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1046
ORDINANCE NO. 1046 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SOUTHLAKE, TEXAS, APPROVING REVISED BUDGET FIGURES FOR FISCAL YEAR 2012; APPROVING AND ADOPTING THE BUDGET FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2012, AND TERMINATING SEPTEMBER 30, 2013, AND MAKING APPROPRIATIONS FOR EACH DEPARTMENT, PROJECT AND ACCOUNT; REPEALING CONFLICTING ORDINANCES; PROVIDING A SAVINGS AND SEVERABILITY CLAUSE; AND DECLARING AN EFFECTIVE DATE. WHEREAS, the City Manager has prepared a revision of certain figures in the 2012 budget and submitted same to the City Council; and, WHEREAS, the City Manager of the City of South lake, Texas (hereinafter referred to as the "City") has caused to be filed with the City Secretary a budget to cover all proposed expenditures of the government of the City for the fiscal year beginning October 1, 2012, and ending September 30, 2013, (hereinafter referred to as the "Budget"); and WHEREAS, the Budget, a copy of which is attached hereto and incorporated herein for all purposes, shows as defmitely as possible each of the various projects for which appropriations are set up in the Budget, and the estimated amount of money carried in the Budget for each of such projects; and WHEREAS, the Budget has been filed with the City Secretary for at least thirty (30) days and available for inspection by any taxpayer; and WHEREAS, public notice of public hearing on the proposed annual budget, stating the date, time, place and subject matter of said public hearing, was given as required by the Charter of the City of Southlake and the laws of the State of Texas; and WHEREAS, such public hearing was held on September 18, 2012, prior approval of such date being hereby ratified and confirmed by the City Council, and all those wishing to speak on the Budget were heard; and WHEREAS, the City Council has studied the Budget and listened to the comments of the taxpayers at the public hearing held therefore and has determined that the Budget attached hereto is in the best interest of the City. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF SOUTHLAKE, TEXAS: Section 1. That all of the above premises are found to be true and correct and are incorporated into the body of this Ordinance as if copied in their entirety. Section 2. That the revised figures, prepared and submitted by the City Manager for the 2012 budget, be, and the same are hereby, in all things, approved and appropriated, and any necessary transfers between accounts and departments are hereby authorized, approved, and appropriated. Section 3. That the Budget attached hereto and incorporated herein for all purposes is adopted for the Fiscal Year beginning October 1, 2012, and ending September 30, 2013; and there is hereby appropriated from the funds indicated such projects, operations, activities, purchases and other expenditures as proposed in the Budget. Section 4. That the City Manager shall file or cause to be filed a true and correct copy of the approved Budget, along with this ordinance, with the City Secretary and in the office of the County Clerks of Denton and Tarrant County, Texas, as required by State law. Section 5. That any and all ordinances, resolutions, rules, regulations, policies or provisions in conflict with the provisions of this Ordinance are hereby repealed and rescinded to the extent of conflict herewith. Section 6. If any section, article, paragraph, sentence, clause, phrase or word in this Ordinance, or application thereto any person or circumstances is held invalid or unconstitutional by a Court of competent jurisdiction, such holding shall not affect the validity of the remaining portions of this Ordinance; and the City Council hereby declares it would have passed such remaining portions of this Ordinance despite such invalidity, which remaining portions shall remain in full force and effect. Section 7. That the necessity of adopting and approving a proposed budget for the next fiscal year as required by the laws of the State of Texas requires that this Ordinance shall take effect immediately from and after its passage, and it is accordingly so ordained. PASSED AND APPROVED on first reading this L /T7 day of .�if. f 7 Val be , 2012. ,,,,,, + + + + +, +, John Terrell, May ATTEST: ` ,,, F % Alicia Richardson • City Secretary % J r re rras e+++ , PASSED AND APPROVED ON second reading this am' day of Se 2012. / • AitiLar + + N + + + + +�n,,, John Terse, Mayor ATTEST: ,•` g 00THL,4 ,'' Q • F s •° ••• A s d ti • • Alicia Richardson = V City Secretary • •o • •' APPROVED AS TO FORM: ''�r, "� * + * + ,,r`` % � . A AL City Attorne Date: - -L f ' IO Adopted: ' /Y Effective:����. .................... _...... . . ..4,-, --A tiii• .-- ---- ..., • ..- - v ,. , ,,, ,, ,,,,..., . . • . , • , .,-- - - — .: -:: .. _ , . No . ,...,.. : k t . 4.... ,, ,, ,,, _, ., CO ' 11 . , ! . . ,..., .,,. ra. 4 i !.. mt! 71ki 1/21, ieRI" .g .,...... . ,...., az , . . 1 ,‘. .....,. . ..''' ..„,, 11N11 A , 1 „ 1 _ . . . , . . . ., . , .. .... , • . ... . , • ' ' IL irom./. AP , • J 1 4 41 _ . . .. -4.,,,ai,., • . ,..... : . ,,..........._ . . _... „......„. „....,.,,„. \\,, ,... --„,„ ,. . ::::.,..,....„ .....--- 01.• .., , ,..,.,. , .,:, .,......,. - - - - FY 2013 PROPOSED BUDGET CITY OF SOUTHLAKE COUNCIL MEMBERS MAYOR JOHN TERRELL COUNCILMEMBER PLACE I MARTIN SCHELLING COUNCILMEMBER PLACE 2 CAROLYN MORRIS COUNCILMEMBER PLACE 3 / MAYOR PRO TEM BRANDON BLEDSOE 4 , COUNCILMEMBER PLACE 4 AL ZITO COUNCILMEMBER PLACE 5 JEFF WANG COUNCILMEMBER PLACE 6/ b EPUTY MAYOR PRO TEM PAMELA A. MULLER CITY OF SOUTHLAKE STAFF CITY MANAGER SHANA K. YELVERTON FINANCE DIRECTOR SHAREN JACKSON ASSISTANT CITY MANAGER JIM C. BLAGG ASSISTANT CITY MANAGER BENJAMIN E. THATCHER LA Q'1\1\ g ik t ` C#1#°. O ct. 1 46 ao tet 0 °1° ‘tr Oft1G6‘1 OUR MISSION "THE CITY OF SOUTHLAKE PROVIDES MUNICIPAL SERVICES THAT SUPPORT THE HIGHEST QUALITY OF LIFE FOR OUR RESIDENTS AND BUSINESSES. WE DO THIS BY DELIVERING OUTSTANDING VALUE AND n UNRIVALED QUALITY IN EVERYTHING THAT WE DO. OUR VALUES UNDERLYING THE STRATEGIC MANAGEMENT SYSTEM AND DRIVING HOW WE WORK AND WHAT WE BELIEVE ARE THE CORPORATE VALUES. THESE ARE THE PRINCIPLES THAT WE HOLD IMPORTANT AND STANDARDS BY WHICH THE ORGANIZATION EXISTS AND OPERATES: INTEGRITY INNOVATION ACCOUNTABILITY COMMITMENT TO EXCELLENCE TEAMWORK OUR VISION "SOUTHLAKE IS A VIBRANT, ATTRACTIVE, SAFE, HEALTHY AND FISCALLY SOUND COMMUNITY THAT EPITOMIZES BOTH ECONOMIC AND ENVIRONMENTAL SUSTAINABILITY. WE OFFER QUALITY NEIGHBORHOODS AND A HIGH STANDARD OF LIVING, WITH ABUNDANT OPPORTUNITIES FOR n LEARNING, SHOPPING, WORKING, RECREATION AND ENJOYMENT OF OPEN SPACES. W W W. CITYOF S OUTHLAKE.COM DGET AWARD Gr) GOVERNMENT FINANCE OFFICERS ASSOCIATION D istinguished B udget P resentation Award PRESENTED TO City of Southlake Texas For the Fiscal Year Beginning October 1, 2011 x9444.4*—• ,*efe7-44 President Executive Director The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Southlake, TX for its annual budget for the fiscal year beginning October 1, 2011. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. TABLE OF CONTENTS TRANSMITTAL LETTER .......................................................................................................... ............................... II BUDGETGOALS ............................................................................................................ ..............................I 2 SERVICE DELIVERY EXCELLENCE ................................................................................... ............................... I5 FINANCIAL INFORMATION AND FUND SUMMARIES ......................................................... ............................... 16 GENERALFUND .......................................................................................................... ............................... 16 DEBTSERVICE FUND .................................................................................................. ............................... 23 UTILITYFUND ........................................................................................................... ............................... 24 VEHICLE REPLACEMENT FUND .................................................................................... ............................... 25 S OUTHLAKE PARKS DEVELOPMENT CORPORATION FUND ............................................. ............................... 26 CRIME CONTROL AND PREVENTION DISTRICT FUND ................................................... ............................... 28 TAX INCREMENT FINANCING DISTRICT FUND ............................................................. ............................... 29 SPECIAL REVENUE FUNDS ........................................................................................... ............................... 30 STRATEGIC INITIATIVE FUND ....................................................................................... ............................... 35 CAPITAL IMPROVEMENTS PROGRAM ................................................................................ .............................38 SUMMARY...................................................................................................................... .............................41 BUDGET101 ........................................................................................................................... ............................... 43 CITYPROFILE ......................................................................................................................... ............................... 53 STRATEGIC DIRECTION ........................................................................................................... ............................... 99 FUNDSUMMARIES ...................................................................................... ............................... ............................113 GENERALFUND ..................................................................................................................... ............................... 143 CITY MANAGERS OFFICE .......................................................................................... ............................... 154 CITY SECRETARY'S OFFICE ......................................................................................... ............................... 158 COMMUNITY SERVICES ................................................................................................ ..............................1 62 ECONOMIC DEVELOPMENT .......................................................................................... ..............................1 66 FINANCE .................................................................................................................... ............................... 170 HUMANRESOURCES ................................................................................................... ............................... INFORMATION TECHNOLOGY ............................................................................... ............................... B PLANNING & DEVELOPMENT SERVICES ................................................................ ............................... ... PUBLICSAFETY .............................................................................................. ............................... ... PUBLICWORKS .................................................................................................. ............................... .. W W W. CITYOF S OUTHLAKE.COM 1 SUPPORTSERVICES ..................................................................................................... ..............................1 94 UTILITYFUND ....................................................................................................................... ..............................1 99 FINANCE - UTILITY BILLING .................................................................................... ............................... 202 PUBLIC WORKS - WATER & WASTEWATER UTILITIES ............................................... ............................... 206 VEHICLE REPLACEMENT FUND ............................................................................................... ............................... III DEBT SERVICE FUNDS & DEBT SCHEDULES ............................................................................ ............................... 215 TAX SUPPORTED VS. SELF - SUPPORTING DEBT ........................................................... ............................... 116 DEBTMANAGEMENT ................................................................................................. ............................... 118 DEBTFAST FACTS ..................................................................................................... ............................... 219 GENERAL OBLIGATION BOND OVERVIEW ................................................................... ............................... 220 REVENUE BOND OVERVIEW ...................................................................................... ............................... 222 S OUTHLAKE PARKS DEVELOPMENT CORPORATION ..................................................... ............................... 226 SPECIAL REVENUE FUNDS ...................................................................................................... ............................... 131 INTRODUCTION.......................................................................................................... ............................... 233 WHAT ARE SPECIAL REVENUE FUNDS? ......................................................................... ............................... 233 HOW ARE SPECIAL REVENUE FUNDS USED? ................................................................... ............................... 235 WHAT IS THE STRATEGIC INITIATIVE FUND? .............................................................. ............................... 237 FUND SUMMARIES & FY 1013 HIGHLIGHTS ............................................................... ............................... 239 BICENTENNIAL CONCESSION FUND ................................................................ ............................... 240 COURT SECURITY FUND ................................................................................ ............................... 241 COURT TECHNOLOGY FUND ......................................................................... ............................... 242 CRIME CONTROL & PREVENTION DISTRICT (CCPD) FUND .......................... ............................... 243 FACILITY MAINTENANCE FUND ..................................................................... ............................... 244 HOTEL OCCUPANCY TAX FUND .................................................................... ............................... 245 LIBRARY DONATION FUND ............................................................................ ............................... 246 PARK DEDICATION FEE FUND ....................................................................... ............................... 247 PUBLICART FUND ....................................................................................... ............................... 248 RECYCLINGFUND ......................................................................................... ............................... 249 RED LIGHT CAMERA FUND .......................................................................... ............................... 250 REFORESTATION FUND ................................................................................... ............................... 251 S OUTHLAKE PARKS DEVELOPMENT CORPORATION (S PDC) FUND ................. ............................... 252 W W W. CITYOF S OUTHLAKE.COM TABLE OF CONTENTS STRATEGIC INITIATIVE FUND ........................................................................ ............................... 254 TAX INCREMENT FINANCING (TIF) DISTRICT FUND ...................................... ............................... 255 CAPITAL IMPROVEMENTS PROGRAM (CIP) .................................................. ............................... ...........................25'7 INTRODUCTION.......................................................................................................... ............................... 258 CREATING THE CAPITAL IMPROVEMENTS PROGRAM .................................................... ............................... 258 RELATIONSHIP BETWEEN THE CAPITAL IMPROVEMENTS PROGRAM AND THE ANNUAL BUDGET .................. 259 RELATIONSHIP BETWEEN THE CAPITAL IMPROVEMENTS PROGRAM AND THE CITY'S PLANNING PROCESS ... 259 RELATIONSHIP BETWEEN THE CAPITAL IMPROVEMENTS PROGRAM AND THE BIANNUAL CITIZEN SURVEY... 259 THE BENEFITS OF CAPITAL PROGRAMMING ............................................................... ............................... 16o POTENTIAL FUNDING SOURCES .................................................................................. ............................... 161 IMPACT ON OPERATING BUDGET ............................................................................... ............................... 161 CURRENT CAPITAL PROJECT STATUS ........................................................................ ............................... 161 FY 2013 CAPITAL BUDGET AND CAPITAL IMPROVEMENTS PLAN ............................... ............................... 264 GENERALFUND ............................................................................................ ............................... 167 UTILITYFUND .............................................................................................. ............................... 291 ROADWAY IMPACT FEE FUND ......................................................................... ..............................3 05 SANITARY SEWER IMPACT FEE FUND ............................................................ ............................... 309 WATER IMPACT FEE FUND ............................................................................ ............................... 313 STORM WATER UTILITY SYSTEM FUND ......................................................... ............................... 317 CRIME CONTROL & PREVENTION DISTRICT FUND .......................................... ............................... 321 S OUTHLAKE PARKS DEVELOPMENT CORPORATION .......................................... ............................... 325 ALLFUNDS TOTAL ...................................................................................... ............................... 329 APPENDIX............................................................................................................................. ............................... 333 ACRONYMS................................................................................................................ ............................... 334 BUDGETGLOSSARY ......................................................................... ............................... ...........................336) FINANCIAL POLICIES ................................................................................................. ............................... 344 FREQUENTLY ASKED QUESTIONS ................................................................................ ............................... 354 PERSONNEL SCHEDULES ....................................................................................... .............................tr TAX RATE ALLOCATION .................................................................................... ............................... W W W. CITYOF S OUTHLAKE.COM BUDGET GUIDE Transmittal Letter The Transmittal Letter is written to the City Council by the City Manager and provides a high -level preview of the City Manager's proposed budget. It contains information including the proposed tax rate and proposed fund summaries as well as overviews of the departmental business plans. The letter helps tie together the core elements which make up the proposed budget and illustrates how those elements further the City's goals found within the strategic management system. This section begins on page 11. Budget 101 Budget 101 begins on page 43. This section attempts to help explain the meaning behind the numbers which are presented in subsequent chapters. It gives perspective to the City's budgeting process, basis of budgeting and accounting, how the budget is amended and the fund accounting system. City Profile We believe the ability to monitor and evaluate the financial condition of a local government is critical to that government's successful, prosperous future. Achieving not only fiscal health but also fiscal wellness is a top priority in Southlake. Recognizing that trends can provide early warning signals of possible financial problems, staff regularly monitors economic indicators, interest rates, Gross Domestic Product Growth, fuel costs, labor and employment numbers, building permits, home values, and retail sales. A portion of this data is featured in the charts located in this section of the budget document. These charts offer a quick, effective visual of the City's financial condition. A list of Council members, an organizational chart, location and a history of the City is also provided. This section begins on page 53. Strategic Direction Several years ago the City adopted a Strategic Management System (SMS) which drives the way the City conducts its business. The department directors contribute to the SMS by developing a corporate business plan and aligning their yearly budget proposals to that plan. For more information on the SMS, please turn to page 99. Fund Summaries The Fund Summaries section begins on page 113 and provides an analysis of each separate fund including revenues, expenditures and fund balance. For comparative purposes, the immediately preceding fiscal year's audited figures are illustrated, as well as current year budget, revised current year and projected budget for the impending fiscal year. General Fund This section begins on page 143 and provides a fund summary and program of services for each operating department with prior year actual and future year comparisons. Additionally, highlights of prior year accomplishments along with key departmental goals and performance measures are provided. hi on begins on page 199 and provides a fund summary and program of services for each operating department th pri ear actual and future year comparisons. Additionally, highlights of prior year accomplishments along with key hfiaiptal goals and performance measures are provided. W W W. CITYOF S OUTHLAKE.COM TABLE OF CONTENTS Vehicle Replacement Fund This section begins on page 211 and provides a fund summary and detailed spending plan funds which provide the resources needed to manage the purchase of vehicles for the City's fleet. The establishment and funding of the vehicle replacement program was designed to even out expenses for the City's fleet from year to year and provide a logical method for purchasing and retiring vehicles. Debt Service Funds and Debt Schedules This section begins on page 215 and provides a summary of the annual principal and interest payments for all outstanding bonded debt and capital leases. Also included are some fast facts about the City's use of debt and how that debt is funded both through property tax revenue and through dedicated, self - supporting revenue streams such as sales tax revenues for park development. The City issues general obligation bonds, combination tax and revenue certificates of obligation and tax notes to provide for the acquisition and construction of major capital facilities and infrastructure. Special Revenue Funds This section begins on page 231 and provides a detailed spending plan for funds which account for proceeds of specific revenue sources that are legally restricted for certain purposes. Capital Improvements Program A Capital Improvements Program (CIP) is for the purchase, construction or replacement of the physical assets of the City. This section begins on page 257 and includes a listing of proposed projects for FY 2013 as well as projects that are planned for implementation over a five -year period. City staff plans for a five -year period, but has also identified a number of projects that cannot be addressed giving funding limitations. These projects are shown in "out years" but no plans are in place to address them because our projected revenues will not accommodate their construction within the specified time frame. Appendix The appendix begins on page 333 and includes a list of acronyms, a budget glossary, Southlake's financial policies, and frequently asked questions. Also included are personnel schedules which contain summary information and a listing of City personnel by funds. The personnel schedules contain all budgeted positions. W W W. CITYOF S OUTHLAKE.COM THIS PAGE INTENTIONALLY LEFT BLANK. W W W. CITYOF S OUTHLAKE.COM I ......,, 1 1 • LETTER II O v Sor ry, ' -1 ox�un 0 e � 4 t .11 Fsr 195: The Transmittal Letter is written to the City Council by the City Manager and provides a high -level preview of the City Manager's proposed budget. It contains information including the proposed tax rate and proposed fund summaries as well as overviews of the departmental business plans. The letter helps tie together the core elements which make up the proposed budget and illustrates how those elements further the City's goals found within the strategic management system. 0 AI ........................... Badgct Goals August 15, 2012 Honorable Mayor and Members of City Council 1400 Main Street, Suite 460 Southlake, Texas 76092 Dear Mayor and Members of the City Council: In accordance with the Texas Local Government Code and the Charter of the City of Southlake, the proposed annual budget for the fiscal year beginning October 1, 2012 and ending September 30, 2013, is submitted for your consideration. The budget, as filed with the City Secretary, presents in summary form the revenues and expenditures for each of the funds. The budget will be discussed with City Council in a series of work sessions and will be presented formally at public hearings in September. The FY 2013 Proposed Budget is structurally balanced and supports sound fiscal and operational policies. It is a strategic budget that aligns financial and employee resources with the City of Southlake Strategy Map. It provides for investments in safety, mobility, infrastructure, high performance management, quality development and recognizes that volunteers and partnerships are important to excellent service delivery. BUDGET GOALS The budget has been developed with a clear set of goals. These goals were identified to ensure that the FY 2013 budget meets today's needs and positions the City of Southlake for a positive financial future. The first goal was to develop a financial plan to support the City's strategic priorities and ensure high quality service delivery. City Council has set a very clear vision supported by a set of priorities, known as strategic focus areas. These high level priorities define the business of the City. It is important that resource allocation be aligned with these priorities, and that departmental business plans are structured to ensure that critical business outcomes are achieved. Figure 1 (opposite) is the City of Economic Indicators Labor & Employment Interest Rates Wages Southlake Strategy Map, which details Council's GDP Growth Unemployment Fuel Costs Health care costs focus areas, objectives, critical business outcomes and values. Ira ( It is also essential to build a budget around strong financial principles. To this end, 1 economic analyses, multi -year planning and 1‘ strong policies have been an integral part of the process. Figure 2 (right) shows the approach Housing & Commercial Consumer Spending used to gather local economic information to use Growth Retail Sales Building Permits Projections when projecting revenues for the budget. The Home Values Top Taxpayer Meetings data gathered from these sources are "shocked" or to develop best, medium and worst -case financial ©SOUTHLAKE arios for stronger current budget decisions. We also recognize that today's decisions impact Figure 2: Economic information used for City financial projections WWW.CITYOFSOUTHLAKE.COM TRANSMITTAL L - w i ■ GfsY' °,74V7','": „f, 01 City of Southlake Strategy Map The City of Southlake provides municipal services that support the highest quality of life for our residents and businesses. We do this by delivering outstanding value and °� unrivaled quality in everything we do. t ''(ft I. LN CF. ^. f De iveron Our Fo's eas '` " Critic , L x Business Outcomes r= CB01 - Continue to 1J I • i . rani mplement Southlake 2030 Plan by focusing on i Safety & Mobility Infrastructure � Quali Partnerships & Performance Management short -term initiatives. 2 Security Development Volunteerism & Service Delivery 1 CB02 - Become an employer of choice by I•ri C1 Achiev t h e c3 Provide attractive & C4 Attract & keep top-tier developing a plan to C2 Provide travel C5 Promote opportunities highest standards unique spaces for businesses to drive a dynamic& :,' recruit, develop and retain convenience within for partnerships & P o sa & enjoyment of personal sustainable economic employees committed to security City ®ion interests environment volunteer involvement excellence. CB03 - Develop long -term '" "��� strategies to address future financial uncertain- 82 Collaborate with 83 Enhance resident 84 Provide - I35 Improve 81 Achieve best- 86 Optimize ties and challenges. in -class status in select partners to quality of life & business high quality performance of use of E implement service sustainability through customer delivery &operational t., all City disciplines _ technology CBO4 - Improve mobility solutions tourism service processes by proactively completing' traffic analysis of key c Provide Financial Stewardship areas. � Fi Adhere to financial management F2 Invest to provide & maintain F3 Achieve fiscal wellness F4 Establish & maintain CBO5 -Optimize resources , principles & budget high quality public assets standards effective internal controls through collaboration and ': partnerships to reduce costs and add service Promote Learning & Growth value. LI Ensure our people L2 Enhance leadership L3 Attract, develop & L4 Recognize & 15 Empower informed understand the strategy & capabilities to deliver retain a skilled reward high decision - making at all levels how they contribute to it results workforce performers in the organization Figure 1: City of Southlake Strategy Map tomorrow's budgets. The focus has also been to develop a spending plan that is attentive to tax rate management. Using a target budgeting method we have minimized incremental increases and highlighted new initiatives for evaluation. The budget meets the goal of structural balance and reserves are at optimal levels. The operational impact of projects and programs have been identified and incorporated into the budget and a multi -year analysis has been completed to confirm the sustainability of the budget over time. All of this helps us achieve a set of pre- determined financial goals with this budget. Trends that depict the long -term financial health of the City are DID YOU KNOW? reviewed as a part of the budget process, and are used to determine if budget decisions positively or negatively affect the City's financial The FY 2013 Proposed Budget is position. One of the goals for the budget is to anticipate and make structurally balanced - meaning that deliberate decisions to reach financial and service goals. These reserves have not been used to balance the trends are graphed and provided as part of this budget's support operating budget. materials to provide a deeper understanding of the City's overall financial condition. WWW.CITYOFSOUTHLAKE.COM SERVICE DELIVERY EXCELLENCE The City is committed to providing Southlake taxpayers high quality, high value public service. The objectives planned with this budget will be carried out through the traditional departments as well as through Focus Area Cabinets, described below. Figure 3 (left) is the City of Southlake's traditional organizational chart, showing the departments and reporting structure. Each department director is responsible for the day -to -day operations of their respective work units and for achieving planned outcomes identified in their departmental business plans. Strategy execution is a fundamental part of day -to -day operations within the City of Southlake. The executive team regularly reviews progress toward meeting performance targets, including assessments of key accountability indicators (performance measures) and success in addressing Council - identified critical business outcomes. Each department has a performance scorecard that provides the focus for work plans and a way to assess the quality of the work being performed. Attention is given to what needs to be done, but performance is also about how things are done. In Southlake the City's core values define the expectation. The values are integrity, innovation, accountability, commitment to excellence, and teamwork. Another key component of the City's strategic management system is the use CORE VALUES of interdepartmental employee teams that have been organized into Focus Area Cabinets. Members of the Focus Area Cabinets act as stewards of the City's strategic focus areas and core values. These self - directed work groups provide leadership oversight on the execution of plans, report progress towards goals, address issues and communicate success stories. In short, the cabinets provide a level of oversight and motivation toward addressing these priorities so important to the City's success. The City is also mindful of the need to protect the ability to provide excellent services in the future. Accordingly, the City analyzes the operational impact of today's initiatives on future budgets. This allows us to develop plans for financially sustaining the budget in out - years. By understanding future personnel and operating costs of capital improvements, for example, we are able to effectively plan to meet those budgetary requirements. Additionally, Southlake 2030, the City's comprehensive plan, identifies future projects and provides a good mechanism for anticipating future budget impacts. The City is also planning to complete a Sustainability Plan as part of the Southlake 2030 process which will ultimately serve as a multi -year financial plan that will be updated not only annually, but also during each future comprehensive plan update. W W W. CITYOF S OUTHLAKE.COM TRANSMITTAL LETTER' Finaneial L fot-araation C;. Fund Suaaasuaries - General Fund FINANCIAL INFORMATION AND FUND SUMMARIES The City's budget is comprised of several funds to account for the revenues and expenditures that support the City's operations. Some funds are supported by property tax and other tax revenues, while others are supported by fees that cover the cost of the service. Certain funds are restricted in their use, while others provide more flexibility. This letter has been organized to describe each fund and highlight key aspects of the budget for each. GENERAL FUND The General Fund is the City's principle operating fund, which is supported by property and sales taxes, fees and other revenues that may be used for a variety of purposes. This fund accounts for core City functions such as police, fire, engineering, planning, finance and administrative operations. Tax rate. The proposed budget for FY 2013 incorporates a tax rate of $0.462 per $100 valuation, which holds the tax rate steady for the tenth consecutive fiscal year. For the coming fiscal year, a homestead exemption of $15,000 is proposed to complement the current over -65 exemption ($75,000) and disabled exemption ($75,000), as well as the over -65 tax freeze. The tax rate of $0.462 is split between general fund operations and debt service. This budget proposes to reallocate the tax rate by moving one cent from the debt service tax rate to the general fund operations tax rate. This will result in an allocation of $0.342 for general operations and $0.12 for debt service. This reallocation is proposed because the City's debt requirements have lessened as we move toward build out, but the operational impacts of new facilities and programs are being realized this year and as a part of our multi -year financial analysis. Since 2002 long-term debt as a percentage of valuation has declined from 3.29% to 1.37 %. This has been accomplished by using cash for certain capital projects rather than financing them through bonds. Figure 4 (below) shows trend information for Southlake's debt as a percent of assessed valuation. LONGTERM DEBT DEBT AS % OF ASSESSED VALUATION 3.50% ___ _...... _.._. _ _.. 5120.000.000.00 The City has used many tools to reduce 3.00% its debt service requirements. Examples Sloo,o00,000.00 include debt refunding when appropriate o , 50% \ 1 and shortening the amortization $80,000,000 00 schedule for certain issuances. Debt 2.00% 1 , - management strategies have resulted in F - 560,000.000.00 Sr a debt profile showing almost 70% of 15ox I the City's current debt paid off within a 1 11 11 11 11 11 11 11 - 540,800,000.00 ten years. l.00x osox i 1111 11 11 11 11 - $20.000.000.00 Taxable value. Figure 5 (top right) IIII 11 shows the change in taxable value from 0 s FY 2012 and documents the impact of 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 new construction on the values. (Note Figure 4: Long -term Debt as a Percentage of Assessed Valuation W W W. C ITYOFSOUTHLAKE. COM that the value shown in the table is net of the incremental taxable value assigned to Tax Increment Reinvestment Zone #1. For FY 2013, TIRZ #1 taxable value is $290,288,209.) Figure 6 (middle right) demonstrates the growth of Southlake's property values over time. The difference between assessed value and taxable value is primarily due to exemptions. State law requires a taxing unit to calculate two rates after receiving its certified appraisal roll -- the effective tax rate and the rollback tax rate. The effective tax rate is the rate that will generate the same amount of property tax dollars as the previous year, excluding new construction and annexations, when the two years are compared. The rollback tax rate is the highest tax rate the taxing unit can set before taxpayers can start tax rollback procedures. Depending on the ultimate tax rate that is chosen by the City and its relationship to the effective tax rate, there are requirements that must be followed to comply with state truth - in- taxation laws. These requirements protect the public's right -to -know concerning tax rate decisions. Figure 7 (bottom right) compares the tax rate, effective tax rate, and rollback rates for FY 2012 and FY 2013. As shown in the table, the calculated effective tax rate is lower for FY 2013 than for FY 2012. Figure 6: Comparison of property values since FY2009 (assessed and taxable) Revenue highlights. The proposed FY 2013 Annual Budget projects $34,240,825 in General Fund revenues, which is an increase of $2,265,363 or 7.1% from the FY 2012 Adopted Budget. EM The largest single revenue source in the proposed budget is the ad valorem (property) tax The proposed budget will provide $18,305,319 in ad valorem tax dollars for the General Fund operations budget, an estimated Figure 7: Comparison of tax rate, effective tax rate, and rollback rate. W W W. CITYOF S OUTHLAKE.COM —2--d —d V,,1— — T ... U, V.1— 56.114 $6 =178 $6,223 $5 2 $7,000 5,291 $5,452 54,927 $6,500 $6,000 S $5,500 $5,211 $5,232 $5,000 $4,500 $4,000 $3,500 $3,000 2009 2010 2011 2012 2013 Ycar Figure 6: Comparison of property values since FY2009 (assessed and taxable) Revenue highlights. The proposed FY 2013 Annual Budget projects $34,240,825 in General Fund revenues, which is an increase of $2,265,363 or 7.1% from the FY 2012 Adopted Budget. EM The largest single revenue source in the proposed budget is the ad valorem (property) tax The proposed budget will provide $18,305,319 in ad valorem tax dollars for the General Fund operations budget, an estimated Figure 7: Comparison of tax rate, effective tax rate, and rollback rate. W W W. CITYOF S OUTHLAKE.COM Figure 5: This chart compares taxable property values for FY2012 with those for FY2013. 86.422 56.114 $6 =178 $6,223 $5 2 5,291 $5,452 54,927 Figure 5: This chart compares taxable property values for FY2012 with those for FY2013. Figure S: Sales Tax Collection Trend when compared to last year's adopted budget. increase of $872,089 (5 %) from the FY 2012 Adopted Budget. A portion of this increase is attributable to increased value and new construction added value of $73,447,998. Of course, the additional penny due to the tax rate allocation adjustment contributes to the increase in revenue for the operating fund as well ($530,000). The second largest projected General Fund revenue source in the FY 2013 Proposed Budget is the municipal sales tax. The proposed budget forecasts revenue from this line item to increase 13.2% The sales tax collections have been rebounding over the past few years, as shown in Figure 8 (above). We are expecting to collect $9,190,000 in the General Fund for FY 2013. The other major revenue sources for the General Fund are franchise fees ($2,704,856) from the private utility companies operating in the City and municipal fines ($915,000). Budget projections show franchise fees remaining relatively flat for FY 2013, but reflect a decrease in the projected revenue from citations. Pro— is /Firs I4lisco.i.i.,�N O.ous ti z.ge� C.I- LAAGHS POR SHKY"ICFS INTERE�6 Z INCOME 34% I max -. Funo SAI.I�.s ,6.R% Figure 9: General Fund Revenue by Source ■ CRTME CONTROT, ■ SPDC ■ GEN UAL FUND S25,000,000 $ S S $ $i $ � � oo a ao S20,000,000 4 $ $ 0 09 � � a ao S15,000,000 0 $ $- 4 4 g g - - 6 $ $ R R $ $ 0 00 $ a $ �3 $ C S10,000,000 $ '8 $- s z. $ 18 $5,000,000 $ 2008 2009 2010 2011 2012" 2013 ** FISCAL YEAR *Amended * *Proposed Figure S: Sales Tax Collection Trend when compared to last year's adopted budget. increase of $872,089 (5 %) from the FY 2012 Adopted Budget. A portion of this increase is attributable to increased value and new construction added value of $73,447,998. Of course, the additional penny due to the tax rate allocation adjustment contributes to the increase in revenue for the operating fund as well ($530,000). The second largest projected General Fund revenue source in the FY 2013 Proposed Budget is the municipal sales tax. The proposed budget forecasts revenue from this line item to increase 13.2% The sales tax collections have been rebounding over the past few years, as shown in Figure 8 (above). We are expecting to collect $9,190,000 in the General Fund for FY 2013. The other major revenue sources for the General Fund are franchise fees ($2,704,856) from the private utility companies operating in the City and municipal fines ($915,000). Budget projections show franchise fees remaining relatively flat for FY 2013, but reflect a decrease in the projected revenue from citations. Pro— is /Firs I4lisco.i.i.,�N O.ous ti z.ge� C.I- LAAGHS POR SHKY"ICFS INTERE�6 Z INCOME 34% I max -. Funo SAI.I�.s ,6.R% Figure 9: General Fund Revenue by Source V— oxarvi'Pac Another large revenue source in the proposed General Fund budget is derived from the municipal permits and fees charged for various development activities, such as fees for zoning, platting and building permits. The proposed budget projects revenues of $1,117,300 from this source in FY 2013. This represents an increase of $362,500 or 48% over the projection included in the FY 2012 Adopted Budget. The City is projecting that 65 single family residential building permits will be issued during IM WWW.CITYOFSOUTHLAKE.COM $ S S $ $i $ � � oo a ao 4 $ $ 0 09 � � a ao $- 0 0 $ $- 4 4 g g - - 6 $ $ R R $ $ 0 00 $ $ U UO oxarvi'Pac Another large revenue source in the proposed General Fund budget is derived from the municipal permits and fees charged for various development activities, such as fees for zoning, platting and building permits. The proposed budget projects revenues of $1,117,300 from this source in FY 2013. This represents an increase of $362,500 or 48% over the projection included in the FY 2012 Adopted Budget. The City is projecting that 65 single family residential building permits will be issued during IM WWW.CITYOFSOUTHLAKE.COM FY 2013, which is comparable to FY 2012 projections. Revenue from commercial permits is expected to decrease. Charges for services are estimated at $1,162,850, which is an increase from the FY 2012 Adopted Budget. This category of revenue includes interlocal contributions from the cities of Grapevine, Colleyville and Keller for the joint Teen Court program ($110,250). Miscellaneous income is projected at $775,500, a decrease of $83,570 or 9.7% below last year's adopted budget. The proposed budget reflects $70,000 in interest earnings. As previously mentioned, total General Fund revenue projected for FY 2013 represents a 7.1% increase ($2,265,363) from the FY 2012 Adopted Budget, including $530,000 realized from the tax rate reallocation and recognizing the $15,000 homestead exemption proposed for this fiscal year. Figure 9 (previous page) shows the distribution of General Fund revenue sources. The General Fund also recognizes $1,324,541 in revenue that will be transferred from the Utility Fund, Storm Water Utility Fund, Hotel Occupancy Tax Fund, Southlake Parks Development Corporation and Crime Control and Prevention District to cover indirect costs that have been borne by the General Fund. This revenue is recognized "below the line," meaning it is not shown as a revenue line item. However, these funds are available for operating expenses. The transfers will provide for total available revenue of $35,565,366, an increase of $2,335,517 or 7.0% over the FY 2012 Adopted Budget. Expenditure highlights. The General Fund accounts for all expenditure activity not specifically accounted for in other funds, such as operational expenses associated with public safety, engineering, planning, and finance administration. The following describes expenditure highlights for this fund. • Service Enhancement: DPS North — The City of Southlake has worked with the Southlake Crime and Prevention District Board of Directors to allocate funding for construction of a Department of Pub. station called "DPS North" in the northern part of the City. This facility will serve as a fire station ar� fire training center. I 1 The construction of DPS North represents a significant service enhancement for Southlake residents. began in the third quarter of FY 2012 and is slated for completion towards the end of FY 2013. W W W. CITYOF S OUTHLAKE.COM the City's EMS and fire response times will improve significantly for north Southlake which is critically important for patient care, resident safety and minimizing property loss. The new station is also a key component of reducing insurance rates. Once open, the City will see a change to its current Insurance Service Office (ISO) rating, with a goal of reducing insurance costs in north Southlake. While the construction costs of the $16.7 million facility will be borne by the Crime Control and Prevention District, operational costs will be paid through the City's General Fund. This is because the life of the District is limited. Proposed General Fund expenditures of $960,000 will ensure that the station is fully operational upon opening. These include personnel costs associated with hiring the twelve firefighters needed, as well as needed equipment. The required fire engine will be funded through the Strategic Initiative Fund described on page 35. This initiative supports the Council's focus area of Safety & Security, and the strategic corporate objective of "Achieve the highest standards of safety and security." • Personnel — The City of Southlake is a service organization; as such, the majority of its expenses are related to labor costs. For FY 2013, over 65% of planned expenses are personnel costs. An explanation of some of these costs is provided below. Compensation and classification. In FY 2007, the City of Southlake implemented a new compensation and classification system, replacing the old pay plan that had been in place since 1997. This system reflects the continued philosophy of ensuring a high quality workforce through efficient but competitive compensation practices. In adopting the new compensation plan, the City Council also adopted a strategy of achieving and maintaining a market - competitive compensation position of 103% of the designated weighted market average. This means the midpoints of the various pay grades are established at 103% of the weighted market average salaries for equivalent job classifications in the comparison or benchmark cities. Note: executive positions are placed at approximately 102% of the market average of total compensation for the position.) Each year, we conduct an annual survey of our benchmark cities for market competitiveness. The market showed this year that we are lagging our desired position in some areas; however, rather than making adjustments at this time, we are proposing to study our pay philosophy and plan during the coming year to determine if the approach is still viable. all that we currently use a step and grade system, which believe should now be replaced. We want to review native approaches to ensure that our compensation em is modern and sustainable. If needed, adjustments to plan can be considered once the study's recommendations �omplete. W W W. CITYOF S OUTHLAKE.COM For FY 2013, the proposal contained within the budget is to provide city employees with a cost of living adjustment of 2 %. We have surveyed other cities in our market and have determined that many plan to offer adjustments in the 2 -5% range. We are comfortable with 2% since we will review the overall plan. Benefits. The summaries below describe the major benefits and our approach to providing them in FY 2013. ✓ Texas Municipal Retirement System (TMRS) TMRS is a statewide agent multiple- employer public employee retirement system created by law in 1947 to provide retirement, disability, and death benefits to employees of participating cities. As of December 31, 2011, 847 municipalities in Texas have a retirement benefit plan administered by TMRS, including the City of Southlake. During the 82nd Texas Legislative Session, Senate Bill 350 passed relating to the restructuring of fund obligations and accounts of TMRS. S.B. 350 authorized TMRS to combine three internal fund accounts into a single fund account called the `Benefit Accumulation Fund." The new fund structure resembles the fund structure common to the vast majority of public retirement systems. As a result of the passage of S.B. 350, the City's contribution rate decreased in FY 2012 by 1.55 %. For FY 2013, the City's contribution rate will increase by 0.43 %. This continues to be lower than the City's contribution rate prior to the account restructuring mentioned above. For FY 2013, no plan changes are proposed. We will be able to continue to offer all the features previously approved, important because TMRS benefits are our highest priority recruitment and retention tool. ✓ Health insurance. The City recently entered into a renewal agreement for health insurance. Through negotiation, Aetna's proposed rate increase dropped from 14.1% to 3.5% with no plan modifications. Although the renewal included a rate increase, it allowed for employee medical- out -of pocket expenses to remain stable for the first time in two years. Providing a competitive health insurance plan is a significant factor in attracting quality candidates and retaining valuable employees. Compensation and benefit strategy are tied to the City's strategic corporate objective of "Attract, develop and retain a skilled workforce." Staff positions. In FY 2010, six existing positions were frozen or not funded as a result of decreases in City revenue that resulted from the economic downturn. These positions have been routinely evaluated for reinstatement since that time as economic conditions have improved. For FY 2013, we are proposing that the following frozen positions be funded: ✓ DPS Office Assistant DPS currently has one Administrative Secretary to support the and Fire Chief as well as perform other administrative duties. Additionally, assistance is I records office and, on occasion, in the property room. The funding of this position will not adequate support for DPS professionals, it will also result in better coverage of DPS offices staffing. The cost of reinstating this position is $43,248, including salary and benefits. W W W. CITYOF S OUTHLAKE.COM ✓ HR Analyst The HR Analyst position is critical for effectively addressing safety initiatives and succession planning. Much of this individual's time will be spent coordinating training programs, and developing and monitoring health and safety trends. Since this position was frozen, the City has experienced a 20% increase in worker's compensation rates due to claims. The Human Resources Department needs to fill this position to round out its staffing to meet the needs of the City's employee population. The cost of this position is $63,433. The FY 2013 budget also proposes funding for one additional full-time position, a Park Supervisor, and one additional part -time Volunteer Coordinator. ✓ Park Supervisor The Park Supervisor is proposed due to the significant expansion and improvement of the City's park system and public spaces. These spaces are maintained through a combination of in -house crews and maintenance contracts that require supervisory oversight. This supervisor, along with the other two park supervisors, will oversee the maintenance of a developed park system, medians, roundabouts, and right of way that has increased maintenance responsibilities by almost 200 acres (82 %) since 2008. Salary and benefit requirements for this proposed position are $75,666. ✓ Volunteer Coordinator (part -time). The Volunteer Coordinator position is proposed as a part -time staff member whose duties will be to manage the centralized portion of our volunteer program. This staff member will be responsible for advancing the City's volunteer program by proactively recruiting, training and tracking volunteers while also working with City departments to ensure the best utilization of volunteers across programs. We want to provide a positive experience for all those who volunteer with the City. This position will also answer administrative needs of the program by completing job descriptions for all positions, completing a volunteer manual and developing an online orientation program. This position directly addresses the City's focus area of Volunteerism. The cost of this position is $37,026. Fund balance. The City of Southlake fund balance policy — adopted in 1993 — states that the: "...goal shall he to maintain a fund balance in the General Fund equal to a minimum of 1596 of General Fund - budgeted operating expenditures, with the optimum goal of 25%." The proposed budget reflects an undesignated General Fund balance of 25.64% of expenditures, which represents $8,645,908. This ending balance is set aside to provide funding in the event of an unanticipated economic downturn or emergency. The 25.64% represents the optimal balance as required by the City's policy. This level is sufficient to ensure the General Fund's financial integrity. We typically set aside excess revenue and unallocated appropriation (above 25 %) for critical, high- impact projects as a transfer to the Strategic Initiative Fund and will continue this practice in FY 2013. a fund balance at the optimal level designated in the policy addresses the focus area of High Performance t and the strategic corporate objective of "Achieve fiscal wellness standards." W W W. CITYOF S OUTHLAKE.COM DEBT SERVICE FUND This fund accumulates ad valorem tax dollars to pay for the annual portion of tax- supported debt. Bonds are issued for capital projects, including public works infrastructure, parks, and facilities, for example. The debt service tax rate for FY 2013 will be $0.12, down $0.01 from FY 2012. Staff analysis has shown this tax rate to be sufficient for covering existing General Fund debt, as well as for future annual bond programs. For FY 2013, revenues are estimated at $6,476,445 with $6,431,445 coming from ad valorem taxes and $45,000 from interest income. Transfers into the fund are budgeted at $5,847,353 from the TIF Fund, Storm Water Utility District, and Crime Control and Prevention District to pay the debt service for the bonds issued on the Districts' behalf. Total expenditures are proposed at $12,588,418 for annual principal and interest payments, as well as related administrative costs. The debt service fund will end the year with undesignated reserves of $10,968,195. This allows us to meet the requirement of our fund balance policy which states that the City of Southlake "...shall also maintain Reserve Funds for all statutorily required reserve funds to guarantee debt service." To read more about the City's debt management strategy, see the Debt Service Funds section on page 215. The capital projects funded through the City's bond program address the focus areas of Infrastructure and Mobility, and the strategic corporate objective of "Invest to provide and maintain high quality public assets." W W W. CITYOF S OUTHLAKE.COM UTILITY FUND The Utility Fund, also known as the Water and Sewer Enterprise Fund, is used to account for the acquisition, operation and maintenance of Southlake's municipal water and sewer utility, supported primarily by user charges to utility customers. The fund accounts for operational costs as well as debt service for utility system improvement bonds. The intent of this fund is for the direct beneficiaries to pay for all costs of the fund — including debt service — through fees levied for the services provided. Utility Fund dollars are not used to pay for general operations of the City. Revenue Highlights. The Utility Fund revenues are projected at $20,855,500 for an increase of $1,581,250. This is a an 8.2% increase when compared with the FY 2012 Adopted Budget. Expenditure Highlights. Personnel — The Utility Fund includes funding I Center I hxterior painting I Z�sD,uuu - for the employees needed to manage and operate the City's utility system. The cost of living adjustment previously described on pages 20 -21, as well as adjustments to health insurance costs will be applicable to Utility Fund employees as well. No new full-time employees are requested, although we have added hours to the budget to provide for a part -time intern to assist with communication efforts on water conservation and other utility topics. • Other highlights — Funding has been requested for equipment and facility improvements. Items shown below are specifically related to providing water, sewer and/or solid waste service. ■ Security lighting & cameras at Public Works Operations Center $ 19,220 ■ Public Works Operations Center exterior painting $ 35,000 ■ Sewer camera $ 70,000 ■ Radio upgrade for elevated tanks $ 35,000 ■ Vac truck for water excavating $350,000 Total expenditures in the Utility Fund are proposed at $20,265,189, a 5.6% increase over the FY 2012 Adopted Budget. Indirect charge /transfers. We have budgeted a transfer of $836,220 from the Utility Fund to the General Fund to cover expenses and for payment of a franchise fee related to solid waste services. 