3,020,000 (32.2%) r1 Water Service City Garbage mu Interest Income Era Sewer Service ® Other ® Penalties $345,500 (3.7%) New Meters $30,000 W & S Taps $ 1,000 Reconnects $20,000 Inspections $16,000 Transfers $40,000 Recycling Fee $50,000 Miscellaneous $10,000 Prior Receipts $178,500 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 $345,500 represents 3.7% of total revenues and is an aggregate of smaller revenue sources as indicated by the brea down in the box in the lower right corner of the graph. Water & Sewer Fund CY Revised Proposed : . Amt. DIf. , , % Diff ,a. Revenues Actual 93 Budget FY 94 *FY 94 Budget FY 95 *FY94-FY95 *FY94 FY95 Interest Income $126,375 $170,000 $170,000 $200,000 $30,000 18% City Garbage Service $89,369 $96,000 $96,000 $96,000 $0 0% Water Service $5,824,957 $5,555,000 $5,400,000 $5,555,000 $155,000 3% Sewer Service $3,106,810 $3,020,000 $2,980,000 $3,020,000 $40,000 1% Sale of New Meters $22,150 $20,000 $30,000 $30,000 $0 0% Water & Sewer Taps $4,015 $25,000 $1,000 $1,000 $0 0% Reconnect Fees $19,639 $8,200 $20,000 $20,000 $0 0% Inspection Fees $15,934 $16,000 $16,000 $16,000 $0 0% W/S Miscellaneous $10,765 $25,000 $10,000 $10,000 $0 0% Penalties $204,546 $175,000 $175,000 $175,000 $0 0% Initiation & Transfer Fees $40,020 $15,000 $40,000 $40,000 $0 0% Recycling Fees $35,920 $50,000 $76,000 $50,000 ($26,000) -34%', Use of Prior Year Receipts $0 $24,000 $624,000 $178,500 ($445,500) -71%' Total Revenues ''$9,500,499 $9,199,200 $9,638,000 $9,391,500 ($246,500) -3% 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. Revenues have remained fairly even, with little or no increases. -18- Water & Sewer Expenditure Sources $3,378,227 (36.0%) $125,001 (1.3%) $52,554 (0.6%) �tr:r• t` . $361,604 (3.9%) i.•<:::2 rail:1.,, --�.,� $100,973(1.1%) $5,361,688 (57.2%) ® Fiscal & Human Resources r Recycling • Non -Departmental ES City Engineer uzzi Public Works EMI Geographic Info. Sys. 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 Fun Water Office Meter Reading Total -Fiscal & Human Res $348,841 $49,400 Recycling Total -Administrative Svcs.$49,400 City Engineer 99 $, Tongineer $99,223223 Utility Engine eritalng-City E$107,856 Water Production $3,527,981 Water Distribution $291,857 Sewer & Treatment $1,520,022 Total -Public Works $5,447,716 Non -Departmental $2,330,520 Geographic Information Systems' $0 Total Expenditures $8,275,700 actual 93 $229,396 $119,445 Budget FY 94 $268,418 $116,410 $384,828 $52,254 $52,254 $128,961 $128,961 $113,944 $3,403,493 $343,015 $1,663,316 $5,523,768 $3,049,345 $0 $9,139,156 CY Revised. *FY 94 $268,418 $116,410 $384,828 $52,254 $52,254 $128,961 $128,961 $113,944 $3,403,493 $343,015 $1,451,316 $5,311,768 $3,727,513 $0 $9,605,324 Proposed' Budget FY95 $243,598 $118,006 $361,604 $52,554 $52,554 $125,001 $125,001 $28,581 $3,419,602 $338,714 $1,574,791 $5,361,688 $3,378,227 $100,973 $9,380,047 Amt. Dif. 'FY94 FY95 ($24, 820) $1,596 ($23,224) $300 $300 ($3,960) ($3,960) ($85,363) $16,109 ($4,301) $123,475 $49,920 ($349,286) $100,973 ($225,277) % Diff. FY94 - FY95 _9%. % -6aQ: 1% are , - 3% -3% -75% 0% - 1% 9% 1% - 9% 0% -2% *Prior to FY95 the Geographic Information Systems expenditures were included in the Utility Engineering activity within the Public Works Department. 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. -19- 'WATER & SEWER FUND Department ; FY93 Actual FY94 Budget FY95 Proposed Information Systems Personnel Operations Capital TOTAL Water Department Personnel Operations Capital TOTAL Recycling Personnel $28,544 $32,254 $33,154 Operations $20,305 $20,000 $19,400 Capital $553 $0 $0 TOTAL = $49,401 $52,254 $52,554 City Engineer Personnel $75,789 $92,829 $94,827 Operations $23,435 $34,632 $30,174 Capital $0 $1,500 $0 TOTAL $99,224 $128,961 $125,001 Public Works & Development Personnel $708,220 $822,374 $781,719 Operations $4,695,524 $4,429,794 $4,563,969 Capital $43,972 $59,600 $16,000 TOTAL $5,447,716 $5,311,768 $5,361,688 Nondepartmental Personnel $361,494 $412,069 $419,135 Operations $1,959,685 $3,314,944 $2,959,092 Capital $9,341 $500 $0 TOTAL $2,330,520 $3,727,513 $3,378,227 Fund Total $8,275,702 $9,605,324 $9,380,047 $0 $0 $49,134 $0 $0 $37,839 $0 $0 $14,000 $0 $0 $100,973 $222,524 $265,547 $271,660 $87,531 $112,746 $89,944 $38,786 $6,535 $0 $348,841 $384,828 $361,604 -20- ti IU - Expenditure Trends Water & Sewer Fund Multi -Year Analysis Transfers to other funds within the water & sewer fund have varied between 19% and 25% of the total fund budget. Overall, tansfers have decreased by 6% since FY90. Operating and capital costs have varied over the six year period with an overall increase of 87%. A majority of the increase in FY95 is attributed to one-time capital expenditures. 1992 Charges account for an average of 68% of total budgeted expenditures. After peaking in FY93 at 75%, total charges have begun to decline, and constitute only 64% of the proposed FY95 budget. Overall, charges have increased slightly over the six year period between FY90 and FY95 by 13%. 1993 Year YEAR OPERA11C74SICAPITAL CHARGES TRANSFERS 1990 $1,510,205 $5,315,017 $8/39,227 1991 $1,277,885 $5,421,667 $1,139,889 1992 $1,130,939 $5,697,472 $987,405 1993 $1,052,642 $6,180,021 $1,043,039 1994 Bud. $1,926,950 $5,839,998 $1,838,376 1995 Prcp. $2,079,368 $5,978,374 $1,322,305 0 OPERATIONS/CAPITAL o CHARGES ■ TRANSFERS 1995 Prop. -21- All Other Operating Funds These charts represent the revenues and expenditures for all operating funds within the Annual Operating and Capital Budget for the City of Euless. These funds include Enterprise Funds, Special Revenue Funds, and Internal Service funds. Enterprise Funds Drainage Utility System: Revenues Expenditures Programs & Special Events: Revenues Expenditures Service Center Fund: C} Revised . Fraposed Mit Dif % Oiff, dget FY 94 Y 94 Su 'get FY 95 * 1r94-FY95 *FY94 FY95 $330,287 $312,000 $315,700 $673,000 $357,300 113% $309,588 $300,010 $300,010 $654,719 $354,709 118% $365,920 $350,000 $480,000 $522,000 $42,000 9% $379,427 $374,445 $467,895 $521,816 $53,921 12% Revenues $490,000 $545,000 $545,000 $559,100 $14,100 3% Expenditures $483,544 $536,601 $536,601 $539,247 $2,646 0% Engineering: Revenues $389,800 $360,000 $961,300 $465,000 ($496,300) -52% Expenditures $116,895 $132,702 $132,702 $85,310 ($47,392) -36% 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. The Service Center is funded by transfers from the 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 & sewer capital projects. Special Revenue Funds; Hotel/Motel: Revenues Expenditures CY Revised al 93 Budget FY 94 *FY94„ ; Budget FY 95 *FY94 FY95 *FY84 FV93. Proposed Amt. Dif ..f % Diff� $135,920 $139,000 $154,200 $245,000 $90,800 59% $100,113 $135,119 $127,519 $160,227 $32,708 26% Drug Enforcement Agency: Revenues $135,837 $162,000 $254,800 $204,000 ($50,800) -20% Expenditures $118,860 $156,872 $156,872 $202,913 $46,041 29% Half Penny Sales Tax: Revenues $85,580 $1,350,000 $9,411,000 $1,631,000 ($7,780,000) -83% Expenditures $85,580 $1,350,000 $1,426,000 $10,169,300 $8,743,300 613% The Hotel/Motel 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. 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. The Half -Cent Sales Tax fund is supported from the proceeds generated by the .5% sales tax increase which was approved in Fiscal Year 1993. These funds are mandated by the City Council and are dedicated to cultural, recreational, and economic development activities within the City of Euless. In FY94, we will receive bond proceeds of $8,000,000 for future projects. :. CY Revised ': - Proposed ,. Aunt: Dif. , ' % Dif ' .: Internal Service Funde:; ctual;93 Budget FY 94 "FY 94 Budget FY 95, ;*FY84-FY85 *F1f94 FY95 Equipment Replacement: Revenues $281,742 $280,735 $367,735 $282,961 ($84,774) -23% Expenses $286,399 $366,702 $366,702 $245,700 ($121,002) -33% Insurance: Revenues $1,167,996 $1,221,737 $1,271,737 $1,218,340 ($53,397) -4% Expenditures $1,119,550 $1,109,543 $1,109,543 $1,114,360 $4,817 0% Risk Management: Revenues $623,674 $701,769 $758,769 $656,838 ($101,931) -13% Expenditures $468,231 $669,835 $694,835 $656,130 ($38,705) -6% Cash & Debt Management: Revenues $44,994 $47,981 $47,981 $49,517 $1,536 3% Expenditures $44,994 $47,981 $47,981 $49,517 $1,536 3% 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 providing health insurance to the City's employees. 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 eamed investment income, not to exceed total fund expenditures incurred while providing cash and debt management services to all other funds. -22- Fund Fund FY '94 Beg Bal Number Name Audit End FY 93 1 General 2 W & S Oper 4 G.O. Debt 8 Engineering 12 Hotel/Motel 13 Service Ctr 15 Insurance 17 Risk/WC 21 Equip. Repl. 23 Programs 24 DEA 29 Drainage 30 Cash & Debt 44 W&SDebt O 0 2500, 2000 1500 ,- 1000 [- 500 0 $2,243,318 4,345,373 325,120 243,716 146,675 (78,172) 84,417 460,464 293,198 2,887 34,956 325,532 0 23,593 Revised Revenues $12,431,894 9,638,000 1,678,320 961,300 154,200 545,000 1,271,737 758,769 367,735 480,000 254,800 315,7001 47,9811 417,0001 Fund Balance Summary Less Prior Yr Less Revised Receipts Expenditures $287,1501 $12,302,213 624,000 I 9,605,324 100,0001 1,665,320 0 132,702 0 127,519 0 536,601 50,000 1,109,543 50,000 694,835 85,000 366,702 0 467,895 0 156,872 0 300,010 0 47,981 77,000 529,286 General Fund Balance I Fiscal year FY 93 ®FY94 OFY95 I c to N 0 Esti'd FY94 Proposed '95 Endina Bal Revenues $2,085,849 $3,754,049 $238,120 $1,072,314. $173,356 ($69,773)1 $196,611 $474,398 $209,231 $14,992 $132,884 $341,222 $0 ($165,693) 4000 - 3000 3 O H 2000 - 1000 - 0 $12,870,040 9,391,500 1,682,071 465,000 245,000 559,100 1,218,340 656,838 282,961 522,000 204,000 673,000 49,517 317,096 Less Prior Yr Less Proposed Esti'd FY95 Receipts Expenditures .Endina Bal $554,000 178,500 50,000 0 50,000 9,100 0 12,500 0 0 0 358,000 0 0 $12,797,223 9,380,047 1,652,071 85,310 160,227 539,247 1,114,360 656,130 245,700 521,8161 202,9131 654,7191 49,5171 522,9211 Water & Sewer Fund Balance Fiscal Year InFY93 ®FY94 E2 FY 95 This fund is on a five to seven year plan to operate on a balanced budget, while contributing to the fund balance, with a goal of breaking even. $1,604,666 $3,587,002 $218,120 $1,452,004 $208,129 f $59,020* $300,591 $462,606 $246,492 $15,176 $133,971 $1,503 $0 ($371,518)1 Recycle ... Save a tree! Printed on recycled paper. OPERATIONAL BUDGETS GENERAL FUND ADMINISTRATION Mayor Mary Lib Saleh City Council *6 Elected Officials City Secretary *2 FT Employees City Manager's Office *1 FT Employees Elections Public Information/Community Affairs Record Management General Fund 96% Dollars $ 500,000 400,000 - 300,000 - %So 200,000 - 100,000 - 0 FY 91 Expenditure History FY 92 Administration 4% Information Systems *1 FT Employee City Secretary 28% FY 93 FY 95 Est. FY 94 Budget City Manager 32% aty Cana rn Info Systeme 33% Budget Highlights - Staff Reduction: .5 FTE - Developed new Information Systems department to handle all hardware & software maintenance citywide -24- Form 1 City of Euless Department: City Council FY 1994/95 ANNUAL BUDGET Division/Activity: City Council Mission Statement/Department Goals: Account #: 01-10-10 Department Summary To provide effective legislative and executive leadership in policy development properly reflecting community desires and administrative review of city operations. Description/Program Highlights: The Mayor is the chief executive of the City. 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 changes or proposed changes that might affect them. Over 20,000 are distributed at each publication. Major Budgetary Issues and Operational Trends: The City Council participates in intergovernmental activities on the local level through the North Central Texas Council of Governments, on the state level through the Texas Municipal League, and on the national level through the National League of Cities. The cost of their participation in these organizations is the major portion of their budget. —25— Form 2 City of Euless DEPARTMENT: City Manager's Office ANNUAL. BUDGET DIVISION/ACTIVITY: City Council Manager's Fiscal Summary ACCOUNT #: 01-10-10 1994-95 BUDGET 1992-93 1993-94 TOTAL ITEM ACTUAL BUDGET BASELINE SUPPLEMENTAL PROPOSED PERSONNEL $0 OPERATIONS $32,443 $32,500 $32,175 $32,175 CAPITAL $0 TOTAL $32,443 $32,500 $32,175 $0 $32,175 REVENUES: TOTAL $0 PERFORMANCE MEASURES/SERVICE LEVELS: PERSONNEL: Full Time Part time: $0 $0 $0 OI 0+ 0OI 0 $0 0 0 Form 1 City of Euless Department: Administration FY 1994/95 ANNUAL BUDGET Division/Activity: City Manager's Office Mission Statement/Department Goals: Account #: 01-10-11 Department Summary 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. Description/Program Highlights: The City Manager is the chief administrative officer for the City of Euless. The City Manager and his staff are responsible for the preparation, recommendation and execution of policies to aid in the efficient delivery of services to the citizens. Major Budgetary Issues and Operational Trends: Work on possible mall site is a priority. Revenue from the half -cent sales tax will aid efforts in attracting businesses to the City. Construction of a new library and park development will require oversight of City Manager's Office. Form 2 City of Euless DEPARTMENT: City Manager's Offic' ANNUAL BUDGET` DIVISION/ACTIVITY: Administration 1992-93 1993-94 ITEM ACTUAL BUDGET PERSONNEL $158,980 $164,201 OPERATIONS CAPITAL TOTAL REVENUES: TOTAL $38,142 $34,158 $0 $4,300 $197,122 $202,659 $0 $0 PERFORMANCE . MEASURES/SERVICE °`LEVELS: City Council Mtgs 30 Misc. Mtgs PERSONNEL: Full Time Part time: * Reduction of 1/2 of Director 60 1.5 1.5 1.5 1994-95 BUDGET BASELINE SUPPLEMENTAL $123,136 $33,436 $0 $156,572 $0 1.0 so $0 1.5 i 2.0 Manager's Fiscal Summary ACCOUNT #: 01-10-11 TOTAL PROPOSED $123,136 $33,436 $0 $156,572 $0 -28- Form 1 City of Euless Department: City Secretary FY 1994/95 ANNUAL BUDGET Division/Activity: City Secretary's Office Mission Statement/Department Goals: Account #: 01-10-14 Department Summary The goal of the City Secretary's office is to provide a high level of service to the public, City Council and City departments. In fiscal year 1994-95, we will near completion of the implementation of an efficient city-wide records management program. A complete rewrite of our office's Procedure Manuals is a goal for FY94-95. Description/Program Highlights: The City Secretary serves at the discretion of the City Council and is responsible for the City Council meeting minutes and other official records such as ordinances, resolutions, contracts, deeds, liens, etc. The City Secretary serves as the chief election official conducting all City elections, as the vital statistics Registrar recording births and deaths, as the Records Management Officer administering the Local Government Records Act, as the Public Information Officer for the City's Civil Defense Program, and as the coordinator of the Board and Commission appointments. Major Budgetary Issues and Operational Trends: An additional project this year is researching new computer software to accomplish a transition of birth records and minute indexing from the city's current IBM System 36, We will study the feasibility of document imaging in conjunction with records management. —29— Form 2 City of Euless DEPARTMENT: City Secretary ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES. TOTAL ANNUAL BUDGET DIVISION/ACTIVITY: City Secretary's Office 1992-93 1993-94 ACTUAL 1 BUDGET 94,764 107,130 20,879 28,355 529 1,000 116,172 136,485 0 0 PERFORMANCE MEASURES/SERVICE LEVELS: PERSONNEL: Full Time Part time: 2 0 2 1 1994-95 BUDGET BASELINE SUPPLEMENTAL 109,006 25,660 1,000 134,666 1,000 0 0 Manager's Fiscal Summary ACCOUNT #: 01-10-14 TOTAL PROPOSED 109,006 25,660 1,000 135;666 2 1 2 1 -30- Form 1 City of Euless Department: Information Services FY 1994/95 ANNUAL BUDGET Division/Activity: Data Processing Mission Statement/Department Goals: Account #: 01-11-16 Department Summary The goal of the Data Processing Office is to provide both hardware and software maintenance to existing equipment. Data Processing provides, upon demand from user departments, guidance in the enhancements design, implementation and training solutions to all activities. Continual research and user contact assists each activity to accomplish their goals and better serve the public. Description/Program Highlights: 1. Purchase of compatible data processing software and hardware for all City offices. 2. Installation of all new data processing hardware and software. 3. Conduct and oversee training of employees in City, via user group program. 4. Oversee solutions of hardware and software concerns for all City equipment. 5, Assist City Employees to purchase their own home computers which are compatible computers. Major Budgetary Issues and Operational Trends: This activity is responsible for: 185 - Personal Computers 6 - Mini Computers (Police, City Hall, Fleet Service, Public Works, Library, Leisure Services) 108 - Printers and Terminal Connected to Mini Computers 2 - Mini Computers utilizing 11 Leased and Switched Communications Line with city —31— Form 2 City of Euless DEPARTMENT: Assistant City Manager ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: 1992-93 ACTUAL $34,941 $4,802 $0 $39,743 ANNUAL BUDGET DIVISION/ACTIVITY: Information Services 1993-94 BUDGET $38,037 $4,954 $1,523 $44,514 TOTAL $0 PERFORMANCE MEASURES/SERVICE LEVELS: PERSONAL COMPUTERS: Work Orders received completed, pending, new installations, Inquiries/prc cedures. Employee Computer fogram Training !Hours. 1994-95 BUDGET BASELINE SUPPLEMENTAL $37,8181 $0 $59,477 I $0 $0 1 $61,000 $97,295 I $61,000 MAIN FRAME: Work Orders received, completed, penci{ing, new installat ons, Inquiries/re earch, plus computer/peripherl I purchases. 1 THIS ACTIVITY IS RESPONSIBLE FOR: 100 - Personal Cor>iputers 6 - Main Frame Systems 112 - Main Frame Work Stations 9 - Communicati ms Lines PERSONNEL: Full Time Part time: 0.5 1.0 0.5 I 0.5 1.0 1.0 Manager's Fiscal Summary ACCOUNT #: 01-11-16 TOTAL PROPOSED $37,818 1 $59,477 j* $61,000 j** $158,295 1 $0 so I-- so 0.5 1.0 * All hardware and software maintenance has been reduced In departmental users and added in this new budget. ** $61,000 = Provide generator and battery backup systems to police Department and interface CAD and MDT'S. —32— Recycle ... Save a tree! Printed on recycled paper. { FISCAL & HUMAN RESOURCES Accounting *2 FT Employees — Payroll - NP and NR — Reconciliations — Fixed Assets General Fund 95% Dollars $ 1,000,000 800,000 - 600,000 - 400,000 - 200,000 - 0 C Municipal Courts *8 FT Employees Director Debra Forte' ) Personnel *3 FT Employees — Teen Court — Policies — Court of Record — New Hires — Warrants — Retirement — Citations . — Civil Service Fiscal & Human 5% Expenditure History FY 91 FY 93 FY 95 Est. FY 92 FY 94 Budget Finance *1.5 FT Employee )C Faience 12% Purchasing *.5 FT Employees — Purchase Orders — Contracts — Proposals/Bids — Procurement Prcheaeq 4 % Budget Highlights -Staff Reduction: 1 FTE -Data Processing was moved from this area into a separate department managed by the City Manager's office -$8 million bond sale which is supplemented by Half Cent Sales tax Revenues, and used to fund a new library, park improvements, and Economic Development Projects. -Municipal Court cost decreased due to the startup cost associated with Court of Record expended in FY 94. -33- Form 1 City of Euless Department: Fiscal & Human Resources FY 1994/95 ANNUAL BUDGET Division/Activity: Finance/Budget Mission Statement/Department Goals: Department Summary Account #: 01-20-12 The ultimate goal is to provide necessary data to management and council in order that optimal decisions may be made on behalf of the City of Euless. Recommendations are made for both revenue enhancements, and expenditure reductions. Through efficient and effective delivery of quality products, the fiscal and human resources department continues to aggressively pursue progressive issues with governmental finance implications. Timely and thorough analysis of new pronouncements and legislation enables optimal decisions to be implemented as planned programs, thus enhancing our position in a fiscally positive manner. Description/Program Highlights: Located in Building B, on the south end, the Fiscal and Human Resources department oversees traditional finance and personnel functions and provides the City with recommendations concerning timely and innovative mechanisms for cost effective operations. Areas of responsibility include: Finance, Budget, EMS Billing, Accounting, Purchasing, Municipal Courts, Utility Billing, Insurance and Benefits, Workers Compensation Insurance, as well as Cash and Debt Management. Additionally, numerous fiscal analyses are compiled through the year to determine economic feasibility for the community. Major Budgetary Issues and Operational Trends: No new programs have been proposed. Absorption of the additional increase in postage is planned. -34- Form 2 CIty'f Euless DEPARTMENT: Fiscal & Human Resources ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Property Tax Prior Years Penalty & Interest Sales Tax Wtr/Swr Franchise 01 - Interest Income 02 - Interest Income ANNUAL BUDGET DIVISION/ACTIVITY: Finance/Budget 1994-95 BUDGET 1992-93 1993-94 ACTUAL BUDGET BASELINE SUPPLEMENTAL $63,0691 $75,964 78,980 $7,9261 $9,106 8,106 $01 $o $70,9951 $85,070 $87,086 $4,320,807 $4,355,441 $46,099 $30,000 $35,339 $30,000 $2,713,462 $2,800,000 $475,025 $441,337 $152,815 $220,000 126,375 170,000 TOTAL $7,869,922 $8,046,778 PERFORMANCE MEASURES/SERVICE LEVELS: BOND RATINGS Moody's G.O. Rev. S&P G.O. Rev. CERTIFICATES/AWARES CAFR Budget PERSONNEL: Full Time Part time: Al A A+ A 1 1 2.0 0.0 Al A A+ A 1 1 1.5 0.0 4,368,831 30,000 30,000 2,812,000 449,863 $220,000 200,000 $8,110,694 Al A A+ A 1 1 1.5 $0 $0 Manager's Fiscal Summary ACCOUNT #: 01-20-12 0.0 TOTAL PROPOSED $78,980 $8,106 $0 $87,086 $4,368,831 $30,000 $30,000 $2,812,000 $449,863 $220,000 $200,000 $8,110,694 1.5 0.0 -35- Form 1 City of Euless Department: Fiscal & Human Resources FY 1994/95 ANNUAL BUDGET Division/Activity: Municipal Court of Record Mission Statement/Department Goals: Account #: 01-20-13 Department Summary 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. Administrative functions shall include timely and accurate processing of cases presented and filed to the Municipal Court from various sources, courteously responding to requests for information from the public, responsibly collecting assessed fines and fees, and efficient docketing of cases for adjudication. Description/Program Highlights: Currently an average of 1900 cases per month are being filed with the Municipal Court of Record. With approximately 800 to 900 of these cases being set for pre-trial, trial, etc. per month, court sessions have been increased to two days per week (Tuesday and Wednesday) from 9:00 AM to 2:00 PM. Municipal Court is located at 201 N. Ector, Building B. Major Budgetary Issues and Operational Trends: The volume of activity continues to be significant with the traffic units implemented by the Police Department, and may increase further with a full year of implementation of the motorcycle unit by the Police Department. With implementation of Court of Record in October 1993, there was an increase in operational expenditures, and is compensated by the additional revenue collected. Management is reviewing our participation in a joint Teen Court with the City of Bedford and/or Hurst, which may require some additional expenditures. This budget reflects $27,000 less than prior year, which included start-up of Court of Record. —36— Form 2 City of Euless DEPARTMENT: Fiscal & Human Resources ITEM PERSONNEL OPERATIONS CAPITAL TOTAL }REVENUES: DIVISION/ACTIVITY: Municipal Court of Record 1992-93 1993-94 ACTUAL BUDGET $223,821 $260,115 $46,2971 $127,082 $0 $2,460 $270,118. $389,657 1,994 95!BUDGET BASELINE $269,785 $93,083 $0 $362,868 'Municipal Court $623,383 $775,000 $800,000 'Arrest Fee $40,017 $48,000 $48,000 'Uniform Traffic Act $20,156 $24,000 $24,000 'Child Safety $6,720 $13,000. $13,000 Texas Court Cost Fee $17,580 $24,000 $24,000 Warrant Fee $0 $13,500 $13,500 1 TOTAL $707,856 $897,500J $922,500 'PERFORMANCE : MEAS.URES/S RV CE, LEVELS' : `'' . Cases Filed 21,000 21,000 $22,000 Cases Appealed 4,000 4,000 $598 Arraignments 2,100 2,100 $4,300 Warrants Issued 2,800 2,800 $3,240 PERSONNEL: Full Time Part time: Manager's Fiecai Summary ACCOUNT #: 01-20-13 TOTAL SUPPLEMENTAL PROPOSED * The reduction is due to the first year implementation cost of Court of Record in FY94. $269,785 $93,083 * $0� $362,868 $800,000 $48,000 $24,000 $13,000 $24,000 $13,500 $922,500 8.0 1.0 -37- Eule Department: 4! Division/Activity: Fiscal & Human Resources Accounting Mission Statement/Department Goals: Account #: 01-20-18 Department Summary Provision of timely and accurate financial statements and reports to staff, council, citizenry and other interested persons, as well as continuing to improve the readability of reports is our main goal. 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 is our goal. Description/Program Highlights: Accounting is located at 201 N. Ector Drive, Building B, south end. The accounting division is responsible for providing financial services to all departments of the City. This includes the areas of payroll, accounts payable, revenue accounting, general ledger and subsidiary ledgers, monthly reporting and general research assistance as requested by the departments. Compilation and distribution of financial activities of City on a timely basis for management decisions on City operations. Major Budgetary Issues and Operational Trends: The accounting division currently processes 18,000 invoices annually and prepares 13,000 checks annually to pay those invoices. Also, 8,000 payroll checks are being processed annually to serve the City full-time, part-time and seasonal employees. Through expansion of computer hardware, computer software and general office equipment, growth and increased workload is expected to be absorbed by existing minimal staffing at pre-1990 levels. Form 2 City of Euless DEPARTMENT: Fiscal & Human Resources ANNUAL BUDGET DIVISION/ACTIVITY: Accounting 1992-93 1993-94 ITEM ACTUAL BUDGET PERSONNEL $83,514 $77,811 OPERATIONS $13,541 $17,671 CAPITAL $4,764 $0 TOTAL $101,819 $95,482 REVENUES: TOTAL $0 $0 PERFORMANCE MEASURES/SERVICE LEVELS: 1992-93 1993-94I Payroll Checks 8,365 8,450 I AP Checks 13,455 14,200 General Ledger JE 2,070 3,000 I Bank Accounts maintaineii and reconciled monthly: Consolidated Cash Acl'count for Accounts Payable Consolidated Cash Account for City Cash Receipts Consolidated Payroll 4ccount for City employees pay checks Manager's Fiscal Summary ACCOUNT #: 01-20-18 1994-95 BUDGET TOTAL BASELINE SUPPLEMENTAL PROPOSED $86,443 $86,443 $9,555 $9,555 $0 $0 $95,998 $0 $95,998 so 1994-95 $8,500 I $14,500 $3,000 I PERSONNEL: Full Time Part time: 2.0 2.0 0.5 0.5 Il * The reduction is computer maintenance. $0 $0 2.0 0.5 Department: Fiscal & Human Resources Division/Activity: Personnel Mission Statement/Department Goals: Account #: 01-20-19 To provide support services and recommendations for the effective management of the City's Human Resources. To provide support service to all city Departments by performing professional assessments to fill vacancies with qualified personnel. To maintain employee records, provide career development training, ensure compliance with State and Federal employment regulations and provide special reports to the City council and City Manager's Office as needed. The Department also strives to promote and enhance a positive image of municipal government in the City. Description/Program Highlights: The Personnel Department is located at 201 N. Ector Drive, Building B. Hours of operation are 8:00 AM to 5:00 PM, Monday through Friday. Testing hours may vary. Personnel is responsible for recruitment, selection, hiring, and orientation in order to attract and retain more qualified personnel. Responsibilities include testing and screening development and administration of policies, employee relations, pay plan, and performance evaluations. Maintain official personnel files, process payroll; interpretation and administration of City's Policies and Procedures, as well as Civil Service Rules and Regulations. Continuous development and administration of Rules and Regulations protect the employees' right to fair and equal consideration in recruitment, selection, and hiring of all individuals. Major Budgetary Issues and Operational Trends: Employment application process, orientation program, and training of staff. Utilization by employees citywide of the tuition reimbursement program continues to increase. -40- Form��'��������`� Co Of DEPARTMENT: Fiscal & Human Resources ITEM ' , 1992-93 1993-94 ACTUAL BUDGET BASELINE PERSONNEL $98.879 *105.697 $108.362 (OPERATIONS $32.609. *58.002 $54.195 CAPITAL $838 $3.190 $O | | | | TOTAL | $O | ' /r .� ��v��w�,r NmwH|mo Terminations Interviews Conducted |PomunoTootod: Entrance Fire Others Pnomotionu|u App|iooUonuRoc'd Job Interest Cards Roc'd | /Pomonno|Ro|ohedMh]Hm Civil Gorvioo, Cunfomnoou, Orientations, Interviews, Testing dT i o gun Training PERSONNEL: |PER8DNNEL: Full Time Part time: � � - *O 92-93 93-94 Actual Estimated 100 100 80 190 200 | $O 94-951 Projectedl 56 88 106 25 301 17 430 5001 334 50 501 21 1 ' 160464 150 16001 1256 250 2751 275 200) 250 300 ` Wanageftfliscal ummary O1-20-18 TOTAL SUPPLEMENTAL PROPOSED $108,3621 $54.195/ $V _ 3 D D 3 �������� O. O O 0 Form 1 FY 1994/95 City of Euless ANNUAL BUDGET Division/Activity: Fiscal & Human Resources Purchasing Department: Mission Statement/Department Goals: Account #: 01-20-36 Department Summary To conduct all purchasing in accordance with state laws, to foster an understanding and appreciation of sound purchasing policy and procedures throughout all departments of the City 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. Description/Program Highlights: 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. Major Budgetary Issues and Operational Trends: Reduction of 50% of staff support may slow services. Purchasing will continue updating our inventory of all supplies to be entered into our computer for better control of all inventoried items. Cost containment will be reviewed with each item submitted by departments. Coordination with accounting will be further expanded to ensure compliance with Texas purchasing laws. —42— Form 2 City of Euless DEPARTMENT: Fiscal & Human Resources ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: , ... 1992-93 ACTUAL $57,461 $4,162 $0 $61,623 ANNUAL BUDGET DIVISION/ACTIVITY: Purchasing 1993-94 BUDGET $56,288 $7,827 $0 $64,115 TOTAL $0 PERFORMANCE MEASURES/SERVICE LEVELS: PERSONNEL: Full Time Part time: 1.5 1.5 0.0 0.0 Deletion of a clerical position reduces personnel cost. $o' 1994-95 BUDGET BASELINE $26,823 $5,500 $0 $32,323 0.5 $0 SUPPLEMENTAL $0 $0 $01 $01 $0 Manager's Fiscal Summary ACCOUNT #: 01-20-36 TOTAL PROPOSED $26,823 r $5,500 1 $0 $32,323 1.5 0.0 $0 —43— Recycle ... Save a tree! Printed on recycled paper. POLICE DEPARTMENT Patrol •43 FT Employees CID *11 FT Employees — Traffic Control — Crime Analysis — Warrants/Arrests General Fund 74% Dollars $ 5,000,000 4,000,000 - 3,000,000 - 2,000,000 - 1,000,000 - 0 FY 91 — Investigation Expenditure History Chief of Police Gary McKanie Administration •3 FT Employees ) Service *24 FT Employees Detention •11 FT Employees — Crime Prevention — Maintain Jail — Community Relations — Process Prisoners — Dispatch, — Maintain Property Police Services 26% FY 93 FY 95 Est. FY 92 FY 94 Budget Patrol 49% Service 24% Administration 5% Detention 9% Budget Highlights - Staff increase: 1 FTE - New Generator & Command post trailer -New protective vests for current patrol officers -Increase part-time help for the jail - Enhancement to Mobile Data Terminal which is used to run checks on driver's license, registration, stolen vehicles, & warrants -44- Department: Police Division/Activity: Administration Mission Statement/Department Goals: 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. Description/Program Highlights: The department continues to place a great emphasis upon our Community Services/Crime Prevention Programs, particularly those directed at our youth. The Traffic Unit has become an effective tool in accident reduction. Major Budgetary Issues and Operational Trends: As police agencies are called upon to do more with less in an environment of increasing violent crime, and gang activity, a major tool will be community involvement. Only through a joint effort of the police and all segments of the community can we effectively deal with our crime. The need for a means to protect the Department's radio and computer equipment from electrical spikes and surges. The need for increased funds to meet statc mandated training requirements. —45— �"�� '.