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FY 2024 Annual Operating Budget
City of Euless N.2953 0.E Annual OOperating Budget Fiscal Year 2023-2024 201 North Ector Drive, Euless, Texas 76039 www.eulesstx.gov THE CITY OF EULESS City of Euless, Texas Fiscal Year 2023-2024 Budget Cover Page July 28, 2023 This budget will raise more revenue from property taxes than last year's budget by an amount of $2,493,799, which is a 10.16 percent increase from last year's budget. The property tax revenue to be raised from new property added to the tax roll this year is $261, 050. Property Tax Rate Comparison Property Tax Rate: No -New -Revenue Tax Rate: No -New -Revenue Maintenance & Operations Tax Rate: Voter -Approval Tax Rate: Debt Rate: 2023-2024 2022-2023 $0.457500/100 $0.460000/100 $0.413007/100 $0.433030/100 $0.333674/100 $0.364955/100 $0.463168/100 $0.467831/100 $0.094803/100 $0.089153/100 Total debt obligation for City of Euless, Texas secured by property taxes: $76,897,849 THE CITY OF EULESS City of Euless FISCAL YEAR 2023-2024 Council Members LINDA MARTIN, MAYOR Tim Stinneford, Place One Jeremy Tompkins, Place Two Eddie Price, Mayor Pro Tem, Place Three Perry Bynum, Place Four Harry Zimmer, Place Five Tika Paudel, Place Six Loretta Getchell, City Manager Chris Barker, Deputy City Manager Wes Rhodes, Assistant City Manager G�9 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Euless Texas For the Fiscal Year Beginning October 01, 2022 eif44c•ilhtu P ?)1,u,ie Executive Director The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Euless, Texas for its annual budget for the fiscal year beginning October 1, 2022. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operational guide, and as a communication device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. January BOARDS&CO Animal Shelter Advisory Board (2) Dr. Susan Read Chris Chenevert Mayor Pro Tem Eddie Price Civil Service Commission (3) (1) Carla Shields (2) John Deithloff (3) Bobby Baker (Alt 1) Vacant Crime Control & Prevention District (3) Rusty Brown Mike Pruitt Ron Shields Mayor Pro Tem Eddie Price Council Member Harry Zimmer Council Member Perry Bynum Council Member Jeremy Tompkins Euless Development Corporation (3) (5) Peter Jones (6) Jason Turner (7) Carmen Miller Mayor Linda Martin Mayor Pro Tem Eddie Price Council Member Tim Stinneford Council Member Jeremy Tompkins Historical Preservation Committee (27) Gary Barnhill Patsy Hoover Anniece McKanna Doris Brown Mary Hunt Gary Parker Michele Burger Keith Jernigan Helen Payton Bill Byers Kathey Knecht Lindalyn Pool Randy Byers Norma Lively Joseph Robinson Joe Cannon Marilyn Long Norma Runynon Weldon Cannon Don Martin Faye Stinneford James Fuller Veva Lou Massey Glenn Walker Elaine Green Suzy McCormick Mavy Wright Library Board (8) (1) Rochelle Ragas (2) Jim Hamilton (3) Jorge Chac (4) Christopher McAllister (5) Barney Snitz (6) Katherine Flannery (Alt 1) John Lentini (Alt 2) Philip Tedone Parks and Leisure Services Board (8) (1) Jason Reyes (2) John Raab (3) Randy Jones (4) Steve Doty (5) Roger Sickler (6) Magen Brown (Alt 1) Isha Sharma (Alt 2) Laird Leavoy Planning and Zoning Commission (8) (1) Eric Owens (2) Curtis Brown (3) LuAnn Portugal (4) David Brown (5) RubyAnne Crites (6) Steve Ellis (7) Vacant (Ad Hoc) Mike Collins 2024 MMISSIONS Police Training and Advisory Board (9) (1) John Kurzee (6) Antoinette Bone (2) Chris Brown (7) Renu Sloan (3) John Luna (Alt 1) Larry Abram (4) Sirjana Sharma (Alt 2) Vince Trevino (5) Mele Rivera Tax Increment Reinvestment Zone #3 (3) Shannon Fletcher — Tarrant County Hospital District Kathryn Rotter — Tarrant County Commissioners Court Ronnie Watkins — Tarrant County College District Mayor Linda Martin Mayor Pro Tem Eddie Price Council Member Tim Stinneford Council Member Tika Paudel Tax Increment Reinvestment Zone #4 (3) Shannon Fletcher — Tarrant County Hospital District Kathryn Rotter — Tarrant County Commissioners Court Ronnie Watkins — Tarrant County College District Mayor Linda Martin Mayor Pro Tem Eddie Price Council Member Tim Stinneford Council Member Tika Paudel Zoning Board of Adjustment (6) (5) Charles Cinquemani (Alt 1) Randy Byers (Alt 2) Vacant (1) Annabel Eads (2) Clarence Moore (3) Ron Young (4) Carol Dufinetz Other Appointments CITY HEALTH AUTHORITY (1) Dr. S. David Lloyd, Texas Health HEB NORTH CENTRAL TEXAS COUNCIL OF GOVERNMENTS (NCTCOG) Mayor Linda Martin HURST EULESS BEDFORD ISD LIAISON Council Member Jeremy Tompkins GRAPEVINE/COLLEYVILLE ISD LIAISON Council Member Harry Zimmer HURST-EULESS-BEDFORD ECONOMIC DEVELOPMENT FOUNDATION Mayor Linda Martin, Liaison 81 CITIZEN BOARD MEMBERS *As of January 1, 2024 TABLE OF CONTENTS FY2023-2024 OPERATING BUDGET TITLE OVER PAGE (TAX BUDGET COVER (CITY OFFICIALS (BUDGET AWARD (BOARDS AND COMMISSIONS (TABLE OF CONTENTS BUDGET MESSAGE COMBINED SUMMARY OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE BUDGET LETTER OF TRANSMITTAL FOR PROPOSED BUDGET (EXECUTIVE SUMMARIES (FUND BALANCE SUMMARIES WHERE DOES THE MONEY COME FROM? WHERE DOES THE MONEY GO? GENERAL FUND REVENUES VAX RATE SCENARIOS (GENERAL FUND EXPENDITURES WATER & WASTEWATER REVENUES (WATER SERVICE RATES (WASTEWATER SERVICE RATES DESCRIPTION City Manager's message highlighting major accomplishments Consolidated statement of revenues, expenditures and changes in fund balance for all funds with appropriations with comparison to prior year II I(Summary of operating and capital funds 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 Listing of revenue sources, with pie chart showing proportion of each to total revenues I(Details of departmental expenditures plus pie chart Details and pie chart showing sources of revenues in the water & wastewater fund I(Details current and proposed water service rates I(Details current and proposed wastewater service rates (WATER & WASTEWATER EXPENDITURES I (Details and pie chart showing expenditures in this fund ALL OTHER ENTERPRISE OPERATING FUNDS SPECIAL REVENUE OPERATING FUNDS INTERNAL SERVICE OPERATING FUNDS DEBT SERVICE OPERATING FUNDS (FULL-TIME PERSONNEL COUNTS Summary of budgets for other enterprise funds, revenues and expenditures Summary of budgets for special revenue, revenues and expenditures Summary of budgets for internal service funds, revenues and expenditures Summary of budgets for debt service funds, revenues and expenditures I(Personnel statistics by departments and funds I I PAGE1 i-xviii SECTION 1� 9-11I 12-17I 18 19 20 21 22 23 241 25 26 27 28-29 30 31 32 BOND INDEBTEDNESS CAPITAL/ ONE-TIME & SUPPLEMENTAL EXPENSES & FUNDING Summary of Outstanding Bond Indebtedness and Proposed Bond Indebtedness Detail of Capital & Supplemental items requested REQUIRED DISCLOSURE 'Local Government Code 140.0045 2023 TAX RATE CALCULATION WORKSHEETS SUPPLEMENTARY DATA 'INTRODUCTION WELCOME 'MISSION STATEMENT 'GOALS & ACCOMPLISHMENTS 'FISCAL YEAR 2023-2024 GOALS MATRIX RESIDENTIAL MONTHLY SERVICE CHARGES/KEY FISCAL POINTS ORGANIZATIONAL CHART BUDGET PROCESS BUDGET SCHEDULE EXCERPTS FROM CITY CHARTER FISCAL POLICIES GENERAL FUND GENERAL FUND SUMMARY Truth -in -Taxation detailed calculation A look at the City of Euless - brief physical description of the area Summary of utility charges, and key fiscal points Excerpts from City ordinance outlining major guidelines and chronology Reproduction of portions of City of Euless charter pertaining to finance If Fiscal policies adopted by City council applicable to all unds GENERAL FUND REVENUES Listing of revenue sources, with pie chart showing proportion of each to total revenues 'GENERAL FUND REVENUE ASSUMPTIONS "Assumptions utilized for FY2024 budget 'GENERAL FUND MULTI -YEAR ANALYSIS "General fund five-year analysis PROPERTY TAXES Detail of property tax revenue and history of tax rate distribution GENERAL FUND EXPENDITURES Details of departmental expenditures plus pie chart CITY ADMINISTRATION FINANCE DEPARTMENT 'MUNICIPAL COURT 'POLICE DEPARTMENT 'FIRE DEPARTMENT 'ADMINISTRATIVE SERVICES DEPARTMENT All summaries include expenditure history, department goals, program highlights and major budgetary and operational trends, in addition to actual budget amounts I I I I I I I I I I 33 34-35 36 37-46 SECTION 11 49 50-53 55' 56-60' 611 62 63 64-66 67 68-69 70-76 77 78 79 80 81 82 83 84-85 86-87' 88-89' 90-91' 92-93' 94-95' PLANNING & DEVELOPMENT DEPARTMENT PARKS & COMMUNITY SERVICES DEPARTMENT (PUBLIC WORKS DEPARTMENT (NON -DEPARTMENTAL (ENTERPRISE FUNDS (ENTERPRISE FUND SUMMARY WATER & WASTEWATER REVENUES WATER & WASTEWATER REVENUE SSUMPTIONS WATER & WASTEWATER EXPENDITURES FINANCE DEPARTMENT (PUBLIC WORKS DEPARTMENT (NON -DEPARTMENTAL (SERVICE CENTER FUND (DRAINAGE/STORM WATER UTILITY FUND (RECREATION CLASS FUND (ARBOR DAZE FUND [TEXAS STAR GOLF COURSE FUND [THE PARKS AT TEXAS STAR FUND (PATS) [SPECIAL REVENUE FUNDS [SPECIAL REVENUE FUNDS SUMMARY HOTEL OCCUPANCY TAX FUND EULESS DEVELOPMENT CORPORATION FUND CRIME CONTROL AND PREVENTION DISTRICT FUND (CAR RENTAL TAX FUND [PUBLIC SAFETY SPECIAL REVENUE FUNDS TIRZ & PID FUNDS [OTHER SPECIAL REVENUE FUNDS [INTERNAL SERVICE FUNDS [INTERNAL SERVICE FUND SUMMARY Details and pie chart showing sources of revenues in the water & wastewater fund Assumptions utilized for FY2024 budget [ [ I Details and pie chart showing expenditures in this fund All summaries include expenditure history, fund or department goals, program highlights and major budgetary and operational trends, in addition to actual budget amounts All summaries include expenditure history, fund goals, program highlights and major budgetary and operational trends, in addition to actual budget amounts 96-97 98-99 100-101 102-103 105 106 107 108 109 112-113 115 116-117 118-119 120-121 123 124-125 126-127 129 130 131 132-133 134-135 136 137 138 139-140 141 142 VEHICLE/EQUIPMENT REPLACEMENT (FUND (INSURANCE/BENEFITS FUND RISK / WORKERS' COMPENSATION MANAGEMENT FUND (CAPITAL IMPROVEMENTS (CAPITAL PROJECTS FUND SUMMARY (CAPITAL IMPROVEMENTS PROGRAM CAPITAL IMPROVEMENT PROGRAM POLICY CURRENT CAPITAL PROJECTS FUNDS CAPITAL IMPROVEMENT PROGRAM FUND BALANCE SUMMARY FUNDED PROJECTS SUMMARY PROPOSED & UNFUNDED PROJECTS SUMMARY —SORTED BY TYPE DEBT (DEBT FUND SUMMARY (RESERVE FUND SUMMARY (INTRODUCTION TO DEBT (ANNUAL DEBT SERVICE [1-OTAL GENERAL OBLIGATION DEBT COMPOSITION OF DEBT SERVICE [TAX-SUPPORTED GENERAL OBLIGATION DEBT COMPOSITION OF DEBT SERVICE GENERAL OBLIGATION REFUNDING BONDS, SERIES 2012 AX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2018 'AXON ENTERPRISE, INC LEASE AX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES F OBLIGATION, SERIES 2019 AX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES F OBLIGATION, SERIES 2020 AX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2021 VAX NOTES, SERIES 2021 'TAX NOTES, SERIES 2022 (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 Brief description of the capital improvement program Summary of capital improvement funds Summary of appropriations and amendments, extensions, and estimated project costs upon completion Summary of proposed projects with estimated costs and proposed method of financing Graph summarizing total annual debt service requirements Graph summarizing the general obligation Debt service schedules Debt service schedules Debt service schedules Debt service schedules Debt service schedules Debt service schedules Debt service schedules 143 144-145 146-147 1491 150I 1511 152-154 155 156 157-159 160-161 162-163 1651 1661 1671 168-169' 170 171 173 174( 175 176 177 178 179 180 Debt service schedules 181 AX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES F OBLIGATION, SERIES 2023 IRZ/PID-SUPPORTED GENERAL OBLIGATION DEBT COMPOSITION OF DEBT SERVICE AX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTFICATES F OBLIGATION, SERIES 2011 TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTFICATES OF OBLIGATION, SERIES 2011 (GLADE PARKS) TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTFICATES OF OBLIGATION, SERIES 2014 (GLADE PARKS) TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTFICATES OF OBLIGATION, SERIES 2015 (GLADE PARKS PHASE 3) TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTFICATES OF OBLIGATION, SERIES 2016 (MIDTOWN DEVELOPMENT) [1-AXABLE (SELF SUPPORTING) G. O. DEBT COMPOSITION OF DEBT SERVICE AXABLE GENERAL OBLIGATION REFUNDING BONDS, SERIES 2010 GOLF G.O. REFUNDING DEBT COMPOSITION OF DEBT SERVICE GENERAL OBLIGATION REFUNDING BONDS, SERIES 2012A-GOLF WATER & WASTEWATER REVENUE DEBT COMPOSITION OF DEBT SERVICE WATERWORKS AND SEWER SYSTEM REVENUE REFUNDING BONDS, SERIES 2012 WATERWORKS AND SEWER SYSTEM REVENUE BONDS, SERIES 2013 WATERWORKS AND SEWER SYSTEM REVENUE BONDS, SERIES 2015A (METERS) WATERWORKS AND SEWER SYSTEM REVENUE BONDS, SERIES 2015B (RECLAIMED WATER SYSTEM) WATERWORKS AND SEWER SYSTEM REVENUE BONDS, SERIES 2018 WATERWORKS AND SEWER SYSTEM REVENUE BONDS, SERIES 2019 SALES TAX REVENUE BOND DEBT COMPOSITION OF DEBT SERVICE Debt service schedules Debt service schedules Debt service schedules Debt service schedules Debt service schedules Debt service schedules Debt service schedules Graph summarizing debt service requirements Debt service schedules Graph summarizing debt service requirements Debt service schedules Graph summarizing debt service requirements Debt service schedules Debt service schedules Debt service schedules Debt service schedules Debt service schedules Debt service schedules Graph summarizing debt service requirements 182 183 184 185 186 187 189 190 191 192 193 194 195 196 197 198 199 200 201 EULESS DEVELOPMENT CORPORATION, SALES TAX REVENUE BONDS, SERIES 2018 EULESS DEVELOPMENT CORPORATION, SALES TAX REVENUE BONDS, SERIES 2019 APPENDICES APPENDIX A (PERSONNEL COUNTS BY DIVISION (PERSONNEL COUNTS BY FUND APPENDIX B BASIS OF ACCOUNTING AND BUDGETING FUND RELATIONSHIPS FUND STRUCTURE (GLOSSARY OF TERMS APPENDIX C BUDGET ORDINANCE TAX RATE ORDINANCE (TAX ROLL ORDINANCE (FEE ORDINANCE Debt service schedules Debt service schedules Human Resources (Full-time personnel counts by department and division (Personnel counts by fund Financial Terminology 11 Brief description of funds, their purpose and relationship to other funds Graphical representation of City funds Ordinances Ordinance No. 2360 Ordinance No. 2361 (Ordinance No. 2362 (Ordinance No. 2359 202 203 205 207 208I 209I 211 213 214-215 2161 217-222I 223 224-228 229-232 233-234I 235-250I THE CITY OF EULESS October 1, 2023 Honorable Mayor Linda Martin City Council: Tim Stinneford, Place One Jeremy Tompkins, Place Two Eddie Price, Place Three, Mayor Pro Tem Perry Bynum, Place Four Harry Zimmer, Place Five Tika Paudel, Place Six In accordance with requirements of State law and the City of Euless' Home Rule Charter, the City of Euless, Texas Annual Operating and Capital budgets for the fiscal year beginning October 1, 2023 and ending September 30, 2024 are presented. The FY2023-24 budget, as presented, continues to provide quality services to citizens, customers, and community partners. The City of Euless has achieved many accomplishments over the last year. This budget reflects the positive financial condition of the City and meets the City's mission to: Provide our citizens the most efficient services possible to protect and enhance the quality of life through planning and visionary leadership. The City accomplishes this mission through the utilization of sound fiscal policy directives, a conservative approach in revenue and expenditure forecasting and a continued effort to develop and enhance revenue sources. For FY2023-24, the City's budget provides for continued programs and services, competitive pay plan, needed personnel, building needs, and a reduced tax rate. Several factors continue to ensure the strength of the City's budget, including: * Strategic planning for realization of long-term as well as short-term goals; * Fiscal management to monitor revenues, expenditures, and economic conditions to identify and address risks; * The quarter cent (1/4¢) sales tax for crime control and prevention purposes which funds several public safety positions; A The half cent ('/2¢) sales tax which provides funding for economic development, library, and park projects; * Net growth in residential and commercial property valuations over the past decade; and * Conservative sales tax revenue budgeting practices. FY2022-23 ACCOMPLISHMENTS The accomplishments highlighted below reflect the City's achievement of several stated goals: ➢ Promote a harmonious environment that focuses on maintaining confidence of our citizens by providing excellent service and "doing the right thing"; specifically, management stresses a philosophy of doing what is best for the citizens and striving to have every interaction with the public conducted in a professional manner that reflects positively on the City. We utilize Euless Info, Access Euless and direct communications with Council to understand our citizens concerns and attempt to address each one in a timely manner. We respect differences of opinion and look for opportunities to gain consensus. Management strives to provide sufficient opportunity for discussion and debate prior to placing any item on the agenda for consideration in order to allow time to resolve any issues or concerns. Citizens were invited to participate in our annual Town Hall meeting. Staff followed up on each request and provided feedback to the residents. An electronic message board in the courtyard provides citizens with a convenient way to access information. The City implemented an on-line solution for hotel/motel occupancy tax filers to easily register and file taxes at their convenience. The City is implementing a new billing payment platform for utility bills that will allow for digital wallets, more autopay options and an automated voice response system. The Municipal Court completed implementation of new software that is more efficient, reduces paper documents and provided the public with additional interface options. The Planning and Development department completed implementation of a new software that will ease the permitting and inspection process. It will allow for online tracing and review and streamline the process. The Public Works department completed implementation of an asset management and work order system that will allow employees to better respond to citizen requests. Employee of the Month recognitions and Service Pin recognitions allow the City Council members the opportunity to express their gratitude to employees. Retirees are included in employee engagement events and department events so that current employees have the opportunity to interact with former employees. We incorporate a "Do the Right Thing" philosophy in our daily operations and stress this in our new employee orientation. ➢ Maintain a solid financial position while minimizing the impact on Euless citizens; specifically, we maintained the City's Aa2 rating from Moody's Investor's Service and received an increased rating of AA+ from Standard and Poor's which cited consistent budgetary performance, strong financial management, strong reserves, long-term financial planning and capital planning and growing economic metrics. The City reduced the tax rate by .25¢ to 45.75¢ per $100 of assessed value. Reserve levels were adjusted in selected funds to keep pace with inflation. We received the Distinguished Budget Award for the 32nd consecutive year and the Certificate of Excellence in Financial Reporting for the 36th consecutive year. ➢ Provide a safe community through quality Fire and Police Service; specifically, the Code Compliance division continued the apartment PMI program and hotel/motel inspections. Their efforts have resulted in significant improvements to deteriorating properties. The Mid City Inn was demolished to make way for redevelopment of the area. The Police department continued participation with Hurst and Bedford to provide for a Victims Assistance Liaison and Mental Health Coordinator. They also continued participation in a joint drone program and a local drug task force. Police and Fire staff participated in community events throughout the year including Coffee with a Cop, National Night Out, 6 Stones, CFA, CPA, CERT, an Open House and Fire Department and David Hofer Summer Camps. Members of all Police divisions participated in numerous training classes and certification programs. The Police department continued jail detention services for the City of Bedford and negotiated to include the City of Hurst for 2024 resulting in cost savings for all departments. The Police department assisted the City of Everman, through the Child Abduction Response Team (CART), which resulted in a murder indictment for the subject who fled the country. The Emergency Management division applied for and received three grants including a Swift Water Boat Grant for the Fire department that provided one boat to Euless and one boat to Bedford, a ballistic shield grant for 27 shields for patrol cars, supervisor cars and each school resource officer, and a truck mounted attenuator grant for vehicular incidents along the highway. The Police department deployed less than lethal shotguns to every patrol car and provided training to all sworn personnel. These previously were limited to supervisor vehicles. CID Investigators taught at several community events and businesses providing information to citizens on how to protect themselves from fraud, financial and cyber-crimes. The Fire department maintained its ISO #1 rating; the highest rating available. The Fire department participated in numerous training events including EMS, NEFDA, Live Fire, Urban Search and Rescue, Swift Water Rescue and Fire Prevention. They are also active in Regional Response Preparedness. The Police department continues to engage the community through the Training and Advisory Committee comprised of a diverse group of community members and through other outreach programs. > Employ high -quality, professional, service -oriented personnel and provide for continuity in leadership; specifically, we strive to promote internal candidates when possible. The Recreation Manager was promoted to Assistant Director of Parks and Recreation, the Park Superintendent was promoted to Parks Manager and an Animal Shelter Tech II was promoted to Animal Shelter Foreman. The tuition reimbursement program encourages employees to further their education. Additionally, employees are encouraged to participate in educational training and certification programs that are related to their job functions. Efforts continue to provide succession planning within each department. HR staff members participated in numerous job fairs throughout the year. The City transitioned to a different health insurance provider with more seamless service for employees. The City transitioned to a merit -based pay plan for all non-public safety employees. Evaluation forms were updated to reflect this change. Enhanced health screenings were provided to public safety employees. The Fleet and Facilities department began participation in an Automotive Apprentice Program to provide mentoring and training for future technicians. The Police department increased testing opportunities and now provides for testing as soon as an application is received. The Police department continued participation in the Trinity Career Prep program that provides high school students the opportunity to work part time in the police department. The Library revamped and increased staff training to assure consistent and courteous customer service. Their service model is built around relationship building and impacting the community through education, literacy and learning opportunities. Staff initiated and implemented a variety of activities to enhance and facilitate a positive workplace environment. Specifically, the HR staff and Employee Engagement Committees hosted the Wellness Fair, Ice Cream Social, Quarter Century Club Dinner, Burger Bash/Car Show/Valve Cover Races, Christmas Luncheon, the Employee Aquatic Park Day, and an ice cream truck visit. Planning & Development hosted the second Christmas Carols in the Courtyard with hot chocolate. The Parks staff has increased participation in the State and National Parks and Recreation Organizations to develop their networking and educational opportunities. The Fire department updated their process for incident reporting, pre -fire planning and standard operating procedures. Euless Fire Department produces a quarterly newsletter for retirees and hosted their second annual retiree pancake breakfast to maintain a high level of retiree engagement. The CMO's office held employee meetings to receive direct feedback regarding employee concerns. A monthly Employee Newsletter is sent to all employees to provide regular updates. A comprehensive market wage survey was completed and adjustment were made as deemed necessary. A review of all job descriptions is continuing to ensure that job duties and assignments are clearly detailed. ➢ Promote quality development, redevelopment and business retention within the City; specifically, we assisted numerous residents, contractors, and developers in navigating zoning, site iii plan and permitting processes. Glade Parks added several new businesses and filled space that had been vacated. Cresthaven tracts were improved to better reflect redevelopment opportunities. Building plans were approved for a mixed -use development known as Watercolor. Mid Cities Inn operations were discontinued, asbestos abatement and demolition were completed and the area has been grassed. The Planning and Development department assisted numerous business prospects in identifying available properties and leasable space within the City. The Watercolor Development is progressing with infrastructure work underway. Vertical construction is anticipated in the near future. ➢ Provide for systematic infrastructure and facilities improvements; specifically, we continued systemic improvement to City streets in accordance with the PCI score. Incremental increases are being funded annually to keep up with inflation. Bid documents for West Pipeline Road are pending completion of utility work by the City of Bedford. The Far North and Fuller water wells are operational. Engineering work for intersection improvements at Mid Cities and SH121 is complete with work scheduled to be performed by TxDOT in the near future. Public Works completed design of 2023 Sanitary Sewer and Water Line Replacement projects that were expedited with American Rescue Plan Act (ARPA) funding. Fire Station No. 1 was completed and is operational. Fire Station No. 2 is under construction. The Fire department took delivery of a new fire engine and a new squad is nearly ready to be placed in service. Bid documents are prepared for renovations to the Police and Court facility and staff is underway with their move to alternate facilities. Design work is underway for the renovation of the Animal Shelter which will incorporate space currently occupied by the Fire department. The Equipment Replacement Fund continues to be funded at 100%. Public Works continues to perform semi-annual street light surveys and report issues to Oncor. The aquatic park facility was upgraded and a new breakroom was installed for the lifeguards. Additional trail lighting was installed along Bob Eden Park and renovations at Blessing Branch Park were completed. Updated school zone flashers were installed in several school zones. The new flashers allow technicians to program and troubleshoot remotely. The first phase of a multi -year fiber optic project was completed providing for more stability and bandwidth for current and future needs. ➢ Provide quality leisure activities and events for residents; specifically, the Parks and Community Services department hosted Summer Camp, Halloween Trunk or Treat at Glade Parks, the Christmas Parade and Heritage Park Christmas, as well as, a number of other events throughout the year. They also partnered with Glade Parks to host two new outdoor concerts in the lifestyle center. The Library continues to participate in the CloudLink digital consortium providing access to over 220,000 digital items. The Library added two weekly early literacy programs, increasing the number of weekly classes to ten. The Parks department hosted two World Series events at the Parks at Texas Star. The Library hosted several events including Touch -A -Truck, in partnership with Police, Fire and Public Works, a Homecoming mum -making night, yarn bombing, in partnership with the library's knitting and crochet group and bi-annual Family Place Workshops. Euless received the Tree City USA distinction for the 37th consecutive year and the Growth Award for the 32nd consecutive year. Only three cities have received this award more years than Euless and no other city has received the Growth award more. ➢ Instill a "sense of community" in Euless' residents through citizen involvement and community partnership; specifically, the HEB Reads Summer reading Challenge Kickoff event continues to engage families with free fun that promotes learning and literacy. Staff continued their iv participation in CPR, Operation Back to School, and Night of Hope. Staff also continued participation in HEB Rotary Club, HEB Teen Court, HEB Chamber of Commerce, HEB Leadership and the Euless Small Business Association. The Police and Fire departments have continued the Citizen Police and Fire Academy programs. The Police department continued the Euless Police inspiring Champions (EPIC) program where officers visit each elementary school and provide engaging interaction with students and staff. The Economic Development department collaborated with HEB Chamber's Economic Development Foundation to promote the use of SizeUp market research and business intelligence software. Quarterly meetings were held with the Euless Tongan Community Committee and the Committee hosted Tonga Day at the Villages of Bear Creek Park. The Animal Shelter continued to partner with Trinity GAP Club to provide substantial assistance with fostering and adopting homeless pets. The Library has a thriving Teen Volunteer program, and also works with Teen Court participants to assist them with volunteer opportunities to fulfill their community service requirements. The Police department continued its participation with the Criminal Justice program offered through HEB ISD. The Library continues to ask each person who registers for a library card if they would also like to register to vote, in accordance with state law. They provide free, non -partisan voting guides from the League of Women Voters during election season. Euless strives to "enhance the quality of life" for citizens. The initiatives shown symbolize the City's commitment to enhance the quality of life for residents. As the next fiscal year begins, the budget serves as the blueprint to achieve the goals and meet the mission as set forth by the City Council. BUDGET GUIDANCE The FY2023-24 budget is a culmination of several months of intensive effort involving the City Council, all departments and staff. Beginning in early spring, the City staff began working on a budget that would meet the mission, vision, and objectives set forth by the City Council. During the previous fiscal year, the budget required careful consideration of all revenues and expenditures and the effects of increased inflation. A preliminary budget for FY2023-24 that continued to address inflationary pressures was submitted to the City Council in July and was available online for citizen review. A final budget was submitted and adopted in August by the City Council. This budget document represents the final results from all their hard work. We continue to focus on services for our citizens and maintaining reserve levels in accordance with the City's fiscal policies. The City continues to maintain a strong property tax base and healthy reserves. The City's conservative approach to revenue projections is important in maintaining a strong financial position. Under the direction of the City Council, staff will continue to work with community partners including citizens, businesses, volunteers, Tarrant County, DFW Airport, the school districts, and neighboring cities to capitalize on opportunities and continue to build a vibrant community. GOALS AND OBJECTIVES In order to meet the Goals and Objectives stated in the Introduction section of this document, emphasis is placed on major short-term objectives including: 1) continuing existing services for citizens; 2) maintaining a competitive employee compensation package; 3) preserving appropriate reserve levels; 4) identifying cost saving measures; 5) providing funding to implement the City Council's strategic plans while considering the impact on the City's tax rate; and 6) providing for appropriate levels of staffing as shown in the following table. v Multi -Year Full -Time Staffing Levels FY22 FY23 FY23 FY24 Actual Budgeted Estimated Proposed General Fund -FT 282.25 285.75 285.75 288.50 Enterprise -FT 71.25 71.25 71.25 72.5 Special Revenue -FT 43 44.5 44.5 45.5 Internal Service -FT 1.5 1.5 1.5 1.5 Total -FT 398 403 403 408 The approved FY2023-24 Budget in Brief: ➢ Continuation of current programs and services for citizens. ➢ The property tax rate for the new fiscal year decreased .25¢ from 46¢ to 45.75¢ per $100 of assessed valuation. ➢ Personnel additions include a School Resource Officer which will be primarily funded by Hurst - Euless -Bedford Independent School District (HEB ISD), a Public Service Officer for the combined jail operation, a Public Works Inspector, an Animal Control Officer and an Assistant Conference Center Manager currently employed through contract labor. ➢ In an effort to maintain a skilled workforce and remain competitive, a baseline salary increases of 3.5% was adopted for public safety. Additionally, funding was included to provide a merit -based increase for non-public safety. A range will be established based on an expected average of 3.5%. ➢ The water rate includes a $1 increase in the standard base rate, adjusted proportionately for larger meters, to cover operational cost increases in water delivery and an increase to the volume rate of 58¢ per thousand gallons to cover the pass -through increase from Trinity River Authority (TRA) in the cost to purchase water. ➢ The wastewater rate includes a $1 increase in the base rate to cover operational cost increases in wastewater collections and an increase to the volume rate of 46¢ per thousand gallons to cover the pass -through increase from TRA for the collection and treatment of the wastewater. ➢ A 50¢ per thousand gallons rate stabilization rebate was approved to help offset some of the increases. This rebate is for residential water customers up to 15,000 gallons per month. ➢ Other user fees, permit fees and inspection fees were adjusted, as deemed necessary, based on increased costs of service and changes to state law regarding fee structure. ➢ The Water and Wastewater Operating Fund includes transfers to Capital Improvement Programs (CIP) to cash flow infrastructure improvements including water and wastewater line replacements. The annual commitment for line replacement is $1,100,000. An additional $2,000,000 has been allocated to the W/WW Fund Balance for future water and wastewater line replacements and to cover increased costs due to inflationary pressures. ➢ The General Fund includes a transfer to CIP to cash flow annual street improvements. This was increased $50,000 in an effort to keep pace with inflation and is based on a third -party study of street conditions. The approved amount for FY2023-24 is $1,100,000. An additional $4,000,000 has been allocated to General CIP Fund Balance for future capital projects and to cover increased costs due to inflationary pressures. vi ➢ Debt service payments were included in the General Obligation Debt Service Fund for the issuance of Certificates of Obligation to fund renovation of the Police Facility. ➢ Funding was provided from the Car Rental Fund for the design and remodel of the Animal Shelter. The animal shelter will be expanded to include the current Fire Station #2 which is being relocated. ➢ Depreciation funding for the majority of the City's vehicles, equipment, furnishing and fixtures, and certain expected building needs including HVAC, roof, and elevator replacements was included in the baseline budgets. ➢ Several of the recommended reserve levels for funds operated by the City are based on the number of days of operations. This helps keep up with inflationary trends. However, a few funds have reserve recommendations at fixed dollar amounts. This budget authorized an increase to the Risk Fund reserve due to inflationary pressures and to the Car Rental Fund reserve due to reliance on a portion of these funds for annual government operations. GENERAL FUND REVENUES The General Fund resources are proposed at $61,695,165, which includes $53,295,741 in revenues and $8,399,424 of budgeted fund balance drawdown. The City's fiscal policies provide that General Fund reserves should be at least 30 to 60 days of working capital. At no time shall the reserve fall below 8.3% of the General Fund expenditure budget (i.e. 30-day level). The current reserve is maintained at 60 days which equates to approximately 16.4% of next year's budgeted expenditures excluding capital. In order to minimize debt issuance, the City has chosen to cash flow capital expenditures from excess reserves when available. As shown on page 12, the recommended reserve level for FY2023-24 is $8,753,837. The estimated beginning fund balance is $18,313,836, leaving $9,559,999, to fund the budgeted drawdown mentioned above. Proposed revenue for FY2023-24 assumes an overall increase of 7% from the FY2022- 23 original budget. Revenue estimates and projections were developed utilizing economic forecasting and trending with new rates. Funding of the City's General Fund operations is derived from six (6) major revenue categories which include property taxes, sales taxes, franchise fees, licenses and permits, fines and fees, and intergovernmental transfers. Each of these revenue sources is detailed as follows with a brief description of how internal and external factors affect each revenue amount. General Property Taxes The largest financial consideration that guides the development of the budget for the upcoming year is the projection of property tax revenues. This revenue is based on information from the Certified Tax Roll received July 25th from the Tarrant Appraisal District (TAD). After the roll is received, the tax rate is set by the City Council based on both the debt rate required to pay annual debt service on the City's general bonded indebtedness and funds needed for maintenance and operations. Property taxes are levied each October 1 on the assessed value as of the prior January 1 for all real, business, and personal property located in the City. Assessed value represents the appraised value less applicable exemptions authorized by the City Council. Appraised values are established by TAD at 100% of estimated market value. Taxes are due October 1 and are delinquent after January 31. Penalties and interest are charged at 7% on delinquent taxes beginning February 1 and increase incrementally each month to 18% on July 1. After July 1, additional interest accrues at a rate of 1 % each month. These penalties and interest do not apply to taxpayers who choose to pay their tax bill quarterly. vii Certified property valuations for tax year 2023, including minimum value of property under protest, provided to the City by TAD totaled $6,844,091,124, an increase of $842,526,450 from the 2022 tax roll of $6,001,564,674. The certified roll reflects all taxable property in the City as of January 1, 2023. The current certified values show an increase of 14% over the prior year. Property values currently total $6.84 billion as shown by the graph. The City's adopted tax rate is $0.4575 per $100 of assessed valuation. 7.75 6.75 rn 5.75 4.75 3.75 z 2.75 3 > 1.75 0.75 Taxable Assessed Valuation +� $6.00 4.41$4.93 $5.16 $5.31 $0.97 $1.40 1995 2000 2019 2020 2021 2022 2023 2024 Fiscal Year Euless' tax rate has declined steadily from 61.60 in 1995 to an adopted rate of 45.750 for FY2023-24. The City's goal of maintaining a stable tax rate has proven very beneficial to the citizens of Euless. Additionally, the City grants exemptions for homesteads allowed by state law and provides senior and disabled citizen $0.60 ti exemptions. In 2004, the City established an irrevocable tax freeze on $0.$0 ^�o o^ oh eo the residential homesteads of disabled $0.40 0 0° o° o° o' o° o� persons and residential homesteads of $0.30 persons age 65 years or older. Property Tax Rate History $0.20 �o• h� �r �v � 1O�v o"•'� 6� In order to fund additional public safety $0.10 personnel, the tax rate did increase $000 / 1.250 in FY2021-22; however, this increase was only in place for one year as the rate was lowered by 1.50 in FY2022-23 and an additional 0.250 in FY2023-24 based on increases in assessed values. Based on the average residential home value of $340,145, an average homeowner will pay $1,244.93 in annual property taxes compared to an average annual tax burden of $1,056.16 for FY2022-23, which is an increase of $188.77 per year or $15.73 per month. The approved rate is lower than the voter approval rate, which is 46.31680. 1995 2000 2019 2020 2021 2022 2023 •Maintenance & Operations •Interest & Sinking 2024 General property tax revenues are anticipated to generate $21,982,546 (including delinquent taxes and related penalties but excluding Tax Increment Reinvestment Zone [TIRZ] revenues) which accounts for 41% of all General Fund revenue. Sales Tax Revenues Revenue collected from sales taxes is the second largest component of the General Fund. Sales taxes in the General Fund account for 33% of total revenues. Sales tax receipts are the result of a tax levy on the sale of goods and services within the City as authorized by the State of Texas. The sales tax rate for the City of Euless is 8.250. Of this amount, the State receives 6.250 and the City receives 20. Of the City's portion, the General Fund receives 1.250 which includes a 10 general sales tax and a 1/4¢ for property tax relief. In addition, in 1993 the citizens of Euless voted to levy an additional 1/2¢ sales tax for the Euless Development Corporation (EDC) and in 1995 an additional 1/40 sales tax for the Crime Control and Prevention District (CCPD) which are reported as blended component units of the City in Special Revenue Funds. The City's Economic Development department continues to seek development opportunities to further diversify the sales tax base. It is the City's policy to use a conservative approach in forecasting this revenue source due to volatility and high dependence on local economic conditions. The 1¢ General Fund viii sales tax is expected to generate $13,749,654 in FY2023-24 and the'/4¢ additional sales tax for property tax relief is anticipated to generate $3,543,926. This is an increase from last year due to continued development and inflation. As the total sales tax collections chart indicates, this revenue source has grown significantly over the last decade. As sales tax revenue increases, the City's risk and vulnerability to adverse changes in economic conditions such as the pandemic and inflation also increases. Projecting sales tax revenues in future years continues to be challenging, given the uncertain impact of inflationary pressures, supply chain issues, development efforts, legislative initiatives and economic conditions. Franchise Fees Franchise Taxes (gross receipt taxes) are charged to utility companies for the privilege of using right-of-way within the City. The City Council authorized a 5% charge on gas, garbage, recycling, water and wastewater, and cable receipts. Electric utilities pay a fee based on the kilowatt hours provided to customers within the City of Euless. Telecommunications companies remit payments based on a per line access fee. Total gross receipt/franchise taxes are estimated at $4,518,907 which represents less than 8.5% of the General Fund revenues. This revenue has dropped from previous years due to legislative changes for telephone and cable franchise fees. 0 $32 $28 $24 $20 $16 $12 $8 $4 $0 Total Sales Tax Collections 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Est. Proj. ■General ■EDC DCCPD Licenses and Permit Fees Licenses and permit fees represent almost 1.3% of General Fund revenues and include charges by the City for certain types of operator licenses and permits for construction and other items regulated by City ordinance. Building activity remained strong over the last several years. FY2023-24 is expected to decrease as the City reaches buildout. Fines and Fees Fines and fees represent over 7% of the General Fund revenues and include revenue generated from municipal court cases, ambulance fees, jail revenues, and library fees. Fines and fees are projected to decrease from FY2021-22 actual collections due to declines in municipal court fee collections. Intergovernmental Transfers/Miscellaneous Intergovernmental transfers represent 9% of General Fund revenues which includes general and administrative transfers from the Water and Wastewater Fund, the Drainage Fund, and the Short -Term Motor Vehicle Fund. Other miscellaneous revenues represent less than 1 % of General Fund revenue. GENERAL FUND EXPENDITURES General Fund operating expenditures are projected at $53,252,508, which represents an increase of 7% from the FY2022-23 budget excluding capital programs. This increase is primarily due to the approved pay plan, the addition of personnel, software upgrades, and increased baseline expenses for supplies, services, and contractual agreements. ix A baseline salary increase of 3.5% was approved for public safety to maintain a skilled workforce and remain competitive. Additionally, funding was provided for a merit -based increase for non-public safety personnel with an average of 3.5%. Additional General Fund personnel include a School Resource Officer which is primarily funded by Hurst - Euless -Bedford Independent School District (HEB ISD), a Public Service Officer for the combined jail operation, a Public Works Inspector, and an Animal Control Officer. Funding for one Police Officer was transferred to the Crime Control and Prevention District (CCPD) and funding for part time jailers has been transferred from the CCPD to the General Fund for ease of reporting on shared jail operations. Finally, a quarter of the General Manager of Texas Star funding was transferred to the Conference Center expenses. Contractual rebates have been increased based on expected increases in sales tax collections. Recommended capital items are detailed in the budget and are funded from excess reserves. A breakdown of General Fund Revenues and Expenditures is graphed as follows: Transfers 9% Int. & Misc. 0% Remn yes Use Taxes 33% Property Taxes 41% General Fund Licenses & Permits 1% Franchise Fees 9% Fines & Fees 7% PACS 5% Capital 14% City Admin. 2% Expenditures Police 30% Fire 22% Public Works 6% Finance 3% Admin. Srvcs. 7% Non -Dept. 10% In accordance with the City's fiscal policy, all current expenditures will be paid from current revenues. The budgeted General Fund reserve, as provided for in the fiscal policies, is equal to 60 days of working capital which equals 16.4% of budgeted General Fund expenditures excluding capital. The fund balance summary, provided on page 12, verifies that the City has complied with this policy. Only excess reserves have been used to fund capital needs. A detail of capital expenses can be found on page 34. WATER AND WASTEWATER FUND REVENUES Resources available in the Water and Wastewater fund total $36,267,930, which includes $33,135,803 in estimated revenues and $3,132,127 of prior year excess reserves. The water and wastewater revenue projections are based on newly adopted rates and estimated consumption for FY2023-24. Budgeted water revenues are calculated utilizing a base rate of $14.75 per month for residential customers and a variable commercial customer base rate based on meter size. In an effort to promote continued water conservation, the City's water rates are structured whereby customers pay a graduated volume rate based on varying levels of monthly water consumption. The FY2023-24 budget includes an increase in the rate for potable water consumption of 58¢ per thousand gallons on all tiers. This increase is based upon increased costs of production including cost for water purchased from Trinity River Authority (TRA). x Total revenue projections are reduced by a rebate to single family residential customers of 50¢ per thousand gallons used up to a maximum of 15,000 gallons per month. The City's rate stabilization fund will provide the resources to cover the cost of the rebates for FY2023-24. Budgeted wastewater revenue is calculated on a base rate of $13.00 per month for all customer classes, and a volume charge of $4.99 per 1,000 gallons of wastewater treatment up to a maximum of 12,000 gallons for residential customers. This is an increase of 46¢ per thousand gallons which is directly related to increased cost of collection and treatment by TRA. No maximum applies to commercial customers for wastewater treatment. In addition to water and wastewater charges, this fund derives its revenues from sanitation service, recycling, reconnection fees, inspection fees, transfer fees, late payment penalties, and interest earnings. Actual revenue in this enterprise fund varies seasonally and can fluctuate substantially based on weather conditions. Revenues and Expenditures of the Water and Wastewater Fund are graphed below: Penalties 1% Reclaimed Water 3% Water & Wastewater Revenues Wastewater 37% Water 55% Sanitation 1% Recycling 2% Other 1% Expenditures Water Production 34% Public Works 1% Finance 2% Non -Dept. 31% WATER AND WASTEWATER FUND EXPENDITURES Water Distribution 5% Wastewate Treatment 18% GIS 2% Capital 7% Water and Wastewater Fund operating expenditures are projected at $33,133,350. This is an increase of 10% from the FY2022-23 original budget excluding capital programs. This increase is primarily attributed to the increase in the cost to purchase water and the cost of wastewater treatment from Trinity River Authority as well as the pay plan and transfers for gross receipts, General and Administrative charges, and Service Center expenses. Recommended capital / one-time items are detailed on page 35 and are funded from excess reserves. The City's fiscal policy requires the Water and Wastewater Fund to maintain a minimum of 45 to 75 days working capital. The City of Euless currently maintains a 75-day reserve. As mentioned, the City has chosen to cash flow capital expenses from excess reserve levels when available. As shown on page 15, the recommended reserve level for the Water and Wastewater Fund is $6,808,223. Budgeted expenditures in the Water and Wastewater fund provide for the production and distribution of water, transmission and treatment of wastewater, recycling, and utility billing and collections. The xi FY2023-24 budget also includes a transfer from the operating fund to the capital projects fund for capital improvements detailed in the Water and Wastewater Capital Projects section below. WATER AND WASTEWATER CAPITAL PROJECTS The Water and Wastewater Capital Projects Fund includes water line replacement for Huntington Drive Phase II and Sotogrande Boulevard Phase I. This budget includes additional funding for wastewater line replacement at the Trailwood Addition. Supplemental information is provided in the Capital Improvement Program section of this document, as well as in the Capital Improvement Program issued under separate cover. WATER AND WASTEWATER RESERVE REQUIREMENTS Water and Wastewater revenue bond covenants require the City to have on -hand reserve amounts sufficient to cover the cost of the average annual debt service on outstanding bonds. This reserve is in addition to the working capital required by the City's fiscal policies and is maintained in a separate fund. For the FY2023-24 budget, the required reserve is $715,087. INTERNAL SERVICE FUNDS Health Insurance/Benefits Fund The City provides employee medical insurance coverage on a self -insured basis. The employee pays a portion of the insurance cost. The excess coverage insurance policies for FY2023-24 require a specific deductible of $125,000 per person and covers aggregate claims in excess of $7,723,838. Vehicle/Equipment Replacement Fund The City maintains an equipment replacement program to accumulate funds for the replacement of existing vehicles, equipment, furnishings, and fixtures. Funding is provided annually by user departments in order to accumulate funds to cover the expected replacement costs. Additionally, purchases in excess of $75,000 are supplemented with funding from the Car Rental Fund and the use of tax notes as required. SPECIAL REVENUE FUNDS Hotel/Motel Fund The Hotel/Motel Fund was established to account for a 7% hotel/motel occupancy tax allowed by the State of Texas. The tax is levied on the rental of a hotel/motel room within the City of Euless. Funds generated by this occupancy tax must be expended for items that qualify in accordance with state law including the promotion of tourism, programs which enhance the arts, historical restoration programs, and convention facilities. The hotel/motel tax receipts are projected to increase in FY2023-24 from current year budget estimates based on increased travel. Historical preservation, conference center operations, and contractual rebates are included in the budget for FY2023-24. Half -Cent Sales Tax Fund Euless citizens approved an additional 1/2¢ sales tax in 1993 that is restricted for parks, library, and economic development activities. Sales tax revenue projections for FY2023-24 are expected to increase 3% from the FY2022-23 budget. One-time funding was provided for RFID (radio frequency identification) equipment for the library, a roof replacement for the greenhouse, a new park's master plan, a multi -purpose hard court, Parks at Texas Star (PATS) lighting, and a transfer for miscellaneous park's improvements to the capital fund. This budget maintains the required 60 days of working capital for reserves, which is consistent with other governmental funds. xii Police Drug Fund This fund was established to account for the proceeds from sale of assets seized in connection with drug arrests. These revenues are used exclusively for Police department expenditures and have allowed the City to upgrade police radio systems, provide protection gear for officers, purchase additional police vehicles, purchase a mobile sky watch trailer, purchase a security system for the police facility, and develop the Commercial Vehicle Enforcement program. Crime Control and Prevention District Fund The Crime Control and Prevention District (CCPD) Fund is used to account for an additional 1/4¢ voter - approved sales tax. State law restricts the use of these funds to crime control and prevention activities. This revenue source provides funding for 20 public safety positions. The CCPD FY2023-24 budget also includes additional funding for an alternate emergency operation center, cybersecurity data protection, and additional funding for the police facility remodel. Short -Term Motor Vehicle (Car Rental) Tax Fund In November 1999, Euless citizens approved a 5% tax to be collected on all short-term motor vehicle rentals within the City limits. In the spring of 2000, the Dallas -Fort Worth International (DFW) Airport opened a consolidated car rental facility within Euless City limits. These funds are divided equally among Euless, Dallas, and Fort Worth per the requirements of a revenue sharing agreement established by the parties in FY1997-98. Revenue from car rentals continue to be strong. We expect total revenues of $18,070,301 in FY2023-24. Expenditures from this fund include a transfer to the General Fund equal to one-third of the City's share of the revenue. This transfer helps offset the amount needed from property taxes to support general government operations. Additionally, funding is included for the airport revenue sharing obligations and equipment replacement funding as mentioned previously. Funding has also been provided for redevelopment and a renovation and expansion of the animal shelter. These two items are detailed in the Capital Improvement Plan document. The reserve level for this fund has been $2,000,000 for over 20 years. This proposed budget includes an increase to $4,000,000 due to increased reliance on this funding for general government operations. OTHER ENTERPRISE FUNDS Recreation Class Fund The Recreation Class Fund provides outstanding community activities for citizens. The activities financed from this fund range from youth programs to senior citizen activities, and provide funding for many activities at the Euless Family Life Center. Drainage Utility Fund This fund was established to account for the acquisition, operation, and maintenance of a municipal drainage utility. User fees collected on a monthly basis from residential and commercial customers support this fund. The FY2023-24 residential monthly rate remains at $3.00 and remains competitive with other communities in the area. Monthly commercial drainage fees are based upon lot size and increased proportionately. This revenue source is used to fund eight Public Works positions, drainage capital improvement projects, and maintenance of the drainage system. Texas Star Golf Course The Texas Star Golf Course and Conference Centre is a vibrant part of the Euless community. This facility is well-known for world class golf that is secluded in the midst of the Dallas/Fort Worth Metroplex. This challenging course has been recognized as a premier municipal facility by leading golf publications. The course was listed Top 10 Best Golf Courses to Tee Off at in & Around Fort Worth, Texas, described by Golf Digest as a "Great public course near DFW airport," and ranked in the top 50 of "The Best Texas Golf Courses" by texasgolf.com. Raven's Grille and the Conference Centre continue to receive rave reviews. The Conference Centre has 7,000 square feet of divisible space and hosts business conferences, weddings, concerts, and other events. During FY2022-23 the course experienced more paid rounds played than projected. The adopted budget includes revenue projections of 5,663,037 and budgeted operating expenses of $5,654,171. Texas Star Sports Complex Texas Star Sports Complex is an amateur athlete's dream. It provides the perfect location for tournaments and special events. Synthetic turf and parking enhancements at the Parks at Texas Star have taken amateur fields in the area to a higher level and allow for quicker play time following rain events. The FY2023-24 budget for this complex includes projected revenues of $1,166,144 and budgeted operating expenses of $1,073,822. LONG-TERM FOCUS Multi -Year Financial Plan To this point, the budget message has focused on short-term financial policies and goals that guide the development of the budget for the upcoming year. Long-term financial goals and issues are examined each year through the preparation of the Multi -Year Financial Plan, which covers the next five years. Decisions for the upcoming year are not made without considering the long-term financial impact. Expenditures are projected at moderate growth and funding strategies are developed to provide for this growth. Potential revenue sources, cost saving strategies, and debt issuance are considered before property tax rate changes or utility rate changes are factored into the plan to balance the projected budgets. Capital Improvement Plan Another important long-term planning document is the Capital Improvements Program (CIP). The City has created and produced, under separate cover, a CIP to address many of its long-term goals which include: maintaining and constructing infrastructure and municipal facilities in accordance with the CIP Plan and Facilities Master Plan while maintaining consistent debt levels; completing park projects that have been identified by the Parks Master Plan; and promoting community revitalization. The program includes a framework for assessing the fiscal impact of identified projects. The capital program is reviewed annually to reflect changing priorities and funding availability. The CIP Plan meets the City Council's goal of providing for systematic infrastructure improvements and facility improvements by providing a plan and funding to upgrade amenities and infrastructure. The program identifies potential projects which are described in detail and prioritized. Projects scheduled for consideration in the FY2023-24 budget are matched with funding sources. Projects scheduled for consideration within the next five years are included in the preparation of the multi -year plan with potential funding sources identified and operational impacts included in the appropriate funds. The multi -year capital plan is a useful tool that allows the City to evaluate the operating impact of future capital projects. Projects funded through the issuance of debt impact operating budgets and are planned accordingly. The FY2023-24 budget includes a variety of capital improvement projects, as detailed in the capital section of this document on pages 160-163 and in the CIP under separate cover. Several projects for FY2023-24 will be funded through operating transfers or excess reserves, funds received through an energy efficiency and Conservation Block Grant, and a debt issuance. The FY2023-24 CIP budget includes total resources available (including intergovernmental transfers) of $55,683,502 and capital expenditures (including on -going funded projects) of $38,627,185. The budget cycle of the capital project funds is different from the budget cycle of operating funds. The most significant xiv difference is the method of financing. Capital projects are often financed through the use of nonrecurring sources, specifically, bond proceeds, and the use of excess reserves. Therefore, the money is received in one fiscal year and the payment of the project expenses often extends over several fiscal years. As in the past, excess operational revenues will have a priority to fund capital projects in order to reduce interest expense related to bond issues. Additional funding for future projects will include the consideration of grant availability, self-sufficiency of revenue type bonds, and debt capacity. The FY2023-24 budget further addresses the goal of maintaining infrastructure by allocating funds to continue miscellaneous drainage, screening walls, and street improvements and reconstruction, reclaimed water system expansion, Heritage Avenue improvements, redevelopment, economic development incentives, and miscellaneous golf, park and irrigation improvements. GENERAL DISCUSSION OF LONG-TERM DEBT POLICIES/OBJECTIVES The City Council and citizens of Euless have determined that debt issuance is a viable method of financing major capital projects. Per the City's fiscal policies, long-term debt will not be used for operating purposes and the life of the debt instruments will not exceed the useful life of the projects financed. The City has also specified that bonds with an average life of 20 years or less will be issued to reduce net interest cost and maintain future flexibility by paying off debt earlier. The majority of the City's long-term debt has been used to finance infrastructure needs and traditional government facilities such as streets, public safety facilities, libraries, and park development. The following discussion highlights the City's legal restrictions and requirements relating to debt issuance, types of debt issuance, and the impact of the CIP on City operations and debt service amounts. Authorization to Issue Debt/Legal Debt Margin As set forth in the Constitution of the State of Texas, cities with a population of 5,000 or more inhabitants may, by majority vote of the qualified voters, adopt or amend charters to become "home rule cities." Euless, being a home rule city, has adopted a Charter. The Charter provides in Article VIII, Section 4 that: "It shall be the duty of the Council to levy an annual tax sufficient to pay the interest on and provide the necessary sinking fund required by law on all outstanding general obligation bonds of the City." In accordance with the State of Texas Constitution, the City of Euless has not exceeded the legal debt limit as calculated: Taxable Assessed Valuation $6,844,091,124 Constitutional Limit of Debt 2.5% of assessed valuation Maximum Constitutional Revenue Available $171,102,278 Constitutional Maximum Tax Rate $2.50 per $100 assessed valuation Adopted Tax Rate $0.4575 per $100 of valuation Available Unused Constitutional Maximum Rate $2.0425 Tvaes of Debt Outstanding The City has existing long-term debt for the acquisition and construction of major capital facilities, infrastructure, and equipment. Additional debt in the amount of $20.6 million was sold for Police and Court Building remodel. xv A brief explanation of various debt instruments is provided below. Additional information on the debt is included in pages 165-203 of this book. General Obligation Bonds — are issued pursuant to voter authorization for infrastructure and facility projects. General Obligation Refunding Bonds — are issued to refund existing General Obligation Bonds and Certificates of Obligations in order to lower the overall debt service requirements of the City. These bonds do not require voter authorization. Certificates of Obligation — are similar to General Obligation bonded debt in their intended usage but do not require voter authorization and cannot be used for refunding existing debt. Water and Wastewater Revenue Bonds — are issued to provide funds for certain improvements to the water and wastewater system as well as to refund prior water and wastewater debt issues. These bonds are reported in the Water and Wastewater Fund and are repaid from revenues of this enterprise fund. Sales Tax Revenue Bonds — are used to finance library, park, and economic development projects. Sales tax revenue bonds are repaid from the half -cent sales tax revenues collected by the Euless Development Corporation. Tax Anticipation Notes — are issued to finance shorter -term debt such as short economic life assets. Impact of Capital Improvement Program The City recognizes that many capital projects will have an impact on future operating budgets. Although the reconstruction of streets and replacement of water and wastewater lines impact operations by reducing maintenance costs, these funds are redirected for additional maintenance throughout the City. Therefore, the net effect to operations and maintenance costs is expected to be minimal. However, there are many positive impacts to citizens including improved driving conditions and improved water and wastewater flow due to line replacements. New and expanded facilities will have some impact on operations, specifically, in additional utility, maintenance, and janitorial costs. These costs are incorporated in the operational budgets and the multi -year financial plan. Further detail on the operational impact is provided in the CIP document. ECONOMIC CONDITION The City of Euless is located in Tarrant County in the heart of the Dallas/Fort Worth (DFW) Metroplex and adjacent to the DFW International Airport. Thus, the economic vitality of the region significantly impacts the economic health of Euless. DFW Airport reports itself as the third largest airport in terms of operations and second largest in terms of passengers in the world, handling 73 million passengers annually. According to the North Texas Commission, DFW is the 4th largest region in the U.S. and has experienced tremendous growth during the past decade. With its highly -diversified economy, DFW has a population of over 7.7 million, a Gross Domestic Product of $534.8 billion, a labor force of over 4 million with the fourth largest labor force of U.S. metropolitan areas, an 8.1% job growth rate, is home to 23 Fortune 500 Firms, and boasts college enrollment of over 472,600 in colleges and universities making their home in the region. Such an economic environment has helped the region weather economic downturns in key sectors better than many other regions in the nation. xvi The AllianceTexas