9%ce. The proposed Utility Fund budget provides 164 days of working capital, or stated differently, a 45% fund e. This exceeds the City's fund balance policy for the Utility Fund, which states that the "...goal shall he to maintain ML nce of 60 days of working capital in the Utility Fund... with the optimum goal of 90 days of working capital." for the FY 2013 Utility Fund budget address the focus area of Infrastructure. W W W. CITYOF S OUTHLAKE.COM VEHICLE REPLACEMENT FUND The Vehicle Replacement Fund accounts for the resources needed to manage the purchase of vehicles for the City's Highlight Item Expenditure fleet. The establishment and funding of the vehicle Fleet replacement replacement program was designed to even out expenses Equipment $950,OOQ per schedule for the City's fleet from year to year, and provides a logical method for purchasing and retiring vehicles. A five -year purchase plan has been developed to detail future capital investment needs. Revenue highlights. For FY 2013, we are planning a transfer from the General Fund to the Vehicle Replacement Fund of $200,000. Expenditure highlights. Expenditures are estimated at $950,000 to replace aging vehicles coming off -line. Fund balance. The projected ending fund balance is approximately $2.2 million, which provides adequate reserves for the program. The establishment and use of the Vehicle Replacement Fund supports one of the City's financial stewardship objectives, "Invest to provide and maintain high quality public assets." W W W. CITYOF S OUTHLAKE.COM SOUTHLAKE PARKS DEVELOPMENT CORPORATION FUND The Southlake Parks Development Corporation (SPDC), a citizen - approved development corporation established to develop and operate park and recreational facilities, uses a half -cent sales tax for all uses permitted by State law. The operating fund is used to finance, develop and operate park and recreation facilities, while the debt service fund is used to account for the accumulation of financial resources for payment of long -term principle and interest costs for SPDC improvements. The uses of this fund are restricted to those allowed by law and approved by the Board of Directors. While the SPDC budget can and should be used to support operational costs associated with the improvements funded, these funds may not be used to support the general operations of the City. A five -year capital improvements program has been established to support the implementation of the City of Southlake's Park, Recreation and Open Space Master Plan as well as the Trail System Master Plan. Capital Improvements Program (CIP) priorities are established as a joint effort between the Park and Recreation Board, Southlake Park Development Corporation Board of Directors and City Council. The Southlake Parks Development Corporation Board of Directors is committed to implementing priority projects identified in the master plans. On June 12, 2012 the City Council, Southlake Parks Development Corporation Board of Directors and the Southlake Parks and Recreation Board members met in joint session to discuss the financial performance of the Corporation, review master plan implementation to date, and identify priorities for the FY 2013 - 2017 CIP. This priority listing was used to fit projects into the plan based on funding availability. see page 257 of this document to review the FY 2013 - 2017 CIP including the Southlake Park Development hkion plan. alights. The SPDC operating fund is projected to receive $5,000,000 in sales tax revenue, $153,816 in rental $7,500 in interest earnings for total projected FY 2013 revenues of $5,161,316. This represents an 11% FY 2012 Adopted Budget. W W W. CITYOF S OUTHLAKE.COM Expenditure highlights. Total expenditures for the operating fund are proposed at $446,091. This is a 25% increase from FY 2012 Adopted Budget. The Southlake Parks Development Corporation Board of Directors approved the proposed operating budget on August 7, 2012. • Personnel — SPDC funds a portion of the salary and benefits for the City's Construction Manager. All compensation and benefit adjustments previously mentioned will apply for this employee. • Other highlights — The SPDC operating budget includes funds for the purchase of new and replacement equipment required to maintain the ongoing expansion of the City's park system. A new mower and line painter, replacement mowers and replacement utility vehicles, as well as a vacuum excavator is needed for the efficient maintenance of the parks. The new equipment will cost $153,000. Indirect charge /transfers. A transfer of $206,453 to the General Fund is planned for indirect charges. We have also budgeted a transfer of $1,000,000 to the CIP as well as a $3,089,980 transfer to the SPDC Debt Service Fund. Fund balance. The proposed ending fund balance for the SPDC operating fund will be $6,363,388. Initiatives funded through the Southlake Park Development Corporation address the focus area of Infrastructure and the strategic corporate objective of "Provide attractive and unique spaces for enjoyment of personal interests." W W W. CITYOF S OUTHLAKE.COM CRIME CONTROL AND PREVENTION DISTRICT FUND The half -cent sales tax collection to fund the Crime Control and Prevention District (CCPD) began in April 1998, with the first sales tax check received in June 1998. State law provides that a district's life is limited to five years, unless voters continue the district by approval of a referendum. In February 2002, Southlake voters approved the continuation of the CCPD for 15 years. The use of District funds are defined by State law. The primary use of the funds is for one -time, non - recurring expenses related to police facilities. Operational expenses are limited since the District will sunset in 2017. Please see page 257 of this document to review the FY 2013 - 2017 Capital Improvements Program (CIP) including the CCPD plan. Revenue highlights. For FY 2013, $4,950,000 is anticipated in sales tax collections for the District, along with $13,500 in interest income for total revenues of $4,963,500. This is a projected increase of 12.3% over the FY 2012 Adopted Budget. Expenditure highlights. Total operating expenditures are proposed at $1,066,255 for FY 2013. Planned expenses for the operating budget have been approved for funding by the Southlake Crime Control and Prevention District Board of Directors. For FY 2013 the District will fund 50% of the salary of the City's Construction Manager who is taking on responsibilities related to the construction of DPS North. The largest new expense in the operating budget is for a mandatory radio system upgrade at a cost of $981,725. Indirect charge /transfers. A transfer of $198,540 to the General Fund is planned for an indirect charge. Additionally, a debt service transfer of $1,978,200 is also planned as well as a $3,000,000 transfer to the CIP to cash fund a portion of the North DPS construction costs. Fund balance. The ending fund balance for the CCPD Operating DID YOU KNOW? Fund is projected at $3,960,625. The activity of the Southlake Crime Control and Prevention District supports the focus area of Safety & Security and the strategic corporate objective of "Achieve the highest standards of safety and security." ]w W W W. CITYOF S OUTHLAKE.COM TAX INCREMENT FINANCING DISTRICT FUND Tax Increment Reinvestment Zone #1 (TIRZ #1) or the Tax Increment Finance (TIF) District was created in 1997, with an effective beginning date of January 1, 1998 Transfer Debt service $3,674,759 to encourage quality commercial development in the City. Incremental values within the zone subsequent to January 1997 are taxed at the City's tax rate of $.462 per $100 of assessed value; however, 100% of the ad valorem revenues are utilized within the Zone or District, rather than being allocated to the City's overall budget. Overlapping taxing entities, including Tarrant County, Tarrant County College District, Tarrant County Hospital District, and the Carroll Independent School District have agreed to participate at varying levels in the TIF District by assigning their ad valorem tax dollars as well. The use of these funds is restricted. They are primarily used for paying the debt for infrastructure improvements in TIRZ #1 and are not available for any operational purposes. The projects funded have been identified in the TIRZ #1 Project e� Financing Plan, adopted by the Board of Directors in August 1999. Revenue highlights. The incremental value assigned to TIRZ #1 for the 2012 tax year is $290,288,909, which is a 3.5% increase from the valuation for 2011. This translates into anticipated ad valorem revenues for the TIF Fund of $6,826,533. With interest, total revenues are anticipated to be $6,835,033. Revenue projections include estimated CISD payments based on a two year average. Indirect charge /transfers. A transfer to the debt service fund in the amount of $3,674,759 is budgeted to fund the debt repayment for bonds issued for TIRZ #1 projects. Fund balance. The ending balance for this fund is projected at $4,725,546. The use of tax increment financing supports the focus area of Quality Development. DID YOU KNOW? WWW.CITYOFSOUTHLAKE.COM VL A' SPECIAL REVENUE FUNDS The City of Southlake accounts for revenues and expenditures of dedicated or special purpose funding, in a number of special revenue funds as described below. Bicentennial Concession — The proposed budget includes this special revenue fund to account for revenues and expenditures dedicated for Bicentennial Park use. These funds were derived from a contract with Coca -Cola, with uses restricted as specified by the contract. The proposed budget reflects no revenues for FY 2013 because the contract has expired. No expenses are budgeted. The proposed budget anticipates an ending fund balance of $37,675. Court Security —This proposed budget includes funds from the payment of fines and forfeitures. Use of these funds is restricted for court security items, per State law. The proposed budget anticipates revenues of $32,000. The beginning fund balance is $425,361. Proposed expenditures of $62,155 are planned to enhance the overall safety of the court with the use of security personnel. The projected ending fund balance is $395,206. Court Technology — The proposed ` � V11` ------- — budget includes funds from the Recycling Fund Leaf Recycling Program $23,000 payment of fines and forfeitures. Uses of these funds are restricted, per State %_1 e proposed budget anticipates revenues of $41,000. Proposed expenditures of $36,400 are planned including n r a software upgrade. Funds are also included to allow dispatchers to confirm warrants instantly. The projected endin balance is $306,625. °nance Fund — The Strategic Initiative Fund (SIF) has provided seed money for this fund, an important budget given the size and complexity of the City's facility infrastructure. For FY 2013 we will continue our sferring SIF money into this fund, but we are also beginning to budget expenses in the operating budget W W W. CITYOF S OUTHLAKE.COM for facility projects. You will recall that these items were previously budgeted directly in the SIF. In FY 2013 we are proposing a transfer of $400,000 from the Strategic Initiative Fund. The beginning fund balance is $1,522,166. We anticipate interest revenue of $5,000. The City of Southlake currently has over 788,000 square feet of facility infrastructure. Much of the daily maintenance of the facilities is absorbed into the various operating budgets as appropriate. However, for FY 2013 we have budgeted $114,000 for specific projects related to the ongoing maintenance of Town Hall and other projects that may be necessary. Ending fund balance is projected at $1,813,166. Hotel Occupancy Tax — The Hotel Occupancy Tax is authorized under the Texas Tax Code, Chapter 351. The City of Southlake adopted Ordinance No. 769 in February 2000, levying a 7% tax on room receipts. The tax on rooms at the Hilton Hotel in Town Square is providing the revenues to the City in this category. The first expenditures from this fund were made in FY 2008. Use of these funds is restricted. Planned expenses must be authorized under the Texas Tax Code, Chapter 351. For FY 2013, revenues are estimated at $789,700. The operating budget includes funding for the Marketing and Tourism Coordinator, as well as a portion of the cost of the Economic Development /Tourism Director and administrative support staff costs directly attributable to tourism. Highlights of planned Hotel Occupancy Tax project expenditures for FY 2013 include the following: • Wayfinding Plan Implementation (Phase III) $ 50,000 • Cooperative marketing & promotion with the Hilton Hotel $ 48,000 • Home for the Holidays and Stars & Stripes events and promotion $101,000 W W W. CITYOF S OUTHLAKE.COM ■ Informational Kiosks (Phase I) ■ Public Art Fund transfer ■ Public Relations agency services ■ Gateway Church shuttle $ 30,000 $118,455 $ 20,000 $ 6,000 These expenses will complement our existing event marketing and advertising efforts. Total planned expenditures for this fund for FY 2013 are $646,159. The indirect transfer for the General Fund is projected at $31,588. The budget also proposes a transfer of $118,455 to the Public Art Fund. The ending fund balance is projected at $1,147,846. This balance will carry forward for future initiatives to promote tourism in the City of Southlake. Library Donations — This proposed budget includes funds from donations and uses are restricted for library purposes. The proposed budget anticipates a beginning fund balance of $5,833. Staff is anticipating approximately $6,000 in donations and the expenditures will be for special projects, which are often defined by the donor. Ending fund balance is projected at $6,383. Park Dedication Fees — This special revenue fund accounts for funds from dedication fees on new development. Use of park dedication fees is restricted to park improvements, and primarily used for capital expenses. The proposed budget reflects revenues of $30,000 in fees and $1,500 in interest earnings for total revenue $31,500. The proposed budget anticipates a beginning fund balance of $133,384. For FY 2013, no projects are proposed for this fund. The ending fund balance is projected to be $164,884. Public Art Fund — The Public Art Fund was established for the promotion, creation, and /or installation of public art throughout the City of Southlake. Funding was first established when the Southlake Stampede program was implemented — the proceeds from the sale of the steers were designated for public art. Additional funding is now available from the Hotel Occupancy Tax to support the City's public art program. The Southlake Arts Council and City Council have adopted a master plan to guide the City's art program. For FY 2013, the public art operating fund will support the City's ongoing relationship with the APEX Arts League, Arts Council — Northeast, and the Southlake Arts Council and will provide funding for various projects such as public art displays and event support. The proposed budget shows $1,000 in interest income based on a beginning fund balance of $236,703. The law providing for the Hotel Occupancy Tax allows up to 15% of the revenues to be used for public art purposes. Ise his source of funding comes in the form of a transfer, it is shown "below the line." For FY 2013 the transfer is est at $118,455. The ending fund balance for the public art fund is estimated at $214,158. nd — The City's contract for solid waste services provides for an annual payment to the City of $6,000 for d revenues of $6,500 including interest. Note that the beginning fund balance is $23,661. The proposed les expenditures of $23,000 for the cost of the annual curbside leaf recycling program. The ending fund 161. W W W. CITYOF S OUTHLAKE.COM Red Light Camera Fund - In August 2008, the City of Southlake initiated a camera system for red light violation enforcement. This is a traffic safety program in which the City uses a state -of- the -art digital camera and violation detection system installed at intersections for the purpose of decreasing the number of red light violations, reducing serious vehicle collisions, and minimizing officer risk. The City of Southlake collects approximately 50% of the gross revenue generated from the violations issued and collected upon as a result of the program. The City is required to remit 50% of the gross revenue to the State, excluding program expenditures. Funds collected by the City of Southlake must be used for traffic safety programs. Projected revenue for FY 2013 includes $1,038,872 in fines and forfeitures, and $2,500 interest income for total revenue of $1,041,372. For FY 2013, we are proposing the use of these funds for the following traffic safety projects, which directly address the City's "Safety and Security" Focus Area. • Crosswalk installation $ 5,000 • Electronic citation writers (10) $ 42,010 • Cycle Vision DVR (dash cams) $ 15,900 • FM 1709 Traffic Study $ 55,000 • School Zone Flasher Battery Replacement $ 8,000 • Intersection Improvements (Carroll /Federal) $145,000 • FM 1709 Signal Battery Back Up $ 30,000 The beginning fund balance for the Red Light Camera Fund is $696,080. Ending fund balance for FY 2013 is projected at $697,766. Reforestation — The proposed budget includes the special revenue fund to account for revenues and expenditures dedicated for reforestation. These funds are derived from assessments related to the tree preservation ordinance and policies. The proposed budget reflects permits /fees of $5,000 and interest income of $500 for total revenue of $5,500. It anticipates a beginning fund balance of $116,753. Expenditures are budgeted at $53,000 for FY 2013. For FY 2013, funds are allocated for beautification projects in the City ($25,000). The plan is to identify areas within the City that could benefit from targeted beautification efforts, and staff will work with Council to prioritize these areas for attention. Per our normal practice, we have also budgeted funds for the street tree program ($5,000) and tree maintenance ($20,000). The activities supported by the Reforestation Fund support the Council's desire for quality development by the natural environment is protected and preserved, where possible, or at a minimum replaced. The ending is projected at $69,253. Storm Water Utility Fund - On October 17, 2006, the City Council established a Storm Water Utility System. requires a monthly fee for all of Southlake's developed properties. These fees provide a funding source for ma repair, and construction of storm water facilities, and can only be spent for these purposes. The monthly storm W W W. CITYOF S OUTHLAKE.COM is the same for all residential dwelling units. Residential properties are charged $8 per month for each dwelling unit that is on the property. Fees for non - residential properties are calculated individually in proportion to each property's storm water runoff potential. For FY 2013, total revenues for this fund are projected at $1,293,500 including $8,500 in interest earnings. This is an increase of 2.0% over the FY 2012 Adopted Budget. Planned expenditures for FY 2013 total $596,425, including $99,667 in personnel expenses, $401,758 in operational costs, and $95,000 in capital costs. These costs include a storm water engineer (funded first in FY 2009), contract engineering services (surveying, etc.), contract labor for drainage projects, a limited street sweeping program, and materials — all budgeted to ensure that we are able to adequately address identified localized drainage issues. For FY 2013, we are requesting a hydrojetter and trailer for a cost of $95,000. We are also asking for funds to digitize ($15,000) the City's storm water assets. The budget shows a decrease of 14.4% from the FY 2012 Adopted Budget expenditures. A transfer to the Debt Service Fund of $194,394 is planned for debt service, $51,740 to General Fund for indirect charges, and a $350,000 transfer to the CIP for drainage projects. The ending fund balance is projected at $2,170,151. The expenses are necessary to improve and maintain drainage ways throughout the City. W W W. CITYOF S OUTHLAKE.COM STRATEGIC INITIATIVE FUND At the end of each fiscal year, excess revenue and unspent appropriation become a part of the City's fund balance, or reserves. This year's budget proposes $8,645,908 of current projected revenues will remain in the General Fund undesignated fund balance. This will provide for reserves of 25.64% of operating expenses to be used for unanticipated or emergency needs. This is the level deemed optimal under the City's fund balance policy. Using excess reserves in this way provides cash funding for certain needed projects without requiring the City to borrow money for them. Further, this approach ensures that reserves are not used to balance the City's operating budget. Use of these funds is limited to one -time, non- recurring expenses. Implemented in 2006, the Strategic Initiative Fund (SIF) has been used for infrastructure maintenance (City facility repairs and renovations), the Urban Design Study, technology needs, and capital projects such as roads and sidewalks. We have also been able to purchase needed public safety equipment such as a fire ladder truck, an ambulance, and a portion of the outdoor warning system. This fund has been a valuable tool for funding high impact projects. Figure 10 (next page) shows the uses of the Strategic Initiative Fund since its inception. For FY 2013, we are proposing a transfer from the General Fund to the SIF of $1,300,000. The beginning SIF fund balance is $6,386,822. For FY 2013, the following projects are proposed: Infrastructure Maintenance Funding - With current assets exceeding 788,000 square feet, a preventative maintenance and repair program will be critical for proper facility management. Recall that you funded a facilities manager in FY 2007 to oversee the program. We are proposing that $400,000 be set aside in the Facility Maintenance Fund, shown in the budget as a purpose of this fund is to build capacity for future maintenance projects as we will have many needs to facilities age. See page 244 for details related to the Facility Maintenance Fund. WWW.CITYOFSOUTHLAKE.COM VL A' This is a proactive initiative designed to build a reserve for the future maintenance of our facility investments. Community Enhancement Funding - This category of funding is set aside as a way to provide pay -as- you -go funding for initiatives which will enhance the quality of life or aesthetics of Southlake. For FY 2013, community enhancement projects include: ■ Town Square Public Space Enhancement Projects $250,000 ■ Wayfinding Plan Implementation (Phase III) $ 50,000 ■ 2030 Plan $ 30,000 ■ Bond Election Public Information Communication $ 20,000 Capital Acquisition Funding - The Strategic Initiative Fund is often used to provide cash funding for capital equipment or projects. For FY 2013 we are proposing to transfer $3 million from the SIF to the Capital Improvements Program (CIP) for the purpose of building a reserve for a future multipurpose facility. Note that the five year CIP shows additional funding through SPDC for this purpose. The allocation of these funds over the next three years, added to the $7.5 million already set aside for this purpose, will provide $13.5 million by the conclusion of FY 2015. This portion of the SIF also includes funds to purchase the fire engine and related equipment for DPS North ($900,000). Additionally, we propose the purchase of five Lifepak 15 ECG monitors for $207,000. Finally, we propose replacing the Menzi Muck, a large piece of equipment used for cleaning creeks and clearing drainage ways, for $308,000. Technology Infrastructure - Funds have been set aside in this category to replace aging video equipment in the Council Chambers that is no longer supported. This upgrade will result in more reliable equipment and higher quality outputs. The cost of this upgrade is $190,000. The total proposed allocation for the Strategic Initiative Fund for FY 2013 is $4,815,000. This leaves $2,339,822 or 30% of the available funds unallocated. Figure 11 (next page) shows SIF funds by category for FY 2013. Technology 11% Capil,al Acquisition 13% Facility Projects 1% Facility Reserves 6% Urban DesignAlaster Plan support CIP Transfer 1% 63% Public Art 1% Coimnunity Enhancement 4% Figure 10: Strategic Initiative Fund Expenditures by Type, FY2006 - 2013 W W W. CITYOF S OUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAM The proposed FY 2013 - FY 2017 Capital Improvements Program (CIP) also is submitted for City Council's consideration. The CIP coincides with the City of Southlake Strategy Map because the projects included provide travel convenience within the city and region (C2), and provide attractive and unique spaces for enjoyment of personal interests (C3). The CIP is also an investment of City dollars to provide and maintain high quality public assets (F2). The CIP establishes a five (5) year funding schedule for the purchase, construction or replacement of physical assets of the City. Capital improvements typically have a useful life of over ten years and value greater than $10,000. The first year (FY 2013) of the Capital Improvements Program is called the Capital Budget, and is appropriated in the same manner as the annual operating budget. Funds for projects are appropriated on an annual basis. Projects approved for subsequent years (FY 2014 - FY 2017) are approved for planninZpurposes only and do not receive expenditure authority until they are part of the Capital Budget. The CIP Technical Committee, which is comprised of the Assistant City Managers and Department Directors, began the process of evaluating CIP project requests in April of 2012. The process Funding began in April to allow the CIP to be developed in u represented in thousands of dollars (OOOs). Example: 3,776 = $3,776,000 time to be reviewed in conjunction with the annual budget. By reviewing the CIP in conjunction with the budget, City Council will be able to evaluate capital and operational needs as part of overall budget considerations. The review of CIP projects by the Technical Committee involved the following: First, the CIP request forms are distributed to the appropriate departments. The request forms are completed by the responsible departments and submitted to the CIP Technical Committee. The CIP Technical Committee then begins the process of evaluating the various CIP project reauests. The Technical Committee's role includes: 1. wing the CIP project requests for accuracy. 2. fining if projects can be consolidated in order to reduce project costs. ,Scoring each CIP project request based on a standardized form. the CIP project was ranked in the appropriate funding category (i.e., General Fund, Utility Fund, Storm Fund, Impact Fee Fund, SPDC Fund, or the Crime Control and Prevention Fund) based on the score W W W. CITYOF S OUTHLAKE.COM TRANSMITTAL LETTER ,,,, :, - m - a ' j Community ■ Services A SPDC Board Approval CIP Forms Distributed to Public Technical City Departments ► Works Committee Manager CCPD Board tr 0 Approval DPS CITY COUNCIL 1 Figure 12: Capital Improvements Program (CIP) Development and Approval Process received. The resulting ranked project list was then reviewed by the Technical Committee to ensure that there were no obvious flaws in the ranking system. The Technical Committee then reviewed the dollar amount available in each of the fund categories for each of the next five fiscal years and recommended projects to be funded in FY 2013 and the other four out - years, FY 2014 to FY 2017. Recommended projects were then reviewed by the City Manager's Office. The CIP development and approval process is r illustrated graphically as Figure 12 (above). The FY 2012 capital budget included projects totaling over $21 million from all funding sources, including a variety of roadway, water, sewer, trail, park and storm water projects. A status report of our progress on these projects can be found on the City's website at www. CityofSouthlake .com /cityconstruction. As you will see, these projects are in various stages of planning, design, right of way acquisition, and/or funding. Our work on many of these projects will continue into FY 2013. For FY 2013, we have developed a new capital budget that we are proposing for funding which totals just over $20.8 million (all funds). A detailed listing of projects, with prior year funding, future funding requirements and a description of the project is included in this document beginning on page 257. Note that this form also indicates when the project has multiple sources of funding and the associated projected operating costs. General Fund ro'ects for FY 2013 include the following. p � 2 nc h f mg. Note that both capital and annual estimated operating costs are 1 included in the chart in the CIP section of this book. • FM 1938 Phase II widening $ 500,000 • North Kimball Avenue (Phase II) $1,000,000 • Street Rehabilitation Participation Program with Tarrant County $ 150,000 i ` 2_9j WWW. CI TYOFSOUTHLAKE.COM ■ Citywide pathway improvements $ 400,000 ■ Multipurpose facility set aside $3,000,000 ■ Pavement Management Application $ 800,000 ■ Nolen Drive connector $ 150,000 ■ Traffic signal at Watermere and FM 1709 $ 250,000 ■ Dove at Peytonville /Sam School Road intersection improvements $ 250,000 ■ North White Chapel from Emerald to Highland $1,000,000 Utility Fund projects for FY 2013 include the following. Note that both capital and annual estimated operating costs are included in the chart in the CIP section of this book. ■ Sanitary sewer system rehabilitation $ 250,000 ■ Dove Estates lift station improvements $ 100,000 ■ 12 -inch water line from Randol Mill Bend to FM 1709 $ 500,000 ■ Land purchase for water infrastructure $ 750,000 ■ Automatic pressure compensating valves $ 250,000 ■ 12 -inch water line on Shady Oaks from Highland Street to W. Dove $ 500,000 ■ 380 Agreement incentives (Forest Park Medical Center) $ 200,000 The capital budgets for many of the special CIP funds, such as impact fee funds, provide supplemental funding for general fund or utility fund projects. The Crime Control and Prevention District (CCPD) Board approved two projects for funding in FY 2013: ■ DPS North Training Facility $8,016,000 ■ DPS West Reconfiguration $1,000,000 The Southlake Parks Development Corporation (SPDC) capital budget will be primarily allocated to the implementation of master plan projects, as prioritized by the Southlake Park & Recreation Board, the Southlake Park Development Board of Directors and the City Council at a special workshop held in August. The priority project funded in the FY 2013 Capital Budget includes: ■ Multipurpose Community Facility $1,000,000 Finally, the Storm Water Utility Fund capital budget includes funding for: ■ South White Chapel Bridge at Bear Creek scour mitigation $ 150,000 ■ Zena Rucker Road box culvert at BB6 Creek $ 200,000 13 (next page) shows how the FY 2013 Capital Budget is allocated by type. ThAl ear plan does not address all identified projects. There are approximately $28.6 million in needed projects that hLre show s unfunded in this CIP. the focus areas of Infrastructure and Mobility. W W W. CITYOF S OUTHLAKE.COM SUMMARY The FY 2013 budget is a strong plan for Southlake's future. We are committed to responsible financial management and exceptional service delivery. The expansion of services offered with this budget have been accomplished seamlessly because of the City's economic stability and strong financial position. I look forward to working with the City Council to accomplish the strategic goals and critical business outcomes identified in the budget. Respectfully submitted, 01 o / 7: Shana K. Yelverton City Manager W W W. CITYOF S OUTHLAKE.COM Figure 13: FY2013 Capital Improvements Program - Allocation by Project Type THIS PAGE INTENTIONALLY LEFT BLANK. W W W. CITYOF S OUTHLAKE.COM 4 4 * ' h 'VI BUDGET , , ,,, 11.014.. , 1 101 ... , � � �� ,u,, r rY � � m . r f U` o < U m r 4's 195 This section explains the meaning behind the numbers which are presented in subsequent chapters. It gives perspective to the City's budgeting process, basis of budgeting and accounting, how the budget is amended and the fund accounting system. 43 t GET l 0 A former world leader once said, "It's clearly a budget. It has a lot of numbers in it." And while that's a true statement about this budget document as well, it should be noted that each of these numbers has purpose and meaning behind it. This section titled, Budget 101, explains the meaning behind the numbers which are presented in subsequent chapters. It gives perspective to the City's budgeting process, basis of budgeting and accounting, how the budget is amended and the fund accounting system. All of these components, combined with the City's Strategic Management System (SMS) make up the primary foundation for every City of Southlake budget document. The Budget 101 chapter was added several years ago in an effort to make the annual budget document easier to understand. Suggestions for improvement are always welcome. Please contact the City Manager's Office at 817 -748 -8400 or by email: talktous @cityofsouthlake.com. BASIC BUDGET INFORMATION Budget Process: How does the City of Southlake spend taxpayer money? It's a simple question with a complex answer. What follows is a high -level explanation of the City of Southlake's budget process. The budget process in Southlake begins each January / February with a City Council work session designed to review the City's strategy as it relates to the Strategic Management System and make any changes necessary to ensure that the strategy still aligns with City Council and citizen priorities. Using Council's direction at this work session, staff begins working on their departmental business plans for the upcoming fiscal year. The initiatives in these plans determine what budgetary requests are necessary to meet service level needs. Once each department has finalized 2,013 BUDGET CALENDAR its own plan, and it has been approved by the City Manager, staff prepares their departmental budget requests which are also submitted to and reviewed JANUARY 31, 2012 CITY COUNCIL - by the City Manager. For more information about STRATEGY WORK SESSION the City's structure, see the organizational chart ' m XI. 11 z y, 20I2 STAFF BUDGET KICK -OFF (opposite). MAY 25, 2012 BUSINESS PLANS SUBMITTED The Charter of the City of Southlake mandates that a proposed budget be filed by the City Manager with JUNE 22, 20I2 DEPARTMENTAL BUDGETS DUE the City Secretary's Office no later than August 15th JUNE 26 -27, 2012 CITY COUNCIL BUDGET for the new fiscal year beginning October 1. Following RETREAT filing, the City Council begins their review leading up to budget adoption in September. AUGUST 15, 2012 CITY MANAGER FILES BUDGET When filed with the City Secretary's Office on August !AUGUST 21, 2012 CITY COUNCIL WORK SESSION st 15th, the budget presents in form $u g P summary AUGUST z8, 2012. CITY COUNCIL WORK SESSION the revenues and expenditures from each of the City's funds. From there it is discussed during City Council 1SEPTEMBER 4, 2012 CITY COUNCIL WORK SESSION work sessions and then formally presented by staff 1st' READING AND PUBLIC HEARING during public hearings at regularly scheduled City SEPTEMBER 18, 2012 CITY COUNCIL 2ND READING Council meetings. AND PUBLIC HEARING 41) WWW.CITYOFSOUTHLAKE.COM CITY OF SOUTHLAKE ORGANIZATIONAL CHART SOUTHLAKE CITIZENS MAYOR AND CITY COUNCIL CITY ATTORNEY I- - - - -1 CITY MANAGER I- - � CITY SECRETARY L - - - - - ASST. CITY MANAGER / DPS DIRECTOR COMMUNITY SERVICES DEPARTMENT OF PUBLIC SAFETY POLICE F IRE CITY MANAGER'S OFFICE HUMAN RESOURCES PLANNING & DEVELOPMENT SERVICES PUBLIC WORKS W W W. CITYOF S OUTHLAKE.COM MUNICIPAL T. UITY INFORMATION TECHNOLOGY F INANCE J ECONOMIC DEVELOPMENT The process leading to the budget adoption is participatory and includes a communications plan that encourages input from citizens, boards and commissions, City departments, and the City Council. The communications plan includes: • Public hearings; • Televised coverage of City Council work sessions, meetings and public hearings; • Presentations to advisory boards and commissions; • Access to all volumes of the Proposed and Approved budgets through the Southlake Public Library system; and, • Internet access to all budget documents at www.cityofsouthlake.com. Basis of Accounting The City of Southlake utilizes the modified accrual basis of accounting which is a method of accounting for revenues and expenses when earned or incurred instead of when cash is received or spent. Basis of Budgeting The City of Southlake's basis of budgeting for its major fund groups (General Fund, Utility Fund, Storm Water Utility Fund, Southlake Parks and Development Fund, Crime Control & Prevention District Fund and Tax Increment Financing District Fund) and for all Special Revenue Funds is modified accrual, per the Generally Accepted Accounting Principles (GAAP). Revenues are budgeted according to when they are both measurable and available. Revenues are considered to be available when they are collected within the current period, or soon enough thereafter to pay liabilities of the current period. The City considers property taxes, franchise taxes, licenses, and interest associated with the current fiscal period susceptible to accrual if they are collected within 60 days of the end of the current fiscal period. Only the portion of special assessments receivable due within the current fiscal period is considered to be susceptible to accrual as revenue of the current period. All other revenue items are considered to be measurable and available only when cash is received. Expenditures are budgeted according to when the liability is incurred, regardless of the timing of related cash flow. The exceptions are debt service, compensated absences, claims and judgments, which are budgeted as expenditures according to when the payments are due. The City's basis of budgeting is the same as the basis of accounting, as reflected in the City's Comprehensive Annual Financial Report (CAFR). How the Budget is Amended The City of Southlake Charter Sections 9.20 through 9.25 defines the process for budget amendments (see Appendix). To meet these charter requirements, budget amendment requests are evaluated and processed each year in March and presented to City Council for review and approval in April. Structural Balance The budget is structurally balanced which means the expenditures do not exceed the City's projected revenues. Each department operates from a base budget, in other words, the monies needed to operate at the current level of service. In 0 . ew of the submitted budgets, the City Manager's office not only reviewed any new base budget numbers but also any mental requests made by the department director. This process prevents incremental budget "creep," requiring depa s to justify their supplemental requests each year, rather than embedding them in line items where they are big-easily identified. This process allows us to review the budget more thoroughly before it is submitted to City Council. W W W. CITYOF S OUTHLAKE.COM BUDGET 101 Multi -year Planning The budget is built around strong financial Economic Indicators Labor & Employment Interest Rates Wages principles. To this end, economic analyses, multi- GDP Growth Unemployment year planning and strong policies are integral part Fuel Costs Health care costs ofthe process. Figure 1 (right) shows the approach used to gather local economic information to use 1 when projecting revenues for the budget. The data gathered from these sources are "shocked" to develop best, medium and worst -case financial �� scenarios for stronger current budget decisions. Housing & Commercial Consumer Spending On the expenditures side, the operational impact Growth Retail Sales p p p Building Permits Projections of projects and programs have been identified Home Values Top Taxpayer Meetings and incorporated into the budget and a multi- year analysis has been completed to confirm the SOUTHLAKE sustainability of the budget over time. The City also utilizes a financial trend monitoring system Figure 1: Economic information used for City financial projections that focuses on key financial health indicators that are not only reviewed as a part of the budget process but are also used to determine if budget decisions positively or negatively affect the City's financial position. One of the goals for the budget is to anticipate and make deliberate decisions to reach financial and service goals. These trends are graphed and provided as a part of this budget's support materials to provide a deeper understanding of the City's overall financial condition. To read more, see the City Profile beginning on page 53. Fund Accounting Funds are unique to governmental type agencies. In the corporate world, "Funds" do not exist. The company receives revenues and writes checks to pay for its expenses and reports them for the company as a whole. Governments handle this process differently. The City of Southlake has 48 funds with specific purposes which are defined by federal, state, or local laws. They include the General Fund which is used for general City operations, the Utility Fund which is used to support the City's water, 1 sewer, drainage, and solid waste service, and a multitude of Special Revenue and Capital Project Funds. Simply stated, funds are set up like separate companies which must operate under specific parameters. For example, the City receives $0.02 of sales tax for every dollar spent in our city limits. One of those pennies goes to the General Fund and can be spent on general operating costs, like supplies, salaries, and general maintenance. The other penny is split between our Crime Control and Prevention District (CCPD) and the Southlake Parks Development Corporation (SPDC). These two units of the City of Southlake were voted on by the residents, but state law determines how that money is spent. We can only use it for the purposes outlined in the original referendum presented to the voters, so we set up separate funds to account for the revenues and expenditures of each unit. In another example the City receives proceeds from bonds issued for various projects. The Official Statement for a bond issue outlines how much money the City will receive, how that money will be repaid, and on what the money can be spent. This document is legally binding on City officials and is enforced by federal, state, and local laws. If the Official Statement says we received $12,000,000 for roadway improvements, City Council and management may not opt to spend it on equipment or supplies. The money is recorded in a Capital Project Fund for roadway improvements and can only be spent on roadway improvements. 1 10. WWW.CITYOFSOUTHLAKE.COM Although these examples are for three very specific funds, the same concept of expense restrictions applies to all 48 funds. As a result, reporting revenues and expenses for the City of Southlake includes 48 miniature financial statements in addition to a City -wide financial statement. It may appear that money is available to spend when in fact the majority of the money is restricted by law. What follows is an explanation of the funds themselves and how they contribute to the overall budget. • General Fund: The City's principal operating fund, which is supported by taxes, fees, and other revenues that may be used for any lawful purpose. This fund accounts for all activity not specifically accounted for in other funds. It includes such operations as police, fire, engineering, planning, finance and administration. It is City policy to maintain an undesignated fund balance (reserves) for emergencies or unforeseen circumstances equivalent to 15 -25% of planned expenses. • Utility Fund: The Utility Fund is an enterprise or business fund. This means that the direct beneficiaries of the "business" pay for all costs through fees or rates. Water, sewer service, and garbage service revenues generated through our rates, as well as the expenses for providing these services are accounted for in the Utility Fund. As with the General Fund, prudent financial management and bond requirements make it necessary to have healthy reserves. Rather than stating the reserves as a percentage of operating expenses, it is stated as days of working capital. It is our goal to have no less than 60 days of working capital on hand. • Debt Service Fund: Although the Strategic Initiative Fund provides cash for pay -as- you -go capital projects, the City still must borrow to build needed infrastructure. As mentioned, a portion of the revenue generated by the property tax rate is allocated to support long -term bond projects through the Debt Service Fund. This budget proposes that twelve cents of the current tax rate be allocated to support the City's debt. A Capital Improvements Program (CIP) details the projects and costs for a five -year period and identifies future unfunded projects. The Debt Service Fund provides the needed money to build these projects. • Strategic Initiative Fund: This fund was created in 2005 for the purpose of taking fund balance reserves in excess of the City identified optimal fund balance level and using them for one -time expenditures for high- impact projects such as infrastructure maintenance, community enhancement, technology and capital acquisition. • Vehicle Replacement Fund: This fund accounts for the resources needed to manage the purchase of vehicles for the City's fleet. The establishment and funding of the vehicle replacement program was designed to even out expenses for the City's fleet from year to year and provide a logical method for purchasing and retiring vehicles. • Special Revenue Funds: M I&Lese funds are general government funds where the source of revenue is dedicated to a specific purpose: itennial Concessions fund accounts for revenues and expenditures dedicated for Bicentennial Park use. These funds are derived a contract with Coca -Cola, with uses restricted as specified by the contract. W W W. CITYOF S OUTHLAKE.COM CITY OF SOUTHLAKE FUND STRUCTURE CHART CITY OF SOUTHLAKE BUDGETED FUNDS GOVERNMENTAL FUNDS PROPRIETARY FUNDS ENTERPRISE FUND INTERNAL SERVICE FUND UTILITY FUND W W W. CITYOF S OUTHLAKE.COM VEHICLE REPLACEMENT FUND n GENERAL FUND -- Bicentennial Concessions -- Strategic Initiative -- Court Security Fund -- Court Technology -- Crime Control & Prevention District DEBT -- Facility Maintenance Reserve SERVICE -- Hotel Occupancy Tax -- Library Donations FUNDS -- Park Dedication Fee -- Public Art -- Debt Service -- Recycling -- Southlake Parks -- Red Light Camera Development � -- Southlake Parks Cor Corporation Debt p Development Corporation P Service -- Tax Increment Financing -- Storm Water Utility ENTERPRISE FUND INTERNAL SERVICE FUND UTILITY FUND W W W. CITYOF S OUTHLAKE.COM VEHICLE REPLACEMENT FUND • Court Security This fund accounts for a percentage of the monies collected from the payment of fines and forfeitures. Use of these funds is restricted for court security items, per State law. • Court Technology This fund accounts for a percentage of the monies collected from the payment of fines and forfeitures. Use of these funds is restricted for purchase of court technology, per State law. • Crime Control and Prevention District (CCPD) The half -cent sales tax collection to fund the Crime Control and Prevention District began in April 1998, with the first sales tax check received in June 1998. State law provides that a district's initial life is limited to five years. Voters may continue the district by approval of a referendum. In February 2002, Southlake voters approved the continuation of the CCPD for 15 years. This fund has been used to build facilities for and support the Department of Public Safety. • Facility Maintenance Reserve The purpose of this fund is to build capacity for future maintenance projects as we will have many needs to address as our facilities age. The Strategic Initiative Fund has provided seed money for this fund, an important element of our budget given the size and complexity of the City's facility infrastructure. For FY 2013 we will continue our practice of transferring SIF money into this fund, but we are also beginning to budget expenses in the operating budget for facility projects. • Hotel Occupancy Tax The Hotel Occupancy Tax is authorized under the Texas Tax Code, Chapter 351. The City of Southlake adopted Ordinance No. 769 in February 2000, levying a 7% tax on room receipts. The tax on rooms at the Hilton Hotel in Town Square is providing the revenues to the City in this category. The first expenditures from this fund were made in FY 2008. Use of these funds is restricted. Planned expenses must be authorized uses under the Texas Tax Code, Chapter 351. • Library Donations This fund accounts for library donations collected. Use of these funds is restricted for library purposes. • Park Dedication This fund accounts for dedication fees on new development. Use of park dedication fees is restricted to park improvements and primarily used for capital expenses. • Public Art The Public Art Fund was established to account for funding that is available for the promotion, creation, and /or installation of public art throughout the City of Southlake. Recycling L his fund accounts for an annual payment to the City made by the City's solid waste services provider, per the ms of the service contract. Light Camera fund accounts for funds collected from violations issued from the City's red light enforcement camera m. Funds collected by the City of Southlake as a result of violations /citations issued must be used for traffic W W W. CITYOF S OUTHLAKE.COM safety programs. • Reforestation This fund accounts for monies derived from assessments related to the tree preservation ordinance and policies. SoutWake Parks Development Corporation (SPDC) The Southlake Parks Development Corporation was formed when Southlake voters approved the special levy of a half -cent sales tax in the mid- 1990s. The half -cent, which generates about $5 million per year, is dedicated toward the acquisition and development of Southlake's park land. The specific projects are identified in the City's Capital Improvements Program (CIP). The City may spend the funds for operational or capital projects, but at this time, it is our preference to focus primarily on one -time, non - recurring costs. • Storm Water Utility This fund accumulates dollars collected by the storm water utility fee paid monthly by the owners of all of Southlake's developed properties. These fees provide a funding source for maintenance, repair, and construction of storm water facilities, and can only be spent for these purposes. The monthly storm water fee is the same for all residential dwelling units. Residential properties are charged $8 per month for each dwelling unit that is on the property. Fees for non - residential properties are calculated individually in proportion to each property's storm water runoff potential. Tax Increment Financing District Tax Increment Reinvestment Zone (TIRZ) Number One or the Tax Increment Finance (TIF) District was created in 1997, with an effective beginning date of January 1, 1998 to encourage quality commercial development in the City. Incremental values subsequent to January 1997 are taxed at the City's tax rate of $.462 per $100 of assessed value; however, 100% of the ad valorem tax revenues are utilized within the District, rather than being allocated to the City's overall budget. These funds pay for public projects in Town Square, such as water, sewer and roads within the District. Overlapping taxing entities, including Tarrant County, Tarrant County College District, Tarrant County Hospital District, and the Carroll Independent School District have agreed to participate at varying levels in the TIF District by assigning their ad valorem tax dollars as well. Fund Balance It should be noted that each fund summary for all of the City's funds ends with a line named "fund balance." Fund balance is defined as, "The excess of an entity's assets over its liabilities in a particular fund." In other words, it is the balance that remains once the fund's expenditures have been deducted from its revenues. In the City of Southlake, the amount of fund balance for each fund is dictated by different parameters. In the case of the General Fund and the Utility Fund, fund balance is defined in the City's Statement of Financial Policies (see the Appendix, page 345). Balances for other funds are determined by other parameters such as bond covenants. Fund balance is a fundamental barometer of fiscal wellness and it is important to note that the fund balance for all funds meets every established requirement. W W W. CITYOF S OUTHLAKE.COM THIS PAGE INTENTIONALLY LEFT BLANK. W W W. CITYOF S OUTHLAKE.COM ,,, ;:,,, CITY i.