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HomeMy WebLinkAboutFY 1998 Annual Operating and Capital BudgetCITY OFFICIALS MARY LIB SALEH, MAYOR CARL TYSON, COUNCIL MEMBER PLACE ONE LEON HOGG, COUNCIL MEMBER PLACE TWO BOBBY BAKER, COUNCIL MEMBER PLACE THREE CHARLES MILLER, COUNCIL MEMBER PLACE FOUR AND MAYOR PRO TEM GLENN WALKER, COUNCIL MEMBER PLACE FIVE KATIE EDWARDS, COUNCIL MEMBER PLACE SIX The following individuals deserve recognition for the enthusiasm and persistence they extended to provide both a timely and quality document for the citizens of our community. Vicki Smith, Accountant II Janina Jewell, Accountant I Betty Thomas, Administrative Secretary TOM HART, CITY MANAGER Joe Hennig Loretta Getchell, CPA Assistant City Manager Director of finance 1 BOARDS & COMMISSIONS I ANIMAL SHELTER ADVISORY BOARD Max E. Ficken, D.V.M. Clyde Cullum Tracey Stephens Warren Cox, Dallas SPCA CIVIL SERVICE COMMISSION Marland Ernest Robert Lumpkins Willie Mae McCormick Carla Shields CRIME CONTROL & PREVENTION DISTRICT Ron Shields Katie Edwards Carl Tyson Mary Lib Saleh, Mayor Lou Baum Barney Snitz Glenn Walker ECONOMIC DEVELOPMENT ADVISORY BOARD Carl Bright Thomas Jenkins Gary Green Geri Sorg Darin Davis Patricia Lemoine Robert Baker Alex Wong Patricia Fry Lawrence Lubrano Patricia Fry EULESS DEVELOPMENT CORPORATION Sonja Adams Glenn Porterfield Letty Lynn Maloney Mayor Mary Lib Saleh Mayor Pro Tem Charles Miller Councilman Bobby Baker Councilman Carl Tyson HISTORICAL PRESERVATION COMMITTEE Troy Fuller Diana Crawford Bill Byers Mazie Eden Betty Fuller Evelyn Nimes Iva Nail Willie Mae McCormick Melissa Shane Helen Payton Jean Whitener Helen Lightbody Weldon Cannon John Paschall Vada Johnson Robert Nail Nell Hicks Don Tharp INDUSTRIAL DEVELOPMENT AUTHORITY Mary Lib Saleh Bobby Baker Glenn Walker Helen Lightbody Harold D. Samuels Leon Hogg Bob McFarland, City Attorney W. Boyd London, Jr., Advisory Counsel LIBRARY BOARD Betty Fuller Alice Ernest Liz Schoonover Maxine Wallis Charles McGehee Kerry McGeath Wesley Scott Bernard Snitz PARKS AND LEISURE SERVICES BOARD Eric Owens Richard McNeese Carl Miller Stacey Hollinger Glendora Waldrup Jerry W. Robinson Bruce Ebert Boyce Byers PLANNING AND ZONING COMMISSION Nancy Bright Billy F. Owens Ronald A. Young George W. Zahn Robert McMillon Joy Shuler Keith Eggers STREET NAMING COMMITTEE Ralph Williamson Ray Kester Betty Watson ZONING BOARD OF ADJUSTMENT Fred Bowen Katherine Houk Roger Bates Bill Williams Gene Sloan Eddie Price Victor Blood MISCELLANEOUS APPOINTMENTS CITY HEALTH AUTHORITY Robert Tafel, M.D. NORTH CENTRAL TEXAS COUNCIL OF GOVERNMENTS (NCTCOG): Mayor Mary Lib Saleh TARRANT APPRAISAL DISTRICT Vacant NORTH TEXAS LIBRARY SYSTEM Alice Ernest Betty Fuller TRINITY RIVER AUTHORITY (TRA) Glenn Walker GRAPEVINE/COLLEYVILLE ISD COMMUNITY EDUCATION ADVISORY COUNCIL Charles Miller NCTCOG REGIONAL TRANSPORTATION COUNCIL SUBCOMMITTEE Frank Douglass HURST-EULESS-BEDFORD ECONOMIC DEVELOPMENT FOUNDATION Bobby Baker HEB TEEN COURT ADVISORY BOARD Mildred McGriff Larry Beaver Bobby Baker Katie Edwards, Liaison coo . 4v� f irn n /D 4D,A6°9 4' .3 /sa '1° `°D?Jk • / /v csra r)..%F -✓%%1% k iJ'.YAJ✓IIJ` w.7 -.id�✓[!� ��%'/�% /I�% 4/22 y7,5) :DZ '7!l�a7//!1✓Dr,/?7IID nio kZUol�'9��7�I/iv� f 2/Df 27 i/r7,Pf,D 49-,?odgs ;,D7] -in,o2zy /r1/D ` /i3' nvi</r bird-cn ?/O W nJ ~po y7 '7WD ?lD /UJ /i/I,J /27p. r -./!NJ 4 /ZF •/ 7 / / ?7/ 1 Z7 / /?J7l�J -O/ 4/7 /f /' . r/IYW'/D / /U7 7f 4 %ZYd- .7l Q9e ,[?,� 9771yf 7" /Uli, '1'If��%Y •,P2 7-/- /I///U/U/dJ • 9w i p, / ' / �I J ' • / h, ... /34°16`.9 may, Q"°97' GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Euless, Texas For the Fiscal Year Beginning October 1, 1996 4,4,_ K. i�oil• y��a-tC��ol2 �1 President �/ Executive Director The Government Finance Officers Association of the United States and Canada (GFOA) presented an award for Distinguished Budget Presentation to the City of Euless for its annual budget for the fiscal year beginning October 1996. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. Page No. 1 3 4 TABLE OF CONTENTS 1997-98 Budget Title CITY OFFICIALS GFOA DISTINGUISHED BUDGET PRESENTATION AWARD INTRODUCTION & OVERVIEW The City of Euless, Texas Mission Statement Mission Accomplished 5 Every Week in Euless 6 Organization Chart 7 Budget Assumptions 8 Budget Process 9 Budget Schedule 10 Excerpts from Charter 12 Fiscal Policies 20 27 28 29 BUDGET MESSAGE AND FINANCIAL SUMMARIES Budget Message The Cost of City Services Monthly Service Charges Where does the money come from? 30 Where does the money go? 31 Operating Budget Summary - Revenues 32 Operating Budget Summary - Expenditures Description Welcome to a look at the City of Euless - brief physical description of the area Honors and awards received by the City of Euless One page listing of services provided Excerpts from City ordinance outlining major guidelines and chronology Reproduction of portions of City of Euless Charter pertaining to Finance Fiscal Policies adopted by City Council applicable to all funds City Managers message highlighting major accomplishments 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 Listing of all operational funds, with pie charts illustrating proportion of each to the total expenditures Bar graph of combined fund revenues for past 5 years plus brief explanation Bar graph of combined fund expenditures for past 5 years plus brief explanation Pape No. 33 Title General Fund, Actual vs. Budget 34 - 35 General Fund Revenue Assumptions 36 Revenue Trends 37 General Fund Revenue Sources 38 Average Residential Value History & Typical Tax Bill 39 Property Taxes 40 Average Homeowner 41 42 43 44 45 46 Municipal Court Revenues 47 Municipal Court, Case Volume Property Taxes, Rates Property Tax Revenues Year to Date Collection Review Tax Rate and Taxable Valuation Summary of Sales Tax Revenues Summary of Franchise Tax Revenues 48 General Fund Expenditure Sources 49 General Fund Expenditures 50 General Fund Expenditures 51 General Fund Per Capita Expenditures 52 Water & Sewer Revenue Assumptions 53 Water & Sewer Revenue Sources 54 Water & Sewer Expenditure Sources 55 Water & Sewer Fund 56 Water & Sewer Expenditure Trends 57 All Other Enterprise Operating Funds 58 Special Revenue and Internal Service Operating Funds Description Graph comparing budget to actual expenditures and revenues for 10 years Assumptions utilized for 5 year budget General Fund five year analysis Listing of revenue sources, with pie chart showing proportion of each to total revenues Graph illustrating variations in property values since 1986, per Tarrant County Appraisal District, plus tax calculations for 3 categories of homes Estimated Revenues FY97 and proposed fund distribution Overlapping property tax liability with pie showing percentage of taxes for schools, colleges, hospitals, and county Historical property rates - direct and overlapping Detail of monthly property tax revenues collected Bar graphs comparing tax rates and taxable valuation for surrounding cities Sales Tax 5 year history, plus 95-96 half cent sales tax revenue Fees from public utilities, actual vs. budget History of revenues for 3 years plus budget variance Review of 3 year case load, appeals, and graph illustrating increase in case load Details of departmental expenditures plus pie chart Departmental budgets with breakdown of Personnel, Operations and Capital budgets Multi -Year Comparison Expenditure table by department with Consumer Price Index comparisons Details and pie chart showing sources of revenues in the Water & Sewer Fund Details and pie chart showing expenditures in this fund Breakdown of expenditures by departments Multi -Year Analysis of expenditures Summary of budgets for other enterprise funds, revenues and expenditures Summary of budgets for special revenue and intemal service funds, revenues and expenditures Page No. Title Description 59 - 60 Fund Balance Summary Summary of balances for all operating funds GENERAL FUND 61 Mayor and City Council All departmental budgets include expenditure history, department goals, program highlights and major budgetary and operational trends, in addition to actual budget amounts 64 Administration 66 City Secretary's Office 68 Finance Administration 71 Municipal Court of Record 73 Accounting 75 Police Administration 78 Police Patrol 80 Police Criminal Investigation Division 82 Police Service 84 Police Detention 86 Fire Marshal's Office 89 Fire - Emergency Management 91 Fire Department Administration 93 Fire - Emergency Medical Service 95 Fire Suppression 97 Fire Education & Prevention 99 Data Processing 102 Personnel 104 Administrative Services 106 Purchasing 108 Facility Maintenance 110 Library 112 Planning 115 Inspection Services 117 Environmental Health 119 City Engineer 122 Leisure Services 125 Parks 127 Swimming Pools 129 Street Maintenance 132 Animal Control 134 Legal Services 136 Nondepartmental, General Fund 138 Betterment Fund Page No. Title Description ENTERPRISE FUNDS 140 Utility Billing Office 143 Recycling 146 Geographical Information Services (GIS) 148 City Engineer - Water & Sewer Fund 151 Water Production 154 Water Distribution 156 Sewage & Treatment 158 Meter Reading 160 Legal Services 162 Nondepartmental, Water & Sewer 164 Engineering Services - CIP 166 Fleet Services 168 Golf Course Maintenance 170 Golf Course Pro Shop 172 Golf Course - Food & Beverage 174 Golf Course - Conference Center Operations 176 Golf Course - Cart Operations 178 Golf Course - Driving Range 180 Golf Course - Nondepartmental 182 Programs and Special Events 184 Arbor Daze Festival 186 Drainage Utility Maintenance 188 Athletic Complex 190 Softball World SPECIAL REVENUE FUNDS 192 Hotel/Motel 194 Drug Enforcement Agency 196 Euless Development Corporation Operations 198 Half Cent Sales Tax - Parks 199 Half Cent Sales Tax - Library 200 Half Cent Sales Tax - Economic Development 201 Crime Control & Prevention District INTERNAL SERVICE FUNDS 203 Benefits and Insurance Page No, 205 207 209 211 212 213 Title Risk Management, Safety and Liability Insurance Workers' Compensation Insurance Vehicle and Equipment Replacement Fund Fleet Expenditures Fleet Annual Purchases Cash and Debt Management CAPITAL IMPROVEMENT PROGRAM 215 Capital Budget and Program 216 Capital Improvement Projects Policy 219 220 221 223 224 225 - 231 232 234 - 240 241 242 244 246 247 248 249 250 251 252 253 Current Capital Projects CIP Water and Sewer Projects CIP Projects Tracking CIP Street and Highway Projects CIP Drainage Utility Projects Capital Projects - Additional Information Reserve Philosophy - Phase VI CIP Funds - Budget Summary Half Cent Sales Tax Budget Summary Half Cent Sales Tax Fund DEBT SCHEDULES Introduction to Debt Long Range Issuance Schedules and Bond Rating History Annual Debt Service Composition of G.O. Debt Service GO Refunding Bonds, Series 1985-A GO Bonds, Series 1988 Certificates of Obligation, Series 1989 Certificates of Obligation, Series 1990 Public Property Finance Contractual Obligations, Series 1992 Description Graph of actual and projected expenditures Definitions and descriptions 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 Listing of proposed projects and completion date Itemized list of CIP projects and funding details for each Itemized list of projects Status report of all current CIP projects Revenue Bond Analysis Bond Summaries for Funds 08, 22, 26, 27, 32, 35, 39, 50, and 51 CIP Fund for Half Cent Sales Tax Cumulative Fund Summary Graph summarizing total annual debt service requirements Graph summarizing debt service requirements Debt Service Schedules Debt Service Schedules Debt Service Schedules Debt Service Schedules Debt Service Schedules Paae No. 254 255 256 257 258 259 260 261 262 263 264 265 266 267 268 269 270 271 272 273 284 APPENDIX A A-1 A-2 A-3 Title GO Refunding Bonds, Series 1993 Tax & Waterworks and Sewer System, Series 1995 Composition of Golf/Softball G.O. Bonds Tax and Golf Course Certificates of Obligation, Series 1995 Tax and Softball Park Certificates of Obligation, Series 1996 Tax Notes (Golf Carts & Equipment), series 1996 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 Trinity River Authority of Texas Revenue Bonds, Series 1969-C Composition of Debt Service - Drainage Utility Bonds Municipal Drainage Utility System Revenue Bonds, Series 1991 Composition of Sales Tax Debt Service Sales Tax Revenue Bonds, Series 1994 Sales Tax Revenue Bonds, Series 1996 PERSONNEL Personnel Counts Personnel Counts by Fund Personnel Counts by Department Personnel Tumover by Job Family APPENDICES FINANCIAL TERMINOLOGY Basis of Accounting Basis of Budgeting Fund Relationships Description Debt Service Schedules Debt Service Schedules Graph summarizing debt service requirements Debt Service Schedules Debt Service Schedules Debt Service Schedules Graph summarizing debt service requirements Debt Service Schedules Debt Service Schedules Debt Service Schedules Graph summarizing contractual obligation requirements Debt Service Schedules Graph summarizing debt service requirements Debt Service Schedules Graph summarizing debt service requirements Debt Service Schedules Debt Service Schedules Personnel statistics by departments and funds Full Time and Part Time Brief description funds, their purpose and relationship to other funds Page No. Title Description A-6 Glossary of Terms APPENDIX B ORDINANCES B-1 Tax Roll Ordinance Ordinance whereby City Council adopts the tax roll and appraised values presented by the Tax Assessor -Collector B-3 Budget Ordinance Ordinance whereby City Council adopts the budget recommended by staff B-6 Tax Rate Ordinance Ordinance whereby City Council sets the property tax rate for the fiscal year B-9 Drainage Fee Ordinance Ordinance whereby City Council sets the rate for drainage charges for Municipal Drainage Utility. APPENDIX C WORKSHEETS C-1 Effective Tax Rate Worksheet C-13 Capital Equipment Purchases and Improvement Projects C-14 Capital and Supplemental Requests INDEX Calculation of effective tax rate This page intentionally Ie.ftigank Introduction TEAMWORK When geese fly in formation, they travel about 70% faster than when they fly alone. Geese share leadership. When the lead goose tires, he or she rotates back into the "V' and another flies forward to become the leader. Geese keep company with the fallen. When a sick or weak goose drops out of flight formation, at least one other goose joins to help and protect. By being a part of a team, we too can accomplish much more, much faster. Words of encouragement and support (honking from behind) help inspire and energize those on the front lines; helping them to keep pace in spite of the day-to-day pressures and fatigue. The next time you see a formation of geese, remember that it is a reward, a challenge, and a privilege to be a contributing member of the team. Welcome to a Look at The City of Euless, Texas The City of Euless is 16.9 square miles and is located 16 miles west of Dallas, 16 miles east of Fort Worth, and is adjacent to Dallas -Fort Worth International Airport in east Tarrant County. Population at the 1960 Census was 4,236; 1970 Census 19,316; 1980 Census 24,002; 1990 Census 38,149 and is presently estimated to be 41,300. The City is located on Texas Highway 183, a six lane expressway linking Dallas to the east with Fort Worth to the west. Other major highways through the City include State Highway 121, State Highway 360, State Highway 183, State Highway 10 and Farm -to -Market Road 157. The City of Euless was incorporated February 24, 1953, and currently operates under a Home Rule - Council / Manager form of government adopted under a Charter adopted on July 21, 1962. Euless was named after Elisha Adam Euless who settledhere in 1867 with many of his Tennessee neighbors. Mr. Euless served two terms as TarranCounty sheriff in the 1890's. The City of Euless wasranked second among cities with population of 50,000 or less by Texas Business, 1995, as the best -run city in the state of Texas. Euless is served by one rail company Rock Island Railroad which has 10 freight trains per day. Greyhound/Trailways Bus Lines provides the City bus service with five buses per day. Dallas -Fort Worth International Airport providedhe City with all major airlines and connecting routes to all major points. Common carrier service is provided by forty-five (45) freight lines serving the Dallas -Fort Worth area. Thirty-five diversified manufacturers are located in the City. Several new businesses have moved to the City or are in the process. The public schools in Euless are operated by the Hurst -Euless -Bedford Independent School District. There are eighteen elementary schools, five junior high schools and two senior high schools, a career education center, and a special education school. Average enrollment for the year is 19,000. The City also has ready access to five universities and a junior college district. The city is served by four hospitals and clinics providing 674 beds and 467 physicians and surgeons. In addition, extensive medical facilities are available in Dallas and Fort Worth. 1 The City of Euless provides many facilities and services to its Citizens including nineteen parks totaling 398 acres, three community buildings, three swimming pools, and one amphitheater. The City has three fire stations serviced by 48 certified firefighters and one police station serviced by 70 certified officers. The City also maintains a full service library with 61,626 materials. A new library opened during the summer of 1996. This facility is being funded through the 1/2 cent sales tax revenue bonds. Construction of an upscale golf course, athletic complex and conference center, was completed in 1997. Current bond ratings for the City's General Obligation Bonds are "A+" from Standard & Poors and "Al" from Moody's. Water and Sewer Bonds rate "A" from Standard and Poors and "A" from Moody's. 1953 1998 2 o‘Z The City of Euless has received many honors and awards which illustrate the quality of life for our city, as well as the level of teamwork. Among the honors are: MAYOR'S NEWSLETTER. Communication Concepts awarded their "APEX '97 Award" to the Mayor's Newsletter. FINANCE DEPARTMENT RECEIVES NATIONAL RECOGNITION. The Distinguished Budget Award and Certificate of Excellence in Financial Reporting were received from the Government Finance Officers Association of the US and Canada for the seventh consecutive year. SOFTBALL WORLD AT TEXAS STAR. Rick Lyle, General Manager of Softball World, was chosen as "Director of the Year' by the United States Slowpitch Softball Association. The facility itself was designated "Major Sportsplex of the Year" by the Sportsplex Operators and Developers Association. PLANNING AND DEVELOPMENT received "Certificate of Planning Excellence" from the Midwest Section of Texas Chapter of the American Planning Association. LIBRARY. The Fort Worth Star -Telegram newspaper ranked the Euless Library as the best in Northeast Tarrant County. ARBOR DAZE FESTIVAL. The Texas Festivals and Events Association awarded Arbor Daze with two honors: best environmental/recycling program and best brochure for a large festival. POLICE SERGEANT IS HONORED. Sergeant Mike Brown was selected from among 150 police officers nationwide to be one of the top ten finalists in the Shared Vision Awards. CLEAN CITY. At the Clean Cities 2000 conference, the City's recycling program received an award for Best Recycling Public Outreach Program. 4 Every Week In Euless Our Citizens Receive These Services Cases filed in Municipal Court Cases appealed Held arraignments Issued traffic safety citations Made arrests Processed offenses Cleared judicial cases Recovered stolen property valued at Responded to calls for police service Responded to accidents Incarcerated prisoners Conducted fire safety inspections Responded to emergency medical calls Maintained fire hydrants Responded to alarms Distributed fire prevention publications Conducted fire prevention classes for an average attendance of .!-ilID- 1 Serviced users of Midway Recreation Center Maintained parks, medians, athletic fields, average acres Checked out library materials Answered library reference questions Overlaid asphalt on streets, square feet Repaired street pot -holes Laid street curb and gutter, linear feet Street signs made, repaired, replaced Conducted residential inspections Reviewed plans for building code compliance Performed building inspections Picked up unattended animals Processed animal adoptions Returned animals to owners Food permits Inspections of swimming pools Meters Changed Produced & pumped water, gallons Installed water lines, linear feet Cleaned sewer lines, linear feet 1995 486 0 84 406 80 105 15 $18,190 1,675 17 66 15 28 8 73 3,330 5 126 2,885 12 3,404 385 23,572 78 8 17 5 31 59 25 7 4 6 6 74 34,841,500 29 7,469 5 1996 1997 522 0 140 425 72 87 12 $12,757 1,422 17 66 17 28 11 79 894 5 138 4,786 16 3,074 394 19,337 32 32 18 6 38 88 34 6 4 6 9 49 43,953,365 184 9,471 628 4;4 0 154 474 89 107 10 $13,959 1,679 18 92 18 17 25 70 683 5 135 4,786 16 4,052 317 28,038 27 72 15 5 37 92 37 6 5 8 10 44 40, 543,192 48 10,577 Q% l / obi Hart, City Manager November, 1997 Bob McFarland City Attorney tiYiYIiIlYlaaildW,ohhb tltllilYl,IIYY{��n6dVIIIVNIIhiIi YYIIY�IVYYI�YIYIII YIIIOY Gary McKamie Police Chief Patrol Crim. Invest. Services: Jail Communications Records Community Service Scott Campbell Administrative Assistant Tom Cox Dir. of Support Services Fleet Services Facility Maint. Library Personnel Risk/Benefits Info. Services Purchasing Recycling Franchises 1,1 do ul., dud!LodiIl u!!J Il A Tula._ Susan Crim City Secretary Randy Byers Dir. of Public Works Rick erold Dir. of Community Services Streets Parks Water Green House Wastewater Recreation Animal Control Texas Star Meter Reading Sports Complex Athletic Complex Golf Course Conference Center Softball World CITIZENS MAYOR and =_ COUNCIL TOM HART City Manager Joe Hennig Assistant City Manager aul Kruckemeyer City Engineer igutee Const*tioll'YT CIl? Drainage ss Organizational Chart Bo Bass Dir. of Planning & Development ,P1ahning'° ode'Eiiforement ,, Ei*v,. Health ,Building Inspections Municipal Court of Record 1 David Witcher Director of Economic Dev. Economic Development Lee Koontz Fire Chief Suppression Ambulance Fire Educ. & Prevent. Fire Marshal Emergency Mgmt. Jenny Kratz Media & Community Relations I d1 MI, 1 1 . Id. AIL 11 THE CITY OF EULESS BUDGET ASSUMPTIONS * Maintain service at current levels * Compatibility with council goals; each program consistent * Fixed asset maintenance; committed to maintain and protect City investments * Personnel compensation; committed to pay competitive salaries and provide equity throughout the pay plan * Productivity improvements; committed to cross training and multiple utilization of personnel 7 BUDGET PROCESS The City's charter provides for budget preparation through an ordinance outlining major guidelines. Following are summarized excerpts from this ordinance. • The City's Fiscal Year begins on October 1 and ends on September 30, which also establishes the accounting and budget years. • Prior to August, the City Manager (assisted by staff) prepares and submits to City Council a budget for the next fiscal year, which includes: • The Budget Message outlines proposed fiscal policies, explains major operations from prior years expenditures and explains major changes of policy, and discusses the financial condition of the City. • Revenue estimates are provided for all sources of revenues. Property tax revenues are estimated utilizing current tax structure rates and property valuations for the ensuing year. • Proposed expenditures/expenses for the next year are provided by line item for each activity in each department and fund, showing prior year actuals, current year budget, current year to date actuals, and current projected. • All outstanding bond issues are described by amount, purchases, date of issue, interest rate, and maturity date. • Proposed expenditures for necessary capital projects are addressed as well as the method of financing. • Capital projects recommended within the next five years should also be listed. • A Budget Calendar to 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. 8 PROPOSED 1997-98 BUDGET SCHEDULE !DATE February 26 April 4 April 14 May 2 May 2 to 23 May 19 May 27 May 27 to May 30 May 29 June 2 June 9 June 10 June 20 June 20 to July 11 June 24 July 11 July 18 July 25 August 1 August 1 - 3 August 12 August 21 August 26 August 26 September 2 September 9 September 23 October 1 RESPONSIBILITY All Managers & Directors All Managers & Directors Personnel Mgr./ Directors Managers & Finance Finance Insurance Mgr., Directors TAD ACM, Finance, Directors CC, CMO, Directors CMO, Ins. Mgr., Directors CMO, Personnel, Directors CCPD Finance and CMO CMO CCPD Board and CC CMO Finance TAD City Secretary CC, CMO, Finance CC CC, CCPD Board CC CC CSO & Finance CC CC 9 ACTION Budget Kickoff - 1:00 PM, Building A Computer Request Forms due to Information Services Manager Pay Plan Recommendation and Discussion Budgets and attachments to Finance Department. Form 2 Data Entry by Finance Data entry and audit - Finance Insurance Recommendations & Discussion Receive Preliminary Tax Roll from TAD Budget Review and discussion with Directors Pre -Budget Work Session on Capital & Supplemental Insurance Finalization Pay Plan Finalization Public Hearing - Crime control District Commission Status Report - CM City Manager Review Adoption of CCPD Budget by CCPD Commission & present to Euless City Council CMO final review and amendments Preliminary Budget: CC, CMO, CSO Receipt of final tax roll Publish effective tax rate Work Session - Budget Retreat Set date for public hearing on tax increase. CCPD Budget hearing & adoption Hold public hearing on proposed budget. First reading & adoption of budget ordinance Approve first reading of tax rate ordinance. Publish effective tax rate. Publish "Notice of Vote on Tax Rate" First & final reading of budget ordinance. Adopt budget. Adopt tax rate. Adopt tax roll. Last meeting in Fiscal Year 1997 Budget Implementation EXCERPTS FROM CHARTER CITY OF EULESS, TEXAS ARTICLE VIL FINANCE Sec. 1. Fiscal year. The fiscal year of the City of Euless shall begin on October first of each calendar year and will end on September thirtieth of the following calendar year. The fiscal year will also be established as the accounting and budget year. All funds collected by the City during any fiscal year, including both current and delinquent revenue shall belong to such fiscal year and, except funds derived to pay interest and create a sinling fund on the bonded indebtedness of the City, may be applied to the payment of the expenses incurred during such fiscal year. Any revenues uncollected at the end of any fiscal year, and any unencumbered funds actually on hand, shall become resources of the next succeeding fiscal year. State Iaw references - Budgets, V.T.C.A., Local Government Code ¶ 102.001 et seq.; fiscal powers, V.T.C.A., Local Government Code ¶ 101.002. State Iaw reference - Fiscal year, V.T.C.A., Tax Code ¶ 1.05. Sec. 2. Preparation and submission of budget. The city manager, prior to August first of each year, shall prepare and submit the budget, covering the next fiscal year. to the Council, which shall contain the following information. In preparing the budget, each employee, officer, board and department shall assist the city manager by furnishing all necessary information. (1) The city manager's budget message shall outline the proposed financial policies for the next fiscal year with explanations of any change from previous years in expenditures and any major changes of policy and a complete statement regarding the financial conditions of the City. (2) An estimate of all revenue from taxes and other sources, including the present tax structure rates and property evaluation for the ensuing year. (3) A carefully itemized list of proposed expenses by office, department, agency, employee and project for the budget year, as compared to actual expenses of the last ended fiscal year, and the present year-to-date. (4) A description of all outstanding bond indebtedness, showing amount, purchaser, date of issue, rate of interest, and maturity date, as well as any other indebtedness which the City had incurred and which has not been paid. (5) A statement proposing any capital expenditures deemed necessary for undertaking during the next budget year and recommended provisions for financing. (6) A list of capital projects which should be undertaken within the five (5) next succeeding years. State law reference - Budgets, V.T.C.A., Local Government Code 102.001 etseq. Sec. 3. Budget a public record. The budget and all supporting schedules shall be filed with the city secretary when submitted to the Council and shall be open to public inspection by anyone interested. State law reference - Budgets, V.T.C.A., Local Government Code 1[102.001 etseq . 10 Sec. 4. Public hearing on budget. At the Council meeting at which time the budget is submitted, the Council shall. in conformance with the requirements of law, name the date and place of a public hearing and shall cause to be published the time and place thereof. At this hearing, interested citizens may express their opinions concerning items of expenditure, giving their reasons for wishing to increase or decrease any items of expense. (Amended, 11-5-91) State law reference - Budgets, V.T.C.A., Local Government Code 1 102.001 etseq. Sec. 5. Proceeding on adoption of budget. After public hearing, the Council shall analyze the budget, making any additions or deletions which they feel appropriate, and shall, at least ten (10) days prior to the beginning of the next fiscal year, adopt the budget by a favorable majority vote of all members of the Council. State law reference - Budgets, V.T.C.A., Local Government Code 1102.001 etseq. Sec. 6. Budget, appropriation and amount to be raised by taxation. On final adoption, the budget shall be in effect for the budget year. Final adoption of the budget by the Council shall constitute the official appropriations as proposed expenditures for the current year and shall constitute the basis of the official levy of the property tax as the amount of tax to be assessed and collected for the corresponding tax year. Estimated expenditures will in no case exceed proposed revenue plus cash on hand. Unused appropriations may be transferred to any item required for the same general purpose. Sec. 7. Unallocated reserve fund. The city manager may recommend for action by the Council, an unallocated reserve fund to be used for unexpected items of expense which were not contained as original items of expenditures. Sec. 8. Amending the budget. Under extreme emergency conditions which may arise and which could not reasonably have been foreseen in the normal process of planning the budget, the Council may, by a majority vote of the full membership, amend or change the budget to provide for any additional expense in which the general welfare of the citizenry is involved. These amendments shall be by ordinance, and shall become an attachment to the original budget. State law reference - Budgets, V.T.C.A., Local Government Code 1102.001 et seq Sec. 9. Certification: copies made available. A copy of the budget, as finally adopted, shall be filed with the city secretary. The final budget shall be printed. mimeographed or otherwise reproduced and sufficient copies shall be made available for the use of all offices, agencies and for the use of interested persons and civic organizations. Sec. 10. Defect shall not invalidate the tax levy. Errors or defects in the form or preparation of the budget or the failure to perform any procedural requirements shall not nullify the tax levy or the tax rate. 11 Fiscal Policies CITY OF EULESS FISCAL POLICIES I. INTRODUCTION A. Purpose Statement - The City of Euless has an important responsibility to its citizens to carefully account for public funds, to manage municipal finances wisely, and to plan for the adequate funding of services desired by the public. The overriding goal of the Fiscal Policies is to enable the City to achieve a long-term stable and positive financial condition. The watchwords of the City's fiscal management include integrity, prudent stewardship, planning, accountability, and full disclosure. The purpose of the Fiscal Policies is to provide guidelines for the Director of Finance in planning and directing the City's day to day financial affairs and in developing recommendations to the City Manager and City Council. The scope of the policies spans accounting, auditing, financial reporting, internal controls, operating and capital budgeting, revenue management, cash management, expenditure control, and debt management. B. Annual Review of Policies - These policies will be reviewed administratively by the Finance Director and City Manager at least annually (preferably in January -February) and will be presented to the City Council for approval of any significant changes. II. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING A. Accounting - The Accounting Manager is the City's Chief Accountant and is responsible for establishing the chart of accounts and for properly recording financial transactions. B. Accounts Receivable - This asset account reflects amounts owed to the City from citizens, companies, or other governmental entities. In all instances the City will utilize prior year internal control. All delinquent accounts will be pursued. C. External Auditing 1. The City will be audited annually by outside independent accountants (auditors). The auditors must be a CPA firm of national reputation and must demonstrate that they have the breadth and depth of staff to conduct the City's audit in accordance with generally accepted auditing standards and contractual requirements. The auditor's report on the City's financial statements will be completed within 100 days of the City's fiscal year end, and the auditor's management letter will be presented to the City staff accordingly. An interim management letter will be issued prior to this date if any materially significant internal control weaknesses are discovered. 2. The Auditors are accountable to the City Council and will have access to direct communication with the City Council if the City staff is unresponsive to auditor recommendations or if the auditors consider such communication necessary to fulfill their legal and professional responsibilities. 3. Auditor Rotation - The City will not require auditor rotation, but will circulate requests for proposal for audit services at least every five years. D. Internal Auditing - The City recognizes its growing need for an internal audit function and is seriously evaluating the devotion of resources to this program in the future. 12 Fiscal Policies E. External Financial Reporting - The City will prepare and publish a comprehensive annual financial report (CAFR). The CAFR will be prepared in accordance with generally accepted accounting principles and will be presented annually to the Government Finance Officers Association (GFOA) for evaluation and awarding of the Certificate of Achievement for Excellence in Financial Reporting. The CAFR will be published and presented to the City Council within 120 days after the end of the fiscal year. City staffing limitations may preclude such timely reporting. In such case, the Finance Director will inform the City Manager and the City Manager will inform the City Council of the delay and the reasons therefore. F. Internal Financial Reporting - The Finance Department will prepare internal financial reports sufficient for management to plan, monitor, and control the City's financial affairs. Internal financial reporting objectives are addressed throughout the policies. III. INTERNAL CONTROLS A. Obiective - To provide management with reasonable assurance that assets are safeguarded against loss from unauthorized use or disposition. At all times the City of Euless shall maintain an environment conducive to good intemal controls. B. Written Procedures - The Finance Director, through the Accounting Manager, is responsible for developing Citywide written guidelines on accounting, cash handling, and other financial matters which will be approved by the City Manager. The Finance Department will assist Department Managers as needed in tailoring these guidelines into detailed written procedures to fit each department's specific requirements. C. Department Managers Responsible- Each Department Manager is responsible to ensure that good intemal controls are followed throughout his or her department, that all Finance Department guidelines on accounting and internal controls are implemented, and that all independent auditor internal control recommendations are addressed. IV. OPERATING BUDGET A. Preparation - The City's "operating budget" is the City's annual financial operating plan. It comprises govemmental and proprietary funds, including the General Obligation Debt Service Fund. The budget is prepared by the Finance Director or appointee with the cooperation of all City Departments, and is submitted to the City Manager who makes any necessary changes and transmits the document to the City Council. The operating budget will be submitted to the GFOA annually for evaluation and awarding of the Award for Distinguished Budget Presentation. B. Balanced Budget - The operating budget will be balanced, with current revenues, exclusive of beginning resources, greater than or equal to current expenditures/expenses. C. Adoption Process - Pursuant to City Charter Article VII Section 5, a budget will be presented by the City Manager to the City Council by August1 and after public hearings, the City Council shall adopt, with any changes, at least ten days prior to beginning of the new fiscal year by a majority vote. D. Amendment Proce$ - According to Section8 of the same article, amendments may be made by ordinance as necessary. E. Planning - The budget process will be coordinated so as to identify major policy issues for the City Council consideration several months prior to the budget approval date so that proper decision analysis can be made. Periodic financial reports will be prepared to enable the Department Managers to manage their budgets and to enable the Budget Office to monitor and control the budget as authorized by the City Manager. Summary financial reports will be presented to the City Council monthly within 10 days after the end of each month. Such reports will enable the City Council to understand the big picture budget status. Operating Expenditure Control is addressed in another section of the Policies. 13 F. Performance Measures and Productivity Indicators Where appropriate, performance measures and productivity indicators will be developed and used as guidelines and reviewed for efficiency and effectiveness. This information will be included in the annual budgeting process and reported to the City Council at least quarterly. V. CAPITAL BUDGET AND PROGRAM A. Preparation - The City's capital budget will include all capital projects funds and all capital resources. The budget will be prepared annually in conjunction with operating budget. The capital budget will be compiled by the Finance Director with the involvement of all required City Departmental project managers. Integration of the fiscal impact of capital improvements on the operating budget will be monitored. B. Definition - Facilities include any structures or properties owned by the City, the land upon which the facility is situated for the provision of City services, and the initial furniture, fixtures, equipment and apparatus necessary to put the facility in service. Facilities include, but are not limited to the following: administrative offices, parks, service centers and storage yards, recreation centers, libraries, fire stations, jails and courts, and water and sewer related structures. C. Infrastructure - Includes permanently installed facilities, generally placed underground or at -grade, which form the basis for the provision of City services. Typically included are thoroughfares, bridges, water and sanitary sewer lines, drainage channels, and storm sewers. D. Control - All capital project expenditures must be appropriated in the capital budget. The Finance Department must certify the availability of such appropriations or the availability of resources so an appropriation can be made before a capital project contract is presented by the City Manager to the City Council for approval. E. Program Planning - The capital budget will include capital improvements program plans for future years. The planning time frame should normally be at least five years. The replacement and maintenance for capital items should be projected for the next five years. Future maintenance and operations will be fully costed, so that these costs can be considered in the operating budget. F. Alternate Resources - Where applicable, assessments, impact fees, pro-rata charges, or other user -based fees should be used to fund capital projects which have a primary benefit to specified property owners. Drainage Utility revenues are established to fund small City-wide drainage projects. Single large drainage projects will be funded by debt. G. Debt Financing - Recognizing that debt is usually a more expensive financing method, alternative financing sources will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with expected lives which equal or exceed the average life of the debt issue. The exceptions to this requirement are the traditional costs of marketing and issuing the debt, capitalized labor for design and construction of capital projects, and small component parts which are attached to major equipment purchases. H. Infrastructure Maintenance - The City recognizes that deferred street maintenance increases future capital costs by an estimated five- to ten -fold. Therefore, a portion of the General Fund budget will be set aside each year to maintain the quality of streets. The amount will be established annually so that repairs will be made amounting to a designated percentage of the value of the streets. Reporting - Periodic financial reports will be prepared to enable the Department Managers to manage their capital budgets and to enable the Finance Department to monitor and control the capital budget as authorized by the City Manager. 14 VI. REVENUE MANAGEMENT A. Simplicity - The City will strive to keep the revenue system simple, which will result in a decrease of compliance costs for the taxpayer or service recipient and a corresponding decrease in avoidance to pay. The City will avoid nuisance taxes, fees, or charges as revenue sources. B. Certainty, - An understanding of the revenue source increases the reliability of the revenue system. The City will try to understand its revenue sources, and enact consistent collection policies so that assurances can be provided that the revenue base will materialize according to budgets and plans. C. Equity - The revenue system of the City will strive to maintain an equity in its structure. That is, the City will seek to minimize or eliminate all forms for subsidization between entities, funds, services, utilities, and customers. However, it is recognized that public policy decisions may lead to subsidies in certain circumstances, e.g., homestead tax exemption. D. Administration - The Benefits of a revenue will exceed the cost of producing the revenue. The cost of collection will be reviewed annually for cost effectiveness as a part of the indirect cost, cost of services analysis. Where appropriate, the City will use the administrative processes of State or Federal collection agencies in order to reduce administrative costs. E. Revenue Adequacy - The City will require that there be a balance in the revenue system. That is, the revenue base will have the characteristic of fairness and neutrality as it applies to cost of service, willingness to pay, and ability to pay. F. Cost/Benefit of Abatement- The City will use due caution in the analysis of any tax, fee, or water and wastewater incentives that are used to encourage development. Ideally, a cost/benefit (fiscal impact) analysis will be performed as a part of such review. G. Diversification and Stability- In order to protect the government from fluctuations in a revenue source due to fluctuations in the economy, and variations in weather (in the case of water and wastewater), a diversified revenue system will be maintained which has a stable source of income. H. Nonrecurring Revenues - One-time revenues will not be used for ongoing operations. Nonrecurring revenues will be used only for nonrecurring expenditures. Care will be taken not to use these revenues for budget balancing purposes. Property Tax Revenues - 1. Process. Property shall be assessed at 100% of the fair market value as appraised by Central Appraisal District. Reappraisal and reassessment shall be done regularly as required by State law. A 97% collection rate will serve as a goal for tax collections, with a delinquency rate of 3% or less. All delinquent taxes will be aggressively pursued, with delinquents greater than 150 days being turned over to an attorney and a penalty assessed to compensate the attorney as allowed by State law, and in accordance with the attomey's contract. Annual performance criteria will be developed for the attorney. 2. Reduce Reliance on Property T.hx. The City will try to reduce reliance on property tax by seeking additional revenue sources and attempting to expand and diversify the City tax base. J. Exemptions - In order to maintain stability of funds for the City, it is the Council's intentions for the exemptions presently allowed by the City to be continued with no allowance for additional exemptions. Tax abatements should be used selectively and only when a good chance exists of economic return exceeding the loss. 15 K. User -Based Fees - For services associated with a user fee or charge, the direct and indirect costs of that service will be offset by a fee where possible. There will be an annual review of fees and charges to ensure that fees provide adequate coverage of costs of services. L. Property Tax Distribution - The percentage of the tax rate allocated to the General Fund is 75%. The allocation of the tax rate for debt purposes is 25%. Debt service should not exceed 40% except for extraordinary and temporary reasons. M. Proprietary - Proprietary funds will pay the General Fund for direct services rendered. Additionally, the Water and Wastewater Fund will pay a franchise fee of 5% of gross receipts . This is to compensate the General Fund for the lost revenue that would be payable from a privately owned utility. N. Franchise Agreements - The City will monitor the status of existing financial agreements and take necessary actions to negotiate new agreements as they near expiration or as they need revisions to best serve the citizens of Euless. O. General and Administrative Charaes- A method will be maintained whereby the General Fund can impose a charge to the proprietary funds for general and administrative services (indirect costs) performed on the enterprise funds' behalf. P. Utility Rates - The City will review and adopt utility rates annually that will generate revenues required to fully cover operating expenditures, meet the legal restrictions of all applicable bond covenants, and provide for an adequate level of working capital needs. This policy does not preclude drawing down cash balance to finance current operations. However, it is best that any extra cash balance be used instead to finance capital projects. Q. Interest Income - Interest earned from investment of available moneys, whether pooled or not, will be distributed to the funds in accordance with the operating and capital budgets which, wherever possible, will be in accordance with the equity balance of the fund from which moneys were provided to be invested. R. Revenue Monitoring - Revenues actually received will be regularly compared to budgeted revenues and variances will be investigated. This process will be summarized in the appropriate budget report. VII. EXPENDITURE CONTROL A. Appropriations - The level of budgetary control is the department level in the General Fund and Water and Sewer Fund, and the fund level in all other funds. When budget adjustments between funds are necessary, these must be approved by the City Council. Budget appropriation amendments at lower levels of control shall be made in accordance with the applicable administrative procedures through the finance office. B. Central Control - Significant salary and capital budgetary savings in any department will be centrally controlled and may not be spent by the department without specific City Manager authorization. C. Purchasing - All purchases shall be in accordance with the City's purchasing policies. Purchases and any contracts over $15,000 will conform to a formal bidding process as outlined. Recommendations on purchases and contracts $15,000 and more will be made to the City Council for their approval. D. Prompt Payment - All invoices will be paid within 30 days of receipt in accordance with the prompt payment requirements of State law. Procedures will be used to take advantage of all purchase discounts where considered cost effective. However, payments will also be reasonably delayed in order to maximize the City's investable cash, where such delay does not violate the agreed upon payment terms. 16 E. Equipment Financina - Equipment may be financed when the unit purchase price is $20,000 or more and the useful life is at least four years. This position should smooth on -going financial requirements. VIII. ASSET MANAGEMENT A. Investments - The City's investment practices will be conducted in accordance with the City Council approved Investment Policies. Utilized objectives: safety, liquidity, and yield. B. Cash Manaaement - The City's cash flow will be managed to maximize the cash available to invest. C. Investment Performance - At the end of each fiscal year a report on investment performance will be provided by the Finance Director to the City Manager for presentation to the City Council. D. Fixed Assets and Inventory- These assets will be reasonably safeguarded, properly accounted for, and prudently insured. IX. FINANCIAL CONDITION AND RESERVES A. No Operatina Deficits- Current expenditures will be paid with current revenues. Deferrals, short-term loans, or one time sources will be avoided as budget balancing techniques. Reserves will be used only for emergencies or nonrecurring expenditures, except when balances can be reduced because their levels exceed guideline minimums. B. Operatina Reserves - The General Fund resources balance combined with the Emergency Reserve Fund should be between 30 to 60 days in working capital and never fall to 8.3% of the General Fund expenditures budget. This percentage is the equivalent of 30 days' expenditures. The enterprise fund working capital should be maintained at the 12% (45 to 75 days) level. An additional cash test will be required for the Water and Wastewater Fund to ensure the City's ability to operate, exclusive of accounts receivable. C. Risk Manaaement Proaram- The City will aggressively pursue every opportunity to provide for the public's and City employees' safety and to manage its risks. All reasonable options will be investigated to finance losses. Such options may include risk transfer, insurance, and risk retention. Where risk is retained, reserves will be established based on actuarial determinations. Such reserves will not be used for any purpose other than for financing losses. D. Compensated Absences - The City will establish a separate reserve within its operating funds to pay for accrued vacation leave. Accrued vacation leave can normally be paid by allowing a vacated position to remain open for several weeks. This reserve will be established based upon a schedule of estimated retirements which will be developed in conjunction with the operating budget. E. Equipment Replacement - The City shall maintain an Equipment Replacement Fund for major rolling stock. Funds will be transferred based on a depreciated calculation of each piece of equipment. F. Health Claims - The City shall maintain a fund for health claims for all employees. Adequate reserves shall be maintained as determined actuarially. All reasonable cost containments will be reviewed to keep the cost to the City and the employees minimal. X. DEBT MANAGEMENT A. Short -Term Debt - If utilized, tax anticipation notes (TAN's) will be retired annually, and bond anticipation notes (BAN's) will be retired within six months of completion of the project. Any short-term debt outstanding at year-end will not exceed 5% (including TAN's, but excluding BAN's) of net operating revenues. 17 B. Lona-Term Debt - Long-term debt will not be used for operating purposes, and the life of the bonds will not exceed the useful life of the projects financed. C. Self -Supporting Debt - When appropriate, self-supporting revenues will pay debt service in lieu of tax revenues. D. Rating - Full disclosure of operations will be made to the bond rating agencies. The City staff, with the assistance of fiscal advisors or bond counsel, will prepare the necessary materials for and presentation to the rating agencies. E. Water and Wastewater Bond Coverage RatioThe City has both revenue bonds and other indebtedness of the Water and Wastewater Fund. The City will maintain two coverage ratios: 1.50 for revenue bonds "technical average" and 1.25 for all indebtedness "practical coverage". The City will issue new debt for an Enterprise only after an "additional bonds" test has been applied to the issuance. This test determines that revenues are sufficient to defray the additional debt service burden that will be created by the new issuance. F. Federal Requirements - The City will maintain procedures to comply with arbitrage rebate and other Federal requirements as necessary. In attempt to exempt the City from arbitrage rebate requirements, the City will attempt to issue bonds in increments not to exceed $5,000,000 per calendar year. G. Debt Service Reserves - The Debt Service Fund should not have reserves or balances In excess of one month of principal and interest plus 15% of the principal outstanding of unrefunded debt issued prior to September 1, 1986. This maximum is dictated by Federal law and does not include the amounts accrued for the next debt service payment. The policy above does not preclude the debt service reserves normally established to market revenue bonds. The City's policy and bond ordinance requirement are to maintain these debt service reserves at the level of the average annual debt service. H. Debt Burden - The Debt Burden should be within the norm of comparable cities. Specifically, maintenance of capacity not to exceed the median per capita and per assessed valuation will be monitored. I. Debt Structuring - The City will issue bonds with an average life of twenty (20) years or less in order to reduce net interest cost and maintain future flexibility by paying off debt earlier. The issuance should contribute to an overall curve that is relatively flat. J. Competitive vs. Negotiated Bidding - The City will analyze on a per issue and market basis the desire to utilize competitive versus negotiated sale of bonds. In either instance, the fiscal staff will present to management and council advantages and disadvantages of the process. K. Bidding Parameters - The notice of sale will be carefully constructed so as to ensure the best possible bid for the City, in light of the existing market conditions and other prevailing factors. Parameters to be examined include: - limits between lowest and highest coupons - coupon requirements relative to the yield curve - method of underwriter compensation, discount or premium coupons - use of True Interest Cost (TIC) vs. Net Interest Cost (NIC) - use of bond insurance - deep discount bonds - variable rate bonds - call provisions 18 L. Bond Issuance Advisory Fees and Costs The City will be actively involved in the selection of all financial advisors, underwriters, paying agents, and bond counsel. The City shall evaluate the merits of rotating professional advisors and consultants as well as the kinds of services and fee structures available from independent financial advisors, investment banking firms, and commercial banks. The City will carefully itemize and scrutinize all costs associated with the issuance of bonds. XI. STAFFING AND TRAINING A. Adeauate Staffina - Staffing levels will be adequate for the fiscal functions of the City to function effectively. Overtime shall be used only to address temporary or seasonal demands that require excessive hours. Workload shedding altematives as well as technology will be explored before adding staff. B. Trainina - The City will support the continuing education efforts of all financial staff including the investment in time and materials for maintaining a current perspective conceming financial issues. Staff will be held accountable for communicating, teaching, and sharing with other staff members all information and training materials acquired from seminars, conferences, and related education efforts. C. Awards, Credentials - The City will support efforts and involvements which result in meeting standards and receiving exemplary recitations on behalf of any of the City's fiscal policies, practices, processes, products, or personnel. Further, the Finance Director will try to obtain and/or maintain designation of Certified Government Finance Officer as awarded by the GFOA of Texas. 19 This paqe intentionally left blank. Message & Summaries If you have a penny and I have a penny, and we exchange pennies, you will have one cent and I still have one cent. But if you have an idea and I have an idea and we exchange ideas, you now have two ideas and I now have two ideas. This page intentionally left blank. November 25, 1997 THE C 1 T Y OF EULESS Honorable Mayor Mary Lib Saleh City Council: Carl Tyson, Place One Leon Hogg, Place Two Bobby Baker, Place Three Charles Miller, Place Four & Mayor Pro Tem Glenn Walker, Place Five Katie Edwards, Place Six INTRODUCTION In accordance with requirements of State law and the City of Euless' Home Rule Charter, the operating and capital budgets for the fiscal year beginning October 1, 1997, and ending September 30, 1998, are presented. This budget document is the product of several months of intensive effort involving all departments and staff personnel and has been prepared with the Council's concerns, as well as within the constraints the City faces. The short- and long-term strategic goals and key issues impacting this budget are identified and discussed here. They are highlighted as shown in italics followed by their impact to the budget and action taken to address the issue. BUDGET HIGHLIGHTS The City's new budget provides for widely expanded services and facilities with a decreased property tax rate! These additions will provide for long-term community needs (public safety, infrastructure and quality of life). • A $.02 decrease in the property tax rate, a 3.71% reduction. The tax rate for the prior fiscal year is $.54498 per $100 assessed valuation, the FY97 tax rate is $0.524754 per $100 assessed valuation. • No cuts in programs or services for citizens. ♦ Expanded services and staffing in community services including park technicians, and additional summer part time help. • Additional Public Service Officer for detention and a new pay plan for police public safety personnel which includes incentive (certification) pay. 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 • Metro 817/267-4403 • FAX 817/685-1416 20 • Six additional firefighters/paramedics to complete staffing of a second ambulance unit and a new pay plan for fire public safety personnel, which includes incentive (certification) and paramedic pay. • Additional part time accounting clerk and upgraded a part time court clerk to full time. • Additional staffing in Planning and Development, including full time clerk, plans examiner, and code enforcement officer. • Approved a full time computer technician to replace part time help. • Approximately $1,782,000 use of combined excess reserves for nonrecurring capital needs and improvement projects (for all funds). This includes additional reserves for a new fire truck and a new financial computer system. • A 5% average increase in salaries for employees to retain a motivated, quality work force. • No increase in water and sewer rates. Overall, the City had an exceptionally good fiscal year 1997. It began in a balanced position and ended with no budgeted deficits. Once again our directors have done a superb job of maintaining very tight budgets. GENERAL FUND The General Fund revenues are proposed at $17,301,219 and the expenses at $17,290,105 for a net of $11,114. Adequate funding was met by systematically projecting revenues based on known economic development in process, economic forecasting and utilization of trending techniques based on the City's revenue manual (under separate cover). This methodology has proven to be successful for our City. Excess fund balance was due to prior year budgetary decisions which continue to have a positive impact, specifically, implementation of Court of Record which provides better and more efficient service delivery, initiation of new municipal fees allowed by legislation, implementation of new licensing and inspection programs with existing staff, which generates new fees, utilization of grants and increases in sales taxes due to solid sales growth within the City. After review of the General Fund for the next fiscal year, you will find that overall the expenditures have increased by $393,022, or 2.3%, providing for a competitive compensation package for employees, additional staffing, and the procurement of much needed nonrecurring capital equipment. Greater expenditure levels in FY98 are funded through the growth in revenues resulting from an increased strength in the local economy over the past few years. These increased revenues have resulted in excess funds and utilized for one-time needs. The use of this nonrecurring fund balance resource has addressed several of the City's strategic goals and are highlighted below: *utilizing innovative and technological methods for better and more efficient service, specifically, new computer hardware and software program for human resources, several smaller miscellaneous computer related items, special services plan reviews, automated external defibrillator, microfilm reader/printer, mobile data terminal, voice mail system upgrades, Dictaphone radio recorder system, audio visual equipment for council chambers, a SCBA remote compressor and fill station, and a new police facility. 21 *adequate funding for the City, specifically, continued funding for a new fire truck, a new financial computer package, use of available grants for additional police officers, park projects and street projects, continuation of an inter local agreement with the school district and street projects, continuation of an inter local agreement with the school district; *repair and/or replace deteriorating infrastructure, specifically, light fixture upgrades to Midway Recreation Center, roof repairs and recarpeting to various City structures, air conditioning and heating packages, upgrade and signage for City campus, main building renovations, and road projects; *improve external and internal communications, specifically, the City's Website on Internet, continuation of Mayor's newsletter, computer network system, neighborhood association meetings, and citizen's police academy program, and "Raving Fans" implementation. WATER & SEWER FUND For FY98 the revenues and expenditures for this fund are projected at $11,445,546 and $11,175,791 respectively. As you will see, expenditures have been held in line and revenues have been conservatively budgeted based on historical water sales. This budget will address citywide strategic goals focusing on infrastructure improvements and fund the nonrecurring capital items that help meet these goals with nonrecurring resources, excess fund balance. This fund shared in some of the projects discussed in the General Fund, road projects, "Raving Fans" implementation, campus trim upgrade and signage, plan reviews, main building renovations, reserve for a future financial computer package. Again, no increase in the water or sewer rates are proposed. The Service Center Fund, a function of the Water and Sewer Fund, has been submitted with an additional full time entry level Technician I and the lease payment for a 5,000 pound forklift totaling a 13% increase. OTHER FUNDS Internal Service In FY98, I have proposed to operate the Health Insurance/Benefits and Workers' Compensation/Risk Management programs at a baseline budget with no increased cost to the City. The Fleet Replacement program has been submitted as required by the replacement schedule and represents a baseline budget. The Cash & Debt Management program is also a baseline budget with a small increase providing for a portfolio audit and rating that will assist in external communication for reporting requirements approved in the last State legislature. 