development in North Fort Worth is a 27,000-acre development that has generated an estimated $111 billion in economic impact with over 560 companies, generating 66,000 direct jobs. It is anchored by the inland port known as the Alliance Global Logistics Hub. This area offers a variety of commercial real estate options, industrial space, office space, and retail facilities. Perot Field Fort Worth Alliance Airport was also named a Top 20 U.S. Cargo Airport by the Federal Aviation Administration (www.alliancetexas.com). Assessed value for all residential and commercial property in the City of Euless is estimated at approximately $6.8 billion for tax year 2023, which is a 14% increase from the prior year, due to increases in both residential and commercial real estate property values. Sales tax collections increased almost 3.8% from FY2021-22 to FY2022-23. Euless continues to look for additional revenue opportunities in order to minimize the tax burden to citizens and strives to cut costs without impacting service. The City receives a significant amount of revenue from a consolidated rental car facility located at DFW Airport. COVID-19 had a significant impact on the travel industry and this revenue source significantly reduced in FY2019-20 but has since rebounded and has exceeded previous collections. The City Council has chosen to continue to use this funding source to support general government operations and to cash flow capital projects in lieu of debt issuance when possible. The City has been very cautious to not become overly dependent on this volatile resource while providing for needed improvements for citizens. The City of Euless has approximately 358.54 acres of undeveloped land. The Dallas Cowboys AT&T Stadium, 2023 World Champion Texas Rangers Globe Life Park and Choctaw Stadium in Arlington are located within minutes of Euless and, continue to attract additional tourism to the City by hosting concerts and sporting events. Euless population has increased from 53,780 to 61,544 in ten years (North Central Texas Council of Governments). The City's median household income is $77,403, which compares favorably to $72,284 for Texas and $74,755 for the United States (U.S. Census Bureau). The City's educational level is 93.7% high school graduate or higher, which again is favorable to 86.1% for Texas and 89.6% for the United States (U.S. Census Bureau). During the past few years, Euless has realized new commercial, industrial, residential, and multi -family developments. The City of Euless is focused on bringing quality development to the area, seeking redevelopment opportunities, and promoting business retention. IN SUMMARY The adopted budget continues to provide funding to continue all programs and services, provides for a competitive salary package and reduces the tax rate while continuing to fund vital infrastructure improvements. Each department works diligently to contribute to the overall goals and objectives described above while also being mindful of the financial impact of programs and services. ABOUT THIS BOOK...Understanding how to use this book most efficiently is the key to absorbing the volume of data needed to analyze information and make informed decisions. Supplemental information is provided for informational purposes only and is not formally approved as part of the budget process. Supplemental information is reported at the department or fund level, charts and graphs have been used when possible to provide information at a glance and comparison data has been limited to prior year actual budget, estimated and proposed. A copy of this document will be in the library for citizen review and is available on the City's website at www.eulesstx.aov/finance. The City's CIP Document is printed separately. This document includes details of funded, unfunded, and completed capital projects. Descriptions, cost estimates, and priority status is also provided for each project. xvii We appreciate the dedication of the Mayor and Council during the budget process, and thank the employees for their assistance in developing a budget that will allow us to continue to pursue the City's goals and objectives. As always, the City of Euless staff welcomes and appreciates your comments. Respectfully submitted, g5(e7uee Loretta Getchell City Manager xviii COUNCIL ADOPTED 2023-2024 ANNUAL CITY OF EULESS BUDGET COMBINED SUMMARY OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES Includes All Funds Subject to Appropriation with Comparison to Prior Years BEGINNING FUND BALANCE BUDGETED REVENUES Property Taxes Gross Receipts Tax General Sales Tax Selective Sales Tax Fines/Fees/Penalties Licenses & Permits Interest Income Intergovernmental Revenue Charges for Service Miscellaneous/Rental Income Insurance/Risk/Other Sources Revenues before Transfers Transfers from other funds TOTAL REVENUES AVAILABLE RESOURCES BUDGETED EXPENDITURES Personal Services Professional/Technical Services Contractual Services Utilities Maintenance Other Services/Contingencies Insurance General & Administrative Rebates/Incentives Supplies Capital & Infrastructure Improvements Capital / One -Time Debt Service/Bank Charges Expenditures before Transfers Transfers to other funds TOTAL EXPENDITURES ENDING BALANCE DESIGNATED UNDESIGNATED PROJECTED ENDING FUND BALANCE RECOMMENDED RESERVES PER FISCAL POLICY GENERAL FUND SPECIAL REVENUE FUNDS DEBT SERVICE FUNDS ENTERPRISE FUNDS INTERNAL SERVICE FUNDS RESERVE FUNDS $ 18,313,836 $ 28,180,701 $ 2,982,530 $ 13,259,588 $ 32,341,732 $ 8,375,775 $ 21,907,546 $ 4,518,907 $ 17,293,580 $ 205,000 $ 1,771,554 $ 545,429 $ 112,404 $ 565,834 $ 2,181,120 $ 516,450 $ 5,000 $ 49,622,824 $ 3,672,917 $ 53,295,741 $ 71,609,577 38,428,747 1,866,020 871,560 1,074,735 1,163, 306 275,500 5,300 518,404 1,960,515 1,206,756 10,674,628 6,000 58,051,471 3,600,461 61,651,932 $ 3,051,990 $ 74,032 $ 11,022,938 $ 19,322,686 $ 407,598 $ $ 626,355 $ 827,915 $ $ 126,192 $ $ 35,459,706 $ 142,530 $ 35,602,236 $ 63,782,937 5,979,729 351,842 83,000 342,013 61,500 222,000 68,125 12,498,835 498,906 3,458,152 412,326 23,976,428 16,259,401 40,235,829 $ $ $ $ 12,000 $ 238,000 $ 194,408 $ 58,477 $ $ 39,657,346 546,900 $ 56,579 $ 6,677,423 $ 40,010,402 4,608,034 $ 3,063,514 11,285,457 $ 43,073,916 14,267,987 $ 56,333,504 - $ 10,602,787 3,925 $ 3,045,003 $ 520,024 - $ 18,279,713 - $ 578,535 - $ 125,500 - $ 83,488 - $ 143,940 $ $ 2,043,923 $ $ 493,084 11,154,899 $ 6,000 11,158,824 $ 35,921,997 $ 9,491,387 11,158,824 $ 45,413,384 628,202 $ $ $ 741,725 8,563,725 9,933,652 6,211,225 16,144, 877 48,486,609 33,000 $ 65,000 $ $ 98,000 $ $ $ 964,136 $ 373,825 $ $ $ 13,500 $ 188,088 $ 8,389,975 $ 2,000 $ $ 10,375 $ $ $ $ 15,745,696 $ 1,834,236 $ 17,579,932 $ 5,803,797 98,000 8,473,775 647,711 647,711 $ 121,182 $ 816,903 $ 695,905 $ - $ - $ 4,638,961 $ 9,836,463 $ 22,730,205 $ 2,413,258 $ 10,920,120 $ 30,906,677 $ 3,187,103 $ 9,957,645 $ 23,547,108 $ 3,109,163 $ 10,920,120 $ 30,906,677 $ 7,826,064 $ 8,753,837 I $ 5,717,646 I $ 687,582 I $ 8,493,044 I $ 26,522,685 I $ NOTE: Some accounts may have been recategorized to provide consistent presentation across funds. xix COUNCIL ADOPTED 2023-2024 ANNUAL CITY OF EULESS BUDGET COMBINED SUMMARY OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES Includes All Funds Subject to Appropriation with Comparison to Prior CAPITAL FY2023-24 ALL IMPROVEMENT FUND FUNDS SUMMARY BEGINNING FUND BALANCE $ 32,645,465 $ 136,099,627 $ BUDGETED REVENUES Property Taxes Gross Receipts Tax General Sales Tax Selective Sales Tax Fines/Fees/Penalties Licenses & Permits Interest Income Intergovernmental Revenue Charges for Service Miscellaneous/Rental Income Insurance/Risk/Other Sources Revenues before Transfers Transfers from other funds TOTAL REVENUES AVAILABLE RESOURCES BUDGETED EXPENDITURES Personal Services Professional/Technical Services Contractual Services Utilities Maintenance Other Services/Contingencies Insurance General & Administrative Rebates/Incentives Supplies Capital & Infrastructure Improvements Capital / One -Time Debt Service/Bank Charges Expenditures before Transfers Transfers to other funds TOTAL EXPENDITURES ENDING BALANCE DESIGNATED UNDESIGNATED PROJECTED ENDING FUND BALANCE RECOMMENDED RESERVES PER FISCAL POLICY 328,375 54,527 358,934 741,836 22,296,201 23,038,037 55,683,502 $ $ 873,000 $ $ 100,000 $ $ 2,176,436 $ - $ - $ 25,000 $ 25,000 $ 35,309,699 $ $ $ 38,509,135 $ 118,050 $ 38,627,185 Years BUDGET FY2022-23 ESTIMATED ACTUAL FY2022-23 FY2021-22 135,855,410 $ 135,855,410 $ 119,923,617 $ 30,883,651 $ 27,325,158 $ 27,401,840 $ 25,134,047 $ 4,592,939 $ 4,320,114 $ 4,466,204 $ 4,478,145 $ 28,316,518 $ 27,541,165 $ 29,550,330 $ 28,693,421 $ 19,527,686 $ 19,309,907 $ 19,937,502 $ 20,310,335 $ 2,757,527 $ 2,838,320 $ 2,717,885 $ 3,841,917 $ 545,429 $ 557,400 $ 970,587 $ 1,031,340 $ 1,707,373 $ 254,804 $ 3,951,742 $ 812,688 $ 1,752,683 $ 510,967 $ 9,351,424 $ 2,370,035 $ 41,838,466 $ 38,004,488 $ 38,235,822 $ 38,894,006 $ 2,052,846 $ 1,943,674 $ 2,174,911 $ 3,438,562 $ 8,568,725 $ 8,214,980 $ 30,264,082 $ 15,366,258 $ 142,543,843 $ 130,820,977 $ 169,022,329 $ 144,370,754 $ 39,994,421 $ 31,940,186 $ 32,125,335 $ 24,080,172 $ 182,538,264 $ 162,745,688 $ 201,147,664 $ 168,450,926 $ 318,637,891 $ 298,616,573 $ 337,003,074 $ 288,374,543 $ 55,975,399 $ 53,802,647 $ 53,795,062 $ 47,605,273 $ 6,513,615 $ 8,132,615 $ 8,915,874 $ 5,094,834 $ 1,474,584 $ 1,356,455 $ 1,670,678 $ 1,298,261 $ 19,796,461 $ 17,406,647 $ 17,406,647 $ 16,859,385 $ 1,816,841 $ 1,599,005 $ 1,599,005 $ 1,660,077 $ 2,987,524 $ 1,361,063 $ 2,413,160 $ 132,803 $ 8,478,763 $ 7,663,373 $ 7,773,373 $ 7,200,085 $ 732,469 $ 657,060 $ 657,060 $ 361,770 $ 14,484,350 $ 14,571,774 $ 15,160,388 $ 15,671,901 $ 3,784,960 $ 3,434,125 $ 3,508,227 $ 3,225,293 $ 35,309,699 $ 22,426,020 $ 37,607,332 $ 15,790,690 $ 20,429,661 $ 15,179,223 $ 10,708,129 $ 8,795,563 $ 11,579,225 $ 10,601,242 $ 10,737,077 $ 9,235,332 $ 183,363,551 $ 158,191,249 $ 171,952,012 $ 132,931,267 $ 31,951,246 $ 28,697,323 $ 28,951,435 $ 19,587,866 $ 215,314,797 $ 186,888,572 $ 200,903,447 $ 152,519,133 $ - $ 6,272,951 $ 6,188,934 $ 6,188,934 $ 6,146,866 $ 17,056,317 $ 97,050,143 $ 105,539,067 $ 129,910,693 $ 129,708,544 $ 17,056,317 $ 103,323,094 $ 111,728,001 $ 136,099,627 $ 135,855,410 NOTE: 50,174,794 I $ 40,430,204 I $ 40,430,204 I $ 35,059,460 1 Some accounts may have been recategorized to provide consistent presentation across funds. xx THE CITY OF EULESS City of Euless N9`,34' � 2023 THEVCITY EULESS awl Budget THE CITY OF EULESS THE CITY 0 F EUL*ESS July 28, 2023 Honorable Mayor Linda Martin Honorable City Councilmembers: Tim Stinneford, Place One Jeremy Tompkins, Place Two Eddie Price, Mayor Pro Tem, Place Three Perry Bynum, Place Four Harry Zimmer, Place Five Tika Paudel, Place Six INTRODUCTION As required by the City of Euless' Home Rule Charter, the operating budget for the fiscal year beginning October 1, 2023 and ending September 30, 2024 is submitted for your review. This budget document includes all required data per the City's Charter and includes additional supplementary information. We hope our citizens find this document easy to navigate. In accordance with state law, the proposed budget was filed with the municipal clerk on July 21, 2023, and was based on estimated taxable property values since certified values were not received until July 25, 2023. As stated in the document, we have updated the proposed budget based on actual certified taxable property values and adjusted the property tax rate accordingly. The proposed budget is available on the City's website for citizen review. We would like to extend our thanks to all of the department directors and managers along with the finance staff for their outstanding performance in preparing this budget document. BUDGET HIGHLIGHTS In preparing this budget, we strived to provide for a competitive pay plan to retain a talented and skilled workforce while addressing inflationary pressures, additional 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 • Metro 817/267-4403 • Fax 817/685-1416 www.eulesstx.gov 1 personnel in understaffed areas, facility needs and baseline increases necessary to continue to provide outstanding services to our citizens. The City's has a long history of holding or reducing the tax rate each year since 1994 with the exception of a 1.25¢ increase in FY2022 for additional public safety personnel. In FY2023, the tax rate was reduced by 1.5¢ to the current rate of 46¢. The FY2024 budget is based on reducing this rate to 45.750, a reduction of .25¢. Highlights of the proposed budget are detailed below: ♦ The property tax rate for the upcoming fiscal year is proposed to decrease .25¢ from 46¢ to 45.75¢ per $100 of assessed valuation. ♦ There are no cuts in programs or services for citizens. ♦ Personnel additions include a School Resource Officer which will be funded by Hurst -Euless -Bedford Independent School District (HEB ISD), a Public Service Officer for the combined jail operation, a Public Works Inspector, an Animal Control Officer and an Assistant Conference Center Manager currently employed through contract labor. ♦ In an effort to maintain a skilled workforce and remain competitive, a baseline salary increases of 3.5% is proposed for public safety. Additionally, funding has been included to provide a merit -based increase for non-public safety. A range will be established based on an expected average of 3.5%. ♦ The water rate includes a $1 increase in the standard base rate, adjusted proportionately for larger meters, to cover operational cost increases in water delivery and an increase to the volume rate of 58¢ per thousand gallons to cover the pass -through increase from Trinity River Authority (TRA) in the cost to purchase water. ♦ The wastewater rate includes a $1 increase in the base rate to cover operational cost increases in wastewater collections and an increase to the volume rate of 46¢ per thousand gallons to cover the pass -through increase from TRA for the collection and treatment of the wastewater. ♦ A 50¢ per thousand gallons rate stabilization rebate is proposed to help offset some of the increases. This rebate is for residential water customers up to 15,000 gallons per month. ♦ Other user fees, permit fees and inspection fees are proposed to be adjusted, as deemed necessary, based on increased costs of service and changes to state law regarding fee structure. ♦ The Water and Wastewater Operating Fund includes transfers to Capital Improvement Programs (CIP) to cash flow infrastructure improvements including water and wastewater line replacements. The annual commitment for line replacement is $1,100,000. An additional $2,000,000 has been allocated to the W/WW Fund Balance for future water and wastewater line replacements and to cover increased costs due to inflationary pressures. ♦ The General Fund includes a transfer to CIP to cash flow annual street improvements. This has been increased $50,000 in an effort to keep pace with inflation and is based on a third -party study of street conditions. The proposed amount for FY2023-24 is $1,100,000. An additional $4,000,000 has been 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 • Metro 817/267-4403 • Fax 817/685-1416 www.eulesstx.gov 2 allocated to General CIP Fund Balance for future capital projects and to cover increased costs due to inflationary pressures. ♦ Debt service payments have been included in the General Obligation Debt Service Fund for the issuance of Certificates of Obligation to fund renovation of the Police Facility. ♦ Funding has been provided from the Car Rental Fund for the design and remodel of the Animal Shelter. The animal shelter will be expanded to include the current Fire Station #2 which is being relocated. ♦ Depreciation funding for the majority of the City's vehicles, equipment, furnishing and fixtures, and certain expected building needs including HVAC, roof, and elevator replacements is included in the baseline budgets. ♦ Several of the recommended reserve levels for funds operated by the City are based on the number of days of operations. This helps keep up with inflationary trends. However, a few funds have reserve recommendations at fixed dollar amounts. This budget recommends an increase to the Risk Fund reserve due to inflationary pressures and to the Car Rental Fund reserve due to reliance on a portion of these funds for annual government operations. ♦ A detail of the recommended capital and supplemental programs is included in this Proposed Budget, as well as in Tab 2 along with a schedule of vehicle, equipment, furnishings and fixture replacements. GENERAL FUND General Fund revenues are proposed at $53,295,741 which represents an increase of 7% from the previous year's budget. The increase is primarily due to increased sales tax collections and the estimated increase in property tax revenue from new development and increased values. Property valuations as of July 25t", including minimum value of property under protest and incomplete properties, provided to the City by Tarrant Appraisal District totaled $6,844,091,124 for FY2023-24. This represents an increase of $842,526,450 or 14% from the FY2022-23 tax roll of $6,001,564,674. The tax rate proposed for FY2023-24 is 45.75¢ per $100 of assessed valuation, which includes 36.2697¢ for maintenance and operations and 9.4803¢ for debt service. FY2022-23 sales tax collections are projected to end the fiscal year up almost 7.5% from budget due to better than expected collections. This is attributed to both continued commercial development and inflationary increases. Projections for FY2023-24 sales taxes assumes a 3% increase over FY2022-23 original budget. Other revenue sources vary in their projections. While building permits have been strong, this revenue source will continue to decline as the City reaches buildout. Therefore, we continue to reduce our dependence on this revenue. Municipal court fines and fees collections have increased recently and therefore our projection for next year has increased slightly. Franchise fees are projected to increase slightly due to the inflationary impact on rates charged. Jail revenue is expected to increase based on the contractual agreement with other government entities. Interest income is expected to 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 • Metro 817/267-4403 • Fax 817/685-1416 www.culesstx.gov 3 increase from current year budget estimates based on continued increases from the Federal Reserve. Tower lease rentals are expected to decrease based on existing agreements. General Fund operating expenses, excluding capital programs, are proposed at $53,252,508 which represents an increase of approximately 7%. This increase is primarily due to the proposed pay plan, the addition personnel, software upgrades and increased baseline expenses for supply, services, and contractual agreements. Funding for one Police Officer has been transferred to the Crime Control and Prevention District (CCPD) and funding for part time jailers has been transferred from the CCPD to the General Fund for ease of reporting on shared jailed operations. Contractual rebates have been increased based on expected increases in sales tax collections. Recommended capital items are detailed in the proposed budget in Tab 2 and are funded from excess reserves. In accordance with the City's fiscal policy, all current expenses will be paid from current revenues. Per this policy, the budgeted General Fund reserve is equal to 60 days working capital. The fund balance summary verifies that the City has complied with this policy. Excess reserves have only been used to fund proposed capital and one-time needs. WATER AND WASTEWATER FUND The FY2023-24 budget includes proposed operating revenues of $33,135,803, which is an increase of 10% over FY2022-23 budgeted revenues. The water and wastewater revenue projections are based on proposed rates, detailed above, and estimated consumption for FY2023-24. A proposed rebate of 50¢ per thousand gallons of water used up to a maximum of 15,000 gallons per month is included for single-family residential customers. The City's Rate Stabilization Fund will provide the resources to cover the cost of the proposed rebate. Proposed water and wastewater baseline expenses are $33,133,350, which is an increase of 10% over current year. The increase is attributed to the increased costs from TRA for the purchase of water and treatment of wastewater and the proposed pay plan. Recommended capital items are detailed in the proposed budget and funded from excess reserves. The proposed budget meets the criteria set forth in the City's fiscal policies with reserves calculated at 75 days of working capital. 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 • Metro 817/267-4403 • Fax 817/685-1416 www.culcsstx.gov 4 Water and Wastewater Debt Reserve Requirements Water and wastewater revenue bond covenants require the City to maintain sufficient reserves equal to the average annual debt service requirements. This debt reserve is in addition to the working capital reserve required by the City's fiscal policies and is maintained in a separate fund. Reserve levels in excess of the requirements of the bond covenants are transferred to Water and Wastewater CIP. EQUIPMENT REPLACEMENT FUND The City maintains an equipment replacement program to accumulate funds for the replacement of existing vehicles, equipment, furnishings and fixtures, and expected facility needs including HVAC, roof, and elevator replacements. Funding is provided annually by user departments in order to accumulate funds to cover the expected replacement costs. Shortages in accumulated funds are supplemented with funding from the Car Rental Fund. RISK MANAGEMENT & WORKERS COMPENSATION FUND This fund is used to account for the revenue and expenses applicable to providing workers' compensation coverage for all City employees, as well as, general liability and property coverage. The reserve in this fund has been $600,000 for over 20 years. This proposed budget includes an increase to $1,000,000 as insurance claims and costs have steadily increased. SPECIAL REVENUE FUNDS Hotel/Motel Fund The Hotel/Motel Fund was established to account for a 7% hotel/motel occupancy tax allowed by the State of Texas. The tax is levied on the rental of a hotel/motel room within the City of Euless. Funds generated by this occupancy tax must be expended for items that qualify in accordance with state law including the promotion of tourism, programs which enhance the arts, historical restoration programs, and convention facilities. The hotel/motel tax receipts are projected to increase slightly in FY2023-24 from the current year budget. Historical preservation, conference center operations, and contractual rebates are included in the budget for FY2023-24. A one-time capital expense for Conference Center Improvements is included in the budget. Expenditures have increased to cover additional costs associated with contractual obligations for revenue sharing at DFW Airport, the operation of the Conference Centre, as well as to increase funding for the Arbor Daze festival. 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 • Metro 817/267-4403 • Fax 817/685-1416 www.culcsstx.gov 5 Half -Cent Sales Tax Fund — Euless Development Corporation (EDC) Euless citizens approved an additional 1/2¢ sales tax in 1993 that is restricted for parks, library, and economic development activities. Sales tax revenue projections assumes a 3% increase over FY2022-23 original budget estimates. Recommended capital programs, as detailed in Tab 2, include RFID equipment for the Library, greenhouse roof replacement, a new parks master plan, and a multi -purpose hard court. Other capital projects include additional funding for miscellaneous parks improvements and Parks at Texas Star Lighting upgrades. These two items are detailed in the Capital Improvement Plan document. This budget maintains the required reserves equal to 60 days of working capital. Car Rental Tax Fund In November 1999, Euless citizens approved a 5% tax to be collected on all short-term motor vehicle rentals within the City limits. In the spring of 2000, the Dallas -Fort Worth International (DFW) Airport opened a consolidated car rental facility within Euless city limits. These funds are divided equally among Euless, Dallas, and Fort Worth per the requirements of a revenue sharing agreement established by the parties in FY1997-98. Revenue from car rentals continue to be strong We expect total revenues of $18,070,301 in FY2023-24. Expenditures from this fund include a transfer to the General Fund equal to one-third of the City's share of the revenue. This transfer helps offset the amount needed from property taxes to support general government operations. Additionally, funding is included for the airport revenue sharing obligations and equipment replacement funding as mentioned previously. Funding has also been provided for redevelopment and a renovation and expansion of the animal shelter. These two items are detailed in the Capital Improvement Plan document. The reserve level for this fund has been $2,000,000 for over 20 years. This proposed budget includes an increase to $4,000,000 due to increased reliance on this funding for general government operations. CAPITAL IMPROVEMENT FUNDS A separate Capital Improvements Program (CIP) has been updated and will be distributed under separate cover. This comprehensive document provides a summary of all funded projects detailing project scope, justification, funding sources, future maintenance and operating costs, and expenses to -date. Unfunded projects are categorized as Priority A, B, or C. Priority A items are recommended in the upcoming budget year and funding sources have been identified. Priority B items are expected to be presented for funding consideration within a two to 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 • Metro 817/267-4403 • Fax 817/685-1416 www.eulesstx.gov 6 five year window. Priority C items have been identified, but will be introduced for funding consideration at some time beyond the five year window. Projects identified as Priority B are considered in multi -year financial planning. This Capital Improvements Plan is fluid and will be reviewed and updated annually based on infrastructure needs within the City. The FY2023-24 recommended Priority A projects include annual street improvements; water line replacements at Huntington Drive Phase II and Sotogrande Boulevard Phase I; Animal Shelter Expansion and Renovation, Parks at Texas Star Lighting Upgrade, and Police and Courts Building Remodel. Additional capital funding is also included for West Pipeline Road reconstruction, Heritage Avenue reconstruction, Trailwood Addition wastewater line replacement, redevelopment, and miscellaneous capital improvements. LONG-TERM DEBT The City has existing long-term debt issued for the acquisition and construction of major capital facilities, infrastructure, and equipment. Additional debt in the amount not to exceed $22 million is planned for the remodel and expansion of the Police and Court facility. The proposed debt is based on a fifteen -year maturity to reduce interest costs. A brief explanation of the various debt instruments is provided below: General Obligation Bonds — issued pursuant to voter authorization for infrastructure and facility projects. General Obligation Refunding Bonds — issued to refund existing General Obligation Bonds and Certificates of Obligations in order to lower the overall debt service requirements of the City. These bonds do not require voter authorization. Certificates of Obligation — similar to General Obligation bonded debt in usage, but do not require voter authorization and cannot be used for refunding existing debt. Water and Wastewater Revenue Bonds — issued to provide funds for certain improvements to the water and wastewater system as well as to refund prior water and wastewater debt issues. These bonds are reported in the Water and Wastewater Fund and will be repaid from revenues of this enterprise operation. Sales Tax Revenue Bonds — are used to finance library, park, and economic development projects as well as to refund prior sales tax revenue debt issues. Sales tax revenue bonds will be repaid from the half -cent sales tax revenues collected by the Euless Development Corporation. The City strives to utilize the long-term plan to maintain a stable Interest and Sinking (I&S) tax rate so as not to have undue volatility in the overall tax rate due to capital projects and debt issuance. Additional information relating to the City's currently outstanding debt is included in Tab 3 of this book. 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 • Metro 817/267-4403 • Fax 817/685-1416 www.culcsstx.gov 7 CLOSING COMMENTS This proposed budget is focused on providing the resources to allow us to continue all current service levels while addressing inflationary impacts and possible recession. We believe that this is a fiscally sound budget that meets our City's primary objectives including: maintaining financial integrity; providing public safety and health services to the community; employing high -quality professional personnel; maintaining the City's infrastructure; promoting quality development; providing quality leisure opportunities; and instilling a "sense of community" in residents. We will continue to be diligent in the use of City funds and will remain flexible to adapt to the changing conditions. We look forward to seeing you at the budget work session. Respectfully submitted, Loretta Getchell City Manager 201 N. Ector Drive, Euless, Texas 76039-3595 817/685-1400 • Metro 817/267-4403 • Fax 817/685-1416 www.eulesstx.gov 8 EXECUTIVE SUMMARY GENERAL FUND FY 2023 Budgeted Resources $ 58,655,282 Less Use of Prior Year Reserves $ (8,891,334) FY 2023 Net Operating Revenues $ 49,763,948 Proposed Changes in Revenue Property Taxes $ 2,117,612 Sales Tax $ 545,459 Franchise Fees $ 283,793 Licenses and Permits $ 21,129 Fines and Fees $ 202,746 Interest Income $ 74,002 Transfers $ 166,990 Other Changes $ 120,062 Subtotal: $ 3,531,793 FY 2024 Proposed Operating Revenues $ 53,295,741 FY 2023 Budgeted Expenses $ 58,584,348 Less Capital / One -Time Expenses $ (8,891,334) FY 2023 Net Operating Expenses $ 49,693,014 Proposed Changes in Expenses Salaries and Benefits $ 1,528,584 Rebates/Incentives $ 74,836 Professional/Technical $ 138,717 Utilities and Fees $ 99,091 Maintenance/Supplies $ 306,393 Equipment Replacement $ 541,848 Street Improvements $ 50,000 Other Changes $ 81,350 Subtotal: $ 2,820,819 FY 2024 Proposed Supplemental $ 738,675 FY 2024 Proposed Operating Expenses $ 53,252,508 Proposed Capital / One -Time Expenses Capital / One -Time Carryover $ 915,268 Recommended Capital / One -Time Expenses $ 7,484,156 FY 2024 Proposed Capital / One -Time Expenses $ 8,399,424 FY 2024 Proposed Budget $ 61,651,932 9 EXECUTIVE SUMMARY WATER & WASTEWATER FY 2023 Budgeted Resources Less Use of Prior Year Reserves $ 30,367,790 $ (365,022) FY 2023 Net Operating Revenues $ 30,002,768 Proposed Changes in Revenue Water Service $ 1,683,739 Wastewater Service $ 1,274,661 Reclaimed Water Service $ 12,561 Interest Income $ Sanitation/Recycling/Penalties $ 162,074 Other Changes $ Subtotal: $ 3,133,035 FY 2024 Proposed Operating Revenues $ 33,135,803 FY 2023 Budgeted Expenses Less Capital / One -Time Expenses $ 30,363,165 $ (365,022) FY 2023 Net Operating Expenses $ 29,998,143 Proposed Changes in Expenses Salaries and Benefits $ 159,784 TRA Payments $ 2,164,494 Reclaimed Water Purchases $ 22,105 Transfers $ 161,464 G&A/Franchise $ 313,304 Utilities and Fees $ 108,420 Maintenance $ 21,000 Regulatory Fees $ 16,900 Other Changes $ 167,736 Subtotal: $ 3,135,207 FY 2024 Proposed Supplemental $ FY 2024 Proposed Operating Expenses $ 33,133,350 Proposed Capital / One -Time Expenses Capital / One -Time Carryover Recommended Capital / One -Time Expenses $ 168,944 $ 2,235,000 FY 2024 Proposed Capital / One -Time Expenses $ 2,403,944 FY 2024 Proposed Budget $ 35,537,294 10 EXECUTIVE SUMMARY CAR RENTAL FUND FY 2023 Budgeted Resources Less Use of Prior Year Reserves $ 19,144,155 $ (1,482,972) FY 2023 Net Operating Revenues $ 17,661,183 Proposed Changes in Revenue Car Rental Taxes $ 83,474 Transfers In $ Interest Income $ 325,644 Subtotal: $ 409,118 FY 2024 Proposed Operating Revenues $ 18,070,301 FY 2023 Budgeted Expenses Less Capital / One -Time Expenses $ 16,070,847 $ (1,482,972) FY 2023 Net Operating Expenses $ 14,587,875 Proposed Changes in Expenses DFW Rebate $ 55,648 Contingencies $ - Transfer to General Fund $ 9,275 Transfer to Equipment Replacement $ (54,928) Subtotal: $ 9,995 FY 2024 Proposed Operating Expenses $ 14,597,870 Proposed Capital / One -Time Expenses Capital / One -Time Carryover $ 372,972 Recommended Capital / One -Time Expenses $ 7,625,000 FY 2024 Proposed Capital / One -Time Expenses $ 7,997,972 FY 2024 Proposed Budget $ 22,595,842 11 Fund Balance Summary Estimated FY2022-23 and Budgeted FY2023-24 General and Internal Service Funds 'Beginning Balance, FY23 (per audit, FYE 2022) FY23 Estimated Revenues Total Available: FY23 Estimated Expenses Proposed Budget Adjustment Capital / One -Time Expenses Total Projected Expenses: 'Estimated Ending Balance FY23 FY24 Budgeted Revenues Total Available: FY24 Budgeted Expenses Capital Carryover Capital / One -Time Expenses Total Projected Expenses: Projected Ending Balance, FY24 Less: Designated Reserve Adjusted Ending Balance General $23,805,905 52,177,011 75,982,916 (49,693,014) 0 (7,976,066) (57,669,080) 18,313,836 53,295,741 71,609,577 (53,252,508) (915,268) (7,484,156) (61,651,932) 9,957,645 (121.182) 9,836,463 Recommended Reserve Levels per Fiscal Policy: Available for Supplemental: Available for Capital / One -Time: Total Available 8.753.837 43,233 1,039,393 1,082,626 Insurance & Benefits $5,917,105 8,437,983 14,355,088 (8,363,240) 0 (40,000) (8,403,240) 5,951,848 8,745,766 14,697,614 (8,482,607) 0 (44,000) (8,526,607) 6,171,007 0 6,171,007 3.243.385 263,159 2,664,463 2,927,622 Risk Mgmt. & Workers Comp $2,245,184 1,518,223 3,763,407 (1,366,731) 0 0 (1,366,731) 2,396,676 1,508,486 3,905,162 (1,448,792) 0 0 (1,448,792) 2,456,370 0 2,456,370 1.000.000 59,694 1,396,676 1,456,370 Equipment Replacement $17,071,070 9,806,035 26,877,105 (1,045,397) 0 (1,838,500) (2,883,897) 23,993,208 5,890,625 29,883,833 (3,355,442) (2,414,855) (1,834,236) (7,604,533) 22,279,300 0 22,279,300 22.279.300 2,535,183 (2,535,183) 0 12 Fund Balance Summary Estimated FY2022-23 and Budgeted FY2023-24 Special Revenue Funds 'Beginning Balance, FY23 (per audit, FYE 2022) FY23 Estimated Revenues Total Available: FY23 Estimated Expenses Proposed Budget Adjustment Capital / One -Time Expenses Total Projected Expenses: 'Estimated Ending Balance FY23 FY24 Budgeted Revenues Total Available: FY24 Budgeted Expenses Capital Carryover Capital / One -Time Expenses Total Projected Expenses: Projected Ending Balance, FY24 Less: Designated Reserve Adjusted Ending Balance Hotel/ Juvenile Motel Case $2,156,362 $189,156 1.592.903 52,667 3,749,265 241,823 (1,270,988) (28,684) 0 0 (464.424) (950) (1.735.412) (29,634) 2,013,853 212,189 1,632,890 52,528 3,646,743 264,717 (1,616,570) (27,584) 0 (12,421) (275.000) 0 (1,891,570) (40,005) 1,755,173 224,712 (66,903) 0 1,688,270 224,712 Recommended Reserve Levels per Fiscal Policy: Available for Supplemental: Available for Capital / One -Time: Total Available 265,738 16,320 1.406.212 1,422,532 4, 534 24,944 195,234 220,178 EDC 1/2 Cent Sales Tax $7,305,323 7.552.716 14,858,039 (5,342,175) 0 (4.943.639) (10.285.814) 4,572,225 7.231.673 11,803,898 (5,408,028) (750,346) (1.163.4321 (7.321.806) 4,482,092 0 4,482,092 888,991 1,823,645 1.769.456 3,593,101 CCPD 1/4 Cent Sales Tax $2,536,425 3.789.433 6,325,858 (3,263,018) 0 (976.000) (4.239.018) 2,086,840 3.532.168 5,619,008 (3,396,829) 0 (1,414,450) (4,811,279) 807,729 0 807,729 558,383 135,339 114,007 249,346 Car Rental $8,698,251 20.035.398 28,733,649 (14,587,875) (1,272,909) (1.110.000) (16.970.784) 11,762,865 18.070.301 29,833,166 (14,597,870) (372,972) (7,625,000) (22,595,842) 7,237,324 0 7,237,324 4.000.000 3,472,431 (235.107) 3,237,324 13 Beginning Balance, FY23 (per audit, FYE 2022) Fund Balance Summary Estimated FY2022-23 and Budgeted FY2023-24 Special Revenue Funds (continued) Police Drug* Police Glade Glade Grant Seized Parks P/D Parks Assets #1 TIRZ Cable Midtown Midtown PEG Fee HD TIRZ $506,334 $276 $223,060 $750,000 $3,458,961 $644,986 $61,234 $788,755 FY23 Estimated Revenues 132,313 352,747 8 544 0 2,291,809 99,446 343,515 933,048 Total Available: 638,647 353,023 231,604 750,000 5,750,770 744,432 404,749 1,721,803 FY23 Estimated Expenses (220,000) (52,918) (49,471) 0 (1,138,418) (85,400) (337,464) (764,199) Proposed Budget Adjustment 0 (299,829) 0 0 0 0 0 0 Capital / One -Time Expenses 0 0 0 0 0 (114,600) 0 0 Total Projected Expenses: (220,000) (352,747) (49,471) 0 (1,138,418) (200,000) (337,464) (764,199) Estimated Ending Balance FY23 418,647 276 182,133 750,000 4,612,352 544,432 67,285 957,604 I FY24 Budgeted Revenues 35,729 950.445 9 826 0 2,591,306 95.634 366.464 1,033,272 Total Available: 454,376 950,721 191,959 750,000 7,203,658 640,066 433,749 1,990,876 FY24 Budgeted Expenses (220,000) (950,445) (51,048) 0 (1,130,113) (85,400) (361,321) (742,400) Capital Carryover 0 0 0 0 0 0 0 0 Capital / One -Time Expenses 0 0 0 0 0 (34,600) 0 0 Total Projected Expenses: (220,000) (950,445) (51,048) 0 (1,130,113) (120,000) (361,321) (742,400) Projected Ending Balance, FY24 234,376 276 140,911 750,000 6,073,545 520,066 72,428 1,248,476 Less: Designated Reserve 0 0 0 (750,000) 0 0 0 0 Adjusted Ending Balance 234,376 276 140,911 0 6,073,545 520,066 72,428 1,248,476 Recommended Reserve Levels per Fiscal Policy: 0 0 0 0 Available for Supplemental: (184,271) 0 (41,222) 0 1,461,193 10,234 5,143 290,872 Available for Capital / One -Time: 418,647 276 182,133 0 4,612,352 509,832 67,285 957,604 Total Available 234,376 276 140,911 0 6,073,545 520,066 72,428 1,248,476 * Revised beginning fund balance. Revised 14 !Beginning Balance, FY23 (per audit, FYE 2022) Fund Balance Summary Estimated FY2022-23 and Budgeted FY2023-24 Enterprise Funds Drainage Parks at Water & Service Utility Recreation Arbor Texas Star Texas Wastewater Center System Classes Daze Golf Star $10,131,803 $485,766 $287,409 $349,171 $93 $1,750,500 $479,559 FY23 Estimated Revenues 30.002.768 1,311,214 951,979 479,366 120,000 4,926,715 1,100,574 Total Available: 40,134,571 1,796,980 1,239,388 828,537 120,093 6,677,215 1,580,133 FY23 Estimated Expenses (29,998,143) (1,311,214) (924,646) (425,197) (120,000) (4,879,599) (987,652) Capital / One -Time Expenses (196,078) (58,800) (50,000) 0 0 (120,000) (46,000) Total Projected Expenses: (30.194.221) (1.370.014) (974,646) (425,197) (120,000) (4.999.599) (1.033.652) !Estimated Ending Balance FY23 9,940,350 426,966 264,742 403,340 93 1,677,616 546,481 I FY24 Budgeted Revenues 33.135.803 1,418,125 950,207 590,600 150,000 5,663,037 1,166,144 Total Available: 43,076,153 1,845,091 1,214,949 993,940 150,093 7,340,653 1,712,625 FY24 Budgeted Expenses (33,133,350) (1,418,125) (943,317) (528,155) (150,000) (5,654,171) (1,073,822) Capital Carryover (168,944) 0 0 0 0 0 0 Capital / One -Time Expenses (2.235.000) (38,500) (70,000) 0 0 0 0 Total Projected Expenses: (35.537.294) (1.456.625) (1.013.317) (528,155) (150,000) (5.654.171) (1.073.822) Projected Ending Balance, FY24 7,538,859 388,466 201,632 465,785 93 1,686,482 638,803 Less: Designated Reserve 0 0 0 0 0 0 0 Adjusted Ending Balance 7,538,859 388,466 201,632 465,785 93 1,686,482 638,803 Recommended Reserve Levels per Fiscal Policy: 6.808.223 0 193.832 108.525 0 1.161.816 220.648 Available for Supplemental: 2,453 0 6,890 62,445 0 8,866 92,322 Available for Capital / One -Time: 728.183 388.466 910 294.815 93 515.800 325.833 Total Available 730,636 388,466 7,800 357,260 93 524,666 418,155 15 Fund Balance Summary Estimated FY2022-23 and Budgeted FY2023-24 Debt Service Funds 'Beginning Balance, FY23 (per audit, FYE 2022) EDC 1/2 Water & Texas G.O.Debt Stars Star Golf Service Center Debt Cent Sales Wastewater Course Tax Debt Debt Debt $2,107,809 $135,005 $11,731 $598,379 $56,964 FY23 Estimated Revenues 7,321,236 706,470 403,239 1,218.796 590,912 Total Available: 9,429,045 841,475 414,970 1,817,175 647,876 FY23 Estimated Expenses (7,087,875) (706,470) (398,976) (1,218,796) (590,894) Capital / One -Time Expenses (165.000) 0 0 0 0 Total Projected Expenses: (7.252.875) (706.470) (398.976) (1.218.796) (590.8941 'Estimated Ending Balance FY23 2,176,170 135,005 15,994 598,379 56,982 I FY24 Budgeted Revenues 8.306.835 775,976 399,351 1,213.836 589,459 Total Available: 10,483,005 910,981 415,345 1,812,215 646,441 FY24 Budgeted Expenses (8,250,985) (709,190) (395,626) (1,213,836) (589,187) Capital / One -Time Expenses 0 0 0 0 0 Total Projected Expenses: (8.250.985) (709.190) (395.626) (1.213.836) (589.187) Projected Ending Balance, FY24 2,232,020 201,791 19,719 598,379 57,254 Less: Designated Reserve (654.6551 (41,250) 0 0 0 Adjusted Ending Balance 1,577,365 160,541 19,719 598,379 57,254 Recommended Reserve Levels per Fiscal Policy: 687,582 0 0 0 0 Available for Supplemental: 55,850 66,786 3,725 0 272 Available for Capital / One -Time: 833,933 93,755 15,994 598,379 56,982 Total Available 889,783 160,541 19,719 598,379 57,254 16 'Beginning Balance, FY23 (per audit, FYE 2022) FY23 Estimated Revenues Total Available: FY23 Estimated Expenses Total Projected Expenses: 'Estimated Ending Balance FY23 FY24 Budgeted Revenues Fund Balance Summary Estimated FY2022-23 and Budgeted FY2023-24 Reserve Funds General EDC 1/2 Cent Emergency / Sales Tax Contingency Debt Reserves Reserve Water & Water & Midtown Wastewater Wastewater Bond Debt & Rate Reserve Emergency Stabilization Reserve Reserve Texas Star Sports Complex Reserve Texas Star Golf Course Reserve 1,500,000 $401,125 $999,725 $1,250,550 $3,968,349 $374,004 $828,934 0 0 0 0 1,500,000 401,125 999,725 1,250,550 21,000 3,989,349 30,704 97,546 404,708 926,480 0 0 0 (16,957) (979,205) 0 (100 000) 0 0 0 (16,957) (979,205) 0 (100 000) 1,500,000 401,125 999,725 1,233,593 3,010,144 404,708 826,480 0 0 0 0 21.000 17.000 60.000 Total Available: 1,500,000 401,125 999,725 1,233,593 3,031,144 421,708 886,480 FY24 Budgeted Expenses 0 0 0 0 (479,205) 0 (100,000) Capital / One -Time Expenses 0 0 0 (18,506) 0 0 (50,000) Total Projected Expenses: 0 0 0 (18,506) (479,205) 0 (150,000) Projected Ending Balance, FY24 1,500,000 401,125 999,725 1,215,087 2,551,939 421,708 736,480 Less: Designated Reserve (1.500,000) (401,075) (999,725) (1,215,0871 0 0 (523,074) Adjusted Ending Balance 0 50 0 0 2,551,939 421,708 213,406 Recommended Reserve Levels per Fiscal Policy: 0 Available for Supplemental: 0 0 0 0 (458,205) 17,000 (40,000) Available for Capital / One -Time: 0 50 0 0 3,010,144 404,708 253,406 Total Available 0 50 0 0 2,551,939 421,708 213,406 17 Where Does The Money Come From? FY2023-2024 Risk/WC 1% Insurance 5% Golf 4% Debt 7% Other 11% AIM Car Rental 11% CCPD 2% Budgeted FY2022-2023 EDC 5% General 33% Proposed FY2023-2024 Use of Use of Revenue Reserves Revenue Reserves General $ 49,763,948 $ 8,891,334 $ 53,295,741 $ 8,399,424 Hotel/Motel $ 1,514,579 $ 464,424 $ 1,632,890 $ 275,000 Juvenile Case $ 46,031 $ 13,371 $ 52,528 $ 12,421 EDC'h¢ Sales Tax $ 7,008,599 $ 5,693,985 $ 7,231,673 $ 1,913,778 CCPD 1/4¢ Sales Tax $ 3,471,916 $ 976,000 $ 3,532,168 $ 1,414,450 Police Seized Assets Fund $ 435 $ 49,036 $ 9,826 $ 41,222 Police Drug Fund $ 36,336 $ 183,664 $ 35,729 $ 184,271 Grant Fund $ 52,918 $ 635,925 $ 950,445 $ Car Rental $ 17,661,183 $ 1,482,972 $ 18,070,301 $ 7,997,972 Glade Parks TIRZ $ 2,134,976 $ $ 2,591,306 $ Cable PEG Fund $ 86,029 $ 114,600 $ 95,634 $ 34,600 Midtown PID $ 338,105 $ $ 366,464 $ Midtown TIRZ $ 933,048 $ $ 1,033,272 $ Water&Wastewater $ 30,002,768 $ 365,022 $ 33,135,803 $ 2,403,944 Service Center $ 1,311,214 $ 58,800 $ 1,418,125 $ 38,500 Drainage Utility $ 928,949 $ 50,000 $ 950,207 $ 70,000 Recreation Classes $ 479,366 $ $ 590,600 $ Arbor Daze $ 120,000 $ $ 150,000 $ Texas Star Golf Course (TSGC) $ 4,926,715 $ 120,000 $ 5,663,037 $ Parks at Texas Star (PATS) $ 1,100,574 $ 46,000 $ 1,166,144 $ Equip. Replacement $ 9,271,331 $ - $ 5,890,625 $ 4,249,091 Insurance $ 8,377,974 $ 40,000 $ 8,745,766 $ 44,000 Risk/WC $ 1,438,359 $ - $ 1,508,486 $ - General Obligation Debt $ 7,153,579 $ 165,000 $ 8,306,835 $ 87,988 Star Center Debt $ 707,621 $ $ 775,976 $ EDC Debt $ 399,131 $ $ 399,351 $ Water & Wastewater Debt $ 1,218,796 $ $ 1,213,836 $ TSGC Debt $ 590,912 $ $ 589,459 $ TOTAL $ 151,075,392 $ 19,350,133 $ 159,402,227 $ 27,166,661 Schedule includes operating and debt funds and excludes CIP and reserve funds. 18 Where Does The Money Go? FY2023-2024 Risk/WC Insurance 6% Golf 4% Fund 1% Debt 7% Car Rental 10% Other 8% CCPD EDC 2% 4 /° Budgeted FY2022-2023 General 36% Proposed FY2023-2024 Operating Capital / Operating Capital / Expenses One -Time Expenses One -Time General $ 49,693,014 $ 8,891,334 $ 53,252,508 $ 8,399,424 Hotel/Motel $ 1,270,988 $ 464,424 $ 1,616,570 $ 275,000 Juvenile Case $ 28,684 $ 13,371 $ 27,584 $ 12,421 EDC'/2¢ Sales Tax $ 5,342,175 $ 5,693,985 $ 5,408,028 $ 1,913,778 CCPD'/4¢ Sales Tax $ 3,263,018 $ 976,000 $ 3,396,829 $ 1,414,450 Police Seized Assets Fund $ 49,471 $ - $ 51,048 $ - Police Drug Fund $ 220,000 $ - $ 220,000 $ - Grant Fund $ 52,918 $ 635,925 $ 950,445 $ - Car Rental $ 14,587,875 $ 1,482,972 $ 14,597,870 $ 7,997,972 Glade Parks TIRZ $ 1,138,418 $ $ 1,130,113 $ Cable PEG Fund $ 85,400 $ 114,600 $ 85,400 $ 34,600 Midtown PID $ 337,464 $ - $ 361,321 $ - Midtown TIRZ $ 764,199 $ - $ 742,400 $ - Water & Wastewater $ 29,998,143 $ 365,022 $ 33,133,350 $ 2,403,944 Service Center $ 1,311,214 $ 58,800 $ 1,418,125 $ 38,500 Drainage Utility $ 924,646 $ 50,000 $ 943,317 $ 70,000 Recreation Classes $ 425,197 $ - $ 528,155 $ - Arbor Daze $ 120,000 $ - $ 150,000 $ Texas Star Golf Course (TSGC) $ 4,879,599 $ 120,000 $ 5,654,171 $ - Parks at Texas Star (PATS) $ 987,652 $ 46,000 $ 1,073,822 $ - Equip. Replacement $ 3,460,252 $ 1,838,500 $ 3,355,442 $ 4,249,091 Insurance $ 8,363,240 $ 40,000 $ 8,482,607 $ 44,000 Risk/WC $ 1,366,731 $ - $ 1,448,792 $ - General Obligation Debt $ 7,087,875 $ 165,000 $ 8,250,985 $ Star Center Debt $ 706,470 $ - $ 709,190 $ - EDC Debt $ 398,976 $ $ 395,626 $ Water & Wastewater Debt $ 1,218,796 $ - $ 1,213,836 $ - TSGC Debt $ 590,894 $ - $ 589,187 $ - TOTAL $ 138,673,309 $ 20,955,933 $ 149,186,721 $ 26,853,180 Schedule includes operating and debt funds and excludes CIP and reserve funds. 19 General Fund Revenues FY2023-2024 Property Taxes 41% General Fund Revenues Property Taxes Prior Year Property Taxes Penalties & Interest Sales Tax Additional Sales Tax Mixed Drink Tax Electric Franchise Gas Franchise Telephone Franchise Sanitation Service Recycling Franchise Fee Cable Franchise Fee W&WW Franchise Tax Other Permits Health Permits Fire Permits Contractor Regulatory License Minimum Housing Misc. Permits and Fees Building Permits Aquatics Auto Theft Task Force Grant School Resource Officers Municipal Court Library Fees Ambulance Fees Alarm Revenue Jail Revenue Interest Income Miscellaneous Tower Lease Betterment/Contributions Transfers TOTAL REVENUES Use of Reserves TOTAL RESOURCES Miscellaneous 2% Actual FY 22 19,291,224 312 86,681 13,908,346 3,589,742 201,349 1,654,195 563,968 98,763 324,755 25,615 245,178 1,485,888 30,774 87,700 66,828 42,800 96,303 50,512 774,403 299,986 95,013 341,294 1,876,948 19,558 1,066,967 113,239 675,025 126,233 724,875 559,431 17,813 2,744,924 51,286,642 51, 286, 642 Transfers 7% Interest 0% Budget Estimated FY 23 FY 23 19,774,934 $ 19,886,616 $ 15,000 80,000 13,308,071 3,440,050 164,558 1,620,378 431,092 98,809 318,777 25,920 240,000 1,500,138 26,330 86,800 78,766 40,230 65,000 45,774 300,000 245,000 95,000 341,294 1,626,288 14,500 900,000 106,540 650,000 38,402 89,400 475,970 15,000 3,505,927 49,763,948 8,891,334 58,655,282 $ (15,000) $ 70,000 $ 14,304,753 $ 3,688,259 $ 200,500 $ 1,662,500 $ 595,680 $ 84,180 $ 328,992 $ 29,757 $ 190,925 $ 1,500,138 $ 14,000 $ 86,800 $ 66,000 $ 40,230 $ 67,560 $ 48,519 $ 735,920 $ 245,000 $ 95,000 $ 341,294 $ 1,565,593 $ 16,214 $ 935,300 $ 106,540 $ 682,500 $ 246,631 $ 358,313 $ 475,970 $ 16,400 $ 3,505,927 $ 52,177,011 $ 5,492,069 $ 57,669,080 Sales & Uses Taxes 33% Fines & Fees 7% Proposed Budget FY 24 21,892,546 15,000 75,000 13,749,654 3,543,926 205,000 1,662,860 568,645 71,550 345,177 33,885 180,000 1,656,790 19,000 86,800 71,000 42,955 96,600 47,674 300,000 275,644 95,000 470,834 1,691,340 16,214 936,000 109,251 716,625 112,404 98,029 422,421 15,000 3,672,917 53,295,741 8,399,424 61,695,165 Licenses/Permits 1% Franchise Fees 9% FY23 Budget to FY24 Proposed $ Diff 2,117,612 (5,000) 441,583 103,876 40,442 42,482 137,553 (27,259) 26,400 7,965 (60,000) 156,652 (7,330) (7,766) 2,725 31,600 1,900 30,644 129,540 65,052 1,714 36,000 2,711 66,625 74,002 8,629 (53,549) 166,990 3,531,793 (491,910) 3,039,883 % Diff. 11% 0% (6%) 3% 3% 25% 3% 32% (28%) 8% 31% (25%) 10% (28%) 0% (10%) 7% 49% 4% 0% 13% 0% 38% 4% 12% 4% 5% 7% (6%) 5% 20 TAX RATE SCENARIOS As Computed from July 2023 Certified Tax Roll Total Tax Rate Debt Tax Rate M & 0 Tax Rate Est. Assessed Valuation (a) Adj. Net Taxable Value Assessed (b) Est. TIF Increment Value (c) Total Debt Debt Paid by other Sources Taxable Debt Service Debt Revenue Ceiling Revenues Prior Year Debt Revenue Increase (Decrease) in Debt Revenue M&O Revenue - General Fund Ceiling Revenues Total General Fund Tax Revenue Prior Year M&O Revenue Increase (Decrease) in M&O Revenue Total Increase in Tax Revenue NOTES: Fiscal Year 2022-23 0.460000 0.089153 0.370847 $6,001,564,674 $5,193,568,181 299,126, 638 $7,083,954 ($2,140,287) $4,943,667 $4,630,222 $289,259 $3,353,394 $1, 566, 086 $18, 527, 042 $1,203,220 $19,730,262 $19,162,531 $567,731 $2,133,817 Revenue at No -New -Revenue Rate Fiscal Year 2023-24 Revenue at Proposed Rate 0.413007 0.094803 0.318204 $6,844,091,124 $5,898,336,965 370,321,743 $8,247,060 ($2,124,702) $6,122,358 $5,591,800 $342,589 $4,630,222 $1,304,167 $17,887,843 $1,235,571 $19,123,413 $19,730,262 0.457500 0.094803 0.362697 $6,844,091,124 $5,898,336,965 370, 321,743 $8,247,060 ($2,124,702) $6,122,358 $5,591,800 $332,315 $4,630,222 $1,293,894 $20,621,175 $1,271,371 $21,892,546 $19,730,262 ($606,849) $2,162,284 $697,318 $3,456,178 Revenue at Voter -Approval Rate 0.463168 0.094803 0.368365 $6,844,091,124 $5,898,336,965 370,321,743 $8,247,060 ($2,124,702) $6,122,358 $5,591,800 $305,486 $4,630,222 $1,267, 065 $20,969,376 $1,275,437 $22,244,814 $19,730,262 $2,514,552 $3,781,616 (a) Assessed Valuation is the estimated Net Taxable Value from T.A.D. (Tarrant Appraisal District) plus minimum value of ARB (Appraisal Review Board), estimate of incomplete property, and estmate of In Process property. (b) Adj. Net Taxable Value Assessed = Assessed Value less estimated TIF increment $370,321,743 and authorized ceiling estimate $575,432,416. (c) TIF = Tax Increment Finance zone increment value increase contracted at 75% ($493,762,324 @ 75% = $370,321,743). Note: Under these circumstances each penny of tax equals approximately $578,037 ($5,898,336,965*.01*.98/100 = $578,037). M&O Revenues are at a collection rate of approximately 98%. Debt Revenues are at 100% collections. M&O = Maintenance and Operations 21 General Fund Expenditures FY2023-2024 Public Works 6% Finance 0 Admin Srvcs ° 7% Non -Depart. 10% Development 1% PACS 5% Fire 22% Capital / One -Time 14% City Admin 2% Police 30% Proposed General Fund Actual Budget Estimated Budget Expenditures FY 22 FY 23 FY 23 FY 24 City Council $ 12,616 $ 26,805 $ 26,805 $ 27,000 $ City Administration $ 605,602 $ 701,861 $ 701,861 $ 726,545 $ City Secretary $ 405,941 $ 495,231 $ 495,231 $ 511,831 $ Communications/Marketing $ 4,719 $ 20,600 $ 20,600 $ 21,350 $ Total - City Administration $ 1,028,878 $ 1,244,497 $ 1,244,497 $ 1,286,726 $ Finance/Budget $ 180,455 $ 310,286 $ 310,286 $ 322,055 $ Municipal Court $ 764,528 $ 901,598 $ 901,598 $ 908,912 $ Accounting $ 336,524 $ 435,743 $ 435,743 $ 460,715 $ Purchasing $ 92,373 $ 116,260 $ 116,260 $ 118,904 $ Total - Finance $ 1,373,880 $ 1,763,887 $ 1,763,887 $ 1,810,586 $ Emergency Management $ 58,191 $ 69,832 $ 69,832 $ 121,207 $ Police Code Compliance $ 1,978,187 $ 2,129,547 $ 2,129,547 $ 2,399,132 $ Police Administration $ 1,216,130 $ 1,308,200 $ 1,308,200 $ 1,481,910 $ Police Patrol $ 6,603,888 $ 7,293,714 $ 7,293,714 $ 7,187,633 $ Police CID $ 1,866,493 $ 2,309,489 $ 2,309,489 $ 2,839,463 $ Police Service $ 2,471,710 $ 2,856,314 $ 2,856,314 $ 2,839,025 $ Police Detention $ 1,604,712 $ 1,399,693 $ 1,399,693 $ 1,591,493 $ Total -Police $ 15,799,311 $ 17,366,789 $ 17,366,789 $ 18,459,863 $ Fire Marshal/Education $ 612,174 $ 685,269 $ 685,269 $ 665,184 $ Fire Administration $ 519,480 $ 659,160 $ 659,160 $ 668,131 $ EMS/Suppression $ 10,193,338 $ 11,420,875 $ 11,420,875 $ 11,936,532 $ Total -Fire $ 11,324,992 $ 12,765,304 $ 12,765,304 $ 13,269,847 $ Information Services $ 873,338 $ 1,141,520 $ 1,141,520 $ 1,564,445 $ Human Resources $ 407,692 $ 550,071 $ 550,071 $ 595,771 $ Facility Maintenance $ 1,207,657 $ 1,229,690 $ 1,229,690 $ 1,415,527 $ Library $ 914,621 $ 1,002,541 $ 1,002,541 $ 992,638 $ Total - Administrative Services $ 3,403,308 $ 3,923,822 $ 3,923,822 $ 4,568,381 $ Planning & Development $ 323,388 $ 473,185 $ 473,185 $ 406,309 $ Inspection Services $ 389,488 $ 463,924 $ 463,924 $ 512,672 $ Total -Development $ 712,876 $ 937,109 $ 937,109 $ 918,981 $ Recreation $ 678,635 $ 757,255 $ 757,255 $ 875,014 $ Parks $ 1,542,070 $ 1,726,888 $ 1,726,888 $ 1,803,263 $ Aquatics $ 109,820 $ 156,025 $ 156,025 $ 180,762 $ Senior Center $ 241,965 $ 273,610 $ 273,610 $ 292,039 $ Recreation Admin. $ 81,209 $ 90,777 $ 90,777 $ 102,316 $ Total -Parks & Comm Srvcs $ 2,653,699 $ 3,004,555 $ 3,004,555 $ 3,253,394 $ Street Maintenance $ 2,641,150 $ 3,007,802 $ 3,007,802 $ 3,102,088 $ Animal Control $ 343,663 $ 418,390 $ 418,390 $ 539,779 $ City Engineer $ 73,107 $ 94,395 $ 94,395 $ 180,044 $ Total - Public Works $ 3,057,920 $ 3,520,587 $ 3,520,587 $ 3,821,911 $ Legal Services $ 166,379 $ 200,000 $ 200,000 $ 200,000 $ Non -Departmental $ 3,871,840 $ 4,951,864 $ 4,951,864 $ 5,648,219 $ Betterment $ - $ 14,600 $ 14,600 $ 14,600 $ Total - Non -Depart. $ 4,038,219 $ 5,166,464 $ 5,166,464 $ 5,862,819 $ Total Operating Expenses $ 43,393,083 $ 49,693,014 $ 49,693,014 $ 53,252,508 $ Capital / One -Time $ 3,573,884 $ 8,891,334 $ 7,976,066 $ 8,399,424 $ Total Expenses $ 46,966,967 $ 58,584,348 $ 57,669,080 $ 61,651,932 $ Diff. 1% 4% 3% 4% 3% 4% 1% 6% 2% 3% 74% 13% 13% (1 %) 23% (1%) 14% 6% (3%) 1% 5% 4% 37% 8% 15% (1% ) 16% (14%) 11% (2%) 16% 4% 16% 7% 13% 8% 3% 29% 91% 9% 0% 696,355 14% 0% 696,355 13% 3,559,494 7% (491,910) (6%) 3,067,584 5% FY23 Budget to FY24 Proposed $ Diff 195 24,684 16,600 750 42,229 11,769 7,314 24,972 2,644 46,699 51,375 269,585 173,710 (106,081) 529,974 (17,289) 191,800 1,093,074 (20,085) 8,971 515,657 504,543 422,925 45,700 185,837 (9,903) 644,559 (66,876) 48,748 (18,128) 117,759 76,375 24,737 18,429 11,539 248,839 94,286 121,389 85,649 301,324 22 Water & Wastewater Revenues FY2023-2024 Wastewater 37% Other (1) Rarv-Ii - - Sanitation 2% 1% 1% Penalties Reclaimed Water 1% 3% Water 55% The above graph shows the sources of revenues in the Water & Wastewater Fund which are generated by services provided to the citizens of Euless for recycling, sanitation, water and wastewater. The "Other" amount represents 1 of total revenues and is an aggregate of several revenue sources as indicated in the table below. Proposed FY23 Budget to Water & Wastewater Actual Budget Estimated Budget FY24 Proposed Revenues FY 22 FY 23 FY 23 FY 24 $ Diff % Diff. Interest Income(1) $ 76,046 $ 14,226 $ 14,226 $ 14,226 $ - 0% Sanitation $ 270,357 $ 250,000 $ 250,000 $ 250,000 $ - 0% Water Service $ 16,446,768 $ 16,729,757 $ 16,729,757 $ 18,413,496 $ 1,683,739 10% Wastewater Service $ 10,709,042 $ 10,880,226 $ 10,880,226 $ 12,154,887 $ 1,274,661 12% Reclaimed Water Service $ 946,434 $ 883,125 $ 883,125 $ 895,686 $ 12,561 1% New Meters(1) $ 16,578 $ 15,000 $ 15,000 $ 15,000 $ - 0% Reconnect Fees(1) $ 228,195 $ 135,000 $ 135,000 $ 135,000 $ - 0% Inspection Fees(1) $ 81,200 $ 150,000 $ 150,000 $ 150,000 $ - 0% Miscellaneous(1) $ 164,602 $ 171,484 $ 171,484 $ 171,484 $ - 0% Penalties $ 316,602 $ 230,000 $ 230,000 $ 230,000 $ 0% Initiations/Transfer Fees(1) $ 29,190 $ 30,000 $ 30,000 $ 30,000 $ - 0% Recycling Fees $ 484,627 $ 513,950 $ 513,950 $ 676,024 $ 162,074 32% Use of Rate Stabilization $ 288,962 $ 479,205 $ 479,205 $ 479,205 $ - 0% Rate Stabilization Rebate $ (288,962) $ (479,205) $ (479,205) $ (479,205) $ - 0% TOTAL REVENUES $ 29,769,641 $ 30,002,768 $ 30,002,768 $ 33,135,803 $ 3,133,035 10% Use of Reserves $ - $ 365,022 $ 196,078 $ 2,403,944 $ 2,038,922 559% TOTAL RESOURCES $ 29,769,641 $ 30,367,790 $ 30,198,846 $ 35,539,747 $ 5,171,957 17% The above chart details revenues for the past, current, and upcoming fiscal years, as well as expected increases and decreases in service fee collections within the past year. The Water and Wastewater revenues are generated primarily from user charges for the variety of services provided to the citizens of Euless. Water Service revenues fluctuate seasonally and can be drastically affected by an extended period of drought or rainfall. (1) Water & Wastewater Revenue line items are aggregated in graph under "Other" 23 WATER SERVICE RATES Current Rates: Meter Charge: Meter Size (inches) 5/8-3/4 1 1 1/2 2 3 4 5 6 Monthly Charae $ 13.75 $ 16.07 $ 22.52 $ 37.30 $ 75.88 $ 133.77 $ 210.94 $ 300.98 Residential Volume Charge per 1,000 gallons (tgals) Tiered Rates 0-2 tgals 3-8 tgals 9-15 tgals 16-35 tgals Over 35 tgals 4.77 5.70 6.27 6.80 7.40 single Family Kesidential Kate Stabilization Ketund: 50¢ per 1,000 (tgals) up to 15 tgals/monthly Estimated total refund @ 50¢/tgal Estimated refund volume in tgals: Refund not applicable to irrigation meters Irrigation Volume Charge per 1,000 gallons (tgals) Tiered Rates 0-2 tgals 3-8 tgals 9-15 tgals 16-35 tgals Over 35 tgals 6.03 6.03 6.27 6.80 7.40 $ 479,205 958,410 Other Volume Charges per 1,000 gallons (tgals) Commercial & Multi -family Fire Hydrant & Gas Wells Supplemental Irrigation Reclaimed Volume Charge per 1,000 gallons (tgals) Non -Boosted $ 2.17 Boosted Tiered Rates 0-8 tgals $ 9-15 tgals $ 16-35 tgals $ Over 35 tgals $ Construction & Gas Wells $ Proposed Rates: Meter Charge: Meter Size (inches) 5/8-3/4 1 1 1/2 2 3 4 5 6 Monthly Charge $ 14.75 $ 17.24 $ 24.15 $ 40.01 $ 81.40 $ 143.50 $ 226.28 $ 322.87 Residential Volume Charge per 1,000 gallons (tgals) Tiered Rates 0-2 tgals 3-8 tgals 9-15 tgals 16-35 tgals Over 35 tgals 5.35 6.28 6.85 7.38 7.98 Single Family Kesidential Kate Stabilization Ketund: 50¢ per 1,000 (tgals) up to 15 tgals/monthly Estimated total refund @ 50¢/tgal Estimated refund volume in tgals: Refund not applicable to irrigation meters Irrigation Volume Charge per 1,000 gallons (tgals) Tiered Rates 0-2 tgals 3-8 tgals 9-15 tgals 16-35 tgals Over 35 tgals 6.61 6.61 6.85 7.38 7.98 $ 479,205 958,410 Other Volume Charges per 1,000 gallons (tgals) Commercial & Multi -family Fire Hydrant & Gas Wells Supplemental Irrigation Reclaimed Volume Charge per 1,000 gallons (tgals) Non -Boosted Boosted Tiered Rates 5.13 0-8 tgals 5.33 9-15 tgals 5.78 16-35 tgals 6.29 Over 35 tgals 9.60 Construction & Gas Wells $ 2.27 $ 5.62 $ 5.82 $ 6.27 $ 6.78 $ 10.09 24 WASTEWATER SERVICE RATES Current Rates: Residential Base Charge: Base Charge: Within Corporate Limits $ Outside Corporate Limits $ Proposed Rates: Residential Base Charge: Base Charge: 12.00 Within Corporate Limits $ 16.50 Outside Corporate Limits $ Volume Charge per 1,000 gallons (tgals) (based on 90% of metered water up to 12,000 gallons) Within Corporate Limits $ 4.53 Outside Corporate Limits $ 4.53 Commercial and Industrial Charges: Base Charge: Within Corporate Limits $ 12.00 Outside Corporate Limits $ 16.50 Volume Charge per 1,000 gallons (tgals) (based on 100% of metered water) Within Corporate Limits $ Outside Corporate Limits $ 13.00 17.50 Volume Charge per 1,000 gallons (tgals) (based on 90% of metered water up to 12,000 gallons) Within Corporate Limits $ 4.99 Outside Corporate Limits $ 4.99 Commercial and Industrial Charges: Base Charge: Within Corporate Limits $ 13.00 Outside Corporate Limits $ 17.50 Volume Charge per 1,000 gallons (tgals) (based on 100% of metered water) 4.53 Within Corporate Limits 4.53 Outside Corporate Limits 4.99 $ 4.99 25 City Engineer Water Production Water Distribution Wastewater Treatment Meter Services Total -Public Works Recycling GIS/Information Services Legal Services Non -Departmental Total -Non Departmental Total Operating Expenses (Capital / One -Time Total Expenses Water & Wastewater Expenditures FY2023-2024 Capital / One -Time 7% GIS 2% Wastewater Treatment 18% Water Distribution 5% Non -Depart. 31% Finance 2% Public Works 1% Water Production 34% The graph above indicates the expenditure amounts disbursed to the individual departments within the Water and Wastewater Fund. These expenditures reflect the cost incurred by the City for the services provided to Euless citizens. Water & Wastewater Expenditures Water Office Proposed Actual Budget Estimated Budget FY 22 FY 23 FY 23 FY 24 $ 495,273 $ 537,134 $ 537,134 $ 562,781 $ Total -Finance $ 495,273 $ 537,134 $ 537,134 $ 562,781 $ $ 329,930 $ 381,210 $ 381,210 $ 373,486 $ $ 10,033,011 $ 10,663,831 $ 10,663,831 $ 12,094,272 $ $ 1,644,155 $ 1,644,214 $ 1,644,214 $ 1,740,920 $ $ 5,495,451 $ 5,537,415 $ 5,537,415 $ 6,459,644 $ $ 64,225 $ 69,331 $ 69,331 $ 73,754 $ $ 17,566,772 $ 18,296,001 $ 18,296,001 $ 20,742,076 $ $ 25,719 $ 40,100 $ 40,100 $ 57,357 $ $ 706,071 $ 803,070 $ 803,070 $ 794,540 $ $ 85,990 $ 85,000 $ 85,000 $ 85,000 $ $ 9,570,221 $ 10,236,838 $ 10,236,838 $ 10,891,596 $ $ 10,388,001 $ 11,165,008 $ 11,165,008 $ 11,828,493 $ $ 28,450,046 $ 29,998,143 $ 29,998,143 $ 33,133,350 $ $ 1,709,356 $ 365,022 $ 196,078 $ 2,403,944 $ $ 30,159,402 $ 30,363,165 $ 30,194,221 $ 35,537,294 $ FY23 Budget to FY24 Proposed $ Diff 25,647 25,647 (7,724) 1,430,441 96,706 922,229 4,423 2,446,075 17,257 (8,530) 654,758 663,485 3,135,207 2,038,922 5,174,129 % Diff. 5% 5% (2%) 13% 6% 17% 6% 13% 43% (1%) 0% 6% 6% 10% 559% 17% The chart details the expenditures over the past, current, and upcoming fiscal years, as well as the expected increases and decreases in costs within the past year. These expenditures account for the cost associated with the acquisition, operation and maintenance of a municipal water and wastewater utility system. 26 All Other Enterprise Operating Funds This chart presents revenues, operating and capital expenses, and use of reserves for all other enterprise operating funds presented within the City of Euless' Annual Operating Budget. Proposed FY23 Budget to Enterprise Actual Budget Estimated Budget FY24 Proposed Funds FY 22 FY 23 FY 23 FY 24 $ Diff % Diff. Service Center Fund: Revenues $ 1,223,386 $ 1,311,214 $ 1,311,214 $ 1,418,125 $ 106,911 8% Operating Expenses $ 1,268,229 $ 1,311,214 $ 1,311,214 $ 1,418,125 $ 106,911 8% Use of Reserves $ 52,563 $ 58,800 $ 58,800 $ 38,500 $ (20,300) (35%) Capital / One -Time $ 7,720 $ 58,800 $ 58,800 $ 38,500 $ (20,300) (35%) Drainage Utility System: Revenues $ 923,008 $ 928,949 $ 951,979 $ 950,207 $ 21,258 Operating Expenses $ 840,206 $ 924,646 $ 924,646 $ 943,317 $ 18,671 Use of Reserves $ - $ 50,000 $ 22,667 $ 70,000 $ 20,000 Capital / One -Time $ 50,000 $ 50,000 $ 50,000 $ 70,000 $ 20,000 Recreation Classes: Revenues $ 598,909 $ 479,366 $ 479,366 $ 590,600 $ 111,234 Operating Expenses $ 435,762 $ 425,197 $ 425,197 $ 528,155 $ 102,958 Use of Reserves $ - $ - $ - $ - $ - Capital / One -Time $ - $ - $ - $ - $ Arbor Daze: Revenues $ 19,149 $ 120,000 $ 120,000 $ 150,000 $ 30,000 Operating Expenses $ 73,370 $ 120,000 $ 120,000 $ 150,000 $ 30,000 Use of Reserves $ 54,221 $ - $ - $ - $ - Capital / One -Time $ - $ - $ - $ - $ 2% 2% 40% 40% 23% 24% 0% 0% 25% 25% 0% 0% Texas Star Golf Course: Revenues $ 5,295,031 $ 4,926,715 $ 4,926,715 $ 5,663,037 $ 736,322 15% Operating Expenses $ 4,845,373 $ 4,879,599 $ 4,879,599 $ 5,654,171 $ 774,572 16% Use of Reserves $ - $ 120,000 $ 72,884 $ - $ (120,000) (100%) Capital / One -Time $ - $ 120,000 $ 120,000 $ - $ (120,000) (100%) Parks at Texas Star: Revenues $ 1,251,932 $ Operating Expenses $ 1,090,912 $ Use of Reserves $ 100,863 $ Capital / One -Time $ 261,883 $ 1,100,574 $ 1,100,574 $ 1,166,144 $ 65,570 6% 987,652 $ 987,652 $ 1,073,822 $ 86,170 9% 46,000 $ 46,000 $ - $ (46,000) (100%) 46,000 $ 46,000 $ - $ (46,000) (100%) Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the government's council is that the costs of providing goods and services to the general public on a continuing basis can be financed or recovered primarily through user charges. The Service Center Fund is used to account for the maintenance of the City's motor vehicles. The Drainage Fund is used to account for the acquisition, operation, and maintenance of the City's municipal drainage utility system. The Recreation Class Fund is used to account for the operation of recreational programs, activities and special events offered to Euless citizens and other groups on a fee basis. The Arbor Daze Fund is used to account for expenses related to the annual festival. The Texas Star Golf Course and Parks at Texas Star Funds are used to account for the operations and maintenance of these facilities which are supported primarily by user charges. 