„,,,,,,,,.. PROFILE ., ipir- ' N ti U o r Cl I 1 U P NW 11111111111 's r 05 4 we IS This section presents an informative overview of Southlake. A list of Council members, an organizational chart, location and a history of the City is provided along with charts and graphs illustrating historical trends for important influences such as building activity, sales tax collections and taxable property values. 0 CITY PKOFIL .... -- l it l Mayor John Terrell y I ik Placer Place 2 Martin Schelling Carolyn Morris SOUTHLAKE .,,:' iiiti CITY COUNCIL P Mayor Pro Tem / Place 4 Place 3 Al Zito Brandon Bledsoe 4 iv e , Place S Deputy Mayor Pro Tir Jeff Wang Place 6 Pamela A. Muller WWW.CITYOFSOUTHLAKE.COM leo .EL1ME. rMOOnE. NAE.. witimissirssi CITY PROFILE The City of Southlake, at approximately 22 square miles, is situated in the heart of the Dallas -Fort Worth area of North Texas. Locals brag about the quality of life in this upscale community and have the proof to back it up. Southlake has consistently been ranked as one of the best places to live by D Magazine and Fort Worth Magazine. The Dallas Business Journal also reported in 2012 that in a study of quality of life in the southern United States done by On Numbers, Southlake ranked as the top DFW city. The reasons are easily found within its 22 square mile borders: exemplary schools, acre after acre of green space and the welcoming spirit of its residents; all true Texas traditions. r x ca.,� 5;; \ r e laRK - SI _ DENTON 1 r ! °Pad °K E lARa WELL S5 3R WRWICR/ Q $OUTF'ILAICE NOKE : "t TROPHY Iii,i, CLUB j� A l ,,,,L, C[1tiu5t = + IOC � �. CREEK tOORSE TROPHY CLUtl G.C. .a: ,.:,ls T .HI 1.. OAR COURSE GRAPEVINE LAKE ESTLAKE r.o•a`" .07,,,;-„,. ,Lm M CI RCLET RANCH Ime ,. n. smA no P An. ® , ?u . >a.a I m pry , {" lL''" rre VAQUERO 2 W RRn _ ARLINGTON DALLAS —^ ° c. _ d FORT WORTH 74 C 6 CARILLON " �1/ - r" E N _ i S t _ � N q tV � t R s CiwT.a a!a CFHMR _ ��� I r NCEIQER SOUTHLAKE . 1R�E ( � .- sL.R -- `7 s o " GRAPEVINE c Artw av AICENT NN A fpw 'ARK so ..r n a At/ ~ LAKE Ee"enlaiw 01,1 - TIMARRON cHlN! oN L t xr Nxr Cunt __. } cwass1114 " ..I aNw •• u• LEER a w" / RODEN LANES C CL Y " � �' ai nJ 1 t 1 t 1. tTI ` TR II B 1f ..# O `� ' t y t o ' c.c E + ' - 9Y', tR ZON a V .... Wdaun Nd. f _ H1tx • COLLEYVILLE Na onn a Rar.__. -- r \ D;FW INTERNATIONAL AIRPORT "a wa de Ra I RL ` � 1 .'' 1n I\ 4 .I.... Nt( 1 :< 2. �p . ta S I R - r Rd ._ Z -. ' ` L.( , I / / ,. �_�_... - .. _ ' a. — VI LLAGE \ �� e a E n G D' LgA Rd j -..__ _ B t _ . . ST n ND i c CREEK niiax TA , le HOn1E C c . < E TOWN N L y L O ( I ' ENTt RICHLAND HILLS EULESS t - .. Hn� nuud Ra. 1` _ I A t , ^ > 1E /% _ C�' BEDFORD 1 Navi;; 1` CENTREFORT WWW.C ITYOFSOUTH LAKE .COM 1 CITY PROFILE LOCATION General • Central Time Zone Pacific • 5 miles west of DFW Airport Standard Mountain Central • 8 miles east of Alliance Airport Standard Standard p Time Time Eastern • Approximately 19 miles from downtown Tim Standard IL Dallas & Fort Worth Time 114116 an sir" From DFW in -flight times: 1�S • 2.00 Hours to Chicago �����% • 0.50 Hours to Houston ���� �� • 1.15 Hours to Kansas City +� • 3.00 Hours to Los Angeles ����� ~ • 3.00 Hours to Miami_ • 3.30 Hours to New York • • 4.00 Hours to Seattle HISTORY Incorporated in 1956, the City has deep roots which reach back to the mid- 1800s. In 1845 when the first settlers arrived at the place that is now Southlake, they found a wilderness abundant with post -oak trees, tall grasses, creeks and springs, wild honey, grapes, berries, turkeys, deer and other wild game. Because early settlers were a long way from major markets, large -scale crop farming was at first impractical; instead, many raised cattle to sell. Others were stone masons, wood craftsmen, millers and the like. After the Civil War, farmers grew cotton, grains, peanuts, truck -farm crops, and meat and dairy products for market. By the 1930s, erosion and poor soil had ended cotton farming in the area, but Southlake remained a collection of rural farming communities. Then in 1952 the first of three big changes occurred: the U.S. Army Corps of Engineers built Lake Grapevine which spurred much of the area's early growth and was the beginning of dramatic change. Worried that the City of Hurst might annex the area, residents voted 30 -24 on September 25, 1956, to incorporate. The original Town of Southlake contained 1.62 square miles, had a population of just over 100 and was located between FM 1709 and SH 114 (both two -lane roads) and near the intersection of Carroll Avenue. "Southlake" was chosen from names suggested by its residents. The Southlake Fire Department was launched in 1965, and the first piece of fire equipment was a 1950 Diamond T- Military unit with a tank capacity of 1,000 gallons and an auxiliary pump. The first chief of police was hired in 1966, and the city purchased its first patrol car in 1967. 1974 saw the second big change in the area: Dallas -Fort Worth International Airport opened its doors and Southlake became an attractive place for airport and airline employees to buy property and build their homes. In 1986, when Southlake reached a population of 5,000, it was eligible to vote on the adoption of a home rule charter. In April 1987, residents approved home rule, which created the current council - manager form of government. But it wasn't until the early 90s when a third big event, the installation of water and sewer lines in the southern part of the city, really made Southlak what it is today: a premier community in which to live, work and play. WWW.CITYOFSOUTHLAKE.COM CITY PROFILE 4 HISTORICAL MARKERS IN SOUTHLAKE: • Absalom H. Chivers Cemetery, near SH 114 & Carroll Ave., on private property • Thomas Easter Cemetery, on Southlake Boulevard, west of Gateway Drive • Thomas Hood Cemetery, in the Coventry Manor subdivision near North Peytonville Road & Coventry Lane • Site of Jellico community at the corner of Southlake Boulevard & Davis Boulevard • Lonesome Dove Baptist Church, on Lonesome Dove Road • Lonesome Dove Cemetery, next to the church • White's Chapel United Methodist Church, Southlake Boulevard and White Chapel Boulevard • White's Chapel Cemetery, Southlake Boulevard and White Chapel Boulevard • Monument to Troopers Edward Bryan Wheeler and H.D. Murphy, who were murdered by Bonnie and Clyde on Easter Sunday in 1934, Dove Road just north of Highway 114, placed by the Texas Department of Public Safety, Texas Highway Patrol Division FUTURE The preservation of the past and an eye towards the future is the foundation of the City's commitment to master planning. More than forty years after the first master plan was adopted, the latest version titled Southlake 2030 is currently in the preparation process and will incorporate not only a charter required land -use plan and thoroughfare plans but a sustainability plan and a youth plan, both nods to Southlake's evolution. Once adopted by Council the plan will become the new blueprint in preserving Southlake's tradition of high - quality living with small -town charm. , e 4 9 . j - - t I 1 . -c :� -w • I '411r R a.' i illikthQ 1 ' !,.4 , . 58 WWW.CITYOFSOUTHLAKE.COM SOUTHLAKE TEXAS: AT A GLANCE THE CITY OF SOUTHLAKE, TEXAS • Websites: -- CityofSouthlake. com -- MySouthlakeNews. com -- VisitSouthlakeTexas. com • 22 square miles • Located in the heart of the DFW Metroplex • Centrally located between DFW International Airport (5 miles east) and Alliance Airport (8 miles west) DEMOGRAPHICS • 2013 population projection of 27,337 • Projected build -out of 33,965 • Population by age: - -Under 5 years 5.2% - -20 -64 years 57% --65 years and older 5.9% • 2010 est. median household income of $178,364 • 2010 est. mean household income of $216,393 • 68% of residents 25 years and older have a bachelor's degree or higher FINANCIAL STATUS • City Bond Ratings -- "AAA" from Standard and Poor's -- "AAA" from Fitch IBCA • 8.25% total sales tax rate - includes 0.5% for parks and 0.5% for crime control district TOP EMPLOYERS • Sabre Holdings • Carroll ISD • Verizon Wireless • Central Market • City of Southlake 2,700 Employees 1,072 Employees 619 Employees 350 Employees 325 Employees TOP NON - RESIDENTIAL TAXPAYERS • Verizon Wireless • Town Square Ventures LP • Wyndham Properties, LTD • Southlake Town Square Grand Avenue LP • Carroll / 1709 LTD LABOR FORCE & ECONOMIC BASE • Labor pool ages 20 -64: -- Within 5 miles of Southlake: 67,224 -- Within 10 miles of Southlake: 413,705 -- Within 15 miles of Southlake: 1,536,060 • Employment by occupation: --61% Managerial /Professional -- 6% Service Occupations --24% Sales & Office -- 4% Construction/Maintenance -- 5% Production/Transportation • Approximately 1,600 businesses and non -profit organizations • Texas is a "Right -to- Work" state • Texas has no state personal income tax TRANSPORTATION • Major highways are SH 114 and FM 1709 • SH 114 connects I -35W and I -35E • Airports: DFW International - DFWAirport.com - -Third busiest airport in the world, over 56M passengers in 2010 -- Generates $16.613 annually for North Texas economy -- Provides over 305,000 area jobs -- Access to 95% of the continental US within four hours - -Home to American Airlines hub Fort Worth Alliance Airport - Alliance Airport.com - -The nation's first industrial airport -- Generated $2.03B in 2009 -- Provides over 30,476 area jobs - -Part of a 17,000 -acre mixed -use, master planned development -- Houses more than 265 companies W W W. CITYOF S OUTHLAKE.COM SOUTHLAKE TEXAS: AT A GLANCE SOUTHLAKE PUBLIC LIBRARY • Books, DVDs, Magazines, CDs, Books on Tape & Podcasts UTILITIES • Sewer and Water • City of Southlake (817) 748 -8051 - CityofSouthlake.com • Special programs throughout the year for all ages • Meeting & study rooms, interlibrary loan, computer stations and internet access • Southlake resident library cards are free RECREATION • Parks and Lakes www.SouthlakeParksandRec.com • 575 acres of natural park areas • Over 624 acres of park land - 2 community and over 10 public neighborhood parks and 5 special use parks • Five lakes within 30 minutes of Southlake • Convenient access to many cultural and entertainment facilities and activities • Bob Jones Nature Center and Preserve www.BJNC.org • 21 court Southlake Tennis Center • Southlake Senior Activities Center • Annual special events include: Art in the Square, Easter in the Park, Stars and Stripes, Oktoberfest, Summer Kick -Off, Home for the Holidays - Tree Lighting at Town Square and Masterworks Concerts • Variety of championship youth sport leagues including baseball, softball, swimming, tennis, soccer, lacrosse and football, as well as recreational classes for all ages HEALTH CARE/HOSPITALS • Harris Methodist Southlake HarrisMethodistHospitals. com 16 Overnight Suites; 315 Medical Staff • Electricity • Power to Choose (866) 797 -4839 - PowertoChoose.org • Tri- County Electric Cooperative (817) 431 -1541 - TCECTexas.com • TXU (972) 791 -2888 • Natural Gas • Atmos - atmosenergycom (800) 460 -3030 • Telephone • Verizon - (800) 483 -4000 - 22.Verizon.com • SBC / AT &T - (800) 288 -2020 - ATT.com • Cable / Satellite • Charter Communications (817) 740 -2409 - CharterCom.com • Verizon FiOs (800) 837 -4966 - 22.Verizon.com • Dish Network (888) 825 -2557 - DishNetwork.com • DirecTV (877) 777 -2454 - directv.com • Solid Waste and Recycling • Duncan Disposal (817) 317 -2424 - DuncanDisposal.com • Baylor Medical Center - Grapevine BaylorHealth.com 256 Beds; 800 Medical Staff Medical Center at Trophy Club C.com s; 225 Medical Staff W W W. CITYOF S OUTHLAKE.COM SOUTHLAKE TEXAS: AT A GLANCE QUALITY SCHOOLS • Keller ISD - 5A (7 %) • Carroll ISD - 5A (78 %) Texas Education Agency Rated: Recognized Texas Education Agency Rated: Exemplary K -12 Attendance: 31,569 K -12 Attendance: 7,771 87% Graduation Rate 99% Graduation Rate 97% Go to College (817) 949 -7080 - SouthlakeCarroll.edu • Northwest ISD - 5A (10 %) Texas Education Agency Rated: Recognized K -12 Attendance: 14,088 81% Graduation Rate 73% Go to College (817) 215 -0000 - NISDTX.org 82% Go to College (817) 744 -1000 - KellerISD.net Grapevine / Colleyville ISD - 5A (5 %) Texas Education Agency Rated: Recognized K -12 Attendance: 13,600 95% Graduation Rate 80% Go to College (817) 251 -5200 - GCISD- k12.org Two Montessori schools (private) 20 Universities within 40 miles CHARTS TRENDS & FINANCIAL INDICATORS The following pages include a number of charts designed to track the financial condition of the City across a period of time. These charts examine data ranging from population growth to the use of revenues and expenditures per capita, all of which help to identify warning signs in the City's financial health that could lead to future trouble. By keeping an eye on these important indicators, the City can carefully monitor the financial trends, and make any necessary adjustments in long -range planning to ensure future economic stability. Many of these charts show Southlake in comparison to a list of benchmark cities that include Bedford, Colleyville, Coppell, Euless, Farmers Branch, Flower Mound, Frisco, Grapevine, Hurst, Keller, North Richland Hills, and University Park. These benchmark cities, chosen because of their similarity in population size, city type (suburbs in the DFW Metroplex), and geographical proximity help the City evaluate its financial health against other similar cities to ensure that a competitive level of service is maintained. Benchmark data comparisons are shown for the current Fiscal Year rather than the proposed, upcoming Fiscal Year. This is due to the fact that many cities prepare budgets for the next fiscal year on varying schedules, therefore, data is most widely available for the most - recently adopted budgets. W W W. CITYOF S OUTHLAKE.COM W W W. CITYOF S OUTHLAKE.COM CITY PROFILE 40,000 35,000 30,000 25,000 0 y 20,000 a O 15,000 10,000 5,000 0 ,yoS° ti� ti� , .y°' ti� y� ti� . ,y0 ti� ti� .�°' ti� ry O p ry O p �O ry 0 ry o ry o ry o ry o �O ry 0 ry o ry o ry o ry o �O Year Population trends, both historical and projected, are important indicators for determining service demands. Further analysis of the demographic profile of a community's population trend provides useful information in determining customer service expectations. Year Population 1960 1,023 1970 2,031 1980 2,808 1990 7,065 2000 21,519 2010 26,575 Clk 2020 31,156 2029 33,965 W W W. CITYOF S OUTHLAKE.COM CITY PR- FILE 1 40,000 125,500 1 20,000 100,000 z 80,000 a 63,780 65,060 c 60,000 51,500 46,420 46,990 38,950 40,440 40,000 26,770 28,620 23,040 23,090 20,000 0 4� This chart compares Southlake's 2012 population with that of its benchmark cities. City Population Bedford 46,990 Colleyville 23,090 Coppell 38,950 Euless 51,500 Farmers Branch 28,620 Flower Mound 65,060 Frisco 125,500 Grapevine 46,420 Hurst 37,360 Keller 40,440 North Richland Hills 63,780 University Park 23,040 Southlake 26,770 l W W W. CITYOF S OUTHLAKE.COM CITY PR- FILE 7,000 6,063 6,000 z w 6,000 4 c� H 4,000 3.663 Q � 3,185 w 3,047 3,000 2,660 Q 2,198 2'36 0 2,000 � 1,190 1,293 1,446 w 1,000 0 This chart compares Southlake's 2012 population density to that of its benchmark cities. City Population Square Miles Bedford 46,990 10.0 Colleyville 23,090 13.1 Coppell 38,950 14.7 Euless 51,500 16.9 Farmers Branch 28,620 12.1 Flower Mound 65,060 45.0 Frisco 125,500 70.0 Grapevine 46,420 35.9 Hurst 37,360 10.2 Keller 40,440 18.4 North Richland Hills 63,780 18.3 University Park 23,040 3.8 Southlake 26,770 22.5 LC W W W. CITYOF S OUTHLAKE.COM 4 CITY PROFILE CITY PROPERTY TAX BILL FOR AVERAGE HOME ■ DEBT • OPERATIONS MO ‘',- Z $58020 s $1,653.57 TOTAL TAX BILL FOR $498,500 HOME: $2233.77 2012 Adopted Tax Rate $0.462000 2013 Effective Tax Rate $0.459457 2013 Rollback Rate $0.493282 2013 Proposed Tax Rate $0.462000 Maintenance & Operations Component $0.342000 Debt Service Component $0.120000 Summary: Illk This year's City tax bill for an average residential property: $498,500 - $15,000 Homestead Exemption / $100 x $0.462000 = $2233.77 Last year's City tax bill for an average residential property: $492,178 / $100 x $0.462000 = $2273.86 I nV WWW.CITYOFSOUTHLAKE.COM CITY PR- FILE $0.80()() $0.70000 $0.(i: -iO45 $0.60000 $0.57000 $0.50000 $0.44219 W C $0.40000 F $0.30000 $0.20000 $0.10000 $- �9 Q0 off~ 1,10111 This chart shows the total 2012 ad valorem tax rate for each benchmark city. Southlake's total tax rate trends towards the middle of this chart, demonstrating that the City's tax rate is competitive when compared to the total tax rates of the other benchmark municipalities. City Maintenance & Debt Service Total Tax Rate 2011 Tax Year 2012 Operations Average Home Value City Tax Bill Bedford 0.311257 0.193072 0.504329 $158,112 $797 Colleyville 0.308812 0.047088 0.355900 $411,048 $1,463 Coppell 0.495770 0.194690 0.690460 $277,394 $1,915 Euless 0.345388 0.124612 0.470000 $142,608 $670 Farmers Branch 0.487260 0.042240 0.529500 $143,148 $758 Flower Mound 0.326687 0.123013 0.449700 $235,628 $1,060 Frisco 0.263446 0.198464 0.461910 $267,370 $1,235 Grapevine 0.205688 0.142312 0.348000 $222,361 $774 Hurst 0.445369 0.132631 0.578000 $132,412 $765 Keller 0.313550 0.128640 0.442190 $274,069 $1,21 North Richland Hills 0.356419 0.213581 0.570000 $150,027 $8 University Park 0.278450 0.000000 0.278450 $963,641 $2, Southlake 0.332000 0.130000 0.462000 $492,178 $2,27 W W W. CITYOF S OUTHLAKE.COM n $0.52950 $0.50433 $0.44970 $0.46191 $0.46206 $0.47000 $0.34800 X0.35590 0.2.845 W W W. CITYOF S OUTHLAKE.COM 1 WHAT DOES A RESIDENTIAL PROPERTY OWNER PAY? 60% 56.20% 50% I i s'. 40.6 0 CD w 30% L " � z r=i 20 % 'a�"`r or lir 0 III if 10.49% 10% s 905% s *Mom 00 ftot 10 5.92% s .110 0 IT 11' s '0a10 AL 0 s 0% . CITY OF SOUTHLAKE TARRANT COUNTY TARRANT COUNTY TARRANT COUNTY CARROLL ISD HOSPITAL COLLEGE 2.012 PROPERTY TAX BASED ON 20II ASSESSMENT This chart illustrates the City property tax portion payable for 2012 by an individual owning a home valued at $492,178 located in Tarrant County and in the Carroll Independent School District. Taxing Entity 2012 Tax Rates Tax Bill Percentage of Total City of Southlake $0.462000 $2,273.86 18.35% Tarrant County Hospital $0.227897 $1,121.66 9.05% Tarrant County College $0.148970 $733.20 5.92% Tarrant County $0.264000 $1,299.35 10.49% I Carroll ISD $1.415000 $6,964.32 56.20% •1 1 i tto , WWW.CITYOFSOUTHLAKE.COM CITY PR- FILE SABRE HOLDINGS 2700 CARROLLISD 1072 .a VERIZON WIRELESS 619 W CENTRAL MARKET 35 CITY OF SOUTHLAKE 325 0 500 1000 1500 2000 2500 3000 NUMBER OF JOBS The largest employer in Southlake is Sabre Holdings, followed by Carroll ISD, verizon Wireless, Central Market and the City of Southlake. Together, these employers provide a large segment of the workforce that helps to stimulate the economic vitality of the city through the promotion of sales tax and other revenues. Employer Jobs Sabre Holdings 2700 Carroll ISD 1072 verizon Wireless 619 Central Market 350 City of Southlake 325 W W W. CITYOF S OUTHLAKE.COM W W W. CITYOF S OUTHLAKE.COM CITY PROFILE 92.0 90.0 w 88.0 87.3 87.5 W 86.7 a a 86.1 u 86.0 w w 84.1 H 84.0 82.0 80.0 2008 2009 2010 2011 2012 2013 FISCAL YEAR Y Because personnel costs are a major portion of a local government's operating budget, plotting changes in the number of employees per capita is a good way to measure changes in expenditures. This chart shows that while the City has added services and facilities, the number of citizens served per employee has remained relatively the same. Fiscal Year Population Employees (FTEs) Citizens Served Per Employee 2002 23,554 252.5 93.3 2003 23,972 267.6 89.6 2004 24,288 266.1 91.3 2005 24,850 281.4 88.3 2006 25,350 284.6 89.1 2007 25,700 286.1 89.8 2008 26,100 298.8 87.3 2009 26,650 307.3 86.7 0 26,575 303.75 87.5 26,600 303.75 87.6 20 26,770 310.9 86.1 3 27,337 324.9 84.1 W W W. CITYOF S OUTHLAKE.COM CITY PR- FILE 140 127 127 130 120 118 98 100 101 EP, 100 94 � 86 W 80 72 74 Q W 60 m 7 w N F 40 U 20 0 In FY 2012, the City of Southlake served 86 citizens per employee, which is on the lower end of the scale against our benchmark cities. Being at the lower end of the scale means that the employee to citizen ratio is lower, which allows the City to provide services at the level that the community expects. City Population Employees Citizens Served Per Employee Bedford 46,990 369.58 127 Colleyville 23,090 196 118 Coppell 38,950 387.72 100 Euless 51,500 523 98 Farmers Branch 28,620 396.57 72 Flower Mound 65,060 512.5 127 Frisco 125,500 966.32 130 Grapevine 46,420 628.84 74 Hurst 37,360 398.3 94 Keller 40,440 343.84 118 North Richland Hills 63,780 628.91 101 University Park 23,040 241 96 Southlake 26,770 310.9 86 W W W. CITYOF S OUTHLAKE.COM W W W. CITYOF S OUTHLAKE.COM CITY PR- FILE 45.00% 40.80% 40.00% 40.00% 40.00% 35.00% 34.80 35.00% 0 F 30.00% 29.98% 30.00% c 25.00% 22.60% c 20.00% c^ a F z 1Fi.00% a 0. 10.00% 5.00% 0.00% FLOWER COLLEYVILLE KELLER HURST EULESS FRISCO BEDFORD COPPELL SOUTHLAKE FARMER'S MOUND BRANCH — AVERAGE This chart shows employee benefits as a percentage of total compensation for Southlake compared to other benchmark cities for FY 2011 (most recent year for which audited numbers are available). About 30% of Southlake's total compensation cost comes from employee benefits, which is at the bottom of the range compared to the benchmark cities. City % Benefit Bedford 33.60% Colleyville 40.00% Coppell 30.00% Euless 34.80% Farmer's Branch 22.60% Flower Mound 40.80% Frisco 34.10% Hurst 35.00% S9 Keller 40.00% Southlake 29.98% W W W. CITYOF S OUTHLAKE.COM W W W. CITYOF S OUTHLAKE.COM CITY PROFILE $5,600 $5,452 $5,400 $5,291 $5,211 $5,232 $5,200 $5,000 0 $4,927 Q w 0 $4,800 0 $4,593 $4,600 $4,400 $4,200 $4,000 2008 2009 2010 2011 2012 2013 Year The property value comparison for several fiscal years indicates continued growth in property values. The certified tax roll indicates that values have increased steadily. The reflected values include new property added to the roll as of January 1 of each year. Fiscal Year Total Taxable Valuation 2002 $2,938,063,115 2003 $3,211,408,995 2004 $3,411,479,730 2005 $3,490,317,539 2006 $3,809,829,439 2007 $4,045,054,074 2008 $4,592,696,873 2009 $4,927,086,464 2010 $5,211,181,608 2011 $5,232,316,416 2012 $5,290,518,261 2013 $5,452,457,997 W W W. CITYOF S OUTHLAKE.COM SALES TAX REVENUE ANALYSIS • CRIME CONTROL • SPDC , GENERAL FUND $25,000,000 $20,000,000 $15,000,000 $' '' m III 11 {5 0 $10,000,000 $5,000,000 . :0 $ 14 $ 5 $, 1. ii ii 2008 2009 2010 2011 2012* 2013 ** FISCAL YEAR WARNING TREND: 'UNAUDITED DECREASING SALES TAX CO1..LECTION 2008 - 2013 "PROPOSED BUDGE I' This chart illustrates growth characteristics in the City's commercial and economic bases. In 1994 voters authorized an additional half -cent sales tax designation to support parks development and in 1998, voters authorized an additional half -cent sales tax designation to support crime prevention. Sales tax revenues declined in 2009, but since that time have been on a steady increase. Fiscal Year Amount 2002 $9,825,120 2003 $10,213,548 2004 $10,698,861 2005 $12,399,226 2006 $16,040,418 2007 $16,804,503 2008 $18,051,960 2009 $16,591,613 2010 $16,901,057 2011 $18,159,527 2012* $18,770,000 2013 ** $19,140,000 WWW.CITYOFSOUTHLAKE.COM L re-----------n--- 111.IIIIIMIIIIIIIIIIIInnllnrjfrrip.,lin AD VALOREM AND SALES TAX REVENUE (GENERAL FUND) PER CAPITA • AD VALOREM TAX • SALES TAX $800 $700 $663 $657 $662 $670 $598 $567 F $500 1 1 I U x R3 $400 m 1 $336 0 $300 _ $298 $307 $336 $200 $100 i 2008 2009 2010 2011 2012* 2013 ** FISCAL YEAR WARNING TREND: `UNAUDITED NET OPERATING SALES 'Ii X OR AD VALOREM REVENUE DECREASING NET OPERATING REVENUE PER CAPITA * * PROPOSED BUDGET POPI II, ArION Examining per capita revenues shows changes in revenues relative to changes in population size. This chart reflects changes in ad valorem (property) and sales tax revenues per capita since 2008. Tax revenue from property values has generally been on the rise since 2008 while sales tax revenues, which are more volatile and can be affected more quickly by changes in the economic environment, fluctuate from year to year. Ad Valorem Tax Sales Tax General Fund Fiscal Year Population Ad Valorem Tax per Capita (General Fund) Sales Tax per Capita 2002 23,554 $8,940,228 $380 $4,948,090 $210 2003 23,972 $10,874,209 $454 $5,192,234 $217 2004 24,288 $11,501,824 $474 $5,404,041 $222 2005 24,850 $11,628,911 $468 $6,280,392 $253 2006 25,350 $12,264,640 $484 $8,210,598 $324 007 25,700 $13,507,805 $526 $8,242,336 $321 8 26,100 $14,788,492 $567 $8,769,823 $336 26,650 $15,926,095 $598 $7,929,585 $298 2010 26,575 $17,624,073 $663 $8,165,335 $307 2011 26,600 $17,473,558 $657 $8,796,001 $331 2012* 26,770 $17,718,230 $662 $9,020,000 $337 2013 ** 27,337 $18,305,319 $670 $9,190,000 $336 1 .7640,...„, WWW.CITYOF SOUTH LAKE. COM CITY PR- FILE $800 The chart to the left shows how Southlake stacks up $700 $662 against our benchmark cities in the amount of ad valorem $600 $808 X20 taxes collected per citizen. Southlake collected $662 of a& . valorem taxes per citizen, which is on the high end of the $500 $ scale. This is attributed to the higher average home value: $'°° $338 in Southlake compared to the other benchmark cities $310 $300 $267 $219 $200 189 $100 $- / er g / 4 � �`- $600 $600 $227 $231 $187 $400 $132 $138 $138 $300 $19z 0 A $114 $200 The chart to the right shows the amount of General $loo Fund sales tax revenue that Southlake earned in 2012 in comparison to our benchmark cities. $337 in tax Southlake collected the $ sales revenue per citizen, performing near top of our benchmark cities. City Population 2012 Ad Valorem 2012 Ad Valorem 2012 Sales Tax 2012 Sales Tax Tax Revenue Tax Revenue per Revenue (General Revenue per Capita Capita Fund) Bedford 46,990 $8,900,861 $189 $6,900,000 $138 Colleyville 23,090 $10,579,902 $458 $2,641,300 $114 Coppell 38,950 $23,693,182 $608 $9,000,000 $231 Euless 51,500 $9,144,901 $178 $8,605,627 $167 Farmers Branch 28,620 $17,750,000 $620 $11,800,000 $412 Flower Mound 65,060 $22,001,198 $338 $7,089,000 $109 Frisco 125,500 $35,505,602 $283 $22,758,048 $181 Grapevine 46,420 $8,339,457 $180 $23,950,000 $516 Hurst 37,360 $9,589,010 $257 $8,462,765 $22 Keller 40,440 $12,550,150 $310 $4,134,250 $10 North Richland Hills 63,780 $13,942,870 $219 $8,417,919 $ University Park 23,040 $15,748,342 $684 $3,178,851 $1 Southlake 26,770 $17,718,230 $662 $9,020,000 $337 W W W. CITYOF S OUTHLAKE.COM $618 $412 $337 $227 $231 $187 $132 $138 $138 $19z $los $114 W W W. CITYOF S OUTHLAKE.COM W W W. CITYOF S OUTHLAKE.COM CITY PROFILE $1,500 $1,400 $1,300 $1,289 1,266 $1,200 51.246 $1,253 $1,199 $1,161 $1,100 m $1,000 0 Q $900 $800 $700 $600 $500 2008 2009 2010 2011 2012* 2013 ** FISCAL YEAR • • • • Examining per capita revenues shows changes in revenues relative to changes in population size. This chart shows that total revenues per capita fell slightly in FY 2009 in response to the national recession but have been on the rise from FY 2010 through FY 2012. Despite increased ad valorem and sales tax revenues, a reduction is shown for FY 2013 due to a decrease in the amount budgeted for collections from fines and miscellaneous fees related to the issuance of citations, which is less than in previous years. Fiscal Year Population General Fund Revenue Revenue per Capita 2002 23,554 $19,300,302 $819 2003 23,972 $21,470,920 $896 2004 24,288 $23,215,452 $956 2005 24,850 $24,699,780 $994 2006 25,350 $28,374,268 $1,119 2007 25,700 $29,992,457 $1,167 2008 26,100 $31,299,777 $1,199 2009 26,650 $30,940,231 $1,161 2010 26,917 $33,114,058 $1,246 2011 26,600 $33,670,697 $1,266 2012* 26,770 $34,515,981 $1,289 2013 ** 27,337 $34,240,825 $1,253 W W W. CITYOF S OUTHLAKE.COM CITY PR- FILE $1,600 $1,501 $1,400 $1,289 $1,200 $1,086 $1,000 $836 a $800 $651 $659 $677 $600 5592 $519 $400 $200 $- � 4, � o� Southlake's revenue per capita was on the higher end against our benchmark cities in 2012, exceeded only by Farmers Branch. Higher levels of available revenue per capita correlate with higher levels of revenue generated from sources like ad valorem taxes and sales taxes. City Population 2012 General Fund Revenue 2012 Revenue per Capita Bedford 46,990 $24,381,439 $519 Colleyville 23,090 $17,572,739 $761 Coppell 38,950 $44,334,740 $1,138 Euless 51,500 $28,137,424 $546 Farmers Branch 28,620 $42,963,100 $1,501 Flower Mound 65,060 $42,357,172 $651 Frisco 125,500 $82,688,804 $659 Grapevine 46,420 $50,399,094 $1,086 Hurst 37,360 $31,246,025 $836 Keller 40,440 $27,394,765 $677 North Richland Hills 63,780 $37,752,609 $592 University Park 23,040 $26,758,000 $1,161 Southlake 26,770 $34,515,981 $1,289 W W W. CITYOF S OUTHLAKE.COM W W W. CITYOF S OUTHLAKE.COM CITY PR- FILE 115% 110% 109% o 1D7% 107% n w ``" 104% v 105% .a O 101% C 100% w w n 95% w c7 q O 90% w c� H z 85% C� W 80% 75 % 2006 2007 2008 2009 2010 2011 FISCAL YEAR The chart shows the amount of revenue collected against what was originally budgeted. Due to the City's conservative approach to revenue forecasting, Southlake has a history of consistently collecting more revenue than originally budgeted. This eliminates any potential problems that arise from revenue shortfalls, ensuring that the City maintains a desired level of fund balance. FY 2012 and the proposed FY 2013 numbers will not be available until those budgets are closed and their audit is completed. Fiscal Year Budgeted General Actual General Fund F Reven Reven 2006 $26,479,424 $28,374,268 2007 $27,442,537 $29,992,457 2008 $30,154,384 $31,299,777 2009 $30,528,053 $30,940,231 2010 $30,820,685 $33,114,058 2011 $30,901,328 $33,670,697 W W W. CITYOF S OUTHLAKE.COM Changes in per capita expenditures reflect changes in expenditures relative to changes in population. This chart shows that expenditures per capita have been on the increase since 2008 possibly reflecting the warning trend described below the chart. However, upon further examination, this increase can be attributed to the addition and enhancement of the services and City facilities (such as the DPS North Facility) needed to meet a growing population. Fiscal Year Population General Fund Expenditures Expenditures per Capita 2002 23,554 $17,961,876 $761 2003 23,972 $20,234,586 $838 2004 24,288 $20,680,076 $851 2005 24,850 $21,801,430 $877 2006 25,350 $22,574,579 $891 2007 25,700 $25,678,245 $999 200 26,100 $26, 992, 315 $1,034 9 N0 26,650 $28,947,728 $1,086 0 26,575 $29,127,729 $1,096 1 26,600 $29,907,850 $1,124 12* 26,770 $31,929,360 $1,193 ` ** 27,337 $33,717,954 $1,233 W W W. CITYOF S OUTHLAKE.COM CITY PR- FILE $1,600 51,511 $1,400 $1,193 $1,200 $1,028 $1,000 $836 a $800 Q $697 $651 $665 $600 $591 $606 $400 $200 43 4e G This chart shows how Southlake's expenditures per capita match up against our benchmark cities. While the City's expenditures per capita is on the higher end of the chart, the measure is less than available revenue per capita, meaning that the City expenditures do not outpace its revenues. City Population 2012 General Fund 2012 Expenditures per Capita Expenditures Bedford 46,990 $26,832,951 $571 Colleyville 23,090 $17,734,882 $768 Coppell 38,950 $44,460,746 $1,141 Euless 51,500 $31,202,804 $606 Farmers Branch 28,620 $43,247,600 $1,511 Flower Mound 65,060 $42,335,172 $651 Frisco 125,500 $83,421,075 $665 Grapevine 46,420 $44,941,715 $968 Hurst 37,360 $31,246,025 $836 Keller 40,440 $28,180,190 $697 North Richland Hills 63,780 $37,664,977 $591 University Park 23,040 $23,691,899 $1,028 Southlake 26,770 $31,929,360 $1,193 W W W. CITYOF S OUTHLAKE.COM W W W. CITYOF S OUTHLAKE.COM CITY PROFILE $1,400 $1,289 $1,300 $1,246 $1,253 $1,200 1 233 $1,199 $1,193 $1,100 $1,124 y $1,034 $1,086 $1,096 H $1,000 U w $900 z $800 $700 $600 $500 2008 2009 2010 2011 2012* 2013 ** tREVENUES tEXPENDITURES FISCALYEAR Changes in per capita expenditures and per capita revenues reflect changes in expenditures and revenues relative to changes in population. This chart shows a comparison between expenditures and revenues per capita and shows that revenues continue to exceed expenditures. Fiscal Year Population General Fund Expenditures per General Fund Revenue per Capita Expenditures Capita Revenue 2002 23,554 $17,961,876 $761 $19,300,302 $819 2003 23,972 $20,234,586 $838 $21,470,920 $896 2004 24,288 $20,680,076 $851 $23,215,452 $956 2005 24,850 $21,801,430 $877 $24,699,780 $994 2006 25,350 $22,574,579 $891 $28,374,268 $1,119 2007 25,700 $25,678,245 $999 $29,992,457 $1,167 2008 26,100 $26,992,315 $1,034 $31,299,777 $1,199 009 26,650 $28,947,728 $1,086 $30,940,231 $1,161 0 26,575 $29,127,729 $1,096 $33,114,058 $1,246 2 1 26,600 $29,907,850 $1,124 $33,670,697 $1,266 12* 26,770 $31,929,360 $1,193 $34,515,981 $1,289 ** 27,337 $33,717,954 $1,233 $34,240,825 $1,253 W W W. CITYOF S OUTHLAKE.COM AVAILABLE REVENUES & EXPENDITURES PER CAPITA COMPARISON • 2012 GENERAL FUND REVENUES PER CAPITA • 2012 GENERAL FUND EXPENDITURES PER CAPITA $1,600 81,501 81,511 $1,400 - 81,289 $1,200 81,181 11,193 81,138 81,141 81,086 81,028 81,000 tea C8 8•56 $896 p $800 8781 9 708 Q 8869 8877 8697 8851 8651 8665 8606 8592 851' $200 $600 54 11 1 1 1 1 1 1 1 11 $200 IIIIIIIIIIII 4 9, 9 4, d / 41 e / ie . 4s9 WARNING TREND: NET AVAILABLE REVENUES NET OPERATING EXPENDITURES NET OPERATING EXPENDITURES PER CAPITA BECOMES ZOIZ POPULATION POPULATION GREATER THAN NET AVAILABLE REVENUES PER CAPITA This chart shows a side by side comparison of net operating expenditures and net operating revenue for Southlake and its benchmark cities. It is important to note that Southlake's net operating expenditures per capita do not exceed its net operating revenues per capita, meaning the City spent less than it took in. City Population 2012 General Fund 2012 Expenditures 2012 General Fund 2012 Revenue per Expenditures per Capita Revenue Capita Bedford 46,990 $26,832,951 $571 $24,381,439 $519 Colleyville 23,090 $17,734,882 $768 $17,572,739 $761 Coppell 38,950 $44,460,746 $1,141 $44,334,740 $1,138 Euless 51,500 $31,202,804 $606 $28,137,424 $546 Farmers Branch 28,620 $43,247,600 $1,511 $42,963,100 $1,501 Flower Mound 65,060 $42,335,172 $651 $42,357,172 $651 Frisco 125,500 $83,421,075 $665 $82,688,804 $659 Grapevine 46,420 $44,941,715 $968 $50,399,094 $1,086 Hurst 37,360 $31,246,025 $836 $31,246,025 $83' Keller 40,440 $28,180,190 $697 $27,394,765 $6 North Richland Hills 63,780 $37,664,977 $591 $37,752,609 $2 '- University Park 23,040 $23,691,899 $1,028 $26,758,000 $1,161 Southlake 26,770 $31,929,360 $1,193 $34,515,981 $1,289 85 WWW.CITYOFSOUTHLAKE.COM W W W. CITYOF S OUTHLAKE.COM CITY PROFILE 105% F 100% z 96% 97% 96% q 95% 95% 93% Q w 91% 0 Q 90% 0 0 w 0 E z 85% w c� w P, 80% 75% 2006 2007 2008 2009 2010 2011 FISCAL YEAR Budgeted vs. actual expenditures displays the percentage of actual expenditures against what was budgeted for the fiscal year. The goal is to have actual expenditures within 98 to 100% of budgeted expenditures without exceeding the 100% mark. FY 2012 and the proposed FY 2013 numbers will not be available until those budgets are closed and their audit is completed. Fiscal Year Budgeted Funds Actual Funds Spent 2006 $24,150,721 $22,574,579 2007 $26,646,334 $25,678,245 2008 $29,641,168 $26,992,315 2009 $30,458,503 $28,947,728 2010 $30,410,480 $29,127,729 2011 $30,879,616 $29,907,850 W W W. CITYOF S OUTHLAKE.COM CITY PROFILE UNRESERVED GENERAL FUND BALANCE AS A % OF OPERATING EXPENDITURES 40.00% - 36. 79% DESIRED FUND BALANCE 34.12% 34.23% 35.00% 32.55% TRANSFFRRED TO 1 2 \ S 1 V"1'E(IC INITI AI IVE FUND 30.00% 25.99% 25.64% w W 25.00% 20.00% 15.00 % 10.00% 2008 2009 2010 2011 2012* 2013 ** FISCAL YEAR WARNING TREND: INCREASE IN GENERAL FUND *UNAUDITED GENERAL FUND OPERATING DEFICIT OR si' RPI.0 OPERATING DEFICIT OR SURPLUS AS A PERCENTAGE OF NET OPERATING EXPENDITURE ?ti NET OPERATING EXPENDITURES ** PROPOSED BUDGET The size of a local government's fund balance can affect its ability to withstand financial emergencies. While the availability of unencumbered reserves is a positive, it should also be noted that too large of a fund balance is also viewed as a red flag. The City of Southlake's Fund Balance Policy states, "The City of Southlake's goal shall be to maintain a fund balance in the General Fund equal to a minimum of 15% of General Fund budgeted operating expenditures, with the optimum goal of 25 %." Since 2006, any dollars beyond the optimal goal of 25% have been transferred to the Strategic Initiative Fund whose use is limited to one -time, non - recurring expenses. This fund has been used for infrastructure maintenance (City facility repairs and renovations), the Urban Design Study, technology needs, and capital projects such as roads and sidewalks. The City has also been able to purchase needed public safety equipment such as a fire ladder truck and an ambulance, and a portion of the outdoor warning system. This fund has been a valuable tool for funding high impact projects. Fiscal Year Actual Funds Spent Fund Balance Fiscal Year Actual Funds Spent Fund Balance 2002 $17,961,876 $7,539,906 2008 $26,992,315 $8,786,023 2003 $20,234,586 $8,964,002 2009 $28,947,728 $9,876,51 2004 $20,680,076 $10,857,447 2010 $29,127,729 $10,715,7 2005 $21,801,430 $12,696,398 2011 $29,907,850 $10,238,1 2006 $22,574,579 $9,768,356 2012* $31,929,360 $8,298,496 4 2007 $25,678,245 $10,515,562 2013 ** $33,717,954 $8,645,90 4 id o WWW.CITYOFSOUTHLAKE.COM 8 7 CITY PKOFILE GENERAL FUND OPERATING EXPENDITURES BY FUNCTION AS % OF TOTAL OPERATING EXPENDITURES 3 GENERAL GOVERNMENT • SUPPORT SERVICES INFORMATION TECHNOLOGY ECONOMIC DEV. FINANCE • DPS PUBLIC WORKS COMM. SERVICES PLANNING 100% - 6.3% 6.4 %4 € 6. 5. 8% 5.6% 5.4% 0 90% U 19% 1 7% 18% 18% 18% 80% • 70% 13% 13% 14% 1 4% 13% co • 60% A z 50% 41 z 406 .9% 420- 41% 12% 43 °0 30% x w c • 20% 67r► 6% 6% 6% 6% 6% G" 1% 1% 1% 1 % 10% - — 4 4% 4 1 0% 5% 5% 4% 4% 4% 5% 2008 2009 2010 2011 2012* 2013 ** FISCAL YEAR WARNING TREND: INCREASING OPERATING EXPENDITURES * UNAUDITED OPERATING EXPENDITURES FOR ONE FUNCTION FOR ONE FUNCTION AS A PERCENTAGE OF TOTAL NET OPER:ITING EXPENDITURES * * PROPOSED BUDGET TOTAL NET OPERATING EXPENDITURES This chart shows expenditures by function and provides a more detailed breakdown of Southlake's general fund expenditures. The percentage of funds expended by function has remained relatively the same since 1999. One important change to note: in 2009, Information Technology was removed from Support Services and is now accounted for as a separate department. Fiscal Year Actual Funds Spent Fiscal Year Actual Funds Spent 2002 $17,961,876 2008 $26,992,315 2003 $20,234,586 2009 $28,947,728 2004 $20,680,076 2010 $29,129,729 2005 $21,801,430 2011 $29,907,850 2006 $22,574,579 2012* $31,929,360 2007 $25,678,245 2013 ** $33,717,915 gg WWW.CITYOFSOUTHLAKE.COM CITY PR- FILE �LUNU DEBT tDEBTAS % op ASSESSED VALUATION 3.50% - - $120,000,000.00 3.00% - - $100,000,000.00 zo 2.60% - $80,000,000.00 0 2.00% - w H - 0 $60,000,000.00 I z 1.50% - w - $40,000,000.00 1.00% - $20,000,000.00 0.50% - 0.00% r $- 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 This chart shows the debt issued by Southlake that is supported by property tax revenues relative to the total assessed valuation. Credit industry benchmarks state debt exceeding 10 percent of assessed valuation as well as increasing long -term debt as a percentage of assessed valuation as warning signals. Neither of these trends are reflected in this chart which shows that the property tax supported long -term debt as a percentage of assessed valuation has been falling since 2002 and remains well below the 10 percent benchmark. Fiscal Year Long -Term Debt Assessed Valuation Debt as % of Assessed Valuation 2002 $100,356,307 $3,052,260,496 3.29% 2003 $108,251,208 $3,590,810,881 3.01% 2004 $104,384,962 $3,737,260,696 2.79% 2005 $92,345,898 $3,913,240,543 2.36% 2006 $86,977,885 $4,207,074,169 2.07% 2007 $91,759,026 $4,593,954,505 2.00% 2008 $87,122,650 $5,088,802,161 1.71% 2009 $88,846,144 $5,582,058,197 1.59% 2010 $93,169,077 $6,252,920,129 1.49% 2011 $93,402,615 $6,178,132,589 1.51% 2012 $95,940,907 $6,226,088,861 1.54% 2013 $87,681,533 $6,422,291,913 1.37% W W W. CITYOF S OUTHLAKE.COM 1 CITY PROFILE EXPENDITURES BY GOVERNMENTAL TYPE AS A % OF TOTAL EXPENDITURES • GENERAL • SPECIAL REVENUE • DEBT SERVICE 1 CAPITAL PROJECTS STRATEGIC INITIATIVE FUND 100% 4% .a✓ 0 0 90 /o 25% 23% 25% i% 80% 35 % 70% i o ll E 60% rt X °� 50 ° ° 8% 30% i 19% 20% o II 10 ° r6 • - 1 2008 2009 2010 2011 2012* 2013 ** FISCAL YEAR WARNING TREND: INCREASING NET OPERATING NET FUND EXPENDITURES EXPENDITURES FOR ONE FUND AS A PERCENTAGE 'UNAUDITED ' * PROPOSED BUD, I I TOTAL EXPENDITURES OF TOTAL EXPENDITURES General fund expenditures and funds allocated towards capital projects make up the majority of expenditures by government type as a percentage of total expenditures. The large percentages in both categories are due to the fact that the General Fund finances most City operations, and Capital Projects spending goes toward the addition and improvement of vital infrastructure in the City. 2002 2003 2004 2005 2006 2007 General Fund $17,961,867.00 $20,234,586.00 $20,680,076 $21,795,799 $22,574,579 $25,678,245 Special Revenue $1,541,106.00 $1,421,584.00 $2,024,003 $6,069,053 $3,031,756 $2,824,704 Debt Service $7,919,712.00 $6,672,408.00 $7,972,480 $6,730,473 $6,438,914 $7,116,815 Capital Projects $15,478,118.00 $4,966,138.00 $4,225,231 $3,911,639 $3,132,431 $2,216,177 Strategic Initiative $- $- $- $- $63,772 $1,922,899 2008 2009 2010 2011 2012 2013 Gener d $26,992,315 $28,947,728 $29,179,175 $29,907,850 $31,929,360 $33,717,954 cial Revenue $3,885,233 $6,902,759 $5,702,689 $6,225,678 $6,415,936 $7,297,701 Debt Service $8,150,620 $8,819,000 $13,425,415 $14,547,962 $15,327,323 $15,679,898 ital Projects $13,504,435 $24,667,937 $22,016,870 $17,649,063 $17,800,000 $17,866,000 Strategic Initiative $2,099,856 $1,161,389 $203,999 $1,120,999 $450,000 $1,955,000 W.CITYOFSOUTHLAKE.COM t90 CITY PR- FILE (Annual Sq.Ft. added —4r-Cumulative Commercial Sq.Ft. 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 /100000, 0 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Year SOURCE: SOUTHLAKE PLANNING & DEVELOPMENT SERVICES The expansion of commercial growth in terms of square footage has slowed in recent years, likely as a result of the nationwide economic climate. Future increases in these numbers will be beneficial for the City, as a greater amount of commercial square footage leads to increases in the tax base. Year Annual Sq. Ft. Cumulative Sq. Ft. Year Annual Sq. Ft. Cumulative Sq. Ft. Added Added Added Added 1994 228,285 228,285 2003 270,557 6,660,328 1995 210,977 439,262 2004 289,708 6,950,036 1996 718,682 1,157,944 2005 1,113,837 8,063,87 1997 2,137,958 3,295,902 2006 619,832 8,683,7 1998 713,347 4,009,249 2007 293,322 8,977, 1999 489,912 4,499,161 2008 359,267 9,3 , 2000 1,306,980 5,806,141 2009 178,264 9,5 8 2001 457,035 6,263,176 2010 375,259 9,889, 2002 126,595 6,389,771 2011 72,727 9,962,5 4 W W W. CITYOF S OUTHLAKE.COM -11--Annual Valuation Added — Cumulative Valuation $450,000,000 $400,000,000 $350,000,000 $300,000,000 q $250,000,000 0 $200,000,000 $150,000,000 $100,000,000 $50,000,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Year SOURCE: SOUTHLAKE PLANNING & DEVELOPMENT SERVICES This chart maps the cumulative valuation of commercial growth and annual valuation added since 1994. Increases in the commercial valuation of property leads to growth in the City's tax base, which generates more tax revenues for the City and sustains the level of service that citizens are accustomed to receiving. Year Annual Valuation Added Cumulative Valuation Added Fiscal Year Annual Valuation Added Cumulative Valuation Added 1994 $8,540,700 $8,540,700 2003 $13,300,626 $159,643,997 1995 $5,587,600 $14,128,300 2004 $14,840,439 $174,484,436 1996 $19,265,066 $33,393,366 2005 $47,230,620 $221,715,056 97 $10,571,529 $43,964,895 2006 $49,008,054 $270,723,110 8 $17,859,141 $61,824,036 2007 $15,812,194 $286,535,304 1999 $13,804,090 $75,628,126 2008 $30,452,549 $316,987,853 00 $48,769,648 $124,397,774 2009 $20,340,037 $337,327,890 $18,258,838 $142,656,612 2010 $73,434,888 $410,762,778 0 $3,686,759 $146,343,371 2011 $13,427,344 $424,190,122 W W W. CITYOF S OUTHLAKE.COM CITY PR- FILE 800 704 700 641 600 577 a 474 500 433 P� 400 360 w 300 258 0 217 174 182 193 200 126 130 121 92 100 49 57 0 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Year ,. SOURCE: SOUTHLAKE PLANNING & DEVELOPMENT SERVICES The issuance of residential building permits in Southlake has stabilized following the economic downturn. This measurement, considered a leading indicator in the housing market, reflects the changing economic conditions and shows that Southlake's housing market is on the upswing. Number of Number of Year Fiscal Year Residential Permits Residential Permits 1994 577 2003 126 1995 474 2004 182 1996 704 2005 258 1997 641 2006 130 1998 574 2007 193 1999 433 2008 121 2000 360 2009 49 2001 217 2010 57 2002 174 2011 92 W W W. CITYOF S OUTHLAKE.COM w CITY PKOFIL HISTORICAL PERMIT ACTIVITY Residential Permits • Commercial Permits 800 700 600 . .14 500 I o d F� q 0 400 Rci z 300 200 100 p 11 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Year SOURCE: SOUTHLAKE PLANNING & DEVELOPMENT SERVICES Historical permit activity shows the history of residential and commercial building permits for new construction issued since 1994. Years where the City experienced heavier periods of growth demonstrate a greater number of permits issued, whereas recent years show that while growth has slowed due to the nationwide economic climate, development activity is picking up again. Year No. Residential No. Commercial Fiscal Year No. Residential No. Commercial Permits Permits Permits Permits 1994 577 10 2003 126 22 1995 474 24 2004 182 30 1996 704 30 2005 258 36 1997 641 47 2006 130 39 1998 574 49 2007 193 26 1999 433 28 2008 121 20 2000 360 44 2009 49 13 2001 217 27 2010 57 17 i 2002 174 12 2011 92 6 ® WWW.CITYOFSOUTHLAKE. CITY PR- FILE -$-Annual Area Added -0-Cumulative Area Added 24 23 22 21 20 19 18 17 w 16 15 14 w 13 ° 12 0 11 10 9 8 7 or 6 5 4 3 2 1 0 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Year SOURCE: SOUTIILAKE PLANNING & DEVELOPMENT SERVICES The expansion of residential growth in terms of square footage has stagnated in recent years, likely as a result of the nationwide housing market crash. However, in 2011, numbers began rising again. Future increases in these numbers will signify residential growth in Southlake that will help to expand the City's tax base. Annual Square Cumulative Square Annual Square Cumulative Square Year Footage Added Footage Added Fiscal Year Footage Added Footage Added (Millions) (Millions) (Millions) (Millions) 1994 1.80 1.80 2003 0.61 16.95 1995 1.78 3.59 2004 0.89 17.85 1996 2.67 6.25 2005 1.23 19.08 1997 2.45 8.70 2006 0.68 19.76 1998 2.27 10.97 2007 1.01 20.77 1999 1.89 12.87 2008 0.69 21.46 2000 1.66 14.52 2009 0.36 21.83 2001 0.98 15.50 2010 0.31 22.14 2002 0.85 16.35 2011 0.60 22.74 W W W. CITYOF S OUTHLAKE.COM CITY PR- FILE THIS PAGE INTENTIONALLY LEFT BLANK. W W W. CITYOF S OUTHLAKE.COM THIS PAGE INTENTIONALLY LEFT BLANK. W W W. CITYOF S OUTHLAKE.COM •, „ • • ,„-, ,„,„„ i ,,,,, ‘ STRATEGIC DIRECTION 1 o SO �1 fi , � uo �+ i ) - s ,Q S/ 1'. Several years ago the City adopted a Strategic Management System (SMS) which drives the way the City conducts its business. The department directors contribute to the SMS by developing a :. departmental business plan and aligning their yearly budget proposals with that plan. 1 Y ?btu a q i L+ 1 IIIII 99 In the City of Southlake, results and accountability are driven by a Strategic Management System (SMS). This is a process by which an organization and a community attempts to control its destiny rather than allowing future events to do so. In the private sector, strategic management has been focused on profit, market share and return on investment. The same environmental factors that affect a business' bottom line can also affect an organization's ability to be successful. Despite the fundamental difference from a business, a local government must have the same orientation to the present and the future as a private company. A business has short -term and market share targets and must plan for the future growth in existing and new markets. A government has short-term service provision focus areas and must plan for future demands for public services with a shrinking, static, or expanding pool of human and capital resources. In short, a local government must satisfy today's need for constituent services and seek means of providing improved services in the years to come. The diagram on the next page is the City's Strategy Map which highlights the City's mission, focus areas, corporate objectives, critical business outcomes and values and their relationship to the four balanced scorecard perspectives (customer, business processes, financial and employee growth). The Southlake community, City Council, and staff business units all played key roles in the development of this map. The City's Strategy Map benefits the organization in numerous ways: • It clarifies the organizational vision; • It aligns the organization in achieving the vision; • It integrates the strategic planning and resource allocation processes; and • It communicates specific expectations and aligns them with the focus areas, corporate objectives, and initiatives. Essentially, the Strategy Map articulates specific macro level objectives the organization must achieve. This clear articulation of the City's strategy helps everyone understand their role in implementation of that strategy. This Strategy Map proposes six focus areas with 20 underlying corporate objectives. Each of the 20 objectives is broadly defined so that it provides context for what the organization is to achieve. This relationship between the six focus areas, 20 objectives, and four key perspectives will constitute the blueprint for budget proposals as well as strategic action and individual employee activity. New in 2012 is the addition of five critical business outcomes, which identify City Council's immediate 1 -3 year priorities. The organizational values define how the City's actions will be performed. For the City of Southlake, strong values and strong results define our success. SOUTHLAKE'S STRATEGIC DEVELOPMENT/BUDGET CYCLE Establishing an important tie between strategy and resource allocation is fundamental to effective public budgeting. Southlake has worked hard to connect the strategic management system to its budget process. One of the benefits of the Strategy Map being incorporated into resource allocation decisions is that the budget reflects the priorities of the City Council. The illustration on page 102 depicts the annual process of developing the City's budget in conjunction with the strategic management system. The budget year begins in October with a citizen survey, and then a meeting with City Council in January to review the strategic direction, followed by the creation of departmental business plans in April and IftLdevelopment in August. FO WREA CABINETS rly FY 2009 the City Manager's Office further institutionalized the City's six focus areas and corporate values by e "cabinets," one for each focus area and value. The initial purpose of these cabinets was to integrate key personnel into cross - functional work teams that sought out broad input in how to address the Council's W W W. CITYOF S OUTHLAKE.COM a STRATEGIC DIRECTION a) E r® (( as CU N y) C O W 1. CO �+ k E O O m v N CU .; C a v a g o o a c c o o co 06 m ma. __ V c L N i f E Cr) o a w I -' > ° n E o O 07) E a, ,Y w a 5.* c o 0 3 m "' u E C U W3 C G., o • w CM d0 C ° E v a u E o v �Q :,>>." " ry�A o it o6 a m } u c CIS O C y O C c 3 v • O .c E = a o oar a 3 vv■ w - °Mw 2,2 LEI z tol fa ..cl '� C > ( o => E u ; 2 t.', v a (( C V CO L N = i , s >.t+ Q„_ ��B u iA .a C V '7, L O _ )1 _ a a) C . . E 3 _ m N s .s C a, N o IA TO iel) }+ O = G ff) V E 0O ,r 4q a) E = 1 h I (� W i 1 V Q ,C I � A 1'� Q d m a o "" f m _ m o N - a 0 MIII■ W .13 . (/l - a) a) c a G U L y fill o vE x 1 O a . _ O N � C = m c s; o v a //�� V L a) a) AI } LL N O c yL, u al aC vy L' CO (13 0 Y Y am ', a) a , a ," c to a c .0 a) 1_ s v as a v o c> D E N E Iiii 1 D. a > o w E Q ' . # V V d w N N U E O _--- V O N N CU \ c v O = ` a ,>,... ° C N w m '� V m y ^ 6 5 o N s Y aS al 0 L c g - ' -O O a Y O c y O 2 (J r cz >. . ..,. . a) Y { Q W O N U 10 y 'a W W L �_ V L a' m • c LL O L r. q ;; t o k' 4., W a C) . d >� s. 