22 Special Revenue Funds The Hotel/Motel & Economic Development program is presented as a baseline budget with excess fund balance available for nonrecurring needs. This program had an outstanding year in revenues for fiscal year 1997 as the Ramada Inn, LaQuinta, and Motel 6 continue to provide additional revenues. We should see an increase this fiscal year as Microtel Inn becomes operational. This provided adequate funding for the Fuller House historical preservation project and provided working capital for the joint meeting facility/clubhouse which is located at the new Golf Course in Euless. This meeting facility has ample space not only for social events such as weddings and reunions, but also for professional conferences and corporate meetings, thus generating additional revenues. The meeting facility includes state-of-the-art audio and visual equipment as needed for speaking engagements and training making this a great amenity for our citizens and professional colleagues. This special facility will add to the City's special character and livability. The Half -Cent Sales tax program which was approved in fiscal year 1993 has provided a successful vehicle and alternative source of funds for several city projects, mainly the new library which opened on schedule and most importantly on budget! Enhancements to existing parks have also benefited from this special revenue as well as the new Athletic Complex which is located adjacent to the new golf course and opens this fiscal year. These new and exciting projects are what is making the City of Euless truly a shining star in Texas! Other economic development projects included in this program include providing funding for revitalization of Main Street, plans for city limit signage, and several other signage and lighting improvements for proposed business corridors on the bordering state highway properties. The City's Drug Enforcement Agency program supported the fight against drugs along with state and federal agencies. These revenues have funded a radio system of higher technology, providing for better inter local government communications and additional police vehicles in prior years. Crime Control and Prevention District was voter -approved by a large decisive margin in FY96! This special purpose district receives additional funding for the City through an additional quarter of a percent sales tax. Use of these funds is regulated by law for new crime control and prevention activities. This year, special funds were made available for six in -car video cameras in addition to current funding for personnel, crime prevention, training, two-way radios, and computer maintenance. Other Enterprise Funds The Programs & Special Events fund is proposed at baseline as was in prior year. This fund provides a great deal of the visible community activities for our citizenry, young and old. The activities range from water aerobics to senior citizen programs to our national award winning Arbor Daze celebration! This service area contributes to increased citizen involvement and volunteerism through the volunteer program the City initiated four years ago. The efforts and 23 success of our volunteer program has been a key factor in making Euless' Arbor Daze free of charges for everyone! The preservation of natural areas in Euless is another citywide goal which has been addressed through the efforts of our 1+1=2 Tree Program, as does our recycling program. Drainage Utility Fund is proposed at a 8% increase due to a hire of equipment contract for a street sweeper. The increased rate implemented two years ago has produced additional funding for smaller capital improvement projects without the need for debt issuance. This utility fund was approved six years ago to provide adequate funding for storm water drainage and has completed a major project which will prevent frequent flooding in that area. Softball World at Texas Star has been a valuable addition to the City's recreational program and facilities. This softball complex hosted major state and national tournaments and coordinated over 1,000 teams in league play! This operation was also financially successful as it is a self-sufficient operation, responsible for its own debt service. The Golf Course at Texas Star opened in May 1997 with turnout greater than expected. Summer weather conditions forced a close -down of the course for two months; however, the course was reopened in November 1997. Raven's Grill and the Conference Centre remained open to great reviews. Additional slope protection, drainage for Fairway Number One and gas and diesel pumps and tanks have been budgeted for FY98. The Parks at Texas Star Athletic Complex is currently under construction and anticipate completion soon with operational activities beginning December 1997. Both facilities will be operated as enterprise (self-supporting) funds, thereby not burdening the general fund. All three enterprise facilities mentioned above are currently being promoted simultaneously by our marketing coordinator. Capital Improvement Funds Capital improvement projects have been addressed several times throughout this message. The main source of funding for these type projects have been addressed through the use of nonrecurring sources, specifically, fund balance. As in the past, excess operational revenues will have a priority to fund capital projects in order to reduce interest expense related to bond issues. A $5.5 million bond issue is expected in the spring of 1998 for several street projects. Additional funding for future projects will include the consideration of grant availability, self-sufficiency of revenue type bonds and debt capacity of the general fund. Current plans exist for the coordinated efforts to continue with the Texas Department of Transportation to address joint projects. OUTSIDE FUNDING SOURCES Although mentioned before, it is important to recognize that the City benefits from local grant funding especially in Community Services and Police Department. The North Central Texas 24 Council of Governments (NCTCOG) is a conduit of several grants. Recently funding was received from other inter local research groups with whom we work very closely. Because of these programs, the quality of City services will improve without an increase in overall costs. LEGISLATIVE MANDATES The City has included in this year's budget additional funds to address new and ongoing legislative requirements, including an audit and rating of the City's portfolio to determine the risk exposure of the portfolio and compliance with the Texas Public Funds Investment Act. Also, legislative mandates of the Americans with Disabilities Act requires some renovations to several City facilities to meet minimum requirements. ECONOMIC OUTLOOK As you will see throughout this book, the City of Euless is an exciting place to be! Along with all the exciting projects discussed here, Euless has seen new businesses, new residential and multi -family developments, and expanded commercial outlets in the past few years. This year has again been a booming one for Euless as we experienced the opening of Microtel Hotel, Billiards and Barstools, City Garage, Raven's Grill, and more are in the works! The medical district is also growing to the City's west with the addition of new physician offices and clinics. Our efforts in the relocation of suitable businesses for the Highway 10 commercial corridor have been fruitful. This corridor is the gateway to the City's business parks and is now the home of Eberle Manufacturers (an international manufacturer of capital equipment) and Hardcoat Technologies. Tarrant/Dallas Printing, an existing business on Highway 10, has recently expanded their market by acquiring additional operations. Furthermore, Aerobotics, which is a leader in the design and manufacture of high-tech aeronautical equipment, has continued to expand with an additional thirty thousand square feet and now employs over 100 engineers. City officials, major mall developers and participating entities are working together to bring an upscale mall development to Euless at the intersection of two major freeways! This mall will house two initial anchor tenants and several smaller boutiques, plus an entertainment complex featuring restaurants and a multi -screen theater. This development will partially be the product of a tax increment financing district. IN THE LONG RUN... I am thrilled with where our City is and where it is going. We have worked hard to get where we are in providing effective government programs and services to our community in an efficient way. We have now expanded in several areas that provide our community with a higher quality of life. Our goal in the long run is to continue high quality government programs in an efficient manner. To accomplish this we will be selling $5.5 million in bonds in 1998 to improve roads, open a new fire station in 1998, create sidewalks, and improve traffic safety and signalization in the next three years. We will continue reserving money for future purchases of a fire truck and financial computer package as well as future construction of a 25 better police department facility. Opening the Athletic Complex in FY98 will continue adding to the excitement and quality of life improvements created by the Texas Star complex, as well as help increase economic activity in the area to continue the increase in property values and sales tax collections. ABOUT THIS BOOK... Understanding how to use this book most efficiently is the key to absorbing the volume of summarized data that you need to analyze information and make informed decisions. This document contains a wealth of information which is presented in a logical manner. To understand that logic, however, requires the reading and use of the table of contents and index. A copy of this document will be in the library for citizen review. In order to provide a more "user friendly" document, it has been divided into sections containing revenue and expenditure figures plus departmental budgets. The "Message and Summaries" section starts with a global look at the City's services provided with the resources available. The financial elements are summarized by fund with a focus on the largest revenue sources in the largest funds, general and water and sewer funds, (ad valorem taxes, sales taxes, etc.) and expenditures categorized by departments. The following sections entitled General Fund, Enterprise Fund, etc., provide a detailed look at activities within their departments. These details include objectives, expenditures, revenues, personnel and performance measures if available. Some performance measures are not available at this time as this is a new program and is in the process of refinement. The final sections are dedicated to providing detail on debt issues, capital improvements, and personnel information. The City's Revenue Manual is printed under separate cover although heavily referred to for revenue assumptions and methodology. Generally, past experience, trending techniques and economic forecasting modules are all combined to provide the most accurate estimates possible. As always, please call with your comments. Respectively sub itted, Tom Hart, City Manager 26 This page intentionally left blank. Financial Summaries and Worksheets The Cost of City Services Based on an average home value of $81,224 each household will pay $341 * in city taxes for the year, or $28.41 per month, to support these city services: 24 hour Police protection 24 hour Fire protection 24 hour Ambulance service Maintenance of all public streets and street lighting Library facility and service which circulates books and tapes Park facilities including softball fields and walking trails Recreational facilities including a gym and walking track Animal Control services Environmental Health services including restaurant inspections Building Inspections and permit services Code Enforcement services In comparison, the cost of Cable TV with basic service and HBO is over $37.69 per month. *Assuming that 20% Homestead Exemption is used: $64,979 = $81,224-16,245 or (81,224 x 20%) $341/year = $64,979 x .524754/100 $28.41/month = $341/12 27 Monthly Service Charges Water Sewer FY98 $7.00 + 2.23 $5.20+90% of metered water per 1000 gals. usage @ $1.39 per 1,000 gals. FY97 $7.00 + 2.23 per 1000 gals. Trash $6.62 ($6.12 + .50 tax) $5.20+90% of metered water $6.44 usage @ $1.39 per 1,000 gals. ($6.00 + .44 tax) FY96 $7.00 + 2.23 $5.20+90% of metered water $6.44 per 1000 gals. Usage @ $1.39 per 1,000 gals. ($6.00 + .44 tax) ■ ■ ■ ■ ■ • ■ • ■ ■ ■ Proposed FY98 Operating Budget $17,290,105 Tax Rate .524754 per $100 Debt= 0.163899 M&O= 0.360855 Taxable Valuation* $1,182,989,844 Debt Rating ■ si ■ • Drainage Recycling $1.70 per home $2.50 $.85 per apt. unit $.85 for Seniors $2.50 $1.50 ■ ■ ■ Staffing Trends Fiscal Year 97-98 96-97 95-96 94-95 93-94 92-93 91-92 90-91 * Softball World and • • I■ General Fund Key Fiscal Points % Chanae +2.3% - 3.71% +6.77% Revised FY97 $16,896,983 .54498 per $100 Debt= 0.190111 M&O= 0.354869 $1.70 per home $.85 per apt. unit $.85 for Seniors $1.70 per home $.90 per apt. unit $.85 for Seniors ■ ■ Budgeted 340 319* 287 272 275 266 256 253 Golf Course added • • • % Change +17.6% - 10.07% $1,107,989,959 +3.03% G.O.-A1 Moody's Revenue -A Moody's G.O.-A+ S&P Revenue -A S&P ■ Actual Rev. FY96 $14,372,463 .606 per $100 Debt= .149771 M&O= .456229 $1,075,417,223 G.O.-A1 Moody's Revenue -A Moody's G.O.-A+ S&P Revenue -A S&P *Excludes Minimum ARB Taxable Value. 28 Where Does The Money Come From? By Fund FY 96-97 Revised (1.8%) Risk/Workers Comp. (40.0%) General Fund (5.3%) G.O. Debt Citywide Revenues Water/Sewer Fund Risk/Worker's Comp. General Fund G.O. Debt **Other Funds Insurance Fund Total Revenues: FY96-97 $11,782,484 $767,026 $16,944,895 $2,266,125 $9,114,705 $1,493,863 $42,369,098 (27.8%) Water/Sewer Fund (3.5%) Insurance Fund (21.5%) **Other Funds FY 97-98 Budget (1.5%) Risk/Worker's Comp. (38.9%) General Fund **See Breakdown of the Other Funds in the Chart Below FY97-98 **Other Funds: $11,445,546 $682,535 $17,301,219 $2,050,041 $11,485,384 $1,521,404 $44,486,129 Cash & Debt Hotel/Motel DEA Fund Water & Sewer Debt Equip. Replacement Fund Drainage Utility Fund Programs & Special Events Engineering Fund Fleet Operations Half -Cent Sales Tax Golf Softball Athletic Complex Crime Control (25.7%) Water/Sewer Fund (3.4%) Insurance Fund (25.8%) **Other Funds FY 96-97 FY 97-98 $53,003 $65,365 $660,500 $305,000 $79,340 $0 $313,580 $631,437 $453,537 $442,554 $537,800 $548,000 $819,869 $760,000 $108,788 $109,800 $622,472 $662,747 $2,388,500 $2,307,990 $963,876 $3,237,865 $1,111,592 $1,193,200 $16,500 $279,000 $985,348 $942,426 The majority of Water and Sewer revenues are generated by user fees from water and sewer services supplied by the city. Risk / Worker's Compensation and the Insurance fund are funded by premiums collected from employees and charges to all other city operating funds. The General fund generates revenues mainly through sales tax collections, property tax collections, franchise fees, and user fees and fines. G. O. Debt revenues are brought in from a percent of property tax collections. Many of the Other Funds are supported by interfund charges and transfers including Cash & Debt, Water & Sewer Debt, Equipment Replacement, Engineering, and Fleet Service funds. Other Funds that are supported mainly by user fees include the Drainage Utility, Programs and Special Events, Golf, Softball, and Athletic Complex funds. Tax supported Other Funds include the Hotel / Motel fund supported by occupancy taxes, Half -Cent Sales Tax fund supported by the 4b economic development sales tax, and the Crime Control district fund supported by the quarter cent special purpose district sales tax. Finally, the DEA fund is supported by proceeds received from the sale of assets seized in connection with drug arrests. Where Does The Money Go? By Fund FY 96-97 Revised (1.9%) Risk/Workers Comp. (41.7%) Gen. Fund (3.6%) Insurance Fund (19.7%) **Other Funds (3.3%) Insurance Fund **Sop Rraakrinwn of Other Fund¢ in the Chart Reim I FY 97-98 Budgetj (1.6%) Risk/Workers Comp. (39.9%) Gen. Fund Citywide Expenditures FY 96-97 FY 97-98 W & S Fund $11,185,957 $11,175,791 Risk/Worker's Comp. $762,334 $682,480 Gen. Fund $16,896,983 $17,290,105 Insurance Fund $1,464,289 $1,430,808 **Other Funds $7,969,145 $10,726,851 G.O. Debt $2,202,366 $2,003,040 Total Expenditures: $40,481,074 $43,309,075 **Other Funds: Cash & Debt Hotel/Motel DEA Fund Water & Sewer Debt Equip. Replacement Fund Drainage Utility Fund Programs & Special Events Engineering Fund Fleet Operations Half -Cent Sales Tax Golf Softball Athletic Complex Crime Control (25.8%) W & S Fund (4.6%) G.O. Debt (24.8%) **Other Funds FY 96-97 FY 97-98 $53,003 $65,365 $658,486 $302,392 $28,439 $0 $522,480 $778,355 $416,536 $406,080 $503,047 $544,972 $794,925 $739,003 $108,788 $109,800 $586,478 $662,716 $1,935,305 $1,897,361 $811,190 $3,111,620 $1,005,895 $1,096,322 $16,500 $212,927 $528,073 $799,938 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. 50 Operating Budget Summary Combned Fund Revenues t^_ 0 40 — 30 — 20 — 10 — 0 1993 1994 1995 1996 Five Year Actual and Projected Eiai General Revenues General 1993 I 11,536,352 1994 I 12,370,911 1995 I 13,693,032 1996 I 14,757,329 1997 Revised 16,944,895 1998 Budget 17,301,219 REVENUES: ® Water and Sewer Water and Sewer 9,500,499 9,195,869 9,195,256 10,432,748 11,782,484 11,445,546 Enterprise Enterprise 1,576,007 2,329,679 1,995,035 2,678,240 4,180,897 6,790,612 1997 Revised 1998 Budget I= Special Revenue I Internal Service Special Revenue 357,337 10,829,030 2,607,516 3,410,792 3,713,688 3,555,416 Internal Service 2,118,406 2,\180,529 2,180,875 2,304,189 2,767,429 2,711,858 TOTAL $25,088,601 . $36,906,018 $29,671,714 $33,583,298 $39,389,393 $41,804,651 All amounts of money received by a government from external sources other then expense refunds, capital contributions, and residual equity transfers. BRIEF EXPLANATION OF REVENUES: Ad Valorem Taxes Based on assessed value of real and personal property. Levy set at the same level as FY 97 to fund operations assumed to be at the same level. Fy 98 tax rate is slightly below effective tax rate due to increases in assessed values to obtain same dollar level as prior year. Sales Tax Based on a specified percentage of consumption. Budgeted flat growth offsetting reduction in unknown effect of manufacturing exemption. Projection is based on average of three years collections. Additional Sales Tax Based on a specific percentage of consumption. Euless citizens approved a Y.¢ sales tax addition in FY96 for collection during FY97 to reduce ad valorem tax rates within the City. Projection is based on 25% of projected sales tax revenues. Franchise Fees A broad -based benefit tax which is based on negotiable contractual agreements between the utility companies and the City and average about 5% of gross sales. Municipal Court Fee Based on fines from violations occurring within the City limits. Fee revenues left at same level as FY 97 (which includes additional motorcycle traffic unit) except for administration fee which are no longer realized due to the addition of "Court of Record." Projection of 4.5% increase (extrapolated from historical). permits Based on charges collected by the City for business licenses and permits for general construction. Projected by individual department manager based on their knowledge of activity (building, remodeling, inspections, etc...). Projection of small decline in FY98. Interest Incam6 Interest earnings from City investments based on monthly estimated invested balances earning current and realizable market rate (5.00% to 5.50%). Grant Reimbursements Based on reimbursements from intragovernmental revenue sources including Emergency Management, School Patrol Unit, Auto Theft Unit and DEA overtime. Transfers Water and Sewer jiff Cent Tax Based on percentage of gross sales from various City funds (5% from enterprise funds and 2.5% from internal service funds). Based primarily from water sales to utility customers and sewer charges. Based on consumption since its initiation in September of 1993. Funds go to major projects including the new library. Note that totals are slightly overstated due to Interfund transfers. 31 50 40 — 30 — 20 — 10 — 0 1993 ® General Expenditures General 1993 10,805,322 1994 11,811,136 1995 12,221,918 1996 14,372,463 1997 Revised 16,896,983 1998 Budget 17,290,105 Operating Budget Summary Combined Fund Expenditures f , II a. giy7. J F Y ` rf3in��5,r�S,'f 1994 1995 1996 Five Year Actual and Projected Water and Sewer Water and Sewer 8,275,700 9,059,881 8,263,075 11,269,988 11,185,957 11,175,791 17, tr"is>rrit �zri7� 1997 Revised ® Enterprise - Special Revenue Enterprise 1,289,454 1,332,727 1,855,493 2.246.736 3,826,823 6,477,360 Special Revenue 304,553 532,396 4,845,489 6,939,791 3,150,303 2,999,691 1998 Budget M Internal Service Internal Service 1,919,174 1,985,718 1,990,757 2,299,407 2,696,162 2,584,733 EXPENDITURES: The cost of goods received or services rendered whether cash payments have been made or encumbered. BRIEF EXPLANATION OF EXPENDITURE LINE ITEMS: TOTAL S22,594,203 $24,721,858 $29,176,732 $37,128,385 $37,756,228 $40,527,680 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 jnfrastructure Maintenancq Contract, repair or agreement for maintenance to City infrastructure. 85XX c ii oment and Vehicle Maintenance Contract, repair or maintenance of equipment and vehicles. 86XX Services and Miscellaneous Champs Commodities, services, and activities performed by persons or organizations outside City operations under expressed or implied agreement. 87XX Transfers to Other Finds Expenditure reimbursement are items budgeted or accounted for in one fund and/or either direct or indirect charges to another fund. 88XX peoreciation 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. General Rule states the item is over $500 in cost and over one year useful life. Note that totals are slightly overstated due to interfund transfers. 32 115 Percent over or under Budget 110 — 105 100 - L i I I 95 — General Fund Actual vs. Budget Recently, the city has monitored revenues closer in order to budget more realistic and realizable collections. Fy 97 Revised Budget shows a 106.4% increase due to increased revenues in sales tax, interest income, police grants, building permits, municipal courts and warrant fees. • / 1 / 1 / 1 • • / / i • , For the six prior years, the city has expended Tess than budgeted due to tighter budgetary controls. FY 97 Revised numbers, however, are 106.2% over original budget due to electrical services, reserve for a new Police facility, land purchases and Tejas Remodeling fees. 90 I I I I I I i I 1 I I I 1 1986 1988 1990 1992 1994 1996 1998 Bud. 1987 1989 1991 1993 1995 1997 Rev. Year L• REVENUES • EXPENDITURES • BUDGET 1987-1996 figures are audited numbers. 33 General Fund Revenue Assumptions For FY98 from FY97 Revised Revenue Source Property Taxes Additional Sales Tax Prior Year Taxes Penalties & Interest Sales Tax Mixed Drink Tax TU Electric Lone Star Gas Southwestern Bell City Garbage Recycling Franchise Fee TCI 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 Miscellaneous Permits and Fees Building Permits Food Handlers License Interest Income Miscellaneous Assumption Projections are based on assessed value as of July 25 times the proposed tax rate, at a 97.7% collection rate. Projections are based on 25% of projected sales tax revenues. Projections are based on average of the three prior years collections. Projections are based on average of the three prior years collections, Tess 14% due to stronger collection rates. Indicates 9% growth (prior 2 year average). Project 14% decrease due to the closure of a local sports bar at the end of FY97. 3% growth is projected Projected to remain flat. FY97 = $364,000 with 1.5% growth for FY98. Projected to remain flat. Projected to remain flat. -2% decrease due to satellite dishes and direct TV. 15% of estimated water revenues (gross). Projected to remain flat. Projected an average growth of 4.5% for FY98 (extrapolated from historical). Projected to increase 2%. Projected to remain flat. More than doubled from FY97 original budget due to a new contract with Immigration and Naturalization. Projected decrease of 26%. Projected to remain flat. 3.5% growth based on growth in Grapevine. Projected to remain relatively flat, with a slight decrease. Projected to remain relatively flat, with a slight decrease. Projected to remain relatively flat, with a slight decrease. Projected to remain flat with slight decrease. Projected to remain flat with slight decrease. Projected to remain flat. Average quarterly invested balance at 5.25% flat. Projected to remain flat. 34 Police Cops Fast Grant Police Program Reimbursements School Police Reimbursements Alarm Revenue Emergency Management Grant Rental Income Tower Lease Revenue Wrecker Contract Betterment Contributions Transfers 'Reimbursement for 8 officers. Expires FY2000. Revenues expected to decrease 43% since one of the two officers paid by this program will no longer work for the program. Based on salaries of four patrol officers. Projected to remain flat. Projected to remain flat. Projected to remain flat. Projected to remain flat. Projected to remain flat. Projected to remain flat. 5% water revenue gross and 2.5% for internal service funds. 35 Revenues In Revenue Trends General Fund Multi -Year Analysis 18 16 14 12 c 10 0 8 6 4 ; • 0 — FY 1994 VI i6 CIA\h� ��l \\kNc��'\f�; h �i� \ 11111 111 ,1�—\S".1\\\\\%.,\ FY 1995 FY 1996 FY 1997 FY 1998 ® Property Taxes t Licenses & Permits REVENUE SOURCE Property Taxes Franchise Fees Sales & Use Taxes Fines & Fees Licenses & Permits Interest Income Int'govern./Misc. TOTAL Property Taxes Franchise Fees Sates & Use Taxes Fines & Fees Licenses & Permits Interest Income Intgovern./Misc. TOTAL ACTUAL FY 1994 $4,415,576 $2,325,551 $2,911,406 $1,251,239 $435,746 $206,169 $825,224 $12,370,911 o Franchise Fees Interest Income IIIq Sales & Use Taxes Int'govern./Misc. n Fines & Fees ACTUAL FY 1995 $4,549,991 $2,588,169 $3,088,622 $1,734,069 $504,594 $333,461 $894,128 $13,693,032 ACTUAL FY 1996 $4,920,822 $2,454,636 $3,423,334 $1,953,223 $548,910 $370,959 $1,085,445 $14,757,329 REVISED FY 1997 $4,051,371 $2, 532, 783 $4,527,500 $2,214,933 $516,217 $390,000 $2,712,091 $16,944,895 Revenue Source - Percentage of General Fund Revenues 36% 19% 19% 24% 23% 10% 13% 4% 4% 2% 2% 7% 100.00% 33% 7% 100.00% 33% 17% 23% 13% 4% 3% 7% 100.00% 24% 15% 27% 13% 3% 2% 16% 100.00% PROPOSED FY 1998 $4,284,278 $2,591,782 $5,100,787 $2,237,109 $486,860 $390,000 $2,210,403 $17,301,219 25% 15% 29% 13% 3% 2% 13% 100.00% % DIFF. FY97 TO FY98 5.7% 2.3% 12.7% 1.0% -5.7% 0.0% -18.5% 2.1% Average* 30.19% 16.85% 25.10% 12.40% 3.36% 2.23% 9.87% 100.00% The graph and chart above depicts the five year trend for revenues which support services and operations accounted for in the General Fund. While indicating which revenue sources have experienced an increase or decrease, the chart indicates what percentage of the total revenue stream a source constitutes. The trend indicates that these sources continue to diversify the revenue stream and the General Fund is not as dependent upon one revenue source. FY 98 Proposed is a good example of this diversity since there will be Tess reliance on the property tax revenue due to the'/.¢ Additional Sales Tax to lower property taxes. Through the years the trend has shown property taxes to be the largest source of General Fund revenues averaging 30.19% of total General Fund revenues. The sales tax trend made it the second highest source at 25.10% and franchise fees third with 16.85% of total General Fund revenues. The General Fund has become less reliant on property taxes to the point that the FY 98 budget would bring in more dollars from sales taxes, 29% of budget, than property taxes, 25% of budget, because of the Additional Sales Tax mentioned above. Franchise fees are at 15% of total General Fund revenues with other sources varying from 2% to 13% of the General Fund revenue stream for FY 98. 36 General Fund Revenue Sources $5,100,787 (29.5%) Sales & Uses Taxes $390,000 (2.3%) Interest Income $2,591,782 (15.0%) Franchise Fees Miscellaneous Includes Grants and Charges for Service General Fund Revenues Property Taxes Prior Year Taxes Penalties & Interest Sales Tax Additional Sales Tax Mixed Drink Tax Bingo Tax TU Electric Lone Star Gas Southwestern Bell City Garbage Recycling Franchise Fee Cable Franchise Fee 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 Misc. Permits and Fees Building Permits Food Handlers License Interest Income Miscellaneous Police Program Reimbursements School Police Reimbursements Alarm Revenue Emergency Mg. Grant LLEBG Rental Income Tower Lease Revenue Cops Fast Grants Wrecker Contract Betterment Contributions Transfers Use of Prior Year Receipts TOTAL Revenues $4,284,278 (24.8%) Property Taxes $712,478 (4.1%) Miscellaneous $1,497,925 (8.7%) Transfers In $486,860 (2.8%) Licenses & Permits $2,237,109 (12.9%) Fines & Fees $ Dlff. % Diff. Actual Budget Revised Proposed **FY97 **FY97 96 *FY 97 **FY 97 FY 98 to FY98 to FY98 $4,822,390 $3,931,437 $3,969,000 $4,204,278 $235,278 6% $58,525 $42,147 $50,000 $50,000 $0 0% $39,907 $32,371 $32,371 $30,000 ($2,371) -7% $3,377,455 $3,512,017 $3,707,000 $4,040,630 $333,630 9% $0 $701,130 $762,500 $1,010,157 $247,657 32% $45,855 $45,507 $58,000 $50,000 ($8,000) -14% $24 $0 $0 $0 $0 0% $1,204,573 $1,216,619 $1,262,375 $1,300,246 $37,871 3% $131,337 $132,600 $140,000 $140,000 $0 0% $346,430 $353,361 $364,000 $369,240 $5,240 1% $80,848 $82,166 $85,000 $85,000 $0 0% $13,542 $13,376 $13,376 $13,376 $0 0% $152,474 $152,903 $152,903 $149,845 ($3,058) -2% $525,432 $496,821 $515,129 $534,075 $18,946 4% $14,743 $19,907 $15,000 $15,000 $0 0% $1,546,696 $1,468,800 $1,716,099 $1,791,609 $75,510 4% $10,486 $12,986 $25,000 $25,500 $500 2% $211,976 $199,934 $199,934 $200,000 $66 0% $169,322 $106,960 $273,900 $220,000 ($53,900) -20% $33,847 $32,497 $38,000 $28,000 ($10,000) -26% $24,002 $24,000 $24,000 $24,000 $0 0% $33,765 $37,715 $37,715 $39,000 $1,285 3% $24,337 $20,326 $28,000 $25,000 ($3,000) -11% $29,867 $30,238 $27,500 $32,000 $4,500 16% $66,449 $69,300 $68,500 $77,360 $8,860 13% $62,036 $50,248 $62,462 $56,500 ($5,962) -10% $264,688 $163,200 $225,000 $200,000 ($25,000) -11% $9,920 $7,000 $5,040 $5,000 ($40) -1% $370,959 $280,000 $390,000 $390,000 $0 0% $22,794 $13,000 $30,018 $30,000 ($18) -0% $93,901 $112,330 $112,330 $63,613 ($48,717) -43% $181,532 $193,248 $193,248 $209,795 $16,547 9% $30,800 $65,000 $52,590 $53,000 $410 1% $11,068 $0 $17,952 $19,298 $1,346 7% $0 $0 $27,300 $28,000 $700 3% $7,295 $7,500 $6,500 $6,500 $0 0% $23,774 $28,800 $37,000 $37,000 $0 0% $50,682 $140,000 $157,665 $222,772 $65,107 41% $3,307 $3,000 $3,000 $3,000 $0 0% $24,674 $22,000 $24,500 $24,500 $0 0% $635,618 $624,877 $588,185 $607,131 $18,946 3% $0 $1,476,721 $1,446,803 $890,794 ($556,009) -38% $14,767,329 $15,922,042 $16,944,895 $17,301,219 $356,324 2% The graph above shows the amount and source of revenues generated by city services General Fund. The chart details General Fund revenue sources for the past, current, and last two columns identify monetary change and percent change within revenues collected. constant. 37 which are dispersed within the upcoming fiscal years. The Revenues have remained Average Value Average Home Value I 85 80 0 75 — 0 t 800 600 70 — FISCAL AVERAGE YEAR HOME VALUE 1986 671,933 1987 673,761 1988 668,080 1989 668,161 1990 671,613 1991 672,275 1992 671,093 1993 671,166 1994 673,303 1996 676,672 1996 677,223 1997 681,224 65 1986 1987 1988 1969 1990 1991 1992 1993 1994 1995 1996 1997 YEAR N ca 400 — O 200 — 0 These values are computed by the Tarrant County Appraisal District based on annual valuation of property as of July, 1997. After the drop in valuation in 1988 and 1989, property values have continued to increase. We have recovered well above the 1987 level. Homes valued slightly above or under $30,000 Typical Tax Bill Change in Liability for FY98 Homes valued slightly above or under $100,000 Homes valued slightly above or under $70,000 Tax Liabilities ® FY96 O FY97 CD FY98 I Taxable FY96 FY97 FY98 Difference Value 0.606 0.54498 0.524754 From Prior Yr $30,000 $181.80 $163.49 $157.43 ($6.07) $70,000 $424.20 $381.49 $367.33 ($14.16) $100,000 $606.00 $544.98 $524.75 ($20.23) Approximated Euless property values only. CATEGORY VALUES DO NOT INCLUDE EXEMPTIONS. 38 PROPERTY TAXES Estimated Revenues FY98 Adj. Net Taxable Value Assessed Proposed Tax Rate per $100 Valuation Estimated Tax Levy Est. Percent of Collection (O&M and I&S) Estimated Collections Cents Per $100 Valuation 0.8 0.6 0.4 0.2 0 $1,191,611,826 0.524754 $6,253,031 97.77% $6,157,313 100.00% Proposed Fund Distribution General Fund Operating & Maintenance Debt Service TOTAL Rate 0.360855 0.163899 0.524754 Percent $ Amount 68.77% $4,204,278 31.23% $1,953,040 100.00% $6,157,318 Ten Year Breakdown of Tax Rate 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997* 1998 Fiscal Year Fiscal Operating & Interest & Total Year Maintenance Funds Sinking Funds Tax Rate 1988 0.320 0.120 0.440 1989 0.320 0.140 0.460 1990 0.347 0.140500 0.487500 1991 0.385380 0.155470 0.540850 1992 0.424880 0.143720 0.568600 1993 0.441735 0.156829 0.598564 1994 0.458096 0.160521 0.618617 1995 0.454438 0.161562 0.616 1996 0.456229 0.149771 0.606000 1997* 0.351350 0.193630 0.544980 1998 0.360855 0.163899 0.524754 * An Additional Sales Tax of Y4 was passed for FY97 to reduce property taxes. 39 * Additional Sales Tax $1,010,157 $0 $1,010,157 Total $5,214,435 $1,953,040 $7,167,475 From 1988 to 1998 the interest and sinking portion of the tax rate has increased 37%, while the operating and maintenance portion of the tax rate has increased 13% during the same period. The tax rate ratio funding operations and interest & sinking has averaged 72% and 28%, respectively, from FY88 to FY98. O Operating Funds ® Interest & Sinking Funds Average Homeowner Overlapping Property Tax Liability HEB ISD $1.600 59.7% ......................... Historically, the City of Euless' portion of this tax liability has continued to decline. County $0.264 9.8% Jr. College $0.058 2.2% Euless $0.525 19.6% �v�5„v�ti.,' Hospital $0.234 8.7% This information is utilized to determine the total tax liability of the average homeowner in the City of Euless. The current tax rates are shown. The total overlapping debt for our citizens is $2.68 for the 1997 tax year, with the city's share one fifth of the combined total at 20%. The average amount of residential tax assessed valuation is estimated at $81,224. Based on this average value, the total overlapping tax liability for 1997 is $2,177. 40 3 Per $100 Valuation 1988 1989 1990 1991 PROPERTY TAXES Direct & Overlapping 1992 1993 1994 1995 Fiscal Year Jr. College o Hospital County .11.11111111111111111111 1996 1997 1998 ® City ® School Historical Property Tax Rates -Direct & Overlapping 1988 0.03153 0.11125 0.11772 0.44 0.9169 1989 0.03148 0.133 0.156509 0.46 1.02 1990 0.033 0.153 0.182 0.4875 1.06 1991 0.0347 0.1775 0.196 0.54085 1.13 1992 0.0384 0.2058 0.2368 0.5685 1.32 1993 0.04392 0.2291 0.2771 0.59856 1.505 1994 0.04671 0.2421 0.27188 0.618617 1.515 1995 0.05651 0.24464 0.27187 0.616 1.535 1996 0.05546 0.23984 0.266603 0.606 1.534467 1997 0.0580 0.2400 0.2670 0.54498 1.6170 1998 0.0580 0.2340 0.2640 0.52475 1.6000 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 ear der. ge -0% 5% 5% 11% 14% 6% 21% -2% 5% 0% 20% 15% 16% 16% 11% 6% 1% -2% 0% -2% 33% 16% 8% 21% 17% - 2% - 0% -2% 0% -1% 5% 3% -0.4% -1.6% -10.1% -3.7% 5% -1% 1.6174 1.8010 1.9155 2.0791 2.3695 2.6537 2.6943 2.7240 2.7024 2.7270 2.6808 1987-1997 6.49% 8.02% 9.00% 1.94% 5.89% 5.33% The City tax rate has increased annually by an average of only 1.94% over the past ten years which is the lowest increase of all taxing entities. FY 98 shows a drop of over 3.7% from prior year taxes, partially due to a'/4¢ sales tax exchange. The ten year average shows significant increases in County and Hospital tax rates, however, HEB ISD continues to have the highest actual tax rate. 41 Revenue Type Current Year Prior Year Penalty & Int Total FY97 Collections $6,075,214 $73,639 $48,703 $6,197,555 !roperty Tax Revenues. D CoHechan Review;, As of:o9/30/97 Notes: Collections include General & Debt Service Funds. Report Month OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEPT FY 97 Collections $127,136 $181,313 $1,845,726 $2,636,715 $897,622 $72,039 $23,064 $25,675 $43,227 $206,927 $6,991 $8,779 TOTAL YTD through September $6,075,214 1 Note: Collections do not include Penalties or Interest Revenues in Thousands 3000 2750 2500 2250 2000 1750 1500 1250 1000 750 500 250 0 FY96 Collections $6,405,082 $77,733 $52,835 $6,535,6491 Amount Difference f ax;Monthly Revenues ear Collections FY 96 Collections $90,449 $198,383 $2,334,709 $2,166,852 $1,187,415 $76,087 $13,515 $37,914 $31,904 $249,895 $7,196 $10,763 $6,405,0821 ($329,868 ($4,094 ($4,132 ($338,0941 Amount Difference $36,687 ($17,070) $469,863 ($289,793 ($4,048 $9,54 ($12,23 $11,32 ($42,96 ($20 ($1,984) ($329,860 Property Tax Monthly Revenues Does not include penalties or interest, Current Year Collections JAN FEB MAR APR MAY JUN Comparison FY96 to FY97 JUL AUG SEPT Difference - 5.2%I - 5.3%I - 7.8% 1 -5.2% Difference PY 40.6%I - 20.9% 1 21.7% - 24.4%1 70.7% -32.3% 35.5% -17.2% - 2.9% - 18.4% -5.15% NM FY 97 FY96 42 City Euless Hurst Bedford* Grapevine N. Richland Hills Duncanville Lewisville Tax Rate & Taxable Valuation Comparison among surrounding cities Tax Rate Taxable Valuation • ,,;, i7 , L '/�j'��� is Mansfieldj::..'..:..:.8iz::.'...:.... eV Percentage Rate/$100 * No Homestead Exemption OValuation in Millions i o u ess �ummary.of General Fund Sales Tax Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sen 1993-94 of Actual Cum. Total $173,237 $173,2371 $309,936 $483,1731 $184,678 $667,851 $178,807 $846.658 $304,791 11,151,449 $167,326 $1,318 775 $206.146 $1.524,921 $386,087 $1,911.008 $189,981 $2,100,989 $209,448 $2,310,437 $327.695 $2,638,132 $221,008 $2,859,140 AVG: $238,262 HI: $386,087 LO: $167,326 6%1 17% 1 23% 30%I 40%I 46% 53% 67%I 73% 81% 92% 100% 1995-96 1996-97 Monthly Monthly' Cum. Oct $0 Nov $0 Dec $0 Jan $0 Feb $0 Mar $0 Apr $0 May $0 Jun $0 Jul $0 Aug $0 Sep $0 * City of Euless Additiona $01 $0 $01 $0 $75,0201 $75,020 $49.1251$124,145 $104.8521$228,997 $63,9121$292,908 $65.3211$358,229 $97.9661$456,195 $76,1531$532,348 $70,7181$603,066 $97,3261$700.392 $71,3731$771.765 11/4 ¢ collection began 1994-95 Actual Cum. $202,662 $377,277 $188,174 $197,285 $379.391 $185,427 $197,100 $347,743 $217,467 $202,662 $579,939 $768,113 $965,398 $1,344,789 $1,530,216 $1,727,316 $2,075,059 $2,292,526 $197,005 $2,489 531 $342,954 $2,832,485 $205,885 $3,038,370 AVG: HI: LO: $253,198 $379,391 $185,427 % of Over/(Under) Budget PY Receipts $701.130 0.0% $0! 0.0% $011 10.7% $75,02011 17.7% $49,125 32.7% $104.8521 41.8% I $63,9121 51.1% $65,321 65.1% $97,966 75.9% $76,153 86.0% $70,718 99.9% $97,326 110.1% $71,373 Oct. 1, 1996 to reduce Property Taxes. Mthly % % of 1995-96 % of 1996-97 % of Change FY96 Total Monthly Cum. Total Monthly Cum. Total (PY) Pro). 7%1 19%1 25% 32% 44% 50% 57% 68% 75% 82% 93% 100% $267,0751 $267,0751 5399,734 1 $666,8091 $200,049 $866,858 $243,270 51,110,128 $342,500 $214,260 $1,452,628 $1,666,888 $220,825 $1,887,713 $347,653 $2,235,366 $255,507 $2,490,873 $250,481 $2,741,354 $370,072 $3,111,426 $266,030 $3,377,456 AVG: $281,455 HI: $399,734 LO: $200,049 500 400 - p $ 4 200 300 Oct 8% I 20%1 26% 33% 43% 49% 56% 66% 74% 81% 92% 100% 5235,207 1 5235,207 1 7.29% $370,8991 $606,106 I 19.42% 1 5300 078 I 5906 184 I 25.47% $196,501 I $1,102,886 I 32.32% $419,407 $1,522,093 43.63% $255 46 $1,777,740 49.86% $261 �183 $2,039,022 56.37% 5391,863 52 430,886 67.24% $304,613 $2,n5,499 74.60% $282,872 $3,018,371 81.55% $389,305 $3,407,676 92.67% -11.9% I $3,226,952 1 -7.2% I $3121,8361 50.0% $357 400 -19.2% $3,411,653 22.5% I $3,488,2491 19.3% I $3,565,591 18.3% $3,617,159 12.7% $3,615 236 19.2% $3,666328 12.9% $3,701192 5.2% $3,677,073 $285,492 $3,693167 100.00%1__ 7.3% $3,693,167 AVG: $307,764 HI: $419,407 LO: $196,501 General Sales Tax Revenue for Fiscal Years Dec Feb Apr Months Jun Aug Overl(Under) Budget $3,512,017 ($285,065: ($390 181: $45}383 ($10064: ($23, 768) $53,574 1 $105 1421 $103y219 $154,811 $189 175 $165b561 $181,150 MB 93/94 in 94195 ® 95196 CI 96/97 Budget FY 97 Franchise Taxes • Summary of Franchise Tax Revenues As of 09/30/97 Actual FY 97 T.U. Electric 1 $1,262,375 $1,262,375 Lone Star Gas 1 140,000 135,199 SW Bell 364,000 364,095 City Garbage Service 85,000 89,102 Recycling Franchise 1 13,376 13,844 Cable TV 1 152,903 154,750 W & S Franchise 1 515,129 517,187 Total: Franchise Taxes I $2,532,783 .;: $2,536,551 % Actual/Budget 100.0% 96.6% 100.0% 104.8% 103.5% 101.2% 100.4% 100,1,%0 Rev. Budget FY 96 Actual FY 96 Actual/Actual $1,204,573 $1,204,573 f 4.8% 130,000 131,337 2.9% 346,432 346,430 5.1 79,006 80,848 10.2% 13,376 13,542 2.2% 156,023 152,474 1.5% 525,973 525,432 -1.6% $2,455,383. $2,454,636 i `,. 3.3% A franchise fee is collected from public utilities for the privilege of providing services within the City's limits. Fees are levied by local governments and passed through to consumers of the utilities in the form of service prices. These fees represent a fairly stable revenue source. However, revenues are based on the growth of our City. Overall, these fees are on line with prior year fees collected. *T.U. Electric makes an annual payment, usually in April or May, which represents 4% of their gross receipts. This source represents 8% of the General Fund budgeted revenues. * Lone Star Gas payments are equal to 4% of their gross receipts on a quarterly basis. These receipts represent 0.85% of the General Fund budgeted revenues. * SW Bell telephone also makes payments which will be equal to a variable growth factor of their gross receipts on a quarterly basis. Prior to FY95, we received these payments on an annual basis. This source represents 2.17% of General Fund budgeted revenues. * Laidlaw makes monthly payments which are equal to 4% of gross receipts. These receipts represent .49% of the General Fund budgeted revenues. * Recycling Franchise fees are levied by the city. Currently, our contract with Community Waste Disposal allows for 5% of gross receipts to be paid on a monthly basis. This source represents 0.1% of the General Fund budgeted revenues. * Revenue from the cable company is 5% of gross receipts on a quarterly basis. This source represents 1.0% of the General Fund budgeted revenues. * Water and Sewer franchise fees are determined by an ordinance set by City Council. Our current rate is 5% of gross revenue collected for water and sewer utilities. This source represents a steady income level from month to month and is 3% of the General Fund revenues. 45 FY 94-95 FY 95-96 FY 96-97 % of MONTHLY % % of MONTHLY % MONTHLY % FYE BUDGET Month MONTHLY CUM Total CHANGE PY MONTHLY CUM Total CHANGE PY MONTHLY CUM CHANGE PY PROJECTED VARIANCE $1,666,099 October ( $116,929 $116,929 9%I 54.9% $127,438 $127,438 9%I 9.0% $154,235 $154,235 21.0% $1,801,389 $135,290 November ( $105,602 $222,531 16%I 54.6% $119,767 $247,205 16%I 13.4% $116,908 $271,143 -2.4% $1,648,233 ($17,866; December $97,576 $320,107 24%I 90.2% $110,368 $357,573 24% 13.1% $144,852 $415,995 31.2% $1,753,063 $86,964 January $100,065 $420,172 31%I 50.1% $117,732 $475,305 32% 17.7% $147,988 $563,983 25.7% $1,799,212 $133,113 February 1 $107,568 $527,739 39% 32.2% $117,946 $593,251 40%I 9.6% $139,839 $703,822 18.6% $1,793,344 $127,245 March 1 $117,795 $645,534 48% 37.6% $128,890 $722,141 48% 9.4% $135,048 $838,870 4.8% $1,751,708 $85,609 April $112,003 $757,536 56% 57.1% $120,344 $842,485 56% 7.4% $116,696 $955,566 -3.0% $1,705,380 $39,281 May ( $113,754 $871,290 64% 44.6% $142,305 $984,790 66% 25.1% $165,954 $1,121,520 16.6% $1,726,123 $60,024 June $118,622 $989,912 73% 30.0% $116,129 $1,100,920 73% -2.1% $164,183 $1,285,702 41.4% $1,755,932 $89,833 July 1 $114,160 $1,104,072 81% 12.7% $140,875 $1,241,794 83% 23.4% $137,248 $1,422,950 -2.6% $1,732,586 $66,487 August $134,665 $1,238,738 91% 16.1% $131,944 $1,373,738 92% -2.0% $147,898 $1,570,848 12.1% $1,716,870 $50,771 September $117,475 $1,356,212 100% 9.3% $125,130 $1,498,868100% 6.5% $152,563 $1,723,411 21.9% $1,723,411 $57,312 Total S1.356.212 S1.498.868 51.723.411. $ Revenues(Thousands) 200 150 Vl 100 O t 50 - 0 OCT NOV DEC JAN Does not include taxes collected MUNICIPAL COURT Monthly Revenues FEB MAR APR MAY JUN Comparison FY96 to FY97 JUL AUG SEP t i FY96 REVENUES MIN FY97 REVENUES FY94-95 1 FY95-96 MONTH City Jail DFW Total City Jail DFW Total OCT 1924 139 191 2,254 2,170 122 76 2,368 NOV 1763 86 124 1,973 2,250 125 158 2,533 DEC 1502 75 159 1,736 1,262 100 239 1,601 JAN 1566 139 135 1,840 1,676 137 194 2,007 FEB 1314 121 229 1,664 1,301 126 310 1,737 MAR 1161 144 185 1,490 1,320 92 208 1,620 APR 1040 120 196 1,356 1,300 122 350 1,772 MAY 1806 162 267 2,235 1,838 121 373 2,332 JUN 1801 116 301 2,218 1,654 113 377 2,144 J U L 2410 109 376 2,895 2,640 103 759 3,502 AUG 2480 126 286 2,892 2,497 125 402 3,024 SEP 2485 93 162 2,740 2,007 120 384 2,511 Total 21252 1 2.611 25.293 21,915 1.406 ,$ 0 27,15j % of Total I 84.0% 1 5.7% 1 10.3% 1 100.0% j 1 80.7% j 5.2% j 14.1 % 1 100.0% l Case Volume 4 3 ci 2 L 0 Municipal Court Monthly Cases Filed FY96-97 Citv Jail DFW Total 1,926 I 96 1,7001 95 2,2241 159 2,336 1 152 2,077 127 2,245 136 2,059 156 1,966I 146 2,359 115 2,085 165 2,224 151 1,970 192 25.171 1.690 77.0% I 5.2% OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP 1 FY96 figures based on total cases Comparison of FY96- FY97 581 421 433 467 390 536 543 572 446 537 439 451 $16 2,603 2,216 2,816 2,955 2,594 2,917 2,758 2,684 2,920 2,787 2 814 2,613 ,2.67.7 1 17.8% 1 100.0% I ® City of Euless - Euless Jail DFW Airport O FY 96 Totals Monthly % Change (Prior Yrl 9.92% -12.51 % 75.89% 47.23% 49.34% 80.06% 55.64% 15.09% 36.19% -20.42% -6.94% 4.06% General Fund Expenditure Sources $5,415,171 (31.3%) Police Protection $104,660 (0.6%) City Engineer $3,574,865 (20.7%) Fire Protection $133,000 (0.8%) Legal Services $2,607,507 (15.1%) Non -Departmental $594,103 (3.4%) Finance $662,471 (3.8%) Planning & Development $379,597 (2.2%) Administration $1,581,405 (9.1%) Support Services $18,800 (0.1%) Betterment Fund $1,405,551 (8.1%) Community Srvc. $812,975 (4.7%) Public Works $ Diff. % Diff. General Fund Actual Budget Revised Proposed **FY97 **FY97 Expenditures FY96 *FY 97 **FY 97 FY 98 to FY98 to FY98 City Council $34,993 $35,575 $45,575 $45,575 $0 0% Administration $167,579 $168,135 $173,407 $173,781 $374 0% City Secretary $151,266 $164,241 $160,664 $160,241 ($423) -0% Total -Administration $353,838 $367,951 $379,646 $379,597 ($49) -0% Finance Admin./Budget $74,431 $87,416 $87,490 $88,619 $1,129 1% Municipal Court $363,116 $402,249 $348,950 $392,913 $43,963 13% Accounting $108,113 $103,410 $105,197 $112,571 $7,374 7% Total -Finance $545,660 $593,075 $541,637 $594,103 $52,466 10% Police Administration $248,140 $286,141 $260,935 $336,432 $75,497 29% Police Patrol $2,109,913 $2,413,256 $2,437,978 $2,618,029 $180,051 7% Police CID $757,119 $812,592 $810,964 $833,562 $22,598 3% Police Service $992,914 $1,132,247 $1,102,780 $1,150,041 $47,261 4% Police Detention $392,377 $428,975 $437,835 $477,107 $39,272 9% Total -Police Protection $4,500,463 $5,073,211 $5,050,492 $5,415,171 $364,679 7% Fire Marshall $132,168 $148,778 $149,458 $150,847 $1,389 1% Emergency Management $3,513 $6,995 $7,005 $7,843 $838 12% Fire Administration $223,242 $252,031 $243,516 $302,887 $59,371 24% Fire EMS $574,691 $702,968 $722,282 $991,036 $268,754 37% Fire Suppression $1,940,788 $2,013,210 $2,036,285 $2,049,052 $12,767 1% Fire Education/Prevention $64,705 $72,461 $72,372 $73,200 $828 1% Total -Fire Protection $2,939,107 $3,196,443 $3,230,918 $3,574,865 $343,947, 11% Data Processing $146,264 $173,233 $176,618 $222,727 $46,109 26% Personnel $207,902 $211,251 $229,974 $231,653 $1,679 1% Administrative Services $96,423 $100,137 $104,039 $103,988 ($51) -0% Purchasing $30,181 $30,698 $32,491 $32,182 ($309) -1% Facility Maintenance $390,136 $495,771 $446,765 $470,812 $24,047 5% Library $476,172 $513,992 $501,201 $520,043 $18,842 4% Total -Support Services $1,347,078 $1,525,082 $1,491,088 $1,581,405 $90,317 6% Planning & Development $155,397 $187,712 $197,155 $209,517 $12,362 6% Inspection Services $191,322 $220,272 $219,654 $347,338 $127,684 58% Environmental Health $101,108 $106,849 $106,356 $105,616 ($740) -1% Total -Planning & Develop. $447,827 $514,833 $523,165 $662,471 $139,306 27% City Engineer $93,314 $102,346 $104,965 $104,660 ($305) -0% Total -City Engineer $93,314 $102,346 $104,965 $104,660 ($305) -0% Leisure Services $302,871 $357,711 $356,944 $415,014 $58,070 16% Parks $698,749 $843,249 $853,050 $913,452 $60,402 7% Swimming Pools $49,926 $76,311 $76,973 $77,085 $112 0% Total -Community Services $1,051,546 $1,277,271 $1,286,967 $1,405,551 $118,584 9% Animal Control $102,350 $110,491 $114,072 $118,077 $4,005 4% Street Maintenance $617,992 $649,722 $654,206 $694,898 $40,692 6% Total - Public Works $720,342 $760,213 $768,278 $812,975 $44,697 6% Legal Services $0 $0 $135,000 $133,000 ($2,000) -1% Non -Departmental $2,349,629 $2,488,490 $3,366,027 $2,607,507 ($758,520) -23% Betterment $23,660 $18,800 $18,800 $18,800 $0 0% Total Expenditures $14,372A63 $15,917,715 $16,896,983 $17,290,105 $393,122 2% The above graph shows the disbursement of the budgeted expenditures by department, as well as the percentage of each departments budget with respect to the total expenditures in the General Fund. The chart details, by department, expenditures for the past, current, and upcoming fiscal years. It also identifies the monetary change and the percent change for the expenditures within each department. 48 Department City Manager/City Council Personnel Operations Capital TOTAL Finance Personnel Operations Capital TOTAL Police Personnel Operations Capital TOTAL Fire Personnel Operations Capital I TOTAL Support Services Personnel Operations Capital I TOTAL Planning & Development Personnel Operations Capital TOTAL City Engineer Personnel Operations Capital TOTAL Community Services Personnel Operations Capital I TOTAL Public Works Personnel Operations Capital TOTAL Nondepartmental Personnel Operations Capital 1 TOTAL GENERAL FUND Fund Total 1 FY96 Actual I $256,509 $97,329 $0 $353,838 $442,430 $103,230 $0 $545,660 $4,220,863 $254,335 $25,265 $4,500,463 $2,733,573 $191,490 $14,045 $2,939,108 $859,761 $443,610 $43,707 $1,347,078 $398,916 $46,135 $2,778 $447,829 $77,794 $15,520 $0 $93,314 $877,829 $172,118 $1,599 $1,051,546 $481,851 $238,492 $0 $720,343 $12,159 $1,106,854 $1,254,276 $2,373,289 $14,372,468 1 1 1 FY 97 Revised $268,733 $110,913 $0 $379,646 $475,650 $65,987 $0 $541,637 $4,686,199 $337,038 $27,255 $5,050,492 $2,962,924 $233,572 $34,422 $3,230,9181 $908,416 $542,916 $39,756 $1,491,0881 $466,639 $56,526 $0 $523,165 $81,473 $23,492 $0 $104,9651 $1,075,537 $211,430 $0 $1,286,9671 $512,389 $255,889 $0 $768,278 1 $52,028 $1,886,909 $1,580,890 $3,519,8271 $16,896,983 FY 98 Proposed $267,491 $112,106 $0 $379,597 $506,041 $86,562 $1,500 $594,103 $4,960,142 $428,193 $26,836 $5,415,171 $3,277,531 $271,594 $25,740 $3,574,865 $936,732 $603,323 $41,350 $1,581,405 $569,290 $71,581 $21,600 $662,471 $80,077 $24,583 $0 $104,660 $1,165,764 $239,787 $0 $1,405,551 $514,916 $298,059 $0 $812,975 $686,847 $1,230,400 $842,060 $2,759,307 $17,290,105 49 General Fund Expenditures Multi -Year Comparison 20 Capital costs within the general fund remained relatively constant between Fy90 and Fy95 varying between .5% and 2% of the total general fund budget. However, in Fy96 and 15 . Fy97, capital purchases rose to 9% and 10%, respectively, due to one-time capital purchases. Fy98 capital costs are 5.6% of total general fund budget also due to the purchases of one-time capital. 10 Personnel costs have grown from 66% of total general fund expenditures in FY90 to 75% in FY98 — an increase of 14% in eight years. 1990 1991 1992 Operating costs have decreased from 34% of fund expenditures in FY90 to 19% in FY98. While the level of services has increased, the City's operating costs have retumed to below the 1990 level of 34%. The City has managed to contain and reduce operating costs in the largest part of the total budget. 1993 1994 Year 1995 1996 1997 Rev. 1998 Bud. YEAR PERSONNEL OPERATING CAPITAL TOTAL 1990 $7,329,861 $3,772,313 $65,721 $11,167,895 1991 $7,778,367 $2,245,631 $119,978 $10,143,976 1992 $8,181,434 $1,993,262 $141,500 $10,316,196 1993 $8,546,818 $2,131,925 $126,579 $10,805,322 1994 $9,192,349 $2,410,309 $208,479 $11,811,137 1995 $9,403,078 $2,650,772 $163,063 $12,221,918 1996 $10,361,685 $2,669,113 $1,341,670 $14,372,468 1997 Rev. $11,489,988 $3,724,672 $1,682,323 $16,896,963 1998 Bud. $12,964,831 $3,366,188 $959,086 $17,290,106 0 PERSONNEL 0 OPERATING ■ CAPITAL 50 GENERAL FUND PER CAPITA 99 14 12 - 10 - 8 - 4 2 - 0 1988 1989 1990 1991 1992 1993 Fiscal Year 1994 1995 1996 1997 1998 ® Environmental Health I Library ® Streets 11 Leisure Services ® Fire ® Police 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 75% and 81 % respectively (Per Capita increase: $75-$131 & $48-$87). While user fees have increased, so has library services, thus expenditures have increased by 44% (Per Capita increase $9-$13). Environmental Health services has decreased 25% (Per Capita $4-$3) through the years. In an attempt to provide a higher quality of life, expansion in the parks system and in the recreation system has resulted in a 79% increase in expenditures (Per Capita increase: $19-$34). Maintenance and repair of city streets have resulted in an increase of 59% (Per Capita increase: $11-$17). �EXPjVDITU�S Euless Population Department Name Library Per Capita Street Per Capita Police Per Capita Fire Per Capita Environmental -Health Per Capita Leisure Services Per Capita (REVENUE General Fundl Transfers) Total! Per Capital CONSUMER PRICE INDEX U.S1 D/FV 11 Metrnrie 19881 1989 1990 1991 1992 1993 : 1994 1995 37,003 Actual Expenditures $344,302 $9 $394,368 $11 $2,780,925 $75 $1,789,726 $48 $162,956 $4 $720,892 $19 1 $8,377,1051 $768,3451 $9,145,4501 $2471 1 117.01 115.81 37,438 38,149 38,369 38,600 38,900 39,550 40,127 Actual Expenditures Actual Actual Actual Actual Actual Actual Expenditures Expenditures Expenditures Expenditures Expenditures Expenditures $361,628 $356,477 $358,801 $399,329 $404,168 $440,597 $450,272 $10 $9 $9 $10 $10 $11 $11 $480,410 $551,224 $507,226 $454,150 $487,759 $526,136 $575,608 $13 $14 $13 $12 $13 $13 $14 $3,192,453 $3,264,272 $3,313,089 $3,417,222 $3,571,026 $3,991,491 $4,146,084 585 $86 $86 $88 $92 $101 $103 $1,911,711 $1,916,733 $2,188,579 $2,199,693 $2,397,789 $2,525,086 $2,561,973 $51 $50 $57 557 562 564 564 $181,409 $167,904 $168,366 $182,263 $186,938 $193,964 $199,898 $5 $4 $4 $5 $5 $5 $5 $770,143 $840,005 $872,456 5949,323 $993,432 $1,073,714 $980,683 $21 $22 $23 524 $26 $27 524 $8,659,765 $9,080,540 $9,667,585 $10,069,431 $10,989,113 $11,835,759 $13,155,914 $1,198,676 $742,150 $421,800 $461,595 $547,239 $535,152 $537,119 $9,858,441 $9,822,690 $10,089,385 $10,531,026 $11,536,352 $12,370,911 513,693,032 $263 $257 $263 $273 $297 $313 $341 122.6 129.0 133.8 139.2 143.3 149.0 151.9 119.3 124.5 131.1 134.4 138.6 142.0 145.0 1996_ 40,400 Actual Ependltures $476,172 $12 $617,992 $15 $4,500,463 $111 $2,939,107 573 $101,108 $3 $1,051,546 526 $14,121,710 $635,618 $14,757,329 $365 156.3 148.5 1998 40,850 41,300 Revised Proposed Expenditures Expenditures $501,201 $12 $654,206 $16 $5,050,492 $124 $3,230,918 $79 $106,356 $3 $1,286,967 $32 $14,909,907 $2,034,988 $16,944,895 $415 $520,043 $13 $694,043 $17 $5,415,171 $131 $3,574,865 $87 $105,616 $3 $1,405,551 534 $15,803,294 $1,497,925 517,301,219 $419 160.2 162.7 150.6 151.3 Water & Sewer Revenue Assumptions For FY98 from FY97 Revised Revenue Source Interest Income City Garbage Service Water Service Sewer Service Sale of New Meters Reconnect Fees Inspection Fees Water & Sewer Miscellaneous Penalties Initiation & Transfer Fees Recycling Fees Assumption Average quarterly invested balance at 5.25% flat. Projected to remain flat. Average of two years prior with growth of 2%. Average of two years prior with growth of 2%. Projected decline of 1.8% Growth of 2% is projected. Increase of $2,000. Projected to remain flat. Growth of 2% is projected. Growth of 2% is projected. Projected to remain flat. Water & Sewer Revenue Sources $6,341,000 (55.4%) Water Service $85,000 (0.7%) Sanitation Services $3,406,000 (29.8%) Sewer Service Other' New Meters $36,720 Reconnects $34,683 Inspections $27,000 Transfers $24,480 Miscellaneous $7,000 Py Receipts $764,045 Penalties $112,200 $262,418 (2.3%) Recycling $345,000 (3.0%) Interest Income $1,006,128 (8.8%) Other* The above graph shows the sources of revenues in the Water & Sewer Fund which are generated by services provided to the citizens of Euless by the Recycling, Public works, Inspections and Water Departments. The amount of $1, 006,128 represents 8.8% of total revenues and is an aggregate of smaller revenue sources as indicated by the break down in the box in the lower right comer of the graph. $ Diff. % Diff. Water & Sewer Actual Budget Revised Proposed *"FY97 "*FY97 Revenues 96 *FY 97 "FY 97 FY 98 to FY98 to FY98 Interest Income $277,401 $250,000 $345,000 $345,000 $0 0% Sanitation Services $80,848 $81,328 $85,000 $85,000 $0 0% Water Service $6,393,440 $6,200,000 $6,041,000 $6,341,000 $300,000 5% Sewer Service $3,358,542 $3,238,000 $3,322,000 $3,406,000 $84,000 3% Sale of New Meters $65,710 $35,700 $45,000 $36,720 ($8,280) -18% Reconnect Fees $27,610 $20,000 $34,000 $34,683 $683 2% Inspection Fees $32,682 $10,000 $25,000 $27,000 $2,000 8% W/S Miscellaneous $8,164 $6,000 $7,000 $7,000 $0 0% Penalties $104,703 $30,000 $110,000 $112,200 $2,200 2% Initiation & Transfer Fees $27,110 $20,400 $24,000 $24,480 $480 2% Recycling Fees $43,453 $45,000 $262,418 $262,418 $0 0% Recycling Rebates $10,014 $0 $0 $0 $0 0% Pro-Rata Fees $3,071 $0 $2,172 $0 ($2,172) -100% Use of Prior Year Receipts $0 $1,585,394 $1,479,894 $764,045 ($715,849) -48% Total Revenues $10,432,748 $11,521,822 $11,782,464 $11,445,546 ($336,938) -30/0 The above chart details revenues for the past, current, and upcoming fiscal years, as well as increases and decreases in service fee collections within the last two years. The Water and Sewer revenues are generated primarily from user charges for the variety of services provided to the citizens of Euless. Water Service Revenues fluctuate seasonally and can be drastically affected by an extended period of drought or rainfall. 53 Water & Sewer Expenditure Sources $4,382,562 (39.4%) Non -Departmental $190,259 (1.7%) City Engineer $237,628 (2.1%) Support Services __.T_, F=:::irg $248,342 (2.2%) Finance $6,051,000 (54.5%) Public Works The graph above indicates the expenditure amounts disbursed to the individual departments within the Water & Sewer fund. These expenditures reflect the cost incurred by the City for the services provided to Euless citizens. $ Diff. % Diff. Water & Sewer Actual Budget Revised Proposed **FY97 **FY97 Expenditures FY96 *FY 97 **FY 97 - FY 98 to FY98 to FY98 Water Office $216,401 $255,506 $240,425 $248,342 $7,917 3% Total -Finance $216,401 $255,506 $240,425 $248,342 $7,917 3% Recycling $38,527 $57,447 $51,081 $74,182 $23,101 45% Geographic Information Syst $130,404 $170,193 $163,172 $163,446 $274 0% Total -Support Services $168,931 $227,640 $214,253 $237,628 $23,375 11% City Engineer $148,554 $185,482 $179,329 $190,259 $10,930 6% Total -City Engineer $148,554 $185,482 $179,329 $190,259 $10,930 6% Utility Engineering' $30,989 $0 $0 $0 $0 0% Water Production $4,105,819 $3,822,259 $3,652,988 $4,036,237 $383,249 10% Water Distribution $318,406 $384,622 $357,749 $377,918 $20,169 6% Sewer & Treatment $1,440,347 $1,491,846 $1,559,331 $1,515,336 ($43,995) -3% Meter Reading $88,772 $122,784 $126,111 $121,509 ($4,602) -4% Total -Public Works $5,984,334 $5,821,511 $5,696,179 $6,051,000 $354,821 6% Legal Services $0 $0 $75,000 $66,000 ($9,000) -12% Non -Departmental $4,751,768 $4,653,362 $4,780,771 $4,382,562 ($398,209) -8% Total Expenditures $11,269,988 $11,143,501 $11,185 957 $11,175,791 ($10,166) -0.09% 'In FY 97, the Utility Engineering activity expenditures have been budgeted within the Non -Departmental activity. The chart details the expenditures over the past, current, and upcoming fiscal years, as well as the increases and decreases in costs within the last two years. These expenditures account for the cost associated with the acquisition, operation, and maintenance of a municipal water and sewer utility system. 54 WATER & SEWER FUND Department FY96 Actual FY97 Revised FY98 Proposed Water Department Personnel $161,866 $172,925 Operations $54,536 $67,500 Capital $0 $0 TOTAL $216,402 $240,425 Support Services Personnel $117,291 $154,347 $158,599 Operations $50,574 $58,906 $79,029 Capital $1,066 $1,000 $0 TOTAL $168,931 $214,253 $237,628 City Engineer Personnel $117,091 $130,557 $138,909 Operations $31,463 $45,272 $51,350 Capital $0 $3,500 $0 TOTAL $148,554 $179,329 $190,259 Public Works Personnel $881,163 $948,252 $966,219 Operations $5,098,050 $4,736,427 $5,074,781 Capital $5,121 $11,500 $10,000 TOTAL $5,984,334 $5,696,179 $6,051,000 Nondepartmental Personnel $389,214 $477,512 $576,902 Operations $4,297,536 $4,034,782 $3,107,615 Capital $65,017 $343,477 $764,045 TOTAL $4,751,767 $4,855,771 $4,448,562 Fund Total $11,269,988 $11,185,957 $11,175,791 $177,642 $70,700 $0 $248,342 55 Water & Sewer Expenditures Multi -Year Comparison Expenditures 12 10 8 N c 0 6 Operating and capital costs have varied over the eight year period ranging between 13% and 28% of the total budget. In Fy98, these costs are budgeted at 28% of the total budget. Transfers to other hinds within the water & sewer fund have varied between _ 12% and 25% of the total fund budget. In FY98, transfers ar budgeted to be of 12% of the total budgeted expenditures. 4 — 2 0 1990 1991 YEAR 1990 1991 1992 1993 1994 1995 1996 1997 Rev. 1998 Bud. Charges account for an average of 65% of total budgeted expenditures. After peaking in FY93 of 75%, total charges have begun to decline, and constitute only 65% of the FY98 budget. In the past eight years, overall charges have increased only 27%. 1992 1993 1994 Year OPERICAPITAL CHARGES $1,510,205 $5,315,017 $1,277,885 $5,421,667 $1,130,939 $5,697,472 $1,052,642 $6,180,021 $1,703,882 $5,517,622 $1,515,754 $5,425,016 $1,814,678 $6,685,964 $2,633,907 $6,390,897 $3,142,895 $6,745,234 ® Oper/Capital ❑ Charges * 1995 1996 1997 Rev. 1998 Bud. TRANSFERS $889,227 $1,139,889 $987,405 $1,043,039 $1,838,377 $1,322,305 $2,769,345 $2,161,153 $1,287,662 TOTAL $7,714,449 $7,839,441 $7,815,816 $8,275,702 $9,059,881 $8,263,075 $11,269,988 $11,185,957 $11,175,791 ® Transfers • Charges Include those convnobties, services, and activities performed by persons or organizations outside City operations under expressed or Impfed agreement This include Trinity River Authority charges. 56 All Other Enterprise Operating Funds These charts represent the revenues and expenditures for all other enterprise operating funds within the Annual Operating and Capital Budget for the City of Euless. 