`~-~.~- --~.~-,-.~'~- -_- ��PART�ENT� DK/�'0N/A�TK/��_� ACCOUNT#: Police Administration 01-30-45 1992'98 1998'94 ITEM ACTUAL BUDGET BASELINE SUPPLEMENTAL PERSONNEL $228.960 $241.490 $101.621 ° OPERATIONS $38.153 $87.000 $89.840 CAPITAL $1.084 $O $O TOTAL $0 $O $O| $O| ` PERSONNEL: ' Full Time Part time: � 4.0 0.0 4.0 0.0 3.0 0.0 * Reduced staff due to reorganization within the department. .- - TOTAL PROPOSED $181,621 $39.340 $V $220,961 3/U 0.0 -46- Form 1 City of Euless Department: Police FY 1994/95 ANNUAL BUDGET Division/Activity: Patrol Mission Statement/Department Goals: Account #: 01-30-46 Department Summary The mission of the Patrol Division is to continue to provide the most efficient and effective service possible. The goals of the Patrol Division are: 1. To become more involved with our community through our Neighborhood Officers. 2. To help increase active Block Watch programs by two hundred percent (200%). 3. To have zero percent (0%) increase in accidents. 4. To have a zero percent (0%) increase in the number of accident related injuries. 5. To have an increase in crime of no more than two percent (2%). Description/Program Highlights: Our Neighborhood Officers Program has met with tremendous support from our officers and citizens. The Department's proactive traffic enforcement philosophy, in general, and our Traffic Unit's enforcement, in particular continue to have a positive impact on the number and severity of traffic accidents in the City. Our field testing of a Bicycle Unit to supplement Patrol has been highly successful. The Bicycle Officers have arrested a number of individuals, including several felons, that would have probably avoided apprehension had the Bicycles not been available. Additionally, we have received very positive feedback from our citizens about the Bicycle Unit with numerous requests for the Bicycles to be assigned to their neighborhood. Major Budgetary Issues and Operational Trends: The primary issue facing the Division is the effective implementation of our Neighborhood Officer Program. Almost forty percent (40%) of our population live north of Harwood Road. This area is currently a single Patrol District. Our goal is to divide this area into two districts. An increase in our authorized strength of one officer would allow us to do this on the day shift. Two additional officers (total increase of three officers in our authorized strength) would allow us to staff two districts in this area around the clock. Operationally, the number of calls answered by Patrol is increasing. We project that we will answer over 27,000 calls for service during calendar year 1994. To maintain a proactive posture toward the needs and demands of our community, we need additional officers in our Patrol force. -47- Farm 2 Clty of Euless DEPARTMENT: Police DIVISION/ACTIVITY: Patrol 1992-93 1993-94 ITEM ACTUAL BUDGET PERSONNEL $1,620,304 $1,828,378 OPERATIONS I $85,984 $122,807 CAPITAL $11,923 $36,090 TOTAL $1,718,211 $1,987,275 ................... REVENUES: Alarm Permits Alarm Billings $4,460 $4,000 $24,640 $25,200 TOTAL $29,100 $29,200 PERFORMANCE: MEASURES/SEt2VICE LEVELS: Calls for Service Citations Issued Arrests PERSONNEL: Full Time Part time: 16,237 16,875 3,435 39.0 13 17,000 17,000 3,5001 42.0 13.0 199498 BUDGE BASELINE SUPPLEMENTAL $1,973,434 $126,494 $0 $2,099,928 $4,000 $25,000 $29,000 $27,5001 $25,000 $3,7001 ' Increase In personnel costs due to reclassifications of staff. $9,900 $9,900 anagers Fiscal; Summary ACCOUNT #: 01-30-46 TOTAL PROPOSED $1,973,434 $126,494 $9,900 $2,109,828 $4,000 $25,000 $29,000 27,500 25,000 3,700 —48— Police CID Mission Statement/Department Goals: 01-30-47 The Criminal Investigation Division is an integral support unit whose function is the investigation of all alleged and suspected criminal activity reported to the Police Department. Personnel conduct follow-up investigations on criminal offenses, interview victims and witnesses, interrogate suspects, conduct crime scene searches in order to gather and process evidence, complete a wide variety of paper work, conduct surveillance, prepare criminal cases for prosecution with the District Attorney's office, and provide expert courtroom testimony. Personnel are also assigned to various multi -agency task forces in an undercover or covert capacity, such as the Tarrant County Narcotics Intelligence and Coordination Unit, Drug Enforcement Administration task forces, the Tarrant County Auto Theft Task Force, and Northeast Area Gang Unit. The Division is also responsible for the gathering and dissemination of crime intelligence and analysis data. The Criminal Investigation Division also serves as the coordination point with the Texas Attorney General's Office for the Crime Victim's Assistance Program reporting. Description/Program Highlights: At the beginning of Fiscal Year 1993 the Division was staffed with a Lieutenant, Sergeant, 6 Investigators, and a Secretary, not including those in special assignments. Presently, the Division is staffed with a Lieutenant, 5 Investigators, and a Secretary. Personnel have received training in the use of information and computer systems which better afford them time to investigate cases rather than being desk bound clerks. Job tasks and responsibilities have been realigned and assigned, which has allowed existing personnel more time to commit to their investigative responsibilities. These changes, however, are not sufficient. Additional personnel are needed in order to provide the city better service. Although overall clearance rates have risen, increasing caseloads have overburdened investigators' effectiveness and efficiency, This year the division is being realigned to include all crime prevention and community relations programs and personnel. Major Budgetary Issues and Operational Trends: Crime analysis data and statistical evaluations reveal, as previously discussed, that incidents of crime are up. Stolen property recovery rates are declining. The number of investigative personnel assigned to the Division has been reduced. Likewise, the average number of cases which are assigned to each investigator has risen from some 50 per month to an average slightly less than 80 per month. The Pawn Shop detail was established with the help of a part-time VOE student, who not only erased a 6 month deficiency in pawn shop entries, but who provided some much needed assistance and relief to the division's secretary. The division is in need of at least 3 additional investigators as well as a full-time/part-time clerk to assist the secretary. As an example, 424 more criminal cases were prepared and filed for prosecution than in the previous year. This reflects a 46% increase in the number of criminal cases being prepared and filed in the span of one year. —49— Form 2 ^Olt of ITEM PERSONNEL OPERATIONS CAPITAL TOTAL OverUmeDEA Auto Theft Task Force 1882'93 � ACTUAL $536,150 $28,021| $300' DIVISION/ACTIVITY: 1OQ3'S4 BUDGET BASELINE $490.125 *565.803 $28.748 $24.823 $750 $O o514.623 $590.626 $6.800 $6.800 $49.000 ` ' I"pt.L=«L='movn�'����zc° | /Dffanoeo ' 5,543 Cases Cleared 1.583 property Stolen $2.400.000 Property Recovered $1.300.000 No.cfInvestigators O |No.ofsupervisors 2 No, Assigned ho Task Forces 2 Secretary/Clerk 2 —PERSONNEL: Full Time | / Part time: | / 5,700 5,800 1.800 1.985 $1.817,492 $1.871J22 $844,783 $641.903 5 o 8 4 1 1 `-__- 12]J 10.0 0.0 0]] * Increase In personnel costs due to reclassifications of staff. 0.0 ' TOTAL SUPPLEMENTAL PROPOSED $565,803 $24,823 $590.626° $O "�...." � 1.0 $55,800 Department: Police Division/Activity: Service Mission Statement/Department Goals: Account #: 01-30-48 To provide 24 hour a day staffing of the Communications Section as the primary contact point for emergency City services. To provide PBX services to the City government and maintain a high standard of service to the community. To receive, maintain, retrieve, and disseminate information involving the police activity in the most effective and efficient manner. In addition, the division will plan for and respond to civil defense emergencies. Description/Program Highlights: The Service Division of the Euless Police Department provides support to the operations divisions of the department. This includes taking calls, dispatching, data entry and retrieval, PBX operations, computer support, administrative reporting and statistics, and civil defense. The Service Division strives to provide quality radio and MDT communications for the Police Department and utilizes a computer aided dispatch system for dispatching police, fire and emergency medical services. In addition, the division maintains police related records for dissemination to the public as well as for use within the department. The process has been computerized to provide high quality service, while maintaining a high degree of efficiency. Major Budgetary Issues and Operational Trends: The Service Division will maintain existing equipment and programs as needed for efficient operations. Upgradcs will be obtained for existing equipment and computer programs as they become necessary. Personnel requirements will expand as citizens' requests for services continue to grow. Training of personnel will continue to have a high priority. —51— Form 2 City of Euless DEPARTMENT: Police ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: ,= Emergency Mgmt. Youth Action Officers ANNUAL BUDGET DIVISION/ACTIVITY: Service 1994-95 BUDGET.. 1992-93 1993-94 ACTUAL BUDGET BASELINE $610,446 $817,970 $944,298 $81,532 $87,663 $54,752 $14,037 $2,909 $0 $706,015 $908,542 $999,050 $17,343 $9,375 TOTAL $17,343 $9,375 PERFORMANCE MEASURES/SERVICE LEVELS: -._ 1993 1994 EST. EST. Calls/Service 64,841 67,500 Offenses 5,844 5,993 Arrests 3,740 3,836 Accidents 792 863 Rec. Processed 17,023 18,385 Doc. Microfilmed 50,296 51,805 Rep. Computerized 10,206 10,504 PERSONNEL: Full Time Part time: 17.0 4.0 24.0 4.0 $10,275 $175,440 $185,715 1995 PROJECTED 70,000 6,087 3,978 850 19,733 53,024 10,780 Manager's Fiscal Summary ACCOUNT #: 01-30-48 TOTAL SUPPLEMENTAL PROPOSED $944,298 $54,752 $15,000 I $15,000 $15,000 $1,014,050 $10,275 $175,440 $185,715 % INCR. 1993 TO 1994 4% 2% 3% 8% 7% 3% 3% 24.0 2.0 24.0 2.0 -52- Department: Police 94/95 epartme NU,AL BUDGET Summar Division/Activity: Detention Mission Statement/Department Goals: Account #: 01-30-49 The Euless Police Department Detention Section is charged with maintainih'g all prisoners taken into custody. The section will maintain safe and hygienic standards while safeguarding the constitutional right of each detainee. The section will receive, process, house, and maintain all prisoners in an effective and efficient manner. This section will also maintain and dispose of all property taken into custody by this Department. Description/Program Highlights: The Detention Section will continue to implement and maintain its PSO program. New policy will be issued and Standard Operating Procedures will be implemented. Other operational programs will be monitored and updated. Computer generated property management should be fully implemented. We will continue to maintain our relationship with Immigration and Naturalization Service. Major Budgetary Issues and Operational Trends: With the cutback in the operations of the U.S. Navy and the U.S. Marines there will be a loss of revenue. There is a gradual cutback in the number of detainers that We arc housing for the I.N.S.; there will also be a drop in revenue. Training and maintaining current certification arc top priorities. —53— Form 2 City of Euless DEPARTMENT: Police ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES.. 1992-93 ACTUAL $273,261 $35,090 $10,782 $319,133 I.N.S. $115,000 DIVISION/ACTIVITY: Detention 1993-94 BUDGET $316,480 $33,710 $4,370 $354,560 $80,000 TOTAL $115,000 $80,000 PERFORMANCE MEASURES/SERVICE LEVELS: INDICATOR: I.N.S. Prisoners Processed Property Processed PERSONNEL: Full Time Part time: ACTUAL ESTIMATED 92-93 93-94 3,320 1,270 4,440 3,100 4,300 3,500 11.0 0.0 11.0 0.0 1994-95 BUDGET BASELINE SUPPLEMENTAL $333,047 $40,540 $0 $373,587 $0 $70,000 $70,000 PROJECTED 94-95 850 3,442 4,458 11.0 0.0 i $0 Manager's Fiscal Summary ACCOUNT #: 01-30-49 TOTAL PROPOSED $333,0471 $40,5401 $01 $373,587 1 $70,000 $70,000 11.0 0.0 Recycle , , , Save a tree! Printed on recycled paper. FIRE DEPARTMENT I I ii EMS/Paramedics / Suppression "10 FT Employees J "33 FT Employees — Provide Ernergency Care — Fight Fires — Conserve Life General Fund 83% Dollars $ 3,000,000 Protect Life, Health & Property Expenditure History FY 92 Fire Chief Lee Koontz Administration "3 FT Employees Training/Safety Prevention *1 FT Employee Fire Marshall *2 FT Employees — Increase Knowledge — Provide public education — Investigation of fires - Promote Safety — Help reduce fire & injuries — Inspection of buildings Fire Services 17% FY 93 FY 95 Est. FY 94 Budget by using prevention measures for fire hazards EMS 19% Budget Highlights - Staff Increase: 1 FTE - New fire hoses, nozzles & SCBA purchases - New opticom system which is used to control traffic signal lights -55- Department: Fire Department Division/Activity: Fire Marshal's Office Mission Statement/Department Goals: Account #: 01-40-23 epertment umm;ary.::< The mission of the Fire Marshal's Office is to aid in the preservation of life -and property from fire or fire related hazards by advocating, promoting and providing leadership in the prevention or mitigation of fires, explosions, related criminal activity or other related hazardous conditions. The goal of the Fire Marshal's Office is to reduce the threat of potential fires and life safety hazards within the community; effectively determine cause and origin of resulting fires and provide for the latent investigation of fires and/or explosions that are the result of criminal activity; provide the community with educational and professional development opportunities through fire safety education materials and programs. Description/Program Highlights: Conduct the annual, semiannual and quarterly inspections of approximately 1,200 inspection addresses within the community by utilizing FMO and Fire Engine Company personnel. Conduct Certificate of Occupancy Inspections. Conduct the review of Building and Fire Protection System Plans. Conduct the performance testing of Life Safety features and fire protection appliances, devices or systems. Provide Fire Department input into the City's Master Development Plan (DRC) as it relates to Fire Protection Services. Conduct fire cause determination and or explosion investigations. Provide for the criminal investigation of fires, explosions, bomb threats, false calls, terroristic threats or other related offenses as outlined in the Texas Penal Code. Provide investigative assistance (Inner Local Contract Agreement) to the Tarrant County Fire and Arson Task Force. Major Budgetary Issues and Operational Trends: Maintain and revise as needed data gathered through the Fire Inspection Program. Provide training and education opportunities for Fire Marshal's Office personnel to maintain quality inspection and investigation programs. Provide for an additional Fire Investigator/Inspector. —56— Form 2 City of Euless DEPARTMENT: Fire Department ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: ANNUAL BUDGET DIVISION/ACTIVITY: Fire Marshal's Office 1994-95 BUDGET 1992-93 1993-94 TOTAL ACTUAL BUDGET BASELINE SUPPLEMENTAL PROPOSED $96,875 $101,584 $106,643 $106,643 Manager's Fiscal Summary ACCOUNT #: 01-40-23 $10,585 1 $13,126 $18,208 $2821 $2,886 $0 $107,7421 $117,596 $124,851 Fire Permits $12,204 $16,000 TOTAL $12,204 $16,000 PERFORMANCE MEASURES/SERVICE LEVELS: Inspections Permits Citations/Warnings DRC/Preconstruction Building/Fire Plans Fire System Test Investigation Offenses PERSONNEL: Full Time Part time: 1,812 228 14 66 121 97 335 35 2.0 0.0 1,875 340 201 1001 150 1601 250 35 1 2.01 0.01 _ $16,000 $16,000 1,9001 3501 251 1001 150 1751 3001 401 1 2.0 0.0 $0 $18,208 $0 $124,851 $16,000 $16,000 2.0 0.0 City of Eule Department: Fire 94/95 Dc Division/Activity: Administration Mission Statement/Department Goals: Account #: 01-40-40 Department Summary To effectively and efficiehtly 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. Description/Program Highlights: The Administrative offices are located in Building A, City Hall, 201 North Ector Drive. This division is responsible for personnel management, budget, payroll, research and development, records management and public information. Major Budgetary Issues and Operational Trends: - Increased mandated training requirements (Fire, EMS, Hazardous Mataerials) - Proposed State adoption of mandatory staffing requirements - Increasing overtime costs due to increased leave time and inadequate staffing —58— Form 2 City of Euless DEPARTMENT: FIRE ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: ANNUAL BUDGET DIVISION/ACTIVITY: ADMINISTRATION 1992-93 1993-94 ACTUAL BUDGET BASELINE $163,015 $190,278 $187,275 $17,670 $28,621 $0 $8,436 $180,685 $227,335 TOTAL PERFORMANCE MEASURES/SERVICE LEVELS: PERSONNEL: Full Time Part time: 1 $16,186 $0 $203,461 1 I 1 —59— Manager's Fiscal Summary ACCOUNT #: 01-40-40 1994-95 BUDGET TOTAL SUPPLEMENTAL PROPOSED $187,275 $16,186 $0 $203,461 3 1 Department: Fire FY 1994/95: ANNUAL. BUDGET Division/Activity: Account #: Emergency Medical Service 01-40-41 Mission Statement/Department Goals: Oepartrnent Summary To effectively and efficiently fulfill the obligations of delivering, at the highest levels of competency, emergency medical care to citizens and visitors of Euless, Texas. Description/Program Highlights: Provide service necessary to conserve life, alleviate suffering and encourage the quality and equal availability of emergency medical care. This service may range from a first responding engine company all the way up to, and including, advanced life support cart into the hospital setting. Major Budgetary Issues and Operational Trends: The cost of service continues to go up, due to increased requirements by the state and federal government. New regulations that deal with infection control arc increasing the total cost of operations. As more regulations are applied to the Emergency Medical Service, our operating costs will increase. Form 2 City of Euless DEPARTMENT: FIRE ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: 01-00-00-4460 Ambulance ANNUALBUDGET DIVISION/ACTIVITY: Emergency Medical Service 1992-93 1993-94 ACTUAL BUDGET $384,084 $384,099 $44,938 $59,743 $0 $0 $429,022 $443,842 $143,408 $160,000 1 .I 1 TOTAL $143,4081 $160,000 PERFORMANCE MEASURES/SERVICE LEVELS:,. 1 Emergency Medical Calls 1,250 PERSONNEL: Full Time Part time: 9 0 9 1,350 BASELINE $415,869 $51,182 $2,000 $469,051 $160,000 $160,000 9 0 1,450 1991-95 BUDGET SUPPLEMENTAL $45,838 $3,500 $49,338 1 0 Manager's Fiscal Summary ACCOUNT #: 01-40-41 TOTAL PROPOSED $461,7071 $54,6821 $2,0001 $518,389 $160,000 10 0 $0 —61— Form 1 City of Euless Department: FY 1994/95 ANNUAL BUDGET Division/Activity: Account #: Fire Suppression 01-40-42 Mission Statement/Department Goals: To protect life, health and property at the lowest effective cost for our citizens. Department Summary Description/Program Highlights: We project to inspect and pre -fire plan over 1,000 businesses and structures. We project the call volume to increase by 5% to 7%. We project to complete maintenance and flow testing of all fire hydrants in the City. All personnel will receive continuing education for maintaining certifications. All personnel are participating in Fire Safety Education and C.P.R. programs throughout the City. Major Budgetary Issues and Operational Trends: More call volume due to growth and increased service levels. —62— Form 2 City of Euless DEPARTMENT: FIRE ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: TOTAL PERFORMANCE Hydrant Maint Insp. & Reinspection Pre -fire Plans Fire Calls Structure Other Calls Mutual Aid Given PERSONNEL: Full Time Part time: 1992-93 ACTUAL $1,534,082 $72,168 $14,407 $1,620,657 ANNUAL BUDGET DIVISION/ACTIVITY: SUPPRESSION 1993-94 BUDGET $1,543,697 $86,392 $15,593 $1,645,682 1994-95 BUDGET BASELINE $1,675,153 $74,170 $11,000 $1,760,323 $0 $0, $0 MEASURES/SERVICE LEVELS: ACTUAL ESTIMATED PROJECTED 1,090 1,100 1,125 1,100 1,150 1,150 950I 1000 1000 1201 1201 150 1200 1900 2000 120 130 130 33 SUPPLEMENTAL $6,700 $6,700 so 331 331 0 0 0 Manager's Fiscal Summary ACCOUNT #: 01-40-42 TOTAL PROPOSED $1,675,153 $80,870 $11,000 $1,767,023 $0 33 0 Form 1 FY '19;94/_ it y of Euless ANNUAL B:UDG Division/Activity: Department: Fire Training & Safety Mission Statement/Department Goals: Account #: 01-40-43 To promote training and education as the key components in increasing the knowledge, professionalism, and competency of emergency services personnel by developing progressive programs, implementing revised philosophies, promoting safety awareness, and providing opportunities for personnel and professional development. Description/Program Highlights: Hazardous Materials Response Team: Fire Department personnel from 11 N.E. Tarrant County cities respond to hazardous materials incidents when requested. It is mandated that each team personnel receive 48 hours of C.E. courses annually. All other personnel must receive 24 hours basic C.E. annually in accordance with OSHA and NFPA standards. Training Division: Developing Performance Standards Evaluation Program to determine level o knowledge and readiness of engine company personnel. National Academy for Professional Drivers: All department personnel will receive an eight (8) hour professional driving course taught by a certified NAPD instructor. This course will be taught on a shift basis until all personnel receive NAPD Certification For Defensive/Offensive Driving Techniques. The cost of this specialized training will be $50.00 per person. EMT/EMT-P Continuing Education Program: This C.E. program consists of monthly classes held on site at the Euless Fire Department for three consecutive shifts. The courses and lectures are approved by the Texas Department of Health and are taught by state certified instructors from Tarrant County Junior College. The C.E. program curriculum is designed to meet the new state certification requirements. Major Budgetary ►ssues and Operational Trends: Safety - increase in exposure to infectious diseases during EMS related incidents. Limited manpower resources for fire related incidents has increased the exposures to possible fire related injuries. Hazardous Materials - increase in transportation, storage and use has caused an increase in haz-mat incidents. Training and technician certification is imperative to maintain readiness of response team members. State and Federal Regulations - revisions in regulations concerning training, safety, and operating procedures will continue to cause increases in training and safety budgets. In -Service and Specialized/Advanced Training - to be increased due to mandatory state and federal training requirements and advances in fire technology and operating procedures. -64- Form 2 City of Euless DEPARTMENT: Fire DIVISION/ACTIVITY: Training/Safety 1992-93 1993-94 ITEM ACTUAL BUDGET PERSONNEL $68 $0 OPERATIONS CAPITAL TOTAL REVENUES`:'. $3,282 $9,267 $3,378 $3,331 $6,728 $12,598 TOTAL $0 $0 PERFORMANCE -MEASURES/SERVICE LEVELS.:- ACTUAL) ESTIMATED! FF/Certification/ Upgrades EMS/Recertif./ Upgrades Operations: In -Service Prog. EMS: In -Service Prog. Specialized/Adv. Courses 15! 27 23 ! 17! 321 PERSONNEL: Full Time Part time: 1 0 r 1 0 18 30 21 33 36 1994-95 BUDGET BASELINE SUPPLEMENTAL $0 $8,337 $0 $8,337 $0 PROJECTED! 24 1 0 6 24 52 34 ! anageras Flscal E := Summary ACCOUNT #: 01-40-43 TOTAL I PROPOSED 1 0 $0 $8,337 $0 $8,337 so 24 6 24 52 341 —65— Department: Fire Division/Activity: Account #: Education/Prevention 01-40-44 Mission Statement/Department Goals: The mission of the Euless Fire Department's Public Education Section is to reduce the number of fires and fire burn injuries to 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. Description/Program Highlights: The Public Education Section utilizes current and proven educational programs and techniques in teaching fire safety and survival techniques to all age groups of private and business consumers. The Public Education Section has developed the following programs which are aimed at different segments of our population. Included are programs geared towards preschool, all ages of school children, churches, scouts, business, and senior citizens. Evaluation of participants in the Juvenile Firesetter Program and referrals to a counselor or the Fire Department's Fire Safety Certificate Program. Neighborhood watch program is a joint program between the Fire Department and Police Department Crime Prevention Unit. Using statistical analysis, the Fire Department develops a program to present prevention and safety programs focused on the City's number one fire injury and fire problem. C.P.R. classes are a joint program between the Fire Department and the Recreation Department, to provide C.P,R. classes to the citizens of Euless. Working with the Risk Management and the Police Department, CPR classes are being offered to City employees. Arbor Daze is a major program dealing with the public en masse, Fire personnel interact with the public and distribute educational material covering fire/burn prevention. Major Budgetary Issues and Operational Trends: Increased requests for services by citizens, schools and businesses to provide a greater number of diversified and specialized services. The citizens, schools and businesses have requested a large number of CPR and first aid classes. The Fire Department, in conjunction with the Euless Recreation Department, has instituted a CPR program for the public. Arbor Daze is a special event in which the fire service participates and is coordinated by the Public Education Section, Because of the expected growth of this event, we expect to distribute in excess of 5,00(1 pieces of fire/burn literature, 9-1-1 stickers, and 1500 plastic fire helmets at this event. Form 2 City of Euless DEPARTMENT: Fire ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES:• CPR Programs TOTAL PERFORMANCE No. classes & Programs Audience Fire/Burn Prev. Mataerlal Public Relation Projects Photographic Assignments Special Projects PERSONNEL: Full Time Part time: ANNUAL BUDGET DIVISION/ACTIVITY: Education/Prevention Manager's Fiscal Summary. ACCOUNT #: 01-40-44 1994-95 BUDGET 1992-93 1993-94 TOTAL ACTUAL BUDGET BASELINE SUPPLEMENTAL PROPOSED $48,066 $49,927 $56,201 $56,201 $4,889 $8,179 $8,173 $8,173 $0 $0 $0 $0 $52,955 $58,106 $64,3741 $0 $64,374 $270 $0 $270 $0 $0► MEASURES/SERVICE LEVELS: 200 220 27,705 29,000 1 0 9,940 18,286 230 29,500 19,000 211 251 25 36 40 45 9 17 17 1 1 1 0 I 0 1 0 —67— Recycle ... Save a tree! Printed on recycled paper. AD'. INISTRATIVE SERVICES Administrative Services *1 FT Employee Provides Economic Development & Support Services to the city Supervision of franchise fees & Other contracts General Fund 96% Dollars $ 500,000 400,000 - 300,000 - 200,000 - 100,000 0 FY 91 \`'N Expenditure History FY 92 Director Tom Cox J Facilities Maintenance *5 FT Employees Provide safe & accessible facilities to staff & citizens Ensure efficiency & maintenance of traffic signals & city facilities Budget Highlights -Staff decrease: 1 FTE FY 93 FY 95 Est. FY 94 Budget -68- -Consolidated individual maintenance fees to increase efficiency through economies of scale ules Department: Administrative Services Division/Activity: Account #: Administrative Services 01-50-35 Mission Statement/Department Goals: To supervise facilities maintenance, recycling, franchises, and fleet services. Description/Program Highlights: The goal of Administrative Services Department is to provide professional support services to the City. Each area views functions as customer service. Major Budgetary Issues and Operational Trends: Each department has listed individual issues and trends that will affect specific areas. -69- Form 2 City of Euless DEPARTMENT: Administrative Services ANNUAL BUDGET DIVISION/ACTIVITY: Administrative Services 1994-95 BUDGET Manager's Fiscal Summary ACCOUNT #: 01-50-35 1992-93 1993-94 TOTAL ITEM ACTUAL BUDGET BASELINE SUPPLEMENTAL PROPOSED PERSONNEL $84,737 $89,650 $91,119 $91,119 OPERATIONS $1,982 $2,765 $2,585 CAPITAL $796 $810 $0 TOTAL $87,515 $93,225 $93,704 REVENUES:' " Lone Star Gas $135,943 1 $135,000 $140,000 Storer Cable $155,446 $156,000 $160,000 TU Electric $1,005,187 $1,182,324 $1,212,000 SWB Mobile Systems $10,400 $10,400 $19,200 Garbage - Sanitation $89,369 $96,000 $96,000 Garbage - Franchise $67,336 $68,000 $68,000 SW Bell $279,120 $304,725 $331,000 Recycling Franchise $9,720 $12,000 $12,000 TOTAL $1,752,521 $1,964,449 PERFORMANCE MEASURES/SERVICE LEVELS: PERSONNEL: Full Time Part time: 1.0 1.0 1.0 1.0 $2,038,200 1.0 1.0 $0 $2,585 $0 $93,704 1.0 1.0 $0 -70- epartment ;` ummary Department: Administrative Services Account #: Facilities Maintenance 01-50-37 Mission Statement/Department Goals: Provide citizens and City staff with safe and accessible facilities. To ensure facilities are energy efficient and correctly maintained, and ensuring aesthetics. Description/Program Highlights: Facilities maintenance has the responsibility of maintaining: forty (40) facilities, nine (9) signalized traffic intersections, nine (9) flashing signal zones approximately one million tons of refrigeration control units The department is also responsible for remodeling and basic construction in various departments, below contractors' pricing. All is accomplished with only four (4) staff personnel. Facility Maintenance is located at 1515 Westpark Way, Fleet and Facility Services Building. Hours of operation are 8:00 AM to 5:00 PM daily. Major Budgetary Issues and Operational Trends: The upgrade of energy conservation program, which includes the gradual replacement of insulation, lighting and air-conditioning, as well as the ongoing remodeling or construction where needed on existing structures. —71— Form 2 City of Euless DEPARTMENT: Administrative Services ANNUAL BUDGET DIVISION/ACTIVITY: Facility Maintenance 1994-95 BUDGET 1992-93 1993-94 ITEM ACTUAL BUDGET BASELINE SUPPLEMENTAL PERSONNEL $163,572 $170,649 $129,615 OPERATIONS $225,355 $215,057 $244,022 CAPITAL $2,569 $5,000 $0 TOTAL $391,496 $390,706 $373,637 $0 REVENUES: TOTAL $0 PERFORMANCE MEASURES/SERVICE LEVELS: Remodel Ruth Millican Remodel Lighting Misc. Parks Bldg. Simmons Bldg. Interior Painting $0 $0 PERSONNEL: Full Time 5.0 5.0 5.0 Part time: 0.0 } 0.0 0.0 Deletion of the Facilities Manager reduces personnel cost. $0 Manager's Fiscal Summary ACCOUNT #: 01-50-37 TOTAL PROPOSED $129,615 1* $244,022 $0 $373,637 5.0 0.0 $0 — 7 2— Recycle ... Save a tree! Printed on recycled paper. General Fund 100% Dollars $ 60,000 50,000 - 40,000 - 30,000 - 20,000 - 10, 000 - 0 FY 91 CITY ENGINEER Water distribution System Wastewater collection system Storm drainage system Flood Plain Management Safe & efficient streets Expenditure History FY 92 Director Paul Kruckemeyer Engineering *.5 FT Employee City Engineer 0% FY 93 FY 95 Est. FY 94 Budget Budget Highlights -This budget supports cost associated with Engineering Services provided for Capital Improvement projects citywide. -73- Form 1 FY 1994/95 City of Euless ANNUAL BUDGET Department: Division/Activity: Engineering Engineering Mission Statement/Department Goals: Account #: 01-66-66 Department Summary The Engineering Department is committed to serving the citizens of Euless and the development community. It is our goal to improve the quality of life in Euless by recommending, implementing and enforcing local, state and federal rules and regulations which govern the health, safety and welfare of the citizens. 