'O i C1 C v ' ,. e ; il 2 C j 1 J 1 fl I v i O Q. J 0 r, RS c > O C N O an r .- a,.. U VI Hil 4J i I 4 I O L LH m V U , = ., N O G M N f a Cr O � v v) in = a a Cj �/ ACCOUr• P.. \ m m , � m ai x m }. a CO >. m 1 CO . `c ff5 p R U a IA U 0 'a ,1. d 4� U h y— .G U .Q 4-, to U �, Q. u > WWW.CITYOFSOUTHLAKE.COM STKATEGIC DIRECTION Strateg Development/Budget cle January istQlteporttoOxmal Strategic Planning February Workshop November Annual Report City Council S . , to Council Budget CMO/Depts• Finalize Priorities „� D • City Manager /Executive ,, Annual Report Leadership Team Develop M arch October Strategy Map and [LLtill 4 t h Q R e P o r t to Con 1 ! T Corporate Objectives Kickoff Survey Citizens , prepare Survey in SOUTHLAKE Budget • Present & Employees Anticipation of Updated January Workshop Financial Indicators •Adopt City Strategic •Departments Develop Business Plan /Budget Strategic Business Plan Budget Budget and Tax Rate • CIP Planning Hearings/ Development Public Foru •CM0 Strategic • New Council April September Business Plan /Budget Orientation 2ndQReporttoCoun©1 to Council • Certified Roll Received • CMO Preliminary • Department Budgets Due Elections Budge Strategic Business • Special Revenue Budgets g Plan/Bud:et Review Finalized Work Sessions Preliminary Public Forum Final Budget May Budget Projections/ August Projections June Retreat July June 3rdQ bow Integrity • Innovation • Accountability • Commitment to Excellence • Teamwork 102 WWW.C ITYOFSOUTHLAKE.COM TR ATE IC DIR-ECTION strategic focus areas. The cabinets were charged with tracking initiative progress, developing initiatives for FY 2010, developing /monitoring Key Accountability Indicators (KAIs) for each focus area, and developing values management initiatives. These groups, who met monthly, also replaced some work groups and separate values teams which reduced staff meeting commitments. After one year in operation, the City Manager's Office evaluated the effectiveness of these cabinets by conferring with cabinet participants. Based on their feedback, a number of improvements were made. First, two more cabinets were added by splitting Partnerships and Volunteerism into separate cabinets and creating a value cabinet (basically stripping the values from the focus areas). This allowed each cabinet to focus on either a focus area or the values and not split their attention between the two. Second, a charter was created to give more clarification to membership. The charter outlines the structure and membership of each cabinet, lists membership criteria, and describes roles and responsibilities of the Chair, Vice -Chair and team members. The charter also articulates meeting information such as frequency, type, purpose and required attendees. The City of Southlake believes that the successful operation of these cabinets is critical to the continued evolution of the SMS. The cabinets are the mechanism to bringing key operating people together to focus on a strategic theme, helping the organization integrate SMS and Council priorities across all departments. The cabinet concept will make accountability and progress more public and should strengthen each department's sense of responsibility for the initiatives and strategies they are leading. The following pages provide a brief outline of each focus area and their scorecards. W W W. CITYOF S OUTHLAKE.COM MOBILITY & INFRASTRUCTURE Definitions: • Mobility The efficient movement of pedestrians and vehicles from place to place within Southlake through means such as roads, sidewalks, and trails. • Infrastructure Capital assets that provide city services within Southlake such as parks, buildings, water, sewer, drainage systems, sidewalks and roadway systems. The efficient movement of pedestrians and vehicles from place to place within Southlake through means Mobility such as roads, sidewalks and trails. 1) % satisfaction in City's performance in 1) x% 1) B. Price providing travel convenience within the City (Q19) 2) x% 2) B. Price 2) % satisfaction in maintenance of local streets 3) x% 3) B. Price and roads (Q21_6) 4) x% 4) B. Price C2 Provide travel convenience within the 3) % satisfaction in managing traffic congestion city and region (Q21_10) 4) % satisfaction in providing pedestrian pathways (Q21_22) 1) Avg. target rating on PQI index on the PMA 1) 7.3 or above 1) B. Price B1 Achieve best -in -class status in all City scale 2) 2) B. Price disciplines 2) % pathways constructed on -time vs. plan 3) 3) B. Price 3) # of linear ft. of sidewalk constructed MannnP tr,A ................. TBD B2 Collaborate with select partners to implement service solutions F1 Adhere to financial management principles and budget 1) Project budget - actual vs. planned 11) 1) B. Price / S. Jackson 1)% of maintenance costs spent on proactive 1) maintenance 2) F2 Invest to provide and maintain high 2) Avg. materials cost per work order 3) quality public assets 3) Avg. material cost per rehab order 4) 4) Mtce. costs as a % of pathway book value These scorecards are presented in draft form and are scheduled to be finalized in the upcoming Fiscal Year. 1) B. Price 2) B. Price / S. Jackson 3) B. Price / S. Jackson 4) S. Jackson 1W W W W. CITYOF S OUTHLAKE.COM Capital assets that provide city services within Southlake such as parks, buildings, water, sewer, Infrastructure drainage systems, sidewalks and roadway systems. 1) % satisfaction with management of storm 1) x% 1) B. Price water drainage (Q21_9) 2) x% 2) B. Price 2) % of Citizen contact with PW dept. due to 3) x% 3) C. Tribble problem (Q_11) 4) x% 4) C. Tribble 3) % satisfaction with maintain appearance of C3 Provide attractive and unique landscapes and facilities (Q21_5) spaces for enjoyment of personal 4) % of satisfied with follow -up after contact with interests Community Services departments (Q34_7) 1) % of Public Works CIP projects completed on 1) 1) B. Price time 2) 2) C. Tribble 131 Achieve best -in -class status in 2) % of Parks CIP projects completed on -time 3) 3) C. Tribble all City disciplines 3) Average parks assessment rating 1) % of PW work orders completed within 1) 1) B. Price specified timeframe 2) X % within 10 days 3) C. Tribble 2) % Customer CS requests completed within 3) X % completed on time 3) C. Tribble 134 Provide high quality customer specified timeframe service 3) % of CS generated work orders completed within specified timeframe These scorecards are presented in draft form and are scheduled to be finalized in the upcoming Fiscal Year. W W W. CITYOF S OUTHLAKE.COM 1) % of Public Works CIP projects completed 1) 90% 1) B. Price / S. Jackson within budget 2) 2) C. Tribble / S. F1 Adhere to financial management 2) % of Parks CIP projects completed within 3) Jackson principles and budget budget 3) S. Jackson 3) Cost per work order Provide Financial 1) Mtce. Costs as a % of Asset Book Value - 1) 1) S. Jackson Stewardship Water 2) 2) S. Jackson 2) Mtce. Costs as a % of Asset Book Value - 3) 3) S. Jackson F2 Invest to provide and maintain Drainage 4) 4) S. Jackson / B. Price high quality public assets 3) Mtce. Costs as a % of Asset Book Value - Sewer 4) Facility maintenance expenditures per sq. ft. by facility These scorecards are presented in draft form and are scheduled to be finalized in the upcoming Fiscal Year. W W W. CITYOF S OUTHLAKE.COM PARTNERSHIPS Definition: Partnerships Relationships between the City of Southlake and groups or individuals that are characterized by mutual cooperation and responsibility toward the achievement of a common mission, broad objective or specified goal. Relationships between the City of Southlake and groups or individuals that are characterized by mutual Partnerships cooperation and responsibility toward the achievement of a common mission, broad objective or specified goal. 1) Increase % satisfaction of City's Performance 1) x% 1) C5 Promote opportunities for in promoting opportunities for partnerships (Q19) partnerships and volunteer involvement B1 Achieve best-in-class status in all City disciplines B2 Collaborate with select partners to implement service solutions F1 Adhere to financial management principles and budget 1) 11) 11) 1 ) 1 1 1 ) These scorecards are presented in draft form and are scheduled to be finalized in the upcoming Fiscal Year. W W W. CITYOF S OUTHLAKE.COM PERFORMANCE MANAGEMENT & SERVICE DELIVERY Definition: • Performance Management & Service Delivery The formalized, results- oriented method used to apply best management practices and fact -based decision making to measure, monitor, and improve performance toward meeting strategic objectives, providing services, and enhancing accountability. Performance The formalized, results- oriented method used to apply best practices and fact -based decision making to Management measure, monitor and improve performance toward meeting strategic objectives, providing services and and Service enhancing accountability. Delivery i of resments rating the quality of line experience 1) miantain eoi or above 1) amU cellent or very good (Q1) 2) x% 2) CMO %satisfaction in managing open records 3) x% 3) CMO guests (Q21 _8) 4) x% 4) CMO %satisfaction in managing trash and recycling 5) x% 5) CMO Ilection (Q21_11) 6) x% 6) CMO %citizen agreement that employee was 7) x% 7) CMO urteous (Q34_1) 8) x% 8) CMO % citizen agreement that requests were directed 9) X% 9) CMO the correct department (Q34_2) 4) Revenues at or above 3) S. Jackson %citizen agreement that employees returned processes 3) % of Invoice paid w /in 30 days by Dept (index) Its within a reasonable amount oftime (Q34_5) target, Operating %citizen agreement that their issue was handled 1) System availability of key systems equately (Q34_6) Expenditures at or below 1) D. Dean %citizen agreement that the City followed up to B6 Optimize use of technology 2) % of products/projects launched on time sure all issues were addressed (Q34_7) target 2) D. Dean % agreement that citizens feel more informed F4 Establish and maintain 3) %SLAs Met out the City and its services than one year ago 1) 2 or less 3) D. Dean '.. B4 Provide high quality customer 1) i of customer issues resolved wnn speaned 1) X% 1) At or above AA 1) cMo '.. service timeframe by City Department (Index) 2) General Fund as a % of Op Exp 2) TBD 2) S. Jackson Provide Financial '.. 1) # of process improvement or Lean projects per 1) 2 per year 3) Revenues at or above plan, 1) CMO Stewardship '.. B5 Improve performance of year 2) x% Op Exp at or below plan 2) S. Jackson Manage the delivery and operational 2) % of reported audit findings resolved 3)95% 4) Revenues at or above 3) S. Jackson Business processes 3) % of Invoice paid w /in 30 days by Dept (index) target, Operating 1) System availability of key systems 1) Expenditures at or below 1) D. Dean '.. B6 Optimize use of technology 2) % of products/projects launched on time 2) target 2) D. Dean ''. F4 Establish and maintain 3) %SLAs Met 3) 1) 2 or less 3) D. Dean '.. effective internal controls 1) IT spend as a % of City Revenue 1) 2) 5 or less 1) D. Dean F1 Adhere to financial 2) Debt as a % of total assessed valuation 2) 1) TBD 2) S. Jackson . management principles and 3) Benefits as a % of total wages 3) 2) 3) S. Jackson 1) 1 of managers compietng required trammg 1) i uu 1) me 2) TBD - succession management metric 2) TBD 2) HR L2 Enhance leadership 3) Employee engagement score around leadership 3) TBD 3) HR capabilities to deliver results capabilities 2 Average # of training hours per employee (longer 2) 2) HR L3 Attract, develop and retain a term) 3) 3) HR skilled workforce 3) Employee engagement score around development opportunities and overall job 11) # of employees receiving recognition (i.e., values) 1) quarterly 1) HR L4 Recognize and reward high 2 ) Employee engagement score around reward and 2) 2) HR L5 Empower informed decision- 1) Employee engagement score around ability to 1) 1) HR making at all levels in the make decisions organization These scorecards are presented in draft form and are scheduled to be finalized in the upcoming Fiscal Year. W W W. CITYOF S OUTHLAKE.COM 1) bond Hating 1) At or above AA 1) S. Jackson 2) General Fund as a % of Op Exp 2) TBD 2) S. Jackson Provide Financial '.. 3) Revenues and Operating Exp Actual vs. Plan 3) Revenues at or above plan, 3) S. Jackson Stewardship '.. F3 Achieve fiscal wellness 4 ) Revenue and Operating Expenditures per Capita Op Exp at or below plan 4) S. Jackson standards 4) Revenues at or above target, Operating Expenditures at or below target ''. F4 Establish and maintain 1) # of adjusting entries (from audit) 1) 2 or less 1) S. Jackson '.. effective internal controls 2) # of audit recommendations 2) 5 or less 2) S. Jackson 1) Employee engagement score around 1) TBD 1) HR understanding of strategy 2) 2) HR 2) %of performance reviews completed on -time 3) TBD 3) B. Thatcher L1 Ensure our people understand 3) Quality of performance objectives /appraisals the strategy and how they 4) StratComm measure TBD '.. contribute to it 1) 1 of managers compietng required trammg 1) i uu 1) me 2) TBD - succession management metric 2) TBD 2) HR L2 Enhance leadership 3) Employee engagement score around leadership 3) TBD 3) HR capabilities to deliver results capabilities 2 Average # of training hours per employee (longer 2) 2) HR L3 Attract, develop and retain a term) 3) 3) HR skilled workforce 3) Employee engagement score around development opportunities and overall job 11) # of employees receiving recognition (i.e., values) 1) quarterly 1) HR L4 Recognize and reward high 2 ) Employee engagement score around reward and 2) 2) HR L5 Empower informed decision- 1) Employee engagement score around ability to 1) 1) HR making at all levels in the make decisions organization These scorecards are presented in draft form and are scheduled to be finalized in the upcoming Fiscal Year. W W W. CITYOF S OUTHLAKE.COM QUALITY DEVELOPMENT Definition: • Quality Development The skillful preparation and thoughtful execution of plans and policies ensuring an attractive, safe, financially viable and sustainable community for Southlake residents and businesses. Quality The skillful preparation and execution of plans and policies ensuring an attractive, safe, financially Development viable and sustainable communityfor Southlake residents and businesses. C3 Provide attractive and unique spaces for enjoyment of personal interests unique spaces for enjoyment of personal interests (Q19) 2) % satisfaction in providing a variety of parks and recreation facilities (Q21_14) 2) 2) C. Tribble 2) G. Last 1) % satisfaction in City's Performance in 1) 1) G. Last 3) attracting and keeping top -tier businesses to drive 2) 2) G. Last 3) # of visits to ED websites a dynamic and sustainable environment (Q19) 3) 3) G. Last B1 Achieve best -in -class 2) % satisfaction with what the City is doing to 4) 4) K. Baker status in all City disciplines attract businesses and jobs (Q21_1) 5) 5) K. Baker C4 Attract and keep top -tier 3) % satisfaction with attracting tourism (Q21_2) 6) 6) C. Tribble businesses to drive a dynamic 4) / satisfaction in managing growth and B3 Enhance resident quality of and sustainable economic development (Q21_7) 2) G. Last __. environment 5) % satisfaction in providing code enforcement 3) 3) G. Last services (Q21_17) 4) # of site visits to VisitSouthlakeTexas.com 4) 4) G. Last 6) % satisfaction in maintaining appearance of 5) # of visitor guides distributed 5) landscape and facilities (Q21_5) timeframe (Commercial - 10 days, Residential - 5 2) x% 2) K. Baker days) 3) 60% w!n 10 days, 3) K. Baker 2) % of code enforcement complaints responded 90% within 90 days) 4) G. Last B4 Provide high quality to within 24 hours 4) customer service 3) % of all code violations resolved within specified timeframe ( 10 business days and 90 days) 4) # of Shopping and Dining guides distributed 1)Actual vs. plan performance against Southlake 1) 1) K. Baker 2) G. Last Master Plan 2) 2) K. Baker 3) 2) % of MP recommendations implemented 3) x% w!n 10 days 3) K. Baker 3) # of visits to ED websites 3) % of DRC comments provided within specified 4) 4) G. Last B1 Achieve best -in -class timeframe 5) 5) C. Tribble status in all City disciplines 4) # of business retention and expansion visits 6) 6) G. Last 5) Actual vs. plan performance against Parks, F2 Invest to provide and 1) # of tourism outreach events 1) Recreation and Open Space Master plan B3 Enhance resident quality of 2) # of tourism advertisements placed 6) % of Commercial real estate represented on 2) G. Last __. timeframe (Commercial - 10 days, Residential - 5 2) x% 2) K. Baker days) 3) 60% w!n 10 days, 3) K. Baker 2) % of code enforcement complaints responded 90% within 90 days) 4) G. Last B4 Provide high quality to within 24 hours 4) customer service 3) % of all code violations resolved within specified timeframe ( 10 business days and 90 days) 4) # of Shopping and Dining guides distributed 2) % of active prospects that have located in 2) 2) G. Last '.. B2 Collaborate with select Southlake 3) 3) G. Last '... partners to implement service 3) # of visits to ED websites 4) 4) G. Last Manage the solutions (SouthlakeBusiness.com, Southlakesites.com) Business 4) % of DFW marketing team meetings attended F2 Invest to provide and 1) # of tourism outreach events 1) 1) G. Last B3 Enhance resident quality of 2) # of tourism advertisements placed 2) 2) G. Last __. life and business 3) # of marketing programs 3) 3) G. Last sustainability through tourism 4) # of site visits to VisitSouthlakeTexas.com 4) 4) G. Last 5) # of visitor guides distributed 5) 5) G. Last timeframe (Commercial - 10 days, Residential - 5 2) x% 2) K. Baker days) 3) 60% w!n 10 days, 3) K. Baker 2) % of code enforcement complaints responded 90% within 90 days) 4) G. Last B4 Provide high quality to within 24 hours 4) customer service 3) % of all code violations resolved within specified timeframe ( 10 business days and 90 days) 4) # of Shopping and Dining guides distributed These scorecards are presented in draft form and are scheduled to be finalized in the upcoming Fiscal Year. W W W. CITYOF S OUTHLAKE.COM 1) Occupancy tax revenue collected vs. plan 1) 1) G. Last / S. Jackson '.. F1 Adhere to financial 2 ) % Tax value from new development 2) 2) S. Jackson management principles and 3) Avg. tax value of non - residential property 3) 3) S. Jackson Provide Financial.. budget Stewardship F2 Invest to provide and 1) Cost of Planning as a % of total tax revenue 1) 1) K. Baker/ S. maintain high quality public 2) Cost of ED as a % of non - residential tax Jackson __. revenue 2) G. Last / S. Jackson These scorecards are presented in draft form and are scheduled to be finalized in the upcoming Fiscal Year. W W W. CITYOF S OUTHLAKE.COM SAFETY & SECURITY Definition: • Safety & Security The establishment and maintenance of protective measures and policies that reduce danger, risk or injury to individuals who live, work or visit the City of Southlake and their property. Safety and I The establishment and maintenance of protective measures and policies that reduce the danger, risk or injury to individuals who Security live, work or visit the City of Southlake and their property. 1) % Reduction in overall UCR index 2) Receive passing grade on Police services compliance report 131 Achieve best-in-class 3) Maintain accreditation status in Police services status in all City disciplines 4) Receive passing grade on Fire services compliance report 5) Maintain accreditation status in Fire services B4 Provide high quality customer service F1 Adhere to financial management principles and budget 1) x% annually 00% 00% 1) % of priority 1 calls dispatched w /in target 1) % of Citizens who view speeding on neighborhood streets a 1) x% 2) x% moderate to major problem (Q42_3) 2) 80% 3) % of priority 1 Fire calls responded to within target goal of 6 2) % satisfaction in the City's Performance in achieving the 3) 80% 5) x# highest standards in safety and security (Q19) 4) x% Achieve the highest 3) % satisfaction in preparing the City for emergencies (Q21) 5) 90% ndards of safety and 4) % satisfaction in providing animal control services (Q21) 6) 92% :urity 5) % satisfaction in providing emergency medical services 7) x% (Q21) 6) % satisfaction in providing fire services (Q21) 7) % satisfaction in responding to calls for police service (Q21) 1) % Reduction in overall UCR index 2) Receive passing grade on Police services compliance report 131 Achieve best-in-class 3) Maintain accreditation status in Police services status in all City disciplines 4) Receive passing grade on Fire services compliance report 5) Maintain accreditation status in Fire services B4 Provide high quality customer service F1 Adhere to financial management principles and budget 1) x% annually 00% 00% 1) % of priority 1 calls dispatched w /in target 1) 90 by call type 2) % of priority 1 Police calls responded to within target goal of 2) x% x minutes 3) 90% 3) % of priority 1 Fire calls responded to within target goal of 6 4) 90% minutes and 30 seconds (travel time) 5) x# 4) % of priority 1 EMS calls responded to within target goal of 6) x% 6 minutes and 30 seconds (travel time) 7) x% 5) # of traffic stops 6) % of citizen contacts with Police Services followed -up on w /in specified timeframe 7) % of citizen contacts with Fire Services followed -up on w /in specified timeframe 1) Reduce unplanned Police overtime costs 1) 2) Reduce unplanned Fire overtime costs 2) 3) Fines collected vs. planned 3) 4) EMS revenue planned vs. actual 4) These scorecards are presented in draft form and are scheduled to be finalized in the upcoming Fiscal Year. W W W. CITYOF S OUTHLAKE.COM 1) Police Chief 2) DPS 3) DPS 4) Police Chief 5) M. Starr 6) M. Starr 7) Police Chief 1) Police Chief 2) Police Chief 3) Police Chief 4) M. Starr 5) M. Starr 2) Police Chief 3) M. Starr 4) M. Starr 5) Police Chief 6) Police Chief 7) M. Starr 1) Police Chief 2) M. Starr 3) S. Jackson 4) S. Jackson VALUES Definitions: • Integrity Being worthy of the public's trust in all things. We deal honestly and respectfully with each other and the public at all times. • Innovation Valuing progressive thinking, creativity, flexibility and adaptability in service delivery. • Accountability Taking personal responsibility for our actions or inaction while putting the interest of the taxpayer first. • Commitment to Excellence Behaving responsively in our delivery of service to the public. Our work is characterized by its quality and by the diligence with which it is carried out. We proactively seek to solve problems in advance. • Teamwork Recognizing the importance of working together to meet our citizens' needs, communicating clearly, sharing resources and information freely. Southlake The values define what is expected in the nature and quality of our relationships with our employees, citizens and partners. They reflect the important tenets of the organization that we use and demonstrate Values on a daily basis while executing our work responsibilities. Being worthy of the public's trust in all 1) Citizen agreement that employee was things. We deal honestly and respectfully concerned about issue(Q34 with each other and the public at all times. 2 Citizen agreement that employee represented City in a positive manner Integrity (Q34_9) 3) % of employees completed ethics training 4) Employee engagement score around integrity 51 12Action Awards ry. and adaptability in service i) citizen perception or city as innovator and progressive (Q5_5) 2) # of innovation projects implemented 3) Employee engagement score around innovation 4) 12Action Awards Taking personal responsibility for our actions or inaction while putting the interests of the taxpayer first. Behaving responsively in our delivery of service to the public. Our work is characterized by its quality and by the diligence with which it is carried out. We proactively seek to solve problems in Recognizing the importance of working together to meet our citizen's needs, communicating clearly, sharing resources and information freely. 1) Citizen satisfaction with follow -up on issues (Q34_7) 2) Employee engagement score around accountability 3) 12Action Awards 1) Citizen satisfaction with employee concern and quality of work (Q34_8) 2) Employee engagement score around commitment to excellence 3) 12Action Awards 1) Citizen satisfaction with issue being routed to correct department (Q34_2) 2) Employee engagement score around teamwork 3) 12Action Awards These scorecards are presented in draft form and are scheduled to be finalized in the upcoming Fiscal Year. IM W W W. CITYOF S OUTHLAKE.COM VOLUNTEERISM Definition: • volunteerism The active promotion of alliances through community involvement focused on giving time, energies or talents to individuals and groups for the enrichment of the Southlake community and its strategic affiliations. The active promotion of alliances through community involvement focused on giving time, energies or talents to individuals and groups for the enrichment of the Southlake community and its strategic Volunteerism affiliations. 1) % satisfaction of City's performance in 1) C5 Promote opportunities for I=tn g oppo rtunities for volunteer 2) partnerships and volunteer involvement ment (Q19) 2) # of site visits to volunteersouthlake.com 1) # of new volunteer programs established 1) 2) # of days to approve volunteer applications 2) 131 Achieve best -in -class status in all 3) # of volunteers 3) 10% increase YOY City disciplines 4) # of volunteer hours 4) I1) City labor costs avoided through use of 1) F1 Adhere to financial management volunteers (individual and partnerships) 2) principles and budget 2) Cost of Volunteer programs 1) C. Tribble 1) C. Tribble 2) C. Tribble 3) C. Tribble 4) C. Tribble 1) S. Jackson / C. Tribble 2) S. Jackson / C. Tribble These scorecards are presented in draft form and are scheduled to be finalized in the upcoming Fiscal Year. As you can see, although much has been accomplished during each cabinet's first three years of operation, there is still progress to be made. In conclusion, strategic planning plays an important role in the City's ability to meet the needs of a growing community. To be effective, the City must direct resources to those areas most essential to the community's well being, and the aim of the City's Strategic Management System, with its many integrated parts, does just that. W W W. CITYOF S OUTHLAKE.COM THIS PAGE INTENTIONALLY LEFT BLANK. W W W. CITYOF S OUTHLAKE.COM ''''''., , 1 , .,,,,,,„:„. .,,,,,„,,,,,,,„,, , - I lit FUND . ,,.,,.. . ,,,-,,, ,,, ';',!' z.-46, 2'' SUMMARIES ,,,,,„,,,,,, ,,..,,,...... ,,,,,,,.., ,, .., ,, s: , 2,0 o x ' 1111111111111111111111 i I , o This section provides an analysis of each separate fund including Revenues, Expenditures and Fund Balance. For comparative purposes, the immediately preceding fiscal year's audited figures are illustrated, as well as current year budget, revised current year and projected budget for the impending fiscal year. MOW nowh. wan psi OM 0 THIS PAGE INTENTIONALLY LEFT BLANK. W W W. CITYOF S OUTHLAKE.COM FUND SEIMMARIE ALL FUNDS SUMMARY REVENUES & EXPENDITURES $Increase/ ' $Increase/ 2011 2012 2412 (Decrease) °k Increase/ 2013 (Decrease) %Increase Actual Adopted 'Amended ' Adopted - Decrease Proposed osed Adopted - Decrease EXPENDITURES City Secretary $359,849 $417,879 $390;143 ' ($27,736) -6.6 °k $394,133'' ($23,746) -5.7 °k Human Resources 378,772 408,666 ' 402,449 ' (6,217) -1.5 °k 533,676 30.6 °k City Manager 567,911 610,092 ' 603,318 ' (6,774) -1.1 °k 621,444 1.9 °k Information Technology 1,690,192 2,001,109 1,989;719 ' (11,390) -0.6 °k 2,020,539 1.0 °k Support Services 1.203.027 1.101.425 ' 1.156:425 ' 55.000 5.0 °k 1,186,574 7.7 °k General Gov Total $4.199.751 $4.539.171 ' $4.542.054 $ 2 , 883 0.1% $4,766,366 195 4.8% Finance 1,132,670 1,141,146 1,105;334 (35,812) -3.1 °k 1;.167,251'' 26,105 2.3 °k Municipal Court 593,251 639,671 628 ' (11,170) -1.7 °k 6x37,301 (2,370) -0.4 °k Teen Court 136.297 151.554 ' 1451573 ' 5( .981) -3.9 °k 145,436 (6,118) -4.0 °k Finance Total $1.862.218 $1.932.371 $1.879.408 ' ($ 62 , 963 ) -2.7% $1,949,988 617 0.9% Fire 5,215,397 5,757,633 ' 5,828;302 ' 70,669 1.2 °k 7;096,707''' 1,339,074 23.3 °k Police 5,520,827 5,793,022 5,922;232 ' 129,210 2.2 °k 5,856,498 1.1 °k Public Safety Support 1.498.581 1.544.657 1.542:639 ' 2( •018) -0.1% 1,559,527 1.0 °k Public Safety Total $12.234.805 $13.095.312 '... $13.293.173 $ 197 , 861 1.5% $14.512.732 $1.417.420 10.8% -2.2 °k 10,183,615 9,554,571 ' 10,023;879 ' Streets /Drainage 1,608,692 1,741,829 1,750;579 ' 8,750 0.5 °k 1,665,783 -4.4 °k Public Works Admin 1,032,205 1,047,932 ' 1,042;200 ' (5,732) -0.5 °k 1,120,174 6.9 °k Fa ntenance i 1,520,164 1,575,686 ' 1,562;887 ' (12,799) -0.8 °k 1,620,678 2.9 °k Utility Bil i 501,282 506,822 ' 471,464 ' (35,358) -7.0 °k 495,442 to ® W W W. CITYOF S OUTHLAKE.COM -2.2 °k 10,183,615 9,554,571 ' 10,023;879 ' 469,308 4.9 °k 9;992,795'''' 438,224 4.6 °k ® W W W. CITYOF S OUTHLAKE.COM ALL FUNDS SUMMARY REVENUES & EXPENDITURES WWW.CITYOFSOUTHLAKE.COM » »- . $ Increase/ $ Increase/ 2011 2012 2012 (Decrease) % Increase/ 2013 (Decrease) % Increase EXPENDITURES. cont. Actual Adopted Amended Adopted - Decrease Proposed Adopted - Decrease Wastewater 2,255,278 2,063,252 2,196,119 132,867 6.4% 2,334,031 270,779 13.1% Sanitation 1.028.317 936.000 1.051.204 115.200 12.3% 1.084.000 144.000 15.4% Public Works Total $18.129.553 $17.426.092 $18.098.328 $672,236 3.9% 118.308.903 $882,811 5.1% Building Inspections 862,832 879,705 876,70$ (3,000) -0.3% 894,182 14,477 1.6% Planning 884.506 910.916 913.002 2.086 0.2% 929.677 18.761 2.1% Planning and Dev Total $1.747.338 $1.790.621 $1.789.707 914 -0.1% $1.823.859 $33,238 1.9% Economic Development 193.701 216.744 211.744 5( .000) -2.3% 219.660 2.916 1.3% Economic Dev. Total $193,701 $216,744 $211,744 ($6,000) -2.3% $21%660 $2,916 1.3% Community Services 548,859 591,729 579,437 (12,292) -2.1% 621,557 29,828 5.0% Parks and Recreation 4,717,673 5,014,790 5,150,698 135,908 2.7% 5,194,792 180,002 3.6% Library Services 673.562 676.915 673.966 2( .949) -0.4% 736.956 60.041 8.9% Community Svcs. Total $5.940.094 $6.283.434 56.404101 $120,667 1.9% $6.553.305 269.871 4.3% TIF District 3,349,211 3,253,727 2,972,849 (280,878) 100.0% 3,161,030 (92,697) -2.8% Crime Control District 318,672 279,789 304,577 24,788 8.9% 1,066,255 786,466 281.1% Vehicle Replacement 229,178 752,000 710,000 (42,000) -5.6% 950,000 198,000 26.3% Court Security 18,359 46,572 57,072 10,500 22.5% 62,155 15,583 33.5% Court Technology 92,974 27,700 26,804 (900) -3.2% 36,400 8,700 31.4% Storm water Utility District 609,661 696,741 628,824 (67,921) -9.7% 596,425 (100,316) Strategic Initiative 1,120,999 450,000 450,000 0 0.0% $1,955,000 1,505,000 4. Hotel Occupancy Tax 587,837 697,488 678,488 (19,000) -2.7% $646,159 (51,32 WWW.CITYOFSOUTHLAKE.COM » »- . WHERE THE MONEY COMES FROM ALL FUNDS Other Utility Charges TIF District 0.43% 8.34% Sanitation Sales 1.82 Wastewater Sales 5.93% Stormwater Commercial 0.61% Stormwater 0.96°x° Water Water Sales R 14% 1.04% Permits/Fees 1.41% Rental Income 0.19°1 Charges for Services 1.42% 2.47% Interest Income 0.27% Pr Franchise Fees Hotel Tax 3.30% 0.96% WHERE THE MONEY GOES ALL FUNDS Debt 27 Facility Maintenance 0.14% Red Light Camera 1 t Public Art 0.18% Hotel Occupancy Tax_ 0.81% Strategic Initiative 2.44% Stormwater Utility District 0.75°.'0 Cou rt Tech nolo 0.05°. Court Security_ 0.08% / Vehicle Replacement/ 1.19% Crime Control District District 1.33% 3.95% General Government 5.95% Community Services 8.20% Economic Development 0.27% 2.28% W W W. CITYOF S OUTHLAKE.COM 2.44°x0 ales Tax 23.39% Valorem Taxes 30.22% Safety L5% Works )0°x16 TOTAL FY 2013 PROJECTED REVENUES & EXPENDITURES BY FUND W W W. CITYOF S OUTHLAKE.COM General Fund Utility Fund Debt Service Fund Special Revenue Reforestation Special Revenue Bicentennial Concessions Special Revenue Parks/ Recreation Special Revenue Library Projected Revenues $34,240,825 $20,855,500 $6,476,445 $5,500 $0 $31,500 $6,050 Projected Expenditures $33,717,954 $20,265,189 $12,588,418 $53,000 $0 $0 $5,500 Net Revenues $Q $ IM Total Other Sources (Uses) ($175,459) ($786,220) $5,847,353 $0 $0 $0 $0 Estimated Fund Balance/ Working Capital 9/30/12 $8,298,496 $9,316,459 $11,232,814 $116,753 $37,675 $133,384 $5,833 Estimated Fund Balance/ Working Capital 9130/13 $8,645,908 $9,120,660 $10,968,196 $6$,253 $37 $164 $6 W W W. CITYOF S OUTHLAKE.COM FUND SF.IMMARAES TOTAL FY 2013 PROJECTED REVENUES & EXPENDITURES BY FUND TIF Operating Fund Crime Control District Fund Vehicle Replacement Storm Water District Strategic Initiative Fund Facility Maintenance Fund Hotel Occupancy Fund Projected Revenues $6,835,033 $4,963,500 $33,500 $1,293,500 $8,000 $5,000 $789,700 Projected Expenditures $3,161,030 $1,066,255 $950,000 $596,425 $1,955,000 $114,000 $646,159 Net Revenues Total Other Sources (Uses) ($3,674,759 ) ($5,176,740) $200,000 ($596,134) ($2,100,000) $400,000 ($150,043) Estimated Fund Balance/ Working Capital 9/30/12 $4,726,302 $5,240,120 $2,931,174 $2,069,210 $6,386,822 $1,522,166 $1,154,348 .Estimated Fund Balance/Working Capital 9130113 ' $4,725,46 ' $3,968;625 $2,214,674 $2 $2,339 $1 5 81,166 $1 5 14,846 W W W. CITYOF S OUTHLAKE.COM W W W. CITYOF S OUTHLAKE.COM TOTAL FY 2013 PROJECTED REVENUES & EXPENDITURES BY FUND W W W. CITYOF S OUTHLAKE.COM Court Security Fund Court Technology Fund Red Light Camera Fund Public Art Fund Recycling Fund SPDC Funds TOTAL Projected Revenues $32,000 $41,000 $1,041,372 $1,000 $6,500 $5,177,316 $81,843,241 Projected Expenditures $62,155 $36,400 $1,039,686 $142,000 $23,000 $3,537,571 $79,959,742' Net Revenues ($30,155)', $4,600 $1,686 ($141,000) ($16,500) $1,639,745 $1,883,499 Total Other Sources (Uses) $0 $0 $0 $118,455 $0 ($1,206,453) ($7,300,000) Estimated Fund Balance /Working Capital 9/30/12 $425,361 $302,025 $696,080 $236,703 $23,661 $7,217,512 $62,072,898 Estimated Fund BalanceMlorking Capital 9130113 $386,246 $306,626' $687,766 $214,168 $7,161 $7,664,804 $66,666,397 W W W. CITYOF S OUTHLAKE.COM GENERAL FUND SUMMARY - EXPENDITURES BY DIVISION/CATEGORY City 5ecretarylMayorlCouncil 2011 Actual 2012 Adopted Budget 2012 Amended Budget 2013 Proposed Budget $ Increase/ (Decrease) Adopted % Increase/ - Decrease Adopted Personnel 226,698 236,668 230,636 213,497 (23,171) -9.8% Operations 133,151 181,211 159,507 180,636 (575) -0.3% Capital Outlay 0 0 0 0 0 0.0% Total 359,849 417,879 390,143 394,133 (23,746) -5.7% Human Resources Personnel 317,731 331,103 325,286 392,159 61,056 18.4% Operations 61,041 77,563 77,163 141,517 63,954 82.5% Capital Outlay 0 0 0 0 0 0.0% Total 378,772 408,666 402,449 533,676 125,010 30.6% City Manager's Office Personnel 524,900 568,339 561,565 579,441 11,102 2.0% Operations 43,011 41,753 41,753 42,003 250 0.6% Capital Outlay 0 0 0 0 0 0.0% Total 567,911 610,092 603,318 621,444 11,352 1.9% Support $eryicel Personnel 180,000 125,000 180,000 160,324 35,324 28.3% tions 1,023,027 976,425 976,425 1,026,250 49,825 5.1% Ca ay 0 0 0 0 0 0.0% 1,203,027 1,101,425 1,156,425 1,186,574 85,149 7.7% 1 W W W. CITYOF S OUTHLAKE.COM FUND SF.IMMARAES GENERAL FUND SUMMARY - EXPENDITURES BY DIVISION/CATEGORY 2012 2012 2013 $Increase/ °k Increase/ 2011 Adopted Amended Proposed (Decrease) - Decrease Actual Budget Budget Budget Adopted Adopted information Tecfjnoloov Personnel 550,684 582,846 571,456 585,723 2,877 0.5 °k Operations 1,026,408 1,314,263 1,254,263 1,364,728 50,465 3.8 °k Capital Outlay 113.100 104.000 164.000 70.088 3( 3.912 - 32.6 °k Total 1,690,192 2,001,109 1,989,719 2,020,539 19,430 1.0 1 Finance Personnel 754,715 749,810 758,467 778,848 29,038 3.9 °k Operations 377,955 391,336 346,867 388,403 (2,933) -0.7 °k Capital Outlay 0 0 0 0 0 0.0 °k Total 1,132,670 1,141,146 1,105,334 1,167,251 26,105 2.3 °k Municipal Court Personnel 489,235 501,361 495,971 502,046 685 0.1 °k Operations 104,016 138,310 132,530 135,255 (3,055) -2.2 °k Capital Outlay 0 0 0 0 0 0.0 °k Total 593,251 639,671 628,501 637,301 (2,370) -0.4 °k Teen Court Personnel 113,350 122,444 118,863 121,826 (618) -0.5 °k Operations 22,947 29,110 26,710 23,610 (5,500) -1 Capital Outlay 0 0 0 0 0 Total 136,297 151,554 145,573 145,436 (6,118) ° W W W. CITYOF S OUTHLAKE.COM Finance Personnel 754,715 749,810 758,467 778,848 29,038 3.9 °k Operations 377,955 391,336 346,867 388,403 (2,933) -0.7 °k Capital Outlay 0 0 0 0 0 0.0 °k Total 1,132,670 1,141,146 1,105,334 1,167,251 26,105 2.3 °k Municipal Court Personnel 489,235 501,361 495,971 502,046 685 0.1 °k Operations 104,016 138,310 132,530 135,255 (3,055) -2.2 °k Capital Outlay 0 0 0 0 0 0.0 °k Total 593,251 639,671 628,501 637,301 (2,370) -0.4 °k Teen Court Personnel 113,350 122,444 118,863 121,826 (618) -0.5 °k Operations 22,947 29,110 26,710 23,610 (5,500) -1 Capital Outlay 0 0 0 0 0 Total 136,297 151,554 145,573 145,436 (6,118) ° W W W. CITYOF S OUTHLAKE.COM GENERAL FUND SUMMARY — EXPENDITURES BY DIVISION/CATEGORY 1 W W W. CITYOF S OUTHLAKE.COM 2011 Actual 2012 Adopted Budget 2012 Amended Budget 2013 Proposed BudgetAdoptedAdopted $ Increase/ (Decrease) % Increase/ - Decrease Fire Services Personnel 4,654,118 4,980,884 5,025,804 6,216,347 1,235,463 24.8% Operations 536,625 739,749 750,498 818,451 78,702 10.6% Capital Outlay 24.654 37.000 52.000 61.909 24.909 67.3% Total 5,215,397 5,757,633 5,828,302 7,096,707 1,339,074 23.3% Police Services Personnel 5,074,520 5,142,242 5,192,475 5,203,224 60,982 1.2% Operations 446,307 650,780 719,357 653,274 2,494 0.4% Capital Outlay 0 0 10.400 0 0 0.0% Total 5,520,827 5,793,022 5,922,232 5,856,498 63,476 1.1% Public Safety Support Personnel 452.572 456.307 454.289 467.311 11.004 2.4% Operations 1,046,009 1,088,350 1,088,350 1,092,216 3,866 0.4% Capital Outlay 0 0 0 0 0 0.0% Total 1,498,581 1,544,657 1,542,639 1,559,527 14,870 1.0% Buildna Inspection Personnel 816.562 807.530 804.530 813.794 6.264 0.8% s 39,301 72,175 72,175 80,388 8,213 11.4% Capita y 6,969 0 0 0 0 0.0% To 862,832 879,705 876,705 894,182 14,477 1.6% 1 W W W. CITYOF S OUTHLAKE.COM GENERAL FUND SUMMARY - EXPENDITURES BY DIVISION/CATEGORY WWW.CITYOFSOUTHLAKE.COM VL A' 2011 Actual 2012 Adopted Budget 2012 Amended Budget 2013 Proposed Budget $ Increase/ (Decrease) Adopted % Increase/ - Decrease Adopted Streets /Drainage Personnel 766.960 758.054 768.054 785.291 27.237 3.6% Operations 830,920 941,775 940,525 857,481 (84,294) -9.0% Capital Outlay 10.812 42.000 42.000 23.011 1( 8.989) -45.2% Total 1,608,692 1,741,829 1,750,579 1,665,783 (76,046) -4.4% Facility Maintenance Personnel 240.649 297.967 285.168 286.459 1( 1.508) -3.9% Operations 1,279,515 1,242,719 1,242,219 1,301,219 58,500 4.7% Capital Outlay 0 35.000 35.500 33.000 2( .000) -5.7% Total 1,520,164 1,575,686 1,562,887 1,620,678 44,992 2.9% Public Works Administration Personnel 854.903 903.879 897.547 916.404 12.525 1.4% Operations 177,302 144,053 144,653 203,770 59,717 41.5% Capital Outlay 0 0 0 0 0 0.0% Total 1,032,205 1,047,932 1,042,200 1,120,174 72,242 6.9% Plannind Personnel 817.082 799.095 811.181 822.452 23.357 2.9% Operations 67,424 111,821 101,821 107,225 (4,596) Capital Outlay 0 0 0 0 0 Total 884,506 910,916 913,002 929,677 18,761 WWW.CITYOFSOUTHLAKE.COM VL A' ALL FUNDS SUMMARY OTHER FUNDS - EXPENDITURES BY FUND / DIVISION / CATEGORY WWW.CITYOFSOUTHLAKE.COM VL A' 2011 Actual 2012 Adopted Budget 2012 Amended Budget 2013 Proposed Budget $ Increase/ (Decrease) Adopted % Increase/ - Decrease Adopted STORM WATER DISTRICT Personnel 97,152 96,620 97,620 99,667 3,047 3.2% Operations 501,696 530,121 461,200 401,758 (128,363) -24.2% Capital Outlay 10.813 70.000 70.000 95.000 25.000 35.7% Total 609,661 696,741 628,820 596,425 (100,316) -14.4% DEBT SERVICE FUND Principal 7,577,033 8,506,753 8,506,753 8,985,521 478,768 5.6% Interest 4,178,061 3,985,972 3,985,972 3,584,897 (401,075) -10.1% Administrative Expenses 2.980 18.000 18.000 18.000 0 0.0% Total 11,758,074 12,510,725 12,510,725 12,588,418 77,693 0.6% SPECIAL REVENUE REFORESTATION FUND Operations 36,769 54,000 54,000 53,000 (1,000) -1.9% Capital Outlay 0 0 0 0 0 0.0% Total 36,769 54,000 54,000 53,000 (1,000) -1.9% SPECIAL REVENUE BICENTENNIAL CONCESSIONS Operations 674 0 0 0 0 0.0% Capital Outlay 0 0 0 0 0 0.0% Total 674 0 0 0 0 0.0% FACILITY MAINTENANCE Operations 100,000 165,000 165,000 114,000 (51,000) .9 Capital Outlay 0 0 0 0 0 330..9 Total 100,000 165,000 165,000 114,000 (51,000) WWW.CITYOFSOUTHLAKE.COM VL A' ALL FUNDS SUMMARY OTHER FUNDS — EXPENDITURES BY FUND/DIVISION/CATEGORY W W W. CITYOF S OUTHLAKE.COM 2011 Actual 2012 Adopted Budget 2012 Amended Budget 2013 Proposed Budget $ Increase/ (Decrease) Adopted % Increase/ - Decrease Adopted RECYCLING FUND Operations 14.500 14.500 23.000 23.000 8,500 58.6% Total 14,500 14,500 23,000 23,000 8,500 58.6% RED LIGHT CAMERA FUND Personnel 45,700 53,092 53,092 53,944 852 1.6% Operations 720,216 830,245 830,245 684,832 (145,413) -17.5% Capital Outlay 11.601 177.500 177.500 300.910 123,410 69.5% Total 777,517 1,060,837 1,060,837 1,039,686 (21,151) -2.0% PUBLIC ART FUND Operations 31,787 67,000 59,174 42,000 (25,000) -37.3% Capital 0 50.000 57.826 100.000 50,000 100.0% Total 31,787 117,000 117,000 142,000 25,000 21.4% GRAND TOTAL -ALL FUNDS 73,038,536 74,198,371 74,860,493 79,959,742 5,761,371 7.8 °h W W W. CITYOF S OUTHLAKE.COM ALL FUNDS SUMMARY — EXPENDITURES BY FUND/CATEGORY W W W. CITYOF S OUTHLAKE.COM 2011 Actual 2012 Adopted Budget 2012 Amended Budget 2013 Proposed BudgetAdoptedAdopted $ Increase/ (Decrease) % Increase/ - Decrease Public Art Fund Operations 31,787 67,000 59,174 42,000 (25,000) -37.3% Capital 0 50.000 57.826 100.000 50.000 100.0% Total 31,787 117,000 117,000 142,000 25,000 21.4% GRAND TOTAL ALL FUNDS 73,038,536 74,198,371 74,860,493 79,959,742 5,761,371 7B% EXPENDITURE CATEGORY Personnel 22,714,641 23,485,108 23,623,201 25,230,851 1,745,743 7.4% Operations 26,250,035 26,644,578 26,875,307 26,851,113 206,535 0.8% Capital Outlay 2,578,979 2,700,913 2,891,450 5,811,959 3,111,046 115.2% Debt Service 21.494.881 21.367.772 21.470.535 22.065.819 698.047 3.3% GRAND TOTALALL FUNDS 73,038,536 74,198,371 74,860,493 79,959,742 5,761,371 7.8% W W W. CITYOF S OUTHLAKE.COM ALL FUNDS - FY 2013 PROPOSED TOTAL EXPENDITURES BY CATEGORY Debt Capital Out 7% 34% W W W. CITYOF S OUTHLAKE.COM :onuel 1% THIS PAGE INTENTIONALLY LEFT BLANK. W W W. CITYOF S OUTHLAKE.COM .,, 1 _..1..... ... 0 0 GENERAL t op- ,,, .„,,,,,. FU ... , F .......„ 1.. w a = � R 9 T.,;._ ok so,„„ sue& ex,� , , ,,,, milimaior U � cn k'ST 19 il This section provides the General Fund Summary as well as analyses of the various departments, divisions, and subdivisions of the City that are funded through the General Fund. The General Fund is the City's principal operating fund which is supported by taxes, fees, and other revenues that may be used for any lawful purpose. This fund accounts for all activity not specifically accounted for in other funds and includes such operations as police, fire, engineering, planning, finance and administration. It is City policy to maintain an unassigned fund balance (reserves) for emergencies or unforeseen circumstances equivalent to 15 -25% of planned expenses. 143 FUND SF.IMMAR..IES GENERAL FUND W W W. CITYOF S OUTHLAKE.COM 2011 Actual 2012 Adopted Budget 20 ' Amended Budget $Increase/ (Decrease) Adopted °k Increase/ - Decrease Adopted 2013 ' Proposed ' Budget $Increase/ (Decrease) Adopted ° k Increase/ - Decrease REVENUES Ad Valorem Taxes $17,473,558 $17,433,230 $17,718,230 ' $285,000 1.6 °k $18,305,319 ' $872,089 5.0 °k Sales Tax 8,796,001 8,120,000 9,020,000 ' 900,000 11.1 °k 9,190,000 ' 1,070,000 13.2 °k Franchise Taxes 2,783,279 2,693,282 2,651,751 ' (41,531) -1.5 °k 2,704,856 ' 11,574 0.4 °k Fines 1,170,708 1,015,000 1,01 5,000 ' 0 0.0 °k 915;040 (100,000) -9.9 °k Charges for Services 1,118,058 1,030,080 1,189,030 ' 158,950 15.4 °k 1,162,850 ' 132,770 12.9 °k Permits /Fees 1,265,849 754,800 1,961,900 ' 1,207,100 159.9 °k 1,117,340 ' 362,500 48.0 °k Miscellaneous 1,014,707 859,070 ' 890,070 ' 31,000 3.6 °k 775;500 ' (83,570) -9.7 °k Interest Income 48.537 70.000 70.000 ' 0 0.0 °k 70.040 ' 0 0.0 °k Total Revenues $33,670,697 $31,975,462 $34,515,981 ' $2,540,519 7.9% $34,240,825 $2,265,363 7.1% EXPENDITURES City Secretary $359,849 $417,879 ' $390,143 ' ($27,736) -6.6 °k $394,133 ($23,746) -5.7 °k Human Resources 378,772 408,666 $402,449 ' (6,217) -1.5 °k 533;676 ' 125,010 30.6 °k City Manager 567,911 610,092 603,318 ' (6,774) -1.1 °k 621;444 11,352 1.9 °k Information Technology 1,690,192 2,001,109 1,989,719 ' (11,390) -0.6 °k 2,020,539 ' 19,430 1 Support Services 1.203.027 1.101.425 1.156.425 ' 55.000 5.0 °k 1.186.574 ' 85.149 General Gov. Total $4.199.751 $4.539.171 $4.542.454 ' $ 2 , 883 0.1% ' $4.756.366 ' $ 217 , 196 W W W. CITYOF S OUTHLAKE.COM W W W. CITYOF S OUTHLAKE.COM FUND SEIMMAI IE GENERAL FUND 2012 2012 $Increase/ °k Increase/ 2013 $Increase/ 2011 Adopted (Decrease) - Decrease Proposed ° Amended ' (Decrease) k Increase/ EXPENDITURES Actual Budget Budget Adopted Adopted Budget Adopted - Decrease CONTINUED Finance 1,132,670 1,141,146 1,1t}5,334 (35,812) -3.1 °k ' 1,167;251 ' 26,105 2.3 °k Municipal Court 593,251 639,671 628,501 ' (11,170) -1.7 °k 637;301 ' (2,370) -0.4 °k Teen Court 136.297 151.554 145.573 ' (5,981) -3.9 °k 145:436 ' (6,118) -4.0 °k Finance Total $1.862.218 $1.932.371 $1.879.448 ($ 62 , 963 ) -2.7% ' $1.949.988 $ 17 , 617 0.9% Fire 5,215,397 5,757,633 5,828,302 ' 70,669 1.2 °k ' 7,096707 ' 1,339,074 23.3 °k Police 5,520,827 5,793,022 5,922,232 ' 129,210 2.2 °k ' 5,856;498 ' 63,476 1.1 °k Public Safety Support 1.498.581 1.544.657 1.542.639 ' (2,018) -0.1% ' 1.559:527 ' 14.870 1.0 °k Public Safety Total $12.234.805 $13.095.312 $13.293.173 $ 197 , 861 1.5% $14.512.732 $1.417.420 10.8% Streets /Drainage 1,608,692 1,741,829 1,750,579 ' 8,750 0.5 °k ' 1,665;783 ' (76,046) -4.4 °k Facility Maintenance 1,520,164 1,575,686 1,562,887 ' (12,799) -0.8 °k ' 1,620;678 ' 44,992 2.9 °k Public Works Admin 1.032.205 1.047.932 1,042,200 ' 5( •732 -0.5 °k ' 1,120,174 ' 72.242 6.9 °k Public Works Total $4.161.061 $4.365.447 $4.335.688 ($ 9 , 781 ) -0.2% $4.408.835 $ 41 , 188 0.9% Building Inspections 862,832 879,705 876,705 ' (3,000) -0.3 °k 894;.182 ' 14,477 1.6 °k Planning 884.506 910.916 913.002 ' 2.086 0.2 °k 929:677 ' 18.761 2.1% Planning and Dev tal $1.747.338 $1.790.621 $1.7$9.707 914 -0.1% $1.823.859 $ 33 , 238 1.9% Eco De t 193.701 216.744 211.744 ' 5( •000 -2.3 °k 219:660 ' 2.916 1.3 °k on ev. $ 193 , 701 $ 216 , 744 $ 211 , 744 ($ 6 , 000 ) -2.3% $ 219 , 660 $ 2 , 916 W _ W W W. CITYOF S OUTHLAKE.COM 1.3% W _ W W W. CITYOF S OUTHLAKE.COM GENERAL FUND SUMMARY - EXPENDITURES BY DIVISION/CATEGORY City Secretarvl MavorlCouncil 2011 Actual 2012 Adopted Budget 2012 Amended Budget 2013 Proposed Budget $ Increase/ (Decrease) Adopted % Increase/ - Decrease Adopted Personnel 226,698 236,668 230,636 213,497 (23,171) -9.8% Operations 133,151 181,211 149,507 180,636 (575) -0.3% Capital Outlay 0 0 0 0 0 0.0% Total 359,849 417,879 390,143 394,133' (23,746) -5.7% Human Resources Personnel 317,731 331,103 325,286 392,159'' 61,056 18.4% Operations 61,041 77,563 77,163 141,517' 63,954 82.5% Capital Outlay 0 0 4 0 0 0.0% Total 378,772 408,666 442,449 533,676 125,010 30.6% City Manager's Office Personnel 524,900 568,339 561,565 ' 579,441'' 11,102 2.0% Operations 43,011 41,753 41,753 42,003'' 250 0.6% Capital Outlay 0 0 0 4' 0 0.0% Total 567,911 610,092 643,318 621,444 11,352 1.9% Support Services Personnel 180,000 125,000 180,000 160,324 35,324 28.3% s 1,023,027 976,425 976,425 1 „026,250 49,825 5.1% Capita y 0 0 0 0 0 0.0% Tot 1,203,027 1,101,425 1,156,425 1,186,574' 85,149 7.7% W W W. CITYOF S OUTHLAKE.COM GENERAL FUND SUMMARY - EXPENDITURES BY DIVISION/CATEGORY WWW.CITYOFSOUTHLAKE.COM VL _ _ ! ' 2011 Actual 2012 Adopted Budget 2012 Amended Budget 2013 Proposed Budget $ Increase/ (Decrease) Adopted % Increase/ - Decrease Adopted Information Technoloav Personnel 550,684 582,846 571,456 585,723' 2,877 0.5% Operations 1,026,408 1,314,263 1,254,263 1 „364,728 50,465 3.8% Capital Outlay 113.100 104.000 164.000 70.088 3( 3.912) -32.6% Total 1,690,192 2,001,109 1,989,719 2,020,539 19,430 1.0% Finance Personnel 754,715 749,810 788,467 778,848'' 29,038 3.9% Operations 377,955 391,336 346,867 388,403' (2,933) -0.7% Capital Outlay 0 0 4 0 0 0.0% Total 1,132,670 1,141,146 1,145,334 1,167,251'' 26,105 2.3% Municipal Court Personnel 489,235 501,361 455,971 502,046' 685 0.1% Operations 104,016 138,310 132,534 135,255' (3,055) -2.2% Capital Outlay 0 0 4 0' 0 0.0% Total 593,251 639,671 628,501 637,301' (2,370) -0.4% Teen Court Personnel 113,350 122,444 11,8,863 121,826 (618) -0.5% Operations 22,947 29,110 26,710 23,610 (5,500) Capital Outlay 0 0 0 0 0 Total 136,297 151,554 145,573 145,436 (6,118) %;. WWW.CITYOFSOUTHLAKE.COM VL _ _ ! ' GENERAL FUND SUMMARY — EXPENDITURES BY DIVISION/CATEGORY 1 W W W. CITYOF S OUTHLAKE.COM 2011 Actual 2012 Adopted Budget 2012 Amended Budget 2013 Proposed Budget $ Increase/ (Decrease) Adopted % Increase/ - Decrease Adopted Fire Services Personnel 4,654,118 4,980,884 5,025,804 6,216,347 1,235,463 24.8% Operations 536,625 739,749 760,498 818,451' 78,702 10.6% Capital Outlay 24.654 37.000 52.000 61909' 24.909 67.3% Total 5,215,397 5,757,633 5,828,302 7,096,707 1,339,074 23.3% Police Services Personnel 5,074,520 5,142,242 5,192,475 5,,203,224 60,982 1.2% Operations 446,307 650,780 71,9,357 653,274 2,494 0.4% Capital Outlay 0 0 10.400 0 0 0.0% Total 5,520,827 5,793,022 5,922,232 5,856,498 63,476 1.1% Public Safety Support Personnel 452.572 456.307 454.289 467.311' 11.004 2.4% Operations 1,046,009 1,088,350 1,088,350 1,092,216 3,866 0.4% Capital Outlay 0 0 0 0 0 0.0% Total 1,498,581 1,544,657 1,542,639 1,559,527 14,870 1.0% Building Inspection Personnel 816.562 807.530 844.530 813.794 ' 6.264 0.8% ns 39,301 72,175 72,175 80,388'' 8,213 11.4% Capita y 6,969 0 0 0' 0 0.0% To 862,832 879,705 876,705 894,182' 14,477 1.6% 1 W W W. CITYOF S OUTHLAKE.COM GENERAL FUND SUMMARY — EXPENDITURES BY DIVISION/CATEGORY WWW.CITYOFSOUTHLAKE.COM VL -..! ' 2011 Actual 2012 Adopted Budget 2012 Amended Budget 2413 Proposed Budget $ Increase/ (Decrease) Adopted % Increase/ - Decrease Adopted Streets /Drainage Personnel 766.960 758.054 768.054 785291' 27.237 3.6% Operations 830,920 941,775 940,525 857,481' (84,294) -9.0% Capital Outlay 10.812 42.000 42.000 23.011' 1( 8.989) -45.2% Total 1,608,692 1,741,829 1,750,579 1,665,783 (76,046) -4.4% Facility Maintenance Personnel 240.649 297.967 285.168 286.459 1( 1.5081 -3.9% Operations 1,279,515 1,242,719 1,242,219 1 „301,219 58,500 4.7% Capital Outlay 0 35.000 35.500 33.000 2( .000) -5.7% Total 1,520,164 1,575,686 1,562,887 1,620,678 44,992 2.9% Public Works Administration Personnel 854.903 903.879 897.547 916.40 12.525 1.4% Operations 177,302 144,053 144,653 203,770' 59,717 41.5% Capital Outlay 0 0 0 0 0 0.0% Total 1,032,205 1,047,932 1,042,200 1,120,174 72,242 6.9% Planning Personnel 817.082 799.095 811.181 822.452 23.357 2.9% Operations 67,424 111,821 101,821 107,225' (4,596) Capital Outlay 0 0 0 0' 0 Total 884,506 910,916 91,3,002 929,677 18,761 WWW.CITYOFSOUTHLAKE.COM VL -..! ' FUND SUMMARIE WWW.CITYOFSOUTHLAKE.COM �w. FUND SUMMARIES Cit Manager's •j ce MISSION: The City Manager's Office pledges to provide our residents exceptional municipal services by promoting a progressive, efficient, responsive, and community focused organization. OF SO(Jt isismommisr U o moossir o RESPONSIBILITIES: CST 19 • Implement City Council's 2012 GENERAL FUND - $603,3 strategic direction 2013 GENERAL FUND - $621,444 • Review and oversee departmental operations and all personnel functions DEPARTMENTAL • Recommend annual budget BUDGET k 2% • Administer the adopted budget ; and Capital Improvements Programs • Act as liaison between citizens, businesses, community organizations and government agencies • Coordinate intergovernmental relations including assisting with public agendas • Prepare City Council meeting agendas, including supporting materials YA • Conduct and coordinate policy ` research �. • Communicate with key e OTHER GENERAL FUND constituents: citizens, �t BUDGETED employees and the media x EXPENDITURES 98% • Provide administrative support to the Southlake Program for the Involvement of Neighborhoods (SPIN) www. CITYOFSOUTHLAKE.COM FUND SUMMARIES DEPAKTME\T SCOIECAR STRATEGIC PERSPECTIVE MEi RI( TARGET : • residents rating the quality of life experience excellent or very good ** 95% • residents that feel Southlake has improved ** 75% • satisfaction in managing trash and recycling collection ** 90% • citizen agreement with statement I feel more informed about the city and its services than I did one year ago " ** 55% Serve our Customers % agreement that employee represented city in a positive manner ** 90% • citizen agreement that employee was courteous ** 85% • citizen agreement that requests were directed to the correct department ** 85% • citizen agreement that employees returned calls within a reasonable amount of time ** 85% # lean/process improvement projects 2 Manage the % reduction in gap between importance and satisfaction for top 5 gap services ** -5% average Business reduction Align the organization to the strategy (SMS) 4.0 Debt as a % of total assessed valuation less than 1.55% Net operating Provide expenditures per Financial Revenue and operating expenditures per capita capita do not Stewardship exceed net revenue per capita Bond Ratings AAA Promote Voluntary turnover rate Less than 10% Learning and Growth % employee perception that the City is a good place to work TBD *Performance measure program initiated in FY2012 and development is ongoing. Future budget documents will include prior year actual, current year estimate and target data * *Indicates biannual citizen survey measure WWW.CITYOFSOUTHLAKE.COM 1 FUNDS ; _n I City ManacersCrz'ce KEY \ C C�M PL1 S HMLN - IS • Successfully implemented elements of the Boards and Commissions Management Plan including City Council adoption of a Board and Commissions Manual, the creation of an online training site for appointees and creation of job descriptions for each position. (12, Enhance leadership capabilities to deliver results; B1, Achieve best -in -class status in all city disciplines) • Initiated quarterly Departmental Business Plan review meetings to ensure that goals of departmental work plans were met and to address challenges as needed. (I,2, Enhance leadership capabilities to deliver results; Bl, Achieve best -in -class status in all city disciplines) • Led the City in maintaining a AAA bond rating from Fitch Rating Services and Standard and Poor's. (F3, Achieve fiscal wellness standards) • Created inventory and work plan for a formalized employee value proposition program (aka "Southlake Way ") to establish a sustainable employee experience offered in exchange for productivity and performance. (L1, Ensure our t people understand the strategy and how they contribute to it) DID YOU KNOW? According to the most recent citizen satisfaction survey, 99% of respondents y• rated life in Southlake as excellent, very • good or good. ; , i , 1 . ,‘, i _ .... ---L: 2: 4u I r i 1 / 4 ), , \ - k :a, " „. 