27 Special Revenue Operating Funds This chart presents revenues, operating and capital expenses, and use of reserves for all Special Revenue Funds presented within the City of Euless' Annual Operating Budget. Proposed FY23 Budget to Special Revenue Actual Budget Estimated Budget FY24 Proposed Funds FY 22 FY 23 FY 23 FY 24 $ Diff % Diff. Hotel/Motel: Revenues $ 1,748,585 $ 1,514,579 $ 1,592,903 $ 1,632,890 $ 118,311 8% Operating Expenses $ 798,642 $ 1,270,988 $ 1,270,988 $ 1,616,570 $ 345,582 27% Use of Reserves $ - $ 464,424 $ 142,509 $ 275,000 $ (189,424) (41%) Capital / One -Time $ - $ 464,424 $ 464,424 $ 275,000 $ (189,424) (41%) Juvenile Case: Revenues $ 51,351 $ 46,031 $ 52,667 $ 52,528 $ 6,497 14% Operating Expenses $ 58,022 $ 28,684 $ 28,684 $ 27,584 $ (1,100) (4%) Use of Reserves $ 7,200 $ 13,371 $ - $ 12,421 $ (950) (7%) Capital / One -Time $ 529 $ 13,371 $ 950 $ 12,421 $ (950) (7%) EDC'/z¢ Sales Tax: Revenues $ 7,328,173 $ 7,008,599 $ 7,552,716 $ 7,231,673 $ 223,074 3% Operating Expenses $ 4,335,921 $ 5,342,175 $ 5,342,175 $ 5,408,028 $ 65,853 1% Use of Reserves $ - $ 5,693,985 $ 2,733,098 $ 1,913,778 $ (3,780,207) (66%) Capital / One -Time $ 1,237,237 $ 5,693,985 $ 4,943,639 $ 1,913,778 $ (3,780,207) (66%) CCPD 1A¢ Sales Tax: Revenues $ 3,588,677 $ 3,471,916 $ 3,789,433 $ 3,532,168 $ 60,252 2% Operating Expenses $ 2,643,081 $ 3,263,018 $ 3,263,018 $ 3,396,829 $ 133,811 4% Use of Reserves $ - $ 976,000 $ 449,585 $ 1,414,450 $ 438,450 45% Capital / One -Time $ 398,319 $ 976,000 $ 976,000 $ 1,414,450 $ 438,450 45% Police Seized Assets Fund: Revenues $ 1,423 $ 435 $ 8,544 $ 9,826 $ 9,391 2159% Operating Expenses $ 11,600 $ 49,471 $ 49,471 $ 51,048 $ 1,577 3% Use of Reserves $ 10,177 $ 49,036 $ 40,927 $ 41,222 $ (7,814) (16%) Capital / One -Time $ - $ - $ - $ - $ - 0% Police Drug Fund: Revenues $ 50,649 $ 36,336 $ 132,313 $ 35,729 $ (607) (2%) Operating Expenses $ 147,247 $ 220,000 $ 220,000 $ 220,000 $ 0% Use of Reserves $ 96,598 $ 183,664 $ 87,687 $ 184,271 $ 607 0% Capital / One -Time $ - $ - $ - $ - $ - 0% Grant Fund: Revenues $ 143,250 $ 52,918 $ 352,747 $ 950,445 $ 897,527 1696% Operating Expenses $ 143,962 $ 52,918 $ 352,747 $ 950,445 $ 897,527 1696% Use of Reserves $ 712 $ 635,925 $ - $ - $ (635,925) (100%) Capital / One -Time $ - $ 635,925 $ - $ - $ (635,925) (100%) Car Rental Tax: Revenues $ 18,510,336 $ 17,661,183 $ 20,035,398 $ 18,070,301 $ 409,118 2% Operating Expenses $ 13,700,695 $ 14,587,875 $ 14,982,310 $ 14,597,870 $ 9,995 0% Use of Reserves $ - $ 1,482,972 $ - $ 7,997,972 $ 6,515,000 439% Capital / One -Time $ 1,000,000 $ 1,482,972 $ 1,988,474 $ 7,997,972 $ 6,515,000 439% Glade Parks TIRZ: Revenues $ 1,950,102 $ 2,134,976 $ 2,291,809 $ 2,591,306 $ 456,330 21% Operating Expenses $ 1,136,374 $ 1,138,418 $ 1,138,418 $ 1,130,113 $ (8,305) (1%) Use of Reserves $ - $ - $ - $ - $ - 0% Capital / One -Time $ - $ - $ - $ - $ 0% Cable PEG Fund: Revenues $ 83,804 $ 86,029 $ 99,446 $ 95,634 $ 9,605 11% Operating Expenses $ 28,269 $ 85,400 $ 85,400 $ 85,400 $ 0% Use of Reserves $ - $ 114,600 $ 100,554 $ 34,600 $ (80,000) (70%) Capital / One -Time $ - $ 114,600 $ 114,600 $ 34,600 $ (80,000) (70%) 28 Special Revenue Actual Funds FY 22 Midtown PID: Revenues $ 718,148 $ Operating Expenses $ 779,079 $ Use of Reserves $ 60,931 $ Capital / One -Time $ - $ Midtown TIRZ: Revenues $ 694,952 $ Operating Expenses $ 303,691 $ Use of Reserves $ - $ Capital / One -Time $ - $ Budget FY 23 338,105 $ 337,464 $ - $ - $ 933,048 $ 764,199 $ - $ - $ Estimated FY 23 343,515 $ 337,464 $ - $ - $ 933,048 $ 764,199 $ - $ - $ Proposed Budget FY 24 366,464 $ 361,321 $ - $ - $ 1,033,272 $ 742,400 $ - $ - $ FY23 Budget to FY24 Proposed $ Diff % Diff. 28,359 23,857 8% 7% 0% - 0% 100,224 11% (21,799) (3%) 0% 0% Special Revenue funds are used for specific revenues that are legally restricted to expenditures for particular purposes. The Hotel/Motel Fund is used to account for occupancy tax revenues from area hotels. Expenses are dedicated to the promotion of tourism and the convention and hotel industry. The Juvenile Case Fund is used to account for court fees collected. Expenses are dedicated primarily to personnel and operating costs required to process juvenile cases. The Euless Development Corporation (EDC) 1/2¢ Sales Tax Fund is used to account for the '/z¢ sales tax revenues. Expenses are dedicated to parks, library, recreational, and economic development activities within the City of Euless. The Crime Control and Prevention District (CCPD) 1/4¢ Sales Tax Fund is used to account for '/4¢ sales tax revenues. Expenses are dedicated to additional personnel, crime prevention programs, and equipment for the Euless Police Department. The Police Seized Asset Fund is used to account for proceeds from sale of seized assets which are dedicated to police expenditures. The Police Drug Fund is used to account for proceeds from sale of assets seized in connection with drug arrests. Expenses are dedicated solely for police department expenditures. Only interest earnings and overtime cost are budgeted due to the volatility and unpredictable nature in asset confiscation. Grant Fund is used to account for grant funds and other restricted revenues received by the City. Expenses must be spent in accordance with the grant provisions. The Car Rental Tax Fund is used to account for the 5% tax charged on any short-term motor vehicle rental. Expenses may be dedicated to operations, debt avoidance/reduction and capital expenditures. These revenues are shared equally between the cities of Dallas, Fort Worth, and Euless. The Glade Parks Tax Increment Reinvestment Zone (TIRZ) Fund is used to account for new revenues generated from increased values of properties located within the Zone, based on the percentage pledged by each participating taxing entity. Expenses are incurred for the repayment of the related infrastructure cost. The Cable Public Educational and Governmental (PEG) Fund is used to account for a 1% fee collected from cable channel providers for expansion of the City's public, educational, and governmental channel. The Midtown Public Improvement District (PID) Fund is used to account for assessments levied upon properties within the district boundaries. Expenses are incurred for the repayment of debt issued to fund public improvements within the district. The Midtown Tax Increment Reinvestment Zone (TIRZ) Fund is used to account for new revenues generated from increased values of properties located within the Zone, based on the percentage pledged by each participating taxing entity. Expenses are incurred for the repayment of the related infrastructure cost. 29 Internal Service Operating Funds This chart presents revenues, operating and capital expenses, and use of reserves for all Internal Service Funds presented within the City of Euless' Annual Operating Budget. Internal Service Funds Equipment Replacement: Revenues Operating Expenses Use of Reserves Capital / One -Time Insurance: Revenues Operating Expenses Use of Reserves Capital / One -Time Risk/WC Management: Revenues Operating Expenses Use of Reserves Capital / One -Time Actual FY 22 $ 5,632,356 $ $ 1,939,055 $ $ - $ $ - $ $ 7,499,992 $ $ 7,344,662 $ $ - $ $ 10,400 $ $ 1,127,185 $ $ 1,004,601 $ $ - $ $ - $ Budget Estimated FY 23 FY 23 9,271,331 $ 9,806,035 3,460,252 $ 1,045,397 - $ 1,838,500 $ 1,838,500 Proposed Budget FY 24 $ 5,890,625 $ 3,355,442 $ 4,249,091 $ 4,249,091 FY23 Budget to FY24 Proposed $ Diff % Diff. $ (3,380,706) $ (104,810) $ 4,249,091 $ 2,410,591 131% 8,377,974 $ 8,437,983 $ 8,745,766 $ 8,363,240 $ 8,363,240 $ 8,482,607 $ 40,000 $ 40,000 $ 44,000 $ 40,000 $ 40,000 $ 44,000 $ 1,438,359 $ 1,518,223 $ 1,508,486 $ 1,366,731 $ 1,366,731 $ 1,448,792 $ - $ - $ - $ - $ - $ - $ 367,792 119,367 4,000 4,000 70,127 82,061 (36%) (3%) 5% 6% 0% 0% Internal Service funds are used to account for the financing of goods or services provided by one department to other departments of the government and to other government units, on a cost reimbursement basis. The Equipment Replacement Fund is used to account for the accumulation of funds from user departments. Expenses are dedicated to replacement of existing equipment and motor vehicles. The Insurance Fund is used to account for both city and employee premiums. Expenses are dedicated to employees' health, dental, and prescription claims. The Risk Management/Workers' Compensation Fund is used to account for the program(s) used for worker's compensation, general liability, and property claims. 30 Debt Service Operating Funds This chart presents revenues and operating expenses, and use of reserves for all Debt Service Funds presented within the City of Euless' Annual Operating Budget. Proposed FY23 Budget to Debt Service Actual Budget Estimated Budget FY24 Proposed Funds FY 22 FY 23 FY 23 FY 24 $ Diff % Diff. General Obligation Debt Revenues $ 5,976,091 $ 7,153,579 $ 7,321,236 $ 8,306,835 $ 1,153,256 16% Operating Expenses $ 6,887,685 $ 7,087,875 $ 7,252,875 $ 8,250,985 $ 1,163,110 16% Use of Reserves $ 998,334 $ 165,000 $ 91,932 $ 87,988 $ (77,012) (47%) Capital / One -Time $ - $ 165,000 $ - $ - $ (165,000) (100%) Star Center Debt Revenues $ 711,177 $ 707,621 $ 706,470 $ 775,976 $ 68,355 10% Operating Expenses $ 710,970 $ 706,470 $ 706,470 $ 709,190 $ 2,720 0% Use of Reserves $ - $ - $ - $ - $ 0% EDC Debt Service Revenues $ 403,139 $ 399,131 $ 403,239 $ 399,351 $ 220 0% Operating Expenses $ 402,125 $ 398,976 $ 398,976 $ 395,626 $ (3,350) (1%) Use of Reserves $ - $ - $ - $ - $ 0% Water & Wastewater Debt Revenues $ 1,212,183 $ 1,218,796 $ 1,218,796 $ 1,213,836 $ (4,960) (0%) Operating Expenses $ 1,212,443 $ 1,218,796 $ 1,218,796 $ 1,213,836 $ (4,960) (0%) Use of Reserves $ 260 $ - $ - $ - $ 0% Texas Star Golf Course Debt Revenues $ 591,815 $ 590,912 $ 590,912 $ 589,459 $ (1,453) (0%) Operating Expenses $ 591,715 $ 590,894 $ 590,894 $ 589,187 $ (1,707) (0%) Use of Reserves $ - $ - $ - $ - $ 0% Debt Service funds are used to account for the repayment of General Obligation Bonds, Certificates of Obligation, Taxable Bonds, Tax Notes, and Revenue Supported Bonds. These Bonds represent direct and special obligations of the City. The General Obligation Debt Service Fund is used to account for the collection of a continuing ad valorem tax levied by the City. Expenses are dedicated to the payment of principal and interest on General Obligation Bonds, General Obligation Refunding Bonds, Tax Notes, and Certificates of Obligation. The Star Center Debt Fund is used to account for monthly lease payments on the Stars Center. Expenses are dedicated to annual debt service requirements. The EDC Debt Service Fund is used to account for pledged revenues, which includes the proceeds of a 1/z¢ sales and use tax levied within the City. Expenses are dedicated to the sole benefit of the Euless Development Corporation obligations. The Water & Wastewater Debt Service Fund is used to account for a pledge of the surplus net revenues of the City's Waterworks and Sewer System. Expenses are dedicated to payment of annual debt service requirements. The Golf Course Debt Service Fund is used to account for a pledge of the surplus net revenues derived from the operation and ownership of the Texas Star Golf Course. Expenses are dedicated to payment of annual debt service requirements. 31 CITY ADMINISTRATION CITY SECRETARY Total City Administration FINANCE/BUDGET MUNICIPAL COURTS ACCOUNTING PURCHASING Total Finance POLICE CODE COMP/COMM SVRS POLICE ADMINISTRATION POLICE PATROL POLICE CID POLICE SERVICE POLICE DETENTION Total Police Department FIRE MARSHAL/EDUCATION FIRE ADMINISTRATION EMS/SUPPRESSION Total Fire Department INFORMATION SERVICES HUMAN RESOURCES FACILITY MAINTENANCE Total Administrative Services LIBRARY Total Library PLANNING & DEVELOPMENT INSPECTIONS SERVICES Total Planning & Development RECREATION PARKS SENIOR CENTER RECREATION ADMINISTRATION Total Community Services STREET MAINTENANCE ANIMAL CONTROL CITY ENGINEER Total Public Works TOTAL GENERAL FUND EDC - PARKS EDC - LIBRARY EDC - ECO. DEV. TOTAL EDC FUND WATER OFFICE Total Finance W&S ENGINEERING WATER PRODUCTION WATER DISTRIBUTION SEWAGE & TREATMENT METER SERVICES Total Public Works INFORMATION SERVICES W&S NON-DEPT. Total Non -departmental TOTAL W&S FUND GOLF NON DEPARTMENTAL GOLF COURSE MAINT. GOLF PRO SHOP GOLF FOOD AND BEVERAGE GOLF CONFERENCE CENTRE TOTAL GOLF COURSE FUND JUVENILE CASE FUND CRIME CONTROL FUND SERVICE CENTER FUND DRAINAGE UTILITY FUND PARKS @ TEXAS STAR HEALTH INSURANCE FUND WC/RISK MANAGEMENT FUND TOTAL OTHER FUNDS TOTAL ALL FUNDS Full -Time Personnel Counts FY 21/22 FY 22/23 FY 22/23 ACTUAL BUDGETED ESTIMATED 3.50 3.50 3.50 3.50 3.50 3.50 7.00 7.00 7.00 1.50 G 2.50 2.50 8.25 B,F 7.75 7.75 3.50 3.50 3.50 1.00 1.00 1.00 14.25 14.75 14.75 16.00 16.00 16.00 H,L 7.00 7.00 7.00 49.00 C 48.00 48.00 H,I 14.00 D 16.00 16.00 H 21.00 D 22.50 22.50 H 17.00 D 13.50 13.50 M 124.00 123.00 123.00 4.00 4.00 4.00 4.00 4.00 4.00 70.00 70.00 70.00 78.00 78.00 78.00 1.00 1.00 1.00 3.50 3.50 3.50 4.00 4.00 4.00 8.50 8.50 8.50 9.00 9.00 9.00 9.00 9.00 9.00 2.50 B 3.50 3.50 J 4.00 4.00 4.00 J 6.50 7.50 7.50 5.50 5.50 5.50 K 11.00 11.00 11.00 2.00 2.00 2.00 1.00 1.00 1.00 19.50 19.50 19.50 11.50 A 13.50 13.50 3.00 E 4.00 4.00 0 1.00 1.00 1.00 P 15.50 18.50 18.50 282.25 285.75 285.75 13.25 A 14.25 14.25 10.00 10.00 10.00 1.00 1.00 1.00 24.25 25.25 25.25 5.00 5.00 5.00 5.00 5.00 5.00 3.00 3.00 3.00 5.75 5.75 5.75 8.25 8.25 8.25 8.00 8.00 8.00 1.00 1.00 1.00 26.00 26.00 26.00 4.00 4.00 4.00 10.00 10.00 10.00 14.00 14.00 14.00 45.00 45.00 45.00 0.75 0.75 0.75 4.00 4.00 4.00 2.50 2.50 2.50 3.00 3.00 3.00 1.50 1.50 1.50 K,N 11.75 11.75 11.75 0.75 F 0.25 0.25 18.00 C 19.00 19.00 I 5.00 5.00 5.00 8.00 8.00 8.00 1.50 1.50 1.50 1.00 1.00 1.00 0.50 0.50 0.50 34.75 35.25 35.25 398.00 403.00 403.00 A) Added FT Field Tech(s) B) Transferred Court Clerk to Planning & Development C) Transferred 1 Police Officer from General Fund to CCPD D Transferred 3.5 positions from Detention to CID and Services E) Converted Part Time to Full Time F) Transferred 0.25 Juvenile Case Manager and 0.25 Court Clerk to General Fund G) Funded Internal Audit Position as Accountant II H) Moved Officers within Police division in General Fund FY 23/24 BUDGETED 3.50 3.50 7.00 2.50 7.75 3.50 1.00 14.75 18.00 7.00 44.00 19.00 21.50 14.50 124.00 4.00 4.00 70.00 78.00 1.00 3.50 4.00 8.50 9.00 9.00 2.50 5.00 7.50 5.25 11.00 2.00 1.00 19.25 13.50 5.00 2.00 20.50 288.50 14.25 10.00 1.00 25.25 5.00 5.00 3.00 5.75 8.25 8.00 1.00 26.00 4.00 10.00 14.00 45.00 0.75 4.00 2.50 3.00 2.75 13.00 0.25 20.00 5.00 8.00 1.50 1.00 0.50 36.25 408.00 I) Transferred 1 Police Officer from General Fund to CCPD J) Moved Secretary within Planning division in General Fund K) Moved .25 TX Star Gen Mgr from General Fund to Golf Fund L) Added Additional SRO to General Fund M) Added FT Public Service Officer N) Added FT Conference Center Assistant Manager 0) Added FT Animal Control Officer P) Added FT Inspector 32 Outstanding Indebtedness Principal Amount of Description Dated Amount Original Paying Agent Remaining Maturity Outstanding Issuance Interest Rate General Obligation Refunding Bonds, Series 2012 Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of Obligation, Series 20111 Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of 10/15/2014 $ 3,930,000 $ 5,715,000 U.S. Bank Trust 3% to 5% 8/15/2034 Obligation, Series 20141 Company, NA Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of 10/27/2015 $ 2,245,000 $ 3,030,000 U.S. Bank Trust 3% to 5% 2/15/2035 Obligation, Series 20151 Company, NA Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of Obligation, Series 20161 Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of Obligation, Series 20185 Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of Obligation, Series 2019 Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of Obligation, Series 2020 Tax & Waterworks & Sewer System (Limited Pledge) Revenue Certificates of Obligation, Series 2021 Tax Notes Series 2021 Tax Notes Series 2022 Taxable General Obligation Refunding Bonds, Series 20102 General Obligation Refunding Bonds, Series 2012A3 Waterworks & Sewer System Revenue Refunding Bonds, Series 20124 Waterworks & Sewer System Revenue Bonds, Series 20134 Waterworks & Sewer System Revenue Bonds, Series 2015A4 Waterworks & Sewer System Revenue Bonds, Series 2015B4 Waterworks & Sewer System Revenue Bonds, Series 20184 Waterworks & Sewer System Revenue Bonds, Series 2019 Euless Development Corporation, Sales Tax Revenue Bonds, Series 2018 Euless Development Corporation, Sales Tax Revenue Bonds, Series 2019 AXON Enterprise, Inc. Lease 12/1/2011 $ 535,000 $ 5,955,000 U.S. Bank Trust 3% to 4% 2/15/2024 Company, NA 1/15/2011 $ 1,425,000 $ 3,035,000 U.S. Bank Trust 4%to4.25% 8/15/2030 Company, NA 1/12/2016 $ 13,365,000 $ 16,450,000 U.S. Bank Trust 2.25% to 4% 2/15/2041 Company, NA 3/1/2018 $ 7,540,000 $ 9,180,000 U.S. Bank Trust 3% to 4% 2/15/2038 Company, NA 1/15/2019 $ 10,280,000 $ 11,785,000 U.S. Bank Trust 3% to 5% 2/15/2039 Company, NA 1/14/2020 $ 6,290,000 $ 7,115,000 U.S. Bank Trust 2% to 3.5% 2/15/2040 Company, NA 4/8/2021 $ 4,980,000 $ 5,360,000 U.S. Bank Trust 1.625%to4% 2/15/2041 Company, NA 4/8/2021 $ 570,000 $ 1,625,000 U.S. Bank Trust 4.00% 2/15/2024 Company, NA 9/20/2022 $ 6,595,000 $ 7,660,000 Amegy Bank 2.89% 2/15/2029 8/15/2010 $ 1,335,000 $ 8,110,000 U.S. Bank Trust 4%to4.4% 8/1/2025 Company, NA 11/1/2012 $ 2,245,000 $ 7,185,000 U.S. Bank Trust 2%to2.625% 2/15/2027 Company, NA 3/29/2012 $ 135,000 $ 3,340,000 Bank of Texas 2.03% 7/15/2024 6/25/2013 $ 935,000 $ 1,585,000 U.S. Bank Trust 3 625% to 5% 7/15/2033 Company, NA 8/5/2015 $ 2,925,000 $ 4,685,000 U.S. Bank Trust 0.8%to 1.98% 7/15/2035 Company, NA 8/5/2015 $ 1,540,000 $ 2,380,000 U.S. Bank Trust 0.5%to 1.68% 7/15/2035 Company, NA 4/12/2018 $ 2,140,000 $ 2,785,000 U.S. Bank Trust 0.24%to 1.49% 7/15/2038 Company, NA 4/25/2019 $ 8,200,000 $ 9,275,000 U.S. Bank Trust 0.29%to 1.66% 7/15/2049 Company, NA 10/15/2018 $ 1,315,000 $ 1,635,000 U.S. Bank Trust 3% to 4% 9/15/2038 Company, NA 12/12/2019 $ 3,485,000 $ 4,120,000 U.S. Bank Trust 2.5% to 4% 9/15/2039 Company, NA 6/13/2023 $ 1,139,386 $ 1,139,386 AXON 3/15/2028 Enterprise, Inc. Proposed Indebtedness 111 Proposed Issuance Amount Proposed Sale Type Anticipated Payment Source Proposed Issuance Date Proposed Term Description Certificates of Obligation - Police & Courts Building Design & Remodel Not to exceed $22 million Competitive Sale Property Tax August 2023 15 Year 1 Bonds paid by Tax Increment Financing District and Public Improvement District. 2 Bonds paid by rental income from Stars Center. 3 Remaining Bonds paid by Texas Star Golf Course. ° Bonds paid by Water & Wastewater user charges. 5 Bonds partially paid by Tax Increment Financing District and Public Improvement District. 33 Requests for FY2023-24 by Fund Total Funded Program Description (n (n v( (n (n (n (n (n N N N 0 0 0 CDCD01 0) 0 0 0 0 0 0 0 0 0 0 0 0) 0) } } } } } } } } } } } } } } } } } } } Z Z Z O O O Vs M L0 0 00 00 N 0 Ifl N M 0 Lf( N LD Lf1 0 Lf( N -1 00 0 If1 ci c-I 0 If1 N Lf1 c-I 0 CO Lfl N 0 N 00 00 N 01 N 01 CO N ci M O1 00 m CO M O1 00 N Lf( 01 00 N Lfl U) 01 00 N Lfl LD LD N 01 00 L0 N LO N c-I L0 Lf1 ci 00 CO M L0 Lf1 ci 00 00 n 1f} 1f} if} 1f} 1f} 1f} 1f} 1f} 1f} 1f} 1f} 1f} 1f} if} if} 0 0 0 0 0 0 0 0 0 ,--1 0 0 0 0 0 LO 0 0 0 0 0 o m c-I 0 0 0 0 M c-I dh LO LO O O M M O O O o (0 00 0 01 N M 0 00 Lf) O to O -1 N N m Lf1 lD LC/ N 0 1n. 1/} 1f} 111- 1f} 1f} 1f} 1/} 1f} 1f} O 0 0 0 O Lf1 M N L0 Lf1 Ln ci LO O n LD Lfl ci n LD N L0 Lfl ci N00 00 N O O O O O O } a.) } a) } } } a.)Z Z Z Z } Z Z 0 0 0 0 N N N N M 0 0 N N Ln 00 00 LO N Ql 0 N N LC) m ci 01 O m Ll1 n CO. 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Drainage Improvements DR9903 Non -Departmental Sup Conference Centre Assistant Manager Transfer to CIP for TSGC Misc. Improvements GC1801 Golf Reserve O O U U Fleet & Facilities Enhanced Fitness/Health Screening Human Resources 35 Required Disclosure Local Government Code 140.0045: Itemization of certain expenditures required in certain political subdivision budgets. Expenditures City Wide: Adjusted Proposed Actual Budget Budget FY22 FY23 FY24 1. Notices required by law to be published in a newspaper by the political subdivision or a representative of the political subdivision: $ 2,860 $ 3,550 $ 3,700 2. Directly or indirectly influencing or attempting to influence the outcome of legislation or administrative action, as those terms are defined in Section 305.002, Government Code: $ - $ - $ 36 2023 Tax Rate Calculation Worksheet Taxing Units Other Than School Districts or Water Districts City of Euless, Texas Taxing Unit Name 201 N Ector Drive Euless, Texas 76039 Taxing Unit's Address, City, State, ZIP Code Form 50-856 (817)685-1400 Phone (area code and number) www.eulesstx.gov Taxing Unit's Website Address GENERAL INFORMATION:Tax Code Section 26.04(c) requires an officer or employee designated by the governing body to calculate the no -new -revenue (NNR) tax rate and voter -approval tax rate for the taxing unit. These tax rates are expressed in dollars per $100 of taxable value calculated. The calculation process starts after the chief appraiser delivers to the taxing unit the certified appraisal roll and the estimated values of properties under protest. The designated officer or employee shall certify that the officer or employee has accurately calculated the tax rates and used values shown for the certified appraisal roll or certified estimate. The officer or employee submits the rates to the governing body by Aug. 7 or as soon thereafter as practicable. School districts do not use this form, but instead use Comptroller Form 50-859 Tax Rate Calculation Worksheet, School District without Chapter 313 Agreements or Comptroller Form 50-884 Tax Rate Calculation Worksheet, School District with Chapter 313 Agreements. Water districts as defined under Water Code Section 49.001(1) do not use this form, but instead use Comptroller Form 50-858 Water District Voter -Approval Tax Rate Worksheet for Low Tax Rate and Developing Districts or Comptroller Form 50-860 Developed Water District Voter -Approval Tax Rate Worksheet. The Comptroller's office provides this worksheet to assist taxing units in determining tax rates. The information provided in this worksheet is offered as technical assistance and not legal advice. Taxing units should consult legal counsel for interpretations of law regarding tax rate preparation and adoption. SECTION 1: No -New -Revenue Tax Rate The NNR tax rate enables the public to evaluate the relationship between taxes for the prior year and for the current year based on a tax rate that would produce the same amount of taxes (no new taxes) if applied to the same properties that are taxed in both years. When appraisal values increase, the NNR tax rate should decrease. The NNR tax rate for a county is the sum of the NNR tax rates calculated for each type of tax the county levies. While uncommon, it is possible for a taxing unit to provide an exemption for only maintenance and operations taxes. In this case, the taxing unit will need to calculate the NNR tax rate separately for the maintenance and operations tax and the debt tax, then add the two components together. o-New-Revenue Tax Rate Worksheet 1. 2022 total taxable value. Enter the amount of 2022 taxable value on the 2022 tax roll today. Include any adjustments since last year's certification; exclude Tax Code Section 25.25(d) one-fourth and one-third over -appraisal corrections from these adjustments. Exclude any property value subject to an appeal under Chapter 42 as of July 25 (will add undisputed value in Line 6). This total includes the taxable value of homesteads with tax ceil- ings (will deduct in Line 2) and the captured value for tax increment financing (adjustment is made by deducting TIF taxes, as reflected in Line 17).1 2. 2022 tax ceilings. Counties, cities and junior college districts. Enter 2022 total taxable value of homesteads with tax ceilings. These include the homesteads of homeowners age 65 or older or disabled. Other taxing units enter 0. If your taxing unit adopted the tax ceiling provision in 2022 or a prior year for homeowners age 65 or older or disabled, use this step.2 3. Preliminary 2022 adjusted taxable value. Subtract Line 2 from Line 1. 4. 2022 total adopted tax rate. 5. 2022 taxable value lost because court appeals of ARB decisions reduced 2021 appraised value. A. Original 2022 ARB values $ 1,319,694,041 B. 2022 values resulting from final court decisions: C. 2022 value loss. Subtract B from A 6. 2022 taxable value subject to an appeal under Chapter 42, as of July 25. 1,174,865,647 A. 2022 ARB certified value: $ 284,903,814 B. 2022 disputed value $ 28,490,381 C. 2022 undisputed value. Subtract B from A.4 7. 2022 Chapter 42 related adjusted values. Add Line 5C and Line 6C. ' Tex. Tax Code §26.012(14) ' Tex. Tax Code §26.012(14) 3 Tex. Tax Code §26.012(13) 4 Tex. Tax Code §26.012(13) $ 5,690,688,229 $ 535,756,818 $ 5,154,931,411 $ 0.460000 $ 144,828,394 $ 256,413,433 $ 401,241,827 /$100 Form developed by: Texas Comptroller of Public Accounts, Property Tax Assistance Divisior$7 For additional copies, visit: comptroller.texas.gov/taxes/property-tax 50-856 • 6-23/10 2023 Tax Rate Calculation Worksheet -Taxing Units Other Than School Districts or Water Districts 8. 2022 taxable value, adjusted for actual and potential court -ordered adjustments. Add Line 3 and Line 7. 9. 2022 taxable value of property in territory the taxing unit deannexed after Jan. 1, 2022. Enter the 2021 value of property in deannexed territory.' 10. 2022 taxable value lost because property first qualified for an exemption in 2023. 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, goods - in -transit, temporary disaster exemptions. Note that lowering the amount or percentage of an existing exemption in 2023 does not create a new exemption or reduce taxable value. 72,000,000 A. Absolute exemptions. Use 2022 market value- B. Partial exemptions. 2023 exemption amount or 2023 percentage exemption times 2022 value: + $ C. Value loss. Add A and B. 8,553,988 11. 2022 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 2023. Use only properties that qualified in 2023 for the first time; do not use proper- ties that qualified in 2022. A. 2022 market value: $ 0 B. 2023 productivity or special appraised value- - $ 0 C. Value loss. Subtract B from A. 12. Total adjustments for lost value. Add Lines 9, 10C and 11 C. 13. 2022 captured value of property in a TIF. Enter the total value of 2022 captured appraised value of property taxable by a taxing unit in a tax increment financing zone for which 2022 taxes were deposited into the tax increment fund. 8If the taxing unit has no captured appraised value in line 18D, enter O. 14. 2022 total value. Subtract Line 12 and Line 13 from Line 8. 15. Adjusted 2022 total levy. Multiply Line 4 by Line 14 and divide by $100. Form 50-856 $ 5,556,173,238 0 $ $ 80,553,988 0 $ $ 80,553,988 $ 304,117,554 $ 5,171,501,696 $ 23,788,907 16. Taxes refunded for years preceding tax year 2022. Enter the amount of taxes refunded by the taxing unit for tax years preceding tax year 2022. Types of refunds include court decisions, Tax Code Section 25.25(b) and (c) corrections and Tax Code Section 31.11 payment errors. Do not include refunds for tax year 2022. This line applies only to tax years preceding tax year 2022.9 $ 376,629 17. Adjusted 2022 levy with refunds and TIF adjustment. Add Lines 15 and 16.10 $ 24,165,536 18. Total 2023 taxable value on the 2023 certified appraisal roll today. This value includes only certified values or certified estimate of values and includes the total taxable value of homesteads with tax ceilings (will deduct in Line 20). These homesteads include homeowners age 65 or older or disabled. " 6,505,459,581 A. Certified values: $ B. Counties: Include railroad rolling stock values certified by the Comptroller's office: + $ C. Pollution control and energy storage system exemption: Deduct the value of property exempted 0 for the current tax year for the first time as pollution control or energy storage system property- - $ D. Tax increment financing: Deduct the 2023 captured appraised value of property taxable by a taxing unit in a tax increment financing zone for which the 2023 taxes will be deposited into the tax increment 360,487,365 fund. Do not include any new property value that will be included in Line 23 below. '2 - $ E. Total 2023 value. Add A and B, then subtract C and D. s Tex. Tax Code §26.012(15) 6 Tex. Tax Code §26.012(15) ' Tex. Tax Code §26.012(15) ° Tex. Tax Code §26.03(c) s Tex. Tax Code §26.012(13) 10 Tex. Tax Code §26.012(13) 11 Tex. Tax Code §26.012, 26.04(c-2) 12 Tex. Tax Code §26.03(c) $ 6,144,972,216 7Q For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 2 2023 Tax Rate Calculation Worksheet -Taxing Units Other Than School Districts or Water Districts Form 50-856 19. I Total value of properties under protest or not included on certified appraisal roll.13 A. 2023 taxable value of properties under protest. The chief appraiser certifies a list of properties still under ARB protest. The list shows the appraisal district's value and the taxpayer's claimed value, if any, or an estimate of the value if the taxpayer wins. For each of the properties under protest, use the lowest 283129,773 of these values. Enter the total value under protest.14 $ , B. 2023 value of properties not under protest or included on certified appraisal roll. The chief appraiser gives taxing units a list of those taxable properties that the chief appraiser knows about but are not included in the appraisal roll certification. These properties also are not on the list of properties that are still under protest. On this list of properties, the chief appraiser includes the market value, appraised value and exemptions for the preceding year and a reasonable estimate of the market value, appraised value and exemptions for the current year. Use the lower market, appraised or taxable value 55,501,770 (as appropriate). Enter the total value of property not on the certified roll.15 + $ C. Total value under protest or not certified. Add A and B. 20. 2023 tax ceilings. Counties, cities and junior colleges enter 2023 total taxable value of homesteads with tax ceilings. These include the home- steads of homeowners age 65 or older or disabled. Other taxing units enter 0. If your taxing unit adopted the tax ceiling provision in 2022 or a prior year for homeowners age 65 or older or disabled, use this step.16 21. 2023 total taxable value. Add Lines 18E and 19C. Subtract Line 20.17 22. Total 2023 taxable value of properties in territory annexed after Jan. 1, 2022. Include both real and personal property. Enter the 2023 value of property in territory annexed.18 $ 338,631,543 $ 575,432,416 $" 5908171,343 0 23. Total 2023 taxable value of new improvements and new personal property located in new improvements. New means the item was not on the appraisal roll in 2022. An improvement is a building, structure, fixture or fence erected on or affixed to land. New additions to exist- ing improvements may be included if the appraised value can be determined. New personal property in a new improvement must have been brought into the taxing unit after Jan. 1, 2022 and be located in a new improvement. New improvements do include property on which a tax abatement agreement has expired for 2023.19 $ 57,060,063 $ 57,060,063 24. Total adjustments to the 2023 taxable value. Add Lines 22 and 23. 25. Adjusted 2023 taxable value. Subtract Line 24 from Line 21. 26. 2023 NNR tax rate. Divide Line 17 by Line 25 and multiply by $100. 20 27. COUNTIES ONLY. Add together the NNR tax rates for each type of tax the county levies. The total is the 2023 county NNR tax rate. 21 $ 5,851,111,280 $ 0.413007 $ /$100 /$100 SECTION 2: Voter Approval Tax Rate The voter -approval tax rate is the highest tax rate that a taxing unit may adopt without holding an election to seek voter approval of the rate. The voter -approval tax rate is split into two separate rates: 1. Maintenance and Operations (M&O) Tax Rate: The M&O portion is the tax rate that is needed to raise the same amount of taxes that the taxing unit levied in the prior year plus the applicable percentage allowed by law. This rate accounts for such things as salaries, utilities and day-to-day operations. 2. Debt Rate: The debt rate includes the debt service necessary to pay the taxing unit's debt payments in the coming year. This rate accounts for principal and interest on bonds and other debt secured by property tax revenue. The voter -approval tax rate for a county is the sum of the voter -approval tax rates calculated for each type of tax the county levies. In most cases the voter -approval tax rate exceeds the no -new -revenue tax rate, but occasionally decreases in a taxing unit's debt service will cause the NNR tax rate to be higher than the voter -approval tax rate. royal Tax Rate Worksh - 28. 2022 M&O tax rate. Enter the 2022 M&O tax rate. 29. 2022 taxable value, adjusted for actual and potential court -ordered adjustments. Enter the amount in Line 8 of the No -New -Revenue Tax Rate Worksheet. 1 Tex. Tax Code §26.01(c) and (d) 1° Tex. Tax Code §26.01(c) "s Tex. Tax Code §26.01(d) Tex. Tax Code §26.012(6)(B) " Tex. Tax Code §26.012(6) 1e Tex. Tax Code §26.012(17) Tex. Tax Code §26.012(17) Tex. Tax Code §26.04(c) " Tex. Tax Code §26.04(d) $ 0.370847 $ 5,556,173,238 /$100 on For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 3 2023 Tax Rate Calculation Worksheet —Taxing Units Other Than School Districts or Water Districts ' Form 50-856 Line a Worksheet 30. Total 2022 M&O levy. Multiply Line 28 by Line 29 and divide by $100 $ 20,604,901 31. Adjusted 2022 levy for calculating NNR M&O rate. A. M&O taxes refunded for years preceding tax year 2022. Enter the amount of M&O taxes refunded in the preceding year for taxes before that year. Types of refunds include court decisions, Tax Code Section 25.25(b) and (c) corrections and Tax Code Section 31.11 payment errors. Do not 317,724 include refunds for tax year 2022. This line applies only to tax years preceding tax year 2022 + $ B. 2022 taxes in TIF. Enter the amount of taxes paid into the tax increment fund for a reinvestment zone as agreed by the taxing unit. If the taxing unit has no 2023 captured appraised value in 1,398,941 Line 18D, enter 0 — $ C. 2022 transferred function. If discontinuing all of a department, function or activity and transferring it to another taxing unit by written contract, enter the amount spent by the taxing unit discontinuing the function in the 12 months preceding the month of this calculation. If the taxing unit did not operate this function for this 12-month period, use the amount spent in the last full fiscal year in which the taxing unit operated the function. The taxing unit discontinuing the function will subtract this amount in D below. The taxing unit receiving the function will add this amount in D below. Other taxing units enter 0. +/- $ 0 D. 2022 M&O levy adjustments. Subtract B from A. For taxing unit with C, subtract if-1,081217 discontinuing function and add if receiving function $ , E. Add Line 30 to 31 D. 32. Adjusted 2023 taxable value. Enter the amount in Line 25 of the No -New -Revenue Tax Rate Worksheet. 33. 2023 NNR M&O rate (unadjusted). Divide Line 31 E by Line 32 and multiply by $100. 34. Rate adjustment for state criminal justice mandate. 23 If not applicable or less than zero, enter 0. A. 2023 state criminal justice mandate. Enter the amount spent by a county in the previous 12 months providing for the maintenance and operation cost of keeping inmates in county -paid facilities after they 0 have been sentenced. Do not include any state reimbursement received by the county for the same purpose. $ B. 2022 state criminal justice mandate. Enter the amount spent by a county in the 12 months prior to the previous 12 months providing for the maintenance and operation cost of keeping inmates in county -paid facilities after they have been sentenced. Do not include any state reimbursement received 0 by the county for the same purpose. Enter zero if this is the first time the mandate applies — $ C. Subtract B from A and divide by Line 32 and multiply by $100 $ 0 D. Enter the rate calculated in C. If not applicable, enter 0. 35. Rate adjustment for indigent health care expenditures. 24 If not applicable or less than zero, enter 0. A. 2023 indigent health care expenditures. Enter the amount paid by a taxing unit providing for the maintenance and operation cost of providing indigent health care for the period beginning on July 1, 2022 and ending on June 30, 2023, less any state assistance received for the same purpose. $ 0 B. 2022 indigent health care expenditures. Enter the amount paid by a taxing unit providing for the maintenance and operation cost of providing indigent health care for the period beginning on July 1, 2021 and ending on June 30, 2022, less any state assistance received 0 for the same purpose. — $ C. Subtract B from A and divide by Line 32 and multiply by $100 $ 0 D. Enter the rate calculated in C. If not applicable, enter 0. [Reserved for expansion] " Tex. Tax Code §26.044 34 Tex. Tax Code §26.0441 /$100 /$100 $ 19,523,684 $ 5,851,111,280 $ 0.333674 /$100 $ 0 /$100 $ 0 /$100 an For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 4 2023 Tax Rate Calculation Worksheet —Taxing Units Other Than School Districts or Water Districts Form 50-856 Rate Worksheet 36. Rate adjustment for county indigent defense compensation. 25 If not applicable or less than zero, enter 0. A. 2023 indigent defense compensation expenditures. Enter the amount paid by a county to provide appointed counsel for indigent individuals and fund the operations of a public defender's office under Article 26.044, Code of Criminal Procedure for the period beginning on July 1, 2022 and ending on June 30, 2023, less any state grants received by the county for the same purpose 5 0 B. 2022 indigent defense compensation expenditures. Enter the amount paid by a county to provide appointed counsel for indigent individuals and fund the operations of a public defender's office under Article 26.044, Code of Criminal Procedure for the period beginning on July 1, 2021 and ending on 0 June 30, 2022, less any state grants received by the county for the same purpose $ C. Subtract B from A and divide by Line 32 and multiply by $100 $ 0 D. Multiply B by 0.05 and divide by Line 32 and multiply by $100. $ E. Enter the lesser of C and D. If not applicable, enter 0. 37. Rate adjustment for county hospital expenditures. 26 If not applicable or less than zero, enter 0. A. 2023 eligible county hospital expenditures. Enter the amount paid by the county or municipality to maintain and operate an eligible county hospital for the period beginning on July 1, 2022 and ending on June 30, 2023. 0 0 B. 2022 eligible county hospital expenditures. Enter the amount paid by the county or municipality to maintain and operate an eligible county hospital for the period beginning on July 1, 2021 and 0 ending on June 30, 2022. $ C. Subtract B from A and divide by Line 32 and multiply by $100 $ 0 D. Multiply B by 0.08 and divide by Line 32 and multiply by $100. $ 0 E. Enter the lesser of C and D, if applicable. If not applicable, enter 0. /$100 /$100 /$100 /$100 38. Rate adjustment for defunding municipality. This adjustment only applies to a municipality that is considered to be a defunding municipal- ity for the current tax year under Chapter 109, Local Government Code. Chapter 109, Local Government Code only applies to municipalities with a population of more than 250,000 and includes a written determination by the Office of the Governor. See Tax Code Section 26.0444 for more information. A. Amount appropriated for public safety in 2022. Enter the amount of money appropriated for public safety in the budget adopted by the municipality for the preceding fiscal year $ 0 B. Expenditures for public safety in 2022. Enter the amount of money spent by the municipality for public 0 safety during the preceding fiscal year $ C. Subtract B from A and divide by Line 32 and multiply by $100 $ 0 D. Enter the rate calculated in C. If not applicable, enter 0. 39. Adjusted 2023 NNR M&O rate. Add Lines 33, 34D, 35D, 36E, and 37E. Subtract Line 38D. /$100 40. Adjustment for 2022 sales tax specifically to reduce property taxes. Cities, counties and hospital districts that collected and spent addi- tional sales tax on M&O expenses in 2022 should complete this line. These entities will deduct the sales tax gain rate for 2023 in Section 3. Other taxing units, enter zero. A. Enter the amount of additional sales tax collected and spent on M&O expenses in 2022, if any. Counties must exclude any amount that was spent for economic development grants from the amount 3,589,742 of sales tax spent $ B. Divide Line 40A by Line 32 and multiply by $100 $ 0.061351 C. Add Line 40B to Line 39. 41. 2023 voter -approval M&O rate. Enter the rate as calculated by the appropriate scenario below. Special Taxing Unit. If the taxing unit qualifies as a special taxing unit, multiply Line 40C by 1.08. -or- Other Taxing Unit. If the taxing unit does not qualify as a special taxing unit, multiply Line 40C by 1.035. /$100 0 $ /$100 0 $ /$100 0 $ $ 0.333674 $ 0.395025 $ 0.408850 /$100 /$100 /$100 /$100 ' Tex. Tax Code 426.0442 " Tex. Tax Code §26.0443 .1 For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 5 2023 Tax Rate Calculation Worksheet -Taxing Units Other Than School Districts or Water Districts Form 50-856 D41. Disaster Line 41 (D41): 2023 voter -approval M&O rate for taxing unit affected by disaster declaration. If the taxing unit is located in an area declared a disaster area and at least one person is granted an exemption under Tax Code Section 11.35 for property located in the taxing unit, the governing body may direct the person calculating the voter -approval tax rate to calculate in the manner provided for a special taxing unit. The taxing unit shall continue to calculate the voter -approval tax rate in this manner until the earlier of 1) the first year in which total taxable value on the certified appraisal roll exceeds the total taxable value of the tax year in which the disaster occurred, or 2) the third tax year after the tax year in which the disaster occurred If the taxing unit qualifies under this scenario, multiply Line 40C by 1.08.27 If the taxing unit does not qualify, do not complete Disaster Line 41 (Line D41). 42. Total 2023 debt to be paid with property taxes and additional sales tax revenue. Debt means the interest and principal that will be paid on debts that: (1) are paid by property taxes, (2) are secured by property taxes, (3) are scheduled for payment over a period longer than one year, and (4) are not classified in the taxing unit's budget as M&O expenses. $ 0 /$100 A. Debt also includes contractual payments to other taxing units that have incurred debts on behalf of this taxing unit, if those debts meet the four conditions above. Include only amounts that will be paid from property tax revenue. Do not include appraisal district budget payments. If the governing body of a taxing unit authorized or agreed to authorize a bond, warrant, certificate of obligation, or other evidence of indebtedness on or after Sept. 1, 2021, verify if it meets the amended definition of debt before including it here. 28 Enter debt amount $ 8,247,060 B. Subtract unencumbered fund amount used to reduce total debt. - $ 0 C. Subtract certified amount spent from sales tax to reduce debt (enter zero if none) - $ 0 D. Subtract amount paid from other resources $ 2,124,702 E. Adjusted debt. Subtract B, C and D from A. $ 6,122,358 43. Certified 2022 excess debt collections. Enter the amount certified by the collector. 29 $ 521,212 44. Adjusted 2023 debt. Subtract Line 43 from Line 42E. $ 5,601,146 45. 2023 anticipated collection rate. A. Enter the 2023 anticipated collection rate certified by the collector. 30 % B. Enter the 2022 actual collection rate. % C. Enter the 2021 actual collection rate D. Enter the 2020 actual collection rate 100.00 99.96 99.69 99.94 E. If the anticipated collection rate in A is lower than actual collection rates in B, C and D, enter the lowest collection rate from B, C and D. If the anticipated rate in A is higher than at least one of the rates in the prior three years, enter the rate from A. Note that the rate can be greater than 100%. 31 46. 2023 debt adjusted for collections. Divide Line 44 by Line 45E. 47. 2023 total taxable value. Enter the amount on Line 21 of the No -New -Revenue Tax Rate Worksheet. 48. 2023 debt rate. Divide Line 46 by Line 47 and multiply by $100. 49. 2023 voter -approval tax rate. Add Lines 41 and 48. D49. Disaster Line 49 (D49): 2023 voter -approval tax rate for taxing unit affected by disaster declaration. Complete this line if the taxing unit calculated the voter -approval tax rate in the manner provided for a special taxing unit on Line D41. Add Line D41 and 48. " Tex. Tax Code §26.042(a) xe Tex. Tax Code §26.012(7) . Tex. Tax Code §26.012(10) and 26.04(b) 30 Tex. Tax Code §26.04(b) "Tex. Tax Code §§26.04(h), (h-1) and (h-2) 100.00 $ 5,601,146 $ 5,908,171,343 $ 0.094803 $ 0.503653 /$100 /$100 S /$100 eV) For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 6 2023 Tax Rate Calculation Worksheet -Taxing Units Other Than School Districts or Water Districts Form 50-856 t/Rate 50. COUNTIES ONLY. Add together the voter -approval tax rates for each type of tax the county levies. The total is the 2023 county voter -approval tax rate. 0 /$100 SECTION 3: NNR Tax Rate and Voter Approval Tax Rate Adjustments for Additional Sales Tax to Reduce Property Taxes Cities, counties and hospital districts may levy a sales tax specifically to reduce property taxes. Local voters by election must approve imposing or abolishing the additional sales tax. If approved, the taxing unit must reduce its NNR and voter -approval tax rates to offset the expected sales tax revenue. This section should only be completed by a county, city or hospital district that is required to adjust its NNR tax rate and/or voter -approval tax rate because it adopted the additional sales tax. Additional Sales and Use Tax Worksheet Amount/Rate 51. Taxable Sales. For taxing units that adopted the sales tax in November 2022 or May 2023, enter the Comptroller's estimate of taxable sales for the previous four quarters. 32 Estimates of taxable sales may be obtained through the Comptroller's Allocation Historical Summary webpage. Taxing units that adopted the sales tax before November 2022, enter 0. 52. Estimated sales tax revenue. Counties exclude any amount that is or will be spent for economic development grants from the amount of esti- mated sales tax revenue. 33 Taxing units that adopted the sales tax in November 2022 or in May 2023. Multiply the amount on Line 51 by the sales tax rate (.01, .005 or .0025, as applicable) and multiply the result by .95. 34 or - Taxing units that adopted the sales tax before November 2022. Enter the sales tax revenue for the previous four quarters. Do not multiply by .95. 53. 2023 total taxable value. Enter the amount from Line 21 of the No -New -Revenue Tax Rate Worksheet. 54. Sales tax adjustment rate. Divide Line 52 by Line 53 and multiply by $100. 55. 2023 NNR tax rate, unadjusted for sales tax.35 Enter the rate from Line 26 or 27, as applicable, on the No -New -Revenue Tax Rate Worksheet. 56. 2023 NNR tax rate, adjusted for sales tax. Taxing units that adopted the sales tax in November 2022 or in May 2023. Subtract Line 54 from Line 55. Skip to Line 57 if you adopted the additional sales tax before November 2022. 57. 2023 voter -approval tax rate, unadjusted for sales tax.36 Enter the rate from Line 49, Line D49 (disaster) or Line 50 (counties) as applicable, of the Voter -Approval Tax Rate Worksheet. 58. 2023 voter -approval tax rate, adjusted for sales tax. Subtract Line 54 from Line 57. 0 3,685,765 5,908,171,343 0.062385 0.413007 $ 0.413007 $ 0.503653 $ 0.441268 /$100 /$100 /$100 /$100 /$100 SECTION 4:Voter Approval Tax Rate Adjustment for Pollution Control A taxing unit may raise its rate for M&O funds used to pay for a facility, device or method for the control of air, water or land pollution. This includes any land, structure, building, installation, excavation, machinery, equipment or device that is used, constructed, acquired or installed wholly or partly to meet or exceed pollution control requirements. The taxing unit's expenses are those necessary to meet the requirements of a permit issued by the Texas Commission on Environmental Quality (TCEQ). The taxing unit must provide the tax assessor with a copy of the TCEQ letter of determination that states the portion of the cost of the installation for pollution control. This section should only be completed by a taxing unit that uses M&O funds to pay for a facility, device or method for the control of air, water or land pollution. Line Voter -Approval Rate Adjustment for Pollution Control Requirements Worksheet Amoun 0 5,908,171,343 $ S 0.441268 59. Certified expenses from the Texas Commission on Environmental Quality (TCEQ). Enter the amount certified in the determination letter from TCEQ. "The taxing unit shall provide its tax assessor -collector with a copy of the letter. 38 60. 2023 total taxable value. Enter the amount from Line 21 of the No -New -Revenue Tax Rate Worksheet. 61. Additional rate for pollution control. Divide Line 59 by Line 60 and multiply by $100. 62. 2023 voter -approval tax rate, adjusted for pollution control. Add Line 61 to one of the following lines (as applicable): Line 49, Line D49 (disaster), Line 50 (counties) or Line 58 (taxing units with the additional sales tax). " Tex. Tax Code §26.041(d) " Tex. Tax Code §26.041(i) 30 Tex. Tax Code §26.041(d) 3s Tex. Tax Code §26.04(c) 36 Tex. Tax Code §26.04(c) " Tex. Tax Code §26.045(d) 38 Tex. Tax Code §26.045(i) /$100 /$100 43 For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 7 2023 Tax Rate Calculation Worksheet -Taxing Units Other Than School Districts or Water Districts Form 50-856 SECTION 5: Voter Approval Tax Rate Adjustment for Unused Increment Rate The unused increment rate is the rate equal to the difference between the adopted tax rate and voter -approval tax rate adjusted to remove the unused increment rate for the prior three years. 39 In a year where a taxing unit adopts a rate by applying any portion of the unused increment rate, the portion of the unused increment rate must be backed out of the calculation for that year. The difference between the adopted tax rate and adjusted voter -approval tax rate is considered zero in the following scenarios: a tax year before 2020; 40 a tax year in which the municipality is a defunding municipality, as defined by Tax Code Section 26.0501(a); 41 or after Jan. 1, 2022, a tax year in which the comptroller determines that the county implemented a budget reduction or reallocation described by Local Government Code Section 120.002(a) without the required voter approval. 42 Individual components can be negative, but the overall rate would be the greater of zero or the calculated rate. This section should only be completed by a taxing unit that does not meet the definition of a special taxing unit. 43 63. Year 3 component. Subtract the 2022 actual tax rate and the 2022 unused increment rate from the 2022 voter -approval tax rate. A. Voter -approval tax rate $ 0.467831 As applicable: Line 49, Line 50 (counties), Line 58 (taxing units with the additional sales tax) or Line 62 (taxing units with pollution control) /$100 B. Unused increment rate (Line 66) $ 0.007293 /$100 C. Subtract B from A . $ 0.460538 /$100 D. Adopted Tax Rate $ 0.460000 /$100 E. Subtract D from C $ 0.000538 /$100 64. Year 2 component. Subtract the 2021 actual tax rate and the 2021 unused increment rate from the 2021 voter -approval tax rate. A. Voter -approval tax rate $ 0.476825 /$100 As applicable: Line 49, Line 50 (counties), Line 58 (taxing units with the additional sales tax) or Line 62 (taxing units with pollution control) B. Unused increment rate (Line 66) $ 0.007293 /$100 C. Subtract B from A . $ 0.469532 /$100 D. Adopted Tax Rate $ 0.475000 /$100 E. Subtract D from C $-0.005468 /$100 65. Year 1 component. Subtract the 2020 actual tax rate and the 2020 unused increment rate from the 2020 voter -approval tax rate. A. Voter -approval tax rate $ 0.489330 /$100 As applicable: Line 47, Line 50 (counties), Line 56 (taxing units with the additional sales tax) or Line 60 (taxing units with pollution control) B. Unused increment rate $ 0.000000 /$100 C. Subtract B from A . $ 0.489330 /$100 D. Adopted Tax Rate $ 0.462500 /$t0o E. Subtract D from C $ 0.026830 /$100 66. 2023 unused increment rate. Add Lines 63E, 64E and 65E. 67. Total 2023 voter -approval tax rate, including the unused increment rate. Add Line 66 to one of the following lines (as applicable): Line 49, Line D49 (disaster), Line 50 (counties), Line 58 (taxing units with the additional sales tax) or Line 62 (taxing units with pollution control). " Tex. Tax Code §26.013(a) °0 Tex. Tax Code §26.013(c) " Tex. Tax Code §§26.0501(a) and (c) "Tex. Local Gov't Code §120.007(d), effective Jan. 1, 2022 43 Tex. Tax Code §26.063(a)(1) 4° Tex. Tax Code §26.012(8-a) "Tex. Tax Code §26.063(a)(1) $ 0.021900 $ 0.463168 /$100 /$100 44 For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 8 2023 Tax Rate Calculation Worksheet -Taxing Units Other Than School Districts or Water Districts Form 50-856 SECTION 6: De Minimis Rate The de minimis rate is the rate equal to the sum of the no -new -revenue maintenance and operations rate, the rate that will raise $500,000, and the current debt rate for a taxing unit. 44 This section should only be completed by a taxing unit that is a municipality of less than 30,000 or a taxing unit that does not meet the definition of a special taxing unit. 4s e Minimis Rate Works 68. Adjusted 2023 NNR M&O tax rate. Enter the rate from Line 39 of the Voter -Approval Tax Rate Worksheet $ 0.333674 /5100 69. 2023 total taxable value. Enter the amount on Line 21 of the No -New -Revenue Tax Rate Worksheet. 70. Rate necessary to impose $500,000 in taxes. Divide $500,000 by Line 69 and multiply by $100. 71. 2023 debt rate. Enter the rate from Line 48 of the Voter -Approval Tax Rate Worksheet. 72. De minimis rate. Add Lines 68, 70 and 71. 5,908,171,343 0.008462 0.094803 0.436939 /$100 /$100 /$100 SECTION 7: Voter Approval Tax Rate Adjustment for Emergency Revenue Rate In the tax year after the end of the disaster calculation time period detailed in Tax Code Section 26.042(a), a taxing unit that calculated its voter -approval tax rate in the manner provided for a special taxing unit due to a disaster must calculate its emergency revenue rate and reduce its voter -approval tax rate for that year.4G Similarly, if a taxing unit adopted a tax rate that exceeded its voter -approval tax rate, calculated normally, without holding an election to respond to a disaster, as allowed by Tax Code Section 26.042(d), in the prior year, it must also reduce its voter -approval tax rate for the current tax year. 47 This section will apply to a taxing unit other than a special taxing unit that: directed the designated officer or employee to calculate the voter -approval tax rate of the taxing unit in the manner provided for a special taxing unit in the prior year; and the current year is the first tax year in which the total taxable value of property taxable by the taxing unit as shown on the appraisal roll for the taxing unit submitted by the assessor for the taxing unit to the governing body exceeds the total taxable value of property taxable by the taxing unit on January 1 of the tax year in which the disaster occurred or the disaster occurred four years ago. This section will apply to a taxing unit in a disaster area that adopted a tax rate greater than its voter -approval tax rate without holding an election in the prior year. Note: This section does not apply if a taxing unit is continuing to calculate its voter -approval tax rate in the manner provided for a special taxing unit because it is still within the disaster calculation time period detailed in Tax Code Section 26.042(a) because it has not met the conditions in Tax Code Section 26.042(a)(1) or (2). mergency Revenue Rate Worksh 2022 adopted tax rate. Enter the rate in Line 4 of the No -New -Revenue Tax Rate Worksheet. 74. Adjusted 2022 voter -approval tax rate. Use the taxing unit'sTax Rate Calculation Worksheets from the prior year(s) to complete this line. If a disaster occurred in 2022 and the taxing unit calculated its 2022 voter -approval tax rate using a multiplier of 1.08 on Disaster Line 41 (D41) of the 2022 worksheet due to a disaster, complete the applicable sections or lines of Form 50-856-a, Adjusted Voter -Approval Tax Rate for Taxing Units in Disaster Area Calculation Worksheet. - or - If a disaster occurred prior to 2022 for which the taxing unit continued to calculate its voter -approval tax rate using a multiplier of 1.08 on Disaster Line 41 (D41) in 2022, complete the separate Adjusted Voter -Approval Tax Rate for Taxing Units in Disaster Area Calculation Worksheet to recalculate the voter -approval tax rate the taxing unit would have calculated in 2022 if it had generated revenue based on an adopted tax rate using a multiplier of 1.035 in the year(s) following the disaster. 48 Enter the final adjusted 2022 voter -approval tax rate from the worksheet. - or - If the taxing unit adopted a tax rate above the 2022 voter -approval tax rate without calculating a disaster tax rate or holding an election due to a disaster, no recalculation is necessary. Enter the voter -approval tax rate from the prior year's worksheet. 75. Increase in 2022 tax rate due to disaster. Subtract Line 74 from Line 73. 76. Adjusted 2022 taxable value. Enter the amount in Line 14 of the No -New -Revenue Tax Rate Worksheet. 77. Emergency revenue. Multiply Line 75 by Line 76 and divide by $100. 78. Adjusted 2023 taxable value. Enter the amount in Line 25 of the No -New -Revenue Tax Rate Worksheet. 79. Emergency revenue rate. Divide Line 77 by Line 78 and multiply by $100. 49 $ 0.460000 /$100 0 5 /5100 0 /$100 $ 5,171,501,696 0 $ 5,851,111,280 0 S /$100 96 Tex. Tax Code §26.042(b) "Tex. Tax Code §26.042(f) " Tex. Tax Code §26.042(c) °9 Tex. Tax Code §26.042(b) . 45 For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 9 2023 Tax Rate Calculation Worksheet —Taxing Units Other Than School Districts or Water Districts Form 50-856 enue Rate Works Amount/Ratill 80. 2023 voter -approval tax rate, adjusted for emergency revenue. Subtract Line 79 from one of the following lines (as applicable): Line 49, Line D49 (disaster), Line 50 (counties), Line 58 (taxing units with the additional sales tax), Line 62 (taxing units with pollution control) or Line 67 (taxing units with the unused increment rate). $ 0.463168 /$100 SECTION 8:TotalTax Rate Indicate the applicable total tax rates as calculated above. No -new -revenue tax rate. As applicable, enter the 2023 NNR tax rate from: Line 26, Line 27 (counties), or Line 56 (adjusted for sales tax). Indicate the line number used: 26 $ 0.413007 Voter -approval tax rate $ 0.463168 As applicable, enter the 2023 voter -approval tax rate from: Line 49, Line D49 (disaster), Line 50 (counties), Line 58 (adjusted for sales tax), Line 62 (adjusted for pollution control), Line 67 (adjusted for unused increment), or Line 80 (adjusted for emergency revenue). Indicate the line number used: 67 /$100 /$100 De minimis rate $ 0.436939 /$100 If applicable, enter the 2022 de minimis rate from Line 72. SECTION 9:Taxing Unit Representative Name and Signature Enter the name of the person preparing the tax rate as authorized by the governing body of the taxing unit. By signing below, you certify that you are the designated officer or employee of the taxing unit and have accurately calculated the tax rates using values that are the same as the values shown in the taxing unit's certified appraisal roll or certified estimate of taxable value, in accordance with requirements in the Tax Code. 5° printiL here Janina Jewell Printed Name of Taxing Unit Representative sign iL here Taxiy. nit Representative Date July 26, 2023 so Tex. Tax Code §§26.04(c-2) and (d-2) a r. For additional copies, visit: comptroller.texas.gov/taxes/property-tax Page 10 City of Euless N9`,34' ^,� 2023 THEVCITY EULESS awl Supplementary Data THE CITY OF EULESS City of Euless N9`,34' � 2023 THEVCITY EULESS awl Introduction WELCOME TO A LOOK AT THE CITY OF EULESS, TEXAS GEOGRAPHY The City of Euless is located in North Central Texas in Northeast Tarrant County approximately 16 miles west of Dallas and 16 miles east of Fort Worth. The City is located on Texas Highway 183, a six -lane expressway with two managed lanes linking Dallas to Fort Worth. Other major highways through the City include State Highway 121, State Highway 360, State Highway 10 and Farm -to - Market Road 157. Euless' centralized location provides quick access to both Dallas and Fort Worth metropolitan areas and is adjacent to Dallas -Fort Worth (DFW) International Airport in east Tarrant County, one of the world's busiest airports. The City has a total land area of 16.2 square miles or 10,378.7 acres. Of the 10,378.7 acres, 3,228.6 acres are located within DFW Airport and the remaining 7,150.1 acres outside the airport boundaries. Current development statistics estimate that Euless has approximately 358.54 acres of undeveloped land remaining outside the airport. EULESS The City of Euless HISTORY Euless was first settled in 1867 and named after the Elisha Adams Euless family. The family settled here with many of their Tennessee neighbors. Mr. Euless served two terms as Tarrant County sheriff in the 1890's. The City of Euless was incorporated on February 24, 1953 with a total population of less than 4,200. The community experienced a growth surge in the 1970's with the completion of DFW Airport in 1974. The 1980 census reported the population of Euless as 24,002. The 2010 Census Population Count was 51,277. Current population figures for Euless total 61,544. FORM OF GOVERNMENT Euless now operates under a Home Rule Charter adopted on July 21, 1962, which provides for a council-manager form of government. The Mayor and six Council members are elected at -large. The Council is responsible for all matters of policy and is also the authority for levying taxes, securing revenues, authorizing expenditures of City funds, and incurring City debt. The City Manager is directly responsible to the City Council, and the management of the City's departments. An organizational chart is included in the Introduction Section of the budget. In addition, several 50 boards and commissions were created to assist the City Council in deciding matters of policy and procedures and meet on various issues throughout the year. DEMOGRAPHICS Euless' close proximity to DFW Airport has made the City a major commercial -industrial center for the Northeast Tarrant County area. In recent years, new retail development has added a number of quality shopping centers which provide residents with a variety of goods and services to choose from. This diversified business community provides substantial property tax revenues and sales tax revenues to the City. The City collects 2% of sales and use receipts from businesses within the City. Of 16,234 non -mineral lease property accounts in the City, 13,587 are residential accounts. The top ten taxpayers listed in the following table are found in the remaining 2,647 commercial, industrial, and agricultural accounts. Over the past year, taxable property values increased over $842.5 million dollars from $6,001,564,674 to $6,844,091,124, a 14% increase due to an increase in both residential and commercial property values. Ten Largest Property Taxpayers Name of Taxpayer Ean Holdings LLC Stoneleigh at Bear Creek Apts/Fountain Wood Apts L Star Monticello LLC/Star Kensington LLC Westdale Hills 2023 LP 1045 EDGE LLC Creekwood Trinity Union LLC CH Realty IX-Knightvest MF Mandolin Owner LP Oakmont of Bear Creek LLP/Parkside on the Creek LLC BVA Glade SPE LLC CMF 15 Portfolio LLC Nature of Property Car Rental Apartments Apartments Apartments Apartments Apartments Apartments Apartments Retail Apartments 2023-24 Taxable Assessed Valuation $153,041,860 $139,900,000 $131,900,000 $129,955,128 $120,936,615 $112,000,000 $105,000,000 $101,800,000 $99,278,374 $91,000,000 $1,184,811,977 % of Total Taxable Assessed Valuation 2.24% 2.04% 1.93% 1.90% 1.77% 1.64% 1.53% 1.49% 1.45% 1.33% 17.31 % Population with a median age of 35.6 years (worldpopulationreview.com) has increased from 53,780 to 61,544 in ten years (North Central Texas Council of Governments). The City's median household income is $77,403, which compares favorably to $72,284 for Texas and $74,755 for the United States (U.S. Census Bureau). The City's educational level is 93.7% high school graduate or higher, which again is favorable to 86.1 % for Texas and 89.6% for the United States (U.S. Census Bureau). 51 63000 - 62,000 - 61 000 - 60000 - 59000 - 58000 - 57,000 - 56000 - 55000 - 54,050 53,780 54,000 - 53000 - 52000 - 51,000 POPULATION 54.250 54,870 58 2 56.16 57,550 51,400 61,544 `2015 Population Estimates based on census data Population for non -census years calculated by North Central Texas Council of Governments EDUCATION OF THOSE 25 YEARS be OVER High School Graduate - Associate's Some College 28/ 15% Degree 11% No High School' Diploma 9% U.S, Census Bureau American Community Survey 2022 COMMUNITY INFORMATION Being centrally located, the Hurst -Euless -Bedford (HEB) area (also known as the Mid -Cities) can tap into the abundant cultural, sports, and recreational amenities that Dallas and Fort Worth offer. Citizens of Euless can access some of the Nation's finest museums, zoos, symphonies, ballets, and operas. In addition, amusement facilities such as Six Flags over Texas, Six Flags Hurricane Harbor Water Park, and Fort Worth's historic stockyards are all within a short driving distance. For the avid sports enthusiast, both amateur and professional sporting activities are available year- round. Professional sports teams, including the Dallas Cowboys, the 2023 World Series Champion Texas Rangers, Dallas Mavericks, Dallas Stars, and FC Dallas, play all of their home games within a 20 to 30-minute drive from Euless. In the spring and summer months, citizens can catch a minor league baseball game featuring the Frisco Rough Riders. Or, if hockey is preferred, one can take in an exciting minor league hockey game featuring the Lone Star Brahmas. For the racing fans, the fastest and loudest sporting facility in the DFW metroplex is Texas Motor Speedway where top names in both NASCAR and Indy Car racing compete. Collegiate sports are also available through a local university network, which includes Southern Methodist University, Texas Christian University, the University of North Texas, the University of Texas at Arlington, and Texas Wesleyan University. The City is serviced by several medical facilities which are recognized among the best in the DFW metroplex. Texas Health Harris Methodist H-E-B Hospital (Harris H-E-B) is fully equipped with state-of-the-art technology to meet today's medical needs. The hospital offers patients a full range of health services in completely modern facilities and has access to CareFlite airborne ambulance to provide quick transport in the most immediate emergencies. In addition to acute care services, Harris H-E-B offers comprehensive programs for the treatment of alcoholism, chemical dependencies, and psychiatric care. The Edwards Cancer Center, located on the hospital campus, offers radiation therapy and a full range of comprehensive cancer care. The City is tied directly into the Tarrant County 9-1-1 emergency response system and provides advanced life support ambulance service through the Euless Fire Department. Educational facilities within the City are provided by the Hurst -Euless -Bedford (HEB) and Grapevine-Colleyville (GC) Independent School Districts (ISD). The HEB ISD consists of twenty-one elementary schools, five junior high schools, two high schools, and two non-traditional campuses with total enrollment projected at 23,105 students (HEB ISD Quick Facts September 1, 2023). Of these facilities, seven elementary schools, two junior highs, one high school, and one 52 non-traditional campus are located in the City of Euless. The Grapevine-Colleyville ISD has one elementary school located in northern Euless. HEB ISD has implemented Continuous Improvement (CI) as a core district philosophy. This CI model makes HEB ISD more efficient and effective in its efforts to provide a quality education for all students. Using the CI model means aligning efforts at the district, department, campus, teacher, and ultimately, the student level. Everyone must work together to prepare each student for the future. The commitment to quality learning also extends to higher education. Tarrant County College (TCC) offers a wide range of curriculum in occupational, basic studies, and continuing education courses. The College is one of the 20 largest higher education institutions in the United States. Numerous two-year degree plans are available and a majority of the courses offered may be transferred to four-year universities. Financial assistance is available to everyone, and counselors are available to answer any questions a student may have. The college is fully accredited by the Southern Association of Colleges and Schools Commission on Colleges to award an associate's degree. The City of Euless provides many facilities and services to its Citizens including seventeen parks totaling 345 acres, 4.35 miles of paved trails, 2.75 miles of unpaved trails, four tennis courts, four pickleball courts, an aquatics park with numerous outdoor and indoor features, three sand volleyball courts, 15 playgrounds, a splash pad, two fishing piers, six pavilions, four gazebos, three amphitheaters, a conference center, golf course, youth and adult sports complex, an ice hockey facility, and a bicycle repair station. Indoor recreational facilities include a 35,000 square foot recreation center with a 5,000 square foot fitness center, a 35,000 square foot senior center, over 12,000 square feet of rental facilities, an almost 2,000 square foot museum, and a 1,500 square foot log house. The City has three fire stations serviced by 76 certified firefighters and one police station serviced by 95 certified officers. The City also maintains a full -service library with over 91,000 materials. Current bond ratings for the City's General Obligation Bonds are "AA+" from Standard & Poor's and "Aa2" from Moody's. The City's website (www.eulesstx.aov) allows citizens to access vital information and services 24 hours a day, 7 days a week. Interactive functions include the City's mapping system, subscription to emergency mobile e-mail and text alerts, and subscription to MyEuless which includes construction updates, community news, employment opportunities, library events, Texas Star events, and recreation classes offered. Utility customers also have the ability to view their water usage on an hourly consumption basis and even get contacted when consumption reaches a predetermined amount. There are many other features that appeal to visitors, businesses, and residents including online forms and payment options, financial information, and events calendar. 