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. . Description/Program Highlights: The City Engineer's office is located at 201 N. Ector, Building B. Program highlights include: 1. Review all development plans for subdivision regulation compliance, engineering design, and safety and health concerns. 2. Review all engineering studies and plans for accuracy and compliance. 3. Inspect all construction within the City for quality, correctness and safety. 4. Inspect all environmental discharges for safety and health. 5. Establish public works guidelines for water and wastewater construction, street design and construction, drainage design and construction, and traffic safety. 6. Responsible for the planning and design of future infrastructure needs. 7. Implement and enforce escrow and assessment policies. 8. Responsible for coordination and communication with other governmental agencies. 9. Acquisition and verification of legal documents, properties, right-of-way and easements. 10. Acquisition and implementation of federal grants for construction of major street, utility and drainage projects. 11. Responsible for design, installation and operation of all traffic signals and signage and street lights. Major Budgetary Issues and Operational Trends: We have $30,000 in engineering services to hire (engineering and surveying) consultants to prepare engineering plans and documents for construction projects, and to prepare and or review drainage studies. —74— Form 2 City of Euless DEPARTMENT: ENGINEERING ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: ANNUAL BUDGET DIVISION/ACTIVITY: CITY ENGINEER 1992-93 1993-94 ACTUAL BUDGET $33,935 $40,057 $10,922 $15,000 $0 -0- $44,857 $55,057 TOTAL $0I $01 PERFORMANCE MEASURES/SERVICE- LEVELS: 1994-95 BUDGET BASELINE $40,415 1 $15,892 $01 $56,307 Manager's Fiscal Summary ACCOUNT #: 01-66-66 TOTAL SUPPLEMENTAL PROPOSED $40,415 $15,892 $0 $0 $56,307 UPDATE UNIFIED DEVELOPMENT CODE. REVIEW ALL PLATS AND CONSTRUCTION PLANS PRIOR TO SUBMITTAL TO PLANNING AND ZONING AND CITY COUNCIL. REVIEW ALL PROPERTY DESCRIPTIONS FOR CITY ACQUISITIONS. REVIEW ALL CONSULTANT CONTRACTS AND PLANS. PREPARE COST ESTIMATES FOR ALL CITY CONSTRUCTION PROJECTS. PROVIDE FLOOD PLAIN INFORMATION TO NUMEROUS ORGANIZATIONS ON A CONTINUAL BASIS. REVIEW FEMA SUBMITTALS. PREPARE DRAINAGE STUDIES. ACQUIRE RIGHT-OF-WAY FOR DRAINAGE PROJECTS. ACQUIRE FEDERAL GRANTS. PERSONNEL: Full Time Part time: 0.5 0.5 0.5I OJ -0- OJ 0.5 —75— Recycle ... Save a tree! Printed on recycled paper. COMMUNITY SERVICES Director Rick Herold Leisure Services Parks Swimming Pools Library *7 FT Employees *15 FT Employees Staffed fully with PT Employees *8 FT Employees — Recreational Activities — Athletic events — Adult & Children activites General Fund 90% Dollars $ 1,600,000 1,400,000 7 1,200,000 - 1,000,000 - 800,000 - 600,000 - 400,000 200,000 0 FY 91 — Maintenance of City parks — Swimming Classes — Provide reading material Development & Improvements — Three neighborhood pools — Promote reading & Learning to City parks — Beautification of the CommtinitY — Upkeep & Maintenance of pools — Provide references & assistance Expenditure History FY 92 Community Svc 10% FY 93 FY 95 Est. FY 94 Budget Poole 5% Budget Hightlights -Staff Reduction : 1 FTE, this position was moved to the Half -Cent Sales tax fund -Approved one-time expenditures to purchase new equipment for the maintenance of city parks and swimming pools -76- Department: Community Services Division/Activity: Leisure Services Mission Statement/Department Goals: Account #: 01-70-51 To provide a year round comprehensive and safe leisure program for all Euless citizens, including many different interest areas for all ages. To promote the quality of life in Euless through Parks and Leisure Services. To be aware of the rapid changes within today's society and meet the challenges to adjust to the trends. To better inform the public of current programs and upcoming events. Description/Program Highlights: The Leisure Services Department provides an essential service to those citizens in pursuit of leisure activities. Some of these activities include: numerous athletic events, printing of comprehensive programming guide, and various adult and children's activities. The department also plans and conducts various City of Euless employee events such as: picnics, socials, and luncheons, along with Citywide nonrecreational functions such as voting location, Town Hall meetings and large group rentals. Major Budgetary Issues and Operational Trends: Additional hours for part-time staff: with the increase of participants and programs, it is this department's desire to give the best service possible to our citizens and recreation members. Form2> City of Euless DEPARTMENT: Community Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: 1992-93 ACTUAL $221,310 $36,847 $4,936 $263,093 ANNUAL BUDGET DIVISION/ACTIVITY: Leisure Services 1993-94 BUDGET $260,769 $39,102 $2,500 $302,371 TOTAL $0 $0 PERFORMANCE MEASURES/SERVICE LEVELS: Building Use: Midway Rec RMC Simmons Rentals and Other Uses: Midway Rec RMC Simmons Athletic Teams: Adult Softball Flag Football Volley/Bsktball PERSONNEL Full Time Part time: 5.0 8.0 75,000 4,200 6500 600 450 100 180 20 80 100,000 6,000 6500 1000 600 300 185 24 80 Manager's Fiscal Summary ACCOUNT #: 01-70-51 1994-95 BUDGET TOTAL BASELINE SUPPLEMENTAL PROPOSED $259,492 $259,492 1 $33,688 $33,688 $0 $293,180 $0 $293,180 7.0 1 7.0 2.0 1 2.0 so $o $0 —78— Form 1 City of Euless Department: Community Services FY 1994/95 ANNUAL BUDGET Division/Activity: Parks Mission Statement/Department Goals: Account #: 01-70-52 Department Summary To provide a safe and eye -pleasing arena for the citizens of Euless in the most cost efficient manner possible. To satisfy citizens demands for parks and park amenities, thus creating a more wholesome life-style. To provide opportunities for all citizens in the Euless Parks as needed. To provide a comprehensive parks system through the use of an updated Parks Master Plan. To identify all cost saving measures as feasible. To continue to beautify the community. Description/Program Highlights: The Euless Parks Department is charged with the upkeep, development, and safety of all improvements, including 18 athletic fields, 4 pavilions , two gazebos, 3 pools, 3 restrooms, 4 jogging trails, 3 rose gardens, 22 picnic areas, 11 playgrounds, one amphitheater, and parking areas for a total of almost 298 acres. Besides mowing, litter pick-up, trimming and planting, in-house talents allow the Parks Department to design and construct such areas as the new Midway Field #3, the total irrigation system for Midway Community Center, installation of 6 new playgrounds, and the design, development and construction of Del Norte Park and Van Riet Park, construction of Villages of Bear Creek Park, and new fields at Midway Park. The Euless Parks Department serves ten sports seasons and annually provides leisure opportunities for tens of thousands of users in a safe and beautiful environment. This department is located at 300 Midway Drive adjacent to the gymnasium building. Major Budgetary Issues and Operational Trends: Manpower leads our need list. Demand and usage of the parks system is at an all time high. Additional manpower and the increased need for chemical funds (to help reduce manpower) are of primary concern. For the first time in our history, we must now have Parks employees work Saturday due to the tremendous growth in usage of the department. We are continuing to investigate all potential areas for grants and new ways to increase or improve productivity. When we say "manpower", we are referring to part time manpower. We have no plans currently or in the future to ask for an increase in benefited, full time employees. —79— Form 2 City of Euless DEPARTMENT: Community Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Tree Grant ANNUAL BUDGET DIVISION/ACTIVITY: Parks Manager's Fiscal Summary ACCOUNT #: 01-70-52 1994-95 BUDGET 1992-93 1993-94 TOTAL ACTUAL BUDGET BASELINE SUPPLEMENTAL PROPOSED $555,713 $603,112 $567,973 $567,973 $106,898 $118,115 $107,290 $107,290 $9,707 $1,500 $0 $0 $672,318 $722,727 $675,263 $0 $675,263 $7,000 TOTAL $7,000 I PERFORMANCE MEASURES/SERVICE LEVELS: PARKS SERVICE LEVE _S $0 Total Acreage Resp. 392 412 Euless Park Sites 17 17 Hortic. Focal Points 85 88 Athletic Field Hours 3706 3900 Water Truck Hours 388 485 Parks Const, Projects 4122 4400 PERSONNEL: Full Time Part time: 16 6 16 16 6 6 * Moving construction oversight to cost of project reduces personnel. $0 $0 NET CHANGE 16 6 $o $0 —80— Department: Community Services Division/Activity: Swimming Pools Mission Statement/Department Goals: Account #: 01-70-53 To provide a safe, wholesome and well rounded swim program for the citizens of Euless. This program will include many different interest areas for all ages. To operate a near cost effective department by producing revenues through gate fees, swim lessons, and rentals. To comply with state regulations for safe water chemistry. To instill good work ethics to the water safety staff. Description/Program Highlights: The three neighborhood pools provide an essential service to citizens in pursuit of leisure activities. Some of these activities include: Educational Classes and Recreational Activities. The pools are located at: 300 Midway Drive - Midway 201 Sierra Drive - Wilshire 605 S. Main Street - South Euless Major Budgetary Issues and. Operational Trends: Wilshire and South Euless Pools are in need of automatic chemical pumps. It is important to stay competitive with the mctroplcx's going rate for salaries in order to recruit and retain the more experienced lifesavers. —81— Form 2 City of Euless DEPARTMENT: Community Services ANNUAL BUDGET. DIVISION/ACTIVITY: Swimming Pools 1994-95 BUDGET 1992-93 1993-94 ITEM ACTUAL BUDGET BASELINE PERSONNEL $47,519 $55,830 $60,830 OPERATIONS $10,502 $15,500 $13,200 CAPITAL $0 $2,500 $0 TOTAL $58,021 $73,830 $74,030 REVENUES: Pool Fees $18,761 $19,000 TOTAL $18,761 $19,000 PERFORMANCE MEASURES/SERVICE LEVELS: PERSONNEL: Full Time Part time: 0 23 $19,000 $19,000 0 0 22 22 SUPPLEMENTAL so $0 Manager's Fiscal Summary ACCOUNT #: 01-70-53 TOTAL PROPOSED $60,830 $13,200 $0 $74,030 0 22 $19,000 $19,000 Form 1 City of Euless Department: Community Services FY 1994/95 ANNUAL BUDGET Division/Activity: Library Mission Statement/Department Goals: Account #: 01-70-54 Department Summary To provide Euless citizens of all ages with the best possible collection of materials in varied formats. To provide access to these materials. To offer guidance and encouragement to users in their pursuit of independent learning. To promote the joy of reading and learning to children. To provide popular reading materials for all library users. To plan the best possible improved library facilities and service for the citizens of Euless. Description/Program Highlights: The library staff provides reference and reader's advisory assistance to all users on an individual basis. Materials useful to the business community are continuously updated and expanded. Currently. published books as well as classics are available. The genealogy collection is widely recognized for its quality and is extensively used. Weekly story -time sessions, special programs, and the Texas Reading Program are available for children. The library cooperates with area schools and day care facilities. Library and other City staff are working with a library consultant in planning for the new library building. Major Budgetary Issues and Operational Trends: The state of the economy and the schools' emphasis on reading results in greater use of the library. This requires more items to meet the demand and increased staff to assist in selecting and locating material. Citizens continue to request expanded hours, which will be possible only with additional staff. The library has not added full time staff since 1 981. Purchase of additional books and other materials will be required in anticipation of the greatly increased use and demand which is expected when the new library opens. City if.,Euless ' DEPARTMENT: Community Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVi~N...UES ................. Library fines Lost material Copy machine DIVISION/ACTIVITY: Library 1992-93 1993-94 ACTUAL BUDGET $325,972 1 $349,554 $35,742 $46,100 $42,454 1 $49,500 $404,1681 $445,154 $14,601 $15,000 $600 $600 $3,000 $3,000 BASELINE $371,198 $34,750 $41,048 $446,996 '1994-95 BUDGET SUPPLEMENTAL $15,000 $600 $3,000 1 1 TOTAL $18,201 $18,600 1 $18,600 1 $0 PERFORMANCE MEASURES/SERVICE LEVELS; Items circulated Videos circulated Reference questions Interlibrary loans Patron applications Storytime, special program New bks. added Bks. withdrawn AdultEd students PERSONNEL: Full Time Part time: 177,216 175,000 31,138 25,000 14,312 20,000 356 750 3,555 3,625 6,253 5,800 4,497 4,900 3,136 3,500 365 375 177,000 28,000 20,000 750 3,625 6,000 6,000 3,700 375 ariager'sFiscal Summary ACCOUNT #: 01-70-54 TOTAL PROPOSED $371,198 $34,750 $41,048 $446,996 $15,000 $600 $3,000 $18,600 Recycle ... Save a tree! Printed on recycled paper. PUBLIC WORKS & DEVELOPMENT Public Works 7- Street Maintenance *11 FT Employees — Street repairs — Preventive maintenance General Fund 92% Dollars $ 1,200,000 1,000,000 - 800,000 - \\ 600,000 - 400,000 - 200,000 - 0 7- Planning *2 FT Employees — Land development — Planning & Zoning Expenditure History Director Randy Byers 7- Development Inspection Services *4 FT Employees 1 Enviromental Health J *4 FT Employees — Code Enforcement — Animal Control — Building Permits Public Works 8% FY 91 FY 93 FY 95 Est. street Malnt. 54% — Health Inspections & Permits R arrnng 10% Environmental NM 19% Inspections 16% Budget Highlights - Staff reduction: 2 FTE - Extra funds approved for overtime hours associated with planning and zoning projects FY 92 FY 94 Budget -85- 94/9 ity of Euless ANNUAL BUp;. Department: Public Works & Development Planning Division/Activity: Mission Statement/Department Goals: Account #: 01-80-32 rtm e mmary Assist the Planning and Zoning Committee and City Council in the preparation of long and short range plans, to help guide the City's future development and to assist in the planning, preparation, maintenance, coordination and enforcement of these land development control ordinances, policies and plans. Description/Program Highlights: Prepares information for and coordinates activities of the Planning and Zoning Commission, Board of Adjustment and land development related boards. Compiles, maintains and presents a broad range of land development reports and activities to various boards and councils. Assists in coordinating activities of the Development Department. Evaluating and developing a computerized data base and tracking system to more efficiently track permits, complaints and development activity. Major Budgetary Issues and Operational Trends: Development activity is increasing, placing a greater demand on staff timc for development review and pack prcparation. Adoption of UDC requires site plans for building permits to be approved by Planning and Zoning and City Council, resulting in additional report preparation and staff time. Adoption of the Comprehensive Land Development Plan necessitates the rezoning of approximately 100 to 200 acrcs resulting in an increase in mailing costs. —86— Form 2 City of Euless DEPARTMENT: Public Works & Development ITEM I PERSONNEL OPERATIONS I CAPITAL TOTAL REVENUES: 1992-93 ACTUAL $82,991 $17,055 $0 $100,046 Zoning/Plat Fees $9,358 Sales/Maps, Codes $11,865 ANNUAL BUDGET DIVISION/ACTIVITY: 1993-94 BUDGET $85,296 $18,625 $1,050 $104,971 $12,000 $11,000 TOTAL $21,223 1 $23,000 PERFORMANCE MEASURES/SERVICE LEVELS: I I Current Zoning & Plattinb Development related mietings & conferences Comprehensive land planning 1 Semi -Annual Impact Fe4 Reports CDBG Application I I I Bi-monthly P & Z packets Implementation of UDC PERSONNEL: Full Time Part time: Planning 1994-95 BUDGET Manager's Fiscal Summary ACCOUNT #: 01-80-32 TOTAL BASELINE SUPPLEMENTAL PROPOSED $90,947 $90,947 $16,525 $16,525 $0 $0 $107,472I $0 $107,472 $12,000 $11,000 $23,000 On -going - activity IpereasIng Activity increasing Similar to last year I 2 per year I I 1 per year On -going - same ad last year On -going - increased time due to startup 21 2 0 0 11 $12,000 $0 $11,000 $0 $0 $0 $0 $0 $23,000 2 0 Department: Public Works & Development Mission Statement/Department Goals: Account #: 01-80-33 To maintain safe driving conditions and prolong the material life of all City streets through aggressive preventive maintenance. Description/Program Highlights: The City of Euless street maintenance department performs the following duties: all street rcpairs, repairs to sidewalks, curbs and gutters, installation and replacement of all street signs, traffic control signs and right-of-way maintenance, as well as various other tasks. Street Maintenance is officed at 1100 Central Drive. Major Budgetary Issues and Operational Trends: A significant number of City streets are reaching the 20 to 30 year use period and arc in necd of major repair or total reconstruction. An aggressive street bond program will be needed to avoid major rebuild in the near future. An ongoing street maintenance function is needed to perform crack seal, pothole repair, overlay and various other preventive type measures. —88— Form 2 City of Euless -- DEPARTMENT: Public Works & Development ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: 1992-93 ACTUAL $325,896 $161,863 $0 $487,759 TOTAL $0 PERFORMANCE MEASURES/SERVICE LEVELS: ANNUAL BUDGET DIVISION/ACTIVITY: Street Maintenance 1993-94 BUDGET $363,350 $198,296 $0 $561,646 Sq. Ft. Overlay Lin. Ft. Crackseal Potholes Repaired Sq. Ft. Flatwork Lin. Ft. C&G Signs Made PERSONNEL: Full Time Part time: 440,000 450,000 87,840 100,000 5,212 5,000 12,727 1 15,000 2,200 I 2,500 750 750 11 2 L 11 2 —89- 1994-95 BUDGET BASELINE $350,622 $200,358 $0 $550,980 so 450,000 100,000 5,000 15,000 2,500 750 11 0 SUPPLEMENTAL $25,000 $25,000 anagers Fiscal summary ACCOUNT #: 01-80-33 TOTAL PROPOSED $350,622 $225,358 $0 $575,980 $0J so 11 0 Department: Division/Activity: Public Works & Development Inspection Services Mission Statement/Department Goals: Account #: 01-80-34 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 this jurisdiction and certain equipment specifically regulated. Description/Program Highlights: - Perform all plan reviews for code compliance - Issue all building related permits. - Perform all building related inspections. - Perform all Minimum Housing Inspections. - Receive, dispatch and follow through with inspection of all citizen complaints to gain code compliance. - Provide public relations service for citizen inquiries related to all types of building construction. - Perform Certificate of Occupancy inspections, as well as approval of Certificates of Occupancy for building requirements. - Perform other duties such as architectural design, project management and bidding of City construction projects. Development & Operations is located at 201 N. Ector, Building B, North End. Major Budgetary issues and Operational Trends: Technological advances in construction types is requiring more training for inspectors to enable us to provide the necessary service the public desires. Increased work load on Managers and employees as a result of increased job responsibilities and implementation of new programs. —90— Form 2 City of Euless DEPARTMENT: Public Works & Development ITEM (PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Elec/Plmbg.LIc Other Permits AIc.Bev.Permits 1 BIdg.Permits Housing Insp.Prog. ANNUAL BUDGET DIVISION/ACTIVITY: Inspection Services 1994-95 BUDGET. 1992-93 1993-94 ACTUAL BUDGET BASELINE SUPPLEMENTAL $201,912 $259,216 $151,441 $17,416 $20,015 $17,659 $2,651 $1,500 $0 $221,979 $280,731 $169,100 $26,696 $28,000 $49,187 $50,000 $4,320 $4,000 $121,555 $140,000 $59,859 $65,000 TOTAL $261,617 PERFORMANCE MEASURES/SERVICE Res-New/Attached Remodel Swimming Pool I Comm -New Build. I Multi -Family Remodel I Swimming Pools Industrial Build Churches Schools I Signs/Fences/Etc. Cert of Occupancy Complaints Inspections Plan Review Min. Hous. Insp. PERSONNEL: Full Time Part time: 80 1251 301 101 11 601 0 0 1 0 12001 150 450 3,000 1,500 2,200 $287,000 LEVELS: 100 100 301 101 1 60I 1 1 1 of 13001 200 500 3,000 1,600 17,800 6.5 1 6.0 1.0 I 1.0 $28, 000 $50,000 $4,000 $140,000 $65,000 $287,000 4.0 0.0 1001 801 301 10 1I 50 1 1 1 OI 1300 200I 600 3,500 1,600 17,800 Manager's Fiscal Summary ACCOUNT #: 01-80-34 Cut one vacant Inspector slot as budgeted and cut the building official slot to reduce personnel cost. TOTAL PROPOSED $151,4411* $17,659 $0 $169,100 $28,000 $50,000 $4,000 $140,000 $65,000 $0 $0 $0 $0 $287,000 4.0 0.0 -91- Department: Division/Activity: Public Works & Development Environmental Health Mission Statement/Department Goals: Account #: 01-80-65 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, water pollution, hazardous wastes, illegal dumping, high grass and weeds, vector control, animal control and general environmental complaints. Description/Program Highlights: Conduct inspections for Euless and Grapevine in food service, swimming pools, and foster homes and day cares. Conduct C.O. inspections, provide high grass and weed surveillance program, assist building inspection department with inspections and code enforcement program. Provide animal control functions for 365 days per year and answer and investigate many different types of environmental complaints. Environmental Health offices are in City Hall Complex, Building B, 685-1624, 8:00 AM to 5:00 PM, Monday through Friday. Animal Control is located at 1517 Westpark Way, 685-1592, shelter hours are 11:00 AM to 6:00 PM, Monday through Friday and 10:00 AM to 2:00 PM Saturday. Major Budgetary Issues and Operational Trends: We are operating understaffed in Animal Control and arc also in need of a part time Environmental Health Specialist. —92— Form 2 CitY of Euless DEPARTMENT: Public Works & Development ANNUAL BUDGET DIVISION/ACTIVITY: Environmental Health 1992-93 1993-94 ITEM ACTUAL BUDGET PERSONNEL $173,042 $184,865 OPERATIONS $13,896 $20,759 CAPITAL TOTAL $186,938 $205,624 REVENUES` Health Permits $27,710 1 $27,000 (Euless) Health Permits (Grapevine) Animal Control $31,480 $32,000 1 $7,139 1 $9,000 1 1 1 TOTAL $66,329 $68,000 PERFORMANCE MEASURES/SERVICE LEVELS: Activity 92-93 93-94 Service Actual Estimated Animals P/U Animals Adopted Ret. to owner Animals to SPCA Dead Animal P/U Animal Bites Food Serv. Permit Retail Food Permit 1 Day Care Swimming Pool Nursing Homes All Food Serv. Insp Pool inspections PERSONNEL: Full Time Part time: 4 2 1,3991 1,426 1781 195 2551 270 250 260 350 360 77 80 180I 182 100I 100 311 32 114 114 3I 3 851 875 385 400 4 Manager's Fiscal Summary ACCOUNT #: 01-80-65 1994-95 BUDGET TOTAL BASELINE SUPPLEMENTAL PROPOSED $184,799 $19,734 $0 $204,533 $27,000 $32,000 $9,000 $68,000 94-95 Projected 4 2 1 2 1,200 130 247 320 600 115 203 94 32 120 3 1,170 284 so $184,799 $19,734 $0 $204,533 4 2 so —93— Recycle ... Save a tree! Printed on recycled paper. NON -DEPARTMENTAL Non -departmental Handles citywide expenditures Retiree Benefits General Fund 89% Dollars $ 1,600,000 1,400,000 - 1,200,000 - 1,000,000 800,000 - 600,000 - 400,000 - 200,000 - 0 Expenditure History City Manager's Office Tom Hart -City Manager FY 91 FY 93 FY 95 Est. Betterment Fund Funded by citizen contributions Community Beautification and Enhancement Betterment 5% Budget Highlights -Approved funding for betterment programs which include volunteer incentives, historical plaques, and senior citizens computer programs -Approved funding for the remodeling expense of the Fuller House FY 92 FY 94 Budget -94- Department: Nondepartmental Division/Activity: General Fund Mission Statement/Department Goals: Account #: 01-90-60 Management has initiated programs to define the costs in this budget that may be specifically identifiable to any operational budget. Description/Program Highlights: 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. Major Budgetary Issues and Operational Trends: A major increase in electric service costs based on rate increase from TU Electric. Stabilization of liability insurance cost is anticipated. eS o OEPART�ENT 'DIVISION/ACTIVITY: Non -Departmental General Fund ITEM (PERSONNEL |OPERAT|ONG |CAPTAL TOTAL 10O2-S8 ACTUAL $19,479 $865081 $1.842 1008-94 BUDGET $45,360 $1,139,174 $1'274.745 $1.O4�QQ4 '-^'— TOTAL *V *0 PERFORMANCE MgA��URES/SERVICE,�':LEVtLE�':,":� |PERGONNBL. Full Time Part time: O | / O BASELINE $51.224 $U O 0 O '-�' Summm�� ACCOUNT#: 01-90-60 | / O O *Reduction in baseline duo to FY04 one-time costs of$2O7.UUU. This also Includes one-time FY95 supplemental 000ia. -96- Form 1 City of Euless Department: Betterment Fund FY 1994/95 ANNUAL BUDGET Division/Activity: Account #: City Council 01-90-61 Mission Statement/Department Goals: The purpose of this department is to provide for community Department Summary oriented services and facilities supported through the monthly 50 cent donation of citizens. Description/Program Highlights: The department has provided for the funding of several citizen programs and facilities including: Lakewood Tennis Court, playground equipment, Senior Citizen Center remodeling, Wilshire Hike/Bike Trail, Beautification, Del Norte Improvements, Library books, and remodeling. City Council maintains full discretion over all funded projects. Major Budgetary Issues and Operational Trends: This department is funded solely through citizen contributions which are collected through the utility billing system and totals approximately $30,000 annually. Funded projects are generally citizens' requests and community interest projects. This year additional projects are funded from prior year balances available from this source. Form 2 City of Euless DEPARTMENT: Betterment Fund ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: ,.._ Contributions 1992-93 ACTUAL $0 $10,275 $0 $10,275 $25,856 $26,000 TOTAL 1 $0 $0 PERFORMANCE MEASURES/SERVICE LEVELS: PERSONNEL: Full Time Part time: 0 0 0 0 , ' • ANNUAL BUDGET - Manager's Fiscal DIVISION/ACTIVITY: ACCOUNT #: City Council 01-90-61 1994-95 BUDGET 1993-94 BUDGET BASELINE SUPPLEMENTAL $o $o $21,000 $72,000 $5,000 $0 $26,000 $72,000 $26,000 $0 0 0 so I TOTAL PROPOSED $01 $72,000 $01 $72,000 $0 $0 0 0 —98— Recycle ... Save a tree! Printed on recycled paper. J OPERATIONAL BUDGETS WATER/SEWER �r Wtr/Swr Fund 99% Dollars $ 120,000 100,000 ADMINISTRATION City Managers Office Tom Hart -City Manager Geographic Information Systems *1 FT Employee Prepare & Maintain maps of City's streets, water/sewer systems & flood areas Develop computerized network system for Development Dept. Provide graphic analysis to departments citywide Expenditure History so,000 This activity was part of the 60,000 _ public works department prior to FY 95. 40,000 20,000 0 • --• GIS 1% FY 91 FY 93 FY 95 Est. FY 92 FY 94 Budget GIS 100% Budget Highlights - Developed new Information Systems department to handle all hardware & software maintenance citywide - Continued research & development of graphic programs to aide in further development of the City -99- Form. 1 City of Euless Department: Information Services FY 1993/94 ANNUAL BUDGET Division/Activity: GIS/Utility Engineering Mission Statement/Department Goals: Account #: 02-11-76 Department Summary The primary goal of this department is to develop and maintain a geographic information data base in a manner that will increase the capability, efficiency and accuracy of this department. To assist in the long/short range planning efforts of the City by providing easily understood graphic information through the use of this data base. To further integrate and educate other departments in the uses of GIS and explore new uses of the technology. Description/Program Highlights: - Maintain current, accurate maps of the City's thoroughfare, water, sewer systems, flood prone and other graphic related information. - Provide graphic display of Tarrant Appraisal District information. - Provide graphic analysis for all City departments. - Develop a comprehensive computerized network system for the Development Department. - Assist in development of computerized programs to more efficiently manage Development Department activities. - Aid other departments in implementing GIS related tasks. Major Budgetary Issues and Operational Trends: areas, GIS is gaining acceptance in other departments due to the large amount of data now available. This has caused an increase in map output requests and puts a burden on plotter paper supplies. - The Engineering Department, due to its recent increase in staff and activity, is putting more of a burden on GIS for research and map production. They are also wanting to integrate their design work with existing GIS data in a new engineering computer system. - With most of the graphic data from our original implementation plan completed, the push for GIS is toward projects that require much more data research. The need of a summer intern is growing. - A recent upgrade of the GIS computer has resulted in a significant drop in the maintenance costs as well as a great increase in spccd. - The trend to put GIS projects into more departments is growing, as well as the requests for desktop mapping. —100— Form 2 City of Euless DEPARTMENT: Information Services 1992-93 ITEM ACTUAL PERSONNEL $0 OPERATIONS $0 CAPITAL $0 TOTAL $0 REVENUES:. ANNUAL BUDGET. DIVISION/ACTIVITY: GIS Manager's Fiscal Summary ACCOUNT #: 02-11-76 1994-95 BUDGET. 1993-94 TOTAL BUDGET BASELINE SUPPLEMENTAL PROPOSED $0 $49,134 $49,134 $0 $37,839 $37,839 $0 $0 $14,000 $14,000 $0 $86,973 $14,000 $100,973I* TOTAL $0 PERFORMANCE MEASURES/SERVICE LEVELS: $0 Supporting desktop map )ing for Public Works, Engineering Updated existing data to match new "Plan metrics". Analysis Maps for: Future Land Use Comprehensive Pan Sexually Oriented Businesses Trails of Euless P oject Miscellaneous Informatic nal Maps Including: Zoning Land Use Parcels Flood Plain Water & Sewer U ilities PERSONNEL: Full Time Part time: Not an increase; formerly in Public Works. $0 Police Department And Library. 1.0 0 $0 1.0 0 —101— Recycle ... Save a tree! Printed on recycled paper. Wtr/SNr Furd 96% Dollars $ 400,000 300,000 - 200,000 -\\` WATER DEPARTMENT C Director Debra Forte' Water Office •5 FT Employees Utility Billing - Water & Drainage Balances and Deposits City monies daily Expenditure History 100,000 - 0 Wtr Dept 4% FY 91 FY 93 FY 95 Est. FY 92 FY 94 Budget Meter Reading *4 FT Employees Reading & Maintenance of all city meters Connection & Disconnection of new and delinquent customers Wtr Office 40% Meter Reading 60% Budget Highlights -No new programs this year J -Continued emphasis on delinquent collections of water, drainage, and ambulance customers -102- Department: Division/Activity: Fiscal & Human Resources Billing Office Mission Statement/Department Goals: Account #: 02-20-70 epartment ummary This office endeavors to provide all customers with the best service possible regarding prompt administration of their utility bills. To increase productivity and efficiency in operating collection on water and sewer services is a priority. We endeavor to make clerks more knowledgeable as to operation of the Department in general, not just water office functions, to better serve our citizens. Description/Program Highlights: The Euless Water Office provides fiscal services to reflect customer transactions regarding utility billing, connections for new service and disconnections for relocating and delinquent customers. Processes all payments for utility bills, water deposits, returned checks, insurance payments, etc. This office makes sure all water meters are read and bills are printed and mailed according to schedule. Balances and processes all monies for daily City bank deposit. This office is also responsible for the drainage billing and collecting process. Additionally, the billing and collection of sanitation and recycling is performed by this activity as well as miscellaneous receivables. The Water Office is located at 201 N. Ector, Building B, south end. Hours are 8 AM to 5 PM, Monday through Friday. A drive through window is open and night drop is available. Major Budgetary Issues and Operational Trends: Water Office personnel are in the process of implementing bank drafting of payments for water accounts and setting up a collcction system for collcction of bad debts. Ordinance review is an activity planned to be continued to better serve the citizens. Budget cost should decrease due to the internal process of printing and mailing billings. —103— Form 2 City of Euless DEPARTMENT: Fiscal & Human Resources ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Water & Sewer Taps Reconnect Fees Inspection Fees Miscellaneous, W&S Penalties Init. & Transfer Fees Sale of New Meters 1992-93 ACTUAL 120,263 81,378 27,755 229,396 4,015 19,639 15,934 9,077 204,546 40,020 22,150 TOTAL 315,381 Manager's Fiscal Summary DIVISION/ACTIVITY: Water Office 1993-94 BUDGET 157,810 104,073 6,535 268,418 1,000 20,000 16,000 10,000 175,000 40,000 30,000 ACCOUNT #: 02-20-70 1Q94-95 BUDGET TOTAL PROPOSED 162,055 81,543 1 0 BASELINE SUPPLEMENTAN 162,055 81,543 0 243,598 0 l 243,598 1,000 20,000 16,000 10,000 175,000 40,000 30,000 292,000 292,000 PERFORMANCE MEASURES/SERVICE LEVELS: Service Calls 7,000 7,800 Delinquent Notices 7,500 7,500 Customers Billed 216,000 217,000 Deposits Taken 1,800 1,500 PERSONNEL: Full Time Part Time 4.0 1.0 * Reduction due to computer transfer. 