4iiiimier I lk J 111111 156 WWW.CITYOFSOUTHLAKE.COM J FUND SUMMARIES Cit Mana: er's I j ice FY osomo L N Customer Service Work with Human Resources to develop and host B4, Performance Management & Training city-wide customer service training. Service Delivery Work with Human Resources to research and Succession Planning develop a systematic approach to identify, develop L3, Performance Management & Program Development and retain talent for key positions and areas in line Service Delivery with current and future organizational plans. Ensure that Board and Commission Management B5, Performance Management & Boards & Commissions Plan items are completed to include a plan for Service Delivery continued monitoring / adherence. Negotiate extension of solid waste contract and B4, Performance Management & Solid Waste Contract ensure communication to residents of any additions Service Delivery / changes. Southlake 2030 Work with Planning & Development Services to F3, Performance Management & Sustainability Plan finalize the sustainability element of the Southlake Service Delivery 2030 Plan. *Read more about the City's Strategic Management System beginning on page 99. HISTORIC PERSONNEL AND BUDGET INFORMATION - S-DEPARTMENTAL BUDGET - 111-F'1'E $700,000 7.5 $603,318 7.25 $600,000 $557,229 $576;968 $567,911 $621,444 7 $500,000 6.75 6.75 6.75 6.75 • - 6.5 $400,000 $300,000 - 6 $200,000 - 5.5 $100,000 $0 5 F 411•11 Y 2009 FY 2010 FY 2011 FY 2012 FY 2013 0 WWW.CITYOFSOUTHLAKE.COM , N D s m lillAr_ IF City SEcrcran s C ice fr MISSION: The City Secretary's Office is committed to uphold the legislative process and to increase community involvement within city government. We will do this by utilizing technology and public outreach. Ox . O t�T,, a z \/ i (1 2 moo* i RESPONSIBIL 4'87--. 19 • Serve as liaison to Mayor and 2012 GENERAL FUND - $390, 143 City Council 20I3 GENERAL FUND - $394,133 • Oversee City elections ie • Coordinate with the County Elections Administrators and < , Carroll Independent School ;;. District to ensure a fair and accessible election process � CITY SECRETARY'S OFFICE • Support Boards and BUDGET Commissions with the board Irak appointments process, new Iv member packets, etc. • Oversee City records management -,1 • Respond to Open Records requests • Maintain City vehicle licensing and file maintenance OTH � BUDGETED EXPENDITURES 99% 158 WWW.CITYOFSOUTHLAKE.COM FUND SUMMARIES Cat Secretar 's • lice DEPAftTME\TSCORECA t!► "RI STRATEGIC METRIC TARGET PERSPECTIVE • of open records responses provided within five business days 75% Serve our % decrease in requests for open records 3% / quarter Customers • satisfaction in providing local election information ** 85% Minutes prepared within four business days following City Council meeting 100% Minutes approved with no corrections 100% Manage the Business of city legislative documents uploaded to Laserfiche within ten business days following adoption or authorization 700/o • decrease in open record requests requiring an Attorney General ruling 2% Provide Rev 98 -102% Financial % revenues and operating expenditures actual vs. plan Exp 98- 100% Stewardship • of staff certified and recertified 100% • of newly appointed Boards, Commissions and Committee members completing 90% Promote Open Meetings Act training within 30 days of appointment Learning and Growth % of appointed Boards, Commissions, and Committee members provide affirmation o of receipt and understanding of Code of Conduct within 30 days of appointment 90 /o of appointed Boards, Commissions and Committee members completing required 90% training within 30 days of appointment *Performance measure program initiated in FY2012 and development is ongoing. Future budget documents will include prior year actual, current year estimate and target data. * *Indicates biannual citizen survey measure WWW. CITYOFSOUTHLAKE.COM O47(c K E Y ACILOMPLISHMLN _I S • Implemented key provisions of the Board and Commission Management Plan to include revising the application and appointment process. (B4, Provide high quality customer service; B5, Improve performance of delivery and operational processes; B6, Optimize use of technology) • The department realized a savings in paper and a considerable amount of staff resources by providing an electronic platform for election candidates. (B5, Improve performance of delivery and operational processes; B6, Optimize use of technology) • Published a request for proposals for the storage of off -site records with the final selection of an off -site vendor in June. (B2, Collaborate with select partners to implement service solutions) • Conducted a general election in May 2012 (B4, Provide high quality customer service) VOTE } DID YOU KNOW? The City Secretary has partnered with Municode to make researching the P ; City's ordinances even easier. See how 4 " Y�. - visit CityofSouthlake.com today. - k 160 WWW.CI TYOFSOUTHLAKE.COM FUND SUMMARI�� Cit Secretar s O ice ; FY 2013 WORK PLAN Digitize Utility Billing Coordinate file structure and template construction B5, Performance Management & Records with Utility Billing. Service Delivery Marketing plan for boards Create an attractive brochure for elected officials C5, Performance Management & & commissions and staff to provide public. Service Delivery Purge duplicate city Complete a records inventory and destroy duplicate B5, Performance Management & records records in accordance with state law. Service Delivery Conduct successful Provide candidate election forms via electronic B5, Performance Management & elections medium. Service Delivery *Read more about the City's Strategic Management System beginning on page 99. HISTORIC PERSONNEL AND BUDGET INFORMATION -*-DEPARTMENTAL BUDGET - ■ - FIT $450,000 3.5 $400,000 - - 3 $390,143 $394,133 r ■ III i - 3 3 3 3 $350,000 $359,849 $340,579 2.5 $327,945 $300,000 $250,000T — - 2 $200,000 - 1.5 $150,000 - 1 $100,000 - 0.5 $50,000 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 161 WWW. CITYOFSOUTHLAKE.COM , , _ i llb S ARIA Corrzrr1rirzitl 5C1r t .... II MISSION: It is the mission of the Community Services Department to provide and support abundant, safe and well- maintained park land and trails; offer progressive social and cultural opportunities; provide books, materials and services to residents in their pursuit of information; and implement recreational and educational programs that p F so t j collectively enrich the lives of all patrons. U o f N, � < z .. • R Fsr.195 2012 GENERAL FUND - $5 • Library , 857,608 - -Serve 98,000 customers and 1..r 2013 GENERAL FUND - $6,048,714 30,000 programming participants annually • Park Operations and Maintenance -- Athletics / sports turf maintenance DEPARTMENTAL --Park Park facility maintenance tzlz. 18% including 700 acres of park land - - Contract management - - Median / right of way , ,, maintenance 4 • Recreation i -- Manage recreation and fli athletics programs and joint use facilities a - -Coordinate special events 1 0 • Senior Services 1 -- Manage and coordinate senior programs and events t A I such as exercise and fitness, ,, ri • s, dances, and t OTHER GENERAL FUND BUDGETED c uter classes ; EXPENDITURES - - ° lt , to Senior Services <# ' 82 % t relat ` ■ to transportation CARS), health and safety and financial �'. 10=' WWW.CITYOFSOUTHLAKE.COM W.CITYOFSOUTHLAKE.COM FUND SUMMARIES .�� DEPARTME \T SCORECARD 1 STRATEGIC METRIC I ARGE'I' PERSPECTIVE City's performance in providing attractive and unique spaces for enjoyment of 85% Excellent / personal interests ** Very Good satisfaction of City's performance in promoting opportunities for volunteer 85% Excellent / involvement ** Very Good Serve our 85% Excellent / Customers % satisfaction in maintaining appearance of landscape and facilities ** Very Good Expand the number of programs and events offered by the department 10% satisfaction in maintaining appearance of landscape and facilities ** 85% Excellent / Very Good Maintain rating on Customer Satisfaction Survey 98% Manage the g Complete annual review of department SOPS 100% Business 1 Increase the number of participants at department programs and events 10% Rev 98- 102% revenues and operating expenditures actual vs. plan Exp 98-100% Provide % of Community Services CIP projects completed within budget 100% Financial Stewardship Complete department projects and initiatives within budget 100% Complete annual review of contracts and services 100% Annual staff customer service training 1 Promote Annual staff training on department budget, business plan, and Strategic Management Learning and System 1 Growth y Professional development and mandatory job training to all staff 100% *Performance measure program initiated in FY 2012 and development is ongoing. Future budget documents will include prior year actual, current year estimate and target data * *Indicates biannual citizen survey measure WWW.CITYOFSOUTHLAKE.COM ... .. 1 i C Services KEY 1 AC COIVIPLISHIVIF \TS • Implemented Arts Master Plan and installed public art in four city roundabouts and Southlake Town Square. (C3, Provide attractive 6- unique spaces for enjoyment of personal interests; B5, Improve performance of delivery & operational processes) • Utilized 14,676 volunteer service hours in the first 7 months of FY 2012, providing the City a cost savings of $319,790. (C5, Promote opportunities for partnerships & volunteer involvement; B2, Collaborate with select partners to implement service solutions) • Developed partnership with CISD that allows the Library to use school books over the summer. (B2, Collaborate with select partners to implement service solutions; B4, Provide high quality customer service; B5, Improve performance of delivery & operational processes) • Completed construction on North Park. (C3, Provide attractive & unique spaces for enjoyment of personal interests) • Converted the Southlake Scene Newsletter to digital format as part of the department's green initiatives. (B4, Provide high quality customer service; B5, Improve performance delivery & operational processes; B6, Optimize use of technology) • Developed the "Seniors Support Southlake" program which encourages seniors to shop locally. (C4, Attract 6 keep top tier businesses to drive a dynamic & sustainable environment; B4, Provide high quality customer service) DID YOU KNOW ?"'" More than 100,000 people enjoyed at _ _ least one of Southlake's major events '- from October 2011 through July 2012: 7 IT- f .„,„.... Oktoberfest, Home for the Holidays, A Art in the Square and Stars and Stripes. it Y f / . 1 J 1 164 WWW.C ITYOFSOUTHLAKE.COM F=UND SUMMARIES Community Services FY 2013 WORD PLA\ 4 4y Implementation of FY Begin Bicentennial Park Phase II Construction. C3, Quality Development 2013 CIP Implement Sponsorship Develop tracking system to ensure proper marketing B5, Performance Management & Program of new sponsorship opportunities and accounting of Service Delivery funds received. Increase programs for C5, Performance Management & Southlake Seniors Develop 24 new senior programs. Service Delivery Parks, Recreation, and Coordinate ongoing development of Master Plan with Planning & Development Service Staff and the Open Space /Community Southlake 2030 Parks, Recreation, and Open Space/ C3, Quality Development Facilities Master Plan Community Facilities Master Plan Committee. *Read more about the City's Strategic Management System beginning on page 99. HISTORIC PERSONNEL AND BUDGET INFORMATION -DEPARTMENTAL BUDGET —.—FPE $7,000,000 62.4 62.15 $6,048,714 62.2 $6,000,000 '— $5,508,976 $5,161,534 $5,195,942 5,857,60 62 • $5,000,000 61.8 61.65 - 61.6 $4,000,000 61.5 61.5 - 61.4 $3,000,000 - 61.2 $2,000,000 61 - 61 - 60.8 $1,000,000 - 60.6 $0 60.4 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 WWW.CITYOFSOUTHLAKE.COM �, ND MARIES Economic Devclo mew MISSION: The Department of Economic Development's mission is to help create a diversified, vibrant and sustainable economy through the attraction and support of businesses meeting the vision and standards desired by City leaders. o f yo u �n RESPONSIBILITIES: r s1:195 0 • Business attraction 2012 GENERAL FUND - $211,744 3 20I3 GENERAL FUND - $219,660 • Business retention and expansion • Community support and interaction DEPARTMENTAL BUDGET • Financial analysis and support I "�• • Marketing and promotion • Resource development and maintenance • Tourism • Organization cooperatives OTHER GENERAL FUND BUDGETED EXPENDITURES 99% 166 WWW.CITYOFSOUTHLAKE.COM ND SUMMARI Economic Dcvclo.; icnt &9„, DEPARTME\T S C R • Its STRATEGIC: PERSPECTIVE ME I RIC TARGET Performance at attracting and keeping top- tiered businesses to drive a dynamic 85% Excellent / and sustainable environment ** Very Good • satisfaction with creating a diversified, vibrant and sustainable economy through attraction and support of businesses ** 85% • satisfaction with attracting businesses and jobs to the area ** 85% Serve our Customers % satisfaction with implementing programs to retain and support existing businesses ** 85% • satisfaction with attracting tourism to the area ** 85% # of attendees at major events TBD Retail occupancy rate 85% Manage the Business Office occupancy rate 85% 3 of total revenue generated by business TBD Provide Manage budget within approved fiscal requirements 100% Financial Stewardshi 0 increase in Hotel Tax Revenues 2%o revenues and operating expenditures actual vs. plan Rev 98-102 ° Exp 98-100% % 8 -100 /o Maintain CED, ASLA, AICP certifications 100% Promote Learning and Maintain CTA certification 100% Growth Tourism Manager to complete 1st year of Tourism College 100% *Performance measure program initiated in FY2012 and development is ongoing. Future budget documents w include prior year actual, current year estimate and target data. * *Indicates biannual citizen survey measure 167 WWW. CITYOFSOUTHLAKE.COM 1 FUN t tic-ii _r «.,: .. E M,„ `�°� °'°` , � Economic DCUel03Y1c'12t i KEY } ACCOMPLISHMEN_1 S • Launched Southlake's first Private Dining Guide. (B3, Enhance resident quality of life 6' business sustainability through tourism; B4, Provide high quality customer service) • Redeveloped www.SouthlakeBusinesses.com web portal and imbedded it in the City and Tourism websites. (134, Provide high quality customer service; B6, Optimize the use of technology) • Worked with Southlake Business Council in developing two new business survey programs: the One Minute Survey and the New Business Survey. (C4, Attract & keep top -tier businesses to drive a dynamic 6' sustainable economic environment; C5, Promote opportunities for partnerships er volunteer involvement; B4, Provide high quality customer service) • Designed and launched the Visit Southlake, TX Facebook page. (B3, Enhance resident quality of life & business sustainability through tourism; B4, Provide high quality customer service; B6, Optimize the use of technology) • Implemented visits to individual businesses as part of the Economic Development & Tourism Strategic Plan. (C4, Attract & keep top tier businesses to drive a dynamic & sustainable economic environment; B4, Provide high quality customer service) DID YOU KNOW? More than 75 new businesses have , -,,/t • opened in Southlake since October 1, i 2011? Look for the new biz list and other southlake new biz business updates on: st Stil www.mysouthlakenews.com /business NOW OPEN 3 4,x3 s 168 '; WWW. CITYOFSOUTHLAKE.COM FUND SUMMARIES Economic Development Lto FY 2013 W PLA\ . „ STRATEGIC •. p , Develop programs to Visit businesses to verify accuracy of data and retain and support identify any issues of importance to them. C4, Quality Development existing businesses Develop programs to Track and report on active business recruitments. C4, Quality Development attract desired businesses Implement programs Implement diverse programs encouraging patronage C4, Quality Development marketing the City of City businesses during the holidays. Promote a destination Develop target marketing for outside the DFW C4, Quality Development image for the City region. Increase the patronage of With ED staff, attend quarterly tenant meetings for C4, Quality Development the City major centers. `Read more about the City's Strategic Management System beginning on page 99. HISTORIC PERSONNEL AND BUDGET INFORMATION -0-DEPARTMENTAL BUDGET 11-FTE $350,000 4.5 $317,471 4 $300,000 - 4 3.5 3.5 • - 3.5 $250,000 3 3 - 3 $230,195 $200,000 I, $211,744 $219,660 - 2.5 $193,701 $150,000 + 2 - 1.5 $100,000 1 $50,000 - 0.5 $0 0 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 WWW.CITYOFSOUTHLAKE.COM FUND SUMMARIE MISSION: The mission of the Finance Department is to facilitate accountability of the City's funds and other assets entrusted to the City and provide financial information to enable decision - making that will ensure the City's financial sustainability while providing exemplary service to our internal and external customers. � � p er„ s042- `y \ °nr, ti U � r1 . / SPONSIBILITI rs1: 195' Finance Administration iii,..,` 2012 GENERAL FUND — $ 1,879,408 -- Monitor payment transactions for compliance 2013 GENERAL FUND — 1,949,988 with City policy -- Safeguard the City's assets through prudent investment and debt management practices s DEPARTMENTAL •, BUDGET • Municipal Court 6% -- Process, maintain and archive f AV 4 iled citations, affidavits and other court related records -- Collect and account for fines, iu court costs, bonds and state mandated fees / taxes ' -- Provide hearings, trial settings and other opportunities to confer with ii the Municipal Court Judge -- Issue, track and clear Capias, g Capias Pro Fine and , ` Warrants of Arrests 1 Teen Court -- Process juvenile defendants referred by the Municipal -, urt, and oversee case 6 t, OTHER GENERAL FUND • ns - BUDGETED - -Fa ... " e more than 36,000 W EXPENDITURES x I teer hours to non- 94% encies in the serviced ities 1 70 WWW.CITYOFSOUTHLAKE.COM FUND SUMMARIES DEPARTMF\TS: .m C. M STRATEGIC PERSPEG "I I�'E METRIC TARGE "I Customer service rating ( "good" or "better" on survey) 95% of volunteer retention 90% Serve our Billing error rate < 30 bills adjusted Customers Payment error rate <20 payments adjusted Accuracy of account set up 98% % of month end journal entries completed by the 7th 100% Staff satisfaction rating on quality of products /services obtained from a bid 90% very good/better Annual expenditure savings associated with bids 10% or better Manag o e the Business /o of misaligned transactions with NetCom 2°/o Accuracy rate for DPS data recording 0 • of defendants who successfully complete Teen Court program 95% of lost water 10% or less • of requisitions /P.O.s rejected for non - compliance <2% % of significant non - compliant p -card issues reported <1% • of non - compliant NO P.O. invoices processed 4% # of audit adjustments recommended by external auditors 5 or less Provide Financial # of audit findings 0 Stewardship Outstanding debt vs infrastructure asset book value by specific type <1= 1:1 Average compliance /collection rate per violation 95% Collection rate for utility bills 99% Recidivism rate of cases within 2 years of violation 10% or less Recidivism rate within 2 years 10% or less Promote Finance positions with fully trained backup 24/24 Learning and Growth Attendance ratio for Finance - offered training programs 90% # of online views for Finance Communications and Training Plan (FCaT) site 100 *Performance measure program initiated in FY2012 and development is ongoing. Future budget documents will include prior year actual, current year estimate and target data * *Indicates biannual citizen survey measure WW NV. CITYOFSOUTHLAKE.COM r , - e. FLINT -, -* - hJ1Clf(C' KEY ACCOMPLISHMF-l\ L__S • Finalized Phase 4 Paper Lite completely digitizing case records for Municipal Court operations and courtroom proceedings. (B5, Improve performance of delivery & operational processes; B6, Optimize use of technology, F4, Establish & maintain effective internal controls) • Developed and implemented the Finance Communications and Training Plan (FCaT). (B4, Provide high quality customer service; L3, Attract, develop & maintain a skilled workforce) • Contracted with Staples Inc. for purchase of office supplies with a projected savings of over 10% on this expense line city -wide. (B2, Collaborate with select partners to implement service solutions; Fl, Adhere to financial management principles 6 budget) • Reduced Teen Court overtime costs by offering more opportunities for teens to be involved in operations and court proceedings. (C5, Promote opportunities for partnerships & volunteer involvement; B2, Collaborate with select partners to implement service solutions) • Implemented v9.2 of Munis Financial Management software, including Contract Management and Dashboard. i (B5, Improve performance of delivery 6' operational processes; B6, Optimize use of technology; F4, establish & maintain effective internal controls) i el DID YOU KNOW? . For the 2011 calendar year, Metroport / j Teen Court saw 995 teen referrals, 28,000 / / / /// 7 / pr'% service hours completed, and a success j / ' ,1f rate of 89% which is the highest amongst `t Texas teen courts. Y s , M1 WWW.CITYOFSOUTHLAKE.COM FUND SUMMARIES W D a L A N • INITIATIVE STRATEGIC LINK Enhance department Establish an annual schedule to write, review and communication and revise Department and Division SOPs to ensure B5, Performance Management & training documents are up to date and used for FCaT Service Delivery training materials. Develop and enhance Using a methodology learned from the Disney Customer Service Model, empower staff to provide B4, Performance Management & customer service training positive information to customers in a manner that Service Delivery and programs is fun, useful and rewarding. Encourage innovation and process improvement Enhance process (LEAN thinking) among staff by developing a B5, Performance Management & improvement campaign to reward and encourage streamlining Service Delivery ideas /initiatives. Based on the Job Skills Matrix and staff aptitude testing/skills assessment, determine Succession L2, Performance Management . Develop Succession Plan Plan for internal candidates or needs for external Service Delivery candidates for key positions in the Finance Department. 'Read more about the City's Strategic Management System beginn on page 99 HISTORIC PERSONNEL AND BUDGET INFORMATION .40-DEPARTMENTAL BUDGET -e-FIT $2,500,000 23 22 22 $2,000,000 $ 1949,98R $1,833,530 $1,869,827 $1,862,218 $1,87-9,408— - 1 -- 21 20.7 20.7 20 $1,500,000 20 19 ! 19 $1,000,000 - 18 I- 17 $500,000 — - 16 $0 15 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 WWW.CITYOFSOUTHLAKE.COM UND SUMMARIE Hunan Resources MISSION: The City of Southlake Department of Human Resources exists to provide a skilled and satisfied workforce through professional and innovative human resource solutions. �l ptII'TABIVn, 7 . `. c (,t, U WESPONSIBILITIES: CS7:195 • Staffing 20I2 GENERAL FUND - $402,449 - - Workforce planning - - Recruiting/marketing 20I3 GENERAL FUND - $533,676 • Compensation and benefits - -Job classification I -- Compensation reviews - - Contracts negotiation • Employee relations DEPARTMENTAL - - Policy oversight and BUDGET 2% development I -- Personnel assistance -- Performance • Training and development -- Career and leadership - -New employee orientation -- Policy compliance Payroll processing - -Pay, accruals, Workers' Compensation, Family Medical Leave Act, other leave OTHER GENERAL FUND BUDGETED EXPENDITURES 98% 1^4 W W W. CITYOF SOUTHLAKE.COM FUND SUMMARIES D E P A RT M E R STRATEGIC PERSPECTIVE METRIC TARGET Voluntary Turnover Rate Less than 10% Number of Workers' Compensation Injuries Less than 60 Manage the Business reduction in lost time injuries 5% of full time vacancies filled within 60 days 80% Provide Rev 98 -102% Financial % revenues and operating expenditures actual vs. plan Exp 98 -100% Stewardship Number of employees attending at least one HR sponsored training session each 65% month Promote Learning and % of employees participating in at least one wellness activity 85% Growth of employees attending annual mandatory compliance training class 95% *Performance measure program initiated in FY2012 and development is ongoing. Future budget documents will include prior year actual, current year estimate and target data. * *Indicates biannual citizen survey measure WWW.CITYOFSOUTHLAKE.COM u -FUND S Human Resources KEY ACCOMPLISHML \TS • Implemented an online employment application system called NEOGOV. (B1, Achieve best -in -class status in all City disciplines; B6, Optimize the use of technology) • Planned, coordinated and administered the DPS promotional process involving testing and assessment centers for Fire Driver /Engineer and Lieutenant. (L3, Attract, develop th retain a skilled workforce) • Implemented Values -Based Training and Emerging Leaders Training Programs. (L2, Enhance leadership capabilities to deliver results; L3, Attract, develop er retain a skilled workforce) • Successfully negotiated a favorable health insurance renewal despite high utilization. (F1, Adhere to financial management principles & budget) • Human Resources continued to offer wellness initiatives including flu shots, an employee health fair, skin cancer screening and a low cost weight loss program, Lighten Up. (L3, Attract, develop & retain a skilled workforce) DID YOU KNOW? Since the introduction of NEOGOV (online hiring and application service) in March 2012, the City has seen the average amount of job applicants nearly ®,Y double. - f ® WWW.CITYOFSOUTHLAKE.COM 1 FUND SUMMARIES Human Resources -; 'sue e,. , " 1 FY 2013 WORK PLAN Provide services and Complete major revision of all personnel policies. L3, Performance Management & support Service Delivery Proactively address Development of a formalized training program to L3, Performance Management & citywide training needs strategically address training needs of organization. Service Delivery Attract and retain Conduct a compensation study with the help L3, Performance Management & employees of a compensation consultant to modernize the Service Delivery employee compensation system. Improve performance Implement an online performance evaluation system B6, Performance Management & delivery and operational to increase the efficiency of employee performance Service Delivery processes reviews. Coordinate safety training with high risk Promote accident and departments through outside partners such as the Cl, Safety & Security injury prevention Texas Department of Insurance and TML. *Read more about the City's Strategic Management System beginning on page 99. HISTORIC PERSONNEL AND BUDGET INFORMATION --DEPARTMENTAL BUDGET -.-FTE $600,000 — 6 $533,676 $516,726 $500,000 5 5 5 4 $402,449 $400,000 — 4 4 $380,923 $378,722 $300,000 3 $200,000 — 2 $100,000 j — 1 $0 0 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 WWW.CITYOFSOUTHLAKE.COM: 1 I In ormation Technolou Z MISSION: To provide technology services to the City of Southlake that are secure, scalable, .. , reliable, financially viable, and aligned with the City's Strategic Management System. We will accomplish this through an organization that is efficiently and effectively managed and whose practices are underpinned by the core values of the City. OV SO t ti� 1, < u ^ed r ' Z u ry �• RESPONSIBILITIES: rsi 195' • Infrastructure Services 2012 GENERAL FUND - $ 1,989,71 9 - -Data center management - - Domain services 2013 GENERAL FUND - $2,020,539 -- Network - - Security zi. , - -Telecommunications - -Asset management x • Ck Application Services INFORMATION - -Application support and TECHNOLOGY development BUDGET -- Integration services 6% - - Database management - -Audio / visual support • Client services - - Service desk - - Desktop support - - Business analyst #. - - Training • Governance _- - - Quality management } -- Financial management --Public relations - - Process improvements i A - -Business continuity OTHER GENERAL FUND BUDGETED EXPENDITURES 94% s I H . WWW.CITYOFSOUTHLAKE.COM FUND SUMMARIES DEPARTMENT SCO C' r STRATEGIC PERSPECTIVE METRIC TARGF. Service Level Achievement rate 95.0 Serve our Service desk survey responses 4.0 Customers # of Major incidents ( Work Stoppages) 15.0 • uptime for all critical services 98.0 • of projects delivered on time 98.0 # hours of unplanned downtime 3.0 • pass - Internal Audit 98.0 # of SAS 112 Audit findings 3.0 # of Commission on Accredidation for Law Enforcement Agencies audit findings 3.0 # of Criminal Justice Information Systems audit findings 3.0 • of systems monitored and alerts configured 98.0 Manage the % critical services covered by tested disaster recovery processes 95.0 Business # of major security incidents 1.0 # of internal viruses cleaned 99.0 Average time to resolve critical issues 4.0 Incident occurrence rate 300.0 First time resolution (<15 minutes) 10.0 # of innovation workshops 2.0 # of projects began due to improvement workshops or Lean/Sigma events 2.0 # of internal process improvements 2 Provide # of cost saving initiatives implemented 4.0 Financial Stewardship % of projects delivered on or under budget 95.0 # of hours spent in training 15.0 Promote Learning and % of IT roles with qualified secondary responsibility assignments 95.0 Growth level of staff knowledge per primary responsibility assignments 3.5 'Performance measure program initiated in FY2012 and development is ongoing. Future budget documents unll include prior year actual, current year estimate and target data. * *Indicates biannual citizen survey measure WWW.CITYOFSOUTHLAKE.COM FUND Illfon11dtou 1 'chno10u) KEY A( COM[ LISHML'� I S • Relocated disaster recovery facilities to DPS Headquarters and enhanced the Emergency Operations Center connectivity. (C1, Achieve the highest standards in safety & security; B5, Improve performance of delivery & operational processes; B6, Optimize use of technology) • Held innovation workshops on Incident Management and QR Codes. (B5, Improve performance of delivery 6- operational processes; L3, Attract, develop & retain a skilled workforce) • Experienced a 60% reduction in audit recommendations. (B5, Improve performance of delivery & operational processes) • Facilitated the implementation of online utility billing payments and plumbing permit submittals and payments. (B2, Collaborate with select partners to facilitate service solutions; B4, Provide high quality customer service; B5 Improve performance of delivery er operational processes; B6, Optimize the use of technology) • Transitioned 80% of the physical servers to a virtual format. (B5, Improve performance of delivery er operational processes; B6, Optimize the use of technology) DID YOU KNOW? The City's IT Department recently established a web camera with a bird's ' eye view of Southlake. Check it out at www.VisitSouthlakeTexas.com. \ tie ' s °P 4 �� rt WWW.CITYOFSOUTHLAKE.COM FUND SUMMARIES In ormation Technology FY 2013 WORK PLAN Reduce /avoid cost and Implement Network Authentication Controls B6, Performance Management & risk to further secure the network from unauthorized Service Delivery devices. Reduce /avoid cost and B6, Performance Management & :r risk Reduce overall cost of printing within the City. Service Delivery Develop a high Conduct 2 Lean Sigma events (one internal IT and B5, Performance Management & performing organization one City Department). Service Delivery Improve service levels and Accela reports for Planning and Public Works B6, Performance Management & communication departments moving towards a dashboard view. Service Delivery *Read more about the City's Strateg Management System beginn on page 99. HISTORIC PERSONNEL AND BUDGET INFORMATION -.- DEPARTMENTAL BUDGET -.-FTE $2,500,000 - - 7 6 6 6 6 6 • • • • • -6 $2,000,000 $1,989,719 $2,020,539 $1,912,152 - 5 $1,710,722 $1,690,192 $1,500,000 - 4 - 3 $1,000,000 - 2 $500,000 - - 1 $0 - 0 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 181 WWW.CITYOFSOUTHLAKE.COM UND SUM Plannin eb Develo',nent Services MISSION: The PDS Department will promote rational, economical and environmentally efficient use of land, to allow Southlake to grow in a manner consistent with adopted ordinances and the goals of the community; provide support and advice to elected officials and boards, residents, city departments, neighborhood groups, and developers; ensure protection of the natural environment and the City of Southlake's critical and unique natural resources; ensure buildings and structures are safe; and promote a healthy and safe community via code enforcement, inspections of buildings, plan reviews and the provision of facilities such OF 50 41- as sidewalks er' trails. U o x z nor RESPONSIBILITIES: 47. i95 • Code Enforcement 789,707 --Enforce City Code dealing 2012 GENERAL FUND - $ I, p , p with non - criminal matters 2013 GENERAL FUND - $1,823,859 such as public nuisances, high grass, trash and abandoned vehicles -- Enforce the zoning ordinance DEPARTMENTAL • Building Services BUDGET i -- Review construction plans 5% to ensure compliance with the International Building Codes and local codes/ordinances - - Enforce the building, electrical, plumbing, mechanical, fuel gas, and energy codes as well as the zoning and tree preservation ordinances - -Issue permits and perform inspections • GIS -- Assist in the development, 1. 1 7 -4 analysis, and preparation of special purpose maps • Planning Division -- Administer all City Council ko adopted development - related LL OTHER GENERAL FUND policies BUDGETED -- Review such proposals as EXPENDITURES subdivisions, rezoning requests, 95% special use permits and site plans WWW.CITYOFSOUTHLAKE.COM FUND SUMMARIES DEPAftTME\T SCORECAR STRATEGIC PERSPECTIVE METRIC TARGET Development Activity Report updated the Monday following the Friday Planning 90% and Zoning packet distribution Serve our % satisfaction in managing growth and development ** 85% Customers • satisfaction in providing code enforcement services ** 85% • of code enforcement complaints investigated within 3 business days 90% • of commercial permits — staff review completed in 10 business days 80% • of residential permits — staff review completed in 10 business days 90% • of DRC comments returned to applicant within 12 business days (PDS Manage the Department Only) 90% Business • of sign permits- staff review applications completed in 5 business days 80% Adoption of Southlake 2030 Master Plan components in accordance with the ordinance priority schedule 7000 Adoption of new ordinances per the ordinance priority schedule 80% • SPIN reports in City Council Packets 95% revenues and operating expenditures actual vs. plan Rev 98-102 ° Provide Exp 98-100% % 8 -100 /o Financial Stewardship Apply for available grant monies to fund sidewalks and roadway construction 100% Promote Complete professional development courses annually 100% Learning and Growth Maintain all required certification and licenses 100% Performance measure program initiated in FY2012 and development is ongoing. Future budget documents will include prior year actual, current year estimate and target data * *Indicates biannual citizen survey measure WWW. CITYOFSOUTHLAKE.COM +'' ( UNI M - tE. Plasirri„ c; Dcrciupo cut ticl vicc 3 KEY h ACC,OMPLISHM1- ' \ - - I - S 1 • Completed the Land -Use Plan as part of the overall management of the Southlake 2030 process. (B5, Improve performance of delivery er operational processes) • Managed the oil and gas drilling and production process through developing an updated Oil and Gas Drilling Ordinance and maintained a drilling related webpage to keep citizens informed. (B4, Provide high quality customer service; B5 Improve performance of delivery CJ" operational processes) • Utilized the Accela software to identify opportunities for efficiency and operational improvement and have prioritized future projects related to the analysis. (B5, Improve performance of delivery er operational processes; B6, I Optimize use of technology) • Provided customer service training for all Planning & Development Services employees. (B4, Provide high quality customer service; L3, Attract, develop & retain a skilled workforce) • Reviewed all projects to ensure alignment with the Southlake Strategic Management System and the Southlake 2030 plan. (B5, Improve performance of delivery & operational processes) i f DID YOU KNOW? { Southlake 2030, the City's comprehensive plan, not only provides Southlake a blueprint for the future, but also helps the City plan financially for future capital projects such as water system investments 4° or roadway improvements. „ �,, . ” ' I i t 1 ;' ' .. 184 1 WWW.CITYOFSOUTHLAKE.COM FUND SUMMARI Plnrrrrirt� c ' I� r 10� ` ce . \ FY 2013 WORK PLA\ *AL �.. INITIATIVE S TRA ` I siGIC Manage Southlake 2030 Work with various committees to complete the B5, Performance Management & Plan Process 2030 plan elements per the adopted schedule. Service Delivery This includes the timely review of information Oversee the gas drilling and application(s), the timely dissemination of C1, Safety and Security and operational process information to the applicant or public, and timely and thorough inspections. Provide staff training, conduct seminars or Provide high quality information sessions with the building and B4, Performance Management & customer service development community, update web site in a Service Delivery timely manner. Development of a Water purchasing of yard signs to notify violators. B5, Performance Management & Enforcement Program Service Delivery Improve departmental Dedicate staff and time in the Accela Gap project B5, Performance Management & efficiency and reporting including training once identified issues are resolved. Service Delivery capability "Read more about the City's Strategic Management System beginning on page 99. HISTORIC PERSONNEL AND BUDGET INFORMATION -.40- DEPARTMENTAL BUDGET -*-FTE $2,000,000 - 25 $1,865,743 '.1,796,817 $1,789,707 $1,823,859 $1,800,000 $1,747 338 24.5 - 24 $1,600,000 $1,400,000 - 23 $1,200,000 23 $1,000,000 22 $800,000 - 21 $600,000 21 21 21 $400,000 - 20 $200,000 t $0 - 19 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 185 WWW.CITYOFSOUTHLAKE.COM FUND ;; .* .. -- ro Public Sa ? et MISSION: We will achieve our vision by providing effective and efficient professional police and fire services in partnership with the citizens we serve, encouraging mutual respect and innovative problem solving, thereby improving the quality of life in our community. IIIIIIIIIIIIIIMIIIIIIr u i U \ n z RESPONSIBILITIES: C ST tg 4 i • Fire Services 20I 2 GENERAL FUND - $ 1 3,293, 173 - -Fire Operations IF ''' 2013 GENERAL FUND - $14 51 2,732 - - Emergency Medical Services : - -Fire Prevention • Police Services - - Patrol - - Animal Control DEPARTMENTAL - - Criminal Investigations BUDG 43% ET -- Property and Evidence , • Community Initiatives - - Records - -Professional Standards -- Training Al � r - - Accreditation - - Emergency Management s OTHER GENERAL FUND BUDGETED EXPENDITURES 57% u 186 WWW.CITYOFSOUTHLAKE.COM FUND SUMMARIES DEPARTME\T SCORECARD STRATEGIC PERSPECTIVE METRIC FARCE]. • satisfaction in achieving the highest standards in safety and security** 85% 3 • satisfaction in preparing the City for emergencies ** 85% • satisfaction in providing animal control services ** 85% Serve our Customers • satisfaction in responding to calls for police service ** 85% satisfaction in providing emergency medical services ** 85% • satisfaction in providing fire services ** 85% • of priority 1 calls dispatched within target 90% % Reduction in overall Uniform Crime Reports index r olent:.5 per 1,000 Property: 20 per 1,000 Receive passing grade on Police services compliance report Yes Maintain accreditation status in Police services Full accreditation with no conditions Manage the 10:30 minutes: 90% Business % of priority 1 Police calls responded to within target goal of x minutes 8:15 minutes: 80% Maintain accreditation status in Fire services Full Accreditation East travel time 6 min. 30 sec. % of priority 1 Fire and EMS calls responded to within target goal of x minutes West travel time 6 min. 30 sec North travel time 10 min. Increase in number of narcotics /vice cases filed 5% Increase in the number of DWI cases filed 5% Provide Financial % revenues and operating expenditures actual vs. plan Rev 98- 102 Exp 98-100% % 8 -100 /o ° ° % Stewardship Promote Learning and Increase EMS skills training 10% Growth Performance measure program initiated in FY2012 and development is ongoing. Future budget documents will include prior year actual, current year estimate and target data * *Indicates biannual citizen survey measure titov WWW.CITYOFSOUTHLAKE.COM 8 h �. FUND SUMMAR ,� 1 KEY AC_C__C MPLISIIME\ I 5 • Reaccreditation with the Commission on Accreditation of Law Enforcement Agencies. (CJ, Achieve the highest standards in safety 6 security) • Broke ground on new DPS North Training Facility. (C1, Achieve the highest standards in safety er security; B4, Provide high quality customer service; B5, Improve performance of delivery d operational processes; F2, Invest to provide & maintain high quality public assets) • Partnered with other local cities to provide joint Animal Control Services saving Southlake $15,677 annually. (C1, Achieve the highest standards in safety 6- security; B2, Collaborate with select partners to implement service solutions) • Implemented IA Pro Software to improve internal affairs and administrative review functions. (B5, Improve performance of delivery & operational processes; F4, Establish & maintain effective internal controls) • Implemented Focus Team Program in which members of the general community and business /education/government communities assist the agency in solving issues. (C5, Promote opportunities for partnerships & volunteer involvement; B2, Collaborate with select partners to implement service solutions) I • Created a Commercial Vehicle Enforcement Program. (C1, Achieve the highest standards in Safety 6-' Security) DID YOU KNOW? . -- Fire Services' ability to fight fires is NI supported by nearly 2400 fire hydrants located throughout the City. It- i ' l r ' ill :i - ' .:::),,,, OF ` -" 11' ,, , i ..,,' . 'il 1 i = T I 1 1 z . 188 WWW.CITYOFSOUTHLAKE.COM FUND SUMMARIES 0 ,4"'.`x«','°". s �„ JY Increase professionalism Develop training program that tracks and trains B5, Performance Management & and capabilities of Fire personnel and is accessible over the server. Service Delivery Services personnel Increase awareness of teen Develop a structured lesson plan for 5th, 8th, and drug and alcohol abuse 11th grade levels addressing drug and alcohol abuse Cl, Safety & Security and consequences. Strengthen narcotics /vice Create and develop a narcotics /vice investigation Cl, Safety & Security enforcement efforts specialized position. Training program for DPS Headquarters and Develop training business plan to outline department goals & strategic initiatives associated with the new Cl, Safety & Security the North DPS Training Facili North DPS Training Facility. ty Improve deployment and response of resources to Implement COMPSTAT address criminal activities through the development C 1, Safety & Security program of a COMPSTAT program. *Read more about the City's Strategic Management System beginning on page 99. HISTORIC PERSONNEL AND BUDGET INFORMATION -.— DEPARTMENTAL BUDGET tFTE $16,000,000 140 $14,512,732 $ 14,000,000 $13,293,17 131.5 130 $11,997,775 $12,100,788 $12,234,805 $12,000,000 4- • 120 119.5 $10,000,000 113.5 113.5 110 107.5 $8,000,000 - 100 $6,000,000 90 $4,000,000 80 $2,000,000 70 $0 ' 60 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 189 WWW.CITYOFSOUTHLAKE.COM FUND SUM a - ' F Public Works MISSION: To improve the quality of life for our residents by providing excellent public services through planning, engineering, constructing, operating, and maintaining the public infrastructure. CA soti 1 /Y f IMIIIIIIIMMIIIIIIIr U 1` x U. A 2ESPS vs m S: C ST. 19S t' Facilitate the design and 2012 GENERAL FUND - $4,355,666 construction of water/ 2013 GENERAL FUND - $4,406,635 wastewater CIP projects Review all construction plans for proposed residential and ' commercial development • Facilitate mobility throughout the City via the design and DEPARTMENTAL construction of roadway CIP BUDGET 13% projects • Staff approval and City Council approval of developers' agreements • Facilitate mobility throughout the City via the implementation of a Sidewalk Master Plan and Roadway Repair Program 1 f • Provide maintenance of channel crossings under roadways • Develop annual roadway marking, striping and signage plan OTHER GENERAL FUND iiiiii BUDGETED 1 EXPENDITURES illr 87% 1 190 WWW.CITYOFSOUTHLAKE.COM 1 FUND SUMMARIES P ,(g DEPARTME\T4 , 'E , STRATEGIC PERSPECTIVE METRIC TARGET Maintain high level annual Pavement Quality Index Street Rating 7.3 Respond to complaints within two business days of receiving the complaint 100% • satisfaction in providing travel convenience within the City** 85% • satisfaction in providing water service ** 85% Serve our % satisfaction in providing sewer service ** 85% Customers • satisfaction in managing storm water drainage ** 85% • satisfaction in providing pedestrian pathways ** 85% • satisfaction in managing traffic congestion ** 85% • satisfaction in maintaining local streets and roads ** 85% • Engineer Development Reviews completed within 15 business days 100% ',. Manage the % Construction Plan Reviews completed within 15 business days 100% Business % non - compliant construction issues resolved satisfactorily prior to city acceptance 100% % monthly construction inspectors' status reports submitted on time 90% revenues and operating expenditures actual vs. plan Rev 98 -10 Exp 98 -100 /o Provide Pay invoices within 30 days or send out invoice dispute notification letter within 21 95% Financial days of receiving the invoice Stewardship Change out meters 2" or smaller annually to ensure accurate billing 10% . Test 3" or larger meters annually to ensure accurate billing 100% ° Promote P.E.'s complete fifteen hours of professional development annually 100% Learning and Growth Maintain Health Department Licensed Water /Wastewater Professionals 100% L *Performance measure program initiated in FY 2012 and development is ongoing. Future budget documents will include prior year actual, current year estimate and target data * *Indicates biannual citizen survey measure WWW. CITYOFSOUTHLAKE.COM - SUN/IMAM Public Works KEY ACTS_ OMPLISHML \TS • Assisted and Coordinated with TxDOT in median construction along five miles of the FM1709 Corridor. (C1, Achieve the highest standards of safety and security; C2, provide travel convenience within the City 6 region) I • Continued to increase pedestrian mobility by completing numerous street and sidewalk construction projects. (C2, provide travel convenience within the City & region) • Increased building sustainability through the remodeling of the DPS West Facility and the completion of the Town Hall Weatherproofing project. (F2, Invest to provide & maintain high quality assets) 1 • Developed the Right of Way Management Ordinance to help the city regulate activity by franchise utility operators. (C1, Achieve the highest standards of safety & security; B4, Provide high quality customer service) • Installed school zone backlighting to improve communication to traveling motorists that the school zone is in effect. (C1, Achieve the highest standards of safety & security; B6, Optimize the use of technology) DID YOU KNOW? In FY 2012 and into FY 2013 Public Works will build more than 37,500 linear feet of sidewalk. That's over 7 miles! o wl i i i `. gii " I C Y 1 = W WW.CI TYOFSOUTHLAKE.COM F=UN UMMARS llft�lli 1t FY 2013 WORK PLAN Promote increased City -wide pavement rehabilitation as mobility and safety for recommended by Pavement Management C2, Mobility citizens Assessment. Proactive program to clean sanitary sewer B4, Performance Management Sewer system integrity lines to avoid overflowing and back -ups into & Service Delivery businesses, residences, and public buildings. Continue a proactive preventative maintenance Water system integrity program to service and rebuild motors and B4, Performance Management pump mechanisms to maximize efficiency, & Service Delivery improve pumping capacity. Bridge gaps in sidewalks by including the CIP sidewalk projects construction of sidewalks as part of roadway C2, Mobility widening construction. *Read more about the City's Strategic Management System beginning on page 99 HISTORIC PERSONNEL AND BUDGET INFORMATION -.- DEPARTMENTAL BUDGET -s-FTE $4,600,000 - 31 $4,406,635 $4,400,000 $355 30 29.5 29.95 29.7 $4,200,000 — — - 29 $4,161,061 $4,000,000 28 $3,887,076 $3,800,000 27 $3,691,097 $3,600,000 _ 26 26 26 $3,400,000 25 $3,200,000 24 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 WWW.CITYOFSOUTHLAKE.COM FUND SU A, -rt.. e ._ ._ _, �. • s1! Oil S YUICcS Support Services is a division of the General Fund budget designed to fund cross - departmental programs or projects. This budget is administered by the City Manager's Office and funds support communication initiatives such as the City's website and the Southlake Program for the Involvement of Neighborhoods, legal and legislative services, management of the volunteer program as well as special projects like the biannual citizen survey. Prior to 2009, Support Services also included o s SOui - Information Technology which is now a separate department. pa "r's� r 1 1 U i 13 \ P 1111 VMMMIPPRNII.MIIIIII RESPONSIBILITIES: 4 <sr, 19 • Coordinate intergovernmental 2012 GENERAL FUND — I, 1 56,425 relations including assisting I86 574 with public agendas ��t 2013 GENERAL FUND — $1,186, • Conduct and coordinate policy research • Communicate with key constituents: citizens, ,.. employees and the media ' DEB DG ETTAL 4% Provide administrative support to the Southlake Program for the Involvement of Neighborhoods (SPIN) • Manage the City's legal services • Oversee legislative agendas • Manage the City's volunteer mow program OTHER GENERAL FUND BUDGETED EXPENDITURES 1 7, . 96% ' WWW CITYOFSOUTHLAKE.COM J F=UND SUMMARIES L(g DEPARTNrcR fL tea, - . a • STRATEGIC METRIC TARGET PERSPECTIVE • satisfaction providing SPIN services ** 85% • agreement that citizens feel more informed about City and its services than one 55% year ago ** • indicating usage of MySouthlakeNews.com and CityofSouthlake.com at least 55% three times per month ** Serve our Customers • satisfaction with CityofSouthlake.com ** 75% satisfaction with MySouthlakeNews.com ** 75% • satisfaction of City's performance in promoting opportunities for volunteer 85% Excellent / involvement ** Very Good Visits to MySouthlakeNews.com 10% increase Manage the Business Visits to CityofSouthlake.com 10% increase Provide Financial % revenues and operating expenditures actual vs. plan Rev 98-102 ° Stewardship Exp 98 -100 /o *Performance measure program initiated in FY2012 and development is ongoing. Future budget documents will include prior year actual, current year estimate and target data. * *Indicates biannual citizen survey measure WWW.CITYOFSOUTHLAKE.COM FLIN i . ,. r �a tiff � idSar4�2° K E Y A \ � \ L I • ■ P L I S Fl j S • Conducted and communicated the results of 2011 Citizen Satisfaction Survey, including the creation of a new report -style document as well as hosting employee meetings where results and action planning were emphasized. (B4, Provide high quality customer service; B5, Improve performance of delivery and operational processes; B6, Optimize the use of technology; L6, Empower informed decision- making at all levels in the organization) • Completed redesign and migration of CityofSouthlake.com to new host, meeting timeline and budget targets outlined in migration plan. (C5, Promote opportunities for partnerships and volunteer involvement) • Hosted orientation for new SPIN Standing Committee members. Topics included: Understanding the Strategic Management System, information about SPIN, how to schedule a SPIN meeting and how to host meetings, and the SPIN and City Codes of Conduct. (C5, Promote opportunities for partnerships and volunteer involvement) • Completed migration of MySouthlakeNews.com and "Visit" websites to WordPress, meeting timeline and budget targets outlined in migration plan. (C5, Promote opportunities for partnerships and volunteer involvement) DID YOU KNOW? Since March 2012 when the new ` x CityofSouthlake.com was unveiled, more than 157,500 visitors have browsed the site with more than 452,000 page views. T, The visitors are primarily from the US, but many are from overseas includin Y including Spain, the United Kingdom, and France. 1 1 96 = WWW.CITYOFSOUTHLAKE.COM 1 UND SUM ` 1LS Su. port Services L(0. FY 2013 WORK PLA\ Implement City Council - directed modifications to B2, Performance Management & SPIN Enhancements the SPIN Program. Service Delivery, Partnerships & Volunteerism Citizen Survey Gap Issues Track initiatives related to Citizen Survey results B4, Performance Management & Communication and establish schedule to communicate City Service Delivery response to residents. Enhance the volunteer program by completing job descriptions for all positions, completing C5, Promote opportunities Volunteer Program for partnerships and volunteer a volunteer manual and developing an online involvement orientation . ro •ram. Legislative Monitoring Monitor 2013 Texas Legislative session and B5, Performance Management & and Tracking establish tracking system to monitor / become Service Delivery active in items of interest. *Read more about the City's Strategic Management System beginning on page 99 . I HISTORIC PERSONNEL AND BUDGET INFORMATION —.— DEPARTMENTAL BUDGET —rFTE $1,400,000 - 0.8 0.75 $1,203,027 - 0.7 $1,200,000 $1,037,892 $1,156,425 1,186,574 - 0.6 $1,000,000 $945,198 - 0.5 $800,000 - 0.4 $600,000 - 0.3 $400,000 - 0.2 $200,000 - 0.1 0 0 0 0 $0 • • • 0 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 197 WWW.CITYOFSOUTHLAKE.COM 1 , 1 - .. 1 ' ' FUND di Su , >ol-t Services •i i ttior' . .. . 44-Ali = 1 1 , ro THIS PAGE INTENTIONALLY LEFT BLANK. 