53 THE CITY OF EULESS /` A is icn cerhe Qty chess To provide our citizens the most efficient services possible that protect and enhance the quality of life, through planning and visionary leadership. Goals & Accomplishments Promote a harmonious environment that + focuses on maintaining confidence of our citizens by providing excellent service and "doing the right thing". • Management stresses a philosophy of doing what is best for the citizens and striving to have every interaction with the public conducted in a professional manner that reflects positively on the City. Specifically, we utilize Euless Info, Access Euless and direct communications with Council to understand our citizens concerns and attempt to address each one in a timely manner. • We respect differences of opinion and look for opportunities to gain consensus. • Management strives to provide sufficient opportunity for discussion and debate prior to placing any item on the agenda for consideration in order to allow time to resolve any issues or concerns. • Citizens were invited to participate in our annual Town Hall meeting. Staff followed up on each request and provided feedback to the residents. • An electronic message board in the courtyard provides citizens with a convenient way to access information. • The City implemented an on-line solution for hotel/motel occupancy tax filers to easily register and file taxes at their convenience. • The City is implementing a new billing payment platform for utility bills that will allow for digital wallets, more autopay options and an automated voice response system. • The Municipal Court completed implementation of new software that is more efficient, reduces paper documents and provided the public with additional interface options. • The Planning and Development department completed implementation of a new software that will ease the permitting and inspection process. It will allow for online tracing and review and streamline the process. • The Public Works department completed implementation of an asset management and work order system that will allow employees to better respond to citizen requests. • Employee of the Month recognitions and Service Pin recognitions allow the City Council members the opportunity to express their gratitude to employees. • Retirees are included in employee engagement events and department events so that current employees have the opportunity to interact with former employees. • We incorporate a "Do the Right Thing" philosophy in our daily operations and stress this in our new employee orientation. ❖ Maintain a solid financial position while minimizing the impact on Euless citizens. • Maintained the City's Aa2 rating from Moody's Investor's Service and received an increased rating of AA+ from Standard and Poor's which cited consistent budgetary performance, strong financial management, strong reserves, long-term financial planning and capital planning and growing economic metrics. 56 • City reduced the tax rate by 1.5C in FY2023 and another .25C in FY2024 to a current rate of 45.75C per $100 of assessed value. • Reserve levels were adjusted in selected funds to keep pace with inflation. • Received the Distinguished Budget Award for the 32nd consecutive year and the Certificate of Excellence in Financial Reporting for the 36th consecutive year. ❖ Provide a safe community through quality Fire and Police Service. • The Code Compliance division continued the apartment PMI program and hotel/motel inspections. Their efforts have resulted in significant improvements to deteriorating properties. The Mid City Inn was demolished to make way for redevelopment of the area. • The Police department continued participation with Hurst and Bedford to provide for a Victims Assistance Liaison and Mental Health Coordinator. They also continued participation in a joint drone program and a local drug task force. • Police and Fire staff participated in community events throughout the year including Coffee with a Cop, National Night Out, 6 Stones, CFA, CPA, CERT, an Open House and Fire Department and David Hofer Summer Camps. • Members of all Police divisions participated in numerous training classes and certification programs. • The Police department continued jail detention services for the City of Bedford and negotiated to include the City of Hurst for 2024 resulting in cost savings for all departments. • The Police department assisted the City of Everman, through the Child Abduction Response Team (CART), which resulted in a murder indictment for the subject who fled the country. • The Emergency Management division applied for and received three grants including a Swift Water Boat Grant for the Fire department that provided one boat to Euless and one boat to Bedford, a ballistic shield grant for 27 shields for patrol cars, supervisor cars and each school resource officer, and a truck mounted attenuator grant for vehicular incidents along the highway. • The Police department deployed less than lethal shotguns to every patrol car and provided training to all sworn personnel. These previously were limited to supervisor vehicles. • CID Investigators taught at several community events and businesses providing information to citizens on how to protect themselves from fraud, financial and cyber- crimes. • The Fire department maintained its ISO #1 rating; the highest rating available. • The Fire department participated in numerous training events including EMS, NEFDA, Live Fire, Urban Search and Rescue, Swift Water Rescue and Fire Prevention. They are also active in Regional Response Preparedness. • The Police department continues to engage the community through the Training and Advisory Committee comprised of a diverse group of community members and through other outreach programs. ❖ Employ high -quality, professional, service - oriented personnel and provide for continuity in leadership. • Strive to promote internal candidates when possible. Specifically, the Recreation Manager was promoted to Assistant Director of Parks and Recreation, the Park Superintendent was promoted to Parks Manager and an Animal Shelter Tech II was promoted to Animal Shelter Foreman. • The tuition reimbursement program encourages employees to further their education. Additionally, employees are 57 encouraged to participate in educational training and certification programs that are related to their job functions. • Efforts continue to provide succession planning within each department. • HR staff members participated in numerous job fairs throughout the year. • The City transitioned to a different health insurance provider with more seamless service for employees. • The City transitioned to a merit -based pay plan for all non-public safety employees. Evaluation forms were updated to reflect this change. • Enhanced health screenings were provided to public safety employees. • The Fleet and Facilities department began participation in an Automotive Apprentice Program to provide mentoring and training for future technicians. • The Police department increased testing opportunities and now provides for testing as soon as an application is received. • The Police department continued participation in the Trinity Career Prep program that provides high school students the opportunity to work part time in the police department. • The Library revamped and increased staff training to assure consistent and courteous customer service. Their service model is built around relationship building and impacting the community through education, literacy and learning opportunities. • Staff initiated and implemented a variety of activities to enhance and facilitate a positive workplace environment. Specifically, the HR staff and Employee Engagement Committees hosted the Wellness Fair, Ice Cream Social, Quarter Century Club Dinner, Burger Bash/Car Show/Valve Cover Races, Christmas Luncheon, the Employee Aquatic Park Day, and an ice cream truck visit. Planning & Development hosted the second Christmas Carols in the Courtyard with hot chocolate. • The Parks staff has increased participation in the State and National Parks and Recreation Organizations to develop their networking and educational opportunities. • The Fire department updated their process for incident reporting, pre -fire planning and standard operating procedures. • EFD produces a quarterly newsletter for EFD retirees and hosted their second annual retiree pancake breakfast to maintain a high level of retiree engagement. • The CMO's office held employee meetings to receive direct feedback regarding employee concerns. A monthly Employee Newsletter is sent to all employees to provide regular updates. • A comprehensive market wage survey was completed and adjustment were made as deemed necessary. A review of all job descriptions is continuing to ensure that job duties and assignments are clearly detailed. ❖ Promote quality development, redevelopment, and business retention within the City. • Assisted numerous residents, contractors, and developers in navigating zoning, site plan and permitting processes. • Glade Parks added several new businesses and filled space that had been vacated. • Cresthaven tracts were improved to better reflect redevelopment opportunities. • Building plans were approved for a mixed - use development known as Watercolor. • Mid Cities Inn operations were discontinued, asbestos abatement and demolition were completed and the area has been grassed. • The Planning and Development department assisted numerous business prospects in identifying available properties and leasable space within the City. • The Watercolor Development is progressing with infrastructure work underway. Vertical 58 construction is anticipated in the near future. Provide for systematic infrastructure and facilities improvements. • Continued systemic improvement to City streets in accordance with the PCI score. Incremental increases are being funded annually to keep up with inflation. • Bid documents for West Pipeline Road are pending completion of utility work by the City of Bedford. • The Far North and Fuller water wells are operational. • Engineering improvements at Mid Cities and SH121 are complete with work scheduled to be performed by TxDOT in the near future. • Public Works completed design of 2023 Sanitary Sewer and Water Line Replacement projects that were expedited with ARPA funding. • Fire Station No. operational. • Fire Station No. 2 is under construction. • The Fire department took delivery of a new fire engine and a new squad is nearly ready to be placed in service. • Bid documents are prepared for renovations to the Police and Court facility and staff is underway with their move to alternate facilities. • Design work is underway for the renovation of the Animal Shelter which will incorporate space currently occupied by the department. • The Equipment Replacement continues to be funded at 100%. • Public Works continues to perform semi- annual street light surveys and report issues to Oncor. • The aquatic park facility was upgraded and a new breakroom was installed for the lifeguards. Additional trail lighting was installed along Bob Eden Park and renovations at Blessing Branch Park were completed. work for intersection 1 was completed and is Fire Fund • Updated school zone flashers were installed in several school zones. The new flashers allow technicians to program and troubleshoot remotely. • The first phase of a multi -year fiber optic project was completed providing for more stability and bandwidth for current and future needs. ❖ Provide quality leisure activities and events for residents. • The Parks and Community Services department hosted Summer Camp, Halloween Trunk or Treat at Glade Parks, the Christmas Parade and Heritage Park Christmas, as well as, a number of other events throughout the year. They also partnered with Glade Parks to host two new outdoor concerts in the lifestyle center. • The Library continues to participate in the CloudLink digital consortium providing access to over 220,000 digital items. • The Library added two weekly early literacy programs, increasing the number of weekly classes to ten. • The Parks department hosted two World Series events at the Parks at Texas Star. • The Library hosted several events including Touch -A -Truck, in partnership with Police, Fire and Public Works, a Homecoming mum - making night, yarn bombing, in partnership with the library's knitting and crochet group and bi-annual Family Place Workshops. • Euless received the Tree City USA distinction for the 37th consecutive year and the Growth Award for the 32nd consecutive year. Only three cities have received this award more years than Euless and no other city has received the Growth award more. ❖ Instill a "sense of community" in Euless' residents through citizen involvement and community partnerships. • The HEB Reads Summer reading Challenge Kickoff event continues to engage families with free fun that promotes learning and literacy. 59 • Staff continued their participation in CPR, Operation Back to School, and Night of Hope. • Staff also continued participation in HEB Rotary Club, HEB Teen Court, HEB Chamber of Commerce, HEB Leadership and the Euless Small Business Association. • The Police and Fire departments have continued the Citizen Police and Fire Academy programs. • The Police department continued the Euless Police inspiring Champions (EPIC) program where officers visit each elementary school and provides engaging interaction with students and staff. • The Economic Development department collaborated with HEB Chamber's Economic Development Foundation to promote the use of SizeUp market research and business intelligence software. • Quarterly meetings were held with the Euless Tongan Community Committee and the Committee hosted Tonga Day at the Villages of Bear Creek Park. • The Animal Shelter continued to partner with Trinity GAP Club to provide substantial assistance with fostering and adopting homeless pets. • The Library has a thriving Teen Volunteer program, and also works with Teen Court participants to assist them with volunteer opportunities to fulfill their community service requirements. • The Police department continued its participation with the Criminal Justice program offered through HEB ISD. • The Library continues to ask each person who registers for a library card if they would also like to register to vote, in accordance with state law. They provide free, non - partisan voting guides from the League of Women Voters during election season. • The Communication office provided information and education to our residents in order to keep them informed, engaged, and improve community relations. Communication mechanisms included the monthly Euless Today newsletter, regular updates on the website and cable channel, subscription -based e- mails, and a variety of social media channels including Facebook, Twitter, and NextDoor. • The Utility Billing division assisted customers in learning to utilized the automated metering system and on-line customer portal to aid in monitoring their water consumption. Also, began installation of new electronic bill payment processing system including a customer payment portal, interactive voice response services, advanced payment offerings, and outbound customer notifications. 60 FISCAL YEAR 2023-24 GOALS MATRIX ,.a, oy a, 0 �o •�� �� • �� r' � co cti co co y 4Z CO • ' rD0 ° w1 y G4 oy a a y� •.y Qo ` ▪ Q° �.y .� S` .� y a CO4 .0 0,0 O` • 0 Q O0 4 Administration Facilities Library Fiscal Services Police Fire Development Parks & Community Services Public Works Water Department Recreation Arbor Daze Texas Star Sports Complex Texas Star Golf Course Hotel / Motel Economic Development Note: Department goals that align with City goals are highlighted in blue in the matrix above. 61 Residential Monthly Service Charges Water Wastewater Trash Drainage Recycling FY24 $14.75 Base $13.00+90% of metered water *$2.07 per home Prop Tiered Rates/tgals usage @ $4.99 per tgals. $11.06* $3.00 $4.38 per home -cart 0-2 tgals - $5.35 $1.26 per apt. unit 3-8 tgals - $6.28 $1.04 for Seniors 9-15 tgals - $6.85 $3.35 for Seniors home- 16-35 tgals - $7.38 cart Over 35 tgals - $7.98 FY23 $13.75 Base $12.00+90% of metered water Tiered Rates/tgals usage @ $4.53 per tgals. 0-2 tgals - $4.77 3-8 tgals - $5.70 9-15 tgals - $6.27 16-35 tgals - $6.80 Over 35 tgals - $7.40 FY22 $12.75 Base Tiered Rates/tgals 0-2 tgals - $4.21 3-8 tgals - $5.14 9-15 tgals - $5.71 16-35 tgals - $6.24 Over 35 tgals - $6.84 *Effective through March 31, 2024. $11.06 $3.00 $11.00+90% of metered water usage @ $4.34 per tgals. $10.74 General Fund Key Fiscal Points $2.07 per home $4.38 per home -cart $1.26 per apt. unit $1.04 for Seniors $3.35 for Seniors home - cart $1.54 per home $3.00 $3.27 per home -cart $1.10 per apt. unit $.77 for Seniors $2.50 for Seniors home - cart Proposed % Change Budget % Change Actual FY24 FY23 FY22 Operating Expenses $53,252,508 7.1% $49,693,014 14.51% $43,393,083 Capital/One-Time Exp. $ 8,399,424 -5.9% $ 8,891,334 148.5% $ 3,573,884 Tax Rate .4575 per $100 -.5% .4600 per $100 3.2% .47500 per $100 Debt = .094803 Debt = .089153 Debt = .072112 M&O = .362697 M&O = .370847 M&O = .402888 Taxable Valuation $6,844,091,124 14% $6,001,564,674 13.1% $5,306,690,383 Debt Rating: Moody's G.O. =Aa2 G.O. = Aa2 G.O. = Aa2 W&S = Aa2 W&S = Aa2 W&S = Aa2 Drainage = Al Drainage = Al Drainage = Al Sales Tax = Al Sales Tax = Al Sales Tax = Al S&P G.O.=AA+ G.O.=AA G.O.=AA W&S=AA+ W&S=AA+ W&S=AA+ Drainage = AA+ Drainage = AA+ Drainage = AA+ 62 ORGANIZATIONAL CHART Loretta Getchell, City Manager May 08, 2023 CITIZENS OF EULESS MAYOR & COUNCIL MUNICIPAL COURT MUNICIPAL COURT JUDGE CITY MANAGER CITY SECRETARY CITY ATTORNEY OF RECORD Loretta Getchell L 0 v/ E Y Wayne K. Olson ASSISTANT CITY MANAGER DEPUTY CITY MANAGER Chris Barker FIRE CHIEF Chanc Bennett INFORMATION SERVICES DIRECTOR DIRECTOR OF FINANACE TT DIRECTOR OF PUBLIC WORKS 0 0 FLEET AND FACILITIES DIRECTOR Kyle McAdams LIBRARY DIRECTOR DIRECTOR OF PARKS AND DIRECTOR OF PLANNING AND COMMUNITY SERVICES ECONOMIC DEVELOPMENT Duane Strawn MUNICIPAL COURT MANAGER Claudia Quintero DIRECTOR OF HUMAN RESOURCES GENERAL MANAGER TEXAS STAR AND RISK MANAGEMENT Glenda Hartsell -Shelton -o w 0 0 N COMMUNICATIONS AND MARKETING MANAGER Matt Sanders 6 3 The City Manager, prior to August first of each year, shall prepare and submit the budget, covering the next fiscal year, to the City Council, which shall contain the following information. In preparing the budget, each employee, officer, board, and department shall assist the city manager by furnishing all necessary information. (1) The city manager's budget message shall outline the proposed financial policies for the next fiscal year with explanations of any changes from previous years in expenditures and any major changes of policy and a complete statement regarding the financial condition of the City. (2) An estimate of all revenue from taxes and other sources, including the present tax structure rates and property evaluation for the ensuing year. 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. 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. BUDGET PROCESS DEFINITION AND AUTHORITY The budget is a financial plan for a specific fiscal year that contains both the estimated revenues to be received during the year and the proposed expenditures to be incurred to achieve stated objectives. The City Charter established the City of Euless' fiscal year as October 1 through September 30. The City Charter further states: (3) (5) PUBLIC ACCESS Article VII, Section 3 of the City Charter provides: The budget and all supporting schedules shall be filed with the City Secretary when submitted to the City Council and shall be open for public inspection by anyone interested. PUBLIC HEARINGS Article VII, Section 4 of the City Charter provides: At the Council meeting at which time the budget is submitted, the Council shall, in conformance with the requirements of law, name the date and place of a public hearing and shall cause to be published the time and place thereof. At this hearing, interested citizens may express their opinion concerning items of expenditure, giving their reasons for wishing to increase or decrease any items of expense. 64 BUDGET AMENDMENT Department heads can amend the budget within their divisions as long as it does not affect total appropriations. The City Manager can amend the budget within a particular fund as long as it does not affect total appropriations. The City Council may amend the budget by a majority vote of the full membership for emergency conditions which may arise which could not reasonably have been foreseen in the normal process of planning the budget when the general welfare of the citizenry is involved. These amendments must be by ordinance and attached to the original budget in accordance with Article VII, Section 8 of the City Charter. BUDGET PREPARATION The budget preparation is coordinated through the City Manager's Office and the Finance Department. The budget process begins in late February or early March with a budget kickoff meeting with all City department directors and managers. Each department and division receives a budget preparation manual, forms and year to date budget information. Departments prepare a summary including the following information about their activities: Location and Hours of Operation Mission/Programs/Services Highlights/Accomplishments for the current fiscal year Goals & Objectives for the upcoming fiscal year Major Budgetary Issues and Operational Trends. Current year estimates are carefully reviewed and known exceptions or cost increases are reported along with justification. These variances are reviewed by the City Manager's Office for amendment as deemed necessary. The budget requests are submitted along with justification for any increases. The City Manager's office holds meetings with each director to review each of their line items and discuss any changes. All capital and supplemental requests are submitted separately and must include the following information: Purpose/objective of this request Changes/improvements from current operations Alternative financing options Estimated life of requested item Impact or consequence of not funding this request Equipment being replaced by this request Cost of the item Other associated cost A work session is held to allow each department the opportunity to present their capital and supplemental requests to the City Council. The City Manager's Office consolidates all capital requests and all supplemental requests, assigns a ranking based on funding available, and submits its recommendation to the City Council for consideration. In accordance with the fiscal policies, supplemental programs will only be funded from current revenues. One-time revenue sources and excess reserves are used to fund capital requests. The finance department prepares revenue estimates based on historical data available from the revenue manual (which is updated monthly) and other available data. Estimates are reviewed and adjusted by the City Manager's office as deemed necessary. The objective of 65 the City is to estimate revenues as accurately as possible to allow use of all available funding. The City Manager's Office completes a final review of the budget and submits a preliminary budget to the City Council. In accordance with Article VII, Section 2 of the City Charter, this document must be submitted to City Council prior to August 1st STRATEGIC PLANNING The City Council meets for a winter work -session and a budget work -session each year. During these work -sessions, a strategic planning session is held for discussion of short, intermediate, and long-term goals. These goals and the fiscal impact are considered during the budget process and serves as a guide throughout the year for staff. COMPREHENSIVE PLAN The City's long-term planning has been consolidated into a comprehensive five-year plan produced by the City Manager's office. This plan is updated every year and serves as the City's "road map" to which infrastructure, facility, and park projects will be done in the coming years. Each project contains a fiscal impact analysis. The comprehensive plan includes a five-year plan for drainage infrastructure, streets including overlay and construction, water and wastewater line replacement, City facilities, and the parks master plan. The information included in this document is an integral part of the budget process. The Capital Improvements Program details all funded and unfunded projects that have been identified to date and meets the requirements of the City Charter. Article VII, Section 2 (4) requires "A statement proposing any capital expenditures deemed necessary for undertaking during the next budget year and recommended provisions for financing". Section 2 (5) further requires "A list of capital projects which should be undertaken within the five (5) next succeeding years". BUDGET ADOPTION The City Charter provides: After public hearing, the City Council makes any changes deemed necessary and adopts the budget at least ten (10) days prior to the beginning of the next fiscal year by a favorable majority vote of all members of the Council. On July 29th, the City Council reviewed the preliminary operating and capital budgets. At their City Council meeting on July 31 st, the Euless City Council set a date, time, and place for the budget public hearing on August 8th. City Council held that public hearing and adopted the budget on August 21st. After the budget adoption, the Finance Department prepares a monthly financial report which is presented to the City Council for their review. 66 DATE Thursday, June 15, 2023 IThursday, June 15, 2023 Thursday, June 15, 2023 Monday, June 26, 2023 Saturday, July 29, 2023 Monday, July 31, 2023 FY2023-2024 Budget Schedule RESPONSIBILITY CCPD Board CC CC, CMO & Department Heads CC, CMO & Finance CC, CMO & Finance CC Monday, August 7, 2023 EDC Board Tuesday, August 8, 2023 CC Monday, August 21, 2023 CC Monday, August 28, 2023 CC ACTION Hold Public Hearing on CCPD Budget. Adopt FY2024 CCPD Budget. Submit CCPD Budget to City Council. Special called meeting to receive CCPD Budget. Pre -Budget Work Session Pre -Budget Work Session Budget Work Session Special Called City Council Meeting to set date for Budget Public Hearing on August 8, Tax Rate Public Hearing on August 21 st, and Vote to place a Proposal to Adopt a Specific Tax Rate on August 21st. Hold Public Hearing on EDC Budget and Adopt FY2024 EDC Budget. Rg. Schedule Meeting to hold Public Hearing on FY2024 CCPD, EDC, and City Budget. Approve CCPD FY2024 Budget. Accept Notice & Certification. Rg. Schedule Meeting to hold Public Hearing on Tax Rate & Order Election, if necessary. Adopt EDC and City Budget and Tax Rate. Adopt Tax Roll. Ratify Revenue Increase if necessary. Adopt Fee/Rate Changes if necessary. Rg. Schedule Meeting for second reading of Budget, Tax Rate, Tax Roll, Ratification of Revenue Increase, and/or Fee/Rate Changes if necessary. 67 EXCERPTS FROM CHARTER CITY OF EULESS, TEXAS ARTICLE VII. FINANCE Sec. 1. Fiscal year. The fiscal year of the City of Euless shall begin on October first of each calendar year and will end on September thirtieth of the following calendar year. The fiscal year will also be established as the accounting and budget year. All funds collected by the City during any fiscal year, including both current and delinquent revenue shall belong to such fiscal year and, except funds derived to pay interest and create a sinking fund on the bonded indebtedness of the City, may be applied to the payment of the expenses incurred during such fiscal year. Any revenues uncollected at the end of any fiscal year, and any unencumbered funds actually on hand shall become resources of the next succeeding fiscal year. State law references — Budgets. V.T.C.A. Local Government Code ¶ 102.001 et seq: fiscal powers. V.T.C.A., Local Government Code ¶ 101.002. State law reference — Fiscal Year. V.T.C.A. Tax Code ¶1.05 Sec. 2. Preparation and submission of budget. The City Manager, prior to August first of each year, shall prepare and submit the budget, covering the next fiscal year, to the Council, which shall contain the following information. In preparing the budget, each employee, officer, board, and department shall assist the City Manager by furnishing all necessary information. (1) The City Manager's budget message shall outline the proposed financial policies for the next fiscal year with explanations of any change from previous years in expenditures and any major changes of policy, and a complete statement regarding the financial conditions of the City. (2) An estimate all revenue from taxes and other sources, including the present tax structure rates and property evaluation for the ensuing year. (3) A carefully itemized list of proposed expenses by office, department, agency, employee and project for the budget year, as compared to actual expenses of the last ended fiscal year, and the present year-to-date. (4) A description of all outstanding bond indebtedness, showing amount, purchaser, date of issue, rate of interest and maturity date, as well as any other indebtedness which the City had incurred and which has not been paid. (5) A statement proposing any capital expenditures deemed necessary for undertaking during the next budget year and recommended provisions for financing. (6) A list of capital projects which should be undertaken within the five (5) next succeeding years. State law reference —Budget, V.T.C.A., Local Government Code ¶ 102.001 et seq. Sec. 3 Budget a public record. The budget and all supporting schedules shall be filed with the City Secretary when submitted to the Council and shall be open to public inspection by anyone interested. State law reference — Budget, V.T.C.A., Local Government Code ¶ 102.001 et seq. 68 Sec. 4. Public hearing on budget. At the Council meeting at which time the budget is submitted, the Council shall, in conformance with the requirements of law, name the date and place of a public hearing and shall cause to be published the time and place thereof. At this hearing, interested citizens may express their opinions concerning items of expenditure, giving their reasons for wishing to increase or decrease any items of expense. (Amended 11-5-91) State law reference —Budget, V.T.C.A., Local Government Code ¶ 102.001 et seq. Sec. 5. Proceeding on adoption of budget. After public hearing, the Council shall analyze the budget, making any additions or deletions which they feel appropriate, and shall, at least ten (10) days prior to the beginning of the next fiscal year, adopt the budget by a favorable majority vote all members of the Council. State law reference —Budget, V.T.C.A. Local Government Code ¶ 102.001 et seq. Sec. 6. Budget, appropriation, and amount to be raised by taxation. On final adoption, the budget shall be in effect for the budget year. Final adoption of the budget by the Council shall constitute the official appropriations as proposed expenditures for the current year and shall constitute the basis of the official levy of the property tax as the amount of tax to be assessed and collected for the corresponding tax year. Estimated expenditures will in no case exceed proposed revenue plus cash on hand. Unused appropriations may be transferred to any item required for the same general purpose. Sec. 7. Unallocated reserve fund. The City Manager may recommend for action by the Council, an unallocated reserve fund to be used for unexpected items of expense which were not contained as original items of expenditures. Sec. 8. Amending the budget. Under the extreme emergency conditions which may arise and which could not reasonably have been foreseen in the normal process of planning the budget, the Council may, by a majority vote of the full membership, amend or change the budget to provide for any additional expenses in which the general welfare of the citizenry is involved. These amendments shall be by ordinance, and shall become an attachment to the original budget. State law reference —Budget, V.T.C.A. Local Government Code ¶ 102.001 et seq. Sec. 9. Certification: copies made available. A copy of the budget, as finally adopted, shall be filed with the City Secretary. The final budget shall be printed, mimeographed, or otherwise reproduced and sufficient copies shall be made available for the use of all offices, agencies and for the use of interested persons and civic organizations. Sec. 10. Defect shall not invalidate the tax levy. Errors or defects in the form or preparation of the budget or the failure to perform any procedural requirements shall not nullify the tax levy or the tax rate. 69 CITY OF EULESS FISCAL POLICIES I. INTRODUCTION A. Purpose Statement — The City of Euless has an important responsibility to its citizens to carefully account for public funds, to manage municipal finances wisely, and to plan for the adequate funding of services desired by the public. The overriding goal of the Fiscal Policies is to enable the City to achieve a long-term stable and positive financial condition. The watchwords of the City's fiscal management include integrity, prudent stewardship, planning, accountability, and full disclosure. The purpose of the Fiscal Policies is to provide guidelines for the Director of Finance in planning and directing the City's day to day financial affairs and in developing recommendations to the City Manager and City Council. The scope of the policies spans accounting, auditing, financial reporting, internal controls, operating and capital budgeting, revenue management, cash management, expenditure control, and debt management. B. Annual Review of Policies — These policies will be reviewed administratively by the Finance Director and City Manager and will be presented to the City Council for approval of any significant changes. II. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING A. Accounting.— The Director of Finance is the City's Chief Accountant and is responsible for establishing the chart of accounts and for properly recording financial transactions. B. Accounts Receivable — This asset account reflects amounts owed to the City from citizens, companies, or other governmental entities. Delinquent accounts will be pursued. C. External Auditing 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 and submitted to City staff within 120 days of the City's fiscal year end, and the auditor's management letter will be presented to the City staff accordingly. An interim management letter will be issued prior to this date if any materially significant internal control weaknesses are discovered. 2. The Auditors are accountable to the City Council and will have access to direct communication with the City Council if the City staff is unresponsive to auditor recommendations or if the auditors consider such communication necessary to fulfill their legal and professional responsibilities. 3. Auditor Rotation — The City will not require auditor rotation, but will circulate requests for proposal for audit services at least every five years. D. Internal Auditing — The City recognizes the need for an internal audit function to provide independent, unbiased and objective reviews and assessments of the business activities, operations, financial systems and internal accounting controls of the City and some of its business partners. The reviews and assessments are conducted in order to instill confidence to citizens and stakeholders that resources are responsibly and effectively managed in order to achieve intended results. The City shall devote resources, as available, to conduct operational, financial and performance audits, selected as a result of risk analysis and assessment process. The internal audit function will report directly to the City Manager's Office. E. External Financial Reporting — The City will prepare and publish an annual comprehensive financial report (ACFR). The ACFR will be prepared in accordance with generally accepted accounting principles and will be presented annually to the Government Finance Officers Association (GFOA) for evaluation and awarding of the Certificate of Achievement for Excellence in Financial Reporting. The 70 ACFR will be published and presented to the City Council within 150 days after the end of the fiscal year. City staffing limitations may preclude such timely reporting. In such case, the Finance Director will inform the City Manager and the City Manager will inform the City Council of the delay and the reasons therefore. F. Internal Financial Reporting — The Finance Department will prepare internal financial reports sufficient for management to plan, monitor, and control the City's financial affairs. Internal financial reporting objectives are addressed throughout the policies. III. INTERNAL CONTROLS A. 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 internal controls. B. Written Procedures — The Finance Director is responsible for developing Citywide written guidelines on accounting, cash handling, and other financial matters which will be approved by the City Manager. The Finance Department will assist Department Managers as needed in tailoring these guidelines into detailed written procedures to fit each department's specific requirements. C. Department Managers Responsible — Each Department Manager is responsible to ensure that good internal controls are followed throughout his or her department, that all Finance Department guidelines on accounting and internal controls are implemented, and that all independent auditor internal control recommendations are addressed. IV. OPERATING BUDGET A. Preparation — The City's "operating budget" is the City's annual financial operating plan. It comprises governmental and proprietary funds, including the General Obligation Debt Service Fund. The budget is prepared by the Finance Director or appointee with the cooperation of all City Departments, and is submitted to the City Manager who makes any necessary changes and transmits the document to the City Council. The operating budget will be submitted to the GFOA annually for evaluation and awarding of the Award for Distinguished Budget Presentation. B. Balanced Budget — The operating budget will be balanced, with current revenues, exclusive of beginning resources, greater than or equal to current expenditures/expenses. C. Adoption Process — Pursuant to City Charter Article VII Section 5, a budget will be presented by the City Manager to the City Council, and to the public through the Euless Public Library, by August 1, and after public hearings the City Council shall adopt, with any changes, at least ten days prior to beginning of the new fiscal year by a majority vote. D. Amendment Process — According to Section 8 of the same article, amendments may be made by ordinance as necessary. E. Planning — The budget process will be coordinated so as to identify major policy issues for the City Council consideration several months prior to the budget approval date so that proper decision analysis can be made. Periodic financial reports will be prepared to enable the Department Managers to manage their budgets and to enable the Budget Office to monitor and control the budget as authorized by the City Manager. Summary financial reports will be presented to the City Council monthly by the third Friday after the end of each month. Such reports will enable the City Council to understand the big picture budget status. Operating Expenditure Control is addressed in another section of the Policies. F. Performance Measures and Productivity Indicators — Where appropriate, performance measures and productivity indicators will be developed and used as guidelines and reviewed for efficiency and effectiveness. This information will be included in the annual budgeting process and reported to the City Council at least annually. V. CAPITAL BUDGET AND PROGRAM A. Preparation — The City's capital budget will include all capital project funds and all capital resources. The budget will be prepared annually in conjunction with the operating budget. The capital budget will be compiled by the Finance Director with the involvement of all required City departmental project managers. Integration of the fiscal impact of capital improvements on the operating budget will be monitored. 71 B. Definition — 1. Facilities - include any structures or properties owned by the City, the land upon which the facility is situated for the provision of City services, and the initial furniture, fixtures, equipment and apparatus necessary to put the facility in service. Facilities include, but are not limited to the following: administrative offices, parks, service centers and storage yards, recreation centers, libraries, fire stations, jails and courts, and water and sewer related structures. 2. Infrastructure - Includes permanently installed facilities, generally placed underground or at grade, which form the basis for the provision of City services. Typically included are thoroughfares, bridges, water and sanitary sewer lines, drainage channels, and storm sewers. C. Control — All capital project expenditures must be appropriated in the capital budget. The Finance Department must certify the availability of such appropriations or the availability of resources so an appropriation can be made before a capital project contract is presented by the City Manager to the City Council for approval. D. Program Planning — The capital budget will include capital improvements program plans for future years. The planning time frame should normally be at least five years. The replacement and maintenance for capital items should be projected for the next five years. Future maintenance and operations will be fully costed, so that these costs can be considered in the operating budget. E. Alternate Resources — Where applicable, assessments, impact fees, pro-rata charges, or other user - based fees should be used to fund capital projects which have a primary benefit to specified property owners. Drainage Utility revenues are established to fund small citywide drainage projects. Single large drainage projects may be funded by debt. F. Debt Financing — Recognizing that debt is usually a more expensive financing method, alternative financing sources will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with expected lives which equal or exceed the average life of the debt issue. The exceptions to this requirement are the traditional costs of marketing and issuing the debt, capitalized labor for design and construction of capital projects, and small component parts which are attached to major equipment purchases. G. Infrastructure Maintenance — The City recognizes that deferred street maintenance increases future capital costs by an estimated five- to ten -fold. Therefore, a portion of the General Fund budget will be set aside each year to maintain the quality of streets. The amount will be established annually so that repairs will be made amounting to a designated percentage of the value of the streets. H. Reporting — Periodic financial reports will be prepared to enable the Department Managers to manage their capital budgets and to enable the Finance Department to monitor and control the capital budget as authorized by the City Manager. VI. REVENUE MANAGEMENT A. Simplicity — The City will strive to keep the revenue system simple, which will result in a decrease of compliance costs for the taxpayer or service recipient and a corresponding decrease in avoidance to pay. The City will avoid nuisance taxes, fee, or charges as revenue sources. B. Certainty — An understanding of the revenue source increases the reliability of the revenue system. The City will try to understand its revenue sources, and enact consistent collection policies so that assurances can be provided that the revenue base will materialize according to budgets and plans. C. Equity — The revenue system of the City will strive to maintain equity in its structure. That is, the City will seek to minimize or eliminate all forms of subsidization between entities, funds, services, utilities, and customers. However, it is recognized that public policy decisions may lead to subsidies in certain circumstances, e.g., homestead tax exemption. D. Administration — The benefits of a revenue will exceed the cost of producing the revenue. The cost of collection will be reviewed annually for cost effectiveness as a part of the indirect cost, cost of services analysis. Where appropriate, the City will use the administrative processes of State or Federal collection agencies in order to reduce administrative costs. 72 E. Revenue Adequacy — The City will require that there be a balance in the revenue system. That is, the revenue base will have the characteristic of fairness and neutrality as it applies to cost of service, willingness to pay, and ability to pay. F. Cost/Benefit of Abatement — The City will use due caution in the analysis of any tax, fee, or water and wastewater incentives that are used to encourage development. Ideally, a cost/benefit (fiscal impact) analysis will be performed as a part of such review. G. Diversification and Stability — In order to protect the government from fluctuations in a revenue source due to fluctuations in the economy, and variations in weather (in the case of water and wastewater), a diversified revenue system will be maintained which has a stable source of income. H. Nonrecurring Revenues — One-time revenues will not be used for ongoing operations. Nonrecurring revenues will be used only for nonrecurring expenditures. Care will be taken not to use these revenues for budget balancing purposes. Property Tax Revenues — 1. Process. Property shall be assessed at 100% of the fair market value as appraised by Tarrant Appraisal District. Reappraisal and reassessment shall be done regularly as required by State law. A 97% collection rate will serve as a goal for tax collections, with a delinquency rate of 3% or less. All delinquent taxes will be aggressively pursued, with delinquents greater than 150 days being turned over to an attorney and a penalty assessed to compensate the attorney as allowed by State law, and in accordance with the attorney's contract. Annual performance criteria will be developed for the attorney. 2. Reduce Reliance on Property Tax. The City will try to reduce reliance on property tax by seeking additional revenue sources and attempting to expand and diversify the City tax base. 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. 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 the percent equal to the Maintenance and Operations portion of the total tax rate. The allocation of the tax rate for debt purposes is the percent equal to the Interest and Sinking portion of the total tax rate. Debt service should not exceed 40% except for extraordinary and temporary reasons. M. Proprietary — Proprietary funds will pay the General Fund for direct services rendered. Additionally, the Water and Wastewater Fund will pay a franchise fee of 5% of gross receipts. This is to compensate the General Fund for the lost revenue that would be payable from a privately owned utility. N. Franchise Agreements — The City will monitor the status of existing financial agreements and take necessary actions to negotiate new agreements as they near expiration or as they need revisions to best serve the citizens of Euless. O. General and Administrative Charges — A method will be maintained whereby the General Fund may impose a charge to the proprietary funds for general and administrative services (indirect costs) performed on the enterprise funds' behalf. P. Utility Rates — The City will review and adopt utility rates that will generate revenues required to fully cover operating expenditures, meet the legal restrictions of all applicable bond covenants, and provide for an adequate level of working capital needs. This policy does not preclude drawing down cash balance to finance current operations. However, it is best that any extra cash balance be used instead to finance capital projects. Q. Interest Income — Interest earned from investment of available moneys, whether pooled or not, will be distributed to the funds in accordance with the operating and capital budgets which, wherever possible, will be in accordance with the equity balance of the fund from which moneys were provided to be invested. 73 R. Revenue Monitoring — Revenues actually received will be regularly compared to budgeted revenues and variances will be investigated. This process will be summarized in the appropriate budget report. VII. EXPENDITURE CONTROL A. Appropriations — The level of budgetary control is the department level in the General Fund and Water and Sewer Fund, and the fund level in all other funds. When budget adjustments between funds are necessary, these must be approved by the City Council. Budget appropriation amendments at lower levels of control shall be made in accordance with the applicable administrative procedures through the finance office. B. Central Control — Significant salary and capital budgetary savings in any department will be centrally controlled and may not be spent by the department without specific City Manager authorization. C. Purchasing - All purchases shall be in accordance with the City's purchasing policies. Purchases and any contracts exceeding the limit established by state law will conform to a formal bidding process as outlined. Recommendations on purchases and contracts that are subject to the bidding process will be made to the City Council for their approval. D. Prompt Payment — All invoices will be paid within 30 days of receipt in accordance with the prompt payment requirements of State law. Procedures will be used to take advantage of all purchase discounts where considered cost effective. However, payments will also be reasonably delayed in order to maximize the City's investable cash, where such delay does not violate the agreed upon payment terms. E. Equipment Financing — Equipment may be financed when the unit purchase price is $20,000 or more and the useful life is at least four years with City Council approval. VIII. ASSET MANAGEMENT A. Investments — The City's investment practices will be conducted in accordance with the City Council approved Investment Policies. Utilized objectives: safety, liquidity, and yield. B. Cash Management — The City's cash flow will be managed to maximize the cash available to invest. C. Investment Performance — At the end of each fiscal year a report on investment performance will be provided by the Finance Director to the City Manager for presentation to the City Council. D. Fixed Assets and Inventory — These assets will be reasonably safeguarded, property accounted for, and prudently insured. DC FINANCIAL CONDITION AND RESERVES A. No Operating Deficits — Current expenditures will be paid with current revenues. Deferrals, short-term loans, or one-time sources will be avoided as budget balancing techniques. Reserves will be used only for emergencies or nonrecurring expenditures, except when balances can be reduced because their levels exceed guideline minimums. B. Operating Reserves — The General Fund resources balance should be at least 30 to 60 days in working capital and never fall below 8.3% of the General Fund expenditures budget. This percentage is the equivalent of 30 days' expenditures. The Enterprise Fund working capital should be at least 45 to 75 days in working capital and never fall below 12% of the Water and Wastewater operating expense budget. An additional cash test will be required for the Water and Wastewater Fund to ensure the City's ability to operate, exclusive of accounts receivable. If reserves fall below the minimum level, the Director of Finance and City Manager will propose a plan for the replacement of the reserves. The City Council will review and approve the plan. The City will try to replace the reserves within the minimum amount of time that is practical. C. Risk Management Program — The City will aggressively pursue every opportunity to provide for the public's and City employees' safety and to manage its risks. All reasonable options will be investigated to finance losses. Such options may include risk transfer, insurance, and risk retention. Where risk is retained, reserves will be established based on actuarial determinations. Such reserves will not be used for any purpose other than for financing losses. 74 D. Compensated Absences — The City will establish a separate expenditure account within its operating funds to pay for accrued vacation leave. Accrued vacation leave can normally be paid by allowing a vacated position to remain open for several weeks. This account will be established based upon a schedule of estimated retirements which will be developed in conjunction with the operating budget. E. Equipment Replacement — The City shall maintain an Equipment Replacement Fund for vehicles and equipment. Funds will be transferred based on a depreciated calculation of each piece of equipment. F. Health Claims — The City shall maintain a fund for health claims for all employees. Adequate reserves shall be maintained as determined actuarially. All reasonable cost containments will be reviewed to keep the cost to the City and the employees minimal. X. DEBT MANAGEMENT A. Short -Term Debt — Short-term debt may be issued for interim financing, short economic life assets, or funding operational cash flow deficits or anticipated revenues. If utilized, tax anticipation notes (TAN's) will be retired in accordance with State law, and bond anticipation notes (BAN's) will be retired within six months of completion of the project. Any short-term debt outstanding at year end will not exceed 5% (including TAN's, but excluding BAN's) of net operating revenues. B. Long -Term Debt — The City may issue long-term debt when it is deemed that capital improvements should not be financed from current revenues, reserves, or short-term borrowings. Long -Term debt will not be used for operating purposes, and the life of the bonds will not exceed the useful life of the projects financed. C. Self -Supporting Debt — When appropriate, self-supporting revenues will pay debt service in lieu of tax revenues. D. Rating — Full disclosure of operations will be made to the bond rating agencies. The City staff, with the assistance of fiscal advisors or bond counsel, will prepare the necessary materials for and presentation to the rating agencies. E. Water and Wastewater Bond Coverage Ratios — The City has both revenue bonds and other indebtedness of the Water and Wastewater Fund. The City will maintain two coverage ratios: 1.50 for revenue bonds "technical average" and 1.25 for all indebtedness "practical coverage". The City will issue new debt for an Enterprise only after an "additional bonds" test has been applied to the issuance. This test determines that revenues are sufficient to defray the additional debt service burden that will be created by the new issuance. F. Federal Requirements — The City will maintain procedures to comply with arbitrage rebate and other Federal requirements as necessary. In attempt to exempt the City from arbitrage rebate requirements, the City will attempt to issue bonds in increments not to exceed $5,000,000 per calendar year. G. Debt Service Reserves — The Debt Service Fund will maintain a minimum level of reserves equal to one month of principal and interest. This does not include the amounts accrued for the next debt service payment. The policy above does not preclude the debt service reserves normally established to market revenue bonds. The City's policy and bond ordinance requirement are to maintain these debt service reserves at the level of the average annual debt service. H. Debt Burden — The Debt Burden should be within the norm of comparable cities. Specifically, maintenance of capacity not to exceed the median per capita and per assessed valuation will be monitored. Debt Structuring — The City will issue bonds with an average life of twenty (20) years or less in order to reduce net interest cost and maintain future flexibility by paying off debt earlier. The issuance should contribute to an overall curve that is relatively flat. J. Competitive vs. Negotiated Bidding — The City will analyze on a per issue and market basis the desire to utilize competitive versus negotiated sale of bonds. In either instance, the fiscal staff will present to management and council advantages and disadvantages of the process. K. Bidding Parameters — The notice of sale will be carefully constructed so as to ensure the best possible bid for the City, in light of the existing market conditions and other prevailing factors. Parameters to be examined include: 75 • Limits between lowest and highest coupons • Coupon requirements relative to the yield curve • Method of underwriter compensation, discount or premium coupons • Use of True Interest Cost (TIC) vs. Net interest Cost (NIC) • Use of bond insurance • Deep discount bonds • Variable rate bonds • Call provisions 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. M. Refunding Debt —The City shall continually review outstanding obligations and may initiate refinancing when the potential for present value savings calculate to approximately five percent (5%) or gross savings exceed $100,000. N. Maximum Debt Levels — The water and wastewater bond maximum shall be within Bond Coverage Ratios as stated in this policy. The City will strive to keep the portion of the City's ad valorem tax rate for interest and sinking (debt service) that is tax supported debt (excluding self-supporting debt) below forty percent (40%) of the total adopted City ad valorem tax rate. The State of Texas limits the total City ad valorem tax rate to $2.50 per $100 valuation. O. Fixed Rate Debt — To maintain a predictable debt service schedule, the City may give preference to debt that carries a fixed interest rate. P. Variable Rate Debt - Variable rate debt is debt that bears interest at a floating rate established at specific intervals. The City strives not to exceed thirty percent (30%) of the City's total outstanding debt in variable rate debt and may consider using variable rate debt in circumstances where assets and liabilities match, for interim financing, where interest rates are above historic averages, if diversification of debt is desired, or there is a variable revenue stream. XI. STAFFING AND TRAINING A. Adequate Staffing. — Staffing levels will be adequate for the fiscal functions of the City to function effectively. Overtime shall be used only to address temporary or seasonal demands that require excessive hours. Workload shedding alternatives as well as technology will be explored before adding staff. B. Training — The City will support the continuing education efforts of all financial staff including the investment in time and materials for maintaining a current perspective concerning financial issues. Staff will be held accountable for communicating, teaching, and sharing with other staff members all information and training materials acquired from seminars, conferences, and related education efforts. C. Awards. Credentials — The City will support efforts and involvements which result in meeting standards and receiving exemplary recitations on behalf of any of the City's fiscal policies, practices, processes, products, or personnel. Further, the Finance Director will try to obtain and/or maintain designation of Certified Government Finance Officer as awarded by the GFOA of Texas. 76 City of Euless N9`,34' � 2023 THEVCITY EULESS awl General Fund GENERAL FUND SUMMARY BEGINNING FUND BALANCE' REVENUES Property Taxes Gross Receipts Tax General Sales Tax Selective Sales Tax Fines/Fees/Penalties Licenses & Permits Interest Income Intergovernmental Revenue Charges for Service Miscellaneous/Rental Income Insurance/Risk/Other Financing Sources Revenues before Transfers Transfers from Other Funds TOTAL REVENUES TOTAL RESOURCES EXPENDITURES Personal Services Professional/Technical Services Contractual Services Utilities Maintenance Other Services/Contingencies Insurance General & Administrative Rebates/Incentives Supplies Capital / One -Time Debt Service/Bank Charges Expenditures before Transfers Transfers to Other Funds TOTAL EXPENDITURES ENDING FUND BALANCE ACTUAL BUDGET ESTIMATED BUDGET FY2021-22 FY2022-23 FY2022-23 FY2023-24 $ 19,246,754 $ 23,805,905 $ 23,805,905 $ 18,313,836 $ 19,291,536 $ $ 4,398,362 $ $ 17,498,088 $ $ 201,349 $ $ 1,969,450 $ $ 1,031,340 $ $ 126,233 $ $ 908,347 $ $ 2,300,434 $ $ 1,050,386 $ $ 290,346 $ $ 49,065,871 $ $ 2,744,924 $ $ 51,810,795 $ $ 71,057,549 $ $ 32,816,966 $ 1,390,142 $ 743,924 $ 841,363 $ 1,011,922 $ 49,735 $ 5,188 $ 233,943 $ 1,755,405 $ 872,593 $ 4,605,428 $ 6,982 $ 44,333,591 $ 2,918,053 $ 47,251,644 $ 23,805,905 19, 789, 934 4,235,114 16,748,121 164,558 1,709,788 557,400 38,402 436,294 2,012,040 561,370 5,000 46,258,021 3,505,927 49,763,948 73, 569, 853 $ 36,957,139 $ 1,704,903 $ 788,560 $ 1,020,644 $ 969,670 $ 275,500 $ 5,300 $ 450,315 $ 1,885,679 $ 1,131,999 $ 7,095,843 $ 10,800 $ 52,296,352 $ 6,287,996 $ 58,584,348 $ 14,985,505 $ 19,871,616 $ 4,392,172 $ 17,993,012 $ 200,500 $ 1,640,807 $ 970,587 $ 246,631 $ 603,180 $ 2,082,782 $ 667,179 $ 2,618 $ 48,671,084 $ 3,505,927 $ 52,177,011 $ 75,982,916 $ 36,949,554 $ 1,704,903 $ 788,560 $ 1,020,644 $ 969,670 $ 311,557 $ 5,300 $ 450,315 $ 1,885,679 $ 1,131,999 $ 6,140,540 $ 10,800 $ 51,369,521 $ 6,299,559 $ 57,669,080 $ 18,313,836 $ 21,907,546 $ 4,518,907 $ 17,293,580 $ 205,000 $ 1,771,554 $ 545,429 $ 112,404 $ 565,834 $ 2,181,120 $ 516,450 $ 5,000 $ 49,622,824 $ 3,672,917 $ 53,295,741 $ 71,609,577 $ 38,428,747 $ 1,866,020 $ 871,560 $ 1,074,735 $ 1,163,306 $ 275,500 $ 5,300 $ 518,404 $ 1,960,515 $ 1,206,756 $ 10,674,628 $ 6,000 $ 58,051,471 $ 3,600,461 $ 61,651,932 $ 9,957,645 1 General Emergency and Contingency Fund reflected in the Reserve Fund Summary. The reduction in fund balance for FY2023-24 is a planned drawdown of excess reserves for the purchase of capital equipment and other non -recurring one-time expenditures. 78 General Fund Revenues FY2023-2024 Property Taxes 41% General Fund Revenues Property Taxes Prior Year Property Taxes Penalties & Interest Sales Tax Additional Sales Tax Mixed Drink Tax Electric Franchise Gas Franchise Telephone Franchise Sanitation Service Recycling Franchise Fee Cable Franchise Fee W&WW Franchise Tax Other Permits Health Permits Fire Permits Contractor Regulatory License Minimum Housing Misc. Permits and Fees Building Permits Aquatics Auto Theft Task Force Grant School Resource Officers Municipal Court Library Fees Ambulance Fees Alarm Revenue Jail Revenue Interest Income Miscellaneous Tower Lease Betterment/Contributions Transfers TOTAL REVENUES Use of Reserves TOTAL RESOURCES Miscellaneous 2% Actual FY 22 19,291,224 312 86,681 13,908,346 3,589,742 201,349 1,654,195 563,968 98,763 324,755 25,615 245,178 1,485,888 30,774 87,700 66,828 42,800 96,303 50,512 774,403 299,986 95,013 341,294 1,876,948 19,558 1,066,967 113,239 675,025 126,233 724,875 559,431 17,813 2,744,924 51,286,642 51, 286, 642 Transfers 7% Interest 0% Budget Estimated FY 23 FY 23 19,774,934 $ 19,886,616 $ 15,000 80,000 13,308,071 3,440,050 164,558 1,620,378 431,092 98,809 318,777 25,920 240,000 1,500,138 26,330 86,800 78,766 40,230 65,000 45,774 300,000 245,000 95,000 341,294 1,626,288 14,500 900,000 106,540 650,000 38,402 89,400 475,970 15,000 3,505,927 49,763,948 8,891,334 58,655,282 $ (15,000) $ 70,000 $ 14,304,753 $ 3,688,259 $ 200,500 $ 1,662,500 $ 595,680 $ 84,180 $ 328,992 $ 29,757 $ 190,925 $ 1,500,138 $ 14,000 $ 86,800 $ 66,000 $ 40,230 $ 67,560 $ 48,519 $ 735,920 $ 245,000 $ 95,000 $ 341,294 $ 1,565,593 $ 16,214 $ 935,300 $ 106,540 $ 682,500 $ 246,631 $ 358,313 $ 475,970 $ 16,400 $ 3,505,927 $ 52,177,011 $ 5,492,069 $ 57,669,080 Sales & Uses Taxes 33% Fines & Fees 7% Proposed Budget FY 24 21,892,546 15,000 75,000 13,749,654 3,543,926 205,000 1,662,860 568,645 71,550 345,177 33,885 180,000 1,656,790 19,000 86,800 71,000 42,955 96,600 47,674 300,000 275,644 95,000 470,834 1,691,340 16,214 936,000 109,251 716,625 112,404 98,029 422,421 15,000 3,672,917 53,295,741 8,399,424 61, 695,165 Licenses/Permits 1% Franchise Fees 9% FY23 Budget to FY24 Proposed $ Diff 2,117,612 (5,000) 441,583 103,876 40,442 42,482 137,553 (27,259) 26,400 7,965 (60,000) 156,652 (7,330) (7,766) 2,725 31,600 1,900 30,644 129,540 65,052 1,714 36,000 2,711 66,625 74,002 8,629 (53,549) 166,990 3,531,793 (491,910) 3,039,883 % Diff. 11% 0% (6%) 3% 3% 25% 3% 32% (28%) 8% 31% (25%) 10% (28%) 0% (10%) 7% 49% 4% 0% 13% 0% 38% 4% 12% 4% 5% 7% (6%) 5% 79 General Fund FY2024 Revenue Assumptions Revenue Source Property Taxes Prior Year Property Taxes Penalties & Interest Sales Tax Additional Sales Tax Mixed Drink Tax Electric Franchise Gas Franchise Telephone Access Line Fees Sanitation Services Franchise Recycling Franchise Cable Franchise Water & Wastewater Franchise Other Permits Health Permits Fire Permits Contractors Regulatory License Minimum Housing Miscellaneous Permits and Fees Building Permits Police Program Reimbursements School Police Reimbursements Municipal Court Library Fees Ambulance Fees Alarm Revenue Jail Revenue Interest Income Miscellaneous Tower Lease Revenue Betterment Contributions Transfers Assumptions Projection based on revenues to cover needed expenses. Projected to remain flat with FY23 budget. Projected decrease from FY23 budget based on trend. Projected increase from FY23 budget due continued business development. Increase based on 25% of projected sales tax revenues without TIRZ allocation. Projected to increase with economic outlook and historic trend. Projection for a slight increase based on historic trend and increasing rates. Projected increase from FY23 budget based on historic trends. Projected to decrease from FY23 budget based on historic trends. Projected increase from FY23 budget based on approved rates. Projected increase from FY23 budget based on approved rates. Projected decrease from estimated FY23 budget based on historic trends. Based on 5°/0 of projected gross receipts. Projected slight decrease based on historical trend. Projected to remain flat with FY23 budget. Projected to decrease based on historic trend. Projected slight increase from FY23 budget based on historic trend. Projected to increase from FY23 budget based on historic trend. Projected to increase slightly from FY23 budget based on historic trend. Projected to remain flat with FY23 budget. Auto Theft Task Force projected to remain flat with FY23 budget. Increased current contract from four to five patrol officers for FY24. Projected to increase from FY23 budget based on recent trend. Projected slight increase from FY23 budget based on historic trend. Projected an increase from FY23 budget based on historic trends. Projected a slight increase from FY23 estimates. Based continuation of interlocal shared services agreement. Projected to increase from FY23 budget based on market outlook and Federal Funds Rate. Projected slight increase with FY23 budget. Based on current lease agreements. Projected to remain flat with FY23 budget. Based on administrative fees charged to utility operations and 1/3 of Euless' portion of the Car Rental Tax. 80 Revenues In Millions $60.0 $50.0 $40.0 $30.0 $20.0 $10.0 $0.0 General Fund Multi -Year Analysis FY2020 FY2021 FY2022 FY2023 BUD FY2023 EST FY2024 PROP ■Property Taxes ■Franchise Fees ❑Sales & Use Taxes ❑Fines & Fees ❑Licenses & Permits ■Interest Income ■Int'gov't./Trans./Misc. REVENUE ACTUAL ACTUAL ACTUAL SOURCE FY2020 FY2021 FY2022 Property Taxes $17,149,229 $18,192,851 $19,378,217 Franchise Fees $4,134,434 $4,131,593 $4,398,362 Sales & Use Taxes $13,599,827 $15,001,072 $17,699,437 Fines & Fees $2,924,661 $3,066,447 $4,051,723 Licenses & Permits $1,697,638 $1,578,146 $1,149,320 Interest Income $263,648 $62,639 $126,233 Int'gov't./Trans./Misc. $4,576,495 $3,362,265 $4,483,350 TOTAL REVENUES $44,345,932 $45,395,013. $51,286,6.42 . . . . . . . . . . . . . . BUDGETED ESTIMATED PROPOSED FY2023 FY2023 FY2024 $19,869,934 $19,941,616 $21,982,546 $4,235,114 $4,392,172 $4,518,907 $16,912,679 $18,193,512 $17,498,580 $3,542,328 $3,551,147 $3,745,074 $642,900 $1,059,029 $664,029 $38,402 $246,631 $112,404 $4,522,591 $4,792,904 $4,774,201 $49,763,9.48 $5.2,177,011 $53,295,741 7.10% . . . . . . . . . . . . . . . . . . . . FY23 Budget to FY24 Proposed % Diff 10.63% 6.70% 3.46% 5.72% 3.29% 192.70% 5.56% Property Taxes Franchise Fees Sales & Use Taxes Fines & Fees Licenses & Permits Interest Income Int'gov't./Trans./Misc. TOTAL 38.67% 9.32% 30.67% 6.60% 3.83% 0.59% 10.32% 100.00% 40.08% 9.10% 33.05% 6.75% 3.47% 0.14% 7.41 100.00% 37.78% 8.58% 34.51 % 7.90% 2.24% 0.25% 8.74% 100.00% 39.93% 8.51 33.99% 7.12% 1.29% 0.08% 9.08% 100.00% 38.22% 8.42 34.86% 6.81% 2.03% 0.47% 9.19% 100.00% 41.25% 8.48% 32.83% 7.03% 1.25% 0.21% 8.96% 100.01% 39.32% 8.74% 33.32% 7.04% 2.35% 0.29% 8.95% 100.00% The graph and chart above depicts the five year trend for revenues which support services and operations accounted for in the General Fund. While indicating which revenue sources have experienced an increase or decrease, the chart indicates what percentage of the total revenue stream a source constitutes. While growth in sales tax revenue helps to reduce the dependency on property taxes, sales taxes are more volatile in nature, and therefore are subject to sharp declines in slower economic periods. The trend now shows property tax to be the largest source of revenues averaging 39.32% of the total. Sales and use taxes is the second highest source on average at 33.32% and Intergovernmental/Transfers/Misc third at 8.95%. Franchise Fees make up approximately 8.74% and fines & fees about 7.04% of total revenues with other sources varying from less than 1 % to a little under 3%. 