5 DM. % Dlff. Enterprise Actual Budget Revised Proposed *"FY97 '"FY97 Funds FY96 *FY 97 **FY 97 FY 98 to FY9B to FY98 Drainage Utility System: Revenues $561,450 $537,500 $537,800 $548,000 $10,200 2% Expenditures $433,018 $506,908 $503,047 $544,972 $41,925 8% Programs & Special Events: Revenues $729,346 $727,815 $819,869 $760,000 ($59,869) -7% Expenditures $725,992 $726,918 $794,925 $739,003 ($55,922) -7% Service Center Fund: Revenues $602,937 $620,000 $622,472 $662,747 $40,275 6% Expenditures $536,928 $617,903 $586,478 $662,716 $76,238 13% Engineering: Revenues $83,819 $107,000 $108,788 $109,800 Expenditures $83,819 $106,099 $108,788 $109,800 $1,012 $1,012 1% 1% 'Golf Course Revenues $1,606 $1,458,349 $963,876 $3,237,865 $2,273,989 236% Expenditures $0 $1,134,134 $811,190 $3,111,620 $2,300,430 284% Softball Complex Revenues $699,082 $1,139,531 $1,111,592 $1,193,200 $81,608 7% Expenditures $466,979 $967,824 $1,005,895 $1,096,322 $90,427 9% ^Athletic Complex Revenues $0 $123,974 $16,500 $279,000 $262,500 1591% Expenditures $0 $81,107 $16,500 $212,927 $196,427 1190% Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the government's council is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. The DUS fund is supported primarily by user charges and is used to account for the acquisition, operation, and maintenance of a municipal drainage utility system. The Program and Special Events fund is used to account for the operation of recreational programs, activities, and special events which are offered to Euless citizens and other groups on a fee basis. This fund includes the popular Euless Arbor Daze Festival which is held every spring. The Service Center is funded by transfers from Water & Sewer fund and is responsible for the maintenance of the City's motor vehicles. The Engineering fund is also funded by the Water & Sewer fund and is responsible for the management of Water and Sewer Capital projects. The Golf fund is to account for the Texas Star Golf Course operations and maintenance and is primarily supported by user charges. In FY 96, we received bond proceeds of $9,603,000 for land and construction of the golf course. In FY 97 we received Tax Notes of $750,000 for golf carts and equipment. The Softball fund is to account for operations and maintenance of the Softball World at Texas Star which is supported primarily by user charges. Start up costs of $41,000 were received by this fund in FY 96. The Athletic Complex fund was also created in FY 96 with start up costs of $400,000 being received. Currently, this fund is to account for the operation and maintenance of Texas Star Athletic Complex Batting Cages which will be supported by user charges. 'Operational activities for this new facility began in Spring of 1997. ^Operational activities for this new facility begins in Fall of 1997. 57 Special Revenue and Internal Service Operating Funds These charts represent the revenues and expenditures for all Special Revenue and Internal Service operating funds within the Annual Operating and Capital Budget for the City of Euless. $ Diff. "% Diff. Special Revenue Actual r Budget Revised Proposed **FY97 **FY97 Funds ` FY96 *FY 97 **FY 97 FY 98 to FY98 to FY98 Hotel/Motel: Revenues $303,910 $658,486 $660,500 $305,000 ($355,500) -54% Expenditures $297,863 $658,486 $658,486 $302,392 ($356,094) -54% Drug Enforcement Agency: Revenues $134,984 $0 $79,340 $0 ($79,340) -100% Expenditures $303,098 $0 $28,439 $0 ($28,439) -100% Half Penny Sales Tax: Revenues $1,688,727 $2,221,008 $2,388,500 $2,307,990 ($80,510) -3% Expenditures $809,563 $1,915,016 $1,935,305 $1,897,361 ($37,944) -2% Crime Control District Revenues $206,291 $765,824 $985,348 $942,426 ($42,922) -4% Expenditures $23,013 $765,630 $528,073 $799,938 $271,865 51% Special Revenue funds are used for specific revenues that are legally restricted to expenditures for particular purposes. 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. Last year's increase in expenditures is caused by a transfer for the construction of the golf course. The DEA fund is supported by proceeds received from the sale of assets seized in connection with drug arrests. Revenues are used solely for Police department expenditures. A specific budget is not created due to the volatility and unpredictable nature in asset confiscation. The Half -Cent Sales Tax fund is supported. from the proceeds generated by the .5% sales tax increase which was approved in FY 93. These funds are mandated by the City Council and are dedicated to cultural, recreational, and economic development activities within the City of Euless. In FY 94, we received bond proceeds of $8,000,000 for future projects. In FY 96 we completed the construction of a new library facility and construction of the Texas Star Athletic Complex in FY97. The Crime Control District is a Special Purpose District voter approved in FY 96 to be funded by an additional sales tax to provide needed crime programs including additional officer personnel and mobile store fronts. $ M. % Diff. Internal Service Actual. Budget Revised Proposed "*FY97 **FY97 Funds FY96 ' *FY 97 **FY 97 FY 98 to FY98 to FY98 Equipment Replacement: Revenues $316,301 $453,537 $453,537 $442,554 ($10,983) -2% Expenses $418,397 $416,536 $416,536 $406,080 ($10,456) -3% $1,314,242 $1,460,933 $1,493,863 $1,521,404 $27,541 2% $1,333,687 $1,409,319 $1,464,289 $1,430,808 ($33,481) -2% Insurance: Revenues Expenditures Risk Management: Revenues $616,217 $706,026 $767,026 $682,535 ($84,491) -11% Expenditures $489,894 $703,411 $762,334 $682,480 ($79,854) -10% Cash & Debt Management: Revenues $57,429 $51,541 $53,003 $65,365 $12,362 23% Expenditures $57,429 $51,541 $53,003 $65,365 $12,362 23% Internal Service funds are used to account for the financing of goods or services provided by one department to other departments of the govemment and to othergovemment units, on a cost reimbursement basis. The Equipment replacement fund accounts for the accumulation of funds from user departments which is dedicated to replacing existing equipment and motor vehicles. The insurance fund is supported by intemal transfers from individual departments, as well as contributions from City employees. The money is used to account for the expenses resulting from employees' health claims. The Risk Management fund is used to account for the revenues and expenditures applicable to the self-insurance program used for Worker's Compensation, general liability, and property claims. The Cash & Debt Management fund is funded by a predetermined amount of eamed investment income, not to exceed total fund expenditures incurred while providing cash and debt management services to all other funds. 58 (per audit, FYE 1996) FY97 Revenues Total Available: FY 97 Expenditures One -Time Total Proj'd Exp.: -° "Bat (Beg. Bal. FY98) FY98 Budgeted Revs. Total Available: FY98 Budgeted Exp. One -Time Total Proj'd Exp.: Fund Balance Summary - Operating Funds Proposed Budget FY97 - 98 General 15.498.092 20, 544, 907 (15,450,180) (1,446.803) (16,896,983) 1641(0425 20,058,349 (16,399,311) (890.794) (17.290.105) Water & G.O.Debt Sewer Service 10.302.590 2.216.125 14,771,794 2,482,737 (9,706,063) (2,152,366) (1479894) (5 000) (11,185, 957) (2,202,366) 4. 10.681.501 2 000_041 14,267,338 2,280,412 (10,411,746) (1,953,040) (764.045) (50.0001 (11.175.7911 2 103 040 Recommended Levels per Financial Policy: 2.695.777 2.139.400 166.920 Available for One -Time: (78,330) 438,685 110,452 Hotel/ Motel Service Insur & Center Benefits 307,014 622.472 1.493.863 729,527 635,006 1,548,027 (305,000) (586,478) (1,464,289) (353.4861 0 0 (658,486) (586,478) (1,464,289) '138 305.000 647 522 1 521 404 376,041 696,050 1,605,142 (647,491) (1,430,808) 15_225) 0 662 7161 (1430 808 79°259 A. 275�000 (5,610) 33,334 (100,666) Notes: a). Part of W&S system and is closely monitored for annual contributions to fund balance. Risk Mgmt/ Equip. Special W. Comp. Replace Events 7 dar5.° at 702_026 453, 537 819,869 1,464,903 815,570 835,247 (697, 334) (65.0001 (762,334) (416,536) (794,925) 0 0 (416,536) (794,925) 66835 442 5 54 760 000 1,370,704 841,588 800,322 (682,480) (406,080) (739,003) 0 0 0 (682, 480) (406. 080 (739003) 600.000 435.508 151,850 88,224 0 (90,531) (per audit, FYE 1996) FY97 Revenues Total Available: FY 97 Expenditures One -Time Total Proj'd Exp.: (Beg. Bal. FY98) FY98 Budgeted Revs. a, Total Available: FY98 Budgeted Exp. One -Time Total Proj'd Exp.: Police DEA Fund Balance Summary - Proposed Budget Drainage Utility Sys 79,340 537 800 85,584 821,928 (28,439) (503,047) 0 (28,439) (503,047) � r;�Y^�•`" r ' 3i8 Rt 0 548.000 57,145 866,881 0 (544,972) 0 0 544,972 Recommended Levels per Financial Policy: Available for One -Time: N/A Cash & Softball W & S Debt World Debt Svc InTAVA 53.003 1.070,271 53,003 1,341,439 (53,003) (964,574) 0 (1321) (53,003) (1,005,895) 65.365 1,093.200 65,365 1,428,744 (65,365) (996,322) 0 (100_000) 65a365 1 09$ 322) 111.981 Breakeven 57,145 (15,072) 204.724 (2,761) catt 313.580 313,580 (313,580) 0 (313,580) 631437 631,437 Operating Funds FY97 - 98 Parks at Tx Star 16 500 16,500 (16,500) 0 (16, 500) 279.000 279,000 (631,437) (212,927) 0 0 (631.4371 212$ Texas Crime Star Control 963.876 869.524 963,876 1,052,802 (811,190) 0 (811,190) (412,249) (115824) (528,073) 3.237.865 942.426 3,390,551 1,467,155 (3,056,620) (55 000) (3,1.11,62_0) (799, 938) 0 (799.9381 0 43,752 628,073 0 0 (10,294) (968,820) 667,217 Half Penny Sales Tax A 1.988.500 3,393,901 (1,535,305) (400,000) (1,935,305) 1 2.085.315 3,543,911 (1,674,686) (222.6751 (1.897. 361) 250.000 441,428 This page intentionally left blank. General Fund TEAMWORK - If everyone is moving forward together, then the success takes care of itself. This page intentionally left blank ADMINISTRATION C Mayor 8 City Council 7 Elected Officials /) { Gen. Fund 98% $500,000 $400, 000 - $300,000 - $200,000 - $100, 000 .rcy managers umce City Manager Tnris_Haw` Assistant City Managers Office Municipal relations Media Releases Employee & Mayors Newsletter Neighborhood Association Public Safety Administration 2% Expenditure History FY94 FY95 FY96 FY97 Rev. FY98 Budget any aeci'miry Elects ons,VItals,Records ooatd k P.nmmiect,.ne City Council 12% City Secretary 42% Budget Highlights -No new programs approved in FY98, *In FY97, the City Manager hired a Director of Economic Development to oversee some special revenue funds which include Hotel/Motel, and Half -Cent Economic Development. 61 City Council DivisionlActivity: City Council Account #: 01-10-10 1,6 veTs Location and Hours of Operation: 201 North Ector, Building B - Meet the second and fourth Tuesday nights at 7:00 P.M. following a 4:00 P.M. work session, plus numerous additional work sessions scheduled throughout the year. Mission Statement/Purpose: The mission of the City Council of the City of Euless is to provide our citizens the most efficient services possible that protect and enhance quality of life, through planning and visionary leadership. Goals/Programs or Services: The Mayor and City Council, as the legislative branch of city government, are responsible for: Establishing policy by adopting ordinances (local laws) and resolutions (statements of official policy) for the city government to be implemented by the City Manager through the administrative staff. >The Mayor's Newsletter is a publication informing Euless citizens of newsworthy activities and/or proposed changes that might affect them. Over 20,000 are distributed at each publication. FY97 Highlights/Accomplishments: > Lowered the ad valorem tax rate by six cents. ➢ Hosted elected officials from Gruibingen, Germany, for an exchange of ideas in municipal government. > Participated in panel discussions at eight town hall meetings. > Approved revised Comprehensive Land Plan. > Added Director of Economic Development position to staff. > Implemented higher standards for multi -housing development. ➢ Purchased property for relocation of fleet service and parks maintenance facilities. ➢ Purchased, renovated and reopened Softball world. ➢ Opened the golf course, conference centre and clubhouse. ➢ Opened first phase of athletic complex. FY98 Objectives: ➢Maintain competitive tax rate. Study economic development option for wine sales. >Complete relocation of fleet service and parks maintenance facilities. >Relocate Fire Station No. 2. >Plan for new police facility. Begin construction of SH 157 and Westpark Way. Review zoning of entire city and re -zone as necessary. ➢Implement SH 121 corridor development standards. Finalize plans for use of Western Hills Inn. Major Budgetary Issues and Operational Trends: The City Council participates in intergovernmental activities on the local level through the Mayor's Council of Tarrant County, Northeast Leadership Forum, and the North Central Texas Council of Governments, on the state level through the Texas Municipal League, and on the national level through the National League of Cities and the U.S. Conference of Mayors. The cost of their participation in these organizations is the major portion of their budget. 62 Form 2 City of Euless DEPARTMENT: City Manager's Office ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $0 $34,993 $0 $34,993 $o 0.0 0.0 ANNUAL BUDGET DMSION/ACTIVITY: City Council REVISED 1996-97 BUDGET $0 $45,575 $0 $45,575 0.0 0.0 $o 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $0 $45,575 $0 $45,575 $0 0.0 0.0 $o PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand # of Citizens Representing Output/Workload # of Formal Council Meetings # of Work Sessions # of Ordinances Passed # of Resolutions Passed # of Mayor's Newsletters Issues Efficiency Measuresllmpact M&O Budget per Capita M&O Budget % of City Budget Effectiveness Measures/Outcomes Tax Rate $o Manager's Fiscal Summary ACCOUNT #: 01-10-10 TOTAL PROPOSED $0 $45,575 $0 $45,575 0.0 0.0 Actual 94-95 ' Actual 95-96 Revised 96-97 Budget 98 40,127 40,400. 40,850 41,300 22 4 $0.95 .31% 19 6 23 28 4 $0.87 .24% 24 6 38 26 4 $1.12 .27% 24 6 25 30 4 $1.10 • .26% .616 .606 .544980 .524754 $o 63 Foi City of Ltd 1.997/98 JAL: BUDGET Department: Division/Activity: City Manager's Office Administration Location and Hours of Operation: 201 North Ector Drive, Building A 8:00 A.M. to 5:00 P.M., Monday through Friday Mission Statement/Purpose: Department Narrative Summary Account #: 01-10-11 To enhance the City's tradition of professional city management, ensuring the effective use of the City's resources. To provide support and coordination of legislative and administrative activities. To facilitate the development of priorities and goals for City departments. To serve as a link between the City Council and staff and to see that all policies of the City are executed. Goals/Programs or Services: The City Manager is the chief administrative officer for the City of Euless. The City Manager and his staff are responsible for the preparation, recommendation and execution of policies to aid in the efficient delivery of services to the citizens. FY97 Highlights/Accomplishments: Oversight and administration of several major projects, including completion of golf course, athletic complex, conference center and refurbishing of Softball World. FY98 Objectives: Manage and operate the City with professional management, provide support to all departments of the legislative body to ensure excellent service delivery to the citizens of Euless. Major Budgetary Issues and Operational Trends: 64 Form 2 City of Euless DEPARTMENT: City Manager's Office ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: TOTAL j PERSONNEL:. Full Time Part Time ANNUAL BUDGET 1995-96 ACTUAL $129,860 $37,719 $0 $167,579 $0 1.0 1.0 DIVISION/ACTIVITY: Administration REVISED 1996-97 BUDGET $134,729 $38,678 $0 $173,407 1.0 2.0 $0 Manager's Fiscal Summary.. ACCOUNT #: 01-10-11 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $135,815 $37,966 $0 $173,781 $0 1.0 2.0 $0 $0 PERFORMANCE MEASURES/SERVICE LEVELS InputlDemand City Council Meetings # of Work Sessions OutputIWorkload Efficiency Measures/Impact M&O Budget per Capita M&O Budget % of City Budget Actual 94-95 Actual 95-96 22 19 6 1.27% Effectiveness Measures/Outcomes Tax Rate .616 Revised 96-97 24 6 $4.15 $4.24 1.17% 1.03% .606 .544980 TOTAL PROPOSED $135,815 $37,966 j $0j $173,781 j 1.0 2.0 Budget 98 22 6 $4.21 1.01% .524754 $0 65 1997/98 NUALBUDGET_ Department: Division/Activity: City Secretary City Secretary's Office Location and Hours of Operation: 201 North Ector Drive, Building A 7:30 A.M. to 5:00 P.M., Monday through Friday Mission Statement/Purpose: Department Narrative Summary Account #: 01-10-14 The City Secretary's Office is committed to providing support services to the citizens, the city council members, and the city staff in a cost effective and efficient manner. Goals/Programs or Services: The City Secretary serves at the discretion of the City Council and is responsible for the City Council meeting minutes and other official records such as ordinances, resolutions, contracts, deeds, liens, etc. The City Secretary serves as the chief election official conducting all city elections, as the vital statistics Registrar recording births and deaths, as the Records Management Officer administering the Local Government Records Act, as the Public Information Officer for the city's Civil Defense Program, and as the coordinator of the Board and Commission appointments. FY97 Highlights/Accomplishments: >Purchased a scanner for indexing of prior years minutes and other documents. Have begun scanning these documents into the ISYS indexing system for ease of retrieval of information. >Procedure manual has been updated. FY98 Objectives: >Move records from Building A storage area to a new storage area. >Download all data from the System 36 to PC for utilization in our office. > Install appropriate software on all PC computers in our office so that work can be shared more easily. ➢Implement computerized program to track records due for destruction. ➢ Provide staff sufficient time for training and encourage training. Major Budgetary Issues and Operational Trends: Form 2 City of Euless DEPARTMENT: City Secretary ITEM PERSONNEL OPERATIONS (CAPITAL TOTAL REVENUES: TOTAL PERSONNEL: Full Time Part Time r_r 1995-96 ACTUAL $126,648 $24,617 $0 $151,266 $0 3.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: City Secretary's Office REVISED 1 1996-97 BUDGET $134,004 $26,660 $0 $160,664 3.0 0.0 $0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $131,676 $28,565 $01 $160,2411 $0 3.0 0.0 $0 PERFORMANCE MEASURES/SERVICE LEVELS: Input/Demand # of City Council Meetings OutputNVorkload # of Ordinances Passed # of Resolutions Passed Efficiency Measures/Impact M&O Budget per Capita Effectiveness Measures/Outcomes $0 Actual 94-95 Actual 95-96 Revised 96-97 22 19 24 23 38 28 26 $3.74 $3.93 Managers Fiscal Summary ACCOUNT #: 01-10-14 TOTAL PROPOSED $131,676 $28,565 $0 $160,241 3.0 0.0 Budget 98 24 25 30 $3.88 $0 This aaae intentionally left blank. FINANCE DEPARTMENT Finance Annual Budget and Monthly Reporting — Annual Audit — Internal Audits Performance Measure Management Gen. Fund 97% $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 Director Loretta Getchell` Accounting — Payroll — A/P and AIR — Reconciliations — Fixed Assets --41114111111.1. Finance 3% Expenditure History k, ,.:,‘%\.,,,,:.•,,,\.. 6.,.... \ ' $0 N c \\\''r FY94 FY96 FY98 Budget FY95 FY97 Rev. MmicipalCourts — Teen Court — Court of Record — Warrants — Citations Finance 15% Accounting ts% Municipal Court 66% Budget Highlights -In FY98, includes one time funding of $25,000 to be added to the computer reserve fund. - Upgraded a part time court clerk to full time. - Approved a part time accounting clerk. *The Finance director also oversees other areas including Utility billing/collections and Cash/Debt management. 68 Department: Division/Activity: Account #: Finance Finance/Budget 01-20-12 Location and Hours of Operation: 201 N. Ector Drive, Building B (817) 685-1430 Monday - Friday 8:00 AM to 5:00 PM Mission Statement/Purpose: To provide the necessary accurate and timely financial data to management and council in order that optimal decisions may be made on behalf of the City of Euless. To be fiscally responsive and responsible at all times with the City's financial policies. To enhance our position in a fiscally positive manner with timely and thorough analysis of new pronouncements and legislation. To manage bond and debt service requirements and produce necessary bond documents for new issues. Goals/Programs or Services: To oversee traditional finance functions including: Finance, Budget, EMS Billing, Accounting, Municipal Courts, Utility Billing, and Cash and Debt Management. To provide the City with recommendations concerning timely and innovative mechanisms for cost effective operations. To coordinate the annual external audit and prepare the Comprehensive Annual Financial Report. To assist management in preparing and implementing the Annual Budget. To produce the City Revenue Manual. To manage bond and debt service requirements. FY97 Highlights/Accomplishments: Received the Distinguished Budget Award. Received the Certificate of Achievement for Financial Reporting. Developed quarterly fund analysis reports on all funds. Created Investment Procedure Manual. Prepared appropriate documentation for the sale of Tax and Waterworks and Sewer System Revenue C.O.'s, Tax and Golf Course Surplus Revenue C.O.'s, and Tax and Softball Park Surplus Revenue C.O.'s. Created a five-year budget planning document. Developed and revised several policies to promote internal controls and efficiency. Conducted internal audits. Researched various financial software and hardware packages for further consideration. FY98 Objectives: Continue to improve reporting procedures. Continue providing accurate monthly financial reports by the 12th of the following month. Receive the Distinguished Budget Award and Certificate of Achievement for Financial Reporting. Improve fixed asset and internal control management. Continue development of a long range financial plan for the City. Acquire and implement new financial software system that provides reporting flexibility, efficiency and proper governmental accounting practices. Absorb new legislative requirements regarding financial reporting procedures and disclosure requirements. Major Budgetary Issues and Operational Trends: Due to the additional demands on existing staff for the operation of new enterprise funds, specifically, set up, processing, reporting, investing, and auditing, serious consideration of adding a new position to assist as needed. 69 Form 2 City of Euless DEPARTMENT: Finance ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Property Tax Prior Years Penalty & Interest Sales Tax Add9 '/z¢Sales Tax Wtr/Swr Franchise 01-Interest Income 02-Interest Income TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $65,854 $8,577 $0 $74,431 $4,822,390 $58,525 $39,907 $3,377,455 $0 $525,432 $370,959 $277,401 $9,472,068 1.5 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Finance/Budget REVISED 1996-97 BUDGET $78,109 $9,381 $0 $87,490 $3,969,000 $50,000 $32,371 $3,707,000 $762,500 $515,129 $390,000 $345,000 $9,771,000 1.5 0.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $79,237 $9,382 $0 $88,619 $0 $4,201,278 $50,000 $30,000 $4,040,630 $1,010,157 $534,075 $390,000 $345,000 $10,601,140 $0 1.5 0.0 PERFORMANCE MEASURESISERVICE LEVELS: Input/Demand # of funds # of Property Tax Statements OutputlWorkload :Special Projects ;Interim Financial Reports ;Annual Financial Report 'Annual Budget Document 5 Year Budget Document ;Revenue Manual ,Budget Adjustments Staff Meetings Held Efficiency Measures/Impact M&O Budget per Capita Avg Days/ Monthly Report Budget Distribution Date Effectiveness Measures/Outcomes GFOA Budget Award •1GFOA CAFR Award Diff. Actual v. Budget Rev. Forecasts # Comments by Audit Review Committee # Comments by Budget Review Committ # Outstanding Budget Review Comments Actual 94-95 33 190 12 1 1 0 2 14 December 20 1 1 29% 7 9 10 Actual 95-96 33 207 1 12 1 1 1 2 63 $1.82 13 December 22 1 1 5% N/A 4 21 Revised 96-97 39 195 3 8 1 1 1 3 71 8 $2.14 6.8 November 25 Manager's Fiscal Summary ACCOUNT #: 01-20-12 TOTAL PROPOSED $79,237 $9,382 $0 $88,619 $4,201,278 $50,000 $30,000 $4,040,630 $1,010,157 $534,075 $390,000 $345,000 $10,601,140 1.5 0.0 Budget 97/98 42 200 2 10 1 1 1 2 65 24 $2.15 12 November 27 1 1 N/A 0 24 70 1997/98 NUALBUDG Division/Activity: Municipal Court of Record Location and Hours of Operation: 201 North Ector Drive, Building B 8:00 A.M. to 5:00 P.M., Monday through Friday Mission Statement/Purpose: epartment Narrative Summary Account #: 01-20-13 The Municipal Court shall serve as the administrative arm of the City of Euless to serve as an unbiased entity for adjudication of cases filed. To serve the citizens who appear in Court with a courteous and assuring attitude. Goals/Programs or Services: Administrative functions include timely and accurate processing of complaint files, courteously responding to requests for information from the public, responsibly collecting assessed fines and fees, and efficient docketing of cases for adjudication. Court sessions are held most Tuesdays and Wednesdays at 9:00 AM and 2:00 PM. FY97 Highlights/Accomplishments: Municipal Court has had an increased and very favorable participation with HEB Teen Court. FY98 Objectives: Continue to provide professional and courteous service to the citizens and defendants with accuracy and consistency. Training and education for court clerks. The Texas Municipal Court Education Center has established a three -level extensive Clerk Certification program for all court clerks. Major Budgetary Issues and Operational Trends: In addition to the increase in cases filed in Municipal Court, there has been an increased number of jury trials and juvenile cases. These activities have necessitated an additional full time clerk. This increase will also have an affect on the operational budget. 71 Form 2 City of Euless DEPARTMENT: Finance ITEM PERSONNEL OPERATIONS*" CAPITAL TOTAL REVENUES:; Municipal Court Arrest Fee Uniform Traffic Act Child Safety Texas Court Cost Fee Warrant Fee 1Building Security Teen Court TOTAL PERSONNEL: Full Time Part Time Input/Demand , Cases Filed Cases Appealed - City Case Volume. Jail Case Volume. Dallas/Ft. Worth Airport Case Volume Output/Workload Arrest Warrants Issued Arraignments (Cases) Search Warrants Issued Statutory Warnings Given 1995- 96 ACTUAL $277,210 $85,906 $0 $363,116 $1,263,444 $68,008 $32,442 $11,655 $47,828 $90,273 $29,477 $3,570 $1,546,696 ANNUAL BUDGET DIVISION/ACTIVITY: Municipal Court of Record REVISED 1996- 97 BUDGET $304,604 $44,346 $0 $348,950 $1,400,000 $72,239 $31,500 $7,860 $50,000 $109,000 $42,000 $3,500 $1,716,099 8.0 2.0* 19 BASELINE SERVICES $305,227 $64,520 $0 $369,747 $1,470,000 $72,239 $31,500 $7,860 $52,500 $109,000 $44,100 $4,410 $1,791,609 8.0 2.0 Manager's Fiscal Summary ACCOUNT #: 01-20-13 97-98 BUDGET SUPPLEMENTAL SERVICES $23,166 $0 $0 $23,166 PERFORMANCE MEASURES/SERVICE LEVELS: Efficiency Measures/Impact M&O Budget per Capita Effectiveness Measures/Outcomes Actual 94-95 Actual 95- 96 25293 27,151 0 1 21,252 21,915 • 1,430. 1,406 2,611 3,830 5,280 4,365 *Added a Part Time Bailiff in FY97. **Transfer of legal fees to nondepartmental in FY97. 8,147 7,294 2 5,814 $0 1.0 (1) Revised 96-97 32,677 3 25,171 1,690 5,816 8,068 8,000 8 6,595 $8.54 TOTAL PROPOSED $328,393 $64,520 $0 $392,913 $1,470,000 $72,239 $31,500 $7,860 $52,500 $109,000 $44,100 $4,410 $1,791,609 9/0 1.0 Budget 98 30,500 0 24,600 1,575 4,325 $9.51 72 Form 9 pity of Eules Department: Finance Location and Hours of Operation: 71 Division/Activity: Accounting 201 North Ector Drive, Building B, (817) 685-1414 Monday - Friday, 8:00 A.M. to 5:00 P.M. Mission Statement/Purpose: Department Narrative Summary Account #: 01-20-18 Provision of timely and accurate financial statements and reports to staff, council, citizenry and other interested persons. Our goal is to continue to improve the readability of reports, as well as to maintain internal controls to ensure integrity of reports and preparation of annual reports for recording all financial transactions in accordance with generally accepted accounting practices. Goals/Programs or Services: The accounting division is responsible for providing financial services to all departments of the City. This includes the areas of payroll, accounts payable, accounts receivable, grants, revenue accounting, general ledger and subsidiary ledgers, monthly reporting and general research assistance as requested by the departments. Compilation and distribution of financial activities of the City on a timely basis for management decisions on City operations. FY97 Highlights/Accomplishments: With acquisition of Softball World, construction of the new library and golf course, and other expanded programs, the workload for accounts payable and payroll staff has increased greatly. This additional work has been accomplished without additional personnel due to cross training, cooperation and extra effort by current staff. FY98 Objectives: >Reconcile month end reports by the 8th of the following month. >Gain a better understanding and increased utilization of new personal computers in the area. Major Budgetary Issues and Operational Trends: The accounting division currently processes 18,500 invoices annually and prepares 15,000 checks annually to pay those invoices. Also, 9400 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. 73 Form 2 City of Euless DEPARTMENT: Finance ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUE& TOTAL PERSONNEL:,,. Full Time Part Time Inpid/Demand # of Employees Using Direct #;of Returned: Checks. I$ Amount of. Returned,C'hecks I# of"Audits F 1995-96 ACTUAL $99,366 $8,747 $0 $108,113 $01 2.0 0.5 DIVISION/ACTIVITY: Accounting REVISED 1996-97 BUDGET $92,937 $12,260 $0 $105,197 2.0 0.5 $0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $7,5001 $0 $1,500 $9,000 $90,911 $12,660 $0 $103,571 2.0 0.5 $0 1 1.0 PERFORMANCE MEASURESISERVICE LEVELS: Output/Workload # of Payroll Checks Issued # of Accounts Payable Checks Issued # of Manual Checks # of Special Projects # of JE's Posted 1 Efficiency Measuresllmpact IM&O Budget per Capita %.Manual Checks to Total Checks % Employees Using Direct Deposit Avg #;of.DaystoCLose Month End Effectiveness Measures/Outcomes # Favorable Audit Opinions Issued 'Actual 94-95 8,500 14,500 1- 3,050 1 Actual 95-96 Revised 96-97 9,412 14995 512 1 2,800 1 10,408 17,613 568 2 2682 1 ACCOUNT #: 01-20-18 TOTAL PROPOSED $98,411 1 $12,660 1 $1,500 1 $112,571 2.0 1.5 Budget 98 9,500 15,500 500 2 3,200 1 $0 74 This Pape intentionally left blank. POLICE DEPARTMENT Patrol C CID Chief of Police Gary McKamle" Administration ) ) Service Detention — Traffic Control — Crime Analysis — Crime Prevention — Maintain Jail — Warrants/Arrests — Investigation — Community Relations — Process Prisoners — Preventive Patrol — Property/Evidence Recovery — Dispatch — Maintain Property — Tactical Support — Task Forces — Community Policing — AFIS — Accident Investigation ,...7) Gen. Fund 69% $7,000,000 $6,000,000 - $5,000,000 - $4,000,000 - $3,000,000 - $2,000,000 - $1,000,000 $0 Expenditure History Police Dept. 31% FY94 FY96 FY98 Budget FY95 FY97 Rev. Patrol 48% Service 21% Administration 6% Detention 9% Budget Highlights -Approved a FT Public Service Officer for detention. - FY98 includes one-time funding for a mobile data terminal, a microfilm reader, office furniture for dispatch, and automated external defilbrillators. - FY98 also includes a new payplan for public safety personnel which includes incentive (certification) pay. *Other funds supervised by our Chief of Police include the Crime Control & Prevention District, and the Drug Enforcement Agency fund. 75 Department: Police Location and Hours of Operation: 201 North Ector Drive, Building D Mission Statement/Purpose: Division/Activity: Administration Account #: 01-30-45 rt.t=_Narraive To provide the citizens of Euless professional, efficient police services including, but not limited to enforcement of Federal, State, and Local Laws; investigation of criminal offenses; crime prevention; prevention and investigation of traffic accidents; order maintenance; and community social services. Citizens trust and confidence in their police department is of central concern. This is addressed by insistence upon the maintenance of a high degree of integrity and professionalism among all police employees. Goals/Programs or Services: ➢Increase neighborhood watch programs. Have increase in overall crime of no more than 2%. Attain 75% clearance rate for index offenses. Provide prompt, courteous support and service to citizens. Have 0% increase in traffic accidents. FY97 Highlights/Accomplishments: ➢Doubled number of Neighborhood Watch Programs. ➢Attained a 75% clearance rate for index offenses. Provided prompt, courteous support and service to citizens with an average response time of 4 minutes. Significantly increased the amount of recovered stolen property. ➢Significantly increased the attendance at Town Hall Meetings. ➢Successfully renegotiated contract with INS, resulting in an approximate 100% increase in revenue from that account. FY98 Objectives: ➢Provide aggressive traffic enforcement in specific areas prone to high numbers of accidents to decrease the total number of accidents. ➢Continued reduction of residential burglaries. Continue emphasis on Neighborhood Watch Program. Major Budgetary Issues and Operational Trends: 1995 COPS FAST Grant expires in Spring of 1998 and we will begin picking up full salary. Training costs and requirements continue to escalate. Form 2 City of Euless DEPARTMENT: Police ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: TOTAL 'PERSONNEL: Full Time Part Time Input/Demand Output/Workload 1995-96 ACTUAL $228,568 $19,571 $0 $248,140 $01 4.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Administration REVISED 1996-97 BUDGET $232,457 $28,478 $0 $260,935 4.0 0.0 $0 1997-98 BUDGET BASELINE psUPPLEMENTAL SERVICES SERVICES $290,777 $45,655 $0 $336,432 $0 4.0 0.0 $0 PERFORMANCE MEASURES/SERVICE LEVELS: Efficiency Measuresllmpact M&O Budget per Capife Total # of Sworn Officers/1000 population Effectiveness Measures/Outcomes # Neighborhood Watch Programs # Neighborhood Watch Meetings Crime Rate per 1000 population *using 40,800 population '95 - '97 **using 41,500 population '98 $0 Manager's Fiscal Summary ACCOUNT #: 01-30-45 TOTAL PROPOSED $290,777 $45,655 $0 $336,432 $0 4.0 0.0 Actual 94-95 Actual 95-96 Revised 96-97 Budget 98 N/A 1.57 134.7* $6.14 1.66 15 40 140.7* $6.39 1.71 95 60 142.4* $8.17 1.85 120 100 108.4** 77 Department: Police Location and Hours of Operation: 201 North Ector Drive, Building D 24 Hours a day, 365 days a year Mission Statement/Purpose: Division/Activity: Patrol Account #: 01-30-46 rlratve` The mission of the Patrol Division is to continue to provide the most efficient and effective service possible and work in partnership with the community to continually improve the quality of life for all citizens of Euless. Goals/Programs or Services: ➢To develop partnership between citizens and permanent neighborhood officers. ➢To help increase active block watch programs by 50%. >To have zero percent (0%) increase in traffic accidents. ➢To have zero percent (0%) increase in number of accident related injuries. ➢To confine the increase in overall crime to no more than 2%. FY97 Highlights/Accomplishments: ➢Were able to keep a zero percent (0%) increase in traffic accidents. ➢Only had a slight increase in injury accidents. ➢Although overall crime is up slightly this year, our clearance rates are up, due in part to the District Officers identifying suspects and making arrests. FY98 Objectives: Provide aggressive traffic enforcement in specific areas prone to high numbers of accidents. Work with other City Departments, State Agencies and County Agencies to improve quality of life issues within the City. Continue to nurture our partnership with the community to garner support from the citizens in making the City a safer place to live. Major Budgetary Issues and Operational Trends: Continued training for all officers in problem solving skills and unconventional methods to solve conventional problems. A restructuring of the Patrol Division to provide more effective service to the citizens of Euless. 78 Form 2 City of Euless DEPARTMENT: Police ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Alarm Billings & Permits COPS FAST r TOTAL PERSONNEL: Full Time Part Time Input/Demand # Calls for Service OutpuUWorkload Citations Issued Warnings Issued Arrests Made 1995-96 ACTUAL $2,014,939 $85,467 $9,506 $2,109,913 $30,800 $50,682 $81,482 44.0* 13.0 ANNUAL BUDGET DIVISION/ACTIVITY: Patrol REVISED 1996-97 BUDGET $2,326,338 $101,744 $9,896 $2,437,978 $52,590 $157,665 $210,255 47.0* 13.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $2,468,425 $139,204 $10,400 $2,618,029 $0 $53,000 $222,772 $275,772 $0 50.0 13.0 PERFORMANCE MEASURES/SERVICE LEVELS EfficiencyMeasures/Impact M&O Buget per Capita Effectiveness Measures/Outcomes Actual 94-95 87,094 21,118 6,426 4,162 N/A * Increase in full time personnel due to Universal Hiring Grant. Actual 95-96 73,958 22,122 10,654 3,750 Revised 96-97 87,318 24,671 17,029 4,604 $51.99 j $59.44 Manager's Fiscal Summary ACCOUNT #: 01-30-46 TOTAL PROPOSED $2,468,425 1 $139,204 1 $10,400 1 $2,618,029 $53,000 $222,772 $275,772 50.0 13.0 Budget 98 87,000 25,000 9,000 3,000 $63.14 79 Department: I Division/Activity: Police j Criminal Investigation Division Location and Hours of Operation: 201 North Ector Drive, Building D 8:00 AM to 5:00 PM Monday through Friday (with call back ability) Contact: Mission Statement/Purpose: men Account #: 01-30-47 Joey Ziemian 817-685-1562 The Criminal Investigation Division (CID) investigates all alleged and suspected criminal activity reported to the police department. Personnel conduct follow-up investigation on criminal offenses, interview victims and witnesses, interrogate suspects, conduct crime scene searches to gather and process evidence and prepare criminal cases for prosecution. Provide expert courtroom testimony. CID also serves as the coordination point for the Attorney General's office for the Crime Victim's Assistance Program. Registers and maintains files on sex offenders. Goals/Programs or Services: Attain 60% case clearance for offenses classified Priority 1 and Priority 2 ➢ Increase stolen property recovery rate by 5% ➢Ensure TCLEOSE mandated training for all officers assigned to division Monitor Crime Victim Assistance Program Rotate 6 officers from Patrol Division through CID Monitor and track juvenile cases ➢Monitor illegal sale of alcohol and tobacco to minors ➢Continue to register sex offenders FY97 Highlights/Accomplishments: >Taking pro -active approach to case filings. Conducting quality investigations which result in better prosecutions. >Diversion of additional first offenders while tracking more serious juvenile crime. >Addition of new investigators. >Increase quality of case filings. >Established first offender program. FY98 Objectives: Continue to improve the quality of investigation assigned to the division while maintaining the clearance and property rate. D. Improve the method by which the investigators contact witnesses, victims, and suspects. D. Improve crime scene capabilities. Major Budgetary Issues and Operational Trends: ➢Loss of one lieutenant revenue from the Tarrant County Narcotics unit. ➢ Increase in the number of juveniles both as victims and suspects. 80 DEPARTMENT: Police ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Auto Theft Task Force T.C.N.I.C.U. * 1995-96 ACTUAL $723,265 $33,854 so $757,119 DIVISION/ACTIVITY: Criminal Investigation Division REVISED 1996-97 BUDGET $768,036 $42,928 $0 $810,964 $51,960 I $60,3701 ACCOUNT #: 01-30-47 • 1997-98 BUDGET BASELINE SUPPLEMENTALI TOTAL SERVICES SERVICES I PROPOSED $769,301 1 $769,301 $64,261 $64,261 $0 $833,562 $0 $833,562 $48,520 I $15,093 $48,520 $15,093 TOTAL $93,901 $112,330 $63,613 $0 $63,613 IPERSONNE144.0..".1.;.---,:;,:s.i.-::."';'..,fV4.,,,i.j."'f:":;V:d:41'4'W4-."-,..g,',S,"..:1',:;......:A';:---:41:MA.,..,-; I Full Time I 14.0 I 14.0 I 14.0 I I 14.0 1 Part Time I 0.0 I 0.0 I 0.0 I I 0.0 -:* PERFORMANCE MEASURES/SERVICE LEVELS iriPut/Dernand.n,n, $ Stolen Property Outp ut/VVorkloacI # Cases Cleared # Property Recovered # Juveniles Referred # Adult Cases Filed # Crimes Against Children Actual 94-95,'' $1506,602, 3,862 945,865 302 1,005 65 • Actual 95-96:1: .5,734 3,799 708,139 342 1,213 142 Revised 9647 5,563 $1,706,265 4,140 725,877 369 1,310 146 Budget 98 4,500 $1,460,911 4,512 731,347 398 1,414 150 Efficiency Measuresllmpact M&O Budget per Capita , - N/A $20.18 #CasesCleared per investipator',-;',„ 772 : . 633 564 . . , • , , , , ;;.•, • Effectiveness Measures/Outcomes % Property Recovered 62.8% 50.1% % Cases Cleared 70.3% 64.4% * New Program "Tarrant County Narcotics Intelligence Coordinating Unit". 50.6% 64.97% 55% 68% 81 ell t;e Olt Department: Division/Activity: Account #: Police Service 01-30-48 Location and Hours of Operation: 201 North Ector Drive, Building D, Contact Harland Westmoreland at 685-1540 Monday through Friday 8:00 AM to 5:00 PM Mission Statement/Purpose: The Service Division will provide, in an efficient and cost effective manner, twenty-four hour emergency communications, including 911; provide for the processing and storage of police records; and provide community programs and training directed at safety and quality of life issues. Goals/Programs or Services: ➢Increase the number of Neighborhood Watch Programs. ➢Increase attendance at Town Hall Meetings. ➢Increase the number of business and residential security surveys. FY97 Highlights/Accomplishments: ➢Continued all community service programs including youth programs. >Graduated two (2) additional Citizen Police Academies. >Certified each telecommunicator in Emergency Medical Dispatching. ➢Increased the number of Neighborhood Watch groups. ➢ Increased attendance at Town Hall meetings. ➢Increased the number of business security surveys. FY98 Objectives: ➢Provide additional training to each member of the Division. ➢Expand our community service programs. Major Budgetary Issues and Operational Trends: Funding for the training of our personnel and the continuation of our Community Services programs are critical to our continuing to provide exceptional service to our community. Of course, adequate staffing in all sections of the Department is also necessary. Form 2 City of Euless DEPARTMENT: I Police ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Youth Action Officers Wrecker TOTAL PERSONNEL: Full Time Part Time Input/Demand Calls for Service Offenses 1995-96 ACTUAL $911,782 $66,273 $14,859 $992,914 $181,532 $3,307 $184,839 23.0 3.0 ANNUAL BUDGET DIVISION/ACTIVITY: Service REVISED 1996-97 BUDGET $999,538 $86,883 $16,359 $1,102,780 $193,248 $3,000 $196,248 24.0* 3.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $1,031,703 $101,902 $16,436 $1,150,041 $0 $209,795 $3,000 $212,795 $0 24.0 3.0 PERFORMANCE MEASURES/SERVICE LEVELS Output/Workload Arrests Accidents Worked Records Processed Documents Microfilmed Efficiency Measures/Impact M&O Budget per Capita Effectiveness Measures/Outcomes Actual 94-95 87,094 5,497 4,162 872 18,730 67,978 N/A Actual 95-96 73,958 4,506 3,750 864 15,437 75,000 Revised 96-97 87,318 4,284 4,604 917 12,106 75,000 $24.21 $26.60 Manager's Fiscal Summan► ACCOUNT #: 01-30-48 TOTAL PROPOSED $1,031,703 $101,902 $16,436 $1,150,041 $209,795 $3,000 $212,795 24.0 3.0 Budget 98 87,000 4,500 3,900 900 12,000 75,000 $27.45 83 rnertt�larr��nie Department: Division/Activity: Account Police Detention 01-30-49 Location and Hours of Operation: 201 North Ector Drive, Building D, Contact Harland Westmoreland at 685-1540 Monday through Friday, office 8:00 AM to 5:00 PM; services provided 24 hours a day, 365 days a year Mission Statement/Purpose: To provide safe, secure, and sanitary environment for all individuals held in our Detention Facility in an effective and efficient manner and ensure that their constitutional rights are not infringed. To receive, process, maintain, and dispose of property taken into custody by the Department in an efficient and effective manner and in compliance with applicable laws. Goals/Programs or Services: Ensure that each detainee is held in a safe, secure, and sanitary environment and in a manner that does not infringe on their constitutional rights. Ensure that property is processed efficiently, effectively, and in accordance with the legal requirements. FY97 Highlights/Accomplishments: Renegotiated our contract with the Immigration and Naturalization Service, which is resulting in an approximate doubling of revenue from this source. FY98 Objectives: Provide certified Detention Officer training to each public service officer. Continue our relationship with Immigration and Naturalization Service. Major Budgetary Issues and Operational Trends: With increased jail population comes the need for additional staffing, additional training for the detention staff, and an increase in funds related to the care and feeding of inmates. 84 Form 2 City of Euless DEPARTMENT: Police ITEM PERSONNEL 'OPERATIONS CAPITAL TOTAL REVENUES: I.N.S. Jail Phone System TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $342,308 $49,169 $899 $392,377 $169,322 $169,322 11.0 0.0 FY 1997/98 Manager's Fiscal ANNUAL BUDGET Summary DIVISION/ACTIVITY: Detention REVISED 1996-97 BUDGET $359,830 j $77,0051 $1,000 $437,835 $273,900 j $4,800 j $278,700 11.0 0.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $373,806 $76,545 $0 $450,351 $220,000 $4,800 $224,800 11.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand I.N.S. Prisoners Processed I.N.S. Prisoners Man -Days City Prisoners Processed City Prisoners Man -Days TOTAL PRISONERS PROCESSED TOTAL PRISONERS MAN -DAYS Output/Workload Efficiency Measures/Impact M&O Budget per Capita Effectiveness Measures/Outcomes Actual 94-95 850 2,592 3,442 0 N/A Actual 95-96 557 3,187 2,862 6,305 3,419 9,492 $9.69 $26,130 $626 $0 $26,756 $0 1.0 0.0 Revised 96-97 931 5,983 3,874 6,449 4,805 12,432 $10.69 ACCOUNT #: 01-30-49 TOTAL PROPOSED $399,936 1 $77,171 1 $0 $477,107 $220,000 $4,800 $224,800 12.0 0.0 Budget 98 1,000 6,200 4,000 6,750 5,000 12,950 $11.55 85 This page intentionally left blank. ENfS/MC _ Provide Emergency Care and transportation _ Fire, Rescue, EMS, & Hazmat response _ Prevention/Action Education _ Physician Guided Medical Intervention Gen. Fund 79% $5,000,000 $4,000,000 $3, 000, 000 - $2, 000, 000 - $1, 000, 000 FIRE DEPARTMENT c Fire chief ) Lee Koontz ( Administration ) I 1 1 (suppresslonmescue) .z-nergency Ritmagemert) (Prevention/Education) _ Fire, Rescue, EMS, and Hazrmt Response — Fire Safety Inspections Pre -Fire Emergency Mitigation Disaster Response and Mitigation — Corrmunity Education Community Disaster — CPR Training Hazard Mitigation Critical Incident Juvenile Firesetter Response Emergency preparedness training Coordinate with Federal, State, and Local Agencies 1/' — — — Emergency Mgmt 0% 111 Fire Services 21 % Intervention — PhotographyMdeo — Srnoke Detector Program Expenditure History FY96 FY98 Budget FY95 FY97 Rev. School Fire Prevention Program EMS 28% Suppression 57% • Fire Marshal /) Investigation of fires and Explosions _ Inspection of new construction Annual inspection of commercial property — File Criminal Complaints — Issue Permits and CO's Review Bldg/Fire System plans Administration 8% Fire Marshal 4% Prevention 2% Budget Highlights - Approved 6 FT Paramedics to complete staffing of a second ambulance unit.. - FY 98 includes one time funding for a dictaphone radio/recorder system, a SCBA remote compressor & fill station, and the final payment for a fire pumper. -FY98 also includes a new payplan for public safety personnel which includes incentive (certification) and paramedic pay. 86 Form1 City of Euless Department: Fire Location and Hours of Operation: FY 1997/98 ANNUAL BUDGET Division/Activity: Fire Marshal Department Narrative Summary Account #: 01-40-23 201 North Ector Drive, Building A. Normal business hours of operation are from 8:00 AM to 5:00 PM. For purposes of special inspections or for fire investigations, members are subject to call out. Mission Statement/Purpose: The mission of the Euless Fire Marshal's Office is to protect and enhance the quality of life in Euless, Texas through a comprehensive program of services directed towards the preservation of life and property from the threat of fire or explosions, or related hazards by advocating, promoting and providing leadership in the prevention or mitigation of fires, explosions, fire related criminal activity or other conditions hazardous to life or property. Goals/Programs or Services: The goal of the Fire Marshal's office is to reduce the threat of potential fires and safety hazards within the community through a comprehensive inspection and permit program; determine cause and origin of fires or explosions and conduct the latent investigation when criminal activity has been detected or suspected. Fire Marshal's office investigates fires that are the result of criminal activity and develops the case from incident to prosecution. Fire Marshal's office also participates with other member cities to provide arson task force investigation and bomb or explosive disposal services. The Fire Marshal also develops and provides the community with educational opportunities through fire safety education materials and programs. FY97 Highlights/Accomplishments: Members of the Fire Marshal's Office and engine company personnel conducted 2,204 annual, semiannual and quarterly fire safety inspections and issued 339 fire permits for a total revenue of $27,344.93. This division conducted 150 fire investigations involving 307 man hours and filed 15 criminal offenses as a result. FY98 Objectives: >To increase the quantity and quality of the fire safety inspection program. >Provide for continuing education opportunities of the fire inspection and fire investigation personnel. ➢To add a full time fire and arson investigator who can also assist in conducting inspection activities. Major Budgetary Issues and Operational Trends: Increase in activity is stressing the capabilities of current manpower and affecting the quality of day to day operations. New construction and increasing demands on various projects has limited the time available for current staff to conduct inspections and investigation activities adequately and in a timely manner. This year's budget is once again reflecting the desire for a full time fire and arson investigator or provide a substantial increase in overtime funds to allow greater utilization of the shift investigators on a more regular basis. This budget also reflects funding to initiate the Knox Master Key retention system. 87 Form 2 City of Euless DEPARTMENT: Fire Department ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Fire Permits TOTAL PERSONNEL: Full Time Part Time Input/Demand 1995-96 ACTUAL $117,556 $14,613 $0 $132,168 $24,337 $24,337 2.0 0.0 FY 1997/98 Manager's Fiscal ANNUAL BUDGET Summary DIVISION/ACTIVITY: Fire Marshal's Office REVISED 1996-97 BUDGET $123,227 $22,431 $3,800 $149,458 $28,000 $28,000 2.0 0.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $122,953 $24,294 $3,600 $150,847 $0 $25,000 $25,000 $0 2.0 0.0 PERFORMANCE MEASURESISERVICE LEVELS Output/Workload # of Inspections # of Permits # of Citations/Warnings #DRC/Preconstruction Meetings # of Building/Fire Plans # of Investigations # of Offenses Filed Efficiency Measures/Impact M&O Budget per Capita Actual 94-95 Actual 95-96 Revised 96-97 783 312 15 139 186 207 21 N/A 900 296 32 125 156 150 15 790 495 51 144 200 160 24 $3.27 $3.57 Effectiveness Measures/Outcomes % Warnings from Inspections 1.92% 3.56% 6.46% ACCOUNT #: 01-40-23 TOTAL PROPOSED $122,953 $24,294 $3,600 $150,847 $25,000 $25,000 2.0 0.0 Budget 98 $3.57 88 Form1,. City of Euless. Department: Fire Location and Hours of Operation: FY :1997/98 NNUAL BUDGET Division/Activity: Emergency Management 201 North Ector Drive, Building A, (817) 685-1600 Monday -Friday 8:00 AM to 5:00 PM. After hours as needed Mission Statement/Purpose: Department Narrative Summary Account #: 01-40-24 To identify, prepare for, respond to and recover from any manmade or naturally occurring disaster that may strike the City of Euless. To mitigate the effects of disasters that may impact the citizens of Euless so as to continue with or improve their quality of life. Goals/Programs or Services: To maintain the City's operational readiness to respond to, and recover from, any manmade or natural disasters as they may occur. Specifically to maintain the City of Euless Emergency Operation Plan to meet the needs of the city, state and federal agencies. To seek out, through the mitigation process, any potential hazards in order to either eliminate the hazard or better prepare for the likelihood of its occurrence. To maintain a constant state of community wide readiness to respond to any manmade or naturally occurring disasters. Training regularly and conducting disaster exercises to improve our response skills and identify any areas of improvement within our emergency operation plan. To serve as the liaison between state and federal agencies during times of emergency. To provide public education and information regarding the City of Euless Emergency Operation Plan. FY97 Highlights/Accomplishments: Continued implementation of community indoor warning siren system for high hazard/high occupancy locations, including all City buildings. Successfully completed and received full credit from the State of Texas Division of Emergency Management for a full scale exercise of our emergency operation plan. Reviewed, revised and distributed updates of all annexes contained with our emergency operation plan. FY98 Objectives: Continue current mitigation process. Update emergency operation plan to meet changes within the City. Expand the availability of micro -sirens within the community and continue system implementation. Expand offering of public information regarding topics related to emergency management. Conduct functional exercise of emergency operation plan. Major Budgetary Issues and Operation! Trends: The possibility exists that federal contributions to emergency management grants may not be available in the coming fiscal year. We currently receive assistance through the SLA/50 program, whereby 25% of the emergency management coordinator's salary and benefits is matched with federal funds. 89 Form 2 City of Euless DEPARTMENT: Fire ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Emergency Management Grant TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $01 $3,5131 $01 $3,513 $11,068 $11,068 0.0 0.0 FY 1997/98 ANNUAL BUDGET DIVISION/ACTIVITY: Emergency Management REVISED 1996-97 BUDGET $0 $7,005 $0 $7,005 $17,952 $17,952 0.0 0.0 Manager's Fiscal Summary 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $0 $7,843 $0 $7,843 $0 $19,298 $19,298 0.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand Output/Workload Efficiency Measuresllmpact M&O per Capita Effectiveness Measures/Outcomes $0 Actual 94-95 Actual 95-96 Revised 96-97 N/A $0.09 $0.17 ACCOUNT #: 01-40-24 TOTAL PROPOSED $0 $7,843 $0 $7,843 $19,298 $19,298 0.0 0.0 Budget 98 $0.19 90 Form 1 City of Euless Department: Fire Location and Hours of Operation: 201 North Ector Drive, Building A Hours 8:00 AM to 5:00 PM Mission Statement/Purpose: FY 1997/98 ANNUAL BUDGET Division/Activity: Administration Department Narrative Summary Account #: 01-40-40 To effectively and efficiently fulfill the obligation of delivering, at the highest level of competency possible, fire suppression, rescue, emergency medical care, fire prevention/inspection, fire safety education, fire investigation and any other service we are equipped, trained or capable of providing to the citizens and visitors of Euless, Texas. Goals/Programs or Services: This division is responsible for personnel management, budget, payroll, research and development, records management and public information. Our goal is to provide the services requested by our stakeholders at the highest level of customer satisfaction possible. FY97 Highlights/Accomplishments: Have been able to adequately handle an increase in workload during the transition of a changing clerical staff. FY98 Objectives: ➢To complete the transition from the current fire reporting software to the new system prior to 2nd quarter of FY97-98. Increase training of staff in the area of providing a high level of customer service and satisfaction. >Provide support for all staff members. ➢ Do what it takes to keep us the BEST. Major Budgetary Issues and Operational Trends: Bring salaries up to retain staff. ➢ Purchase new furniture to provide a better work environment for staff. 91 Form 2 City of Euless DEPARTMENT: Fire ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: TOTAL PERSONNEL: Full Time Part Time Input/Demand Output/Workload Efficiency Measures/Impact M&O Budget per Capita Effectiveness Measures/Outcomes 1995- 96 ACTUAL $213,476 $9,767 $0 $223,242 $0 4.0 0.0 FY 1997/98 ANNUAL BUDGET DIVISIONIACTMTY: Administration REVISED 1996-97 BUDGET $222,938 $20,348 $8,200 $251,486 4.0 0.0 $0 Manager's Fiscal Summary. 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $281,6371 $21,250 } $O $302,887 $0 $0` 4.0 0.0 1 PERFORMANCE MEASURES/SERVICE LEVELS Actual 94-95 Actual 95-96 Revised 96-97 N/A $5.53 $5.96 ACCOUNT #: 01-40-40 TOTAL PROPOSED $281,637 $21,250 $0 $302,887 4.0 0.0 Budget 98 $7.33 $0 92 Form 1 City of Euless Department: Fire Location and Hours of Operation: FY-1997/98 - ANNUALBUDGET Division/Activity: Emergency Medical Service 201 North Ector Drive, Building A (817) 685-1600 Monday - Friday 8:00 AM to 5:00 PM, after hours as needed Mission Statement/Purpose: _Department Narrative Summary Account #: 01-40-41 To effectively and efficiently fulfill the obligations of delivering, at the highest levels of competency, emergency medical care and transportation for the citizens and visitors of Euless, Texas. Goals/Programs or Services: Provide service necessary to conserve life, alleviate suffering and encourage equal availability of emergency medical care. This service may range from public education aimed at first aid training, pre -arrival medical instructions from an emergency medical dispatcher, initial care from a first responding engine company all the way up to, and including, advanced life support care into the hospital setting. Additionally, to provide public information regarding the emergency medical service (EMS) system of our community. FY97 Highlights/Accomplishments: Raised Paramedic staffing from 55% to 67%. We have educated and trained Department Paramedics in advanced, life saving, and emergency surgical procedures for the management of traumatic conditions. Successfully managed a 10% increase in call for service volume as compared to FY95-96. Implemented Emergency Medical Dispatching program. FY98 Objectives: Continued improvement in availability and level of emergency medical service. Expand staff to provide manning of an additional primary ambulance to handle increasing call volume. Increase staffing of Paramedics. Major Budgetary Issues and Operational Trends: The impact of managed care concerns coupled with the increasing population of our community and the number of persons without access to primary health care has placed an increased work load upon our system. This, along with increasing regulations from state and federal agencies regarding emergency medical services, results in increased operational costs. 93 Form 2 City of Euless DEPARTMENT: Fire ITEM ;PERSONNEL ;OPERATIONS CAPITAL TOTAL REVENUES: Ambulance TOTAL PERSONNEL: Full Time Part Time Input/Demand 1995-96 ACTUAL $508,182 $59,129 $7,380 $574,691 $211,976 $211,976 10.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Emergency Medical Service REVISED 1996-97 BUDGET $644,518 $71,970 $2,606 $719,094 $199,934 $199,934 13.0* 0.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $660,900 $92,200 $3,000 $756,100 $200,000 $234,936 $0 $0 $234,936 $200,000 $0 13.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Emergency Medical Calls in City of Euless Output/Workload Mutual Aid Given Mutual Aid Received Efficiency Measures/Impact M&O Budget per Capita Effectiveness Measures/Outcomes 6.0 Actual 94-95 Actual 95-96 Revised 96-97 1,450 1,449 1,235 28 23 23 17 23 20 N/A * Approved 3 additional Firefighter/Paramedics in FY97. 94 $14.04 $17.54 Manager's Fiscal Summary ACCOUNT #: 01-40-41 TOTAL PROPOSED $895,836 $92,200 $3,000 $991,036, $200,000 ! $200,000 I 19.0 0.0 Budget 98 $23.92 Form 1 City of Euless Department: Fire Location and Hours of Operation: Fire Station #1 - 201 E. Ash Lane Fire Station #3 - 201 W. Euless Blvd. Mission Statement/Purpose: To effectively and efficiently fulfill the obligation of delivering, at the highest level of competency possible: Fire suppression, rescue, emergency medical care, fire prevention and inspection, fire safety education, fire investigation, and any other service we are equipped, trained, or capable of providing. FY 1997198 ANNUAL BUDGET Division/Activity: Suppression Department Narrative Summary Account #: 01-40-42 Fire Station #2 - 1100 Westpark Way The stations are manned by three 24 hour shifts. Goals/Programs or Services: This division is staffed by 33 certified firefighter/EMS personnel who provide fire suppression, rescue and related activities 24 hours a day. FY97 Highlights/Accomplishments: ➢Implementation of Incident Management System and Accountability System designed to increase proficiency and safety at the emergency scene. These systems are vital for major, multi -agency incidents and have proven very successful. ➢Establishment of shift live -fire training exercises utilizing DFW International Airport's training facility in order to meet mandated training requirements. ➢Successful completion of promotional testing and smooth transition of personnel into the new positions. Hiring of six new employees - four Firefighter/Paramedics and two Paramedics who have completed the Dallas Fire Academy, of which three are replacement and three are new hires. ➢Successful completion of National Fire Academy courses by department personnel. Such programs will allow personnel to receive higher levels of certification through the Texas Fire Commission. Specifications completed and contract awarded for new 1500 GPM triple combination pumper. ➢Placement of Battalion Chiefs into a command vehicle which does not restrict their movement due to having rescue equipment on their vehicle. ➢Implementation of carbon monoxide monitoring program. Program is designed to allow for rapid response, inspection, and monitoring of this highly toxic gas in the homes and businesses of our City. FY98 Objectives: Completion of additional National Fire Academy courses. ➢Complete and occupy the "new" Fire Station #2 in the current City shop. ➢ Receive and place in service the new fire engine. ➢Establish a comprehensive fitness/wellness program for the Department, including a critical incident stress debriefing system. Recruit and hire additional firefighter/paramedics. >Continue the development of a strong officer corps and the interaction of this team with Fire Administration. ➢ Improve our customer service base. Emphasis will be placed on this, along with other new topics in this year's promotional examinations. ➢ Lay the ground work for a "regional" fire dispatch system for the cities of Northeast Tarrant County. Computerization of the Battalion Chiefs' vehicles and additional response and reporting capabilities within the Department. Major Budgetary Issues and Operational Trends: ➢ Hiring of additional personnel for Fire Suppression. ➢Implementation of a Fire CAD system and the ground work necessary to establish a "regional" fire dispatch system and creating redundancy for the current radio system through the Embassy/Ambassador switch. ➢Improvement and implementation of joint fire training, operations, and common areas of interest with neighboring departments. 95 Form 2 City of Euless DEPARTMENT: Fire ITEM PERSONNEL OPERATIONS CAPITAL TOTAL 1 REVENUES: TOTAL PERSONNEL: Full Time Part Time Input/Demand Total Alarms Structure Fires Vehicle Fires Mutual Aid Received OutputlWorkload Mutual Aid Given 1995-96 ACTUAL $1,835,937 $98,186 $6,6651 $1,940,788 $01 33.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Suppression REVISED 1996- 97 BUDGET $1,910,542 $102,545 $18,416 $2,031,503 33.0 0.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $1,915,536 $114,376 $19,140 $2,049,052 $0 $0 $0 $0 33.