5.0 1.0 5.0 1,000 20,000 16,000 10,000 175,000 40,000 292,000 1.0 5.0 1.0 0 0 0 0 -104- Form 1 City of Euless Department: FY 1994/95 ANNUAL BUDGET Division/Activity: Fiscal & Human Resources Meter Reading Mission Statement/Department Goals: To provide the fastest, most courteous delivery in the area of customer service in the field, as well as to increase productivity and accuracy in reading meters for billings. Department Summary Account #: Description/Program Highlights: 02-20-77 The meter reading division provides fiscal services in customer transactions such as: connection of new service, disconnections for relocating and delinquent customers, changing out stopped or damaged water meters, repairing curb -stops, water leaks at the meter and replacing broken meter boxes and meter box lids. They are also responsible for reading approximately 10,000 water meters monthly for billing purposes. Any questions concerning customer service or meter reads, please contact Water Office, 685-1470. This department operates from the Water Office at 201 N. Ector, Building B, south end. Major Budgetary Issues and Operational Trends: Transitions for the future include reduction in meter reading functions due to automation with retention of customer service personnel. Over the next few years this budget could continue to reflect cost savings due to further automation, -105- Form City ofEuless DEPARTMENT: Fiscal & Human Resources ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: ANNUAL BUDGET DIVISION/ACTIVITY: Meter Reading 1994-95 BUDGET 1982'83 1893'94 ACTUAL BUDGET BASELINE $102.261 $107.787 *108.605 *6.153 *8.673 *8.401 *11.031 *O $O *118.445 *116.410 *118.000 $O PERFORMANCE MEASURES/SERVICE LEVELS: New Meters Set OO 100 100 Water Mtru.Changed 500 500 son Meters Read 148'000 148.000 150.000 Service Calls 7.000 7/500 8.000 PERSONNEL: Full Time � Part time: 4.0 ] |----- 0O� SUPPLEMENTAL *O Manager's Fiscal uumman/ ACCOUNT#: 02-20-77 TOTAL PROPOSED *1OS.VO5 $8,401 *O 4.0 0.0 4]3 0.0 | | 0� `��� —106— Recycle ... Save a tree! Printed on recycled paper. DMINISTRATIVE SERVICES Director Tom Cox Recycling *1 FT Employee Wlr/Swr Fund 95% Dollars $ 60,000 50,000 - 40,000 - 30,000 - 20,000 - 10,000 - 0 Implementation of citywide recycling programs Track & Divert recyclables from current waste stream Educate community on Recycling matters Expenditure History Created in FY 93 FY 91 FY 93 FY 95 Est. FY 92 FY 94 Budget Budget Highlights - New recycle containers in area schools - Continued emphasis on recycling within city apartment complexes —107— Form 1 City of Euless Department: FY 1994/95 ANNUAL BUDGET Division/Activity: Administrative Services Recycling Mission Statement/Department Goals: Account #: 02-50-39 Department Summary To serve as the link between the City and the community as the educational and promotional representative for the Euless Recycling Program, To track and increase the diversion for recyclables from the current waste stream. To implement citywide programs compatible with state legislation and environmental standards set forth by the E.P.A. To provide general supervision over the recycling contractor and to ensure all obligations of recycling contract are fulfilled. Description/Program Highlights: The Recycling Coordinator is solely responsible for implementing new program phases. The Recycling Office educates the citizens of Euless on recycling and associated issues. The Recycling Coordinator strives to meet the needs of all involved parties throughout Euless. Major Budgetary Issues and Operational Trends: It is imperative to the further success of the school recycling program to purchase recycling igloos to be placed in each cafeteria. The igloos will be colorful and serve as obvious reminders to the children to recycle. This is a one time cost. The igloos are designed of recycled fiberglass and plastics. They will weather any conditions and will provide ongoing encouragement for the children. —108— Form 2 City of Euless.':;, DEPARTMENT: Administrative Services ITEM PERSONNEL 'OPERATIONS 'CAPITAL TOTAL REVENUE r t., Recycling Fee TOTAL PERFORMANCE%,M Diversion Apt. Participation PERSONNEL: Full Time Part time: 1992-93 ACTUAL $28,544 $20,3041 $5531 $49,401 ANNUAI DIVISION/ACTIVITY.: Recycling 1993-94 BUDGET $32,254 $20,000 $52,254 1 $35,920 $76,000 SURES/SERVI,CE .LEVELS 11% 12-13% i 21 Ibs/unit 31 Ibs/unit 1.0 1.0 199495BUDG BASELINE SUPPLEMENTAL $33,154 $19,400 $0 $52,554 j 1.0 $50,300 $0 Manager's Fisca sumniar) ACCOUNT #: 02-50-39 TOTAL PROPOSED $33,154 $19,4001 $0 $52,554 $50,300 1 1 $50,300 1.0 J —109— Recycle ... Save a tree! Printed on recycled paper. Vutr/Swr Fund 99% Dollars $ 140,000 120,000 - 100,000 - 80,000 - 60,000 - 40,000 - 20,000 - 0 CITY ENGINEER Director Paul Krud<emeyer Engineering *1.5 FT Employees Design & Construction of Water System Provide adequate storm drainage system Provide safe wastewater colection system Engineering 1% Expenditure History FY 91 FY 93 FY 95 Est. Budget Highlights - No new programs this year - This budget supports costs associated with Engineering Services provided for Capital Improvement projects citywide. FY92 FY 94 Budget -110- Form 1 City of Euless Department: Engineering FY 1994/95 ANNUAL BUDGET Division/Activity: City Engineer Mission Statement/Department Goals: Account #: 02-66-66 Department Summary The Engineering Department is committed to serving the citizens of Euless and the development community. It is our goal to improve the quality of life in Euless by recommending, implementing and enforcing local, state and federal rules and regulations which govern the health, safety and welfare of the citizens. 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. Description/Program Highlights: The City Engineer's office is located at 201 N. Ector, Building B. 1. Review all development plans for subdivision regulation compliance, engineering design, and safety and health concerns. 2. Review all engineering studies and plans for accuracy and compliance. 3. Inspect all construction within the City for quality, correctness and safety. 4. Inspect all environmental discharges for safety and health. 5. Establish public works guidelines for water and wastewater construction, street design and construction, drainage design and construction, and traffic safety. 6. Responsible for the planning and design of future infrastructure needs. 7. Implement and enforce escrow and assessment policies. 8. Responsible for coordination and communication with other governmental agencies. 9. Acquisition and verification of legal documents, properties, right-of-way and easements. Major Budgetary Issues and Operational Trends: - Add one administrative secretary. - We have $20,000 to cover consultant services we will require for in-house design projects. - Purchase furniture, software for new secretary. - Purchase technical software. —111— Form 2 City of Euless DEPARTMENT: ENGINEERING ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: ANNUAL BUDGET DIVISION/ACTIVITY: WATER/SEWER FUND 1994-95 BUDGET 1992-93 1993-94 ACTUAL BUDGET BASELINE SUPPLEMENTAL $75,789 $92,829 $94,8271 $30,174 $23,435 $34,632 $0 $1,500 $99,224 $128,961 so $125,001 $0 Manager's Fiscal Summary ACCOUNT #: 02-66-66 TOTAL PROPOSED $94,8271 $30,1741 $0 $125,001 TOTAL $01 $01 $0$0 $0 PERFORMANCE MEASURES/SERVICE LEVELS: PERSONNEL: Full Time Part time: -0- 1.5 -0- -0- Recycle ... Save a tree! Printed on recycled paper. Water Production •6.5 FT Employees Repair, Inspect, & — maintain meter bcnces, wells, & pumps — Analysis of water samples _ Account for citywide water consumption Wtr/Swr Fund 64% Dollars $ 6,000,000 5,000,000 - 4,000,000 3,000,000 -\ 2,000,000 - 1,000,000 - 0 FY91 PUBLIC WORKS Director Randy Byers Water Distribution Sewage & Treatment Utility Engineering •7 FT Employees / '6 FT Employees / ` •1 FT Employee _ Repair, inspect, & maintain water mains _ Installation of fire hydrants, water mains & service lines Public Works 36% Expenditure History FY 92 Preventative maintenance of sewer mains _ Repair, Install, and maintain sewer mains & manholes — Prevent infiltration & Inflow FY 93 FY 95 Est. FY 94 Budget Wtr Prod 64% Wtr Dist 6% „„,�,ti �„ Util Engineer 1% Ili lii��\y�� SwrTrtmnt 29% Budget Highlights -Moved GIS from this department into the newly developed Information Systems Department -TRA Water & Sewer charges expected to be slightly higher in FY 95 -Approved funding for some new meters to be installed in FY 95 -113- Form 1 City of Euless Department: Public Works & Development FY 1994/95 ANNUAL BUDGET .. Division/Activity: Water Production Mission Statement/Department Goals: Account #: 02-80-71 Department Summary To deliver safe drinking water to all City of Euless water customers with prompt customer service in a professional and courteous manner. To accurately account for each customer's water consumption, as effectively and efficiently as possible. Description/Program Highlights: The Water Production Department is responsible for specified areas: analysis of water samples; water meter calibration; repair, maintenance and installation of meter boxes and vaults; accurate chlorination of well water; maintenance, repair and inspection of water wells, pumps and motors; and the accurate reporting of all aspects of water production to the appropriate State and Federal agencies. The Water Production Department is located at 1100 Central Drive, Bedford, Texas. Major Budgetary issues and Operational Trends: There are several areas of concern in the water production arena that have a significant dollar impact on the City. There are several unfunded mandates concerning: Water Sampling, Water Well Standards, Water Storage Standards, and the Safe Drinking Water Act. —114— Form 2 City of Euless -' DEPARTMENT: Public Works & Development ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Water Service TOTAL PERFORMANCE Gallons Produced Gallons Purchased Gallons Consumed Gallons Billed Samples Taken Meters Replaced Meters Calibrated PERSONNEL: Full Time Part time: DIVISION/ACTIVITY: Water Production 1992-93 1993-94 ACTUAL BUDGET $249,529 $311,921 $3,262,091 $3,071,572 $16,361 $20,000 $3,527,981 $3,403,493 $5,824,957 $5,400,000 $5,824,957 $5,400,000 MEASURES/SERVICE- LEVELS: 365,000,000 1,600,000,000 1,965,000,000 1,700,000,000 650 3000 150 360,000,000 1,560,000,000 1,920,000,000 1,670,400,000 6501 500 600 6 1 6.5 1 199495 El1DGET BASELINE SUPPLEMENTAL $327,264 $3,076,338 $0 $3,403,602 $5,555,000 $5,555,000 J 365,000,000 1,600,000,000 1,965,000,000 1,700,000,0001 650 30001 1501 6.5 $16,000 $16,000 Manager's Fiscal Summary ACCOUNT #: 02-80-71 TOTAL PROPOSED $327,264 $3,076,338 $16,000 $3,419,602 $5,555,000 $5,555,000 6.5 1 —115— Department: Division/Activity: Public Works & Development Water Distribution Mission Statement/Department Goals: Mission: To maintain, in proper working condition, all water mains, valves, hydrants and service taps as effectively and efficiently as possible. Goals: To deliver professional, courteous service to all water customers. To constantly strive to reduce unaccounted for water loss. To maintain the water distribution system for maximum delivery of water for consumption and fire protection. Account #: Description/Program Highlights: 02-80-72 The Water Distribution Department is responsible for maintenance, repair, replacement and installation of water mains, valves, fire hydrants and service lines, tapping of mains and line locations for outside utilities and contractors. The Water Distribution Department is located at 1100 Central Drive, Bedford, Texas. Major Budgetary Issues and Operational Trends: The water distribution system has large areas that are old, deteriorated and undersized. It will be expensive, but we must continue the program to systematically replace the old part of our system. Form 2 City of Euless DEPARTMENT: Public Works & Development 1992-93 ITEM ACTUAL PERSONNEL $192,992 OPERATIONS $93,752 CAPITAL $5,113 TOTAL $291,857 REVENUES: ANNUAL BUDGET DIVISION/ACTIVITY: Water Distribution 1993-94 BUDGET $227,059 $115,956 $01 $343,015 TOTAL $01 PERFORMANCE MEASURES/SERVICE LEVELS: 'Water leak repairs Hyd. / Valve rnaint. 1 Hyd. / Valve repl. I Water line inst. Utility locations 1 Water taps PERSONNEL: Full Time Part time: $0 65 I 70 60 60 451 50I 5,0001 5,000 340I 340 150 150 7 2 1994-95 BUDGET BASELINE $227,243 $111,471 $0 $338,714 so l 70I 60I 50I 5,000 340 150 SUPPLEMENTAL so Manager's Fiscal Summary ACCOUNT #: 02-80-72 TOTAL PROPOSED $227,243 $111,471 $01 $338,7141 $0 $01 —117— Department: Public Works & Development FY 1994/95 ANNUAL BUDGET Division/Activity: Sewage & Treatment Mission Statement/Department Goals: Account #: 02-80-73 Department Summary Mission: To maintain, in proper working condition, all sanitary sewer mains and manholes as effectively and efficiently as possible. Goals: 1. To perform routine preventive maintenance of sewer mains daily. 2. To respond as soon as possible to any known sewer backup. 3. To treat our customers with courtesy and respect at all times. 4. To take all measures possible to prevent infiltration and inflow. Description/Program Highlights: Sewage and Treatment is responsible for the following tasks: maintenance, repair, installation and replacement of all sanitary sewer mains, manholes and cleanouts; making main taps for service connections; line locations for other utilities/contractors; and preventive maintenance on scwcr mains. This department is located at 1100 Central Drive, Bedford, Texas. Major Budgetary Issues and Operational Trends: There are several major budgetary issues confronting us concerning Sanitary Sewers. 1. Federal and State laws concerning non -point source of contamination will create a substantial fiscal impact on the City in the future. This should be addressed in the C.I.P. budget. 2, There are several areas throughout the City with collapsed lines, low spots, overpowering root problems and inadequate capacity. It will be extremely expensive to correct the known problems. We are presently working on an action plan to address these problems. This action plan will help to keep E.P.A. from fining us when they show up to question us on overflows. 3. We can not assess the condition of the sewer collection system without the use of a camera unit. While we can contract for the service, it will cost several times what one unit would cost. We need to be in a position to use a camera on a daily basis. A camera unit will cost approximately $80,000. Public Works &Development 1992'93 1993-94 ITEM ACTUAL BUDGET |PERGONNEL $180.735 *193.598 OPERATONG $1.3205101 $1.222218 CAPTAL *18,787 $35.500 | TOTAL $1.520.022 $1.451.316 Sewer Service $3,106,810 $2,980,000 TOTAL $3,106,810 $2,980000 VVautewoterouUo Un.fi lines cleaned JRoot killeruoed(go) Degreaser used (|b.) Manholes repaired PERSONNEL: Full Time Part time: | 92/93 / 93/04 525 350 850.000 850.000 150 150 5.000 5.000 120 100 1,400.000000 * Reduction in TRA amount budgeted. 8 | 2| 1,400,000,000 8 2 '~ , Manager's Fiscal ACCOUNTM Sewerage & Treatment 02-80-73 BASELINE SUPPLEMENTAL PROPOSED TOTAL $3,020,0001 G 2 $0 | / Form 1 City of Euless Department: Public Works & Development FY 1993/94' ANNUAL BUDGET Division/Activity: GIS/Utility Engineering Mission Statement/Department Goals: Account #: 02-80-76 The primary goal of this department is to develop and maintain a geographic information data base in a manner that will increase the capability, efficiency and accuracy of this department. To assist in the long/short range planning efforts of the City by providing easily understood graphic information through the use of this data base. To further integrate and educate other departments in the uses of GIS and explore new uses of the technology. Description/Program Highlights: - Maintain current, accurate maps of the City's thoroughfare, water, sewer systems, flood prone and other graphic related information. - Provide graphic display of Tarrant Appraisal District information. - Provide graphic analysis for all City departments. - Develop a comprehensive computerized network system for the Development Department. - Assist in development of computerized programs to more efficiently manage Development Department activities. - Aid other departments in implementing GIS related tasks. Major Budgetary Issues and Operational Trends: areas, Changes in the Development Department's operations show a need for networking the department's computer systems together for a more comprehensive approach to data storage. GIS is gaining acceptance in other departments due to the large amount of data now available. This has caused an increase in map output requests and puts a burden on plotter paper supplies. - The Engineering Department, due to its recent increase in staff and activity, is putting more of a burden on GIS for research and map production. They are also wanting to integrate their design work with existing GIS data in a new engineering computer system. With most of the graphic data from our original implementation plan completed, the push for GIS is toward projects that require much more data research. The need of a summer intern is growing. A recent upgrade of the GIS computer has resulted in a significant drop in the maintenance costs as well as a great increase in speed. The trcnd to put GIS projects into more departments is growing, as well as the requests for desktop mapping. —120— Form 2 City of Euless DEPARTMENT: ANNUAL BUDGET DIVISION/ACTIVITY: Public Works & Development Utility Engineering 1992-93 1993-94 ITEM ACTUAL BUDGET PERSONNEL OPERATIONS CAPITAL TOTAL (REVENUES: $84,974 $89,796 $19,170 ( $20,048 $3,7121 $4,100 $107,8561 $113,944 TOTAL $0 PERFORMANCE MEASURES/SERVICE LEVELS: PERSONNEL: Full Time Part time: • Reduction of 1/2 of position. 1994-95 BUDGET BASELINE $28,581 $0 $0 $28,581 Manager's Fiscal Summary ACCOUNT #: 02-80-76 TOTAL SUPPLEMENTAL PROPOSED $28,581 $0 $0 $0 $28,581 $0 $0 $0 2.5 1 1.0 0.0 1.0 0.0 —121— Recycle ... Save a tree! Printed on recycled paper. NON -DEPARTMENTAL C City Manager's Office Tom Hart -City Manager /J Dollars $ 4,000,000 3,000,000 - 2,000,000 - 1,000,000 - 0 Non -Departmental *8.5 FT Employees Handles Citywide Expenditures Support funding of Capital Improvement projects Support funding of City Vehicles & City debt Expenditure History FY 91 FY 93 FY 95 Est. Budget Highlights - Approved funding for new computer equipment to be used citywide - Decreased the amount of money budgeted for the legal battle with the airport FY 92 FY 94 Budget -122- Department: Non -Departmental Division/Activity: Water & Sewer Mission Statement/Department Goals: Account #: 02-90-60 Management has initiated programs to the costs in this budget which may be specifically identifiable to any operational budget. Description/Program Highlights: This activity is administered by the Finance Department and funds various charges that are not defined or directly related to any specific department or activity of the City. Examples of cost here include: general liability insurance, legal, electrical, gas, audit and airport contribution. These type expenditures affect all budgets and are generally not prorated. Major Budgetary Issues and Operational Trends: -123- Form 2 CitY of Euless DEPARTMENT: Non -Departmental ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES ANNUAL BUDGET DIVISION/ACTIVITY: Water & Sewer 1992-93 1993-94 ACTUAL BUDGET $361,494 $412,069 $1,959,685 $3,314,944 $9,341 $500 $2,330,520 $3,727,513 TOTAL $01 PERFORMANCE MEASURES/SERVICE LEVELS: PERSONNEL: Full Time Part time: 8 1.0 8.5 .5 Manager's Fiscal Summary ACCOUNT #: 02-90-60 1994-95 BUDGET TOTAL BASELINE SUPPLEMENTAL PROPOSED $419,135 $419,135 $2, 789, 592 $169,500 52, 959, 092 "` $0 $0 $3,208,727 $169,500 , $3,378,227 8.5 .5 Increase due to transfers to CIP for pay as you go projects versus debt issuance. $0 $0 8 .5 —124— Recycle .. , Save a tree! Printed on recycled paper. OPERATIONAL BUDGET OTHER FUNDS OTHER FUNDS General Obligation Debt Service, page 125 City Engineer, page 127 Hotel/Motel Tax, page 129 Fleet Service, page 131 Fleet Service - Outside Repairs, page 133 Benefits/Insurance, page 135 Risk Management - Safety & Liability Insurance, page 137 Risk Management - Administration & Claims, page 139 Risk Management - Safety Program, page 141 Fleet Replacement, page 143 Programs & Special Events, page 145 Arbor Daze, page 147 Drug Enforcement Agency, page 149 Drainage Utility Maintenance, page 151 Drainage Utility System Debt Service, page 153 Cash & Debt Management, page 155 Water & Sewer Debt Service, page 157 Half Cent Sales Tax - Operations, page 159 Half Cent Sales Tax - Parks CIP, page 161 Half Cent Sales Tax - Library, page 163 Half Cent Sales Tax - Economic Development, page 165 Half Cent Sales Tax - Nondepartmental, page 167 Department: Finance Division/Activity: G. O. Debt Service Mission Statement/Department Goals: Account #: 04-90-60 partme umm:aa This debt is secured by the full faith and credit of the City and is accounted for in this program. Funding for expenditures paid from this account is provided by its percentage share of property tax receipts. Description/Program Highlights: Expenditures paid from this account reflect payments of principal, interest, and service charges for the current year. The purpose of this fund is to provide for timely payments of all general debt obligations, and to provide budget control for debt payments in accordance with generally accepted accounting principles. Major Budgetary Issues and Operational Trends: Proposed bond sales include: Streets Certificate of Obligation for participation with Texas Department of Transportation projects, with only interest payments in FY95. -125- Form 2 City of Euless DEPARTMENT: Finance DIVISION/ACTIVITY: General Obligation Debt 1994-95 BUDGET 1992-93 1993-94 ITEM ACTUAL 1 BUDGET BASELINE PERSONNEL $0 0 0 OPERATIONS $1,683,672 1,665,320 1,652,071 CAPITAL $0 0 0 TOTAL $1,683,672 $1,665,320 $1,652,071 REVENUES: - Ad Valorem Taxes $1,533,945 $1,561,320 $1,602,071 TOTAL $1,533,945 $1,561,320 PERFORMANCE MEASURES/SERVICE LEVELS: PERSONNEL: Full Time Part time: 0.0 0.0 $1,602,071 0.0 0.0 0.0 I 0.0 Manager's Fiscal Summary ACCOUNT #: 04-90-60 TOTAL SUPPLEMENTAL PROPOSED 0.0 0.0 so $0 $1,652,071 $0 $1,652,071 $1,602,071 $0 $1,602,071 0.0 0.0 Form 1 City of Euless Department: Engineering FY 1994/95 ANNUAL BUDGET Division/Activity: City Engineer Mission Statement/Department Goals: Account #: 08-66-66 Department Summary The Engineering Department is committed to serving the citizens of Euless and the development community. It is our goal to improve the quality of life in Euless by recommending, implementing and enforcing local, state and federal rules and regulations which govern the health, safety and welfare of the citizens. 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. Description/Program Highlights: The City Engineer's office is located at 201 N. Ector, Building B. Program highlights include: 1. Review all development plans for subdivision regulation compliance, engineering design, and safety and health concerns. 2. Review all engineering studies and plans for accuracy and compliance. 3. Inspect all construction within the City for quality, correctness and safety. 4. Inspect all environmental discharges for safety and health. 5. Establish public works guidelines for water and wastewater construction, street design and construction, drainage design and construction, and traffic safety. 6. Responsible for the planning and design of future infrastructure needs. 7. Implement and enforce escrow and assessment policies. 8. Responsible for coordination and communication with other governmental agencies. 9. Acquisition and verification of legal documents, properties, right-of-way and easements. Major Budgetary Issues and Operational Trends: 1. Add capital expense for engineering software and computer upgrade for use by the Assistant City Engineer. 2. Propose $25,000 for engineering services for miscellaneous design projects. —127— Form 2 City of Euless DEPARTMENT: ENGINEERING ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: 1992-93 ACTUAL $97,130 $19,765 $0 $116,895 ANNUAL BUDGET DIVISION/ACTIVITY: CIP - WATER/SEWER 1993-94 BUDGET $103,146 $25,056 $4,500 $132,702 TOTAL $0 PERFORMANCE MEASURES/SERVICE LEVELS: 1994-95 BUDGET BASELINE SUPPLEMENTAL $60,254 $25,056 $0 $85,310 so Manager's Fiscal Summary ACCOUNT #: 08-66-66 TOTAL PROPOSED $60,2541 $25,056 $01 $85,3101 PERSONNEL: Full Time Part time: 2.0 1.5 1.0 1.0 —128— Department: Division/Activity: Economic Development Hotel/Motel Mission Statement/Department Goals: Account #: 12-10-80 To strengthen the general economic base of the community by promoting the retention and growth of existing businesses, by encouraging additional commercial and industrial development and promoting the City as the center of economic activity. Description/Program Highlights: Economic Development operates four basic functions: 1. Tourism Development - advertising in major travel guides, brochures, and sponsor Arbor Daze. 2. Business Recruitment - Direct mail to all sectors and personal site visits. 3. Business Retention - Monthly luncheons, site visits, monthly Business Journals, annual reports. 4. Ombudsman - Serves as direct voice and liaison between the developer and City Hall. Major Budgetary Issues and Operational Trends: A. Urban fellowship program for interns is a must. B. Added Arbor Daze involvement. C. More aggressive conference attendance. —129— ITEM PERSONNEL OPERATIONS CAPITAL 1992-93 ACTUAL $20,359 $77,752 $2,002 TOTAL $100,113 RrEVENUES: , • Occupancy Tax $131,951 I DIVISION/ACTIVITY: Hotel/Motel 1993-94 BUDGET $31,869 $70,650 $25,000 $127,519 $150,000 TOTAL $131,951 $150,000 PERFORM' CE MEASURES/SERVICE LEVEL;S:q:-,;:;:`,,, PERSONNEL: Full Time Part time: * Reduction in personnel. 0,5 2.5 .5 2.5 BASELINE SUPPLEMENTAL $26, 827 $83,400 $25,000 $135,227 $190,000 $190,000, .5 2.0 $25,000 $25,000 anager* Fiscal ImMar ACCOUNT #: 12-10-80 • TOTAL PROPOSED $26,827 * $83,400 $50,000 $160,227 I $190,000 $0 $190,000 .5 2.0 Department: Division/Activity: Administrative Services Fleet Service Mission Statement/Department Goals: Account #: 13-50-90 To properly maintain and ensure the correct usage of the City's investment in vehicles and equipment. To provide corrective maintenance and facilitate needed repairs for all City departments as efficiently as possible. Description/Program Highlights: The City of Euless Service Center services a fleet of vehicles and equipment worth $4.2 million. Fleet Services staff assists all City departments in the preparation of bid specifications, recommendations and the procurement of vehicles and equipment. This department strives for excellence and quality of repair, service, maintenance and customer service. The Fleet Service Center is located at 1515 Westpark Way, Euless, Texas. Hours of operation are 7:30 AM to 5:00 PM. Fleet Services staff are on 24 hour call, 7 days a week. Major Budgetary Issues and Operational Trends: The fuel storage tanks at the Service Center must be checked monthly for tank leakage and soil contamination until 1997, at which time all tanks will need to be replaced. Since no current electronic detection device exists, monthly testing must be completed to comply with current EPA rules and regulations. Beginning July 1, 1994, all vehicles must be tested every two ycars under the State's new vehicle emissions testing standards. .Based on model year of vehicle production, even numbered vehicles will be tested in even numbered ycars and odd numbered vehicles in odd numbered years. This will require the usage of prepaid vouchers to be purchased at the beginning of the budget year. Approximately 67 vehicles per year at a cost of $21.00 each will nccd to be tested. A small portion of the City's fleet is still aged and will nccd to be replaced. Cost of operating these vehicles is currently high and down time has become critical. —131— FC CLY of E61 !)SA Administrative Gumicao ITEM PERSONNEL | /OPERATONG |CAP|TAL TOTAL � � Depreciation DG F. O| 80NACTIV[TY: Fleet Service 1OO2-93 ACTUAL $158.528 � $21.5G2/ $483,54411 1003-04 BUDGET *1n1,481 *328,J75 5, BUDGE, BASELINE SUPPLEMENTAL $175,416 *517,806 $500,672 | | { / / / | / TOTAL / | $490000// *53OOOO PER OR*NCEz,'Me�k $LNESISFRVICE LEVELS:—, |JuboCompleted AGECerUfinodonn DOT Certifications OSHA Certifications Emergency Vehicle Repair Certifications | Ladder/Aerial CarhfiuoU#no Recycling Programs ( Department Satisfaction Leven Verbal Written !PERSONNEL: ^ Full Time Part time: 2 2,300 30 O\ | � 8/ 2,500 65 15 g $529,1001 2,8001 651 81 10 O 4 2 8| 40 40 40 25 25 25 * One part time employee went to full time. ` 4 5 2 1 surnmary ACCOUNT#: 13-50-9O TOTAL PROPOSED *iT5.416 ^ $334,356 $O $509,772 *52Q.1OO 4 2 —132— Form 1 City of Euless Department: Administrative Services FY 1994/95 ANNUAL BUDGET Division/Activity: Fleet Service - Outside Repairs Mission Statement/Department Goals: Account #: 13-50-91 Department Summary To repair emergency vehicles from outside sources and to show a profit for the City of Euless. Description/Program Highlights: The City has developed a need for "in house" repair of emergency vehicles and has met that need. Four technicians have successfully passed stringent testing to achieve EMS certification for emergency vehicle repairs. This has saved the City of Euless thousands of dollars and untold amounts of down -time because vehicles previously had to be sent to another facility for repair. Our technicians completed a warranty repair job on the new Quint fire truck and the City was reimbursed for the job by the manufacturer. The manufacturer requested that our service center complete a warranty job for another city. This work was completed and reimbursed to the City. The need for an area emergency repair facility was noted. The director and fleet manager tested a program to repair select vehicles for other cities. The repairs for other cities have been made only during times when Euless vehicles were not in need of repair. By taking on this contracting service with other cities, we have been able to fully utilize our personnel and at the same time provide a profit to the City of Euless. The Vehicle Service Center is located at 1515 Westpark Way, phone 685-1590. Major Budgetary Issues and Operational Trends: This is a pilot program that is being tested for feasibility. —133— F6mx-2bit Of EUIes ����W� Administrative Service ITEM PERSONNEL OPERATIONS CAPITAL TOTAL Outside Repairs Outside City Fire Equipment Repairs � PERSONNEL Full Time Part time: !Fleet Service - Outside Repairs 2 1S93'94 BUDGET *8.32O *1O.475 *D $18.705 0 0 10 BASELINE SUPPLEMENTAL $24,000 *5.475 $O/| o3O/3O0 120 0 0 ACCOUNT#: 13-50-91 094405: BUDGET _Maw TOTAL PROPOSED *24.00O $5.4751 $0 l� ! | O 0 —134— Department: Division/Activity: Fiscal & Human Resources Benefits/Insurance Mission Statement/Department Goals: To provide City Employees with a competitive benefits program at the most reasonable cost for both the employee and the City. To continue with the pledge of: " BUILDING A HEALTHIER WORK FORCE" Account #: artrr :ern .................... ....................... ....................... ...................... ...................... ...................... um:mar Description/Program Highlights: 15-20-15 The purpose of this fund is to self -fund the City's medical/dental programs for employees. The Insurance Department is constantly monitoring medical costs/fees and seeking alternative cost-effective means of providing the best coverage for its employees. With the implementation of an expanded "Cafeteria" plan, employees will be given a wider choice of building their benefit package. This will increase the administrative functions for the Insurance Department but improve our employee benefits. Major Budgetary Issues and Operational Trends: Implementation of a managed care, PPO program, NctOne, resulted in savings of approximately $100,000 in billed claims. These are direct savings from the insurance claims. Soaring health care cost is a constant challenge to this department. Our goal is to keep the cost as low as possible, while providing quality care to all employees. —135— Form 2 City of Euless DEPARTMENT: ANNUAL BUDGET DIVISION/ACTIVITY: Fiscal & Human Resources Benefits/Insurance ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Premiums from Employees 1994-95 BUDGET 1992-93 1993-94 ACTUAL BUDGET BASELINE $65,573 $69,240 $74,142 $1,053,617 $1,040,003 $1,039,918 $360 $300 $300 $1,119,550 $1,109,543 $1,114,360 $339,496 $426,137 TOTAL $339,496 $426,137 PERFORMANCE MEASURES/SERVICE LEVELS: Covered Lives Employees Dependents Med/Dent Claims Section 125 Flex 234 PERSONNEL: Full Time Part time: 2.0 0.0 $394,300 $394,300 260 264 288 377 386 375 8,450 8,620 8,500 2.0 0.0 246 1 261 2.0 0.0 SUPPLEMENTAL $0 $0 Manager's Fiscal Summary, ACCOUNT #: 15-20-15 TOTAL PROPOSED $74,142 $1,039,918 $300 $1,114,360 $394,300 2.0 0.0 —136— Form 1 City of Euless Department: Fiscal & Human Resources FY 1.994/95 ANNUAL BUDGET Division/Activity: Risk Management Mission Statement/Department Goals: Account #: 17-20-17 Department Summary To ensure a safe work environment for all City employees. To provide all employees with safety training in all aspects of the various work classifications. To identify and eliminate risk exposures throughout the City. Description/Program Highlights: The Risk Management Department is charged with the responsibility of administering the Property/Liability insurance program for the City as well reducing losses from accidents and injuries. Office is located at 201 N. Ector Drive, hours 8:00 AM to 5:00 PM, Monday through Friday. Telephone 685-1475 Major Budgetary Issues and Operational Trends: As in previous years, the major budget expenditure for Risk Management is for Property/Liability insurance premiums and claims. 