1 4 1 0 S WWW.CITYOFSOUTHLAKE.COM _/ UTILITY FUND I O, SOU ln+TAS4172 U of g g "-- k' s?: 19 This section provides the Utility Fund Summary and analyses of the various departments, divisions, and subdivisions of the City that are funded through the Utility Fund. The Utility Fund is an enterprise or business fund. This means that the direct beneficiaries I of the "business" pay for all costs through fees or rates. Water, sewer service, and solid waste service revenues generated through our rates, as well as the expenses for providingd these services are accounted for in the Utility Fund. As with the General Fund, prudent financial management and bond requirements make it necessary to have healthy reserves. Rather than stating the reserves as a percentage of operating expenses, it is stated as days of working capital. It is our goal to have no less than 60 days of working capital on hand. 199 t FUND SUMMAKIES Utilit Fund Summar 7 WHERE THE MONEY COMES FROM UTILITY FUND) Miscellaneous Other utility charges 0.18% 2% Interest Income 0.12% Solid Waste- 14 796 Sewer Sales 23% Water Sales Water Sales - Commercial 54% 14% WHERE THE MONEY GOES UTILITY FUND) Solid Waste 5% Wastewater 12% Debt Service 32% lz �+ 1 ` _} Utility Billing 2% Water 49% 200 WWW.CITYOFSOUTHLAKE.COM F=UND SUMMARIES ffi Utilit Fund Summar UTILITY FUND $ Increase/ $ Increase/ 2011 2012 2012 (Decrease) % Increase/ 2013 (Decrease) % Increase/ Actual Adopted Amended Adopted - Decrease Proposed Adopted - Decrease REVENUES Miscellaneous $23,584 $37,500 $37,000 ($500) 0.0% $37,000 ($500) 0.0% Interest Income 4,919 50,000 25,000 (25,000) -50.0% 25,000 (25,000) -50.0% Water Sales- residential 12,810,466 10,420,000 12,420,000 2,000,000 19.2% 11,200,000 780,000 7.5% Water Sales- commercial 3,214,727 2,740,000 3,220,000 480,000 17.5% 2,900,000 160,000 5.8% Sewer Sales 4,684,802 4,440,000 4,680,000 240,000 5.4% 4,850,000 410,000 9.2% Sanitation Sales 1,402,938 1,300,000 1,450,000 150,000 11.5% 1,490,000 190,000 14.6% Other utility charges 437,069 286,750 373,500 86.750 30.3% 353,500 66,750 23.3% Total Revenues $22,578,505 $19,274,250 $22,205,500 $2,931,250 15.2% $20,855,500 $1,581,250 8.2% EXPENSES Debt Service 6,946,922 6,135,712 6,143,212 7,500 0.1% 6,385,921 250,209 4.1% Utility Billing 486,782 492,322 448,464 (43,858) -8.9% 472,442 (19,880) -4.0% Water 10,183,615 9,554,571 10,023,879 469,308 4.9% 9,992,795 438,224 4.6% Wastewater 2,255,278 2,063,252 2,196.119 132,867 6.4% 2,334,031 270,779 13.1% Sanitation 1,028,317 936,000 1,051,200 115,200 12.3% 1,080,000 144,000 15.4% Total Expenses $20,900,914 $19,181,857 $19,862,874 $681,017 3.6% $20,265,189 $1,083,332 5.6% Net Revenues $1,677,591 $92,393 2.342.626 $2,250,233 5590,311 $497,918 Transfers In $0 $0 $0 $0 Developers Contributions $50,000 $50,000 $50,000 $50,000 Transfers Out (791,830) (811,050) (890,220) (836,220) Total Other Sources (Uses) ($741,830) ($761,050) ($840.2201 ($786.220) Net Change In W/C Components IQ N n Beginning working capital $6,878,292 $7,814,053 $7,814,053 $9,316,459 Ending fund balance $7_814_053 $7,145,396 $9.316.459 $9.120.550 No of days working capital 136 136 171 164 1 201 W W W. CITYOFSOUTHLAKE.COM UND SUMMARIE Finance - Utility Billin. MISSION: The mission of the Finance Department is to facilitate accountability of City funds and other assets entrusted to the City and provide financial information to enable decision - making that will ensure the City's financial sustainability while providing exemplary service to our internal and external customers. O� ``l rty U oz r1 fi e,.. 3t • yc'b RESPONSIBILITIES: FST.195 • Collect utility payments 20I2 UTILITY FUND — $448,464 including water, wastewater, residential solid waste, 20I3 UTILITY FUND — $472,442 recycling, and drainage • Accept applications for new service as well as customer DEPARTMENTAL requests to disconnect and/or BUDGET transfer existing service • Assess, bill and collect City of Southlake fees related to water, sewer, drainage and solid waste water, wastewater, residential solid waste, and recycling services • Set up new water billing accounts in the City during the construction phase of a job, including account structure, collection of fees and issuing work orders to Public Works Operations to have the meter(s) set • Collections in the form of penal billing, delinquent V t = the property on the 3rd 1 - OTHER UTILITY FUND d locking the meter BUDGETED there er for non - payment EXPENDITURES 98% 0 202 WWW.CITYOFSOUTHLAKE.COM FUND SUMMARIES & > i ' ?„.- • Lto l it STRATEGIC METRIC PERSPECTIVE Customer service rating ( "good" or "better" on survey) 95% of volunteer retention 90% Serve our Billing error rate < 30 bills adjusted Customers Payment error rate <20 payments adjusted Accuracy of account set up 98% Manage the % of lost water 10% or less 1 Business # of audit adjustments recommended by external auditors 5 or less # of audit findings 0 Provide Financial Outstanding debt vs infrastructure asset book value by specific type <1= 1:1 Stewardship Average compliance /collection rate per violation 95% Collection rate for utility bills 99% Finance Positions With Fully Trained Backup 24/24 Promote Learning and Growth -, Attendance Ratio for Finance Offered Training Programs 90% Performance measure program initiated in FY2012 and development is ongoing. Future budget documents will include prior year actual, current year estimate and target data. * *Indicates biannual citizen survey measure WWW. CITYOF S OUTHLAKE. COM 203 LIND SUMMAIUE Finance - Utility Billie KEY ACCOMPLISHME. \-I • Enhanced customer service by offering online payment and kiosk payment options, which reduces foot traffic and is more convenient for customers. (B4, Provide high quality customer service; B6, Optimize the use of technology) • Implemented automated billing and distribution program through Pitney Bowes saving $.08 per item in postage costs as well as improving customer service by making staff more available to serve customer needs. (B2, Collaborate with select partners to implement service solutions; B4, Provide high quality customer service; B6, Optimize use of technology) • Discontinued Yellow Tag Door Hangers to comply with customer requests and reduce staff processing time, fuel use and wear on City fleet. (B2, Collaborate with select partners to implement service solutions; B4, Provide high quality customer service) DID YOU KNOW? The Utility Billing counter in Town Hall averages more than 500 visits per month. Utility Billing accepts in- person • payments for City services such as water, sewer and residential garbage and recycling. f s • .e 7 WWW.CITYOFSOUTHLAKE.COM J FUND SUMMARIES Finance - Utility Billing 4116 ` " " ` ' L(o' FY 2013_WORK PLA\ „ ' 4111 4, 4 S GOAL INITIATIVE STRATEGIC LINK Enhance department Establish an annual schedule to write, review and communication and revise Department and Division SOPs to ensure B5, Performance Management & documents are up to date and used for training Service Delivery training materials in the FCaT. Develop and enhance Using a methodology learned from the Disney Customer Service Model, empower staff to provide B4, Performance Management customer service training positive information to customers in a manner that Service Delivery =- and programs is fun, useful and rewarding. Encourage innovation and process improvement Enhance process (LEAN thinking) among staff by developing a B5, Performance Management & improvement campaign to reward and encourage streamlining Service Delivery ideas /initiatives. Based on the Job Skills Matrix and staff aptitude testing/skills assessment, determine Succession L2, Performance Management & Develop Succession Plan Plan for internal candidates or needs for external Service Delivery candidates for key positions in the Finance Department. *Read more about the City's Strategic Management System beginning on page 99. HISTORIC PERSONNEL AND BUDGET INFORMATION - DEPARTMENTAL BUDGET -11FTE $600,000 6 5.3 5.3 • $500.000 $4Rfi,7142 5 I � $436,657 $472,442 4 $448,464 $400,000 ® • 4 4 4 $377,201 $300,000 3 $200,000 T 2 $100,000 1 $0 0 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 WWW. CITYOFSOUTHLAKE.COM „ .w� Public Works - Water 6- Wastewater Utilities MISSION: To improve the quality of life for our residents by providing excellent public serv through planning, engineering, constructing, operating, and maintaining the public ....m - infrastructure. O � SO4 U 2 i lj o i is . moo* RESPONSIBILITIES: ° rSr. i9 • Water Division: 2012 UTILITY FUND - $ 12,219,998 The Public Works Water 2013 UTILITY FUND - $12,326,826 Division manages the daily s operations of Southlake's potable water distribution ' system consisting of three major pump stations capable � of processing over 28,000,000 - gallons of water daily, ground 5 and elevated storage tanks with i i capacities totaling 19,000,000 gallons of water daily, 240 miles of distribution i e lines OTHER UTILITY FUND p p BUDGETED (ranging in size from 6 to 42 ' EXPENDITURES inches) 2,400 fire hydrants 39% and 5,000 valves city -wide. This water distribution system provides drinking water for 9,616 customers daily. - 174,,P' • Wastewater Division: The Public Works Wastewater Division is responsible for the +— daily maintenance of 200 miles DEPARTMENTAL y BUDGET of collection system (ranging ` sl% from 6 to 24 inch pipe lines), 1,800 sewer manholes and 12 lift stations. The wastewater 4 division supports the collection system to 7,357 sanitary sewer customers. . W W W. CITYOF SOUTHLAKE. COM FUND SUMMARIES &9; DEPARTME\T .n CARD STRATEGIC PERSPECTIVE METRIC TARGET • satisfaction in providing water service ** 85% Serve our Customers % satisfaction in providing sewer service ** 85 Respond to complaints within two business days of receiving the complaint 100% • Engineer Development Reviews completed within 15 business days 100% • Construction Plan Reviews completed within 15 business days 100% Manage the Business • non - compliant construction issues resolved satisfactorily prior to city acceptance 100% • monthly construction inspectors status reports submitted on time 90% Rev 98- 102% revenues and operating expenditures actual vs. plan Exp 98-100% Pay invoices within 30 days or send out invoice dispute notification letter within 21 95% Provide days of receiving the invoice Financial Stewardship Change out meters 2" or smaller annually to ensure accurate billing 10% Test 3" or larger meters annually to ensure accurate billing 100% P.E.'s complete fifteen hours of professional development annually 100% Promote Learning and Growth i Maintain Health Department Licensed Water /Wastewater Professionals 100% Performance measure program initiated in FY2012 and development is ongoing. Future budget documents will include prior year actual, current year estimate and target data. * *Indicates biannual citizen survey measure WWW. CITYOFSOUTHLAKE.COM i r _ . FU N D Pul T t of k; - W:7tt'r- \ , \ - - , 1 l t warcr Utilitic KEY A( LOMPHSHMF N • Replaced 1200 water meters to improve the accuracy of billing consumption. (B4, Provide high quality customer service; B5, Improve performance of delivery & operational processes; F2, Invest to provide er maintain high quality public assets) • Completed T.W. King Ground Storage Tank repair and painting project. (F2, Invest to provide er maintain high quality public assets) • Ensured the integrity of the water /wastewater system through installation of new water lines and rehabilitation of sewer pumps. (B5, Improve performance of delivery 6- operational processes; F2, Invest to provide er maintain high quality public assets) • Implemented W.I.S.E. Guys program to assist residents in improving efficiency of their irrigation system. (B4, Provide high quality customer service; B5, Improve performance of delivery 6 operational processes) 1 • Partnered with Tarrant Regional Water District and the City of Fort Worth to revise the Drought Contingency i and Water Conservation Ordinances. (C1, Achieve the highest standards in safety 6 security; B2, Collaborate with select partners to implement service solutions) i I 4 DID YOU KNOW? = 3 i 1 Since its inception, the City has worked with more than 274 residents through the WISE Guys irrigation auditing program �, . ": to help users conserve water. 1 • ok -,,,,-, . ..* Or ',,, ' .S ", kg l -...........", <-,, '',' 4 : .0, i ,, 1 I _APillA9 it... i . , _ ,g, 2 08 ,� WWW.CITYOFSOUTHLAKE.COM 1 FUND SUMMARIES arer �� astcwritcr , tilitics linOW FY 2013 WORK PLAN GOAL E STRATEGIC LINK' Pro - actively clean sanitary sewer lines to avoid overflowing and back -ups into businesses, B4, Performance Management & Sewer system integrity residences, and public buildings. This will prevent Service Delivery the after hours calls and minimize opportunities for claims against the City. Continue a pro- active preventative maintenance program to service and rebuild motors and pump Water system integrity mechanisms to maximize efficiency, improve B4, Performance Management & pumping capacity and extend the useful life of Service Delivery the pumping component of the water distribution system. Water drainage system Continue a pro active program to clean borrow B4, Performance Management & integrity ditches, driveway culverts and channels under Service Delivery roadways to prevent flooding during rainfall events. *Read more about the City's Strategic Management System beginning on page 99 HISTORIC PERSONNEL AND BUDGET INFORMATION —4 BUDGET i-FPE $14,000,000 30 29.5 $12,438,893 $12,219,998 $12,326,826 $12,000,000 — • • - 29.5 $10,770,720 29.5 • 29.3 29.3 —2,9 $10,944,272 - 29 $10,000,000 - 28.5 $8,000,000 - 28 $6,000,000 - 27.5 $4,000,000 - 27 $2,000,000 - 26.5 $0 26 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 WWW.CITYOF SOUTHLAKE.COM r FUND SUMMARIES Public Works Wa 6 u' Util � k f g sF°,t YF -a r ''''' ' '- 1,- : ;, : ' , ,', ., 1111S4ik THIS PAGE INTENTIONALLY LEFT BLANK. IIS": - ' 210 W W W. CITYOF SOUTHLAKE. COM VEHICLE E FUND I 4l (:)V s i ` �y 7 Uti o '� 'S r 195 This section provides fund summary and detailed spending plan for the Vehicle Replacement Fund. This fund accounts for the resources needed to manage the purchase of vehicles for the City's fleet. The establishment and funding of the vehicle replacement program was designed to even out expenses for the City's fleet from year to year and provide a logical method for purchasing and retiring vehicles. 41) VEHICLE REPLA E ENT FUND THIS PAGE INTENTIONALLY LEFT BLANK. W W W. CITYOF S OUTHLAKE.COM THIS PAGE INTENTIONALLY LEFT BLANK. W W W. CITYOF S OUTHLAKE.COM ,,,ia 1 1 DEBT SERWCE FU I SCHEDULES ,„ , ov,_ _4,/,, , , , U o rn U .1 ! 111111111.1111111 Alb, Al•lli AIM. i 419-1-. 19 This section provides a summary of the annual principal and interest payments for all outstanding bonded debt and capital leases. Although the Strategic Initiative Fund provides cash for pay-as-you-go capital projects, the City still must borrow to build needed infrastructure. A portion of the revenue generated by the property tax rate is allocated to support long -term bond projects through the Debt Service Fund. This budget proposes that twelve cents of the current tax rate be allocated to support the City's General Fund debt. Fees and special revenue is used to support special purpose debt. A Capital Improvements Program (CIP) details the projects and costs for a five-year period and identifies future unfunded projects. Debt Service Funds provide the needed money to build these projects. 41) The City issues general obligation bonds, certificates of obligation, combination tax and revenue certificates of obligation and tax notes to provide for the acquisition and construction of major capital facilities and infrastructure. Certificates of obligation are used to fund construction of city facilities such as buildings, roads and sidewalks. Revenue bonds are used to fund construction of city infrastructure such as water and sewer system improvements as well as park improvements. We want to help you understand the city's use of debt by explaining the types of projects that we fund through by borrowing money, and what kind of bonds we use. This section will also help you understand the obligations the City currently has, and how we balance the need to implement the city's master plans with fiscal responsibility. It is important to note that our debt management strategies receive a rigorous annual review from bond rating agencies tasked with letting potential borrowers know how credit -worthy the city is. Right now the City has two AAA ratings... a strong external endorsement of the City's financial management. TAX SUPPORTED VS. SELF — SUPPORTING DEBT As you can see in Figure 1 (below), only about 31% of the City's debt service for FY 2013 will be funded through bonds tied to the City's property taxes. For FY 2013, property tax supported debt service is about $6.9 million. This constitutes about 21% of the City's total operating budget. Property tax supported debt is primarily used for the construction of local roads and sidewalks. So, what does this mean for Southlake property owners? Figure 2 (right) shows the total tax bill for an average residential TAx DEBT SELF DEBT 69% Figure 1: FY2013 Total Debt Service IM W W W. CITYOF S OUTHLAKE.COM property in Southlake, reflecting a annual cost of about $580 for property tax supported debt. For this, the City is able to provide necessary infrastructure. Going back to Figure 1, the remainder of the City's debt service (69 %) for FY 2013 will be funded by self - supporting debt. These debt payments will be made from special revenue such as voter - approved sales tax levies. FY 2013 debt service to be paid as self - supporting debt is about $15,128,860 million. Why is it important to make the distinction between tax - supported and self - supporting debt? Because self - supporting debt has a specific revenue streams, many of which are voter approved, for the repayment of the bonds. Also, sales tax - supported debt uses funds collected by shoppers in the City, many of which reside elsewhere. For example, the new DPS Headquarters was built with sales tax levied for the purpose of crime control and prevention. Did you know that, thanks to these sales tax dollars, 71% of the construction expenses for this facility were paid with cash? The remainder was funded with 6 -year bonds, the last of which will be paid off in 2016. The primary goal of the Crime Control and Prevention District, as it was approved by the voters, was to fund public safety facilities, and that is how the funds have been used. Other self - supporting debt taken on by the City has funded improvements in Town Square such as Town Hall, roads, water, sewer, etc. This debt is being repaid through the Tax Increment Reinvestment Zone, using tax dollars generated in the Square, including those collected by the City of Southlake, Tarrant County, the Tarrant County Hospital District and the Tarrant County College District. So other taxing entities are helping to repay this debt. ■ City Operations ■ City ■ Other Taxing Entities .57 $580.20 $10,248.50 Figure 2: Total Tax Bill for Average Residential Property in Southlake WWW.CITYOFSOUTHLAKE.COM VL _ . ! ' Voter- approved special levy sales tax districts provide a source of funding for park development and crime control initiatives. Projects built implement the Capital Improvements Program and funds are used almost exclusively for capital, not operations. Town Square developers have estimated that 70 -75% of sales in Town Square are to patrons living outside the city. Imported taxpayers, if you will, helping to construct Southlake's infrastructure development. DEBT MANAGEMENT The City takes it debt obligation very seriously. Several years ago, the City Council working with City staff set goals to reduce the debt as percentage of assessed valuation over the total long term. As you can see in Figure 3 (below), we have reduced the percentage from 3.29% in 2002 to 1.37% in 2013, during a time of growth for the city. The line that you see on this chart is a graphic illustration of one of the reasons why two bond agencies have rated Southlake AAA. It should be noted that although the total debt issued has fluctuated based on the timing of important projects, the city has generally reduced its property tax supported obligations since the beginning of the decade. The City of Southlake is fortunate to have been rated as a AAA credit by both Fitch Ratings and Standard & Poor's. This is the highest possible rating given to a credit. Not only does it reinforce that the City has strong financial management tools, it also allows for favorable borrowing conditions when the time is right. The City has been able to effectively manage its debt during a period of growth using cash to partially offset borrowing needs. Additionally, managing debt amortization has been a tool used to reduce borrowing costs. � LONG DEBT -ii-DEBT AS % OF ASSESSED VALUATION 3.50% $120,000,000.00 3.00% 0 2.50% a 2.00% w a' H z 1.50% w 1.00% 0.50% 0.00% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Figure 3: Long -term Debt as a Percentage ofAssessed Valuation W W W. CITYOF S OUTHLAKE.COM $100,000,000.00 $80,000,000.00 d 0 $60,000,000.00 E m $40,000,000.00 $20,000,000.00 DEBT SE XI E FUNDS DEBT FAST FACTS • Less than one -third (31 %) of the City's debt service for FY 2013 will be funded through bonds tied to the City's property taxes. • The DPS Headquarters was built with sales tax levied for the purpose of crime control and prevention and thanks to these sales tax dollars, 71% of the construction expenses for this facility were paid with cash. The remainder was funded with 6 -year bonds, the last of which will be paid off in 2016. • Voter- approved special tax levies have been pledged to pay for bonds used to construct facilities identified in the City's parks and trails master plans, as well as public safety facilities. • Only 4.65% of the total tax bill for an average residential property goes to support the City's annual FY 2013 debt payments. That amounts to $580.20 annually or $48.35 per month. • The City uses aggressive amortization schedules. As such, initial debt payments may be higher, but borrowing costs are lower and debt is paid off more quickly. • Seventy percent of the City's current debt will be retired in 10 years, including debt used to pay for the construction of DPS Headquarters which opened its doors in 2010. • The City continuously analyzes market conditions to determine if more favorable interest rates are available for existing debt. If it is, the City will refinance (or refund) existing debt. • In FY 2012, the City refunded $10,750,000 in debt, resulting in net present value savings of $1,530,300 over the life of the debt. • Since 2006, the City has used the Strategic Initiative Fund to pay cash for capital projects. Over $18.5 million has been allocated for this purpose. This means less borrowing. • Some debt is necessary and appropriate to ensure intergenerational equity. In other words, paying cash for 100% of capital projects would front -load the cost of 20 -year assets on today's taxpayer. • Water and sewer infrastructure is built using bonds supported by utility ratepayers. • Improvements constructed in Tax Increment Reinvestment Zone #1 (Town Square area) are funded with bonds supported by several taxing entities. W W W. CITYOF S OUTHLAKE.COM DEBT SEKVICE FUNDS GENERAL OBLIGATION BOND OVERVIEW General obligation and certificates of obligation bonds are primarily used to fund the construction of roads, sidewalks and other types of facilities. Some projects currently under construction that are funded through these types of bonds are: • Kirkwood Boulevard - North Carroll Avenue Connector: This project involves the design and construction of two concrete north lanes along Kirkwood Boulevard from the existing end of Kirkwood Boulevard to Grace Lane. Also included is the reconfiguration of two asphalt lanes along Highland Street west to Blythe to connect to Kirkwood Boulevard as well as the reconfiguration of the Highland/Kirkwood intersection. (see photos below) • North Kimball Street Widening Project: The North Kimball Street Widening Project involves paving, utility, and drainage improvements from SH 114 to Dove Road. Now a two lane road, the road will become, upon completion, a 4 lane concrete road with a divided center median and landscaping. The project will also include 6 foot sidewalks the entire length of both the east and west side of North Kimball Ave. With right of way acquisition on- going, project construction will be completed in two phases: Phase I: SH 114 to Kirkwood Boulevard and Phase II: Kirkwood Boulevard to Dove Road. Two lanes of traffic will remain open throughout most of the construction. (see photos below) The schedule at right shows the City's outstanding general obligation debt, including principal and interest amounts as well as the bond maturity date. Notice that some include a notation that indicates those bonds are funded either through Crime Control and Prevention District (CCPD) Sales Tax Revenues or through the Tax Increment Reinvestment Zone (TIRZ). This is accomplished through a transfer of funds into the Debt Service Fund from both the CCPD and TIRZ Funds. (right) Kimball drainage feature completed .iM 1 • . (above) Artist rendering - "'recut. North Kimball Street Widening ti Kirkwood Boulevard construction (above) and completion (right) Z2O www CITYOFSOUTHLAKE.COM SUMMARY OF GENERAL OBLIGATION BONDS PRINCIPAL AND INTEREST REQUIREMENTS TOTAL REQUIREMENTS PRINCIPAL INTEREST TOTAL (2) 2004 2013 REQUIREMENTS 22,550,000 MATURITY 33,016,399 February 2026 PRINCIPAL INTEREST TOTAL DATE (2) 2004 GO Refunding 510,000 1,124,941 1,634,941 February 2026 10,273,950 2004 Tax & Revenue Certificates of Obligation 135,000 85,750 220,750 February 2024 Series Certificates of Obligation 2005 GO Refunding 1,111,494 408,165 1,519,659 February 2026 2007 2006 Series Certificates of Obligation 240,000 25,200 265,200 February 2015 (2) 2007 Series Certificates of Obligation (TIRZ) 585,000 158,250 743,250 February 2018 February 2028 2008 Series Certificates of Obligation 269,175 246,023 515,198 February 2028 (1) 2009 Series Certificates of Obligation 1,480,000 324,418 1,804,418 February 2029 (2) 2010 GO Refunding 2,349,852 439,428 2,789,280 February 2023 (1) 2010 Series Certificates of Obligation 630,000 225,756 855,756 February 2030 -A Series Certificates of Obligation 2011 -A Series Certificates of Obligation 600,000 133,550 733,550 February 2018 2012 2012 Series Certificates of Obligation 495,000 93,261 588,261 February 2032 (2) 2012 GO Refunding 580,000 320,156 900,156 February 2026 February 2026 Total 8,985,521 3,584,897 12, 570, 418 24,632,956 (1) funded through Crime Control Sales Tax Revenues(all /part) (1,765,000) (213,200) (1,978,200) (434,750) (2) funded through Tax Increment Reinvestment Zone(all /part) (2,979,964) (694,796) (3,674,759) (2,880,609) (19,850,827) Net General Obligation Debt Service Requirements 4,240,558 2,676,901 6,917,458 21,317,597 TOTAL REQUIREMENTS PRINCIPAL INTEREST TOTAL (2) 2004 GO Refunding 22,550,000 10,466,399 33,016,399 February 2026 2004 Tax & Revenue Certificates of Obligation 1,810,000 580,275 2,390,275 February 2024 2005 GO Refunding 10,273,950 1,738,441 12,012,391 February 2026 2006 Series Certificates of Obligation 750,000 45,800 795,800 February 2015 (2) 2007 Series Certificates of Obligation (TIRZ) 3,910,000 543,775 4,453,775 February 2018 2008 Series Certificates of Obligation 5,950,950 2,296,588 8,247,538 February 2028 (1) 2009 Series Certificates of Obligation 8,505,000 2,052,005 10,557,005 February 2029 (2) 2010 GO Refunding 13,224,254 1,485,233 14,709,488 February 2023 (1) 2010 Series Certificates of Obligation 6,090,000 1,790,397 7,880,397 February 2030 2011 -A Series Certificates of Obligation 3,915,000 502,425 4,417,425 February 2018 2012 Series Certificates of Obligation 2,695,000 249,911 2,944,911 February 2032 2012 GO Refunding 9,690,000 2,881,706 12,571,706 February 2026 Total 89,364,154 24,632,956 113,997,110 (1) funded through Crime Control Sales Tax Revenues(all /part) (6,030,000) (434,750) (6,464,750) (2) funded through Tax Increment Reinvestment Zone(all /part) (16,970,219) (2,880,609) (19,850,827) Net General Obligation Debt Service Requirements 66,363,936 21,317,597 87,681,533 INTEREST SHOWN IS THE TOTAL OF EACH ANNUAL REQUIREMENT FOR THE REMAINING LIFE OF THE SERIES WWW.CITYOFSOUTHLAKE.COM VL A' DEBT SERVICE FUND' REVENUE BOND OVERVIEW Revenue bonds are used to fund construction of city infrastructure such as water and sewer system improvements. Debt service on these bonds is covered by utility ratepayers. One recently - completed revenue bond project is the SH 114 20 -inch water main. This project consisted of the construction of a 20 -inch water transmission main along SH 114 from Town Square to North White Chapel Boulevard. This water line will be needed in conjunction with the construction of the 30 -inch water supply main to T.W. King Pump Station #2, also a revenue bond project. The 30 -inch water line is currently under construction and is anticipated to be in service in time to meet peak water demand in 2013. Photos of the projects are below. �+—.. (above and both at left) SH 114 20 -inch water ✓, main under construction (above and both at right) T.W. $ { A" King 30 -inch supply line under I� construction • isof WWW.CITYOFSOUTHLAKE.COM SUMMARY OF REVENUE BONDS PRINCIPAL AND INTEREST REQUIREMENTS 2013 REQUIREMENTS MATURITY PRINCIPAL INTEREST TOTAL DATE 2001 TRA- Denton Creek Interceptor Contract Refunding 320,000 78,432 398,432 February 2017 2004 Tax & Revenue Certificates of Obligation 130,000 84,925 214,925 February 2024 2005 GO Refunding 2,093,506 768,780 2,862,286 February 2026 2008 Series Certificates of Obligation 285,825 261,240 547,065 February 2028 2009 Series Certificates of Obligation 240,000 235,876 475,876 February 2029 2010 GO Refunding 900,142 168,329 1,068,470 February 2023 2010 Series Certificates of Obligation 190,000 195,477 385,477 February 2030 2011 -B Series Certificates of Obligation 130,000 112,838 242,838 February 2031 2012 Series Certificates of Obligation 100,000 81,626 181,626 February 2032 2012 GO Refunding 0 8,925 8,925 February 2026 Net Revenue Bond Debt Service Requirements 4,389,473 1,996,448 6,385,921 TOTAL REQUIREMENTS MATURITY PRINCIPAL INTEREST TOTAL DATE 2001 TRA- Denton Creek Interceptor Contract Refunding 1,755,000 225,638 1,980,638 February 2017 2004 Tax & Revenue Certificates of Obligation 1,790,000 577,338 2,367,338 February 2024 2005 GO Refunding 19,351,050 3,274,364 22,625,414 February 2026 2008 Series Certificates of Obligation 6,319,050 2,438,646 8,757,696 February 2028 2009 Series Certificates of Obligation 5,805,000 2,313,142 8,118,142 February 2029 2010 GO Refunding 5,065,726 568,938 5,634,664 February 2023 2010 Series Certificates of Obligation 5,165,000 2,170,703 7,335,703 February 2030 2011 -B Series Certificates of Obligation 3,260,000 1,308,025 4,568,025 February 2031 2012 Series Certificates of Obligation 2,755,000 918,614 3,673,614 February 2032 2012 GO Refunding 275,000 72,000 347,000 February 2026 Net Revenue Bond Debt Service Requirements 51,540,826 13,867,407 65,408,233 W W W. CITYOF S OUTHLAKE.COM DEBT SERVICE FUND This fund accumulates ad valorem tax dollars to pay for the annual portion of tax supported debt outstanding. REVENUES Ad Valorem Taxes Miscellaneous Income Interest Income Total Revenues EXPENDITURES Principal Interest Admin. Expenses Total Expenditures Net Revenues Transfers In Transfer Out Total other Sources /(Uses) Beginning Fund Balance Ending Fund Balance FY 2013 HIGHLIGHTS: • Reallocated one penny of the tax rate previously obligated for debt service to the operating fund, as the City continues to deleverage its borrowing for property -tax supported for capital projects. • For FY 2013, revenues are estimated at $6,476,445 with $6,431,445 coming from ad valorem taxes and $45,000 from interest income. Transfers into the fund are budgeted at $5,847,353 from the TIF Fund, Storm Water Utility District, and Crime Control and Prevention District to pay the debt service for the bonds issued on the Districts' lf. Total expenditures are proposed at $12,588,418 for annual principal and interest payments, as well as related istrative costs. e debt service fund will end the year with undesignated reserves of $10,968,195. This allows us to meet the r ent of our fund balance policy which states that the City of Southlake "... shall also maintain Reserve Funds for t o rily required reserve funds to guarantee debt service." IV W W W. CITYOF S OUTHLAKE.COM $ Increase/ $ Increase/ 2011 2012 2012 (Decrease) % Increase/ 2013 (Decrease) % Increase/ Actual Adopted Amended Adopted - Decrease Proposed Adopted - Decrease $6,839,313 $6,823,120 $6,988,1201 $165,000 2.4% $6,431,445 ($391,675) -5.7% $0 $0 $0 $0 0.0% $0 $0 0.0% 49,687 45,000 45,000 0 0.0% 45.000 0 0.0% $7,033,120> $6,889,000 $6,868,120 $165,000 2.4% $6,476,445' ($391,675) -5.7% $7,577,033 $8,506,753 $8,506,753; $0 0.0% $8,985,521 $478,768 5.6% $4,178,061 $3,985,972 $3,985,972 ; 0 0.0% $3,584,897 (401,075) -10.1% $ 2,980 $18,000 $18,000 0 0.0% $18,000 0 0.0% $12,610,726 ($5.4M051 $11,758,074 $12,510,725 $0 0.0% $12,588,418' f$9.111.972f $77,693 0.6% ($4.869.0741 5,965,807 19;5.642.6051 6,347,362 5,847,353 1$469.3671 6,347,362 0 0 0 a' 5 965 807 $6.347.362 $6.347.362 ; $5.847.353 $9,266,324 $10.363.057 $10,363,057 $11.067.814 $10,353,057: $11232.814 $11,232,814' $10.968.195 FY 2013 HIGHLIGHTS: • Reallocated one penny of the tax rate previously obligated for debt service to the operating fund, as the City continues to deleverage its borrowing for property -tax supported for capital projects. • For FY 2013, revenues are estimated at $6,476,445 with $6,431,445 coming from ad valorem taxes and $45,000 from interest income. Transfers into the fund are budgeted at $5,847,353 from the TIF Fund, Storm Water Utility District, and Crime Control and Prevention District to pay the debt service for the bonds issued on the Districts' lf. Total expenditures are proposed at $12,588,418 for annual principal and interest payments, as well as related istrative costs. e debt service fund will end the year with undesignated reserves of $10,968,195. This allows us to meet the r ent of our fund balance policy which states that the City of Southlake "... shall also maintain Reserve Funds for t o rily required reserve funds to guarantee debt service." IV W W W. CITYOF S OUTHLAKE.COM DEBT SERVICE FUNDS THIS PAGE INTENTIONALLY LEFT BLANK. W W W. CITYOF S OUTHLAKE.COM DEBT SEfV10E FUNDS SOUTHLAKE PARKS DEVELOPMENT CORPORATION The Southlake Park Development Corporation (SPDC) was formed when Southlake voters approved the special levy of a half -cent sales tax in the mid- 1990s. The half -cent, which generates about $5 million per year, is dedicated toward the acquisition and development of Southlake's park land. The specific projects are identified in the City's Capital Improvement Projects (CIP). The City may spend the funds for operational or capital projects, but it is our preference to focus primarily on one -time, non - recurring costs. Many park projects are funded through SPDC- supported bonds. In 2011, bonds were sold to fund Phase II of the Bicentennial Park renovation project. This project is currently under design and is scheduled to begin construction in the summer of 2013. The Bicentennial Park Improvement Project is a multi -phase project set to transform the existing park into a beautiful, safe, and functional signature park for Southlake. The concept plan for Phase II illustrates and details the proposed plan that is currently in design. Phase II of this project includes a new playground, Miracle League baseball field, 60/90 baseball field, new concession / restroom facility, enhancement to the original baseball 4 -plex, park boulevard connection to White Chapel Boulevard, new Park Maintenance Facility, parking, trails, enhanced landscape, and irrigation improvements including an additional new water well. - SOUTHLAKE _ _ . .-_,,,,, r ''''''i ga '' - - "' .- 1., i •-,, r -,..-_,-;._---,,,,„-.-. . ,-. -:.,-.--„,,,,,,,,,..--; ...„.., L.,. , c, 4 . ,„.,...„ 1'.-s. ._., _ 7474'5 "CP ' r - r�, / _ { ., " „ze 0 0 0. G • '1 L ,, , IID l O O `.- - - _ . 0000 a oao k.,..... Q 1 t : ` ?y ;....\.' - t 4N,UUU99. ® mom O ®� -` .�00 j ®®® `$,,. s , / ..—. S ap I p♦ _ k ',I Ills ■ tennial Park Improvements Project Phase II includes: White Chapel Entrance and entry road, east baseball five plex, new .,.. pla :` ound, satellite maintenance facility, parking and pathways. 226 WWW.CITYOFSOUTHLAKE.COM SUMMARY OF SOUTHLAKE PARKS AND DEVELOPMENT BONDS PRINCIPAL AND INTEREST REQUIREMENTS Net SPDC Debt Service Requirements 1,675,000 1,414,980 TOTAL REQUIREMENTS PRINCIPAL INTEREST 1997 Refunding /Improvement Sales Tax Revenue Bonds 2013 REQUIREMENTS 2005 Series Sales Tax Revenue Bonds 13,490,000 2006 Sales Tax Subordinate Lien Revenue Bonds 3,365,000 2009 Certificates of Obligation 5,360,000 MATURITY 3,045,000 PRINCIPAL INTEREST TOTAL DATE 1997 Refunding /Improvement Sales Tax Revenue Bonds 125,000 76,768 201,768 August 2021 2005 Series Sales Tax Revenue Bonds 665,000 580,070 1,245,070 August 2027 2006 Sales Tax Subordinate Lien Revenue Bonds 200,000 141,440 341,440 August2025 2009 Certificates of Obligation 225,000 217,718 442,718 February 2029 2010 Certificates of Obligation 120,000 115,518 235,518 February 2030 2011 Certificates of Obligation 125,000 110,170 235,170 February 2031 2012 Certificates of Obligation 215,000 173,296 388,296 February 2032 Net SPDC Debt Service Requirements 1,675,000 1,414,980 TOTAL REQUIREMENTS PRINCIPAL INTEREST 1997 Refunding /Improvement Sales Tax Revenue Bonds 1,430,000 2005 Series Sales Tax Revenue Bonds 13,490,000 2006 Sales Tax Subordinate Lien Revenue Bonds 3,365,000 2009 Certificates of Obligation 5,360,000 2010 Certificates of Obligation 3,045,000 2011 Certificates of Obligation 3,180,000 2012 Certificates of Obligation 5,850,000 Net SPDC Debt Service Requirements 35,720,000 W W W. CITYOF S OUTHLAKE.COM 411,890 4,979,408 1,092,528 2,133,311 1,211,591 1,278,402 1.950.975 13,058,105 3,089,980 TOTAL 1,841,890 18,469,408 4,457,528 7,493,311 4,256,591 4,458,402 7.800.975 48,778,105 MATURITY DATE August2021 August2027 August2025 February 2029 February 2030 February 2031 February 2032 J DEBT SERVICE FUNDS THIS PAGE INTENTIONALLY LEFT BLANK. W W W. CITYOF S OUTHLAKE.COM THIS PAGE INTENTIONALLY LEFT BLANK. W W W. CITYOF S OUTHLAKE.COM I . SPECIAL 1 ,,,,,x REVENUE .... FUNDS ..... ok,,.,,,„,,, MENEEM u i u \ -g F UMW IMP 1111111111111111111P 111111111111111111111P a'' LM • '° 'SF 195' This section provides a detailed spending plan to account for proceeds of specific revenue sources that are legally restricted for certain purposes. CITY OF SOUTHLAKE FUND STRUCTURE CHART CITY OF SOUTHLAKE BUDGETED FUNDS GOVERNMENTAL FUNDS GENERAL FUND DEBT PROPRIETARY FUNDS ENTERPRISE FUND UTILITY FUND INTERNAL SERVICE FUND VEHICLE REPLACEMENT FUND W W W. CITYOF S OUTHLAKE.COM INTRODUCTION The City of Southlake has 48 funds with specific purposes which are defined by federal, state, or local laws. They include the General Fund which is used for general city operations, the Utility Fund which is used to support the City's water, sewer, drainage, and solid waste service, and a multitude of Special Revenue and Capital Project Funds. Simply stated, funds are set up like separate companies which must operate under specific parameters. For example, the City receives $0.02 of sales tax for every dollar spent in our city limits. One of those pennies goes to the General Fund and can be spent on general operating costs, like supplies, salaries, and general maintenance. The other penny is split between our Crime Control and Prevention District (CCPD) and the Southlake Parks Development Corporation (SPDC). These two units of the City of Southlake were voted on by the residents, but state law determines how that money is spent. We can only use it for the purposes outlined in the original referendum presented to the voters, so we set up separate funds to account for the revenues and expenditures of each unit. In another example the City receives proceeds from bonds issued for various projects. The Official Statement for a bond issue outlines how much money the City will receive, how that money will be repaid, and on what the money can be spent. This document is legally binding on City officials and is enforced by federal, state, and local laws. If the Official Statement says we received $12,000,000 for roadway improvements, City Council and management may not opt to spend it on equipment or supplies. The money is recorded in a Capital Project Fund for roadway improvements and can only be spent on roadway improvements. Although these examples are for three very specific funds, the same concept of expense restrictions applies to all 48 funds. As a result, reporting revenues and expenses for the City of Southlake includes 48 miniature financial statements in addition to a City -wide financial statement. It may appear that money is available to spend when in fact the majority of the money is restricted by law. The chart at left shows the structure of all of the City of Southlake's funds. This section of the budget document will focus on those special revenue funds that are highlighted as well as the Strategic Initiative Fund. WHAT ARE SPECIAL REVENUE FUNDS? Special revenue funds are general government funds where the source of revenue is dedicated to a specific purpose as described below: • Bicentennial Concessions This fund accounts for revenues and expenditures dedicated for Bicentennial Park use. These funds are derived from a contract with Coca -Cola, with uses restricted as specified by the contract. • Court Security This fund accounts for a percentage of the monies collected from the payment of fines and forfeitures. Use of these funds is restricted for court security items, per State law. • Court Technology This fund accounts for a percentage of the monies collected from the payment of fines and forfeitures. Use of these funds is restricted for purchase of court technology, per State law. I • Crime Control and Prevention District (CCPD) The half -cent sales tax collection to fund the Crime Control and Prevention District began in AAter ril 1 the first sales tax check received in June 1998. State law provides that a district's initial life is years. Voters may continue the district by approval of a referendum. In February 2002, Southlake the continuation of the CCPD for 15 years. This fund has been used to build facilities for and su W W W. CITYOF S OUTHLAKE.COM Department of Public Safety. Facility Maintenance Reserve The purpose of this fund is to build capacity for future maintenance projects as we will have many needs to address as our facilities age. The Strategic Initiative Fund has provided seed money for this fund, an important element of our budget given the size and complexity of the City's facility infrastructure. For FY 2013 we will continue our practice of transferring SIF money into this fund, but we are also beginning to budget expenses in the operating budget for facility projects. Hotel Occupancy Tax The Hotel Occupancy Tax is authorized under the Texas Tax Code, Chapter 351. The City of Southlake adopted Ordinance No. 769 in February 2000, levying a 7% tax on room receipts. The tax on rooms at the Hilton Hotel in Town Square is providing the revenues to the City in this category. The first expenditures from this fund were made in FY 2008. Use of these funds is restricted. Planned expenses must be authorized uses under the Texas Tax Code, Chapter 351. • Library Donations This fund accounts for library donations collected. Use of these funds is restricted for library purposes. • Park Dedication This fund accounts for dedication fees on new development. Use of park dedication fees is restricted to park improvements and primarily used for capital expenses. • Public Art The Public Art Fund was established to account for funding that is available for the promotion, creation, and /or installation of public art throughout the City of Southlake. • Recycling This fund accounts for an annual payment to the City made by the City's solid waste services provider, per the terms of the service contract. • Red Light Camera This fund accounts for funds collected from violations issued from the City's red light enforcement camera system. Funds collected by the City of Southlake as a result of violations /citations issued must be used for traffic safety programs. • Reforestation This fund accounts for monies derived from assessments related to the tree preservation ordinance and policies. • Southlake Parks Development Corporation (SPDC) The Southlake Parks Development Corporation was formed when Southlake voters approved the special levy of a half -cent sales tax in the mid- 1990s. The half -cent, which generates about $5 million per year, is dedicated ttiap ital ward the acquisition and development of Southlake's park land. The specific projects are identified in the City's Improvements Program (CIP). The City may spend the funds for operational or capital projects, but at s time, it is our preference to focus primarily on one -time, non - recurring costs. i Water Utility fund accumulates dollars collected by the storm water utility fee paid monthly by the owners of all of lake's developed properties. These fees provide a funding source for maintenance, repair, and construction W W W. CITYOF S OUTHLAKE.COM of storm water facilities, and can only be spent for these purposes. The monthly storm water fee is the same for all residential dwelling units. Residential properties are charged $8 per month for each dwelling unit that is on the property. Fees for non - residential properties are calculated individually in proportion to each property's storm water runoff potential. Tax Increment Financing District Tax Increment Reinvestment Zone (TIRZ) Number One or the Tax Increment Finance (TIF) District was created in 1997, with an effective beginning date of January 1, 1998 to encourage quality commercial development in the City. Incremental values subsequent to January 1997 are taxed at the City's tax rate of $.462 per $100 of assessed value; however, 100% of the ad valorem tax revenues are utilized within the District, rather than being allocated to the City's overall budget. These funds pay for public projects in Town Square, such as water, sewer and roads within the District. Overlapping taxing entities, including Tarrant County, Tarrant County College District, Tarrant County Hospital District, and the Carroll Independent School District have agreed to participate at varying levels in the TIF District by assigning their ad valorem tax dollars as well. HOW ARE SPECIAL REVENUE FUNDS USED? The charts on the following page illustrate all City revenues and expenditures and show that the General Fund and Utility Fund account for about 70% of revenues and expenditures (to read more about these funds, see pages 143 and 199 respectively). These charts also show that aside from debt service, special revenue funds account for the remainder. So what does this mean for Southlake? By utilizing special revenue funds, the City is able to strategically invest dollars in projects that can be funded through dedicated revenue streams rather than spreading these costs to the property taxpayers by spending General Fund property tax revenues. Two of the City's largest special revenue funds are the CCPD Fund and the SPDC Fund both of which were formed when Southlake voters approved special sales tax levies in the 1990s to support the development of public safety and park facilities. Since their inception, CCPD and SPDC have collected over $45 million and $50 million dollars, respectively and through these funds, the City has been able to build numerous public projects without needing to rely on property tax dollars to fund their construction. For example, the construction of DPS Headquarters (completed in 2008) and DPS North (to be completed in 2013) have been completely funded through CCPD. On the SPDC side, improvements to Bicentennial Park, the acquisition of land and subsequent development of Bob Jones Park as well as the Bob Jones Nature Center and newly - completed North Park have all been funded through SPDC sales tax revenues. See chart at right for additional project information. Bob Jones N Center z% Sports cc % Neighborhood Joint Use Cther 4'Y, 1% Bob Jones Park 28% SPDC Project Funding since 1993 W W W. CITYOF S OUTHLAKE.COM P,ioontminial P-1, :37% L WHERE THE MONEY COMES FROM ALL FUNDS Red Light C; 1.27% Hotel Occupancy 0.96% Storm Water District 1.58% Crime Control 6.06% TIF Operating 8.35% SPDC Funds Other Special Revenue 6.33% Funds 0.21% Debt Service 7.91 Utility Fu 25.48% WHERE THE MONEY GOES ALL FUNDS Strategic Ini Fund 2% Storm Water 1% Vehicle 0 Other Special Revenue Funds 1% 1% Crime Control 1% TIF Operating 4% 9 NN\\I I Debt Service 16% T Hotel Red Light Camera SPDC Funds 1 %_ 1 %, 4°/ Utility F 26% General Fund 41.84% General Fund 42% W W W. CITYOF S OUTHLAKE.COM WHAT IS THE STRATEGIC INITIATIVE FUND? Also included in this section is information about the Strategic Initiative Fund (SIF). This fund was created in 2005 for the purpose of taking General Fund balance reserves in excess of the City identified optimal fund balance level and using them for one -time expenditures for high- impact projects such as infrastructure maintenance, community enhancement, technology and capital acquisition. The pie chart below details SIF projects funded since 2006. It is important to note that transfers may be higher in some years than others. If we anticipate a large operational expense in the future (such as hiring twelve firefighters that will be necessary to staff a North DPS facility), a tax rate reduction becomes imprudent. Therefore, the City puts the funding to work through the SIF until such time as the revenue must be put toward the operational expenses. Technology 11% Acquisition 13% - Facility Projects 1% Facility Reserves 6% CIP Transfer 63% Community Enhancement 4% Urban Design /Alaster Plan Support 1% Public .Art 1% Strategic Initiative Fund Expenditures by Category, FY2006 - 2013 For example, the SIF presented a way for the City to infuse cash into its CIP. For FY 2006, almost $750,000 was transferred from the SIF to the CIP, allowing the City to address more projects than initially thought possible. Since that time, the City has been able to increase its cash funding for the CIP, lessening the debt the City has to take on to make appropriate investments into needed street, sidewalk, drainage, facility, and other improvements. About 63% of the SIF allocations since 2006 have been used as cash funding for CIP projects, which ultimately City avoids borrowing costs for addressing those projects. The City has also used the SIF to purchase expensive but necessary equipment, such as fire apparatus and make improvements to City facilities such as the Senior Activity Center, improve the City's technology infras establish a much needed facility maintenance reserve fund. W W W. CITYOF S OUTHLAKE.COM L Like many other municipalities, the City has been impacted by the economic recession and has made decisions during the past few years to freeze pay, leave certain positions unfilled, and defer the purchase of needed equipment in order to achieve structural balance with its budget. But the impact of the recession has been minimized by the SIF. The SIF has been an important tool for the City of Southlake to use to weather the recession by allowing the City to move forward with capital projects without compromising the City's fund balance, raising taxes, or increasing the City's debt load. The City's budget is sustainable and healthy, and able to withstand the impact of unforeseeable economic impacts. This is due, in part, to the City's use of innovative financial practices such as the SIF. W W W. CITYOF S OUTHLAKE.COM SPECIAL Ii F.V Fn UF. IUVIJS FUND SUMMARIES & FY 2,01 HIGHLIGHTS CRIME CONTROL & PREVENTION DISTRICT (CCPD) FUND 1 half -cent sales tax collection to find the Crime Control and Prevention District (CCPD) began in April 1998, with the first zles tax check received in June 1998. State law provides that a district's initial life is limited to five years. Voters may continue the !istrict by approval of a referendum. In February 2002, Southlake voters approved the continuation of the CCPD for 15 years. 