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Efficiency Measuresllmpact M&O Budget per Capita Effectiveness Measures/Outcomes Fire Related Civilian Injuries Fire Related Personnel Injuries % Property Damage/Total Property Value Actual 94-95 1 3,774 1 74 53 64 N/A .044% 1321 Actual 95-96 4,098 73 48 59 Revised 96-97 1 3,637 1 62 38 99 87 $47.87 $49.28 7 7 3 3 .096% 3 2 .062% Manager's Fiscal Summary ACCOUNT #: 01-40-42 TOTAL PROPOSED $1,915,536 $114,376 $19,140 $2,049,052 33.0 0.0 Budget 98 4,078 78 51 62 100 $49.15 6 4 $0 96 Form 1 FY 1997/98 City of Euless ANNUAL BUDGET Department: Division/Activity: Fire Education/Prevention Location and Hours of Operation: 201 North Ector Drive, Building A, (817) 685-1605 Monday - Friday 8:00 AM to 5:00 PM Mission Statement/Purpose: Department Narrative Summary Account #: 01-40-44 The mission of the Euless Fire Department's public education section is to reduce the number of fires and fire burn injuries to the citizens of Euless. In order to accomplish this, we will assist the citizenry through increased public education emphasizing the benefits of proactive prevention measures and survival techniques to enable them to protect themselves from the perils of fire and injury by fire. Goals/Programs or Services: The public education section utilizes current and proven educational programs and techniques in teaching fire and burn safety and survival techniques to all age groups of private and business consumers. This division provides a Juvenile Fire Setter Program for children who have played with or set fires, as well as their parents. The division also provides Public Information to the news media and other citizens on the activities of the fire department. In addition, the public education section provides photographic services for the fire department and other departments in the City upon request. FY97 Highlights/Accomplishments: >The Euless Fire Department (EFD) is continuing its program to purchase a Fire Safety Trailer. The financing of this program is being accomplished with donations from citizens, local companies and organizations. >The EFD, in conjunction with the Kiwanis, Rotary Club, Channel 5 and Radio Shack has installed approximately 100 smoke detectors this year. The EFD has initiated steps to a Civilian Fire Academy for persons who would like to be involved in the life safety aspects of the fire service or have a better understanding of the fire service. >We have updated the literature and program for kindergarten age children. FY98 Objectives: Complete the fund raising project for the Fire Safety Trailer. >Analyze existing Juvenile Fire Setter Program and update the Juvenile Fire Setter Manual. >Analyze the Citizen Fire Academy and make necessary changes. Major Budgetary Issues and Operational Trends: >There has been an increase in requests for services by citizens, schools and businesses to provide a greater number of diversified and specialized programs and services. >Specialized events such as Arbor Daze, Neighborhood Night Out, 4th of July Parades, Parade of Lights, Town Hall Meetings, D.A.R.E Graduation, Every 15 Minutes, and Fire Prevention Month activities are creating a strain on personnel and present budget. >The addition of a Fire Safety Trailer and continuation of the Citizen Fire Academy will require more personnel, time, teaching aids, and printed material. 97 1995-96 ACTUAL $58,423 DEPARTMENT: Fire ITEM PERSONNEL OPERATIONS $6,282 I CAPITAL $0 $1,400 TOTAL $64,705 I $72,372 . , . • DIVISION/ACTIVITY: Education/Prevention TOTAL $0 PERSONNEL: Full Time 1.0 Part Time 0.0 REVISED 1996-97 BUDGET $61,699 $9,273 $0 • 1.0 0.0 Manager's Fiscal Summary ACCOUNT #: 01-40-44 1997-98 BUDGET BASELINE UPPLEMENTAL TOTAL SERVICES I SERVICES PROPOSED $61,569 I $61,569 $11,6311 $11,631 $01 $0 $73,200 I $0 $73,200 $o 1.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS $0 $0 1.0 0.0 InputIDemand'f,' Actual 94-95 Actual 95-96 Revised 96-97 . Budget 98 - : „ .. „ „ , „„ •.• , .• = OutputANorkload # of Classes/Programs 230 266 Public Relations Projects 25 36 PhotoNideo Services Material Distributed Special Projects Efficiency,Measures/Impact M&O Budget perCapitaN/. - Effectiveness Measures/Outcomes # of People in Classes/Programs % Pop. Affected by Programs 29,000 70.9% $1.60 36,595 90.2% * Recreation Center was closed for renovations part of the summer. 246 17 73 35,500 24 37,000 * 21.6% 280 45 75 35,750 26 37,250 90.2% 98 This aaae intentionally left blank. Facilities Maim — Fleet Services — Facilities Services Gen. Fund 91% $2,000,000 $1,500,000 - $1,000,000 - $500,000 - SUPPORT SERVICES C,D=D _ Franchise Fees & Other Contracts — Purchase Orders — Computer Purchases — Contracts — Computer Maintenance — Proposals/Bids — Computer Standards — Procurement — Personnel 15% ...NI Support Svcs. 9% Purchasing 2% Expenditure History $0 —1\'".'. \. FY94 FY96 FY98 Budget FY95 FY97 Rev. In FY96, Personnel, Information Services, Library, and Purchasing were added to this budget. Policies New Hires _ Retirement Civil Service — Provide reading material — Promote reading & learning. — Provide references & assis Facility Maint. 30% Admin. Svcs. 7% Info Services 14% Library 33% Budget Highlights - Approved a FT Computer Technician to replace part time help. - FY98 includes one time funding for the following: a Human Resources software package; AC/heater units, roof repairs, new carpet, light fixtures and rennovations to various city buildings; new computer hardware and software; new signs for the entire city campus; and an upgrade to the current voice mail system. *Support Services also manages Benefits/Insurance, Worker's Comp/Risk Management, Service Center, Vehicle Replacement, Recycling and Geographic Information Systems. 99 • Form 1 ', ;:_ Department Narrative .q, City Qf Euless r •ANNUALBUDGET r � Summary __ _ Department: Division/Activity: Account #: Support Services Location and Hours of Operation: 201 North Ector Drive, Building C 8:00 AM to 5:00 P.M., Monday through Friday Mission Statement/Purpose: Data Processing 01-50-16 To provide timely and competent computer services to the various City departments. To remain informed on computer related topics and apply that knowledge to work flow analysis to create more efficient processes with the city organization. Goals/Programs or Services: Provide in-house support for both software and hardware, and to assist other departments in systems selection, implementation, and operation. FY97 Highlights/Accomplishments: >Selection and implementation of Wide Area Network connecting remote City operations. ➢Implementation of Fire Reporting System. ➢Selection and implementation of Golf Management System. >Assisted in moving various City departments during building renovation efforts (i.e. Engineering, Development, Public Works, Recreation, Personnel, Insurance, and Service Center). FY98 Objectives: >Selection and implementation of Finance Management System. ➢Implement standardized network data backup system. >Upgrade network software to standardize system. >Hire full time employee to assist with software/hardware issues. Major Budgetary Issues and Operational Trends: Budgetary - Use Computer Fund to purchase new Finance Management System. This is the most important computer system in the City, encompassing such areas as accounts receivable/payable, purchasing, and utility billing. Operational - Hire new employee to assist with software/hardware issues. Current staff is unable to respond to requests for service in a timely manner. We are falling behind in implementing projects. We need the extra help desperately. 100 Form 2 City of Euless DEPARTMENT: Support Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL 1 REVENUES: TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $75,578 $69,009 $1,677 $146,264 1.0 1,0 ANNUAL BUDGET DIVISION/ACTIVITY: Data Processing REVISED 1996-97 BUDGET $79,539 $95,510 $1,569 $176,618 1.0 1.0 Manager's Fiscal Summary ACCOUNT #: 01-50-16 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $65,389 $39,359 $117,229 $0 $750 $182,618 $40,109 1.0 1,0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand Mini Computers Displays Printers PC CPU's PC Printers PC Work Group Hubs LAN Servers LAN Printers Output/Workload PC Hardware Fixes PC Upgrades SW Indstallations SW Trouble Shoots RPG Program Fixes Queries RPG Program Fixes Efficiency Measures/Impact M&O Budget per Capita Effectiveness Measures/Outcomes Actual 94-95 N/A 101 Actual 95-96 2 50 10 200 100 10 4 6 200 20 50 200 40 30 40 1.0 (1) Budget 96-97 2 50 10 200 100 10 4 6 200 20 50 200 40 30 40 $3.58 $4.29 TOTAL PROPOSED $104, 748 $117,229 $750 $222,727 1.0 0.0 Budget 97-98 $5.37 Form 1 City of Euless Department: FY 1997/98 ANNUAL BUDGET Division/Activity: Department Narrative Summary Account #: Support Services Personnel 01-50-19 Location and Hours of Operation: 201 North Ector Drive, Building B 8:00 A.M. to 9:00 P.M., Monday through Friday Mission Statement/Purpose: The mission of the Human Resources Department is to provide support services to all city departments in the areas of recruiting, training, testing, assessments, and records retention. The Human Resources Department must ensure compliance with mandates established by the City of Euless, State of Texas, and United States Government. Goals/Programs or Services: The primary goal of this department is to compile, maintain, assist in coordinating, evaluate, and to develop a computerized data base and tracking system to more efficiently track applications, employee absenteeism, and other personnel activities. Our goal is to respond to citizen, staff, and employee needs for information in a timely manner. The City of Euless desires to stay competitive with the Metroplex's salaries in order to recruit and retain the best staff possible. FY97 Highlights/Accomplishments: The Human Resources Department has accomplished many objectives this year: job descriptions have been revised; training/staff development programs were expanded (i.e. supervisor and customer service). Civil Service rewrite; job codes updated; Fire Department promotional testing and assessments. FY98 Objectives: The Human Resources Department will implement and administer a new testing process which will increase productivity and efficiency. A human resource computer software package will also be utilized. The Human resources training programs will be expanded. Major Budgetary Issues and Operational Trends: The Human Resources Department will implement and administer a new computer software package to increase productivity and efficiency. The package(s) will assist in tasks such as tracking applicants, employee absenteeism, training, discipline, evaluations, turnover, etc. Due to increased demand and workload, the overtime cost will need to be increased. Requesting one full-time clerk due to increase in workload. 102 Form 2 City of Euless DEPARTMENT: Support Services ITEM 'PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $116,121 $91,782 $0 $207,902 $0 3.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Personnel REVISED 1996-97 BUDGET $121,001 $108,973 $0 $229,974 $0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $120,553 $111,100 $0 $231,653 $0 3.0 3.0 0.0 1 0.0 $0 - PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand _ - Actual 94-95 Total # City Employees _ = 275 # Employees Hired • - 56 # Employees Terminated/Retired 88 Part -Time to Full -Time Switches # of Interest Cards Received 800 # of Applications Received ' 785 •• Output/Workload # of Completed Surveys # of Completed Reference Checks # of Positions Posted # of Employee Orientations # of Policy Updates # of Fire Entrance Tests # of Other Tests # of Promotion Tests Civil Service Hours Interview Testing Hours Orientation Hours Efficiency Measures/Impact Advertising Cost per Recruitment Avg. Applications per Position Posted M&O Budget per Capita - - Effectiveness Measures/Outcomes Turnover Rate 3 26 280 50 75 250 250 Actual 95-96 370 100 68 10 705 1,469 3 50 350 60 200 400 400 -- N/A I $5.15 9.19°/ 7.32°/c $0 Manager's Fiscal Summary. ACCOUNT #: 01-50-19 TOTAL PROPOSED $120,553 $111,100 $0 $231,653 3.0 0.0 $0 Budget 96-97 Budget 97-98 462 493 145 98 17 405 1,452 115 197 221 123 12 44 174 35 61 443 615 $182.70 6.6 $5.63 10.34% $5.61 103 Form City of Euless FY 1997/98 ANNUAL BUDGET Department: Division/Activity: Support Services Administrative Services Location and Hours of Operation: 201 North Ector, Building A Monday through Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: Department Narrative Summary Account #: 01-50-35 To supervise facilities maintenance, franchises, as well as Purchasing, Human Resources, Information Services, and Library Departments. This department also manages Benefits/Insurance, Workers Compensation/Risk Management, Service Center, Vehicle Replacement, Recycling, and Geographic Information Services. Goals/Programs or Services: The goal of Administrative Services is to provide professional support services to the City. Each area functions as customer service. FY97 Highlights/Accomplishments: Remodeling of Buildings B and C, survey for solid waste/recycling, further consolidating purchasing, revising civil Service Regulations, successful installation of computer server network, remodeling of Midway Recreation Center. FY98 Objectives: Complete facilities and fleet consolidation to new facility. Negotiate new franchises for solid waste/recycling. ➢Consolidate citywide purchasing. >Connect off -campus facilities with server. ➢Increase Library meeting room utilization. Major Budgetary Issues and Operational Trends: 104 Form 2 City of Euless DEPARTMENT: Support Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Lone Star Gas TCI Cable TU Electric Tower Lease Garbage - Sanitation 02 Garbage - Franchise SW Bell Recycling Franchise TOTAL PERSONNEL: Full Time Part Time J Input/Demand Output!Workload 1995-96 ACTUAL $94,181 $2,241 $0 $96,423 $131,337 $152,474 $1,204,573 $23,774 $80,848 $80,848 $346,430 $13,542 $2,033,826 1.0 1.0 ANNUAL BUDGET DIVISION/ACTIVITY: Administrative Services REVISED 1996-97 BUDGET $101,367 $2,672 $0 $104,039 $140,000 $152,903 $1,262,375 $37,000 $85,000 $85,000 $364,000 $13,376 $2,139,654 .5* 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $100,928 $3,060 $0 $103,988 $0 $140,000 $149,845 $1,300,246 $37,000 $85,000 $85,000 $ 369,240 $13,376 $2,179,707 $0 1.5 0 PERFORMANCE MEASURES/SERVICE LEVELS: Efficiency Measures/Impact M&O Budget per Capita Effectiveness Measures/Outcomes Actual 94-95 Actual 95-96 Revised 96-97 N/A $2.39 $2.55 Manager's Fiscal Summary ACCOUNT #: 01-50-35 TOTAL PROPOSED $100,928 1 $3,0601 $01 $103,988 1 $140,000 $149,845 1 $1,300,246 $37,000 $85,000 $85,000 $369,240 $13,376 $2,179,707 1.5 0 Budget 98 * Upgraded clerk from part-time to full-time and split between General Fund and Water & Sewer Fund. $2.52 105 - Form '1 City of gulps s ANNUAL BUDGET Department: Division/Activity: Support Services Purchasing Location and Hours of Operation: 201 North Ector Drive, Building A 8:00 A.M. to 5:00 P.M., Monday through Friday Mission Statement/Purpose: Department Narrative Summary Account #: 01-50-36 To conduct all purchases in accordance with state laws. To foster an understanding and appreciation of sound purchasing policy and procedures throughout all departments of the City is utmost. We are responsible for obtaining the lowest possible price and highest quality consistent with delivery terms. To maintain continuity of supply to support ongoing services, operations, and construction services furthers our goals. Goals/Programs or Services: The Purchasing Department is charged with the responsibility to advise the user department of any unusual delays in delivery schedules, to be responsible for service, and to maintain sufficient quantities of inventoried supplies for the benefit of all City departments. FY97 Highlights/Accomplishments: The Purchasing Department has maintained efficiency throughout FY97, providing all departments with the supplies and services requested on a timely basis. All purchase orders are processed within one day of receipt, and all bids and proposals are processed within two days of receipt. FY98 Objectives: Continue providing prompt, efficient service to all departments for their supplies and/or service. The Purchasing Department is now researching Internet possibilities to post all requests for bids in an effort to increase competition among vendors and to reduce costs. Major Budgetary Issues and Operational Trends: The Purchasing Department anticipates an approximate 50% increase in advertising costs associated with the merger of Mid -Cities News into the Dallas Morning News. New City programs, I.e. Golf Course, Athletic Complex and new bid items, have increased purchasing workload; however, no new programs are being proposed. 106 Form 2 City of Euless DEPARTMENT: Support Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $26,788 $3,393 $0 $30,181 I 0.5 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Purchasing REVISED 1996-97 BUDGET $26,461 $6,030 $0 $32,491 0.5 0.0 $0 Manager's Fiscal Summary ACCOUNT #: 01-50-36 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $25,307 $6,875 $0 $32,182 $01 0.5 0.0 $0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand OutputNVorkload # of Formal Bids Prepared (# of PO's Issued !$ Amount of PO's Issued # of RFP's Issued # of Deliveries Received # of Dept. Orders Processed # of Cities in Local Purchase Agreement # of Bid Requests Mailed 1 Efficiency Measures/Impact 1% PO's Issued in >1 Day 1% RFP's Issued in > 2 Days I% of End of Month Reports submitted in >5 days jM&O Budget per Capita Effectiveness Measures/Outcomes Response to Bids Issued Actual 94-95 30 220 N/A 888 pkgs. 1,725 0 N/A 107 Actual 95-96 $0 Revised 96-97 48 48 225 1 296 $4,542,739 I 4,431,295 5,072 items 1,811 items 1,216 1,988 2 3 258 100% 100% 100% $0.75 $0.80 38.6% TOTAL PROPOSED $25,307 $6,875 $0 $32,182 0.5 0.0 Budget 98 45 225 5,000,000 5,500 items 1,500 4 450 90% 90% 100% $0.78 50% $0 Form 1 (` FY 1997/98 City of Euless ANNUAL BUDGET Department: Division/Activity: Support Services Facility Maintenance Location and Hours of Operation: Fleet and Facility Operations located at 1515 Westpark Way Monday through Friday, 7:30 AM to 4:30 PM Mission Statement/Purpose: Department Narrative Summary Account #: 01-50-37 To provide citizens and city staff with safe and accessible facilities. To maintain the city's investment in building structures and related equipment. Goals/Programs or Services: To ensure facilities are energy efficient and correctly maintained, and to ensure aesthetics. FY97 Highlights/Accomplishments: >Building B remodel. >Building C remodel. >Combining Facility Maintenance and Fleet Services into one location. >Replaced ice machines in Police Department, Building A, and Building B. >Alarm system installations and monitoring for all major City buildings. FY97 Objectives: >Upgrade telephone system in major user departments. >Replace light fixtures and poles at Midway Recreation Center. >Carpet replacement major City buildings. ➢ Upgrade City Hall campus trim. ➢Interior remodel of Ruth Millican Center. MajorBudgetarylssues and Operational Trends: ➢Interior modifications needed to some City buildings to bring them within ADA compliance. >Roof leaks on older City buildings are still a problem, and replacements will have to be addressed in the near future. 108 Form 2 City of Euless DEPARTMENT: Support Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $151,409 $232,413 $6,313 $390,136 5.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Facility Maintenance REVISED 1996-97 BUDGET $163,578 $283,187 $0 $446,765 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $162,691 $308,121 $0 $470,812 $0 $0 $0 $0 $0 5.0 0.0 5.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand Facilities Traffic Intersections Flashing Signal Zones Tons of Refrigeration Control Units Output/Workload Special Projects Efficiency Measuresllmpact M&O Budget per Capita Effectiveness Measures/Outcomes Actual 94-95 40 11 9 1 million N/A Actual 95-96 41 11 9 1 million Revised 96-97 43 12 10 1.2 million 6 7 $9.50 $10.94 Manager's Fiscal Summary ACCOUNT #: 01-50-37 TOTAL PROPOSED $162,691 $308,121 $0 $470,812 5.0 0.0 Budget 98 48 12 10 1.5 million 10 $11.40 $0 109 Department: Support Services Location and Hours of Operation: 201 North Ector Drive, Building E. Monday, Tuesday, Thursday 10am-9pm; Wednesday 10am-6pm; Friday, Saturday 10am-5pm; Sunday 1pm-5pm Mission Statement/Purpose: Division/Activity: Library Department Narrative Summary Account #: 01-50-54 To serve the continuing informational, educational, cultural and leisure needs of citizens of all ages. To provide the community with the best possible materials in various formats. To promote the joy of reading and learning. To be an independent learning center for users of all ages. To provide timely, accurate and useful information for the community. Goals/Programs or Services: Increase information access for all library users. Increase percentage of citizens who use the library. Continue cooperative programs with public and private schools and with users who are home schooled. Increase outreach to community groups. FY97 Highlights/Accomplishments: Completed plan and move to new facility. Relocation included a new check-out procedure for materials; therefore, all patrons were re -registered. Evaluated entire book and non -book collection of the Library. Increased the number of items in the collection. Worked closely with HEB ISD librarians to provide service to students. Selected new automation system to provide easier access to materials. FY98 Objectives: Continue to showcase the new library to citizens through guided tours, both organized and informal. Increase programming for children. Provide new programs for adults. Encourage non -users to become library users by providing opportunities for off -site library card registration. Initiate Internet access and use. Investigate cooperative opportunities with area libraries, schools, colleges and other entities. Major Budgetary Issues and Operational Trends: Community expectations for materials and service remain high. Visibility of new facility attracts more users, requiring more materials and more staff to serve them. Staff must have continuous training to provide the level of services demanded by the community. 110 Form 2 City of Euless DEPARTMENT: Support Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: > > Library Fines Lost Material Copy Machine TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $395,683 $44,772 $35,717 $476,172 $10,486 $600 $3,000 $14,086 9.0 7.0 ANNUAL BUDGET DMSIONIACTIVITY: Library REVISED 1996-97 BUDGET $416,470 $46, 544 $38,187 $501,201 $25,000 $700 $4,000 $29,700 9.0 7.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $422,505 $56,938 $40,600 $520,043 1 $0 $25,500 $700 $4,000 $30,200 9.0 7.0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand Total Active Library Cards Current Holdings Output/Workload Items Circulated Video Cassettes Circulated New Books Added Books Withdrawn Children's Programs Interlibrary Loans Efficiency Measures/lmpact M&O Budget per Capita Effectiveness Measures/Outcomes Attendance at Story Time Sessions Reference Questions Answered $01 Actual 94-95 Actual 95-96* Revised 96-97 25,542 7,952 13,269 61,311 61,626 64,258 177,000 28,000 6,000 3,700 750 N/A 20,000 159,856 28,225 7,337 440 525 $10.90 210,703 44,001 13,063 4,943 271 462 $11.33 5,050 20,500 16,506 Manager's Fiscal Summary ACCOUNT #: 01-50-54 TOTAL PROPOSED $422,505 $56,938 $40,600 $520,043 $25,500 $700 $4,000 $30,200 9.0 7.0 Budget 98 23,000 73,500 200,000 35,000 10,500 500 400 400 $14.03 6,000 21,000 * Library operations were halted during the month of June 1g96 for relocation to new building. Relocation includes a new check-out procedure for materials; therefore all patrons are being re -registered. 111 This pace intentionally left blank. Planning — Land Development — Planning & Zoning Gen. Fund 96% $1,200,000 $1,000,000 - $800,000 $600,000 - $400,000 - $200,000 DEVELOPMENT 7 J Director Bo Bass Inspection Services Environmental Health — Code Enforcement — Food Handlers Pernts — Building Permits Expenditure History $0 _,,a,x \; \,, _,�4 -FY98 includes one time funding for an FY94 FY96 FY98 Budget aerial photo of the city and specific FY95 FY97 Rev. area plans(phase I). Development 4% — Health Inspections & Permits Inspection Serv. 52% Budget Highlights - Reorganization of the activities within this department resulted in the apparent disparity of the expenditures since 1994. - Approved a full time clerk, plans examiner, and code enforcement officer. 112 of Eat ess �.. ANNUAi..TBUDGET Department: Division/Activity: Development & Planning Planning Location and Hours of Operation: 201 North Ector, Building C Monday through Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: 997/9$ Department Narrative Summary Account #: 01-60-32 To assist the City Council and Planning and Zoning Commission 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 land development control ordinances, policies and plans. Goals/Programs or Services: >Coordinate the activities of and prepare agendas, packets and minutes for the Development Review Committee, Planning & Zoning Commission, Board of Adjustments, Fence Variance Board, Capital Improvements Advisory Committee, and Street Naming Committee. >Assist developers and citizens in making application for rezoning, platting, site plan approval, specific use permits, and other land use related applications and coordinate the Development Review Committee's review, evaluation, and reporting on these applications to the appropriate Board or Commission. >Coordinate the review, update and maintenance of the City's Master Plan, Official Zoning Map, Unified Development Code, Impact Fees and other land use related plans, ordinances, and policies. FY97 Highlights/Accomplishments: >Adoption of the 1997 update of the Comprehensive Land Development Plan. Initiation of the Official Zoning Map update. Revisions to the Unified Development Code pertaining to automotive uses within the C-2 zoning district, minimum size on auto dealerships, and the minimum masonry requirements. >Maintained an acceptable level of service in the face of a three fold increase in commercial and multifamily development despite no increase in staffing levels. FY98 Objectives: Maintain control over development activities and to more effectively orchestrate development activities from their planning stages through their completion. ➢Complete Citywide rezoning effort and additional UDC amendments. Implement "Specific Area Plans" for the redevelopment and revitalization of specific areas of the City. >Reduce turnaround time for development review and increasing the comprehensiveness of the review. Major Budgetary Issues and Operational Trends: Official Zoning Map Update will necessitate additional funding to notify property owners of proposed rezoning. Specific Area Plans will necessitate the hiring of consultants to extend staff capabilities and speed results or hire a junior staff member to provide senior staff time to focus on the long range plan development and implementation. >Development activity and project review has increased threefold over the past year and will place a greater burden on existing staff and may jeopardize timeliness and quality of the long range plans, should the funding of consultants or staffing levels not increase. New planning concepts being employed require greater staff time for review, evaluation and coordination. 113 Form 2 City of Euless DEPARTMENT: Development & Planning ITEM PERSONNEL lOPERATIONS CAPITAL j TOTAL REVENUES: Zoning/Platting Fees Sale of Maps & Codes TOTAL (PERSONNEL: Full Time Part Time 1995-96 ACTUAL $135,632 $17,746 $2,020 $155,397 $22,985 $20,079 $43,064 2.5 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Planning REVISED 1996-97 BUDGET $173,065 $24,090 $0 $197,155 $25,000 $22,000 $47,000 3.0* 0.0 Manager's Fiscal Summary ACCOUNT #: 01-60-32 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES I SERVICES $175,3341 $32,383 1 $1,8001 $209,5171 $0 $20,000 $20,000 $40,000 3.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand Zoning Change Applications Site Plan Applications Land Plan Applications Preliminary Plat Applications Final Plat Applications Replat Applications Specific Use Permit Applications Variance Requests 'Special City Council/P&Z requests OutputNVorkload Pre -Development Conferences Planning & Zoning Commission Items Council Related Items Ordinance Review and Revisions Special Reports and Studies Efficiency Measures/Impact M&O Budget per Capita Effectiveness Measures/Outcomes APA Midwest Section Award CC & P&Z concurrence w/DRC Actual 94-95 8 10 4 4 4 5 11 14 12 85 46 58 5 7 N/A 0 80% * Moved total salary and benefits for Direc:or of Development. Actual 95-96 7 17 9 4 5 3 4 12 39 95 49 70 30 9 $3.80 0 85% $0 TOTAL PROPOSED $175,334 $32,383 $1,800 $209,517 $20,000 $20,000 $40,000 3.0 Revised 96-97 9 17 9 9 11 3 23 7 24 214 135 107 18 6 $4.83 1 95% 0.0 Budget 98 10 19 10 10 12 3 26 8 30 251 158 130 15 15 $5.03 1 95% 114 ForFY:1997/98 � r -:. of Eul s ANNUAL BUDGET_; Department: Division/Activity: Development & Planning Inspection Services Location and Hours of Operation: 201 North Ector, Building C Monday through Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: The purpose of this department is to evaluate, recommend and enforce minimum standards to safeguard life or limb, health, property and public welfare by regulating and controlling the design, construction, quality of materials used and occupancy, location and maintenance of all buildings and structures within the City of Euless and certain equipment specifically regulated. Goals/Programs or Services: To regulate the initial construction, subsequent remodeling, and occupancy of all buildings and structures within the City of Euless. To maintain residential buildings in a safe and aesthetically pleasing manner and to provide a complaint program to the public which will effectively and promptly eliminate code violations. FY97 Highllghts/Accomplishments: ➢Initiation of weekend code enforcement program. Continued success of minimum housing program. >Completion of new Library and nearing completion of Athletic complex, Golf Course and related structures. ➢Improved code enforcement endeavors. ➢Implementation of code compliance committee - Police, Fire and Code Enforcement joint effort for code compliance. FY98 Objectives: ➢Implementation of commercial maintenance code. Continued emphasis on code enforcement and minimum housing program efforts to improve the quality of life and physical appearance of the City. Expansion of code enforcement program. Major Budgetary Issues and Operational Trends: ➢Increasing amounts of training and C.E.U.'s required for inspectors/supervisors to maintain certifications and knowledge of an ever evolving industry. >Overtime funding must be expanded to allow continued weekend code enforcement program. Additional overtime funding or staffing must be expanded to maintain clerical staff service level. 115 Form 2 City of Euless DEPARTMENT: Development & Planning ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Elec./Plbg. License Other Permits Alcoholic Bev. Permits Building Permits Housing Insp. TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $172,207 $18,357 $758 $191,322 $33,847 $24,002 $2,490 $264,688 $66,449 $391,476 ANNUAL BUDGET DIVISION/ACTIVITY: Inspection Services REVISED 1996-97 BUDGET $200,660 $18,994 $0 $219,654 $38,000 $24,000 $2,000 $225,000 $68,500 $357,500 19 BASELINE SERVICES $206,905 $23,279 $0 $230,184 $28,000 $24,000 $3,000 $200,000 $77,360 $332,360 97-98 BUDGET SUPPLEMENTAL SERVICES $94,634 $2,720 $19,800 $117,154 PERFORMANCE MEASURES/SERVICE LEVELS J Input/Demand (Complaints Received Output/Workload Residential - New/Attached Residential - Remodel Residential - Swimming Pools Commercial - New (Multifamily - New Multifamily - Swimming Pools Commercial & Multifamily Remodel Industrial Buildings Churches Schools Misc. Permits (Certificates of Occupancy inspections Plan Review Efficiency Measures/Impact jM&O Budget per Capita Effectiveness Measures/Outcomes !Complaints Resolved % Complaints Resolved $0 3.0 Actual 94-95 Actual 95-96 Revised 96-97 1,289 1,039 1,039 117 86 31 13 2 0 67 2 0 6 1,831 194 3,081 1,600 N/A 1,262 98% 185 76 36 7 4 3 68 4 0 8 1,882 161 4,558 2,000 $4.72 1,251 100% 160 76 36 7 4 4 68 4 1 4 1,882 161 4,800 1,900 $5.38 Manager's Fiscal Summary ACCOUNT #: 01-60-34 TOTAL PROPOSED $301,539 $25,999 $19,800 $347,338 $28,000 $24,000 $3,000 $200,000 $77,360 $332,360 8.0 0.0 Budget 98 1,100 130 80 45 10 4 4 70 2 0 2 1,950 175 4,700 1,850 $7.93 116 Form City of Euless Department: Development & Planning Location and Hours of Operation: 201 North Ector Drive, Building C Monday through Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: FY 1997/98 ANNUAL BUDGET'. Division/Activity: Environmental Health Department Narrative Summary Account #: 01-60-65 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, hazardous wastes, illegal dumping, high grass and weeds, and general environmental complaints. The tracking and control of communicable diseases is also becoming a major function of this department as well as training food handlers. Goals/Programs or Services: To conduct inspections for Euless and Grapevine food service establishments, swimming pools, foster homes and day care facilities to ensure clean, safe, sanitary conditions. Conduct Certificate of Occupancy inspections for food establishments and day care facilities. Provide high grass and weeds abatement program and assist inspection department. Investigate and answer various types of environmental complaints. Conduct food handler certification courses. FY97 Highlights/Accomplishments: ➢ Heightened degree of thoroughness pertaining to food establishment inspections. Increased compliance with food handler certification program. ➢Implemented tracking system for food handler certification cards. FY98 Objectives: ➢Implement mobile food permit and temporary food establishment permit programs. ➢Continue heightened degree of environmental health inspection procedures. Major Budgetary Issues and Operational Trends: F.D.A. nearing completion and subsequent approval of the 1995 Food Code. The 1995 Code will greatly affect the food industry and improve the quality of food consumed. 117 Form 2 City of Euless DEPARTMENT: Development & Planning ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Health Permits, Euless Health Permit, Grapevin (Food Handlers License: I Euless I Grapevine I Other TOTAL PERSONNEL: Full Time Part Time InputlDemand 1995-96 ACTUAL $91,077 $10,032 $0 $101,108 $29,867 $33,765 $5,580 $4,310 $30 $73,552 2.0 0.0 ANNUAL BUDGET DMSIONIACTMTY: Environmental Health REVISED 1996-97 BUDGET $92,914 $13,442 $0 $106,356 $27,500 $37,715 $1,725 $3,315 $0 $70,255 2.0 0.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $92,417 $13,199 $0 $105,616 $0 $32,000 $39,000 $2,000 $3,000 $0 $76,000 2.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Output/Workload Food Service Permits Retail Food Permits Day Care Inspections Swimming Pool Inspections Nursing Homes Food Service Establishment Permits Efficiency Measures/Impact M&O Budget per Capita Effectiveness Measures/Outcomes $0 Manager's Fiscal Summary ACCOUNT #: 01-60-65 TOTAL PROPOSED $92,417 $13,199 $0 $105,616 $32,000 $39,000 $0 $2,000 $3,000 $0 $76,000 2.0 0.0 Actual 94-95 Actual 95-96 Revised 96-97 Budget 98 203 94 48 290 3 N/A 236 97 34 478 4 $2.50 274 137 38 500 4 415 $2.60 300 150 42 520 4 454 $2.56 118 This page intentionally left blank. Gen. Fund 99% $140,000 $120,000 - $100,000 - $80,000 $60,000 $40,000 $20,000 $0 FY94 CITY ENGINEER Water distribution system Wastewater collection system Storm drainage system Flood Plain Management Safe & efficient streets Expenditure History FY95 FY96 Director Paul Kruckemeyee Engineering Engineering 1 % FY98 Budget FY97 Rev. City Engineer t00% Budget Highlights -FY98 includes one time funding for road project inspections and plans review. *The City Engineer also oversees drainage and street projects citywide. 119 Form :1 FY=1997/98 City ofPiilene ANNUAL- BUDGET Department: Division/Activity: Engineering City Engineer Location and Hours of Operation: 201 North Ector Drive, Building C 8:00 A.M. to 5:00 P.M., Monday through Friday Mission Statement/Purpose: The Engineering Department has the responsibility for design and construction of a safe water distribution system, an environmentally safe wastewater collection system, an adequate storm drainage system including flood plain management, and a safe and efficient street and thoroughfare network. This includes proper functioning of all traffic signals, installation of street lights throughout the City, and proper street signs. This department is responsible for proper street signs as well. Department Narrative Summary Account #: 01-66-66 Goals/Programs or Services: Review all development plans for regulation compliance, engineering design, and safety and health concerns. Review all engineering studies and plans for accuracy and compliance. >Inspect all construction within the City for quality, correctness and safety. >Establish public works guidelines for water and wastewater construction, street design and construction, drainage design and construction, and traffic safety. >Acquisition and verification of legal documents, properties, right-of-way and easements. >Acquisition and implementation of federal grants for construction of major street, utility and drainage projects. FY97 Highlights/Accomplishments: >Completed Hurricane Creek Master Drainage Study. >Assisted in completion of Texas Star Golf Course and its associated buildings. Oversaw construction of the Texas Star Athletic Complex. >Obtained right-of-way and approved plans to begin construction of Westpark Way, our first ISTEA street project. ➢Relocated all utilities in Westpark Way and Hwy. 157 to allow construction to begin on schedule. Obtained approved plans for the Trails of Euless, a thoroughfare plan, and design set of plans for reconstruction of Harwood Road. >Obtained approved plans and right-of-way for reconstruction of Main Street. Inspected the installation of approximately 4.6 miles of water mains, 3.6 miles of sanitary sewer mains, 3.0 miles of storm drainage improvements, and 4.9 miles of fire lane or street construction. Reviewed approximately 329 sets of development plans. ➢Installed 166 new street lights, repaired 51 street lights, installed 3 new signals, authorized installation of 51 new traffic control signs. >Developed a Master Drainage Design Plan for City, as well as a new development drainage policy ➢Constantly updating and implementing street lighting plan for City. FY98 Objectives: >To construct Westpark Way and reconstruct Main Street. >Bid and begin construction of Harwood Road. >Obtain funding for some major drainage projects. Major Budgetary Issues and Operational Trends: There are no major budgeting issues. We expect our operations to remain about the same as FY97. We will be continuing to inspect and manage the greatest number of capitol improvements to be constructed at the same time in the City's history. This coming year the emphasis will be on road construction. 120 Form 2 City of Euless DEPARTMENT: Engineering ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: TOTAL 1 PERSONNEL: Full Time Part Time Input/Demand Output/Workload 1995- 96 ACTUAL $77,794 $15,520 $0 $93,314 $0 1.5 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: City Engineer REVISED 1996- 97 BUDGET $81,473 $23,492 $0 $104,965 1.5 0.0 $0 1997-98 BUDGET BASELINE SUPPLEMENTAL, SERVICES SERVICES $80,077 $24,583 $0 $104,660 $0 1.5 0.0 $0 PERFORMANCE MEASURES/SERVICE LEVELS Efficiency Measures/Impact M&O Budget per Capita Effectiveness Measures/Outcomes $0 Manager's Fiscal Summarlr ACCOUNT #: 01-66-66 TOTAL PROPOSED $80,077 $24,583 $0 $104,660 1.5 0.0 Actual 94-56 Actual 95- 96 Revised 96- 97 Budget 98 N/A $2.31 $2.57 $2.53 $0 121 This paae intentionally left blank. f COMMUNITY SERVICES Swimming Pools — Swimming Classes _ Operation of Three Neighborhood pools — Upkeep & Maintenance of pools Gen. Fund 92% $2,000,000 $1,500,000 - $1,000,000 - $500,000 - $o 1 Director Rick Herold* Leisure Services — Recreational Activities — Athletic Programming _ Youth, Pre -School and Senior Programs — Special Events Adult and Children Leisure Programs Community Svcs 8% Expenditure History FY94 FY96 FY98 Budget FY95 FY97 Rev. Parks 65% Parks — Maintenance of City parks Development & Improvements - to City parks — Beautification of the Cormunity — Historical Preservation Recreation 30% Budget Highlights Pools 5% - Approved a full time park technician, and additional funding for part-time summer help. - FY98 includes one time funding for new office furniture and a multi -use vehicle for the parks department. *Community Services also manages other funds which include: Softball World at Texas Star; the Golf Course and Conference Centre at Texas Star; Raven's Grill; the Parks at Texas Star, and Programs and special events such as Arbor Daze and the Starlight musical. 122 Form 1 - - F ,; 99719 city Euless ,ANNUALBUDGET Department: 1 Division/Activity: Community Services Leisure Services Location and Hours of Operation: 300 Midway, 8:00 AM to 9:00 PM Monday through Friday; 9:00 AM to 6:00 PM Saturday 508 Simmons, 8:00 AM to 9:00 PM Monday through Friday Mission Statement/Purpose: Department Narrative Summary Account #: 01-70-51 To provide a year-round comprehensive and safe leisure program for all Euless citizens, including many different interest areas for all ages. To promote a professional staff and be aware of changing trends in the field. Goals/Programs or Services: Promote programs of various interest to include classes from preschool age to senior citizens in active to passive programs. FY97 Highlights/Accomplishments: Three new professionals on board. Computer program for recreation programming. ➢Introduced 50% more recreation classes. FY98 Objectives: Renovate Midway Recreation building. ➢Update weight room and exercise facilities to enhance adult fitness and attract membership. Major Budgetary Issues and Operational Trends: Would like to increase hours at Midway Recreation and continue to recruit quality staff. 123 Form 2 City of Euless DEPARTMENT: Community Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL (REVENUES: TOTAL PERSONNEL: Full Time Part Time Input/Demand Building Rentals Memberships Sold 1995-96 ACTUAL $255,881 $45,390 $1,599 $302,871 7.0 2.0 ANNUAL BUDGET DIVISION/ACTIVITY: Leisure Services REVISED 1996-97 BUDGET $307,869 $49,075 $0 $356,944 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $333,108 $24,500 $52,906 $4,500 $0 $0 $386,014 $29,000 1 $0 $0 $0 $0 8.0* 3.0** 8.0 6.0 PERFORMANCE MEASURES/SERVICE LEVELS OutputNVorkload Flag Football Teams Volleyball & Basketball Teams Racquetball Track Game Area Efficiency Measures/Impact M&O Budget per Capita Actual 94-95 446 1,043 24 players 80 players 2,090 players 5,766 players N/A Effectiveness Measures/Outcomes !Midway Recreation Center Attendance 48,683 Ruth Millican Center Attendance 10,000 Simmons Center Attendance 8,500 Gymnasium 26,982 ;Youth Classes Adult Classes *Approved a full time Administrative Secretary in FY97. **Added a part time building attendant in FY97. Actual 95-96 904 1,346 179 players 833 players 2,748 players 7,670 players 12,123 sq.ft. $7.46 61,516 12,489 23,744 33,705 1,680 1,671 1.0 Revised 96-97 4,808 1,301 202 players 1,597 players 3,231 players 7,059 players 9,206 sq.ft. $8.74 64,027 10,824 10,244 24,837 9,977 6,954 Manager's Fiscal Summary ACCOUNT #: 01-70-51 TOTAL PROPOSED $357,608 $57,406 $0 $415,014 8.0 7.0 Budget 98 $10.05 $0 124 Form .1 Ci `f Euless �o ►' - . : -. ANNUAL BUDGET_ Department: Division/Activity: Community Services Parks Location and Hours of Operation: 300 Midway Drive adjacent to the gymnasium building - Monday through Friday, 7:00 AM to 4 PM, with some Saturday work to clean parks and flexible (earlier) hours during hot weather Mission Statement/Purpose: Department Narrative Summary Account #: 01-70-52 To provide a safe and eye -pleasing arena for the citizens of Euless in the most cost efficient manner possible. To satisfy citizen demands for parks and park amenities, thus creating a more wholesome life-style. To provide opportunities for all citizens in the Euless Parks as needed. To provide a comprehensive parks system through the use of an updated Parks Master Plan. To identify all cost saving measures as feasible. To continue to beautify the community. Goals/Programs or Services: Upkeep, development, and safety of all improvements, including 18 athletic fields, 4 pavilions, 2 gazebos, 3 pools, 4 jogging trails, 3 rose gardens, 22 picnic areas, 11 playgrounds, one amphitheater, and parking areas for a total of almost 98 acres. The department serves ten sports seasons and annually provides leisure opportunities for tens of thousands of users in a safe and beautiful environment. FY97 Highlights/Accomplishments: It has been an unbelievable year of construction and updates. The Parks at Texas Star contains $200,000 of in-house projects. Parks personnel also continued in-house parks projects. Softball World was totally revamped. Fields at Midway and Villages of Bear Creek were improved. It was a great year for park usage. We are, by our estimates, saying we had a 9% increase in park participation last year. FY98 Objectives: The opening of The Parks at Texas Star, continued park infrastructure upgrade, and opening of The Trails of Euless project will bring demanded new facilities, and for the department a host of new challenges. The key to success will be to continue to refine operations and streamline maintenance schedules. Major Budgetary Issues and Operational Trends: Two major facilities opening (The Parks at Texas Star and The Trails of Euless) will stretch maintenance resources to the utmost. Manpower and contracting opportunities highlight issues in FY1997/98. Form 2 City of Euless DEPARTMENT: Community Services ITEM 1PERSONNEL OPERATIONS i CAPITAL TOTAL REVENUES: TOTAL PERSONNEL: Full Time Part Time Input/Demand # of Spoils Seasons Athletic Fields Pavilions Gazebos Pools Jogging Trails Rose Gardens Picnic Areas Playgrounds Amphitheater Total Acres Output/Wlorkload 'Special Projects Hours 1995-96 ACTUAL $583,600 $115,149 $0 $698,749 $0 15.0 7.0 PERFORMANC ANNUAL BUDGET DIVISION/ACT IVITY: Parks REVISED 1996-97 BUDGET $707,455 $145,595 $0 $853,050 $0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $728,012 $19,440 $166,000 $0 $0 $0 $894,012 $19,440 $0 17.0* 17.0 11.0** 13.0 MEASURES)SERVICE LE ELS Actual 94-95 10 18 4 2 3 4 3 22 11 1 298 !Safety Inspection Hours 441.5 Fixture Maintenance Hours 1,174 tEquipment Maintenance Hours 1,208.5 Clerical Dispatch Hours 1,052 {Horticulture Hours 4,243 1Water Truck Hours 641 Ballfield Maintenance Hours 1,959.5 Beautification Hours 1,102 Manual Watering Hours 48 !Irrigation Hours 481.5 'City Assistance Hours 1,976.5 Training Hours 320 Green House Hours 2,261 Parks Betterment 1,650.5 Grounds Maintenance 9,837 Efficiency Measuresllmpact Acres per FTE 16.55 17.84 14.70 Cost per Acre Maintained $2,156 $2,118 $2,585 M&O Budget per Capita N/A $17.30 $20.88 Effectiveness Measures/Outcomes # Parks Acres per 1000 Citizens 7.43 8.17 8.08 *Added 2 full time field technicians due to increasing workload in FY97. **Increased part time positions due to increased number of parks (i.e. Softball World, Athletic Complex, Actual 95-96 10 22 4 2 3 4 3 22 11 1 330 $0 1.0 Revised 96-97 12 29 4 2 3 5 3 22 11 1 330 309 903 492.5 1,020 3,408 584 3,327 115 380 326 2,259 644 1,629 3,386 11,331 4,810 151.5 168 916.5 640.5 2,880.5 440 4,528 298 523 503 2,363.5 333 1,246 196.5 15, 941.5 2/21/911 Manager's Fiscal S mary ACCO U N�: 01-70-52 TOTAL PROPOSED $747,452 $166,000 $0 $913,452 $0 18.0 13.0 Budget 98 12 27 5 2 3 6 3 28 12 2 430 18.30 $2,124 $22.12 Golf Course) 126 FY 1997/98 -; city ofuless ANNUAL BUDGET Department: Division/Activity: Community Services I Swimming Pools Location and Hours of Operation: Midway Pool @ 300 Midway Drive, Wilshire Pool @ 201 Sierra Drive and South Euless Pool at 605 South Main Open Memorial Day to Labor Day, Sundays from 2 to 6 PM; Monday through Saturday 1 to 8:30 PM Mission Statement/Purpose: Department Narrative Summary Account #: 01-70-53 To provide a safe, wholesome water environment for the Euless citizens. To offer programs for all ages. To operate a cost efficient department by producing revenue through gate fees, instructions and rental. Goals/Programs or Services: To offer swimming, diving and water aerobics in various skill levels for Euless citizens. To provide a safe and sanitary environment for open swim during public hours. FY97 Highlights/Accomplishments: Pools open 96 days - with a safe summer! Wilshire and South Euless pools were painted. Buildings at all three pools were painted. FY98 Objectives: To teach as many as possible of Euless' youth and adults to swim, and to ensure safe, yet fun, conditions. The pools will be open 94 days the summer of 1997. Major Budgetary Issues and Operational Trends: The three Euless swimming pools will offer Swim America swim classes for participants this year. We will offer a total of 50 classes. 127 Form 2 City of Euless DEPARTMENT: Community Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Pool Fees TOTAL !PERSONNEL: 1 Full Time Part Time Input/Demand Days Open Swimming Pools OutputlWorkload Guard Hours: Midway South Euless Wilshire 1 1995- 96 ACTUAL $38,348 $11,578 $0 $49,926 $14,743 $14,743 0.0 22 ANNUAL BUDGET DIVISION/ACTMTY: Swimming Pools REVISED 1996- 97 BUDGET $60,213 $16,760 $0' $76,973 $15,000 $15,000 0.0 22 1997-98 BUDGET BASELINE SUPPLEMENTAL! SERVICES SERVICES $60,704 $16,381 $0 $77,085 $0 $15,000 $15,000 0.0 22 PERFORMANCE MEASURES/SERVICE LEVELS Efficiency Measures/Impact M&O Budget per Capita Effectiveness Measures/Outcomes $0 Actual 94- 95 Budget 95- 96 Revised 96- 97 95 97 97 3 3 3 9,225 3,888 3,550 N/A 8,369 4,797 3,529 8,770 4,658 3,616 $1.24 $1.88 Manager's Fiscal Summary ACCOUNT #: 01-70-53 TOTAL PROPOSED $60,704 $16,381 $0 $77,085 $15,000 $15,000 0.0 22 Budget 98 94 3 $1.87 128 This page intentionally left blank. PUBLIC WORKS Street Maintenance Street repairs Preventive maintenance Public Works Admin. Gen. Fund 95% $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 Director Randy Byers` Street Maint 85% ..."11111111111111111111. Public Works 5% Expenditure History FY96 FY98 Budget FY95 FY97 Rev. Prior to FY96 this department included planning and development, inspection services and environmental health. FY94 Animal Control Animal Adoptions Vaccinations Calls for Animal services Animal Control 15% Budget Highlights -No new programs approved in FY98. *The Director of Public Works also manages Water production & distribution, sewage and treatment, meter reading, drainage utility, and Capital improvement projects for street overlay and W&S. 129 Department: Public Works Location and Hours of Operation: 1100 Central Drive, Bedford, Texas 7 days a week; 24 hours a day Mission Statement/Purpose: FY .1997198 >> ; NUAL-BU DGET Division/Activity: Street Maintenance epartment Narrative Summary Account #: 01-80-33 To maintain safe driving conditions and prolong the material life of all City streets through aggressive preventive maintenance. Goals/Programs or Services: The City of Euless street maintenance department performs the following duties: All street repairs, repairs to sidewalks, curbs and gutters, installation and replacement of all street signs, traffic control signs and right-of-way maintenance, as well as various other tasks, including drainage maintenance. FY97 Highlights/Accomplishments: FY98 Objectives: To continue maintenance of all roads, signs and concrete related projects under our jurisdiction at the same or higher level of quality as in the past. Major Budgetary Issues and Operational Trends: A significant number of City streets are reaching their life expectancy and are in need of major repair or total reconstruction. An ongoing street maintenance function is needed to perform crack seal, pot hole repair, overlays and various other preventive type measures. 130 Form 2 City of Euless DEPARTMENT: Public Works ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $392,340 $225,652 $0 $617,992 $0 11.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Street Maintenance REVISED 1996-97 BUDGET $410,176 $244,030 $0 $654,206 11.0 1.0 1997-98 BUDGET BASELINE 'SUPPLEMENTAL SERVICES SERVICES $409,546 $285,352 $0 $694,898 1 $0 1 $0 $0 $0 11.0 1.0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand Linear Miles of Curbs & Gutters Linear Miles of Sidewalk Linear Lane Miles of Streets Output/Workload Square Foot of Overlay Linear Lane Foot Crack Sealed Pot Holes Patched Lane Miles Streets Swept 'Linear Foot Curb/Gutter Replaced !Square Foot Flatwork Replaced Square Foot Sidewalk Replaced Miscellaneous Project Hours Signs Made, Repaired, Replaced Linear Lane Feet of Street Markings Linear Feet of Channel Maintenance Linear Feet of Storm Sewer Maint. Efficiency Measuresllmpact M&O per Capita Effectiveness Measures/Outcomes Actual 94-95 182.02 1.50 182.02 936,910 33,188 3,717 236 425 8,015 584 2,395 802 717 10,674 1,150 Actual 95-96 182.02 1.50 182.02 Revised 96-97 182.02 1.50 182.02 1,005,538 1,457,984 30,396 22,622 1,661 1,409 219 10 1,644 3,748 7,920 13,219 14,054 18,018 1,534 2,406 921 765 2,444 37,170 5,200 6,190 24,212 21,852 N/A $15.30 $16.01 Manager's Fiscal Summary ACCOUNT #: 01-80-33 TOTAL PROPOSED $409,546 $285,352 $0 $694,898 11.0 1.0 Budget 98 182.02 1.50 182.02 1,500,000 45,000 1,500 25 10,000 15,000 10,000 15,000 900 75,000 $16.83 $0 131 City of Eules Department: Public Works Location and Hours of Operation: 1517 Westpark Way 7 days a week; 24 hours a day Mission Statement/Purpose: FY '1997/98 Department Narrative ANNUAL BUDGET' .--. �. Summary Division/Activity: Animal Control Account #: 01-80-64 To provide animal control for citizens as efficiently and professionally as possible with available resources. Goals/Programs or Services: Enforce City ordinances concerning animal control and rabies eradication. Provide protection for citizens as well as animals through public education and training in schools and organizations. FY97 Highlights/Accomplishments: FY98 Objectives: Continue to deliver the best possible service to the citizens of Euless, and care to the animals that we become responsible for, through training, education and employee commitment. Major Budgetary Issues and Operational Trends: In order to provide Animal Control Service 24 hours a day, 365 days per year, an additional Animal Control Officer will be needed in the near future to maintain the current level of service to residents moving into the new residential areas under construction and proposed for future construction. 132 Form 2 City of Euless DEPARTMENT: Public Works ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $89, 511 $12,840 $0 $102,350 $0 2.0 2.0 ANNUAL BUDGET DMSION/ACTIVTTY: Animal Control REVISED 1996-97 BUDGET $102,213 $11,859 $0 $114,072 2.0 2.0 $0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $105,370 $12,707 $0 $118,077 $0 2.0 2.0 $0 $0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand Calls for Service Average # Animals in Shelter Output/Workload Animals Picked Up Animals Returned to Owners Animals Released to SPCA Citations Issued Dead Animals Removed Adoptions Euthanized Animals Transferred Efficiency Measures/Impact M&O Budget per Capita Effectiveness Measures/Outcomes Animal Bites Actual 94-95 2,327 42 1,288 197 395 76 382 372 N/A Actual 95-96 Revised 96-97 2,067 687 35 38 1,767 226 300 60 288 321 482 27 1,912 255 390 88 361 307 628 32 $2.53 $2.79 66 98 130 133 Manager's Fiscal Summary. ACCOUNT #: 01-80-64 TOTAL PROPOSED $105,370 $12,707 $0 $118,077 2.0 2.0 Budget 98 3,000 60 $2.86 $0 1,750 390 350 120 390 390 600 30 This aaae intentionally left blank. NON -DEPARTMENTAL Non -departmental — Handles citywide expenditures — Retiree Benefits $5, 000, 000 $4, 000, 000 - $3, 000, 000 - $2, 000, 000 - $1, 000, 000 - $0 City Manager's Office Tom Hart -City Manager Betterment Fund — Funded by citizen contributions _ Community Beautification and Enhancement Expenditure History FY94 FY96 FY98 Budget FY95 FY97 Rev. Large increases in recent years is due to approved one-time capital needs. Legal Services Attorney Fees — Municipal Court legal services Betterment 1% Legal Srvcs. 5% Budget Highlights - FY98 includes one time funding for all departments. - FY98 includes a 5% salary package for all employees. -FY98 includes funding for audio/visual equipment in the City Council chambers and implementation of some raving fan ideas. 134 This pace intentionally left blank. Form 2 City of Euless,.` DEPARTMENT: Non -Departmental ITEM PERSONNEL* OPERATIONS CAPITAL TOTAL REVENUES: TOTAL PERSONNEL: - Full Time Part Time Dollars Spent -o ea w w 0 F'- 150 100 — 50 — 0 FY94 1995-96 ACTUAL $0 $01 $01 $01 $0 0.0* 0.0* 0.0 0.0 NUAL BUDGET DIVISION/ACTIVITY: Legal Service * REVISED 1996-97 BUDGET $0 $135,0001 $0 $135.000 $123, 364.87 FY95 $0 anager's Fiscal Summary. ACCOUNT #: 01-90-21 :1997-98 BUDGET BASELINE BUPPLEMENTAL1 SERVICES 1 SERVICES 1 $01 1 $133,000 I 1 $01 I $133,0001 $pI $0 0.00 0.0 Legal Services General Fund $128,917.84 FY96 Year * Prior to FY97, Legal Services were paid from Nondepartmental and Municipal Court activities. $135,000.00 TOTAL PROPOSED $0 $133,000 $0 $133,000 0.00 0.0 $133,000.00 FY97 Revised FY98 Budget 135 Department: Non -Departmental Location and Hours of Operation: Not applicable Mission Statement/Purpose: Division/Activity: General Fund -199;498 Department Narrative UALB]D 3ET ;r --.T- - Summary Account #: 01-90-60 Management has initiated programs to define the costs in this budget that may not be specifically identifiable to any operational budget. Goals/Programs or Services: The activity is administered by the Finance Department and funds various charges that are not defined or directly related to any specific department or activity of the City. Examples of costs here include: electrical, general liability insurance, legal, audit, and airport contribution. These types of expenditures affect all budgets and are generally not prorated. FY97 Highlights/Accomplishments: FY98 Objectives: Major Budgetary issues and Operational Trends: 136 Form 2 - City of Euless DEPARTMENT: Non -Departmental ITEM PERSONNEL* OPERATIONS CAPITAL TOTAL REVENUES: TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $12,159 $1,083,194 $1,254,276 $2,349,629 $0 0.0* 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: General Fund REVISED 1996-97 BUDGET $52,028 $1,723,206 $1,580,793 $3,356,027 0.0* 0.0 $0 ** *** 1997-98 BUDGET BASELINE SUPPLEMENTAL. SERVICES SERVICES $686,847 $1,078,600 $39,918 $1,805, 365 $0 0.25* 0.0 General Fund Non Departmental 1997-98 Budget (0.4%) Office Operations (26.3%) Personnel (3.8%) Reserves * Retiree benefits are paid from this budget. ** Figures include a new pay plan for City employees. *** Includes "Euless City Limits" operations fund. (32.3%) Capital $0 $0 $802,142 $802,142 $0 Manager's Fiscal Summary ACCOUNT #: 01-90-60 TOTAL PROPOSED $686,847 $1,078,600 $842,060 $2,607,507 0.25* 0.0 (37.1%) Services & Misc. Charges $0 137 1 amity of Eul .19 R7198 - UAL BUDG Department: Division/Activity: City Council Betterment Fund Location and Hours of Operation: 201 North Ector Drive Mission Statement/Purpose: Account #: 01-90-61 The purpose of this department is to provide for community oriented services and facilities supported through the monthly 50 cent donation of citizens. Goals/Programs or Services: Funded projects are generally citizens' requests and community interest projects. The department has provided for the funding of several citizen programs and facilities, including: Lakewood Tennis Court, playground equipment, Senior Citizen Center remodeling, Wilshire Hike & Bike Trail, Beautification, Del Norte Improvements, library books, and remodeling. The 1+1=2 program has distributed over 43,000 trees since 1990. The goal is to have over 50,000 new trees in Euless before the year 2000. City Council maintains full discretion over all funded projects. FY97 Highlights/Accomplishments: FY98 Objectives: Major Budgetary Issues and Operational Trends: Form 2 City of Euless DEPARTMENT: Betterment Fund ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Contributions TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $0 $23,660 $0 $23,660 $24,674 $24,674 0.0 0.0 ANNUAL BUDGET. DMSIONIACTIVITY: City Council REVISED 1996-97 BUDGET $0 $18,703 $97 $18,800 $24,500 $24,500 0.0 0.0 1997-98 BUDGET BASELINE 1sUPPLEMENTAL SERVICES 1 SERVICES $01 $18,800 1 $0 $18,800 $0' $24,500 $24,500 0.0 0.0 Betterment Fund Expenditures (18.5%) Misc. (10.5%) Playground Equipment (4.3%) Senior Citizens (18.2%) Midway Park / Rec. Bldg. Since Inception (7.5%) Beautification (8.3%) Signal Midway 4111111111111111111111111111111111 (6.4%) 0) Boards / Commissions $O (15.1%) Library Manager's Fiscal Summary ACCOUNT #: 01-90-61 TOTAL PROPOSED $0 $18,800 $0 $18,800 $24,500 $24,500 0.0 0.0 �11.2%) 1+1 = 2 Program 139 This page intentionally left blank Enterprise Funds Two stonecutters were asked what they were doing. The first said, "I am cutting these stones into blocks." The second replied, "I'm on a team that's building a cathedral." M, , er a / ' vt IMF This page intentionally left blank WATER DEPARTMENT Director Loretta Getchell Utility Billing Water/Drainage/EMS Central Cashiering Delinquent Collections Customer Service W&S Fund 98% Expenditure History $300, 000 $250, 000 $200,000 - $150,000 - $100, 000 - $50,000 - so \\ FY94 L. FY95 Water Office Wtr. Dept. 2% FY96 FY98 Budget FY97 Rev. Wtr. Dept. 100% Budget Highlights -No new programs were budgeted for FY98. 140 Form 1 ; FY 1997/98 City of Euless ANNUAL BUDGET Department: DivisionlActivity: Finance Utility Billing Office Location and Hours of Operation: 201 North Ector Drive, Building B (817) 685-1470 Monday - Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: Department Narrative Summary Account #: 02-20-70 This office endeavors to provide all customers with the best service possible regarding prompt administration of their utility bills, EMS bills, and Drainage utility bills. To increase productivity and efficiency in operations and collection on all billing services is a priority. We endeavor to make clerks more knowledgeable as to operation of the department in general, not just billing office functions, to better serve our citizens. Goals/Programs or Services: The Utility Billing Office provides fiscal services to reflect customer transactions regarding utility billing, connections for new service and disconnections for relocating and delinquent customers. Processes all payments for utility bills, emergency medical bills, drainage utility, water deposits, returned checks, insurance payments, etc. This office makes sure all water meters are read and bills are printed and mailed according to schedule. Balances and processes all moneys for daily bank deposit. FY97 Highlights/Accomplishments: ➢Continuing effort of bad debt collections on Emergency Medical and Utility billings. >Completion of bad debt collections on delinquent EMS billings. > Redesigned water bills with larger message area to keep customers better informed of City activities and functions. FY98 Objectives: Continued update of drainage utility system. ➢Continued efforts on bad debt collections. Continued ordinance review is planned to better serve the citizens. ➢Selection and implementation of new software to streamline billing and collection operations. Major Budgetary Issues and Operational Trends: Increased building of new homes, apartments and businesses has increased the number of customers and billing and collection demands. Transfer of emergency medical service billings and collections plus bad debt collections has increased office workload. Acquisition of Softball World and the opening of the Golf Course at Texas Star will increase cash management operations and City deposits. 141 Form 2. City of Euless DEPARTMENT: Finance ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Reconnect Fees Inspection Fees Miscellaneous, W&S Penalties Init. & Transfer Fees Sale of New Meters TOTAL PERSONNEL: Full Time Part Time Input/Demand # of Service Calls # of Water Customers # of Sewer Customers #'of Garbage Customers OutputNVorkload # of New Accounts # of Transfers # of Billing Cycles $ Billed Water & Sewer $ Billed Drainage $ Billed Recycling $ Billed Minimum Housing $ Billed Service Initiation Fees # of Delinquent Notices Mailed # of Delinquent Tags Hung # of Delinquent Cut-offs # of EMS Bills Sent $ EMS Billings 1995-96 ACTUAL $161,866 $54,536 $0 $216,401 $27,610 $32,682 $8,164 $104,703 $27,110 $65,710 $265,979 5.0 1,0 ANNUAL BUDGET DIVISION/ACTIVITY: Utility Billing Office REVISED 1996-97 BUDGET $172,925 $67,500 $0 $240,425 $34,000 $25,000 $7,000 $110,000 $24,000 $45,000 $245,000 5.0 1.