1994/95 insurance premiums are estimated to decrease 15% over 1993/94 rates due to number of claims sent to Texas Municipal League. (In house processing of claims under $10,000.) The City of Euless has increased claims deductible from $10,000 to $25,000. Form 2 City of Euless DEPARTMENT: Administrative Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES:. 1992-93 ACTUAL $40,805 $183,415 $254 $224,474 ANNUALBUDGET DIVISION/ACTIVITY: Risk Management, Safety & Liability Insurance 1993-94 BUDGET $0 $269,202 $0 $269,202 TOTAL 1 $0l PERFORMANCE MEASURES/SERVICE LEVELS: Claims In -House TML PERSONNEL: Full Time Part time: $0 0 0 1994-98 8Ut;1GET, Summary ACCOUNT #: 17-20-17 TOTAL BASELINE SUPPLEMENTAL PROPOSED $o $o $267,594 $0 $267,594 52 10 $10,000 $10, 000 so $277,594 $0 $277,594 $0 0 0 Department: Fiscal & Human Resources Division/Activity: Risk Mgmt-Adm. & Claims Mission Statement/Department Goals: Account #: 17-20-20 ............. . ............... .............. The mission of this department is threefold. One of the goals is to assist in hiring functional, capable persons for City staff by pre -employment physical examinations, thus reducing the number of claims for workers' compensation. Another aim is to provide cost effective medical treatment to injured employees. The third purpose of the department is to provide innovative benefits programs to be offered to all employees. Description/Program Highlights: Workers' Compensation claims processing is the major part of this department. Coordination with TML, light duty programs, return -to -work physicals, mandatory medical screenings (OSHA) are also among the many duties of this department. This budget is also responsible for the hiring process of functional capable persons for job openings and benefit programs offered to employees, including but not limited to the Wellness Program. Major Budgetary Issues and Operational Trends: More than one-half of this budget is allocated to the payment of Workers' Compensation claims and employee benefits. The costs for these two major budget line items have stayed the same for four years. Management of Workers' Compensation claims will continue to be stressed as a means of containing soaring medical costs. Employee wellness will continue to be emphasized with a new program being offered at little to zero cost utilizing community resources. —139— ANNUAL" : `BUDGET DIVISION/ACTIVITY: Risk Managemer1t - Administration & Claims 1994-95 BUDGET 1992-93 1993-94 ITEM ACTUAL BUDGET BASELINE SUPPLEMENTAL PERSONNEL OPERATIONS $240,628 $362,879 $312,879 CAPITAL $3,129 $70 $70 TOTAL $243,757 $362,949 $312,9491 REVENUES: _ Form 2 City of Euless DEPARTMENT: Fiscal & Human Resources TOTAL PERFORMANCE WC TML Claims WC IH Claims Executive Phys. RTW Phys. Pre -Placement Physicals Immunizations Med. Screenings Offered DOT Required Random Drug/Alcohol Testing PERSONNEL: Full Time Part time: $0 MEASURES/SERVICE 10 60 50 12 150 132 9 LEVELS:. 10 60 50 12 150 132 12 so( 101 601 71 121 150 132 12 50 $0 0 0 0 0 —140- 0 Manager's Fiscal Summary ACCOUNT #: 17-20-20 TOTAL PROPOSED $0 $312,879 $70 $312,949 $0 0 0 Form 1 City of Euless Department: Risk Management Division/Activity: Safety Program Mission Statement/Department Goals: Account #: 17-66-66 Department Summary This division within the Engineering Department works to ensure a safe work environment for all City employees, to provide all employees with safety training in all aspects of the numerous and varied job classifications, to identify and eliminate risk exposures throughout the City, to apply traffic safety techniques to ensure safe and expedient travel for all motorists traveling within and through the City. Description/Program Highlights: The Risk Management/Safety Program/Traffic Safety Division is charged with the responsibility of administering the Citywide safety program for employees as well as coordinating employee safety training. The purpose of these activities is to reduce losses from accidents and injuries. The safety program also includes the National Safety Council's Defensive Driving Course for employees and dependents. The Division serves the motoring public by administering traffic safety activities throughout the City, and is also charged with the responsibility of monitoring the Americans With Disabilities Act compliance for the City. The Division oversees the design, installation and maintenance of all traffic signals and signage, and street lights. Office is located at 201 N. Ector Drive; hours are 8 am to 5 pm, Monday through Friday. Phone number is 685-1694. Major Budgetary Issues and Operational Trends: -141- Form` City of Euless DEPARTMENT: City Engineer ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES'. 1991-92 ACTUAL TOTAL $0 PERFORMANCE MEASURES/SERVICE LEVELS:: DIVISION/ACTIVITY: Risk Management Safety Program 1992-93 BUDGET $43,243 $19,441 $0 $62,684 Programs/Meetings Safety Training Defensive Driving Safety Inspections Traffic counts Traffic Accident Data PERSONNEL: Full Time Part time: 1 94-85 BUD BASELINE SUPPLEMENTAL $44,723 $18,364 $01 $63,087 All employees Employees and diapendents Quarterly Semi -Annually Semi -Annually $0 $2,500 $2,500 aoagers Fiscal Summary ACCOUNT#: 17-66-66 TOTAL PROPOSED $44,723 $18,364 $2,500 $65,587 01 1 1 0 —142— Department: Administrative Services Division/Activity: Fleet Replacement Mission Statement/Department Goals: Account #: 21-50-90 The purpose of this account is to administer and procure funding for the replacement of vehicles and equipment owned by the City of Euless. Description/Program Highlights: Funding for vehicle and equipment replacement is provided through this account. Monies are procured through an annual budgeted depreciation percent based on the units' estimated replacement cost. Funding is approved by the City Council based on these figures through the annual budget. Funds are used for the purchase and the outfitting of all new vehicles per the department's instructions. All vehicle and equipment specifications are written by Fleet Services staff with departmental input. 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. -143- t-orn1 pity of.Euiebs DEPARTMENT: Administrative Services NUAL BUbGE` DIVISION/ACTIVITY: Vehicle/Equipment Replacement Fund 1992-93 1993-94 ITEM ACTUAL BUDGET PERSONNEL $0 $0 OPERATIONS $50,108 1 $0 (CAPITAL $236,2911 $366,702 TOTAL $286,399 1 $366,702 .k V NUES Vehicle Depreciation $232,227 $257,735 TOTAL $232,227 $257,735 PERFORMANCE MEASURES/SERVICE ,LEVELS: Vehicles - Bid Specs Written 17 19 PERSONNEL: Full Time Part time: 0 0 0 0 LP5 BUt9.QEr BASELINE SUPPLEMENTAL $245,700 $245,700 $267,961 AOCOIJrVT #: 21-50-90 $0I nryttiry TOTAL PROPOSED $0 $0 $245,700 $245,700 $267,961 $267,961 $0 $267,961 13 0 0 0 0 —144— partm:e ummar Department: Community Services Division/Activity: Account #: Programs & Special Events 23-70-55 Mission Statement/Department Goals: To provide quality recreational, sports, and educational opportunities for the citizens of Euless through a user fee arrangement. To provide an information brochure marketing recreation structured classes, recreational sports, special events, and other leisure opportunities. Description/Program Highlights: Recreational sports include: two seasons of adult softball, two seasons of flag football, two seasons of volleyball and adult basketball, and one season of track and tennis. Structured classes include: lessons or workshops in art, dance, karate, gymnastics, swimming, aerobics, pre-school, sewing, flower arranging, and many others keeping with the trends. Special Events include: Arbor Daze, Ultra Golf Tournament, Appreciation Banquet, Easter Egg Hunt, Halloween Events, Movies in the Park, Midway Madness, Fall Music Festival, and Starlite Musicals. Major Budgetary Issues and Operational Trends: Three information brochures mailed or distributed to the citizens. Contracting instructors and umpires or game officials. Facilitating programs that participants pay directly for with user fees. —145— Form 2 City of Euless DEPARTMENT: Community Services ANNUAL BUDGET DIVISION/ACTIVITY: Programs & Special Events 1992-93 1993-94 ITEM ACTUAL BUDGET PERSONNEL $28,185 $26,751 OPERATIONS $351,242 $441,144 CAPITAL $0 $0 TOTAL $379,427 $467,895 REVENUES: Classes $79,865 $75,000 Athletics 1 $53,924 $60,000 Memberships $28,354 $25,000 Weight Room $2,073 $3,000 Racquetball $4,534 $6,000 Daily Use $4,433 $3,000 Merchandise $10 $1,000 Concessions $7,088 $5,000 Video Games $2,208 $2,000 Discount Tickets $724 $2,000 Special Events * $177,443 $162,000 Rentals $2,791 $2,000 Vending Machines $1,323 $2,000 Senior Citizens $1,152 $2,000 Fall Music Festival TOTAL 1 $365,922 $350,000 PERFORMANCE MEASURES/SERVICE LEVELS: !PERSONNEL: Full Time Part time: 1.0 0.0 * Arbor Daze now in a special account. 1.0 0.0 199495 BUDGET BASELINE SUPPLEMENTAL $27,450 $212,569 $0 $240,019 1.0 F0.0 -146- $75,000 $60,000 $25,000 $3,000 $6,000 $3,000 $1,000 $2,000 $2,000 $2,000 $30,000 $5,000 $2,000 $2,000 $4,000 $222,000 $0 Manager's Fiscal Summary ACCOUNT #: 23-70-55 TOTAL PROPOSED $27,450 $212,569 $0 $240,019 $75,000 $60,000 $25,000 $3,000 $6,000 $3,000 $1,000 $2,000 $2,000 $2,000 $30,0001' $5,000 $2,000 $2,000 $4,000 $222,000 1.0 0.0 Department: Community Services Division/Activity: Arbor Daze Mission Statement/Department Goals: Account #: 23-70-56 Arbor Daze is Euless' annual festival, held the third weekend in April. It has grown into a celebration that draws over 70,000 annually. This is a revenue generating event. Description/Program Highlights: Over 70,000 people attended the event in 1994. Revenue was over $250,000. Manpower for this celebration is provided by volunteers and City employees from all departments. Major Budgetary Issues and Operational Trends: We must continue to develop a contingency fund for those years when Arbor Daze attendance is affected by adverse weather. -147- Form 2 City of Euless DEPARTMENT: Community Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Plant Sale Souvenir Coupon Sales Booth Space Sponsorships ANNUAL BUDGET DIVISION/ACTIVITY: Arbor Daze 1992-93 1993-94 ACTUAL BUDGET $ol $0 $5,387 $2,325 $178,801 $24,600 $47,750 TOTAL 1 $0 $258,863 PERFORMANCE MEASURES/SERVICE LEVELS: PERSONNEL: Full Time Part time: 1994-95 BUDGET BASELINE SUPPLEMENTAL $5,000 $274,297 $2,5001 $281,7971 $6,000 $3,000 $211,000 $30,000 $50,000 $300,000 Manager's Fiscal Summary ACCOUNT #: 23-70-56 TOTAL PROPOSED $5,000 $274,297 $2,500 $281,797 $0 $6,000 $3,000 $211,000 $30,000 $50,000 $ol $0 $01 $01 $0 $0 $0I $0 $0 $300,000 —148— Department: Division/Activity: Account #: Police Drug Enforcement Agency 24-30-45 Mission Statement/Department Goals: To provide support to the Federal, State and Local drug enforcement effort being waged against major drug traffickers. This support is in the form of full participation in the Fort Worth D.E.A. Drug Task Force and the DFW Airport D.E.A. Drug Task Force. Description/Program Highlights: Revenue funding this program is obtained by the forfeiture of assets seized from drug traffickers through the efforts of the two local D.E.A. task forces. This revenue is then utilized to further the law enforcement effort within our community. Major Budgetary issues and Operational Trends: To provide funding for non -General Funds equipment and or projects that assist in the law enforcement mission. —149— Form 2 City of Euless DEPARTMENT: Police JN JAL "BUDG DIVISION/ACTIVITY: 'Drug Enforcement Agency 1992-93 1993-94 ITEM ACTUAL BUDGET PERSONNEL $46,515 1 $45,274 OPERATIONS $11,860 I $23,350 CAPITAL $60,485 I $88,248 TOTAL $118,860J $156,872 REVENUES D.E.A. Funds $135,184 $250,000 1994.95 BUDGET; BASELINE SUPPLEMENTAL $47,363 $46,041 $21,261 $88,248 $156,872 $204,000 $46,041 Manager's F"tsca Summar ACCOUNT #: 24-30-45 TOTAL PROPOSED $93,404 * $21,261 $88,248 $202,913 $204,000 TOTAL $135,184 $250,000 $204,000J $0I $204,000 PERFORMANCE MEASURES/SERVICE LEVELS:: PERSONNEL: Full Time Part time: 0.0 0.0 " New officer added to DEA Task Force. 1.0 0.0 1.0 0.0 1.0 0.0 2.0 0.0 —150— Department: Public Works & Development Division/Activity: Account #: Drainage Utility Maintenance 29-80-29 Mission Statement/Department Goals: To protect life and property through the maintenance and installation of drainage facilities adequate to remove storm water runoff during most rain storms. Description/Program Highlights: Since inception, this department has not been staffed, and only addresses problems that generate citizen complaints. All work is accomplished by Street Maintenance personnel or contract labor. Major Budgetary Issues and Operational Trends: There are increasing demands for service, coupled with increasing EPA requirements, that will necessitate staffing and funding in the near future. _—`.~.~~^~°~'=~~..^`,� DEPARTMENT DIVISION/ACTIVITY: Public Works &Development Drainage Utility Maintenance ITEM PERSONNEL JDPERAT|ON8 CAPITAL TOTAL DUD Charges Penalties &Interest 1992f3 1993-94 ACTUAL BUDGET BASELINE $O $7,000 $152,1661 $134.140 $309,794 *300,00 *300,000 $3,000 TOTAL | $306009*303009 PERFORMAN Lin. Ft. Channel Clean C&GRop|000d Drain Pipe Installed PERSONNEL Full Time Part time: 0.0 0.0 5,400 780 120 0.0 0.0 6,500 1,500 200 ^ Transfer $35VOOOh, Capital Improvement Program. —l52— V.V 10,000 1,500 200 '— Mager's Fisca _ .�_ ANT #: 29-80-28 Ge TOTAL SUPPLEMENTAL PROPOSED / $358,0001 $7,00 $493,849 $O *300,000 $303,000 0.0 00 0.0 Form City of Euless FY 1993/94 ANNUAL BUDGET Department: Division/Activity: Drainage Utility System DUS Debt Service Mission Statement/Department Goals: Department Summary Account #: 29-80-29 The Drainage Utility System was created in FY91 in compliance with new legislation designed to address drainage issues in the communities across the state. These revenue bonds are served by the net revenues of the system. Expenditures reflect payment of principle, interest and service charges for the current year, as well as the operating costs associated with the system. Description/Program Highlights: Funding for expenses paid from this account is provided by fees billed to all property owners. The purpose of the account is to provide for timely payments of all revenue debt obligations, as well as provide budget control for debt payments in accordance with generally accepted accounting principles. Standard & Poor's Corporation and Moody's Investor Service, Inc. have assigned their municipal bond rating of "AAA" and "Aaa", respectively, to this issue of bonds (with a guaranty insurance policy issued by AMBAC Indemnity Corp.) Major Budgetary Issues and Operational Trends: The system's cash flow is currently performing as projected and assumes no fee increases. There has been one revenue bond issue in the amount of $2,100,000 in October 1991. -153- ITEM PERSONNEL OPERATIONS CAPITAL 1992-93 ACTUAL $0 $153,7801 $01 NUAL'BUDG DIVIS)00ACTIVITY: Drainage Utility System Debt 1993-94 BUDGET $0 $155,120 $0 41211111Sdatiiiiary1 ACCOUNT #: 29-80-29 09494, ovaGE TOTAL BASELINE SUPPLEMENTAL PROPOSED $153,870 TOTAL $153,780 $155,120 $153,870 REVENUES: TOTAL $01 0:ERFottMANWMBAS0010041:167tiV• PERSONNEL: Full Time Part time: 0.0 0.0 0.0 0.0 $0 —154- 0.0 0.0 0.0 0.0 $0 $153,870 $0 $0 $ 1.53,870, 44441441,INERN $0 $0 ....................... ...................... ...................... .................... . 1't1" Department: Fiscal & Human Resources Division/Activity: Account #: Cash & Debt Management 30-20-30 Mission Statement/Department Goals: To enhance the City's revenue stream through effective management of public funds, including cash flow forecasting, managing disbursements, accelerated receipting, banking relations, and investment of excess cash. Funds are invested in compliance with state laws and within the parameters of the Investment Policy, which objectives include safety, liquidity, diversification, and yield. Description/Program Highlights: The Cash & Debt program functions as an internal service department, funding itself through the additional interest earnings generated. As this department operates with the Finance division, it is also responsible for other fiscal areas, including budget preparation activities, bond/debt issuance, project assistance, special cost/benefit studies, selected audits, and serves as the City's liaison to the property tax billing and collecting agency. This department is officed at 201 N. Ector, Building B, south end. Major Budgetary Issues and Operational Trends: During FY94 the City experienced an increase in short term market rates directly affecting the interest income generated for the City. The outlook remains one of moderate growth, probably near 3% for the remainder of 1994 and 3.5°A) for 1995, while inflation remains in check. Form 2 City of Euless DEPARTMENT: Cash & Debt Management ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: „ Interfund Charges ANNUAL BUDGET DIVISION/ACTIVITY: Cash & Debt Management 1992-93 1993-94 ACTUAL BUDGET BASELINE $43,736 $46,816 $1,258 $1,066 $0 $99 $44,994 $47,981 $44,994 $47,981 TOTAL $44,994 $47,981 PERFORMANCE MEASURES/SERVICE LEVELS: Cash Management: Revised and approved broker/dealer list. Implemented master repurchase agre oment Approved alternative overnight investrient fund. Cross trained accour ting analyst on c,ish management Debt Management: Certificates of Obligation - Streets $21000,000 Half Penny Bond Sal) $8,855,000 Budget: Received Distinguls!ied Budget Pres4ntation Award. Streamlined budget I reparation proce s. Performance Measures start-up, 1994 Other: Records Manag ment: Documented retentl�n schedules, sut PERSONNEL: Full Time 1.0 Part time: 0.0 1994-95 BUDGET' $48,451 $1,066 $0 $49,517 $49,517 $49,517 and Investments. Managers Fiscal Summary ACCOUNT #: 30-20-30 TOTAL SUPPLEMENTAL PROPOSED $48,451 $1,0661 $0 $49,5171 so mitted destructioh request, and destroyed old records. 1.0 1.0 0.0 I 0.0 $49,517 $49,517 1.0 0.0 —156— Department: Finance Division/Activity: Account #: Water & Sewer Debt Service 44-90-60 Mission Statement/Department Goals: Revenue bonds are secured by the net revenues of the Water and Sewer Enterprise Fund. Expenditures reflect payments of principal, interest, and service charges for the current year. Funding for these payments is provided by transfers from the Water and Sewer Operations Fund. Description/Program Highlights: The purpose of this account is to provide timely payments of all revenue debt obligations, and budget control for debt payments in accordance with generally accepted accounting principles. Major Budgetary Issues and Operational Trends: Beginning FY1994, there are three revenue debt series outstanding in this fund. We were able to pay off one series at the end of FY1993. We are proposing no additional debt for FY1995 at this time. —157— Form City ofEuless DEPARTMENT: Finance ANNUAL BUDGET DIVISION/ACTIVITY: Water & Sewer Debt 1994-95 BUDGET 1092'93 1993'04 ITEM ACTUAL BUDGET BASELINE SUPPLEMENTAL PERSONNEL $0 $O $0 OPERATING $163.242 $529.386 $522.021 CAPITAL $O/| $0 $0 TOTAL s163.242 $529.286 $522.921 | | � �� Transfer Water &"e=�./ $163.566 TOTAL | / $163.566 s417.0001 $317,0961 PERFORMANCE K8EASURE0SERV|CELEVELG: | | - Full Time 0.0 | | Part time: 0.0 O.O Ol) $O Manager's Fiscal Summary ACCOUNT#: 44-90-60 TOTAL PROPOSED $0 $522.021 $O $523.021 $3i7,0OG/| $O Form 1 FY 1994/95. City of Euless ANNUAL BUDGET Division/Activity: Department: Half Cent Sales Tax Operations. Mission Statement/Department Goals: Account #: 50-10-31 Department Summary The Texas legislature allows municipalities in counties with 750,000 or more 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 fund acts as a clearing house for total revenues and expenditures. Description/Program Highlights: The citizens of Euless approved an additional half cent sales tax on retail purchases, as allowed by State of Texas, for funding of community improvements such as business development, parks and library. This sales 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. As funds are collected from the Half Cent Sales Tax, they are deposited into this "transfer" fund until distribution is made to the individual project funds. This money must be kept segregated from other City income in order to comply with State of Texas mandates. Major Budgetary issues and Operational Trends: Based on historical sales tax data, it is anticipated that the additional half cent sales tax will result in $1,350,000 for the first full year in funds for this account. A proposed bond sale in FY94 will provide proceeds of approximately $8 million to be utilized in the CIP funds. The balance of expenditures will be cash flow projects. Form 2 City of Euless DEPARTMENT: Euless Development Corporation ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES - 1/2 Cent Sales Tax Bond Sale ANNUAL BUDGET DIVISION/ACTIVITY: Operations 1992-93 1993-94 ACTUAL BUDGET -0- -0- $85,580 I $1,350,000 -0- 1 -0- $85,580 $1,350,000 $85,580 $1,400,000 $0 $8,000,000 84-88 BUDGET BASELINE SUPPLEMENTAL $9,550,877 * $0 anager's Fiscal Summary ACCOUNT #: 50-10-31 TOTAL PROPOSED $o $9,550,877 $0 $9,550,877 $1,406,000 $0 TOTAL J III $85 ,580 4. ....... ................_. .00,000 $1,406,000 ........,, $0 $1,406,000 ............,.... , ,... �,...., ., PERFORMANCE MEASURES/SERVICE LEVELS Transfer to CIP Recreation Parks Library Economic Development l Nondepartmental $85,580 $1,350,000 $9,550,877 $91,597 $0 $0 $2,000 $246,400 $3,536,284 $5,622 $135,000 $5,532,546 $902 $370,000 $482,047 $0 $598,600 $0 $100,121 $1,350,000 $9,550,877 * Bonds sold August 19.c4: $8,855,000 PERSONNEL: Full Time Part time: 0.0 0.0 0.0 0.0 —160— Form 1 FY 1994/95 Department City of Euless ANNUAL BUDGET Summary Department: Division/Activity: Account #: Half Cent Sales Tax Parks CIP 51-10-52 Mission Statement/Department Goals: The Texas legislature allows municipalities in counties with 750,000 or more 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. Description/Program Highlights: Facilities which are under consideration are municipal park improvements to Wilshire, Bob Eden, Villages of Bear Creek, Westpark, McCormick, Midway, J.A. Carr, South Euless, Ruth Millican, Trailwood, Kiddie Carr, Oakwood, and the Trails of Euless, as well as land acquisition and development for athletic fields and other park related projects; Senior Citizen improvements, recreation facility improvements and other civic facility improvements. Major Budgetary Issues and Operational Trends: —161— Form 2 City of Euless DEPARTMENT: Half Cent Sales Tax ANNUAL BUDGET DIVISION/ACTIVITY: Parks CIP 1994-95 BUDGET 1992-93 1993-94 ITEM ACTUAL BUDGET BASELINE PERSONNEL -0- $101,400 $78,547 OPERATIONS $91,597 $30,000 $73,000 CAPITAL $0 $115,000 $3,384,737 TOTAL I $91,597 $246,400 $3,536,284 REVENUES: TOTAL $01 PERFORMANCE MEASURES/SERVICE. LEVELS: PERSONNEL: Full Time Part time: 0.5 0.0 SUPPLEMENTAL Managers Fiscal Summary ACCOUNT it: 51-10-52 TOTAL PROPOSED $78,547 $73,000 $3,384,737 $0 $3,536,284 $0 0.5 0.0 so $o —162— Form 1 FY 1994/95 City of. Euless ANNUAL BUDGET Department: Division/Activity: Half Cent Sales Tax Library Mission Statement/Department Goals: Account #: 51-10-54 Department Summary The Texas legislature allows municipalities in counties with 750,000 or more 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. Description/Program Highlights: Projects under consideration are the construction, the inventory and equipping of a municipal library building for the City of Euless, Texas, including the purchase of land and adjacent infrastructure improvements therefor, and other library related projects. Major Budgetary Issues and Operational Trends: ITEM |PER8ONNEL |OPERAT|ONG | /CAPITAL TOTAL 1992'83 ACTUAL '"' $5.U22 'O' | ^ TOTAL $0) New Books Purchased / PERSONNEL'� �- Full Time —Part time: 1gg8'O4 BUDGET '0- $85.00O $50.000 $135,000 TOTAL BASELINE SUPPLEMENTAL PROPOSED $O $575,000 $4.057.548 $5J532,5461 m"J �8\ | + - - --' ---' 267 _ Ol> $0 $O $575,000 $4,957,546 0.0 0.0 $0 -164- Department: Half Cent Sales Tax Division/Activity: Economic Development Mission Statement/Department Goals: Account #: 51-10-81 The Texas legislature allows municipalities in counties with 750,000 or more 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. Description/Program Highlights: Projects being considered are economic development projects to provide incentives to attract, expand or retain business involving infrastructure improvements, construction allowances, equipment, building and land acquisitions, rent subsidies, loans, development fees, fast track approval costs, landscaping, advertising and promotion, personnel training, and other related incentives to attract, expand or retain business. Economic development projects to increase the economic viability of the community involving infrastructure improvements, landscaping and beautification, demolition of structures, acquisition of structures, advertising and promotion, studies and analysis, other related costs to increase economic viability. Major Budgetary Issues and Operational Trends: -165- Form 2 City of Euless DEPARTMENT: Half Cent Sales Tax ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: ANNUAL BUDGET DIVISION/ACTIVITY: Economic Development 1994-95 BUDGET 1992-93 1993-94 TOTAL ACTUAL BUDGET BASELINE SUPPLEMENTAL PROPOSED -0- -0- $28,547 $28,547 $9021 $370,000 $380,0001 $380,000 -0- I -0- $73,500 $73,500 $902 1 $370,000 $482,047 $0 $482,047 1 i anager s Fiscal Summary ACCOUNT #: 51-10-81 1 TOTAL $0 $0 1 PERFORMANCE MEASURES/SERVICE LEVELS: PERSONNEL: Full Time Part time: 0.5 0.0 0.5 0.0 so 1 $0 —166— Form 1 FY 1993/94 City of Euless Y ANNUAL BUDGET Department: Division/Activity: Half Cent Sales Tax Nondepartmental Mission Statement/Department Goals: Account #: 51-90-60 Department Summary The Texas legislature allows municipalities in counties with 750,000 or more 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. Description/Program Highlights: This fund accounts for the total revenues and expenditures for approved capital improvement projects by the Euless Development Corporation. This fund receives the transfer from the Half Cent Sales Tax revenue "clearing house" fund. Major Budgetary Issues and Operational Trends: The Half Cent Sales Tax went into effect on July 1, 1993. Euless Development Corporation will appropriate funds as needed for the balance of estimated funding required for major projects. -167- Form 2 City of Euless DEPARTMENT: Half Cent Sales Tax ITEM I PERSONNEL 'OPERATIONS 'CAPITAL 1 TOTAL REVENUES: ( ANNUAL BUDGET DIVISION/ACTIVITY: Nondepartmental 1992-93 1993-94 ACTUAL BUDGET $01 $o $0 $598,600 $01 $o $01 $598,600 TOTAL $0 PERFORMANCE MEASURES/SERVICE LEVELS: 1PERSONNEL: 1 Full Time Part time: $0 Manager's Fiscal Summary ACCOUNT #: 51-90-60 1994-95 BUDGET TOTALBASELINE SUPPLEMENTAL PROPOSED $0 $01 $0 $01 $0 $01 $0 $0 $01 0.0 0.0 $0 $0 0.0 0.0 $0 $0 $0 —168— Recycle ... Save a tree! Printed on recycled paper. CAPITAL IMPROVEMENT PROGRAM EIULESS PUB/.IC LIBRARY & DEBT SCHEDULES 0 FLOOR PLAN 1 • Drainage • Streets • Water & Wastewater • Half Penny Sales Tax CITY OF EULESS CAPITAL IMPROVEMENT PROJECTS DATE: June 25, 1991 PREPARED BY: Fiscal & Human Rev. July 15, 1992 Resources RE: Capital Improvements APPROVED BY: City Manager I. PURPOSE Pursuant to City of Euless Charter, Article VII, Section 2, Paragraph (5) and (6), the City Manager's Office will present annually a statement of capital expenditures for the next fiscal year and provisions for financing as well as a five year project listing. II. SCOPE & NECESSARY ELEMENTS All City improvements to be considered by City Council will be presented utilizing these guidelines. Proper planning, consistency, and uniformity will provide better format for public consumption of information. Initial Necessary Elements: 1. Project Name or Title 2. Estimated cost of an improvement project 3. Anticipated method of funding 4. Some form of priority rating 5. Scheduling fiscal year 6. Account number to which the project is to be charged III. RESPONSIBILITY & TYPES OF PLANS: Water Projects (08) - Any project intended to improve or expand the water production and distribution system, capabilities, or facilities of the City of Euless is a water project. Responsibility rests with the Public Works Department. Wastewater Proiects (08) - Any project which is intended to improve, expand, or extend some portion of the wastewater collection system or the wastewater collection system or the wastewater treatment facilities of the City of Euless. Responsibility rests with the Public Works Department. Park Proiects (27) - Improvements and additions to the City Park and open -space system. The responsibility rests with the Community Services Department. Traffic Control Projects (26) - Improvements and additions to the city traffic control system including signal relocation, upgrading and new installation and other devices for improving traffic control represents Traffic Control projects. Responsibility rests with the Engineering Department. Street Proiects (26) - These projects include the construction or major redevelopment of streets and thoroughfares, which include project engineering and drainage improvements incidental to the thoroughfare improvement. Responsibility rests with the Public Works Department. -169- Drainaae Proiects (29) - This category includes new development drainage, major drainage, and designated project drainage independent from street construction and thus, separate and distinct from drainage incidental to street or thoroughfare improvements. Responsibility rests with the Public Works Department. Public Buildinas (22) - This project type includes the sites, planning and construction of general use public buildings which are not included in one of the other project classifications. Public buildings of this nature are normally one-time projects such as City Hall, facilities improvements, etc. Responsibility rests with the Administrative Services