1 use of District finds are defined by State law. In addition, Southlake voters reviewed general plans for the use of the finds )hen approving the sales tax. The primary use of the finds is for one -time, non - recurring expenses related to public safety facilities. )perational expenses are limited since the District will sunset in 2017. REVENUES Sales Tax Miscellaneous Income Interest Income Total Revenues EXPENDITURES Personnel Operations Capital Total Expenditures Net Revenues Transfers In -SPDC Transfer out -Crime Control CIP Transfers Out - General Fund /Debt Service Total Other Sources (Uses) Beginning Fund Balance Ending Fund Balance FY 2013 HIGHLIGHTS: • For FY 2013, $4,950,000 is anticipated in sales tax collections for the District, along with $13,500 in interest income for total revenues of $4,963,500. This is a projected increase of 12.3% over the FY 2012 Adopted Budget. • Total operating expenditures are proposed at $1,066,255 for FY 2013. Planned expenses for the operating budget have been approved for funding by the Southlake Crime Control and Prevention District Board of Directors. For FY 2013 the District will fund 50% of the salary of the City's Construction Manager who is taking on responsibilities to the construction of DPS North. The largest new expense in the operating budget is for a mandatory rad m upgrade at a cost of $981,725. • A transfer of $198,540 to the General Fund is planned for an indirect charge. Debt service transfer of $ also planned. • The ending fund balance for the CCPD Operating Fund is projected at $3,960,625. WWW.CITYOFSOUTHLAKE.COM $ Increase/ $ Increase/ 2011 2012 2012 (Decrease) % Increase / 2013 (Decrease) % Increase/ Actual Adopted Amended Adopted - Decrease Proposed Adopted - Decrease $4,644,808 $4,400,000 $4,850,,000 $450,000 10.2% $4,950,000'' $550,000 12.5% $0 $0 $0 $0 0.0% $0 ($0) 100.0% $ 10,236 $20,000 $13,500 ($6,500) -32.5% $13,500 '', ($6,500) -32.5% $4,863,500 $4,655,044 $4,420,000 $443,500 10.0% $4,963,600 $543,500 12.3% $0 $0 $24,,788 $24,788 0.0% $50,530 $50,530 0.0% $165,053 $94636 $94,6361 0 00% $34';000'' (60,636) -64.1% $153,619 $185,153 $185 0 0.0% $981,725 796,572 100.0% $304,577' $318,672 $279,789 $24,788 8.9% $1,066,255' $786,466 281.1% $4.336.372 $4.140.211 $4.558',923 ' 418 712 $3.897:245 ' 242 966 $0 $0 $0 $0 1 $0 $0 ($4,000,000)', ($3,000;000), (2,137,433) (2,149600) (2,149,600) ; (2,176,740) ($6,149,6001 ($5.176:7401 ($2.137.433) ($2.149.600) $4,631,858 $6,830,797 $6,830,797 $5,240;120' $6.830.797 $8.821.408 $5 .240.'120 x .960.625 FY 2013 HIGHLIGHTS: • For FY 2013, $4,950,000 is anticipated in sales tax collections for the District, along with $13,500 in interest income for total revenues of $4,963,500. This is a projected increase of 12.3% over the FY 2012 Adopted Budget. • Total operating expenditures are proposed at $1,066,255 for FY 2013. Planned expenses for the operating budget have been approved for funding by the Southlake Crime Control and Prevention District Board of Directors. For FY 2013 the District will fund 50% of the salary of the City's Construction Manager who is taking on responsibilities to the construction of DPS North. The largest new expense in the operating budget is for a mandatory rad m upgrade at a cost of $981,725. • A transfer of $198,540 to the General Fund is planned for an indirect charge. Debt service transfer of $ also planned. • The ending fund balance for the CCPD Operating Fund is projected at $3,960,625. WWW.CITYOFSOUTHLAKE.COM HOTEL OCCUPANCY TAX FUND The Hotel Occupancy Tax is authorized under the Texas Tax Code, Chapter 351. The City of Southlake adopted Ordinance No. 769 in February 2000, levying a 791 tax on room receipts. The tax on rooms at the Hilton Hotel in Town Square is providing the revenues to the City in this category. The first expenditures from this fund were made in FY2008. Use of these finds is restricted. Planned expenses must be authorized uses under the Texas Tax Code, Chapter 351. REVENUES Taxes Interest Total Revenues EXPENDITURES Personnel Operations Capital Total Expenditures Net Revenues Transfer to other funds Total Other Sources /(Uses) Beginning Fund Balance Ending Fund Balance FY 2013 HIGHLIGHTS: • For FY 2013, revenues are estimated at $789,700. The operating budget includes funding for the Marketing and Tourism Coordinator, as well as a portion of the cost of the Economic Development /Tourism Director and administrative support staff costs directly attributable to tourism. Highlights of planned Hotel Occupancy Tax project expenditures for FY 2013 include the following: • Wayfinding Plan Implementation (Phase III) $ 50,000 • Cooperative marketing & promotion with the Hilton Hotel $ 48,000 • Home for the Holidays and Stars & Stripes events and promotion $101,000 • Informational Kiosks (Phase I) $ 30,000 • Public Art Fund transfer $118,455 • Public Relations agency services $ 20,000 • Gateway Church shuttle $ 6,000 WWW.CITYOFSOUTHLAKE.COM VL A' $Increase/ $Increase/ 2011 2012 2012 (Decrease) % Increase / 2013 (Decrease) % Increase/ Actual Adopted Amended Adopted - Decrease Proposed Adopted - Decrease $810,343 $741,105 $807;891 $66,786 9.0% $784,700' $43,595 5.9% 4 084 5 000 5000' 0 0.0% 5000' 0 0.0% $814,427 $746,105 $812,899 ' $66,786 9.0% $789,700' $43,595 5.8% $125,146 $150,860 $151,860' $1,000 0.0% $147,588' (3,272) -2.2% 462,691 546,628 526,628' (20,000) 100.0% 498,571 (48,057) -8.8% 0 0 0' n 0.0% 0' 0 0.0% $587,837 $697,488 $678,488' ($19,000) 0.0% $646,159' ($51,329) -7.4% $ 226,590 $48,617 $134,403 $85,786 $143,641 $94,924 ($140,124) ($141,760) ($154,450) ($154.043) ($164,4501 ($150,043 ($ 140,124) ($141,760) $1,087,929 $1,174,395 $1,174,395' $1,154,348' $ 1,174,395 1 081 252 $1,154,348 1 147,846 FY 2013 HIGHLIGHTS: • For FY 2013, revenues are estimated at $789,700. The operating budget includes funding for the Marketing and Tourism Coordinator, as well as a portion of the cost of the Economic Development /Tourism Director and administrative support staff costs directly attributable to tourism. Highlights of planned Hotel Occupancy Tax project expenditures for FY 2013 include the following: • Wayfinding Plan Implementation (Phase III) $ 50,000 • Cooperative marketing & promotion with the Hilton Hotel $ 48,000 • Home for the Holidays and Stars & Stripes events and promotion $101,000 • Informational Kiosks (Phase I) $ 30,000 • Public Art Fund transfer $118,455 • Public Relations agency services $ 20,000 • Gateway Church shuttle $ 6,000 WWW.CITYOFSOUTHLAKE.COM VL A' RED LIGHT CAMERA FUND This fund accounts for funds collected from violations issued from the City's red light enforcement camera system. Funds collected by the City of Southlake as a result of violations /citations issued, must be used for traffic safety programs. REVENUES Fines and forfeitures Interest Income Total Revenues EXPENDITURES Personnel Operations Capital Total Expenditures Net Revenues Transfers In- Transfers Out - Total Other Sources (Uses) Beginning Fund Balance Ending Fund Balance FY 2013 HIGHLIGHTS: • The City of Southlake collects approximately 50% of the gross revenue generated from the violations issued and collected upon as a result of the program. The City is required to remit 50% of the gross revenue to the State, excluding program expenditures. Funds collected by the City of Southlake must be used for traffic safety programs. • Projected revenue for FY 2013 includes $1,038,872 in fines and forfeitures, and $2,500 interest income for total revenue of $1,041,372. • For FY 2013, we are proposing the use of these funds for the following traffic safety projects: ■ Crosswalk installation $ 5,000 ■ Electronic citation writers (10) $ 42,010 ■ Cycle Vision DVR (dash cams) $ 15,900 ■ FM 1709 Traffic Study $ 55,000 ■ School Zone Flasher Battery Replacement $ 8,000 ■ Intersection Improvements (Carroll /Federal) $145,000 FM 1709 Signal Battery Back Up $ 30,000 IV W W W. CITYOF S OUTHLAKE.COM $ Increase/ $ Increase/ 2011 2012 2012 (Decrease) % Increase/ 2013 (Decrease) % Increase/ Actual Adopted Amended Adopted - Decrease Proposed Adopted - Decrease $1,095,046 $1,186,284 $1,186,284'' $0 0% $1,038,872; ($147,412) -12% $ 2,229 $2,500 $2,500 '', 5- 0 0% $2,500 5- 0 0% $1,188,784 $1,097,275 $1,188,784 $0 $1,041,372: ($147,412) 45,700 53,092 53,092 0 0% 53,944: 852 2% 720,216 830,245 830,245 0 0% 684,832 (145,413) -18% $ 11,601 $177,500 $177,500 0 0% 300 910 123,410 70% $1,060,837 $777,517 $1,060,837 $0 0% $1,039,686 i ($21,151) -2% 319 758 127 947 127 947 S-0 1 686 126 261 0 $0 0 0 $0 (75,000) 0 0 0 0 $0 75 000 S-0 $Q S-0 W $323,375 $568,133 $568,133 $596,080 0 0 0' 0 568 133 696 080 596 080 ', X97 766 FY 2013 HIGHLIGHTS: • The City of Southlake collects approximately 50% of the gross revenue generated from the violations issued and collected upon as a result of the program. The City is required to remit 50% of the gross revenue to the State, excluding program expenditures. Funds collected by the City of Southlake must be used for traffic safety programs. • Projected revenue for FY 2013 includes $1,038,872 in fines and forfeitures, and $2,500 interest income for total revenue of $1,041,372. • For FY 2013, we are proposing the use of these funds for the following traffic safety projects: ■ Crosswalk installation $ 5,000 ■ Electronic citation writers (10) $ 42,010 ■ Cycle Vision DVR (dash cams) $ 15,900 ■ FM 1709 Traffic Study $ 55,000 ■ School Zone Flasher Battery Replacement $ 8,000 ■ Intersection Improvements (Carroll /Federal) $145,000 FM 1709 Signal Battery Back Up $ 30,000 IV W W W. CITYOF S OUTHLAKE.COM SOUTHLAKE PARKS DEVELOPMENT CORPORATION (SPDC) FUND The Southlake Parks Development Corporation, a citizen - approved, development corporation established to develop and operate park and recreational facilities, uses a half -cent sales tax for all uses permitted by State law. The operating fund is used to finance, develop and operate park and recreation facilities, while the debt service find is used to account for the accumulation of financial resources for payment of long -term principle and interest costs for SPDC improvements. The uses of this find are restricted to those allowed by law and approved by the Board of Directors. REVENUES Sales Tax Rental Income Interest Total Revenues EXPENDITURES Personnel Operations Capital Total Expenditures Net Revenues Transfers Out Proceeds from C.O. Sale Total Other Sources (Uses) Beginning Fund Balance Ending Fund Balance FY 2013 HIGHLIGHTS: The SPDC operating fund is projected to receive $5,000,000 in sales tax revenue, $153,816 in rental income, and $7,500 in interest earnings for total projected FY 2013 revenues of $5,161,316. This represents an 11% increase over FY 2012 Adopted Budget. Total expenditures for the operating fund are proposed at $446,091. This is a 25% increase from FY 2012 Adopted Budget. Planned expenditures include funding a portion of the salary and benefits for the City's Construction Manager well as funds for the purchase of new and replacement equipment required to maintain the ongoing expansion of ity's park system. A new mower and line painter, replacement mowers and replacement utility vehicles, as well cuum excavator is needed for the efficient maintenance of the parks. The new equipment will cost $153,000. A transfer of $206,453 to the General Fund is planned for indirect charges. We have also budgeted a transfer of VJW&,000 to the CIP as well as a $3,089,980 transfer to the SPDC Debt Service Fund. ending fund balance for the SPDC operating fund will be $6,363,388. 1W W W W. CITYOF S OUTHLAKE.COM $ Increase/ $ Increase/ 2011 2012 2012 (Decrease) % Increase/ 2013 (Decrease) % Increase/ Actual Adopted Amended Adopted - Decrease Proposed Adopted - Decrease $4,718,718 $4,480,000 $4,900,000 $420,000 9.4% $5,000,000' $520,000 11.6% 153,824 153,816 153,816 0 0.0% 153,816 0 0.0% 0 15.000 7 500 7( .500) -50.0% 7500 (7,500) -50.0% $4,872,542 $4,648,816 $5,061,316' $412,500 8.9% $5,161,3161 $512,500 11.0% $98,443 $99,151 $73,463' ($25,688) -25.9% $51,091 ($48,060) -48.5% $112,311 $169,800 $170,700' 900 0.5% $202,000' 32,200 19.0% $ 169,498 $88,000 $241,830 '', 153.830 174.8% $193,000 105.000 119.3% $486,993'' $380,252 $356,951 $129,042 36.2% $446,091 $89,140 25.0% $ 4,492,290 4 291 865 S4,575,323 $283,458 $4,715,225 $423,360 (6,084,224) (4,899,788) (4,899,788) $0 (4,296,433)' (603,355) 0 0 0 0 1$6.084.2241 1$4.899.7881 1$4.899.7881' 1$4.296.4331 $7,860,995 $6,269,061 $6,269,061 $5,944,596 $ 6,269,061 5 661 138 5 944 596 $6,363,388 FY 2013 HIGHLIGHTS: The SPDC operating fund is projected to receive $5,000,000 in sales tax revenue, $153,816 in rental income, and $7,500 in interest earnings for total projected FY 2013 revenues of $5,161,316. This represents an 11% increase over FY 2012 Adopted Budget. Total expenditures for the operating fund are proposed at $446,091. This is a 25% increase from FY 2012 Adopted Budget. Planned expenditures include funding a portion of the salary and benefits for the City's Construction Manager well as funds for the purchase of new and replacement equipment required to maintain the ongoing expansion of ity's park system. A new mower and line painter, replacement mowers and replacement utility vehicles, as well cuum excavator is needed for the efficient maintenance of the parks. The new equipment will cost $153,000. A transfer of $206,453 to the General Fund is planned for indirect charges. We have also budgeted a transfer of VJW&,000 to the CIP as well as a $3,089,980 transfer to the SPDC Debt Service Fund. ending fund balance for the SPDC operating fund will be $6,363,388. 1W W W W. CITYOF S OUTHLAKE.COM STORM WATER UTILITY FUND On October 17, 2006, the City Council established a Storm Water Utility System. This utility requires a monthly fee for all of Southlake's developed properties. These fees provide a funding source for maintenance, repair, and construction of storm water facilities, and can only be spent for these purposes. The monthly storm water fee is the same for all residential dwelling units. Residential properties are charged $8 per month for each dwelling unit that is on the property. Fees for non - residential properties are calculated individually in proportion to each property's storm water runoff potential. For project details, see the CIP section of this document. REVENUES S t o r mwat a r- re s i d e n t i a l Stormwater -commercial Interest Total Revenues EXPENDITURES Personnel Operations Capital Total Expenditures Net Revenues Transfers Out Proceeds from C.O. Sale Total Other Sources (Uses) Beginning Fund Balance Ending Fund Balance FY 2013 HIGHLIGHTS: • For FY 2013, total revenues for this fund are projected at $1,293,500 including $8,500 in interest earnings. • Planned expenditures for FY 2013 total $596,425, including $99,667 in personnel expenses, $401,758 in operational costs, and $95,000 in capital costs. These costs include a storm water engineer (funded first in FY 2009), contract engineering services (surveying, etc.), contract labor for drainage projects, a limited street sweeping program. For FY 2013, we are requesting a hydrojetter and trailer for a cost of $95,000. We are also asking for funds to digitize ($ the City's storm water assets. • A transfer to the Debt Service Fund of $194,394 is planned for debt service, $51,740 to General Fund charges, and a $350,000 transfer to the CIP for drainage projects. • The ending fund balance is projected at $2,170,151. The expenses are necessary to improve and ways throughout the City. WWW.CITYOFSOUTHLAKE.COM VL A' $ Increase/ $ Increase/ 2011 2012 2012 (Decrease) % Increase / 2013 (Decrease) % Increase/ Actual Adopted Amended Adopted - Decrease Propo Adopted - Decrease $780,482 $780,000 $780,000 $0 0.0% $785,000 $5,000 0.6% 495,401 480,000 498,000 18,000 3.8% 500,000 20,000 4.2% 10.144 8500 8500 0 0.0% $.500 0 0.0% $1,286,027 $1,268,500 $1,286,500'' $18,000 1.4% $1,293,500' $25,000 2.0% $97,152 $96,620 $97,620'' $1,000 1.0% $99,667' $3,047 3.2% $501,696 $530,121 $461,200' (68,921) -13.0% $401,758'' (128,363) -24.2% $ 10,813 $70,000 $70,00 0 '', 0 0.0% $95,000 25,000 35.7% $628,820 $609,661 $696,741 ($67,921) -9.7% $596,+425 ', ($100,316) -14.4% $ 676,366 $571,759 $657M 85 921 $697,075 $125,316 (394,635) (494,034) (494,754)', $720 (596,134)I 102,100 0 0 0 0' 394 635 494 034 ' 484 754 ' 596134 $1,624,553 $1,906,284 $1,906,284' $2,069,210' $1.906.284 $1.984.009 $2.069.210 ' $2.170.1�a1 FY 2013 HIGHLIGHTS: • For FY 2013, total revenues for this fund are projected at $1,293,500 including $8,500 in interest earnings. • Planned expenditures for FY 2013 total $596,425, including $99,667 in personnel expenses, $401,758 in operational costs, and $95,000 in capital costs. These costs include a storm water engineer (funded first in FY 2009), contract engineering services (surveying, etc.), contract labor for drainage projects, a limited street sweeping program. For FY 2013, we are requesting a hydrojetter and trailer for a cost of $95,000. We are also asking for funds to digitize ($ the City's storm water assets. • A transfer to the Debt Service Fund of $194,394 is planned for debt service, $51,740 to General Fund charges, and a $350,000 transfer to the CIP for drainage projects. • The ending fund balance is projected at $2,170,151. The expenses are necessary to improve and ways throughout the City. WWW.CITYOFSOUTHLAKE.COM VL A' STRATEGIC INITIATIVE FUND The City of Southlake's Fund Balance Policy states, "The City of Southlake's goal shall be to maintain a fund balance in the General Fund equal to a minimum of 1596 of General Fund budgeted operating expenditures, with the optimum goal of 2596." Since 2006, any dollars beyond the optimal goal of 25% have been transferred to the Strategic Initiative Fund with uses limited to one -time, non - recurring expenses. REVENUES Interest Total Revenues EXPENDITURES Infrastructure Maintenance Community Enhancement Technology Infrastructure Capital Acquisition Total Expenditures Net Revenues Transfer from other funds Transfer to other funds Total Other Sources /(Uses) Beginning Fund Balance Ending Fund Balance FY 2013 HIGHLIGHTS: • Infrastructure Maintenance Funding - We are proposing that $400,000 be set aside in the Facility Maintenance Fund, shown in the budget as a transfer. • Community Enhancement Funding - For FY 2013, community enhancement projects include: Town Square Public Space Enhancement Projects ($250,000), Wayf nding Plan Implementation (Phase III) ($50,000), 2030 Plan ($30,000), and Bond Election Public Information Communication ($20,000). • Capital Acquisition Funding - For FY 2013 we are proposing to transfer $3 million from the SIF to the Capital Improvements Program (CIP) for the purpose of building a reserve for a future multipurpose facility. This portion of IF also includes funds to purchase the fire engine and related equipment for DPS North ($900,000). Additionally, pose the purchase of five Lifepak 15 ECG monitors for $207,000. Finally, we propose replacing the Menzi u a large piece of equipment used for cleaning creeks and clearing drainage ways, for $308,000. olo Infrastructure - Funds have been set aside in this category to replace aging video equipment in the C Chambers that is no longer supported. The cost of this upgrade is $190,000. t 1 proposed allocation for the Strategic Initiative Fund for FY 2013 is $4,815,000. This leaves $2,339,822 or f the available funds unallocated. W W W. CITYOF S OUTHLAKE.COM $ Increase/ $ Increase/ 2011 2012 2012 (Decrease) % Increase / 2013 (Decrease) % Increase/ Actual Adopted Amended Adopted - Decrease Proposed Adopted - Decrease 6747 29 8000' 2( 1,000) -724% 8 2( 1,000) -72.4% $6,747 $29,000 $8,000'' ($21,000) 0.0% $8,000'' ($21,000) -72.4% $0 $0 $0 $0 0.0% $0 0 0.0% 249,081 385 385,000 0 0.0% 350,000 (35,000) -9.1% 234,773 65 65,000 0 0.0% 190,000 125,000 192.3% 637,145 0 0 0 0.0% 1,415, 000 1,415,000 14149999900.0% $1,955,000'' $1,120,999 $450,000 $450,000'' $0 0.0% $1,505,000 334.4% ($1.114.252) $3,700,000 ($421. 000) $1,200000 ($442.0001 $5,900,000 1$21.0001 ($1,947,0001 $1,300,000' 1$1.526.0001 (3,400,000) (3,375 000) (3,375,000) (3,400,000) 300 000 1$2.175.0001 2 525 000 1$2.100.0001 $5,118,074 $4,303822 $4,303,822' $6,386,822' 4 303 822 1 707 822 ' i � ', 3 9 FY 2013 HIGHLIGHTS: • Infrastructure Maintenance Funding - We are proposing that $400,000 be set aside in the Facility Maintenance Fund, shown in the budget as a transfer. • Community Enhancement Funding - For FY 2013, community enhancement projects include: Town Square Public Space Enhancement Projects ($250,000), Wayf nding Plan Implementation (Phase III) ($50,000), 2030 Plan ($30,000), and Bond Election Public Information Communication ($20,000). • Capital Acquisition Funding - For FY 2013 we are proposing to transfer $3 million from the SIF to the Capital Improvements Program (CIP) for the purpose of building a reserve for a future multipurpose facility. This portion of IF also includes funds to purchase the fire engine and related equipment for DPS North ($900,000). Additionally, pose the purchase of five Lifepak 15 ECG monitors for $207,000. Finally, we propose replacing the Menzi u a large piece of equipment used for cleaning creeks and clearing drainage ways, for $308,000. olo Infrastructure - Funds have been set aside in this category to replace aging video equipment in the C Chambers that is no longer supported. The cost of this upgrade is $190,000. t 1 proposed allocation for the Strategic Initiative Fund for FY 2013 is $4,815,000. This leaves $2,339,822 or f the available funds unallocated. W W W. CITYOF S OUTHLAKE.COM TAX INCREMENT FINANCING (TIF) DISTRICT FUND The Southlake Tax Increment Reinvestment Zone #1 was established to provide a tax increment financing mechanism to facilitate high quality development in the southeast area of the city. Created by Ordinance No. 682 in September 1997, TIRZ #1 is set to expire on September 30, 2018. TIRZ fund uses are restricted. They are primarily used for paying the debt for infrastructure improvements in TIRZ #1 and are not available for any operational purposes. The projects funded have been identified in the TIRZ #1 Project & Financing Plan, adopted by the Board of Directors in August 1999. REVENUES Ad Valorem Interest Income Total Revenues EXPENDITURES Operations Total Expenditures Net Revenues Transfers Out - General Fund Transfers Out -Debt Service Total Other Sources (Uses) Beginning Fund Balance Prior period adjustment Ending Fund Balance FY 2013 HIGHLIGHTS: The incremental value assigned to TIRZ #1 for the 2012 tax year is $290,288,909, which is a 3.5% increase from the valuation for 2011. This translates into anticipated ad valorem revenues for the TIF Fund of $6,826,533. With interest, total revenues are anticipated to be $6,835,033. Revenue projections include estimated CISD payments based on a two year average. • A transfer to the debt service fund in the amount of $3,674,759 is budgeted to fund the debt repayment for bonds issued for TIRZ #1 projects. • The ending balance for this fund is projected at $4,725,546. WWW.CITYOFSOUTHLAKE.COM $ Increase/ $ Increase/ 2011 2012 2012 (Decrease) % Increase / 2013 (Decrease) % Increase/ Actual Adopted Amended Adopted - Decrease Proposed Adopted - Decrease $7,251,434 $6,753,057 $6,523,327'' ($229,730) -3.4% $6,826,533'' $73,476 1.1% $ 28,679 $15,000 $8500 '', ($6,500) -43.3% $8500 '', ($6,500) -43.3% $6,531,827 $7,280,113 $6,768,057 ($236,230) -3.5% $6,835,033 $66,976 1.0% $3.349.211 $3.253.727 $2,972,849 (280,878) 100.0% $3,161,030 (92,697) 0.0% $2,972,849 $3,161,030 $3,349,211 $3,253,727 ($280,878) 100.0% ($92,697) 0.0% 3 930 902 $3.514.330 ', 1� 5..58.978 ', 44 648 ', ,67e1.003 ', 159 673 0 0 (250,000) 0 (3.797.906) (4.181.268) (4,181,268) (3,674,759) ($4.181.2681 ($3.674.739) (4.047.906) ($4.181.268) $5,465,596 $5,348,592 $5,348,592 $4,726,302 5 348 592 $4.681.654 �I Y t �' ; , tl FY 2013 HIGHLIGHTS: The incremental value assigned to TIRZ #1 for the 2012 tax year is $290,288,909, which is a 3.5% increase from the valuation for 2011. This translates into anticipated ad valorem revenues for the TIF Fund of $6,826,533. With interest, total revenues are anticipated to be $6,835,033. Revenue projections include estimated CISD payments based on a two year average. • A transfer to the debt service fund in the amount of $3,674,759 is budgeted to fund the debt repayment for bonds issued for TIRZ #1 projects. • The ending balance for this fund is projected at $4,725,546. WWW.CITYOFSOUTHLAKE.COM THIS PAGE INTENTIONALLY LEFT BLANK. W W W. CITYOF S OUTHLAKE.COM i I CAPITAL IMPROVEMENTS I PROGRAM (CIO OF 5OCI�,- 1111111111111111 -4. 1 g ; U 9 Ilk IIIIIMIIIIIIIIIIIIIIIIIL. % o ff I 4'S i95 A CIP is for the purchase, construction or replacement of the physical assets of the City. This section includes a listing of proposed projects for FY 2013 as well as projects that are planned for implementation over a five-year period. 4 ,,,,,,, 1 op CAPITAL IM : , F ME ,_ t . 4 IIP INTRODUCTION In accordance with the Texas Local Government FY 2013 CIP CALENDAR Code and the Charter of the City of Southlake, the proposed FY 2013 to FY 2017 Capital Improvements Program (CIP) is submitted for City Council FEBRUARY 14, 2012 CIP PACKET DISTRIBUTED consideration. APRIL. 5, 2012 CIP PROJECT FORMS DUE The challenges to retain and/or expand City services APRIL 19, 2012 TECHNICAL COMMITTEE REVIEW in the midst of shrinking resources and increasing J UNE 2, 20I2 CITY MANAGER REVIEWS costs has put pressure on City government to make its limited capital resources work more efficiently. JUNE 11, 2012 CIP REVISIONS DUE City administration, elected and appointed officials, J and staff have taken several steps to make its capital UNE 12, 2012 SPDC / PARKS BOARD REVIEW expenditures more closely reflect its long -range JULY 1o, 2012 CCPD RECOMMENDATION objectives. AUGUST 7, 2012 SPDC / PARKS BOARD One such step is the connection between the City's RECOMMENDATION capital planning efforts with its budgeting process. AUGUST IS, 2012 CITY MANAGER FILES BUDGET The CIP establishes a five (5) year funding schedule for the purchase, construction or replacement of AUGUST 2I, 2,012 CITY COUNCIL WORK SESSION physical assets of the City. Capital improvements typically have a useful life of over ten years and value SEPTEMBER 4, 2012 CITY COUNCIL WORK SESSION greater than $10,000. The first year (FY 2013) of the 1ST READING AND PUBLIC Capital Improvements Program is called the Capital HEARING Budget, and is appropriated in the same manner as SEPTEMBER IS, 20I2 CITY COUNCIL 2ND READING the annual Operating Budget. Funds for projects are AND PUBLIC HEARING appropriated on an annual basis. Projects approved for subsequent years (FY 2014 through FY 2017) are approved for planning purposes only and do not receive expenditure authority until they are part of the Capital Budget. CREATING THE CAPITAL IMPROVEMENTS PROGRAM In April 2012, the CIP Technical Committee comprised of the Assistant City Managers and Department Directors began the process of evaluating CIP project requests. The methodology involved a presentation of each project by a staff member of the requesting department, and the use of the CIP project evaluation form. Each member of the committee scored the presented projects according to their own perspective. Once scored, the project was ranked in the appropriate funding category (i.e. General Fund, Utility Fund, SPDC, Crime Control) based on the score received. The resulting ranked project list was then reviewed by the Technical Committee to ensure that there were no obvious flaws in the ranking system. The Technical Committee then reviewed the dollar amount available in each fund and recommended the projects to be funded in the upcoming fiscal year (FY 2013) and the other four (4) out years (FY 2014 to FY 2017). Once the Technical Committee completed its review, the list was presented to the City Manager who then met with the Technical Committee regarding needed changes or additions. The Technical Committee input revisions and held additional meetings with department heads to ensure the proposed plan is comprehensive. 9 Sg WWW. CITYOESMTH LAKE .COM CAPITAL IMPROVEMENTS PROGR-AM Prior to the City Manager's submission of the Capital Budget, the Crime Control and Prevention District Board (CCPD) as well as the Southlake Parks Development Corporation (SPDC) and the Parks Board met to review and recommend their respective portions of the budget and five -year plan. RELATIONSHIP BETWEEN THE CAPITAL IMPROVEMENTS PROGRAM AND THE ANNUAL BUDGET The City's annual budget itemizes and appropriates the funds needed for all municipal purposes during the next fiscal year, and is comprised of two separate budgets - the Operating Budget and the Capital Projects Budget. The Operating Budget includes the day -to -day operational expenses of the City, such as salaries, supplies and expenses for programmatic activities. The Capital Improvements Program includes the anticipated capital project costs for the next five fiscal years. The first year of projects contained in the CIP become the basis for formulating the Capital Projects Budget. RELATIONSHIP BETWEEN THE CAPITAL IMPROVEMENTS PROGRAM AND THE CITY'S PLANNING PROCESS Comprehensive plans are official public documents adopted by local governments as policy guides to making decisions about physical development of the community in the next 20 years. The City of Southlake's current comprehensive plan, the Southlake 2025 Plan, includes a number of citywide plans that prioritize the development of thoroughfares, sidewalks and trails, and parks. The Park, Recreation and Open Space Master Plan, the Mobility and Master Thoroughfare Plan, and the Southlake Pathways Plan (Trail Master Plan) all provide implementation recommendations that link the future vision of the community to relatively short -term actions. Recognizing the importance of the link between the Capital Improvements Program and implementation of the master plan, all proposed projects are required to demonstrate linkage to one of the City's master plans. By using the Capital Improvements Program process to reinforce the desired master plan priorities, the City's physical future can be better shaped. Additionally, each project sheet and the project matrix identifies, when appropriate, connection to a project identified in the City's comprehensive plan. RELATIONSHIP BETWEEN THE CAPITAL IMPROVEMENTS PROGRAM AND THE BIANNUAL CITIZEN SURVEY In 2011, the City completed its most recent biannual citizen survey. The results of the survey are already being put to use in several ways, including playing key roles in the City's master plan update ( Southlake 2030 Plan), in the development of each Department's proposed budget and in the City's new performance measures. Survey results have also been critical to the development of this year's Capital Projects Budget. Many recurring themes emerged throughout the survey responses, several of which have a direct link with the preparat' and execution of the City's CIP. For example, the City surveyed respondents regarding not only the importance t on City services but also the satisfaction respondents had with those services. The gap between the importance c n a service and the satisfaction with that service indicates areas where the City is not meeting our customers' exp ti The City developed a chart (see next page) listing the top "gap" issues and has also created a plan to address ac e. Of those top gap issues, several are related to areas that can be addressed through the City's capital programmin n traffic congestion, provide pedestrian pathways, manage growth and development, provide senior services, main W W W. CITYOF S OUTHLAKE.COM CAPITAL IMPROVEMENTS PKOGK.AM Service Importance vs. Satisfaction How important are the following services? How satisfied are you with the job the City is doing to provide these services? � ,A " S ' Mf ®: tion Manage traffic congesti �^ Provide pedestrian pathwa -. *Develop business retention program growth and developme Manage open records requests Provide senior services Attract businesses and jobs to the area, Maintain local streets and - i I Prepare the City for em *Create a diversified econom Provide animal control servic streets and roads, and prepare the City for emergencies. THE BENEFITS OF CAPITAL PROGRAMMING With time, public facilities need major repair, replacement or expansion. Maintaining and upgrading a community's capital stock requires significant financial investment. This investment must be weighed against other community needs and analyzed in light of community goals. The City of Southlake, like many cities, is under pressure to make efficient use of capital resources and must make difficult choices. There are more needs than can be satisfied at once, and the selection of one investment over another may shape the development of the City for years to come. Capital improvements programming is a valuable tool to ensure that choices are made wisely. The City's development goals are implemented, in part, by the careful provision of capital facilities. The benefits of this systematic approach to planning capital projects include the following: • Focuses attention on community goals, needs, and capabilities. Through capital improvements programming, capital projects can be brought into line with the City's long -range plans by balancing identified needs with financial capacities. Considered individually, a new park, water system improvements, and street widening may be great ideas; however, each project may look quite different when, in the course of the Capital Improvements Program process, it is forced to compete directly with other projects for limited 2 6(7 WWW.CITYOFSOUTHLAKE.COM funds. • Optimizes use of the taxpayer's dollar. The Capital Improvements Program helps the City Council and City Manager make sound annual budget decisions. Careful planning of capital improvements helps prevent costly mistakes. In addition, capital planning allows the City to save money in several other ways. For example, investors in municipal bonds tend to look more favorably on communities that have a Capital Improvements Program; if bond financing is selected for a capital improvement project, the City may realize significant savings on interest. • Guides future growth and development. The location and capacity of capital improvements shape the growth and redevelopment of the City. City decision makers can use the Capital Improvements Program to develop well thought -out policies to guide future land use and economic development. • Encourages efficient government. Interdepartmental coordination of capital improvements programming can reduce scheduling conflicts and ensure that no single function receives more than its fair share of resources. In addition, the CIP can be used to promote innovative management techniques and improve governmental efficiency and effectiveness. • Improves the basis for intergovernmental and regional cooperation. Capital improvements programming offers public officials of all governmental units (City of Southlake, Tarrant and Denton Counties, and local school districts) an opportunity to plan the location, timing, and financing of improvements in the interest of the community as a whole. • Maintains a sound and stable financial program. Having to make large or frequent unplanned expenditures can endanger the financial well-being of the City. Sharp changes in the tax structure or bonded indebtedness may be avoided when construction projects are planned in advance and scheduled at intervals over a number of years. When there is ample time for planning, the most economical means of financing each project can be selected in advance. Furthermore, a CIP can help the City avoid commitments and debts that would prevent the initiation of other important projects at a later date. • Enhances opportunities for participation in federal or state grant programs. Preparing a CIP improves the City's chance of obtaining aid through federal and state programs that provide funds for planning, construction and financing of capital improvements. The CIP is considered a "public works shelf" that contains projects that can be started quickly by having construction or bid documents ready should any grants become available. POTENTIAL FUNDING SOURCES The FY 2013 Capital Budget contains 24 projects submitted by various City Departments. The total cost of all submitted for FY 2013 represents an expenditure of $20,837,000. The following is a summary of the funding sq these projects: 1 BONDS When the City sells bonds, purchasers are, in effect, lending the City money. The money is repaid, with in W W W. CITYOF S OUTHLAKE.COM taxes or fees over the years. The logic behind issuing bonds for capital projects is that the citizens who benefit from the capital improvements over a period of time should help the City pay for them. The City can issue bonds in these forms: • Certificates of Obligation (C.O.) Bonds Similar to general obligation bonds except the certificates require no voter approval. Combination tax and revenue certificates of obligation are issued for both governmental and business type activities. General obligation bonds, governmental revenue bonds and tax notes pledge the full faith and credit of the City. Combination tax and revenue certificates of obligation are payable from the net revenues of the water and sewer system and general debt service tax. • General Obligation (G.O.) Bonds Perhaps the most flexible of all capital funding sources, G.O. bonds can be used for the design or construction of any capital project. These bonds are financed through property taxes. In financing through this method, the taxing power of the City is pledged to pay interest and principal to retire the debt. Voter approval is required if the City wants to increase the taxes that it levies and the amount is included in the City's state - imposed debt limits. To minimize the need for property tax increases, the City makes every effort to coordinate new bond issues with the retirement of previous bonds. • Revenue Bonds Revenue bonds are sold for projects that produce revenues, such as water and sewer system projects. Revenue bonds depend on user charges and other project - related income to cover their costs. IMPACT ON OPERATING BUDGET Annual operating costs can include personnel, scheduled repair and maintenance and utilities in the case of buildings. These operating cost estimates are developed by the project managers during the project development process and for those projects in the FY 2013 Capital Budget, estimates are included on each project information sheet and the fund matrix (see following pages in this section). Staff also provides operating cost estimates for projects programmed in the out -years (see chart at right). To prepare for the future and avoid shortfalls, the City uses the annual operating cost estimates to plan and develop future budgets. The full operating impact of the five -year Capital Improvements Program has been factored into the City's forecasting and multi -year financial plans and will be integrated into future budgets once those projects are completed and in operation. The bulk of these out -year costs can be attributed to personnel costs related to the DPS North Facility and the Multipurpose Community Facility. The FY 2013 annual operating impact of the proposed CIP is estimated to be $960,000, attributed to personnel costs associated with opening the DPS North Facility. Twelve Fire Services personnel (3 Drivers, 3 Lieutenants and 6 Firefighters / Paramedics) are need to fully -staff the site, which is schedule to open in the first quarter of FY 2014. In order to meet these staffing needs, the City plans to hire six of the needed personnel in January 2013 and the remaining six 12013. As the FY 2013 estimated costs do not reflect a full -year of expenses, the full impact has been calculated in t -years as over $2 million (includes both personnel and facility operational costs). See the Transmittal Letter for addi nformation about how these costs will be funded going forward. at right also shows a significant operational impact in FY 2016 and beyond due to the Multipurpose Community e City is currently exploring a bond election to fund the remaining- needed construction dollars as well as to i ing a portion of the added operational costs. W W W. CITYOF S OUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAM FY 2013 CIP GENERAL FUND OPERATIONAL IMPACT • Personnel Maintenance $5,000,000 $4,500,000 - $4,000,000 0 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 0 $1,000,000 $500,000 FY2013 FY2014 FY2015 FY2016 FY2017 MINIMIMINOW FY 2013 FY 2013 FY 2014 FY 2014 FY 2015 FY 2015 FY 2016 - 4 -° Project Name Maint. Personnel Maint. Personnel Maint. Personnel Maint. Personnel Maint. Personnel ?' FM 1938 Phase II Widening from FM 1709 to $80,000 $82,000 $85,000 Randol Mill Bend Street Widening - North Kimball Avenue from Highland Street to East $20,000 $20,600 $21,200 $21,900 Dove Road (Phase II) Multipurpose Community Facility $477,000 $703,000 $816,000 $1,203,000 Dove at Peytonville / Sam School Road $5,000 N. White Chapel Boulevard Improvements from Emerald Boulevard to $23,000 $23,700 Highland Street DPS North $960,000 $220,000 $1,832,000 $227,000 $1,924,000 $234,000 $2,020,000 $241,000 $2,121,000 TOTALS: $960,000 $240,000 $1,832,000 $327,600 $1,924,000 $837,200 $2,723,000 $1,192,600 $3,324,000 WWW. CITYOFSOUTHLAKE.COM CURRENT CAPITAL PROJECT STATUS For information about current projects, please visit the City's website at www. cityofsouthlake .com /CityConstruction. FY 2013 CAPITAL BUDGET AND CAPITAL IMPROVEMENTS PLAN Pages 267 through 330 contain a listing of the Technical Committee's recommended five -year CIP by fund type. Project status forms have also been included for all projects in the Capital Budget. These sheets provide more detail about each project by listing not only approved funding but how those funds will be spent. FACILITIES 62.5% SIDEWALKS & TRAILS 1.9% SEWER 0.5% ]w W W W. CITYOF S OUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAM PROPOSED CIP EXPENSES FY 2014 & BEYOND • General Fund IN Utility Fund D SPDC ❑ Other (SSIF, WIF, SWUS) $25,000 - $8,885 $20,000 - $15,000 - $10,000 $100 $100 $5,000 $100 I - $' FY 2014 FY 2015 FY 2016 FY 2017 Beyond L J 265 W 1 THIS PAGE INTENTIONALLY LEFT BLANK. W W W. CITYOF S OUTHLAKE.COM CAPITAL IMPR -O VEMENTS PR- RAM GENERA FUND W W W. CITYOF S OUTHLAKE.COM CAPITAL MP ' •VEMENTS PROGRAM General Fund M M __ O c . V ti i ••J 1 f c � O c c ao 04 = v u c = c . 0 v x S _u w c L rn o t -1 c o Q Q n c o° c 6 v n c c o o 0. Q o EO ¢ Ow c M' o'p;''' E �G� ° U O y N j E to 7 U n o er ,N ..3 -0 v 0 0 is O N N 8 N O e» m OD cz - O d M �O O • a. c Fay `, ■ 2 , CU td) 6S ,2 b c g V p ,� t4 � .r c e. G., 'b O c ii -d , 4 w _ m . u ee C 3 C /-• P to . u u td O O a o • u qo c N o 7 0 u " G. on— o .� v ' 3 v O. o °� ^� • a r p o • e,- y G y /-. O v, G 8 3 M C ;' N C'- C p� N u .r. 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APITAL IMPR�► MENTS I' GRAM City of Southlake FY 2013 CIP Project Status Form I FM1938 Phase 11 Widening from FM1709 to Randol Mill Bend DEPARTMENT: Public Works PROJECT LOCATION: Citywide PROJECT TIMELINE: Mar. 2010 to Dec. 2014 , DESCRIPTION: The widening of FM1938 from FM1709 to Randol Mill Bend will include 2 lanes _ K undivided to a 4 lane divided roadway with raised medians. This project includes / reconstruction of the FM1709/FM1938 intersection and includes the installation of j • irrigation, landscaping, hardscaping, retaining wall aesthetics, and 1,600 linear feet / of screening wall at Myers Meadow. FM1938 ROW required for the T.W. King 30" water supply line Segment B will be purchased from the T.W. King Utility project. _ i / °tA ` 709 - w'.. � JUSTIFICATION: ' ' k j FY2013 and FY2014 funding is requested for construction costs for the amenities and retaining wall upgrades for Urban Design compliance as outlined in the SL2030 7 New Request (X Continuation Project ' Joint Use Council adopted Master Plan. Cost estimates are based on updated construction Mandated / Replacement / Major Community figures from TranSystems. (— Public Health / i>7 Rehab or Protection FT( Need / Safety of Capital Stock Service r Compliant with Comprehensive Plan and / or other Master Plan? List: Master Thoroughfare Plan, PW Business Plan ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: 7 COMPANION PROJECT? If yes, please explain: Phase II of the project through Southlake is part of TxDOT's larger project which includes the widening of FM1938 through the Town of Westlake north to SH114. Water Line 12" along Randol Mill from Randol Mill Bend - 1709 7 REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Mobility FUND: General EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING &DESIGN 1,115 1,115 LAND 250 250 TESTING CONSTRUCTION 660 500 1,100 2,260 OTHER I ' TOTAL 2,025 500 1,100 3,625 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS 80 82 85 247 PERSONNEL COSTS TOTAL 80 82 85 247 FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND 1,365 500 1,100 2,965 UTILITY FUND ROADWAY IMPACT FEE FUND 660 660 WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS 4 CCPD SPDC PARK DEDICATION FEE FUND TOTAL 2,025 500 1,100 3,625 `or: CRIME CONTROL 8. PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND 2 80 WWW. CITYOFSOUTHLAKE.COM f ' 4111111111111111111111111111111111111 CAP t IMPROVEME PR General Fund City of Southlake FY 2013 CIP Project Status Form 1 Street Widening - N. Kimball Ave. from Highland St. to E. Dove Rd. (Phase II) • DEPARTMENT: Public Works PROJECT LOCATION: Citywide PROJECT TIMELINE: Oct. 2010 to Sept. 2012 DESCRIPTION: Funding is needed for Phase II expenses to widen N. Kimball Ave. from Highland St. to E. Dove Rd. to its ultimate pavement section (4 lanes divided). Grapevine wit participate in the engineering and construction costs per an executed Interlocal Agreement. FY2012 funding covered the costs of relocating Tri- County's electric utilities in the amount of $295K, and additional ROW funding in the amount of $705K. FY2013 funding covers additional costs related to utility relocation delays. JUSTIFICATION: '' Prior funding for the widening of N. Kimball Ave. was designated for Phase I from .. w."rw 4'; SH114 to Patterson's Pond and ROW costs for Phase II. The ultimate section will 7 New Request r Continuation Project X Joint Use add traffic lanes to alleviate traffic congestion. This is one of the last managed Mandated / Replacement / Major Community lanes (HOV/Toll) for the TxDOT DFW Connector Project. Southlake's cost for r Public Health / 17 Rehab or Protection 5 Need / Phase II is estimated at $3.925M, and Grapevine's cost is estimated at $1.204M. Safety of Capital Stock Service This project is listed in the SL2030 recommendations as reference North Sector M2. Compliant with Comprehensive Plan and / or other Master X Plan? List: Master Thoroughfare Plan, PW Business Plan ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: X COMPANION PROJECT? If yes, please explain: This section of N. Kimball Ave. would not be able to accommodate additional traffic once the TxDOT DFW Connector Project is completed. N. Kimball Ave. from SH114 to Highland St. (Phase I) 17 REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Mobility, Infrastructure i I May facilitate re- development of the Mesco site in Phase I. FUND: General EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN 1,925 1,925 LAND 705 250 955 TESTING CONSTRUCTION 295 750 1,045 OTHER TOTAL 2,925 1,000 3,925 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS 20 20.6 21.2 21.9 22.5 106.2 PERSONNEL COSTS TOTAL 20 20.6 21.2 219 22.5 106.2 FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND 2,925 1,000 3,925 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND TOTAL 2,925 1,000 3,925 CCPD: CRIME CONTROL 8 PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND Funding is represented in thousands of dollars (000s). Example: 3,776 = $3,776,000 WWW. CITYOFSOUTHLAKE.COM APITAL IMPRO MEN F. AM City of Southlake FY 2013 CIP Project Status Form 1 Street Rehabilitation Participation Program (Joint Project with Tarrant County) DEPARTMENT: Public Works r �, PROJECT , '"`:, - LOCATION: TBD ' " PROJECT TIMELINE: Oct 2012 to Sept 2013 - iial DESCRIPTION: General funding is needed for rehabilitation of arterial streets in partnership with Tarrant County. This is an annual joint program. JUSTIFICATION: This is a cost savings to the City of Southlake. Southlake funds the cost of 4i` ., - -' ` J - L�' C _ ,.. :I.: I': 4144::-,-/ =ar materials and Tarrant County provides labor and equipment. 99% of respondents to 7 New Request r Continuation Project E Joint Use the 2011 Citizen Survey cited maintaining local streets and roads as important. Mandated / Replacement / Major Community fl Public Health / (X Rehab or Protection 7 Need / Safety of Capital Stock Service r - Compliant with Comprehensive Plan and / or other Master Plan? List: ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: T COMPANION PROJECT? If yes, please explain: The City would lose Tarrant County's Participation. fl REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Infrastructure FUND: General EXPENDITURE SCHEDULE i PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN LAND TESTING CONSTRUCTION 1,350 150 150 150 150 150 2,100 OTHER TOTAL 1,350 150 150 150 150 150 2,100 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND 1,350 150 150 150 150 150 2,100 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND TOTAL 1,350 150 150 150 150 150 2,100 CCPD: CRIME CONTROL & PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND „,:....„ Funding is represented in thousands of dollars (OOOs). Example: 3,776 = $3,776,000 2 8 . WWW.CITYOFSOUTHLAKE.COM .1 CAPITAL IMPROVEMENTS PROGRAM City of Southlake FY 2013 CIP Project Status Form Citywide Pathway Improvements DEPARTMENT: Public Works /r'7= °_` PROJECT ,'. LOCATION: Citywide S PROJECT TIMELINE: Oct. 2012 to Sept. 2013 DESCRIPTION: _ General funding is required for the construction of sidewalks at various locations recommended by staff via the Master Pathways Plan and approved by City Council. „ JUSTIFICATION: Providing sidewalks for pedestrian safety by keeping foot traffic off city streets is an "'° -`` ^- item identified as a citywide gap issue. 91 % of respondents of the 2011 Citizen New Request 17 Continuation Project r Joint Use Survey listed providing pedestrian pathways as important. Mandated / Replacement / Major Community X Public Health / 7 Rehab or Protection r Need / Safety of Capital Stock Service Compliant with Comprehensive Plan and / or other Master X Plan? List: Master Pathways Plan ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: COMPANION PROJECT? If yes, please explain: 53% responded they are satisfied with the job the City is doing to provide sidewalks. Not funding sidewalks may result in decreased citizen satisfaction. REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Mobility, Safety & Security FUND: General EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN LAND TESTING CONSTRUCTION 3,376 400 400 400 400 400 5,376 OTHER TOTAL 3,376 400 400 400 400 400 5,376 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND 3,376 400 400 400 400 400 5,376 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND TOTAL 3,376 400 400 400 400 400 5,376 CCPD: CRIME CONTROL & PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND Funding is represented in thousands of dollars (000s). Example: 3,776 = $3,776,000 W W W. CITYOF SOUTHLAKE. COM fr , CAPITAL IMPROVEMENTS PROGRA Cr eitercd Fund City of Southlake FY 2013 CIP Project Status Form Multipurpose Community Facility DEPARTMENT: Community Services PROJECT 11111111 - LOCATION: Bicentennial Park • . - . PROJECT TIMELINE: TBD to TBD a _ t DESCRIPTION: —_ The purpose of this item is to establish a project fund for a multipurpose community "ftIorm -4410 facility. ,„ _., ,. „,,, —.,.,. —.. Southlake Multipurpose Facility Study Feasibility Study & Concept Design 7etrvar, m 2011 JUSTIFICATION: rj: $ OUTHL ' ”. BWR l &tR NEP AINNER SEaC.T �� ` L., XRCXITECTVRF The Parks and Recreation Board, the Southlake Parks Development Corporation and the City Council listed the Multipurpose Community Facility as a priority project r New Request r Continuation Project f Joint Use for the FY 2013 General Fund Capital Budget and the FY 2013 - 2017 SPDC CIP. Mandated / Replacement / Major Community (- Public Health / fl Rehab or Protection 7 Need / Safety of Capital Stock Service Compliant with Comprehensive Plan and / or other Master IX Plan? List: Parks, Recreation & Open Space Master Plan ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: fx COMPANION PROJECT? If yes, please explain: Alternatives would be to delay the project or not implement the project. GF and SPDC - Multipurpose Community Facility 17 REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Quality Development and Infrastructure TBD FUND: General Fund & SPDC EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY 200 200 ENGINEERING & DESIGN LAND TESTING CONSTRUCTION OTHER 13,300 13,300 TOTAL 200 13,300 13,500 OPERATIONAL IMPACT s PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS 477 816 1,293 PERSONNEL COSTS 703 1,203 1,906 TOTAL 1,180 2,019 3,199 FUNDING SCHEDULE 1 FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND 7,500 3,000 10,500 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS 1 i CCPD SPDC 1,000 1,000 1,000 3,000 PARK DEDICATION FEE FUND TOTAL 7,500 4,000 1,000 1,000 13,500 C : CRIME CONTROL & PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND 1 , `" Funding is represented in thousands of dollars (000s). Example: 3,776 = $3,776,00 WWW.CITYOFSOUTHLAKE.CO J „, APITAE IMPROVEMENTS PROGRAM 1 General Fund City of Southlake FY 2013 CIP Project Status Form Street Rehabilitation Required by PMA DEPARTMENT: Public Works - ""f _ 1_ PROJECT i LOCATION: Citywide I ` I PROJECT TIMELINE: Oct. 2012 to Sept. 2013 . DESCRIPTION: r ,X General funding is required for Citywide pavement rehabilitation as recommended i _. __ by the Pavement Management Application (PMA), an infrastructure management software designed by Stantec. The Pavement Management System grades the streets and recommends pavement rehabilitation and prioritizes the needs.The I software generates a pavement quality report which is field verified. ,, ' I . JUSTIFICATION: .. r'iS1z " -- ;'.- The Pavement Quality Index Benchmark for the City's roadway infrastructure is 7.8 and as of late 2011, approximately 77% of public streets exceeded this level. This E New Request 7 Continuation Project r Joint Use project also addresses the citizens' concerns for maintaining local streets and roads, Mandated / Replacement / Major Community which is important to 99% of respondents according to the 2011 Citizen Survey. r Public Health / (X Rehab or Protection X Need / Whereas only 72% are satisfied with the job the city is doing to provide these Safety of Capital Stock Service services resulting in a Gap issue (27 %), additional PMA dollars are requested. Compliant with Comprehensive Plan and / or other Master X Plan? List: Mobility & Master Thoroughfare Plan ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: COMPANION PROJECT? If yes, please explain: Street quality was identified as a top priority in the 2011 Citizen Survey. Failure to maintain the Street Rehabilitation Program would result in decreased satisfaction. REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Mobility, Infrastructure FUND: General EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN LAND TESTING CONSTRUCTION 8,154 800 800 800 800 800 12,154 OTHER TOTAL 8,154 800 800 800 800 800 12,154 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND 8,154 800 800 800 800 800 12,154 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND TOTAL 8,154 800 800 800 800 800 12,154 CCPD: CRIME CONTROL & PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND Funding is represented in thousands of dollars (000s). Example: 3,776 = $3,776,000 WW ' CrrYOFS (WTI ILARF.COIvt i - .q11),. APITAL IMPROVEMENTS PIZOGRA it L;PI,i(lI fZind City of Southlake FY 2013 CIP Project Status Form Nolen Drive Connector DEPARTMENT: Public Works PROJECT �4. 1 °� LOCATION: Nolen Dr. between Exchange Blvd. and Industrial Blvd. s + PROJECT TIMELINE: Oct. 2012 to Sept. 2013 '"" -40 7- " - ' .'u, : 1 .,# _ DESCRIPTION: s Funding for the roadway connection of Nolen Dr. between Exchange Blvd. and Industrial Blvd. (Grapevine). This project will be cost shared with the City of -r °"� Grapevine. w om!!' I�s , t — 7 � � +f i/( t T— 7 t - r 5r' JUSTIFICATION: , • t I ,1 . - 1.. - , , The agreement to make this roadway connection is a term of the Interlocal Agreement with the City of Grapevine for the boundary adjustment completed in [R New Request r Continuation Project 17 Joint Use 2007. Mandated / Replacement / Major Community fl Public Health / p Rehab or Protection 7 Need / Safety of Capital Stock Service Compliant with Comprehensive Plan and / or other Master Plan? List: 2007 Interlocal Agreement with Grapevine ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: T COMPANION PROJECT? If yes, please explain: The City committed to completing this project in 2007 per the Council approved Interlocal Agreement with the City of Grapevine. fl REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Mobility FUND: General EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN LAND TESTING ' , CONSTRUCTION 150 150 OTHER j TOTAL 150 150 1 / 1 OPERATIONAL IMPACT 3 PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL 1 MAINTENANCE COSTS PERSONNEL COSTS TOTAL 0 i FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND 150 150 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS I :ik, - CCPD SPDC PARK DEDICATION FEE FUND TOTAL 150 150 CCPD: CRIME CONTROL 8 PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND elk Funding is represented in thousands of dollars (000s). Example: 3,776 = $3,776,000 WWW.CITYOFSOUTHLAKE.COM CAPITAL I�Vti'ROV EN PROGftAM General Fund -- City of Southlake FY 2013 CIP Project Status Form Traffic Signal at Watermere and FM1709 DEPARTMENT: Public Works r u , �' PROJECT y, s - � LOCATION: Watermere Dr. and FM1709 Intersection ° = - — m PROJECT TIMELINE: Oct. 2012 to Sept. 2014 v y 0-` DESCRIPTION: Funding is requested for the engineering design and construction of a traffic signal - at the intersection of Watermere Dr./ Jellico West and FM1709. This traffic signal is needed to facilitate traffic flow through the intersection and facilitate access to 1 FM1709. 