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $177,642 $70,700 $0 $0 $248,342 $0 $34,683 $27,000 $7,000 $112,200 $24,480 $36,720 $242,083 5.0 1.0 PERFORMANCE MEASURES/SERVICE LEVELS Efficiency Measures/Impact Delinquent Cut-off per W&S Customer. Delinquent Cut-off per Notice Mailed Delinquent Cut-off per Tag Hung M&O Budget per Capital Effectiveness Measures/Outcomes I% W&S Write-offs I% EMS Write-offs or Assignments Actual 94-95 8,727 221,118 217,364 209,327 1,706 1 $8,497,499 I $309,590 $267,529 $59,684 26,405 8,1271 1 1,008 319,4821 N/A 18% 142 Actual 95-96 8,206 225,061 220,239 212,085 1,921 $9,712,370 $523,943 $231,401 $61,961 27,110 8,379 1,102 321,893 $5.36 .05% 46.2% $0 Revised 96-97 7,845 229,776 225,420 217,236 1,795 114 4 $9,229,390 $543,171 $276,890 $63,325 24,545 8,350 1,731 242 1,093 332,857 0.1% 2.92% 14.20% $5.89 .05% 39.5% Manager's Fiscal SI mmary ACCOUNT it: 02-20-70 TOTAL PROPOSED $177,642 $70,700 $0 $248,342 $34,683 $27,000 $7,000 $112,200 $24,480 $36,720 $242,083 5.0 1.0 Budget 98 8,000 225,000 225,000 225,000 1,700 100 4 542,000 275,000 67,150 21,000 8,500 1,700 200 $6.01 This page intentionally left blank. W&S Fund 98% $300,000 $250,000 - $200,000 - $150,000 - $100,000 - $50,000 - $0 SUPPORT SERVICES Geographic Information Systems Prepares & Maintains maps of City's streets, water/sewer systems & flood areas Develop computerized network system for Development Dept. Provide graphic analysis to departments citywide FY94 Director Tom Cox Support Srvs 2% Expenditure History FY95 \�\\\ FY96 FY98 Budget FY97 Rev. Prior to FY95 GIS was part of Utility Engineering. 143 Recycling Implementation of City-wide recycling programs Track & divert recyclables from current waste stream Educate the community on recycling matters GIS 69% Recycling 31% Budget Highlights -FY98 includes funding for new computer hardware, software, and a planametrics system for GIS. 19971! iNNUAU 8 Department: Division/Activity: Support Services Recycling Location and Hours of Operation: 201 North Ector, Building A, phone (817) 685-1821 Monday through Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: epartment Narrative Summary Account #: 02-50-39 To serve as the link within the city and the community as the educational and promotional representative for the Euless recycling program. To monitor and increase the diversion of recyclables from the waste stream. To implement citywide programs and increase residents' awareness of new guidelines of state legislature and environmental standards set by the E.P.A. To maintain supervision over the recycling contractor and ensure all obligations of recycling contract are fulfilled. Goals/Programs or Services: To decrease the amount of contaminated materials and increase the participation rate. To maintain an ongoing education process through brochures, cable TV, Mayor's Newsletter, etc. FY97 Highlights/Accomplishments: Completed a trash/recycling citizen survey; made a presentation to City Council on results of the survey and will publish results of the survey along with educational information in the July Mayor's Newsletter. A new brochure was distributed door to door to single family residents, along with complimentary blue bags. FY98 Objectives: Increase education directly to the public through school and/or neighborhood associations. Major Budgetary Issues and Operational Trends: No new programs have been proposed. City Council may consider bidding the recycling contract, which expires February 1998, which may or may not result in increased recycling rates. 144 Form 2 City of Euless DEPARTMENT: Support Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Recycling Fee TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $34,460 $4,066 $0 $38,526 $43,453 $43,453 1.0 0.0 ANNUAL BUDGET DMSION/ACTMTY: Recycling REVISED 1996-97 BUDGET $39,981 $11,100 $0 $51,081 $262,418 $262,418 1.0 0.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $41,002 $33,180 $0 $74,182 $0 $262,418 $262,418 1.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand OutputiWorkload Efficiency Measures/impact M&O Budget per Capita Effectiveness Measures/Outcomes Diversion Apt. Participation $0 Manager's Fiscal Summary ACCOUNT #: 02-50-39 TOTAL PROPOSED $41,002 $33,180 $0 $74,182 $262,418 $262,418 1.0 0.0 Actual 94-95 Actual 95-96 Revised 96-97 Budget 98 N/A 16% 35 Ibs/Unit $0.95 $1.25 $1.80 145 Form 1 7/ Department Narrative CityofEuiess, - � , . .. A,NNUA�L �BUI�GET ummary, Department: Division/Activity: Account #: Support Services Staff Services - GIS 02-50-76 Location and Hours of Operation: 201 N. Ector Drive, Building C Monday through Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: To develop and maintain a geographic information database in a manner that will increase the capability, efficiency, and accuracy of the department. To assist in the short/long range planning efforts of the city by providing easily understood graphic information through the use of this database. Goals/Programs or Services: The goal of the department is to further integrate and educate other departments in the uses of G.I.S. and explore new uses of the technology. Although this department works most closely with the Engineering and Development Departments, it strives to support all city departments with various map requests and data analysis which may be shown in a geographic context. FY97 Highlights/Accomplishments: >G.I.S. Manager, David Allen, elected Vice Chairman of the North Texas G.I.S. Consortium. ➢Implemented the new Permit and Inspection System for Development using the G.I.S. database. David Allen worked in a planning and implementation capacity in setting up this system. FY98 Objectives: Further integrate G.I.S. more closely with geographic data collected through other departments by utilizing the Novell network and expansion to using a relational database. This allows geographic analysis of all development related data with future expansion to include Public Works work -order tracking and water billing. Major Budgetary Issues and Operational Trends: Budgetary - We need to order new planametric data and purchase new digital ortho data to update our database. Total cost is projected to be about $93,400. Operational - G.I.S. continues to be involved in helping to set standards for data structures with the North Texas G.I.S. Consortium and in implementing those standards as they are adopted. 146 Form 2 City of Euless DEPARTMENT: Support Services ITEM 'PERSONNEL OPERATIONS CAPITAL TOTAL 'REVENUES: TOTAL (PERSONNEL: Full Time Part Time 1995-96 BUDGET $82,831 $46,508 $1,066 $130,404 $0 1.5 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Staff Services - GIS REVISED 1996-97 BUDGET $114,366 $47,806 $1,000 $163,172 2.0 0.0 $0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $117,597 $45,849 $0 $163,446 $0 2.0 0.0 $0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand Sun Spares Map Requests Zoning Cases Platting Land Plan Site Plans Economic Development Various Site Output/Workload Map Production/Updates Zoning Water & Sewer Land Use Comprehensive Land Development Plan Parcel ;Building Permits Assistance Public Works Work Orders ArcView Planning ArcView Other Efficiency Measures/Impact JM&O per Capita Effectiveness Measures/Outcomes $0 Manager's Fiscal Summary ACCOUNT #: 02-50-76 TOTAL PROPOSED $117,597 $45,849 $0 $163,446 2.0 0.0 Actual 94-95 Actual 95-96 Revised 96-97 Budget 98 2 2 N/A $3.20 $3.97 $3.96 $0 147 This page intentionally left blank. c W&S Fund 98% $250,000 $200,000 - $150,000 - $100,000 - $50,000 - CITY ENGINEER Director Paul Kruckemeyer Engineering Design & Construction of Water System Provide adequate storm drainage system Provide safe wastewater collection system mi, Engineering 2% Expenditure History FY96 FY98 Budget FY95 FY97 Rev. Expenditures continue to increase as the cost of engineering services increases. Engineering 100% Budget Highlights - FY98 budget includes one time funding for road project inspections and plans review. 148 Eonu1 FY- 1 997r9S city of Euless = ` ANNUAL BUDG5T Department: Division/Activity: Engineering City Engineer Location and Hours of Operation: 201 North Ector Drive, Building C 8:00 A.M. to 5:00 P.M., Monday through Friday Mission Statement/Purpose: The Engineering Department has the responsibility for design and construction of a safe water distribution system, an environmentally safe wastewater collection system, an adequate storm drainage system including flood plain management, and a safe and efficient street and thoroughfare network. This includes proper functioning of all traffic signals, installation of street lights throughout the City, and proper street signs. This department is responsible for proper street signs as well. Department Narrative Summaty Account #: 02-66-66 Goals/Programs or Services: ➢Review all development plans for regulation compliance, engineering design, and safety and health concerns. ➢Review all engineering studies and plans for accuracy and compliance. ➢Inspect all construction within the City for quality, correctness and safety. ➢Establish public works guidelines for water and wastewater construction, street design and construction, drainage design and construction, and traffic safety. ➢Acquisition and verification of legal documents, properties, right-of-way and easements. ➢Acquisition and implementation of federal grants for construction of major street, utility and drainage projects. FY97 Highlights/Accomplishments: ➢Completed Hurricane Creek Master Drainage Study. ➢Assisted in completion of Texas Star Golf Course and its associated buildings. ➢Oversaw construction of the Texas Star Athletic Complex. ➢Obtained right-of-way and approved plans to begin construction of Westpark Way, our first ISTEA street project. ➢Relocated all utilities in Westpark Way and Hwy. 157 to allow construction to begin on schedule. ➢Obtained approved plans for the Trails of Euless, a thoroughfare plan, and design set of plans for reconstruction of Harwood Road. ➢Obtained approved plans and right-of-way for reconstruction of Main Street. ➢Inspected the installation of approximately 4.6 miles of water mains, 3.6 miles of sanitary sewer mains, 3.0 miles of storm drainage improvements, and 4.9 miles of fire lane or street construction. ➢Reviewed approximately 329 sets of development plans. ➢ Installed 166 new street lights, repaired 51 street lights, installed 3 new signals, authorized installation of 51 new traffic control signs. ➢Developed a Master Drainage Design Plan for City, as well as a new development drainage policy ➢Constantly updating and implementing street lighting plan for City. FY98 Objectives: ➢To construct Westpark Way and reconstruct Main Street. ➢Bid and begin construction of Harwood Road. ➢Obtain funding for some major drainage projects. Major Budgetary Issues and Operational Trends: There are no major budgeting issues. We expect our operations to remain about the same as FY97. We will be continuing to inspect and manage the greatest number of capitol improvements to be constructed at the same time in the City's history. This coming year the emphasis will be on road construction. 149 Form 2 City of Euless DEPARTMENT: Engineering ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $117,091 $31,463 $0 $148,554 $0 2.5 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: City Engineer REVISED 1996-97 BUDGET $130,557 $45,272 $3,500 $179,329 2.5 0.0 $0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $138,909 $51,350 $0 $190,259 $0 2.5 0.0 $0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand OutputlWorkload Efficiency Measures/Impact M&O Budget per Capita Effectiveness Measures/Outcomes $0 Manager's Fiscal Summary ACCOUNT #: 02-66-66 TOTAL PROPOSED $138,909 $51,350 $0 $190,259 2.5 0.0 Actual 94-95 Actual 95-96 Revised 96-97 Budget98 N/A $3.68 $4.61 $0 150 This page intentionally left blank. A A(4( Water Production Repair, inspect, & — maintain meter boxes, wells, & pumps Analysis of water samples _ Account for citywide water comsumption W&S Fund 46% PUBLIC WORKS EDirector Randy Byers Water Distribution Repair, inspect, & — maintain water mains Installation of fire — hydrants, water mains & service lines Expenditure History $7,000,000 $6,000,000 - $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY94 FY96 FY98 Budget FY95 FY97 Rev. FY95 began inclusion of Meter Reading in Public Works Sewage & Treatment l Meter Reading Preventive maintenance Reading & Main — — tenance of all of sewer mains City meters Repair, install, and Connection & Discon- - maintain sewer mains — nection of new and & manholes delinquent _ Prevent infliltration and inflow Water Production 67% Public Works 54% Meter Reading 2% Sewer & Treatment 25% Water Distribution 6% Budget Highlights -No new programs in FY98. 151 Department: I Division/Activity: Public Works Water Production Location and Hours of Operation: 1100 Central Drive, Bedford, Texas 7 days a week, 24 hours a day Mission Statement/Purpose: Department Narrative Summary Account #: 02-80-71 To deliver safe drinking water to all City of Euless customers with prompt and efficient customer service, in a professional and courteous manner. Goals/Programs or Services: To accurately account for each customer's water consumption as effectively and efficiently as possible. The Water Production Department handles water sampling, meter calibrations, chlorination of well water, repair and inspection of water wells and storage tanks, as well as accurate reporting of water production to the proper Federal and State agencies. FY97 Highlights/Accomplishments: This department replaced 9600 of the city's 11,000 water meters with the new TRACE read system meters. FY98 Objectives: >To provide safe drinking water to all City of Euless customers. ➢To follow rules and regulations that are mandated by Federal and State agencies. >To accurately account for each customer's water consumption. Major Budgetary Issues and Operational Trends: Funding will be necessary for upgrades and modifications to the City's existing water disinfecting facilities to meet possible new State and Federal regulations. 152 Form 2 Citv of Euless DEPARTMENT: Public Works ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Water Service TOTAL 1PERSONNEL: Full Time Part Time 1995-96 ACTUAL $290,221 $3,812,172 $3,427 $4,105,819 $6,393,440 $6,393,440 6.5 2.0 ANNUAL BUDGET DIVISION/ACTIVITY: Water Production REVISED 1996-97 BUDGET $340,616 $3,300,872 $11,500 $3,652,988 $6,041,000 $6,041,000 6.5 2.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $350,780 $3,675,457 $10,000 $4,036,237 $0 $6,341,000 $6,341,000 $0 6.5 2.0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand Gallons of Water Consumed Output/Workload Water Samples Taken Water Meters Replaced Water Meters Calibrated/Rebuilt Manhours on Miscellaneous Projects Gallons Water Produced Gallons Water Purchased Gallons Water Billed Efficiency Measures/Impact M&O Budget per Capita Effectiveness Measures/Outcomes Actual 94-95 Actual 95-96 Revised 96-97 1,772,331,000 2,088,829,000 560 3,358 5 2,577.5 382,237,000 1,429,521,000 1,850,682,000 N/A 544 2,381 6 946 497,568,000 1,788,007,000 2,114,489,000 $101.54 560 2,161 0 309 500,000,000 1,608,350,000 2,007,116,000 $89.14 Manager's Fiscal Summary ACCOUNT #: 02-80-71 TOTAL PROPOSED $350,780 $3,675,457 $10,000 $4,036,237 $6,341,000 $6,341,000 6.5 2.0 Budget 98 650 2,000 20 1,100 500,000,000 1,775,000,000 2,000,000,000 $99.49 153 Form 1 City of Euless Department: Public Works Location and Hours of Operation: 1100 Central Drive, Bedford, Texas 7 days a week, 24 hours a day Mission Statement/Purpose: FY 1997/98 ANNUAL- BUDGET Division/Activity: Water Distribution Department .Narrative Summary Account #: 02-80-72 To maintain all water mains, valves, hydrants and service taps as effectively and efficiently as possible. To deliver professional and courteous service to all water customers. Goals/Programs or Services: To maintain the water distribution system for maximum delivery of water for consumption and fire protection. To reduce the "unaccounted for" water loss. FY97 Highlights/Accomplishments: The completion of new water lines on Skyway Drive and Fairlawn Court. FY98 Objectives: To provide fast, courteous service to all water customers when water related problems occur. To continue to reduce "unaccounted for" water loss. Major Budgetary Issues and Operational Trends: Due to the success of the Trace meter installations, time spent reading meters has been cut by 70%. In return, this allows us to put more workers in the field doing routine tasks. Funding will be necessary to keep additional supplies in stock. 154 Form 2 City of Euless 'DEPARTMENT: Public Works ITEM (PERSONNEL OPERATIONS CAPITAL ! TOTAL 1 REVENUES: TOTAL PERSONNEL: Full Time Part Time Input/Demand 1995-96 ACTUAL $230,824 $87,582 $0 $318,406 8.0 2.0 ANNUAL BUDGET DIVISION/ACTIVITY: Water Distribution REVISED 1996-97 BUDGET $258,096 $99,653 $0 $357,749 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $272,250 $105,668 $0 $377,918 $0 $0 $0 $0 $0 8.0 2.0 8.0 2.0 PERFORMANCE MEASURES/SERVICE LEVELS Output/Workbad Water Leaks Repaired HydrantNaive Maintenance HydrantNaive Installed Linear Feet of Water Line Installed Water LineNaives Located Water Taps Made Manhours of Miscellaneous Projects Efficiency Measures/Impact M&O Budget per Capita Effectiveness Measures/Outcomes Actual 94-95 Actual 95-96 Revised 96-97 87 196 20 1,520 56 26 3,458.5 96 58 597 1,302 47 32 9,583 2,883 159 141 82 46 3,813 5,574 N/A $7.88 $8.76 Manager's Fiscal Summary ACCOUNT #: 02-80-72 TOTAL PROPOSED $272,250 $105,668 $0 $377,918 8.0 2.0 Budget 98 70 900 45 3,000 170 80 2,600 $0 $9.15 155 Form 1 City of Euless. Department: Public Works Location and Hours of Operation: 1100 Central Drive, Bedford, Texas 7 days a week, 24 hours a day Mission Statement/Purpose: FY 1997/98 ANNUALBUDGET Division/Activity: Sewage & Treatment Department Narrative Summary Account #: 02-80-73 To maintain, in proper working condition, all sanitary sewer mains and manholes as effectively and efficiently as possible. Goals/Programs or Services: To strive to reduce and prevent inflow and infiltration. To respond quickly and courteously to all known sewer problems. This department maintains sanitary sewer lines, manholes and cleanouts as well as constantly trying to prevent inflow infiltration. FY97 Highlights/Accomplishments: The purchase of the sewer line camera unit, which allows the City to get an accurate account of the condition of the existing utility lines. FY98 Objectives: To use the new sewer line camera to find and repair deteriorated sections of sewer line. To provide fast and courteous service to all customers. Major Budgetary Issues and Operational Trends: Additional funding will be required to make all necessary repairs to waste water lines as discovered by the sewer line camera. 156 Form2 City of Euless DEPARTMENT: Public Works ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Sewer Service TOTAL PERSONNEL: Full Time Part Time Input/Demand Wastewater Calls: City Problem Customer Problem 1995-96 ACTUAL $246,711 $1,191,942 $1,694 $1,440, 347 $3,358,542 $3,358,542) 6.0 2.0 ANNUAL BUDGET DIVISION/ACTIVITY: Sewage & Treatment REVISED 1996-97 BUDGET $230,995 $1,328,336 $0 $1,559,331 $3,322,000 $3,322,000 6.0 3.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $231,044 $1,284,292 $0 $1,515,336 $0 $3,406,000 $3,406,000 6.0 3.0 PERFORMANCE MEASURES/SERVICE LEVELS OutputiWorkload Linear Feet Sewer Line Cleaned Manholes Set, Repaired, Cleaned Lines Repaired Linear Feet Sewer Line Installed/Replacec Streets Washed Down Gallons of Root Killer Applied Lbs. of Degreaser Applied Lbs. of Disinfectant Applied Manhours on Miscellaneous Projects Efficiency Measures/Impact M&O Budget per Capita Effectiveness Measures/Outcomes Actual 94-95 433 231 202 388,391 101 5 50 20 365 2,410 0 2,740 N/A Actual 95-96 497 206 291 492,470 263 10 380 22 416 4,600 10 1,401 $35.61 Manager's Fiscal Summary ACCOUNT #: 02-80-73 TOTAL PROPOSED $231,044 $1,284,292 $0 $1,515,336 $3,406,000 $0 $3,406,000 6.0 3.0 Revised 96-97 Budget 98 504 224 280 669,250 255 18 585 43 435 2,990 0 2,135 $38.17 600,000 275 50 450 35 450 4,500 25 2,200 $36.69 157 dorm '1 City of,Euless + , ANNUAL _ BUDGET Department: Division/Activity: Public Works Meter Reading_ Location and Hours of Operation: 1100 Central Drive, Bedford, Texas Monday through Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: Department Narrative Summary Account #: 02-80-77 To accurately and correctly read water customers' water meters in a timely manner to meet billing cycle schedules. Goals/Programs or Services: To be courteous and helpful to water customers at all times. In addition to reading meters, the meter readers change -out meters, perform meter box maintenance and installations, as well as assist other departments. FY97 Highlights/Accomplishments: The completion of approximately 75% of the meter change -out program. FY98 Objectives: To continue to provide courteous service as well as accurate and timely meter reading. Major Budgetary Issues and Operational Trends: Funding is necessary for maintenance and upgrading of the meter reading instruments. 158 Form 2 City of Euless DEPARTMENT: Public Works ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: TOTAL PERSONNEL: Full Time Part Time Input/Demand 1995- 96 ACTUAL $82,426 $6,346 $0 $88,772 $0 4.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Meter Reading REVISED 1996- 97 BUDGET $118,545 $7,566 $0 $126,111 4.0 0.0 $0 Manager's Fiscal Summary 1 ACCOUNT #: 02-80-77 1997-98 BUDGET BASELINE SUPPLEMENTAL TOTAL SERVICES SERVICES PROPOSED $112,145 $112,145 $9,364 $9,364 $0 $0 $121,509 $0 $121,509 4.0 0.0 $0 PERFORMANCE MEASURES/SERVICE LEVELS Output/Workload New Meters Set Water Meters Changed Out Efficiency Measuresllmpact M&O Budget per Capita Effectiveness Measures/Outcomes $0 4.0 0.0 Actual 94- 95 Actual 95- 96 Revised 96- 97 Budget 98 137 3,827 N/A 216 2,551 $2.20 215 2,300 $3.09 $2.94 $0 2001 2,000 1 159 This pace intentionally left blank. NON -DEPARTMENTAL C City Manager's Office Tom Hart - City Manager I I Non -Departmental C Legal Services Handles Citywide Expenditures Attorney fees Support funding of Capital Improvement projects. Support funding of City Vehicles & City Debt W&S Fund 60% Expenditure History $6,000,000 $5,000,000 $4,000,000 - $3,000,000 $2,000,000 $1,000,000 $o — -- FY94 FY96 FY98 Budget FY95 FY97 Rev. Large increases in recent years is due to approved one-time capital purchases. Legal Srvcs. 1% Non -Dept. 40% ............. Non -Dept. 99% Budget Highlights -FY98 includes one time capital funding for all departments. Some of these expenses include audio/visual equipment for the City Council chambers, renovations to City Hall, and new signage throughout the city campus. Also included is a $250,000 reserve for debt service in anticipation of a bond sale early in 1998. 160 This oaae intentionally left blank. Form 2 City of Euless` DEPARTMENT: Non -Departmental ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: TOTAL PERSONNEL: Full Time Part Time Dollars Spent Thousands 100 1995-96 ACTUAL $0 $0 $0 $0 80 — $60,282.25 FY94 $0 ANNUAL BUDGET DIVISION/ACTIVITY: Legal Service* anager's Fiscal S ACCOUNT #: 02-90-21 REVISED 1997-98 BUDGE" 1996-97 BASELINE SUPPLEMENTAL TOTAL BUDGET SERVICES SERVICES PROPOSED $0 $0 $0 $75,000 $66,000 $66,000 $0 $0 $0 $75,000 $66,000 $0 $66,000 $78,381.84 FY95 $0 $0 Legal Services Water and Sewer $73,326.84 FY96 Year * Prior to FY97 Legal Services were paid from Nondepartmental. $0 $75,000.00 $66,000.00 FY97 Revised $0 FY98 Budget 161 City,of Eul+ 7 /98; 'JDG T Department: Division/Activity: Non -Departmental Water & Sewer Location and Hours of Operation: 201 North Ector Drive, Building B Monday through Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: Department Narrative Summary Account #: 02-90-60 Management has initiated programs to the costs in this budget which may not be specifically identifiable to any operational budget. Goals/Programs or Services: 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. FY97 Highlights/Accomplishments: FY98 Objectives: Major Budgetary issues and Operational Trends: 162 Form 2 City of Euless DEPARTMENT: Non -Departmental ITEM PERSONNEL (OPERATIONS CAPITAL TOTAL (REVENUES: TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $420,195 $4,297,545 $65,017 $4,782,757 $0 9.5 0.5 ANNUAL BUDGET DIVISION/ACTIVITY: Water & Sewer REVISED 1996-97 BUDGET $477,512 $3,959,782 $343,477 $4,780,771 9.0 2.0 $0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $576,902 $0 $3,009,093 $32,522 $105,500 $658,545 $3,691,495 $691,067 $0 10.25 1.5 Water & Sewer Fund Non Departmental 1997-98 Budget (0.9%) Office Operations (28.2%) Transfers * Includes Utility Engineering for FY96 Actual. (13.2%) Personnel (17.4%) Capital $0 Manager's Fiscal Summary ACCOUNT #: 02-90-60 TOTAL PROPOSED $576,902 $3,041,615 $764,045 $4,382,562 (40.3%) Services & Misc. Charges 10.25 1.5 $0 163 This page intentionally left blank Other Enterprise Funds • Engineering Services • Fleet Services ▪ Golf Course ▪ Programs & Special Events • Arbor Daze Festival ▪ Drainage Utility Maintenance ▪ Athletic complex • Softball World Form 1 City of Euless FY 1997/98 ANNUAL BUDGET Department Narrative Summary Department: Division/Activity: Account #: Engineering CIP - Water & Sewer 08-66-66 Location and Hours of Operation: 201 North Ector Drive, Building C 8:00 A.M. to 5:00 P.M., Monday through Friday Mission Statement/Purpose: The Engineering Department has the responsibility for design and construction of a safe water distribution system, an environmentally safe wastewater collection system, an adequate storm drainage system including flood plain management, and a safe and efficient street and thoroughfare network. This includes proper functioning of all traffic signals, installation of street lights throughout the City, and proper street signs. This department is responsible for proper street signs as well. Goals/Programs or Services: Review all development plans for regulation compliance, engineering design, and safety and health concerns. Review all engineering studies and plans for accuracy and compliance. ➢ Inspect all construction within the City for quality, correctness and safety. ➢ Establish public works guidelines for water and wastewater construction, street design and construction, drainage design and construction, and traffic safety. >Acquisition and verification of legal documents, properties, right-of-way and easements. Acquisition and implementation of federal grants for construction of major street, utility and drainage projects. FY97 Highlights/Accomplishments: ➢Completed Hurricane Creek Master Drainage Study. Assisted in completion of Texas Star Golf Course and its associated buildings. Oversaw construction of the Texas Star Athletic Complex. >Obtained right-of-way and approved plans to begin construction of Westpark Way, our first ISTEA street project. ➢ Relocated all utilities in Westpark Way and Hwy. 157 to allow construction to begin on schedule. >Obtained approved plans for the Trails of Euless, a thoroughfare plan, and design set of plans for reconstruction of Harwood Road. >Obtained approved plans and right-of-way for reconstruction of Main Street. Inspected the installation of approximately 4.6 miles of water mains, 3.6 miles of sanitary sewer mains, 3.0 miles of storm drainage improvements, and 4.9 miles of fire lane or street construction. Reviewed approximately 329 sets of development plans. ➢Installed 166 new street lights, repaired 51 street lights, installed 3 new signals, authorized installation of 51 new traffic control signs. > Developed a Master Drainage Design Plan for City, as well as a new development drainage policy >Constantly updating and implementing street lighting plan for City. FY98 Objectives: ➢To construct Westpark Way and reconstruct Main Street. Bid and begin construction of Harwood Road. Obtain funding for some major drainage projects. Major Budgetary Issues and Operational Trends: There are no major budgeting issues. We expect our operations to remain about the same as FY97. We will be continuing to inspect and manage the greatest number of capitol improvements to be constructed at the same time in the City's history. This coming year the emphasis will be on road construction. 164 Form 2 City of Euless DEPARTMENT: Engineering ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: TOTAL PERSONNEL:, Full Time Part Time Input/Demand 1995-96 ACTUAL $62,675 $21,144 $0 $83,819 $0 1.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: CIP - Water & Sewer REVISED 1996-97 BUDGET $68,441 $40,347 $0 $108,788 1.0 0.0 $0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $69,800 $40,000 $0 $109,800 $0 1.0 0.0 $0 $0 Manager's Fiscal Summary ACCOUNT #: 08-66-66 TOTAL PROPOSED $69,800 $40,000 $0 $109,800 1.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Actual 94-95 Actual 95-96 Revised 96-97 Budget 98 OutputlWorkload Efficiency Measures/Impact Effectiveness Measures/Outcomes $0 165 rFn1997/98- city ofANNUAL BUDGET Department: Division/Activity: Support Services Fleet Service Location and Hours of Operation: Vehicle Service Center, 1515 Westpark Way Monday through Friday, 7:30 AM to 5:00 PM, with personnel on call 24 hours a day, seven days a week. Mission Statement/Purpose: IAccount #: 13-50-90 To properly maintain and ensure the correct usage of the City's investment in vehicles and equipment. Goals/Programs or Services: lar alhie: umrrta,�y.. To provide corrective maintenance, facilitate needed repairs, train City personnel on equipment safety, and coordinate vehicle damage claims for all City departments. Fleet operations provides all departments with vehicle and equipment information, specifications and recommendations as they pertain to budget or City Council presentations. FY97 Highlights/Accomplishments: ➢Completion of fleet refueling center. Acquisition of a five -gas emissions analyzer. ➢Completion of a refueling station for alternative fuel (propane). ➢Relocation of Fleet and Facility Operations to a new facility. FY98 Objectives: ➢Conversion of 15 additional units to propane. ➢Retrofit sanding units from PTO driven to auxiliary power units. ➢Fleet "cleanup" policy for departmental responsibility for vehicle cleanup. Major Budgetary Issues and Operational Trends: Continue vehicle and equipment conversions to altemative fuel (propane). 166 Form 2 City of Euless DEPARTMENT: Support Services ITEM 1PERSONNEL l OPERATIONS 1 CAPITAL TOTAL REVENUES: Depreciation TOTAL PERSONNEL: Full Time Part Time Input/Demand Jobs Completed Service Calls 1995-96 ACTUAL $191,566 $329,611 $4,482 $525,659 $590,000 $590,000 5.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Fleet Service REVISED 1996-97 BUDGET $215,278 $366,251 $4,949 $586,478 $620,000 $620,000 5.0 0.0 Manager's Fiscal Summary 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $211,926 $27,260 $401,643 $1,062 $16,625 $4,200 $630,194 $32,522 $630,225 $32,522 $630,225 $32,522 5.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Output/Workload Recycling Programs Training Classes Attended Training Classes Hosted Efficiency Measures/Impact Recycling programs Training class attended Training class hosted M&O Budget per Capita Effectiveness Measures/Outcomes Dept. Satisfaction Level: Verbal Written ASE Certifications DOT Certifications OSHA Certifications 1EVS Certifications 1TXDOT Certifications ITXRR Certifications Actual 94-95 Actual 95-96 2,800 3,039 710 480 9 20 0 9 20 0 N/A 40 25 65 4 15 3 0 0 9 15 4 9 15 4 $12.90 68 30 65 4 10 3 12 0 1.0 0.0 Revised 96-97 3,500 450 9 15 3 9 15 3 $14.24 80 50 70 6 10 4 17 5 ACCOUNT #: 13-50-90 TOTAL PROPOSED $239,1851 $402,705 1 $20,825 $662,716 $662,747 $662,747 6.0 0.0 Budget 98 3,700 500 9 20 5 9 20 6 $15.54 85 50 70 6 10 4 17 5 167 0 Ctt� of Fine Department: Community Services Location and Hours of Operation: 11700 South Pipeline Road, Euless, Texas 7:00 AM to 6:00 PM, 7 days a week Mission Statement/Purpose: FY• 1991-198 "ANNUALS iDGE` Division/Activity: Golf Course Maintenance Department Narrative Summary Account #: 22-70-62 To provide an area of recreation for the citizens of Euless and the surrounding area. To maintain this golf course to the highest possible standards while generating enough revenue to support our operation. Goals/Programs or Services: To provide the best possible golfing experience in the area. To bring recognition to the City of Euless via our golf course. FY97 Highlights/Accomplishments: Opened the facility May 22, 1997. FY98 Objectives: To become known as the best public golf course in North Texas. Major Budgetary issues and Operational Trends: 168 Form 2 City of Euless DEPARTMENT: Community Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Memberships (50%) Club Rentals Club Memberships (50%) Green Fees Tournament Revenue Misc. Revenue TOTAL PERSONNEL: Full Time Part Time** Input/Demand OutrwtlWorkload 1995-96 ACTUAL $0 $0 $0 $0 $0 ANNUAL BUDGET DIVISION/ACTIVITY: Golf Course Maintenance REVISED 1996-97 BUDGET $118,265 $108,573 $0 $226,838 $11,122 $534 $22,700 $432,658 $8,192 $35,224 $510,430 1997-98 BUDGET BASELINE UPPLEMENTAL SERVICES I SERVICES $523,984 $172,503 1 $0� $696,487 1 $0 $55,500 $2,400 $6,000 $1,562,085 $36,880 $1,662,865 4.0 22.0 PERFORMANCE MEASURES/SERVICE LEVELS Efficiency Measures/Impact Effectiveness Measures/Outcomes Actual 94-95 * New facility opened May 1997. **15 of part time positions are contract labor employees. $0 Actual 95-96 " Revised 96-97 Manager's Fiscal Summary ACCOUNT #: 22-70-62 TOTAL PROPOSED $523,984 $172,503 $0 $696,487 $55,500 $2,400 $6,000 $1,562,085 $36,880 $0 $1,662,865 4.0 22.0 Budget 98 169 Form 1 City of Euless Department: Community Services Location and Hours of Operation: 11700 South Pipeline Road, Euless, Texas 7:00 AM to 6:00 PM, 7 days a week Mission Statement/Purpose: FY 1997/98 ANNUAL BUDGET Division/Activity: Golf Course Pro Shop Department Narrative Summary` Account #: 22-70-63 To provide high quality golf equipment and apparel to patrons of the Golf Course at Texas Star in order to enhance their golfing experience. Goals/Programs or Services: To provide the best possible golfing experience in the area. To bring recognition to the City of Euless via our golf course. FY97 Highlights/Accomplishments: The Golf Pro Shop opened July 4, 1997. FY98 Objectives: Establish inventory tracking procedures. Fine tune computerized accounting procedures and train all employees in their use. Major Budgetary Issues and Operational Trends: It is imperative that accounting and inventory control be given high priority in order to make this facility self supporting. 170 Form 2 City of Euless DEPARTMENT: Community Services ITEM ;PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Sale of Goods 1 TOTAL PERSONNEL:** Full Time Part Time Input/Demand 1995-96 ACTUAL $0 $0 $0 $0 $1,606 $1,606 0.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Golf Course Pro Shop REVISED 1996-97 BUDGET $49,684 $80,890 $0 $130,574 $59,946 $59,946 2.0 3.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $193,292 $167,420 $0 $360,712 $0 $168,000 $168,000 $0 2.0 4.0 PERFORMANCE MEASURES/SERVICE LEVELS OutputlWorkload Efficiency Measures/Impact Effectiveness Measures/Outcomes Actual 94-95 Actual 95-96 Revised 96-97 * New facility opened May 1997. **Two part time and two full time positions are contract labor. Manager's Fiscal Summary ACCOUNT #: 22-70-63 TOTAL PROPOSED $193,292 $167,420 $0 $360,712 2.0 4.0 Budget 98 $0 171 Form 1 City of Euless Department: Community Services Location and Hours of Operation: 11700 South Pipeline Road, Euless, Texas 7:00 AM to 6:00 PM, 7 days a week Mission Statement/Purpose: FY 1997/98 ANNUAL BUDGET Division/Activity: Golf Course Food & Beverages Department Narrative Summary Account #: 22-70-67 To provide quality food service to patrons of the golf course food and beverage operations. To enhance the leisure experience of our patrons. Goals/Programs or Services: To provide food and beverage services to golf and restaurant patrons in the clubhouse and on the golf course in a timely and affordable manner. FY97 Highlights/Accomplishments: Prepared for startup operations, which began with the opening of the Golf Course on May 22, 1997. FY98 Objectives: To effectively market food and beverage operations to the public. To standardize operations in order to operate in a streamlined and fiscally efficient manner. Major Budgetary Issues and Operational Trends: To equip and staff food and beverage operations in an efficient manner. 172 Form 2 City of Euless DEPARTMENT: Community Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Concessions, Starter House Other Food and Beverage Membership (50%) Member Initiation (50%) TOTAL PERSONNEL: Full Time Part Time** Input/Demand OutputlWorkload * 1995-96 ACTUAL $0 $0 $0 $0 0.0 0.0 ANNUAL BUDGET. DIVISION/ACTIVITY: Golf Course Food & Beverage REVISED 1996-97 BUDGET $67,981 $83,246 $0 $151,227 $35,784 $69,616 $11,122 $22,700 $0 $139,222 0.0 16.0 1997-98 BUDGET BASELINE SUPPLEMENTAL. SERVICES SERVICES $416,435 $240,400 $0 $656,835 $252,000 $0 $55,500 $6,000 $0 $313,500 $0 2.0 17.0 PERFORMANCE MEASURES/SERVICE LEVELS: Efficiency Measures/lmpact Effectiveness Measures/Outcomes Actual 94-95 Actual 95-96 Revised 96-97 * New facility opened May 1997. *"AIL 17 part time employees are contract labor. Manager's Fiscal Summary ACCOUNT #: 22-70-67 TOTAL PROPOSED $416,435 $240,400 $0 $656,835 $252,000 $0 $55,500 $6,000 $0 $0 $0 $313,500 2.0 17.0 Budget 98 173 Ity-of.. Eules Department: Community Services Location and Hours of Operation: 11700 South Pipeline Road, Euless, Texas 7:00 AM to 6:00 PM, 7 days a week Mission Statement/Purpose: FY -'1997/98- ANNUALBUDG-ETr Division/Activity: Conference Centre at Texas Star Department Narrative Summary Account #: 22-70-66 To provide a clean, well -kept facility convenient to the citizens and business community of Euless and the surrounding area. To provide revenue to support the maintenance of our first-class facility and contribute to the general upkeep of our entire clubhouse facility. Goals/Programs or Services: To provide a friendly, efficient environment in which our guests feel welcome and appreciated. To serve in every way possible to make events held in the Conference Centre run as smoothly as possible. FY97 Highlights/Accomplishments: Conference Centre was constructed and opened its doors in July 1997. FY98 Objectives: Equip the Conference Centre with items necessary to fulfill the needs of our guests. Make the community more fully aware of the facility and its capabilities. Begin to make the Conference Centre the premier choice in the area for off -site business meetings and social events. Major Budgetary Issues and Operational Trends: The delay of the opening of the Conference Centre will affect some of the success of this first year of operation. 174 Form 2 City of Euless DEPARTMENT: Community Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: * 1995-96 ACTUAL $0 $0 $0 $0 Conference Centre Food & Beverage Meeting Facility Rental Conference Centre Raven's Grill Conference Centre Catering Fee Transfer from Hotel/Motel Fund TOTAL 1 PERSONNEL: 1 Full Time j 0.0 Part Time** 0.0 1 Input/Demand $0 ANNUAL BUDGET DIVISION/ACTIVITY: Conference Centre at Texas Star REVISED* 1996- 97 BUDGET $35,380 $13,216 $0 $48,596 $0 $2,925 $12,573 $0 $0 $15,498 3.0 2.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $174,590 $40,200 $0 $214,790 $0 $36,000 $36,000 $382,500 1 $36,000 1 $96,000 $586,500 2.33 4.0 PERFORMANCE MEASURES/SERVICE LEVELS Output/Workload Efficiency Measures/Impact Effectiveness Measures/Outcomes $0 Manager's Fiscal Summary ACCOUNT #: 22-70-68 TOTAL PROPOSED $174,590 $40,200 $0 $214,790 $36,000 $36,000 $382,500 $36,000 $96,000 $586,500 2.33 4.0 Actual 94-95 Actual 95-96 Revised 96-97 Budget 98 * New facility opened Fall 1997. **Two part time positions are contract labor. 175 Ferlm 1. City of Euless Department: Community Services Location and Hours of Operation: 11700 South Pipeline Road, Euless, Texas 7:00 AM to 6:00 PM, 7 days a week Mission Statement/Purpose: FY-1997/98 -- -ANNUAL-BUDGET Division/Activity: Golf Cart Operations Department Narrative Summary Account #: 22-70-69 To provide our guests with the best customer services possible along with golf cars that are very clean and fully functional. Goals/Programs or Services: Our cart attendants will greet our guests, unload and load bags, clean clubs, and take care of our guests the best possible way. FY97 Highlights/Accomplishments: Opened the facility on May 22, 1997. FY98 Objectives: Provide outstanding service in a cost-effective manner. Major Budgetary Issues and Operational Trends: New business. Still experimenting to streamline operations. 176 Form 2 City of Euless DEPARTMENT: Community Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Cart Rentals TOTAL PERSONNEL: Full Time Part Time Input/Demand 1995-96 ACTUAL $0 $0 $0 $0 0.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Golf Course Cart Operations REVISED 1996-97 BUDGET $22,124 $45,685 $0 $67,809 $145,133 $0 $145,133 0.0 2.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $88,704 $140,230 $0 $228,934 $0 $478,800 $478,800 $0 0.0 4.0 PERFORMANCE MEASURES/SERVICE LEVELS Output/Workload Efficiency Measures/Impact Effectiveness Measures/Outcomes * New facility opened May 1997. Actual 94-95 Actual 95-96 Revised 96-97 Manager's Fiscal Summary ACCOUNT #: 22-70-69 TOTAL PROPOSED $88,704 $140,230 $0 $228,934 $478,800 $478,800 0.0 4.0 Budget 98 177 ItY00:EUte Department: Community Services Location and Hours of Operation: 11700 South Pipeline Road, Euless, Texas 7:00 AM to 6:00 PM, 7 days a week Mission Statement/Purpose: ANNUAL BUQG Division/Activity: Golf Course Driving Range To provide our guests with a complete practice facility. Goals/Programs or Services: FYI 997/9$ Department Narrative `Summary Account #: 22-70-75 Clinics, lessons, junior clinics -- These are a few programs and services we will offer. We hope to create a sort of "golf school" in the future whereby we will teach not only the golf swing, but also teach etiquette and rules of the game as well. FY97 Highlights/Accomplishments: Opened the facility on May 22, 1997. FY98 Objectives: ➢To provide outstanding service to all customers. ➢To make the golf course a revenue producing facility. Major Budgetary Issues and Operational Trends: ➢Competition from Cooper's Golf Park. Lost balls due to native grass and creek. 178 Form 2 City of Euless DEPARTMENT: Community Services ITEM ;PERSONNEL OPERATIONS I CAPITAL TOTAL REVENUES: Driving Range Fees TOTAL PERSONNEL: Full Time Part Time ANNUAL BUDGET DIVISION/ACTIVITY: Golf Course Driving Range Manager's Fiscal Summary ACCOUNT #: 22-70-75 REVISED 1997-98 BUDGET 1995-96 1996-97 BASELINE SUPPLEMENTAL TOTAL ACTUAL BUDGET SERVICES SERVICES PROPOSED $0 $3,931 $40,320 $40,320 $0 $4,786 $7,040 $7,040 $0 $0 $0 $0 $0 $8,717 $47,360 $0 $47,360 0.0 0.0 $9,440 $25,200 $25,200 $0 $9,440 $25,200 $0 $25,200 0.0 5.0 0.0 1.0 0.0 1.0 PERFORMANCE MEASURES/SERVICE LEVELS: Input/Demand Actual 94-95 Actual 95-96 Revised 96-97 Budget 98 Output/Workload Efficiency Measuresllmpact Effectiveness Measures/Outcomes * New facility opened May 1997. 179 Form 1 City of Euless Department: Community Services Location and Hours of Operation: 11700 South Pipeline Road, Euless, Texas 7:00 AM to 6:00 PM, 7 days a week Mission Statement/Purpose: FY 1997/98 ANNUAL BUDGET Division/Activity: Golf Course Nondepartmental Department Narrative Summary Account #: 22-90-60 This budget was established to define costs that may not be specifically identifiable to any specific Golf Course budget. Goals/Programs or Services: Activity administered by the Director of Community Services and funds various charges that are not defined or directly related to any specific activity of the Golf Course. Examples of costs here include: electrical, general liability insurance, legal and audit. These types of expenditures affect all Golf Course budgets and are generally not pro -rated. FY97 Highlights/Accomplishments: Opened the facility on May 22, 1997. FY98 Objectives: To provide the most outstanding service in the entire golfing environment. Major Budgetary Issues and Operational Trends: Delay of opening puts the first five months operation in stress. Still evolving a streamlined budget. 180 DEPARTMENT: Community Services ITEM 1PERSONNEL lOPERATIONS 1 CAPITAL TOTAL REVENUE TOTAL PERSONNEL' Full Time Part Time OutputlWorkload 1995-96 ACTUAL $0 $0 $0 $0 DIVISION/ACTIVITY: Golf Course Nondepartmental REVISED 1996-97 BUDGET $0 $168,948 $8,481 $177,429 9748 UDG1' BASELINE UPPLEMENTAL, SERVICES SERVICES $01 $0 $806,502 1 $0 $45,000 1 $55,000 $851,502 1 $55,000 $o $o $o $o PERFORMANCE MEASURES/SERVICE LEVELS Effectiveness Measures/Outcomes * New facility opened May 1997. ACCOUNT #: 22-90-60 TOTAL PROPOSED $0 $806,502 $100,000 $906,502 181 -Forrin ' --- _ _ _Department Narrative Summary City of Eule'ANNUAL 'BUDGET Department: Division/Activity: Community Services Programs & Special Events Location and Hours of Operation: 300 Midway Drive, 8:00 AM to 9:00 PM Monday Through Friday; 9:00 AM to 6:00 PM Saturday 508 Simmons, 8:00 AM to 9:00 PM Monday through Friday Mission Statement/Purpose: Account #: 23-70-55 To provide the citizens with a superior recreation experience through structured classes, athletic leagues and special events. Goals/Programs or Services: Establish quality programs through user fees to confirm a cost effective plan. FY97 Highlights/Accomplishments: >Senior Citizens Thanksgiving and Christmas. Senior Citizens Christmas Ball. Christmas Parade of Lights Midway Recreation Center: Easter Egg Hunt, Little Ladies Tea Party, Little Laddie Shindig, Midway Madness. FY98 Objectives: ➢Increase classes and participation in the classes. increase membership. Provide youth recreational sports, camp, and work shops. Major Budgetary Issues and Operational Trends: Added programs will tend to require more manpower or additional hours, supplies, and equipment. 182 ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Classes Athletics Memberships Weight Room Racquetball Daily Use Merchandise Concessions Video Games Discount Tickets Special Events Rentals Vending Machines Senior Citizens Starlight Musical TOTAL PERSONNEL: Full Time Part Time Input/Demand OutpuvWorkload ANNUAL BUDGET Form 2 City of Euless Manager's Fiscal Summary DEPARTMENT: DNISION/ACTNITY: ACCOUNT #: Community Services i Programs & Special Events 23-70-55 REVISED 1 1997-98 BUDGET 1995-96 1996-97 BASELINE SUPPLEMENTAL TOTAL actual BUDGET SERVICES SERVICES PROPOSED $23,757 $35,836 $43,103 $43,103 $149,464' $132,773 $132,900 $132,900 $0 $0 $0 $0 $173,221 $168,609 $176,003 $0 $176,003 $73,583 $70,0001 $80,000 $80,000 $9,987 1 $15,000 I $20,000 $20,000 $22,877 $20,000 ; $20,000 $20,000 $1,391 i $2,000 j $3,000 $3,000 $2,7041 $3,000 $3,000 $3,000 $7,363 j $8,000 j $9,000 $9,000 $01 $500' $500 $500 $2,2151 $7,500 $7,500 $7,500 $1,212 1 $3,000 $3,000 $3,000 $1,358 $2,000 $2,000 $2,000 $28,775 $23,000 $30,000 $30,000 $4,103 $6,000 $6,000 $6,000 $4,0391 $2,0001, $3,000 $3,000 $1,341I $2,5001 $3,000 $3,000 $01 $6,0001 $6,000 $6,000 $160,946I $170,5001 $196,000 $0 $196,000 1.0 0.0 1.0 1.0 0.0 1.0 1.0 1.0 PERFORMANCE MEASURES/SERVICE LEVELS Actual 94-95 Actual 95-96 Revised 96-97 Budget 98 Efficiency Measures/Impact Effectiveness Measures/Outcomes 183 Form1. City of Euless Department: Community Services Location and Hours of Operation: 201 North Ector Drive Mission Statement/Purpose: FY 1997/98 ANNUAL BUDGET Department Narrative Summary Division/Activity: Account #: Arbor Daze Festival 23-70-56 Friday, April 24, 1998: 11 AM to midnight Saturday, April 25, 1998: 9 AM to midnight Sunday, April 26, 1998: 10 AM to 9 PM "Arbor Daze" is the City of Euless' annual festival. A national award winner, and winner of numerous state awards, this is Euless' annual chance to showcase itself to well over 125,000 showgoers. Noted as "the ultimate family festival," the event has grown into one of the top three festivals in Tarrant County. The event allows over 25 Euless organizations a fundraising opportunity each year. Goals/Programs or Services: The goal is to showcase Euless and its commitment to beautification, in a family festival atmosphere. Virtually every element - business, government, schools, PTA's, churches, social organizations - is present at the event. The event showcases national recording acts, local entertainers, and amateurs. FY97 Highlights/Accomplishments: Largest turnout ever. Saturday was the largest crowd in the history of the event. Attendance increased more than 15% over the previous year. We reached the 50,000 mark in tree giveaways this year. FY98 Objectives: Continue to improve financial condition of festival. Increase sponsorships, management staff, and volunteers through creative marketing efforts and working with radio sponsor - KLUV. lajor Budgetary Issues and Operational Trends: Growth continues with expectations at record high. Could become the best festival in Tarrant County. It is starting to get strong local TV and radio coverage. 184 Form 2 City of Euless DEPARTMENT: Community Services ITEM 1PERSONNEL l OPERATIONS CAPITAL TOTAL 1REVENUES: Plant Sale Souvenir Sales Coupon Sales Booth Space Sponsorships Auction Vip Tickets TOTAL PERSONNEL: Full Time Part Time I InputlDemand'. OutputiVVoridoad Efficiency Measuresllmpact 1995-96 ACTUAL $0 $552,771 $0 $552,771 $6,617 $10,817 $414,547 $48,169 $68,350 $12,075 $7,825 $568,400 0.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Arbor Daze Festival REVISED 1996- 97 BUDGET $0 $626,316 $0 $626,316 $7,751 $5,636 $468,642 $68,099 $70,000 $18,524 $1,729 $640,381 0.0 0.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $0 $563,000 $0 $563,000 $0 $5,000 $6,000 $415,000 $50,000 $70,000 $15,000 $3,000 $564,000 $0 0.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Effectiveness Measures/Outcomes Attendance Actual 94-95 Actual 95-96 Revised 96-97 120,000 120,000 Manager's Fiscal Summary ACCOUNT #: 23-70-56 TOTAL PROPOSED $0 $563,000 $0 $563,000 $5,000 $6,000 $415,000 $50,000 $70,000 $15,000 $3,000 $564,000 0.0 0.0 Budget 98 185 Dep s.rtment: Public Works Location and Hours of Operation: 1100 Central Drive, Bedford, Texas 7 days a week, 24 hours a day Mission Statement/Purpose: Division/Activity: Drainage Utility Maintenance Account #: 29-80-29 umm To protect life and property through the maintenance of drainage facilities that adequately remove storm water runoff during most rain storms. Goals/Programs or Services: Since inception, this department has not been staffed and only addresses problems that generate citizen complaints. All work is accomplished by street maintenance personnel or contract labor. FY97 Highlights/Accomplishments: This department was able to provide adequate service, with limited manpower. FY98 Objectives: To provide the best possible service to the citizens of Euless through preventive maintenance and quick response to known problems. Major Budgetary Issues and Operational Trends: There are increasing demands for service coupled with increasing Environmental Protection Agency requirements that will necessitate staffing and funding in the near future. Form 2 City of Euless DEPARTMENT: Public Works ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: DUD Charges Penalties & Interest TOTAL PERSONNEL: Full Time Part Time Input/Demand 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $4,000 $0 $510,972 $30,000 $0 $0 $514,972 $30,000 $540,000 $0 1995-96 ACTUAL $148 $431,875 $995 $433,018 $543,921 $6,230 $550,152 ANNUAL BUDGET DMSION/ACTIVITY: Drainage Utility Maintenance REVISED 1996-97 BUDGET $4,000 $498,770 $277 $503,047 $530,000 $300 $530,300 PERFORMANCE MEASURES/SERVICE LEVELS Output/Workload Linear Feet of Channel Cleaned Channel and Gutter Replaced Drain Pipe Installed Efficiency Measuresllmpact Effectiveness Measures/Outcomes $0 Actual 94-95 Actual 95-96 Revised 96-97 10,000 1,500 200 10,000 1,500 200 10,000 1,500 200 Manager's Fiscal Summary ACCOUNT #: 29-80-29 TOTAL PROPOSED $4,000 $540,972 $0 $544,972 $540,000 $0 $540,000 0.0 0.0 Budget 98 10,000 1,500 200 187 Form 1 City of Euless Department: Community Services Location and Hours of Operation: 11700 South Pipeline Road, Euless, Texas Mission Statement/Purpose: FY 1997/98 ANNUALBUDGET Division/Activity: Account #: Athletic Complex at Texas Star 33-70-78 Department Narrative Summary To provide a safe and eye pleasing athletic complex for the citizens of Euless in the most cost efficient manner possible. To satisfy citizen demands for parks and park amenities, thus creating a more wholesome lifestyle by providing opportunities such as soccer fields, baseball fields, volleyball courts, in -line hockey, batting cages, amphitheater, covered pavilion, and fishing pier. Goals/Programs or Services: To develop and maintain safe playing fields. To offer a variety of leisure activities to all Euless citizens. To continue to beautify our city through additional park amenities. FY97 Highlights/Accomplishments: Acquired land and began construction on approximately 73 acres for the new Athletic Complex, FY98 Objectives: Complete construction and open the Athletic Complex. Major Budgetary Issues and Operational Trends: The major issue facing the Athletic Complex is to be self supporting. We hope to receive enough revenue to cover opearting expenses. 188 Form 2 City of Euless DEPARTMENT: Community Services ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Concessions/Batting Ca les Batting Cages Pro Shop Rentals Concessions/Ballfields Tournament Admission, Tournament Fees TOTAL PERSONNEL: Full Time Part Time IInput/Demand`=; OutputNVorkload * 1995-96 ACTUAL 0.0 0.0 NNUAL BUDGET DIVISION/ACTIVITY: Athletic Complex at Texas Star REVISED 1996-97 BUDGET $0 $16,500 $01 $0 $16,5001 $0 $4,000 $6,000 $500 $0 $0 $0 $0 $10,500 0.0 3.0 Manager's Fiscal Summary ACCOUNT #: 33-70-78 1997-98 BUDGET; BASELINE SUPPLEMENTAL SERVICES SERVICES $121,172 $91,755 $0 $212,927 $10,000 $70,000 $4,000 $5,000 $120,000 $15,000 $20,000 $244,000 0.33 3.0 PERFORMANCE MEASURES/SERVICE LEVELS - Efficiency Measuresllmpact 1 5 Effectiveness Measures/Outcomes * New facility, opened Fall 1997. $0 $0 TOTAL PROPOSED $121,172 $91,755 $0 $212,927 $10,000 $70,000 $4,000 $5,000 $120,000 $15,000 $20,000 $244,000 0.33 3.0 189 Form 1 City of Euless Department: Community Services Location and Hours of Operation: 1375 West Euless Blvd. Monday through Friday 9 AM to midnight; Mission Statement/Purpose: FY 1996/97 ANNUAL BUDGET Division/Activity: Softball World at Texas Star Department Narrative Summary Account #: 34-70-50 Saturday 8 AM to 2 AM; Sunday 8 AM to 11 PM To provide quality adult softball programs to the citizens and softball players from around the metroplex, Texas and from all over the country. To be a financially sound enterprise for the City of Euless under the direction of the community services department. Goals/Programs or Services: To be recognized nationally as the best softball complex in the country. To be a revenue producing source for the City of Euless. To bring out-of-state visitors to Euless through our tournament programs. FY97 Highlights/Accomplishments: Increased the number of league and tournament teams participating. Completed major renovations including painting, resurfaced infields, and fence repairs. Softball World at Texas Star was named "The Major Sportsplex of the Year" for 1996 by S.O.D.A. (Sportsplex Operators and Developers Association). FY98 Objectives: To continue to increase participation until we reach 100% utilization and then maintain that level. To acquire tournaments at state, regional, and national levels that will have an economic impact on local merchants. Major Budgetary Issues and Operational Trends: Some areas of operating cost will see increases, but will be offset by increased revenues. 190 Form 2 City of Euless DEPARTMENT: Community Services ITEM 1PERSONNEL l OPERATIONS 1 CAPITAL TOTAL REVENUES: League Fees Tournament Sports Shop Diamond Dry Sales Advertising Gate Other Concessions Interest TOTAL PERSONNEL: Full Time Part Time Input/Demand 1995-96 ACTUAL $81,627 $364,614 $738 $446,979 $255,787 $94,603 $101,516 $1,615 $333 $48,119 $12,702 $140,494 $2,069 $657,238 0.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Softball World at Texas Star 1996-97 BUDGET $256,042 $744,522 $5,331 $1,005,895 $370,000 $140,500 $159,191 $1,700 $7,000 $61,750 $3,630 $320,000 $6,500 $1,070,271 3.0 15.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $267,571 $823,751 $5,000 $1,096,322 $0 $380,000 $150,000 $160,000 $3,400 $8,000 $66,000 $800 $320,000 $5,000 $1,093,200 $0 4.33 16.0 PERFORMANCE MEASURES/SERVICE LEVELS: Output/Workload State Tournaments National Invitations Divisional Tournaments World Tournaments Efficiency Measuresllmpact Effectiveness Measures/Outcomes SODA Complex Award Net Profit - Actual 1 Actual 94-95 Actual 95-96 Revised 96-97 1 2 1 1 N/A 1 2 1 0 232,000 3 4 2 2 1 Manager's Fiscal Summary ACCOUNT #: 34-70-50 TOTAL PROPOSED $267,571 $823,751 $5,000 $1,096,322 $380,000 $150,000 $160,000 $3,400 $8,000 $66,000 $800 $320,000 $5,000 $1,093,200 4.33 16.0 Budget 98 1 3 1 1 191 This page intentionally left blank $pecia/ Re venue Funds It may be that cultivating an organization is like planting a garden. In that regard, here are some tips for your organizational/professional garden. First, plant 5 rows of peas: Patience, Promptness, Preparation, Perseverance, Purity. Next, plant 3 rows of squash: Squash gossip, Squash criticism, Squash indifference. Then, plant 5 rows of lettuce: Let us be faithful to duty; Let us be unselfish; Let us be loyal; Let us be true to obligations; and Let us love one another. And no garden is complete without turnips: Turn up for meetings; Turn up with a smile; Turn up with good ideas; Turn up with determination to make plans work out. ' Form 1 City of Euless Department: Economic Development Location and Hours of Operation: 201 North Ector Drive, Building A Monday through Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: FY 1997/98 ANNUAL BUDGET Division/Activity: Hotel/Motel Department Narrative Summary Account #: 12-10-80 To provide an atmosphere and activities that produce sales for hotel/motels in Euless. To work with local businesses to encourage the utilization of Euless hotel/motels for accommodations. To strengthen the general economic base of the community by promoting the retention and growth of existing businesses; by encouraging additional commercial and industrial development; and promoting the City of Euless as the center of economic activity. Goals/Programs or Services: >Tourism Development - advertising in major travel guides, brochures, sponsor Arbor Daze, NETAC, HEB Economic Development Foundation, and sports events. >Business Recruitment - direct mail to selected business sectors, personal site visits, and encourage local development. Business Retention - monthly luncheons, site visits, hotel/motel brochures, quarterly Business Joumal, annual reports, real estate updates. ➢Ombudsman - serves as a direct voice and liaison between the developer and City Hall. FY97 Highlights/Accomplishments: >Continued leasing at Euless Town Centre. >The implementation of Tax Increment Financing approval. >Location of several new businesses in Euless. ➢Major sponsorship funding for Arbor Daze Festival. >Award -winning fact book publication, In the Center of It All, FY98 Objectives: Continued support of Arbor Daze festival which attracts over 150,000 people to Euless. Promote tourism through this festival and work to bring potential businesses into the City through use of sponsorships. More aggressive conference attendance. We will seek out conferences which can teach us and provide networking opportunities for the promotion of the City. Major Budgetary Issues and Operational Trends: Become more active in Arbor Daze sponsorship. Recruit additional major sponsors for this annual event that brings much tourism and out-of-town visitors to Euless. Find more events to sponsor and promote which will enhance motel usage in the City, and thus affect the revenue of this fund. Sporting and commercial events will be prime candidates for sponsorship. 192 1995-96 ACTUAL $20,746 $250,843 $26,274 $297,863 $288,806 $986 $289,792 ANNUAL BUDGET DIVISION/ACTIVITY: Hotel/Motel REVISED 1996-97 BUDGET $0 $546,486 $112,000 $658,486 $300,000 $1,514 $301,514 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $0 $302,392 $0 $302,392 $0 $300,000 $0 $300,000 0.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Form 2 City of Euless DEPARTMENT: Economic Development ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Occupancy Tax Historical Committee TOTAL PERSONNEL: Full Time Part Time Input/Demand Output/Workload Efficiency Measuresllmpact Effectiveness Measures/Outcomes $0 Actual 94-95 Actual 95-96 Revised 96-97 Manager's Fiscal Summary ACCOUNT #: 12-10-80 TOTAL PROPOSED $01 $302,392 1 $0 $302,392 $300,000 $0 $300,000 0.0 0.0 193 Department: Police Location and Hours of Operation: 201 North Ector Drive, Building D Mission Statement/Purpose: Division/Activity: Drug Enforcement Agency Account #: 24-30-45 To provide support to the federal, state and local drug enforcement effort being waged against major drug traffickers. This support is in the form of full participation in the Fort Worth DEA Drug Task Force and the Dallas/Fort Worth Airport DEA Drug Task Force. Goals/Programs or Services: To provide funding for non -general fund equipment and or projects that assist in the law enforcement mission through the forfeiture of assets seized from drug traffickers. To provide funding for the replacement and upgrading of current weapons (pistols and revolvers). To improve weapons training and professional appearance, and reduce the department's liability exposure. FY97 Highlights/Accomplishments: FY98 Objectives: No programs planned. Major Budgetary Issues and Operational Trends: This revenue source is very volatile, and therefore not budgeted. 194 Form 2 City of Euless DEPARTMENT: Police ITEM PERSONNEL * lOPERATIONS CAPITAL TOTAL REVENUES: D.E.A. Funds TOTAL 1 PERSONNEL: Full Time Part Time 1995-96 ACTUAL $4,427 $34,732 j $263,939 $303,098 1 $122,192 1 $122,1921 0.0* 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Drug Enforcement Agency REVISED 1996-97 BUDGET $8,310 $5,086 $15,043 $28,439 $73,340 $73,340 0.0* 0.0 Manager's Fiscal Summary ACCOUNT #: 24-30-45 1997-98 BUDGET BASELINE SUPPLEMENTAL TOTAL SERVICES SERVICES PROPOSED $0 $0 $0 $0,+ $0 $0 ** ** 0.0 0.0 $01 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand Output/Workload Efficiency Measures/Impact Effectiveness Measures/Outcomes $0 0.0 0.0 Actual 94-95 Actual 95-96 Revised 96-97 Budget 98 $0 * Overtime will be paid from this fund. Regular salary and benefits are paid from other funds. **This fund is supported solely through the seizure of illegal assets. These monies are very volatile and may not be realized; therefore they are not budgeted. 1 195 Form 1 City of Euless Department: Euless Development Corporation Location and Hours of Operation: 201 North Ector Drive, Building A Mission Statement/Purpose: FY 1997/98 ANNUAL BUDGET Division/Activity: Operations Department Narrative Summary Account #: 50-10-31 The Texas legislature allows municipalities in counties with 750,000 or more in population to assess an additional half cent sales tax to be used to improve the quality of life for its citizens. Funds derived from this tax may be spent only for parks and park facilities, library improvements, open space improvements, and economic development. This tax went into effect on July 1, 1993. Euless Development Corporation was established to advise City Council on use of the funds and facilitate the process. Goals/Programs or Services: To improve the quality of life for our citizens by providing safe, clean, spacious park facilities. To provide new and modern library equipment to keep our citizens in touch with technology. To increase our business community through promotion and advertising. FY97 Highlights/Accomplishments: Director of Economic Development was hired. This position will be used strengthen the general economic base of the community by promoting retention and growth of existing businesses and encourage new growth in the commercial and industrial area. FY98 Objectives: To provide additional funding for new park facilities' operations for which the land was recently purchased. Major Budgetary Issues and Operational Trends: These funds are based upon the retail sales of area businesses and, therefore, will fluctuate depending on the current state of the economy. Also, additional park facilities and increased hours for the library will impact staffing levels. 196 Form 2 City of Euless DEPARTMENT: Euless Development Corporation ITEM PERSONNEL OPERATIONS* CAPITAL TOTAL REVENUES: 1/2 Cent Sales Tax TOTAL PERSONNEL: Full Time Part Time Input/Demand Output/Workload 1995-96 ACTUAL $0 $6,315,817 $0 $6,315,817 $1,688,727 $1,688,727 0.