81 Adj. Net Taxable Value Assessed TIF Increment Value Proposed Tax Rate per $100 Valuation Estimated Tax Levy TIF Distribution Est. Percent of Collection (O&M and I&S) General Fund Collections Ceiling Revenues Estimated Fund Collections Operating & Maintenance - General Fund Interest and Sinking - Debt Service Fund TOTAL Cents Per $100 Valuation 0.500000 0.450000 0.400000 0.350000 0.300000 0.250000 0.200000 0.150000 0.100000 0.050000 0.000000 PROPERTY TAXES Estimated Revenues FY24 Operating & Maintenance $5,898,336,965 $370,321,743 0.362697 $22,736,237 $1,694,222 98.00% $20, 621,175 $1,271,371 $21,892,546 Debt Service $5,898,336,965 0.094803 $5,591,800 100.00% $332,315 $5,924,115 Proposed Fund Distribution Rate 0.362697 0.094803 0.457500 Percent 79.28% 20.72% 100.00% Ten Year Breakdown of Tax Rate $ Amount $21,892,546 $5,924,115 $27,816,661 Additional Sales Tax $ 3,543,926 $ $ - $ $ 3,543,926 $ Total 25,436,472 5,924,115 31,360,587 2015 2016 2017 Fiscal Year 2015 2016 2017 2018 2019 2020 2021 2022 2023 Proposed 2024 2018 2019 2020 2021 2022 2023 Proposed 2024 I u Interest & Sinking ■Operating & Maintenance' Operating & Interest & Total Maintenance Sinking Tax Rate 0.364505 0.102995 0.467500 0.366571 0.100929 0.467500 0.363053 0.099447 0.462500 0.361056 0.101444 0.462500 0.371710 0.090790 0.462500 0.377974 0.084526 0.462500 0.381954 0.080546 0.462500 0.402888 0.072112 0.475000 0.370847 0.089153 0.460000 0.362697 0.094803 0.457500 82 General Fund Expenditures FY2023-2024 Public Works 6% Finance 0 Admin Srvcs ° 7% Non -Depart. 10% Development 1% PACS 5% Fire 22% Capital / One -Time 14% City Admin 2% Police 30% Proposed General Fund Actual Budget Estimated Budget Expenditures FY 22 FY 23 FY 23 FY 24 City Council $ 12,616 $ 26,805 $ 26,805 $ 27,000 $ City Administration $ 605,602 $ 701,861 $ 701,861 $ 726,545 $ City Secretary $ 405,941 $ 495,231 $ 495,231 $ 511,831 $ Communications/Marketing $ 4,719 $ 20,600 $ 20,600 $ 21,350 $ Total - City Administration $ 1,028,878 $ 1,244,497 $ 1,244,497 $ 1,286,726 $ Finance/Budget $ 180,455 $ 310,286 $ 310,286 $ 322,055 $ Municipal Court $ 764,528 $ 901,598 $ 901,598 $ 908,912 $ Accounting $ 336,524 $ 435,743 $ 435,743 $ 460,715 $ Purchasing $ 92,373 $ 116,260 $ 116,260 $ 118,904 $ Total - Finance $ 1,373,880 $ 1,763,887 $ 1,763,887 $ 1,810,586 $ Emergency Management $ 58,191 $ 69,832 $ 69,832 $ 121,207 $ Police Code Compliance $ 1,978,187 $ 2,129,547 $ 2,129,547 $ 2,399,132 $ Police Administration $ 1,216,130 $ 1,308,200 $ 1,308,200 $ 1,481,910 $ Police Patrol $ 6,603,888 $ 7,293,714 $ 7,293,714 $ 7,187,633 $ Police CID $ 1,866,493 $ 2,309,489 $ 2,309,489 $ 2,839,463 $ Police Service $ 2,471,710 $ 2,856,314 $ 2,856,314 $ 2,839,025 $ Police Detention $ 1,604,712 $ 1,399,693 $ 1,399,693 $ 1,591,493 $ Total -Police $ 15,799,311 $ 17,366,789 $ 17,366,789 $ 18,459,863 $ Fire Marshal/Education $ 612,174 $ 685,269 $ 685,269 $ 665,184 $ Fire Administration $ 519,480 $ 659,160 $ 659,160 $ 668,131 $ EMS/Suppression $ 10,193,338 $ 11,420,875 $ 11,420,875 $ 11,936,532 $ Total -Fire $ 11,324,992 $ 12,765,304 $ 12,765,304 $ 13,269,847 $ Information Services $ 873,338 $ 1,141,520 $ 1,141,520 $ 1,564,445 $ Human Resources $ 407,692 $ 550,071 $ 550,071 $ 595,771 $ Facility Maintenance $ 1,207,657 $ 1,229,690 $ 1,229,690 $ 1,415,527 $ Library $ 914,621 $ 1,002,541 $ 1,002,541 $ 992,638 $ Total - Administrative Services $ 3,403,308 $ 3,923,822 $ 3,923,822 $ 4,568,381 $ Planning & Development $ 323,388 $ 473,185 $ 473,185 $ 406,309 $ Inspection Services $ 389,488 $ 463,924 $ 463,924 $ 512,672 $ Total -Development $ 712,876 $ 937,109 $ 937,109 $ 918,981 $ Recreation $ 678,635 $ 757,255 $ 757,255 $ 875,014 $ Parks $ 1,542,070 $ 1,726,888 $ 1,726,888 $ 1,803,263 $ Aquatics $ 109,820 $ 156,025 $ 156,025 $ 180,762 $ Senior Center $ 241,965 $ 273,610 $ 273,610 $ 292,039 $ Recreation Admin. $ 81,209 $ 90,777 $ 90,777 $ 102,316 $ Total -Parks & Comm Srvcs $ 2,653,699 $ 3,004,555 $ 3,004,555 $ 3,253,394 $ Street Maintenance $ 2,641,150 $ 3,007,802 $ 3,007,802 $ 3,102,088 $ Animal Control $ 343,663 $ 418,390 $ 418,390 $ 539,779 $ City Engineer $ 73,107 $ 94,395 $ 94,395 $ 180,044 $ Total - Public Works $ 3,057,920 $ 3,520,587 $ 3,520,587 $ 3,821,911 $ Legal Services $ 166,379 $ 200,000 $ 200,000 $ 200,000 $ Non -Departmental $ 3,871,840 $ 4,951,864 $ 4,951,864 $ 5,648,219 $ Betterment $ - $ 14,600 $ 14,600 $ 14,600 $ Total - Non -Depart. $ 4,038,219 $ 5,166,464 $ 5,166,464 $ 5,862,819 $ Total Operating Expenses $ 43,393,083 $ 49,693,014 $ 49,693,014 $ 53,252,508 $ Capital / One -Time $ 3,573,884 $ 8,891,334 $ 7,976,066 $ 8,399,424 $ Total Expenses $ 46,966,967 $ 58,584,348 $ 57,669,080 $ 61,651,932 $ Diff. 1% 4% 3% 4% 3% 4% 1% 6% 2% 3% 74% 13% 13% (1 %) 23% (1%) 14% 6% (3%) 1% 5% 4% 37% 8% 15% (1% ) 16% (14%) 11% (2%) 16% 4% 16% 7% 13% 8% 3% 29% 91% 9% 0% 696,355 14% 0% 696,355 13% 3,559,494 7% (491,910) (6%) 3,067,584 5% FY23 Budget to FY24 Proposed $ Diff 195 24,684 16,600 750 42,229 11,769 7,314 24,972 2,644 46,699 51,375 269,585 173,710 (106,081) 529,974 (17,289) 191,800 1,093,074 (20,085) 8,971 515,657 504,543 422,925 45,700 185,837 (9,903) 644,559 (66,876) 48,748 (18,128) 117,759 76,375 24,737 18,429 11,539 248,839 94,286 121,389 85,649 301,324 83 City Administration Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: To provide our citizens the most efficient services possible that protect and enhance quality of life, through planning and visionary leadership. Accomplishments FY2022-23: • Maintained a solid financial position during high inflationary times including a slight reduction in the tax rate. • Continued systemic funding of Capital Improvement Plan through planned debt issuances, pay as you go funding and use of grant funds. • Participated in events and activities for the community, many in conjunction with our neighboring cities and school district, ETCC, the Nepalese Community, as well as local non- profit agencies. • Commercial and residential developments continued on vacant tracts and additional land was acquired for redevelopment opportunities. • Maintained electronic document repository and managed the coordination and completion of the electronic document conversion of the City's building plans (Phase 3 of 3). • Managed updates to the City's Code of Ordinances, including the adoption of the current building and fire codes. • Planned and coordinated the annual Board and Commission recognition dinner. • Developed City's 70th Anniversary logo. General Fund 97.9% Objectives for FY2023-24: • Maintain solid financial position which is responsive to the overall economic climate with emphasis on maintain a stable low tax rate, promotion of a pay -as -go strategy when possible in lieu of debt, and maintenance of established reserve levels. • Continue to provide a safe community through quality police and fire service. • Use a systematic approach to upgrading the City's infrastructure and facilities using a pay-as-you-go system when possible. • Continue progress on the development of vacant tracts and seek redevelopment opportunities that will complement the overall vision for Euless. • Develop and mentor future leaders to ensure continuity. • Maintain a culture of harmony that celebrates various perspectives to produce the best outcome for our citizens. • Expanded presence on social media with City Facebook page. • Conduct City's 2024 General Election. • Coordinate and provide support for primary elections and presidential elections. • Maintain electronic document repository, oversee the disposition of records that have met the minimum retention period, coordinate storage of inactive records, and support departments with records retention process. Issues / Trends: • Economic conditions could slow due to higher interest rates and threat of recession. • Continued erosion of local control by State legislature. Budget Appropriation City Secretary's Office 0.8% Communications / Marketing -----""11\ 0.0% City Administration 1.2% City Council 0.0% 84 City Administration Expenditures by Division: Proposed FY23 Budget to General Fund Actual Budget Estimated Budget FY24 Proposed Expenditures FY 22 FY 23 FY 23 FY 24 $ Diff % Diff. City Council $ 12,616 $ 26,805 $ 26,805 $ 27,000 $ 195 1% City Administration $ 605,602 $ 701,861 $ 701,861 $ 726,545 $ 24,684 4% City Secretary $ 405,941 $ 495,231 $ 495,231 $ 511,831 $ 16,600 3% Communications/Marketing $ 4,719 $ 20,600 $ 20,600 $ 21,350 $ 750 4% Total - City Administration $ 1,028,878 $ 1,244,497 $ 1,244,497 $ 1,286,726 $ 42,229 3% Division Services: City Council - The Mayor and City Council, as the legislative branch of city government, are responsible for establishing policy by adopting ordinances (local laws) and resolutions (statements of official policy) for the city government to be implemented by the City Manager through the administrative staff. City Administration - To enhance the City's tradition of professional city management, ensuring the effective use of the City's resources. To provide support and coordination of legislative and administrative activities. To facilitate the development of priorities and goals for the City departments. To serve as a link between the City Council and staff and to see that all policies of the City are executed. The City Manager is the chief administrative officer for the City of Euless. The City Manager and staff are responsible for the preparation, recommendation, and execution of the policies to aid in the efficient delivery of services to the citizens. City Secretary's Office -The City Secretary's Office is committed to providing support services to the citizens, the City Council members, and the City staff in a cost effective and efficient manner. The City Secretary serves at the discretion of the City Council and is responsible for the City Council meeting minutes and other official records such as ordinances, resolutions, contracts, deeds, liens, etc. The City Secretary serves as the chief election official conducting all City elections, as the Records Management Officer administering the Local Government Records Act, and as the coordinator of the Board and Commission appointments. Communications/Marketing - The Communications/Marketing office is the citizen, staff, and media link to Euless city government enabling each to access information, understand local, and regional issues and improve community relations through means of communication, including cable programming, website, digital and print newsletters, special publications, media relations, special events, crisis communication, and other proactive marketing efforts. Full -Time Personnel by Division: City Administration City Secretary Total City Administration FY 21/22 FY 22/23 FY 22/23 FY 23/24 Actual Budgeted Actual Budgeted 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 7.00 7.00 7.00 7.00 Services'Levels: r LJ Maintain G.O. and W&W/W Revenue Bond Ratings at or above Aa2 / AA+ 8,000 c ° 6,000 4,000 2,000 Property Tax Base 5,307 FY2022 62,000 6,002 6,844 60,000 58,000 56,000 - FY2023 FY2024 FY2022 Population 61,480 FY2023 44 FY2024 85 Finance Department Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. • Mission: To provide accurate and timely financial data to management, council, and stakeholders to facilitate the decision -making process and regulatory compliance. Accomplishments FY2022-23: • Received Distinguished Budget Award and Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association of the United States and Canada (GFOA). • Worked with financial advisors to prepare and issue continuing disclosure documents, to perform arbitrage rebate calculations on all applicable bond issues, and issued certificate of obligation for police and court facility design and remodel. • Earned a market -based return on the City's investment portfolio while ensuring compliance with remaining investment objectives. • Continued to refine the external audit process by updating and utilizing year-end closing and work paper preparation checklists and assignments. • Held one online auction for proper disposal of assets. • Implemented Governmental Accounting Standards Board Statement 97 and changes from the 2023 Texas Legislative Session. • The City received an increase to AA+ from Standard & Poor's global bond rating agency on City General Obligation Bonds for consistent budgetary performance, strong reserves, strong financial management and institutional framework, long-term financial planning and capital planning, and growing economic metrics. • The City created and implemented a new Fair Labor Standards Act cycle at the request of City Firefighters. • Documented and reported necessary data for American Rescue Plan Act (ARPA) expenses. General Fund 98.5% Objectives for FY2023-24: • Receive Distinguished Budget Award and Certificate of Achievement for Excellence in Financial Reporting from GFOA. • Monitor market conditions and determine the feasibility of potential debt refunding or debt issuance. • Optimize return on investment while attaining remaining investment objectives in accordance with established policies. • Monitor advances in and leverage of new technology to automate processes, streamline procedures, and increase efficiency. • Continue to identify additional commodities and services that could be placed on an annual agreement with the intent of obtaining lower prices through economies of scale. • Present various training and professional development opportunities for staff. • Assist City in detailing the long-range financing of Capital Improvement Projects. • Document and report necessary data for ARPA and Ground Ambulance Data Collection Project expenses. Issues / Trends: • Closely monitor and report City compliance with ARPA. • Explore new revenue opportunities, monitor citywide expenditures/expenses, maintain current service levels, and remain competitive in the labor market while working within budgetary constraints and maintaining a stable tax rate. • To continue to provide quality services and achieve operational efficiencies while working within budgetary constraints. • To utilize technology to streamline operations to accomplish more with less. • To attract and retain knowledgeable, professional personnel and provide development opportunities for existing team members. • Monitor and adjust to economic conditions including inflation and possible recession. Budget Appropriation Accounting 0.7% Purchasing 0.2% Finance / Budget 0.5% 86 Finance Department Expenditures by Division: General Fund Expenditures Finance/Budget Accounti ng Purchasing Total - Finance Division Services: Finance / Budget — To establish, monitor, and update the City's fiscal policies to ensure they are both responsive in the current environment and fiscally responsible. Administration performs timely and thorough analysis of new pronouncements and legislation to identify applicability, implementation options, and compliance. Accounting —To plan, collect, record, summarize, and report the results of all financial transactions of the City in a timely manner and in accordance with generally accepted accounting principles; as well as ensure compliance with applicable local, state, and federal statutes, bond covenants, grant contracts, and management policies. Purchasing — To maintain continuity of supply to support ongoing services, operations, and construction services. Responsible for advising the user departments of any unusual delays in delivery schedules, and maintaining sufficient quantities of inventoried supplies for the benefit of all City departments. To conduct all purchases in accordance with state laws. To foster an understanding and appreciation of a sound purchasing policy and procedures throughout all departments of the City. Responsible for obtaining the lowest possible price and best value consistent with delivery terms. Personnel by Division: Finance / Budget Accounting Purchasing Total Finance Services Levels: Actual FY 22 $ 180,455 $ 336,524 $ 92,373 $ 609,352 GFOA Distinguished Budget Award g g Budget FY 23 $ 310,286 $ 435,743 $ 116,260 $ 862,289 Estimated FY 23 $ 310,286 $ 435,743 $ 116,260 $ 862,289 Proposed Budget FY 24 $ 322,055 $ 460,715 $ 118,904 $ 901,674 FY 21 /22 FY 22/23 Actual Budgeted 1.50 2.50 3.50 3.50 1.00 1.00 6.00 7.00 FY23 Budget to FY24 Proposed $ Diff $ 11,769 $ 24,972 $ 2,644 $ 39,385 FY 22/23 Actual 2.50 3.50 1.00 7.00 % Diff. 4% 6% 2% 5% FY 23/24 Budgeted 2.50 3.50 1.00 7.00 GFOA Certification of Achievement for Excellence in Financial Reporting D Collateral Compliance D Unmodified Audit Opinion p p 87 Municipal Court Location & Hours of Operation: 1102 W Euless Blvd. Mon -Wed & Fri, 8 a.m. — 5 p.m. Thursday, 8 a.m. — 6 p.m. Mission: The Municipal Court is the judicial branch of the government of the City of Euless. The Court shall serve as an unbiased entity for the adjudication of Class C cases filed. The court and its officers are dedicated to the principles of fair and impartial justice administered with respect and equality. Accomplishments FY2022-23: • Implemented new court case management software. • Implemented and completed training on new audio/visual equipment and digital recording software in the courtroom. Objectives for FY2023-24: • Continue to train on new court case management software. • Continue to provide support, guidance, and training to staff. Issues / Trends: • Monitor legislation pertaining to the Municipal Court. Budget Appropriation General Fundell 99% Municipal Court 1% 88 Municipal Court Expenditures by Division: General Fund Expenditures Municipal Court $ Total - Municipal Court $ Actual Budget FY 22 FY 23 764,528 $ 901,598 $ 764,528 $ 901,598 $ Proposed Estimated Budget FY 23 FY 24 901,598 $ 908,912 $ 901,598 $ 908,912 $ FY23 Budget to FY24 Proposed $ Diff 7,314 7,314 % Diff. 1% 1% Division Services: Municipal Court — Provides administrative and clerical support for municipal court proceedings including the collection of fines, fees, and state costs; filing citations and complaints; court scheduling; issuing, tracking, and clearing warrants; updating and maintaining court records; and reporting collections, convictions, and statistical data to appropriate state agencies. Personnel by Division: Municipal Court Total Municipal Court Services Levels: 18,000 17,000 16,000 15,000 14,000 13,000 12,000 FY2021 Cases Filed FY2022 FY 21 /22 FY 22/23 Actual Budgeted 8.25 7.75 8.25 7.75 FY2023 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 FY2021 FY 22/23 Actual 7.75 7.75 Arrest Warrants Issued FY2022 FY 23/24 Budgeted 7.75 7.75 30 FY2023 89 Police Department Location & Hours of Operation: Administration, Code, Technological Support, Property Evidence, Records 1102 W Euless Blvd. Mon -Fri, 8 a.m. — 5 p.m. Criminal Investigations 1102 W Euless Blvd. Mon -Fri, 8 a.m. — 6 p.m. Communications, Detention, Emergency Management, Patrol 1102 W Euless Blvd. 24/7 Mission: To provide the citizens of Euless professional, efficient police services including, but not limited to, enforcement of Federal, State, and Local Laws; investigation of criminal offenses; crime prevention; prevention and investigation of traffic accidents; order maintenance; and community social services. Accomplishments FY2022-23: • Began planning for the Police & Courts Building remodel. • Began planning for continuity of operations during the building remodel. • Continued partnership with Grapevine Colleyville ISD. The staff serves on their Safety and Security Committee. • Continued Police Department Training and Advisory Committee and conducted quarterly meetings. • Received grant for bullet -resistant shields; purchased and installed in supervisor and patrol vehicles and school resource officer offices. General Fund 70.1% • Received grant for a Truck truck -mounted attenuator, & purchased and installed for increased safety during vehicular incidents along highways. Objectives for FY2023-24: • Maintain citizens' trust and confidence in their police department by maintaining a high degree of integrity and professionalism among all police employees. • Continue Cadet Program, targeting young people 18-25 years of age to develop future, quality police employees. • Increase clearance and stolen property recovery rates. • Continue to offer a successful Citizens Police Academy program. • Continue to expand and improve upon the positive relations with the community and local schools. • Decrease the number of residential, commercial, and vehicular burglaries. • Continue goal of decreasing dispatch times to <1:00 minute for Police priority one calls for service, and <45 seconds for Fire and EMS. • Focus on recruiting new Police Officers for the City of Euless. • Implement an agency management system to provide increased communication and collaboration across divisions. • Implement TASER program that will provide a TASER to every sworn law enforcement officer, previous equipment was checked out each shift. Issues / Trends: • Cost of Equipment • Manpower Shortages • Video Management (data transfer and storage) • Supply Chain Shortages Budget Appropriation Patrol 11.7% Administration 2.4% Code Compliance 3.9% Service 111 4.6% Detention 2.6% Emergency Management 0.2% 90 Police Department Expenditures by Division: General Fund Expenditures Emergency Management Police Code Comp/Comm Svcs Police Administration Police Patrol Police CID Police Service Police Detention Actual FY 22 $ 58,191 $ 1,978,187 $ 1,216,130 $ 6,603,888 $ 1,866,493 $ 2,471,710 $ 1,604,712 Total -Police $ 15,799,311 Budget FY 23 $ 69,832 $ 2,129,547 $ 1,308,200 $ 7,293,714 $ 2,309,489 $ 2,856,314 $ 1,399,693 $ 17,366,789 Estimated FY 23 $ 69,832 $ 2,129,547 $ 1,308,200 $ 7,293,714 $ 2,309,489 $ 2,856,314 $ 1,399,693 $ 17,366,789 Proposed Budget FY 24 $ 121,207 $ 2,399,132 $ 1,481,910 $ 7,187,633 $ 2,839,463 $ 2,839,025 $ 1,591,493 $ 18,459,863 FY23 Budget to FY24 Proposed $Dill %Dill. $ 51,375 74% $ 269,585 13% $ 173,710 13% $ (106,081) (1%) $ 529,974 23% $ (17,289) (1%) $ 191,800 14% $ 1,093,074 6% Division Services: Emergency Management — To identify, prepare for, respond to, and recover from any manmade or naturally occurring disaster that may strike the City of Euless. Code Compliance —To provide the citizens of Euless a safe, healthy, prosperous community in which to live. Administration —To provide the citizens of Euless with professional, efficient police services. Patrol — To aggressively and intelligently provide the most effective service possible, in partnership with the community, to improve the quality of life for all of the citizens of Euless. Criminal Investigations (CID) — To investigate alleged and suspected criminal activity reported to the department. Personnel conduct follow-up investigations on criminal offenses, interview victims and witnesses, interrogate suspects, perform crime scene processing and evidence recovery, execute search and arrest warrants, prepare criminal cases for prosecution, and provide courtroom testimony. Service — To provide twenty -four-hour emergency communications, including 911, the processing and storage of all police records, technical support and assistance for information management, and instruction to the Citizens Police Academy and other local groups. Detention — To provide a safe, secure, and sanitary environment for persons being held in the detention facility. Personnel by Division: Police Code Comp/Comm Svrs Police Administration Police Patrol Police Cid Police Service Police Detention Total Police Department Services Levels: Police Department Activity FY 21 /22 FY 22/23 Actual Budgeted 16.00 16.00 7.00 7.00 49.00 48.00 14.00 16.00 21.00 22.50 17.00 13.50 124.00 123.00 Citizen Requests for Police Service Officer Initiated Activity Officer Initiated Traffic Stops Officer Assigned as back-up 911 Calls Received Non 911 Calls Received Violations Investigated by Code Officers FY 22/23 Actual 16.00 7.00 48.00 16.00 22.50 13.50 123.00 2021 2022 2023 19,094 19,340 20,443 39,679 43,482 40,845 13,019 18,127 16,516 20,783 21,507 20,637 30,376 29,476 29,602 75,788 75,331 74,570 6,129 6,601 5,811 FY 23/24 Budgeted 18.00 7.00 44.00 19.00 21.50 14.50 124.00 91 Fire Department Location & Hours of Operation: Administration, 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Fire Station 1 201 E Ash Ln. 24/7 Fire Station 2 1515 Westpark Way 24/7 Fire Station 3 202 S Main St. 24/7 Mission: To exceed the expectations of Euless citizens and visitors by providing professional and knowledgeable responses to emergency calls and protecting our community through life safety and community support services. Accomplishments FY2022-23: • Completed over 3,500 hrs. of Emergency Medical Service training. • Participated in over 250 hrs. of joint training with the Northeast Fire Department Association (NEFDA). • Completed 6,000 hrs. of company training. • Conducted 800 hrs. of live fire training. • Hired, trained, and equipped 3 new firefighters. • Completed switch to Lexipol Standard Operation Procedure (SOP) management. • Active participants in Federal, State, and local USAR teams. Participated in 123 public education/outreach events with a total attendance of 21,346 people. • Completed construction of Station 1 and overhaul of the Fire Marshal's office. • Ordered a new Quint and a new ambulance. • Placed a new Engine in service and hired 3 new Fire inspectors/Investigators. • Completed planning and began construction of Station 2. • Implemented a new class B duty uniform. • Implemented a 48/96 shift schedule. • Active in multiple regional COG working groups. • Coordinated NEFDA Swift Water Rescue Program. • Active in Regional Response Preparedness (TCC FSTC Advisory board, multiple NEFDA committees, COG, TCC Recruit training coordinator, TCC swift water rescue program co -coordinator). • Implemented FIowMSP for our pre -fire plan platform. • Went paperless on check -offs and logistics tracking with PS TRAX. Switched to ESO for Fire Reporting. • Completed 2,742 inspections and corrected 4,736 violations. • Conducted 19 fire investigations and logged 954 hours of fire prevention -related training. • Reviewed 194 sets of plans noting 595 items that did not meet code. • Issued 349 construction and operational permits. 92 Objectives for FY2023-24: • Evaluate expanding the part-time fire inspector program to assist with increased demands. • Look for methods and processes to reduce expenditures when possible while maintaining a high level of services. • Staff Squad 55 at 95% or more if possible. • Continue to maintain overall response times of less than 6 minutes for 100% of emergency calls. • Continue officer development and succession planning. • Continue to upgrade technology in reporting systems, paperless check -offs, scheduling, inspections, and pre - fire plans. • Place new Medic and Squad in service. • Begin and substantially complete construction of Station 2. • Continue to monitor the emergency deployment model and adjust as needed for new construction and development. • Increase involvement in community activities and public safety education. • Complete ISO review and retain #1 Public Protection Classification. • Maintain emphasis on joint training with the police department on active threat -related incidents. • Maintain/Improve working relationships with the Police Department through mutual training programs. • Continued emphasis on cancer reduction and overall improved health and safety in the department. • Implementation of Mental Health program. • Complete 100% of annual fire inspections by FMO personnel. • Continue to use the part-time fire inspector program to assist with the increased demands of the FMO. • Complete transition to electronic plan review. • Complete transition to electronic permitting. Issues / Trends: • Prepare for the growth/development/changing needs of the City by analyzing and evaluating the potential demand on the fire department and resource deployment. • Continue to monitor the newest trends in patient care through review and evaluation of medical protocols and a partnership with our Medical Control Physician. • Increased training demands due to the required certifications, for personnel and regional involvement, in NEFDA and Tarrant County. • Remain flexible and creative in managing future epidemiological challenges and disasters. • Continue demands on the Fire Marshal's Office due to increases in development and public education -related areas. • Continue to hire high -quality personnel despite the current nationwide paramedic shortage. • Continue to maintain equipment for longer periods of time due to supply chain issues. Fire Department General Fund 79% Expenditures by Division: General Fund Expenditures Fire Marshal/Education Fire Administration EMS/Suppression Budget Appropriation EMS / Suppression 19% Fire Marshal / Education Administration 1% 1% Proposed Actual Budget Estimated Budget FY 22 FY 23 FY 23 FY 24 $ 612,174 $ 685,269 $ 685,269 $ 665,184 $ $ 519,480 $ 659,160 $ 659,160 $ 668,131 $ $ 10,193,338 $ 11,420,875 $ 11,420,875 $11,936,532 $ Total -Fire $11,324,992 $ 12,765,304 $ 12,765,304 $13,269,847 $ FY23 Budget to FY24 Proposed $Diff %Diff. (20,085) (3%) 8,971 1% 515,657 5% 504,543 4% Division Services: Fire Marshal/Education - To maintain fire prevention, fire inspection, fire investigation, and fire education programs in the community. Administration — Responsible for personnel management, budget, payroll, research and development, records management, public education, and oversight of the department. EMS/Suppression — To effectively deliver hazard emergency mitigation and emergency medical service to those who call within the response area. These services are delivered from three stations located strategically throughout the City for optimum response. Services are targeted to preserve life and protect property. Personnel by Division: FY 21 /22 FY 22/23 Actual Budgeted Fire Marshal/Education 4.00 4.00 Fire Administration 4.00 4.00 Ems/Suppression 70.00 70.00 Total Fire Department 78.00 78.00 Services Levels: 340 5,899 Emergency Calls • In -City • Mutual Aid 270 259 5,895 FY 22/23 Actual 4.00 4.00 70.00 78.00 FY 23/24 Budgeted 4.00 4.00 70.00 78.00 Fire Marshal Activities 270 190 47 38 207 2,951 2,966 Fire / Bldg. Plans Received • DRC/Construction 2,693 Meetings • Inspections FY2021 FY2022 FY2023 FY2021 FY2022 FY2023 93 Administrative Services Department Locations & Hours of Operation: Information Services Mon -Fri, 8 a.m. —7 p.m. 201 N Ector Dr. On -call 24/7 Human Resources 201 N Ector Dr. Mon -Fri, 8 a.m. —5 p.m. Facility Maintenance 1314 Royal Parkway Mon -Fri, 7:30 a.m. —4:30 p.m. Library 201 N Ector Dr. Mon-Tues, 9 a.m. — 6 p.m.; Wed-Thurs, 9a.m. — 8 p.m.; Fri -Sat, 9 a.m. — 5 p.m.; Sun., 1 p.m. — 5 p.m. Mission: To maintain and improve the quality of living for residents and organizational efficiency by managing various activities of the City. Accomplishments FY2022-23: • Implemented new software platforms for multiple City departments allowing more efficient citizen engagement. • Reached substantial completion of phase I of a city-wide fiber optic project. • Provided training opportunities and resources to leaders and staff alike, through new and established vendor resources. • Continued the comprehensive review of all department structures and job descriptions. 50+ job descriptions have been reviewed, edited, and approved by Human Resources and various departments. 50+ have been reviewed/edited by Human Resources and are in the department review/approval process, and the balance (approximately 70) are in various stages of review. • Published an RFP for medical, pharmacy, dental, vision, EAP, etc., and completed a comprehensive review of all benefit offerings available in the marketplace. • Implemented a new medical, pharmacy, dental, EAP, and stop -loss provider to provide the best benefit offerings available to our Euless employees and retirees. • Revamped the City's Performance Evaluation process, providing employees the opportunity to receive merit raises based on performance. • Completed a comprehensive market wage survey and made market adjustments as departments and City Management deemed necessary. • Complete construction of Fire Station #1. General Fund 93% • Expanded the library's classes and events offered regularly to include computer classes, citizenship classes, and additional children's classes, without increasing staff. • Implemented a comprehensive training program for staff to ensure a consistent, high level of library customer service. Objectives for FY2023-24: • Design and complete phase II of a city-wide fiber optic project. • Create an internal educational training program to provide opportunities for newly promoted and seasoned leaders to ensure consistent leadership practices and policy application throughout the organization. • Migrate core network services to a more secure platform. • Continue to utilize new vendors to provide expanded health, wellness, and safety training to the entire workforce. • Complete the job description/department structure review project. • Complete a comprehensive market wage survey, targeting an expanded market inside and outside of the DFW metroplex. • Attend a minimum of 5-6 metroplex job fairs, chamber functions, and community events to promote the value of serving their community through a career in local government. • Complete construction of Fire Station #2. • Begin remodel Police & Court Building. • Complete construction of building for PATS-N staff. • Begin reconstruction of the front entrance to City Hall building. • Implement a new service, the Legacy Lab, to allow patrons to preserve memories and information by converting items in obsolete formats to digital files. • Expand the Family Place Educational Play Space to meet demand, and provide more opportunities for early literacy learning and family engagement. Issues / Trends: • Increased demand from City departments to move to paperless and more efficient business processes. • Staffing trade positions continues to be a challenge. • Increasing cost of construction and maintenance materials. • Social and economic issues outside of the library's control, such as an increase in homelessness, are impacting library services. Continued increasing demand for digital materials and programs, with lessening demand for print items. Budget Appropriation Facility Maintenance 2% an 1% Library 2% Information Services 2% 94 Administrative Services Department Expenditures by Division: General Fund Expenditures Information Services Human Resources Facility Maintenance Library Total -Administrative Services Proposed Actual Budget Estimated Budget FY 22 FY 23 FY 23 FY 24 $ 873,338 $ 1,141,520 $ 1,141,520 $ 1,564,445 $ $ 407,692 $ 550,071 $ 550,071 $ 595,771 $ $ 1,207,657 $ 1,229,690 $ 1,229,690 $ 1,415,527 $ $ 914,621 $ 1,002,541 $ 1,002,541 $ 992,638 $ $ 3,403,308 $ 3,923,822 $ 3,923,822 $ 4,568,381 $ FY23 Budget to FY24 Proposed $ Diff 422,925 45,700 185,837 (9,903) 644,559 % Diff. 37% Division Services: Information Services — To provide timely and competent computer services to City departments. Provide in-house support for both software and hardware, and assist other departments in systems selection, implementation, and operation. Human Resources — Recruitment, hiring, onboarding, compensation, position classification, benefits administration, policy and procedure development and interpretation, safety and risk management, leave and transition administration, employment law and regulatory compliance, and employee engagement. Ensures compliance with mandates established by the City of Euless, the State of Texas, and the United States governments. Facility Maintenance — To provide the citizens of Euless and City staff with safe and accessible facilities. To maintain the City's investment in facility structures both interior and exterior, building control equipment, interior environmental controls, security systems, and lighting control devices. Library — To serve the continuing informational, educational, cultural, and leisure needs of residents of all ages. To provide the community with the best possible materials in various formats. To promote the joy of reading and learning. Personnel by Division: FY 21/22 FY 22/23 Actual Budgeted Information Services 1.00 1.00 Human Resources 3.50 3.50 Facility Maintenance 4.00 4.00 Library 9.00 9.00 Total Administrative Services 17.50 17.50 Services Levels: Thousands 94 92 90 88 86 84 82 80 FY2021 Library Holdings 111 87.4 Thousands 350 300 250 200 150 100 50 0 FY 22/23 Actual 1.00 3.50 4.00 9.00 17.50 Library Items Circulated 247.4 i 295.5 FY 23/24 Budgeted 1.00 3.50 4.00 9.00 17.50 234.6 FY2022 FY2023 FY2021 FY2022 FY2023 95 Planning and Economic Development Department Location & Hours of Operation: Planning and Engineering Building 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: The Planning and Economic Development is responsible for facilitating new development through the administration and enforcement of the Unified Development Code (UDC) and other development -related codes and ordinances. The department's two operating divisions process applications for site plans, rezonings, specific use permits, plats, temporary use permits, and building permits. Accomplishments FY2022-23: • Began implementation and use of new software for planning and building inspections to improve efficiency and enhance customer service. • Completed update of building codes. • Reviewed, inspected, and approved 146 Certificates of Occupancy for new businesses and existing businesses, similar to last fiscal year. • Issued 1,483 residential building permits, three of which were for new residential construction. The demand for new single-family housing remains strong, although the availability of new lots is limited. • Reviewed and issued 1,932 permits of all types including commercial, residential, mechanical, electrical, and plumbing permits. General Fund 98.5% • Permitted $48 million in new commercial valuation. • Performed 4,419 inspections. • The Planning and Zoning Commission heard 62 cases during the fiscal year, including plats, zoning changes, specific use permits, and site plans. • The Zoning Board of Adjustments heard three (3) cases during the fiscal year. Objectives for FY2023-24: • Fully implement new Cityworks planning and building inspection software. • Maintain a highly trained professional staff by advocating and budgeting funds for participation in professional development and training opportunities. • Implement new software to aid in the administration and enforcement of the City's Short -Term Rental ordinance. • Continue utilizing third -party plan review and building inspection services as needed to efficiently process anticipated demand from new developments. Issues / Trends: • Redevelopment is expected to continue and increase to the lack of available acreage for new development. Budget Appropriation Inspection Services 0.8% Planning & Development 0.7% 96 Planning and Economic Development Department Expenditures by Division: General Fund Expenditures Planning & Development Inspection Services Actual FY 22 $ 323,388 $ 389,488 Total -Development $ 712,876 Budget FY 23 $ 473,185 $ $ 463,924 $ $ 937,109 $ Estimated FY 23 473,185 463,924 937,109 Proposed Budget FY 24 $ 406,309 $ 512,672 $ 918,981 FY23 Budget to FY24 Proposed $Diff %Diff. $ (66,876) (14%) $ 48,748 11% $ (18,128) (2%) Division Services: Planning — The Planning Division guides growth and redevelopment within the City to enhance the quality of life for residents while encouraging future growth and economic development. The division aids City Council and Planning and Zoning Commission in guiding the City's future growth and development and assists in the planning, preparation, maintenance, coordination, and enforcement of land development policies, regulations, and guidelines. Division staff coordinate the activities of and prepare agendas, packets, and minutes for the Planning and Zoning Commission, Zoning Board of Adjustments, Housing Structures Board, and Capital Improvements Advisory Committee. Division staff routinely assist developers and citizens with applications for various development activities. Inspection Services —The Inspection Services Division evaluates, recommends, and enforces minimum building standards to safeguard life or limb, health, property, and public welfare by regulating and controlling the design, construction, quality of materials used, occupancy, location, and maintenance of all buildings and structures within the City. Division staff regulates building construction through plan reviews and field inspections of all new buildings and structures and improvements to existing buildings and structures within the City. Personnel by Division: Planning & Development Inspections Services Total Planning & Development Services Levels: 14 12 10 8 6 1 4 2 0 FY 2021 New Commercial Permits FY 2022 FY 21/22 FY 22/23 Actual Budgeted 2.50 3.50 4.00 4.00 6.50 7.50 FY2023 8,000 7,000 6,000 5,000 4,000 3,000 6, 2,000 1,000 FY 2021 FY 22/23 Actual 3.50 4.00 7.50 Inspections FY 2022 FY 23/24 Budgeted 2.50 5.00 7.50 19 FY2023 97 Parks & Community Services Department Locations & Hours of Operation: Mission: To provide quality parks and leisure activities for Administration citizens and to provide direction, leadership, and support to Temporary Location @ 201 N. Ector, Building D (Fire the Parks and Leisure Services Board, Historical Preservation Administration) Committee, and the Economic Development Corporation by Mon -Fri, 8 a.m. — 5 p.m. promoting the benefits of parks and recreation to the Parks Department community through programming, planning, preservation, and 1997 S Pipeline Rd. professional staff development. Mon -Fri, 7 a.m. — 3:30 p.m. Accomplishments FY2022-23: • Expanded existing Special Events to serve a broader range of community members. • Updated park amenities across multiple parks, including trail enhancements. • Completed 19 budget projects to update and maintain recreation facilities. Simmons Center 508 Simmons Dr. Not currently available for rent Euless Family Life Center 300 W Midway Dr. Mon-Thurs, 5:30 a.m. — 8 p.m.; Fri, 5:30 a.m. — 7 p.m.; Sat, 8 a.m. — 5 p.m.; Sun, 1 p.m.— 5 p.m. Senior Center Mon -Wed & Fri, 6:30 a.m. — 4 p.m.; Thurs, 6:30 a.m. — 8 p.m. Natatorium Mon-Thurs 8 a.m. — 8 p.m.; Fri 8 a.m. — 5 p.m.; Sat, 10 a.m. — 2 p.m. Aquatics Center Seasonal Hours Splash Island 600 S Main St. Seasonal Hours General Fund 94.7% Objectives for FY2023-24: • Objectively compare seasonal staff wages and adjust accordingly. • Complete the Master Plan and begin the process of implementation. • Continue to increase class, program, and special event offerings. Issues / Trends: • Hiring and retaining skilled full and part-time labor force. Budget Appropriation Aquatics A3% Senior Center 0.5% BF Recreation Admin. 0.2% Recreation 1.4% 98 Parks & Community Services Department Expenditures by Division: General Fund Expenditures Recreation Parks Aquatics Senior Center Recreation Admin. Total -Parks & Comm Srvcs Actual FY 22 $ 678,635 $ 1,542,070 $ 109,820 $ 241,965 $ 81,209 $ 2,653,699 Budget FY 23 $ 757,255 $ 1,726,888 $ 156,025 $ 273,610 $ 90,777 $ 3,004,555 Estimated FY 23 $ 757,255 $ 1,726,888 $ 156,025 $ 273,610 $ 90,777 $ 3,004,555 Proposed Budget FY 24 $ 875,014 $ 1,803,263 $ 180,762 $ 292,039 $ 102,316 $ 3,253,394 FY23 Budget to FY24 Proposed $ Diff % Diff. $ 117,759 $ 76,375 $ 24,737 $ 18,429 $ 11,539 $ 248,839 16% 4% 16% 7% 13% 8% Division Services: Recreation - Encourages a healthy and positive lifestyle through exemplary fitness and recreational programs. Parks - Provides safe and aesthetically pleasing parks, amenities, and leisure opportunities thereby contributing to a wholesome lifestyle. Aquatics - Promotes recreation and leisure opportunities for citizens of all ages and skill levels and enhances the quality of life of the community. Senior Center - Furnishes a friendly environment for seniors to stimulate their minds, strengthen their bodies, and engage in community. Recreation Admin. - Provides direction, leadership, and support to the Parks and Leisure Services Board, Historical Preservation Committee, and the Economic Development Corporation. Promotes the benefits of parks and recreation to the community through programs, planning, preservation, and professional staff development. Personnel by Division: Recreation Parks Senior Center Recreation Administration Total Community Services Services Levels: 60,000 50,000 40,000 30,000 20,000 10,000 0 Aquatics Attendance ■ Aquatics Center 35,932 A 5,682 46,652 FY2021 FY2022 • Natatorium 11= 51,7044 FY2023 FY 21/22 FY 22/23 Actual Budgeted 5.50 5.50 11.00 11.00 2.00 2.00 1.00 1.00 19.50 19.50 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 FY 22/23 Actual 5.50 11.00 2.00 1.00 19.50 FY 23/24 Budgeted 5.25 11.00 2.00 1.00 19.25 Senior Center Attendance 31,138 9,955 36,988 FY2021 FY2022 FY2023 99 Public Works Department Locations & Hours of Operation: Streets 1513 Westpark Way Mon -Fri, 8 a.m. — 5 p.m. On -call 24/7 Animal Control 1517 Westpark Way Mon, Tues, Thurs, Fri, 7 a.m. — 4 p.m. Wed, 7 a.m. — 6 p.m. Sat, 9 a.m. — 2 p.m. On -call 24/7 Engineering 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: To improve the safety and quality of living for residents by managing the maintenance of streets, sidewalks, and the storm drainage system, and to compassionately and responsibly care for stray, abandoned, and surrendered animals through the Animal Services Department. Accomplishments FY2022-23: • Implemented City Works asset management and work order system. • Updated and utilized the IMS (Infrastructure Management Services) pavement assessment module to determine streets for FY 2024 Street Improvements/Rehabilitation. General Fund 93.4% • Animal Control added an Animal Services Officer. • Tarrant County Project, asphalt street improvements including a 2-inch mill and overlay and/or reclaimed stabilization on Pamela Drive, Himes Drive, Oak Forest Trail, Shelmar Drive, Oakwood Drive, and Limestone Drive. • Asphalt mill and overlay completed on Debra Dr, Donley Dr, Fuller Dr, Pauline St, Yorkshire Dr, Trail Lake Dr, and McDowell Dr. • Streets receiving surface treatment were Ash Ln, Catalpa Ln, Marlene Dr, and Rusk Dr. • Intersection and traffic signal cabinet upgrades. Objectives for FY2023-24: • Continue with staff and GAP volunteers' support to provide a quality service from the City's animal shelter. • Advanced warning beacons and signs for high-water areas. • Optimize or improve traffic flow within our City. • Seek more grant funding opportunities through the state, county, and federal government. Issues / Trends: • Material costs for asphalt, concrete, and steel as well as labor costs continue to rise. Budget Appropriation 5.7% ts Animal Control 0.9% Engineering 0.3% 100 Public Works Department Expenditures by Division: General Fund Expenditures Street Maintenance Animal Control City Engineer Total - Public Works Proposed Actual Budget Estimated Budget FY 22 FY 23 FY 23 FY 24 $ 2,641,150 $ 3,007,802 $ 3,007,802 $ 3,102,088 $ $ 343,663 $ 418,390 $ 418,390 $ 539,779 $ $ 73,107 $ 94,395 $ 94,395 $ 180,044 $ $ 3,057,920 $ 3,520,587 $ 3,520,587 $ 3,821,911 $ FY23 Budget to FY24 Proposed $ Diff 94,286 121,389 85,649 301,324 Diff. 3% 29% 91% 9% Division Services: Street Maintenance — Maintains safe driving conditions and prolongs the material life of City streets through aggressive preventative maintenance. Performs curb, gutter, street, and sidewalk repairs; installation and replacement of street and traffic control signs; right- of-way maintenance; and drainage maintenance. Animal Control — Provides animal control services to protect the health, safety, and welfare of both people and animals efficiently and professionally. Enforces City ordinances and regulations concerning pets and other animals. Provides public outreach to citizens and businesses through public education, training in schools, and community organizations. City Engineer— Provides a safe and efficient street and thoroughfare network, which includes proper functioning of all traffic signals, signs, and installation of streetlights throughout the City. Inspects all Public Works construction within the City and reviews development plans and studies for regulation compliance, engineering design, safety, and health concerns. Conduct acquisition of properties, right-of-way, and easements and verifies legal documents. Personnel by Division: Street Maintenance Animal Control City Engineer Total Public Works Services Levels: FY 21 /22 FY 22/23 Actual Budgeted 11.50 13.50 3.00 4.00 1.00 1.00 15.50 18.50 FY 22/23 Actual 13.50 4.00 1.00 18.50 D ADA/TSA Infrastructure Plan Monitored FY2022 Street Overlay Completed leted FY 23/24 Budgeted 13.50 5.00 2.00 20.50 101 Non -Departmental Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: To define the costs in the budget that may not be specifically identifiable to any operational budget. Accomplishments FY2022-23: • Provide funding for continued equipment replacements, Fire Station #2 design and construction, city-wide fiber optic project, city-wide traffic signal upgrades, lump sum payments, computer software for various departments, miscellaneous equipment, and one-time purchases. General Fund 76.9% Objectives for FY2023-24: • Provide funding for HOME / ER Program continuation, consulting services, street reconstruction, and capital reserves. Issues / Trends: • Balancing the rising cost of infrastructure and equipment purchases with available funds. Budget Appropriation Non - Departmental 9.2% Capital 13.6% Legal Fees 0.3% Betterment 0.0% 102 Non -Departmental Expenditures by Division: General Fund Expenditures Legal Services Non -Departmental Betterment Total - Non -Depart. Total Operating Expenses Capital / One -Time Actual FY 22 $ 166,379 $ 3,871,840 $ 4,038,219 $ 42,628,555 $ 3,573,884 Budget FY 23 $ 200,000 $ 4,951,864 $ 14,600 $ 5,166,464 $ 48,791,416 $ 8,891,334 Estimated FY 23 $ 200,000 $ 4,951,864 $ 14,600 $ 5,166,464 $ 48,791,416 $ 7,976,066 Proposed Budget FY 24 $ 200,000 $ 5,648,219 $ 14,600 $ 5,862,819 $ 52,343,596 $ 8,399,424 FY23 Budget to FY24 Proposed $Diff %Diff. $ - 0% $ 696,355 14% $ - 0% $ 696,355 13% $ 3,552,180 $ (491,910) (6%) 7% Division Services: Non -Departmental —This activity is administered by the Finance Department and funds various charges that are not defined, or directly related to, any specific department or activity of the City. Examples of costs here include electrical; general liability insurance; audit, tax appraisal, and collection services; and contingencies. These types of expenditures affect all budgets and are generally not prorated. All one-time appropriations are accounted for in this department in order to maintain stable department budgets from year to year. Personnel by Division: None Assigned Services Levels: 0 Property Tax Base 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 44 250,000 200,000 150,000 100,000 50,000 City Utility Consumption 2020 2021 or 2022 FY2022 FY2023 FY2024 ❑ Electric Thousand kWh 0 Gas CCF • Water Thousand Gallons 103 THE CITY OF EULESS City of Euless N9`,34' � 2023 THEVCITY EULESS awl Enterprise Funds ENTERPRISE FUND SUMMARY BEGINNING FUND BALANCE REVENUES Property Tax Gross Receipts Tax General Sales Tax Selective Sales Tax Fines/Fees/Penalties License & Permits Interest Income Intergovernmental Revenue Charges for Service Miscellaneous/Rental Income Other Financing Sources Revenues before Transfers Transfer from other Funds TOTAL REVENUES TOTAL RESOURCES ACTUAL BUDGET ESTIMATED BUDGET FY2021-22 FY2022-23 FY2022-23 FY2023-24 $ 12,492,542 $ 13,484,301 $ 13,484,301 $ 13,259,588 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 324,898 $ 238,000 $ 238,500 $ 238,000 $ $ $ $ $ 87,756 $ 17,238 $ 25,168 $ 58,477 $ 1,016,462 $ $ $ $ 36,410,822 $ 35,992,448 $ 36,007,048 $ 39,657,346 $ 240,081 $ (36,991) $ (36,991) $ 56,579 $ $ - $ - $ $ 38,080,019 $ 36,210,695 $ 36,233,725 $ 40,010,402 $ 1,943,905 $ 2,658,891 $ 2,658,891 $ 3,063,514 $ 40,023,924 $ 38,869,586 $ 38,892,616 $ 43,073,916 $ 52,516,466 $ 52,353,887 $ 52,376,917 $ 56,333,504 EXPENDITURES Personal Services $ 9,135,012 $ 10,029,149 $ 10,029,149 $ 10,602,787 Professional/Technical Services $ 2,520,944 $ 2,566,847 $ 2,566,847 $ 3,045,003 Contractual Services $ 426,345 $ 462,065 $ 462,065 $ 520,024 Utilities $ 15,562,870 $ 15,969,203 $ 15,969,203 $ 18,279,713 Maintenance $ 585,225 $ 554,335 $ 554,335 $ 578,535 Other Services/Contingencies $ 38,654 $ 125,500 $ 125,500 $ 125,500 Insurance $ 25,558 $ 74,500 $ 74,500 $ 83,488 General & Administrative $ 103,498 $ 136,820 $ 136,820 $ 143,940 Rebates/Incentives $ $ $ $ Supplies $ 1,935,090 $ 1,722,845 $ 1,722,845 $ 2,043,923 Capital / One -Time $ 272,200 $ 520,462 $ 351,518 $ 493,084 Debt Service/Bank Charges $ 6,982 $ 10,800 $ 10,800 $ 6,000 Expenditures before Transfers $ 30,612,378 $ 32,172,526 $ 32,003,582 $ 35,921,997 Transfers to Other Funds $ 8,419,787 $ 7,113,747 $ 7,113,747 $ 9,491,387 TOTAL EXPENDITURES $ 39,032,165 $ 39,286,273 $ 39,117,329 $ 45,413,384 ENDING FUND BALANCE $ 13,484,301 $ 13,067,614 $ 13,259,588 $ 10,920,120 Total expenditures include capital purchases for equipment and transfers to capital improvement projects which are funded from excess reserves above the required 75 day reserve level. FY2023-24 includes a planned reduction in fund balance for the use of excess reserves for one-time needs. 106 Water & Wastewater Revenues FY2023-2024 Wastewater 37% Other (1) Rarv-Ii - - Sanitation 2% 1% 1% Penalties Reclaimed Water 1% 3% Water 55% The above graph shows the sources of revenues in the Water & Wastewater Fund which are generated by services provided to the citizens of Euless for recycling, sanitation, water and wastewater. The "Other" amount represents 1 of total revenues and is an aggregate of several revenue sources as indicated in the table below. Proposed FY23 Budget to Water & Wastewater Actual Budget Estimated Budget FY24 Proposed Revenues FY 22 FY 23 FY 23 FY 24 $ Diff % Diff. Interest Income(1) $ 76,046 $ 14,226 $ 14,226 $ 14,226 $ - 0% Sanitation $ 270,357 $ 250,000 $ 250,000 $ 250,000 $ - 0% Water Service $ 16,446,768 $ 16,729,757 $ 16,729,757 $ 18,413,496 $ 1,683,739 10% Wastewater Service $ 10,709,042 $ 10,880,226 $ 10,880,226 $ 12,154,887 $ 1,274,661 12% Reclaimed Water Service $ 946,434 $ 883,125 $ 883,125 $ 895,686 $ 12,561 1% New Meters(1) $ 16,578 $ 15,000 $ 15,000 $ 15,000 $ - 0% Reconnect Fees(1) $ 228,195 $ 135,000 $ 135,000 $ 135,000 $ - 0% Inspection Fees(1) $ 81,200 $ 150,000 $ 150,000 $ 150,000 $ - 0% Miscellaneous(1) $ 164,602 $ 171,484 $ 171,484 $ 171,484 $ - 0% Penalties $ 316,602 $ 230,000 $ 230,000 $ 230,000 $ 0% Initiations/Transfer Fees(1) $ 29,190 $ 30,000 $ 30,000 $ 30,000 $ - 0% Recycling Fees $ 484,627 $ 513,950 $ 513,950 $ 676,024 $ 162,074 32% Use of Rate Stabilization $ 288,962 $ 479,205 $ 479,205 $ 479,205 $ - 0% Rate Stabilization Rebate $ (288,962) $ (479,205) $ (479,205) $ (479,205) $ - 0% TOTAL REVENUES $ 29,769,641 $ 30,002,768 $ 30,002,768 $ 33,135,803 $ 3,133,035 10% Use of Reserves $ - $ 365,022 $ 196,078 $ 2,403,944 $ 2,038,922 559% TOTAL RESOURCES $ 29,769,641 $ 30,367,790 $ 30,198,846 $ 35,539,747 $ 5,171,957 17% The above chart details revenues for the past, current, and upcoming fiscal years, as well as expected increases and decreases in service fee collections within the past year. The Water and Wastewater revenues are generated primarily from user charges for the variety of services provided to the citizens of Euless. Water Service revenues fluctuate seasonally and can be drastically affected by an extended period of drought or rainfall. (1) Water & Wastewater Revenue line items are aggregated in graph under "Other" 107 Revenue Source Interest Income Sanitation Services Water Service Wastewater Service Reclaimed Water Service Sale of New Meters Reconnect Fees Inspection Fees Miscellaneous Penalties Initiation & Transfer Fees Recycling Fees Water & Wastewater Fund FY24 Revenue Assumptions Assumptions Projected to increase based on market outlook and investable balances. Projected to remain flat with FY23 budget. Consumption is estimated to increase slightly with FY23 year- end projections based on expected growth. Volume rates increased by 58¢ per 1,000 gallons and the residential base rates increased by $1 or 7.3% for FY24. Anticipated treatment volume is estimated remain almost flat with FY23 budgeted volume. Volume rates increased by 46¢ per 1,000 gallons and base rates increased by $1 for FY24. Consumption is relatively flat with that of the prior fiscal year's estimates. Rates per tier are based on 85% of the potable water rate per tier. Projected to remain flat with FY23 budget. Projected to remain flat with FY23 budget. Projected to remain flat with FY23 budget. Projected to remain flat with FY23 budget. Projected to remain flat with FY23 budget. Projected to remain flat with FY23 budget. Increase anticipated from growth in customer base as compared with prior year estimates and scheduled rate increase. 108 City Engineer Water Production Water Distribution Wastewater Treatment Meter Services Total -Public Works Recycling GIS/Information Services Legal Services Non -Departmental Total -Non Departmental Total Operating Expenses (Capital / One -Time Total Expenses Water & Wastewater Expenditures FY2023-2024 Capital / One -Time 7% GIS 2% Wastewater Treatment 18% Water Distribution 5% Non -Depart. 31% Finance 2% Public Works 1% Water Production 34% The graph above indicates the expenditure amounts disbursed to the individual departments within the Water and Wastewater Fund. These expenditures reflect the cost incurred by the City for the services provided to Euless citizens. Water & Wastewater Expenditures Water Office Proposed Actual Budget Estimated Budget FY 22 FY 23 FY 23 FY 24 $ 495,273 $ 537,134 $ 537,134 $ 562,781 $ Total -Finance $ 495,273 $ 537,134 $ 537,134 $ 562,781 $ $ 329,930 $ 381,210 $ 381,210 $ 373,486 $ $ 10,033,011 $ 10,663,831 $ 10,663,831 $ 12,094,272 $ $ 1,644,155 $ 1,644,214 $ 1,644,214 $ 1,740,920 $ $ 5,495,451 $ 5,537,415 $ 5,537,415 $ 6,459,644 $ $ 64,225 $ 69,331 $ 69,331 $ 73,754 $ $ 17,566,772 $ 18,296,001 $ 18,296,001 $ 20,742,076 $ $ 25,719 $ 40,100 $ 40,100 $ 57,357 $ $ 706,071 $ 803,070 $ 803,070 $ 794,540 $ $ 85,990 $ 85,000 $ 85,000 $ 85,000 $ $ 9,570,221 $ 10,236,838 $ 10,236,838 $ 10,891,596 $ $ 10,388,001 $ 11,165,008 $ 11,165,008 $ 11,828,493 $ $ 28,450,046 $ 29,998,143 $ 29,998,143 $ 33,133,350 $ $ 1,709,356 $ 365,022 $ 196,078 $ 2,403,944 $ $ 30,159,402 $ 30,363,165 $ 30,194,221 $ 35,537,294 $ FY23 Budget to FY24 Proposed $ Diff 25,647 25,647 (7,724) 1,430,441 96,706 922,229 4,423 2,446,075 17,257 (8,530) 654,758 663,485 3,135,207 2,038,922 5,174,129 % Diff. 5% 5% (2%) 13% 6% 17% 6% 13% 43% (1%) 0% 6% 6% 10% 559% 17% The chart details the expenditures over the past, current, and upcoming fiscal years, as well as the expected increases and decreases in costs within the past year. These expenditures account for the cost associated with the acquisition, operation and maintenance of a municipal water and wastewater utility system. 