Department. Fire (28) - Fire projects are those which involve the renovation, acquisition or construction of equipment or facilities for fire protection. Responsibility rests with the Fire Department. CATEGORIZED GUIDELINES FOR CLASSIFYING PROJECT: Land - All expenditures for the acquisition of land (for the purpose of long -tern use by the City) should be included. Payments of damage claims arising from the taking of or the use of the land as well as the acquisition in fee simple would be included. Structures - All expenditures for the structures, including not only construction costs, but also architectural, engineering, legal and related expenses would be included. However, small structures of relatively nominal value, such as a metal storage shed, would be excluded from the C.I.P. As a general rule -of -thumb, somewhere in the range of $25,000 is considered the minimum structure cost for inclusion in the C.I.P., and it should have an expected useful life of at least ten years. MacFFir) ry - All expenditures for machinery that is a part of structures at the time of initial acquisition or construction of the structure should be included. Additionally, expenditures for machinery which constitute a substantial upgrading or renovation of an existing structure should be included. A general rule -of -thumb or C.I.P. inclusion for such machinery outlays is a minimum cost of approximately $10,000 and an expected useful life of ten years. Vehicular Equipment - Vehicular equipment is not generally considered appropriate as an item for the C.I.P. due to the relatively nominal unit cost and short life. However, heavy equipment may be included using the machinery and equipment guidelines: $25,000 minimum cost and at least ten years of expected useful life. Furnishing and Office Equipment - The total furnishings for a new facility addition may constitute a C.I.P. item. Each such case must be considered individually. However, the machinery and equipment rule -of -thumb of ten years minimum expected useful life and $10,000 cost (total furnishing cost for new facility or addition) may be used as a general guideline. Office equipment is not considered a proper C.I.P. item. Thorouahfares and Utility Lines - All expenditures for thoroughfare and utility line construction, engineering, legal and related expenses should be included. Preliminary Plans, Investigation and Studies - For many projects, substantial sums are required for preliminary plans, investigations and studies. Ordinarily, such inquiries (if aimed at possible capital outlays of the charter that would be admitted to the C.I.P. under the previous categories) would be included in the capital program. -170- Landsc pinq - All landscaping expenditures for new or existing facilities may qualify as a C.I.P. item. Each case will be considered individually. As a rule of thumb, costs of approximately $10,000 are considered. Grant -In -Aid Items - All expenditures of grant, matching or participating monies from other governmental entities or private contributors (Foundations) which are expended in conjunction with City funds for Capital Improvement Projects. IV. DEFINITIONS Definition of Program:, A Capital improvement program is a list of public physical improvements scheduled over a period time taking project priority and financial capability into account. Definition of Capital Improvement: Any major non -recurring expenditure or any expenditure for physical facilities of government, such as cost for acquisition of land or interest in land; construction of buildings or other structures, including additions or major alterations; construction of highways or utility lines; fixed equipment; landscaping and similar expenditures. Webster's Definition of "Proiect": "A specific plan or design; scheme; an idea; a planned undertaking; a large usually government -supported undertaking." V. PROCEDURES In conjunction with the annual operational budget cycle, input will be received from appropriate departments by the City Manager's Office for inclusion in the CIP budget and funding alternatives and presentation to City Council. VI. FORMS -171- CURRENT CAPITAL PROJECTS FUNDS Drajnaae Improvement Fund - Used to account for the financing and construction of various drainage projects. Proceeds are from the sale of drainage revenue bonds and monthly billings. Street Construction Fund - Used to account for the financing and construction of various street infrastructure. Proceeds are from the sale of general obligation bonds, certificates of obligation, contributions from other agencies, and special assessments. Utility Construction Fund - Used to account for the financing and construction of various water and sewer mains. Proceeds are from the sale of revenue bonds, contributions from other agencies, capital recovery fees, and water and sewer operating transfers. Half Penny Sales Tax Fund - Used to account for the financing and construction of Euless Development Corporation approved projects. Proceeds are from the sale of revenue bonds, sales tax collections, and interest earnings. -172- CAPITAL IMPROVEMENTS PROGRAM PROJECT SCHEDULES • Water & Sewer • Streets • Drainage FUNDING SCHEDULES • All Funds • Water & Sewer Bonds • Half Penny Sales Tax Bonds Project Description 1 Water Repairs / Maint Emergency Well Repairs Misc. Water Projects Well Plugging ICIP Mgmn(. 02/93 & 93/94 'Harwood Booster Pumps (2) CDBG Program Water: Equipment / MtIs. 'Well Controls Water Sample Stations Booster Pump Drives (6) Replacement Water Meters Water: Needed Protects Central Dr. Ground Storage Rehab. Fuller Dr.: Remove and Replace 2 MG. Overhead Storage: Paint 11 MG. Overhead Storage: Paint Disinfection Modification Elevated Storage Tank - New S. Pipeline 16" Water Main - New Harwood Rd. 24" Water Main - New ISH 121 12" Water Main ISH 360 12" Water Main IMorrisdale from Monterrey Blvd. IMesa Drive IHarwood Road 'Mid -Cities Blvd. SH 121 to N. Main IBaze, Anthony Dr. to Mid -Cities ISH 121 North - West Side 'Priest Drive to Mid -Cities 'Pipeline Road - Menasco to S. Main ISH 360 - SH 183 to Harwood Midway, East to SH 360 ISH 360 Harwood to Ash ISH 121 W. to Cheek Sparger North IToplea Drive IBenbow Drive ',Miles Drive to SH 121 Nita Lane SH 183 -Dickey Dr. to Cullum Dr. Water. Line Rep 1. Program Ranger 2" Skyway 2" Fairlawn 2" Atkerson 2" Jones 4" Martin 4" John Vemon 4" Slaughter 4" Cannon 4" Oakwood 4" Hodges 4" Blanco 4" Limestone 4" Hensley 6" Capital Improvement Program Water and Sewer Projects AS OF AUGUST 1, 1994 FUNDING FY93-94 FY 94-95 FY95-96 FY96-97 $50,000 $144,740 $135,105 $12,000 $85,310 $50,000 $100,000 $148,000 $50,000 $100,000 $162,000 $21,8341 I 1 $60,000 $320,000 $354,690 $200,000 $200,000 $100,000 $50,000 $100,000 1 $100,000 $6,480 $194,800 $76,800 $120,500 $164,220 $240,630 • $85,500 FY97-98 $50,000 $100,000 $178,000 FY98-99 Total $50,000 $356,907 $100,000 $779,670 48.968 $195,0001 $1,159,415 $200,000 $200,000 $351,560 $9,600 $85,500 $100,000 $1,500,000 $1,300,000 $325,000 $450,000 $73,680 $83,130 $54,360 26,100 22,050 15,510 $35,460 $85,500 $136,8341 $01 $60,000 $1,959,690 $100,0001 $100,0001 $100,0001 $100,0001 $100,000 $1,500,0001 $1,300,0001 $175,0001 $325,0001 $450,000 1 $164,220 I $6,480 $208,5601 $25,240 I $194,8001 $76,8001 $240,630 $351,560 9,600 $73,680 $83,130 $54,360 26,100 22,050 15,510 $35,460 $512,500 Vvater u """ = A portion of the cost otttlese )MD ects will be pals {or out/bt Impact I-66 $996,580 1 $1,102,350 I $974,660 I $4,615.790 I $10,852,164 CIPPRES.WK4 -17 3- 09/20/94 j%rotect tidscn r Water and Sewer GIP 1-4p rwed FUNDING FY 93/94 i-Y I.14/ft I-4 i1/15 FY 9tW97 I i-Y 4/7/t4ti rY 96/U9 1 Iotai Sewer: Needed Projects 11 E. Fuller To Svc Rd Toplea-Wilshire to Eastcliff iwv 10-Ector To Riclyecrest vlilam-Harwood to Midway 3e11/Denton )ickey-Atkerson to Creek iighland 211 E. Airport Frwv (Under) Amette-Main to Martha Glenn -Midland to Harwood Clebud-Jones to Royce McCormick Court Oakwood -Whit to Sim (Clebud Side) Midway-Thru Park (Old line) Simmons -Jones to Clebud ISierra-Signet to Kynette Limestone ICannon-Hollywood to Sunset !Alexander -Dickey to Dunaway 'Marlene Crt-Creek to 2001 Marlene ICanyon Ridge-Kynette to Outfall (Sewer: lal Studies 'Sulphur Branch Area estpoint Area (Hurricane Creek Area Wilshire Area ISouth Main Area 'Alexander / Cullum Area Blessing Creek Area Little Bear Creek Area Sewer Sub -total, Sewer: Maint. Proo. Misc. Rehab: Sewer $50 315 $50,000 $50,000 $50,000 $50,000 $472,020 Manhole Rehab. $25,000 $75,000 $50,000 $50,000 $60,000 1 $300,000 Manhole Installs $15,000 $40,000 CDBG Program $83,340 I I I I $100,000 I $550,000 I $550,000 I $550,000 $500,000 $2,700,000 UtllI y Relocations: We ark Way West Pipeline IBaze 'East Harwood North Industrial (FM 157) Mid -cities Blvd. North Main St. Utr iiy lieloc.4p, Sub-total) Water $ Sewer Total 1 $25,000 $75,000 I $50,000 $50,000 $50,000 $300,000 $283,655j I I $15.000I— 8750.0001 8700,0001 $700,000 $0 $0 $0 S455.000 S1,746.580 ;1.802.350 S1,674.660 '= Estimated Cost of Project. I hese projects are to be funded by Streef iionds or Wafer and Sewer bonds. $440 00 8189,000" 1 $60,000.1 10,000 i 000 5b00" 1 , 7 .000 I $0 I t1.177.334 8650,000I $3,1395,3U'0- 440,000 S.133,000 1 ,0001 %60 ,000 ;610,000 387,000 S75 000 $0 12,174.900_ $5.265,790 S17.121,524 CIPPRES.WK4 09/20/94 -174- Prolect Description Miscellaneous: Traffic Engineer Fund ['ADA Compliance 'Bottleneck Program 'CDBG Program ICIP Management Lollar Issue _ Misc. sub -total Street Maintenance: Overlay Group #1 Overlay Group #2 (completed) Overlay Group #3 Overlay Group #4 'Overlay Group #5 Overlay Group #6 'Overlay Group #7 Overlay Group #8 Overlay Group #9 - Mairrt. SLb-tot'-lai Perm. Improvements: IN. Main Corridor Improvements IN. Main - SH 10 to Midway 1N. Main - Midway to Harwood (FM 157 - SH 10 to S. Pipeline 1FM 157 - SH183 to SH 121 " 'Fuller Wiser Connector 'Minters Chapel Connector 'Mid -Cities - Sh 121 to Ful-Wser" Connector Rd. E/ MidCities & Glade Baze Rd. - Glade to MidCities" Harwood Rd. - N. Main to SH 360 " 'Harwood Rd. - Main to SH 157 Westpark Way - Sh 10 to Westpark" W. Pipeline - Central to Westpark " blade Rd. - Sh 360 to SH 121 HWY 10 - West of Westpark Way Vine - SH 183 to SH 10 Ash Ln/Aransas Dr to N Main HWY 183 Service Rd at Wendy's Raider-SH 10 to S Pipeline HWY Ingress/Egress Phase I Spnal Lights I, Perm. Irrig. sett-tOia Street ) otuade . do not incl Capital Improvement Program Street and Highway Projects As of August 1, 1994 FUNDING I FY 93/94 I FY 94/95 I FY 95/98 FY 98/97 FY 97/98 I FY 98/99 I TOTAL $1,748 550,000 550,000 550,000 $50,000 5175,642 5100,000 5100,000 5100,000 5100,000 539,827 560,000 60,000 60,000 560,000 560,000 50 25,000 25,000 525,000 525,000 $250 5217,467 560,000 5235,000 5235,000 5235,000 • = = Estimates Costs utilrty $55,057 $83 $233,748 $0 $210,000 $266,748 $65,0001 $675,6421 399,8271 125,0001 250 $235,000 $1,53 ,467 $55,0571 $831 $233,7481 $535,0001 $325,000 $325,0001 $325,000 $325,000 $325,000 $325,0001 $325,000 $325,0001 $325.000 _ $325,0001 5325,000 - 5325,000 $650,000 $4448,8881 $350,0001 $1,240,000 $ ,240,0001 $1,000,000 51,000,0001 $225,000 5225,0001 $1,500,0001 $150,0001 $138,000 $138,0001 1360,0001 $1,500,000 $1,500,0001 $1,000,000 $1,000,0001 $2,700,000 52,700,000 I 51,420,000 51,420,000 $1,900,000 $1,900,000 11,900,000 4,680,000 $4,680,000 $1,500,000 $1,500,000 $210,000 1210,000 $610,000 $610,000 $200,000 $200,000 $190,000 $190,000 $2,000,000 $2,000,000 5 1100,000 5 4 100,000 _ 5100,0000 $10000,,0000 5$600,000 53.38(5.0000752.05u71- .770.0001 $15,298,uuv L)29.354.55 0 $288,88f3 $210,000 $325,000 $0 $0 $0 $0 $0 $0 0 $01 T50u.355I $276.000 snows on previous page. CIPPRES.WK4 -175- 09/20/94 protect Description Drainage: ISulpher Branch/Corp Prol !Sulfur Branch South (Sulfur Branch North !Drainage Master Plan (Aerial Mmzpinq !Hurricane Creek (Miscellaneous (Emergencies) (Boyd Branch (FEMA' !Oak Lane Channel Well Hi Addn. (Paula & David) ITrallwood Addition (Summit Ridge) IWindlea & W. Cliff 1Denlon Drive 0 Midway Park IWeslpark Way @ W Pipeline Rd IWestgark along Westpark Way Little Bear Creek- Hwy 157 to 5H 3611 Hurricane Creek N. of SH 10 Priest Dr Culvert 0, Woodbury Forest Blessing Branch- Main to SH 360 Diversion Line Oakland/Lakewood Kynette Dr Culvert 0 Wilshire Villagd Hurricane Creek Bridge 0 Marlene Orainape Total Capital Improvement Program Drainage Utility Projects AS OF AUGUST 1, 1993 FUNDING FY93-94 FY 94-95 FY95-96 $674,025 $124 $4,461 $144,159 $63,954 $79,456 $0 $0 so $350,000 $250,000 $420,000 $100,000 $175,000 $4,500,000 FY96-97 FY97-98 $250,000 $250,000 $4,000,000 $1,850,000 $1,200,000 $40,000 $80,000 $200,000 $968,1 /9 I $950,000 $5,445.000 + $1,450,001f V6,420.0001 FY98-99 Total $1,772,972 $444,159 $250,000 $1,589,206 $800,000 $420,000 $400,000 $180,000 $150,000 $50,000 $200,000 $175,000 $8,850,000 $1,850,000 $110,000 $110,000 $1,200,000 $40,000 $80,000 $200,000 P-60,000 $18,511,337 -176- CIPPRES.WK4 09/20/94 WATER & SEWER CIP FUND (08) BUDGET SUMMARY 1994-95 Working Capital, beginning $598,701 Plus Receipts: $245,985 $29,951 Interest Earned 12,000 11,300 10,000 Operating Revenues 352,800 350,000 455,000 Transfers -Streets 25,000 0 0 Transfers -Operations 0 600.000 0 TOTAL REVENUE: $389,800 $961,300 $465,000 Funds Available $988,501 $1,207,285 $494,951 Less Deductions: Amended Projects 742,516 1,106,340 455,000 Prior Year Projects 0 70,994 0 TOTAL DEDUCTIONS: A� B $742,516 4441,177,334 L'$455,000 Fund Balance, ending $245,985 $29,951 $39,951 A ties to W&S CIP Projects funded in FY 93-94 B ties to W&S CIP Projects funded in FY 94-95 -177- Fund Balance, beginning Plus Receipts: STREETS CIP FUND (26) BUDGET SUMMARY 1994-95 $682,259 $407,706 $3,351 Interest Earned 10,092 10,000 0 Transfers -Special Assessment 80,000 92,000 85,000 Transfers -General Fund 0 0 185.000 TOTAL REVENUE: $90,092 $102,000 $270,000 Funds Available $772,351 $509,706 $273,351 Less Deductions: Expenditures 339,645 506,355 270,000 Interfund Transfers 25.000 0 0 TOTAL DEDUCTIONS: B k$270,000 $364,645 Fund Balance, ending $407,706 $3,351 $3,351 A ties to CIP funding for Streets in FY 93-94 B ties to CIP funding for Streets in FY 94-95 -178- DRAINAGE CIP FUND (39) BUDGET SUMMARY 1994-95 Working Capital, beginning $1,912,709 $926,901 ($25,278) Plus Receipts: Interest Earned** 40,955 14,000 10,000 Transfers -Operations 100,000 0 350,000 Bond 0 0 0 TOTAL REVENUE: $140,955 $14,000 $360,000 Funds Available $2,053,664 $940,901 $334,722 Less Deductions: Capital Outlay Payments 1,126,763 966.179 350,000 TOTAL DEDUCTIONS: $1,126,763 A\41`$966,179 B -$350,000 Working Capital, ending $926,901 ($25,278) ($15,278) A ties to Drainage CIP funded in FY 93-94 B ties to Drainage CIP funded in FY 94-95 **Interest Earnings have been conservatively budgeted. At the time of this printing, interest earnings are in excess of the revised budget by approximately $ 5,000. -179- CITY OF EULESS REVENUE BOND ANALYSIS RESERVE PHILOSOPHY - PHASE IV Sources Balance 9/30/93 Reserve - N.Y. $637,616 Reserve - N.Y. Property $467,226 Emergency - Euless $500,000 I & S - Euless $38,418 Reserve Required: ($4,612,798/11) $419,345 Debt FY 1994: • N.Y. (Draw Down) • Dallas (Payment) Recap Reserve - N.Y. Less Debt FY94 - N.Y. Balance in Reserve Add Property: $467,226 Required Covenant Reserve Balance Available Less Debt FY95 - N.Y. Overpledged Balance @ FY95 EOY $112,400 $415.886 $637,616 -$112.400 $525,216 $992,442 $419.345 $573,097 -$205.825 $367.272 Transfer to CIP from Reserve: FY90 $180,000 FY91 $450,000 FY92 $203,900 FY93 $352,800 FY94 (Budget)* $112,400 FY95 (Proposed)* $205.825 Total Improvements Debt Free (End of FY95 from Reserve) $1,504,925 @ FY96 Available $367,272 more * FY94 does not include $600,000 refund from TRA or $237,600 operational transfers. **Cash Available for FY95 improvements, plus $194,175. Total improvements over six years total $2,536,000 in cash (pay as you go). Had we issued debt for $2.5 million, the interest would have been approximately $2.2 million over the 20 year life of the bonds. -180- HALF -CENT SALES TAX CIP FUND BUDGET SUMMARY** 1994-95 Working Capital, beginning Plus Receipts: Half -Cent Sales Tax 85,580 1,400,000 1,406,000 Bond Proceeds 0 8,920,804 0 Interest Earnings 0 11,000 225,000 TOTAL REVENUE: $85,580 $10,331,804 $1,631,000 Funds Available $85,580 $10,317,262 $10,522,262 Less Deductions: $0 ($14,542) $8,891,262 Issuance Cost/Debt 0 76,000 0 Recreation 91,597 0 0 Parks 2,000 246,400 3,536,284 Library 5,622 135,000 5,532,546 Economic Development 902 370,000 482,047 Non -Departmental 0 598.600 0 TOTAL DEDUCTIONS: $100,122 $1,426,000 $9,550,877 Working Capital, ending ($14,542) $8,891,262 $971,385 * * Estimated Bond reserve required per covenant $ 809,287.50 ** FY 1995 funding includes bond proceeds of $8 million dollars received in FY 1994. EXPLANATION OF PROCEEDS Construction Fund - This fund will be utilized to fund construction. Contingency Fund - These are moneys available above the budgeted construction amounts to cover overruns, additions, etc. Bond Reserve Fund - This is an amount of money that is structured into the transaction as a safeguard against a drastic decline or interruption in revenues. Its presence in the transaction is a significant factor in the rating process. It is funded from bond proceeds, and is available to make the last principal and interest payments or available for any other use once all bonds are repaid or defeased. Costs of Issuance - This is an amount of money that will be utilized to pay all expenses of issuance. At present, these expenses are estimated, and are subject to change. They include the Financial Advisory fee ($32,710), Bond Counsel fee ($13,500), rating service fees and expenses ($24,290), and other miscellaneous costs ($5,500). These expenses are typically very conservative with the City receiving a refund once costs are finalized. EULESS DEVELOPMENT CORPORATION PROFILE OF FUNDING & CASH FLOW Sales Tax Collections 1st 2nd 3rd Bond Proceeds Construction Fund Interest and Sinking Fund Reserve Fund Any Other Lawful Use O&M Projects Excess Reserve Fund Earnings 4th Economic Development 182- General Obligation Debt Water & Sewer Debt Drainage Utility Debt Half Penny Sales Tax Debt ANNUAL DEBT SERVICE TOTAL G.O. BONDS AND REVENUE BONDS 2500 2000 1500 c 0 1 000 0 1995 1997 1999 2001 2003 2005 2007 2009 FISCAL YEAR G.O. DEBT Ei WATER/SEWER ED DRAINAGE This graph depicts that the City of Euless has ten years of additional debt capacity in General Obligation Bonds to obtain a level debt structure allowing over $ 1,150,000 dollars in CIP Improvements for Euless Citizens. TOTAL ANNUAL DEBT SERVICE REQUIREMENTS SUMMARY OF GENERAL OBLIGATION AND 1995 $1,648,071 1996 $1,656,666 1997 $1,673,831 1998 $1,552,220 1999 $1,467,873 2000 $1,310,789 2001 $1,221,810 2002 $1,201,896 2003 $1,170,791 2004 $1,163,768 2005 $317,782 2006 $313,135 2007 $322,188 2008 $164,400 2009 $0 2010 $0 $521,921 $535,205 $521,480 $527,355 $496,641 $505,871 $513,625 $519,475 $209,575 $131,025 $130,625 $0 $0 $0 $0 $0 REVENUE BONDS, DRAINAGE REQUIREMENTS $89,185 $152,720 $156,401 $224,907 $226,257 $225,387 $229,097 $232,252 $234,720 $231,518 $232,753 $238,375 $238,052 $236,762 $239,642 $241,556 $2,259,177 $2,344,591 $2,351,712 $2,304,482 $2,190,771 $2,042,047 $1,964,532 $1,953,623 $1,615,086 $1,526,311 $681,160 $551,510 $560,240 $401,162 $239,642 $241,556 TOTAL $15,185,220 $4,612,798 $3,429,584 -183- $23,227,602 2000 Thousands 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 TOTAL General Obligation Bonds Composition of Debt Service mo INTEREST PRINCIPAL 1995 1997 1999 2001 2003 2005 2007 Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF GENERAL OBLIGATION BONDS $498,071 $411,666 $333,831 $272,220 $212,873 $642,999 $567,533 $542,030 $527,953 $511,953 $47,782 $33,135 $17,188 $4,400 $4,623,634 • $1,150,000 $1,245,000 $1,340,000 $1,280,000 $1,255,000 $667,790 $654,277 $659,866 $642, 838 $651,815 $270,000 $280,000 $305,000 $160,000 $10,561,586 $1,648,071 .- $1,656,666 $1,673,831 $1,552,220 $1,467,873 $1,310,7891. $1,221,8101 $1,201,8961 $1,170,791 $1,163,768 $317,782 $313,135 $322,188 • $164,400 $15,185,220 CITY OF EULESS, TEXAS DESCRIPTION: GENERAL OBLIGATION REFUNDING BONDS, SERIES 1985-A DATED: MARCH 1, 1993 ORIGINAL AMOUNT: $2,716,586 INTEREST RATES: BOND NOS. 1 THRU 124 @ 7.85%, 125-258 @ 8.00%, 259-404 @ 8.20%, 1,441-1,479 @8.90%, 1,480-1,508 @ 9.00%, 1,509-1,534 @ 9.10%, 1,535-1,558 @ 9.15%, 1,559-1,579 @ 9.20% PAYABLE FROM: AD VALOREM TAXES AUTHORITY: ORDINANCE NO. 864, NOVEMBER 5, 1985 PAYING AGENT: BANK ONE, FORT WORTH, TEXAS BOND NUMBERS: 1-1,579 @ $5,000 EACH OPTION DATE: MARCH 1, 1996 1995 125-258 $56,730 $29,930 $670,000 $756,660 1996 259-404 $29,930 $0 $730,000 $759,930 1997 982-1141 $0 $0 $0 $0 1998 1142-1293 $0 $0 $0 $0 1999 1294-1440 $0 $0 $0 $0 2000 1441-1479 $472,210 $0 $192,790 $665,000 2001 1480-1508 $420,723 $0 $149,277 $570,000 2002 1509-1534 $420,134 $0 $129,866 $550,000 2003 1535-1558 $432,162 $0 $117,838 $550,000 2004 1559-1579 $443,185 $0 $106,815 $550,000 TOTAL $2,275,074 $29,930 $2,096,586 $4,401,590 *1997-1999 BONDS WERE REFUNDED-1993 SERIES REPLACED THEM* -185- CITY OF EULESS, TEXAS DESCRIPTION: GENERAL OBLIGATION BONDS, SERIES 1986 DATED: MARCH 1, 1993 ORIGINAL AMOUNT: $525,000: PARKS AND RECREATION & STREETS AND DRAINAGE INTEREST RATES: BOND NOS. 1 THRU 25 @ 7.30%, 26-50 @ 7.60%, 51-75 @ 7.80%, 76-105 @ 7.90% PAYABLE FROM: AD VALOREM TAXES AUTHORITY: ORDINANCE NO. 885, JUNE 10, _1986 PAYING AGENT: BANK ONE, FORT WORTH, TEXAS BOND NUMBERS: 1-500 @ $5,000 EACH OPTION DATE: MARCH 1, 1997 RlE^'nS E (�'�( 'R(NCcl 'AL . KKy (��'1tTffiOenrfiAL t ;(��sty f z }.. P �vlhf.! MARCH rf t�q .�) QVIREMEN 4 . 1995 26-50 $15,550 $10,800 $125,000 $151,350 1996 51-75 $10,800 $5,925 $125,000 $141,725 1997 76-105 $5,925 $0 $150,000 $155,925 TOTAL $32,275 $16,725 $400,000 $449,000 DESCRIPTION: DATED: ORIGINAL AMOUNT: INTEREST RATES: PAYABLE FROM: AUTHORITY: PAYING AGENT: 1995 37-45 1996 46-54 1997 55-64 1998 65-75 1999 76-86 TOTAL CITY OF EULESS, TEXAS GENERAL OBLIGATION BONDS, SERIES 1988 MAY 1, 1988 $430,000: PARKS AND RECREATION BOND NOS. 1 THRU 6 @ 6.00%, 7-13 @ 6.25%, 14-20 @ 6.50%, 21-28 @ 6.75%, 29-36 @ 7.00%, 37-45 @7.20%, 46-54 @ 7.30%, 55-64 @ 7.40%, 65-75 @ 7.50%, 76-88 @ 7.60% AD VALOREM TAXES ORDINANCE NO. 967, APRIL 26, 1988 TEXAS AMERICAN BANK, FORT WORTH, TEXAS $9,265.00 $7,645.00 $6,002.50 $4,152.50 $2,090.00 $29,155.00 PTamE $7,645.00 $6,002,50 $4,152.50 $2,090.00 $0.00 $19, 890.00 $45,000.00 $45,000.00 $50,000.00 $55,000.00 $55,000.00 $250,000.00 IteM $61,910.00 $58,647.50 $60,155.00 $61,242.50 $57,090.00 $299,045.00 -187- CITY OF EULESS, TEXAS AUTHORITY: PAYING AGENT: BOND NUMBERS: OPTION DATE: 1995 1996 1997 1998 1999 TOTAL 11-20 21-35 36-50 51-65 66-80 DESCRIPTION: CERTIFICATES OF OBLIGATION, SERIES 1989 DATED: MARCH 1, 1993 ORIGINAL AMOUNT: $400,000 INTEREST RATES: BOND NOS. 1 THRU 10 @ 6.90%, 11-20 @ 7.00%, 21-35 @ 7.00%, 36-50 @ 7.05%, 51-65 @ 7.10%, 66-80 @ 7.125% PAYABLE FROM: AD VALOREM TAXES AND WATER AND SEWER (LIMITED PLEDGE) REVENUES ORDINANCE NO. 1000, APRIL 25, 1989 BANK ONE, FORT WORTH, TEXAS 1-300 @ $5,000 EACH MARCH 1, 1999 R ISEPTEIVII3 $12,353 $10,603 $10,603 $7,978 $7,978 $5,334 $5,334 $2,672 $2,672 $0 $38,941 $26,587 $50, 000 $75, 000 $75, 000 $75, 000 $75,000 $350, 000 $72,956 $93,581 $88,313 $83,006 $77,672 $415,528 -188- CITY OF EULESS, TEXAS DESCRIPTION: DATED: ORIGINAL AMOUNT: INTEREST RATES: PAYABLE FROM: AUTHORITY: PAYING AGENT: 1995 15-29 1996 30-45 1997 46-62 1998 63-80 1999 81-100 2000 101-121 TOTAL CERTIFICATES OF OBLIGATION, 1990 MARCH 1, 1993 $605, 000 BOND NOS. 1 THRU 121 6.80% AD VALOREM TAXES AND WATER & SEWER (LIMITED PLEDGE) REVENUE RESOLUTION APPROVED 7-24-90 AMERITRUST, TEXAS N. A. DALLAS 1B $18,190 $15,640 $12,920 $10,030 $6,970 $3,570 $67,320 $15,640 $75,000 $12,920 $80,000 $10,030 $85,000 $6, 970 $90,000 $3,570 $100,000 so $105,000 $49,130 $535,000 $108,830 $108,560 $107,950 $107,000 $110,540 $108,570 $651,450 -189- DESCRIPTION: DATED: ORIGINAL AMOUNT: INTEREST RATES: PAYING AGENT: BOND NUMBERS: 1995 16-24 1996 25-33 1997 34-43 44-53 54-64 65-75 76-87 88-99 1998 1999 2000 2001 _ 2002 TOTAL CITY OF EULESS, TEXAS PUBLIC PROPERTY FINANCE CONTRACTUAL OBLIGATIONS, SERIES 1992 MAY 27, 1992 $450,000 BOND NOS. 1 THRU 33 @ 5.40%, 34 THRU 53 @ 5.450% 54 THRU 64 @ 5.60%, 65 THRU 99 @ 5.750% AMERITRUST TEXAS NATIONAL ASSOCIATION, DALLAS,TX 1-99 @ $5,000 EACH $10,613 $9,533 $8,453 $7,226 $6,000 $4,600 $3,163 $1,581 $51,169 -190- $9,533 $8,453 $7,226 $6,000 $4,600 $3,163 $1,581 $0 $40,556 $40,000 $60,146 $40,000 $57,986 $45,000 $60,679 $45,000 $58,226 $50,000 $60,600 , - $50,000 $57,763 $55,000 $59,744 $55,000 $56,581 $380,000 $471,725 CITY OF EULESS, TEXAS AUTHORITY: !PAYING AGENT: IBOND NUMBERS: )OPTION DATE: 1995 1996 1997 1998 1999 2000 2001 2002 2003 30-58 59-88 89-275 276-478 479-673 674-737 738-827 828-922 923-1027 2004 1028-1136 2005 1137-1190 2006 1191-1246 2007 1247-1307 2008 1308-1339 TOTAL DESCRIPTION: GENERAL OBLIGATION REFUNDING BONDS, SERIES 1993 DATED: JUNE 15, 1g93 ORIGINAL AMOUNT: 4$6,695,000 INTEREST RATES: BOND NOS. 1 THRU 29 @ 2.80%, 30-58 @ 3.20%, 59-88 @ 3.55%, 89-275 @ 3.80%, 276-478 @ 4.00%, 479-673 C 4.20%, 674-737 @ 4.40%, 738-827 @ 4.60%, 828-922 @ 4.80%, 923-1,027 1@ 5.00%, 1,028-1,136 @ 5.10%, 1,137-1,190 @ 5.25%, 1,191-1,246 @ 5.40%, 1,247-1,307 @ 5.50%, 1,308-1,339 @ 5.50% PAYABLE FROM: AD VALOREM TAXES AND WATER & SEWER (LIMITED PLEDGE) REVENUE ORDINANCE NO. 1113, JUNE 8, 1993 AMERITRUST TEXAS N.A., DALLAS TEXAS 1-1,339 @ $5,000 EACH FEBRUARY 15, 2002 T4RES;' ..,AvO $146,770 $144,450 $144,450 $141,788 $141,788 $124,023 $124,023 $103,723 $103,723 $83,248 $83,248 $76,208 $76,208 $65,858 $65,858 $54,458 $54,458 $41,333 $41,333 $27,435 $27,435 $20,348 $20,348 $12,788 $12,788 $4,400 $4,400 $0 $1,046,825 $900,055 -191- $145,000 $150,000 $935, 000 $1,015,000 $975,000 $320,000 $450,000 $475,000 $525, 000 $545, 000 $270,000 $280, 000 $305, 000 $160,000 $6, 550, 000 $436,220 $436,238 $1,200,810 $1,242,745 $1,161,970 $479,455 $592,065 $595,315 $620,790 $613,768 $317,783 $313,135 $322,188 $164,400 $8,496,880 600 500 - 400 - co 300 - 0 1- 200 - 100 - 0 E 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 TOTAL Water Sewer Revenue Bonds Composition of Debt Service 1995 1997 1999 2001 Fiscal Year 2003 2005 ® INTEREST E.=>� PRINCIPAL CITY OF EULESS DEBT SERVICE REQUIREMENTS SUMMARY OF WATER AND SEWER SYSTEM REVENUE BONDS TERE $186,921 $170,205 $151,480 $132, 355 $111,641 $90,871 $68,625 $44,475 $19,575 $11,025 $5,625 $992,798 RINCIP $335,000 $365,000 $370, 000 $395,000 $385,000 $415,000 $445, 000 $475,000 $190,000 $120, 000 $125,000 $3,620,000 EQUJREMENT $521,921 $535,205 $521,480 $527,355 $496,641 $505,871 $513,625 $519,475 $209,575 $131,0251 $130,625 $4,612,798 -192- CITY OF EULESS, TEXAS DESCRIPTION: DATED: ORIGINAL AMOUNT: INTEREST RATES: PAYABLE FROM: AUTHORITY: PAYING AGENT: BOND NUMBERS: OPTION DATE: 1995 362-387 1996 388-414 1997 415-443 1998 • 444-473 1999 479-502 2000 505-536 2001 537-570 2002 575,581-605 2003 606-620 TOTAL DEBT SERVICE REQUIREMENTS WATER & SEWER SYSTEM REVENUE BONDS, SERIES 1965 JULY 15, 1965 $3,600,000: WATERWORKS $2,115,000 - SANITARY SEWER $1,485,000 BOND NOS. 1 THRU 720 @ 4.5%,(5 1/2% THROUGH JULY 15, 1968) WATER AND SEWER COLLECTIONS ORDINANCE NO. 257, JULY 29, 1965 BANKERS TRUST COMPANY, NEW YORK 1-720 @ $5,000 EACH (ELIMINATE NOS. 187/188, 268/299) 344/361, 474/478, 503/504, 571/574, 576/580, 621/720 7-15-73/1-15-78 @ 103.00, 7-15-78/1-15-83 @ 102.00, 7-15-83/1-15-88 @ 101.00, 7-15-88 & THEREAFTER @ 100.00 PARTIAL REDEMPTION SHALL BE IN INVERSE NUMERICAL ORDER $27,337.50 $27,337.50 $130,000.00 $184,675.00 $24,412.50 $24,412.50 $135,000.00 $183,825.00 $21,375.00 $21,375.00 $145,000.00 $187,750.00 $18,112.50 $18,112.50 $150,000.00 $186,225.00 $14,737.50 $14,737.50 $120,000.00 $149,475.00 $12,037.50 $12,037.50 $160,000.00 $184,075.00 $8,437.50 $8,437.50 $170,000.00 $186,875.00 $4,612.50 $4,612.50 $130,000.00 $139,225.00 $1,687.50 $1,687.50 $75,000.00 $78,375.00 $132,750.00 $132,750.00 $1,215,000.00 $1,480,500.00 CITY OF EULESS, TEXAS DESCRIPTION: DATED: ORIGINAL AMOUNT: INTEREST RATES: PAYABLE FROM: AUTHORITY: PAYING AGENT: BOND NUMBERS: OPTION DATE: 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 TOTAL 347-368 369-391 392-415 416-440 DEBT SERVICE REQUIREMENTS WATER & SEWER SYSTEM REVENUE REFUNDING BONDS, SERIES 1967 JANUARY 15, 1967 $2,200,000: WATERWORKS $1,295,000 - SANITARY SEWER $905,000 BOND NOS. 1 THRU 440 @ 4.5% WATER AND SEWER COLLECTIONS ORDINANCE NO. 299, FEBRUARY 28, 1967 BANKERS TRUST COMPANY, NEW YORK 1-440 a $5,000 EACH (ELIMINATE NOS. 61/65, 190/346) 7-15-82/1-15-83 @ 104.00, 7-15-83/1-15-84 @ 103.00, 7-15,84/1-15-85 @ 102,00, 7-15-85/1-15-86 @ 101.00, 7-15-86 AND THEREAFTER @ 100.00 PARTIAL REDEMPTION SHALL BE IN INVERSE NUMERICAL ORDER �/AT TT�44 ...REQUIRI MENT.S` $10,575.00 $10,575.00 $10,575.00 $10,575.00 $10,575.00 $10,575.00 $10,575.00 • $10,575.00 $10,575.00 $10,575.00 $10,575.00 $10,575.00 $10,575.00 $10,575.00 $10,575.00 $10,575.00 $8,100.00 $8,100.00 $5,512.50 $5,512.50 $2,812,50 $2,812.50 $101,025.00 $101,025.00 $110,000.00 $115,000.00 $120,000.00 $125,000.00 $470,000.00 $21,150.00 $21,150.00 $21,150.00 $21,150.00 $21,150.00 $21,150.00 $21,150.00 $131,150.00 $131,200.00 $131,025.00 $130,625.00 $672,050.00 -194- DESCRIPTION: DATED: ORIGINAL AMOUNT: INTEREST RATES: PAYING AGENT: BOND NUMBERS: OPTION 1995 1996 1997 1998 1999 2000 2001 2002 TOTAL 83-124 125-171 172-217 218-267 268-321 322-373 374-429 430-477 CITY OF EULESS, TEXAS DEBT SERVICE REQUIREMENTS WATERWORKS & SEWER SYSTIIVI REVENUE REFUNDING BONDS, SERIES 1991 OCTOBER 1, 1991 $2,335,000 BOND NOS. 16 THRU 23 @ 4.80%,24 THRU 82 @ 5.10% 83 THRU 124 @ 5.30%,125 THRU 171 @ 5.50%, 172 THRU 217 @ 5.60%,218 THRU 267 @ 5.70%, 268 THRU 321 @ 5.80%, 322 THRU 373 @ 5.90% 374 THRU 477 th 6.00% AMERITRUST. DALLAS. TX 1-477 (& $5,000 EACH $55.548 $50.115 $43,790 $37.490 $30,508 $22.823 $15.300 $7.050 $262.624 -195- $55.548 $205,000 $316,096 $50.115 $230.000 $330.230 $43,790 $225,000 $312,580 $37.490 $245.000 $319.980 $30,508 $265,000 $326,016 $22,823 $255.000 $300.646 $15.300 $275.000 $305.600 $7.050 $235.000 $249.100 $262,624 $1,935.000 $2.460,248 CITY OF EULESS, TEXAS CONTRACTUAL OBLIGATION WITH TRINITY RIVER AUTHORITY DESCRIPTION: TRINITY RIVER AUTHORITY OF TEXAS REVENUE BONDS, SERIES 1969-C, DATED AUGUST 1, 1969, (CITY OF EULESS, TEXAS WATER PROJECT FUNDS) ORIGINAL AMOUNT: $390,000 BOND NUMBERS: 1-78 @ $5,000 EACH INTEREST RATES: BOND NOS. 1-7 @ 6.25% AND 8-78 6.50% PAYABLE FROM: WATER AND SEWER SERVICE REVENUES AUTHORITY: CONTRACT DATE JULY 18, 1969 (ORDINANCE NO. 357) OPTION DATE: AUGUST 1, 1989 •..,..:,:...,',';':',....,',',.::,,; .):::'; ,,...'„,o,-,,,;:,..;:::.,,,,, .;.:::::i0Y1:',:i.