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Operations REVISED 1996-97 BUDGET $0 $3,424,911 $0 $3,424,911 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $0 $929,274 $0 $929,274 $1,853,500 $2,020,315 $1,853,500 $2,020,315 0.0 0.0 0.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Efficiency Measuresllmpact Effectiveness Measures/Outcomes Manager's Fiscal Summary ACCOUNT #: 50-10-31 TOTAL PROPOSED $0 $929,274 $0 $0 $929,274 $2,020,315 $0 $2,020,315 0.0 0.0 Actual 94-95 Actual 95-96 Revised 96-97 Budget 98 *The dramatic decrease in this budget is due to the completion of projects planned through the original bond sale (library, park projects, etc.) 197 Form 2 City of Euless DEP'TMEN 1: Euless Development Corporation ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: TOTAL PERSONNEL: Full Time Part Time Output/Workload 1 ANNUAL BUDGET DIVISION/ACTIVITY: Parks REVISED 1995- 96 1996- 97 ACTUAL BUDGET 1.0** 0,0 Manager's Fiscal Summ ACCOUNT #: 50-10-52 1997-98 BUDGET BASELINE SUPPLEMENTAL TOTAL SERVICES SERVICES PROPOSED $0 $127,8851 $152,522 $152,522 $0 $57,379 I $136,913 $136,913 $0 $10,000 1 $0 $209,000 $209,000 $0 $195,264 1 $289,435 $209,000 $498,435 $0 $0 4.0 i 4.0 0.0 2.0 $0 $0 $0 PERFORMANCE MEASURES/SERVICE LEVELS: Efficiency Measures/Impact Effectiveness Measures/Outcomes * This activity was created in FY97 and funded from half cent sales tax collections. **This full time employee was paid out of the Half Cent CIP (Fund 51) money in FY96. 4.0 2.0 198 Form 2 City of Euless DEPARTMENT: Euless Development Corporation Library * REVISED 1995-96 1996-97 ITEM ACTUAL BUDGET PERSONNEL ** $248,159 OPERATIONS $0 CAPITAL $ 0 TOTAL $0 $248,159 REVENUES: TOTAL PERSONNEL: Full Time Part Time Input/Demand Output/Workload Efficiency Measuresllmpact Effectiveness Measures/Outcomes $0 $0 ANNUAL BUDGET DMSIONIACTIVITY: Manager's Fiscal Summary ACCOUNT #: 50-10-54 1997-98 BUDGET BASELINE 'SUPPLEMENTAL TOTAL SERVICES SERVICES PROPOSED $255,569 $0 $0 $255,569 $0 PERFORMANCE MEASURES/SERVICE LEVELS: $255,569 $0 $13,675 $13,675 $13,675 $269,244 $0 $0! 7.0 14.0 Actual 94-95 Actual 95-96 Revised 96-97 Budget 98 * This activity was created in FY97 and funded from half cent sales tax collections **Employees in FY96 were paid out of Half Cent CIP (Fund 51) money. 199 Form 2 City of Euless DEPARTMENT: Euless Development Corporation ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: TOTAL PERSONNEL:. Full Time Part Time 1995-96* ACTUAL $0 $0 $0 $0 0.25** 1.0** ANNUAL BUDGET DIVISION/ACTIVITY: Economic Development REVISED 1996-97* BUDGET $29,991 $91,569 $0 $121,560 1997-98 BUDGET BASELINE* SUPPLEMENTAL SERVICES SERVICES $44,439 1 $115,969 1 $40,000 1 $200,408 1 $0 $0 $0 $0 $0 0.5 1.0 0.5 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand Output/Workload Efficiency Measures/Impact Effectiveness Measures/Outcomes Actual 94-95 Actual 95-96 Revised 96-97 *This activity was created in FY97 and funcled from half cent sales tax collections. **Employees for FY96 were paid from Half Cent CIP (Fund 51) money. Manager's Fiscal Summary ACCOUNT #: 50-10-81 TOTAL PROPOSED $44,439 $115,969 $40,000 $200,408 0.5 0.0 Budget 98 $0 200 This page intentionally left blank en t N a Department: Division/Activity: Police Crime Control & Prevention District Account #: 54-30-45 Location and Hours of Operation: 201 North Ector Drive, Building D Office: Monday through Friday, 8:00 AM to 5:00 PM - Police Officers 24 hours a day Mission Statement/Purpose: To provide the citizens of Euless professional, efficient police services including, but not limited to: enforcement of Federal, State, and Local Laws; investigation of criminal offenses; crime prevention; prevention and investigation of traffic accidents; order maintenance; and community social services. Citizens trust and confidence in their police department is of central concern. This is addressed by insistence upon the maintenance of a high degree of integrity and professionalism among all police employees. Goals/Programs or Services: Increase staff and efficiency; expand use of alternative policing methods; reduce overall response time through improved call management; increase interaction between citizens and police officers; provide additional space within the police facility for changing police/community involvement strategies; expand current gang and juvenile programs; expand Town Hall meetings, Neighborhood Watch programs, and Citizens Police Academy; increase police presence in existing and proposed parks. FY97 Highlights/Accomplishments: Hired three Police Officers. Staffed District 2. >Will provide canine service prior to end of fiscal year. >Will acquire mobile store front prior to end of fiscal year. FY98 Objectives: ➢Provide aggressive traffic enforcement in specific areas prone to high numbers of accidents to decrease total number of accidents. Continue emphasis of Neighborhood Watch Programs. Continued reduction of residential burglaries. Major Budgetary Issues and Operational Trends: ➢1995 COPS Fast Grant expires in Spring of 1998 and we will have to begin picking up full salary. >Training costs and requirements continue to escalate. 201 Form 2 City of Euless DEPARTMENT: Police ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Crime Control Sales Tax TOTAL PERSONNEL: Full Time Part Time Input/Demand 1995-96 BUDGET $19,613 $3,400 $0 $23,013 $205,057 $205,057 0.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Crime Control & PreventionDistrict REVISED 1996-97 BUDGET $142,766 $68,885 $316,422 $528,073 $860,024 $860,024 4.0 0.0 Manager's Fiscal Summary ACCOUNT #: 1 54-30-45 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES ; SERVICES $229,646 $180,558 1 $389,734 $799,938 $937,426 $937,426 4.0 1.0 PERFORMANCE MEASURES/SERVICE LEVELS $O $0 Actual 94-95 Actual 95-96 Revised 96-97 Performance and evaluation will be car lied out per the two-year Crime Control Plan. Output/Workload Efficiency Measures/Impact Total # Sworn Officers 1 1000 population Effectiveness Measures/Outcomes # Neighborhood Watch Programs # Neighborhood Watch Meetings Crime Rate per 1000 Population * Using 40,800 population for 1995 - 1997. ** Using 41,500 population for 1998. 1.71 95 60 142.4* TOTAL PROPOSED $229,646 1 $180,558 1 $389,734 1 $799,938 $937,426 $937,426 4.0 1.0 Budget 98 1.85 120 100 108.4** 202 This page intentionally left blank InternaI Service Funds :4 4 1.4 • i • 4 • w `.+.�i--�"_'^'�.�" ..tip.-. •� 1__1-�-�-.•.+�� .�.. �.. .-tom+.. ..a1+�C 14 TEAMWORK Fonn.1 flFY Department Narrative. City of Euless ANNUALB�D ST;' Summary Department: Division/Activity: Account #: Support Services Benefits/Insurance 15-50-15 Location and Hours of Operation: 201 North Ector Drive, Building B Monday through Friday, 8:00 AM to 5:00 PM, with staff on call for emergencies Mission Statement/Purpose: To provide City employees with a competitive benefits program at the most cost effective price to the employee and to the City. Goals/Programs or Services: The purpose of this fund is to self -fund the City's medical/dental/flex program for City employees. The Insurance Department is continually monitoring costs and fees, and seeking alternative means of providing the best coverage and benefits. FY97 Highlights/Accomplishments: >Successful bidding process and awarding of bids. ➢1996 Employee Benefit Fair, with Rock & Roll theme. >Annual re -enrollment for Medical/Dental/Flex programs. FY98 Objectives: >Continuation of controlling Medical/Dental claim cost. More specific tracking of claim cost - breakdown of what/where/how moneys are being spent. >Seeking new software program for complete processing of medical/dental claims and tracking of information. Major Budgetary Issues and Operational Trends: Medical/dental claim costs continue to increase, challenging the City to fund the cost with amounts employee's can afford and amounts the City can afford. With the additional covered lives on the City's policies, a more advanced method of tracking claims must be found. 203 MTh Ci of Eule DEPARTME J`T: Support. Services ITEM PERSONNEL., OPERATIONS CAPITAL TOTAL RNL 1E: Premiums from Employees ins. F3rem. - City Subrogation Claims Trai f 1-1 PERSONNEL: Full Time Part Time Input/Demand Covered Lives: Ei pioyees Dependents Spouses iildren Retirees "Vied/Dental Claims -- Flex Flex Spending Claims Output/Workload Med/Dental Claims Processed Claim Checks Written Flex Checks UVritten Monthly Financial Report Comparison of Bids Received Efficiency Measures/Impact ANNUAL BUDGET DIVISION/ACTIVITY: Benefits/Insurance 1 1995-96 ACTUAL $55,1661 $1,278,5211 $0 $1,333,6877 $396,617 $837,625' $ 80, 000 ! $1,314,242 1996-97 BUDGET $61,360 $1,402,353 $576 $1,464,289 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $59,715 $1,371,093 $0 $1,430,808 $01 $410,724 $414,444 $983,139 $1,056,960 $21,537 $63,537 $100,000 $50,000 $1,515,400 $1,584,941 $0 PERFORMANCE MEASURES/SERVICE LEVELS Effectiveness Measures/Outcomes Avg Turnaround days/claim processing Actual 94-95 Actual 95-96 ` Revised 96-97 288 375 8,500 261 288 288 375 8,400 261 0 Manager's Fiscal Summary ACCOUNT #: 15-50-15 155 255 25 8,910 • 288 35 8,8151 3,900 3361 121 851 71 TOTAL PROPOSED $59,715 $1,371,093 $0 $1,430,808 $414,444 $1, 056,960 $63, 537 $50,000 $1,584,941 1.5 0.0 Budget 98 320 162 275 25 9,0001 3191 431 1 8,9001 4,420 I 340 12 7 204 Form 1 City of Euless Department: Support Services FY 1997/98 ANNUAL BUDGET DivisionlActivity: Risk Management, Safety & Liability Insurance Department Narrative Summary Account #: 17-50-17 Location and Hours of Operation: 201 North Ector Drive Monday through Friday, 8:00 AM to 5:00 PM, with staff on call for emergencies Mission Statement/Purpose: The Risk Department is charged with the responsibility to identify risks, control risks, and to evaluate insurance programs and revise if necessary. In addition, this department is also responsible for compliance with the ADA act. The purpose of the Safety Program is to establish safe working conditions and practices for all employees and citizens of the City. Accurate and timely financial data to management and council in order that optimal decisions may be made on behalf of the City of Euless. To be fiscally responsive and responsible at all times with the City's financial policies. To enhance our position in a fiscally positive manner with timely and thorough analysis of new pronouncements and legislation. To manage bond and debt service requirements and produce necessary bond documents for new issues. Goals/Programs or Services: ➢To protect the City's assets. ➢To ensure a safe environment for employees and citizens. ➢To minimize the possible interruption of public services. ➢To ensure that all exposures to financial losses are kept at a minimum. ➢To reduce the cost of accidents, insurance premiums and claim costs through effective claim adjusting. ➢To provide reasonable accommodations for City services to all citizens. FY97 Highlights/Accomplishments: ➢ Written insurance requirements for all contractors/bidders doing business with the City. Safety programs utilizing City departments for training. Claims handling resulting in lower claim cost and closure of claims. FY98 Objectives: Continuation of Safety Programs. > Review coverage for each area to verify for proper coverage in place. Seeking new software program to track claims/coverage. Continuation of loss control measures already in place. >ADA compliance/transition plan. Major Budgetary Issues and Operational Trends: With a $50,000 deductible and additional exposures/assets, the Risk Department must continue to find ways to insure and protect the City's assets. 205 j Form 2 City of Euless DEPARTMENT: ,Support Services ITEM ;PERSONNEL ;OPERATIONS CAPITAL TOTAL REVENUES: Transfer: General Fund Water & Sewer Fund Interest Pending Subrogation Claims TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $23,929 $193,967 $2,475 $220,371 $160,000 $160,000 $28,103 $348,103 0.5 0.0 ANNUAL BUDGET DMSION/ACTIVITY: Risk Management, Safety & Liability Insurance REVISED 1996-97 BUDGET $27,148 $328,109 $0 $355,257 $160,000 $160,000 $26,000 $12,855 $358,855 0.5 0.0 1997-98 BUDGET BASELINE 'SUPPLEMENTAL SERVICES SERVICES $28,175 $296,848 $8,300 $333,323 $0 $160,000 $160,000 $25,000 $12,855 $357,855 $0 0.5 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand Claims: In -House TML Verification, Driver's License & Status Output/Workload Safety Programs Defensive Driving Classes Closed Claims Annual TML Audit/Rate Calculation Efficiency Measures/Impact 1 Effectiveness Measures/Outcomes Actual 94-95 Actual 95-96 Revised 96-97 52 10 70 6 261 100 5 320 5 75 1 Manager's Fiscal Summary ACCOUNT #: 17-50-17 TOTAL PROPOSED $28,175 $296,848 $8,300 $333,323 $160,000 $160,000 $25,000 $12,855 $357,855 0.5 0.0 Budget 98 120 7 340 6� 751 1001 1 206 Form 1 City of Euless Department: Support Services FY 1997/98 ANNUAL BUDGET Division/Activity: Workers' Compensation Insurance Location and Hours of Operation: 201 North Ector Drive Monday through Friday, 8:00 AM to 5:00 PM Mission Statement/Purpose: Department Narrative Summary Account #: 17-50-20 The mission of this department is threefold: >Assist in hiring capable, functional persons for City staff by pre -placement physicals. >Provide the most cost effective medical treatment to injured employees. ➢ Provide innovative benefit programs to all employees. Goals/Programs or Services: >To ensure the wellness of employees. >To hire functional, capable employees. ➢To provide the most cost effective care for injured employees. >Returning injured employees to their workplace. FY97 Highlights/Accomplishments: > First year completion of random drug and alcohol testing with no challenges. >Successful bidding and awarding of contracts for employee benefits. >Wellness programs and health risk assessment program. FY98 Objectives: >Continuation of employee wellness programs. > Lowering workers compensation claims' cost with safety programs. >Seeking new software program to process workers compensation claims, complete paperwork and tracking of injuries and causes. Major Budgetary Issues and Operational Trends: With the majority of this budget for workers compensation claims, control of injuries and cost are the major concerns. The opening of the Golf Course, along with the Athletic Complex, will add additional risk of injuries to employees. Physical exams for all Firefighters and hiring of additional employees for FY98 will cause a significant increase in cost and workload. 207 Form 2 City of Euless DEPARTMENT: Support Services ITEM PERSONNEL ,OPERATIONS CAPITAL TOTAL REVENUES: Transfer Interfund Charges Interest Pending Subrogation Claims TOTAL PERSONNEL: Full Time Part Time 1995-96 ACTUAL $0 $269,523 $0 $269,523 $268,114 $28,103 $296,217 0.0 0.0 ANNUAL BUDGET DMSIONIACTMTY: Workers' Compensation Insurance REVISED • 1996-97 BUDGET $0 $406,369 $708 $407,077 1 $356,026 $26,000 $20,000 $402,026 0.0 0.0 19 BASELINE SERVICES $0 $334,757 $0 $334,757 $323,135 $25,000 $20,000 $368,135 0.0 0.0 97-98 BUDGET 1SUPPLEMENTAL SERVICES PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand WC TML Claims WC IH Claims Executive Physicals RTW Physicals Pre-Plac. Physicals Immunizations Medical Screenings DOT -Required Drug & Alcohol Testing Output/Workload OSHA Annual Report Monthly Financial Report Annual TML Audit/Rate Calculation Claims Processed Claims Checks Issued Efficiency Measuresllmpact Effectiveness Measures/Outcomes Actual 94-95 10 60 7 12 150 132 12 50 Actual 95-96 10 48 7 12 100 132 10 50 $14,400 $14,400 1 $0 Revised 96-97 11 52 4 7 135 75 8 150 1 12 1 148 62 Manager's Fiscal Summary ACCOUNT #: 17-50-20 TOTAL PROPOSED $0 $349,157 $0 $349,157 $323,135 $25,000 $20,000 $368,135 0.0 0.0 Budget98 11 58 6 5 155 100 8 150 1 12 1 160 75 208 .,FcFlirt ;1 Cr lyf Eule Department: Support Services F.Y:;1997/98 NU1L BUDGE Division/Activity: Vehicle/Equipment Replacement Fund Department Narrative Summary Account #: 21-50-90 Location and Hours of Operation: 201 North Ector Drive Mission Statement/Purpose: The purpose of this account is to administer and procure funding for the replacement of vehicles owned and or leased by the City of Euless. Goals/Programs or Services: Funds are used for the purchase and outfitting of all new vehicles and equipment per the department's instructions. All vehicles and equipment specifications are written by Fleet Operations staff with departmental input. FY97 Highlights/Accomplishments: FY98 Objectives: Major Budgetary Issues and Operational Trends: 209 Form 2 City of Euless DEPARTMENT: Support Services ITEM PERSONNEL OPERATIONS ,CAPITAL TOTAL REVENUES: Vehicle Depreciation One Time Monies TOTAL PERSONNEL: Full Time Part Time Input/Demand Output!Workload Efficiency Measuresllmpact Effectiveness Measures/Outcomes 1995-96 ACTUAL $0 $0 $418,397 $418,397 $273,455 $273,455 0.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Vehicle/Equipment Replacement Fund REVISED 1996-97 BUDGET $0 $0 $416,536 $416,536 $274,020 $274,020 0.0 0.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $0 $0 $406,080 $406,080 $0 $390,972 $15,580 $406,552 0.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS $0 Manager's Fiscal Summary ACCOUNT #: 21-50-90 TOTAL PROPOSED $0 $0 $406,080 $406,080 $390,972 $15,580 $406,552 0.0 0.0 Actual 94-95 Actual 95-96 Revised 96-97 Budget 98 210 500 400 — 300 — u) cum F— ea 200 — 100 — 0 City of E 3 Actual anc' PrcicctA its Rres 437 349 403 41 4'16 40P. 415 1993 1994 1995 1996 1997 190B 1999 ectt"?'.; 14P a7-''( 464 2000 2001 CITY OF EULESS: ESTIMATED UNIT REPLACEMENTS 1996 / 1997 - CURRENT - UNIT a YEAR VEHICLE TYPE 183 1987 CHEVY CAPRICE 4DR SEDAN 261 1977 CHEVY 4WD BLAZER 275 1991 CHEVY CAPRICE PURSUIT UNIT 356 1995 FORD CROWN VIC. PURSUIT SEDAN 357 1995 FORD CROWN VIC. PURSUIT SEDAN 358 1995 FORD CROWN VIC. PURSUIT SEDAN 359 1995 FORD CROWN VIC. PURSUIT SEDAN 360 1995 FORD CROWN VIC. PURSUIT SEDAN 186 1987 CHEVY CAPRIICE 4DR SEDAN 210 1988 CHEVY CAP RIICE 4DR SEDAN 219 1989 CHEVY CORSICA FWD SEDAN 289 1991 CHEVY CORSICA FWD SEDAN 121 1984 JOHN DEERE JD510 BACKHOE 160 1984 ESCOTTRAILER 169 1986 CHEVY C60 DUMP TRUCK 180 1987 CHEVY C60 DUMP TRUCK N/N NEW ADDITION 3 1975 DODGE 3/4 TON CARGO VAN 136 1985 CHEVY C20 3/4 TON W/ UTILITY BOX 141 1985 CHEVY ASTRO MINI VAN 170 1986 CHEVY CAPRICE 4DR SEDAN 50 1984 CHEVY MID -SIZE 1/2T PICKUP 57 1985 CHEVY MID -SIZE 12T PICKUP 75 1982 JOHN DEERE STX38 MOWER 200 1987 KUBOTA L4150 TRACTOR 239 1990 DODGE MID -SIZE 1/2T PICKUP 240 1990 DODGE MID -SIZE 12TPICKUP 241 1990 DODGE MID -SIZE 1/2TPICKUP 72 1984 FORD 12T PICKUP ,___505 1996 FORD / VACTOR SEWER UNIT MILEAGE DEPT. COURTS FUND SELL VEHICLE REQUESTED BUDGETED RCVS TRANS BY Dcrnn 'inc. I AMOUNT 01 SELL TRANSFER UNIT# 210 FROM PD - CID $16,500 PD -SERVICE 01 SELL ALL WINDOW MINI VAN PD - SERVICE 01 SELL TRANSFER UNIT# 360 FROM PD - PATROL PD-PATROL 01 SELL PD-PATROL 01 SELL PD - PATROL 01 SELL PD-PATROL 01 SELL PD - PATROL 01 SELL PD-CID 01 SELL PD - CID 01 SELL PD - CID 01 SELL PD-CID 01 TRANS STREETS 01 SELL STREETS 01 SELL STREETS 01 SELL STREETS 01 SELL STREETS 01 SIMILAR TYPE UNIT(INC. LIGHTBAR REPLACE) SIMILAR TYPE UNIT (INC. LIGHTBAR REPLACE) SIMILAR TYPE UNIT (INC. LIGHTBAR REPLACE) SIMILAR TYPE UNIT (INC. LIGHTBAR REPLACE) FULL SIZE SPORT UTILITY - POLICE PACKAGE UNIT MID -SIZE FRONT WHEEL DRIVE SEDAN MID -SIZE FRONT WHEEL DRIVE SEDAN MID -SIZE FRONT WHEEL DRIVE SEDAN MID -SIZE FRONT WHEEL DRIVE SEDAN SIMILAR TYPE UNIT SIMILAR TYPE UNIT SIMILAR TYPE UNIT-29,001 LBS. W/ AIR BRAKES SIMILAR TYPE UNIT - 29,001 LBS. W/ AIR BRAKES 2 TON SERVICE BODY TRUCK FAC. MAINT. 01 SELL REPLACE UNIT WITH A ENCLOSED TRAILER FAC. MAINT. 01 NONE REPLACEMENT OF UTILITY BED ONLY RECREATION 01 SELL TRANSFER UNIT# 289 FROM PD-CID RECREATION 01 SELL TRANSFER UNIT# 316 FROM ENGINEERING PARKS 01 SELL PARKS 01 SELL PARKS 01 SELL PARKS 01 SELL METER READING 02 TRANS METER READING 02 TRANS METER READING 02 SELL FLEET SERVICES 13 SELL SMILIAR TYPE UNIT SEWER &TREAT 02 N/A ANNUAL LEASE PAYMEI' TOTAL BUDGETED DEP OTAL ONE TIME MONIES • OTAL TO BUDGET PLAN B &SE PLAN PLAN ev _ 03)_. $16,500 LEASE LEASE SALVAGE .$ PURCH PAYMENTS VALUE 41 $1,500' $18,500 $18,500 $2,000 $0 $2,000 $2,500 $2,500 $2,500 • $2,500 $4,000 ;' $1,000 $800 $1,500 $1,500 $1,000 $1,000 :{ $300 $3,000 $0 ; $0 $2,000 TRANSFER UNIT# 239 FROM METER READING TRANSFER UNIT# 240 FROM METER READING SIMILAR TYPE UNIT SIMILAR TYPE UNIT FULL SIZE 3/4T PICKUP FULL SIZE 3/4T PICKUP FULL SIZE 3/4T EXTENDED CAB PICKUP • $18,500 $0 $22,000.j $22,000 $22,000 E:'? $22,000 is $27,000 $16,500 $16,500 $16,500 $16,500 $78,000 $18,500 $34,500 $34,500 $42,500 $22,000 $22,000 $22,000 $22,000 $22,000 $22,000 $22,000 $22,000 $27,000 $27,000 $16,500 $16,500 $16,500 $16,500 $16,500 $0 $16,500 $16,500 $78,000 $18,500 $34,500 $34,500 $34,500 $34,500 $42,500 $42,500 $8,000 ,:;v $8,000 $8,000 $4,000 ;;. $4,000 $4,000 $0 • $0 $0 $0 $6,000 $23,500 $17,500 ;,. $17,500 <, $19,500'. $17,000 $0 $0 $0 $0 $6,000 $6,000 $23,500 $23,500 $17,500 $17,500 $17,500 $17,500 $19,500 $19,500 $17,000 $15,580 . $15580 PLAN B LEASE PURCH. LEASE PAYMENT ONE-TIME MONIES 65% $390,500 $15,580 Department: Finance Location and Hours of Operation: Division/Activity: Cash & Debt Management 201 North Ector Drive, Building B, (817) 685-1444 Monday -Friday 8:00 AM to 5:00 PM Mission Sto tei,�endPurpose: The C : h & Debt program functions as an irate' gal service department, funding itself through the additional interest earnings generated. The mission of *his derartL lent is to enhance the City's revenue stream through effective management of public funds, includ' .g .;as': flc w, forecasting, managing disbursements, accelerated receipting, ban':ini relations, and invests,;an' of exress ca.,h. As this division operates within the Finance Department, it is also responsible for e" sr .is' 11 L..et..;, including budget coordination activities, bond/debt issuance, projects assistance, special Co€" benef,,6 s,udi:;s, selected audits, and se.,./es as the City's liaison to th;. ;prop rty ta:: bil:aag and collecting a;;3n ;. Goals/ 'r aL.3 6i' Sarvi;es: To invest pabli.; funds in compliance vrith sty,... I:...vs and within the para;netnrs of the investment policy of the City of Eul • ss. To p:ovirfe assistance t� u:,e� m-nac,ment in preparing, implementing, and reviewing the annual bucjet. To assist tt,s Finance trepuctr. ant in managing bond ar,._' d .it service requiremerts. Tc, communicate ith project managers for nose L,.;curate cash flow proj.:cti' ns 1n ord(_. to maximize inte est earnings. FYG7 Fligh"'gl: s/;cx npaah,n1eri:s: ➢Receives* Di: ',Mg:fished Budget award fr m GFLA. ➢ Received Ce tification of Excellence award from Municipal Treasurers / ;sc jat'nn of US and Cana:a fur o' wr Investment Policy. ➢Revie,vean renewed hank depository. Met and exceeded the benchmark rate for the investment portfolio all fo' T quarters. FY. 8 Obje';tiv,s: The primary objective of the City's investment activity is the preservation of capital in the overall portfolio. The City's portfolio will remain sufficiently liquid to enable the City to meet operating requirements. Assets held in the investment portfolio shall be diversified to eliminate risk of loss resulting from concentration of c ssets in a specific maturity, a specific issuer, or a specific class of securities. The City's cash management portfolio shall be designed with the objective of regularly exceeding the average rate of return on the three-month U.S. Treasury Bill. Major Budgetary Issues and Operational Trends: This department continues to see new legislation which imposes stricter guidelines regarding reporting and training, placing greater demands on the Cash and Debt staff. Revenues for this department depend solely on interest earnings, which vary greatly with changes in the economy. If this continues, the City could see a tightening of the money supply by the Federal Reserve, which could mean higher interest rates for the coming year. 213 Form 2 City of Euless DEPARTMENT: Finance ITEM PERSONNEL OPERATIONS CAPITAL TOTAL REVENUES: Interfund Charges TOTAL PERSONNEL: Full Time Part Time 1995- 96 ACTUAL $46,053 $1,263 $10,114 $57,429 $57,429 $57,429 1.0 0.0 ANNUAL BUDGET DIVISION/ACTIVITY: Cash & Debt Management REVISED 1996- 97 BUDGET $51,337 $1,290 $376 $53,003 $53,003 $53,003 1.0 0.0 1997-98 BUDGET BASELINE SUPPLEMENTAL SERVICES SERVICES $51,555 $1,810 $0 $12,000 $53,365 $12,000 $53,365 $53,365 1.0 0.0 PERFORMANCE MEASURES/SERVICE LEVELS Input/Demand $ Average Monthly Portfolio Size $ Outstanding Debt Service OutputlWorkload # of Special Projects $ of Interest Received # of Investment Purchases Avg. $ Amount of Investment Purchases # of Investment Maturities Avg. $ Amount of Investment Maturities # of Investment Committee Meetings # of Principal/Interest Payments $ Amount of Principal/Interest Payments # of New Bond Issues Efficiency Measures/Impact Average Yield on Investments Average % Funds Invested Average # Days to Issue Quarterly Report # of Days to Issue Annual Report Avg # Days to Reconcile End of Month Avg. # Days to Issue Monthly Inv. Report Effectiveness Measures/Outcomes Avg. Basis Points < > Avg 90 Day T-Bill Avg. % Inv. Available within 30 days lAvg % Inv. Available within 24 hours Moody's Ratings G.O. / Rev. IS&P Ratings G.O. / Rev. Actual 94-95 $25,252,728 $23,227,602 1 $1,582,823 88 $843, 335 84 $886,259 4 24 $2,259,177 0 6.24% 100% 61 44 8 9 +43 BPS 34% 23% Al / A A+ / A Actual 95-96 $34,258,666 $36,284,233 2 $1,992, 555 150 $908,068 146 $868,377 4 24 $3,153,229 5 5.50% 102% 64 60 6 10 +43 BPS 34% 23% Al /A A+ / A $12,000 $12,000 Revised 96-97 $30,590,414 $70,245,804 Manager's Fiscal Summary ACCOUNT #: 30-20-30 TOTAL PROPOSED $51,555 1 $1,810 1 $12,000 1 $65,365 1 $65,365 $65,365 1.0 0.0 Budget 98 $25,000,000 $65,714,804 4 3 $1,694,605 $1,006,365 93 90 $671,636 $600,000 104 90 $644,449 $600,000 3 5 43 44 $4,531,000 $4,617,365 0 1 5.56% 5.5% 102% 102% 50 45 49 45 6 5 8 8 +41 BPS +35 34.5% 34% 24.5% 25% Al / A Al / A A+/A A+/A 1 214 This page intentionally left blank Capita/ Impro vements Program Teamwork is the ability to work together toward a common vision, the ability to direct individual accomplishment toward organizational objectives. It is the fuel that allows common people to attain uncommon results. CAPITAL BUDGET AND PROGRAM A. Preparation - The City's capital budget will include all capital projects funds and all capital resources. The budget will be prepared annually in conjunction with the operating budget. The capital budget will be compiled by the Director of Finance with the involvement of all required City Departmental project managers. Integration of the fiscal impact of capital improvements on the operating budget will be monitored. B. Definition - Facilities include any structures or properties owned by the City, the land upon which the facility is situated for the provision of City services, and the initial furniture, fixtures, equipment and apparatus necessary to put the facility in service. Facilities include, but are not limited to the following: administrative offices, parks, service centers and storage yards, recreation centers, libraries, fire stations, jails and courts, and water and sewer related structures. C. Infrastructure - Includes permanently installed facilities, generally placed underground or at grade, which form the basis for the provision of City services. Typically included are thoroughfares, bridges, water and sanitary sewer lines, drainage channels, and storm sewers. D. Control - All capital project expenditures must be appropriated in the capital budget. The Finance Department must certify the availability of such appropriations or the availability of resources so an appropriation can be made before a capital project contract is presented by the City Manager to the City Council for approval. E. Program Planning - The capital budget will include capital improvements program plans for future years. The planning time frame should normally be at least five years. The replacement and maintenance for capital items should be projected for the next five years. Future maintenance and operations will be fully costed, so that these costs can be considered in the operating budget. F. Alternate Resources - Where applicable, assessments, impact fees, pro-rata charges, or other user -based fees should be used to fund capital projects which have a primary benefit to specified property owners. G. Debt Financing - Recognizing that debt is usually a more expensive financing method, altemate financing sources will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with expected lives which equal or exceed the average life of the debt issue. The exceptions to this requirement are the traditional costs of marketing and issuing the debt, capitalized labor for design and construction of capital projects, and small component parts which are attached to major equipment purchases. H. Infrastructure Maintenance - The City recognizes that deferred street maintenance increases future capital costs by an estimated five- to ten -fold. Therefore, a portion of the General Fund budget will be set aside each year to maintain the quality of streets. The amount will be established annually so that repairs will be made amounting to a designated percentage of the value of the streets. I. Reportina - Periodic financial reports will be prepared to enable the Depart Managers to manage their capital budgets and to enable the Finance Department to monitor and control the capital budget as authorized by the City Manager. 215 DATE June 25, 1991 Rev. July 15, 1992 RE: Capital Improvements I. PURPOSE CITY OF EULESS CAPITAL IMPROVEMENT PROJECTS PREPARED BY: Finance APPROVED BY: City Manager 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 financ- ing as well as a five year project listing. II. SCOPE & NECESSARY ELEMENTS All City improvements to be considered by City Council will be presented utilizing these guidelines. Proper planning, consistency, and uniformity will provide better format for public consumption of information. Initial Necessary Elements: 1. Project Name or Title 2. Estimated cost of an improvement project 3. Anticipated method of funding 4. Some form of priority rating 5. Scheduling fiscal year 6. Account number to which the project is to be charged III. RESPONSIBILITY & TYPES OF PLANS: Water Proiects (08) - Any project intended to improve or expand the water production and distribution system, capabilities, or facilities of the City of Euless is a water project. Responsibility rests with the Public Works Department. Wastewater Proiects (08) - Any project which is intended to improve, expand, or extend some portion of the wastewater collection system or the wastewater treatment facilities of the City of Euless. Responsibil- ity rests with the Public Works Department. Park Proiects (27) - Improvements and additions to the City Park and open -space system. The responsi- bility rests with the Community Services Department. Traffic Control Proiects (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 thorough- fare improvement. Responsibility rests with the Public Works Department. Drainaae Proiects (39) - This category includes new development drainage, major drainage, and desig- nated 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. 216 Golf Proiects (22) - This project type includes the sites, planning and construction of Golf Course facilities, including course, driving range, maintenance, and clubhouse. This facility is normally a one-time project. Responsibility rests with the Community Services Department. Athletic Complex (32) - These projects include the construction of all recreational facilities including volley ball, soccer fields, youth baseball fields, concessions, and batting cages. Responsibility rests with the Community Services Department. Softball (35) - These projects include land acquisition, renovations/improvements and additions to the softball complex and related facilities of the City of Euless. Responsibility rests with the Community Services Department. Half -Cent Sales Tax (51) - These projects include the construction of a new library, additions to park facili- ties and park improvements, and economic development related projects. Responsibility rests with the City Manager and respective departmental directors. 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. Machinery - All expenditures for machinery that is a part of structures at the time of initial acquisition or construction of the structure should be included. Additionally, expenditures for machinery which constitute a substantial upgrading or renovation of an existing structure should be included. A general rule -of -thumb for C.I.P. inclusion for such machinery outlays is a minimum cost of approximately $10,000 and an expected useful life of ten years. Vehicular Eauioment - Vehicular equipment is not generally considered appropriate as an item for the C.I.P. due to the relatively nominal unit cost and short life. However, heavy equipment may be included using the machinery and equipment guidelines: $25,000 minimum cost and at least ten years of expected useful life. Furnishing and Office Equipment - The total furnishings for a new facility addition may constitute a C.I.P. item. Each such case must be considered individually. However, the machinery and equipment rule -of - thumb of ten years minimum expected useful life and $10,000 cost (total furnishing cost for new facility or addition) may be used as a general guideline. Office equipment is not considered a proper C.I.P. item. Thoroughfares and Utility Lines - All expenditures for thoroughfare and utility line construction, engineer- ing, legal and related expenses should be included. Preliminary Plans, Investigation and Studies - For many projects, substantial sums are required for prelimi- nary 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. 217 Landscaping - All landscaping expenditures for new or existing facilities may qualify as a C.I.P. item. Each case will be considered individually. As a rule of thumb, costs of approximately $10,000 are considered. Grant -In -Aid Items - All expenditures of grant, matching or participating moneys from other governmental entities or private contributors (Foundations) which are expended in conjunction with City funds for Capital 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 govemment, 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 depart- ments by the City Manager's Office for inclusion in the CIP budget for presentation to City Council. VI. FORMS 218 CURRENT CAPITAL PROJECTS FUNDS 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. 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 agen- cies, and special assessments. Drainage Improvement Fund - Used to account for the financing and construction of various drainage projects. Proceeds are from the sale of drainage revenue bonds and monthly billings. Half Penny Sales Tax Fund - Used to account for the financing and construction of Euless development Corpora- tion approved projects, currently include Parks, Library, and Economic Development. Proceeds are from the sale of revenue bonds, sales tax collections, and interest eamings. Golf Course Construction Fund - Used to account for the financing and construction of a golf course, clubhouse and conference center facility. Proceeds are from sale of revenue bonds, inter -fund transfer and interest income. Athletic Complex Construction Fund - Used to account for the financing and construction of the City's new youth - oriented sports facilities projects. Proceeds are from sale of revenue bonds, grant, general fund bond sale and inter -fund transfer and interest income. Softball Construction Fund - Used to account for the financing of and renovations to the softball complex facility. Proceeds are from sale of revenue bonds. Fire Construction Fund - Used to account for the financing of and renovations to the old fleet facility. This facility is being converted into a new fire station. An expected bond sale in the first quarter of 1998 will pay for this faciity. 219 CAPITAL IMPROVEMENTS PROGRAM 7A' Project Schedules 7f Water & Sewer • Streets & Highways • Drainage 7:1* Funding Summaries • Water & Sewer Bonds ▪ Golf Course & Conference Centre • Streets • Parks ▪ Athletic complex • Softball World • Drainage Utility System 7 Half Penny Sales Tax Capital Improvement Program Water & Sewer Project Description FY 97 FY 98 I FY 99 I FY 00 FY 01 FUNDED EQUESTED 08-80-06-CODE EMERGENCY WELL REPAIRS 5310 $124,420 $150,000 'UTILITY REHAB - WATER 5373 $280,849 $200,000 'UTILITY REHAB - SEWER 5386 $873,347 $700,000 IWATER METER CHANGEOUT 5380 $422,182 $450,000 'MANHOLE REHAB 5342 $85,154 ICDBG PROGRAM 5344 $150,000 $150,000 'MASTER PLAN 5377 $50,000 $50,000 IWATER TANK PAINTING 5345 $200,000 $200,000 CIP MANAGEMENT $108,788 SCADA UPGRADE $25,000 TOTAL FY 02 $100,000 $100,000 $100,000 $100,000 $150,000 $150,000 $150,000 $150,000 $500,000 $500,000 $500,000 $500,000 $100,000 $150,000 $150,0001 $150,000 $150,000 1 $2,294,740 $1,925,000 $1,000,000 $900,000 ! $900,000 $900,0001 220 W & S CIP PROJECT TRACKING Water: Needed Projects W. Pipeline Rd. Central to City Limits Central Dr. Ground Storage Rehab. Fuller Dr.: Rehab. 2 MG. Overhead Storage: Paint 1 MG. Overhead Storage: Paint Disinfection Modification Elevated Storage Tank - New S. Pipeline 16" Water Main - New Harwood Rd. 24" Water Main - New SH 121 12" Water Main SH 360 12" Water Main Morrisdale from Monterrey Blvd. Mesa Drive Harwood Road Mid -Cities Blvd. SH 121 to N. Main Baze, Anthony Dr. to Mid -Cities SH 121 North - West Side Priest Drive to Mid -Cities Pipeline Road - Menasco to S. Main SH 360 - SH 183 to Harwood Midway, East to SH 360 SH 360 Harwood to Ash SH 121 W. to Cheek Sparger North Toplea Drive Benbow Drive SH 183 - Dickey Dr. to Cullum Dr. Water: Line Repl. Program Ranger 2" TO 6" Skyway 2" TO 6" Fairlawn 2" TO 6" Salem - Towncreek to E. Fuller 2" TO 6" Ridgecrest IAtkerson 2" TO 6" Jones 4" TO 6" Martin 4" TO 6" John Vernon 4" Slaughter 4" Cannon 4" Oakwood 4" TO 6" Vine St. to Bayless Hodges 4" Blanco 4" 'Limestone 4" 'Hensley 6" 'City Hall/Library/N. Sheppard new lines 'Stonewall - replaced 6" COMMENTS / STATUS AS OF 12-3-97 COMPLETE FY 94 FUNDED FY 97 FUNDED FY 97 COMPLETED FY 97 COMPLETED FY 96 COMPLETED FY 97 COMPLETED FY 97 I COMPLETED FY 97 COMPLETED FY 93 COMPLETED FY 94 1 1 'COMPLETED FY 95 'COMPLETED FY 95 221 Texas Star Infrastructure - new Denton - Tarrant to Main St. incl. ct. Cypress Ct. - replaced 6" Faun 4" to 6" Signet - 157 to Nita 2" to 6" Sewer: Needed Projects Dickey-Atkerson to creek - PROJ. 1 211 E. Fuller to Svc. Rd. PROJ. 2 Bell/Denton PROJ. 3 Milam - Harwood to Midway PROJ. 4 Aransas - Blanco to CDBG PROJ. 5 Dunaway - E. Huitt to Ascot PROJ. 6 E. Alexander - Dunaway to Dickey PROJ. 7 Midway Park - old line thru park Hwy 10 - Ector to Ridgecrest Clebud - Jones to Simmons Simmons - Jones to Clebud Simmons - Clebud to S. Pipeline Oakwood - Whitner to Simmons Tarrant/Dallas to Main St. Dallas/Travis to Main St. Travis/Fannin to Main St. Fannin/Falls to Main St. Falls/Harwood to Main St. Arnette - Main to Martha Glenn - Midland to Harwood Toplea - Wilshire to Eastcliff McCormick Ct. Highland 211 E. Airport Frwy (cross under) !Sierra - Signet to Kynette Limestone Cannon - Hollywood to Sunset Marlene Ct. Canyon Ridge - Kynette to Outfall COMPLETED FY 96 COMPLETED FY 96 COMPLETED FY 95 COMPLETED FY 93 COMPLETED FY 94 COMPLETED FY 97 COMPLETED FY 97 COMPLETED FY 97 UNDER CONST. - SUBST. COMPLETE FY 97 COMPLETE FY 95 CDBG COMPLETE FY 96 CDBG FY 98 CDBG FY 98 CDBG COMPLETE FY 96 CDBG FY 99 CDBG 1 1 222 Capital Improvement Program Street and Highway Projects Proiect Description I FY 95/96 Miscellaneous: jTraffic Engineer Fund IADA Compliance 1Traffic Safety 1CDBG Program CIP Management Lollar Issue Misc. sub -total Street Maintenance: Overlay Group #1 (completed) Overlay Group #2 (completed) Overlay Group #3 (completed) Overlay Group #4 completed) Overlay Group #5 Overlay Group #6 Overlay Group #7 Overlay Group #8 Overlay Group #9 Maint. sub-tota Perm. Improvements: N. Main Corridor Improvements ••' N. Main - SH 10 to Midway N. Main - Midway to Harwood FM 157 - SH 10 to S. Pipeline FM 157-SH183toSH 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 Glade Rd. - Sh 360 to SH 121 HWY 10 - Sidewalks and Lighting 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 South Main St. As of July 16, 1997 FY 96/97 FY 97/98 FY 98/99 BUDGET FY 99/00 FY 00/01 TOTAL $242,397 $129,719 $50,000 $50,000 $50,000 $522,116j $01 $204,691 $151,795 $200,000 $100,000 $100,000 $100,000 $856,4861 $60,000 $60,000 $60,000 $180,0001 $25,000 $25,000 $25,000 $75,000 $0 $447,088 $281,514 '$200,000 $235,000 $.235;00O $2 b,D o $1,633,602 $0 $0 $0 $0 $0 $732,800 $810,885 $400,000 $325,000 $325,000 $325,000 $2,918,685 $0 $0 $325,000 $325,000 $325.000 $325,000 $325.000 $975.000 $732,800 $810,885 $400,000 $975,000 $650,000 $650,000 $4,218,685 $o $890,808 $1,019,443 $150,000 $2,060,251 $1,240,000 $1,240,000 $1,000,000 $1,000,000 $500,000 $500,000 $989,786 $989,786 $1,650,000 $3,629,572 $250,000 $250,000 $175,000 $175,000 $0 $1,500,000 $1,800,000 $3,300,000 $1,200,000 $1,200,000 $148,670 $44,822 $193,492 $1,500,000 $1,500,000 $704,162 $650,895 $1,500,000 $2,855,057 $1,300,000 $1,300,000 $5,000,000 $5,000,000 $900,000 $1,500,000 $1,500,000 $300,000 $300,000 $610,000 $610,000 $197,957 $197,957 $395,914 $200,000 $200,000 $1,500,000 $1,500,000 Texas Star Parkway $1,050,000 Miscellaneous Sidewalks $300,000 $300,000 HWY Ingress/Egress $2,000,000 j $2,000,000 Signalization $197,957 $196,372 $130,000 $100,000 I $624,329 Phase I Sianal Liohts (CMAQ) $148.670 $91.930 I $240.600 Perm. Imp. sub -total $3278 010 $3,191,205 T6,230,000 I7,950,000 $6,7004000. $6,475,000 3,8��3 24,21b Street Total: 4,45�i,898 $4,283,604 6,830,000 9,160,000 $7,585,000 $7,360,000 39,676,502 = Estimated Costs include utility relocations siown on previous page. 223 Project Description FY95-96 FY96-97 FUNDED FUNDED Drainage: Sulpher Branch/Corp Proj $48,784 $30,000 Miscellaneous (Emergencies) $173,260 Bob Eden Park Windlea & W. Cliff $200,000 $125,000 Westpark Way @ W Pipeline Rd Westpark along Westpark Way Priest Dr Culvert @ Woodbury Forest Hurricane Creek N. of SH 10 Blessing Branch -Main to SH 360 Boyd Branch (FEMA) Diversion Line Oak La./Lakewood Kynette Dr Culvert @ Wilshire Village Hurricane Creek Bridge @ Marlene Denton Drive @ Midway Park Oak Lane Channel Bell Hi Addn. (Paula & David) Royal Oaks Addition 54" Behind Kroger N.E. Across Ash La. (Rahmani) Lakewood (Aday) Trailwood Addition (Summit Ridge) Bear Creek Park Sulphur Branch II Drainage Total $100,000 1 $248,784 $428,220 ! $i db,000 J$1?6S,1)00 $4,250,000 $5,030,000 $3,750,000 $1,750,000 $17,522,044 Capita! r provemert Program Drainage Utility Projects AS OF JULY 16, 1997 FY97-98 FY98-99 FY99-00 FY00-01 FY01-02 FY02-03 Total ADDITIONAL UN -FUNDED REQUESTED $50,000 $50,000 $250,000 $60,000 $100,000 $110,000 $200,000 $350,000 $200,000 $50,000 $400,000 I $80,000 $165,000 $250,000 $250,000 $250,000 $500,000 $1,850,000 $1,120,000 $1,000,000 $1,350,000 $1,600,000 $1,500,000 $800,000 $40,000 $80,000 $550,000 $250,000 $420,000 °=5A.0,000 $180,000 $250,000 $500,000 $1,500,000 $78,784 $1 473,260 $500,000 $375,000 $60,000 $100,000 $110,000 $4,170,000 $4,800,000 $800,000 $40,000 $80,000 $200,000 $50,000 $420,000 $400,000 $550,000 $250,000 $540,000 $80,000 $345,000 $2,000,000 $100,000 CAPITAL PROJECTS ADDITIONAL INFORMATION WATER AND WASTEWATER Water Meter Replacement Program During FY97, Public Works personnel replaced approximately 2,184 radio read water meters. The balance to be replaced is approximately 1,800 meters. The areatest benefit of this program is the increased accuracy in billing water consumption, thus enhancing the revenue stream. Data indicates that we billed 96% of water used during FY97 as we did in FY96. The water works industry accepts a 10% to 15% loss as "Normal". With only a 4% system loss over a two year period we stand alone at the top in metering accuracy. Expenditures on this project were $377,818 for the year. Increased revenue above what it would have been without the change out program was approximately $970,000 for FY 97. Water Line Replacement Program During FY97, Public Works personnel installed approximately 2,883 feet of water line. Projects included Ridgecrest Drive, Fairlawn Court, Jones Street and Ranger Street. Expenditures for these projects were $33,312. These projects reduce water loss, loss of revenues, and reduce the labor costs and materials associated with the repair of emergency water leaks. Sewer Line Replacement Program This program went into full swing during FY 97. Project 1 adjacent to Dickey Drive was completed except for one yard on E. Huitt where there is a conflict with a swimming pool. Project 2 on E. Fuller was completed except for one section on the 183 Service Road where permit approval from the State was required. Project 3 in the Denton Drive / Bell Drive area was completed. Project 4 adjacent to and on the east side of Aransas Drive from north of Harwood Road to Midway Drive is substantially completed. Expenditures on these projects for FY 97 were $300,404. Manhole Rehabilitation Program This program was completed during the first part of FY 97. Total cost of the program was $61,079 which rehabilitated 187 manholes. The project is successful in reducing inflow and infiltration through the manholes and thus reduce expenditures for wastewater treatment. Future manhole rehabilitation will take place as needed but will not be identified as a specific project. 225 STREETS AND DRAINAGE Recently Completed Projects: Sidewalk Installation Program Public Works personnel installed approximately 5,400 linear feet of sidewalk along Ash Lane, South Main Street, and West Pipeline Road to assist the children in those areas in getting to school safely. Total cost for these three projects was approximately $30,500. The sidewalks increase pedestrian safety. Street Overlay and Reconstruction Program During FY96, Public Works personnel overlaid approximately 921,470 square feet of street utilizing over 7,320 tons of asphalt at an approximate cost of $`173,745. The projects consisted of 26 streets which included all or part of: Canyon Ridre, East Harwood, Stonewall, North Sheppai d, Cannon, Broadway, Hcnslee, White nc,r, Hc!lywood, Koen, Jean, Sunset, Reaves, Bayless., Franklin, Norman, David, Susan, Paula, Ne idles, Monterrey, Sotogrande Blvd., El Camino Real, South Ector, Linda, and \ JE- At Pipeline Road. The projects prolong the useful fife of City streets and increase traffic safely. They also reduce annual requirements for e'reat ;patching. Projects Under CE -it*act: Westpark Way From State Hwy. 183 to 500 f aet : outh of State Hwy 10. Utility relocations were completed during FY97. The City will ray for approximately $2.2 million of this project. This project is bring reconstructed by the Texas Department of Transportation and is currently unuerwr,y. This project will have a positive impact, including elimination of labor required durinn rains, reduction of roadway maintenance, reduction of vehicle related accidents, improved aesthetics and an increase in pedestrian safety for adjacent park and school. VVestcliff at Windlea Project has been bid, and is soon to be under contract. No impact to operations is expected. 226 Projects in Design North Main Street From State Hwy. 183 to Harwood Road. The environmental assessment has been completed. Plans are 90% complete. TXDOT bid date has been postponed for reevaluation. Positive impact related to this project is the postponement of major maintenance costs (patching, overlay, etc.). This project will also improve traffic flow considerably. Harwood Road North Main to State Hwy. 360. This project is being designed by Winkelmann & Associates. Construction plans are 90% complete. The estimated roadway construction cost is $2,387,000 plus $490,000 for utility relocation. The project will allow for increased traffic flow, adding to safety. Small increase in maintenance for right-of-way and signalization will be absorbed in the current street operations budget. F.M. 157 State Hwy 183 to State Hwy 121. TXDOT bid date March 1998. Utility relocation is under way. City participation is expected to be $2.7 million for utility relocations and street and drainage improvements. This project will improve traffic flow and safety to the existing streets. No increase to operations is estimated. F.M. 157 State Hwy 10 to Green Oaks under design by TXDOT. Anticipated bid date is August 1999. City participation requirements unknown at this time. This project will improve traffic flow and safety to existing streets. No increase to operations is estimated. Sulphur Branch Corps of Engineers working on channel improvements south of State Hwy 10. Schedule not finalized. City's participation requirements are a percentage of construction plus right-of-way. Funds have been requested in the current operational budget to cover maintenance of the existing and proposed improvement. Fuller -Wiser Connector State Hwy 360 to Anice Street. The survey work is complete on this project. Awaiting the commencement of design. Estimated construction cost is $200,000 for street and drainage improvements and $35,000 for utility relocations. This project will improve traffic flow and safety to existing streets. No increase to operations estimated. Mid Cities Boulevard State Hwy 121 to State Hwy 360. Plans are being completed by TXDOT. Right-of-way acquisition to be performed by City and is expected to begin in December 1997. City participation in the project is expected to be $860,000 for right-of-way and drainage improvements and $400,000 for utility relocations. This project will improve traffic flow and safety to existing streets. No increase to operations estimated. 227 Other Projects: West Pipeline Retaining Wall/Drainage Improvements Plans are complete. Project is designed to alleviate problems related to drainage from West Pipeline onto private property. Estimated construction cost is $30,000. No impact to operations is expected. HALF CENT SALES TAX Economic Development Major capital projects include development and construction or entryway and sign'g; for the major industrial section of the City located at State Hwy 10 and Airport Drive; and utility relocation for and revitalization of Main Street (ore of the main entr .nces tc the City). These projects were approved in Fiscal Year 1997 and funds have been resc.ved to complete this project. They will have no additional financial impact to the budc,et. Library Project completed, currently operating. Additional staff ree7uireriients were au.g ;tE:.d ;n Fiscal Year 1997, and will continue to paid through the H� !f-gent Sales Tax reve, iu,:s. Parke Projects for Parks and LeLure Services ;since Inception Installed marquee sign for Villages of Bear Creek Pork . Marquee signs for Midway Recreation Center, J.A. Carr Park (Simmons Senior Citizen Center), and Ruth Millican Center. These signs are currently in the Parks Department and ready to be installed. All signs are like those at the Villages of Bear Creek, which will allow the staff to keep the citizens aware of special programs and evens through the message board feature. Basketball Court --South Euless. Equipment ha; been purchased and is ready for installation. Outstanding aggregate concrete goal. Playground Upgrade. New playgrounds at Ruth Millican Center, Bob Eden Park, and Trailwood Park (construction complete). Wilshire Park is expected to be upgraded in FY98, equipment purchase is currently pending. Playground surface improvements (including ADA requirements) are ongoing projects --one park at a time as deemed necessary by our Certified Playground Inspectors. Parks and Recreation Street ID signs. Signs have been approved by the Parks board and the engineering department. These signs should be in production and will be installed by the spring of 1998. Refurbished Tennis Courts at South Euless and Wilshire parks. 228 Ball Park upgrades to Westpark and Midway fields #3 and #4. In -ground tree farm at Villages of Bear Creek Parks. Bench upgrade. 20 benches (to be installed at the Amphitheater) have been used at various events as portable benches. Table upgrade. Metal portable tables for Midway Recreation center as needed. Picnic table slabs have been installed at J.A. Carr Park and South Euless. Irrigation improvements at Midway ball fields. Fence repairs at Westpark. Striping and resurfacing of parking lots at Midway Park, Westpark, and Bob Eden Park. Midway and Westpark have been completed. Bob Eden is waiting for Public Works schedule. Water Fountains. Added fountains at Bob Eden, J.A. Carr, and Trailwood. Trails. Upgrade of trails at Simmons and Villages of Bear Creek Parks. Trail improvement at Bob Eden Park. Installed Group BBQ Grills at Ruth Millican Park. Other. Miscellaneous updates and improvements (from horticulture to irrigation), all minor in nature, system -wide. Major Parks and Leisure Services Capital Improvements Projects Completed Land Acquisition (Phase One). Provide up to 100 acres for an Athletic Complex and park amenities for family recreation. Develop Land Acquired (Phase One). Developed land acquired into Athletic Complex and family recreation venue. Phase One of this project is 95% complete. This phase includes 4 baseball fields, a soccer field, a T-Ball field, 3 sand volleyball courts, a large playground, a pavilion, 2 concession stands, batting cages, and a driving range. The batting cages and driving ranges are expected to open in December 1997. The baseball fields are complete, but not ready for play. This operation was funded through bond proceeds and a $500,000 grant from the Department of Parks and Wildlife. Projects in Progress Develop Land Acquired (Phase Two). Develop land acquired into Athletic Complex and family recreation venue with a total of 14 baseball/soccer fields, 9 soccer fields, 4 concession stands, large playground, pavilion, trail system, fishing pond, entryway, sand volleyball, and amphitheater. 229 Develop Aquatic Center. Provide new aquatic center at Midway Park with leisure pool concept. Walking/Biking Trails Additions. With the opportunity for federal funding in this area, Euless should remain aggressive for trail opportunities to tie-in the park system, tie-in with other cities, and to other major developments in the City (i.e., City Hall, Parks at Texas Star, Golf Course, etc.). Midway Center Addition, Provide additional aerobics facilities and amenities to weight room at Midway Recreation Center. Weight Room has been refurbished and two treadmills have been added. Equipment has been bid and is currently waiting on approval from City Council. Aerobics facilities has been completed. Acquisition of Land. Acquisition of land within the Little Bear Creek environmental corridor for future park development. Executive Golf Course. Develop feasibility study for Executive Golf Course through Little Bear Creek environmental corridor. Future Expenditures South Euless Trail. Engineering and conceptual plans are still under sluciy. Assistance is being provided by the Development department and Schrickel, Rollins and Associates. Adopt -a -Spot signs and marketing. Project is still pending. Hope to begin in the summer of 1998 as an intern project. Impact All these additional park -related projects will enhance the quality of life to this community by providing various opportunities for recreational activity. However, these projects also generate additional maintenance demands. Therefore, additional staff positions have been approved in this year's operating budget. One full-time park technician and additional part-time monies have been approved and provided through General Fund revenues. GOLF COURSE, CLUBHOUSE AND EXECUTIVE CENTER In order to protect the City's investment in the completed golf course and as part of the original drainage master plan study conducted in 1990, funds will be required in the area of slope protection for the problems within the existing creek. Estimates have been approximately $250,000 annually until all problems in the channel are resolved. The Golf Course at Texas Star opened in May 1997 and the Conference Centre and Grill opened in September. This project is a multimillion dollar project. Operational impacts include increased personnel and maintenance costs. Revenues are expected to cover increased costs. In future years, a portion of these revenues will need to be reserved for capital improvements to this facility in order to maintain the quality of the course and conference centre. Operational budgets for both enterprise operations have been approved in this budget. 230 THE PARKS AT TEXAS STAR This multimillion dollar project is funded by the City and a grant from the Texas Parks and Wildlife Department. Construction is well under way, with completion anticipated in December 1998. This project will provide much needed park facilities. Operational impacts include increased maintenance responsibilities for parks department personnel and additional maintenance equipment. Additional personnel will also be necessary to operate the facility. Revenues generated by the facility are expected to cover increased operational costs. SOFTBALL WORLD Land and operations acquired in Spring 1996. All additional renovations were funded in its own enterprise fund from bond proceeds. Operations commenced upon purchase. All additional positions were funded in its own enterprise fund. Additional general and administrative impact was absorbed in the current budget. To date, this facility has proved to be self supporting with surplus revenues available for continued capital improvements. 231 City of Euless Water & Sewer Revenue Bond Analysis Reserve Philosophy - Phase VI SOURCES: Reserve - N.Y. Reserve - N.Y. Property Emergency - Euless I & S - Euless Requirements: Reserve: ($3,034,192/8) Debt Service FY 1997: U N.Y. ® Dallas TOTAL SOUF:CES TOTAL RECUIRE::JlENTS BALANCE 9/30/95 $159,784 $642,057 $500,000 $6,676 $1,308,517 $379,274 $208,900 $312,580 $900,754 Summary of Bond Reserves (N.Y.): Reserve $159,784 Less Debt FY97 $(208.9001. Balance in Reserve, FY97 $(49,116) Add Property: $642,057 $592,941 Required Covenant Reserve $(379.2741 Balance Available $213,667 Less Debt - FY98 $(207,375) Excess Balance @ FY98 EOY $6,292 Transfer to W&S CIP from Reserve to Date: FY90 $180,000 FY91 $450,000 FY92 $203,900 FY93 $352,800 FY94 $112,400 FY95 $205,825 FY96 $204,975 FY97 (Budget) $107,000 FY98 (Available) $207,375 Total Improvements Debt Free (End of FY98 from Reserve) $2,024,275 (continued) 232 City of Euless Water & Sewer Revenue Bond Analysis Reserve Philosophy - Phase VI (continuation) Transfers to Water & Sewer CIP: Excess Bond Reserves Operational TRA TOTAL FY90 $180,000 $180,000 FY91 $450,000 $450,000 FY92 $203,900 $203,900 FY93 $352,800 $352,800 FY94 $112,400 $237,600 $600,000 $950,000 FY95 $205,825 $249,175 $455,000 FY96 $204,975 $1,550,000 $1,754,975 FY97 (Budget) $107,000 $975,000 $1,082,000 FY98 (Available) $207,375 $207,375 $2,024,275 $3,011,775 $600,000 $5,636,050 Total Improvements over nine years total $5,636,050 in cash (pay as you go). Had we issued debt for $5,600,000 the interest would have been approximately $6.1 million, assuming an interest rate of 5.5% over a 20 year period. 233 Working Capital, beginning: Receipts: Interest Earned Opercting Revenues Transfers -Streets Transfers -Operations TRA Reserve/CIP Total Receipts: Funds Available: Less Deductions: Amended Projects Total Deductions: Working Capital, ending: Water & Sewer CIP Fund (08) Budget Summary 1997-98 $245,846 12,891 350,000 0 600,000 0 962,891 $1,208,737 $587,767 20,477 455,000 0 0 0 475,477 $1,063,244 (620,970) (752,544) (620,970) (752,544) $587,767 $310,700 234 $310,700 23,462 1,504,975 0 0 250,000 1,778,437 $2,089,'I37 (796,743) (796,743) $1,292,394 $1,292,394 9,500 1,082,000 0 0 0 1,091,500 $2,383,894 (2,294,740) (2,294,740) $89,154 $89,154 5,000 207,375 0 0 0 212,375 $301,529 (109,800 (109,800 $191,729 Golf Course & Conference Centre CIP Fund (22) Budget Summary 1997-98 Working Capital, beginning: Receipts: Interest Earned Bond Proceeds Interfund Transfers Initial Club Memberships Total Receipts: Funds Available: Less Deductions: Capital Outlay: Course & Clubhouse Debt Service/Issue Cost Total Deductions: Working Capital, ending: $0 $ ,386,840 ($494,766) 365,538 9,603,000 325,000 0 10,293,538 $10,293,538 (6,443,940) (462,758)i ko,uo,ots) $ 3, 386, 840 133,578 750,000 757,500 45,400 1,686,478 0 0 0 0 0 $5,073,318 ($494,766) (5,134,914) 0 (431170) 0 (5,568,084) 0 ($494,766) ($494,766)* *The Water & Sewer Fund has loaned $320,000 to the Golf Course to help cover a portion of this deficit. Streets CIP Fund (26) Budget Summary 1997-98 ,~-..` �` . '. Fund Balance, beginning: $����6/ �i1�.113 $298.304 Receipts: Interest Earned 10.954 12.325 216,606 165.000 Bond Proceeds O U 4.140.239 O Ti'neb»r-8pmc Assessment 92.000 85.000 O O Transfer -General Fund O 185.000 O 100.000 Transfer-VV&S D| O O 1{00.00O Total Receipts: 102.954 282.325 4.358.845 365.000 Funds Available: $510.660 1-;397.430 $4,652.149 $4.622.042 Less Deductions: Capital Outlay (195.547Y (302.1 ! Total Deductions: (195547C502134' | � Fund Balance, ending: $315.113 i $395,3O4| $4,257.0:1,3 A.Includes prior year carryover and new funding of$2OO.0OO. `- - �° 8 `� (395.107) /\(*.383.GU4) ~~ (}S5.1 (4�83,6D4) EiWonew funds approved. AnUcipa,'edbond sale (nearly 1SS8will fund FTS7'BOprojects, 236 Parks CIP Funnd (27) Budget Summary 1997-98 Fund Balance, beginning: Receipts: Interest Earned 0 0 0 0 Bond Proceeds 0 0 0 0 Intergovernmental 0 40,068 0 0 Total Receipts: 0 40,068 0 0 0 0 0 0 Funds Available: $32,649 $41,722 $17,687 $17,687 $0 Less Deductions: Park Projects (30,995) (24,035) 0 (17,687: 0 Total Deductions: (30,995) (24,035) 0 (17,687) 0 Fund Balance, ending: $1,654 $17,687 $17,687 $0 $0 237 Athletic Complex C!P Fund (32) Budget Summary 1997-98 Working Capital, beginning: Receipts: Interest Earned Bond Proceeds -Sales Tax Bond Proceeds-G.O. Park Grarrt lInterfund TruiFfers i`o'..�I Zeceipts: Funds Avai'able: Less Deductions: Capital Outlay: Debt Service/Issue Cost Interfund Transfer Total Deductions: 73,750 874,384 971,163 0 500.000 2,419,302 $2,419,302 (1,286,829) (55,116) (125.00Q1', (1,466,945 Working Capital, ending: $952,357 94,000 1,467,422 0 500,000 1.003.438 3,064,860 $4, 017, 217 (4,000,628) 0 0 (4,000,628) $16,589 0 0 0 0 0 0 $16,689 0 0 $16,589 Softball World CIP Fund (35) Budget Summary 1997-98 Working Capital, beginning: Receipts: !Interest Earned Bond Proceeds 'Transfer -Operations Total Receipts: Funds Available: Less Deductions: Capital Outlay: Debt Service/Issue Cost Interfund Transfer Total Deductions: $0 $409, 297 $9,502 25,025 9,500 0 1,980,000 0 0 0 41 321 100,000 2,005,025 50,821 100,000 $2,005,025 $460,118 $109,502 (1,491,170) (63,237) (41,321 zby Working Capital, ending: $409,297 (450,616) (100,000) 0 0 0 0 (450,616) $9,502 (100,000) $9,502 239 Working Capital, beginning: Receipts: Interest Earned Transfers -Operations Total Receipts: Funds Available: Less Deductions: Capital Outlay Total Deductions: Working Capital, ending: Drainage Utility System CIP Fund (39) Budget Summary 1997-98 $926,901 ($57,048)' $23,487 13,980 0 1,553 0 350.000 200,000 13,980 350,000 201,553 $940,881 $292,952 $225,040 (997,929) (997,929) ($57,04ij A. Ties to Drainage CIP Projects funded in FY9-97, B. Represents new funding , $100,000 in FY97-98 (269,465) (269,465) $23,487 including $200 $204,516 8,600 200.000 208,600 $413,116 ($15,144) 4,000 100,0_00 104,000 $88,856 A (20,524) a'(428,260) B \® (100,000' (20,524) (428,260) (100,000) $204,516 , ($15,144) ($11,144) ,000 new funds and prior years' carryover. 