109 Finance Department Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: To provide all customers the best service possible for prompt administration of their utility accounts. Accomplishments FY2022-23: • Generated 8,548 work orders including consumption verification, customer turn-ons/offs, meter/transponder change -out, and other service -related orders. • Provided detailed consumption data to the 2,351 customers enrolled in the customer service portal. • Began installation of a new electronic bill payment processing system including a customer payment portal, interactive voice response services, advanced payment offerings, and outbound customer notifications. Water / Wastewater Fund 98% Objectives for FY2023-24: • Continue focus on quality customer service. • Continue to better assist customers and increase the efficiency of the system through customer portal. • Continue to protect master file data. • Present various training and professional development opportunities for staff. • Finish installation of a new electronic bill payment processing system including a customer payment portal, interactive voice response services, advanced payment offerings, and outbound customer notifications. Issues / Trends: • Continued cyber security and data threats. Budget Appropriation Water Office 2% 110 Finance Department Expenditures by Division: Water & Wastewater Expenditures Water Office Total -Finance Actual FY 22 $ 495,273 $ $ 495,273 $ Budget FY 23 537,134 $ 537,134 $ Estimated FY 23 537,134 $ 537,134 $ Proposed Budget FY 24 562,781 $ 562,781 $ FY23 Budget to FY24 Proposed $ Diff 25,647 25,647 % Diff. 5% 5% Division Services: Water Office — To perform in a way that will protect the assets of the City and its citizens. Constantly seek ways to raise the level and quality of customer service provided through continuous monitoring and training. The services provided include but are not limited to: establishing new accounts, reading/rereading meters, auditing/monitoring water consumption, billing, answering customer inquiries, generating and completing work orders for the Water Department and Public Works Department, posting and depositing customer payments, processing delinquent accounts, receipting, and posting financial activity for other City departments. Personnel by Division: Water Office Total Finance Services Levels: 12,000 10,000 8,000 6,000 4,000 2,000 FY2021 Work Orders 10,522 FY2022 FY 21 /22 FY 22/23 Actual Budgeted 5.00 5.00 5.00 5.00 8,548 FY2023 15,060 15,040 15,020 15,000 14,980 14,960 14,940 14,920 14,900 FY2022 FY 22/23 Actual 5.00 5.00 Water Accounts FY2023 FY 23/24 Budgeted 5.00 5.00 *As of October 1 of each year. FY2024 111 Public Works Department Locations & Hours of Operation: Engineering & Meter Reading 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Water Production, Distribution, Wastewater Treatment 1513 Westpark Way Mon -Fri, 8 a.m. — 5 p.m. On -call 24/7 Water & Traffic 1513 Westpark Way Mon -Fri, 6:30 a.m. — 3:30 p.m. Post-COVID: Mon -Fri, 7 a.m. — 4 p.m. On -call 24/7 Wastewater Treatment 1513 Westpark Way Mon -Fri, 6 a.m. — 3 p.m. Post-COVID: Mon -Fri, 7 a.m. — 4 p.m. On -call 24/7 Mission: To provide a high level of customer satisfaction by providing a reliable, safe drinking water supply, water for fire protection, and reliable sewer service for our essential daily needs. Accomplishments FY2022-23: • Resumed operations of both Fuller and Far North Wells. Water / Wastewater Fund 41.6% • Completed design and awarded Huntington Phase 1 Water Improvements. • Completed 48th CDBG projects Raider and Aransas Sewer Improvements. • Complete next phase of the Hydrant Painting Program • Cross -train and develop new staff. • West Park at Tibbets emergency water main repair. • Implementation of City Works asset management and work order system. • Completed and distributed the annual Consumer Confidence Report. Objectives for FY2023-24: • Bid, award, and begin construction on FY 2023 Water and Sewer Improvements. • Develop Lead and Copper Service Line Inventory for submittal to TCEQ. • Complete Huntington Phase 1 Water Improvements • Award and begin construction on Huntington Phase 2 Water Improvements. • Design and bid Sotogrande Phase 1 Water Improvements • Coordinate extension and improvements to Reclaim Water associated with Watercolor Development. Issues / Trends: • Maintaining, cross -training, and developing new staff. • CDL training and ability to obtain. • Keeping materials in stock due to extensive lead times. Budget Appropriation W Production 34.0% W Distribution 4.9% WW Treatment 18.2% Engineer Meter Services 1.1% 0.2% 112 Public Works Department Expenditures by Division: Water & Wastewater Expenditures City Engineer Water Production Water Distribution Wastewater Treatment Meter Services Total -Public Works Proposed Actual Budget Estimated Budget FY 22 FY 23 FY 23 FY 24 $ 329,930 $ 381,210 $ 381,210 $ 373,486 $ 10,033,011 $ 10,663,831 $ 10,663,831 $ 12,094,272 $ 1,644,155 $ 1,644,214 $ 1,644,214 $ 1,740,920 $ 5,495,451 $ 5,537,415 $ 5,537,415 $ 6,459,644 $ 64,225 $ 69,331 $ 69,331 $ 73,754 $ 17,566,772 $ 18,296,001 $ 18,296,001 $ 20,742,076 FY23 Budget to FY24 Proposed $ Diff $ (7,724) $ 1,430,441 $ 96,706 $ 922,229 $ 4,423 $ 2,446,075 % Diff. (2%) 13% 6% 17% 6% 13% Division Services: Engineering — Responsible for the design and construction of a safe water distribution system, an environmentally safe wastewater collection system, an adequate storm drainage system, and management of the floodplains. This division inspects all Public Works construction within the City and reviews development plans and studies for regulation compliance, engineering design, safety, and health concerns. Conducts acquisition of properties, right-of-way, and easements, and verifies legal documents. Water Production — Provides safe drinking water to water customers. Primary functions include water production, valve exercising, treatment of production well water, flushing, water quality sampling, and backflow prevention. Water Distribution — Maintains water mains, valves, hydrants, and service taps. Maintains the water distribution system for maximum delivery of water for consumption and fire protection. Primary functions include water main repairs, continuing system maintenance, valve exercising, meter reading, meter replacement, flushing, and assisting the water office. Wastewater Treatment— Maintains wastewater mains, manholes, and cleanouts. Works to reduce and prevent inflow and infiltration. Responds quickly and courteously to all known wastewater problems. Meter Services— Performs meter change -outs, performs meter box maintenance and installations, and assists other departments. Personnel by Division: W&S Engineering Water Production Water Distribution Sewage & Treatment Meter Services Total Public Works Service Levels: 120 100 80 60 40 20 0 Water Leaks Repaired FY 21 /22 FY 22/23 Actual Budgeted 3.00 3.00 5.75 5.75 8.25 8.25 8.00 8.00 1.00 1.00 26.00 26.00 200 150 100 50 FY 22/23 Actual 3.00 5.75 8.25 8.00 1.00 26.00 New Meters Set FY 23/24 Budgeted 3.00 5.75 8.25 8.00 1.00 26.00 FY2021 FY2022 FY2023 113 FY2021 FY2022 FY2023 THE CITY OF EULESS Non -Departmental Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: To define the costs in the budget that may not be specifically identifiable to any operational budget. Accomplishments FY2022-23: • Completed several infrastructure improvements. • Provided funding for a new work order management system and to replenish fuel contingency. Water / Wastewater Fund 60.0% Expenditures by Division: Water & Wastewater Expenditures Recycling GIS/Information Services Legal Services Non -Departmental Total -Non Departmental Actual FY 22 $ 25,719 $ 706,071 $ 85,990 $ 9,570,221 $ 10,388,001 Objectives for FY2023-24: • Provide funding for infrastructure improvements. • Provide funding for capital reserves. Issues / Trends: • Balancing the rising cost of infrastructure and equipment purchases with available funds. • Identifying resources to cash flow capital purchases. Budget Appropriation Budget FY 23 $ 40,100 $ 803,070 $ 85,000 $ 10,236,838 $ 11,165,008 Non -Departmental 30.6% Legal Services/ 0.2% Estimated FY 23 $ 40,100 $ 803,070 $ 85,000 $ 10,236,838 $ 11,165,008 l GIS 2.2% Capital 6.8% Recycling 0.2% Proposed Budget FY 24 $ 57,357 $ 794,540 $ 85,000 $ 10,891,596 $ 11,828,493 FY23 Budget to FY24 Proposed $ Diff % Diff. $ 17,257 43% $ (8,530) (1%) $ 0% $ 654,758 6% $ 663,485 6% Division Services: Non -Departmental —Generally, this activity is administered by the Finance Department and funds various charges that are not defined or directly related to any specific department or activity of the City. Examples of costs here include electrical, general liability insurance, audit, and contingencies. Other activities include recycling expenses, Geographic Information Systems (GIS)/Information Services expenses, and legal service expenses. These types of expenditures affect all budgets and are generally not prorated. All one- time appropriations are accounted for in the department in order to maintain stable department budgets from year to year. Personnel by Division: Information Services W&S Non -Dept. Total Non -Departmental FY 21/22 FY 22/23 Actual Budgeted 4.00 4.00 10.00 10.00 14.00 14.00 FY 22/23 Actual 4.00 10.00 14.00 FY 23/24 Budgeted 4.00 10.00 14.00 115 Service Center Fund Location & Hours of Operation: 1314 Royal Parkway Mon -Fri, 7 a.m. — 4 p.m. Mission: To maintain and protect the City's investment in equipment; provide exemplary and timely internal customer service to each City department; to be flexible in finding acceptable solutions for the needs of our customers; to continuously strive to improve our service and communications in order to meet our customers' expectations; and to treat every customer's request for service as an opportunity to provide professional and courteous service. Accomplishments FY2022-23: • Approval for the participation in an Automotive Apprentice Program for the shop. Objectives for FY2023-24: • Cost estimate for shop addition to allow for the maintenance of the Fire Department ladder trucks inside the shop rather than outside in the weather. • Repaint the exterior of the Service Center facility. Issues / Trends: • Increasing cost of maintenance materials and repair parts. Budget Appropriation Operating 52.1% Capital Transfers 2.6% 2.2% Personnel 43.1% 116 Service Center Fund Fund Summary: Proposed FY23 Budget to Enterprise Actual Budget Estimated Budget FY24 Proposed Funds FY22 FY23 FY23 FY24 $ Diff % Diff. Service Center Fund: Revenues $ 1,223,386 $ 1,311,214 $ 1,311,214 $ 1,418,125 $ 106,911 8% Operating Expenses $ 1,268,229 $ 1,311,214 $ 1,311,214 $ 1,418,125 $ 106,911 8% Use of Reserves $ 52,563 $ 58,800 $ 58,800 $ 38,500 $ (20,300) (35%) Capital / One -Time $ 7,720 $ 58,800 $ 58,800 $ 38,500 $ (20,300) (35%) Services: Service Center - The Service Center Fund is used to account for the maintenance of the City's motor vehicles. Fleet Operations provides professional fleet services to departments including but not limited to vehicle and equipment information, training for City personnel on equipment safety, correct operational procedures, and coordinating vehicle damage claims for all City departments. Personnel by Division: Service Center Fund Services Levels: FY 21 /22 FY 22/23 FY 22/23 FY 23/24 Actual Budgeted Actual Budgeted 5.00 5.00 5.00 5.00 DNCTCOG (North Central Texas Council of Governments) ASE Blue Seal of Excellence Clean Fleet Recognition 117 Drainage / Storm Water Utility Fund Location & Hours of Operation: 1513 Westpark Way Mon -Fri, 8 a.m. — 5 p.m. On -call 24/7 Mission: To prevent street flooding and protect life and property through the maintenance of drainage facilities. Accomplishments FY2022-23: • Staff received TCEQ approval on the MS4 permit application for 2019-2024 Permit. • Developed an internal project list for a five-year stormwater project plan. Objectives for FY2023-24: • Submit for approval 2024-2029 MS4 Stormwater Permit. Transfers 5% Capital 5% • Continue to address known reaches that require regular maintenance. • Repair and replace problematic curbs and gutters on public streets utilizing drainage funds. • Review drainage fees to determine which updates are necessary. • Hurricane Creek within Texas Star repairs to vinyl sheet pile wall. Issues / Trends: • Cost to repair drainage and erosion failures are escalating. • Access to inspect and maintain City -owned channels, creeks, and infrastructure is not always viable. Budget Appropriation Operating 15° Personnel 74% 118 Drainage / Storm Water Utility Fund Fund Summary: Proposed FY23 Budget to Enterprise Actual Budget Estimated Budget FY24 Proposed Funds FY 22 FY 23 FY 23 FY 24 $ Diff % Diff. Drainage Utility System: Revenues $ 923,008 $ 928,949 $ 951,979 $ 950,207 $ 21,258 2% Operating Expenses $ 840,206 $ 924,646 $ 924,646 $ 943,317 $ 18,671 2% Use of Reserves $ - $ 50,000 $ 22,667 $ 70,000 $ 20,000 40% Capital / One -Time $ 50,000 $ 50,000 $ 50,000 $ 70,000 $ 20,000 40% Services: Drainage/Storm Water Utility Fund- Used to account for the acquisition, operation, and maintenance of the City's municipal drainage utility system. Personnel by Division: Drainage Utility Fund Services Levels: 35,000 30,000 25,000 20,000 15,000 10,000 5,000 FY2021 Linear Feet of Channel Maintenance FY2022 FY 21 /22 FY 22/23 FY 22/23 FY 23/24 Actual Budgeted Actual Budgeted 8.00 8.00 8.00 8.00 FY2023 Linear Feet of Storm Sewer Maintenance 30,000 25,000 20,000 15,000 10,000 5,000 FY2021 FY2022 FY2023 119 Recreation Class Fund Locations & Hours of Operation: Administration 201 N. Ector, Building D (Fire Administration) Mon -Fri, 8 a.m. — 5 p.m. Euless Family Life Center 300 W Midway Dr. Mon-Thurs, 5:30 a.m. — 8 p.m.; Fri, 5:30 a.m. — 7 p.m.; Sat, 8 a.m. — 5 p.m.; Sun, 1 p.m. — 5 p.m. Simmons Center 508 Simmons Dr. Not currently available for rent Mission: To provide and encourage a healthy atmosphere for the overall well-being of the community through progressive fitness and recreational programs. Accomplishments FY2022-23: • Built a strong partnership with Glade Parks focusing on special events. • Continued growth on the Leader in Training summer program geared towards teens. • Served over 160,000 visitors to the Family Life Center Facilities in 2023. Objectives for FY2023-24: • Continue to study industry trends and be creative in program, class, and special event offerings. • Build upon community involvement in programs and special events. • Focus on marketing to further reach members of the community. Issues / Trends: • Ability to retain quality staff in a competitive market. • Find adequate space to accommodate major programs as the City of Euless continues its growth. Budget Appropriation Operating 50% 1‘ Personnel 33% Transfers 17% 120 Recreation Class Fund Fund Summary: Enterprise Funds Recreation Classes: Revenues Operating Expenses Use of Reserves Capital / One -Time Actual FY 22 $ 598,909 $ $ 435,762 $ $ - $ $ - $ Budget FY 23 479,366 $ 425,197 $ - $ - $ Estimated FY 23 479,366 $ 425,197 $ - $ - $ Proposed Budget FY 24 590,600 $ 528,155 $ - $ - $ FY23 Budget to FY24 Proposed $ Diff % Diff. 111,234 23% 102,958 24% 0% 0% Services: Recreation Class Fund — To account for the operation of recreational programs, activities, and special events offered to Euless citizens and other groups on a fee basis. Personnel by Division: None Assigned Services Levels: 5,000 4,000 3,000 2,000 1,000 Memberships r' 3,244 4,202 FY2021 FY2022 4,2 71 12,000 10,000 - 8,000 - 6,000 JE 4,000 2,000 0 FY2023 FY2021 Class Registrations 8,198 FY2022 FY2023 121 THE CITY OF EULESS Arbor Daze Fund Location & Hours of Operation: Special Event — Location and Times — See City Website Mission: To promote the planting of trees and teach families the importance of trees in a community. To continue Euless' commitment to the Tree City USA and the National Arbor Day Foundation programs through planting, preserving, and educating. To provide a community event that benefits citizens, local businesses, and community organizations by providing an opportunity to feature entertainment, products, and services to the festival attendees. Fund Summary: Enterprise Funds Arbor Daze: Revenues Operating Expenses Use of Reserves Capital / One -Time Actual Budget FY 22 FY 23 $ 19,149 $ $ 73,370 $ $ 54,221 $ $ - $ 120,000 $ 120,000 $ - $ - $ Accomplishments FY2022-23: • Received Tree City USA award for the 37th year and the Growth award for the 32nd year. • Hosted successful Arbor Daze event in 2023 with an estimated 7,000 in attendance. Objectives for FY2023-24: • Ensure the City meets Tree City USA obligations. Issues / Trends: • Continue to find creative event amenities while battling rising costs of equipment and services. Estimated FY 23 120,000 $ 120,000 $ - $ - $ Proposed Budget FY 24 150,000 $ 150,000 $ - $ - $ FY23 Budget to FY24 Proposed $ Diff % Diff. 30,000 30,000 Services: Arbor Daze - To account for expenses related to the annual festival, funded by sponsorships and booth rentals. Personnel by Division: None Assigned Services Levels: Tree City USA 25% 25% 0% 0% 123 Texas Star Golf Course Fund Location & Hours of Operation: 1400 Texas Star Parkway Daily - Times vary by season — See City website Mission: To ensure a quality experience for all visitors to Texas Star Golf Course, Conference Centre, and/or Raven's Grille. Accomplishments FY2022-23: • Top 5 Best course in DFW Avid Golfer • Best Courses to Play in Golf Digest • Top 50 course in Texas by Texas Golf .com • Host of the Texas State Open Qualifier • Hosted Elite High School multi -state Championship • Conference Center increased marketing exposure by attending Bridal Shows. • Ravens Grille increased Garden Room Rental with small life events and community meetings. Objectives for FY2023-24: • Increase instructional clinics • Maintain revenue per round • Increase awareness on Social Media Issues / Trends: • Staffing with qualified candidate • Revisiting Dress Code • Quality of Golf Cart fleet Budget Appropriation Operating 32% Transfers 15% Personnel 53% 124 Texas Star Golf Course Fund Fund Summary: Proposed FY23 Budget to Enterprise Actual Budget Estimated Budget FY24 Proposed Funds FY 22 FY 23 FY 23 FY 24 $Diff % Diff. Texas Star Golf Course: Revenues $ 5,295,031 $ 4,926,715 $ 4,926,715 $ 5,663,037 $ 736,322 15% Operating Expenses $ 4,845,373 $ 4,879,599 $ 4,879,599 $ 5,654,171 $ 774,572 16% Use of Reserves $ - $ 120,000 $ 72,884 $ - $ (120,000) (100%) Capital / One -Time $ - $ 120,000 $ 120,000 $ - $ (120,000) (100%) Services: Non -Departmental — This division administers activities and funds for various charges that are not defined or not directly related to any specific division of the golf course operation, such as electrical costs and insurance. The cost of providing general management to the operation is also a cost of this division. Course Maintenance — To maintain the golf course at the highest possible standards. To provide the best possible golfing experience in the area. To bring recognition to the City of Euless via Texas Star Golf Course. Pro Shop — Look for opportunities to market Texas Star locally and encourage local businesses to advertise with us. Draw local, State, and National Golf Programs to Texas Star as their host location for events. Provide favorable first impression opportunities in the Pro Shop for all guests and members. Increase golf participation for juniors and women through programs and clinics. Offer patrons high - quality golf equipment, Texas Star logo apparel, and skill clinics. Food & Beverage —To provide quality food and beverage service to Raven's Grille guests in a timely and professional manner. Provide quality food and beverage service to guests on the golf course. To enhance the overall Texas Star experience for all guests. Conference Centre - To provide a versatile, first-class conference venue that reflects the pride of Euless. To market a beautifully maintained facility that provides excellent service and professionalism while continuously striving to go beyond the expectations of guests. Personnel by Division: Golf Non Departmental Golf Course Maint. Golf Pro Shop Golf Food And Beverage Golf Conference Centre Services Levels: 42,600 42,400 L 42,200 42,000 -. 41,800 41,600 41,400 41,200 FY2021 Total Golf Course Fund Total Paid Rounds 42,429 FY2022 FY 21/22 FY 22/23 FY 22/23 FY 23/24 Actual Budgeted Actual Budgeted 0.75 0.75 0.75 0.75 4.00 4.00 4.00 4.00 2.50 2.50 2.50 2.50 3.00 3.00 3.00 3.00 1.50 1.50 1.50 2.75 11.75 11.75 11.75 13.00 FY2023 125 350 300 250 200 150 100 50 Average Monthly Memberships FY2021 FY2022 FY2023 ■ Individual ■ Corporate The Parks at Texas Star Fund (PATS) Location & Hours of Operation: Parks at Texas Star North 1375 W Euless Blvd. Seasonal Hours Parks at Texas Star South 1501 S Pipeline Rd. Seasonal Hours Mission: To provide and promote recreation and leisure opportunities that enhance the quality of life in the community; to provide a safe and aesthetically pleasing athletic complex for the citizens in the most cost-efficient manner possible; to satisfy citizen demands for parks and park amenities, thus creating a more wholesome lifestyle by providing opportunities for participation in youth sports at all skill levels; to provide quality youth baseball programs to players from around the metroplex, state, and country; to provide an outstanding baseball and softball complex for patrons. Accomplishments FY2022-23: • Increased tournament, league, and concession revenues. • Hosted two World Series events. • Completed PATS North parking lot expansion project. Objectives for FY2023-24: • Complete PATS staff office project. • Increase tournament and league participation. • Increase concession net revenues. • Complete new scoreboard installation at PATS North. Issues / Trends: • Continue to struggle with hiring staff to operate concessions. Budget Appropriation Personnel 33.9% Operating _ 59.9% Capital 0.0% Transfers 6.2% 126 The Parks at Texas Star Fund (PATS) Fund Summary: Proposed FY23 Budget to Enterprise Actual Budget Estimated Budget FY24 Proposed Funds FY 22 FY 23 FY 23 FY 24 $ Diff % Diff. Revenues $ 1,251,932 $ 1,100,574 $ 1,100,574 $ 1,166,144 $ 65,570 6% Operating Expenses $ 1,090,912 $ 987,652 $ 987,652 $ 1,073,822 $ 86,170 9% Use of Reserves $ 100,863 $ 46,000 $ 46,000 $ - $ (46,000) (100%) Capital / One -Time $ 261,883 $ 46,000 $ 46,000 $ - $ (46,000) (100%) Services: Texas Star Sports Complex — The Texas Star Sports Complex Fund is used to account for the operations and maintenance of nine multi- purpose baseball/softball fields with onsite concessions, one large pavilion, two oversized BBQgrills, a playground, and picnic tables. Personnel by Division: Parks @ Texas Star Services Levels: 1,600 1,400 1,200 1,000 800 600 400 200 FY 21 /22 FY 22/23 FY 22/23 FY 23/24 Actual Budgeted Actual Budgeted 1.50 1.50 1.50 1.50 PATS North Teams PATS South Teams FY2021 FY2022 FY2023 ■ League ■ Tournament 2,000 1,500 1,000 500 FY2021 FY2022 FY2023 ■ League ■ Tournament 127 THE CITY OF EULESS City of Euless N9`,34' � 2023 THEVCITY EULESS awl Special Revenue Funds SPECIAL REVENUE FUND SUMMARY ACTUAL BUDGET ESTIMATED BUDGET FY2021-22 FY2022-23 FY2022-23 FY2023-24 BEGINNING FUND BALANCE $ 19,172,344 $ 27,319,123 $ 27,319,123 $ 28,180,701 REVENUES Property Tax $ 2,171,870 $ 2,610,743 $ 2,610,743 $ 3,051,990 Gross Receipts Tax $ 79,783 $ 85,000 $ 74,032 $ 74,032 General Sales Tax $ 11,195,333 $ 10,793,044 $ 11,557,318 $ 11,022,938 Selective Sales Tax $ 20,108,986 $ 19,145,349 $ 19,737,002 $ 19,322,686 Fines/Fees $ 767,304 $ 382,992 $ 382,777 $ 407,598 License/Permits $ $ $ $ Interest Income $ 235,244 $ 54,339 $ 1,245,073 $ 626,355 Intergovernmental Revenue $ 170,230 $ 70,988 $ 1,417,728 $ 827,915 Charges For Service $ $ $ $ - Miscellaneous/Rental Income $ 120,505 $ 124,770 $ 131,373 $ 126,192 Other Financing Sources $ $ $ $ Revenues before Transfers $ 34,849,255 $ 33,267,225 $ 37,156,046 $ 35,459,706 Transfers from Other Funds $ 20,195 $ 16,930 $ 28,493 $ 142,530 TOTAL REVENUES $ 34,869,450 $ 33,284,155 $ 37,184,539 $ 35,602,236 TOTAL RESOURCES $ 54,041,794 $ 60,603,278 $ 64,503,662 $ 63,782,937 $ 8,706,871 EXPENDITURES Personal Services $ 4,746,213 $ 5,852,539 $ 5,852,539 $ 5,979,729 Professional/Technical Services $ 228,653 $ 303,709 $ 303,709 $ 351,842 Contractual Services $ 71,846 $ 75,830 $ 75,830 $ 83,000 Utilities $ 355,152 $ 316,800 $ 316,800 $ 342,013 Maintenance $ 59,930 $ 61,500 $ 61,500 $ 61,500 Other Services/Contingencies $ 38,749 $ 222,000 $ 318,082 $ 222,000 Insurance $ $ $ $ - General & Administrative $ 24,329 $ 67,925 $ 67,925 $ 68,125 Rebates/Incentives $ 12,916,771 $ 12,411,095 $ 12,805,530 $ 12,498,835 Supplies $ 393,329 $ 493,906 $ 493,906 $ 498,906 Capital / One -Time $ 968,755 $ 2,234,666 $ 1,302,674 $ 3,458,152 Debt Service/Bank Charges $ 418,825 $ 415,556 $ 415,556 $ 412,326 Expenditures before Transfers $ 20,222,552 $ 22,455,526 $ 22,014,051 $ 23,976,428 Transfer to Other Funds $ 6,500,119 $ 14,066,361 $ 14,308,910 $ 16,259,401 TOTAL EXPENDITURES $ 26,722,671 $ 36,521,887 $ 36,322,961 $ 40,235,829 ENDING FUND BALANCE $ 27,319,123 $ 24,081,391 $ 28,180,701 $ 23,547,108 The majority of the projected decrease in fund balance for FY2023-24 is due to a planned draw down of excess reserves for capital and one-time purchases. 130 Hotel Occupancy Tax Fund Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: To use Hotel/Motel occupancy tax revenue for the promotion of tourism and the convention and hotel industry within Euless. Accomplishments FY2022-23: • Funding was provided for Historical Preservation and Heritage Park Museum and events. • Funding supported Texas Star Conference Centre operations. • Completed improvements to the Nimes Cabin canopy and purchase / install some new fixtures at conference center. Fund Summary: Special Revenue Funds Hotel/Motel: Revenues Operating Expenses Use of Reserves Capital / One -Time • Implemented an online solution for hotel/motel occupancy tax filers to easily register and file taxes at their convenience. Objectives for FY2023-24: • Continue to design and implement creative ways to preserve the City's heritage and promote tourism. • Continue to offer first-class conference facility for social and business events. • Streamline short-term registration and tax filing online. • Institute an audit work plan for ongoing audits of hotel occupancy tax filers. Issues / Trends: • Increased number of area venues competing for events. • Expanding awareness of the Heritage Museum and the City's history. Budget Appropriation Historic Preservation/Arbor Daze / Other 13% Rebates / Incentives 16% Conference Center 71% Proposed Actual Budget Estimated Budget FY 22 FY 23 FY 23 FY 24 $ 1,748,585 $ 1,514,579 $ 1,592,903 $ 1,632,890 $ $ 798,642 $ 1,270,988 $ 1,270,988 $ 1,616,570 $ $ - $ 464,424 $ 142,509 $ 275,000 $ $ - $ 464,424 $ 464,424 $ 275,000 $ FY23 Budget to FY24 Proposed $Diff %Diff. 118,311 8% 345,582 27% (189,424) (41%) (189,424) (41 %) Services: Hotel Occupancy Tax Fund — To preserve and promote awareness of local heritage and demonstrate how history defines current culture and provides a bridge between yesterday, today, and tomorrow. To provide a versatile, first-class conference venue that reflects the pride of Euless. Personnel by Division: None Assigned 131 Euless Development Corporation (EDC) Fund Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: The EDC 'AC Sales Tax Fund is used to account for %C sales tax revenues. Expenses are dedicated to parks, libraries, recreational, and economic development activities within the City of Euless. Accomplishments FY2022-23: • Completed trail portion at Blessing Branch Park. • Completed Mid Cities / Bob Eden Trail Lighting. • Assisted several new businesses and restaurants through the planning and permitting process. • Migrated to new Cityworks planning and permitting software which is improving workflow efficiency and customer service. • Expanded the library's classes and events offered regularly to include computer classes, citizenship classes, and additional children's classes, without increasing staff. • Implemented a comprehensive training program for staff to ensure a consistent, high level of library customer service. Objectives for FY2023-24: • Complete the Parks and Open Space Master Plan. • Install lighting along Blessing Branch Trail. • Continue participation in business expansion and retention efforts, including those of the HEB Economic Development Foundation and Euless Small Business Association. • Assist businesses within the city in using SizeUp software for market research and business intelligence. • Implement a new service, the Legacy Lab, to allow patrons to preserve memories and information by converting items in obsolete formats to digital files. • Expand the Family Place Educational Play Space to meet demand, and provide more opportunities for early literacy learning and family engagement. Issues / Trends: • Hiring skilled full and part-time positions in a competitive job market. • Increased redevelopment activity is anticipated to continue as the city reaches build -out. • Social and economic issues outside of the library's control, such as an increase in homelessness, are impacting library services. Continued increasing demand for digital materials and programs, with lessening demand for print items. Budget Appropriation Personnel 40% Capital 24% Operating 28% Transfers 3% Rebates / Incentives 5% 132 Euless Development Corporation (EDC) Fund Fund Summary: Proposed FY23 Budget to Special Revenue Actual Budget Estimated Budget FY24 Proposed Funds FY 22 FY 23 FY 23 FY 24 $ Diff % Diff. EDC 1/20 Sales Tax: Revenues $ 7,328,173 $ 7,008,599 $ 7,552,716 $ 7,231,673 $ 223,074 3% Operating Expenses $ 4,335,921 $ 5,342,175 $ 5,342,175 $ 5,408,028 $ 65,853 1% Use of Reserves $ - $ 5,693,985 $ 2,733,098 $ 1,913,778 $ (3,780,207) (66%) Capital / One -Time $ 1,237,237 $ 5,693,985 $ 4,943,639 $ 1,913,778 $ (3,780,207) (66%) Services: Parks — To provide a safe and aesthetically pleasing park system for the citizens of Euless in the most cost-effective manner possible. To satisfy citizen demands for parks and park amenities, thus creating a more wholesome lifestyle. To provide parks and leisure opportunities for all citizens. To provide a comprehensive parks system through the use of an updated Parks Master Plan. To identify and apply cost -saving measures where feasible. To provide services necessary to upkeep, develop, and maintain all parks within the City. Library — To serve the continuing informational, educational, cultural, and leisure needs of residents of all ages. To provide the community with the best possible materials in various formats. To promote the joy of reading and learning. The primary role of the Euless Public Library is to act as an Independent Learning Center by supporting people of all ages pursuing a program of learning. Additional roles are Popular Materials Library, Preschoolers' Door to Learning, and provider of other specialized resources such as small business assistance, young adult materials, and electronic resources. Economic Development — Encourage and facilitate activity that brings sales tax -generating businesses to the community. Implement the best practices available to market Euless properties to the development community. Foster and promote Euless as a "Business Friendly" City with a one -stop permitting shop while serving as a member of the Development Services Group. Provide assistance and recommend financial incentives for projects where such assistance is necessary to stimulate private investment. Promote Euless businesses for City purchases. Personnel by Division: EDC - Parks EDC - Library EDC - Economic Development TOTAL EDC FUND FY 21/22 FY 22/23 FY 22/23 FY 23/24 ACTUAL BUDGETED ESTIMATED BUDGETED 13.25 14.25 14.25 14.25 10.00 10.00 10.00 10.00 1.00 1.00 1.00 1.00 24.25 25.25 25.25 25.25 133 Crime Control and Prevention District (CCPD) Fund Location & Hours of Operation: 1102 W Euless Blvd. Admin. - Mon — Fri, 8 a.m. — 5 p.m. Police Service 24/7 Mission: To provide the citizens of Euless with professional, efficient police services. Increase staff efficiency, expand the use of alternative policing methods, reduce response time, increase interaction between citizens and police, provide additional police space, expand current gang and juvenile intervention programs, expand Neighborhood Watch programs, and Citizen Volunteer Involvement. Accomplishments FY2022-23: • Maintained and improved officer training. • Continued a successful Citizens Police Academy program. • Hosted a successful Open House. • Hosted a successful National Night Out with over 19 neighborhoods participating. • Hosted two weeks of the David Hofer Summer Camp with 40 participants each week. • Participated in various community events such as Halloween Trunk or Treat Celebration and 6 Stones Night of Hope, Arbor Daze, HEB Reads, and HEB ISD events where the department was able to interact and engage with the citizens of the community. • Continued Coffee with a Cop, Shop Talk, and Freeze Cops with Pops community engagement events. • Continue the Euless Police Inspiring Champions (EPIC) program with all Euless elementary schools participating. • Continued to strengthen and cultivate relationships with local businesses and residential areas, as well as new developments. • Began planning for the Police & Courts Building remodel. • Began planning for continuity of operations during the building remodel. • Purchased and installed less -than -lethal shotguns in all patrol vehicles. Objectives for FY2023-24: • Develop new avenues for community involvement. • Implement operations plans at temporary locations during a building remodel. • Maintain and improve officer training. • Maintain the Citizens Police Academy program. • Continue to increase community outreach. • Continue to evaluate and purchase safety equipment for officers as needed. • Continue to advance business and residential partnerships. • Purchase and install a cybersecurity protection program. • Purchase and install equipment to move the Emergency Operations Center from the Police Department to the Fire Department during the building remodel. Issues / Trends: • Cost of Equipment • Manpower Shortages • Video Management (data transfer and storage) • Supply Chain Shortages Budget Appropriation Operating 7% Personnel 60% 134 Crime Control and Prevention District (CCPD) Fund Fund Summary: Proposed FY23 Budget to Special Revenue Actual Budget Estimated Budget FY24 Proposed Funds FY 22 FY 23 FY 23 FY 24 $ Diff % Diff. CCPD'/4¢ Sales Tax: Revenues $ 3,588,677 $ 3,471,916 $ 3,789,433 $ 3,532,168 $ 60,252 2% Operating Expenses $ 2,643,081 $ 3,263,018 $ 3,263,018 $ 3,396,829 $ 133,811 4% Use of Reserves $ F$ 976,000 $ 449,585 $ 1,414,450 $ 438,450 45% Capital /One -Time $ 398,319 $ 976,000 $ 976,000 $ 1,414,450 $ 438,450 45% Services: CCPD Fund - The Crime Control and Prevention District (CCPD) %G Sales Tax Fund is used to account for %G sales tax revenues. Expenses are dedicated to additional personnel, crime prevention programs, and equipment for the Euless Police Department. Personnel by Division: Crime Control Fund FY 21 /22 FY 22/23 FY 22/23 FY 23/24 Actual Budgeted Actual Budgeted 18.00 19.00 19.00 20.00 135 Car Rental Tax Fund Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: The Car Rental Tax Fund is used to account for the 5% tax charged on any short-term motor vehicle rental. Expenses may be dedicated to operations, debt avoidance/reduction, and capital expenditures. Car rental taxes collected on Airport property are shared equally between the cities of Dallas, Fort Worth, and Euless. Accomplishments FY2022-23: • Provided funding for transfers to the General Fund to help maintain a stable tax rate for citizens. Fund Summary: Special Revenue Funds Car Rental Tax: Revenues Operating Expenses Use of Reserves Capital / One -Time Actual FY 22 • Provided cash funding for redevelopment within the City. Objectives for FY2023-24: • Provide funding for transfers to the General Fund to help maintain a stable tax rate for citizens. • Provide funding for redevelopment within the City and the expansion and renovation of the animal shelter. Issues / Trends: • The impact of inflation and ride -sharing services require flexibility in administering revenues in this fund. Budget Appropriation Contingency Transfers 12% Capital 34% $ 18,510,336 $ $ 13,700,695 $ $ - $ $ 1,000,000 $ 0% Budget Estimated FY 23 FY 23 Rebates / Incentives 54% Proposed Budget FY 24 FY23 Budget to FY24 Proposed $Diff %Dill. 17,661,183 $ 20,035,398 $ 18,070,301 $ 409,118 14,587,875 $ 14,982,310 $ 14,597,870 $ 9,995 1,482,972 $ - $ 7,997,972 $ 6,515,000 1,482,972 $ 1,988,474 $ 7,997,972 $ 6,515,000 2% 0% 439% 439% Services: Car Rental Fund — Euless citizens authorized the levy of a motor vehicle tax on short-term rentals. Funds derived from this tax may be spent for any general government purpose. This tax was approved by voters on November 2, 1999 and became effective February 1, 2000. These funds are used to maintain a stable tax rate, cash flow special projects and infrastructure improvements, and reduce or avoid debt issuance. Personnel by Division: None Assigned 136 Public Safety Special Revenue Funds Location & Hours of Operation: Police Administration 1102 W Euless Blvd. Mon -Fri, 8 a.m. — 5 p.m. Mission: To account for funds received from asset seizures that are dedicated solely to funding police programs and capital expenditures. Accomplishments FY2022-23: • Funded cadet program. Fund Summary: Special Revenue Funds Police Seized Assets Fund: Revenues Operating Expenses Use of Reserves Capital / One -Time Actual FY 22 $ 1,423 $ $ 11,600 $ $ 10,177 r$ $ - $ Budget FY 23 435 $ 49,471 $ 49,036 $ - $ Objectives for FY2023-24: • Continue to provide funding for the cadet program. Issues / Trends: • Legislative changes could adversely affect the revenue stream. • Recruiting and retaining quality employees. Estimated FY 23 8,544 $ 49,471 $ 40,927 $ - $ Proposed Budget FY 24 9,826 $ 51,048 $ 41,222 $ - $ FY23 Budget to FY24 Proposed $Dill %Dill. 9,391 1,577 (7,814) 2159% Services: Police Seized Assets Fund accounts for proceeds from the sale of seized assets that are dedicated solely to police expenditures. Personnel by Division: None Assigned Fund Summary: Special Revenue Funds Police Drug Fund: Revenues Operating Expenses Use of Reserves Capital / One -Time Actual Budget FY 22 FY 23 $ 50,649 $ $ 147,247 $ $ 96,598 $ $ - $ 36,336 $ 220,000 $ 183,664 $ - $ Estimated FY 23 132,313 $ 220,000 $ 87,687 $ - $ Proposed Budget FY 24 35,729 $ 220,000 $ 184,271 $ - $ FY23 Budget to FY24 Proposed $Dill %Dill. (607) 607 (2%) 0% 0% 0% Services: Police Drug Fund is used to account for proceeds from the sale of assets seized in connection with drug arrests. Expenses are dedicated solely to police department expenditures. Only interest earnings and overtime costs are budgeted due to the volatility and unpredictable nature of asset confiscation. Personnel by Division: None Assigned 137 Tax Increment Reinvestment Zone (TIRZ) & Public Improvement District (PID) Funds Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: To promote economic development by utilizing public/private partnerships that encourage quality growth within the City. Fund Summary: Special Revenue Funds Glade Parks TIRZ: Revenues Operating Expenses Use of Reserves Capital / One -Time Midtown TIRZ: Revenues Operating Expenses Use of Reserves Capital / One -Time Actual Budget FY 22 FY 23 $ 1,950,102 $ $ 1,136,374 $ $ - F$ $ - $ $ 694,952 $ $ 303,691 $ $ - F$ $ - $ 2,134,976 1,138,418 Accomplishments FY2022-23: • Continued development of Lifestyle Center at Glade Parks. • Continued development of Founders Parc (Midtown). Objectives for FY2023-24: • Complete outlying development at Glade Parks. • Continue development of Founders Parc (Midtown). Estimated FY 23 $ 2,291,809 $ 1,138,418 $ $ 933,048 $ 764,199 $ - $ - $ Proposed Budget FY 24 $ 2,591,306 $ 1,130,113 $ $ FY23 Budget to FY24 Proposed $Diff %Diff. $ 456,330 21% $ (8,305) (1%) $ 0% $ 0% 933,048 $ 1,033,272 $ 764,199 $ 742,400 $ - $ - $ - $ - $ 100,224 11% (21,799) (3%) 0% 0% Services: Glade Parks TIRZ is used to account for new revenues generated from increased values of properties located within the Zone, based on the percentage pledged by each participating taxing entity. Expenses are incurred for the repayment of debt related to the infrastructure cost. Midtown TIRZ is used to account for new revenues generated from increased values of properties located within the Zone, based on the percentage pledged by each participating taxing entity. infrastructure cost. Personnel by Division: None Assigned Fund Summary: Special Revenue Funds Midtown PID: Revenues Operating Expenses Use of Reserves Capital / One -Time Actual FY 22 $ 718,148 $ $ 779,079 $ $ 60,931 $ $ - $ Budget FY 23 Expenses are incurred for the repayment of debt related to the 338,105 $ 337,464 $ - $ - $ Estimated FY 23 343,515 $ 337,464 $ - $ - $ Proposed Budget FY 24 366,464 $ 361,321 $ - $ - $ Services: Midtown PID is used to account for assessments levied upon properties within the district boundaries. repayment of debt issued to fund public improvements within the district. Personnel by Division: None Assigned 138 FY23 Budget to FY24 Proposed $ Diff % Diff. 28,359 8% 23,857 7% 0% 0% Expenses are incurred for the Other Special Revenue Funds Location & Hours of Operation: 201 N Ector Dr. Mon -Fri 8 a.m. — 5 p.m. Mission: The Juvenile Case Fund provides funding for personnel and related costs incurred to prosecute juvenile cases. The Grant Fund properly accounts for the award of local, state, and federal funding to enhance City services, purchase capital equipment, and expand various programs. The Cable PEG (Public, Educational, and Governmental) Fund properly accounts for funds that enhance and expand the City cable station. Fund Summary: Special Revenue Funds Juvenile Case: Revenues Operating Expenses Use of Reserves Capital / One -Time Actual Budget FY 22 FY 23 $ 51,351 $ $ 58,022 $ $ 7,200 $ $ 529 $ 46,031 $ 28,684 $ 13,371 $ 13,371 $ Accomplishments FY2022-23: • Continued a diversion program which is a voluntary program designed to provide an option for law enforcement to refer juveniles for early intervention as an alternative to juveniles entering the criminal justice system. • Received various funds for public safety equipment and the STEP program. Objectives for FY2023-24: • Continue to provide resources and programs to juvenile defendants. • Continue to apply for grant funding to enhance City services. • Continue STEP grant. • Continue to enhance and expand the City cable station. Estimated FY 23 52,667 $ 28,684 $ - $ 950 $ Proposed Budget FY 24 52,528 $ 27,584 $ 12,421 $ 12,421 $ FY23 Budget to FY24 Proposed $Diff %Dill. 6,497 14% (1,100) (4%) (950) (7%) (950) (7%) Services: Juvenile Case Fund is used to account for court fees collected. Expenses are dedicated primarily to personnel and operating costs required to process juvenile cases. Personnel by Division: Juvenile Case Fund FY 21/22 Actual 0.75 FY 22/23 Budgeted 0.25 FY 22/23 Actual 0.25 FY 23/24 Budgeted 0.25 139 Other Special Revenue Funds Fund Summary: Special Revenue Funds Grant Fund: Revenues Operating Expenses Use of Reserves Capital/One-Time Actual FY 22 $ 143,250 $ $ 143,962 $ $ 712 $ $ - $ Budget FY 23 52,918 $ 52,918 $ 635,925 $ 635,925 $ Estimated FY 23 352,747 $ 352,747 $ - $ - $ Proposed Budget FY 24 950,445 $ 950,445 $ - $ - $ FY23 Budget to FY24 Proposed $ Diff % Diff. 897,527 1696% 897,527 1696% (635,925) (100%) (635,925) (100%) Services: Grant Fund is used to account for grant funds and other restricted revenues received by the City. Expenses must be spent in accordance with the grant provisions. Personnel by Division: None Assigned Fund Summary: Special Revenue Funds Cable PEG Fund: Revenues Operating Expenses Use of Reserves Capital/One-Time Actual FY 22 $ 83,804 $ $ 28,269 $ $ -'$ $ - $ Budget FY 23 86,029 $ 85,400 $ 114,600 $ 114,600 $ Estimated FY 23 99,446 $ 85,400 $ 100,554 $ 114,600 $ Proposed Budget FY 24 95,634 $ 85,400 $ 34,600 $ 34,600 $ FY23 Budget to FY24 Proposed $Diff %Diff. 9,605 11% 0% (80,000) (70%) (80,000) (70%) Services: Cable PEG Fund is used to account for a 1% fee collected from cable channel providers for the expansion of the City's public, educational, and governmental channel. Personnel by Division: None Assigned 140 City of Euless N9`,34' � 2023 THEVCITY EULESS awl Internal Service Funds INTERNAL SERVICE FUND ACTUAL BUDGET ESTIMATED BUDGET SUMMARY FY2021-22 FY2022-23 FY2022-23 FY2023-24 BEGINNING FUND BALANCE $ 21,272,540 $ 25,233,359 $ 25,233,359 $ 32,341,732 REVENUES Property Tax $ - $ - $ - $ Gross Receipts Tax $ - $ - $ - $ General Sales Tax $ - $ - $ - $ Selective Sales Tax $ - $ - $ - $ Fines/Fees $ - $ - $ - $ License/Permits $ - $ - $ - $ Interest Income $ 125,081 $ 56,185 $ 739,061 $ 628,202 Intergovernmental Revenue $ - $ - $ - $ Charges for Service $ - $ - $ - $ Miscellaneous/Rental Income $ 1,075,629 $ 734,525 $ 734,525 $ 741,725 Insurance/Risk/Other Financing Sources $ 7,405,623 $ 8,209,980 $ 8,201,681 $ 8,563,725 Revenues before Transfers $ 8,606,333 $ 9,000,690 $ 9,675,267 $ 9,933,652 Transfer from Other Funds $ 5,653,204 $ 10,086,974 $ 10,086,974 $ 6,211,225 TOTAL REVENUES $ 14,259,537 $ 19,087,664 $ 19,762,241 $ 16,144,877 TOTAL RESOURCES $ 35,532,077 $ 44,321,023 $ 44,995,600 $ 48,486,609 EXPENDITURES Personal Services $ 907,082 $ 963,820 $ 963,820 $ 964,136 Professional/Technical Services $ 267,336 $ 429,140 $ 419,140 $ 373,825 Contractual Services $ - $ - $ - $ Utilities $ - $ - $ - $ Maintenance $ 3,000 $ 13,500 $ 13,500 $ 13,500 Other Services/Contingencies $ - $ 738,063 $ 638,063 $ 188,088 Insurance $ 7,169,339 $ 7,583,573 $ 7,693,573 $ 8,389,975 General & Administrative $ - $ 2,000 $ 2,000 $ 2,000 Rebates/Incentives $ - $ - $ - $ - Supplies $ 2,506 $ 10,375 $ 10,375 $ 10,375 Capital / One -Time $ 1,949,455 $ 5,328,252 $ 2,913,397 $ 5,803,797 Debt Service/Bank Charges $ - $ - $ - $ - Expenditures before Transfers $ 10,298,718 $ 15,068,723 $ 12,653,868 $ 15,745,696 Transfers To Other Funds $ - $ - $ - $ 1,834,236 TOTAL EXPENDITURES $ 10,298,718 $ 15,068,723 $ 12,653,868 $ 17,579,932 ENDING FUND BALANCE $ 25,233,359 $ 29,252,300 $ 32,341,732 $ 30,906,677 The projected decrease in fund balance for FY2023-24 is a planned draw down in the Equipment Replacement Fund where accumulated resources are being used to replace existing vehicles and equipment. 142 Vehicle / Equipment Replacement Fund Location & Hours of Operation: 1314 Royal Parkway Mon -Fri, 7 a.m. — 4 p.m. Mission: To administer and procure funding for the replacement of vehicles, equipment, and miscellaneous assets owned by the City of Euless. Accomplishments FY2022-23: • Addition of depreciation schedule for miscellaneous building assets. Fund Summary: Internal Service Funds Equipment Replacement: Revenues Operating Expenses Use of Reserves Capital / One -Time Actual FY 22 $ 5,632,356 $ $ 1,939,055 $ $ - $ $ - $ Budget FY 23 9,271,331 3,460,252 1,838,500 Objectives for FY2023-24: • Continue to refine depreciation schedules. • Begin looking for a depreciation financial software package. • Place orders for replacements earlier in the fiscal year. Issues / Trends: • Steadily increasing the cost of replacement vehicles and equipment. • Long lead times for replacements to be produced and delivered to the city. Estimated FY 23 $ 9,806,035 $ 1,045,397 $ 1,838,500 Proposed Budget FY 24 $ 5,890,625 $ 3,355,442 $ 4,249,091 $ 4,249,091 FY23 Budget to FY24 Proposed $Dill %Dill. $ (3,380,706) (36%) $ (104,810) $ 4,249,091 $ 2,410,591 131% (3%) Services: Vehicle / Equipment Replacement Fund - The Equipment Replacement Fund is used to account for the accumulation of funds from user departments. Expenses are dedicated to the replacement of existing equipment and motor vehicles. Personnel by Division: None Assigned 143 Insurance / Benefits Fund Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: To provide City employees with a competitive benefits program at the most cost-effective price to the employees and to the City. Our mission is to ensure our employees are receiving quality service and that all issues are satisfactorily resolved in a timely manner. Accomplishments FY2022-23: • Published an RFP for medical, pharmacy, dental, vision, EAP, etc., and completed a comprehensive review of all benefit offerings available in the marketplace. • Implemented a new medical, pharmacy, dental, EAP, and stop -loss provider in an effort to provide the best benefit offerings available to our Euless employees and retirees. Objectives for FY2023-24: • Continue to utilize new vendors to provide expanded health, wellness, and safety training to the entire workforce. • Continue to educate employees and retirees on new benefit offerings and how to best utilize their benefits. Issues / Trends: • Healthcare costs continue to rise and will require continued monitoring of all expenses and the development of cost containment measures. Budget Appropriation Personnel 10% o Operating 89% 144 Insurance / Benefits Fund Fund Summary: Proposed FY23 Budget to Internal Service Actual Budget Estimated Budget FY24 Proposed Funds FY 22 FY 23 FY 23 FY 24 $ Diff % Diff. Insurance: Revenues $ 7,499,992 $ 8,377,974 $ 8,437,983 $ 8,745,766 $ 367,792 4% Operating Expenses $ 7,344,662 $ 8,363,240 $ 8,363,240 $ 8,482,607 $ 119,367 1 Use of Reserves $ - $ 40,000 $ 40,000 $ 44,000 $ 4,000 10% Capital / One -Time $ 10,400 $ 40,000 $ 40,000 $ 44,000 $ 4,000 10% Services: Insurance/Benefits Fund - To account for both City and employee premiums. Expenses are dedicated to employees' health, dental, and prescription claims. Personnel by Division: Health Insurance Fund Services Levels: 1,000 800 600 400 200 FY 21 /22 FY 22/23 FY 22/23 FY 23/24 Actual Budgeted Actual Budgeted 1.00 1.00 1.00 1.00 Covered Lives Flex Participants 158 157 156 155 154 153 152 151 FY2021 FY2021 FY2022 FY2023 Retirees • Dependents • Employees FY2022 FY2023 145 Risk / Workers' Compensation Management Fund Location & Hours of Operation: 201 N Ector Dr. Mon -Fri, 8 a.m. — 5 p.m. Mission: The Risk/Workers' Compensation Management Department's mission is to identify, analyze, and control risks; to administer and evaluate liability insurance programs; to ensure cost effectiveness; to conduct educational safety programs; and to monitor and ensure compliance with mandates established by the City of Euless, State of Texas and US Government. The department's goal is to protect the City's assets and resources by minimizing internal and external exposures and associated risks and to respond in a timely manner to the information needs of citizens, staff, and employees. The mission of the Workers' Compensation Insurance function of the Human Resources Department is to ensure, through pre -placement physicals, all new employees are capable of performing the essential functions of the job for which they are hired; to administer the occupational injury program; and to provide instructional training in safe and efficient performance of job duties. To provide cost-effective medical treatment through an occupational injury/illness program, with the objective of facilitating the timely return to work of Operating 93% those employees who have been injured or become ill on the job. Accomplishments FY2022-23: • Processed the majority of claims in-house to keep costs down. • Maintained a low insurance modifier for the insurance rerate. • Completed multiple ADA projects. • Collected a high number of subrogation opportunities. Objectives for FY2023-24: • Implement an automated process for claim reporting. • Continued approval of ADA projects. • Continued improvement of claim history. • Continue to pursue every subrogation opportunity. Issues / Trends: • 2022-23 saw a decrease in workers compensation claims. • Cyber insurance experienced no increase in cost. • 2023-24 Property and Liability insurance increased trending with TAD valuation. Budget Appropriation Personnel 7% 146 Risk / Workers' Compensation Management Fund Fund Summary: Proposed FY23 Budget to Internal Service Actual Budget Estimated Budget FY24 Proposed Funds FY 22 FY 23 FY 23 FY 24 $Diff % Diff. Risk/WC Management: Revenues $ 1,127,185 $ 1,438,359 $ 1,518,223 $ 1,508,486 $ 70,127 5% Operating Expenses $ 1,004,601 $ 1,366,731 $ 1,366,731 $ 1,448,792 $ 82,061 6% Use of Reserves $ - $ - $ - $ - $ 0% Capital / One -Time $ - $ - $ - $ - $ 0% Services: Risk/Workers' Compensation Management Fund - The Risk Management Fund is used to account for the program(s) used for workers' compensation, general liability, and property claims. Personnel by Division: WC/RISK MANAGEMENT FUND Services Level 120 100 80 60 40 20 FY 21/22 FY 22/23 FY 22/23 FY 23/24 ACTUAL BUDGETED ESTIMATED BUDGETED 0.50 0.50 0.50 0.50 Workers' Comp Claims Risk Claims FY2021 • In -House • TML FY2022 FY2023 120 100 80 60 40 20 FY2021 • In -House • TML FY2022 FY2023 147 THE CITY OF EULESS City of Euless N9`,34' � 2023 THEVCITY EULESS awl Capital Improvements CAPITAL PROJECTS FUND SUMMARY BEGINNING FUND BALANCE $ 34,387,977 $ 33,780,147 $ 33,780,147 $ 32,645,465 REVENUES Property Tax $ - $ - $ - $ Gross Receipts Tax $ - $ - $ - $ General Sales Tax $ - $ - $ - $ Selective Sales Tax $ - $ - $ - $ Fines/Fee/Penalties $ 764,752 $ 495,540 $ 441,522 $ 328,375 License/Permits $ - $ - $ - $ - Interest Income $ 188,595 $ 54,527 $ 1,438,240 $ 54,527 Intergovernmental Revenue $ 274,996 $ 3,685 $ 7,330,516 $ 358,934 Charges for Services $ 182,750 $ - $ 145,992 $ Miscellaneous/Rental Income $ 122,190 $ - $ 39,675 $ Other Financing Sources $ 7,610,289 $ - $ 22,059,783 $ Revenues before Transfers $ 9,143,572 $ 553,752 $ 31,455,728 $ 741,836 Transfers from Other Funds $ 8,131,994 $ 11,043,077 $ 11,285,626 $ 22,296,201 TOTAL REVENUES $ 17,275,566 $ 11,596,829 $ 42,741,354 $ 23,038,037 TOTAL RESOURCES $ 51,663,543 $ 45,376,976 $ 76,521,501 $ 55,683,502 ACTUAL BUDGET ESTIMATED BUDGET FY2021-22 FY2022-23 FY2022-23 FY2023-24 EXPENDITURES Personal Services $ - $ - $ - $ Professional/Technical Services $ 685,089 $ 3,124,091 $ 3,917,450 $ 873,000 Contractual Services $ 56,146 $ 30,000 $ 344,223 $ Utilities $ 100,000 $ 100,000 $ 100,000 $ 100,000 Maintenance $ - $ - $ - $ Other Services/Contingencies $ 5,665 $ $ 1,019,958 $ 2,176,436 Insurance $ - $ $ $ General & Administrative $ - $ - $ - $ Rebates/Incentives $ 999,725 $ 275,000 $ 469,179 $ 25,000 Supplies $ 21,775 $ 75,000 $ 149,102 $ 25,000 Capital Improvements Projects $ 15,790,690 $ 22,426,020 $ 37,607,332 $ 35,309,699 Debt Service/Bank Charges $ - $ - $ 135,735 $ Expenditures before Transfers $ 17,659,090 $ 26,030,111 $ 43,742,979 $ 38,509,135 Transfer to Other Funds $ 224,306 $ 133,057 $ 133,057 $ 118,050 TOTAL EXPENDITURES $ 17,883,396 $ 26,163,168 $ 43,876,036 $ 38,627,185 ENDING FUND BALANCE $ 33,780,147 $ 19,213,808 $ 32,645,465 $ 17,056,317 Capital Projects are funded over the life of the project. Unspent appropriations roll over from year to year until the project is complete. Most appropriations will be spent by the end of the fiscal year, with the exception of escrow funds and impact fees. 150 CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program (CIP) is a process by which the City designs a multi -year plan for major capital expenditures. Due to the tremendous growth of the capital projects program, and the amount of detail required for these projects, a separate document is provided for the Capital Improvement Program. Generally, the CIP includes improvements that are relatively expensive, are non -recurring, have a multi -year useful life, and like capital outlay items, result in fixed assets. These include the construction and acquisition of new buildings, additions to or renovations of existing buildings, construction of streets, drainage improvements, land purchases, and water and wastewater utility lines. This is a very progressive process, with projects being added and deleted from the funded and unfunded lists as they move through the project completion phase. A. Preparation — The City's capital budget will include all capital project funds and all capital resources. The budget will be prepared annually in conjunction with the operating budget. The capital budget will be compiled by the Finance Director with the involvement of all required City departmental project managers. Integration of the fiscal impact of capital improvements on the operating budget will be monitored. B. Definition — Facilities include any structures or properties owned by the City, the land upon which the facility is situated for the provision of City services, and the initial furniture, fixtures, equipment, and apparatus necessary to put the facility in service. Facilities include, but are not limited to the following: administrative offices, parks, service centers and storage yards, recreation centers, libraries, fire stations, jails and courts, and water and sewer related structures. C. Infrastructure — Includes permanently installed facilities, generally placed underground or at grade, which form the basis for the provision of City services. Typically included are thoroughfares, bridges, water and wastewater lines, drainage channels, and storm sewers. D. Control — All capital project expenditures must be appropriated in the capital budget. The Finance Department must certify the availability of such appropriations or the availability of resources so an appropriation can be made before a capital project contract is presented by the City Manager to the City Council for approval. E. Program Planning — The capital budget will include capital improvements program plans for future years. The planning time frame should normally be at least five years. The replacement and maintenance for capital items should be projected for the next five years. Future maintenance and operations will be determined, so that these costs can be considered in the operating budget. F. Alternate Resources — Where applicable, assessments, impact fees, pro-rata charges, or other user -based fees should be used to fund capital projects which have a primary benefit to specified property owners. Drainage Utility revenues are established to fund small citywide drainage projects. Single large drainage projects will be funded by debt. G. Debt Financing. — Recognizing that debt is usually a more expensive financing method, alternative financing sources will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with expected lives which equal or exceed the average life of the debt issue. The exceptions to this requirement are the traditional costs of marketing and issuing the debt, capitalized labor for design and construction of capital projects, and small component parts which are attached to major equipment purchases. H. Infrastructure Maintenance — The City recognizes that deferred street maintenance increases future capital costs by an estimated five- to ten -fold. Therefore, a portion of the General Fund budget will be set aside each year to maintain the quality of streets. The amount will be established annually. Reporting — Periodic financial reports will be prepared to enable the Department Managers to manage their capital budgets and to enable the Finance Department to monitor and control the capital budget as authorized by the City Manager. 151 CITY OF EULESS CAPITAL IMPROVEMENT PROJECTS DATE: June 25, 1991 PREPARED BY: Finance Department Rev. July 15, 1992 RE: Capital Improvements APPROVED BY: City Manager PURPOSE Pursuant to City of Euless Charter, Article VII, Section 2, Paragraph (5) and (6), the City Manager's Office will present annually a statement of capital expenditures for the next fiscal year and provisions for financing, as well as a five-year project listing. 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. RESPONSIBILITIES & TYPES OF PLANS Water Proiects — 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 — Any project that is intended to improve, expand, or extend some portion of the wastewater collection system or the wastewater treatment facilities of the City of Euless. Responsibility rests with the Public Works Department. Park Proiects — Improvements and additions to the City Park and open -space system. The responsibility rests with the Community Services Department. Traffic Control Proiects — 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 — These projects include the construction or major redevelopment of streets and thoroughfares, which include project engineering and drainage improvements incidental to the thoroughfare improvement. Responsibility rests with the Public Works Department. Drainage Proiects — This category includes new development drainage, major drainage, and designated project drainage independent from street construction, and thus separate and distinct from drainage incidental to street or thoroughfare improvements. Responsibility rests with the Public Works Department. 152 Golf Proiects — This project type includes the sites, planning and construction of Golf Course facilities, including course, driving range, maintenance, and clubhouse. This facility is normally a one-time project. Responsibility rests with the Community Services Department. Athletic Complex — These projects include the construction of all recreational facilities, including volley ball, soccer fields, youth baseball fields, concessions, and batting cages. Responsibility rests with the Community Services Department. Softball — These projects include land acquisition, renovations/improvements, and additions to the softball complex and related facilities of the City of Euless. Responsibility rests with the Community Services Department. Half -Cent Sales Tax — These projects include the construction of a new library, additions to park facilities and park improvements, and economic development related projects. Responsibility rests with the City Manager and respective departmental directors. Fire — Fire projects are those which involve the renovation, acquisition or construction of equipment or facilities for fire protection. Responsibility rests with the Fire Department. CATEGORIZED GUIDELINES FOR CLASSIFYING PROJECT: Land — All expenditures for the acquisition of land (for the purpose of long-term use by the City) should be included. Payments of damage claims arising from the taking of or the use of the land as well as the acquisition in fee simple would be included. Structures — All expenditures for the structures, including not only construction costs, but also architectural, engineering, legal and related expenses would be included. However, small structures of relatively nominal value, such as a metal storage shed, would be excluded from the C.I.P. As a general rule of thumb, somewhere in the range of $25,000 is considered the minimum structure cost for inclusion in the C.I.P., and it should have an expected useful life of at least ten years. Machinery — All expenditures for machinery that is a part of structures at the time of initial acquisition or construction of the structure should be included. Additionally, expenditures for machinery which constitute a substantial upgrading or renovation of an existing structure should be included. A general rule of thumb for C.I.P. inclusion for such machinery outlays is a minimum cost of approximately $10,000 and an expected useful life of ten years. Vehicular Equipment — Vehicular equipment is not generally considered appropriate as an item for the C.I.P. due to the relatively nominal unit cost and short life. However, heavy equipment may be included using the machinery and equipment guidelines: $25,000 minimum cost and at least ten years of expected useful life. Furnishina and Office Equipment — The total furnishings for a new facility addition may constitute a C.I.P. item. Each such case must be considered individually. However, the machinery and equipment rule of thumb of ten years minimum expected useful life and $10,000 cost (total furnishing cost for new facility or addition) may be used as a general guideline. Office equipment is not considered a proper C.I.P. item. Thoroughfares and Utility Lines — All expenditures for thoroughfare and utility line construction, engineering, legal and related expenses should be included. Preliminary Plans. Investigation and Studies — For many projects, substantial sums are required for preliminary plans, investigations and studies. Ordinarily, such inquiries (if aimed at possible capital outlays of the charter that would be admitted to the C.I.P. under the previous categories) would be included in the capital program. 153 Landscaping — All landscaping expenditures for new or existing facilities may qualify as a C.I.P. item. Each case will be considered individually. As a rule of thumb, costs of approximately $10,000 are considered. Grant -In -Aid Items — All expenditures of grant, matching or participating moneys from other governmental entities or private contributors (Foundations) which are expended in conjunction with City funds for Capital Improvements Projects. IV. DEFINITIONS Definition of Program - A Capital Improvement Program is a list of public physical improvements scheduled over a period of time taking project priority and financial capability into account. Definition of Capital Improvement - Any major non -recurring expenditure or any expenditure for physical facilities of government, such as cost for acquisition of land or interest in land; construction of buildings or other structures, including additions or major alterations; construction of highways or utility lines; fixed equipment; landscaping and similar expenditures. Webster's Definition of "Proiect" - "A specific plan or design; scheme; an idea; a planned undertaking; a large usually government -supported undertaking." V. PROCEDURES In conjunction with the annual operational budget cycle, input will be received from appropriate departments by the City Manager's Office for inclusion in the C.I.P. budget for presentation to City Council. 154 CURRENT CAPITAL PROJECTS FUNDS Water and Wastewater Construction Fund — Used to account for the financing and construction of various water and sewer mains. Proceeds are from the sale of revenue bonds, contributions from other agencies, capital recovery fees, and water and sewer operating transfers. Water Impact Fee Fund - Used to account for the construction of projects funded by the water impact fees. These funds are legally restricted to items identified in the water impact fee study. Wastewater Impact Fee Fund - Used to account for the construction of projects funded by the wastewater impact fees. These funds are legally restricted to items identified in the wastewater impact fee study. Drainage Improvement Fund — Used to account for the financing and construction of various drainage projects. Proceeds are from the sale of drainage revenue bonds and monthly billings. Parks at Texas Star Capital Fund — Used to account for the financing, renovation, and construction of the sports facility's projects. Proceeds are from inter -fund transfer, operating reserves, gas royalties, and interest income. Texas Star Golf Course Capital Fund — Used to account for the financing and construction of capital improvements at the golf course, clubhouse, and conference center. Proceeds are from gas royalties, excess reserves, and interest income. Street Construction Fund — Used to account for the financing and construction of various street infrastructures. Proceeds are from the sale of general obligation bonds, certificates of obligation, contributions from other agencies, and accumulated cash reserves. General Construction Fund — Used to account for bond proceeds and accumulated cash reserves related to general facility improvements such as fire stations and campus improvements. Car Rental Tax Capital Proiects Fund — Used to account for any ongoing projects or construction projects funded from this revenue source. EDC Capital Fund — Used to account for the financing and construction of Euless Development Corporation approved projects, currently include Parks, Library, and Economic Development. Proceeds are from the sale of revenue bonds, sales tax collections, and interest earnings. Redevelopment Fund- Used to account for any land acquisition and revitalization projects designed to enhance the development of deteriorating areas throughout the community. Developer Contribution (Escrow) Fund- Used to account for funds received for the purposes of making new and future improvements to various development areas within the City. Midtown Development Fund- Used to account for the financing and construction of various street, water, wastewater, drainage, and other infrastructure improvements in the area generally known as Midtown on the south side of State Highway 183. This fund will be used to account for proceeds from the sale of certificates of obligation. 155 CITY OF EULESS CAPITAL IMPROVEMENT PROGRAM The City of Euless has developed and produced under separate cover a Capital Improvements Program. This program is reviewed annually to reflect changing priorities. It provides a framework for identifying capital requirements, scheduling projects over multiple years, coordinating related projects, and identifying future fiscal impact. This document details all capital projects that have been identified to date and meets the requirements of the City Charter. Article VII, Section 2 (4) requires "A statement proposing any capital expenditures deemed necessary for undertaking during the next budget year and recommended provisions for financing." Section 2 (5) further requires "A list of capital projects which should be undertaken within the five (5) next succeeding years." Excerpts from the Capital Improvements Program publication have been summarized in the Operating Budget document for your convenience. Formal City Council Adoption of the Capital Improvement Program indicates the City's commitment to the plan, but does not in itself authorize expenditures. The necessary funding mechanisms must be adopted each year to pay for the improvements. Each year, the Capital Improvement Program includes a thorough review process similar to the operating budget. A Capital Improvement Program Fund Balance Summary has been provided that reflects all resources currently available and projected resources for the upcoming budget year. This summary reflects capital expenditures that were approved during the budget process, lists all capital projects presented during FY2023-24 for approval, and verifies that resources are currently available to fund all these projects. As projects are approved by the City Council, they will be moved from the "Unfunded" section of the Capital Improvement Program to the "Funded" section. Summaries of Funded and Unfunded Projects have been provided in this section and each summary contains five major categories including Drainage Projects, Street Projects, Wastewater Projects, Water Projects, and Other Projects. Unfunded projects have been prioritized into three categories. Priority A indicates that the project was presented for the FY2023-24 budget. Priority B indicates that projects will be presented to Council within two to five years. Priority C indicates that projects will not begin for at least 5 years. For more detail information on capital projects and their possible impact on operating budgets refer to the Capital Improvements Program document. The following table summarizes budgets for Funded Projects. Unfunded Projects have also been summarized by category and priority. Drainage Street Wastewater Water Other Total Funded Funded Proiects Unfunded Proiects $ 2,012,042 $ 23,503,191 $ 7,429,917 $ 29,940,928 $ 62.676.009 $125.562.087 Priority A $ -0- $ 1,100,000 $ -0- $ 885,000 $ 31.959.236 $ 33.944.236 Priority B $ -0- $ 4,650,000 $ 3,824,409 $ 1,713,000 $ TBD $ 10.187.409 Total Unfunded Projects Priority C TBD TBD TBD TBD TBD TBD $ 41.131.645 156 Fund Balance Summary — Capital Estimated FY23 and Budgeted FY24 Capital Improvement Projects 'Beg. Working Capital FY23 FY23 Estimated Revenues FY23 Estimated Project Expenditures !Estimated Working Capital FY23 Total Available: Total Expenses: EDC Developer's Streets Half -Cent General Redevelopment Escrow CIP CIP CIP CIP $2,230,259 $6,899,886 $1,210,000 $11,495,041 $972,885 78,397 1,821,001 4,019,615 2,730,412 1,128,508 2,308,656 8,720,887 5,229,615 14,225,453 2,101,393 (12,288) (8.547.666) (3.770.904) (11.621.133) (2.017.248) (12,288) (8,547,666) (3,770,904) (11,621,133) (2,017,248) $2,296,368 $173,221 $1,458,711 $2,604,320 $84,145! FY24 Budgeted Revenues 2,454 3,327,124 909,864 10.136.487 1,501,700 Total Available: 2,298,822 3,500,345 2,368,575 12,740,807 1,585,845 FY24 Project Expenditures 0 (3.301.265) (882,700) (6.125.000) (1.500.000). Total Expenses: 0 (3,301,265) (882,700) (6,125,000) (1,500,000) !Estimated Working Capital FY24 $2,298,822 $199,080 $1,485,875 $6,615,807 $85,845 FY24 Projects Miscellaneous Screening Wall Repair 0 25,000 0 0 0 FY2019 Street Reconstruction — Pipeline/Highland/Harwood 0 1,936,540 0 0 0 Heritage Avenue — Cheek-Sparger Rd to Guadalupe Trail 0 239,725 0 0 0 FY24 Street Improvements 0 1,100,000 0 0 0 Incentives 0 0 25,000 0 0 Miscellaneous Park Improvements 0 0 200,000 0 0 Park Irrigation 0 0 25,000 0 0 Parks at Texas Star Lighting Upgrade 0 0 632,700 0 0 Animal Shelter Expansion/Renovation 0 0 0 6,125,000 0 Redevelopment 0 0 0 0 1,500,000 'Total FY24 Projects $0 $3,301,265 $882,700 $6,125,000 $1,500,000 157 Fund Balance Summary — Capital Estimated FY23 and Budgeted FY24 Capital Improvement Projects 'Beg. Working Capital FY23 FY23 Estimated Revenues Midtown Police Car Rental Development Facility Tax TSGC PATS CIP CIP CIP CIP CIP $69,475 $0 $1,708,473 $184,188 $145,266 0 22.960.000 29.159 129.135 5,552 Total Available: 69,475 22,960,000 1,737,632 313,323 150,818 FY23 Estimated Project Expenditures Total Expenses: 'Estimated Working Capital FY23 FY24 Budgeted Revenues FY24 Project Expenditures Total Available: Total Expenses: 'Estimated Working Capital FY24 (69,475) (960.000) (1.676.448) (289.307) 0 (69,475) (960,000) (1,676,448) (289,307) 0 $0 $22,000,000 $61,184 $24,016 $150,818 0 3.084.236 2,759 50,315 243 0 25,084,236 63,943 74,331 151,061 0 (25.084.236) 0 (50,000) 0 0 (25,084,236) 0 (50,000) 0 $0 $0 $63,943 $24,331 $151,061 FY24 Projects Police & Courts Building Remodel 0 25,084,236 0 0 0 TSGC Misc. Improvements 0 0 0 50,000 0 'Total FY24 Projects $0 $25,084,236 $0 $50,000 $0 I 158 Fund Balance Summary — Capital Estimated FY23 and Budgeted FY24 Capital Improvement Projects 'Beg. Working Capital FY23 FY23 Estimated Revenues Total Available: FY23 Estimated Project Expenditures Total Expenses: 'Estimated Working Capital FY23 FY24 Budgeted Revenues FY24 Project Expenditures Total Available: Total Expenses: 'Estimated Working Capital FY24 FY24 Projects Wastewater Line Replacement-ARPA Water Line Replacement Meters/Transponders/Leak Detection Reclaimed Water Line Extension Debt Payment TRA Payments Miscellaneous Drainage Improvements 'Total FY24 Projects W&WW CIP $4,668,345 9.468,301 14,136, 646 (13,770,884) (13,770,884) $365,762 3.945,135 4,310,897 (1.395, 934) (1,395,934) $2,914,963 352,934 885,000 158,000 0 0 0 $1,395,934 Water Impact Fee $2,503,410 224.562 2,727,972 (120.769) (120,769) $2,607,203 4,261 2,611,464 (118.050) (118,050) $2,493,414 0 0 0 118,050 0 0 $118,050 Wastewater Impact Fee $731,035 57,673 788,708 (100,000) (100,000) $688,708 1,429 690,137 (100,000) (100,000) $590,137 0 0 0 0 100,000 0 $100,000 Drainage CIP $961,884 89,039 1,050,923 (919,914) (919,914) $131,009 72,030 203,039 (70.000) (70,000) $133,039 0 0 0 0 0 70,000 $70,000 159 CAPITAL IMPROVEMENTS PROGRAM FUNDED PROJECTS SUMMARY O ' ' N N ' ' 0 0 10 N CO ' O ' ' ' 7 N CO ' ' O 0 ' ' ' ' ' ' ' N 7 Co- w) 10 7 0 N CO CO O M l0 0 10 N 'a O r N O r LO N- O O) CO 7 O O 0) 0 0 N C O W a0 O 0) O) 0) O N N 7 (b (0 (0 M 7 O y h v M N M 0)) • O N (O . (0 >_ () 'a O) N M CO v )f) c0 co X C N N N W LL 3 3 3 3V3 E9 E9 EA 63 EA 63 E9 63 63 E9 63 63 E9 E9 63 �,) y r LO 0 ' N 0 0 0 0 0 0 ' (0 0 0 0 N. 7 ' h ,-N 7 N O M 0 0 0 N 7 co .C102. N. CO 0 7 N O 7 0 0 0 O 0) co O O O 0) M O) Or) N 0 0 0 0 • O N N O O 0 0 0 0 0 0 O O O O W O) 0) LO 0 0) (O O a0 0 0 W 0) EO O N M O N 0) O O O M O N GO O) a0 0) N M N (0 0) 7 0 N 7 I'- N 0 O_ - 7 0 n W O N N LO O 0 CO CO 0 0 (O CO N N (0 O) N n 0) 0 7 N LO N O W M 7 0 N O CO N 7 7 M 7 r 0) CO LO N LO y W N O M M h N c0 N 0) y N N N 'j y y O Q' 0 63 E9 63 CO 63 63 E9 E9 E9 E9 E9 E9 69 63 E9 E9 E9 E9 E9 63 63 69 E9 E9 E9 E9 E9 E9 E9 63 6/3 63 63 6/3 63 V3 (O CO ' 0) 7 0 0 7 N 4) N ' co N O 0 0 h O) ' 00 N N h 0) 0 LO 7 CO LO ' 7 N. coO0) O O 0 (0 N. I. Na) co O 0) 0 (O 0 (` O) 7 N COO r 0 0 LO 0) (O CO Q) CO 0 7 co 7 co7(0 N 7 O N 0OO 7 O 01 O N LO 0 7 O- LO 0) 0 .g "0 O N N LO 10 0 7 M 10 N O 0) 0 Ti: 0 0) 0) 0) Ti: GO O O O O N- (0 N M a0 0) N CO N N N 0 CO 0) N 7 CO O CO 0) (O CO 7 (O h N 7 CO 0 7 0) (O LO 7 00 O C N 7 CO- 0 ,- 7 N N - CO co n a0 co - 7 N 1f) 7 LO N. 0 CO E LE (0 N.N 7 .