‘;',:.:},Y,',,f,',,g‘' BOND INTEREST 'MBER FEBRUA 1995 48-51 1996 52-56 1997 57-61 1998 62-66 1999 67-78 TOTAL $5,037.50 $4,387.50 $3,575.00 $2,762.50 $1,950.00 $17,712.50 * DO NOT ADD TO EULESS DEBT SUMMARY * $5,037.50 $4,387.50 $3,575.00 $2,762.50 $1,950.00 $17,712.50 * PAID OUT OF WATER DISTRIBUTION DEPARTMENT * -196- $20,000.00 $30,075.00 $25,000.00 $33,775.00 $25,000.00 $32,150.00 $25,000.00 $30,525.00 $60,000.00 $63,900.00 $155,000.00 $190,425.00 Drainage Utility Bonds Composition of Debt Service 250 200 - cn 150 - c �a 6 r 100 - 50 - 0 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 TOTAL 1995 1997 1999 2001 2003 2005 2007 2009 Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF DRAINAGE UTILITY BONDS EREST FFtINCI $64,185 $25,000 $127,720 $25,000 $126,401 $30,000 $124, 907 $100,000 $121,257 $105,000 $115,387 $110,000 $109,097 $120,000 $102,252 $130,000 $94,720 $140,000 $86,518 $145,000 $77,753 $155,000 $68,375 $170,000 $58,052 $180,000 $46,762 $190,000 $34,642 $205,000 $21,556 $220,000 $1,379,584 $2,050,000 -197- ® INTEREST PRINCIPAL QUIREMENT $89,185 $152,720 $156,401 $224,907 $226,257 $225,387 $229,097 $232,252 $234,720 $231,518 $232,753 $238,375 $238,052 $236, 762 $239,642 $241,556 $3,429,584 CITY OF EULESS, TEXAS DEBT SERVICE REQUIREMENTS DESCRIPTION: MUNICIPAL DRAINAGE UTILITY SYSTEM REVENUE BONDS, SERIES 1991 DATED: OCTOBER 1, 1991 ORIGINAL AMOUNT: $2,100,000 INTEREST RATES: BOND NOS. 1 THRU 5 @ 4.750%, 6 THRU 11 @ 5.00%, 12 THRU 17 @ 5.20%, 18 THRU 23 @ 5.35%, 24 THRU 30 @ 5.50%, 31 THRU 51 @ 5.650% 52 THRU 73 @ 5.80%, 74 THRU 96 @ 5.90% 97 THRU 121 @ 6.00%, 122 THRU 148 @ 6.05%, 149THRU 177 @ 6.10%,178 THRU 207 @ 6.20% 208 THRU 239 @ 6.30%, 240 THRU 274 @ 6.40% 275 THRU 311 @ 6.50%, 312 THRU 350 @ 6.60% 351 THRU 392 @ 6.650%, 393 THRU 437 @ 6.70% PAYING AGENT: BOND NUMBERS: OPTION DATE: 1995 12-17 1996 18-23 1997 24-30 1998 31-51 1999 52-73 2000 74-96 2001 97-121 2002 122-148 2003 149-177 2004 178-207 2005 208-239 2006 240-274 2007 275-311 2008 312-350 2009 351-392 2010 393-437 AMERITRUST, DALLAS, TX 1-437 @ $5,000 EACH JULY 15, 1999 INTEREST"; N;UARY 15 (�; $64,185' $64,185 $63,535 $63, 535 $62,866 $62,866 $62,0411 $62,041 $59,2161 $59,216 $56,1711 $56,171 $52,926 $52,926 $49,3261 $49,326 $45,3941 $45,394 $41,1241 $41,124 $36,629 $36,629 $31,7461 $31,746 $26,3061 $26,306 $20,456 I $20,456 $14,186, $14,186 $7,370 $7,370 TOTAL UREMENTS' $25,000 $153,370 $25,000 $152,070 $30,000 $155,732 $100,000 $224,082 $105,000 $223,432 $110,000 $222,342 $120,000 $225,852 $130,000 $228,652 $140,000 $230,788 $145,000 $227,248 $155,000 $228,258 $170,000 $233,492 $180,000 $232,612 $190,000 $230,912 $205,000 $233,372 $220,000 $234,740 TOTAL $693,477 $693,477 $2,050,000 $3,436,954 -198- 199.5 1996 8.10% 1997 8.10% 1998 8.10% 1999 8.10% 2000 8.10% 2001 6.20% 2002 5.20% 2003 5.30% 2004 5.40% 2005 5.50% 2006 5.65% 2007 5.80% 2008 5.90% 2009 6.00% 2010 6.00% 2011 6.00% 2012 6.00% 2013 6.00% 2014 6.00% 2015 1 6.00% TOTAL CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: SALES TAX REVENUE BONDS, SERIES 1994 DATED: AUGUST 9,1994 ORIGINAL AMOUNT: $8,855,000 INTEREST RATES: BOND YEAR 1996 @ 8.10%,1997 @ 8.10%, 1998 @ 8.10%, 1999 @ 8.10%, 2000 @ 8.10%, 2001 @ 6.20%, 2002 @ 5.20%, 2003 @ 5.30%, 2004 @ 5.40%, 2005 @ 5.50%, 2006 @ 5.65%, 2007 @ 5.80%, 2008 @ 5.90%, 2009 @ 6.00%, 2010 @ 6.00%, 2011 @ 6.00%, 2012 @ 6.00%, 2013 @ 6.00%, 2014 @ 6.00%, and 2015 @ 6.00% PAYING AGENT: TEXAS COMMERCE BANK, DALLAS, TX Sept. 15, 2004 for Bonds maturing Sept. 15, 2005 to Sept. 15, 2015 INTERESTE::,:,•;:'::'-'y;'-:':',.•:.- :.:,':,'PRiNCIP/0+1::,:.:,::, '''''''';4:',:l'.,s.TOTAL.' COUPON,,::,:xmattillsa,:',*47:Sept',:i5:,r;;;.. ',:iiISe t 1, REQUIREMENTS $616,423 0 $616,423 $274,644 $274,644 $260,000 $809,288 $264,114 $264,114 $270,000 $798,228 $253,179 $253,179 $285,000 $791,358 $241,636 $241,636 $295,000 $778,273 $229,689 $229,689 $310,000 $769,378 $217,134 $217,134 $325,000 $759,268 $207,059 $207,059 $345,000 $759,118 $198,089 $198,089 $365,000 $761,178 $188,416 $188,416 $380,000 $756,833 $178,156 $178,156 $405,000 $761,313 $167,019 $167,019 $425,000 $759,038 $155,013 $155,013 $450,000 $760,025 $141,963 $141,963 $475,000 $758,925 $127,950 $127,950 $505,000 $760,900 $112,800 $112,800 $535,000 $760,600 $96,750 $96,750 $570,000 $763,500 $79,650 $79,650 $605,000 $764,300 $61,500 I $61,500 1 $640,000 $763,000 $42,300 $42,300 $685,000 $769,600 $21,750 $21,750 $725,000 $768,500 $3,258,809 $3,875,231 $8,855,000 $15,989,040 -199- Recycle ... Save a tree! Printed on recycled paper. PERSONN r r- PERSONNEL COUNTS 29-Sep-94 FY 92193 FY 93194 FY 94195 BU.PGETED BUDGETED BUDGETED 01-10-11 CITY MNGR OFFICE 1.5 1.5 1.0 01-10-14 CITY SECRETARY 2.0 2.0 2.0 01-11-16 DP 0.5 0.5 0.5 01-20-12 FINANCE/BUDGET 2.0 1.5 1.5 01-20-13 COURTS 7.0 8.0 8.0 01-20-18 ACCOUNTING 2.0 2.0 2.0 01-20-19 PERSONNEL 3.0 3.0 3.0 01-20-36 PURCHASING 1.5 1.5 0.5 01-30-45 PD ADMIN 4.0 4.0 3.0 01-30-46 PD PATROL 39.0 42.0 43.0 01-30-47 PD INVEST. 12.0 10.0 11.0 01-30-48 PD SERVICE 17.0 24.0 24.0 01-30-49 PD DETENTION 11.0 11.0 11.0 01-40-23 FIRE MARSHALL 2.0 2.0 2.0 01-40-40 FD ADMIN 3.0 3.0 3.0 01-40-41 FD PARAMEDIC 9.0 9.0 10.0 01-40-42 FD SUPPRESSION 33.0 33.0 33.0 01-40-43 TRAINING/SAFETY 1.0 1.0 1.0 01-40-44 EDUC/PREVENT 1.0 1.0 1.0 01-50-35 ADMIN SRVCS 1.0 1.0 1.0 01-50-37 FAC. MAINT. 6.0 6.0 5.0 01-66-66 CITY ENGINEER 0.5 0.5 0.5 01-70-51 LEISURE SERVICES 5.0 7.0 7.0 01-70-52 PARKS 16.0 16.0 15.0 01-70-54 LIBRARY 8.0 8.0 8.0 01-80-32 PLANNING 2.0 2.0 2.0 01-80-33 STREET 11.0 11.0 11.0 01-80-34 INSPECTIONS SRVCS 6.5 General 6.0 General 4.0 General 01-80-65 ENVIRON. HLTH 4.0 201.0 4.0 211.5 4.0 218 02-11-76 UTILITY ENGINEERING 0.0 0.0 1.0 02-20-70 WATER OFFICE 4.0 5.0 5.0 02-20-77 METER READING 4.0 4.0 4.0 02-50-39 RECYCLING 1.0 1.0 1.0 02-66-66 CITY ENGINEER 1.5 1.5 1.5 02-80-71 WATER PROD. 6.0 6.5 6.5 02-80-72 WATER DIST. 7.0 7.0 7.0 02-80-73 SEWAGE & TREAT. 6.0 6.0 6.0 02-80-76 UTIL. ENG. 2.5 W & S 2.0 W & S 1.0 W & S 02-90-60 W & S NON-DEPT. 8.0 40.0 8.5 41.5 8.5 41.5 08-66-66 CITY ENGINEER 2.0 1.5 1.0 12-10-80 HOTEUMOTEL 0.5 0.5 0.5 13-50-90 SERVICE CTR. 4.0 4.0 5.0 15-20-15 INSURANCE 2.0 2.0 2.0 17-66-66 RISK MNGMT 1.0 1.0 1.0 23-70-55 LEISURE SERVICES 1.0 1.0 1.0 24-30-45 DRUG FUND 1.0 1.0 2.0 30-20-30 CASH/DEBT MNGMT 1.0 1.0 1.0 51-10-52 1/2 CENT - PARKS 1.0 0.0 0.5 51-10-81 1/2 CENT - ECO. DEV. 1.0 0.0 0.5 TOTAL 2136.0 275.0 274.0 FY 94195 1) Added 1.0 Police Officer to DEA (Grant Revenue), 1.0 Fire Paramedic 2) Cut Purchasing Clerk; Building Official; Vacant Inspector; extra Exec. position; Fac. Mngr. position 3) Upgraded 1.0 PT Clerk I position in the Service Center to FT 4) Data Processing and GIS were moved to the newly created Information Services Department. Data Processing can be found under account # 01-11-16, and GIS under account # 02-11-76. The secretarial position for utility engineering remained in account # 02-80-76. V. Smith-pcounts.wkl -200- 09/29/94 PERSONNEL COUNTS BY FUND FY 94/95 FULL11ME'EMPLOYEES 218.00 GENERAL FUND 41.50 WATER & SEWER FUND 0.50 HOTEL/MOTEL FUND 1.00 CITY ENGINEER 5.00 SERVICE CENTER FUND 2.00 BENEFITS/INSURANCE FUND 1.00 RISK MANAGEMENT FUND 1.00 LEISURE SERVICES FUND 2.00 DRUG FUND 1.00 CASH MANAGEMENT FUND 0.50 1/2 CENT - PARKS 0.50 1/2 CENT - ECO. DEV. 74;00 ;TOTAL, Longevity TMRS ;! Workers,'Camp Heaith inaurance Disability; insurance,,::: Ufe'Insuranue AID/D Medicare Date >_ Medicare TOTAL ;,I 01-Dec-93 ;'I 11.93% $58.50 $255 0.67% (See Chart) ,(See Chart) -I 1.45% $259,920 $1,065,944 $188,136 $824,040 $58,250 $35,250 $8,460 $66,606 $2,506,606 PART-TIIVIE EMPLOYEES 62.50 GENERAL FUND 6.50 WATER & SEWER FUND 1.00 HOTEL/MOTEL FUND 1.00 SERVICE CENTER FUND 0.00 BENEFITS/INSURANCE FUND 0.00 RISK MANAGEMENT FUND 0.00 LEISURE SERVICES FUND 0.00 DRUG FUND 0.00 CASH MANAGEMENT FUND 71.00!.TOTAL V. Smith-pcounts2 09/22/9L -201- FY 92193 COUNT. COUNT: NUMBER iciiTMANAGER'S 0.5 0.5 0.5 1.0 1.0 0.5 1.5 1.5 1.0 1.0 0.5 1.5 1.0 0.5 1.5 01-10-11 01-10-11 FULL TIME 2.0 01-10-11 0.0 01-10-11 2.0 IPART TIME City Manager Asst. City Manager Receptionist Admin Secretary ICITY.',SECift.ETARY:,',:,e,,:;,P:,0.r..-,..:-....:,,...-:..,....,.,.:-..-;-,::..,-.;',..,:,,,::,;.,..,:.-..::,.:.'.:.'.."....,,,.:.'::,•,'.:.....•,',:-.,...:.,,,.'.:-..:',•,:.:,,,,,,,..,....: .., 1.0 1.0 1.0 01-10-14 City Secretary 1.0 1.0 1.0 01-10-14 . Records Mgmt/Asst to CS 2.0 2.0 2.0 FULL TIME 0.0 0.0 1.0 1.0 1.0 1.0 01-10-14 PART TIME 1Clerk I 1DATAPq 0.5 0.5 0.51 01-11-16 Pata Processing Mgr 0.5 0.5 0.5 (FULL TIME 1.0 1.0 1.01 1.01 01-11-16 1.0 0.5 0.5 1.0 0.5 0.5 0.5 2.0 1.5 !COURTS 1.0 1.0 0.0 1.0 3.0 1.0 7.0 1.0 1.0 1.0 1.0 0.0 1.0 4.0 1.0 8.0 1.0 1.0 1.0 'PART TIME 0.5 01-20-12 0.5 01-20-12 0.5 01-20-12 1.5 FULL TIME 1.0 1.0 1.0 1.0 3.0 01-20-13 01-20-13 01-20-13 01-20-13 01-20-13 1.0 01-20-13 8.0 FULL TIME 1.0 1.0 01-20-13 PART TIME 'Clerk I Dir. Fiscal & Human Res Administrative Secretary I Accountant I City Judge Municipal Court Mgr Office Supervisor I Clerk III Clerk II Bailiff/Warrant Officer ICIerk I V. Smith-pcounts3 -202- 09/22/94 IFY 92/93 FY 93/94 • H'COUNT ••:1'••• COUNT t94!95..:. :DEPARTMENT ACCOUNTING 0.5 0.5 0.5 01-20-18 1.5 1.5 1.5 01-20-18 2.0 2.0 2.0 FULL TIME 0.5 0.5 PERSONNEL 1.0 0.0 1.0 1.0 3.0 0.5i 0.5 0.5 0.5 01-20-18 PART TIME 1.0 1.0 01-20-19 1.0 1.0 01-20-19 0.0 0.0 01-20-19 1.0 1.0 01-20-19 3.0 3.0 FULL TIME -PURCHASING.. 0.5 0.5 1.0 1.0 1.5 1.5 1.0 0.0 1.0 1.0 4.0 Pb PATROL 1.0 1.0 4.0 0.0 32.0 1.0 39.0 1.0 12.0 13.0 1.0 1.0 0.0 1.0 4.0 0.5 0.0 0.5 • •••'?"' ''" • Accounting Mgr Office Tech II 'Clerk I • . Personnel Mgr Analyst I Clerk I Secretary I 01-50-36 Purchasing Mgr 01-50-36 Clerk III FULL TIME 1.0 01-30-45 0.0 01-30-45 1.0 01-30-45 0.0 01-30-45 1.0 01-30-45 3.0 FULL TIME 0.0 1.0 01-30-46 4.0 4.0 01-30-46 4.0 4.0 01-30-46 12.0 14,0 01-30-46 21.0 19.0 01-30-46 1.0 1.0 01-30-46 42.0 43.0 FULL TIME 1.0 12.0 13.0 1.0 12.0 13.0 01-30-46 01-30-46 PART TIME Police Chief Assistant Police Chief Police Lieutenant Police Sergeant Administrative Secretary II • Police Captain Police Lieutenant Police Sergeant Police - Corporal Police Officer Secretary I Head Sch Crossing Guard School Crossing Guard V. Smith-pcounts3 09/22/94 -203- 1PD INVESTIGATION j.•111,11:.:•111:,1,11111,11.,1:‘:111:,1•,1:,::;',•:-:1•••,:.,,,•••,..:' • 1.0 1.0 1.0 0.0 8.0 1.0 12.0 1PD SERVIC 1.0 1.0 0.0 0.0 0.0 1.0 0.0 1.0 9.0 0.0 1.0 3.0 17.0 0.0 4.0 4.0 0.0 1.0 1.0 6.0 1.0 1.0 10.0 1.0 1.0 1.0 7.0 0.0 01-30-47 01-30-47 01-30-47 01-30-47 01-30-47 1.0 01-30-47 11.0 FULL TIME 1.0 1.0 0.0 0.0 1.0 1.0 2.0 6.0 4.0 0.0 1.0 1.0 1.0 1.0 0.0 0.0 10.0 10.0 1.0 1.0 0.0 0.0 3.0 3.0 24.0 1.0 3.0 4.0 01-30-48 01-30-48 01-30-48 01-30-48 01-30-48 01-30-48 01-30-48 01-30-48 01-30-48 01-30-48 01-30-48 01-30-48 24.0 FULL TIME 1.0 1.0 2.0 01-30-48 01-30-48 PART TIME PDDETENTION 1.0 1.0 1.0 01-30-49 10.0 10.0 10.0 01-30-49 11.0 11.0 11.0 FULL TIME IFIRE MARSHAL 1.0 1.0 2.0 1.0 1.0 2.0 1.0 1.0 2.0 01-60-23 01-60-23 FULL TIME IFD ADMINISTRATION 1.0 1.0 1.0 01-40-40 1.0 1.0 1.0 01-40-40 1.0 1.0 1.0 01-40-40 3.0 3.0 3.0 FULL TIME 1.0 1 1.0 1 1.01 01-40-40 Police Captain Police Lieutenant Police Sergeant Police - Corporal Police Officer Secretary I Police Captain Police Sergeant Police Lieutenant Police - Corporal Police Officer Communications Supt Police Records Supervisor Office Supervisor Dispatcher Analyst I Secretary II Clerk II Public Service Officer Clerk I Police Sergeant Public Service Officer . . . A F Chief/Fire Marshall Fire Inspector Fire Chief Assistant Fire Chief Administrative Secretary I IClerk I V. Smith-pcounts3 09/22/94 -204- 1...FY.92/93:d1,FY:93/94 •, II . .COUNT.1.1•11.:1:COUNT- : FD PARAMEDIC • 0.0 8.0 9.0 1.0 1 9.0 9.0 FD SUPPWSION 3.0 0.0 3.0 0.0 6.0 0.0 0.0 0.0 0.0 0.0 21.0 33.0 3.0 1.0 2.0 1.0 5.0 3.0 6.0 5.0 4.0 2.0 1.0 33.0 FY 94/95 !FD TRAINING/SAFETY111,::' 4.01 f:01 DEPARTMENT NUMBER•1:1111:1:1: 3.0 01-40-41 7.0 01-40-41 10.0 l FULL TIME 3.0 1.0 2.0 1.0 5.0 1.0 5.0 5.0 4.0 4.0 01-40-42 01-40-42 01-40-42 01-40-42 01-40-42 01-40-42 01-40-42 01-40-42 01-40-42 01-40-42 2.0 01-40-42 33.0 FULL TIME 1.01 01-40-43 E12tatICAT)ON/PREVENTION ; • 1.01 1.01 1.01 01-40-44 ADMINISTRATIVE SERVICES 1.01 1.01 1.01 01-50-35 1 1 1.01 • 1.01 1.01 01-50-35 !FACILITIES MAINTENANCE • 1.0 1.0 2.0 2.0 2.0 1.0 6.0 2.0 1.0 6.0 1.0 01-50-37 2.0 01-50-37 2.0 01-50-37 0.0 01-50-37 5.0 FULL TIME 1.01 1.01 1.01 01-50-37 CITY Envinippi 0.51 0..61 0.51 01-66-66 , . Fire Fighter II - Para Fire Fighter - Para Battalion Chief Fire Captain -Para Fire Captain Fire Lieutenant -Para Fire Lieutenant Fire Fighter II - Para Fire Fighter II Fire Fighter - Para/Driver Fire Fighter - Driver Fire Fighter - Para Fire Fighter ...... !Fire Lieutenant !Fire Education Officer 1 !Dir. of Admin Service & Eco Develop 'Clerk I 1 Foreman Field Tech II Field Tech I Bldg Maint Worker !Clerk I CifiEngineer V. Smith-pcounts3 -205- 09/22/94 ILEISUR�SERVICES�''�:�r:,n��:y�,,,'Y^��`��:;���: ' - 01-70-51 Pork/Le�unaMgr 01-70-51 Leisure Sery Coordinator � 2 �� O]3 0.0 5.0 7.0 FULL TIME 1.0 0.0 0.0 01-70-51 1]3 0.0 0]3 01-70-51 6]3 2.0 2.0 01-70-51 8.0 2.0 2.0 PART TIME 1]0 1]3 1]3 01-70-52 O]J 1]3 0.0 01-70-51 1]0 0]3 1.0 01-70-52 1.0 1.0 0.0 01-70-52 1]3 1]3 1]3 01-70-52 2]0 2.0 3]0 01-70-52 1.0 1.0 0.0 01-70-52 1.0 3.0 2]0 01-70-52 5.0 4]3 5.0 01-70-52 3.0 2.0 2.0 01-70-52 3.0 3.0 8.0 2.0 4.0 8.D| 1.0 01-70-52 5.0 01-70-52 6.0 | PART TIME O-�v^�/�*.���������i���ir����*�'����^ 1.� _ � 1]0 1]] 01-70-53 1.0 1]3 1.0 01-70-53 3.0 3.0 4]3 01-70-53 14]3 14]3 13.0 01-70-53 4.0 3]0 3.0 01-70'53 23.0 22.0 22.0 PART TIME 1]0 1]3 01-70'54 1.0 1]] 01-70-54 2.0 2]0 01'70'54 2]0 2.0 01-70-54 O]} Ol} 01-70'54 2]0 2]0 01-70-54 0]3 O]J 01-70-54 8.0 8.0 FULL TIME Leisure Sery Prog (1) Secretary SR CitizenNolunteer Specialist Secretary 3R Citizmn8/o|untnerSpncia|iat Bldg Attendant Dir. of Community Sem Pork8-eisunaMgr Superintendent Horticulturist U Horticulturist Foreman Nursery Specialist Heavy Equipment Operator Field Tech U Field Tech | PieldTechU-Parks Field Tech | Manager AuuLMmnagnr Head Life Guard Life Guard Swimming Pool Cashier Library Mgr Assistant Library Mgr UbnohanU Librarian 8eoretaryU Office Tech U Clerk 11 UbraryAido '^```,"':,�D � l / V.8mbh-pcuunto3 09/22/94 -206- PLANNING 1.0 2.0 ls t.tt . 'b.o 1.0 3.0 4.0 3.0 11.0 .93194. .94495.- 1.0 1.0 2.0 1.0 0.0 3.0 4.0 3.0 11.0 DEPARTMENT NUMBER 1.0 01-80-32 1.0 01-80-32 2.0 [FULL TIME 0.0 1.0 3.0 4.0 01-80-33 01-80-33 01-80-33 01-80-33 3.0 01-80-33 11.0 FULL TIME 2.0 2.0 0.0 01-80-33 !INSPECT)ON SERVICES,:, 1.0 1.0 1.0 01-80-34 1.0 0.0 0.0 01-80-34 0.0 1.0 0.0 01-80-34 2.0 2.0 1.0 01-80-34 1.0 1.0 1.0 01-80-34 1.5 1.0 1.0 01-80-34 6.5 6.0 4.0 FULL TIME 1.0 0.0 1.0 0.0 1.0 1.0 0.0 01-80-34 0.0 01-80-34 0.0 PART TIME INVIRONICEAL HF.ALTH 1.0 1.0 1.0 01-80-65 0.0 1.0 1.0 01-80-65 2.0 1.0 1.0 01-80-65 1.0 0.0 1.0 01-80-65 0.0 1.0 0.0 01-80-65 4.0 4.0 4.0 FULL TIME 1.0 1.0 2.0 1.0 1.0 2.0 1.0 01-80-65 1.0 01-80-65 2.0 PART TIME !GEOGRAPHIC INFORMATION SYST MS 1.0 I -1.01 - -1.0 I 02-11-76 City Planner Office Supervisor I Street Supt Foreman Heavy Equipment Operator Field Tech II Field Tech I 1Field Tech I Development Services Manager Director of Development Building Official Inspector II Inspector I Secretary I Zoning Inspector Clerk I Environmental Health Mgr Animal Control Supervisor Animal Control Officer II Inspector II Inspector I Animal Control Officer Field Tech I 1GIS Manager I V. Smith-pcounts3 09/22/94 -207- !WATER OFFICE 1.0 1.0 2.0 4.0 C�uNT NUMBER 1 JOB. TITLE : 1.0 1.0 02-20-70 2.0 2.0 02-20-70 2.0 2.0 02-20-70 5.0 5.0 FULL TIME Billing Manager Office Tech II Clerk I 1.0 I 1.0 I 1.0 I 02-20-70 IClerk I 1METER R&A,pING 1.0 2.0 2.6 02-20-77 3.0 2.0 2.0 02-20-77 4.0 4.0 4.0 FULL TIME !FtECYCLIN9..:-..;:-:..':::,....„''-.'',..--...;,;,-;; :,:,:-.,:.,;:,..:;...,:::,:-,,:,.:.. ..„„.... 1.0 I 1.0 1 1.0 I 02-50-39 .5 0.5 0.5 02-66-66 1.0 1.0 1.0 02-66-66 1 1.5 1.5 1.5 FULL TIME Field Tech II Field Tech I 1 . . Recycling Coordinator 1 City Engineer Inspector II MATERPRODUCTION.,-.',',,-.-,:H'..., ',.',,..''' ,., •:' -,.*:,-,•,,,-:,•••.. 1.0 1.0 1.0 02:80-71 Dir. of Public Works & Development 0.0 0.5 0.5 02-80-71 Asst. City Manager 1.0 1.0 1.0 02-80-71 Public Works Supt. 1.0 1.0 1.0 02-80-71 Foreman 1.0 1.0 1.0 02-80-71 Field Tech II 1.0 1.0 1.0 02-80-71 Field Tech I 1.0 1.0 1.0 02-80-71 Administrative Secretary I 6.0 6.5 6.5 FULL TIME 1.0 1.0 I 1.0 I 02-80-71 'Field Tech I WATER DIpTRIBUTION 3.0 3.0 3.0 02-80-72 Heavy Equipment Operator 3.0 3.0 2.0 02-80-72 Field Tech II 1.0 1.0 1.0 02-80-72 Field Tech I 0.0 0.0 1.0 02-80-72 Secretary I 7.0 7.0 7.0 FULL TIME 2.0 2.0 2.0 02-80-72 Field Tech I V. Smith-pcounts3 09/22/94 -208- ]SEWAGE & TREATMENT 1.0 1.0 2.0 2.0 1.0 1.0 2.0 2.0 6.0 6.0 2.0 ''''''' • JOBTlTh 1.0 02-80-73 Foreman 2.0 02-80-73 Heavy Equipment Operator 1.0 02-80-73 Field Tech II 2.0 02-80-73 Field Tech I 6.0 FULL TIME 2.0 I 2.0 I 02-80-73 IField Tech I UTIUTY ENGINEERING,",,," .. ' 1.5 i .0 1.0 I 02-80-76 Secretary I 1.5 1.0 1.0 IFULL TIME 0.0 1.0 0.0 I 02-80-76 ISecretary :WATER .& SEWER NSII-DEPARTMENTAL 0.5 . .5 02-90-60 City Manager 0.5 0.5 0.5 02-90-60 Dir. Fiscal & Human Res 1.0 1.0 1.0 02-90-60 Assistant to City Mngr 0.5 0.5 0.5 02-90-60 Purchasing Mgr 0.5 0.5 0.5 02-90-60 Data Processing Mgr 0.5 0.5 0.5 02-90-60 Accounting Mgr 0.5 0.5 0.5 02-90-60 Administrative Assistant 1.0 1.0 1.0 02-90-60 Executive Assistant 0.5 0.5 0.5 ' 02-90-60 Accountant I 0.5 0.5 0.5 02-90-60 Office Tech II 1.0 1.0 1.0 02-90-60 Clerk II 1.0 1.0 1.0 02-90-60 Admin Secretary II 0.0 0.5 0.5 02-90-60. Admin Secretary I 8.0 8.5 8.5 FULL TIME 1.0 I 1.0 I 0.5 0.5 ENGINEER 1.0 0.5 1.0 1.0 2.0 1.5 OHOTEUMOTEL 0.0 0.5 0.5 0.5 0.0 0.5 0.5 0.5 0.0 1.0 1.0 0.5 0.0 0.5 02-90-60 'Clerk I PART TIME 08-66-66 08-66-66 FULL TIME 12-10-80 12-10-80 FULL TIME Asst. City Manager Principal Engineer Public Info Officer Administrative Secretary 0.5 0.5 1.0 12-10-80 Admin Secretary 1.0 1.0 1.0 12-10-80 Admin Intern I 1.0 1.0 0.0 12-10-80 Admin Intern II 2.5 2.5 2.0 PART TIME .. . 1 V. Smith-pcounts3 09/22/94 -209- 0/94 -1 FY 94/55 DEPARTMENT COUNT:A ':"..‘.COUNT1,:'" COUNT NUMBER IFLEET SERVICES 1.0 1.0 1.0 1.0 1.0 0.0 4.0 1.0 1.0 2.0 1.0 1.0 1.0 0.0 4.0 1.0 1.0 2.0 1.0 13-50-90 1.0 13-50-90 2.0 13-50-90 0.0 13-50-90 1.0 13-50-90 5.0 FULL TIME 0.0 13-50-90 1.0 13-50-90 1.0 PART TIME BENEFITS/INSURANCE :-:,.,-1,.',.',4-.,,i'..,:',,,,-',,H".. . ;,'.;:j,":'.-t,',--:';.'"..,....',.'':.-.--::,,Oi.,.'',":.:-,,...:::,,-'''..:-.',''''../,-.:.',-",:f.:. 1.0 1.0 1.0 15-20-15 1.0 1.0 1.0 15-20-15 2.0 2.0 I 2.0 FULL TIME JOB TITLE Fleet & Facilities Mngr. Mechanic III Mechanic II Mechanic I Clerk I Clerk I Field Tech I Risk/Benefit/Insurance Mngr. Office Tech I !SAFETY MANAGEMENT', ,,,,,,,,,,,,,,,,,,,,,,,,, 1.01 1.01 1.0 I 17-66-66 'Safety Manager !LEISUR1 11IERVICE: ' 1.0 i ' 1.0 23-70-55 ILeisure Sery Prog (I) PO DIG° UNI) ''i,,-'1.:;,.':;1',i':',.'?:7:-.:..,.,-,,,,-, 2'.01 24-30-45 ' Police - Corporal !CASI-i/DBT MANAGMg,NT 1.0 I i.0 1.0 30-20-30 ICash/Debt Mgr '1/2 CENT - PARKS ',.:-'• . ,-'''.'.'-',-''' :.''''-'.."':'' ,: '..'H -' ,': '0.0 ) 0.01 0.51 51-10-52 lEco. Dev. Projects Mngr. . . r /2 CENT ECONOMIC DEVELOPMENT - . :'• . 0.01 0.01 0.51 51-10-81 lEco. Dev. Projects Mngr. V. Smith-pcounts3 09/22/94 -210- Number of Turnovers Number of Activities 20 15 — 10 - 5 0 d30',144F1\\\\\\\\\\� 1990 1991 PERSONNEL TURNOVER By Job Type 1992 YEAR 1993 1994 (To Date) ETA Office & Technical B Maintenance 1) Police & Fire Q Professional e3 Managerial ® Administration YEAR Office & Technical Maintenance Police & Fire Professional Managerial Administration 1990 16 9 4 2 2 3 1991 13 7 3 2 0 0 1992 11 5 4 1 1 1 1993 8 6 10 2 1 1 1994 (To Date) 5 4 0 1 2 1 2000 1500 — 1000 500 — FY90 FY91 PERSONNEL ACTIVITY SUMMARY I FY92 FY93 YEAR r-r FY94 FY95 (Projected) New Hires O Termination L Interviews 03 Persons Tested ® Applications Rec'd WA Interest Cards Rec'd YEAR New Hires Termination Interviews Persons Tested Applications Rec'd interest Cards Rec'd FY90 31 24 53 61 533 551 FY91 50 50 90 75 1100 1300 FY92 97 78 180 320 1554 1307 FY93 100 80 190 505 1500 1500 FY94 57 49 92 209 327 756 FY95 (Projected) 76 65 123 278 436 1008 -211- CITY OF EULESS A.,r.I..0urn BY JOB FAMILY FISCAL YEARS 1986/87 Through Jame 30, 1994 9/30 9/30 9/30 9/30 9/30 9/30 9/30 6/30 1987 1988 1989 1990 1991 1992 1993 1994 OFFICE & .iA....1�.A. Acountant I 1 Accountant II 1 Account Clerk 1 2 1 Administrative Secretary 2 1 1 Clerk Typist (Clerk I) 1 4 3 4 1 1 1 Clerk Typist II (Clerk II) Deputy City Secretary 1 Dispatcher 2 3 3 2 2 2 Inspector 2 1 1 Leisure Services Programmer 1 1 Office Supervisor 1 Office Technician 1 Personnel Technician 1 1 Public Service Officer 2 2 1 3 2 2 1 1 Receptionist 1 Records Clerk 3 1 1 1 3 2 2 Secretary 1 1 1 1 Secretary II 1 Senior Citizen Coordinator 1 0 0 0 0 0 0 0 =AL OFFICE & TECHNICAL 11 10 10 16 13 11 8 5 HADWENANCE Animal Control Officer 4 Equipment Operator 3 1 1 Foreman 1 Horticulturist (Nurseryman) 1 1 1 Field Tech I 13 4 4 3 4 3 4 Field Tech II 1 1 2 2 1 1 Mechanic I 1 1 Senior Mechanic 1 Meter Reader 1 1 1 Water Production Specialist 1 0 0 0 0 0 7VIAL tiAltralltitiM 15 4 13 9 7 5 6 4 POLICE & FIRE Police Officers 2 3 2 3 2 3 5 Police Corporal 1 Firefighters 1 4 3 1 1 1 Firefighter/Paramedic 4 0 TOTAL POLICE & FIRE 3 7 5 4 3 4 10 0 \dw4\jobinfo\turnover.doc -212- Turnover Analysis by Job Family as of June 30, 1994 Page 2 9/30 9/30 9/30 9/30 9/30 9/30 9/30 6/30 1987 1988 1989 1990 1991 1992 1993 1994 Activity Leader I 1 Activity Leader II 1 1 Asst. City Eng./Proj. Eng. 1 1 1 Assistant Police Chief 1 Police Captain 1 1 Engineering/GIS Analyst 1 Fire Lieutenant 1 Leisure Services Coordinator 1 Librarian 1 Police Seraeant 0 0 0 2 0 0 0 0 TOTAL rAuk A ..n1JOLAWIL., 4 1 2 2 2 1 2 1 MANAGERIAL Communications Supt. 1 Facilities Maint. Supt. 1 Park Superintendent 1 Service Center Manager 1 City Engineer 1 Water Superintendent 0 0 1 0 0 WAAL MANAGERIAL 2 1 1 2 ADMINISTRATION Assistant City Manager 1 City Secretary 1 Director of Administrative Services 1 Director of Personnel 1 Economic Development Director 1 Police Chief 1 IMALAEKINIMPATION 3 1 1 1 ZVIAL ANNUAL r.,L...L.. u . 33 22 30 36 25 23 28 13 ZVIAL NUMBER EMPLOYEES 244 238 251 252 252 252 251 267 * ....4, „ urn. RATE: 14% 9% 12% 14% 10% 9% 11% 4.8% *Rates based an Fiscal Years G_L.1,G1_ 1, 1986 through June 30, 1994 \dw4\jobinfo\turnover.doc -213- BASIS OF ACCOUNTING The accounting and financial reporting treatment applied to a fund is determined by its measurement focus. All governmental funds are accounted for using a current financial resources measurement focus. With this measurement focus, only current assets and current liabilities generally are included in the balance sheet. Operating statements of these funds present increases (i.e., revenues and other financing sources) and decreases (i.e., expenditures and other financing uses) in net current assets. All proprietary funds are accounted for on a flow of economic resources measurement focus. With this measurement focus, all assets and all liabilities associated with the operation of these funds are included on the balance sheet. Fund equity (i.e., assets net of liabilities) is segregated into contributed capital and retained earnings components. Proprietary fundtype operating statements present increases (e.g., revenues) and decreases (e.g., expenses) in net assets. The modified accrual basis of accounting is used by all governmental fund types and agency funds. Under the modified accrual basis of accounting, revenues are recognized when susceptible to accrual (i.e., when they become both measurable and available). "Measurable" means the amount of the transaction can be determined and "available" means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. The City considers property taxes as available if they are collected within 60 days after yearend. A oneyear availability period is used for revenue recognition for all other governmental fund revenues. Expenditures are recorded when the related fund liability is incurred. Interest on general longterm debt is recorded as a fund liability when due or when amounts have been accumulated in the debt service fund for payments to be made early in the following year. Revenues considered susceptible to accrual are property taxes, gross receipts tax and interest revenue. Sales taxes collected that are held by the state at yearend on behalf of the City are also recognized as revenue. Fine and permit revenues are not susceptible to accrual because generally they are not measurable until received in cash. The accrual basis of accounting is utilized by Proprietary Fund Types. Under this method, revenues are recorded when earned and expenses are recorded at the time liabilities are incurred or estimated. The City reports deferred revenue on its combined balance sheet. Deferred revenues arise when a potential revenue does not meet both the "measurable" and "available" criteria for recognition in the current period. Deferred revenues also arise when resources are received by the government before it has a legal claim to them, as when grant monies are received prior to the incurrence of qualifying expenditures. In subsequent periods, when both revenue recognition criteria are met, or when the City has a legal claim to the resources, the liability for deferred revenue is removed from the combined balance sheet and revenue is recognized. -214- FUND RELATIONSHIPS Why all these funds? Where is the money being spent? All legitimate questions. This is not a "shell game. " Picture a city as a large corporation with many small subsidiaries - that is how to follow the funds. See below for a more detailed explanation. FUND/PURPOSE GENERAL FUND To account for most operating revenues and expenditures of the City, not specifically required to be reported separately. WATER & SEWER FUND (ENTERPRISE FUND) To account for water and sewer system services. Rates are applied to actual usage. CAPITAL PROJECTS FUND To account for financial resources to be used for the acquisition or construction of major facilities or assets. DEBT SERVICE FUNDS To account for the accumulation of resources for, and the payment of, general obligation, water and sewer, or drainage long-term debt principal and interest. WORKERS COMP/RISK MANAGEMENT To account for liability and casualty claims as well as workers' compensation programs. HOTEL/MOTEL FUND To account for the operations and expenditures for tourism and related programs of the City, primarily advertising and promotion. RELATIONSHIP TO OTHER FUNDS Provides funding for general city operations or traditional city services. Supports all other fund groups. Uses no tax dollars for support. Rates are based on consumption. Billing services provided for other funds. Receives funding from the General Fund, and from the proceeds of the sale of debt instruments for capital improvements. Funds borrowed for general operations. Note: Both Water and Sewer, as well as Drainage Enterprise Funds, pay for their own debt and are not G.O. debt. Receives funding from all operating departments, on a per employee basis for compensation and pro rata for liability. Funded from hotel/motel occupancy tax revenues. FUND/PURPOSE RELATIONSHIP TO OTHER FUJNDS, FLEET MAINTENANCE To account for operating costs and revenues of the Service Center which provides fleet maintenance service to all City departments. INSURANCE & BENEFITS To account for the revenues and expenditures for the City's health insurance claims for all employees and retirees. EQUIPMENT REPLACEMENT To account for the accumulation of funds planned to be used for replacement of vehicles. Allows for level of expenditures for these costly assets. PROGRAMS & SPECIAL EVENTS To account for operating revenues and expenditures of the City's recreational program and events. DRAINAGE UTILITY To account for acquisition, operation, and maintenance of the City's drainage utility system. CASH & DEBT To account for revenues and expenses incurred in providing cash and debt management services to all funds. 1/2 CENT SALES TAX To account for proceeds of 1/2 cent sales tax for economic development, library and parks, per referendum. W P51 Receives major portion of operating costs from water and sewer fund. Receives funding from all operating departments, on a per employee basis. Funding is provided annually by all user planned whereby they pay a lease fee to this fund based on a calculation of depreciable value. Sale of auction equipment is reported here. Funded from various athletic and special events, recreation class fees, etc. Uses no tax dollars for support. Funded primarily by user charges. Funded by a predetermined amount of earned investment income, not to exceed total fund expenses. Funds mandated for economic development, library and parks by 1 /2 cent sales tax proceeds. -216- GLOSSARY OF TERMS Activity: A service performed by a department or division. Ad Valorem Tax: A tax computed from the assessed valuation of land and improvements. Appropriation: An authorization made by the legislative body of a government which permits officials to incur obligations against and to make expenditures of governmental resources. Specific appropriations are usually made at the fund level and are granted for a one-year period. Appropriation Ordinance: The official enactment by the legislative body establishing the legal authority for officials to obligate and expend resources. Assets: Resources owned or held by the City which have monetary value. Budget: The City's financial plan for a specific fiscal year that contains both the estimated revenues to be received during the year and the proposed expenditures to be incurred to achieve stated objectives. Budgetary Control: The control or management of the organization in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and revenues. Budget Manager: The individual in a specific department who is responsible for compiling budget information, assembling it in the proper format, presenting the information, and administering the department budget during the fiscal year. Capital Equipment: See Capitalization Policy. Debt Service Fund: A fund used to account for the moneys set aside for the payment of interest and principal to holders of the City's general obligation and revenue bonds, the sale of which finances long-term capital improvements, such as facilities, streets and drainage, parks and water/wastewater systems. Department: A functional unit of the City containing one or more divisions or activities. Encumbrances: Obligations in the form of purchase orders, contracts or salary commitments which are chargeable to an appropriation and for which a part of the appropriation is reserved. When paid, the encumbrance is liquidated. Enterprise Fund: A fund established to account for operations that are financed and operated in a manner similar to private business enterprises - where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. Expenditures: The cost of goods received or services rendered whether cash payments have been made or encumbered. Fund: A fiscal and accounting entity with a self -balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Fund Balance: The excess of a fund's current assets over its current liabilities; sometimes called working capital in enterprise funds. A negative fund balance is often referred to as a deficit. General Fund: The fund used to account for all financial resources except those required to be accounted for in another fund. The General Fund is tax supported. General Obligation Debt: Moneys owed on interest and principal to holders of the City's general obligation bonds. The debt is supported by revenue provided from real property which is assessed through the taxation power of the local governmental unit. -217- Grant -Funded Program: Any program requiring any amount of State and/or Federal funds. H-E-B ISD: The local independent school district, with board members elected to provide administration for schools in the cities of Hurst, Euless and Bedford. The school district has a separate tax office which assesses and collects taxes for operation of the elementary and secondary schools. Note: Some Euless residents in the northern part of Euless attend school in the Grapevine-Colleyville Independent School District due to the close proximity of their homes to those schools. Internal Service Fund: A fund used to account for the financing of goods or services provided by one City department or cost center to other departments, on a cost -reimbursement basis. Liabilities: Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or refunded at some future date. This term does not include encumbrances. Object: As used in expenditure classification, this term applies to the article purchased or the service obtained (as distinguished from the results obtained from expenditures). Object Class: Expenditure classification according to the types of items purchased or services obtained; for example, personal services, materials, supplies, and equipment. Operating Budget: Plans of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending, and service delivery activities of the City are controlled. The use of annual operating budgets is required by State law. Performance Measures: Specific quantitative measures of work performed within an activity or program. They may also measure results obtained through an activity or program. Position: A full-time employee working at least 40 hours a week. Reimbursement: Repayment to a specific fund for expenditures incurred or services performed by that fund to or for the benefit of another fund. Reserve: An account used to indicate that a portion of a fund resources is restricted for a specific purpose, or is not available for appropriation and subsequent spending. Revenues: All amounts of money received by a government from external sources other than expense refunds, capital contributions, and residual equity transfers. Revised Budget: Final amended budget for the current operating fiscal year adopted simultaneously with the proposed budget for the following fiscal year. Supplemental Request: A request to budget an activity at a level above current service levels in order to achieve increased or additional objectives. Tax Rate: A percentage applied to all taxable property to raise general revenues. It is derived by dividing the total tax levy by the taxable net property valuation. Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. —218— ORDINANCE NO. 1145 AN ORDINANCE ADOPTING THE OFFICIAL OPERATING AND CAPITAL BUDGET FOR THE CITY OF EULESS FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 1994, AND ENDING SEPTEMBER 30, 1995; AND AMENDING THE BUDGET FOR FISCAL YEAR BEGINNING OCTOBER 1, 1993, AND ENDING SEPTEMBER 30, 1994; PROVIDING FOR THE INVESTMENTS OF FUNDS; PROVIDING FOR PUBLICATION AND AN EFFECTIVE DATE. WHEREAS, on August 23rd, 1994, the Euless City Council held a Public Hearing on its proposed budget for the fiscal year beginning October 1, 1994, and ending September 30, 1995; and WHEREAS, the proposed budget was on file in the office of the City Secretary of the City of Euless since July 31, 1994, available to the citizens and the public for their inspection, as well as an opportunity to be heard on said date; WHEREAS, due notice of such hearing on the budget was duly published; and at the conclusion of such hearing, it was determined that such budget should be adopted; NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EULESS, TEXAS: SECTION 1 THAT the official budget for the City of Euless for the fiscal year beginning October 1, 1994, and ending September 30, 1995, be, and the same is hereby adopted by the Euless City Council, and the Euless City Secretary is directed to keep and maintain a copy of such official budget on file in the office of the City Secretary available for inspection by citizens and the general public. SECTION 2 THAT all funds appropriated and allocated shall be expended and used pursuant to the provisions of such official budget and the Euless City Manager shall be directed to appropriate and expend city funds according to City Charter provisions. THAT the sums below are hereby appropriated from the respective operating funds for the payment of expenditures on behalf of the city government as established in the approved budget document: -219- FY 1994 Revised FY 1995 (Expenditures) (Expenditures) General Fund $12,302,213 $12,797,223 Water and Sewer Fund 9,605,324 9,380,047 General Obligation Debt Fund 1,665,320 1,652,071 Hotel/Motel 127,519 160,227 Fleet Maintenance Fund 536,601 539,247 Insurance Fund 1,109,543 1,114,360 Workers Comp Insurance 362,949 312,949 Risk Management 331,886 343,181 City Engineer 132,702 85,310 Equipment Replacement Fund 366,702 245,700 Programs & Special Events 467,895 521,816 Police Drug Fund 156,872 202,913 Drainage Utility 300,010 654,719 Cash & Debt 47,981 49,517 Water & Sewer Revenue Debt Fund 529,286 522,921 THAT the sums below are hereby appropriated from the capital fund for Fiscal Year 1994-95 for the payment of expenditures on behalf of the city government as established in the approved budget document: FY 1994 Revised FY 1995 (Expenditures) (Expenditures) Water & Sewer Capital Fund $ 1,177,334 $455,000 Streets Capital Fund 506,355 270,000 Parks Capital Fund 137,710 N/A Drainage Capital Fund 966,179 350,000 Fire 13,320 N/A Half Penny Sales Tax 1,350,000 9,550,877 SECTION 3 THAT the City Manager is authorized from time to time as he may deem to be in the best interest of the City of Euless, to invest city funds not immediately required for current use, including operating funds and bond funds, as per Council adopted Investment Policy. SECTION 4 EFFECTIVE DATE. This ordinance shall become effective immediately from and after its passage as provided by the Euless City Charter and the laws of the State of Texas. -220- PRESENTED AND APPROVED on First and Final Reading at a regular meeting of the Euless City Council on the 23rd day of August, 1994; by a vote of 7 ayes, 0 nays, and 0 abstentions. ATTEST: 2, • Susan Crim, CMC, City Secretary APPROVED: Mary Lib Saleh, Mayor 220A ORDINANCE NO. 1151 AN ORDINANCE ADOPTING THE TAX ROLL FOR 1994; PROVIDING A SEVERABILITY CLAUSE; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, on the 25th day of July, 1994, the Tax Assessor -Collector for the City of Euless, Texas, presented the Council with a tax roll effective for the 1994 tax year; and WHEREAS, the Tarrant Appraisal District has established the appraised value of certain tracts of property located within the corporate boundaries of the City of Euless, Texas; and WHEREAS, the City of Euless finds it is in the best interests of the City of Euless and the owners of those specific tracts to accept the tax roll as presented as to value submitted by the Euless Tax Assessor -Collector; NOW THEREFORE, be it ordained by the City Council of the City of Euless, Texas: SECTION 1 The tax roll for the City of Euless, Texas, as presented by the Euless Tax Assessor -Collector on the 25th day of July, 1994, is hereby adopted. SECTION 2 Severabilitv Clause. That it is hereby declared to be the intention of the City Council that the sections, paragraphs, sentences, clauses and phrases of this ordinance are severable, and if any phrase, clause, sentence, paragraph or section of this ordinance shall be declared unconstitutional by the valid judgment or decree of any court of competent jurisdiction, such unconstitutionality shall not affect any of the remaining phrases, clauses, sentences, paragraphs and sections of this ordinance, since the same would have been enacted by the City Council without the incorporation in this ordinance of any such unconstitutional phrase, clause, sentence, paragraph or section. SECTION 3 Effective Date. This ordinance shall be in full force and effect from and after its passage and publication as provided by the Euless City Charter and the laws of the State of Texas. I ,2 PRESENTED AND APPROVED after First and Final Reading at a regular meeting of the Euless City Council on the 13th day of September, 1994; by a vote of 7 ayes, 0 nays, and 0 abstentions. ATTEST: , 1- i1:yl <T./�JJ1 , n rim, CMt, City Secretary APPROVED AS TO FORM: and, City Attorney fot APPROVED: jii ddei Mary Lib aleh, Mayor -222- ORDINANCE NO. 1152 AN ORDINANCE ADOPTING A TAX RATE FOR THE CITY OF EULESS FOR THE YEAR 1994; PROVIDING FOR CERTAIN EXEMPTIONS THERETO; PROVIDING FOR PUBLICATION AND AN EFFECTIVE DATE. WHEREAS, on August 23, 1994, the Euless City Council held a public hearing on the proposed budget for the fiscal year 1993-1994; and WHEREAS, all citizens and interested persons were given an opportunity to be heard regarding the proposed budget; and WHEREAS, due notice of such meeting was published according to law;. and NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EULESS, TEXAS: SECTION 1 THAT the official tax rate for the City of Euless for the calendar year 1994 be and the same is hereby adopted by the Euless City Council as hereinafter set forth. SECTION 2 THAT there shall be and there is hereby levied the following taxes on each one hundred dollars ($100.00) valuation on all taxable property within the City of Euless, Texas, to be assessed and collected by the Tax Assessor and Collector for the year, and collected for the purposes hereinafter stipulated, to -wit: (a) For the General Fund levied on $100 valuation $0.454438 (b) For the Interest and Sinking Fund levied on the $100 valuation $0.161562 Total Lev, SO 616 SECTION 3 THAT there shall be exempted from the valuation of all residential homesteads for which proper application shall have been made, an amount equal to twenty percent (20%) of the assessed value of such residential homestead. The exemption shall be granted to any such residential homestead and improvements qualifying for same as provided by law. -223- SECTION 4 There shall be exempted the sum of Thirty Thousand Dollars ($30,000.00) of the assessed value of residence homesteads of residents of the City of Euless, Texas, who are sixty-five (65) years of age or older, from all ad valorem taxes thereafter levied by such City. SECTION 5 That the taxes assessed and levied hereby are due and payable on October 1, 1994 and shall be payable not later than January 31, 1995. The penalties and interest provided for shall accrue after this date. However, if the entire taxes due are paid in full by January 31, no penalty or interest shall be due. SECTION 6 THAT in addition to the taxes assessed and levied herein, there is also assessed and levied a penalty for the failure to pay taxes due as state law describes. SECTION 7 THAT in addition to the taxes and penalty and interest assessed and levied herein, there is also assessed and levied a 15% collection fee on all taxes and penalty and interest that become delinquent and remain unpaid on July 1. SECTION 8 Effective Date. This ordinance shall be in full force and effect and after its passage as provided by the Euless City Charter and the laws of the State of Texas. PRESENTED AND APPROVED after First and Final Reading at a regular meeting of the Euless City Council on the 13th day of September, 1994, by a vote of 7 ayes, 0 nays, and 0 abstentions. Susan Crim, CC, City Secretary :, AS TO FO • APPROVED: jw Lc . iiu Mary Lih7Saleh, Mayor -224- ORDINANCE NO. 1153 AN ORDINANCE AMENDING CHAPTER 30, SECTION 30.34 OF THE CODE OF ORDINANCES, CITY OF EULESS; REPEALING ALL ORDINANCES AND PARTS OF ORDINANCES IN CONFLICT HEREWITH AND PROVIDING AN EFFECTIVE DATE. BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EULESS: SECTION 1 THAT the schedule of miscellaneous charges for water services furnished or caused to be furnished by the City as set out in Chapter 30, Section 30.34 of the Code of Ordinances, City of Euless, be the same hereby amended to revise the following: Service Initiation Fee $15.00 SECTION 2 ALL ordinances or parts of ordinances in conflict with any provisions of this ordinance are hereby repealed. SECTION 3 EFFECTIVE DATE. This ordinance shall be in full force and effect from and after its passage and publication as provided by the Euless City Charter and the laws of the State of Texas. PRESENTED AND APPROVED on First and Final Reading at a regular meeting of the Euless City council on the 27th day of September, 1994, by a vote of 7 ayes, 0 nays, and 0 abstentions. ATTEST: Susan Crim, CIWC, City Secretary City Attorney APPROVED: ti, Mary Lib �aleh, Mayor -225- 1993 Effective Tax Rate Worksheet City of Euless 1. 1992 total taxable value. Enter amount of 1991 taxable value on tax roll.Include any adjustments since last year's certification. Includes the taxable value of over-65 homesteads. 994,733,766 2. School districts 0 3. Preliminary 1991 adjusted taxable value.(subtract 2 from 1) 994,733,766 4. 1992 total tax rate. (per $100 valuation) 0.598564 5. 1992 taxable value lost - court appeals of ARB decisions reduced 1992 appraised value. A. Original 1992 ARB values: 154,810,727 B. 1992 values resulting from final court decisions: 148,955,773 C. 1992 value loss. Subtract B from A: 5,854,954 6. 1992 taxable value, adjusted for court -ordered reductions. Add line 3 and line 5c. 1.000,588,720 7. 1992 taxable value of property in territory the unit deannexed after January 1, 1991. 0 8. 1992 taxable value lost because property first qualified for an exemption in 1993. Note that lowering the amount or percentage of an existing exemption does not create a new exemption or reduce taxable value. If the taxing unit increased an original exemption use the difference between the original exempted amount and the increased exempted amount. Value lost due to freeport exemptions tax abatements should not be included. A. Absolute exemptions. Use 1992 market value: 138,454 B. Partial exemptions. 1993 exemption amount or percentage exemption times 1992 value: 10,074,720 C. Value loss. Total of A & B 10,213,174 9. 1992 taxable value lost because property first qualified for agricultural appraisal (1-d or 1-d-1), timber appraisal, recreational/scenic appraisal, or public access airport special appraisal in 1992. Use only properties that first qualified in 1993; do not use those that qualified in 1992. A. 1992 market value: 0 B. 1993 productivity or special appraised value: 0 C. Value loss. Subtract B. from A. 0 10. Total adjustments for lost value. Add lines 7, 8c and 9c. 10,213,174 11. 1992 adjusted taxable value. Subtract line 10 from line 6. 990,375,546 12. Adj 1992 tax levy. Multiply line 4 & line 11, divide by 100. 5,928,029 13. Total 1993 taxable value on the 1993 certified appraisal roll Counties should include intangible and railroad rolling stock values (certified by State Controller). This value includes the taxable value of over-65 homesteads. 965,322,639 14. 1993 taxable value of properties under protest. The chief appraiser certifies a list of properties still under ARB protest It shows the district's value and the taxpayer's claimed value if any, or an estimate of the value if the taxpayer wins. For each of the properties under protest, use the lowest of these values. Enter the total here. 7,332,557 15. School districts 0 16. 1993 total taxable value. Add line 13 and 14. Subtract 15. 972,655,196 17. Total 1993 taxable value of properties in territory annexed since 1/1/92. Include both real and personal property. 0 18. Total 1993 taxable value of new improvements and new personal property located in new improvements."New"=item was not on the appraisal roll in 1992. An improvement is a bldg, structure, fixture or fence erected on or affixed to land. A transportable structure erected on its owner's land is also included unless it is held for sale or is there only temporarily. New additions to existing improvements may be included if the appraised value can be determined. New personal property in a new improvement must (1) have been brought into the unit after 1/1/92, and (2) be located in a new improvement. New improvements do not include mineral interests produced for the first time, omitted property that is back assessed, increased appraisals on existing property or new improvements located in tax abatements. 14,383,441 -226- 19. Total adjustments to the 1993 taxable value. Add 17 & 18. 14,383,441 20. 1993 adjusted taxable value. Subtract 19 from 16. 958,271,755 21. 1993 effective tax rate. Divide lines 12 by 20; multiply by 100. 0.618617 22. Counties Only. N/A 23. 1992 maintenance and operations tax rate. 0.441735 24. 1992 adjusted taxable value. Enter the amount from 11. 990,375,546 25. 1992 maintenance and operations tax levy. A. Multiply lines 23 & 24 then divide by 100. 4,374,832 B. Cities and counties with additional sales tax. Amount of additional sales tax collected on maintenance and operations in 1992. Enter amount collected for 1992 fiscal year, if any. Other units enter "0". 0 C. School Districts 0 D. Counties: 0 E. Total of A., B., C. and D. 4,374,832 26. 1993 effective maintenance and operations rate. Divide 25e by 20 and multiply by 100. 0.456534 27. 1993 rollback maint. & oper. rate. County, cities, county ed. districts and other: Multiply line 26 by 1.08. 0.493056 28. Total 1993 debt to be paid with property taxes and additional sales tax revenue. "Debt" = the interest and principal that will be paid on debts that (1) are paid by property taxes, (2) are secured by property taxes, (3) are scheduled for payment over a period longer than one year and (4)are not classified in the unit's budget as maint. & oper. expenses. Debt also includes contractual payments to other taxing units that have incurred debts on behalf of this taxing unit, if those debts meet the four conditions above. Only amounts that will be paid from property tax revenue (or additional sales tax revenue) should be included. Do not include CAD budget payments. The debt should also listed in "Schedule B: Debt Service". If using unencumbered funds, subtract unencumbered fund amount used from total debt and list remainder here. 1,561,320 29. Certified 1993 excess debt collections. Enter amount certified by collector. 0 30. Adjusted 1993 debt service. Subtract line 29 from 28. 1,561,320 31. Certified 1993 anticipated collection rate. Enter the rate certi- fied by the collector. If the rate is 100% or greater, enter 100% 100.00% 32. 1993 debt service adjusted for collections. Divide 30 by 31 1,561,320 33. 1993 total taxable value. Enter the amount on 16. 972,655,196 34. 1993 debt tax rate. Divide lines 32 by 33 and multiply by 100 0.160521 35. 1993 rollback tax rate. Add 27 and 34. 0.653578 -227- 330 320 310 300 290 280 270 260 250 240 230 220 210 200 GENERAL FUND PER CAPITA REVENUE 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 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 107% and 55% respectively (Per Capita increase: $61-$107 & $50-$65). While user fees have increased, so has library services, thus expenditures have increased by 57% (Per Capita Increase $8-$11). Environmental Health services, vital to the well being of the community, have seen a 73% increase in expenditures (Per Capita increase: $3-$5). In an attempt to provide a higher quality of life, expansion in the parks system system and in the recreation system has resulted in a 62% increase In expenditures (Per Capita increase: $18-$26). Maintenance and repair of city streets have resulted in an increase of 26% (Per Capita increase: $12-$14). EXPENDITURES 1986I 1987' 19881 1989 Euless Population 1 35,280 36,152 Department Name Library Per Capita Street Per Capita Police Per Capita Fire Per Capita Environmental -Health Per Capita Leisure Services Per Capita REVENUE General Fund $7,525,727 Transfers $232,067 Total $7,757,794 Per Capita $220 CONSUMER PRICE INDO 108.6 D/FW Metroplex 109.4 Actual Actual Expenditures Expenditures $284,781 $321,919 $8 $9 $437,163 $433,281 12 $12 $2.146,180 $2,472,419 $61 $68 $1,755,708 $1,812,734 $50 $50 $117,932 $123,037 $3 $3 $645,007 $654,581 $18 $18 $8,025,083 $156,672 $8,181,755 $226 112.5 112.6 37.003 37.438 Actual Actual Expenditures Expenditures $344,302 $361,628 $9 $10 $394,368 $480,410 11 $2,780, 25 S75 $1,789,726 $162,956 $4 $720,892 $19 $8,377,105 $768,345 $9.145,450 $247 $13 $3,192,453 $85 $1,911,711 $51 $181,409 $5 $770,143 $21 $8,659,765 $1.198,676 $9,858,441 $263 117.01 122.6 115.81 119.3 1990 1991 38.149 38.369 Actual Actual Expenditures Expenditures $356,477 9 $551, 4 $14 $3,264,272 $86 $1,916,733 $50 $167,904 $4 $840,005 $22 $358,801 $507,226 $13 $3,313,089 $86 $2,188,579 $57 $168,366 $4 $872,456 $23 1992 if 19931 W _1994 1995 38,600 I 38,900 I Actual Actual Budgeted Proposed Expenditures Expenditures i Expenditures Expenditures $404,168 $445,154 10 ! 11 $487,759 ! $561,646 $13 i $14 $3,571,0261 $4,141,526 $92? $105 $2,397,'7 9 i $2,521,123 ;62 ¢4 $186, 38 ; $205, 24 $5f $5 $993,432 $1,110,128 $26$28 $9,080,5401 $9,667,585 i $10.989,113 1 $11,588,119 $742,150 $421.800 l $547,239 { $879 479 $9,822,6901 $10,089. 85? $11,536,3521 $12467,598 $2571 $263i $297! $315 ! 129.0 (133.81 139.21 143.31 124.51 131.11 134.41 138.6 I $399,329 10 $454, 50 $12 $3,417,222 $88 $2,199,693 $57 $182,263 $5 $949,323 $24 $10,069,431 $461,595 $10,531,026 $273 39.550 40.127 $446,996 11, $550,980 $14 $4,277,052 $107 $2,603,397 1¢5 $204, 33 $5 $1,042,473 $26 $11,648,830 $557,954 $12,206,784 $304 144.7 145.9 139.3 139.9 FLEET REPLACEMENT Revenues/Capital Expenditures/Balance Thousands 600 500 //// 400 L \\\\\///////// 300 �����\, ; /' 200 \\\\`«Y ; i /// NON\\\ L1 LL_ 1991 444,278 504,105 294,367 100 Revenue Capital Balance as audited 0 1992 1993 1994 1995 288,771 281,742 280,735 267,961 285,283 286,398 366,702 245,701 297,854 293,198 207,231 239,492 CITY OF EU.E88: ESTIMATED UNIT REPLACEMENTS 1994/1095 --- CURRENT --- UNIT YEAR VEHICLE TYPE 318 1993 FORD CROWN VICTORIA 320 1993 FORD CROWN VICTORIA 322 1993 FORD CROWN VICTORIA 297 1992 CHEW CAPRICE N/A NEW UNIT ADDITION 155 1988 CHEW CAPRICE 156 1988 CHEW CAPRICE 187 1986 CHEVY CAPRICE 183 1987 CHEW CAPRICE 150 1986 FORD CROWN VICTORIA 215 1988 FORD 1TON CAB AND CHASSIS 215X 1988 COLLINS AMBULANCE BOX 218 1988 FORD 1TON CAB AND CHASSIS 216X 1988 COLLINS AMBULANCE BOX N/A N/A N/A N/A N/A N/A NEW UNIT ADDITION NEW UNIT ADDITION NEW UNIT ADDITION NEW UNIT ADDITION NEW UNIT ADDITION NEW UNIT ADDITION 51 1984 CHEVY S10 MINI PICKUP • 84 1980 EAGER BEAVER CHIPPER N/A NEW UNIT ADDITION N/A NEW UNIT ADDITION N/A NEW UNIT ADDITION 200 1987 KUBOTA F2000 FRONT DECK MOWER 201 1987 KUBOTA F2000 FRONT DECK MOWER 202 1987 KUBOTA F2000 FRONT DECK MOWER :'. GENERAL FUND EXPENDITURE: WATER FUND EXPENDITURE: DRAINAGE UTILITY FUND: C.I.P. FUND EXPENDITURE. EMERGENCY PURCHASES: Yl FUND DEPT. NO, POLICE PATROL 01 POLICE PATROL 01 POLICE PATROL 01 POLICE PATROL 01 POLICE TACTICAL 01 CID DIVISION CID DIVISION CID DIVISION COURTS SELL TRANS SELL SELL SELL SELL VEHICLE REQUESTED BY DEPARTMENT SIMILIAR TYPE VEHICLE SIMLIAR TYPE VEHICLE SIMLIAR TYPE VEHICLE SIMLIAR TYPE VEHICLE FULLY ENCLOSED 20' TRAILER 01 SELL MIDSIZE FRONT WHEEL DRIVE VEHICLE 01 SELL MIDSIZE FRONT WHEEL DRIVE VEHICLE 01 TRANS MIDSIZE FRONT WHEEL DRIVE VEHICLE TRANS. TO COURTS TO REPLACE UNIT 183 01 TRANS TRANS. TO ADMIN. TO REPLACE UNIT 150 ADMINISTRATION 01 SELL TRANSFER IN UNIT 183 FROM COURTS FIRE EMS FIRE EMS PUBLIC WORKS PUBLIC WORKS PUBLIC WORKS PUBLIC WORKS PUBLIC WORKS PUBLIC WORKS INSPECTIONS PARKS PARKS PARKS PARKS PARKS PARKS PARKS 01 SELL SIMILIARTYPEVEHICLE REMOUNT AMBULANCE BOX 01 SELL SIMLIAR TYPE VEHICLE REMOUNT AMBULANCE BOX 01 TANDEM AXLE DUMP TRUCK 01 HEAVY DUTY EQUIPMENT TRAILER 29 360' BUCKET ROTATION ATTACHMENT 01 1 1/2 YARD LOADER / BACKHOE 02 SINGLE AXLE DUMP TRUCK 01 SLIDE IN SANDER FOR TANDEMS 01 SELL SIMLIAR TYPE VEHICLE 01 SELL SIMLIAR TYPE EQUIPMENT 01 36' SINGLE ARM BUCKET TRUCK 01 B2' FAG MOWER 01 60' ROTARY BRUSH HOG MOWER 01 SELL SIMLIAR TYPE FRONT DECK MOWER 01 SELL SIMLIAR TYPE FRONT DECK MOWER 01 SELL SIMLIAR TYPE FRONT DECK MOWER PLAN PLAN (A) (B) $480,200 $185,700 $36,000 .•t: $0 $8,000:::: $0 S0 :::::: $0 $60,000 $60,000 TOTAL DEPARTMENTAL REQUESTS: TOTAL CITV EALV:AGE VALUE: TOTAL ELIEGETED DEPRECIATION: AMOUNT TO EE REQUESTED FOR PLAN A: AMOUNT TO BE REQUESTED FOR PLAN B: BUDGETED AMOUNT $18,800 $16,800 $16,800 $16,800 $15,000 $15,300 $15,300 $15,300 S0 $ $24,500 $20,000 $24,500 $20,000 $52,200 $10,200 58,000 $68,500 $38,500 $11,000 $11,000 518,000 $36,500 $8,200 $1,800 $18,500 $16,500 $16,500 PLAN (N S18,800 $16,800 $16,800 S 18,800 S15,000 PLAN (B! $18,800 $16,800 r $18,800 $16,800 50 $15,000 $15,000 $15,000 $15,000 I $15,000 $15,000 50 SD 50 50 i $24,500 $20,000 SO S0 $24,500 $24,500 $20,000 $20,000 S52,000 $10, 000 $8,000 S86,000 536,000 $11,000 50 S0 S0 SO SO $0 $11,000 $11,000 $18,000 $36,500 $6,200 $1,800 $16,500 $16,500 S16,500 S18,000 S0 SO S0 SO SD S01 I PLAN B $185,700 $267,961 $584,200 $245, 700 SALVAGE. - VALUE 51,500 $1,500 _ $1,500 ( $1,500 j So $1,500 $1,500 S0 $0 _ $1,500 $0 SO $2,500 50 $1,000 51,000 SO S0 50 $15,000 -230- BRIEF EXPLANATION OF EXPENDITURE LINE ITEMS 81XX Personal Services Covers all personnel related expenditures including salary, employee insurance, retirement, allowances, and other employee benefits. 82XX Materials & Supplies Goods consumed or which materially and appreciably change through use. Subject to rapid depreciation, deletion, and/or loss. 83XX Property Maintenance Contract or agreement to maintain City land. 84XX Infrastructure Maintenance Contract, repair or agreement for maintenance to City infrastructure. 85XX Equipment and Vehicle Maintenance Contract, repair or maintenance of equipment and vehicles. 86XX Services and Miscellaneous Charges Commodities, services, and activities performed by persons or organizations outside City operations under expressed or implied agreement. 87XX Transfers to Other Funds Expenditure reimbursement are items budgeted or accounted for in one fund and/or either direct or indirect charges to another fund. 88XX Depreciation Expense Only utilized in proprietary funds, this expense is for reduction in fixed assets. 89XX Prior Years Expense Accounting entries for audit purposes. 9000 Fixed Assets All expenditures for capital outlay in compliance with City capitalization policy (pending). General Rule states the item is over $500 in cost and over one year useful life. AMIPRO/ch-act-1 -231- Recycle ... Save a tree! Printed on recycled paper. Index Accounting Budget, p. 38 Actual vs. Budget, General Fund, p. 17 Administrative Services Budget, p. 68 Animal Control, Environmental Health Budget, Annual Debt Service Summary, p. 183 Annual Debt Service, GO & Revenue, p. 125 Arbor Daze Budget, p. 147 Average Homeowner, Overlapping Tax, p. 10 Average Residential Value History, p. 8 Composition of Debt Service, DUS Bonds, p. 197 Composition of Debt Service, GO Bonds, p. 184 Composition of Debt Service, W&S bonds, p. 192 p. 92 Cost of City Services, p. 2 Current Capital Projects, p. 172 Basis of Accounting, p. 214 Benefits & Insurance Budget (Employee), p. 135 Betterment Fund Budget, p. 97 Boards & Commissions, front fly sheet Bonds, Certificates of Obligation, Series 1988, p. 187 Bonds, GO, Series 1989, p. 188 Bonds, Certificates of Obligation, Series 1990, p. 189 Bonds, DUS, Series 1991, p. 198 Bonds, GO Refunding, Series 1985-A, p. 185 Bonds, GO Refunding, Series 1993, p. 191 Bonds, General Obligation, Series 1986, p.186 Bonds, Public Property Finance Series 1992, p. 190 Bonds, TRA Revenue Series 1969-C, p. 196 Bonds, Water -Sewer Rev. Refunding 1967, p. 194 Bonds, Water -Sewer System Revenue 1965, p. 193 Bonds, Waterworks -Sewer Refunding 1991, p. 195 Bonds, Sales Tax Revenue, Series 1994, p. 199 Budget Assumptions, p. x Budget Message from City Manager, p. i Budget Ordinance, (Appendix), p. 219 Budget Process, p. viii Budget Schedule, p. vii Budgets for All Departments, p. 24 through 167 Capital Improvements Policy, p. 169 Capital Improvement, Drainage Utl. Projects, p. 176 Capital Improvement, Street & Hwy. Projects, p. 175 Capital Improvement, Water -Sewer Budget, p. 127 Capital Improvement, Water -Sewer Forecast, p. 173 Capital Projects Funds, p. 172 Cash & Debt Mgmt. Dept. Budget, p. 155 Certificates of Obligation, Series 1989, p. 188 Certificates of Obligation, Series 1990, p. 189 CIP (08) Water -Sewer Summary, p. 177 CIP (26) Streets Summary, p. 178 CIP (39) Drainage Utility Summary, p. 179 City Council Operations Budget, p. 24 City Engineer Budget (General Fund). p. 73 City Engineer Budget (W&S Fund), p. 120 City Manager's Administrative Budget, p. 27 City Officials List, front fly sheet City Secretary Budget, p. 29 Data Processing Department Budget, p. 31 Debt, General Obligation Budget, p. 125 Debt Service Composition, General Obligation Bonds, p. 184 Debt Service, Annual General Obligation & Revenue, p. 183 Departmental Budgets, p. 24 through 168 Drainage Utility Bonds, Composition of Debt Service, p. 197 Drainage Utility Projects, Capital Improvement, p. 176 Drainage Utility System Revenue Bonds 1991, p. 198 Drainage Utility System Maintenance Budget, p. 151 Drainage Utility System Debt Budget, p. 153 Drainage Utility Budget Summary, CIP Fund (39), p. 179 Drug Enforcement Agency Budget, p. 149 Economic Development Budget, p. 129 and 165 Economic Development, Hotel/Motel Budget, p. 129 Engineering Budget, General Fund, p. 73 Environmental Health Budget, p. 92 Every Week in Euless, p. 1 Expenditure Line Items, Explanation of, p. 231 Expenditure Sources, General Fund, p. 7 Expenditure Sources, Water & Sewer, p. 19 Expenditure Trends, General Fund Multi -year, p. 15 Expenditure Trends, Water & Sewer Multi -Year, p. 21 Facilities Maintenance Budget, p. 71 Finance Administration Budget, p. 33 Fire Department Administration Budget, p. 58 Fire Education & Prevention Budget, p. 66 Fire Department Emergency Medical Service Budget, p. 60 Fire Department, Fire Marshal Budget, p. 55 Fire Department Suppression Budget, p. 62 Fire Department Training & Safety Budget, p. 64 Fleet Service Budget (all City Vehicles), p. 131 Fleet Service, Outside Repairs, p. 133 Fleet Replacement Fund, p. 229 Fund Balance Summary, p. 23 Fund Relationships, p. 215 General Fund, Actual vs. Budgct, p. 17 General Fund, Expenditure Sources. p. 6 General Fund, Revenue Sources, p. 6 General Fund, Per Capita Revenue, p. 228 General Fund, Summary of Departmental Budgets, p. 14 General Obligation Debt, p. 125 AMIPROUNDGX General Obligation Refunding Bonds Series 1993, p. 191 GIS Utility Enginccring Budget, p. 99 and 120 Glossary of Terms, Appendix, p. 217 Half Cent Sales Tax - Economic Development, p. 165 Half Cent Sales Tax - Library, p. 163 Half Cent Sales Tax - Nondepartmental, p. 167 Half Cent Sales Tax - Operations, p. 159 Half Cent Sales Tax - Parks, p. 161 Half Cent Sales Tax - Explanation of Proceeds, p. 182 Half Cent Sales Tax Budget Summary, p. 181 Half Cent Sales Tax - Revenue Bonds, Series 1994, p. 199 Hotel/Motel Tax Budget, p. 129 Information Services Budget (Data Processing), p. 31 Inspection Service Budget, p. 90 Jail (Detention) Budget, p. 53 Leisure Services Budget, p. 76 Library Budget, p. 83 Mayor & City Council Budget, p. 24 Meter Reading Budget, p. 105 Monthly Service Charges, p. 3 Municipal Court Budget, p. 36 Nondepartmental, General Fund Budget, p. 94 Nondepartmental, Water & Sewer Budget, p. 122 One Time Expenditures, p. 16 Operating Funds, Other, p. 22 Ordinance, Budget (Appendix), p. 219 Ordinance, Tax Rate (Appendix), p. 223 Ordinance, Tax Roll (Appendix), p. 221 Ordinance, Water & Sewer Rate (Appendix), p. 225 Organization Chart, p. vi Other Operating Funds, p. 22 Overlapping Tax Liability, Average Homeowner, p. 11 Parks Department Budget, p. 79 Pcr Capita Revenue, General Fund, p. 228 Personnel Counts, p. 200 Pcrsonncl Counts by Departments, p. 202 through 210 Personnel Counts by Fund, p. 201 Personnel Department Budget, p. 40 Personnel Turnover by Job Family, p. 211 Planning Department Budget, p. 85 Police Administration Budget, p. 44 Police Criminal Investigation Budget, p. 49 Police Detention (Jail) Budget, p. 53 Police Drug Enforcement Agency Budget, p. 149 Police Patrol Budget, p. 47 Police Service Budget, p. 51 Programs -Special Events (includes Arbor Daze), p. 145 Property Tax Rates, Direct & Overlapping, p. 11 Property Taxes, p. 9 Property Value, Average Residential History, p. 8 Public Property Contr. Obligations Series 1992, p. 190 Public Works - Drainage Utility System Budget, p. 151 Public Works - Planning Budget, p. 85 Public Works - Water Production Budget, p. 113 Purchasing Department Budget, p. 42 Recycling Budget, p. 107 Reserve Philosophy, p. 180 Revenue Bond Analysis, Reserve Philosophy, p. 180 Revenue Sources, General Fund, p. 7 Revenue Sources, Water & Sewer Fund, p. 18 Revenue Trends, p. 5 Risk Management Budget (Administration & Claims), p. 136 Risk Management Safety Program Budget, p. 141 Safety & Liability Insurance Budget, p. 137 Sales Tax, Summary of Revenues, p. 13 Services Provided Every Week in Euless, p. 1 Sewage & Treatment Budget, p. 118 Street & Highway Projects, Capital Improvement, p. 175 Street Maintenance Budget, p. 88 Swimming Pools Budget, p. 81 Tax Rate Ordinance (Appendix), p. 223 Tax Rate and Taxable Valuation, p. 12 Tax Roll Ordinance (Appendix), p. 221 Trinity River Authority Revenue Bonds Series 1969-C, p. 196 Typical Tax Bill, p. 8 Utility Engineering Budget, p. 99 Vehicle/Equipment Replacement Fund Budget, p. 143 Water Distribution Budget, p. 116 Water Meter Reading Budget, p. 105 Water Office Budget (Billing Office), p. 102 AMIIPF04NDEX Water Production Budget, p. 113 Water & Sewer Bonds, Composition of Debt Service, p. 192 Water & Sewer Debt Service Budget, p. 157 Water & Sewer Expenditure Sources, p. 19 Water & Sewer Fund, Revenue Sources, p. 18 Water & Sewer Fund, Summary of Dept. Budgets, p. 20 Water & Sewer Rate Ordinance (Appendix), p. 225 Water & Sewer Rev. Refunding Bonds Series 1967, p. 194 Water & Sewer System Revenue Bonds Series 1965, p. 193 Waterworks & Sewer Refunding Bonds Series 1991, p. 198 Where Does the Money Come From?, p. 4 Where Does the Money Go?, p. 4 Workers Compensation Budget (Risk Management), p. 139 AM PR•INDEX Recycle ... Save a tree! Printed on recycled paper. tvzsza 1 + 1 = 2 is Euless' commitment to plant 1 tree for every 1 resident by the year 2000. No tax dollars are spent on this vision! Rather, it is funded through a grant from the Euless Community Betterment Fund (the optional 50 cent donation on your water bill) and through membership fees from concerned citizens. 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.