240 Fund Balance, beginning: Receipts: Half -Cent Sales Tax Receipts Interest Earned Bond Proceeds Other Revenue Transfer -Operating Total Receipts: Funds Available: Less Deductions: Debt Service/Issue Cost Planning & Development Capital Outlay & Maintenance Parks Library Economic Development Interfund Transfers Total Deductions: Fund Balance, ending: Less Operating and Bond Half -Cent Sales Tax CIP Fund (50&51) Budget Summary 1997-98 ($14,542) $10,067,246 $6,418,212 1,429,572 36,838 8,855,195 17,833 0 10,339,438 $10,324,896 (76,491, 0 (83,322) (39,431) (58,406) 0 (257,650: $10,067,246 Reserve Fund Balance Appropriable CIP Fund Balance: 1,519,185 560,787 0 18,118 0 2,098,090 $12,165,336 (616,423;1 (2,359,274: (2,771,427) 0 0 (5,747,124, $6,418,212 1,806,264 336,880 1,461,438 740,000 0 4,344,582 $10,762,794 (809,288, (3,659,354) (327,302) 0 0 (874.384 $5,092,466 ($2,444,789)* $2,647,677 $2,647,677 0 0 35,000 0 1.089.386 1,124,386 $3,772,063 (29,017; 0 (896,216: (591,884: (787,524) 0,467.4221 /L,UOJJ $0 * In FY96, Operations, Capital and Bond Reserve funds were split out by Auditors. Actual Fund balances should be: Operating $1,635,501 Capital $2,647,677 Bond Reserve $809.288 Total $5, 092,466 0 0 0 0 0 0 $0 0 0 0 0 0 $0 241 EXPENDITURES: Library: Book & Library Acquis. Library Automation Library Construction Miscellaneous Restricted New Posi. Contingencies Trans. to Ath. Complex Furniture, Fixture & Eq. Total Library: Parks: Land Acq. (Complex) Golf Land - Loan Ath. Complex/Ph I • Golf Devel. Cost Loan Existing Park Projects Operations Trail Grant Additional Land Acq. Midway Rec. Wall Professional Svcs Trans. to Ath. Complex Sr. Citizen Projects Total Parks: Economic Development: Operations Professional Svcs Western Hills Incentives Trans. to Ath. Complex "*** Projects Total Eco. Dev. " LTD Budget 1 excluding FY 97 Oper CIP Prior Years' Card Fwd Exp 93.96 FY 1996-97 A. $336,880 ($163,542) $173,338 $225,912 ($225,912) SO $4,435,666 ($4,435,666) SO $1,453 ($1,453) SO S78,139 ($78,139) $0 $180,215 (S137,092) $43,123 $170,164 $0 $170,164 $304,114 ($98,855) $205.259 $5,732,543 ($5,140,659) $591,884 $2,292,168 ($2,292,168)1 SO $340,000 ($340,000)I $0 S2,560,890 ($1,093,468)1 $1,467,422 $221,503 ($221,503)1 SO $665,495 ($188,140)1 $477,355 $166,720 ($166,72011 $0 $200,000 ($66,831)I $133,169 $225,000 ($198,202)I $26,798 $91,597 ($91,597)1 SO $69,801 ($39,983)1 $29,818 $203,501 $0 $203,501 150,OOO 1$24,4751, $25,575 $7,086,675 ($4,723,037) $2,363,638 $144,911 ($140,833)1 $4,078 $175,144 ($91,570)1 $83,574 $26,000 I$26,000) $0 $525,000 ($150,000)1 $375,000 S14,773 SO $14,773 $310,099 $0 $310.099 $1,195,927 ($408,403) $787,524 TOTAL CAPITAL EXP.: $14,015,145 ($10,272,0,39) $3,743,046 Debt Service & Issue Cost FY93l94 thru FY95/96 "' 1 $1,532,142 1 ff $1,503,125)I 529,017 1 Total FY93 thrU FY97 $15,647,287 ($11,775,224) $3,772,063 Hatf-Cent Sales Tax Fund Cumulative Fund Summary As of September, 1997 CIP CIP CIP FY97 Exp FY97 Exp FY97 Exp Qtr1 -12/31 Qtr2-3/31 Otr3-6130 ($11,058) SO $0 $20,971 SO ($17,314) ($170,164) 50 (S177,565) ($3.870) ($4,091) ($115,063) ($123,024) 50 ($13.766) $0 s0 ($14,773) $o ($28,639) ($41,087) $0 SO ($69.446) $0 $o ($21,978k $1,007 SO1 SO S0 $2,116 $0 50 (513.438) ($185.4u81 (576,503) $0 S0 ($1,467,422) S0 ($11,150) S0 ($15.487) S0 S0 SO S0 S0 (S1,494,069) ($10) SO $0 ($19,946) $0 S0 ($19,966) ($329,128) ($1,590,818) SO 1 ($329,128) ($251,811) ($13,001) ($3,958) ($20) 519,946 555,093) ($39,125) ($306,1338) ($2E,017) a0 (51,619,535) ($306,038) CIP FY97 Exp Otr4-9130 CIP FY97 Exp Yr-To-Date CIP Carryfwd 1997-98 (538.825) ($160,416)1 512,922 S0 SO S0 $0 $01 S0 S0 SO S0 50 $01 S0 ($16286) ($31,4841 $11,639 $0 ($170,1641 S0 (S3,270) ($202,1c3) _a3,:3 ($58,381)1 ($564,260) $27,624 5O S0 ($1 467.422) 50 ($33,640) ($48 660) $0 $26,753 $7,175 $0 ($13 001) $0 (5575) (52,676) ($88,438) ($203,501) (5267) ($267) (596,167) (51,728,352) CIP Projected Est. to Remaining Expense % Diff Bud Complete Balance Completion Exp. to Profd (512,9221 50 (5336,880) 100% SO $0 $0 ($225.9121 100% 50 SO 50 ($4,435.6661 100% $0 $0 S0 ($1,453) 100% S0 S0 S0 ($78.139) 100% SO ($11,6391 50 ($180,215) 100% $0 $0 $0 ($170164) 100% S0 ($3 033) 50 (5304 114) 100% (50) ($27,6241 $0 ($5,732,543) 100% ($0) 50 50 $0 (52,292168) 100% $0 S0 $0 $0 ($340,000) 100% SO $0 $0 SO ($2,560 890) 100% SO SO $0 SO ($221 503) 100% SO $428.695 ($428,695) S0 ($665,495) 100% SO $0 $0 SO ($166,7201 100% SO $140.344 ($140 344) $0 ($200,000) 100% $0 $13,797 ($13.797) SO ($225 000) 100% $0 SO $0 $0 ($91 597) 100% 50 527.142 ($27.142) SO ($69,801) 100% 50 $0 S0 $0 ($203,501) 100% SO $25 308 (S25,308) $0 ($50 000) 100% SO $635,286 ($636,286) $0 ($1,086,75j 100% SO ($110) ($4,078) S0 S0 SO ($144,911) 100% $0 SO ($13,786) $69.788 ($69,788) ($0) ($175,144) 100% ($0) SO S0 S0 SO ($26,000) 100% SO SO $375 000 ($375,000) $0 ($525,000) 100% SO $0 ($14,773) S0 S0 S0 ($14.773i 100% $0 ($193) ($55,286 $254,813 ($254,813) S0 ($310,099) 100% $0 ($303) ($87,923) $699,601 (5699,601) ($0) (S1,195,927) 100% (50) ($154,851)I (52,380,635)1$1,362,511 1(51,362,611)1 (50) ($14,016 145) 1100%I ($0) 1 ($29,017)1 $0 1 $0 1 $0 ($1,332,142) 100% 50 ($154,851) ($2,409,562) $1,362,611 (51,362,511) ($0) ($16,547,287) 100% (SO) 'Includes $1,467,422 - New Debt (FY97) and golf reimbursement/reconcilement amount. **Increased by $25,000 due to transfer from EDC Operating Fund. "" Increased by actual issuance cost of $29,017 (FY 96 accural netted proceeds with estimated Issuance cost of $36,000) "'• Increased transfer to Athletic Complex $88,438 from excess funds. """ Increased projects $18,488 from excess funds. Note: Certain amounts were reallocated between line Items within projects where available and needed. REVENUES: Sales Tax Collections: FY92/93 FY93/94 FY94/95 FY95/96 Subtotal Bond Proceeds (FY 94): Bond Proceeds (FY 96 Accrued) Bond Proceeds (FY 97) Interest Income: Miscellaneous Transfer from EDC Operating Fund Loan Repayment - Golf: Cumulative Total Revs: Transfer Operating Surplus (FY 93-96) * Excess/(Deficit) Capital Projects Operating Fund Debt Reserve Fund Total Fund Balance (Audited) Undesignated CIP Funds LTD Budget Prior Years' excluding Actual FY 97 Oper FY 93 - 96 $85,580 $1,429,571 $1,560,000 $1,660 000 I $4,735,151 $8,855,195 $1,496,438 $892,838 $35,951 $50,000 $740,000 $85,580 $1,429,571 $1,519,186 $1,806,264 $4,840,601 $8,855,195 $1,461,438 $0 $934,505 $35,951 $0 $740,000 $16,805,573 $16,867,690 $1,258,286 FY97 CIP Revenue Year to Date $0 $0 ($1,461,438) $1,496,438 $0 $0 $50,000 $0 LTD Actual @ 9/30/97 excluding % Difference FY 97 Oper Collected Bud to Proi'd $85,580 $1,429,571 $1,519,186 $1,806,264 $4,840,601 100.00% $0 100.00% $0 97.38% ($40,814) 108.81% $146,264 102.23% $105,450 $8,855,195 100.00% $0 $1,496,438 $934,505 $35,951 $50,000 $740,000 100.00% $0 100.00% $0 104.67% $41,667 100.00% $0 $85,000 $16,952,690 I 100.88% $147,117 I $1,039,386 I $1,039,386 I $5,092,466 ($1,285,166) $2,647,677 $1,635,501 $809,288 $5,092,466 *$1039,386 transfer to CIP will be posted by auditors (per 37 month plan). Note: Sales Tax was included until operations were divided in FY 1996-97 $1,362,511 $2,444,789 ($1,635,501) f$809,2881 ($0) $147,117 This page intentionally left blank. Di IEJAMNORK INTRODUCTION TO DEBT General Obligation: The existing debt obligation and individual issues are presented in this section with graphical representations as well. Existing debt level reflects thirty years of remaining payments with additional debt capacity as the structure begins to decline in 1998 and falls dramatically in 2005 and again in 2017. The final debt service payment lies in fiscal year 2027. This debt structure also represents the following ratios: Debt to Current Debt Debt per Capita: Tax Base: to Revenue: City: $593 2.05% 10.78% Median: $1,366 2.80% General obligation ratios are favorable with the City well below national medians. Low debt to tax base ratios reveal the City's goal of not burdening the citizens with excessive debt. Debt to revenue ratio is strong, below 20%. The portion of the tax rate that is dedicated for existing debt levels is just under 32%, which is a fiscally sound level. The State of Texas limits the ad valorem tax rate to $2.50 per $100 valuation. Euless' adopted rate of $0.524754 falls well below this limit. Euless' financial policies address debt management. Excerpts from that section include the following: • Long-term debt will not be used for operating purposes, and the life of the bonds will not exceed the useful life of the projects financed. • Full disclosure of operations will be made to the bond rating agencies. The City staff, with the assistance of fiscal advisors or bond counsel, will prepare the necessary materials for and presentation to the rating agencies. • The debt burden should be within the norm of comparable cities. Specifically, maintenance of capacity not to exceed the median per capita and per assessed valuation will be monitored. • The City will issue bonds with an average life of twenty (20) years or less in order to reduce net interest cost and maintain future flexibility by paying off debt earlier. The issuance should contribute to an overall curve that is relatively flat. 244 Future debt issues will be considered within the parameters of the City's financial policies, ratios, supporting revenues and political climate. Revenue: The City's revenue bonds are comprised of Water and Wastewater, Drainage Utilities, and Sales Tax. Water and Wastewater The existing debt structure is level debt service payments through fiscal year 2002 and sharply drops off to less than half the amount in fiscal year 2003 with a final payment in 2005. There are currently no plans for additional debt issues in the near future. Current coverage ratio is 3.65 times. Drainage System The existing debt payment structure is level debt throughout the life of the bonds with a slight increase from fiscal year 1997 to 1998. The final payment occurs in FY2010. There are currently no plans for additional debt issues in the near future. Current coverage ratio is 3.61 times. Sales Tax The City approved an additional sales tax of a half cent under the 4b Economic Development legislation. The purpose of the sales tax is to fund a new library, parks projects, and economic development activity. The existing debt payment schedule is level throughout the life of the bonds, FY2016. Current coverage ratio is 1.87 times. Euless' financial policies also address revenue issues in the debt management section. Excerpts from that section include the following: • When appropriate, self-supporting revenues will pay debt service in lieu of tax revenues. • The City has both revenue bonds and other indebtedness of the Water and Wastewater Fund. The City will maintain two coverage ratios: 1.50 for revenue bonds "technical average" and 1.25 for all indebtedness "practical coverage". The City will issue new debt for an Enterprise only after an "additional bonds" test has been applied. • The City will issue bonds with an average life of twenty (20) years or less in order to reduce net interest cost and maintain future flexibility by paying off debt earlier. The issuance should contribute to an overall curve that is relatively flat. 245 Long Range Issuance Schedules TYPE AMOUNT QUARTER & YEAR Certificate of Obligation $5,500,000 Second Quarter FY 1998 Bond Rating History Rating Agency Type Dates Rating Standard & Poors G.O. 4/84 to Present A+ 4/18/84 A to A+ WW & SS 6/87 to Present A Revenue 4/83 to 6/87 A - Prior to 4/83 BBB+ Moody's G.O. 5/85 to Present Al Prior to 5/85 A WW & SS Since 1983 A Revenue 246 8 5 ANNUAL DEBT SERVICE TOTAL G.O. BONDS AND REVENUE BONDS 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 FISCAL YEAR TOTAL ANNUAL DEBT SERVICE REQUIREMENTS SUMMARY OF GENERAL OBLIGATION AND REVENUE BONDS ® GENERAL WATER/SEWER DRAINAGE SALES TAX 1/2 CENT ® PARKS & REC G 0 DEBT SALES TAX�� YEAR GENERAL GOLFISETBLL WATER/SEWERDRAINAGE 1/2'CEN7 REQUIREMENTS 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 $1,999,040 $1,915,853 $1,759,409 $1,665,680 $1,645,626 $1,613,861 $1,605,658 $757,972 $755,975 $766,833 $604,930 $445,265 $443,750 $441,170 $442,440 $447,256 $445,597 $447,440 $447,724 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $939,215 $975,329 $991,173 $907,715 $974,797 $870,008 $872,050 $873,268 $873,651 $873,188 $871,870 $874,572 $875,885 $875,643 $879,219 $881,024 $881,214 $879,967 $882,017 $711,986 $714,946 $711,456 $711,806 $715,706 $712,386 $712,590 $711,026 $712,690 $712,290 $714,826 $527,355 $496,641 $505,871 $513,625 $519,475 $209,575 $131,025 $130,625 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $224,082 $223,432 $222,342 $225,852 $228,652 $230,788 $227,248 $228,258 $233,492 $232,612 $230,912 $233,372 $234,740 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL $18,651,479 $24,893,513 $3,034,192 $2,975,782 $927,673 $4,617,365 $910,588 $4,521,843 $897,693 $4,376,488 $888,583 $4,201,455 $884,033 $4,252,583 $886,693 $3,810,925 $879,048 $3,715,029 $885,528 $2,875,651 $884,938 $2,748,056 $882,285 $2,754,918 $882,475 $2,590,187 $885,400 $2,438,609 $885,700 $2,440,075 $888,925 $2,205,738 $889,775 $2,211,434 $888,013 $2,216,293 $893,863 $2,220,674 $891,725 $2,219,132 $126,900 $1,456,641 $0 $711,986 $0 $714,946 $0 $711,456 $0 $711,806 $0 $715,706 $0 $712,386 $0 $712,590 $0 $711,026 $0 $712,690 $0 $712,290 $0 $714,826 $16,159,838 $65,714,804 247 2500 2000 - 71 1500 - c 3 I- 1000 - 500 - 0 General Obligation Bonds Composition of Debt Service 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF GENERAL OBLIGATION BONDS 1M INTEREST l I PRINCIPAL i•:-:'.40Afk, NTERESTii:4Z.,„ '"'PRINCIPAL, ?r,'.:',i,REQUIREMENTS,:: 1998 $554,040 $1,445,000 $1,9b9,040 1999 $485,853 $1,430,000 $1,915,853 2000 $906,619 $852,790 $1,759,409 2001 $821,403 $844,277 $1,665,680 2002 _ $785,760 $859,866 $1,645,626 2003 $761,023 $852,838 $1,613,861 2004 $733,843 $871,815 $1,605,658 2005 $257,972 $500,000 $757,972 2006 $230,975 $525,000 $755,975 2007 $201,833 $565,000 $766,833 2008 .. $174,930 $430,000 $604,930 2009 $155,265 $290,000 $445,265 2010 $138,750 $305,000 $443,750 2011 $121,170 $320,000 $441,170 2012 $102,440 $340,000 $442,440 2013 $82,256 $365,000 $447,256 2014 $60,597 $385,000 $445,597 2015 $37,440 $410,000 $447,440 2016 $12,724 $435,000 $447,724 TOTAL $6,624,893 $12,026,586 $18,651,479 248 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: AUTHORITY: PAYING AGENT: BOND NUMBERS: OPTION DATE: 1998 1142-1293 1999 1294-1440 2000 1441-1479 2001 1480-1508 2002 1509-1534 2003 1535-1558 2004 1559-1579 TOTAL AD VALOREM TAXES ORDINANCE NO. 864, NOVEMBER 5, 1985 BANK ONE, FORT WORTH, TEXAS 1-1,579 @ $5,000 EACH MARCH 1, 1996 INTEREST ;};; 4,;%! �4SEPTEMBE $0 $0 $472,210 $420,723 $420,134 $432,162 $443,185 $2,188,414 INIPAL ` TOTAL ARC I 2...` R> QUIREMENTS $0 $0 $0 $0 $0 $0 $0 $192,790 $665,000 $0 $149,277 $570,000 $0 $129,866 $550,000 $0 $117,838 $550,000 $0 $106,815 $550,000 $0 $696,586 $2,885,000 *1997-1999 BONDS WERE REFUNDED-1993 SERIES REPLACED THEM* Bonds were issued in part by the City to refund all of the City's outstanding bonds payable solely from ad valorem taxes for the purpose of restructuring and consolidating the debt service payments of the City and will result in a debt service savings on the Refunded Bonds. Additionally, proceeds of the sale will be used to pay the cost of issuance. These Bonds are direct obligations of the City payable solely from the proceeds of an ad valorem tax levied on all taxable property within the City, within the limits prescribed by law. 249 CITY OF EULESS, TEXAS DESCRIPTION: GENERAL OBLIGATION BONDS, SERIES 1988 DATED: MAY 1, 1988 ORIGINAL AMOUNT: $430,000: PARKS AND RECREATION INTEREST RATES: BOND NOS. 1 THRU 6 @ 6.00%, 7-13 @ 6.25%, 14-20 @ 6.50%, 21-28 @ 6.75%, 29-36 @ 7.00%, 37-45 @7.20%, 46-54 @ 7.30%, 55-64 @ 7.40%, 65-75 @ 7.50%, 76-86 @ 7.60% PAYABLE FROM: AD VALOREM TAXES AUTHORITY: ORDINANCE NO. 967, APRIL 26, 1988 PAYING AGENT: BANK ONE, FORT WORTH, TEXAS 1998 65-75 1999 76-86 TOTAL $4,152.50 $2,090.00 $6,242.50 $2,090.00 $55,000.00 $0.00 $55,000.00 $2,090.00 $110,000.00 arw EQUIF E MENTS $61,242.50 $57,090.00 $118, 332.50 The Bonds were issued to finance the costs of making improvements to City park facilities. The Bonds are payable from an ad valorem tax levied upon all taxable property within City, within the limits prescribed by law. 250 DESCRIPTION: DATED: ORIGINAL AMOUNT: INTEREST RATES: PAYABLE FROM: AUTHORITY: PAYING AGENT: BOND NUMBERS: OPTION DATE: 1998 51-65 1999 66-80 TOTAL CITY OF EULESS, TEXAS CERTIFICATES OF OBLIGATION, SERIES 1989 MARCH 1, 1993 $400, 000 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% 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 INTER ST PRINC PAG ;.TOTAL 1 SEPTEMBER $5,334 $2,672 $8,006 $2,672 $0 $2,672 $75,000 $75, 000 $150,000 OUIREMENTS $83,006 $77,672 $160,678 The Certificates proceeds were used to fund the City's portion of improvements to State Highway 10, for various street and drainage improvements, and to pay the costs of issuance related thereto. The Certificates are direct obligations of the City, payable from the receipts of an ad valorem tax levied, within the limits prescribed by law, on taxable property located within the City, and are additionally payable from and secured by a limited pledge of surplus Net Revenues derived from the operation of the City's Waterworks and Sewer System, as provided by Ordinance. 251 CITY OF EULESS, TEXAS DESCRIPTION: CERTIFICATES OF OBLIGATION, 1990 DATED: MARCH 1, 1993 ORIGINAL AMOUNT: $605,000 INTEREST RATES: BOND NOS. 1 THRU 121 @ 6.80% PAYABLE FROM: AD VALOREM TAXES AND WATER & SEWER (LIMITED PLEDGE) REVENUE AUTHORITY: RESOLUTION APPROVED 7-24-90 PAYING AGENT: TEXAS COMMERCE BANK, DALLAS, TEXAS INTEREST; PRINCIPAL. YEAR Bt7N 1 #, MAF CH 9 SOPTEMBER '1 :MARCH 7 „, 1998 63-80 $10,030 1999 81-100 $6, 970 2000 101-121 $3,570 TOTAL $20,570 $6,970 $90,000 $3,570 $100,000 $0 $105,000 $10,540 $295, 000 $107,000 $110,540 $108,570 $326,110 Certificates were issued to refund outstanding debts payable from direct obligations of the City, payable from the receipt of an ad valorem tax levied, within the limits prescribed by law, on taxable property located within the City, and are additionally payable from and secured by a limited pledge of surplus Net Revenues derived from the operation of the City's Waterworks and Sewer System, as provided by Ordinance. 252 CITY OF EULESS, TEXAS DESCRIPTION: PUBLIC PROPERTY FINANCE CONTRACTUAL OBLIGATIONS, SERIES 1992 DATED: MAY 27, 1992 ORIGINAL AMOUNT: $450,000 INTEREST RATES: BOND NOS. 1 THRU 33 @ 5.40%, 34 THRU 53 @ 5.450% 54 THRU 64 @ 5.60%, 65 THRU 99 @ 5.750% PAYING AGENT: TEXAS COMMERCE BANK, DALLAS, TEXAS BOND NUMBERS: 1-99 @ $5,000 EACH 1998 1999 2000 2001 2002 TOTAL 44-53 54-64 65-75 76-87 88-99 : BRUA' } . .C., U1 $7,226 $6,000 $4,600 $3,163 $1,581 $22,570 $6,000 $4,600 $3,163 $1,581 $0 $15,344 ICiPAL TOTAL BRUARY REQUIREMENTS $45,000 $50,000 $50,000 $55,000 $55,000 $255,000 $58,226 $60,600 $57,763 $59,744 $56,581 $292,914 The Contractual Obligations proceeds will be used to purchase various pieces of equipment for the City and to pay the cost of issuance related to the Contractual Oblications. The Contractual Obligations are direct obligations of the City, payable from the levy and collection of a direct and continuing ad valorem tax levied, within the limits prescribed by law, on all taxable property located within the City. 253 CITY OF EULESS, TEXAS DESCRIPTION: DATED: ORIGINAL AMOUNT: INTEREST RATES: PAYABLE FROM: AUTHORITY: PAYING AGENT: BOND NUMBERS: OPTION DATE: 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 TOTAL 276-478 479-673 674-737 738-827 828-922 923-1027 1028-1136 1137-1190 1191-1246 1247-1307 1308-1339 GENERAL OBLIGATION REFUNDING BONDS, SERIES 1993 JUNE 15, 1993 $6,695,000 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 © 4.20%, 674-737 @ 4.40%, 738-827 @ 4.60%, 828-922 @ 4.80%, 923-1,027 @ 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% AD VALOREM TAXES AND WATER & SEWER (LIMITED PLEDGE) REVENUE ORDINANCE NO. 1113, JUNE 8, 1993 TEXAS COMMERCE BANK, DALLAS, TEXAS 1-1,339 @ $5,000 EACH FEBRUARY 15, 2002 INTEREST _ PRINCIPAL TOTAL FEBRUARY 15 'AUGUST 15° , FEBRUARY 15 REQUIREMENTS $124,023 $103,723 $1,015,000 $1,242,745 $103,723 $83,248 $975,000 $1,161,970 $83,248 $76,208 $320,000 $479,455 $76,208 $65,858 $450,000 $592,065 $65,858 $54,458 $475,000 $595,315 $54,458 $41,333 $525,000 $620,790 $41,333 $27,435 $545,000 $613,768 $27,435 $20,348 $270,000 $317,783 $20,348 $12,788 $280,000 $313,135 $12,788 $4,400 $305,000 $322,188 $4,400 $0 $160,000 $164,400 $613,818 $489,795 $5,320,000 $6,423,613 Proceeds from the sale of the Bonds will be used to refund a portion of the City's General Obligation Refunding Bond Series 1985-A, General Obligation Bonds, Series 1986, and Combination Tax and Waterworks and Sewer System (Limited Pledge) Revenue Certificates of Obligation, Series 1989 and Series 1990, and to pay the costs of issuance associated with the Bonds. The refunding will result in annual debt service savings to the City over the life of the Bonds and does not extend the term. The Bonds constitute direct obligations of the City payable from a continuing ad valorem tax levied, within the limits prescribed by law and the City's Charter, on all taxable property within the City in an amount sufficient to provide for payment of principal of and interest on all ad valorem tax bonds. 254 DESCRIPTION: DATED: ORIGINAL AMOUNT: INTEREST RATES: PAYING AGENT: BOND NUMBERS: OPTION DATE: UM 1998 1-33 1999 34-68 2000 69-105 2001 106-143 2002 144-183 2003 184-225 2004 226-269 2005 270-315 2006 316-364 2007 365-416 2008 417-470 2009 471-528 2010 529-589 2011 590-653 2012 654-721 2013 722-794 2014 795-871 2015 872-953 2016 954-1040 TOTAL CITY OF EULESS, TEXAS DEBT SERVICE REQUIREMENTS TAX AND WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION SERIES 1995 OCTOBER 24, 1995 $5,200,000.00 BOND NOS. 1 THRU 364 a 5.200%, 365 THRU 416 a 5.250%, 417 THRU 470 a 5.400%, 471 THRU 528 a 5.500%, 529 THRU 589 Ca 5.600%, 590 THRU 653 a 5.650%, 654 THRU 721 a 5.700%, 722 THRU 794 a 5,750%, 795 THRU 871 a 5.800%, 872 THRU 1040 © 5.850. TEXAS COMMERCE BANK, DALLAS, TEXAS 1 - 1040 c©fl $5,000 EACH FEBRUARY 15, 2006 CIN COPAL 'WARY 15 $143,055 $138,765 165,000 $138,765 $134,215 $175,000 $134,215 $129,405 $185,000 $129,405 $124,465 $190,000 $124,465 $119,265 $200,000 $119,265 $113,805 $210,000 $113,805 $108,085 $220,000 $108,085 $102,105 $230,000 $102,105 $95,735 $245,000 $95,735 $88,910 $260,000 $88,910 $81,620 $270,000 $81,620 $73,645 $290,000 $73,645 $65,105 $305,000 $65,105 $56,065 $320,000 $56,065 $46,375 $340,000 $46,375 $35,881 $365,000 $35,881 $24,716 $385,000 $24,716 $12,724 $410,000 $12,724 $0 $435,000 $1,693,941 $1,550,886 $5,200,000 TOTAt, EQUIREMENTS $446,820 $447,980 $448,620 $443,870 $443,730 $443,070 $441,890 $440,190 $442,840 $444,645 $440,530 $445,265 $443,750 I $441,170 $442,440 $447,256 $445,597 $447,440 I $447,724 $8,444,827 Proceeds from the sale of the Waterworks and Sewer System Certificates will be used for street and related drainage improvements, park improvements and to pay the costs associated with the issuance of the Certificates. The Certificates constitute direct obligations of the City, payable from a combination of (i) the levy and collection of a direct and continuing ad valorm tax, within the limits prescribed by law, on all taxable property within the City, and (ii) a limited pledge (not to exceed $1,000) of surplus net revenues of the City's Waterworks and Sewer system as provided in the Ordinance. 255 1100 1000 900 800 700 W 600 500 400 300 200 100 0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1998 Golf/Softball G.O. Bonds Composition of Debt Service 2002 2006 2010 2014 Fiscal Year 2018 2022 2026 CITY OF EULESS DEBT SERVICE REQUIREMENTS SUMMARY OF GOLF 1 SOFTBALL G. O. BONDS ERES7 $679,215 $665, 329 $651,174 $637,715 $624,797 $610,008 $597,050 $583,268 $568,651 $553,188 $536,870 $519,572 $500, 885 $480,643 $459,219 $436, 024 $411,214 $384,967 $357,017 $331, 986 $309,946 $286,456 $261,806 $235,706 $207,386 $177,590 $146,026 $112,690 $77,290 $39,826 TOTAL $12,443,514 RE INTEREST o PRINCIPAL 4 y:' INC PAI REGQUJIREMENTS $260,000 $939,215 $310,000 $975,329 $340,000 $991,174 $270, 000 $907,715 $350,000 $974,797 $260,000 $870,008 $275,000 $872,050 $290,000 $873,268 $305,000 $873,651 $320,000 $873,188 $335,000 $871,870 $355,000 $874,572 $375,000 $875,885 $395,000 $875,643 $420,000 $879,219 $445,000 $881,024 $470,000 $881,214 $495,000 $879,967 $525,000 $882,017 $380,000 $711,986 $405,000 $714,946 $425,000 $711,456 $450,000 $711,806 $480,000 $715,706 $505,000 $712,386 $535,000 $712,590 $565,000 $711,026 $600,000 $712,690 $635,000 $712,290 $675,000 $714,826 $12,450,000 $24,893,514 These funds are separate from other G. O. bonds because they are paid from the surplus revenues of each function. 256 CITY OF EULESS, TEXAS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAX AND GOLF COURSE SURPLUS REVENUE CERTIFICATES OF OBLIGATION SERIES 1995 DATED: OCTOBER 24, 1995 ORIGINAL AMOUNT: $9,700,000.00 BOND NOS. 1 THRU 285 @ 5.250%, 286 THRU 331 @ 5.300%, 332 THRU 380 @ 5.400%, INTEREST RATES: 381 THRU 432 @ 5.500%, 433 THRU 486 @ 5.550%, 487 THRU 544 @ 5.600%, 545 THRU 605 @ 5.650%, 606 THRU 669 @ 5.700%, 670 THRU 809 @ 5.750%, 810 THRU 1141 @ 5.800%, 1142 THRU 1940 @ 5.900%. PAYING AGENT: BOND NUMBERS: OPTION DATE: 1998 1-5 1999 6-15 2000 16-30 2001 31-50 2002 51-85 2003 1 86-121 2004 1 122-159 2005 160-199 2006 1 200-241 2007 242-285 2008 286-331 2009 332-380 2010 381-432 2011 433-486 2012 487-544 2013 545-605 2014 606-669 2015 670-737 2016 738-809 2017 810-885 2018 886-966 2019 1 967-1051 2020 1052-1141 2021 1142-1237 2022 1238-1338 2023 1339-1445 2024 1446-1558 2025 1559-1678 2026 1679-1805 2027 1806-1940 TOTAL TEXAS COMMERCE BANK, DALLAS, TEXAS 1-1940 @ $5,000 EACH SEPTEMBER 15, 2007 $276,733 $276,076 $274,764 $272,795 $270,170 $265, 576 $260,851 $255,864 $250,614 $245,101 $239,326 $233,231 $226,616 $219,466 $211,974 $203, 854 $195,238 $186,118 $176,343 $165,993 $154,973 $143,228 $130,903 $117,853 $103,693 $88,795 $73,013 $56,345 $38,645 $19,913 $5,634,064 $276,733 $276,076 $274,764 $272,795 $270,170 $265, 576 $260,851 $255,864 $250,614 $245,101 $239,326 $233,231 $226,616 $219,466 $211,974 $203,854 $195,238 $186,118 $176,343 $165,993 $154,973 $143,228 $130,903 $117,853 $103,693 $88,795 $73,013 $56,345 $38,645 $19,913 $5,634,064 PTEMBER `;15 , :' REQLt1REMENT5', $25,000 $578,466 $50,000 $602,152 $75,000 $624,528 $100,000 $645,590 $175,000 $715,340 $180,000 $711,152 $190,000 $711,702 $200,000 $711,728 $210,000 $711,228 $220,000 $710,202 $230,000 $708,652 $245,000 $711,462 $260,000 $713,232 $270,000 $708,932 $290,000 $713,948 $305,000 $712,708 $320,000 $710,476 $340,000 $712,236 $360,000 $712,686 $380,000 $711,986 $405,000 $714,946 $425,000 $711,456 $450, 000 $711,806 $480,000 $715,706 $505,000 $712,386 $535,000 $712, 590 $565,000 $711,026 $600,000 $712,690 $635,000 $712,290 $675,000 $714,826 $9,700,000 $20,968,128 Proceeds from the sale of the Golf Course Certificates will be used to acquire land, construction of a premier golf course, a club house, and to pay the costs associated with the issuance of the Golf Course Certificates. The Certificates constitute direct obligations of the City, payable from a combination of (i) the levy and collection of a direct and continuing ad valorem tax, within the limits prescribed by law, on all taxable property within the City and (ii) a pledge of the surplus Net Revenues derived from the operation and ownership of the golf course facilities being acquired and Improved with the sale of the Golf Course Certificates as provided in the Ordinance. 257 CITY OF EULESS, TEXAS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAX AND SOFTBALL PARK SURPLUS REVENUE CERTIFICATES OF OBLIGATION, SERIES 1996 DATED: FEBRUARY 1, 1996 ORIGINAL AMOUNT: $2,000,000.00 BOND NOS.1 THRU 56 © 4.100%, 57 THRU 71 c 4.125%, 72 THRU 87 © 4.200% INTEREST RATES: 88 THRU 104 ©4,300%, 105 THRU 122 ©4.400%, 123 THRU 141 © 4.500%, 142 THRU 161 ©4.600%, 162 THRU 182 ©4,700%, 183 THRU 204 © 4.800%, 205 THRU 227 © 4.900%, 228 THRU 252 ©5.000%, 253 THRU 278 © 5.100%, 279 THRU306 © 5.200%, 307 THRU 400 © 5.250% PAYING AGENT: TEXAS COMMERCE BANK, DALLAS, TEXAS BOND NUMBERS: 1-400 @ $5,000 EACH OPTION DATE: FEBRUARY 15, 2006 TERES.15 PRINCIPAL a TOTAL `:. U IBI`R`. , :,FEB .RUARYAUUST 15' FEBRUARY, tat ;.:R Q fIREMENTS 1998 1-13 $47,554 $46,222 $65,000 $158,776 1999 14-27 $46,222 $44,787 $70,000 $161,009 2000 28-41 $44,787 $43,352 $70,000 $158,139 2001 42-56 $43,352 $41,814 $75,000 $160,166 2002 57-71 $41,814 $40,268 $75,000 $157,082 2003 72-87 $40,268 $38,588 $80,000 $158,856 2004 88-104 $38,588 $36,760 $85,000 $160,348 2005 105-122 $36,760 $34,780 $90,000 $161,540 2006 123-141 $34,780 $32,643 $95,000 $162,423 2007 142-161 $32,643 $30,343 $100,000 $162,986 2008 162-182 $30,343 $27,875 $105,000 $163,218 2009 183-204 $27,875 $25,235 $110,000 $163,110 2010 205-227 $25,235 $22,418 $115,000 $162,653 2011 228-252 $22,418 $19,293 $125,000 $166,711 2012 253-278 $19,293 $15,978 $130,000 $165,271 2013 279-306 $15,978 $12,338 $140,000 $168,316 2014 307-336 $12,338 $8,400 $150,000 $170,738 2015 337-367 $8,400 $4,331 $155,000 $167,731 2016 368-400 $4,331 $0 $165,000 $169,331 TOTAL $572,979 $525,425 $2,000,000 $3,098,404 Proceeds from the sale of the Softball Park Certificates will be used to purchase land, construct ball fields, concession stands and to pay the costs associated with the issuance of the Softball Park Certificates. The Certificates constitute direct obligations of the City, payable from a combination of (i) the levy and collection of a direct and continuing ad valorem tax, within the limits prescribed by law, on all taxable property within the City, and (ii) a pledge of surplus Net Revenues derived from the operation and ownership of the softball park facilities being acquired and improved with the proceeds of sale of the Softball Park Certificates, as provided in the Ordinance. 258 CITY OF EULESS, TEXAS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAX NOTES ( GOLF CARTS & EQUIPMENT ) SERIES 1996 DATED: SEPTEMBER 15, 1996 ORIGINAL AMOUNT: $750,000 BOND NOS. 1 THRU 34 © 6.450%, 35 THRU 72 © 4.550%, 73 THRU 111 4.450%, INTEREST RATES: 112 THRU 130 © 4.650%, 131 THRU 150 © 4.750%. PAYING AGENT: NORWEST BANK TEXAS, N.A., DALLAS, TEXAS BOND NUMBERS: 1998 1999 2000 2001 2002 TOTAL B 1-34 35-72 73-111 112-130 131-150 1-150 i' $5,000 EACH PicTOBER $18,728 $13,245 $8,923 $4,584 $2,375 $47,854 ;APRl1l.1 $13,245 $8,923 $4, 584 $2,375 $0 $29,126 INCIP TOBER 1 UtREMENTS, $170,000 $201,973 $190,000 $212,168 $195,000 $208,506 $95,000 $101,959 $100,000 $102,375 $750,000 $826,980 Proceeds from the sale of the Notes will be used to finance the purchase of golf and utility carts and heavy equipment for maintenance of the golf course and to pay the costs associated with the issuance of the Notes. The Notes constitute direct obligations of the City, payable out of the receipts from an ad valorem tax levied, within the limits prescribed by law, on all taxable property within the City, as provided in the Ordinance. 259 600 Thousands Water & Sewer Revenue Bonds Composition of Debt Service 1998 2000 2002 Fiscal Year 2004 INTEREST Li PRINCIPAL CITY OF EULESS DEBT SERVICE REQUIREMENTS SUMMARY OF WATER AND SEWER SYSTEM REVENUE BONDS ER5S' <� PRINGIpAL :� `;� � REQUIREMENTS 1998 $132,355 $395,000 $527,355 1999 $111,641 $385,000 $496,641 2000 $90,871 $415,000 $505,871 2001 $68,625 $445,000 $513,625 2002 $44,475 $475,000 $519,475 2003 $19,575 $190,000 $209,575 2004 $11,025 $120,000 $131,025 2005 $5,625 $125,000 $130,625 TOTAL $484,192 $2, 550, 000 $3, 034,192 260 DESCRIPTION: DATED: ORIGINAL AMOUNT: INTEREST RATES: PAYABLE FROM: AUTHORITY: PAYING AGENT: BOND NUMBERS: OPTION DATE: 1998 1999 2000 2001 444-473 479-502 505-536 537-570 2002 575,581-605 2003 606-620 TOTAL CITY OF EULESS, TEXAS 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 $18,112.50 $14,737.50 $12,037.50 $8,437.50 $4,612.50 $1,687.50 $59,625.00 $18,112.50 $14,737.50 $12,037.50 $8,437.50 $4,612.50 $1,687.50 $59,625.00 $150,000.00 $120,000.00 $160,000.00 $170,000.00 $130,000.00 $75,000.00 $805,000.00 QUIk EMEt $186,225.00 $149,475.00 $184,075.00 $186,875.00 $139,225.00 $78,375.00 $924,250.00 Bonds payable solely from the income and revenues to be derived from the City's Waterworks and Sanitary Sewer System after deduction of reasonable expenses of operation and maintenance as provided in the proceedings authorizing said Bonds and as authorized by law. 261 CITY OF EULESS, TEXAS DEBT SERVICE REQUIREMENTS DESCRIPTION: WATER & SEWER SYSTEM REVENUE REFUNDING BONDS, SERIES 1967 DATED: JANUARY 15, 1967 ORIGINAL AMOUNT: $2,200.000: WATERWORKS $1,295,000 - SANITARY SEWER $905,000 INTEREST RATES: PAYABLE FROM: AUTHORITY: PAYING AGENT: BOND NUMBERS: OPTION DATE: BOND NOS. 1 THRU 440 @ 4.5% WATER AND SEWER COLLECTIONS ORDINANCE NO. 299, FEBRUARY 28, 1967 BANKERS TRUST COMPANY, NEW YORK 1-440 @ $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 CIPAL 1 4 O AI» 1998 $10,575.00 1999 $10,575.00 2000 $10,575.00 2001 -- $10,575.00 2002 347-368 $10,575.00 2003 369-391 $8,100.00 2004 392-415 $5,512.50 2005 416-440 $2,812.50 TOTAL $69,300.00 $10,575.00 $10,575.00 $10,575.00 $10,575.00 $10,575.00 $110,000.00 $8,100.00 $115,000.00 $5,512.50 $120,000.00 $2,812.50 $125,000.00 $69,300.00 $470,000.00 $21,150.00 $21,150.00 $21,150.00 $21,150.00 $131,150.00 $131,200.00 $131,025.00 $130,625.00 $608,600.00 Bonds were issued to refund outstanding Bonds payable solely from and equally secured by a first lien on and pledge of the Net Revenues of the City's combined Waterworks and Sanitary Sewer System. 262 CITY OF EULESS, TEXAS DEBT SERVICE REQUIREMENTS DESCRIPTION: WATERWORKS & SEWER SYSTEM REVENUE REFUNDING BONDS, SERIES 1991 DATED: OCTOBER 1, 1991 ORIGINAL AMOUNT: $2,335,000 INTEREST RATES: BOND NOS. 16 THRU 23 @ 4.80%,24 THRU 82 @ 5.10% 83 THRU 124 @ 5.30%,125 THRU 171 @ 5.50%, 172 THRU 217 @ 5.60%,218 THRU 267 @ 5.70%, 268 THRU 321 @ 5.80%, 322 THRU 373 @ 5.90% 374 THRU 477 @ 6.00% PAYING AGENT: TEXAS COMMERCE BANK, DALLAS, TEXAS BOND NUMBERS: 1-477 @ $5,000 EACH OPTION DATE: JULY 15, 1999 1998 1999 2000 2001 2002 TOTAL 218-267 268-321 322-373 374-429 430-477 $37,490 $30,508 $22,823 $15,300 $7,050 $113,171 $37,490 $30,508 $22,823 $15,300 $7,050 $113,171 $245,000 $265,000 $255,000 $275,000 $235,000 $1,275,000 $319,980 $326,016 $300,646 $305,600 $249,100 $1,501,342 The Bond proceeds will be used to refund $2,075,000 principal amount of the City's outstanding Series 1983 Bonds maturing in the years 1994 through 2002, in order to lower the overall debt service requirement of the City and to pay the cost of issuance associated with the Bonds. The Bonds constitute special obligations of the City and, together with certain outstanding previously issued Bonds, are payable both as to principal and interest, solely from and secured by a first lien on and pledge of the Net Revenues of the City's Waterworks and Sanitary Sewer System in accordance with the provisions of the ordinance. 263 6 v, 4 — c co c. ~ 2 — 0 Trinity River Authority Contractual Obligation 1998 FISCAL YEAR 1999 CITY OF EULESS DEBT SERVICE REQUIREMENTS SUMMARY OF CONTRACTUAL OBLIGATION WITH TRA 1998 1999 TOTAL $5,525.00 $3,900.00 $9,425.00 264 $25,000.00 $60,000.00 $85,000.00 Esm INTEREST iaml PRINCIPAL $30,525.00 $63,900.00 $94,425.00 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: 1998 62-66 1999 67-78 TOTAL AUGUST 1, 1989 $2,762.50 $1,950.00 $4,712.50 $2,762.50 $25,000.00 $1,950.00 $60,000.00 $4,712.50 $85,000.00 * DO NOT ADD TO EULESS DEBT SUMMARY * * PAID OUT OF WATER DISTRIBUTION DEPARTMENT * Contract with Trinity River Authority of Texas for the purpose of providing treated water to the City. $30,525.00 $63,900.00 $94,425.00 265 Drainage Utility Bonds Composition of Debt Service 250 200 - 50 - 0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 TOTAL 1998 2000 2002 2004 2006 Fiscal Year 2008 2010 DEBT SERVICE REQUIREMENTS SUMMARY OF DRAINAGE UTILITY BONDS TER PRINCIPAL, $124,082 $100,000 $118,432 $105,000 $112,342 $110,000 $105,852 $120,000 $98,652 $130,000 $90,788 $140,000 $82,248 $145,000 $73,258 $155,000 $63,492 $170,000 $52,612 $180,000 $40,912 $190,000 $28,372 $205,000 $14,740 $220,000 $1,005,782 ism INTEREST PRINCIPAL tilkErMkt, $224, 082 $223,432 $222,342 $225,852 $228,652 $230,788 $227,248 $228,258 $233,492 $232,612 $230,912 $233,372 $234,740 $1,970,000 $2,975,782 266 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%, 149 THRU 177 @ 6.10%,178 THRU 207 @ 6.20% 208 THRU 239 @ 6.30%, 240 THRU 274 @ 6.40% 275 THRU 311 @ 6.50%, 312 THRU 350 @ 6.60% 351 THRU 392 @ 6.650%, 393 THRU 437 @ 6.70% PAYING AGENT: BOND NUMBERS: OPTION DATE: 1998 31-51 1999 52-73 2000 74-96 2001 97-121 2002 122-148 2003 149-177 • 2004 178-207 2005 208-239 2006 240-274 2007 275-311 2008 312-350 2009 351-392 2010 393-437 TOTAL TEXAS COMMERCE BANK, DALLAS, TEXAS 1-437 @ $5,000 EACH JULY 15, 1999 $62,041 $62,041 $59,216 $59,216 $56,171 $56,171 $52,926 $52,926 $49,326 $49,326 $45,394 $45,394 $41,124 $41,124 $36,629 $36,629 $31,746 $31,746 $26,306 $26,306 $20,456 $20,456 $14,186 $14,186 $7,370 $7,370 $100,000 $105,000 $110,000 $120,000 $130,000 $140,000 $145,000 $155,000 $170,000 $180,000 $190,000 $205,000 $220,0001 $502,891 $502,891 $1,970,000 EMEN S. $224,082 $223,432 $222,342 $225,852 $228,652 $230,788 $227,248 $228,258 $233,492 $232,612 $230,912 $233,372 $234,740 $2,975,782 Proceeds from the sale of the Bonds will be used for drainage improvements, including the acquisition, construction and repair of structures, equipment and facilities for the City's Municipal Drainage Utility System, and to pay the costs of issuance associated with the Bonds. The Bonds constitute special obligations of the City payable both as to principal and interest, and secured by a first lien on and pledge of the Revenues of the City's Municipal Drainage Utility System in accordance with the provisions of the Ordinance. 267 1000 800 - 600 .c 400 - 200 Sales Tax Revenue Bond Composition of Debt Service 1998 2000 2002 2004 2006 2008 Fiscal Year 2010 2012 2014 2016 DEBT SERVICE REQUIREMENTS SUMMARY OF SALES TAX REVENUE BONDS YEAR INTEREST i PRINCIPAL 1998 $592,674 $335,000 1999 $565,588 $345,000 2000 $537,694 $360,000 2001 $508,584 $380,000 2002 $484,034 $400,000 2003 $461,694 $425,000 2004 $439,048 $440,000 2005 $415,528 $470,000 2006 $389,938 $495,000 2007 $362,286 $520,000 2008 $332,476 $550,000 2009 $300,400 $585,000 2010 $265,700 $620,000 2011 $228,926 $660,000 2012 $189,776 $700,000 2013 $148,012 $740,000 2014 $103,862 $790,000 2015 $56,726 $835,000 2016 $6,900 $120,000 TOTAL $6,389,846 $9,770,000 268 MI INTEREST r 1 PRINCIPAL TOTAL. REQUIREMENTS $927,674 $910,588 $897,694 $888,584 $884,034 $886,694 $879,048 $885,528 $884,938 $882,286 $882,476 $885,400 $885,700 $888,926 $889,776 $888,012 $893,862 $891,726 $126,900 $16,159,846 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: DATED: ORIGINAL AMOUNT: INTEREST RATES: PAYING AGENT: OPTION DATE: SALES TAX REVENUE BONDS, SERIES 1994 AUGUST 9,1994 $8, 855, 000 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% TEXAS COMMERCE BANK, DALLAS, TX Sept 15, 2004 for Bonds maturirq Sept. 15, 2005 to Sept 15, 2015 EIt 1998 8.10% $253,179 $253,179 $285,000 $791,358 1999 8.10% $241,636 $241,636 $295,000 $778,272 2000 8.10% $229,689 $229,689 $310,000 $769,378 2001 6.20% $217,134 $217,134 $325,000 $759,268 2002 5.20% $207,059 $207,059 $345,000 $759,118 2003 5.30% $198,089 $198,089 $365,000 $761,178 2004 5.40% $188,416 $188,416 $380,000 $756,832 2005 5.50% $178,156 $178,156 $405, 000 $761,312 2006 5.65% $167,019 $167,019 $425,000 $759,038 2007 5.80% $155,013 $155,013 $450,000 $760,026 2008 5.90% $141, 963 $141,963 $475, 000 $758,926 2009 6.00% $127,950 $127,950 $505,000 $760,900 2010 6.00% $112,800 $112,800 $535,000 $760,600 2011 6.00% $96, 750 $96,750 $570,000 $763,500 2012 6.00% $79,650 $79,650 $605,000 $764,300 2013 6.00% $61,500 $61, 500 $640, 000 $763,000 2014 6.00% $42,300 $42,300 $685,000 $769,600 2015 6.00% $21,750 $21,750 $725,000 $768,500 TOTAL $2,720,053 $2,720,053 $8,325,000 $13,765,106 Proceeds from the sale of the Bonds will be used to fund capital projects for parks, library, economic development, to fund a reserve fund, and to pay the costs of issuance related to the Bonds. The Bonds are special, limited obligations of the Corporation, secured by a lien on and pledge of certain Pledged Revenues which include the proceeds of a half of one percent sales and use tax levied within the City of Euless, Texas for the sole benefit of the Corporation. 269 DESCRIPTION: DATED: ORIGINAL AMOUNT: INTEREST RATES: PAYING AGENT: BOND NUMBERS: OPTION DATE: 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 TOTAL 9-18 19-28 29-38 39-49 50-60 61-72 73-84 85-97 98-111 112-125 126-140 141-156 157-173 174-191 192-210 211-230 231-251 252-273 274-297 CITY OF EULESS, TEXAS DEBT SERVICE REQUIREMENTS EULESS DEVELOPMENT CORPORATION SALES TAX REVENUE BONDS SERIES 1996 AUGUST 15, 1996 $1,485,000 BOND NOS. 1 THRU 60 © 8.000%, 61 THRU 72 @ 5.500%, 73 THRU 84 © 5.000% 85 THRU 97 © 5.100%, 98 THRU 111 © 5.200%, 112 THRU 125 © 5.300%, 126 THRU 140 A 5.400%, 141 THRU 191 CcD 5.500%, 192 THRU 297 CCD 5.750%. TEXAS COMMERCE BANK NATIONAL ASSOCIATION, DALLAS, TEXAS 1-297 c© $5,000.NT REACH SEPTEMBER 15, 2006 ESr , PRINCIPt c���� . aTEMBER �� ;t ��pTlrtne $43,158 $41,158 $39,158 $37,158 $34,958 $32,758 $31,108 $29,608 $27,950 $26,130 $24,275 $22,250 $20,050 $17,713 $15,238 $12,506 $9,631 $6,613 $3,450 $474,865 $43,158 $41,158 $39,158 $37,158 $34,958 $32,758 $31,108 $29,608 $27,950 $26,130 $24,275 $22,250 $20,050 $17,713 $15,238 $12,506 $9,631 $6,613 $3,450 $474,865 $50,000 $50,000 $50,000 $55,000 $55,000 $60,000 $60,000 $65,000 $70,000 $70,000 $75,000 $80,000 $85,000 $90,000 $95,000 $100,000 $105,000 $110,000 $120,000 $1,445,000 . QUIREM ITS $136,315 $132,315 $128,315 $129,315 $124,915 $125,515 $122,215 $124,215 $125,900 $122,260 $123,550 $124,500 $125,100 $125,425 $125,475 $125,013 $124,263 $123,225 $126,900 $2,394,730 Proceeds from the sale of the Bonds will be used to provide additional funding for the construction of the Parks at Texas Star Athletic Complex and to pay the costs associated with the issuance of the Bonds. The Bonds are special obligations of the Corporation, secured by a lien on and pledge of certain Pledged Revenue which include the proceeds of a half of one percent sales and use tax levied within the City of Euless, Texas for the sole benefit of the Corporation. 270 personnel Teamwork - There is no exercise better for the heart than reaching out and lifting people up. PERSONNEL COUNTS 09-Sep-97 FY 95196 FY 96197 BUDGETED - BUDGETED FY 96197 FY 97198 REVISED REVISED 01-10-11 CITY MNGR OFFICE 01-10-14 CITY SECRETARY 1) 01-20-12 FINANCE/BUDGET 01-20-13 COURTS 01-20-18 ACCOUNTING 01-30-45 PD ADMINISTRATION A) 01-30-46 PD PATROL 01-30-47 PD INVESTIGATION 01-30-48 PD SERVICE 2) 01-30-49 PD DETENTION 01-40-23 FIRE MARSHALL 01-40-40 FD ADMINISTRATION 3) 01-40-41 FD PARAMEDIC 01-40-42 FD SUPPRESSION 01-40-44 EDUCATION/PREVENTION 4) 01-50-16 INFORMATION SERVICES 01-50-19 PERSONNEL B) 01-50-35 SUPPORT SERVICES 01-50-36 PURCHASING 01-50-37 FACILITY MAINTENANCE 01-50-54 LIBRARY 01-60-32 PLANNING 5) 01-60-34 INSPECTIONS SERVICES 01-60-65 ENVIRONMENTAL HEALTH 01-66-66 CITY ENGINEER 01-70-51 LEISURE SERVICES 6) 01-70-52 PARKS 01-80-33 STREET 01-80-64 ANIMAL CONTROL C) 01-90-60 NON -DEPARTMENTAL 02-20-70 WATER OFFICE 02-50-39 RECYCLING 02-50-76 INFORMATION SERVICES 02-66-66 CITY ENGINEER 02-80-71 WATER PRODUCTION 02-80-72 WATER DISTRIBUTION 02-80-73 SEWAGE & TREATMENT 02-80-76 UTILITY ENGINEERING 02-80-77 METER READING B,C&D) 02-90-60 W & S NON-DEPT. 08-66-66 CITY ENGINEER 12-10-80 HOTEUMOTEL 7) 13-50-90 SERVICE CENTER 15-50-15 INSURANCE 17-50-17 RISK MANAGEMENT E) 22-70-62 GOLF COURSE MAINT. 22-70-63 PRO SHOP 8) 22-70-67 FOOD & BEVERAGE (GRILL) F) 22-70-68 CONFERENCE CNTR. 23-70-55 LEISURE SERVICES 24-30-45 DRUG FUND 30-20-30 CASH/DEBT MANAGEMENT F) 32-70-78 ATHLETIC COMPLEX F&G) 34-70-50 SOFTBALL WORLD 50-10-52 1/2 CENT - PARKS 50-10-54 1/2 CENT - LIBRARY C&D) 50-10-81 1/2 CENT - ECO. DEV. 54-30-45 CRIME CONTROL TOTAL 1.00 1.00 1.00 3.00 3.00 3.00 1.50 1.50 1.50 8.00 8.00 8.00 2.00 2.00 2.00 4.00 4.00 4.00 44.00 47.00 50.00 14.00 14.00 14.00 23.00 24.00 24.00 11.00 11.00 11.00 2.00 2.00 2.00 4.00 4.00 4.00 10.00 13.00 13.00 33.00 33.00 33.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 1.00 1.00 1.50 0.50 0.50 0.50 5.00 5.00 5.00 9.00 9.00 9.00 2.50 3.00 3.00 5.00 5.00 5.00 2.00 2.00 2.00 1.50 1.50 1.50 7.00 8.00 8.00 15.00 17.00 17.00 11.00 11.00 11.00 2.00 General 2.00 General 2.00 General 0.00 227.00 0.00 237.5 0.25 241.25 5.00 5.00 5.00 1.00 1.00 1.00 1.50 2.00 2.00 2.50 2.50 2.50 6.50 6.50 6.50 8.00 8.00 8.00 6.00 6.00 6.00 1.00 0.00 0.00 4.00 W & S 4.00 W&S 4.00 W&S 8.50 44.00 9.00 44.0 10.25 45.25 1.00 1.00 1.00 0.50 0.00 0.00 5.00 5.00 5.00 1.50 1.50 1.50 0.50 0.50 0.50 0.00 5.00 4.00 0.00 2.00 2.00 0.00 Golf 0.00 Golf 0.00 Golf 0.00 0.00 3.00 10.00 2.33 8.33 1.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.33 0.00 3.00 4.33 1.00 4.00 4.00 4.25 6.00 6.00 0.25 0.50 0.50 0.00 4.00 4.00 287.00 319.0 J 324.00 FY 96197 REVISED A) Added 3 Police Officers to Patrol (Universal Hiring Grant) B) Upgraded PT Clerk to FT (.5-General, .5-W&S) C) Added a Director of Economic Development(.25-General, .25-W&S, .5-Halfcent) D) Added a Facilities Attendant & deleted an Eco. Dev Asst. (.5-W&S, .5-Halfcent) E) Deleted a Field Tech F) Split Food & Beverage Manager(.33-Golf, .33-Softball, .33-Athletic Complex) G) Added a Field Tech 271 1.00 3.00 1.50 9.00 2.00 4.00 50.00 14.00 24.00 12.00 2.00 4.00 19.00 33.00 1.00 2.00 3.00 1.50 0.50 5.00 9.00 3.00 8.00 2.00 1.50 8.00 18.00 11.00 2.00 General 0.25 254.25 5.00 1.00 2.00 2.50 6.50 8.00 6.00 0.00 4.00 W & S 10.25 45.25 1.00 0.00 6.00 1.50 0.50 4.00 2.00 2.00 Golf 2.33 10.33 1.00 0.00 1.00 0.33 4.33 4.00 6.00 0.50 4.00 34U.UU FY 97198 Budgeted 1)Upgraded a PT Court Clerk to FT 2) Added a PSO (Jailer) 3) Added 6 FF/Paramedics 4) Upgraded PT Computer Technician to FT 5) Added a Clerk, Plans Examiner and Inspector 6) Added a Parks Technician 7) Added a Mechanic 8) Added a Food & Beverage Manager and a Chef PERSONNEL COUNTS BY FUND 09-Sep-97 227.00 237.50 254.25 GENERAL FUND 44.00 1.00 0.50 5.00 1.50 0.50 0.00 1.00 1.00 0.00 0.00 1.00 4.25 0.25 0.00 44.00 45.25 WATER & SEWER FUND 1.00 0.00 5.00 1.6J 0.50 10.0 J 1.00 1.00 0.00 3.0 3 4.00 6.00 1.00 CITY ENGINEER 0.00 HOTEL/MOTEL 6.00 SERVICE CENTER FUND 1.50 BENEFITS/INSURANCE FUND 0.50 RISK MANAGEMENT FUND 10.33 GOLF COURSE FUND 1.00 LEISURE SERVICES FUND 1.00 CASH MANAGEMENT FUND 0.33 /JHI 7_TIC COMPLEX 4.33 COFTBALL WORLD 4.00 1/2 CENT - PAI:KS 6.00 1/2 CENT - LIBRARY 0.50 C.50 1/2 CANT - ECt.). DEV. 4.00 '.00 CRIME CCNTROL DISTRICT I":0a ' 10.s':: ;: E `i °::"aE 's `: 01-L ec-C 1 0 .-Dec-9501-' )ec-P6 $30' 720 I;jG11i ;S. i : ' [ i : E : ii f i :: 12.92°13.,,8%I 13.43% $1,58:7,575 Hjor qer Ce,n :,58.5fl $53.50 1,58.b0 $22-,445 .. .;i LY:AA: .. ►i [ ; ;':` i i `F) bl$ i i I..1. 0(ifti 3 tp ::::E:;::: $2F $270 $2,0 $I,0E7,,72!' Under ol1,,J $3.50 $0.80, 4.C`' bile jk {i;it:i i i i i E i E 0.67" 0.:7% 1 0.3"% $3,;,525 $ .150-$15 3 $5.75 $1.20 itraiisiirarce w `.: !SEE CH/'l/') 1 $30,28- $'600 $24LJ $7.00 $1.60, a{D7: ,,.. ;:::: :: :::;E : (SEE CH RT) 1 $6,922 over $2401 $8., 5 $2.00 , rA 01 r-C3 C. I- 86, 01 r-36 - 1:401E4,..it.t"`alt i 1.45,4 1.i5%' 1.4:,./o $11-,859 1 TG. rAI. $3,36.',05.. 60.50 68.00 72.50 7.50 10.00 9.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 40.00 52.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 3.00 3.00 0.00 10.00 16.00 0.00 0.00 2.00 14.00 14.00 14.00 1.00 1.00 0.00 0.00 0.00 0.00 GENERAL FUND WATER & SEWER FUND CITY ENGINEER HOTEL/MOTEL SERVICE CENTER FUND BENEFITS/INSURANCE FUND RISK MANAGEMENT FUND GOLF COURSE FUND LEISURE SERVICES FUND CASH MANAGEMENT FUND ATHLETIC COMPLEX SOF) BALL WORLD 1/2 CENT - PARKS 1/2 CENT - LIBRARY 1/2 C ._NT - ECO. DEV. CRIr E CONTROL DISTRICT During Fiscal Year 1997, our full-tim' staff increLsed by 7 positions. These position:: inciude'i: po'se offic::rs, 1 purchasing clerk, 1 facilities attendant, 1 Dir,:ctor of Economic Deve!opment, and 1 meld tech. Two post°ions were r�mo red ‘,vhiuh ir:clude: 1 field tech and 1 Economic Development assistant. The cost of the police officers was uffsct by a grant rein-:bur.>ement from the Universal Hiring Grant program. The purchasing clerk was upgraded from a part-time position to a full-time position. The facilities attendant was approved during the budget year due to the ii,creaseu number of ^ity facilities and is funded by the Water/Sewer fund. The Director of Economic Development was paid partially by the General fund, Water/Sewer fund and the Half -Cent sales tax fund. The additional field tech was hired to handle the extra workload at Softball World and was funded through Softball World revenues. In Fiscal Year 1998, the City Council approved 16 new positions. These positions include: a Municipal court clerk (replaces part time); a Public Service Officer (jailer) for Police Detention; 6 firefighters/paramedics to complete staffing of a second ambulance unit; a computer technician (replaces part time); a plans examiner, a clerk, and an inspector for Planning and Development; a parks technician; a mechanic for Fleet services; and finally, a food & beverage manager and a chef for Raven's Grill at the Texas Star Golf Course. Our part time staff has increased by 26 positions. These positions include additional staffing for accounting, the parks department, Softball World, and the Golf Course at Texas Star due to the tremendous increase in workload generated from the new recreational facilities. Also, two positions were upgraded to full time status. 272 • •' I,I �.II 0.50 1.00 1.001 1.00 �P"1 rY': 1 1 I .Ilu iiY�YidiY.lYlirl .I �YIfI 11 II I 0.50 0.;_l III�•0.50 0-0-1 1 0.50 , 0.50 0.50 01-10-11 1.00 1.00 1.00 FULL TIME 2.001 2.001 2.001 01-10-11 Receptionist 2.00 2.00 2.00 PART TIME City Manager Asst. City Manager 1.001.00'r - - 14 01 10 , 1.00City Secretary 0.00 0.00 1.00 1.00 01-10-14 Assistant to the City Secretary 1.00 1.00 0.00 0.00 01-10-14 Deputy City Secretary 0.00 1.00 1.00 1.00 01-10-14 Secretary I 1.00 0.00 0.00 0.00 01-10-14 Clerk I 3.00 3.00 3.00 3.00 FULL TIME .50tl 0.50 0.50 0.5001-2012 Director of inancer• 0.50 0.50 0.50 0.50 01-20-12 Administrative Secretary I 0.501 0.50 0.50 0.50 01-20-12 Accountant I 1.50 1.50 1.50 1.50 FULL TIME ' ' I3.....r ......� ; r '': .....e ..,..N..:...:... .00.00.00 1.00 01-20-1 CitY 9 1.00 1.00 1.00 1.00 01-20-13 (Municipal Court Mgr. 1.00 1.00 1.00 1.00 01-20-13 (Office Supervisor I 1.00 4.00 4.00 4.00 01-20-13 (Clerk III 3.00 0.00 0.00 1.00 01-20-13 (Clerk II 1.00 1.00 1.00 1.00 01-20-13 'Bailiff/Warrant Officer 8.00 8.00 8.00 9.00 FULL TIME 1.00 I 1.00 1.00 0.00 01-20-13 Clerk I 0.001 1.00 1.00 1.00 01-20-13 Bailiff/Warrant Officer 1.0 2.00 2.00 1.00 PART TIME Yjj!rf i;j:::f y'� ii:'.`J : .YJ iifi l l .: .5 : ±;0.50' =;0,50j r01-20J-�8f AMgr. ��� 0.50 ccounting g 1.50 I 1.50 1.50 1.50 01-20-18 Office Tech II 2.00 2.00 2.00 2.00 FULL TIME 0.50 I 0.50 0.50 0.50 01-20-18 Accountant II 0.00 ( 0.00 0.00 1.00 01-20-18 Clerk I 0.50 0.50 0.50 1.50 PART TIME riVA 1.00 0.00 1.00 1.00 4.00 .00 1j.00 1.00J01-30-45 r` r Police 1 0.00 0.00 0.00 01-30-45 Police Lieutenant 1.00 1.00 1.00 01-30-45 Police Sergeant 1.00 1.00 1.00 01-30-45 Administrative Assistant 1.00 1.00 1.00 01-30-45 Administrative Secretary II 4.00 4.00 4.00 FULL TIME 273 PPRA .0 3.00 1 4.00 19.00 16.00 1.00 44.00 1.00 12.00 13.00 1.00 1.00 1.00 10.00 0.00 1.00 14.00 1.00 1.00 1.00 01 -30-46 Police Captain 3.00 3.00 3.001 01-30-46 Police Lieutenant 4.00 4.00 4.001 01-30-46 Police Sergeant 15.00 23.00 23.001 01-30-46 Police - Corporal 23.00 18.00 18.001 01-30-46 Police Officer 1.00 1.00 1.001 01-30-46 Secretary I 47.00 50.00 50.00 FULL TIME 1.00 1.00 1.00 01-30-46 Head Sch Crossing Guard 12.00 12.00 12.00 01-30-46 School Crossing Guard 13.00 13.00 13.00 PART TIME 1.00 1.00 1.00 10.00 0.00 1.00 14.00 1.001.00 01-3b47 1.00 1.00 01-30-47 1.00 10.00 0.00 1.00 14.00 E. f. 1.00 I.00' 1.00 0.00 0.00 0.00 1.00 1.00 6.00 6.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 10.00 10.00 10.00 0.00 1.00 0.00 3.00 1.00 3.00 0.00 2.00 1.00 23.00 ltG 1.00 0.00 1.00 1 1.001 3.00 1.00 01-30-47 10.00 01-30-47 1.00 01-30-47 0.00 01-30-47 14.00 FULL TIME Police Captain Police Lieutenant Police Sergeant Police - Corporal Office Tech I Secretary I 1.00 01-30-48 IPolice'Captain 0.00 01-30-48 Police Lieutenant 1.00 01-30-48 Police Sergeant 6.00 01-30-48 Police - Corporal 1.00 01-30-48 Communications Supt. 1.00 01-30-48 Police Records Supervisor 10.00 01-30-48 Dispatcher 0.00 01-30-48 Clerk III 3.00 01-30-48 Clerk 11 1.00 01-30-48 Clerk I 24.00 24.00 24.00 FULL TIME 1.00 1.00 0.00 1.00 3.00 0.00 2.00 0.00 1.00 3.00 0.00 01-30-48 2.00 01-30-48 0.00 01-30-48 1.00 01-30-48 3.00 PART TIME .00 j 1.00 1.00 Ir 1.00 01-30-49 !Police Sergeant 10.001 10.00 10.001 11.00 01-30-49 PPublic Service Officer 11.00 11.00 11.00 12.00 FULL TIME Public Service Officer Dispatcher Clerk II Clerk I %IF`. ` rIR1�:=. iA �: .... .00 1.00 1.00r1.00 01-40-23' 1AF lrChief/F Chief/Fire Marshall] �n 1.00 1.00 1.00 1.00 01-40-23 ;Fire Inspector 2.00 2.00 2.00 2.00 FULL TIME 274 1.00 1.00 1.00 4.00 ;tea ..''';' 1.001 1.00 • 0-40-40 Fire Chief 1.001 1.001 1.001 01-40-40 Deputy Fire Chief 1.001 1.001 1.001 01-40-40 'Administrative Secretary I 1.001 1.001 1.001 01-40-40 iSecretary I 4.00 4.00 4.00 FULL TIME ..IP`:. tom: .. g:.:._:...:.._:: 1. 1.00 1.+00 1�.•00 • 01-40-41 Battalion Cfhief/Emer Mgmt Coord.� I I� I 9 1 3.00 6.00 5.00 5.001 01-40-41 Fire Fighter II - Para 1 6.00 6.00 7.00 13.001 01-40-41 Fire Fighter -Para 10.00 13.00 13.00 19.00 FULL TIME 0.0 +.00 2.00 2.00~ 01-40-42 Battalion~Chief-Para 3.00 2.00 1.00 1.00 01-40-42 Battalion Chief 0.001 1.00 0.00 0.00 01-40-42 (Fire Captain -Para 2.001 2.00 3.00 3.00 01-40-42 Fire Captain 1.001 0.00 2.00 2.00 01-40-42 [Fire Lieutenant -Para 5.00 6.00 4.00 4.00 01-40-42 !Fire Lieutenant 2.00 2.00 2.00 2.00 01-40-42 ;Fire Fighter II - Para 5.001 5.00 4.00 4.00 01-40-42 'Fire Fighter II 5.001 6.00 5.00 5.00 01-40-42 Fire Fighter - Para/Driver 4.001 3.00 4.00 4.00 01-40-42 Fire Fighter - Driver 2.001 2.00 5.00 5.00 01-40-42 Fire Fighter - Para 4.001 3.00 1.00 1.00 01-40-42 Fire Fighter 33.00 33.00 33.00 33.00 FULL TIME :t+~;%..� ........ ,.. f... .. , r.......:..::.....:.............:.. 1.00 .00+� �.,,'Public Education Officer I•' 01 1�0-44 1.00 1.00 1.00 1.00 FULL TIME •A.: ;:,:,:..tom+ 0.50 0.00 1.00 1.001 1.00 0.50 0.50 0.501 01-50-16 0.50 0.50 0.50 01-50-16 0.00 0.00 1.00 01-50-16 1.00 1.00 2.00 FULL TIME 1.001 1.001 0.001 01-50-16 1.00 1.00 0.00 PART TIME Data Processing Mgr. Information Services Mgr. 1Senior Administrative Assistant (Clerk I UO1.001 1.00 1.00 -5 -9 Personnel Mgr. 1.00 1.001 1.001 1.001 01-50-19 ;Analyst I 0.00 1.001 1.001 1.001 01-50-19 1Office Tech I 1.00 0.001 0.001 0.00 1 01-50-19 Secretary I 3.00 3.00 3.00 3.00 FULL TIME 275 MAIM 1.00 0.00 1.0 1.001 .k . 0.00 1.00 0.50 ; 1.00 0.50 1.00 0.501 1.50 0.001 0.00 0.50 01-50-35 1.50 FULL TIME 0.00 1 01-50-35 0.00 PART TIME !Di of Admin. Srvices. & Eco. Dev. (Clerk III !Clerk .50 0.50 0.50 0.50 01-5�-36 +..:.. 'Purchasing 9 Mgr. 0.50 0.50 0.50 0.50 FULL TIME _ITt44: A , ;pG#f.. �'�j fUFAIAt. 1.001 2.001 2.001 5.00 1 2.00 2.001 5.00 1.00 2.00 2.00 5.00 1.00 01-50-37 ;Foreman 2.00 01-50-37 ;Field Tech II 2.00 01-50-37 'Field Tech I 5.00 FULL TIME ,•.t 1.00 1.00 1.00 3.00 2.00 2.00 9.00 7.00 7.00 ran 0.501 1.001 0.001 1.001 2.50 1.00 0.00 0.00 1.00 2.00 1.00 0.00; 5.00 1.00 1.00 4.00 1.00 2.00 9.00 7.00 7.00 1.00 1.00 4.00 1.00 2.00 9.00 7.00 7.00 -50-54 1.001 01-50-54 4.001 01-50-54 1.001 01-50-54 2.001 01-50-54 9.00 FULL TIME 7.001 01-50-54 (Library Aide 7.00 PART TIME 1.001 1.001 r.. 1.00; 01-60-32r !Director of Planning & Development 0.001 0.001 0.001 01-60-32 (Deputy Director of Development 1.001 1.001 1.001 01-60-32 l Planning Services Manager 0.001 1.00 1.00 01-60-32 ;Planning Coordinator 1.0010.00 0.00 01-60-32 ;Office Supervisor I 3.00 3.00 3.00 FULL TIME Library Mgr. Assistant Library Mgr. Librarian II Librarian I Office Tech II 0.00 0.00 2.00 1.00 1.00 0.00 5.00 taAi, . 1.00 0. 0.00 1.00 1.00 1.00 2.00 2.00 1.001 1.001 01-60-34 Development Services) Manager 0.00; 1.00; 01-60-34 Plans Examiner 1.00; 1.00; 01-60-34 Sanitarian 1.00; 1.00 01-60-34 Inspector II 1.00; 2.00 01-60-34 Inspector 1.00 1 1.00 01-60-34 Office Tech I 0.00 1 1.00 01-60-34 Clerk III 5.00 8.00 FULL TIME • 0.00 1.00 1.00 2.00 0.00 01-60-65 !Environmental Health Mgr. 1.00 01-60-65 Inspection Services Supt. 1.00 01-60-65 Inspector!! 2.00 FULL TIME 276 � r� r:r'ry;r:�;ryy,:•;r:::: 'r:r:r:' '';rir:r;r:r:r;r 'r':i;;'r+ir.: r:+rr;Nr.;:,:';ryNy'ry'r;r`r.:ry;ry'r_:r;h`.^:'=�:{,': }}'�lTT��((,, r'�`r'`i`r',`'ir`',':%`r!•r,r!"r,r,r,:.:•r.r�i�t;,:�J:=`:'�:;•��,;:'rr rYy:;:::'•'•i":::`.: ,•.,.;.:,,�.,•:::.:,f,!,. .. r b:+;Jf'.'.✓{,.-,.,,,>.,J{!..:!,.!J,.,!„rW! rJ. !r,r.r, r, .,, r,., o-, J{,y, . 7G :rr!r:;{, G.� i 1 i i :i�i; ri.O;G. 11 1. 1111,11 1Lri 'Fr • f��-'!,JJ,,,J,.,r,r..,,,.,.,,.,J,,;:,J:J, ,,.,,�... . r . r r1-66-66 � � � ��r�r r�,a,{`,Jr', r . r ��� � „� � , r�r , + � � r � � ,�, I 0.50 0.50 0.50 01 ICi�y Engineer + i 0.50 0.50I 0.50 0.50I 01-66-66 (Design Engineer 1 0.001 0.50I 0.50 0.50I 01-66-66 (Secretary I 1 0.50 I 0.001 0.00 0.00 I 01-66-66 (Clerk III 1.50 1.50 1.50 1.50 FULL TIME 1.00 3.00 0.00 0.00 1.00 1.00 7.00 0.00 2.00 2.0 1.00 1.00 1.00 3.00 1.00 0.00 2.00 0.00 5.00 1.00 0.00 15.00 7.00 7.00 M:�O 2.00 2.00 0.00 0.00 2.00 1.00 8.00 0.00 3.00 3.00 1.00 3.00 1.00 1.00 1.00 0.00 1.00 8.00 1.00 5.00 6.00 Rtrr . > 6avG•L-h!, Y,7,Y:?Y iYY'-`''„ 1.001 01-70-51 Park/Leisure Mgr. 3.00 01-70-51 (Leisure Sery Coordinator 1.00 01-70-51 (Leisure Sery Programmer 1.00 01-70-51 (Administrative Secretary 1.00 01-70-51 IOffice Tech 0.00 01-70-51 (Secretary I 1.00 01-70-51 ISR CitizenNolunteer Specialist 8.00 FULL TIME 1.00 01-70-51 Leisure Sery Coordinator 6.00 01-70-51 Bldg. Attendant 7.00 PART TIME r,,.:; ,.;,:r!.-J:;:::>:;:; r!r!:;:1-{,,;,:,r>.;:>:.:;r!•;.;r;.;r> �rJ:�..r!.;,,,;r!.;r,{..!,:.{:.;,;::;:;:,r;:;.;,;,>,:{.r,r,.;:;r,,,{,rJr:<:rJ+>:;r!rJr%:;rJrJ,rJ: •..,r;rJ �rJrJ,r>r>.:>,,.,;,;r,:;.;.;.;r rJ;;„Y,rJ;-. ... ... .',q:;;G 1.'. {:+':;•;;{;Nr.:r�r:.•�rJr:. y,.-:.•:ri.t/;.';: rir.:rrrrr%Y;.;;,rar:r::r;:ir�rr:ir:,r:r:,rl;':�c i!t!:<.':;',!1::i;�:%;r?:4:?:=�>,f:y:; `:;::rsrie:'iq Yi!fri :',;+::?:?:, r rtS?'?y?,:r!;r! `~:%; r. 1.00 1.00 �.00 b1-70-52 Dir. of Community Serv. 1.00 1.00 1.00 01-70-52 Park Superintendent 0.00 0.00 0.00 01-70-52 Horticulturist I 3.00 3.00 3.00 01-70-52 Foreman 1.00 1.00 1.00 01-70-52 Nursery Specialist 0.00 1.00 1.00 01-70-52 Urban Forester 2.00 2.00 2.00 01-70-52 Heavy Equipment Operator 0.00 1.00 1.00 01-70-52 Field Tech III 6.00 4.00 4.00 01-70-52 Field Tech II 3.00 3.00 3.00 01-70-52 Field Tech I 0.00 0.00 1.00 01-70-52 Office Tech 17.00 17.00 18.00 FULL TIME 11.00 13.00 13.00 01-70-52 Field Tech I 11.00 13.00 13.00 PART TIME i7r,;i':r.:r'ii;)r;;Jri;:"r'i::?,•`i•Y:;T'; •••••••••••••• •••• • •;"r`:•i .0 1.00 1.00 1.00 1.00 4.00 3.00 3.00 3.00 11.00 14.00 14.00 14.00 2.00 0.00 0.00 0.00 3.00 3.00 3.00 3.00 22.00 22.00 22.00 0-70-53 Manager 01-70-53 Asst. Manager 01-70-53 Mead Life Guard 01-70-53 Life Guard 01-70-53 Building Attendant 01-70-53 Swimming Pool Cashier 22.00 PART TIME 277 t ++ � rii rig Y+iliYlil�i ilYli�i!`r 2.00 2.00 2..b001-80-33 Foreman 2.001 3.00 3.00 3.00 I 01-80-33 Heavy Equipment Operator 0.00 I 0.00 1.00 1.00 I 01-80-33 .Field Tech III 4.001 5.00 3.00 3.00I 01-80-33 ;Field Tech II 3.00 I 1.00 2.00 2.001 01-80-33 ,[Field Tech 11.00 11.00 11.00 11.00 FULL TIME 0.00 1.00 1.00 1.001 01-80-33 Field Tech 0.00 1.00 1.00 1.00 PART TIME !Gen -- .0' 1.00 0.00 2.00 1.001 1.001 2.00 0.00 00 1.00 1.00 01-80-64 ni al Control Supervisor 0.00 0.001 0.00 01-80-64 IAnimal Control Officer II 1.00 1.001 1.00 01-80-64 [Animal Control Officer 2.00 2.00 2.00 FULL TIME 2.00 2.001 2.001 01-80-64 !Animal Control Officer 0.00 0.001 0.00 I 01-80-64 lAnimal Shelter Attendant 2.00 2.00 2.00 PART TIME 0.25 01- 0-60 Director of Economic Development 0.25 I 9 I p 0.00 0.25 0.25 FULL TIME 1.00 1.0011.001 1.00 02-20-70 ,Billing Manager � 2.00 2.001 2.001 2.001 02-20-70 !Office Tech II 0.001 0.00 I 1.001 1.001 02-20-70 'Clerk II 2.00 2.00 I 1.001 1.001 02-20-70 [ Clerk 5.00 5.00 5.00 5.00 FULL TIME 1.00 1.001 1.00 l 1.001 02-20-70 !Clerk 1.00 1.00 1.00 1.00 PART TIME . o 0.00` 0.00 0.00, 02-50-39 � ,'Rec" I 9 • lY ycling Coordinator9 0.00 0.00 1.00 1.00 l 02-50-39 ;Administrative Assistant 0.00 1.001 0.00 I 0.00 I 02-50-39 Municipal Relations Coordinator 1.00 1.00 1.00 1.00 FULL TIME f: F::. .' - - • 1.00 1.001.00 Manager 02, 50 76 GIS g ger r 0.00 0.50 0.50 0.50 02-50-76 iData Processing Manager 0.50 I 0.50 0.50 I 0.50 02-50-76 Information Services Manager 1.50 2.00 2.00 2.00 FULL TIME 278 U:. ISED 0.50 02-6 I 0. 0.50 1.00 0.00 0.50 2.50 1.00 0.50 1.00 1.001 0.001 1.001 1.001 1.00( 6.50 1.00 1.00 2.00 1 T U. 3.001 1.00 2.00 1.00 8.00 2.00 2.00 SiIrA..��0 ..: 2.00 1.00 2.00 6.00 2.00 2.00 2.00 4.00 0 0.50 0.50 1.00 0.50 0.00 2.50 0.501 0.501 1.001 0,50 0.00 2.50 city Engineer 0.50 02-66-66 1Design Engineer 1.00 1 02-66-66 1Inspector II 0.50 02-66-66 1Secretary I 0.00 02-66-66 1Clerk III 2.50 FULL TIME couCTlO. 1.00 �1.00` 1.00.02-80-71 Dir. of Public' Works & Development 0.50 0.50 0.50 02-80-71 Asst. City Manager 1.00 1.00 1.00 02-80-71 Public Works Superintendent 1.00 1.00 1.00 02-80-71 Foreman 0.00 1.00 1.00 02-80-71 Field Tech II 1.00 1.00 1.00 02-80-71 Field Tech I 1.00 0.00 0.00 02-80-71 Heavy Equipment Operator 1.00 1,00 1.00 02-80-71 Administrative Secretary 6.50 6.50 6.50 FULL TIME 1.00 1.00 1.00 02-80-71 1Field Tech 1.00 1.00 1.00 02-80-71 1Clerk I 2.00 2.00 2.00 PART TIME 1.0 2.00 2.00 2.00 1.00 8.00 2.001 2.00 1.001 1.00 02-80-72 Foreman 2.001 2.00 02-80-72 Heavy Equipment Operator 1.001 1.00 02-80-72 Field Tech II 3.001 3.00 02-80-72 Field Tech I 1.001 1.00 02-80-72 Secretary I 8.00 8.00 FULL TIME 2.001 2.00 02-80-72 ' Field Tech I 2.00 2.00 PART TIME wmm mm*m 1.0 1.00 - - „WaterlUtilfities Superintendent 1.00 02 80 73 p 2,001 2.00 2,00 02-80-73 Heavy Equipment Operator 2,001 2.00 2.00 02-80-73 Field Tech II 1.00 1 1.00 1.00 02-80-73 Field Tech 6.00 6.00 6.00 FULL TIME 3.001 3.001 3,001 02-80-73 (Field Tech 3.00 3.00 3.00 PART TIME 0.00 :.sus .001 .0� 02-80-76Secretary 0.00 0.00 FULL TIME 0 2.002.00 _ - Field l d: •, 02•,8077 •F eTech1l1, 3.00 2.00 2.00 02-80-77 1Field Tech I 4.00 4.00 4.00 FULL TIME 279 0.50 d.50 0.50 0.50 0.00 0.00 0.50 0.50 0.50 0.00 0.50' 0.50 1.00 0.50 0.001 0.50 0.50 0.00 1.00 0.00 2.00 0.50 0.00 8.50 0.501 0.00 0.00 0.5 1.00 0.50 0.00 0.50 0.50 0.00 1.00 0.00 2.00 0.50 1.00 9.00 0.50 1.00 0.50 2.00 ARt ' 6.5o 0.50 0.25 0.50 0.00 0.50 1.00 0.50 1.00 0.00 0.50 0.50 1.00 1.00 2.00 0.50 0.00 10.25 0.50 1.00 0.00 1.50 0.50 0.50 0.25 0.501 0.001 0.50 1 1.00 0.50 1.00 0.00 0.50 0.50 1.00 1.00 2.00 0.50 0.00 02-90-60 02-90-60 02-90-60 02-90-60 02-90-60 02-90-60 02-90-60 02-90-60 02-90-60 02-90-60 02-90-60 02-90-60 02-90-60 02-90-60 02-90-60 02-90-60 02-90-60 10.25 FULL TIME City Manager Director of Finance 1Director of Economic Development 1Purchasing Mgr. 1 Data Processing Mgr. 1Accounting Mgr. Administrative Assistant Accountant I Municipal Relations Coordinator Economic Development Specialist Office Tech II Clerk III Clerk II Facilities Attendant Admin. Secretary II Admin. Secretary I Secretary I 0.50 1 02-90-60 1.00 02-90-60 0.00 02-90-60 1.50 PART TIME 'Accountant II Admin. Intern I Clerk I �r 1J.001.0� 08-66-66 Engineer `�.�O 's� is4an��i: 1.00 1.00 1.00 1.00 FULL TIME yJ�Y��!n!'���. �■��3.(:/'...rr r ..! .. r. e........ .rl. ....... r.. .t. r..r .-.... r..l...... ...1Wf,. 0.00 I 0.00 .00 12-10-80 0-80 Economic Development �. 50 �� �. ' •r:o i;�i: :rf1 1 I p p 0.50 0.00 0.00 0.00 FULL TIME 1 1.00 2.00 0.00 0.00 1.00 5.00 0. 1.00 1.50 0.50 1.00 1.00 1.00 13-50-90 Fleet & Facilities Mgr.. 2.00 1.00 1.00 13-50-90 Mechanic III 1.00 1.00 2.00 13-50-90 Mechanic II 0.00 1.00 1.00 13-50-90 Mechanic I 0.00 1.00 1.00 13-50-90 Office Tech I 1.00 0.00 0.00 13-50-90 Clerk I 5.00 5.00 6.00 FULL TIME 0. 1.00 1.50 0.50 0.50I 0.50 15-50-15 Risk/Benefit/Insurance Mgr.. 1.00 I 1.00 15-50-15 Office Tech I 1.50 1.50 FULL TIME 0.50 0.50 0.5Ur1.:...r.......:.17-50-.1r7.,.......r.<. IRisk/Benefit/Insurance Mgr.. 0.50 FULL TIME 280 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1 0.00 0.00 0.00 4.00 0.00 C.00 U.00 L. gre 0 1.00 1.00 1.00 1.00 5.00 6.001 6.001 12.00 .00 1.00 2.00 2.001 1.00 3.00 1.0 1.0O 22-70-62' ••Golf CourseSuperintendent 1.00 1.001 22-70-62 1 1st Asst. Superintendent 1.00 1.001 22-70-62 12nd Asst. Superintendent 1.00 1.001 22-70-62 !Mechanic I 0.00 0.00I 22-70-62 !Field Tech I 4.00 4.00 FULL TIME 21.00 22.00 22-70-62 0.00 0.00 22-70-62 21.00 22.00 PART TIME Greenskeeper Field Tech I 1.00 1.00 22-70-63 (Head Pro 1.00 1.00 22-70-63 Assistant Pro 2.00 2.00 FULL TIME 2.00 2.001 22-70-63 12nd Asst. Pro 2.00 2.001 22- 6 € 1ShpiHelp 4.60 4.00 PART TIME .00R6tkoOtxxi .E :1 'A. 0.00r 0.00 0.00 0.00 1 0.00 0.00 c.00 0.00 0.00 0.00 1 2.00 1 2.00 0.00 I 2.00 2.00 0.00 1 2.00 2.00 0.00 1 6.00 1 6.00 0.00 2.00 2.00 0.00 1.00 1.00 0.00 I 1.001 1.001 0.00 16.00 16.00 1.00 - 22-70-67 1.00 22-70-67 2.00 FULL TIME 2.00 1 22-70-67 2.00 22-70-67 2.00 22-70-67 6.001 22-70-67 3.00 22-70-67 1.00 22-70-67 1.001 22-70-67 17.00 PART TIME Food & Beverage Manager Ch !Head Cook Asst. Cook Di itwasher Wait Staff Beverr ge/Ca:t Staff Starter Help Temp Help .i.rrr : r•r 0.00 i 1.001 0.331 0.331 22-70-68 ;Food & Beveraga Manger 0.001 1.001 1.001 1.001 22-70-68 !Marketing Coordinator 0.001 1.001 1.001 1.001 22-70-68 iSecretary 0.00 3.00 2.33 2.33 FULL TIME 0.00 1.00 3.00 3.00 22-70-68 Custodian 0.00 1.00 1.00 1.00 22-70-68 Evant Coordinator 0.00 2.00 4.00 4.00 PART TIME 0.00 4.00 4 00, 22-70-69 r !Cart Attendants I, rl 4.00 4.00 PART TIME 1.I22-70-75 00 .