— , N 0 0 K E9 V3 V3 E9 63 63 V3 63 E9 63 E9 E9 63 E9 E9 EA E9 E9 E9 63 63 E9 E9 63 E9 63 E9 E9 E9 69 E9 63 63 63 63 E9 y 7 N ' n CO ' (O N LO @ M LO 7 M CO N- 0, (O Lc, 7 O N N 7 O M O oN. M O) CO CO N CO • N • O x W 63 64 63 63 63 63 64 63 63 63 63 63 63 O ✓( M 6 N O M 'O Li) to h LO 0 ' N 0 0,- 0 0 0 LO r CO O 0 • O N O O O N 0,- 0 N CO' O 00 0 0 0 O r CO LOO N 0• 7) 00) M,- 7 0 N O EA 63 V3 E9 63 $ 14,090,433 7 0 0 0 ' m O IN.cM) (0 W N N. co LO 0) O co LO VI LO 0) 0 7 0) n co 0 0 7 m 0 LO (0 0 N- N CO 7 0 0) CO 7 CO (O 0) CO_ N M 01 CO 7 LO N CO O N V LM N 7 (9 E9 69 E9 69 63 63 E9 69 E9 69 E9 69 E9 69 69- 69 63 69 69 E9 c0 (0 O O O h 0 ' co NOCOOOON 7 N W 0 0 0 0) 0 CO O)N 7 0 0 0,- 0 0 0 0) 0 O O O 000 0) LO CD (O O 00 ,- 0 0 a0 O N GO 0) c0 40 N (+) Ti: GO () Ti-- 0 Lf) Ti I- N O (b a0 O O c0 a) r N CO CO O) N n 0) 0 M. CO 7 7 7 N- O co r coLO LO LO L� c7 (0 ,- N `- (Si N N 63 63 63 E9 63 63 E9 63 E9 E9 E9 E9 E9 63 E9 E9 E9 $ 21,275,814 E9 63 E9 E9 63 E9 E9 E9 63 E9 E9 E9 63 E9 L 0 LO ' ' N ' ' N O ' 0 0) ' h ' O O O h 0 ' h 0 0 0 O) ' CO ' 0 N 7 ' ' 7 O (9 O N 0 0 N- o 0) O O O 0) O 0) O O 0 COO) O • O N O C O N N O O N N O O O co O coO O O N.-LO ( W O O r N Lf) O O O O N a0 m (0 lc) Lf) O N O 7 7 7 I- N n @ E Lc) N N N l0 CO 0) O O O O M 4- N LO N f� r 0) 0 Lf) Q. L O N 7 7 7 n n 7 l0 f� COO M 7 N Lt) O a E cQ Q EA V3 V3 E9 63 63 E9 63 E9 E9 E9 63 63 E9 E9 E9 E9 63 ffl 63 63 63 E9 V3 E9 E9 E9 63 63 63 E9 63 E9 E9 E9 63 • r o o h 0 0 0) 0 0 0) 0 0 • 0 CO 0 0 N N O O O O M O N LO _O N O N.0) 0) O CO N. M - LO N CO CDN 7 d) 'O u) 0 m V3 V3 63 63 V3 V3 63 63 63 63 V3 63 63 Project Description d .0 E DRAINAGE PROJECTS Misc. Creek Maintenance (min bal $100,000) 0 0 0 O N O 0 0 Fund Balance — Drainage CIP Sub -Total Drainage Projects STREET PROJECTS Misc. Street Repairs (min bal $150,000) East Harwood Road Extension Mid-Cities/Cheek-Sparger & SH 121 Intersection/ADA Improvements Design 0 H a) 0. To J 0 -o 0 p, m n C ( o > • L 2 0 n E 2 • c > a M N O 0 }N ll Fund Balance — Street CIP O O 0 CO 0 0 0 0 N 0 0 0) N CO 01 N N 00) m (0 (0 (0 CO CO (0 CO LL 0_ 0_ 0_ 0_ 0_ 0_ LL $ 19,811,029 Sub -Total Street Projects WASTEWATER PROJECTS (0 0 0 0 c▪ o - co (0 co W , CD N CO O O (O 0 O LO 0) CO CO O N N O c0 (( ,- n . ,- N 0 N O h CO O LO (O ,- N N ,- ,- N ,- LO 63 V3 E9 63 E9 63 63 V3 63 63 63 63 63 69. 63 V3 69 69 63 63 63 Misc. Wastewater Rehab (min bal $100,000) TRA Wastewater Payments — Impact Line Replacement — Cedar Hill Estates South Phase I Line Replacement — Cedar Hill Estates South Phase II FY2023 48th/49th CDBG LR: Euless Square/Aransas Drive Line Replacement — Trailwood Addition 0 0 0 0 CO 0 O (0 M (+) C) M O O N N N N Fund Balance — Wastewater Impact (Restricted) Sub -Total Wastewater Projects WATER PROJECTS b (min bal $150,000) ers/Leak Detection (annual transfer $158,000) Reclaimed Water Line Extension Debt Payment - Impact Well Replacement — Fuller/Far North Line Replacement — Oakwood Terrace Line Replacement — South Main Street 000000,00000 0 CO'0 CO (O CO N M CO M r r I— r r r I- Fund Balance — Water Impact (Restricted) (7) 0 a> 3 0 c m _LL O 0 O O) m m $ 24,307,754 Sub -Total Water Projects 160 CAPITAL IMPROVEMENTS PROGRAM FUNDED PROJECTS SUMMARY 0 0 O N o 00 (Of) N N CO CO (O 0) (O 6- CO (O N O M N M N I� N 7 N v N N- (O N O. 0 - N (.9 EA (.9 EA E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 EA E9 E9 E9 E9 E9 EA E9 E9 E9 E9 5) NO n M 5) 0 0 0 ((00 0 (OO 0 0 M 50') 0 ((0 • ((0 0 0 0 0 CO0 (n r 6- h CO 0 0) O LO O O,- CO N O CO O O N O O 0 N 5) 7 (O 5) N N- O M 7 0 O n O (O O N N 5) O(.4 (O N 0 7 LO 7 N- N 0 LO CO 7 (O CO N N (0 0 LO � (O O 7 • CO 7 N (O CO 0) O V CO V N CO CO N (O LO 5) N (O n O .- N N (O CO N E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 69 E9 E9 E9 E9 E9 0) N 0 00 (O CO (O O) 0 CO N O N. CO (O V 0 N LO (O 0) a0 O N N. 00 0 0 7, N 00 co La N CO CO 6- N CO CO CO N h N 7 (0 (f) O M 0 0 M 0 0 0 0 h LO 0 v 5) O 0) (0 0) (n (0 v o 0) O N (0 O c v (0 r (0 i CO N (O COO) (O (0 r 0) (O O) N 7 N O) LO N- CD LO.N CON 0) (0 O 0) E» 69 E9 69 E9 E9 (9 E9 EA E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 CO h N 0) CO N LO 6- N- ' N CO 0) r (O N 0) 0 0 0) LO 0 N CO 7 V h 0 (O CO 7 0) 0 0) N CO N. • 0 N- O) 7 N 7 1h LO 0 CO 0) 0 0 0) CO CO 0) CO 7 M oO (O - a0 0 V f- N O h a0 r N (O r oO M N V N 5 N 00 CO CON CO M N 7 M 7 N Cr, N N 0 N. .4 O) (O E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 $ 16,938,416 $ 43,937,593 $ 38,013,996 $ 82,747,842 (NO ONO n M O W O (00 O LO O W M LO O ((0 0 N 0 0 CO0 O (O r r co. O Q) O (O O O CO N O CO O O N O O CO_ ✓( M N N 7 (0 O (O I- O M 0 O N N N O N N 5) O (-4 (O (O N O.4 LO 7 LO N 0 (O 0) 7 (0 CO O N (O 0 (O n (0 d 7 N CO 7 N O CO 0) (O 7 O 7 N CO CO N CO I� 0 CO (O - — CO n O — N O O -O (n CO N 0 m E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 C .. CO' LC) 0 0 ' ' 0 0 00 ' ' 0 0 0 ' 0 0 0 CO 0) N. 0 O O (O O O O O O N O CON W N. 0 0 O coO O O O 0 N 0 0 N iy V N O (f) O M O) O 0 N (f) (f) O N N n E 0 - coco co000 O N.O O V (f) L CON N v CO 0)N V CON (O 6- p C O O O N a E aQ Q E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 O) N I� M V 0 0 0 (O 0 ' ' ON. (() 0 7 ' O (O CO 0) CO LO 0 CO 0 (0 0 CO CO LO 0 (0 (0 n CO N- CO N.-(O 0 0) O COO ,— M N O o0 O 0) 0 N N.N) (O (O (O u) N. O. (O V N. N) OD 0) N. N) M O V M I.....N I,- 00 0 CON 7 CO co0) co N- CO CO 7 CO '7 O (O 4- 4- co f� coco 7 0 6� O O u V 3 CO E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 E9 Project Description Texas Star Sports Complex Phase VII Entry Monument Sign Program Redevelopment Fire Station #1 Police & Courts Building Design O O O O _a) 4 A a 0 c E U0 a N o a a) E o U U) Uco 1- Misc. Park Improvements (min bal $100,000) Blessing Branch Park Improvements Trail Lighting — Mid -Cities CO C6 CO C6 CO O 0] m m 0 -0 '0 v '0 v 15 Q a) 7 0 N O n,- N CO 0 V 6- M (O 00 — (O CO CO CO O •. E W 00 0 0 0 0 0 0 - 0 0 0 0 0 N O 0 0 O 0 0 O If a 0 1 0 r N O CO - N N N CO N CO 0 O co 0 N co co co 00) 00) 00) 0)) N Z F OM M M> 0 71E 2 2 2 0 0 a' K a' K a' K a' 00 m m 00 0] O< 0 0 0 a W W LL IL LL IL LL O U a a a LL a LL a IL LL LL LL LL Sub -Total Other Projects $ 94,604,617 TOTAL FUNDED PROJECTS 161 U W O Project Description DRAINAGE PROJECTS None Currently Sub -Total Drainage Priority A -Proposed FY2024 m 0 None Currently Sub -Total Drainage Priority B-Unfunded STREET PROJECTS X X X X X 0 0 O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N O N O O N N O 0 v, w v, v, v, v, w 0 0 0 0 CO CO CO CO F H I- Q m m m m 0 0 0 0 0 Street Priority A -Proposed FY2024 r Ul E p o o � E EEEE m 22 22 22 N N (0 (0 (0 NENENEN 0 N N N ON Lr_ Lru Lru Lru Lru a) a) a) 0 7 .- O L C 7 EEEE y u N o vJ F C C N o C 0 0 0 0 c$ in y N J ] C L Q Q = (n N W h O N C W J En X X X X X X X o • rn 0 0 0 0 0 0 0 0 rn o 0 0 0 0 0 0 0 0 0 0 o v o 0 0 0 0 0 0 o v N .- W 7 0 0 W W N N I.- M 7 M N M 7 N M 7 CO 0 M m N H 49V a a a a STREET PROJEC WASTEWATER PROJECTS None Currently m in in in in in in in in U Q N 0 >. C LL r U N> o �`o 0 a `mlia E o 1 Q C D �O n w, Y C(n N p 6 N •e Ia % o o ry o N N Y m Y m m m 2 1,5 O La O a 2 a E T. N N r It. U L w .. O .. O O -p (n 12 Z Z Z r n J N J N J N co J- 3 0 E 0 E O 2 'o 0 > m m "OH0H�Hcr0o o U -0 -o -0 U = U - - O y O= O O 'O C O O O N O O M _g If) Y N Y N Y= CO N O LC, (6 CO RI I� N _ O 0 0 0 0 0 0 U o CSI } J} J} J J} J LL J LL J LL J J LL J Sub -Total Wastewater Priority B-Unfunded LR: Knob Hill Sub -Total Wastewater Priority C-Unfunded 0 CO M /L 162 X X X X X X X X X X X X X X X X X 0 0 U co c ❑ W co O m X O a' � Z C.)@ Z U a Z LL Oy v U.0 O ❑ LL1 L.- 0 2 w a H N y 2 a m E LL. W N O 0.0 La O co o CL a A a W o a 0 > 1- > n m ~:: ❑ c O W o Z 4, F m 2O .4 ▪ N C N O m = C O I— a. O K 0 a m O. W U m FO z ix w a En c w W m= X X X X X X O ❑ oa reZ O a m 0 0 0 O O O O 0 O 0 0 co (o in O 0 0 0 0 0 0 0 0 0 M M J - = O O O 0 0 0 0 0 0 0 0 0 N N Q 025 0 O N vi O 1-r V N _M ei L O V OI d W N • 0 M co • 0 V V 0 A ❑ ❑ ❑ ❑ ❑ ❑ ❑ N LC) 00 CO ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ [- m I- • [- m m m 00 00 00 00 m 00 00 00 m 00 Q U) E H H H H H H H N co N M H H H H I- I- I- I- I- I- U 0 Lc 0_ W O • ..a-..a-V, 4. 69 69 69 69 V, 69 69 69 69 fA IA M 0 0 0 kto v, C T O. N O Q Q m m m m 0 0 0 0 0 0 0 Q Q Q m m m m 0 0 0 U C.) CD o a` N LL Project Description WATER PROJECTS LR: Huntington Drive Phase II Q N O N a U. a in to 2 o c > O 00 a w o o a' a`„ R 0 E m CO 69 r 0 a a y o 12 o a F16. -o N U o 'o a>i ] T= L C H c Q 0>i y a E 9 < , m m O z U 0 > ` m -0 -0j Q❑ N > re 2(0 0 o d 2 a>i m W O� = C N y c a O .8 y m° m m m 0 08 Y m Ecccececece J J J J J — J J J J J LR: Westpark Way Sub -Total Water Priority C-Unfunded WATER PROJECTS - TOTAL OTHER PROJECTS CO On Ln M 69 69 R N co N to, to a a o w N aO ? W a o m o 6 4 E o A, ¢ o •v •o c a m Y 0. 4 Oe N L s 0 _o -8o d o co m O l6 R �. 2 ry n r T N 2 N O N N j ° w E m c- 17 5 _ O .N- ~ Q p, £ o o N> 0 Ls_ N-= m E .O c s~ o o E y 1 my (1) Ey En y O- c G y EN d> d 2 E.' a a > o o.. f Y cccE o Xm o.m f W Wo/mJ o-l6 a NcNdyENENEY 7 1 t H V A' 1: L AnH_, co m m a o u) Y 6 T, t z t a m°) N a N m N LT, W W O p_ c E Y 2 Y Vs Y L —= = 3 W J 5 `m o m m a m m oo m m m m S it 0_0_ a U Y a a co H H H H 1— , O -J 163 THE CITY OF EULESS City of Euless N9`,34' � 2023 THEVCITY EULESS awl Debt DEBT FUND SUMMARY BEGINNING FUND BALANCE REVENUES Property Taxes Gross Receipts Tax General Sales Tax Selective Sales Tax Fines/Fees/Penalties Licenses & Permits Interest Income Intergovernmental Revenue Charges for Service Miscellaneous/Rental Income Insurance/Risk/Other Financing Sources Revenues before Transfers Transfers from Other Funds TOTAL REVENUES TOTAL RESOURCES EXPENDITURES Personal Services Professional/Technical Services Contractual Services Utilities Maintenance Other Services/Contingencies Insurance General & Administrative Rebates/Incentives Supplies Capital / One -Time Debt Service/Bank Charges Expenditures before Transfers Transfers to Other Funds TOTAL EXPENDITURES ENDING FUND BALANCE ACTUAL BUDGET ESTIMATED FY2021-22 FY2022-23 FY2022-23 $ 3,820,419 $ 2,909,888 $ 2,909,888 $ BUDGET FY2023-24 2,982,530 $ 3,670,641 $ 4,924,481 $ 4,919,481 $ 5,924,115 $ $ $ $ 15,513 $ 12,000 $ 14,279 $ 12,000 $ - $ - $ - $ $ 27,378 $ 10,171 $ 200,569 $ 194,408 $ $ $ $ $ - $ - $ - $ $ 534,650 $ 495,000 $ 546,900 $ 546,900 $ 60,000 $ - $ - $ $ 4,308,182 $ 5,441,652 $ 5,681,229 $ 6,677,423 $ 4,586,225 $ 4,628,387 $ 4,559,424 $ 4,608,034 $ 8,894,407 $ 10,070,039 $ 10,240,653 $ 11,285,457 $ 12,714,826 $ 12,979,927 $ 13,150,541 $ 14,267,987 $ $ 2,670 $ $ $ $ $ $ $ $ - $ 999,725 $ 8,802,543 $ 9,804,938 $ - $ 9,804,938 $ 2,909,888 166 $ $ $ $ $ $ $ $ $ $ $ $ 3,925 $ $ - $ $ - $ $ - $ $ - $ $ - $ $ $ $ $ $ $ $ $ $ 10,164,086 $ $ 10,168,011 $ $ - $ $ 10,168,011 $ $ 2,811,916 $ $ 3,825 $ 3,925 - $ $ $ $ $ $ $ $ $ 10,164,186 $ 11,154,899 10,168,011 $ 11,158,824 - $ - 10,168,011 $ 11,158,824 2,982,530 $ 3,109,163 RESERVE FUND SUMMARY BEGINNING FUND BALANCE REVENUES ACTUAL BUDGET ESTIMATED BUDGET FY2021-22 FY2022-23 FY2022-23 FY2023-24 $ 9,531,041 $ 9,322,687 $ 9,322,687 $ 8,375,775 Property Taxes $ - $ - $ - $ Gross Receipts Tax $ $ $ $ General Sales Tax $ - $ - $ - $ Selective Sales Tax $ - $ - $ - $ Fines/Fees/Penalties $ $ $ $ Licenses & Permits $ - $ - $ - $ Interest Income $ 22,401 $ 23,942 $ 57,000 $ 33,000 Intergovernmental Revenue $ - $ - $ - $ Charges for Service $ $ $ $ Miscellaneous/Rental Income $ 295,121 $ 65,000 $ 92,250 $ 65,000 Insurance/Risk/Other Financing Sources $ $ $ $ Revenues before Transfers $ 317,522 $ 88,942 $ 149,250 $ 98,000 Transfers from Other Funds $ 999,725 $ - $ - $ TOTAL REVENUES $ 1,317,247 $ 88,942 $ 149,250 $ 98,000 TOTAL RESOURCES $ 10,848,288 $ 9,411,629 $ 9,471,937 $ 8,473,775 EXPENDITURES Personal Services Professional/Technical Services Contractual Services Utilities Maintenance Other Services/Contingencies Insurance General & Administrative Rebates/Incentives Supplies Capital / One -Time Debt Service/Bank Charges Expenditures before Transfers Transfers to Other Funds TOTAL EXPENDITURES ENDING FUND BALANCE $ 1,525,601 $ 1,096,162 $ 1,096,162 $ 647,711 $ 1,525,601 $ 1,096,162 $ 1,096,162 $ 647,711 $ 9,322,687 $ 8,315,467 $ 8,375,775 $ 7,826,064 The decline in fund balance for FY2023-24 is a planned drawdown of excess reserves to rebate utility customers and cash flow capital projects. 167 INTRODUCTION TO DEBT General Obligation: The existing debt obligation and individual issues are presented in this section with graphical representations as well. Existing debt level reflects eighteen years of remaining payments with additional debt capacity as the structure begins to decline in 2025 and 2029 and falls again in 2030. The final debt service payment lies in fiscal year 2041. This debt structure also represents the following ratios: Debt to Current Debt Debt per Capita: Tax Base: to Revenue: City - $1,328 0.93% 12.90% General obligation ratios are favorable. Low debts to tax base ratios reveal the City's goal of not burdening the citizens with excessive debt. The portion of the tax rate that is dedicated for existing debt levels is approximately 20.72%, 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 $0.4575 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. Future debt issues will be considered within the parameters of the City's financial policies, ratios, supporting revenues, and political climate. Revenue: The City's revenue bonds are comprised of Water/Wastewater Bonds and Sales Tax Bonds. Water and Wastewater The existing debt structure represents twenty-six years of remaining payments with a decline in 2025. The final payment lies in 2049. Current Revenue Bond Coverage for Water and Wastewater Bonds is 4.21 (see Table 12 of September 30, 2022 Annual Comprehensive Financial Report). 168 Sales Tax The City approved an additional sales tax of a half -cent under the 4b Economic Development legislation. The purpose of the sales tax is to fund library projects, parks projects, and economic development. The final payment on outstanding sales tax bonds is scheduled for 2039. Current coverage ratio is 18.42 times, as calculated below: Gross Sales Tax Receipts Avg. Annual Debt Service $7,179,484 $389,841 18.42 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. Bond Rating History RATING AGENCY TYPE DATES RATING Standard & Poor's G.O. 09/23 to present AA+ 02/09 to 09/23 AA 6/04 to 02/09 AA- 4/84 to 6/04 A+ 4/84 A to A+ WW & SS 05/12 to present AA+ Revenue 9/08 to 05/12 AA 6/04 to 9/08 A+ 6/87 to 6/04 A 4/83 to 6/87 A - Prior to 4/83 BBB+ Moody's G.O. *04/10 to present Aa2 5/85 to 04/10 Al Prior to 5/85 A WW & SS Revenue *04/10 to present Aa2 6/04 to 04/10 Al 6/99 to 6/04 A2 1983 to 1999 A *Moody's recalibrated its rating designations in April of 2010. 169 ANNUAL DEBT SERVICE TOTAL GENERAL OBLIGATION AND REVENUE DEBT $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $o r SALES TAX 1/2 CENT ALE u STAR CENTER WATER & WASTEWATER 11 G.O.'S AND C.O.'S 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 FISCAL YEAR TOTAL ANNUAL DEBT SERVICE REQUIREMENTS SUMMARY OF TOTAL GENERAL OBLIGATION AND REVENUE DEBT GENERAL & CERTIFICATES WATER & SALES TAX YEAR OF OBLIGATION GOLF WASTEWATER STAR CENTER 1/2 CENT REQUIREMENTS 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 2048 2049 $8,240,070 $7,824,492 $7,721,941 $7,621,041 $7,471,105 $7,249,901 $6,059,176 $5,816,754 $5,820,059 $5,823,025 $5,828,400 $5,390,528 $5,168,622 $5,172,853 $5,163,628 $2,642,350 $1,790,200 $922,725 $0 $0 $0 $0 $0 $0 $0 $0 $588,738 $591,072 $587,419 $592,678 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,209,786 $1,073,658 $1,069,201 $1,073,835 $1,071,924 $1,074,096 $1,075,181 $1,074,672 $1,083,190 $1,075,675 $947,371 $954,407 $540,758 $539,444 $537,826 $380,949 $381,181 $381,208 $381,060 $380,767 $380,327 $379,773 $379,103 $383,316 $382,330 $381,225 $708,740 $715,140 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $394,625 $401,075 $396,975 $396,975 $396,575 $395,775 $399,575 $394,875 $396,100 $397,000 $396,450 $395,600 $399,400 $397,700 $400,650 $278,100 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $11,141,959 $10, 605,436 $9,775,536 $9,684,528 $8,939,604 $8,719,772 $7,533,932 $7,286,301 $7,299,349 $7,295,700 $7,172,221 $6,740,535 $6,108,780 $6,109,997 $6,102,104 $3,301,399 $2,171,381 $1,303,933 $381,060 $380,767 $380,327 $379,773 $379,103 $383,316 $382,330 $381,225 TOTAL $101,726,871 $2,359,906 $18,592,257 $1,423,880 $6,237,450 $130,340,364 170 $9,000,000 $8,500,000 $8,000,000 $7,500,000 $7,000,000 $6,500,000 $ 6, 000, 000 $5,500,000 $ 5, 000, 000 $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $ 2, 000, 000 $1,500,000 $1, 000, 000 $500,000 $0 Total General Obligation Debt Composition of Debt Service u Interest IV Principal 2024 2026 2028 2030 2032 2034 2036 2038 2040 Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF GENERAL OBLIGATION DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 2024 $2,673,266 $5,566,805 $8,240,070 2025 $2,562,596 $5,261,895 $7,824,492 2026 $2,385,046 $5,336,895 $7,721,941 2027 $2,199,146 $5,421,895 $7,621,041 2028 $2,009,210 $5,461,895 $7,471,105 2029 $1,809,901 $5,440,000 $7,249,901 2030 $1,619,176 $4,440,000 $6,059,176 2031 $1,441,754 $4,375,000 $5,816,754 2032 $1,275,059 $4,545,000 $5,820,059 2033 $1,108,025 $4,715,000 $5,823,025 2034 $933,400 $4,895,000 $5,828,400 2035 $750,528 $4,640,000 $5,390,528 2036 $578,622 $4,590,000 $5,168,622 2037 $412,853 $4,760,000 $5,172,853 2038 $248,628 $4,915,000 $5,163,628 2039 $127,350 $2,515,000 $2,642,350 2040 $65,200 $1,725,000 $1,790,200 2041 $12,725 $910,000 $922,725 TOTAL $22,212,485 $79,514,386 $101,726,871 171 THE CITY OF EULESS Tax -Supported General Obligation Debt Composition of Debt Service $ 7, 000, 000 $ 6, 500, 000 $ 6, 000, 000 $5,500,000 - $5,000,000 $4, 500, 000 $4,000,000 $3,500,000 - $3,000,000 - $2,500,000 $ 2, 000, 000 $1, 500, 000 $1, 000, 000 $500,000 $0 2024 2026 2028 2030 2032 Fiscal Year Interest — Principal 2034 2036 2038 LLJ, 2040 DEBT SERVICE REQUIREMENTS SUMMARY OF TAX -SUPPORTED GENERAL OBLIGATION DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 2024 $2,021,835 $4,341,805 $6,363,639 2025 $1,946,940 $3,996,895 $5,943,835 2026 $1,809,264 $4,031,895 $5,841,160 2027 $1,664,539 $4,071,895 $5,736,435 2028 $1,517,560 $4,066,895 $5,584,455 2029 $1,362,539 $4,000,000 $5,362,539 2030 $1,217,839 $2,955,000 $4,172,839 2031 $1,088,039 $3,080,000 $4,168,039 2032 $960,516 $3,210,000 $4,170,516 2033 $834,069 $3,340,000 $4,174,069 2034 $701,300 $3,475,000 $4,176,300 2035 $561,869 $3,605,000 $4,166,869 2036 $418,059 $3,755,000 $4,173,059 2037 $278,384 $3,895,000 $4,173,384 2038 $141,191 $4,025,000 $4,166,191 2039 $47,725 $1,595,000 $1,642,725 2040 $15,475 $775,000 $790,475 2041 $3,300 $330,000 $333,300 TOTAL $16,590,441 $58,549,386 $75,139,827 173 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: GENERAL OBLIGATION REFUNDING BONDS,SERIES 2012 (DATED: December 1, 2011 (ORIGINAL AMOUNT: $5,955,000 INTEREST RATES: (PAYING AGENT: (OPTION DATE: YEAR 2024 TOTAL BOND YEARS 2012-2016 @ 2.000%, 2017-2019 @ 3.000%, 2020-2022 @ 4.000%, 2023 @ 3.000% and 2024 @ 3.125% U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* February 15, 2021 INTEREST PRINCIPAL TOTAL COUPON FEBRUARY 15 AUGUST 15 FEBRUARY 15 REQUIREMENTS 3.125% $8,359 $0 $535,000 $543,359 $8,359 $0 $535,000 $543,359 Proceeds from the sale of the Bonds were used to (i) refund a portion of the City's outstanding debt in order to lower the overall debt service requirements of the City and (ii) to pay the costs associated with the issuance of the bonds. These Bonds are direct obligations of the City payable from an annual ad valorem tax levied on all taxable property within the City, within the limits prescribed by law. * 2022 Successor Paying Agent 174 DESCRIPTION: CITY OF EULESS DEBT SERVICE REQUIREMENTS TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2018 DATED: March 1, 2018 ORIGINAL AMOUNT: $9,180,000 BOND YEARS 2019 @ 4.00%, 2020-2023 @ 3.00%, 2024-2029 @ 4.00%, 2030- INTEREST RATES: 2031 @ 3.00%, 2032-2033 @ 3.125%, 2034-2035 @ 3.250%, 2036-2037 @ 3.3375% and 2038 @ 3.50% PAYING AGENT: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: February 15, 2028 INTEREST PRINCIPAL TOTAL YEAR COUPON FEBRUARY 15 AUGUST 15 FEBRUARY 15 REQUIREMENTS 2024 4.000% $131,756 $124,056 $385,000 $640,813 2025 4.000% $124,056 $116,056 $400,000 $640,113 2026 4.000% $116,056 $107,756 $415,000 $638,813 2027 4.000% $107,756 $99,056 $435,000 $641,813 2028 4.000% $99,056 $90,056 $450,000 $639,113 2029 4.000% $90,056 $80,656 $470,000 $640,713 2030 3.000% $80,656 $73,382 $485,000 $639,039 2031 3.000% $73,382 $65,881 $500,000 $639,264 2032 3.125% $65,881 $57,834 $515,000 $638,716 2033 3.125% $57,834 $49,475 $535,000 $642,309 2034 3.250% $49,475 $40,538 $550,000 $640,013 2035 3.250% $40,538 $31,275 $570,000 $641,813 2036 3.375% $31,275 $21,319 $590,000 $642,594 2037 3.375% $21,319 $11,025 $610,000 $642,344 2038 3.500% $11,025 $0 $630,000 $641,025 TOTAL $1,100,123 $968,367 $7,540,000 $9,608,490 Proceeds from the sale of the Certificates will be used for (i) the construction of public works, to wit: (a) constructing, renovating, enlarging, equipping and improving various streets, roads, bridges, overpasses, alleyways, thoroughfares, sidewalks, pathways and related municipal facilities within the City, including lane markings, signage, street, drainage, curbs, gutters, ADA accessibility, traffic signals, lighting and landscaping related thereto and the acquisition of necessary rights -of -way and land in connection therewith; (b) constructing, renovating, enlarging, equipping, and improving water and wastewater facilities for the City and the acquisition of necessary rights -of -way and land in connection therewith; and (c) renovating, improving and equipping existing City buildings and facilities for police, fire and other City departments, including HVAC system and lighting improvements, and (ii) professional services rendered in relation to such projects and the financing thereof. A portion of the debt service is being repaid from other sources. * 2022 Successor Paying Agent 175 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: AXON ENTERPRISE, INC. LEASE DATED: June 13, 2023 ORIGINAL AMOUNT: $1,139,386 INTEREST RATES: PAYING AGENT: AXON ENTERPRISE, INC. OPTION DATE: N/A INTEREST PRINCIPAL TOTAL YEAR INTEREST December/March December/March REQUIREMENTS 2024 $231,805 $231,805 2025 $226,895 $226,895 2026 $226,895 $226,895 2027 $226,895 $226,895 2028 $226,895 $226,895 TOTAL $0 $1,139,386 $1,139,386 The lease was used to finance an integrated camera and taser system along with related hardware and software for the police department. 176 DESCRIPTION: CITY OF EULESS DEBT SERVICE REQUIREMENTS TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2019 DATED: January 15, 2019 ORIGINAL AMOUNT: $11,785,000 INTEREST RATES: PAYING AGENT: OPTION DATE: BOND YEARS 2020-2024 @ 3.00%, 2025-2028 @ 4.00%, 2029-2031 @ 5.00%, 2032-2035 @ 4.00%, 2036 @ 3.250%, 2037-2038 @ 3.3375% and 2039 @ 3.50% U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* February 15, 2028 INTEREST PRINCIPAL TOTAL YEAR COUPON FEBRUARY 15 AUGUST 15 FEBRUARY 15 REQUIREMENTS 2024 3.000% $202,228 $195,328 $460,000 $857,556 2025 4.000% $195,328 $185,728 $480,000 $861,056 2026 4.000% $185,728 $175,728 $500,000 $861,456 2027 4.000% $175,728 $165,328 $520,000 $861,056 2028 4.000% $165,328 $154,528 $540,000 $859,856 2029 5.000% $154,528 $140,403 $565,000 $859,931 2030 5.000% $140,403 $125,528 $595,000 $860,931 2031 5.000% $125,528 $109,903 $625,000 $860,431 2032 4.000% $109,903 $96,803 $655,000 $861,706 2033 4.000% $96,803 $83,203 $680,000 $860,006 2034 4.000% $83,203 $69,003 $710,000 $862,206 2035 4.000% $69,003 $54,303 $735,000 $858,306 2036 3.250% $54,303 $41,872 $765,000 $861,175 2037 3.375% $41,872 $28,541 $790,000 $860,413 2038 3.375% $28,541 $14,788 $815,000 $858,328 2039 3.500% $14,788 $0 $845,000 $859,788 TOTAL $1,843,216 $1,640,988 $10,280,000 $13,764,203 Proceeds from the sale of the Certificates will be used for (i) the construction of public works, to wit: (a) constructing, renovating, enlarging, equipping and improving various streets, roads, bridges, overpasses, alleyways, thoroughfares, sidewalks, pathways and related municipal facilities within the City, including lane markings, signage, street, drainage, curbs, gutters, ADA accessibility, traffic signals, lighting and landscaping related thereto and the acquisition of necessary rights -of -way and land in connection therewith; (b) constructing, renovating, enlarging, equipping, and improving water and wastewater facilities for the City and the acquisition of necessary rights -of -way and land in connection therewith; and (c) renovating, improving and equipping existing City buildings and facilities for police, fire and other City departments, including HVAC system and lighting improvements, and (ii) professional services rendered in relation to such projects and the financing thereof. 2022 Successor Paying Agent 177 DESCRIPTION: CITY OF EULESS DEBT SERVICE REQUIREMENTS TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2020 DATED: January 14, 2020 ORIGINAL AMOUNT: $7,115,000 INTEREST RATES: PAYING AGENT: OPTION DATE: BOND YEARS 2020-2024 @ 3.50%, 2025-2031 @ 3.00%, 2032-2033 @ 2.00%, 2034 @ 2.125%, 2035 @ 2.250%, 2036-2037 @ 2.375% and 2038-2040 @ 2.50% U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* February 15, 2029 INTEREST PRINCIPAL TOTAL YEAR COUPON FEBRUARY 15 AUGUST 15 FEBRUARY 15 REQUIREMENTS 2024 3.500% $82,313 $77,150 $295,000 $454,463 2025 3.000% $77,150 $72,575 $305,000 $454,725 2026 3.000% $72,575 $67,850 $315,000 $455,425 2027 3.000% $67,850 $63,050 $320,000 $450,900 2028 3.000% $63,050 $58,100 $330,000 $451,150 2029 3.000% $58,100 $53,000 $340,000 $451,100 2030 3.000% $53,000 $47,675 $355,000 $455,675 2031 3.000% $47,675 $42,200 $365,000 $454,875 2032 2.000% $42,200 $38,500 $370,000 $450,700 2033 2.000% $38,500 $34,700 $380,000 $453,200 2034 2.125% $34,700 $30,556 $390,000 $455,256 2035 2.250% $30,556 $26,113 $395,000 $451,669 2036 2.375% $26,113 $21,303 $405,000 $452,416 2037 2.375% $21,303 $16,375 $415,000 $452,678 2038 2.500% $16,375 $11,063 $425,000 $452,438 2039 2.500% $11,063 $5,625 $435,000 $451,688 2040 2.500% $5,625 $0 $450,000 $455,625 TOTAL $748,147 $665,834 $6,290,000 $7,703,981 Proceeds from the sale of the Certificates will be used for (i) the construction of public works, to wit: acquiring, designing, constructing, improving, expanding and equipping one or more fire stations (including the demolition of existing Fire Station #1), and (ii) professional services rendered in relation to such projects and the financing thereof. * 2022 Successor Paying Agent 178 DESCRIPTION: CITY OF EULESS DEBT SERVICE REQUIREMENTS TAX AND WATERWORKS AND SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATE OF OBLIGATION, SERIES 2021 DATED: April 8, 2021 IORIGINAL AMOUNT: $5,360,000 INTEREST RATES: BOND YEARS 2022-2041 @ 4.000% - 1.625% SPAYING AGENT: (OPTION DATE: YEAR COUPON 2024 2.125% 2025 1.750% 2026 1.750% 2027 1.700% 2028 4.000% 2029 4.000% 2030 4.000% 2031 3.000% 2032 1.625% 2033 1.625% 2034 1.750% 2035 1.750% 2036 2.000% 2037 2.000% 2038 2.000% 2039 2.000% 2040 2.000% 2041 2.000% TOTAL U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* February 15, 2030 INTEREST PRINCIPAL FEBRUARY 15 AUGUST 15 FEBRUARY 15 $56,123 $53,732 $225,000 $53,732 $51,719 $230,000 $51,719 $49,707 $230,000 $49,707 $47,709 $235,000 $47,709 $42,909 $240,000 $42,909 $37,909 $250,000 $37,909 $32,609 $265,000 $32,609 $28,559 $270,000 $28,559 $26,284 $280,000 $26,284 $23,969 $285,000 $23,969 $21,431 $290,000 $21,431 $18,850 $295,000 $18,850 $15,850 $300,000 $15,850 $12,800 $305,000 $12,800 $9,700 $310,000 $9,700 $6,550 $315,000 $6,550 $3,300 $325,000 $3,300 $0 $330,000 $539,712 $483,589 $4,980,000 Proceeds from the sale of the Certificates will be used relation to such projects and the financing thereof. 2022 Successor Paying Agent TOTAL REQUIREMENTS $334,854 $335,451 $331,426 $332,416 $330,619 $330,819 $335,519 $331,169 $334,844 $335,253 $335,400 $335,281 $334,700 $333,650 $332,500 $331,250 $334,850 $333,300 $6,003,301 to (i) construct public works and, (ii) to pay professional services rendered in 179 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAX NOTES, SERIES 2021 DATED: April 8, 2021 ORIGINAL AMOUNT: $1,625,000 INTEREST RATES: 4.00% (PAYING AGENT: OPTION DATE: YEAR 2024 TOTAL U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* N/A INTEREST PRINCIPAL TOTAL INTEREST FEBRUARY 15 AUGUST 15 FEBRUARY 15 REQUIREMENTS 4.000% $11,400 $0 $570,000 $581,400 $11,400 $0 $570,000 $581,400 Proceeds from the sale of the Notes will be used for: (i) the costs of purchasing equipment, machinery, buildings and vehicles for the City fire and police departments and (ii) professional services rendered in connection with such projects and the Notes. * 2022 Successor Paying Agent 180 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAX NOTES, SERIES 2022 DATED: September 20, 2022 ORIGINAL AMOUNT: $7,660,000 INTEREST RATES: 2.89% (PAYING AGENT: ZIONS BANC OPTION DATE: N/A INTE ZEST PRINCIPAL TOTAL YEAR INTEREST FEBRUARY 15 AUGUST 15 FEBRUARY 15 REQUIREMENTS 2024 2.890% $95,298 $80,559 $1,020,000 $1,195,857 2025 2.890% $80,559 $65,386 $1,050,000 $1,195,945 2026 2.890% $65,386 $49,708 $1,085,000 $1,200,094 2027 2.890% $49,708 $33,596 $1,115,000 $1,198,304 2028 2.890% $33,596 $17,051 $1,145,000 $1,195,647 2029 2.890% $17,051 $0 $1,180,000 $1,197,051 TOTAL $341,598 $246,300 $6,595,000 $7,182,898 Proceeds from the sale of the Notes will be used for: (i) acquiring, designing, constructing, improving, expanding and equipping one or more fire stations, and (ii) the costs of professional services rendered in connection with the financing thereof. 181 DESCRIPTION: DATED: CITY OF EULESS DEBT SERVICE REQUIREMENTS TAX AND WATERWORKS AND SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2023 September 7, 2023 (ORIGINAL AMOUNT: $20,620,000 INTEREST RATES: BOND YEARS 2024-2038 @ 4.000% - 5.000% SPAYING AGENT: (OPTION DATE: YEAR COUPON 2024 4.000% $428,158 2025 4.000% $475,375 2026 5.000% $449,275 2027 5.000% $417,775 2028 5.000% $387,275 2029 5.000% $358,900 2030 5.000% $329,025 2031 5.000% $297,650 2032 5.000% $264,650 2033 5.000% $229,900 2034 5.000% $193,400 2035 5.000% $155,025 2036 5.000% $114,775 2037 4.000% $72,400 2038 4.000% $36,900 TOTAL $4,210,483 U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION February 15, 2034 INTEREST PRINCIPAL FEBRUARY 15 AUGUST 15 FEBRUARY 15 $475,375 $620,000 $449,275 $1,305,000 $417,775 $1,260,000 $387,275 $1,220,000 $358,900 $1,135,000 $329,025 $1,195,000 $297,650 $1,255,000 $264,650 $1,320,000 $229,900 $1,390,000 $193,400 $1,460,000 $155,025 $1,535,000 $114,775 $1,610,000 $72,400 $1,695,000 $36,900 $1,775,000 $0 $1,845,000 $3,782,325 $20,620,000 TOTAL REQUIREMENTS $1,523,533 $2,229,650 $2,127,050 $2,025,050 $1,881,175 $1,882,925 $1,881,675 $1,882,300 $1,884,550 $1,883,300 $1,883,425 $1,879,800 $1,882,175 $1,884,300 $1,881,900 $28,612,808 Proceeds from the sale of the Certificates will be used for (i) construction of public works, to wit: designing constructing, renovating, improving, and equipping the City Police and Courts Building and, (ii) professional services rendered in relation to such projects and the financing thereof. 182 TIRZ/PID-Supported General Obligation Debt Composition of Debt Service $2,000,000 - - $1,500,000 - II $1,000,000 - $500,000 - t!i Interest Principal M Cr 2026 2028 2030 2032 2034 2036 2038 2040 Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF TIRZ/PID-SUPPORTED GENERAL OBLIGATION DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 2024 $651,431 $1,225,000 $1,876,431 2025 $615,656 $1,265,000 $1,880,656 2026 $575,781 $1,305,000 $1,880,781 2027 $534,606 $1,350,000 $1,884,606 2028 $491,650 $1,395,000 $1,886,650 2029 $447,363 $1,440,000 $1,887,363 2030 $401,338 $1,485,000 $1,886,338 2031 $353,716 $1,295,000 $1,648,716 2032 $314,544 $1,335,000 $1,649,544 2033 $273,956 $1,375,000 $1,648,956 2034 $232,100 $1,420,000 $1,652,100 2035 $188,659 $1,035,000 $1,223,659 2036 $160,563 $835,000 $995,563 2037 $134,469 $865,000 $999,469 2038 $107,438 $890,000 $997,438 2039 $79,625 $920,000 $999,625 2040 $49,725 $950,000 $999,725 2041 $9,425 $580,000 $589,425 TOTAL $5,622,044 $20,965,000 $26,587,044 TIRZ - Tax Increment Reinvestment Zone PID - Public Improvement District 183 DESCRIPTION: CITY OF EULESS DEBT SERVICE REQUIREMENTS TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2011 DATED: January 15, 2011 (ORIGINAL AMOUNT: $180,130 INTEREST RATES: (PAYING AGENT: (OPTION DATE: BOND YEARS 2011-2018 @ 3.000%, 2019-2026 @ 4.000%, 2027-2028 @ 4.125%, 2029-2030 @ 4.250% U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* August 15, 2021 INTEREST PRINCIPAL TOTAL YEAR COUPON FEBRUARY 15 AUGUST 15 AUGUST 15 REQUIREMENTS 2024 4.000% $1,650 $1,650 $10,000 $13,300 2025 4.000% $1,450 $1,450 $10,000 $12,900 2026 4.000% $1,250 $1,250 $10,000 $12,500 2027 4.125% $1,050 $1,050 $10,000 $12,100 2028 4.125% $844 $844 $10,000 $11,688 2029 4.250% $638 $638 $15,000 $16,275 2030 4.250% $319 $319 $15,000 $15,638 TOTAL $7,200 $7,200 $80,000 $94,400 Proceeds from the sale of the Bonds were used for (i) street improvements, including drainage, landscaping, curbs, gutters, sidewalks, entryways, signage, lighting, and traffic signalization incidental thereto, and the acquisition of land and rights -of -way therefor, and (ii) to pay the costs associated with the issuance of the bonds. These Bonds are direct obligations of the City payable from an annual ad valorem tax levied on all taxable property within the City, within the limits prescribed by law. * 2022 Successor Paying Agent 184 DESCRIPTION: DATED: ORIGINAL AMOUNT: INTEREST RATES: PAYING AGENT: OPTION DATE: YEAR 2024 2025 2026 2027 2028 2029 2030 TOTAL COUPON 4.000% 4.000% 4.000% 4.125% 4.125% 4.250% 4.250% CITY OF EULESS DEBT SERVICE REQUIREMENTS TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) REVENUE CERTIFICATES OF OBLIGATION, SERIES 2011 (GLADE PARKS) January 15, 2011 $2,854,870 BOND YEARS 2011-2018 @3.000%, 2019-2026 @ 4.000%, 2027-2028@ 4.125%, 2029-2030 @4.250% U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* August 15, 2021 INTEREST PRINCIPAL FEBRUARY 15 AUGUST 15 AUGUST 15 $27,672 $27,672 $170,000 $24,272 $24,272 $175,000 $20,772 $20,772 $185,000 $17,072 $17,072 $195,000 $13,050 $13,050 $200,000 $8,925 $8,925 $205,000 $4,569 $4,569 $215,000 $116,331 $116,331 $1,345,000 TOTAL REQUIREMENTS $225,344 $223,544 $226,544 $229,144 $226,100 $222,850 $224,138 $1,577,663 Proceeds from the sale of the Bonds were used for (i) street improvements, including drainage, landscaping, curbs, gutters, sidewalks, entryways, signage, lighting, and traffic signalization incidental thereto, and the acquisition of land and rights -of -way therefor, and (ii) to pay the costs associated with the issuance of the bonds. These Bonds are direct obligations of the City payable from an annual ad valorem tax levied on all taxable property within the City, within the limits prescribed by law. * 2022 Successor Paying Agent 185 CITY OF EULESS DEBT SERVICE REQUIREMENTS TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) DESCRIPTION: REVENUE CERTIFICATES OF OBLIGATION, SERIES 2014 (GLADE PARKS) DATED: October 15, 2014 ORIGINAL AMOUNT: $5,715,000 INTEREST RATES: BOND YEARS 2017-2023 @5.000%, 2024-2034 © 3.000% PAYING AGENT: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: August 15, 2024 INTEREST PRINCIPAL TOTAL YEAR COUPON FEBRUARY 15 AUGUST 15 AUGUST 15 REQUIREMENTS 2024 3.000% $58,950 $58,950 $305,000 $422,900 2025 3.000% $54,375 $54,375 $315,000 $423,750 2026 3.000% $49,650 $49,650 $325,000 $424,300 2027 3.000% $44,775 $44,775 $335,000 $424,550 2028 3.000% $39,750 $39,750 $345,000 $424,500 2029 3.000% $34,575 $34,575 $355,000 $424,150 2030 3.000% $29,250 $29,250 $365,000 $423,500 2031 3.000% $23,775 $23,775 $380,000 $427,550 2032 3.000% $18,075 $18,075 $390,000 $426,150 2033 3.000% $12,225 $12,225 $400,000 $424,450 2034 3.000% $6,225 $6,225 $415,000 $427,450 TOTAL $371,625 $371,625 $3,930,000 $4,673,250 Proceeds from the sale of the Bonds will be used for (i) street improvements, including drainage, landscaping, curbs, gutters, sidewalks, entryways, signage, lighting, and traffic signalization incidental thereto, and the acquisition of land and rights -of -way therefor, and (ii) professional services rendered in relation to such projects and the financing thereof. These Bonds are direct obligations of the City payable from an annual ad valorem tax levied on all taxable property within the City, within the limits prescribed by law. * 2022 Successor Paying Agent 186 CITY OF EULESS DEBT SERVICE REQUIREMENTS TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) DESCRIPTION: REVENUE CERTIFICATES OF OBLIGATION, SERIES 2015 (GLADE PARKS PHASE 3) DATED: October 27, 2015 ORIGINAL AMOUNT: $3,030,000 INTEREST RATES: BOND YEARS 2016-2035 @3.000% - 5.000% PAYING AGENT: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: February 15, 2026 INTEREST PRINCIPAL TOTAL YEAR COUPON FEBRUARY 15 AUGUST 15 FEBRUARY 15 REQUIREMENTS 2024 5.000% $36,375 $32,625 $150,000 $219,000 2025 3.000% $32,625 $30,225 $160,000 $222,850 2026 3.000% $30,225 $27,750 $165,000 $222,975 2027 3.000% $27,750 $25,200 $170,000 $222,950 2028 3.000% $25,200 $22,500 $180,000 $227,700 2029 3.000% $22,500 $19,725 $185,000 $227,225 2030 3.000% $19,725 $16,875 $190,000 $226,600 2031 3.125% $16,875 $13,828 $195,000 $225,703 2032 3.125% $13,828 $10,703 $200,000 $224,531 2033 3.250% $10,703 $7,291 $210,000 $227,994 2034 3.500% $7,291 $3,797 $215,000 $226,088 2035 3.375% $3,797 $0 $225,000 $228,797 TOTAL $246,894 $210,519 $2,245,000 $2,702,413 Proceeds from the sale of the Certificates will be used for (i) street improvements, including drainage, landscaping, curbs, gutters, sidewalks, entryways, signage, lighting and traffic signalization incident thereto and the acquisition of land and rights -of -way therefor and (ii) professional services rendered in relation to such projects and the financing thereof. * 2022 Successor Paying Agent 187 THE CITY OF EULESS CITY OF EULESS DEBT SERVICE REQUIREMENTS TAX & WATERWORKS & SEWER SYSTEM (LIMITED PLEDGE) DESCRIPTION: REVENUE CERTIFICATES OF OBLIGATION, SERIES 2016 (MIDTOWN DEVELOPMENT) DATED: January 12, 2016 ORIGINAL AMOUNT: $16,450,000 INTEREST RATES: BOND YEARS 2016-2041 ©2.000% - 4.000% PAYING AGENT: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION** OPTION DATE: August 15, 2026 INTEREST PRINCIPAL TOTAL YEAR COUPON FEBRUARY 15 AUGUST 15 AUGUST 15 REQUIREMENTS 2024 2.250% $202,944 $202,944 $590,000 $995,888 2025 3.000% $196,306 $196,306 $605,000 $997,613 2026 3.000% $187,231 $187,231 $620,000 $994,463 2027 3.000% $177,931 $177,931 $640,000 $995,863 2028 3.000% $168,331 $168,331 $660,000 $996,663 2029 3.000% $158,431 $158,431 $680,000 $996,863 2030 3.000% $148,231 $148,231 $700,000 $996,463 2031 3.000% $137,731 $137,731 $720,000 $995,463 2032 3.000% $126,931 $126,931 $745,000 $998,863 2033 3.000% $115,756 $115,756 $765,000 $996,513 2034 3.000% $104,281 $104,281 $790,000 $998,563 2035 3.000% $92,431 $92,431 $810,000 $994,863 2036 3.125% $80,281 $80,281 $835,000 $995,563 2037 3.125% $67,234 $67,234 $865,000 $999,469 2038 3.125% $53,719 $53,719 $890,000 $997,438 2039 3.250% $39,813 $39,813 $920,000 $999,625 2040 3.250% $24,863 $24,863 $950,000 $999,725 2041* 3.250% $9,425 $0 $580,000 $589,425 TOTAL $2,091,872 $2,082,447 $13,365,000 $17,539,319 Proceeds from the sale of the Certificates will be used for (i) public infrastructure including demolishing dangerous structures, streets, street improvements, water and wastewater, drainage, curbs, gutters, sidewalks, entryways, signage, lighting, traffic signalization and other public improvements thereto and the acquisition of land and rights -of - way therefor and (ii) professional services rendered in relation to such projects and the financing thereof. * In 2041, Principal payment and final maturity is February 15, 2041. ** 2022 Successor Paying Agent 189 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 so Taxable (Self Supporting) G.O. Debt Composition of Debt Service 2024 Fiscal Year 4 Interest i Principal 4 DEBT SERVICE REQUIREMENTS SUMMARY OF TAXABLE (SELF SUPPORTING) G.O. DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 2024 $58,740 $650,000 $708,740 2025 $30,140 $685,000 $715,140 TOTAL $88,880 $1,335,000 $1,423,880 G.O. - General Obligation 190 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: TAXABLE GENERAL OBLIGATION REFUNDING BONDS SERIES 2010 DATED: AUGUST 15, 2010 ORIGINAL AMOUNT: $8,110,000 INTEREST RATES: 2011 - 2025, RATES VARY FROM .680% TO 4.400% PAYING AGENT: OPTION DATE: YEAR 2024 2025 TOTAL U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* August 1, 2021 INTEREST PRINCIPAL TOTAL COUPON FEBRUARY 1 AUGUST 1 AUGUST 1 REQUIREMENTS 4.400% $29,370 $29,370 $650,000 $708,740 4.400% $15,070 $15,070 $685,000 $715,140 $44,440 $44,440 $1,335,000 $1,423,880 Proceeds from the sale of the Certificates were used to purchase a community ice skating recreation facility and to pay the costs associated with the issuance of the Certificates. The Certificates constitute direct obligations of the City, payable from a combination of (i) the levy and collection of a direct and continuing ad valorem tax levied on all taxable property within the City, within the limits prescribed by law, and (ii) a limited pledge (not to exceed $1,000) of the Net revenues of the City's combined Waterworks and Sewer System as provided in the Ordinance. The facility is operated by the Dallas Stars; rental payments received from the operator are used to fund this self-supporting debt. * 2022 Successor Paying Agent 191 $800,000 $600,000 $400,000 $200,000 $0 Golf G.O. Refunding Debt Composition of Debt Service PRINCIPAL INTEREST 2024 2026 Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF GOLF G.O. REFUNDING DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 2024 $48,738 $540,000 $588,738 2025 $36,072 $555,000 $591,072 2026 $22,419 $565,000 $587,419 2027 $7,678 $585,000 $592,678 TOTAL $114,906 $2,245,000 $2,359,906 These bonds were originally issued as C. O. bonds paid from the surplus revenues of each function. Therefore, they are presented separately from other G.O. and C.O. Bonds. G.O. - General Obligation C.O. - Certificates of Obligation 192 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: GENERAL OBLIGATION REFUNDING BONDS, SERIES 2012A-GOLF DATED: November 1, 2012 ORIGINAL AMOUNT: $7,185,000 INTEREST RATES: BOND YEAR 2013-2014 @ 2.00%, 2015-2016 @ 4.000%, 2017-2018 @ 2.000%, 2019-2021 @ 3.000%, 2022 @ 2.000%, 2023 @ 2.125%, 2024 @ 2.250%, 2025 @ 2.375%, 2026 @ 2.500%, 2027 @ 2.625% PAYING AGENT: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: FEBRUARY 15, 2022 INTEREST PRINCIPAL TOTAL YEAR COUPON FEBRUARY 15 AUGUST 15 FEBRUARY 15 REQUIREMENTS 2024 2.250% $27,406 $21,331 $540,000 $588,738 2025 2.375% $21,331 $14,741 $555,000 $591,072 2026 2.500% $14,741 $7,678 $565,000 $587,419 2027 2.625% $7,678 $0 $585,000 $592,678 TOTAL $71,156 $43,750 $2,245,000 $2,359,906 Proceeds from the sale of the Bonds were used to (i) advance refund a portion of the City's outstanding debt in order to lower the overall debt service requirements of the City and (ii) to pay the costs associated with the issuance of the bonds. AVERAGE ANNUAL DEBT OUTSTANDING $589,977 * 2022 Successor Paying Agent 193 $1,300,000 $1,200,000 $1,100,000 $1,000,000 $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 Water & Wastewater Revenue Debt Composition of Debt Service 2024 2027 2030 2033 2036 Fiscal Year J PRINCIPAL v INTEREST 111 J� 2039 2042 2045 2048 DEBT SERVICE REQUIREMENTS SUMMARY OF WATER AND WASTEWATER SYSTEM REVENUE DEBT YEAR INTEREST PRINCIPAL REQUIREMENTS 2024 $244,786 $965,000 $1,209,786 2025 $233,658 $840,000 $1,073,658 2026 $224,201 $845,000 $1,069,201 2027 $213,835 $860,000 $1,073,835 2028 $201,924 $870,000 $1,071,924 2029 $189,096 $885,000 $1,074,096 2030 $175,181 $900,000 $1,075,181 2031 $159,672 $915,000 $1,074,672 2032 $143,190 $940,000 $1,083,190 2033 $125,675 $950,000 $1,075,675 2034 $107,371 $840,000 $947,371 2035 $94,407 $860,000 $954,407 2036 $80,758 $460,000 $540,758 2037 $74,444 $465,000 $539,444 2038 $67,826 $470,000 $537,826 2039 $60,949 $320,000 $380,949 2040 $56,181 $325,000 $381,181 2041 $51,208 $330,000 $381,208 2042 $46,060 $335,000 $381,060 2043 $40,767 $340,000 $380,767 2044 $35,327 $345,000 $380,327 2045 $29,773 $350,000 $379,773 2046 $24,103 $355,000 $379,103 2047 $18,316 $365,000 $383,316 2048 $12,330 $370,000 $382,330 2049 $6,225 $375,000 $381,225 TOTAL $2,717,257 $15,875,000 $18,592,257 AVERAGE ANNUAL PRINCIPAL AND INTEREST OUTSTANDING $715,087 194 CITY OF EULESS DEBT SERVICE REQUIREMENTS DESCRIPTION: WATERWORKS AND SEWER SYSTEM REVENUE REFUNDING BONDS, SERIES 2012 DATED: March 29, 2012 ORIGINAL AMOUNT: $3,340,000 INTEREST RATES: BOND YEAR 2012-2024 @ 2.030% PAYING AGENT: BANK OF TEXAS OPTION DATE: N/A YEAR 2024 TOTAL INTEREST PRINCIPAL TOTAL COUPON JANUARY 15 JULY 15 JULY 15 REQUIREMENTS 2.030% $1,370 $1,370 $135,000 $137,740 $1,370 $1,370 $135,000 $137,740 Proceeds from the sale of the Bonds were used to (i) advance refund a portion of the City's outstanding Water and Wastewater System debt in order to lower the overall debt service requirements of the Water and Sewer fund and (ii) to pay the costs associated with the issuance of the Bonds. 195 DESCRIPTION: 1 DATED: 1ORIGINAL AMOUNT: INTEREST RATES: PAYING AGENT: OPTION DATE: YEAR 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 TOTAL COUPON 4.000% 4.000% 4.000% 4.500% 4.500% 4.500% 5.000% 5.000% 5.000% 5.000% CITY OF EULESS DEBT SERVICE REQUIREMENTS WATERWORKS AND SEWER SYSTEM REVENUE BONDS, SERIES 2013 June 25, 2013 $1,585,000 BOND YEAR 2012-2033 @ 2.00% - 5.00% U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* July 25, 2023 INTEREST JANUARY 15 JULY 15 $21,525 $20,025 $18,425 $16,825 $14,913 $12,888 $10,750 $8,250 $5,625 $2,875 $132,100 $21,525 $20,025 $18,425 $16,825 $14,913 $12,888 $10,750 $8,250 $5,625 $2,875 $132,100 PRINCIPAL JULY 15 $75,000 $80,000 $80,000 $85,000 $90,000 $95,000 $100,000 $105,000 $110,000 $115,000 $935,000 TOTAL REQUIREMENTS $118,050 $120,050 $116,850 $118,650 $119,825 $120,775 $121,500 $121,500 $121,250 $120,750 $1,199,200 Proceeds from the sale of the Bonds will be used for (i) the construction, acquisition, renovation, enlargement, equipment and improvement of waterworks and sewer system and facilities, including the acquisition of land and rights -of -way therefor, and (ii) paying associated with the issuance of the Bonds. * 2022 Successor Paying Agent purchase, properties the costs 196 DESCRIPTION: 1 DATED: 1ORIGINAL AMOUNT: INTEREST RATES: CITY OF EULESS DEBT SERVICE REQUIREMENTS WATERWORKS AND SEWER SYSTEM REVENUE BONDS, SERIES 2015A (Meters) June 15, 2015 $4,685,000 BOND YEARS 2019-2035 @ 0% - 1.98% PAYING AGENT: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: N/A YEAR 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 TOTAL COUPON 1.120% 1.250% 1.390% 1.500% 1.590% 1.670% 1.740% 1.800% 1.850% 1.900% 1.940% 1.980% INTEREST JANUARY 15 JULY 15 $24,255 $24,255 $22,995 $22,995 $21,589 $19,991 $18,228 $16,360 $14,356 $12,224 $9,974 $7,616 $5,146 $2,624 $175,357 $21,589 $19,991 $18,228 $16,360 $14,356 $12,224 $9,974 $7,616 $5,146 $2,624 $175,357 PRINCIPAL JULY 15 $225,000 $225,000 $230,000 $235,000 $235,000 $240,000 $245,000 $250,000 $255,000 $260,000 $260,000 $265,000 $2,925,000 TOTAL REQUIREMENTS $273,511 $270,991 $273,178 $274,981 $271,456 $272,720 $273,712 $274,449 $274,949 $275,231 $270,291 $270,247 $3,275,713 Proceeds from the sale of the Bonds will be used for (i) the construction, acquisition, purchase, renovation, enlargement, equipment and improvement of waterworks and sewer system properties and facilities, including the acquisition of land and rights -of -way therefor, and (ii) paying the costs associated with the issuance of the Bonds. * 2022 Successor Paying Agent 197 DESCRIPTION: DATED: ORIGINAL AMOUNT: INTEREST RATES: CITY OF EULESS DEBT SERVICE REQUIREMENTS WATERWORKS AND SEWER SYSTEM REVENUE BONDS, SERIES 2015B (Reclaimed Water System) June 15, 2015 $2,380,000 BOND YEARS 2020-2035 @ 0% -1.68% PAYING AGENT: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: N/A YEAR 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 TOTAL COUPON 0.820% 0.950% 1.090% 1.200% 1.290% 1.370% 1.440% 1.500% 1.550% 1.600% 1.640% 1.680% INTEREST JANUARY 15 $10,449 $9,957 $9,387 $8,733 $7,983 $7,177 $6,320 $5,384 $4,409 $3,363 $2,283 $1,176 $76,620 JULY 15 $10,449 $9,957 $9,387 $8,733 $7,983 $7,177 $6,320 $5,384 $4,409 $3,363 $2,283 $1,176 $76,620 PRINCIPAL JULY 15 $120,000 $120,000 $120,000 $125,000 $125,000 $125,000 $130,000 $130,000 $135,000 $135,000 $135,000 $140,000 $1,540,000 TOTAL REQUIREMENTS $140,898 $139,914 $138,774 $142,466 $140,966 $139,353 $142,641 $140,769 $143,819 $141,726 $139,566 $142,352 $1,693,240 Proceeds from the sale of the Bonds will be used for (i) the construction, acquisition, purchase, renovation, enlargement, equipment and improvement of waterworks and sewer system properties and facilities, including the acquisition of land and rights -of -way therefor, and (ii) paying the costs associated with the issuance of the Bonds. * 2022 Successor Paying Agent 198 DESCRIPTION: DATED: ORIGINAL AMOUNT: INTEREST RATES: CITY OF EULESS DEBT SERVICE REQUIREMENTS WATERWORKS AND SEWER SYSTEM REVENUE BONDS, SERIES 2018 4/12/2018* $2,785,000 BOND YEARS 2018-2038 @ 0% -1.49% PAYING AGENT: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION** OPTION DATE: N/A YEAR 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 TOTAL COUPON 0.540% 0.670% 0.810% 0.940% 1.020% 1.110% 1.170% 1.220% 1.270% 1.320% 1.370% 1.410% 1.440% 1.470% 1.490% INTEREST JANUARY 15 JULY 15 $12,439 $12,439 $12,075 $12,075 $11,622 $11,076 $10,441 $9,753 $8,976 $8,157 $7,303 $6,382 $5,425 $4,432 $3,374 $2,294 $1,155 $114,900 $11,622 $11,076 $10,441 $9,753 $8,976 $8,157 $7,303 $6,382 $5,425 $4,432 $3,374 $2,294 $1,155 $114,900 PRINCIPAL JULY 15 $135,000 $135,000 $135,000 $135,000 $135,000 $140,000 $140,000 $140,000 $145,000 $145,000 $145,000 $150,000 $150,000 $155,000 $155,000 $2,140,000 TOTAL REQUIREMENTS $159,878 $159,149 $158,245 $157,151 $155,882 $159,505 $157,951 $156,313 $159,605 $157,764 $155,850 $158,863 $156,748 $159,588 $157,310 $2,369,800 Proceeds from the sale of the Bonds will be used for (i) the construction, acquisition, purchase, renovation, enlargement, equipment and improvement of waterworks and sewer system properties and facilities, including the acquisition of land and rights -of -way therefor, and (ii) paying the costs associated with the issuance of the Bonds. * Changed date to reflect date on Official Statement. ** 2022 Successor Paying Agent 199 DESCRIPTION: DATED: ORIGINAL AMOUNT: INTEREST RATES: CITY OF EULESS DEBT SERVICE REQUIREMENTS WATERWORKS AND SEWER SYSTEM REVENUE BONDS, SERIES 2019 April 25, 2019 $9,275,000 BOND YEARS 2020-2049 @ 0.23% -1.66% PAYING AGENT: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* OPTION DATE: N/A YEAR 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 2048 2049 TOTAL COUPON 0.420% 0.500% 0.560% 0.640% 0.720% 0.830% 0.960% 1.060% 1.140% 1.200% 1.240% 1.290% 1.340% 1.400% 1.450% 1.490% 1.530% 1.560% 1.580% 1.600% 1.610% 1.620% 1.630% 1.640% 1.650% 1.660% INTEREST JANUARY 15 $52,355 $51,778 $51,078 $50,294 $49,398 $48,372 $47,189 $45,821 $44,284 $42,602 $40,832 $38,972 $37,005 $34,928 $32,758 $30,474 $28,090 $25,604 $23,030 $20,384 $17,664 $14,886 $12,051 $9,158 $6,165 $3,113 $858,282 JULY 15 $52,355 $51,778 $51,078 $50,294 $49,398 $48,372 $47,189 $45,821 $44,284 $42,602 $40,832 $38,972 $37,005 $34,928 $32,758 $30,474 $28,090 $25,604 $23,030 $20,384 $17,664 $14,886 $12,051 $9,158 $6,165 $3,113 $858,282 PRINCIPAL TOTAL JULY 15 $275,000 $280,000 $280,000 $280,000 $285,000 $285,000 $285,000 $290,000 $295,000 $295,000 $300,000 $305,000 $310,000 $310,000 $315,000 $320,000 $325,000 $330,000 $335,000 $340,000 $345,000 $350,000 $355,000 $365,000 $370,000 $375,000 $8,200,000 REQUIREMENTS $379,710 $383,555 $382,155 $380,587 $383,795 $381,743 $379,378 $381,642 $383,568 $380,205 $381,665 $382,945 $384,010 $379,856 $380,516 $380,949 $381,181 $381,208 $381,060 $380,767 $380,327 $379,773 $379,103 $383,316 $382,330 $381,225 $9,916,564 Proceeds from the sale of the Bonds will provide funds for Capital Improvement Project WT1802 Well Replacement - Fuller / Far North. * 2022 Successor Paying Agent 200 $500,000 $450,000 $400,000 $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 Sales Tax Revenue Debt Composition of Debt Service PRINCIPAL INTEREST 1 0-41 ■ 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 YEAR 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 TOTAL Fiscal Year DEBT SERVICE REQUIREMENTS SUMMARY OF SALES TAX REVENUE DEBT TOTAL INTEREST PRINCIPAL REQUIREMENTS $164,625 $230,000 $394,625 $156,075 $245,000 $401,075 $146,975 $250,000 $396,975 $136,975 $260,000 $396,975 $126,575 $270,000 $396,575 $115,775 $280,000 $395,775 $104,575 $295,000 $399,575 $94,875 $300,000 $394,875 $86,100 $310,000 $396,100 $77,000 $320,000 $397,000 $66,450 $330,000 $396,450 $55,600 $340,000 $395,600 $44,400 $355,000 $399,400 $32,700 $365,000 $397,700 $20,650 $380,000 $400,650 $8,100 $270,000 $278,100 $1,437,450 MAXIMUM ANNUAL DEBT SERVICE (RESERVE) AVERAGE ANNUAL DEBT OUTSTANDING $4,800,000 $6,237,450 $401,075 $389,841 201 DESCRIPTION: CITY OF EULESS DEBT SERVICE REQUIREMENTS EULESS DEVELOPMENT CORPORATION, SALES TAX REVENUE BONDS, SERIES 2018 DATED: 10/15/18 ORIGINAL AMOUNT: $1,635,000 INTEREST RATE: YEARS 2020-2025 @ 3.00%, YEARS 2026-2038 @ 4.00% PAYING AGENT: OPTION DATE: U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION* 9/15/2028 INTEREST PRINCIPAL TOTAL YEAR COUPON MARCH 15 SEPTEMBER 15 SEPTEMBER 15 REQUIREMENTS 2024 3.00% $25,625 $25,625 $65,000 $116,250 2025 3.00% $24,650 $24,650 $70,000 $119,300 2026 4.00% $23,600 $23,600 $70,000 $117,200 2027 4.00% $22,200 $22,200 $75,000 $119,400 2028 4.00% $20,700 $20,700 $75,000 $116,400 2029 4.00% $19,200 $19,200 $80,000 $118,400 2030 4.00% $17,600 $17,600 $85,000 $120,200 2031 4.00% $15,900 $15,900 $85,000 $116,800 2032 4.00% $14,200 $14,200 $90,000 $118,400 2033 4.00% $12,400 $12,400 $95,000 $119,800 2034 4.00% $10,500 $10,500 $95,000 $116,000 2035 4.00% $8,600 $8,600 $100,000 $117,200 2036 4.00% $6,600 $6,600 $105,000 $118,200 2037 4.00% $4,500 $4,500 $110,000 $119,000 2038 4.00% $2,300 $2,300 $115,000 $119,600 TOTAL $228,575 $228,575 $1,315,000 $1,772,150 Proceeds from the sale of the Bonds will be used to (i) pay contractual obligations of the City to be incurred for the construction of parks and park facilities, and (ii) pay the costs associated with the issuance of the Bonds. * 2022 Successor Paying Agent 202 DESCRIPTION: DATED: (ORIGINAL AMOUNT: INTEREST RATE: PAYING AGENT: OPTION DATE: CITY OF EULESS DEBT SERVICE REQUIREMENTS EULESS DEVELOPMENT CORPORATION, SALES TAX REVENUE BONDS, SERIES 2019 12/12/19* $4,120,000 YEARS 2020-2029 @ 4.00%, 2030 @ 3.00%, YEARS 2031-2032 @2.5%, YEARS 2033-2039 @ 3.00% U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION** 9/15/2030 INTEREST PRINCIPAL TOTAL YEAR COUPON MARCH 15 SEPTEMBER 15 SEPTEMBER 15 REQUIREMENTS 2024 4.00% $56,688 $56,688 $165,000 $278,375 2025 4.00% $53,388 $53,388 $175,000 $281,775 2026 4.00% $49,888 $49,888 $180,000 $279,775 2027 4.00% $46,288 $46,288 $185,000 $277,575 2028 4.00% $42,588 $42,588 $195,000 $280,175 2029 4.00% $38,688 $38,688 $200,000 $277,375 2030 3.00% $34,688 $34,688 $210,000 $279,375 2031 2.50% $31,538 $31,538 $215,000 $278,075 2032 2.50% $28,850 $28,850 $220,000 $277,700 2033 3.00% $26,100 $26,100 $225,000 $277,200 2034 3.00% $22,725 $22,725 $235,000 $280,450 2035 3.00% $19,200 $19,200 $240,000 $278,400 2036 3.00% $15,600 $15,600 $250,000 $281,200 2037 3.00% $11,850 $11,850 $255,000 $278,700 2038 3.00% $8,025 $8,025 $265,000 $281,050 2039 3.00% $4,050 $4,050 $270,000 $278,100 TOTAL $490,150 $490,150 $3,485,000 $4,465,300 Proceeds from the sale of the Bonds will be used to (i) pay contractual obligations of the City to be incurred for improvements to parks and park facilities located at the Parks at Texas Star, including softball facilities, and (ii) pay the costs associated with the issuance of the Bonds. * Changed date to reflect date on O/S. ** 2022 Successor Paying Agent 203 THE CITY OF EULESS City of Euless N9`,34' � 2023 THEVCITY EULESS awl Appendices THE CITY OF EULESS City of Euless N9`,34' � 2023 THEVCITY EULESS awl Appendix A Human Resources CITY ADMINISTRATION CITY SECRETARY Total City Administration FINANCE/BUDGET MUNICIPAL COURTS ACCOUNTING PURCHASING Total Finance POLICE CODE COMP/COMM SVRS POLICE ADMINISTRATION POLICE PATROL POLICE CID POLICE SERVICE POLICE DETENTION Total Police Department FIRE MARSHAL/EDUCATION FIRE ADMINISTRATION EMS/SUPPRESSION Total Fire Department INFORMATION SERVICES HUMAN RESOURCES FACILITY MAINTENANCE Total Administrative Services LIBRARY Total Library PLANNING & DEVELOPMENT INSPECTIONS SERVICES Total Planning & Development RECREATION PARKS SENIOR CENTER RECREATION ADMINISTRATION Total Community Services STREET MAINTENANCE ANIMAL CONTROL CITY ENGINEER Total Public Works TOTAL GENERAL FUND EDC - PARKS EDC - LIBRARY EDC - ECO. DEV. TOTAL EDC FUND WATER OFFICE Total Finance W&S ENGINEERING WATER PRODUCTION WATER DISTRIBUTION SEWAGE & TREATMENT METER SERVICES Total Public Works INFORMATION SERVICES W&S NON-DEPT. Total Non -departmental TOTAL W&S FUND GOLF NON DEPARTMENTAL GOLF COURSE MAINT. GOLF PRO SHOP GOLF FOOD AND BEVERAGE GOLF CONFERENCE CENTRE TOTAL GOLF COURSE FUND JUVENILE CASE FUND CRIME CONTROL FUND SERVICE CENTER FUND DRAINAGE UTILITY FUND PARKS @ TEXAS STAR HEALTH INSURANCE FUND WC/RISK MANAGEMENT FUND TOTAL OTHER FUNDS TOTAL ALL FUNDS Full -Time Personnel Counts FY 21/22 FY 22/23 FY 22/23 ACTUAL BUDGETED ESTIMATED 3.50 3.50 3.50 3.50 3.50 3.50 7.00 7.00 7.00 1.50 G 2.50 2.50 8.25 B,F 7.75 7.75 3.50 3.50 3.50 1.00 1.00 1.00 14.25 14.75 14.75 16.00 16.00 16.00 H,L 7.00 7.00 7.00 49.00 C 48.00 48.00 H,I 14.00 D 16.00 16.00 H 21.00 D 22.50 22.50 H 17.00 D 13.50 13.50 M 124.00 123.00 123.00 4.00 4.00 4.00 4.00 4.00 4.00 70.00 70.00 70.00 78.00 78.00 78.00 1.00 1.00 1.00 3.50 3.50 3.50 4.00 4.00 4.00 8.50 8.50 8.50 9.00 9.00 9.00 9.00 9.00 9.00 2.50 B 3.50 3.50 J 4.00 4.00 4.00 J 6.50 7.50 7.50 5.50 5.50 5.50 K 11.00 11.00 11.00 2.00 2.00 2.00 1.00 1.00 1.00 19.50 19.50 19.50 11.50 A 13.50 13.50 3.00 E 4.00 4.00 0 1.00 1.00 1.00 P 15.50 18.50 18.50 282.25 285.75 285.75 13.25 A 14.25 14.25 10.00 10.00 10.00 1.00 1.00 1.00 24.25 25.25 25.25 5.00 5.00 5.00 5.00 5.00 5.00 3.00 3.00 3.00 5.75 5.75 5.75 8.25 8.25 8.25 8.00 8.00 8.00 1.00 1.00 1.00 26.00 26.00 26.00 4.00 4.00 4.00 10.00 10.00 10.00 14.00 14.00 14.00 45.00 45.00 45.00 0.75 0.75 0.75 4.00 4.00 4.00 2.50 2.50 2.50 3.00 3.00 3.00 1.50 1.50 1.50 K,N 11.75 11.75 11.75 0.75 F 0.25 0.25 18.00 C 19.00 19.00 I 5.00 5.00 5.00 8.00 8.00 8.00 1.50 1.50 1.50 1.00 1.00 1.00 0.50 0.50 0.50 34.75 35.25 35.25 398.00 403.00 403.00 A) Added FT Field Tech(s) B) Transferred Court Clerk to Planning & Development C) Transferred 1 Police Officer from General Fund to CCPD D Transferred 3.5 positions from Detention to CID and Services E) Converted Part Time to Full Time F) Transferred 0.25 Juvenile Case Manager and 0.25 Court Clerk to General Fund G) Funded Internal Audit Position as Accountant II H) Moved Officers within Police division in General Fund FY 23/24 BUDGETED 3.50 3.50 7.00 2.50 7.75 3.50 1.00 14.75 18.00 7.00 44.00 19.00 21.50 14.50 124.00 4.00 4.00 70.00 78.00 1.00 3.50 4.00 8.50 9.00 9.00 2.50 5.00 7.50 5.25 11.00 2.00 1.00 19.25 13.50 5.00 2.00 20.50 288.50 14.25 10.00 1.00 25.25 5.00 5.00 3.00 5.75 8.25 8.00 1.00 26.00 4.00 10.00 14.00 45.00 0.75 4.00 2.50 3.00 2.75 13.00 0.25 20.00 5.00 8.00 1.50 1.00 0.50 36.25 408.00 I) Transferred 1 Police Officer from General Fund to CCPD J) Moved Secretary within Planning division in General Fund K) Moved .25 TX Star Gen Mgr from General Fund to Golf Fund L) Added Additional SRO to General Fund M) Added FT Public Service Officer N) Added FT Conference Center Assistant Manager 0) Added FT Animal Control Officer P) Added FT Inspector 208 PERSONNEL COUNTS BY FUND GENERAL FUND EDC FUND WATER & WW FUND GOLF COURSE FUND JUVENILE CASE FUND CRIME CONTROL DISTRICT SERVICE CENTER FUND DRAINAGE UTILITY PARKS AT TEXAS STAR HEALTH INSURANCE FUND WC/RISK MANAGEMENT FUND TOTAL GENERAL FUND EDC FUND WATER & WW FUND GOLF COURSE FUND SPECIAL RECREATION FUND PARKS AT TEXAS STAR TOTAL FY22 ACTUAL 282.25 24.25 45.00 11.75 0.75 18.00 5.00 8.00 1.50 1.00 0.50 398.00 49.00 17.00 2.00 57.00 3.00 26.00 154.00 FULL-TIME EMPLOYEES FY23 BUDGETED 285.75 25.25 45.00 11.75 0.25 19.00 5.00 8.00 1.50 1.00 0.50 403.00 FY23 ESTIMATED 285.75 25.25 45.00 11.75 0.25 19.00 5.00 8.00 1.50 1.00 0.50 403.00 PART-TIME EMPLOYEES 47.00 17.00 2.00 57.00 3.00 26.00 152.00 47.00 17.00 2.00 57.00 3.00 26.00 152.00 FY24 FUNDED 288.50 25.25 45.00 13.00 0.25 20.00 5.00 8.00 1.50 1.00 0.50 408.00 48.00 17.00 2.00 57.00 3.00 26.00 153.00 209 THE CITY OF EULESS City of Euless N9`,34' � 2023 THEVCITY EULESS awl Appendix B Finance Terminology THE CITY OF EULESS BASIS OF ACCOUNTING AND BUDGETING 1) The City's finances shall be accounted for in accordance with generally accepted accounting principles as established by the Governmental Accounting Standards Board ("GASB"). a) City accounts are organized and operated on the basis of funds, or account groups, each of which is considered a separate accounting entity. Fund accounting segregates funds according to their intended purpose and is used to aid management in demonstrating compliance with finance -related legal and contractual provisions. The minimum number of funds maintained is consistent with legal and managerial requirements. Funds are divided into two types: governmental and proprietary fund types. Governmental funds are those through which most governmental functions of the City are financed. Proprietary funds operate in a manner similar to private business enterprise. b) Governmental fund types are those through which most governmental functions of the City are financed and include the General Fund, Special Revenue Funds, Debt Service Funds, and Capital Projects Funds. Governmental funds use the flow of current financial resources measurement focus and the modified accrual basis of accounting. Under the modified accrual basis of accounting revenues are recognized when susceptible to accrual (i.e. when both "measurable and available"). "Measurable" means the amount of the transaction can be determined and "available" means collectible within the current period or soon enough thereafter to pay liabilities of the current period. Substantially all revenues are considered to be susceptible to accrual. Revenues from ad valorem taxes, sales taxes, hotel occupancy taxes, franchise taxes, and short-term motor vehicle taxes, recorded in the governmental funds are susceptible to accrual. License and permits, charges for service, fines and forfeitures, and miscellaneous revenues are recorded as revenues when received because generally they are not measurable until that time. Investment earnings are recorded as earned since they are both measurable and available. Expenditures are recognized when the related fund liability is incurred. However, debt service expenditures as well as expenditures related to compensated absences are recorded only when payment is due. c) The City utilizes encumbrance accounting for governmental fund types, under which purchase orders, contracts, and other commitments for the expenditure of monies are recorded in order to reserve that portion of the applicable appropriations. Encumbrances lapse at fiscal year end. d) Proprietary funds operate in a manner similar to private business and include enterprise funds and internal service funds. The City's proprietary fund types are accounted for on a flow of economic resources measurement focus and use the accrual basis of accounting. Under the full accrual method, revenues are recorded when earned and expenses are recorded at the time the associated liabilities occur. Net position is presented as Invested in capital assets — net of related debt, Restricted, and Unrestricted. The accounting objectives are determinations of net income, financial position, and cash flow. Proprietary fund operating statements present increases (e.g., revenues) and decreases (e.g., expenses) in net position. 2) The City's annual budgets shall be prepared and adopted on a basis consistent with generally accepted accounting principles for all governmental and proprietary funds except the capital project funds, which adopt project -length budgets. Using these principles, the revenues and expenditures are budgeted and approved before the beginning of the fiscal year by an ordinance passed by the City Council. Depreciation of capital assets is not recognized in proprietary fund budgets. All annual appropriations lapse at fiscal year end. 3) Under GASB 34, the City will continue utilizing the accounting and budgeting processes as described in paragraphs 1 and 2 of this section for individual fund statements. However, because GASB 34 mandates the flow of economic resources measurement focus and accrual basis of accounting for government -wide reporting, eliminating entries and extensive reconciliation must be performed to present aggregated fund information in the government —wide reporting model. Therefore, individual operating funds will be created with the objective of reducing fund level to government -wide reconciliation as much as possible. When appropriate, individual funds will be examined to determine if it will be appropriate to account for them as proprietary fund types. Also, the City will limit the use of internal service funds and incorporate the financial transactions of these funds into other governmental funds. 