•D• Range• At4endants .• •jDriving 1.00 PART TIME 281 1.00 I 1.0 0.001 0.00 1.00 j 1.00 0.00 0.001 0.00 ISOFTa 0. 0.00 0.00 0.00 0.00 0.00 0.001 0.001 0.00 0.00 0.00 1 .0011.001 1.00 23-70-55 'Leisure Sery Coordinator 0.001 0.00 1 0.00 23-70-55 'Leisure Sery Proq (Il 1.00 1.00 1.00 FULL TIME 0.001 1.001 1.00 23-70-55 1Building Attendant 0.00 1.00 1.00 PART TIME 100. 30-20-30 ••1 ~•IAccountantll' 1.0 .00r' I 1.00 1.00 1.00 FULL TIME ATM 0.00 0.33 3.001 3.001 3.00 3.00 1.001 0.001 0.001 1.001 1.001 3.00 0.001 0.001 5.00 5.00 10.00 1.00 0.33 1.00 1.00 1.00 4.33 1.00 2.00 7.00 6.00 16.00 0.33 1 32-70-7a (Food & Beverage Manager 0.33 _FULL TIME 3.00 32-70-78 !Batting Cage Attendants 3.00 PART TIME 1.00 3-70-50 General Manager 0.33 34-70-50 lFood & Beverage Manager 1.00 34-70-50 IField Tech 1.00 34-70-50 'Clerk II 1.00 34-70-50 'Clerk I 4.33 FULL TIME 1.001 34-70-50 2.001 34-70-50 7.00 34-70-50 6.00 34-70-50 16.00 PART TIME IField Tech I lConcession Shift Supervisor Gate Attendant/Cashier Concession Attendant II .00 0.001 1.00 1.00 5.. -1 -5 Special �rojects Supervisor � 00 2 �1 p 0.00 1.001 0.001 0.001 50-10-52 lLeisure Sery Coordinator 1.00 1.00 1.00 1.00 50-10-52 Heavy Equipment Operator 0.00 2.00 2.00 2.00 50-10-52 Field Tech 1.0 4.00 4.00 4.00 FULL TIME 0.001 0.001 2.001 2.00 50-10-52 IField Tech 0.00 0.00 2.00 2.00 PART TIME 0.25 1.00 2.00 0.00 1.00 4.25 0.00 1 14.00 0.00 14.0 . 0 1 0.00 1.00 ! 3.001 1.001 1.001 6.00 1.001 5.00 8.00 14.00 1.00 3.00 1.00 1.00 6.00 1.001 5.001 8.00 1 14.00 0.00 50-10-54 1.00 50-10-54 3.00 50-10-54 1.00 50-10-54 1.00 50-10-54 6.00 FULL-TIME 1.00 50-10-54 5.00 50-10-54 8.00 50-10-54 14.00 PART TIME Deputy Director of Development Librarian II Librarian I Secretary I Clerk I Librarian I Library Aide Library Page 1 282 f U 0.251 0.001 0.25 1.001 1.00 1:VC*17. 0.0 I 0.01 0.01 0.0 ON MOM ..MIN 0 5b 0.50r - - 1 Director`o Conoco is Develo•� me(nt + 1 �,. 501�k8�r .� f`�E n m p n 0.001 0.00 0.001 50-10-81 1Deputy Director of Development 0.501 0.00 0.001 50-10-81 1Eco. Development Asst. 0.50 0.50 0.50 FULL TIME 1.00 ! 0.001 0.001 50-'10-81 1Clerk 1.00 0.00 0.00 PART Tlf 3E 1 t1 0.001 3.001 4.00 0.001 1.001 3.001 4.00 0.00 54-30-45 1.00 54-J0-45 3.001 54-;;0-4.5 4.0C FULL TI1i4E 'Asst. Police Chief IPDIice Captain I F olice Officer 283 11/24/97 CITY OF EULESS TURNOVER BY JOB FAMILY FISCAL YEARS 1992 through 1997 OFFICE AND TECHNICAL 1Accountant Accountant II Account Clerk Administrative Assistant Administrative Secretary 1Animal Control Officer Clerk I Clerk II 1Deputy City Secretary 1Dispatcher Executive Assistant - Admin. Inspector Inspector II Office Supervisor Office Technician Personnel Technician 1Public Service Officer Receptionist Clerk III Records Clerk Secretary I f7olal Office'and Clerical IIMAINTENANCE Equipment Operator Facility Maintenance Worker - Facil. Maint. Field Tech I Field Tech II Foreman Horticulturist (Nurseryman) Urban Forester Senior Mechanic (Mechanic III) Meter Reader 'Total MM ntenafrpe [POLICE AND FIRE Police Officer Police Corporal Firefighter Firefighter/Paramedic ITota!Police and Fire I'RO SSIQNAL ITV 1992,-931 FY 1993794 V 1994-95, F'Y 1995-961*Y199‘-97 I. 1 1 1 1 I 1 1 2j 1 1 1 1 31 1i 2 2 11 1 1 1 3 1 2 4 1 1 5 1 2 1 1 2 71 a.I SIr 16 1 1 1 1 1 1 Sl . 511 5 1 1 1 1 1 1 411 1 1 1 3 3j 1 11 1I 11 1 11 611 71 2 3 2 2 1 1 21 11 4 1; 1011 „ 9�� 411 611 41 284 11/24/97 JAssl. City Engineer/Project Engineer !Community Affairs Administrator Leisure Services Coordinator 'Leisure Services Programmer !Leisure Service Programmer II - Rec. (Librarian Police Captain Police Sergeant (Total Profalonal': rl ,IMANAGERIAL Battalion Chief - Fire Building Official - Inspections City Engineer Communications Superintendent Environmental Health Manager Planning Services Manager Facilities Maintenance Superintendent Park Superintendent Purchasing Agent - Purchasing Service Center Manager Water Production Foreman Water Superintendent ITofal Managerial ;ADMINISTRATION ;Assistant City Manager (Assistant Fire Chief - Fire Assistant to the City Manager - Admin. (City Secretary (Director of Administrative Services !Director of Personnel (Economic Development Director ;Fiscal & Human Resources Director - Finance 'Finance Director !Police Chief (Bate! Adfninisfratian CITY OF EULESS TURNOVER BY JOB FAMILY FISCAL YEARS 1992 through 1997 IFY 1992-93lin 1993-941(FY 1944-9511FY 1995-96 1 1 1 1 2 1 1 1 1 1 4J :; 1 2 ( J 1 11 111 211 31!' I 1 1 L6tTl Annual Employee Turnover ' II 2811 19, 25 ( , . : 211f P ( J) 11 11 [[otal Number of Employees ; ( 25111 267 - 27.2..E( 2871( ( III II Lurnover Rate All Departments;:!_. 285 4 1 7.32%1f 1n-34%{l Asfiendices Jiauuunrk Appendix A Financial Ter in t; TEAMWORK BASIS OF ACCOUNTING The accounting and financial reporting treatment applied to a fund is determined by its measurement focus. All governmental funds are accounted for using a current financial resources measurement focus. With this measurement focus, only current assets and current liabilities generally are included in the balance sheet. Operating statements of these funds present increases (i.e., revenues and other financing sources) and decreases (i.e., expenditures and other financing uses) in net current assets. All proprietary funds are accounted for on a flow of economic resources measurement focus. With this measurement focus, all assets and all liabilities associated with the operation of these funds are included on the balance sheet. Fund equity (i.e., assets net of liabilities) is segregated into contributed capital and retained earnings components. Proprietary fund and operating statements present increases (e.g., revenues) and decreases (e.g., expenses) in net assets. The modified accrual basis of accounting is used by all governmental fund types and agency funds. Under the modified accrual basis of accounting, revenues are recognized when susceptible to accrual (i.e., when they become both measurable and available). "Measurable" means the amount of the transaction can be determined and "available" means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. The City considers property taxes as available if they are collected within 60 days after year end. A one year availability period is used for revenue recognition for all other governmental fund revenues. Expenditures are recorded when the related fund liability is incurred. Interest on general long-term debt is recorded as a fund liability when due or when amounts have been accumulated in the debt service fund for payments to be made early in the following year. Revenues considered susceptible to accrual are property taxes, gross receipts tax and interest revenue. Sales taxes collected that are held by the state at 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 recog nized. A- 1 BASIS OF BUDGETING The City's annual operating budget is developed by funds on a basis consistent with generally accepted accounting principles except (1) depreciation, except on vehicles, is not budgeted (2) revenues accruing to sinking funds are not appropriated (3) capital projects adopt project length budgets. All annual appropriations lapse at fiscal year end. Such appropriations may be re -appropriated for the next fiscal year. 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 I RELATIONSHIP TO OTHER FUNDS GENERAL FUND To account for most operating revenues Provides funding for general City and expenditures of the city, not ; operations or traditional City services. specifically required to be reported Supports all other fund groups. separately. WATER & SEWER FUND (ENTERPRISE FUND) To account for water and sewer system services. Rates are applied to actual usage. Uses no tax dollars for support. Rates are based on consumption. Billing services provided for other funds. CAPITAL PROJECTS FUND To account for financial resources to be Receives funding from the General Fund, used for the acquisition or construction of and from the proceeds of the sale of debt major facilities or assets. instruments for capital improvements. DEBT SERVICE FUNDS To account for the accumulation of Funds borrowed for general operations. resources for, and the payment of, general Note: Both Water and Sewer, as well as obligation, water and sewer, or drainage Drainage Enterprise Funds, pay for their long-term debt principal and interest. own debt and are not G.O. debt. WORKERS COMP/RISK MANAGEMENT To account for liability and casualty claims as well as workers' compensation programs. Receives funding from all operating departments, on a per employee basis for compensation and pro rata for liability. HOTEL/MOTEL FUND To account for the operations and Funded from hotel/motel occupancy tax expenditures for tourism and related : revenues. programs of the City, primarily advertising and promotion. FLEET MAINTENANCE To account for operating costs and Receives funds from water and sewer revenues of the Service Center which fund. provides fleet maintenance service to all City Departments. A-3 FUND/PURPOSE RELATIONSHIP TO OTHER FUNDS DRUG FUND To account for revenues and expenditures Receives funding through the forfeiture of of the Police Department activities in assets seized from drug traffickers through conjunction with the Ft. Worth DEA Task => efforts of the two DEA Task Forces. Force and the DFW Airport DEA Task Revenue is then utilized for law Force. enforcement in our community. INSURANCE & BENEFITS To account for the revenues and Receives funding from all operating expenditures for the City's health r departments, on a per employee basis. 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. Funding is provided annually by all users 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. 1/2CENT SALES TAX To account for proceeds of 1/2 cent sales Funds mandated for economic tax for economic development, library and -> development, library and parks by 1/2 cent parks, per referendum. sales tax proceeds. A-4 FUND/PURPOSE 1 RELATIONSHIP TO OTHER FUNDS CRIME CONTROL & PREVENTION DISTRICT (CCPD) To account for 1/4 cent sales tax for the I Receives funding from sales tax collections revenues and expenditures for CCPD for CCPD. SOFTBALL WORLD To account for revenues for Softball Revenues generated from tournaments, activity as well as for bond revenues league fees, pro shop sales, and concessions. ATHLETIC COMPLEX To account for revenues for Athletic r---> Revenues received from recreational Complex as well as for bond revenues league fees and use of facilities GOLF COURSE FUND To account for revenues received for the Revenues received from rounds played, Golf Course, Pro Shop, Clubhouse, and concessions, pro shop sales, cart rental, Conference Centre, as well as for bond driving range, etc. revenues GLOSSARY OF TERMS Activity: A C ervice performer; by a department or division. AC Valorem Tax: A te.•c computed from the assessed valuation of Ind and improvements. A .di`'onal "sic z 7 3x7 B se'' on a .specific percentage of consumption. Euless citiien:, al a.'iiti n is F!9� for cc'!ec ion during FY97 to reduce valorem ta' rates within the City. A prop..4 ..n: r-rth'rizatic,r r. ad„ by tie hgisiative boc'y or' a goner,ment which • o'-'ic do s aqa ist an(' to me ;e rxr-mc„tures of governmental ascurc Is. Specific applop: e' thL. fu' :d !-'v ar. 3 a. a cI,'ar,.ad "or a o se ear p€ for Ar)prnp._at,Jn - he cft,ria, er ? b • th" lc„aisi.atN, b„dy asi. ,blk,hir,g t.,e I. tr e : id .:xt. ;nr re_Ju' ;e -sets: F2 ;oa cE o• me i o he d ' ' t' C'ty ►h' h ; .av rr me `ar vc . ue. r ,s in .: . he an .)u,.. n..ce ca.,� t t,e rrr : Ievei .3f 3n•'ce w in 'le uric., y ar. lc' let. 7 ..e .its' 7 f !ar ;ia' pl: j for c. sF ci', ; f c iri!.g t, .a -,a, an . th•i e:to i ur" jet• ,.ry 7.c ,tr R: :'h . co rtr. i or rr.. nc eren. rurl is€ of :ec . in.- e. ?e, tit. , e wi `yin chb lin „La': u( Vie': iVl nc ;er "i ire .ndr sic' !al in s.)ec lc ;scent nc, it in t!-a i_.orar f 3rmat, prc.entinc tr, ;c:.., y ir. r„ar. lei Equiv.-le-it: 3e- CL.pit._,liz. ition Folic,i. cc yc. lr ' at ,o:.:ai s both the es ,e ' rcc .re i tc ac, :ev-: state 1 o.,!ec of ne crr in:..ati, ' E cc 1a ce m of av;_ .la.. ,e :,pr. ap ' ati n in ter art. he, : ro ir -orniat'on, •ar prcver' a 1/4( sales tax -er,iitr o;.:ciz..is to incur 'ati. ns are ut2.!ally made ga' at •hc-ity ror official:. m- te._ re ar ,ef to '-e .ve nit • , e- ar )rc ; ec foi th rE 's al.an bl, fc c ,m. 'lir. t ,do ,t i, ifo a 'm` is: rir i t' 3 r 2p..,tn an bt: lge` do rin, tE : ebt S ,rvr:e .:u^-d: A Finu ueed 'o accoun' for th,: rr nF••rs a !de fc. th : p..jn,..mt of :ntc: esA art prim :pa' to ioloers of trio City's ;, an; ral id rep..)nue ' )or is, tIT1 ale o- which filter, 'es to:.g-tam : c._.pit I ii'nprovemc nts, su„h s ffdciL.ier, stage:.; and urarag : F irk and k itc ,/w-stLrva.ar Jet_art :ie t: A func.:onal unit rf the City coritaininc on . 'e or ac'ivi�ias. Enrumbrc.aces: Obligations in the form of purchas . cede; 3, c.ant,acts o, seder), commitrn :nts which are chargeak' ; to an appropriation a; id for which a part of the approi,ria+ion is reserve i. the encumbrance is licit ridatec;. 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. A-6 General Fund: The fund usedto 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. 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 govemment from extemal 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 govemment for the purpose of financing services performed for the common benefit. This pane intentionally left blank. Appendix B Ordinances The ordinances in this section were passed unanimously. Now that's TEAMWORK! ORDINANCE NO. 1241 AN ORDINANCE ADOPTING THE TAX ROLL FOR 1997; PROVIDING A SEVERABILITY CLAUSE; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, on the 25th day of July, 1997, the Tax Assessor -Collector for the City of Euless, Texas, presented the Council with a tax roll effective for the 1997 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, 1997, is hereby adopted. SECTION 2 SeverabilityClause . 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 EffectiveDate . 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. ORDINANCE NO. 1241, PAGE 1 OF 2 B-1 PAE IENTED AI,'D APPF.JVEP afar Fir.it Ind Fi:ial Rr. acing at a regular meeting of the F.uLss City Could; on the !'',h pia"" or S-:pt..m:wer, 1,,9i; by a vc'e of 7 ayes, 0 ns +s, and 0 , ab etc.. itionc' , u_ :n ;ri, ,i, ,K :ii , : yc, atr ry .P; VI D 4 Tt F )F VI: L,oL tla,id, Ci`.y f .btc nc ORDINANCE NO. 1241, PAGE 2 OF 2 ,PPF ny ' .it •�� eh F" f y-r B-2 ORDINANCE NO. 1242 AN ORDINANCE ADOPTING THE OFFICIAL OPERATING AND CAPITAL BUDGET FOR THE CITY OF EULESS FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 1997, AND ENDING SEPTEMBER 30, 1998; AND AMENDING THE BUDGET FOR FISCAL YEAR BEGINNING OCTOBER 1, 1996, AND ENDING SEPTEMBER 30, 1997; PROVIDING FOR THE INVESTMENTS OF FUNDS; PROVIDING FOR PUBLICATION AND AN EFFECTIVE DATE. WHEREAS, on September 9th, 1997, the Euless City Council held a Public Hearing on its proposed budget for the fiscal year beginning October 1, 1997, and ending September 30, 1998; and WHEREAS, the proposed budget was on file in the office of the City Secretary of the City of Euless since July 19, 1997, 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, 1997, and ending September 30, 1998, 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. ORDINANCE NO. 1242, PAGE 1 OF 3 B-3 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: r�er�er ;I Fur,J WE..ar & ^,e'. ei Fuld I'elieral lb; gr'ior io' )I/"J;1o. 31 'IE. ;t': fa' item c; F ,n(' Ins..r. F gin, vVc kr�s .;c nh in ur Zis < h ar_ i ;rr;.;n' ;it_ E lgi le r .ip ie ,t 7-e, .ar 3r rr F 4n,, m' 8 SI ec .11 .v. it' 'o"cF D:- as Fr id )rein. gc L lit' .E::h - 4 e► F N..te & ;eve R.v, ,i1, C et F rn- . .3c"f (oi'-sf at ti..ca E 3r 'c ks at r e..w S' it -ic `bf II ' lc Id �rimc C nt. 31 A r e , er :io" i C•istric+ "-IE'f Car.' Sales 1 ix FY 1997 Revised FY 1998 (Expenc,itu-er) (Expenditures) $1E,8t 3,r83 $17,290,105 :4,11,1f5,f157 $11,175,791 $2,2C2,;16E $2,003,040 $302,392 '5t 6�r71 $662,716 $4,,4E,4,°-$1,430,808 ,407,r'7 i $349,157 $333,323 ,1(18,78£ $109,800 4i4 6,',36 $406,080 1704,92E $739,003 $28,430 $0 $503,047 $544,972 $53,003 $65,365 $522,480 $778,355 $811,190 $:,111,620 $16,500 $212,927 $1)005,895 $1,096,322 $528,073 $799,933 $1,935,305 $1,897,361 THAT the rums helnw arc hereby appropriated from the capital fund for Fiscal Year 1997-`98 foc the pr yment of expenditures on behalf of the city government as established in the approved budget document: FY1996 Revised FY 1998 (Expenditures) (Expenditures) Water & Sewer Capital Fund $975,000 $0 Streets Capital Fund $200,000 $0 Drainage Capital Fund $200,000 $100,000 ORDINANCE NO. 1242, PAGE 2 OF 3 B-4 THAT the sums below are hereby appropriated from ending fund balance for Fiscal Year 1996-97 for payment of items in Fiscal Year 1997-98 or thereafter: FY 1997 Revised FY 1998 Finance Department Computer System: General Fund $25,000 $25,000 Water and Sewer Fund $25,000 $25,000 Western Hills Escrow: General Fund $175,000 0 Water and Sewer Fund $175,000 0 Fire Pumper: General Fund $87,500 $250,500 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. PRESENTED AND APPROVED on First and Final Reading at a regular meeting of the Euless City Council on the 9th day of September, 1997; by a vote of 7 ayes, 0 nays, and o — abstentions. ATTEST: usan Cri , CMC, City Secretary APPj2OVE9AS T FORM: ity Attorney APPROVED: Mary LiSaleh, Mayor ORDINANCE NO. 1242, PAGE 3 OF 3 B-5 ORDINANCE NO. 1240 AN ORDINANCE ADOPTING A TAX RATE FOR THE CITY OF EULESS FOR THE YEAR 1997; PROVIDING FOR CERTAIN EXEMPTIONS THERETO; PROVIDING FOR PUBLICATION AND AN EFFECTIVE DATE. ',,JF'EF:EP.S, on Sipten ei 9, 1997, the Euless City Council held a public hearing cn f:�e i_:ro Josec4 budget,: or the fiscal y,.ar 1997-1998; and t VF;EF'.E��S, th.: proi_ os ld budget the fiscal year 1997-1998 wa3 approv 3d anJ adcdtc. Oy the EL,lers City Council at rec;uks meeting on September Q, 1997; anC 'VI-EDE. S, all citizens E.nd in.enstnd persons were given an opporur'ty to be haa, J :agaroinr' bt:dg.:t Lna p►opose.d tax rate; and "IVHE►:EAS, dre lotce of surh ine.:tirngs wrs published according to Isw; and IC IV. T41E FFC'RLI, 3E IT CRI1AAL D BY THE CITY COjft Cr. F TEIE C:TY C. T;Y°.4E: 13E3T'.0I`" I"PA`i the Lfficial ad valorem trot rate for t; le ` iity of Euless for the cal nd r year ' 997 he and ti ie came is hereby adopted by the F-.ulass City Council as hercinaftc.r set .`orth. 3ECI iOr1 2 TF:AT there shall be and there is hereby levied the following taxos on a :ch 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 $0.360855 (b) For the Interest and Sinking Fund levied on the $100 valuation $0.163899 Total Lew $0.524754 ORDINANCE 1240, PAGE 1 OF 3 B-6 SECTION 3 THAT there shall be exempted from the valuation of all residential homesteads for which proper application shall have been made, an amount equal to twenty percent (20%) of the assessed value of such residential homestead. The exemption shall be granted to any such residential homestead and improvements qualifying for same as provided by law. SECTION 4 There shall be exempted the sum of Thirty Thousand Dollars ($30,000.00) of the assessed value of residence homesteads of residents of the City of Euless, Texas, who are sixty-five (65) years of age or older, from all ad valorem taxes thereafter levied by such City. SECTION 5 That there shall be exempted from the valuation a portion of all residential homesteads for which proper application shall have been made in accordance with the following schedule as allowed by the Property Tax Code, Section 11.22. Disabled Veterans: for a disability rating of An exemption of up to: at least but not greater than $5,000 of the assessed value 10% 30% $7,500 of the assessed value 31% 50% $10,000 of the assessed value 51% 70% $12,000 of the assessed value 70% and over SECTION 6 That the taxes assessed and levied hereby are due and payable on Octoberl, 1997 and shall be payable not later than January31, 1998. The penalties and interest provided for shall accrue after this date. However, if the entire taxes due are paid in full by January31, no penalty or interest shall be due. SECTION7 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 8 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 July1. ORDINANCE 1240, PAGE 2 OF 3 B-7 SECTION 9 Effective Date. This ordinance shall be in full force and effect after its pasFage and publication as provided by the uless City Charter and the laws of the State of Texas. PRESENTED ANC AF'PI'1OJEI) L. der First aril Final Reading at a ►°eg ulcer me€.Jncp of th• 3 Eulcas City Couicii oi, the Pth da..' of September, 1997, by a vote of 7 y( s, nry.;, and 0 ak,stentior,J. i ErT: asln Cr r�P a' Bob M-FL ORDINANCE 1240, PAGE 3 OF 3 A Kay Lit -I Sale i, Ma or B-8 ORDINANCE NO. 1254 AN ORDINANCE AMENDING CHAPTER 30 "FEES", SECTION 30.41. "DRAINAGE CHARGES" OF THE CODE OF ORDINANCES, CITY OF EULESS; REPEALING ALL ORDINANCES AND PARTS OF ORDINANCES IN CONFLICT HEREWITH AND PROVIDING AN EFFECTIVE DATE WHEREAS, the City Council of the City of Euless, Texas, to protect the public health and safety from loss of life and property caused by surface water overflows and surface water stagnation, has heretofore, pursuant to legislative authority, established a Municipal Drainage Utility System within the municipal boundaries of the City of Euless, Texas, and desires, also pursuant to legislative authority, to establish fees, together with the assessment, levy and collection thereof, to finance and fund such Municipal Drainage Utility System; and WHEREAS, the City Council of the City of Euless, Texas, finds that the basis for the drainage charges set forth herein is directly related to drainage; and WHEREAS, the City Council of the City of Euless, Texas, finds that the classification of benefited properties set forth herein is nondiscriminatory, equitable and reasonable; and WHEREAS, the City Council of the City of Euless, Texas, in setting the schedule of charges for drainage services set forth hereinbelow, has based its calculations upon an inventory of the tots and tracts within the municipal boundaries of the City of Euless, Texas; and WHEREAS, in setting such schedule of charges for drainage service, the City Council of the City of Euless, Texas, has considered the uses made of the benefited properties, using official zoning maps of the City of Euless, Texas, for that purpose, and has also considered the size and topography of the parcels of benefited property in assessing the drainage charges set forth hereinbelow; and WHEREAS, the City Council of the City of Euless, Texas, finds that the schedule of charges set forth hereinbelow, and the rates pon which such schedule of charges was calculated, are equitable for similar services in all areas of the City of Euless, Texas. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EULESS: SECTION 1 That the schedule of charges for drainage services furnished or caused to be furnished by the City as set out in Chapter 30 "Fees", Section 30.41 "Drainage Charges" of the Code of Ordinances, City of Euless, be the same hereby amended to read as follows: The following schedule of drainage charges is hereby levied against all real property lying within the city subject to drainage charges under V.T.C.A., Local Government Code ¶ 402.041 et seq. (1) Basic Drainage Charge. The monthly drainage rate is hereby established at $18.94 per impervious acre of land. This rate may be modified by the City Council from time to time by a modification of such Basic Drainage Charge. Impervious land area shall be calculated by multiplying the acreage of the parcel by the runoff coefficient for the particular land use as specified in subsection (3) of this section. (2) Single -Family Residential. The monthly.municipal drainage utility charge for each single-family residential parcel is hereby levied at $2.50. B-9 (3) Other. All other Tots, tracts and parcels of land within the City of Euless shall be charged on the basis of the acreage contained in such lot, tract or parcel of land, and the use made of such property in accordance with the following schedule of drainage charges, which are hereby levied against all such remaining lots, tracts and parcels of land with the City. Monthly Runoff Charge Land Use Coefficient Rate per Acre Vacant Land N/A N/A $ 0.00 Park Land and Open Space 0.35 $18.94 $ 6.63 Church/Governmental 0.80 $18.94 $15.15 School 0.65 $18.94 $12.31 Hospital 0.80 $18.94 $15.15 MuRi family 0.80 $18.94 $15.15 Business/Industrial 0.95 $18.94 $17.99 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 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 Ccuncil on the 9th day of September, 1997, by a vote of 7 ayes, 0 nays, and 0 _ abstentions. ATTEST: APPROVED: 11�L, Lc4 :711 Mary Lib Sat6h, Mayor Susan CrI 7 CMC, City Secretary APP' •VED • S TO FiORM: y Attorney ,(42 s-10 Appendix C Worksheets Teamwork lightens the workload! 15 Jul 97 Page 1 EULESS FY98 JULY EST. NUMBERS 1996 EFFECTIVE TAX RATE WORKSHEET File: JLYFY98 1. 1995 TOTAL TAXABLE VALUE. Enter the amount of 1995 taxable value on the 1995 tax roll today. Include any adjustments since last year's certification; exclude the Section 25.25(d) one-third over -appraisal corrections from these adjustments. This value INCLUDES the taxable value of over-65 homesteads. $1,128,577,421 2. SCHOOL DISTRICTS. Enter 1995 taxable value of over-65 homesteads with tax ceilings. Other units enter "0". $0 3. PRELIMINARY 1995 ADJUSTED TAXABLE VALUE. Subtract line 2 from line 1. $1,128,577,421 4. 1995 TOTAL TAX RATE (per $100). 0.544980 5. 1995 TAXABLE VALUE LOST BECAUSE COURT APPEALS OF ARB DECISIONS REDUCED 1995 APPRAISED VALUE. A. Original 1995 ARB values: $0 B. 1995 values resulting from final court decisions: $0 C. 1995 value loss. Subtract B from A: $0 6. 1995 TAXABLE VALUE, ADJUSTED FOR COURT -ORDERED REDUCTIONS. Add line 3 and line 5C. $1,128,577,421 7 1995 TAXABLE VALUE OF PROPERTY IN TERRITORY THE UNIT DEANNEXED AFTER JANUARY 1, 1995. Enter the 1995 value of property in deannexed territory, including any territory deannexed by the school district. $0 8. 1995 TAXABLE VALUE LOST BECAUSE PROPERTY FIRST QUALIFIED FOR AN EXEMPTION IN 1996. 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. Do not include value lost due to freeport exemptions or tax abatements. Include the new value exempted for the disabled veterans' exemptions. A. Absolute exemptions. Use 1995 market value: $3,264,773 B. Partial exemptions. 1996 exemption amount, or 1996 percentage exemption times 1995 value: $10,216,650 C. Value loss. Total of A and B: $13,481,423 "" Truth in Taxation Worksheets have yet to be approved by the State for this year, therefore, we have calculated FY98 rates on FY97 forms. Please substitute 1996 for items marked 1995, 1997 for items marked 1996, and 1998 for items marked 1997. C-1 15 Jul 97 Page 2 EULESS FY98 JULY EST. NUMBERS 1996 EFFECTIVE TAX RATE WORKSHEET File: JLYFY98 9. 1995 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 1996. Use only those properties that first qualified in 1996; do not use properties that qualified in 1995. A. 1995 market value: $0 B. 1996 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. $13,481,423 11. 1995 ADJUSTED TAXABLE VALUE. Subtract line 10 from line 6. $1,115,095,998 12. ADJUSTED 1995 TAXES. Multiply line 4 times line 11 and divide by 100. $6,077,050 13. TAXES REFUNDED FOR YEARS PRECEDING TAX YEAR 1995: Enter the amount of taxes refunded during the last budget year for tax years preceding tax year 1995. Types of refunds include court decisions, Section 25.25(c) errors and Section 31.11 payment errors. Do NOT include refunds for tax year 1995. This provision applies only to tax years preceding tax year 1995. $3,002 14. ADJUSTED 1995 TAXES WITH REFUNDS. Add lines 12 and 13. $6,080,052 15. TOTAL 1996 TAXABLE VALUE ON THE 1996 CERTIFIED APPRAISAL ROLL TODAY. This value includes only certified values and includes the taxable value of over-65 homesteads with school tax ceilings. Include also the taxable value in reinvestment zone, but remember that the unit will deposit a portion of the taxes to a special tax increment fund. (School districts only adjust for the tax increment financing zone in the rollback rate calculation.) A. Certified values only: $1,143,942,519 B. COUNTIES: Include railroad rolling stock values certified by the State Comptroller: $0 C. POLLUTION CONTROL EXEMPTION: Deduct the value of property exempted for the current tax year for the first time as pollution control property (use this step based on attorney's advice): $0 D. Add A and B, subtract C: $1,143,942,519 C-2 15 Jul 97 Page 3 EULESS FY98 JULY EST. NUMBERS 1996 EFFECTIVE TAX RATE WORKSHEET File: JLYFY98 16. TOTAL 1996 TAXABLE VALUE OF PROPERTIES UNDER PROTEST. The chief appraiser certifies a list of properties still under ARB protest. The list 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. $3,787,823 17. SCHOOL DISTRICTS. Enter 1996 taxable value of over-65 homesteads with tax ceilings. Other units enter '0'. $0 18. 1996 TOTAL TAXABLE VALUE. Add lines 15D and 16. Subtract line 17. $1,147,730,342 19. TOTAL 1996 TAXABLE VALUE OF PROPERTIES IN TERRITORY ANNEXED SINCE JANUARY 1, 1995. Include both real and personal property. Enter the 1996 value of property in territory annexed, including any territory annexed by the school district. $ 0 20. TOTAL 1996 TAXABLE VALUE OF NEW IMPROVEMENTS AND NEW PERSONAL PROPERTY LOCATED IN NEW IMPROVEMENTS. 'New' means the item was not on the appraisal roll in 1995. An improvement is a building, 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 January 1, 1995 and (2) be located in a new improvement. New improvements does include property on which a tax abatement agreement has expired for 1996. New improvements do NOT include mineral interests produced for the first time, omitted property that is back assessed and increased appraisals on existing property. $30,545,181 21. TOTAL ADJUSTMENTS TO THE 1996 TAXABLE VALUE. Add lines 19 and 20. $30,545,181 22. 1996 ADJUSTED TAXABLE VALUE. Subtract line 21 from line 18. $1,117,185,161 23. 1996 EFFECTIVE TAX RATE. Divide line 14 by line 22 and multiply by 100 (per $100). 0.544229 A county, city or hospital district that adopted the additional sales tax in August or November 1995, or in January or May 1996, must further adjust its effective tax rate. The Additional Sales Tax Rate Worksheet, immediately following the rollback worksheet, sets out this adjustment. C-3 15 Jul 97 Page 4 EULESS FY98 JULY EST. NUMBERS 1996 EFFECTIVE TAX RATE WORKSHEET File: JLYFY98 Do not forget to complete the Additional Sales Tax Rate Worksheet on page 33 (of the State Comptroller's truth -in -taxation guide) if you adopted the additional sales tax on these dates. 15 Jul 97 Page 1 EULESS FY98 JULY EST. NUMBERS 1996 ROLLBACK TAX RATE WORKSHEET File: JLYFY98 25. 1995 MAINTENANCE AND OPERATIONS TAX RATE (per $100). 0.354869 26. 1995 ADJUSTED TAXABLE VALUE. Enter the amount from line 11. $1,115,095,998 27. 1995 MAINTENANCE AND OPERATIONS TAXES. A. Multiply line 25 by line 26 and divide by 100: B. CITIES, COUNTIES AND HOSPITAL DISTRICTS WITH ADDITIONAL SALES TAX: Amount of additional sales tax collected on maintenance and operations in 1995. Enter amount from full year's sales tax revenue spent for M&O in 1995 fiscal year, if any. Other units, enter '0'. Counties exclude any amount that was spent for economic development grants from the amount of sales tax spent: C. COUNTIES: Enter the amount for the state criminal justice mandate. If second or later year, the amount is for increased cost ABOVE last year's amount. Other units, enter '0': D. TRANSFERRING FUNCTION: If discontinuing a department, function or activity and transferring it to another unit by written contract, enter the amount spent by the unit discontinuing the function in the 12 months preceding the month of this calculation. If the unit did not operate this function for this 12-month period, use the amount spent in the last full fiscal year in which the unit operated the function. The unit discontinuing the function will subtract this amount in H below. The unit receiving the function will add this amount in H below. Other units, enter '0': $3,957,130 $844,364 $ $ 0 0 15 Jul 97 Page 2 EULESS FY98 JULY EST. NUMBERS 1996 ROLLBACK TAX RATE WORKSHEET File: JLYFY98 E. TAXES REFUNDED FOR YEARS PRECEDING TAX YEAR 1995: Enter the amount of M&O taxes refunded during the last budget year for tax years preceding tax year 1995. Types of refunds include court decisions, Section 25.25(c) errors and Section 31.11 payment errors. Do NOT include refunds for tax year 1995. This provision applies only to :.a:: years preceding tax year 1995: j $3,002 F. SCHOOL DISTRICT DEPOSITS TO "'AX INCREMENT FINANCING FUND: D._duct the 1995 tax amount deposite=. to the tax increment fund: $0 G. SCHOOL DISTRICT WITH CERTIr'IvD REVENUE LOSS: Deduct the 19.,5 taxes levied to recoup any rr-.v� nta Joss certified by the coznmisbicner of education last year. Och'r units, enter "0": $0 H. Total of A, B, C and E. Fo': unit with D, subtract if disconc:inuinc- function and add if receiving; function. For school districts, subtract F and G: 28. 1996 ADJUSTED TAXABLE VALUE. A. Enter line 22 from the effective tax rate worksheet: B. SCHOOL DISTRICTS: Subtract the 1996 captured appraised value of real property taxable by the school district in a tax increment financing zone for which the 1996 taxes will be deposited into the tax increment fund: C. Subtract B from A: $4,804,496 $1,117,185,161 $0 $1,117,185,161 29. 1996 EFFECTIVE MAINTENANCE AND OPERATIONS RATE. Divide line 27H by line 28C and multiply by 100 (per $100) . 0.430053 15 Jul 97 Page 3 EULESS FY98 JULY EST. NUMBERS 1996 ROLLBACK TAX RATE WORKSHEET File: JLYFY98 30. SCHOOL DISTRICTS. ENROLLMENT ADJUSTMENT. Divide the current year's projected fall enrollment by last year's enrollment. If less than 1.0, enter '1.0'. Contact TEA for definitions of student enrollment terms found on page 41 (of the State Comptroller's truth -in -taxation guide). 1996-97 projected fall enrollment: / 1995-96 fall enrollment: = Enrollment adjustment: . 0.00 0.00 1.000000 31. SCHOOL DISTRICTS. ADJUSTED 1996 EFFECTIVE MAINTENANCE AND OPERATIONS RATE. Multiply line 29 by line 30 (per $100). 0.430053 32. 1996 ROLLBACK MAINTENANCE AND OPERATION RATE. County, cities and others: Multiply line 29 by 1.08. School districts: Add $0.08 to line 31 (per $100). 0.464457 33. TOTAL 1996 DEBT TO BE PAID WITH PROPERTY TAXES AND ADDITIONAL SALES TAX REVENUE. 'Debt' means the interest and principal that will be paid on debts that (1) are paid by property taxes, (2) are secured by property taxes, (3) are scheduled for payment over a period longer than one year and (4) are not classified in the unit's budget as maintenance and operations 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. Include only amounts that will be paid from property tax revenue (or additional sales tax revenue). Do not include appraisal district budget payments. List the debt in 'Schedule B: Debt Service.' IF USING UNENCUMBERED FUNDS, SUBTRACT UNENCUMBERED FUND AMOUNT USED FROM TOTAL DEBT AND LIST REMAINDER HERE. $1,953,041 34. CERTIFIED 1995 EXCESS DEBT COLLECTIONS. Enter the amount certified by the collector. $0 35. ADJUSTED 1996 DEBT. Subtract line 34 from line 33. $1,953,041 36. CERTIFIED 1996 ANTICIPATED COLLECTION RATE. Enter the rate certified by the collector. If the rate is 100% or greater, enter 100%. 100.00% 37. 1996 DEBT ADJUSTED FOR COLLECTIONS. Divide line 35 by line 36. $1,953,041 15 Jul 97 Page 4 EULESS FY98 JULY EST. NUMBERS 1996 ROLLBACK TAX RATE WORKSHEET File: JLYFY98 38. 1996 TOTAL TAXABLE VALUE. Enter the amount on line 18. School districts subtract line 28B from line 18 and inter the difference. $1,147,730,342 3°. 1E'3E D!B1' TAX RATE. Divide line 37 by line 38 and mutt •.ro y by 100 (ne $100) . 0.170155 4;,. Sr•:IO )L DLS�R'C1S. C.r'TZTTFTEi.) _ .E-.13:-'Ur LOSS. The cor: miss.ioner of r r`:iry a rL-;duct.icn in tot; .1 rc:v�nua .cur .1 c, or 1 yc :r e.zcnc:r Aurus t 31, 2.9 6 . s<-•lc• u. c .s* r_ ct r -i .add tr) itV Lollbac.K .a+-e tom. 7( t e r 'o i.c--s C 3c A:•zc`Tirr". �•,i_ _. _ .a ti. c .n,..s i nLrs a- 3 3 r ;k""J' t C" .L:E a . 1 'r 3,:: I G ' T. l .r 1 r i y 1..0 (r r0 2 )C 0^0 } �. C K I F !yTr l ;_r ? n .r--9 -3i tc' . F" 3 it C. Q." (T ') . 6 "2 .ri -T TC L•••I ..e et-. —17 n'- s, t -1 s 1 "S .e W r:_srs€,: Jr r g : 3 (c'_h... C'-n : :i LE._t: -' -- .:E ic.3) . AI . f2'X1 TG LT"I_ t o. a. ro) Prat 7i can .rc' ex,ie ts^s shot ic' con- -a t, c__ na;,e 3? (uf t7 e 3t.3t.•� C :n}, -•n g• ice) . 15 Jul 97 Page 1 EULESS FY98 JULY EST. NUMBERS 1996 ADDITIONAL SALES TAX RATE WORKSHEET File: JLYFY98 43. UNITS THAT ADOPTED THE SALES TAX IN AUGUST OR NOVEMBER 1995, OR IN JANUARY OR MAY 1996. Enter the State Comptroller's estimate of taxable sales for the previous four quarters. Units that adopted the sales tax before August 1995, skip this step. $0 44. ESTIMATED SALES TAX REVENUE. Counties exclude any amount that is or will be spent for economic development grants from the amount of estimated sales tax revenue. UNITS THAT ADOPTED THE SALES TAX IN AUGUST OR NOVEMBER 1995, OR IN JANUARY OR MAY 1996. Multiply the amount on line 43 by the sales tax rate (.01 or .005, or .0025, as applicable) and multiply the result by .95. ---OR--- UNITS THAT ADOPTED THE SALES TAX BEFORE AUGUST 1995. Enter the sales tax revenue for the previous four quarters. Do not multiply by .95. $844,364 45. 1996 TOTAL TAXABLE VALUE. Enter the amount from line 38 of the rollback tax rate worksheet. $1,147,730,342 46. SALES TAX ADJUSTMENT RATE. Divide line 44 by line 45 and multiply by 100 (per $100). 0.073569 47. 1996 EFFECTIVE TAX RATE, UNADJUSTED FOR SALES TAX. Enter the rate from line 23 or 24, as applicable, on the effective tax rate worksheet (per $100). 0.544229 48. 1996 EFFECTIVE TAX RATE, ADJUSTED FOR SALES TAX. UNITS THAT ADOPTED THE SALES TAX IN AUGUST OR NOVEMBER 1995, OR IN JANUARY OR MAY 1996. Subtract line 46 from line 47 (per $100) . ---OR--- UNITS THAT ADOPTED THE SALES TAX BEFORE AUGUST 1995. Enter line 47. Do not subtract (per $100). 0.544229 49. 1996 ROLLBACK TAX RATE, UNADJUSTED FOR SALES TAX. Enter the rate from line 41 or 42, as applicable, of the rollback tax rate worksheet (per $100). 0.634622 50. 1996 ROLLBACK TAX RATE, ADJUSTED FOR SALES TAX. Subtract line 46 from line 49 (per $100). 0.561053 If the additional sales tax rate increased or decreased from last year, contact the Comptroller's Office for special instructions on calculating the sales tax projection for the first year after the rate change. 15 Jul 97 NOTICE OF EFFECTIVE TAX RATE 1996 PROPERTY TAX RATES IN EULESS FY98 JULY EST. NUMBERS This notice concerns 1996 property tax rates for EULESS FY98 JULY EST. NUMBERS. It presents information about three tax rates. Last year's tax rate is the actual rate the taxing unit used to determine property taxes last year. This year's effective tax rate would impose the same total taxes as last year if you compare properties taxed in both years. This year's rollback tax rate is the highest tax rate the taxing unit can set before taxpayers can start tax rollback procedures. In each case these rates are found by dividing the total amount of taxes by the tax base (the total value of taxable property) with adjustments as required by state law. The rates are given per $100 of property value. LAST YEAR'S TAX RATE: Last year's operating taxes Last year's debt taxes Last year's total taxes Last year's tax base Last year's total tax rate (per $100) THIS YEAR'S EFFECTIVE TAX RATE: Last year's adjusted taxes (after subtracting taxes on lost property) / This year's adjusted tax base (after subtracting value of new property) This year's effective tax rate (per $100) x 1.03 = maximum rate unless unit publishes notices and holds hearing (per $100)* THIS YEAR'S ROLLBACK TAX RATE: Last year's adjusted operating taxes (after subtracting taxes on lost property and adjusting for transferred function) / This year's adjusted tax base This year's effective operating rate x 1.08 = this year's maximum operating + This year's debt rate (per $100) This year's rollback rate (per $100) Sales tax adjustment rate (per $100) Rollback tax rate (per $100) (per $100) rate (per $100) $4,004,971 $2,145,550 $6,150,521 $1,128,577,421 0.544980 $6,080,052 $1,117,185,161 0.544229 0.560555 $4,804,496 $1,117,185,161 0.430053 0.464457 0.170165 0.634622 0.073569 0.561053 * If the rollback rate is lower than 1.03 times the effective rate, the unit must publish the notices and hold the hearing to adopt a tax rate that exceeds the rollback tax rate. EULESS FY98 JULY EST. NUMBERS Schedules for Notice of Effective Tax Rate 15 Jul 97 Page 1 SCHEDULE A UNENCUMBERED FUND BALANCES The following e3e=ted blancer wilt be left in the unit's property tax accounts at t`ie e:.id or LhP fisc'l year. These balances are not encumbered by a cor--e:;p()nc91r.g dE'ot ool .get .ol . TYPE CF PROP,11R:'Y TLX F"NL BALANCE GNFRCJ FUND 242, 874 7,CLEDULE 3 L. 9 P 6 DEBT SER JI CE :'he unit 21ar.. Lc) p-y t' .e flor' -tern. c b,:s that ere necuiec by prDpr7y tr,x,s. V•E:ina am'uat . w 1s. ? e peic. from •)rnp :rty a :._e`er.ue3 (or .ic._Li'-.ijn-1 sG.lc.a „ax rc e .0 s f ar l icatle' 7E ICI IFTIOI OF DrBI F ' IwC::PY L OF CON .^R.: _C" A`. T) T3E PR.TPER_:'Y T; X: S 1_11 PTIS" O 13 7EJNA P ZC 'E .T O'lHF R AVDU4T7 1J >Er7 'ID BE FAI') TC.T L ''A' MiN* `;e...is 1985-A ;,,0 �0 $0 $(' 3e. .c s 1988 $. 5, 000 4,6 2^3 $0 61,..4 Se: ics 1989 $'; 5, 0O0 .'8 , 0u6 $0 8? , C 06 Series 1990 $.0,000 $17.0u0 $0 $10',,C0C Series 1992 $45,000 $13,226 $0 5C,226 Series 1993 $1,015,000 $227;746 $0 $1,242,746 Series 1995 $165,000 $281,820 $0 $446,820 Other Charges $0 $0 $4,000 $4,000 Total required for 1996 debt service $2,003,041 - Amount (if any) paid from funds listed in Schedule A $50,000 - Excess collections last year $0 = Total to be paid from taxes in 1996 $1,953,041 + Amount added in anticipation that the unit will collect only 100.00E of its taxes in 1996 $0 = Total Debt Levy $1,953,041 EULESS FY98 JULY EST. NUMBERS Schedules for Notice of Effective Tax Rate 15 Jul 97 Page 2 This notice contains a summary of actual effective and rollback tax rates' calculations. You can inspect a copy of the full calculations at The City of Euless Administration 201 N. Ector Drive. Name of person preparing this notice: Diana G. Ortiz Title: Finance Director Date prepared: May 30, 1997 Capital Equipment Purchases and Capital Improvement Projects Capital requests ae one-time expenditures that ca", be accomplished from carry-over funds or oi. e-ime revenues sources. Car its i equipment purchases and capital improvAn' of rroiec6 are considered and prinri'iz„ d sirnuita:ieously during the budget process oy the City Manager. The list or t' _esr uprrcved capital items are provided in thc, flllowtng pages. This process L canducted each year and funding sources ,Ixe con„id - cd for their proem -men:. C..ie of the most important factors underlying 7rocureme:.t is the City's fi iar yi :1 '.oi - diLic. ". Future impact is reviewed along wit'.. t',e to:_g Term capital imprcvc..nent prnjc.ct., on rn annual basis (see CIP Sche'lu es in the CIP / Debt Schedule sectio.,.). The foPovir_g i Items are prioritizA with ra. kinE.s `'ro-n departments and the City Ma,...ager. Far icings of "1" are those Lenis -hculu be funded in FY 97/98. Those iierr.s ra: ked as "2" should be fLnc' rc' ii. F Y 9'r /98 if funding is available. Items ranked "3" a_Me needed capital items bt.t ear_wait until future fiscal years. Line # Dept. 1 Finance 2 Finance • v; / i:::::::: f r::ii: •4 rr r y� f 1 f X rr I yy r 3 3 Policei Crime Con ro I District 1 CD Fund Division L./-NI- IINL ktblUtJiJ (BY FUND) Program Description Program 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 Cash Debt Mangmt. Cash Debt Man rot. Cash Debt Man mt g Cash Debt Manomt. iYfr; } Portfolio audit services Portfolio rat? • r Y•: ••..:::}n ::•:...r:F:..,y; ..{:..., ... :.,,.;;..F::. 16In CafVI ,WMPKni.. .Q,c>t �Yf::::}5:;:}:?fstM..f,',Yf;:•;}i.`�'•<,:..•1•,:i v j doff.{ <3 .t. - ' 4s a av 5:: - .u. :�uti :A.v?:,ry•k: o .:}R. "• ?Ft.."I:::/wiS.G <`FuS , Non Departmental ennNon Departmental ITrans>er to o Supportervices Human Fie ources Human resources �5of �^ ( oacka e Service Communication Chairs (dispatch xec. Chair Service Automated External Defibrillator (AED) Plannina 9olor Ap al Photooraoh Service Microfilm Reader/Printer Leisure Services Furniture for new staff members Service Mobile Data Terminal (MDT) Faciliy Maintenance Voice mall system upgla� and analysis Li Facii( Maintenance ht fix fe yrr�porade - Midway Rec. Center A ml is$tration Mule for Parks use Facility Maintenance Flag poles for city hall campus Suppression Dicphone Racflo Recorder System Facility Maintenance hoof repes - various city structures Faciliv Maintenance iiecaroetna(floor tile - various CA buildings Non Departmental Ravino Fan Irtt lementation - (1/2) Facility Maintenance AC/Healer pp age units - replacements Non Departmental AudioN(sua or council chambers 11/21 Facility Maintenance Campus trim upgrade/slana¢e f 1/2` Suppression SCBA remote compressor & fill station P(annlnp Specific Area Plans - phase I Engqlneering Road Pro`ects - Insopcton Enalneerino Plans Review - special services EMS ixfireflahter paramedics - start up Facility Maintenance Building A rennovatlon (1/2) Data Processln9 cdno. H.v..,e- t« *marl?, Itrr:k.nd Ounce Suppression EEire Tffuci ($ « i b win on hand) 5ennce R otatlha Informaton System Fire Marshall Portable radio and charger Suppression urniture for fir stations Administration Imodular office furniture Fire Marshall !Knox Key Security Retention System Facility Maintenance Phone system upa ade - phase 1 of 4 Suppression wo way radios - ifmbassv/Ambassador switch EMS New solid state outdoor warning system Police Police Planning & Develop. Police Community Services Ponce Support Services Support Services Community Services Support Services Fire Support Services Support Services Non Departmental Support Services Non Departmental Support Services Fire Planning & Develop. Enaineerino Engineering Fire Support Services Information Services Fire Police Fire Fire Fire Fire Support Services Fire Fire Information Services Support Services Fire Fire 43 J Community Services 44 Community Services 45 ! Communl v Services 46 I Community Services d:\123\wk\95-96\sort.wk4 JType Capital Capital ri.vrr! Program Program Number Cost 33 . S 4 500 I 34 7500 S :•Y:aX•ar•v :•r:• fJ: ` eo cam ra$ 6 000 a ach 1 p Ca Ital 72 $ 36 000 � �r. .Y: J. :w Yn{j:(.{;':,•: ?ptir' :.544•,: •:v'l:':r..a.t.{•i.. Y:�; f:{:c, ::�N'}'' IP Capital 97 Data Processing eeap•Hrdem.- fe.,ltry.aq. E1 KJEOC Facility Maintenance rcourts. 45Kva Generator EMS (10) S ression u + ,i<ouaoa..!•vnra:n:•;'{-;;.,'!?iitiiyyiftaiiiiiiNaYii?Swr':$? General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund Golf Course Fund 1 Golf Course Fund 1 Golf Course Fund I Golf Course Fund Course Maintenance Course Maintenance 1 Course Maintenance I Course Maintenance Totals Dept. CM® Cost Rank Rank $4,500 i 1 1 1 p00 1 i V �i. $36,000 1 1 mar {tip•{ • t 9� al:< � rfri r:Yi• ,. .v........ 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 Capital 1 $1.500 Capital 67 $2,950 Caoltal 68 3g,995 Caoltal 77 $3.000 Capital 69 $3,497 Capital 23 $4 000 Capital 70 ;433 Capital 4 $7,000 Capital 5 $8,000 Capital 25 ;8,540 Capital 13 $9,000 Capital 42 $20/ 000 Capital 1 6 $28,087 Capital 7 $24,500 Capital 83 ;25 000 Capital 1 8 325,000 Capital 90 $30,000 Capital 9 30.000 Ceolftal 11 43 $36,000 Capital I i5 $42000 Capital 1 96 54221b00 Caoltal I 57 572,834 Caoltal 10 $ 75,000 Caoltal 60 585,480 Capital 89 5250 500 Caoltal 74 52 oo Caoltal 49 52 �0 Caoltal 50 Caoltal 51 Caoltal 52 Caoltal 16 Caoltal 53 Caoltal 45 Caoltal 63 C,spltal 17 utomated Extemal Defibrillators 10 :.1i1i"•'i�1Y,N�.KY1NNl�i '•il I•iHiV•Wi1ii 54{nI fra-redI� :: ^`2,x;:CCaoIlttaal 3 of these _ ..� . r�....:.,...: ,. ... 1•.�:v.......n.a-n...,_a....r.+:. nv:..•vu..a vas .v.. ..,+ n• Dralnaefor 1 fairway Capital o Caoltal Gas & Diesel oumos/tanks Slope Protection Caoltal Fertigation Inlecton system Capital 07/18/97 $1.500 $4,450 $7,445 $10.445 $13,942 $17,942 $23,475 $30,475 $38,475 $46,975 $55,975 $75,975 $96,062 $120 562 $145562 $170,562 $200 562 $230 562 $266,562 $306 562 $348.562 $390,562 463,396 538,396 $623,876 $874,376 $876.876 ` $879,426 $4.640 $884.066 $6.850 $890.916 $12,500 $903,416 $22,000 $925,416 $30 700 $956 116 $325.000 $1281.116 $400.811 $1,681,927 $30,000 1,711,927 $32,000 $1,743,927 5 76 050 1 819 9 5 77 S $ , i I 27 93 28 5,256 535.750 $100.000 312,00A 5 25b;� JJ $ 1,000 $141,000 $153,000 1 1 2 1 1 2 Line # 47 Dept. Program Program Program Totals Dept. CMO Tye Number Cost Cost Rank Rank .,, n:+:. t ::;?,.., ,.: ,�,....;. \:.::.. ..:::. ...... .... .... ., . ,:.. , » , ,n,a ., . n a a.n::w.,. n .:} :54:;, .::.. .. .. ,... ::, ., .3`. ,, , .. ..,t;+. ,•. ,•. .. .. .::.--......_..:.} .-. ..r .} ..--..n: ,. :.ham,+. ».4..•nie •its. ':e•,: T.... ,..t .n,. ? :vt:v,'i.,. •.:, .,:l:r•}};?::itir(;,i?? }'f},{;;tif::?r} 1.1 .;n:. ., :::; :::::.........::.:................:.....::;r: r. x..:: v'::.,•::'F:.}••::::.}:•}x:.}:•}'ri•:::?nwny::.}..x:.}:..n.::::+`i'?>:rr}.}:}F;•,••}I�i:.•:i:}'•}:•irr:.}:•}ir.}:x,:.}r}••}}':.}f•}r?.::.i;.:{: �,.y,� :,:jf: �.;FFFFy:;:.:�:FFr'.^.�i::'�}:S:F:ti{}i�? -+':'rIM vF >ffff};:}�FF::FSSF:2:f:::4F4:: ;:::: nr:::.};•..::.::..}':::::.}r:::::•i:}:::::::•.: n: n:.:..f.}.}:::::..;: •n::; ::: {.::}':.:::.;}}•:: .......... ....... ... . .... ..... .. ::: n:...::: ..:r::..:.+: •::n:::....x.;•...::.:..:n:.....:n.....i.::.:....::n:+.;?w:}:..}:G:;�:v;?{f,.;;?;}}}:;C:F•:t •:?4ffli.}:•:•:: }'4:•f: •, ::::::... .n:•: ?::: ::•::.:::::: :......................:.r:.:....;y,..:r::y;,•:r..y.+.......::::•::rv::::•,,,.••,?;:. rr,.,?•::: •.;J.,:•n::;?:.:+:. r.....:r. . .. ,... .... •.. r.....,. r..... ..... ..... .. r..... .. _:::::;....::::::::....•::::,::..m::::.w.� •.i n..... r.•s: rr:::...::n:• : .;..�.}:•'t}:4.'•Y,,?:?.hy.�?+^�.::....:•}}:•}}:'}}:n:r:?•}}.'•y}}w:• •::}}.:. Su Servlces Insurance Fund Benefits/Insurance Actuarial Stud offMed./Dental Ins. Pr rm. I C itai 86 $30 000 $30 000 2 ?:::•::•}:•>}:•}:•>:.}}}:•}}:«.::.:•::::r.•:}:•>:•>:<.>}:•}:?.;::•:: n•::: f::::: : .......:: ....... ,.:: .... F::.•:..: .; ....; .:; ...:..}, :.. ;.,,}••}:•}r•}:+•}}:...:::::.};,:;sa•.•:;s}:;.};.;;.};.v},}}:•>•r.+•:}:::•}•:.}»»:•},:?;•}>:<.}:•:�:•r•.>::??•}:?•::.}r•o-•.>:•>:•xr. rr 'k •r r !". / 1ft / x.: r7i •(. I 1 Y {?•}:•}}:::....::::: •}:?•:: +i}}•::,.: {:::::.:,?4'::+;••f,:; •:::: n.: :: n. y,.}':.:.:r: n}:::}•?::: n•.y.... ... n.:::': n:. ;.F4:: n.}:.r:: n} •::: •: {�4 :f Fund Division CAPITAL REQUESTS (BY FUND) Program Description -...... :. Service • 48 ,r.. �:rtServices.............Se:ce Ce er • '... .,... r�er Fund 1 Service enter F, ..: :..n.;.v. :n::,; ,•„v:.:^.: .err :: ,:.4:4rn•}:;i•'::?v:::{ :: . r/.•n• •.•f:v. g i ..../.�..%II/.ee+•+1•fSt Ms:;:ar...../ 1 --:i4':k>Siws:'..!x.,r.�rn•?--..--.. 49 �on Departmental 50 Non Departmental 51 Non Dewarkental 52 Suy rt SenAces 53 Erigineerinq 54 Engineerino 55 Information Servlces 56 Support Services 57 Information Services 58 Information Services 59 Support Services :r 60 Support Services 61 Support Services 62 Support Services 63 Community Services 64 Su rt Services Water & Sewer Water & Sewer Water & Sewer Water & Sewer Water & Sewer Water & Sewer Water & Sewer Water & Sewer Water & Sewer Water & Sewer if:gaWr .. 1/2 Cent Libraryf 4? 1/2 Cent Library 1/2 Cent Libra F• 65 Community Serv�cesyy ty I d:\ 123\wk\95-96\sort.wk4 Non Deoartrnen Non Departmental Non De�pa�rrtmental Fadllliv Maintenance Engineering En lneerina - IS Facility Maintenance Data Processina Data Processin ... fF...--... F::•,:::FF'rF:i:f::r ff�:f:+i�fff? ::<f,+.;:;:•,{.. Twin ost above round lifts Capftal ri•�f?!::.^' :•.••...}-::?}y;3�.#:.•g:;}j;::t}:::Fff;:fS.'•fifF..............•. ..:.... f:#!?•:•': !Transfer to CIP Ravino,QFan I plemen tip9n - (1/2) AudloNlsual for council chambers (1/2) I arnpus trim uparade/siJtaee (1/2) [Road Pro'lects - Ins o Lion Plans Review - soedal services Planametrics Buildino A rennovation (1/2) Comp. Hard-- d.., CSO, Pub. Wks, Admin., Erw., COS, DP,S v Cnv Comp. Hand: dev., Eng., Se., Cnb Capital Capital Capital Capital Capital Capital Capftal Ca (al Capital Capftal 1/2 Cent Fund 1/2 Cent Fund 1/2 Cent Fund Hi..kH4444k.i•iL..41:Wi••• en t Park I Library Library Libra j...........::::: Metal book trucks J15) Misc. library supplies Videocassettes Facility Maintenance Window Repl ce{{nneQt- Simmons Center Recreation Kitchen supplies tor Ruth Millican Center Faci Maintenance f r Millican Center to nce I �Ql)pf���i��l o uth iii n Ce to eisure Services (Park Buildina Rem 07/18/97 83 90 9 95 96 66 10 61 62 Capital Capftal C aI $8 $8, 500 r 500 F $25 `000 $30 000 $30,000 $4200 S41900 $90'b00 $75 000 $87l,045 $28A0 Capital 14 $18`000 Capital 26 $20,000 I Ital............... 15...............$21 000...... ................................ 'it'ti .ry. fl::i::fFff: 12 $25,000 $55 000 $85,000 $127 000 $169000 $175,0000 $250 POO $337,045 $365,695 ui, 2 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 2 2> $ 460`}: 2 �.. 11 4 415 ff 1 S 3 $5 000 $13 •2:F}fi}f5?4F:Ffrt:ff . •!((� 1RI/r'//GI%IY : f 1 5 75 $18 000 2 $3t 000 1 1 $59,000:::.•.--1 ,• i.. f. .................................... . Capita I 92 $150,000:}}}: 15d,0�a1 ....}}} ..............1 ...:.. 2 Line # 1 Dept. Fund Division SUPPLEMENTAL RE6�ULblb (BY FUND) Program Description Public Works Drain a Utili i i1. Drainae..1ti re t Swe ::i< t S •tiS. :. �!' ::I 1{ �1' t. `,{; :;.> i:M:1• :::1' :•. ...'N {55,:VO:•,, ;x$ .• f..µn. .J i:;'.!f: �i'• {/•., fir. J •r.•r cl-t„a••..�.:•'ii'S:;k�•,••:;i>:;'.•a`'i%Svi�' azf:$'%%:• ...{,a.;. a: :i<i:+�{i;'i:y'+':±,pg,j;{;:.. } .. i. :. .5... .., . / ] , S . ,s.rhi�i):.. 2 Finance Genera Fund 1 Municipal Court 3 General Fund Finance 4 General Fund Leisure Services 5 General Fund Administratio, 6 General Fund Data 'rocessma 7 General Fund Inspection Services 8 General Fund Inspection Services 9 General Fund EMS 10 General Fund Leisure Services 11 General Fund pbragi 12 General Fund Municipal Court 13 General Fund Inspection Services 14 General Fund Human Resources 15 General Fund Service 16 Community Services General Fund Administration 17 Fire General Fund Education/Prevention 18 Fire General Fund Fire Marshall 19 Fire General Fund Sg ,cession i -.^; 1^J iu.:t.t Y�rZ:N <':iii• :.\: 'l{3 %: hV''Vrljl+• •:1 G:':: t:t:•�.. rt..it f.. Finance Community Services Community Services Information Services Planning & Develop. Planning & Develop. Fire Community Services Support Services finance Planning & Develop. Support Services Police ;M1y /22 Voice Response System - Lease Part - time clerk I Additional p me time hours & benefits Parks Office Technician FuU time employee Plans Examiner Program Program Program Totals Dept. CMO Type Number Cost Cost Rank Rank Su )emental iNfagnaa } Supplemental Supplemental Supplemental Supplemental Supplemental Supplemental Code Enforcement Officer Supplemental 6 Firefighter Paramedics - 2 Der shift (2nd ambl Sup, emental Part - tune p)avaround leaders - summer prom gupp ementa . der I Sup) emental F uIl - time clerk II !Sum) emental (Clerical staff - r9ptace previous Secretary I I uool mental iPersonnel Clerk 1 Supplemental Dispatcher Suoolemenlpl Increase of part - time hours Supplemental (Assistant Public Education Officer Suoolemental lArson position Supplemental PII ,Fi / 13 �1�I11 }Y{r'fviiiti{ji{j:Y. I:. .;I ;:(.:(.: :.111::::, •:,,/,(i/F .} 3} y tea ham« aN %.., }:f ::•.,,;•.{{{{i;;{$i{;Yi{{{±{i{ii{v: isvn::::}}; •:.•.,,{•n{{:;{i{.i.;, rivi:i �::•r.{:?{ti•:;i?•%4:;{.i.:v{��"vi•}F.;::''•::{vr:J.i•.x.. i:•:i.+{{{,{r:;tit:{i{4}:'{i>.i4>;':'iuK:ii•:L'tttv.,,r 4.v.{;�i.tii'?i :{L+iC{ii}}}}.::.:..:x:;.:, .,.: {:::,. 20 Support Services Risk Mnamt. Fund Risk Management Annual Physical - Firefighters Supplemental 21 S ort Services Risk Mr nit. Fund Risk Mana ement Clericai/Safet Traini A Officer Supplemental 'r :::fir>}..,; { r F'.. ,,.;,{::: • •�< •: ;,r• .,. ., . i< ;••fis •]}�•i;a_.r......:•:•}:>}:.}»}>;__....:.:5.�•....:g::<,}}:......:}YS}}}...:}at:};>, .n.'}}>,:.,.};. 3.::::: ,..ii=;-;o::: .. :}.• .. v: {:: :::•. v.r•., .. :,;}•.::yv..{{..: •::�'i••;.::';': i{ ..{..r . v;:4f.,";{';{i{�'{i'!:{{'{'{:;{ r• .:w:•: �.. .. r,:.. •.;•', �.,�:;i•;:,,42dr::0.':.:J:•v.:..::•::•;•u. ;vs::.::•{.<.;. {..;{:.,.:egr:}:::0•3:fi:.�•.lr.•fr{..} ... ::`:: ;^kf 22 Support Services 'ervice Center Fund 1 Service Center 5000 b forlci`ift - 5 year IeasR Supplemental 23 Support Services 1 Service Center Fund Service Center Full -time entry level I technician S plemental 24 Support Services 1 Service Center Fund Service Center Part - time office clerkSupplemental v= o••+>w rv,r r: Yn:n Yr. • v • ¢•Y •.: tii }:•}':: r•3}:SY. ]:4': vA "r f•v vFhrr:,•.,:..;•i}},},.::}}}.,ti:C'}ii:}'Y::; h%ii:�YYY}) ::}:.}: }:.:: /.vn•.3..... ..., .. r... .. 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'tY .}::}::;:: } �:}.....:::..:........:..................................:..:. }..... �}}}]}iYYi}}::•.t:::::x•.'•:;{{: ^{•::it;;: •2i;{{v r{ ::•:;:33:S}:::.. ...........::..::. .... ........ ......... ... +..L'f.•.:.,•., :%fi.•`:if�ii... _ .,.,...... ... �k:a:;:;�%j'`^•'fir :, : r$::{. .::f•;» . .. ..6:0:. r,x 25 {'ii{ x{:,:: j:i�•:,i{;s:',�::;i4:::.: .}<�: =+•'{•3}:J }1:L':d :{ }:}v:i {!ti'.{J.rf:^: ):i i'{ii:i •:••: .I. 11 � t• 18 21 19 Lr Information Services Water & Sewer GIS Di al Orthos Supplemental 64 26 Poi e c 27 1 Police d:\123\wk\95-96\sort.wk4 1 Crime Control Dist. 1 Crime Control Dist. }.r}.}i f.4.}YY "etention Administration aublic Service Officer 20 year retirement 07/18/97 upRlemental 1 Supplemental 94 91 $30 000 ) $30,000 1 J 1 J J ={r 35 $7,800 $7,800 36 $9,000 $16`800 2Q 113.250 j 130,050 3 19.440 ! $49,490 65 0109 89.599 80 40'b73 $ 30 `472 81 $50,515 $180,9137 57 $234 36 $415 923 30 1511�0 $431�73 22 2,288 4433,961 37 $ 3``166 S457.127 79 125.766 ;482,893 20 $26,896 S509,789 76 30,600 $540,389 32 $35,492 $575 881 58 63,140 �9'b21 59 $68,725 $707�/46 56 ) $153.444i1,.190 1 1 1 1 1 1 1 1 2 1 1 1 2 1 2 2 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 87 88 i:L>';u;{{{{f;{i;�iY}Cf{ {�:?i{:'{.i:vri.'i'•l?v: $14 400 $14,400 $3 750 $48,150 1 1 2 2 1 1 1 1 1 2 ti•h\y{ j$jyj •.r: }: A::�• �i;•}}::•Yr. •:•:•:•:.:>:rY4............ •r»: > Y' YY+ $4,200 $4,200 $28 22 $32,522 90 $41,882 $26.756'> :.;.......... $76,000 $96,756 1 INDEX 1:14 Egt INDEX Accounting Budget, p. 73 Actual vs. Budget, General Fund, p. 33 Administration Budget, p. 64 Administrative Services Budget, p. 104 All Other Enterprise Operating Funds, p. 57 Ambulance Service Budget (EMS), p. 95 Animal Control Budget, p. 133 Annual Debt Service, p. 247 Arbor Daze Festival Budget, p. 184 Athletic Complex Budget, p. 188 Average Homeowner, p. 40 Average Residential Value History & Typical tax Bill, p. 38 Basis of Accounting, p. A-1 Basis of Budgeting, p. A-2 Benefits and Insurance Budget, p. 203 Betterment Fund Budget, p. 138 Bond Rating History, p. 246 Bonds - Debt Service Schedules, p. 248 through 270 Budget Assumptions, p. 7 Budget Message, p. 20 Budget Ordinance, p. B-3 Budget Process, p. 8 Budget Schedule, p. 9 Capital and Supplemental Requests, p. C-14 Capital Budget and Program, p. 215 Capital Equipment Purchases & Improvement Projects, C-13 Capital Improvement Projects Policy, p. 216 Capital Projects Additional Information, p. 225-231 Cash & Debt Management Budget, p. 213 CEP Funds - Budget Summary, p. 234-240 CEP Projects, p. 215 to 224 City Engineer Budget (Water & Sewer Fund), p. 148 City Engineer (General Fund) Budget, p. 119 City Planning Budget, p. 112 Composition of Debt Service, Drainage Utility Bonds Graph, p. 266 Composition of Debt Service, Water & Sewer Graph, p. 260 Composition of Golf/Softball G.O. Bonds Graph, p. 256 Composition of Sales Tax Debt Service Graph, p. 263 p. Cost of City Services, p. 27 Crime Control & Prevention District Budget, p. 201 Current Capital Projects, p. 219 Data Processing Budget, p. 99 Drainage Fee Ordinance, p. B-9 Drainage Utility Maintenance Budget, p. 186 Drug Enforcement Agency Budget, p. 194 Effective Tax Rate Worksheet, p. C-1 Emergency Management Budget, p. 89 Engineering Services CEP, p. 164 Environmental Health Budget, p. 117 Euless Development Corporation Budget, p. 196 Every week in Euless, p. 5 Excerpts from City charter, p. 10 Expenditure Sources, General Fund, p. 48 Expenditure Trends, p. 56 Expenditures - Operating Budget Summary, p. 32 Expenditures, General Fund, p. 49 Facilities Maintenance Budget, p. 108 Finance Budget, p. 68 Fire - Emergency Medical Service Budget, p. 93 Fire Department Administration Budget, p. 91 Fire Education & Prevention Budget, p. 97 Fire Marshal's Budget, p. 86 Fire Suppression Budget, p. 95 Fiscal Policies, p. 12 Fleet Annual Purchases Budget, p. 212 Fleet Expenditures Graph, p. 211 Fleet Services Budget, p. 166 Franchise Tax Revenues, Summary, p. 45 Fund Balance Summary, p. 59 Fund Relationships, p. A-3 General Fund Expenditure Sources, p. 48 General Fund Expenditures, p. 49 General Fund Per Capita Expenditures, p. 51 General Fund Revenue Assumptions, p. 34 General Fund Revenue Sources, p. 37 INDEX General Fund, Actual vs. Budget, p. 33 Geographical Information Services Budget, p. 146 Glossary of Terms, p. A-6 GO Debt Service Composition, p. 242 Golf Course Budget, p. 168 Golf Course Cart Operations Budget, p. 176 Golf Course Conference Center Budget, p. 174 Golf Course Driving Range Budget, p. 178 Golf Course Food & Beverage Budget, p. 172 Golf Course Maintenance Budget, p. 168 Golf Course Nondepartmental budget, p. 180 Golf Course Pro Shop Budget, p. 170 Half Cent Sales Tax Budget Summary, p. 241 Half Cent Sales Tax Fund, p. 242 Half Cent Sales Tax Fund - Parks, p. 198 Half Cent Sales Tax Fund - library, p. 199 Half Cent Sales Tax Fund - Economic Development, p. 200 Hotel/Motel Budget, p. 192 Inspection Services Budget, p. 115 Internal Service Operating Funds, p. 58 Introduction to Debt, p. 244 Jail (Police Detention) Budget, p. 84 Legal Services, General Fund, P. 134 Legal Services, Water & Sewer Fund, p. 160 Leisure Services Budget, p. 122 Library Budget, p. 110 Long Range Issuance Schedules, p. 246 Mayor and City Council Budget, p. 61 Meter Reading Budget, p. 158 Mission Accomplished, p. 4 Mission Statement, p.3 Monthly Service Charges, p. 28 Municipal Court Budget, p. 71 Municipal Court Case Volume, p. 47 Municipal Court Revenues, p. 46 Nondepartmental, General Fund Budget, p. 136 Nondepartmental, Water & Sewer Budget, p. 162 Operating Budget Summary - Expenditures, p. 32 Operating Budget Summary - Revenues, p. 31 Organization Chart, p. 6 Parks Budget, p. 125 Personnel Budget, p. 102 Personnel Counts by Department, p. 273 Personnel Counts by Fund, p. 272 Personnel Counts, p. 271 Personnel Turnover by Job Family, p. 284 Planning Budget, p. 112 Police Administration Budget, p. 75 Police Criminal Investigation Budget, p. 80 Police Detention Budget, p. 84 Police Patrol Budget, p. 78 Police Service Budget, p. 82 Programs and Special Events, p. 182 Property Tax Revenues, YTD Collection, p. 42 Property Taxes, P. 39 Property Taxes, Rates (historical), p. 41 Purchasing Budget, p. 106 Recycling Budget, p. 143 Reserve Philosophy Phase VI, p. 232 Revenue Sources, General Fund, p. 37 Revenue Sources, Water & Sewer, p. 53 Revenue Trends, p. 36 Revenues - Operating Budget Summary, p. 31 Risk Management Budget, p. 205 Sales Tax Revenues, Summary, p. 44 Sewage & Treatment Budget, p. 156 Softball World Budget, p. 190 Special Revenue Funds, p. 58 Street Maintenance Budget, p. 129 Swimming Pools Budget, p. 127 INDEX Tax Rate Ordinance, p. B-6 Tax Rate & Taxable Valuation, p. 43 Tax Roll Ordinance, p. B-1 Trinity River Authority Graph, p. 264 Typical Tax Bill, Average Residential Value History, p. 38 Utility Billing Office Budget, p. 140 Vehicle & Equipment Replacement Budget, p. 209 Water Distribution Budget, p. 154 Water Production Budget, p. 151 Water & Sewer Expenditure Sources, p. 54 Water & Sewer Expenditure Trends, p. 56 Water & Sewer Fund, p. 55 Water & Sewer Revenue Assumptions, p. 52 Water & Sewer Revenue Sources, p. 53 Welcome to the City of Euless, p. l Where does the money come from, p. 29 Where does the money go, p. 30 Workers' Compensation Budget, p. 207