213 FUND RELATIONSHIPS Why all these funds? Where is the money being spent? All legitimate questions. Picture a city as a large corporation with many small subsidiaries — that is how to follow the funds. See below for a more detailed explanation. FUND/PURPOSE RELATIONSHIP TO OTHER FUNDS/SOURCE OF FUNDS GENERAL FUND To account for most operating revenues and expenditures of the City, not specifically required to be reported separately. WATER & WASTEWATER FUND To account for water and sewer system services. Rates are applied to actual usage. CAPITAL PROJECTS FUNDS To account for financial resources to be used for the acquisition or construction of major facilities or assets. DEBT SERVICE FUNDS To account for the accumulation of resources for, and the payment of, general obligation, certificates of obligation, water and sewer, or drainage long-term debt principal and interest. RISK MANAGEMENT / WORKERS COMP FUND To account for liability and casualty claims as well as workers' compensation programs. HOTEL/MOTEL FUND To account for the operations and expenditures for tourism and related programs of the City, primarily advertising and promotion. SERVICE CENTER FUND To account for operating costs and revenues of the fleet maintenance service to all City Departments. POLICE DRUG FUND To account for revenues and expenditures of the Police Department activities in conjunction with various DEA Task Forces. INSURANCE & BENEFITS FUND To account for the revenues and expenditures for the City's health insurance claims for all employees and retirees. EQUIPMENT REPLACEMENT FUND To account for the accumulation of funds planned to be used for replacement of vehicles and some equipment. Allows for level of expenditures for these costly assets. RECREATION CLASSES FUND To account for operating revenues and expenditures of the City's recreational program and events. ARBOR DAZE FUND To account for revenues and expenditures of the City's annual Arbor Daze festival. Provides funding for general City operations or traditional City services. Supports all other fund groups. Uses no tax dollars for support. Rates are based on consumption. Billing services provided for other funds. Receives funding from the General Fund, Water & Sewer Fund, Car Rental Fund, grants, and from the proceeds of the sale of debt instruments for capital improvements. Funds borrowed for general operations. NOTE: Both Water and Sewer, as well as Drainage Enterprise Funds, pay for their own debt and are not G.O. debt. Receives funding from all operating departments, on a per employee basis for compensation and pro rata for liability. Funded from hotel/motel occupancy tax revenues. Receives funds from water and sewer fund. Receives funding through the forfeiture of assets seized from drug traffickers through efforts of the two DEA Task Forces. Revenue is then utilized for law enforcement in our community. Receives employee premiums and funding from all operating departments, on a per employee basis. Funding is provided annually by user departments 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. Funded from business sponsorships, booth rental, ticket sales, souvenir sales, plant sales, etc. 214 FUND/PURPOSE DRAINAGE UTILITY FUND To account for acquisition, operation, and maintenance of the City's drainage utility system. TEXAS STAR GOLF COURSE FUND To account for revenues for the Texas Star Golf Course and Conference Centre. EULESS DEVELOPMENT CORPORATION 1/2 CENT SALES TAX FUND (EDC) To account for proceeds of half cent sales tax for economic development, library and parks, per referendum. CRIME CONTROL & PREVENTION DISTRICT 1/4 CENT SALES TAX FUND (CCPD) To account for'/4 cent sales tax for the revenues and expenditures for CCPD. PARKS AT TEXAS STAR FUND (PATS) To account for revenues for Youth and Adult Sports activity at the Parks at Texas Star. CAR RENTAL TAX FUND To account for proceeds from a 5% tax on the short-term rental of motor vehicles . CABLE PEG FEE FUND To account for proceeds from a 1 % fee collected from cable channel providers. POLICE SEIZED ASSET FUND To account for resources received from asset forfeiture pursuant to court judgement File No. 09-13-640. JUVENILE CASE FUND To account for resources received from a $5 fee assessed on any conviction in municipal court. GRANT FUND To account for resources awarded from various grant funding sources. PUBLIC IMPROVEMENT DISTRICT (PID) FUNDS To account for the accumulation of resources from an assessment levied upon properties within district boundaries. TAX INCREMENTAL REINVESTMENT ZONE (TIRZ) FUNDS To account for the accumulation of a portion of the incremental property taxes from taxing entities participating in the tax incremental reinvestment zone. RESERVE FUNDS To account for the accumulation of resources for future projects or acquisitions, financial stabity, or contractual agreements. RELATIONSHIP TO OTHER FUNDS Uses no tax dollars for support. Funded primarily by user charges. Revenues generated from green fees, cart rentals, membership dues, pro shop sales, restaurant sales, and conference center rentals. Funds mandated for economic development, library and parks by half -cent sales tax proceeds. Receives funding from sales tax collections for CCPD. Revenues generated from tournaments, recreational league fees, pro shop sales, concessions, and use of facilities. Revenues received from car rental facilities for the short-term rental of passenger cars, vans, SUV's and light trucks. Funds used for any governmental purpose. Revenues received from cable providers for the expansion of the City's public, education, and governmental access channel. Revenues received from forfeitures are to be administered in compliance with Chapter 59, Texas Code of Criminal Procedure. Revenues received from forfeitures are used to employ and fund the needs of a juvenile case manager. Revenues received must be used in accordance with the grant provisions. Revenues received are utilized for the repayment of debt issued to fund public improvements within the district. Revenues received are utilized for the repayment of debt issued to fund public improvements within the district. Funds are for the allowable purposes. 215 Fund Structure E o 4--> V2 a) u)' - Q N c O `—° c� 0 cam' 0 s" N «sue o 06 0 ca U u) ca 0_ U ' .r i> 0 7 N 7 a) '-- i 1 1 I 3 o i- E "d N cI, c..)a ; ▪ U 0 O N r0Ct 0 U a) U O n O 06 aa)i c_ 0 U) Q -2 'CCZI -' . - 2 U ¢ °' Ii �i In 0 Ct Q I- C� C%1 w 1 1 1 1 1 1 1 U• ct 'er ct H U II a W II a II Hct II U II N o a II � c. E—I Q co > -a-) � 30>>''Nci(o «S -o — N c U -6 ce$ a23 N U H •- w 1 1 1 1 1 1 i 12 Ta o U o _ cn w o w N U O u_ = LL Li 0__� a`) O ca ° 5 a a) �a E ° U m — •Q> 6 > �U c-0•� (-9H�S m ca o o pin0wC7ca01-0_ O U E a 1 1 1 1 1 1 1 1 1 1 1 1 j 45 N cz °'li 0wwHd w 1 1 1 1 1 1 En Q 0 ) a) 0) N Y Y °)U �� a) a)cvw° a) .` m 0 to a 3 •7) c-0 o L. c0i c 00 00 o - a) �c oE D U m o o O 4 5- ��IL I-)w000_00_0002 1 1 1 1 1 1 1 1 1 1 1 1 m a) - a) 0 c w GLOSSARY OF TERMS Accounts Payable: A liability account reflecting amount of open accounts owed to private persons or organizations for goods and services received by a government (but not including amounts due to other funds of the same government or to other governments). Accounts Receivable: An asset account reflecting amounts owed to open accounts from private persons or organizations for goods or services furnished by the government. Accrual Accounting: Recognition of the financial effects of transactions, events, and circumstances in the period(s) when they occur regardless of when the cash is received or paid. ACFR: Acronym for Annual Comprehensive Financial Report which is a set of financial reports produced by local governments, states, and other entities to comply with the reporting rules set by Government Accounting Standards Boards (GASB). Activity: A service performed by a department or division. Ad Valorem Tax: All property, real, personal, mixed tangible, intangible, annexations, additions, and improvements to property located within the taxing unit's jurisdiction which are subject to taxation on January 1 of the current fiscal year. Each year, following the adoption of the budget ordinance, the City Council sets the ad valorem tax rate and the levy for the fiscal year beginning October 1 and continuing through the following September 30. Additional Sales Tax: Euless citizens approved a 1/4¢ sales tax addition in FY96 to reduce ad valorem tax rates within the City. Amortization: Payment of principal plus interest over a fixed period of time. Appraised Value: The capped market value of real and personal property located in the City as of January 1 each year, as determined by the Tarrant Appraisal District. Appropriation: An authorization made by the legislative body of a government, which permits officials to incur obligations against and to make expenditures of governmental resources. Specific appropriations are usually made at the fund level and are granted for a one-year period. Appropriation Ordinance: The official enactment by the legislative body establishing the legal authority for officials to obligate and expend resources. Arbitrage: The interest earnings derived from invested bond proceeds or debt service fund balances. ARPA: Acronym for American Rescue Plan Act of 2021, which is a $1.9 trillion economic stimulus bill passed to speed up the recovery from the COVID-19 pandemic and ongoing recession. Assessed Valuation: A valuation set upon real estate or other property by a government as a basis for levying taxes. Assets: Resources owned or held by the City which has monetary value. Audit: The official inspection of the City's accounts and / or operations by an independent body. Balance Sheet: The basic financial statement, which discloses the assets, liability, and equities of an entity at a specific date in conformity with General Accepted Accounting Principles. Balanced Budget: Annual financial plan in which the operating budget is balanced with current revenues, exclusive of beginning resources, and is greater than or equal to current expenditures / expenses. Baseline: The amount necessary to provide the same level of services as in the prior year. Bond: A written promise to pay a specified sum of money, called the face sum of money, called the principal amount, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. Budget: The City's financial plan for a specific fiscal year that contains an estimate of proposed expenditures and the proposed means of financing them. Budget Calendar: Schedule of key dates which the City follows in the preparation and adoption of the budget. Budget Document: Instrument used by the budget -making authority to present a 217 comprehensive financial plan of operations to the City Council. Budgetary Control: The control or management of the organization in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and revenues. Budget Manager: The individual in a specific department who is responsible for compiling budget information, assembling it in the proper format, presenting the information, and administering the department budget during the fiscal year. Capital: Any major non -recurring expenditure or expenditure for facilities, including additions or major alterations, construction of highways or utility lines, fixed equipment, landscaping or similar expenditures. Capital Improvements Program (CIP): Is an important planning tool that is used to link the City's physical development planning with fiscal planning. CARES: Acronym for Coronavirus Act, Relief and Economic Security Act of 2020 which is a $2.2 trillion economic stimulus bill passed in response to the COVID-19 pandemic. CART: Acronym for Child Abduction Response Team which provides an immediate and specialized response to a missing child report where the child is believed to be endangered. Cash Basis: A basis of accounting under which transactions are recognized when cash changes hands. CCPD: Acronym for the Crime Control and Prevention District, a component unit of the City which is special district funded by a 1/4¢ sales and use tax which is legally restricted to police department operations as approved by the Crime Control and Prevention Board. CDBG: Acronym for the Community Development Block Grant, federal funds made available to municipalities specifically for community revitalization. Administered by Tarrant County. Certificates of Obligations (CO's): Similar to general obligation bonds except certificates require no voter approval. City Charter: The document of a home rule City similar to a constitution, which establishes the City's government structure and provides for the distribution of powers and duties among the various branches of government. City Council: The Mayor and six council members collectively acting as the legislative and policymaking body of the City. Contingency: A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Contractual Services: The costs related to services performed for the City by individuals, businesses, or utilities. Cost: The amount of money or other consideration exchanged for property or services. Cost may be incurred before money is paid; that is, as soon as liability is incurred. CPR: Acronym for Community Powered Revitalization Program with the mission of helping people and homes in need. Current Assets: Those assets which are available or can be made readily available to finance current operations or to pay current liabilities. Those assets which will be used up or converted into cash within one year. Some examples are cash, temporary investments, and accounts receivable collected within one year. Current Liabilities: Debt or other legal obligation arising out of transactions in the past which must be liquidated, renewed, or refunded within one year. DEA: Acronym for the Drug Enforcement Administration, a United States federal law enforcement agency under the Department of Justice, tasked with combating drug smuggling and use within the United States. Debt Service Fund: A fund used to account for the moneys set aside for the payment of interest and principal to holders of the City's general obligation and revenue bonds, the sale of which finances long-term capital improvements, such 218 as facilities, streets and drainage, parks and water/wastewater systems. Delinquent taxes: Taxes remaining unpaid on or after the date on which a penalty or nonpayment is attached. Department: A functional unit of the City containing one or more divisions or activities. Depreciation: Change in the value of assets (equipment, buildings, etc. with a useful life of 5 years or more) due to the use of the asset. D/FW: Acronym for the Dallas and Fort Worth. EDC: Acronym for the Euless Development Corporation, a component unit of the City. This Corporation is funded by a 1/2¢ sales and use tax that is legally restricted to library, parks, and economic development projects, and the debt associated with each. Encumbrances: Obligations in the form of purchase orders, contracts or salary commitments which are chargeable to an appropriation and for which a part of the appropriation is reserved. When paid, the encumbrance is liquidated. Enterprise Fund: A fund established to account for operations that are financed and operated in a manner similar to private business enterprises - where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. ESBA: Acronym for Euless Small Business Association which is an association to promote small business in the City of Euless, Texas. Excess Fund Balance: The excess of a fund's current assets over its current liabilities and required reserve limits. Exempt: Personnel not eligible to receive overtime pay and who are expected to work whatever hours are necessary to complete their job assignments. Expenditures: The cost of goods received or services rendered whether cash payments have been made or encumbered. Fiscal Year: A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the result of its operations. The City of Euless' fiscal year begins each October 1st and ends the following September 30tn Fixed Assets: Assets of a long-term character, which are intended to continue to be held or used, such as land, buildings, and improvements other than buildings, machinery, and equipment. Franchise: A special privilege granted by the government permitting the continuing use of public property, such as City streets, and usually involving the elements of monopoly and regulation. FTE: Acronym for full-time equivalent, a measurement of staffing. One FTE is a 40 hours per week employee. A part-time position working 20 hours per week, or a temporary full-time position working six months would be FTE. Fund: A fiscal and accounting entity with a self - balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Fund Accounting: A governmental accounting system that is organized and operated on a fund basis. Fund Balance: The excess of a fund's current assets over its current liabilities, sometimes called working capital or fund equity. A negative fund balance is often referred to as a deficit. GAAP: Acronym for Generally Accepted Accounting Principles, which is the standard framework of guidelines for financial accounting. It includes the standards, conventions, and rules accountants follow in recording and summarizing transactions and in the preparation of financial statements. GASB: Acronym for Government Accounting Standards Board, an independent, non-profit agency responsible for the promulgation of accounting and financial reporting procedures for governmental entities. 219 GC ISD: Acronym for the Grapevine Colleyville Independent School District, the local independent school district, with board members elected to provide administration for schools in the cities of Grapevine, Colleyville, and Euless. The school district has a separate tax office which assesses and collects taxes for operation of the elementary and secondary schools. Note: Some Euless residents in the southern part of Euless attend school in the HEB ISD. General Fund: The fund used to account for all financial resources except those required to be accounted for in another fund. The General Fund is generally tax supported. General Obligation Bonds: Bonds for the payment of which the full faith and credit of the issuing government are pledged. The bonds are paid by revenue provided from real property which is assessed through the taxation power of the local governmental unit. Bonds must have voter approval. GFOA: Acronym for Government Finance Officers Association whose mission is to enhance and promote the professional management of governments for the public benefit by identifying and developing financial policies and best practices and promoting their use through education, training, facilitation of member networking, and leadership. Governmental Funds: The funds through which most governmental functions typically are financed. The acquisition, use, and financial resources and the related current liabilities are accounted for through governmental funds (General, Special Revenue, Capital Projects, and Debt Service Funds). Grant -Funded Program: Any program requiring any amount of State and/or Federal funds. Goal: The purpose toward which an endeavor is directed; an objective. H-E-B ISD: Acronym for the Hurst -Euless - Bedford Independent School District, a local independent school district, with board members elected to provide administration for schools in the cities of Hurst, Euless and Bedford. Homestead Exemption: A deduction from the total taxable assessed value of owner occupied property. The exemption in Euless is 20% with an additional $35,000 for senior citizens and varying additional amounts for disabled veterans. Infrastructure: The underlying permanent foundation or basic framework. Internal Service Fund: A fund used to account for the financing of goods or services provided by one City department or cost center to other departments, on a cost -reimbursement basis. Investments: Securities and real estate held for the production of revenues in the form of interest, dividends, rentals, or lease payments. The term does not include fixed assets used in governmental operations. ISO: Acronym for Insurance Service Organization. ISO is a New York -based advisory organization that serves the property and casualty insurance industry by providing inspection services, insurance coverage form development and statistical services. IVR: Acronym for Interactive Voice Response which allows customers to interact with a company's call center systems via a telephone keypad or by speech recognition, after which they can service their own inquiries by following the IVR dialogue. Levy: To impose taxes, special assessments, or service charges for the support of city services. Maintenance: The upkeep of physical properties in condition for use or occupancy. Examples are the inspection of equipment to detect defects and the making of repairs. Mission: An inner calling to pursue an activity or perform a service. Modified Accrual Accounting: Accounting system in which revenues are recognized and recorded in the accounts when they are measurable, available, and collectible in the fiscal year. NEFDA: Acronym for Northeast Fire Department Association, which is an association developed for the purpose of combining manpower, ideas and education for special operations. No New Revenue Tax Rate: The tax rate that would generate the same amount of revenue in the current year as was generated by a taxing 220 unit's adopted tax rate in the preceding tax year from property that is taxable in both the current tax year and the preceding tax year. Non -departmental: Department to budget expenses that benefit the fund as a whole rather than a particular department within the fund. Non-exempt: Personnel eligible to receive overtime pay when overtime work has been authorized or requested by the supervisor. Objective: Something worked toward or striven for; a goal. Operating Budget: Plan for current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending, and service delivery activities of the City are controlled. The use of annual operating budgets is required by State law. Operating Expenditure: Expenditure on an existing item of property or equipment that is not a capital expenditure. Ordinance: A formal legislative enactment by the governing body of the municipality. If it is not in conflict with any higher form of law, such as state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. The difference between an ordinance and a resolution is that the latter requires less legal formality and has lower legal status. Revenue raising measures such as the imposition of taxes, special assessments and service charges, usually require ordinances. PATS: Acronym for the Parks at Texas Star which is used to account for the revenues and expenditures of both Parks at Texas Star North and South enterprise operations. P-Cards: Acronym for procurement card. A City - issued credit card which allows employees to make small purchases in a cost effective manner. Performance Measures: Specific quantitative measures of work performed within an activity or program. They may also measure results obtained through an activity or program. Personal Services: The costs associated with compensating employees for their labor. Proprietary Funds: Operation that operates like a private operation, in which services are financed through user charges and expenditures include the full cost of operations. Public Hearing: The portions of open meetings held to present evidence and provide information on both sides of an issue. PID: Acronym for Public Improvement District which offer cities and counties a means for improving their infrastructure to promote economic growth in an area by allowing cities and counties to levy and collect special assessments on properties that are within the city or its extraterritorial jurisdiction. Purchase Order (PO): A document authorizing the delivery of specified merchandise or the rendering of certain services. PVC: Acronym for polyvinyl chloride, a plastic compound used for water and sewer pipes. Reimbursement: Repayment to a specific fund for expenditures incurred or services performed by that fund to or for the benefit of another fund. Reserve: An account used to indicate that a portion of fund resources is restricted for a specific purpose, or is not available for appropriation and subsequent spending. Revenues: All amounts of money received by a government from external sources other than expense refunds, capital contributions, and residual equity transfers. ROW: Acronym for right-of-way, which is the legal right to pass along a specific route through property belonging to another. Sales Tax: A general "sales tax" is levied on persons and businesses selling merchandise or services in the City limits on a retail basis. The categories for taxation are defined by state law. Monies collected under authorization of this tax are for the use and benefit of the City. Special Assessment: A compulsory levy made against certain properties to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those properties. 221 Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. STEP: Acronym for Selective Traffic Enforcement Program whose goal is to reduce the number of crashes caused by excessive speed, disregard of traffic control devices, and alcohol. Supplemental Request: A request to budget an activity at a level above current service levels in order to achieve increased or additional objectives. These expenditures are ongoing in nature. Supplies: A cost category for minor items (individually priced at less than $5,000) required by departments to conduct their operations. TAD: Acronym for Tarrant Appraisal District who is responsible for local property tax appraisal and exemption administration for seventy jurisdictions or taxing units in the county. Tax Rate: A percentage applied to all taxable property to raise general revenues. It is derived by dividing the total tax levy by the taxable net property valuation. Tax Roll: The official list showing the amount of taxes levied against each taxpayer or property in the City. The list is provided to the City by Tarrant Appraisal District. Taxable Value: Estimated value of taxable property to which the ad valorem tax rate is applied. Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. TCEQ: Acronym for Texas Commission on Environmental Quality, a state agency which enforces federal and state environmental laws. TIRZ: Acronym for Tax Increment Reinvestment Zone which is a special zone created by City Council to attract new investment to an area. This zone helps finance the cost of redevelopment and encourage development in an area that would otherwise not attract sufficient market development in a timely manner. Taxes attributable to new improvements (tax increments) are set -aside in a fund to finance public improvements within the boundaries of the zone. Such zones are component units of the City. TMRS: Acronym for the Texas Municipal Retirement System, a pension plan for employees of member cities within the State of Texas. TRA: Acronym for the Trinity River Authority of Texas which is a conservation and reclamation district providing water and wastewater treatment, along with recreation and reservoir facilities, for municipalities within the nearly 18,000-square-mile Trinity River basin. TSGC: Acronym for the Texas Star Golf Course which is used to account for the revenues and expenditures of a 275 acre 18-hole golf course, 7,000 square foot conference center, and full service restaurant. TXDOT: Acronym for the Texas Department of Transportation, a state government agency responsible for the construction and maintenance of state highways and administering capital funds for street repairs. User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service. Voter -Approval Tax Rate: The calculated maximum rate allowed by law without voter approval. Working Capital: Budgeted working capital is calculated as a fund's current assets less current liabilities and outstanding encumbrances. The term is used to indicate unencumbered fund balances in enterprise funds such as utility, golf course, and the Parks at Texas Star. 222 City of Euless N9`,34' � 2023 THEVCITY EULESS awl Appendix C Ordinances ORDINANCE NO. 2360 AN ORDINANCE ADOPTING THE OFFICIAL OPERATING AND CAPITAL BUDGET FOR THE CITY OF EULESS FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2023, AND ENDING SEPTEMBER 30, 2024; AMENDING THE BUDGET FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2022, AND ENDING SEPTEMBER 30, 2023; PROVIDING FOR THE INVESTMENT OF FUNDS; PROVIDING A SEVERABILITY CLAUSE; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, the City Manager's recommended budget for the fiscal year beginning October 1, 2023, and ending September 30, 2024, was posted on the City's website and filed in the office of the City Secretary of the City of Euless on July 21, 2023, updated July 28, 2023, and has been available to the citizens and the public for their inspection since; and WHEREAS, the FY2023-2024 proposed Budget, on file in the office of the City Secretary as Exhibit A, and incorporated herein for all purposes, specifically sets forth each of the various funds for which appropriations are delineated, and the estimated amount of money carried in the Budget for each of such funds; and WHEREAS, the FY2023-2024 proposed Budget includes, by reference, certain elements of the Capital Improvements Program, on file in the office of the City Secretary as Exhibit B, which details planned capital improvement projects of the City that have been identified to -date and contains a statement proposing capital expenditures deemed necessary for undertaking during the next budget year and recommended provisions for financing and a list of capital projects which should be undertaken within the five next succeeding years; and WHEREAS, on August 8, 2023, the Euless City Council held a public hearing on the proposed Budget at which time all citizens and interested persons were given an opportunity to be heard regarding the Budget; and WHEREAS, notice of such public hearing on the Budget was duly published in accordance with law and at the conclusion of such hearing, it was determined that such Budget should be adopted; and WHEREAS, the City Council deems it to be in the best interest of the citizens to amend the FY2022-2023 budget due to unforeseen circumstances. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EULESS, TEXAS, THAT: SECTION 1. The official Budget for the City of Euless for the fiscal year beginning October 1, 224 2023, and ending September 30, 2024, on file in the office of the City Secretary as Exhibit A, is hereby adopted and there is hereby appropriated from the funds indicated therein such sums for the projects, operations, activities, purchases, and other expenditures proposed in the Budget. The Euless City Secretary is directed to keep and maintain a copy of such official Budget on file in the office of the City Secretary available for inspection by citizens and the general public. A copy of the Budget shall be posted on the official website for the City of Euless. In addition, the City Manager shall file or cause to be filed a true and correct copy of this ordinance, along with the approved Budget, and any amendments thereto, in the office of the County Clerk of Tarrant County, Texas, as required by State law. SECTION 2. The City Council hereby approves as a part of the Budget the FY2023-2024 Capital Improvements Program, on file in the office of the City Secretary as Exhibit B, which details planned capital improvement projects of the City that have been identified to -date. This document meets the requirements of the City Charter, Article VII, Section 2 (5) which requires "A statement proposing any capital expenditures deemed necessary for undertaking during the next budget year and recommended provisions for financing" and Section 2 (6) which requires, "A list of capital projects which should be undertaken within the five next succeeding years." The Euless City Secretary is directed to keep and maintain a copy of such Capital Improvement Program on file in the office of the City Secretary available for inspection by citizens and the general public. A copy of the Capital Improvement Program shall be posted on the official website for the City of Euless. SECTION 3. The FY2022-2023 official Budget for the City of Euless is amended to provide $299,829 for appropriation of grant revenue for specific capital projects, additional $394,435 for unforeseen contractual rebate obligations, $878,474 for additional funding for Fire Station #2, and amendments for Capital Improvement Program as described in Exhibit B. The revised figures, prepared and submitted by the City Manager for the FY2022-2023 budget are hereby approved and appropriated, and any necessary transfers between accounts and departments are hereby authorized, approved, and appropriated. SECTION 4. All funds appropriated and allocated shall be expended and used pursuant to the provisions of such official Budget and the City Manager is directed to appropriate and expend City funds according to City Charter provisions. SECTION 5. The sums below are hereby appropriated from the respective operating funds for the payment of expenditures on behalf of the City government as established in the Ordinance No. 2360, Page 2 of 326 225 approved Budget document: FY2023 FY2024 Amended Budgeted FUND Expenditures Expenditures General Fund $ 61,651,932 Hotel/Motel Fund $ 1,891,570 Juvenile Case Fund $ 40,005 Half Cent Sales Tax Fund (EDC) $ 7,321,806 Crime Control & Prevention District Fund (CCPD) $ 4,811,279 Police Seized Assets Fund $ 51,048 Police Drug Fund $ 220,000 Grant Fund $ 988,672 $ 950,445 Car Rental Tax Fund $ 17,343,756 $ 22,595,842 Glade Parks Tax Increment Reinvestment Zone $ 1,130,113 Midtown Public Improvement District $ 361,321 Midtown Tax Increment Reinvestment Zone $ 742,400 Cable PEG Fund $ 120,000 General Obligation Debt Service Fund $ 8,250,985 Star Center Debt Service Fund $ 709,190 Half Cent Debt Service Fund (EDC) $ 395,626 Water & Wastewater Fund $ 35,537,294 Service Center Fund $ 1,456,625 Water & Wastewater Debt Service Fund $ 1,213,836 Drainage Utility Fund $ 1,013,317 Recreation Classes Fund $ 528,155 Arbor Daze Fund $ 150,000 Parks at Texas Star $ 1,073,822 Texas Star Golf Course Fund $ 5,654,171 Texas Star Golf Course Debt Service Fund $ 589,187 Equipment Replacement Fund $ 7,604,533 Health Insurance Fund $ 8,526,607 Risk Management/Worker's Comp Fund $ 1,448,792 Ordinance No. 2360, Page 3 of 326 226 SECTION 6. The sums below are hereby appropriated from the respective capital funds for the payment of expenditures on behalf of the City government as established in the approved Capital Improvement Program: Fund FY2023 Amended FY2024 Appropriations Appropriations Drainage Capital Projects Fund $ 51,265 $ 70,000 Streets Capital Projects Fund $ 1,490,897 $ 3,301,265 Water & Wastewater Capital Projects Fund $ 9,935,200 $ 1,395,934 Water Impact Fee Fund $ 118,050 Wastewater Impact Fee Fund $ 100,000 General Capital Projects Fund $ 10,275,850 $ 6,125,000 Police Facility Capital Improvements Projects $ 25,084,236 Half Cent Capital Projects Fund (EDC) $ 3,896,905 $ 882,700 Texas Star Golf Course Capital Projects $ 50,000 Redevelopment Fund $ 1,218,775 $ 1,500,000 SECTION 7. The sums below are hereby appropriated from the respective reserve funds to provide transfers to certain operating and capital improvement funds as established in the approved budget document. Fund FY2024 Appropriations Water & Wastewater Rate Stabilization Reserve Fund $ 479,205 Texas Star Golf Course Reserve Fund $ 150,000 Water & Wastewater Debt Reserve Fund $ 18,506 SECTION 8. The City Manager is authorized from time to time, as he/she may deem to be in the best interest of the City of Euless, to invest city funds not immediately required for current use, including operating funds and bond funds, as per the City Council adopted Investment Policy. SECTION 9. SEVERABILITY CLAUSE. It is hereby declared to be the intention of the City Council that the phrases, clauses, sentences, paragraphs, and sections of this ordinance are severable, and if any phrase, clause, sentence, paragraph, or section of this Ordinance No. 2360, Page 4 of 326 227 ordinance shall be declared unconstitutional by the valid judgment or decree of any court of competent jurisdiction, such unconstitutionality shall not affect any of the remaining phrases, clauses, sentences, paragraphs, and sections of this ordinance, since the same would have been enacted by the City Council without the incorporation in this ordinance of any such unconstitutional phrase, clause, sentence, paragraph or section. SECTION 10. EFFECTIVE DATE. This ordinance shall become effective immediately from and after its passage. PRESENTED AND PASSED ON FIRST AND FINAL READING at a regular meeting of the Euless City Council on August 21, 2023, by a vote of 7 ayes, 0 nays, and 0 abstentions. APPROVED: J Linn artin, Mayor ATTEST: i -" Ki Suttee; TRMC, CMC, City Secretary ..hief Governance Officer APPROVED AS TO FORM: Wayne Olson, City Attorney Ordinance No. 2360, Page 5 of 326 228 ORDINANCE NO. 2361 AN ORDINANCE LEVYING TAXES FOR THE TAX YEAR 2023 FOR THE CITY OF EULESS, TEXAS; PROVIDING FOR CERTAIN EXEMPTIONS THEREFROM; ENACTING PROVISIONS INCIDENT AND RELATING TO THE SUBJECT AND PURPOSE OF THIS ORDINANCE; REPEALING CONFLICTING ORDINANCES; PROVIDING A SEVERABILITY CLAUSE; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, on August 8, 2023, the City Council held a public hearing on the proposed budget for the Fiscal Year 2023-2024; and WHEREAS, the City Council has approved, by a separate ordinance adopted on August 21, 2023, an annual budget for the fiscal year beginning October 1, 2023, and ending September 30, 2024 (tax year 2023); and WHEREAS, the City Council finds that an ad valorem tax must be levied to provide the revenue requirements of the budget for tax year 2023; and WHEREAS, the City Council held a public hearing on the proposed tax rate on August 21, 2023, and complied with all other statutory and constitutional requirements concerning the levying and assessing of ad valorem taxes; and WHEREAS, all citizens and interested persons were given an opportunity to be heard regarding the proposed budget and the proposed tax rate. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EULESS, TEXAS, THAT: SECTION 1. The City of Euless, Texas, does hereby adopt and levy the following tax rate for tax year 2023 and for each tax year thereafter until otherwise ordained: $0.362697 $0.094803 for the purposes of maintenance and operation for the payment of principal and interest on debt of the City $0.4575 Total tax rate The above tax rate shall be assessed and collected on each One Hundred Dollars ($100.00) of assessed value of all taxable property, real, personal and mixed, situated within the corporate limits of the City of Euless on January 1, 2023, and not exempt from taxation by the Constitution and statutes of the State of Texas. The tax so levied and assessed shall be apportioned to the accounts and funds in the amounts as set forth in the annual budget of the City adopted for the fiscal year. 229 THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE. THE TAX RATE WILL EFFECTIVELY BE RAISED BY 8.70 PERCENT AND WILL RAISE TAXES FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY APPROXIMATELY-$8.15. SECTION 2. There shall be exempted from the assessed valuation of all residential homesteads for which proper application shall have been made, an amount equal to twenty percent (20%) of the assessed value of such residential homestead. The exemption shall be granted to any such residential homestead and improvements qualifying for same as provided by law. SECTION 3. The sum of thirty-five thousand dollars ($35,000) of the assessed valuation of residence homesteads of residents of the City of Euless who are sixty-five (65) years of age or older shall be exempted from all ad valorem taxes herein levied by the City. SECTION 4. There shall be exempted from the assessed valuation of all residential homesteads of disabled veterans for which proper application shall have been made a portion of such valuation in accordance with the following schedule as allowed by the Texas Tax Code, Section 11.22: An exemption of up to: For a disability retina of at least: but Tess than: $5,000 of the assessed value 10% 30% $7,500 of the assessed value 30% 50% $10,000 of the assessed value 50% 70% $12,000 of the assessed value 70% and over SECTION 5. The taxes levied by this Ordinance shall be due and payable on October 1, 2023, and shall become delinquent on February 1, 2024. Except as provided in Section 7 below, payment of such tax is due in one full installment. Taxes shall be payable at the office of the Tarrant County Tax Collector. There shall be no discount for taxes paid prior to January 31, 2024. Ordinance No. 2361, Page 2 of 4 230 SECTION 6. If the tax is unpaid after January 31, 2024, such tax will become delinquent and penalty and interest will attach and accrue as provided by Section 33.01 of the Texas Tax Code. SECTION 7. A person who pays one-half of the taxes before December 1, 2023, may pay the remaining one-half of the taxes without penalty or interest before July 1, 2024, as provided and authorized by Section 31.03 of the Texas Tax Code. SECTION 8. As provided by Section 33.07 of the Texas Tax Code, in the event the taxes become delinquent and remain delinquent on July 1, 2024, and in the event such delinquent taxes are referred to an attorney for collection, an additional penalty in the amount of the compensation to be paid in connection with the collection of the delinquent taxes as specified in the contract with the attorney shall be added as collection costs to be paid by the taxpayer. SECTION 9. The Tarrant County Tax Collector is hereby authorized to collect the taxes levied under this Ordinance. The City and Tarrant County shall have available ail rights and remedies provided by law for the enforcement of the collection of taxes levied under this Ordinance. SECTION 10. All ordinances or parts of ordinances in conflict herewith are repealed to the extent of conflict only. SECTION 11. SEVERABILITY CLAUSE. It is hereby declared to be the intention of the City Council that the phrases, clauses, sentences, paragraphs, and sections of this Ordinance are severable, and if any phrase, clause, sentence, paragraph, or section of this Ordinance shall be declared unconstitutional by the valid judgment or decree of any court of competent jurisdiction, such unconstitutionality shall not affect any of the remaining phrases, clauses, sentences, paragraphs, and sections of this ordinance, since the same would have been enacted by the City Council without the incorporation in this ordinance of any such unconstitutional phrase, clause, sentence, paragraph or section. Ordinance No. 2361, Page 3 of 4 231 SECTION 12. This ordinance shall become effective from and after its date of passage. PRESENTED AND APPROVED ON FIRST AND FINAL READING at a regular meeting of the Euless City Council on August 21, 2023, by a vote of 7 ayes, 0 nays, and 0 abstentions. APPROVED: Lirieaartin, May ATTEST: KinmSutter,'TRMC, CMC, City Secretary Chief Governance Officer APPROVED AS TO FORM: Wayne Olson, City Attorney Ordinance No. 2361, Page 4 of 4 232 ORDINANCE NO. 2362 AN ORDINANCE ADOPTING THE TAX ROLL FOR TAX YEAR 2023 FOR THE CITY OF EULESS, TEXAS; PROVIDING A SEVERABILITY CLAUSE; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, Tarrant Appraisal District is responsible for the property tax appraisal and exemption administration for the City of Euless; and WHEREAS, on the 24th day of July 2023, Tarrant Appraisal District provided the City with the Certified Appraisal Roll effective for the 2023 tax year; and WHEREAS, the Certified Appraisal Roll established the net appraised value of certain tracts of property located within the corporate boundaries of the City, taking into consideration any partial exemptions allowed to property owners; and WHEREAS, the City Council has adopted and levied a tax rate applicable to property located within the corporate boundaries of the City; and WHEREAS, Tarrant County, as the tax assessor for the City, has calculated the tax roll for the City based on the adopted tax rate; and WHEREAS, the City Council finds it is in the best interests of the City and the owners of those specific tracts to accept the tax roll as presented. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EULESS, TEXAS, THAT: SECTION 1. The tax roll for tax year 2023 for the City of Euless, Texas is hereby approved as shown in "Exhibit A." SECTION 2. SEVERABILITY CLAUSE. It is hereby declared to be the intention of the City Council that the phrases, clauses, sentences, paragraphs, and sections of this Ordinance are severable, and if any phrase, clause, sentence, paragraph, or section of this Ordinance shall be declared unconstitutional by the valid judgment or decree of any court of competent jurisdiction, such unconstitutionality shall not affect any of the remaining phrases, clauses, sentences, paragraphs, and sections of this Ordinance, since the same would have been enacted by the City Council without the incorporation in this Ordinance of any such unconstitutional phrase, clause, sentence, paragraph or section. 233 SECTION 3. EFFECTIVE DATE. This Ordinance shall become effective from and after its date of passage. PRESENTED AND APPROVED ON FIRST AND FINAL READING at a regular meeting of the Euless City Council on August 21, 2023, by a vote of 7 ayes, 0 nays, and 0 abstentions. APPROVED: inda Martin,Q yof ATTEST: 'KirreSutt&r, T"FMC, CMC, City Secretary Chief Governance Officer APPROVED AS TO FORM: Wayne Olson, City Attorney Ordinance No. 2362, Page 2 of 11 234 ORDINANCE NO. 2359 AN ORDINANCE AMENDING THE CODE OF ORDINANCES OF THE CITY OF EULESS, CHAPTER 30, "FEES," SECTION 30-1, "ALARM PERMIT FEE," SECTION 30-2, "PENALTIES RELATED TO FALSE ALARMS AND NONCOMPLIANCE," SECTION 30-3, "ALCOHOLIC BEVERAGES," SECTION 30-5, "CONTRACTOR FEES," SECTION 30- 11, "FENCES, ADMINISTRATION," SECTION 30-13, "BUILDING FEES," SECTION 30-15, "FIRE PREVENTION CODE," SECTION 30-28, "LIBRARY," SECTION 30-29, "STREETS AND SIDEWALKS, BARRICADES," SECTION 30-33, "WATER AND SEWER FEES AND IMPACT FEES," SECTION 30-34, "WATER DEPOSITS," SECTION 30- 35, "WATER AND WASTEWATER SERVICE -MONTHLY RATES," SECTION 30-37, "MONITORED GROUP CLASS," SECTION 30-38, "MISCELLANEOUS FEES," SECTION 30-39, "PLANNING AND ZONING FEES," SECTION 30-40, "SUBDIVISIONS," SECTION 30-43, "USE OF STREETS, ETC.," SECTION 30-46, "TELECOMMUNICATION FACILITIES CONTRACT FEES;" PROVIDING A SEVERABILITY CLAUSE; PROVIDING A SAVINGS CLAUSE; PROVIDING FOR PUBLICATION IN THE OFFICIAL NEWSPAPER; PROVIDING A PENALTY FOR VIOLATIONS; AND PROVIDING AN EFFECTIVE DATE. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EULESS, TEXAS, THAT: SECTION 1. Chapter 30, "Fees," Section 30-1, "Alarm permit fee," be amended to hereafter be and read in its entirety as follows: Section 30-1 Alarm permit fee. Residential permits: $35.00 per year. Commercial permits: $125.00 per year. *Senior Citizens 65 or older are exempt from paying the annual registration fee. SECTION 2. Chapter 30, "Fees," Section 30-2, "Penalties related to false alarms and noncompliance," is hereby amended as follows: Section 30-2 Penalties related to false alarms and noncompliance. Fee for each false burglary alarm in the preceding 12-month period: 4 to 5: $55.00. 235 6 to 8: $85.00. After 8: $120.00. Fee for each false robbery alarm in the preceding 12-month period: 4 to 7: $100.00. After 7: $150.00. Each false panic/duress alarm in the preceding 12-month period: 4 to 7: $100.00. After 7: $150.00. SECTION 3. Chapter 30, "Fees," Section 30-3, "Alcoholic beverages," be amended to hereafter be and read in its entirety as follows: 30-3 Alcoholic beverages. Alcoholic beverage permits (in accordance with state law). SECTION 4. Chapter 30, "Fees," Section 30-5, "Contractor fees," is hereby amended to read as follows: Section 30-5 Contractor fees. (b) Re -inspection or after hours or other related fees: Building re -inspection per hour (one -hour minimum): Each additional re -inspection Building after hours (two-hour minimum): Each additional re -inspection: Plumbing re -inspection per hour (one -hour minimum): Each additional re -inspection: Plumbing after hours (two-hour minimum): Each additional re -inspection: Mechanical re -inspection per hour (one -hour minimum): Each additional re -inspection: Ordinance No. 2359, Page 2 of 16 $75.00 $150.00 $100.00 $150.00 $75.00 $150.00 $100.00 $150.00 $75.00 $150.00 236 Mechanical after hours (two-hour minimum): Each additional re -inspection: Electrical re -inspection per hour (one -hour minimum): Each additional re -inspection: Electrical after hours (two-hour minimum): Each additional re -inspection: Inspections in which no fee is specifically indicated (one -hour minimum): For use of outside consultants for plan review and inspections or both: Stop work fee: SECTION 5. $100.00 $150.00 $75.00 $150.00 $100.00 $150.00 $75.00 $150.00 Actual cost $97.00 Chapter 30, "Fees," Section 30-11, "Fences, administration," be amended to hereafter be and read in its entirety as follows: Section 30-11 Fences, administration. See section 30-13(g). Fence ordinance variance request: $250.00. SECTION 6. Chapter 30, "Fees," Section 30-13, "Building fees," is hereby amended to read as follows: Section 30-13 Building fees. (a) Residential permit fees for single-family, two-family, and townhome family construction or demolition are calculated at the following rates: (1) New construction: $1.00 per square foot. (2) Residential alterations, renovations, and/or additions: $1.00 per square foot. (b) Commercial and multifamily residential construction or demolition permit fees, including signage are based on the value of the work. (1) Commercial and multifamily residential (new construction [combination], remodel, and miscellaneous) permit fee: Ordinance No. 2359, Page 3 of 16 237 Total valuation $1.00 to $500.00 $501.00 to $2,000.00 $2,001.00 to $25,000.00 $25,001.00 to $50,000.00 $50,001.00 to $100,000.00 $100,001.00 to $500,000.00 $500,001.00 to $1,000,000.00 $1,000,001.00 and up Fee $70.00 $70.00 for the first $500.00 plus $6.30 for each additional $100.00 or fraction thereof. $179.20 for the first $2,000.00 plus $25.20 for each additional $1,000.00 or fraction thereof. $747.60 for the first $25,000.00 plus $19.60 for each additional $1,000.00 or fraction thereof. $1,274.00 for the first $50,000.00 plus $14.00 for each additional $1,000.00 or fraction thereof. $2,100.00 for the first $100,000.00 plus $11.90 for each additional $1,000.00 or fraction thereof. $6,860.00 for the first $500,000.00 plus $9.80 for each additional $1,000.00 or fraction thereof. $11,760.00 for the first $1,000,000.00 plus $8.40 for each additional $1,000.00 or fraction thereof. Note: Fees for reroofing and the installation of water heaters are by separate flat fee as reflected in subsections (k) and (n). (c) Plan Review Fees: (1) Plan review fees for all commercial projects shall be 65 percent of the computed building permit fee. A nonrefundable plan review fee shall be assessed to all commercial and multifamily building permit applications at the time of plan submittal. A building permit application is not considered received until the plan review fee has been paid. Note: A separate review fee will be assessed for Engineering review of Civil Plans associated with any project or development. (2) Engineering plan review fee for Civil Engineering Plans will be as follows: $500 per submittal (to include one resubmittal) for any project or development up to one (1) acre. An additional $50 will be added to the initial review fee for each additional acre or portion of acre above one (1) acre. Subsequent reviews will be assessed at $500 flat. Ordinance No. 2359, Page 4 of 16 238 (3) Plan review fees for all residential new dwelling construction shall be $350.00. Plan review fees for all other residential dwelling construction shall be $150.00. A nonrefundable plan review fee shall be assessed to all residential building permit applications at the time of plan submittal. A building permit application is not considered received until the plan review fee has been paid. (e) Certificate of occupancy (including temporary): $75.00. (g) Fence permit fee: (1) Single-family/two-family/townhome family residential installation of fencing permit fee: $100.00. (m) Temporary utility service: $75.00. (n) Water heater replacement: (1) Single-family/two-family/townhome family residential: $75.00 per water heater unit when not included as a portion of an additional plumbing permit. SECTION 7. Chapter 30, "Fees," Section 30-15, "Fire prevention code," is hereby amended to read as follows: Section 30-15 Fire prevention code. (a) Operational permits. (Operational permits are valid for one year unless specified otherwise herein or as allowed by the current adopted edition of IFC.) (1) Amusement buildings: $210.00. (2) Explosives: a. Retail sales (gun shops, etc.): $70.00. b. Commercial storage: $210.00. c. Other uses (gas perforating, construction use, etc.): $210.00. (15-day permit unless specified otherwise on the permit) Flammable/combustible liquid: a. Removal of fuel from tanks: $70.00. b. Tank removal from service: $140.00 per tank. (3) Ordinance No. 2359, Page 5 of 16 239 (4) (5) (6) (7) (8) (9) c. Change of contents —Tank: $70.00 per tank. d. Manufacturing and processing: $140.00. Gates crossing fire lanes: $56.00 per site. Hazardous materials: $105.00 per site. (Includes aerosols, battery systems, compressed gases, cryogenic fluids, flammable and combustible storage/handling/use and refrigeration permits as defined by the IFC if within the scope of those permits) a. Storage tanks: $210.00 per site. Hot work operations: $105.00 Comps Haz-Mat Permit when approved by AHJ. Liquid or gas fueled vehicles in assembly building: $70.00. LP gas: No fee. Mobile fuel dispensing operations: $140.00. (10) Open burning —trench (TCEQ air curtain): $700.00. (12) Pyrotechnic special effects (fireworks -aerial): $560.00. (13) Pyrotechnic special effects (theatrical) per time period specified on permit: $105.00. (15) Speed bumps in fire access road (fire lane): $56.00 per site. (b) Construction permits. *All construction permits, unless otherwise specified herein, are charged a fee based on the cost of the work to be performed. The fee table used is the same table used for valuing miscellaneous permits as specified in subsection 30-13(b) of this chapter. (1) Aboveground and underground storage tanks* a. Generator belly tanks that are manufactured as part of the generator: $210.00 (14) LPG installations/modifications: $105.00. (21) Storage tank removal: $140.00 per tank. (22) Temporary membrane structures, tents and canopies: $70.00. (30-day permit) Ordinance No. 2359, Page 6 of 16 240 (c) Miscellaneous fees. (1) After hours inspections: $100.00 per person per hour with a four-hour minimum (2) Expired permit fee: $70.00. (4) Reinspection fee: $100.00 per inspection after three inspections/reinspections when assessed by the fire marshal (5) Standby fee: $100.00 per person per hour (four hours minimum). SECTION 8. Chapter 30, "Fees," Section 30-28, "Library," is hereby amended as follows: Section 30-28 Library. (a) Library materials and facilities. The following fees are established for use or misuse of library materials and facilities: Items lost or damaged Replacement cost plus $10.00 per item reprocessing fee Children's book, CD, or DVD $20.00 Trade paperback book $15.00 Mass market paperback $10.00 Copies (from copier, microfiche $0.20 reader/printer, and personal computers), per page Color copies $1.00 per page SECTION 9. Chapter 30, "Fees," Section 30-29, "Streets and sidewalks, barricades," be amended to hereafter be and read in its entirety as follows: Section 30-29 Streets and sidewalks, barricades. Permit: $25.00 processing fee (additional fees may apply). Residential/Block/Neighborhood — Delivery/setup: $25.00 Non-residential/Commercial — Delivery/setup: $75.00 Ordinance No. 2359, Page 7 of 16 241 SECTION 10. Chapter 30, "Fees," Section 30-33, "Water and sewer fees and impact fees," is here by amended to read as follows: Section 30-33 Water and sewer fees and impact fees. (c) Street cuts: If a utility cannot be bored and the street must be cut, the proposed connection will be assessed a Street Cut Fee of $350 per lane (or 12-foot width of pavement) impacted. SECTION 11. Chapter 30, "Fees," Section 30-34, "Water deposits," is hereby amended to read as follows: Section 30-34 Water deposits. (a) Water deposit: If the deposit is paid or the request for transfer of service is received before noon, service can be connected that same day. If the deposit is paid or transfer of service received after noon, service can be connected the following working day. No specific times can be designated other than four-hour increments (8:00 a.m. to 12:00 noon, 1:00 p.m.-5:00 p.m.). If the customer requires service be turned on immediately, a same day service fee will be charged. In addition to the water deposit, a service initiation fee will be charged to establish a new account. Residential units Fire hydrant meter deposit $100.00 $3,000.00 Deposits for commercial customers shall not be less than $100.00 and shall be calculated to equal the multiple of $5.00 nearest the estimated average monthly billing for the particular type of customer involved. Calculation shall be based on water, sewer and garbage monthly billing. (c) Miscellaneous charges: Remove the following: !Fire hydrant meter 1$1,250.00 SECTION 12. Chapter 30, "Fees," Section 30-35, "Water and wastewater service monthly rates," be amended to hereafter be and read in its entirety as follows: Section 30-35 Water and wastewater service -monthly rates. Ordinance No. 2359, Page 8 of 16 242 The schedule of monthly rates and charges for water and wastewater services furnished or caused to be furnished by the city is as follows: (1) Water service - Meter charge. The monthly minimum charge shall be based on meter size as follows: Meter Size (Inches) 5/8-3/4* 1 1-1/2 2 3 4 5 6 Monthly Charge $14.75 $17.24 $24.15 $40.01 $81.40 $143.50 $226.28 $322.87 *AII residential living units and multifamily living units shall be billed a monthly base charge equivalent to the monthly charge for a 5/8-inch meter. (2) Water service - Volume charge per 1,000 gallons. The monthly volume charge for water service is as follows: (A) Residential: 0-2,000 gallons 3,000-8,000 gallons 9,000-15,000 gallons 16,000-35,000 gallons Over 35,000 gallons $5.35 per 1,000/gallons $6.28 per 1,000/gallons $6.85 per 1,000/gallons $7.38 per 1,000/gallons $7.98 per 1,000/gallons (B) Commercial, industrial and multifamily: Total consumption (C) Fire hydrant and gas well meters: Total consumption Ordinance No. 2359, Page 9 of 16 $6.61 per 1,000/gallons $11.87 per 1,000/gallons 243 (3) Irrigation service - Volume charge per 1,000 gallons. The monthly volume charge for water service is as follows: (A) Residential, commercial, industrial and multifamily: 0-8,000 gallons 9,000-15,000 gallons 16,000-35,000 gallons Over 35,000 gallons (B) Supplemental irrigation: Total consumption $6.61 per 1,000/gallons $6.85 per 1,000/gallons $7.38 per 1,000/gallons $7.98 per 1,000/gallons $11.87 per 1,000/gallons (4) Reclaimed water service -Volume charae Der 1.000 gallons. The monthly volume charge for water service is as follows: (A) Non -boosted: Total consumption $2.27 per 1,000/gallons (B) Boosted: 0-8,000 gallons 9,000-15,000 gallons 16,000-35,000 gallons Over 35,000 gallons (C) Construction and gas well meters: Total consumption $5.62 per 1,000/gallons $5.82 per 1,000/gallons $6.27 per 1,000/gallons $6.78 per 1,000/gallons $10.09 per 1,000/gallons (5) Water service - Other: Water service for municipally owned property and buildings that are part of or connected to form a parcel of at least a minimum of 50 acres shall be $2.27 per 1,000 gallons. (6) Wastewater service - Residential. The wastewater service charge for residential customers shall be based on 90 percent of metered water. Wastewater service charges on 90 percent metered water shall not exceed 12,000 gallons per billing period per living unit. The monthly minimum per living unit shall be as follows: (A) Within corporate limits, $13.00, plus $4.99 per 1,000 gallons of 90 percent of Ordinance No. 2359, Page 10 of 16 244 (7) metered water. (B) Outside corporate limits, $17.50, plus $4.99 per 1,000 gallons of 90 percent of metered water. Wastewater service - Commercial and industrial. Commercial and industrial wastewater charges shall be based on 100 percent of metered water. The monthly minimum shall be as follows: (A) Within corporate limits, $13.00, plus $4.99 per 1,000 gallons of metered water. (B) Outside corporate limits, $17.50, plus $4.99 per 1,000 gallons of metered water. The following provisions apply to all commercial and industrial customers: 1) Customers who show proof that a significant portion of metered water does not enter the wastewater system shall not be billed for that portion that does not enter the wastewater system. 2) Monitored group class customers shall be billed according to section 86-51 of this Code. 3) Industrial cost recovery group customers shall be billed according to section 86-51 of this code plus the additional charges in section 86-52 as required. (8) Wastewater service - Other: Wastewater service for all club houses, convention facilities, and restaurants on municipally owned property of a minimum of 50 acres shall be billed at the current city rate of $13.00 plus $4.99 per 1,000 gallons of metered water. (9) The above rates are based upon total costs to the city to operate the system including, but not limited to, cost to purchase treated water from the Trinity River Authority of Texas, cost of wastewater treatment by the Trinity River Authority of Texas, and cost of distribution of water and collection of wastewater by the city. The minimum charge and/or volume charge may be adjusted by the city council from time to time. Master deposit. Customers may place a master deposit with the City in the amount of twice the current residential deposit. This deposit will be held on file until the customer requests it be refunded. Customers must request service starts and disconnects in writing. All accounts will be charged the current service initiation fees. No master deposits are allowed on commercial accounts. SECTION 13. Chapter 30, "Fees," Section 30-37, "Monitored group class," be amended to hereafter be and read in its entirety as follows: Ordinance No. 2359, Page 11 of 16 245 Section 30-37 Monitored group class. Customer monthly service charge Volume charge per 1,000 gallons BOD Strength charge, per pound of BOD TSS per pound of suspended solids Monitoring charge SECTION 14. $13.00 $4.99 $0.09845 $0.12449 100% of cost to city Chapter 30, "Fees," Section 30-38, "Miscellaneous fees," is hereby amended to read as follows: Section 30-38 Miscellaneous fees. The schedule of miscellaneous fees is as follows: Processing fee on credit and charge card transactions: Where the City implements credit and charge card transaction processing fees, these fees will be charged in accordance with applicable third -party processing fees. SECTION 15. Chapter 30, "Fees," Section 30-39, "Planning and zoning fees," be amended to hereafter be and read in its entirety as follows: Section 30-39 Planning and zoning fees. The schedule of fees for zoning shall be as follows: (1) Applications for change of zoning: $500.00. Plus $10.00 per acre over 25 acres (2) Applications for specific use permit containing site area (including parking) between: Zero to five acres: $300.00. Five to 25 acres: $500.00. Over 25 acres: $500.00. Plus $10.00 per acre over 25 acres Renewal of specific use permit required by condition: One-half of the original specific use permit fee Ordinance No. 2359, Page 12 of 16 246 (3) Applications for Temporary Use Permits: $100.00 (4) Signs: Annual permit for permanent off -premises sign, per year: $35.00. Weekend permit for temporary off -premises signs, per weekend: $10.00. Special event sign, per event: $40.00. (5) Applications for variances, waivers and special exceptions: Requiring city council action: Special exception to minimum masonry requirements: $250.00. Special exception in conjunction with CUD zoning change requests: $100.00. Special signage program: $500.00. Requiring board of adjustment action: Variance to the zoning district regulations: $250.00 Residential: $150.00. All others: $235.00. Variance to sign regulations: $450.00. Appeals to the board of adjustments, per hearing: $125.00. Requiring planning and zoning commission action: Variance to the fence and wall regulations: $250.00. (6) Site plan approval, per request: 1. Zero to 25 acres: $350.00. 2. Greater than 25 acres: $500.00. Plus $10.00 per acre over 25 acres Gated neighborhood (serving more than one dwelling unit): Nine or less dwelling units per acre, per dwelling unit: $50.00. (7) Ordinance No. 2359, Page 13 of 16 247 More than nine dwelling units per acre, per residential structure: $100.00. (8) Zoning verification letter: $100.00. SECTION 16. Chapter 30, "Fees," Section 30-40, "Subdivisions," is hereby amended to read as follows: Section 30-40 Subdivisions. Public works inspection Rates are per staff member and multiple staff members may be utilized depending on the work being performed: Administration: $65.00 Engineering Review or Inspection: $115.00 Field Technicians: $85.00 (a) Permit Applicant to submit quantities of proposed civil infrastructure improvements along with anticipated project schedule. Quantities to include linear feet of water improvements, linear feet of sewer/wastewater improvements, linear feet of drainage improvements, number of drainage structures or inlets, square feet of detention pond, square feet of sidewalk and parking lot pavement, square feet of subgrade-improved paving (fire lane). Schedule shall depict duration of time to complete all proposed civil infrastructure in calendar days or months. City of Euless Engineering staff will develop the inspection fee based on the information provided. The estimated fee will be due in full prior to the issuance of a Notice to Proceed by the City. The City will track the costs of oversight, inspection and review during the project. Prior to acceptance of improvements the final bill will be due. The City will issue a refund for any fees that exceeded actual costs of project. Public works inspection (after hours and weekends) Public works water main bacteriological testing Additional $ $100 .00 per hour/two - hour minimum required. First test $75.00 per sample (includes one retest). Subsequent retests: $150.00 per sample. Variances or special exceptions to the planning $250.00 regulations (Ch. 84, Articles IX, X, XI and XII of the Code of Ordinances (UDC), per hearing) Ordinance No. 2359, Page 14 of 16 248 SECTION 17. Chapter 30, "Fees," Section 30-43, "Use of streets, etc.," be amended to hereafter be and read in its entirety as follows: Section 30-43 Use of streets, etc. The fee for the use of public street, alley or sidewalk space for construction purposes is $150.00 per week for a given project. This fee is for the impact to traffic for the loss of availability of the street, alley or sidewalk. SECTION 18. Chapter 30, "Fees," Section 30-46, "Telecommunication facilities contract fees," be amended to hereafter be and read in its entirety as follows: Section 30-46 Telecommunication facilities contract fees. Contract fee paid by applicant for technical expertise for review of application, not to exceed $7,500.00. SECTION 19. SEVERABILITY CLAUSE. That it is hereby declared to be the intention of the City Council that the sections, paragraphs, sentences, clauses and phrases of this ordinance are severable, and if any phrase, clause, sentence, paragraph or section of this ordinance shall be declared invalid or unconstitutional by the valid judgment or decree of any court of competent jurisdiction, such invalidity or 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 invalid or unconstitutional phrase, clause, sentence, paragraph or section. SECTION 20. SAVINGS CLAUSE. That applicable chapters of the Code of Ordinances, City of Euless, Texas, as amended, shall remain in full force and effect, save and except as amended by this ordinance. SECTION 21. PUBLICATION CLAUSE. The caption, penalty clause, and effective date clause of this ordinance shall be published in a newspaper of general circulation in the City of Euless, in compliance with the provisions of Article II, Section 12, of the Euless City Charter. Further, this ordinance may be published in pamphlet form and shall be admissible in such form in any court, as provided by law. Ordinance No. 2359, Page 15 of 16 249 SECTION 22. PENALTY FOR VIOLATION. It shall be a violation of this ordinance to conduct any activity or commence any use for which payment of a fee is required under Chapter 30 of the Code of Ordinances until such fee has been paid. Any person, firm, or corporation violating any of the terms and provisions of this ordinance shall be deemed guilty of a misdemeanor, and upon conviction thereof shall be fined in accordance with Chapter 1, "General Provisions," Section 1-12, "General Penalty," Euless Code of Ordinances. Each such violation shall be deemed a separate offense and shall be punishable as such hereunder. SECTION 23. EFFECTIVE DATE. This ordinance shall be in full force and effect from and after its passage with billing cycles beginning on or after October 1, 2023, and 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 August 21, 2023, by a vote of 7 ayes, 0 nays, and 0 abstentions. APPROVED: ATTEST: i,L- _ Sutter, TRMC, CMC, City Secretary Chief Governance Officer APPROVED AS TO FORM: Wayne K. Olson, City Attorney Ordinance No. 2359, Page 16 of 16 250