1 : JUSTIFICATION: _ / It is difficult for residents to access FM1709 from these subdivisions causing _,1 backups on neighborhood streets. This traffic signal is needed to facilitate traffic X New Request 7 Continuation Project ^ Joint Use flow and access to FM1709. Difficulty accessing FM1709 was consistently Mandated / Replacement / Major Community mentioned as a concern in the 2011 Citizen Survey. Additionally, 98% of Public Health / r Rehab or Protection 'X Need / respondents to the survey cited managing traffic congestion as important. Safety of Capital Stock Service — Compliant with Comprehensive Plan and / or other Master Plan? List: ALTERNATIVES / IMPACTS IF PROJECT 1S NOT FUNDED: r COMPANION PROJECT? If yes, please explain: The city may receive continuing complaints from Watermere residents regarding traffic back up and difficulty accessing FM1709. REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Mobility, Safety & Security FUND: General EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN 50 50 LAND TESTING CONSTRUCTION 200 200 OTHER TOTAL 250 250 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND 250 250 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND TOTAL 250 250 CCPD: CRIME CONTROL & PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND Funding is represented in thousands of dollars (000s). Example: 3,776 = $3,776,000 WWW. CITYOFSOUTHLAKE.COM APITAL M , - ffi,. S r AM General Fund City of Southlake FY 2013 CIP Project Status Form Dove at Peytonville /Sam School Rd. Intersection Improvements DEPARTMENT: Public Works i I - s ! PROJECT LOCATION: Dove Rd. at Peytonville Ave. and Sam School Rd. Property . . r - g PROJECT TIMELINE: Oct. 2012 to Dec. 2015 A. -- Rd T �- t50'Storo•e Ln.■n DESCRIPTION: _ _� /ate This project addresses current traffic backup at S. Peytonville Ave. and Dove Rd. as r well as Sam School Rd. and Dove Rd. This project calls for the realignment of Sam '•. .. , School Rd. with S. Peytonville Ave. It will require the purchase of right of way. G.....—. . W ...' '4 4 A __ _ k \ G Lui M1s, Jerry W ` , _ n Se,ly R Cioss.r, TW - `�% ah � _ ` 7 ' E _ _ JUSTIFICATION: _ " This project is recommended based upon the findings from a study conducted by G iaq.`: Tw t, 7 4 Teague, Nall and Perkins based upon traffic patterns and projected growth. 98% of 7 New Request r Continuation Project E Joint Use respondents to the 2011 Citizen Survey cited managing traffic congestion as Mandated / Replacement / Major Community important. This project is listed in the SL2030 recommendations as reference fl Public Health / fl Rehab or Protection r Need / SH114 M1 under Mobility & PA09 for public art at the roundabout. Safety of Capital Stock Service r — Compliant with Comprehensive Plan and / or other Master Plan? List: ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: T COMPANION PROJECT? If yes, please explain: Continued traffic backups at S. Peytonville -Dove intersection as well as the Sam School -Dove intersection will continue without realignment of roads. fl REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Mobility, Infrastructure FUND: General R 1 EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN 250 250 LAND e TESTING CONSTRUCTION 500 500 1,000 2,000 i OTHER 160 160 TOTAL 250 500 500 1,160 2,410 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS 5 5 PERSONNEL COSTS TOTAL 5 5 FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL ,, GENERAL FUND 250 500 500 1,160 2,410 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND I ISO: TOTAL 250 500 500 1,160 2,410 CRIME CONTROL 8 PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND Z 0 0 Funding is represented in thousands of dollars (000s). Example: 3,776 = $3,776,000 _ W W W.CITYOFSOUTHLAKE.COM CAPITAL IMPROV . - . - -.- --- - .. - -- * -: General Fund City of Southlake FY 2013 CIP Project Status Form ., 1 N. White Chapel Blvd. Improvements from Emerald Blvd. to Highland St. DEPARTMENT: Public Works € i i "` '„ I PROJECT r , ` I , LOCATION: along N White Chapel from Emerald Blvd to Highland St g PROJECT TIMELINE: Oct. 2012 to Dec. 2015 ' f ., "` B kgr °`^" °� f 4: 4 ` DESCRIPTION: :f j' `" III '- This project involves paving and drainage improvements for the widening of N. '" - ' *= I White Chapel Blvd. from Emerald Blvd. to Highland St. to its ultimate pavement ' 1 t E section of 4 lanes divided with a median. The medians include landscaping and (— irrigation. Huitt Zollars Engineering estimates the probable construction costs for the improvements to this segment of roadway at $8.077 million. This project is a; t 1 eligible for a Tarrant County match in the amount of $2.185 million. I ' 4 , . ' j JUSTIFICATION: The FY2014 and FY2015 request is for funding the balance necessary to construct the project, and includes drainage work. This street is included in the Southlake ^ New Request !X Continuation Project r Joint Use Mobility and Master Thoroughfare Plan, and is a companion project to the widening Mandated / Replacement / Major Community of N. White Chapel Blvd. from Highland St. to SH114 (Ph I). The FY2015 funding ,__ Public Health / iX Rehab or Protection ij( Need / request also includes $160k by Community Services for landscaping, irrigation, Safety of Capital Stock Service electrical, and art for the roundabout. SL2030 ref Central Sector M1 & SH114 M2. Compliant with Comprehensive Plan and / or other Master Plan? List: Master Thoroughfare Plan ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: !X COMPANION PROJECT? If yes, please explain: The City will lose the County's matching contribution. Utility Relocations, N. White Chapel from Highland to SH114 REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Mobility FUND: General EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL S PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN 884 884 LAND 250 250 TESTING 20 20 CONSTRUCTION 2,200 1,000 1,560 800 5,560 OTHER 2,185 2,185 TOTAL 5,539 1,000 1,560 800 8,899 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS 23 23.7 46 7 PERSONNEL COSTS TOTAL 23 23.7 46.7 FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND 2,700 1,000 1,560 800 6,060 UTILITY FUND ROADWAY IMPACT FEE FUND 654 654 f ., WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND UND TOTAL 3,354 1,000 1,560 800 6,714 CCPD: CRIME CONTROL 8 PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND Funding is represented in thousands of dollars (000s). 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The final report C . _ from the SSES recommended the rehabilitation of 358 sewer manholes including replacing manhole rings /lids, corbels, inverts, clean -outs, and point repairs, as well ' as street and pavement repairs resulting from activities associated with conducting the manhole repairs. JUSTIFICATION: ■ Rehabilitation was recommended by the SSES conducted by RJN to prevent inflow and infiltration of stormwater and ground water which will lower the city's treatment 7 New Request 17 Continuation Project r Joint Use costs to TRA and comply with TCEQ and EPA requirements. This work will Mandated / Replacement / Major Community increase the capacity of the city's wastewater collection system. IX Public Health / r Rehab or Protection Need / Safety of Capital Stock Service Compliant with Comprehensive Plan and / or other Master ' Plan? List: ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: COMPANION PROJECT? If yes, please explain: The manhole rehabilitation project will not be completed as recommended and possibly increase unnecessary wastewater treatment costs. X REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Infrastructure Cost Avoidance FUND: Utility 0 0 0 EXPENDITURE SCHEDULE N PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL t\ PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN I LAND EN TESTING crj CONSTRUCTION 100 250 250 600 OTHER E TOTAL 100 250 250 600 W OPERATIONAL IMPACT H PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL O MAINTENANCE COSTS N- ' PERSONNEL COSTS TOTAL ,nt FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL tt GENERAL FUND 0 UTILITY FUND 100 250 250 600 ' ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND "Z, SANITARY SEWER IMPACT FEE y y SWUS CCPD SPDC PARK DEDICATION FEE FUND 4 TOTAL 100 250 250 600 .i CCPD: CRIME CONTROL & PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND WWW. CITYOFSOUTHLAKE.CONt CAPITAL 1M EMENT .- 1�.,.. Utilit Fund City of Southlake FY 2013 CIP Project Status Form Dove Estates Lift Station Improvements DEPARTMENT: Public Works PROJECT LOCATION: 3280 Peninsula Dr. PROJECT TIMELINE: Oct. 2012 to Sept 2013 o DESCRIPTION: ,-/ This project involves the funding for an assessment and engineering design for the Dove Estates Lift Station. This request also includes funding for the purchase of 2 • 1 large pumps, 4" discharge and check valves, 4" force main, and the construction 1 F, and installation needed for this new equipment. ri JUSTIFICATION: The pumps at the Dove Estates Lift Station are under -sized for current conditions . . rendering cost inefficiencies in operating the lift station. Improvements needed for r New Request r Continuation Project r Joint Use optimal operation include larger pumps, check valves, and a force main. Mandated / Replacement / Major Community r Public Health / 17 Rehab or Protection (X Need / Safety of Capital Stock Service r Compliant with Comprehensive Plan and / or other Master Pl Lis ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: T COMPANION PROJECT? If yes, please explain: The lift station will continue to run inefficiently. Potential sanitary sewer overflows may result in possible fines by TCEQ. T REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Infrastructure FUND: Utility EXPENDITLRE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN 15 15 LAND TESTING CONSTRUCTION 85 85 OTHER TOTAL 100 100 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND UTILITY FUND 100 100 ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND TOTAL 100 100 CRIME CONTROL & PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND 29$ Funding is represented in thousands of dollars (000s). Example: 3,776 = $3, WWW. CITYOFSOUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAM City of Southlake FY 2013 CIP Project Status Form 12 -inch Water Line along Randol Mill from Randol Mill Bend to FM1709 DEPARTMENT: Public Works PROJECT LOCATION: Randol Mill from Randoll Mill Bend to FM1709 \ .t PROJECT TIMELINE: Oct. 2012 to Sept. 2013 DESCRIPTION: Funding is requested to replace 8300 linear feet of 6 -inch water line along this r11 3F.Wver•• portion of Randol Mill with a 12 -inch water line. Increased pressure is needed to 1 .tt .`;p�xzfi provide adequate service to this area. The existing line is in poor condition and in need of repair. The 12 -inch water line will be installed within the FM1938 ROW. FY2013 funding is requested for water and sewer adjustments needed from ; Florence Rd south to FM1709. JUSTIFICATION: The existing water line is undersized for ultimate conditions, and increased pressure - = « - is needed to provide adequate service to the area served by this line. This water line r New Request 7 Continuation Project 7 Joint Use needs to be relocated before the construction of FM1938 Phase II can begin. Mandated / Replacement / Major Community I Public Health / >,. Rehab or Protection X Need / Safety of Capital Stock Service Compliant with Comprehensive Plan and / or other Master Plan? List: Southlake 2030 Water Master Plan ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: rX COMPANION PROJECT? If yes, please explain: Adequate service will not be available to this service area possibly causing delays to the FM1938 Phase II Improvements. FM1938 Phase II Improvements r REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Infrastructure FUND: Utility EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN LAND TESTING CONSTRUCTION 930 500 1,430 OTHER TOTAL 930 500 1,430 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND UTILITY FUND 930 500 1,430 ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND TOTAL 930 500 1,430 CCPD: CRIME CONTROL & PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND Funding is represented in thousands of dollars (0D0s). Example: 3,776 = $3,776,000 WWW. CITYOFSOUTHLAKE.COM PITAL IMPROVEMENTS PRO Utifit) Fund City of Southlake FY 2013 CIP Project Status Form Land Purchase Adjacent to T. W. King Pump Station No. 2 DEPARTMENT: Public Works I I: „ ".': T"W:;o PROJECT , I / � LanJ l o, PW d�av {ISM awes Parcel located to the south of T. W. King Pump Station No 2 �w °•� leT.W.ning Wawa sri.. PROJECT TIMELINE: Oct. 201 to Sept. 2013 mss,. DESCRIPTION: " <r — —� Funding for the purchase of 4.5810 acres of land adjacent to the T.W. King Pump Station No. 2 is requested for future utility improvements - 1 t • CID JUSTIFICATION: Purchase of this 4.5810 acre parcel is required in order to secure the land for future improvements adjacent to the T. W. King Pump Station #2. The land is currently for 17 New Request (— Continuation Project 7 Joint Use sale. The purchase of this tract of land is called for in the Southlake 2030 Water Mandated / Replacement / Major Community Master Plan. 7 Public Health / r Rehab or Protection r Need / Safety of Capital Stock Service Compliant with Comprehensive Plan and / or other Master Plan? List: Southlake 2030 Water Master Plan ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: 7 COMPANION PROJECT? If yes, please explain: The City will lose the opportunity to secure this land for future utility improvements needed. T REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Infrastructure FUND: Utility EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN LAND 750 750 TESTING CONSTRUCTION OTHER s TOTAL 750 750 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL 1 FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND UTILITY FUND 750 750 ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND TOTAL 750 750 CCPD: CRIME CONTROL & PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND 300 Funding is represented in thousands of dollars (000s). Example: 3,776 = $3,776,000 WWW.CITYOFSOUTHLAKE.COM CAPITAL IMPRQVEME . -,..; PROGRAM City of Southlake FY 2013 CIP Project Status Form Install Automatic Pressure Compensating Valves DEPARTMENT: Public Works PROJECT LOCATION: Between the High Pressure and Low Pressure Water Systems PROJECT TIMELINE: Oct 2012 to Sept 2013 � DESCRIPTION: Install Automatic Pressure Compensating Valves between the High Pressure and Low Pressure Water Systems in order to improve fire flow capacities for the High Pressure Plane during peak water use periods. This project will also require i` 'Y construction of vaults and electronic telemetry to monitor and activate the valves via "Ti the current SCADA system. r JUSTIFICATION: This project is a Tier 1 project on the Southlake 2030 Water Master Plan. IX New Request Continuation Project — Joint Use Mandated / Replacement / Major Community rX Public Health / p Rehab or Protection Need / Safety of Capital Stock Service Compliant with Comprehensive Plan and / or other Master X Plan? List: Southlake 2030 Water Master Plan ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: COMPANION PROJECT? If yes, please explain: In not funded, the City is not in compliance with recommendations of the Southlake 2030 Water Master Plan. REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Infrastructure FUND: Utility EXPENDITLRE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN LAND TESTING CONSTRUCTION 250 250 OTHER TOTAL 250 250 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS _ PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND UTILITY FUND 250 250 ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND TOTAL 250 250 CCPD: CRIME CONTROL & PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND Funding is represented in thousands of dollars (000s). Example: 3,776 = $3,776,000 W\xw. CITYOFSOUTHLAKE.COM /, CAPITAL IMPROVEMENT ; ,. - -: mx City of Southlake FY 2013 CIP Project Status Form 1 12 -inch Water Line along Shady Oaks Dr. from Highland St. to W. Dove Rd. DEPARTMENT: Public Works r I ' PROJECT I? f = :e '� o LOCATION: Shady Oaks Dr. from Highland St. to W. Dove Rd. PROJECT TIMELINE: Oct. 2012 to Sept. 2013 = _ —� DESCRIPTION: •4333. .- \ _ Funding for the construction of a 12 -inch water line along Shady Oaks Dr. from Highland St. to W. Dove Rd. is needed. This portion of the line is included in the ] ` 1 ■ � Southlake 2030 Water Master Plan. This is a companion project to the 8 -inch sewer I-- ------_,,, line along Shady Oaks from north of the basin line to Fox Glen Rd. * �_, JUSTIFICATION: { a This project is a tier 2 project on the Southlake 2030 Water Master Plan. ` ` r New Request r Continuation Project r Joint Use Mandated / Replacement / Major Community T Public Health / fl Rehab or Protection 17 Need / Safety of Capital Stock Service Compliant with Comprehensive Plan and / or other Master Plan? List: Southlake 2030 Water Master Plan ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: 7 COMPANION PROJECT? If yes, please explain: A portion of the Southlake 2030 Water Master Plan will not be met. Shady Oaks 8 -inch Sewer line fl REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Infrastructure FUND: Utility EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN 450 450 LAND TESTING CONSTRUCTION 500 500 OTHER TOTAL 450 500 950 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL 1 i FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND UTILITY FUND 450 500 950 ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE 1 C SWUS CCPD SPDC PARK DEDICATION FEE FUND TOTAL 450 500 950 CCPD: CRIME CONTROL 8 PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND Funding is represented in thousands of dollars (000s). Example: 3,776 = $3,776,000 411 WWW. CITYOFSOUTHLAKE.COM J CAPITAL IMPROVEMENTS PROGRAM Utility Firrid I City of Southlake FY 2013 CIP Project Status Form S outhlake Regional Medical Center - 380 Agreement Incentives DEPARTMENT: Public Works — � ` ; �= PROJECT LOCATION: Southlake Regional Medical Center ` ` _ PROJECT TIMELINE: Oct. 2012 to Sept. 2014 ., ` -e DESCRIPTION: ; � a u t Per the 380 Economic Development Incentive Agreement approved by City Council, meosc E 'i this request is for reimbursement of the Southlake water & wastewater impact fees k E a N� { paid for the domestic and irrigation meters in Phase I, including two 6" domestic rE R ` ; meters, one 4" domestic meter, three 2" irrigation meters, and two 1" irrigation °� meter. The water impact fees for SL are $133K & wastewater impact fees are $63k. PARKING RAGE (Ft. Worth's $194k is non - negotiable). Construction cost for off-site utilities also due. JUSTIFICATION: This is a reimbursement per the 380 agreement that is due upon issuance of the H Certificate of Occupancy for Phase I of Southlake Regional Medical Center (Forest r New Request r Continuation Project r Joint Use Park) anticipated in FY12 -13. This request in FY12 -13 includes $102,152 for the Mandated / Replacement / Major Community purchase of sewer line easements from the Smith property and Mike's Plant Shed r Public Health / Rehab or Protection X Need / along SH 114. The FY12 -13 balance is for construction costs associated with the Safety of Capital Stock Service SH114 waterline and sewerline which the City is to reimburse per the 380. Compliant with Comprehensive Plan and / or other Master X Plan? List: 380 Agreement ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: COMPANION PROJECT? If yes, please explain: The City would be in violation of the 380 Economic Development Incentive Agreement with Southlake Regional Medical Center. T REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Quality Development and Infrastructure FUND: Utility, SSIF & WIF EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN LAND 102 102 TESTING CONSTRUCTION 98 80 178 OTHER 196 196 TOTAL 396 80 476 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND UTILITY FUND 200 80 280 ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND 133 133 SANITARY SEWER IMPACT FEE 63 63 SWUS CCPD SPDC PARK DEDICATION FEE FUND TOTAL 396 80 476 CCPD. CRIME CONTROL 8, PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND WW W. CITYOFSOUTHLAKE.COM CAPITAL IMP v MENTS PROGRA Anil , V..'.. „., ..'tom... . T9 ' ;p x THIS PAGE INTENTIONALLY LEFT BLANK. L 1 amy WWW.CITYOFSOUTHLAKE.COM ROADWAY IMPACT FEE FUND WWW.CITYOFSOUTHLAKE.COM VL A' ...... ,xis a a >.<a. -. .. =m w--- ..- . . ..= ,,,,,....., a.+. mm., f ,.. ': L IMFKOVEMENTS PROGRAM Roadwa Im.act Fee Fund C C O O C C v fl Q v ' V Q o SO� . v N O L. V> E9 \ - ?•,,E 69 6A v C 0 { 8 O H9 N 1 O 69 Vj N O •A v N 1 N N , N M O .b F a g 5H o f s O b0 •t N N C V N p v t .N C . C O u ertn v.-7 o. n . 9 u? > u 'd U u .G y N C . y. ¢ -' G4 F"' E L=. N v O d u v " u v '" . U v U � . �'"' . crj d v OO t. (� L �• C v •[ W a y 14 C C y x O b y 3.•, , -5 _. C! X. °vp� ,9 •6U•W v) Gj a., Q ` [ O v , Z O C 4 � 0 O v g b ..4 C v a �., (2 ¢ w C p4 bb" as ."01 Z .. - '* # a o z zz Z cnup V C W Cz . C ; +a 0 v y C C N c a w F--� e . U a 4Y r:4 6 3 t)( WWW.CITYOFSOUTHLAKE.COM CAPITAL IMPRO *- .� S PROGRA Road" Im sact Fee Funcl City of Southlake FY 2013 CIP Project Status Form Construct Third Lane on S. Carroll Ave. from Oak Tree Estates to La Paloma I DEPARTMENT: Public Works _ 1 - 1 �. Pa PROJECT - - pi .. 1 LOCATION: S. Carroll Ave. from Oak Tree Estates to La Paloma u s. et� T ■ PROJECT TIMELINE: Oct. 2012 to Sept. 2013 V DESCRIPTION: Funding is requested to construct the third lane on S. Carroll Ave. from Oak Tree • Estates to La Paloma per the discussions between the City Council and the ' ` — 1 Developer during the Zoning Case of Winding Creek Estates. This project is within ) RIF Service Area 3. ` ; i I -, •h (, . JUSTIFICATION: `, The Developer has committed to paying roadway impact fees early at the initiation •� �" " of the development process to allow the use of the impact fees to construct the third X New Request Continuation Project Joint Use lane. Future builders will receive roadway impact fee credits for lots within the Mandated / Replacement / Major Community Winding Creek Addition. Public Health / 7 Rehab or Protection X Need / Safety of Capital Stock Service X Compliant with Comprehensive Plan and / or other Master Plan? List: Southlake 2030 Mobility /Master Throughfare PI ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: COMPANION PROJECT? If yes, please explain: The agreement reached between the City Council and the Developer in the Zoning Case will not be met REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Quality Development, Infrastructure, Mobility FUND: RIF EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN LAND TESTING CONSTRUCTION 125 125 OTHER TOTAL 125 125 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND UTILITY FUND ROADWAY IMPACT FEE FUND 125 125 WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND TOTAL 125 125 CCPD: CRIME CONTROL & PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND Funding is represented in thousands of dollars (000s). Example: 3,776 = $3,776,000 W W W. CITYOF S OUTHLAKF. CO M THIS PAGE INTENTIONALLY LEFT BLANK. W W W. CITYOF S OUTHLAKE.COM :a" CAPITAL IMPROVEMENTS PROGRAM Sanitar Sewer Im iact Fee Fund ' r 1 il o a — 'O c T, 69 .4 u5 u I O O O , V O O O k.•. 69 i., N vl O O 4. O , Lrl N O O an 7 �` O_: v i ., O y C GA VY 4A E. -c C t. `� u �.tl '� 0 C O b .G t. ° UE 7 � y ` y u u >. E C u .: b u .�� m p,G uc u..� 'b E C u . v. O P. u C II •O. G,1 8 C C v C v C C 1 .1, .2 v ui L O. u y V H O. •. x : .: . O Q, V C U P + E 4. Q C 4— u C W CD u C a u y u u 4 tu, O E -y W . V) M C ' ) ° C 'S u 3 L 1u O ( ,, u e, E VJ •Y 'fie o v . w u E E ba O - d ' W is y t E Z.1 7 V r u a C ee . N -5 - u R 7 i C 1 0 C u u v W O d. +' Y 7 •4 y 7 u u O - C v y O u 4 . z ,, E . E r° N C C ' ❑ �* roh,_____.,.., cn a u u P.. - • o .2 E u • 5 u E u y a' e t Nab uC¢ uUp" C' 0a, C a z E �° v ,° tS ] o W n z o Z Cz w F - cn F c b a. c 1 . t P , E [ C w - Milk E- L b4 t 310 WW W.CITYOFSOUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAM Sanitar Sewer Im'act Fee Fund City of Southlake FY 2013 CIP Project Status Form P Sewer System Capacity Improvements DEPARTMENT: Public Works *07- PROJECT LOCATION: Various locations throught the City er MairtS PROJECT TIMELINE: Oct. 2012 to Sept. 2013 DESCRIPTION: Annual funds provide staff and City Council the ability to reimburse developers for the over sizing of sanitary sewer lines. JUSTIFICATION: This funding allows the City Council and staff to reimburse developers for the over sizing of sanitary sewer lines to meet the requirements of the Southlake 2030 I New Request r Continuation Project r Joint Use Wastewater Master Plan in cases where the developer is not required to provide the Mandated / Replacement / Major Community ultimate size of the line to serve the development. Public Health / 7 Rehab or Protection Need / Safety of Capital Stock Service X Compliant with Comprehensive Plan and / or other Master Plan? List: Southlake 2030 Wastewater Master Plan ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: COMPANION PROJECT? If yes, please explain: The city will not have the funds necessary to reimburse developers for the over sizing of sanitary sewer lines which increase capacity. X REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Infrastructure Facilitates further development and collection of related fees. FUND: SSIF EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN LAND TESTING CONSTRUCTION 150 50 50 50 50 50 400 OTHER TOTAL 150 50 50 50 50 50 400 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE 150 50 50 50 50 50 400 SWUS CCPD SPDC PARK DEDICATION FEE FUND TOTAL 150 50 50 50 50 50 400 CCPD: CRIME CONTROL & PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND Funding is represented in thousands of dollars (000s). Example: 3,776 = $3,776,000 WWW.CITYOF SOUTHLAKE _COM [ _ __ ,_ , -l CAPITAL IM -le v N S PI + ,� AM Sanitar Sewer Im►act Fee F C ity of Southlake FY 2013 CIP Project Status Form 1 Southlake Regional Medical Center - 380 Agreement Incentives i 1 DEPARTMENT: Public Works _ orks s ,. PROJECT ----,- LOCATION: Southlake Regional Medical Center • PROJECT TIMELINE: Oct. 2012 to Sept. 2014 -. �` - - _ DESCRIPTION: Per the 380 Economic Development Incentive Agreement approved by City Council, this request is for reimbursement of the Southlake water & wastewater impact fees . .�,∎.. ■ paid for the domestic and irrigation meters in Phase I, including two 6" domestic L ms's'.' meters, one 4" domestic meter, three 2" irrigation meters, and two 1" irrigation `x: :'•.. -ui _ s....r_ ,. r. meter. The water impact fees for SL are $133K & wastewater impact fees are $63k. (Ft. Worth's $194k is non - negotiable). Construction cost for off -site utilities also due. /// JUSTIFICATION: This is a reimbursement per the 380 agreement that is due upon issuance of the Certificate of Occupancy for Phase I of Southlake Regional Medical Center (Forest 17 New Request r Continuation Project r Joint Use Park) anticipated in FY12 -13. This request in FY12 -13 includes $102,152 for the Mandated / Replacement /Major Community purchase of sewer line easements from the Smith property and Mike's Plant Shed r Public Health / r Rehab or Protection r Need / along SH114. The FY12 -13 balance is for construction costs associated with the Safety of Capital Stock Service SH114 waterline and sewerline which the City is to reimburse per the 380. 17 Compliant with Comprehensive Plan and / or other Master Plan? List: 380 Agreement ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: T COMPANION PROJECT? If yes, please explain: The City would be in violation of the 380 Economic Development Incentive Agreement with Southlake Regional Medical Center. r REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Quality Development and Infrastructure FUND: Utility, SSIF & WIF EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN LAND 102 102 TESTING CONSTRUCTION 98 80 178 OTHER 196 196 TOTAL 396 80 476 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND UTILITY FUND 200 80 280 IF ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND 133 133 S ANITARY SEWER IMPACT FEE 63 63 SWUS CCPD SPDC 1 PARK DEDICATION FEE FUND TOTAL 396 80 476 CCPD: CRIME CONTROL 8 PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND ® WWW.C ITYOFSOUTHLAKE.COM I WATER IMPACT FEE FUND WWW.CITYOFSOUTHLAKE.COM VL A' CAPITAL IMPROVEMENTS PROGRAM . . er + t,1'e�' 1 'i u i i - ., a m .? _ o . C1 cc f N 3' C f U ro o m o m O . N n H io u9 b9 to v b o C bq 49 49 > w a C O O O 4.1 49 N N N to 8 N en m O en M; en { OD ' ,....,,. . _. �. ,.. _ a._ .., O -T- 77/ L c v '� () v v v •v . .0 M O v C y o O v ■O L8 t d C b i. Lc -0 In C v t0 X v u C y w •k � „, O L C M O '> A ,d v O v> '-' U v •N Y ca. u -' O 4" W E 7 of n. 0 v O u ° C P �' v C O P _ . •- U L1. v 4 C O., O N p u O. X. - v W W C w v o v '' p4 a O -5 ' w s4 ... 4 7 u Op'. -, u U u C u v O O v .� W .� u o v W s 7 v C � b b 1:3 Q G 00 0 m a u .. op 1.. -,y,, .w". is 7 u u ed 0 O u C C 0 o ie Zg �U� v v C y ° c a go^ • o= 3 q C g. 0 u u v to O C O v v a y . •' 7 u v O .4 C O K O.. v 7 "� Q U 0 0. Q ° °_cnUU ° a p .�O H ° i 3 �L�U cn 2 O 00 0 0 v o o [ a ep C �. z v o X m o G. o c c o ] . o a [ i ' .. U w :4 ,S, a .4 .9 d v U GL g U P L. `� ° U PO o. o O o a - U Z ,2 x a. Q - ` +� Z i C /1 4* W Q V) v O C] H a r. o Z w • F. F ° U il a v x Z C Ilk ilibit ry m rr`` "�1 314 WWW.CITYOFSOUTHLAKE.COM J CAPITAL IMPROVEMENTS PROGRAM �Uat• City of Southlake FY 2013 CIP Project Status Form Water System Capacity Improvements DEPARTMENT: Public Works " PROJECT g; i - L"� " LOCATION: Various locations throught the City t '" ` _,, • f r +, PROJECT TIMELINE: Oct. 2012 to Sept. 2013 0 DESCRIPTION: -� Annual funds provide staff and City Council the ability to reimburse developers for the over sizing of water lines. JUSTIFICATION: This funding allows the City Council and staff to reimburse developers for the over sizing of water lines to meet the requirements of the Southlake 2030 Water Master r New Request F Continuation Projects Joint Use Plan in cases where the developer is not required to provide the ultimate size of the Mandated / Replacement / Major Community line to serve the development. Publi Health / r DT Rehab or Protection Need / Safety of Capital Stock Service Compliant with Comprehensive Plan and / or other Master r Plan? List: Southlake 2030 Water Master Plan i I ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: COMPANION PROJECT? If yes, please explain: The city will not have the funds necessary to reimburse developers for the over sizing of water lines which increase capacity. IX REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Infrastructure Facilitates further development and collection of related fees. a I FUND: WIF EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN LAND TESTING CONSTRUCTION 150 50 50 50 50 50 400 OTHER i TOTAL 150 50 50 50 50 50 400 i ! 1 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND 150 50 50 50 50 50 400 SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND TOTAL 150 50 50 50 50 50 400 CCPD: CRIME CONTROL & PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND Funding is represented in thousands of dollars (000s). Example: 3,776 = $3,776,000 WWW.CITYOFSOUTHLAKE.(i)\1 CAPITAL IMPROVEMENTS PRO a *... Water 1172 act Fee Fund City of Southlake FY 2013 CIP Project Status Form Southlake Regional Medical Center - 380 Agreement Incentives DEPARTMENT: \ Public Works `''.tea .7, \ ' PROJECT r� LOCATION: Southlake Regional Medical Center ' PROJECT TIMELINE: Oct. 2012 to Sept. 2014 ` DESCRIPTION: ,r .- ` Per the 380 Economic Development Incentive Agreement approved by City Council, this request is for reimbursement of the Southlake water & wastewater impact fees {` • � 1 RE E- 6D L 1 ) \ C — paid for the domestic and irrigation meters in Phase I, including two 6" domestic CAC AI- meters, one 4" domestic meter, three 2" Ae ° irrigation meters, and two 1" irrigation 'r ^' 9 9 rn =r ura'. ? ] ?- meter. The water impact fees for SL are $133K & wastewater impact fees are $63k. j (Ft. Worth's $194k is non - negotiable). Construction cost for off -site utilities also due. �� __ sav JUSTIFICATION: • -i This is a reimbursement per the 380 agreement that is due upon issuance of the - Certificate of Occupancy for Phase I of Southlake Regional Medical Center (Forest r New Request r Continuation Project r Joint Use Park) anticipated in FY12 -13. This request in FY12 -13 includes $102,152 for the Mandated / Replacement / Major Community purchase of sewer line easements from the Smith property and Mike's Plant Shed r Public Health / r Rehab or Protection f X Need / along SH 114. The FY12 -13 balance is for construction costs associated with the Safety of Capital Stock Service SH114 waterline and sewerline which the City is to reimburse per the 380. r Compliant with Comprehensive Plan and / or other Master Plan? List: 380 Agreement ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: T COMPANION PROJECT? If yes, please explain: The City would be in violation of the 380 Economic Development Incentive Agreement with Southlake Regional Medical Center. r REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Quality Development and Infrastructure FUND: Utility, SSIF & WIF { EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN LAND 102 102 TESTING CONSTRUCTION 98 80 178 OTHER 196 196 TOTAL 396 80 476 i OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND UTILITY FUND 200 80 280 ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND 133 133 SANITARY SEWER IMPACT FEE 63 63 SWUS CCPD SPDC PARK DEDICATION FEE FUND TOTAL 396 80 476 CCPD: CRIME CONTROL 8 PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND 1 41 WWW.CITYOFSOUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAM - otorrnwater Utz t S stem 1 td acne p L, N j M Fri to - o - -d 4; C . . 49 d9 111 8 i 8 69 69 4i 69 ll N i 69 69 .4 69 N i 8 44 U9 b9 (A 1 N O O 4, 4, - 429 N o "O E9 G9 d9 d9 I c E- r±: S N 4.4 • o 8 5 bo y 4 > 'S v=x v t44 vb v c g v v'� -. [ [ S a b O a v �" ' c a T o �� o. v v � ? C o �d ° h a A « o • v Q Lb b , L ' C .a 4 . C O u O v "O C C iy u • v v u u . b .- E V p y N C O g = ao P a u ..... O u , O > � W - u O y Li E N j•-• to ° '� moo v . -d M v C O v v m v al c.. v C ': - ' 11 C C u y .--4 v b W 'd ' 4 o W N . R ' = p C 3 ..c., .0 C w . . - N o a v ti N 8 •o Et.,. ° . to, d bi C l o c o A 4 a . .. c °. v t,., V, 75 C co co ° "' - ` 1 -0 o .ti E v °D --es,, --es,, v N ce y 2 g C C C v 0 0 v ,. E A . y v N ?G O '- .n v o .... , .-, . v O v C , > C 'O ^ O v -a-4.,..0 > w v v v u e 'g dba L aVD O g co -0 ` v , c C U v p v x V o ° c ° c • Z8 v d a C ° v t " 0 v �1 b u O 09 v 0 ' " 'd " U ' ^C O .-; a > C . O v E -d v v y 0 u 4 , 'O i C v 4 " C -d of � ^rf v u O..�.7 'O 1.> ` � C C k v C 0..� .Sy d ea v C u b . � d . C O.X 0 � � 67) , b t O s. u v 4. C v v .. O O 7 g C g. D< 1 w i' v O v O C O C E L N � 'I.', O O W id O u L v A O 5 C U G W u p 4. W A ea v b 3 z N C w(�i A ,z .. ea C W G. > c) 00 � 0 ,5 c. ria (n " O O v ,.� O pp v pq v t z .� PO a� cn E o W u E v E . ° m CI ' v z 7 N t i d C O > U A C .0 a' 'ZS a. w ,2 d E N "aV Q E� `� H. �� Z z z z z v o a a., a s � y n n cn .,. E. z F o.> W N a U W M L d � I WWW. CITYOFSOUTHLAKE.COM , . CAPITAL IMPROVEMENTS PROGRAM Stormwater Utilit S stem Fund City of Southlake FY 2013 CIP Project Status Form S. White Chapel Bridge at Bear Creek Scour Mitigation Improvements DEPARTMENT: Public Works * ° — t PROJECT LOCATION: S. White Chapel Bridge at Bear Creek � ` I PROJECT TIMELINE: Oct. 2012 to Sept. 2013 i DESCRIPTION: Funding is requested to address the immediate problem of scour (erosion) around columns supporting the main bridge deck. A letter was received from TxDOT in # 1�_ t December 2011 notifying staff of potential significant issues with the bridge columns _ -x -' that need to be addressed by the City of Southlake in the very near future. r I' JUSTIFICATION: -' = Failure to address these issues will result in TxDOT using enforcement powers to close the facility to traffic. The City of Colleyville has been contacted and is X New Request r- Continuation Project r Joint Use participating in the engineering evaluation. Mandated / Replacement / Major Community Public Health / X Rehab or Protection X Need / Safety of Capital Stock Service Compliant with Comprehensive Plan and / or other Master Plan? List: ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: COMPANION PROJECT? If yes, please explain. The bridge will be closed to traffic. REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Infrastructure, Mobility FUND: SWUS EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN LAND TESTING CONSTRUCTION 150 150 OTHER TOTAL 150 150 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS 150 150 CCPD SPDC PARK DEDICATION FEE FUND TOTAL 150 150 CCPD: CRIME CONTROL 8 PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND Funding is represented in thousands of dollars (OOOs). Example: 3,776 = $3,776,000 WWW. CITYOFSOUTHLAKE.COM r- , „„ CAPITAL IMP - MENTS PROGRAM Storinwater Utilit S istem Find City of Southlake FY 2013 CIP Project Status Form Zena Rucker Road Box Culvert at BB6 Creek DEPARTMENT: Public Works PROJECT LOCATION: Zena Rucker Rd. at BB6 Creek j i 4 d .er PROJECT TIMELINE: Oct. 2012 to Sept. 2013 ' , --1,' ',:-. .. ' ; �• DESCRIPTION: I Funding is requested for the construction of a drainage box culvert in order to build ,41,1', ' ¢ ^ the road across BB6 creek to facilitate future development. t-" '. 1 < - r ° I ! -I a ttf , I JUSTIFICATION: , i — 1 1 ` i The box culvert would facilitate development of land on the other side of the creek. X New Request Mandated / r Continuation Project Joint Use Replacement / Major Community Public Health / — Rehab or Protection X Need / Safety of Capital Stock Service — Compliant with Comprehensive Plan and / or other Master Plan? List: ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: X COMPANION PROJECT? If yes, please explain: Will not be able to facilitate future development. Future Zena Rucker Road Roadway Connector X REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Quality Development, Infrastructure, Mobility Facilitate development FUND: SWUS EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN LAND TESTING CONSTRUCTION 200 200 OTHER TOTAL 200 200 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE 4 W SUS 200 200 I t CCPD SPDC PARK DEDICATION FEE FUND TOTAL 200 200 CCPD: CRIME CONTROL & PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND Funding is represented in thousands of dollars (000s). Example: 3,776 = $3,776,000 ' (WW.CITYOFSOUTHLAKE.COM CRIME CONTROL & PREVENTION DISTRICT FUND WWW.CITYOFSOUTHLAKE.COM /. CAPITAL IMPROVEMENTS PROGRAM Crime Control & Prevent Distr O t C O "O • .s r... u �' ... 0 C 0 0 O 55 y ,r v O C ^n i y L C v - 7.4 -- .. O o 4 �.. u L "0 ,N O c) c O y i . , C C M q � bA N • u L• �"' -f 'f' ., U `0 o `° `a o O _ H O N ss " e» � -o v b ✓ C o se sa N O 69 6' N , C am+ O , 69 H, N O F,9 V N Ilk .0 O ' 0 o be CO is o G o - v » E a 7 oci be co- w N Ni c • � C v ` u u S v v 0 .b Nw o c �' ° Z ° A Id E v ° ° _ ° ° v i v Fr. y to p p r u ia C v C— 2 v c u .0 P. 'd C to ..4 a u 4.1 - O 7 . C " o �c o d C v 3 � C °- 2 tA v °b C C > � C= a o M N 3 O"G. • '� u . 9 � ,. � u z ' cua 0 O C z O C ' '7 C • -. . -c C. L.. y u . O.. G. O. ' p d L a . ' C r , . = , i N Q '..t"f. av� P.1 g c c E a4 u B v v y� �� u ' ' c a P v Gz. ' p [i. ° .? `a y o °�' A L• . u . u ,C a $ U E A L v Z • b w . v `" w v g o to u , F' u s° c C E u o "d U X U to o v of v P° > 'o c n,d e nv 3 v o n v� E o. o W 2 r P. -0 C x 7 , C x _ : L o v o 8 E c z a cn c d C [: -15 3 ay., u C G 3 C O 4 L . O 4.. o L C 4 u , a U c ~ c.:,..., 7 ` "� " ] ( o p F' v o cn fs. o w u 0 a o .. A o c .. o zz v a 'cam o y a o G a O 'Z a Q A N A c4 0. Z c • 2 o _ ** 4* cs 4-.4 .T F z z O z P. P. o z_i rip C4 8 U d v ° x d. c F c � a v o L • U w V k E Li.,,,, X k y U Vi/ N WW.CITYOFSOUTHLAKE.COM / N. CAPITAL IMPRO EN PROC, ---- *-` Grim' (oritr%? ,- Prevention District City of Southlake FY 2013 CIP Project Status Form I _ Department of Public Safety North Training Facility DEPARTMENT: Department of Public Safety PROJECT LOCATION: 100 East Dove Road PROJECT TIMELINE: 06/2012 to 08/2013 p, , DESCRIPTION: i ip - -1,. ' , '' il Police and Fire Services training facility with a Fire Services North response facility site. This Fire station and Police /Fire training facility will be used in support of Fire / ! ¢ - a. �`V t and EMS operations in the northern portion of the City. The facility will also double �* " , .• � -' ; 4' 1 as a training center for both Police and Fire Services. Twelve personnel staffing an }y y iEl c4 ' engine company will be located in this facility to meet emergency response needs of rho E . ,t : •, _ # the northern portion of Southlake. i JUSTIFICATION: This Fire station and Police /Fire training facility will be used in support of Fire and EMS operations in the norther portion of the city. The facility will also double as a r New Request r Continuation Project r Joint Use training center for both Police and Fire Services. Twelve personnel staffing an Mandated / Replacement / Major Community engine company will be located in this facility to meet emergency response needs of rX Public Health / r Rehab or Protection Need / the norther portion of Southlake. Safety of Capital Stock Service Compliant with Comprehensive Plan and / or other Master Plan? List: 2025 Plan, 2030 Plan, DPS Strategic Plan ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: COMPANION PROJECT? If yes, please explain: No alternatives currently exist for this project. Change in location requires land acquisition. Current location improves fire and EMS response time to the North. r REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Infrastructure /Safety and Security FUND: Crime Control and Prevention District EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY 24 24 ENGINEERING & DESIGN 1,058 50 1,108 LAND TESTING 35 35 CONSTRUCTION 3,625 10,875 14,500 OTHER 189 800 989 TOTAL 4,931 11,725 16,656 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS 220 227 234 241 922 PERSONNEL COSTS 960 1,832 1,924 2,020 2,121 8,857 TOTAL 960 2,052 2,151 2,254 2,362 9,779 FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS - CCPD 8,640 8,016 16,656 SPDC PARK DEDICATION FEE FUND TOTAL 8,640 8,016 16,656 CCPD: CRIME CONTROL & PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND WWW. CITYOFSOUTHLAKE.CO M � � 4 PITALI' . EMEN.: ._ • Crime Control & Prevention District City of Southlake FY 2013 CIP Project Status Form DPS West Reconfiguration DEPARTMENT: Department of Public Safety PROJECT LOCATION: 2100 W. Southlake Boulevard t - Ili PROJECT TIMELINE: 10/2012 to 9/2013 DESCRIPTION: '# The DPS West Reconfiguration will increase the size and number of community/ . .. training rooms to be used by the Community Initiatives section for community Or ( outreach and training, expand the Fire Day Room and replace the overhead doors. * t _ 4,.- JUSTIFICATION: Following the construction of the new DPS North facility, the current DPS West configuration will need to be updated. The update is to reconfigure the building to r New Request X Continuation Project Joint Use increase the size and number of community/ training rooms to be used by the Mandated / Replacement / Major Community Community Initiatives section for community outreach and training, expand the Fire r Public Health / r Rehab or Protection Need / Day Room and replace the overhead doors. Safety of Capital Stock Service Compliant with Comprehensive Plan and / or other Master Plan? List: ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: N/A COMPANION PROJECT? If yes, please explain: — REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Safety and Security FUND: Crime Control and Prevention District EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL PLANNING / FEASIBILITY STUDY ENGINEERING & DESIGN LAND TESTING CONSTRUCTION 1,000 1,000 OTHER TOTAL 1.000 1,000 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL GENERAL FUND UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS di 1 CCPD 1,000 1,000 SPDC PARK DEDICATION FEE FUND TOTAL 1,000 1,000 CCPD: CRIME CONTROL & PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND WWW.CITYOFSOUTHLAKE.COM , MPROVEMEN fS PROGRAM -- outhlake Parks Develo.ment Cor.oration .c v v A _�- r i a: C O .. -C " . ..t c 0 ' C 3 M E 3 G -'o'' r fi t s - 0 0 o -- - o o C o 0 o 7 , �.C. �� N v C W , O V3 ,, Ul N O O ' to.) O 41 N Fy O O 1 O b9 b N O 8 O O b9 69 N 69 OA E- 0% 8 n w IN eri 8 OA i 'b C O w C G .. -, S C w e, . 'b N u C II [�' C C C "kc C C O O C u O.� C 7 .O W .G .`d C . O.,b a. IN W IN C �� y` v E v [ ° D � a �_ �° v ..e, t, o v " c � ° t.,-;‘ ° .......0 u E o 44 4 u t o .. v u W y w a . o a U °c c c o$ v u° o .. C7 ii; v A v °. o a, N .b L ' E v E .Y. 5 8 E y - a. 0 ' OA C ..c Lq 'n C m C -1 C 'd E • C �i 1 G " C 'O ' v i s ' C o, '� V. ' . A Q o . � o z n ° `2 . C ., L v ' e c E o '+ c. v 1 . CJ W PLI •. 8 C b t° m C p. p' p cn el. u u c x �c4 o el o a: • • 4 41 ` t° ° x 0 r U C 0 t6 w � o� 'o ' Z, 0 � N 4, . ,°n 'Op o � o o a. N W o� v.. H E. n (.- EM Ict a.c n o N 6 � � 4:04. '� A o a d F V O 8 o O �.c 0 .g Q C y a v '4 z w o o. ° U u°', n, ti F C.) 7 0 o° u -w t: a a. F U4.Ua izaa z� A ° Z x • o CI (n L O r. ' a: a. ° z .a a n n n4 -b Q U U U A A A '� �� �' � Cr Ca o b i L a a U v L F 4* o .. N - .. cD Cy 3 /(1 WWW.CITYO CAPITAL IMPROVEMENTS PROGRAM Southlake Parks Develo•ment Car 'oration M C . y: ON E "'� _ ,, C '_ . li, ii C C1 Y • C O y 7 K u ^ C " , 'O C ." C to O 'y._ y pi CL C V N L E i _ , o E li U u H . �b -b v on o o ° c r 0 v c � E O 1 N 8 O 69 N 0 O N CJ y C . V p � G G Y F" GL c t. 4., .. ll ,,c ,t • 0 • II u y C. O c C N O C C . E to u .J y C k C M .2. 5. y M1. 5.(f) O o 'b to U N y Q -5 .b o c a c a c �y a. E 6 ° v o o .a .4 Z , i 3 0, cn t1 CZ P. -v a o A. 0 - a d o t K P. W : to a p t v 1=4 ° d u. u E y L .d oycnFe".acnx ° E o. cn O O y m ^ 0 z p.., c N o e p 0 a ° tt 4_cc• et IT. -°° z cn y O w a li E L y V a. C C E Q U i fx WWW.CITYOFSOUTH CAPITAL IMPROVEMENTS PROGR °` * Southlake Parks Develo.ment Corioration City of Southlake FY 2013 CIP Project Status Form Multipurpose Community Facility DEPARTMENT: Community Services PROJECT LOCATION: Bicentennial Park PROJECT TIMELINE: TBD to TBD rr DESCRIPTION: — ir. -;; -^"" The purpose of this item is to establish a project fund for a multipurpose community 0"4`""�� . facility. .. w..,. „ -,• ...„.,,..,. mom... Southlake Multipurpose Facility Study Feasibility Study & Concept Design &Tn.m m WTt JUSTIFICATION: 1[xn5 SOUTHLAKE BWR 4 MUERRI S I U .. . . XXCXIT FCIUIIE The Parks and Recreation Board, the Southlake Parks Development Corporation ���{{ and the City Council listed the Multipurpose Community Facility as a priority project f New Request r Continuation Project fl Joint Use for the FY 2013 General Fund Capital Budget and the FY 2013 - 2017 SPDC CIP. Mandated / Replacement / Major Community T Public Health / f Rehab or Protection F Need / Safety of Capital Stock Service FT Compliant with Comprehensive Plan and / or other Master Plan? List: Parks, Recreation & Open Space Master Plan ALTERNATIVES / IMPACTS IF PROJECT IS NOT FUNDED: 7 COMPANION PROJECT? If yes, please explain: Alternatives would be to delay the project or not implement the project. GF and SPDC - Multipurpose Community Facility fx REVENUE GENERATING? If yes, please explain: STRATEGIC FOCUS AREA: Quality Development and Infrastructure TBD FUND: General Fund & SPDC EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL a PLANNING / FEASIBILITY STUDY 200 200 ENGINEERING & DESIGN LAND 1 TESTING CONSTRUCTION OTHER 13,300 13,300 TOTAL 200 13,300 13,500 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL MAINTENANCE COSTS 477 816 1,293 PERSONNEL COSTS 703 1,203 1,906 TOTAL 1,180 2,019 3,199 1 FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2013 2014 2015 2016 2017 UNFUNDED TOTAL 4 GENERAL FUND 7,500 3,000 10,500 UTILITY FUND R 2013 I Y IMPACT IMPACT FEE FEE F FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC 1,000 1,000 1,000 3,000 PARK DEDICATION FEE FUND TOTAL 7,500 4,000 1,000 1,000 13,500 'CVD: CRIME CONTROL 8, PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND Funding is represented in thousands of dollars (000s). Example: 3,776 = $3,776,000 411) WWW.CITYOFSOUTHLAKE.COM ALL FUNDS TOTAL WWW.CITYOFSOUTHLAKE.COM VL A' CAPITAL IMPROVEMENTS PROGRAM - Ali Boat Total • Nbwa V. p� h oA cn g y d v . a o O to t o 0 c ' o CG o y ° . 0.. h 0 N c. Q oZ Q 8 — = r 1 _ :l U O O `o 'n N co M AY' O N M M co W co co cv E9 69 69 69 4.9. 69 E9 69 69 O o\ v O Ln u-. C C N O� I 1 1 I i vl p 69 69 E 9 .69 69 p Nr CO v C 69 69 6�A PI 69 O O [I. O O d9 ■ 69 6 699 69 69 E9 Vl ui N 69 69 O O O co O so o T N O [ O M E9 6R 69 E9 69 ti D\ N 69 69 69 fA O ? O O t O o oo 69 69 O N N M N 69 69 69 69 O co c, o O O co so �Ty N A & N 9 69 6A Lo to A N. rn N. Q O L N m c n O O p Ln to CO M O O II 6 9 » v� 69 N 429 69 69 69 \p N. 00 a 0 o c M (o lt. g ,�,, 00 of ti ai .K Z .a O d mo z F o z � F O "i2'4 O O 0. 7 O U' - � U Z O w O q F a a F > P. w r 3 F a w _t2.1 c ~ ,.� z ° a v x x CL Q, a a ¢ z w • y z _ 1 F F Q P WWW. CITYOFSOUTHLAKE.COM THIS PAGE INTENTIONALLY LEFT BLANK. W W W. CITYOF S OUTHLAKE.COM APPENDIX z t FSr 19 6 The appendix includes a list of acronyms, glossary, financial policies, and frequently asked questions. Also included is a personnel schedule and tax rate allocation information. LIST OF ACRONYMS BJNCP Bob Jones Nature Center and Preserve CAFR Comprehensive Annual Financial Report CALEA Commission on Accreditation for Law Enforcement Agencies CARS Call -A -Ride Southlake CCPD Crime Control and Prevention District CFAI Commission on Fire Accreditation International CIP Capital Improvements Program CPI Consumer Price Index CISD Carroll Independent School District CO Certificates of Obligation DPS Department of Public Safety (Police and Fire Services) DRC Development Review Committee EFT Electronic File or Funds Transfer FOSL Friends of the Southlake Library FTE Full -Time Equivalent FY Fiscal Year GAAP Generally Accepted Accounting Principles GASB Government Accounting Standards Board GFOA Government Finance Officers Association GIS Geographic Information Systems General Obligation KS Keep Southlake Beautiful and Procurement Card (City- issued credit card) Park Dedication Fund W W W. CITYOF S OUTHLAKE.COM RFP Request for Proposal RIF Roadway Impact Fee ROW Right of Way S &P Standard and Poor's SEC Securities and Exchange Commission SIF Strategic Initiative Fund SMS Strategic Management System SLTS Southlake Town Square SOP Standard Operating Procedure SPDC Southlake Parks Development Corporation SPIN Southlake Program for the Involvement of Neighborhoods SSIF Sanitary Sewer Impact Fee SWUS Storm Water Utility System TCEQ Texas Commission on Environmental Quality TIC True Interest Cost TIF Tax Increment Financing TIRZ Tax Increment Reinvestment Zone TMRS Texas Municipal Retirement System TxDOT Texas Department of Transportation UCR Uniform Crime Reports WIF Water Impact Fee W W W. CITYOF S OUTHLAKE.COM %J ►:1 Accrual Basis Accounting: A method of accounting for revenues and expenses when earned or incurred instead of when cash is received or spent. Actual: Monies which have already been used or received as opposed to budgeted monies which are estimates of possible funds to be spent or received. Ad Valorem —Latin for "value of." Refers to the tax assessed against real (land and building) and personal (equipment and furniture) property. See property taxes. Amortization: Payment of principal plus interest over a fixed period of time. Appropriation: A legal authorization granted by the City Council to make expenditures and to incur obligations for a specific purpose or program. Usually granted for a one -year period. Arbitrage: The additional investment earnings a municipality receives by borrowing (issuing bonds) at tax exempt rates and investing the proceeds at higher yielding taxable rates. The difference is the arbitrage amount which must be paid to the IRS. Assessed Valuation: The estimated value placed upon real or personal property as the basis for levying property taxes. Audit: An examination to determine the accuracy and validity of records and reports by an agency whose duty it is to make sure the City conforms with established procedures and policies. Balance Sheet: The basic financial statement, which discloses the assets, liability and equities of an entity at a specific date in conformity with Generally Accepted Accounting Principles (GAAP). Balanced Budget: Annual financial plan in which expenses do not exceed revenues. Base Budget: The ongoing cost to maintain the current level of service. Inflation is included in the budget without increasing any level of service. Bicentennial Concessions Fund: This fund is used to account for the revenues and expenditures dedicated for Bicentennial Park use. These funds are derived from the City's contract with Coca -Cola. tten promise to pay a specific sum of money (principal) at a specified future date along with periodic interest rate. pically used for long -term debt to pay for a particular capital expenditure. of financial operation embodying an estimate of proposed expenditures for a given period and the proposed -ig them. Used without any modifier, the term usually indicates a financial plan for a single fiscal year. W W W. CITYOF S OUTHLAKE.COM APPENDIX ...................................................................................................................................................... ..................................................................................................................................................... Budget Amendment: A procedure used by the City staff and City Council to revise a budget appropriation. Budget Calendar: The schedule of key dates involved in the process of adopting and then executing an adopted budget. Budget Hearing: The public hearings conducted by City Council to consider and adopt the annual budget. C Capital Assets: Assets of significant value which have a useful life of several years. Also referred to as fixed assets. Capital Budget: Major capital improvements which are beyond the routine operation of the city are budgeted under separate capital project funds. These projects, which often require more than one year for completion, include items such as expansion of roads and reconstruction of intersections. In total, these projects are referred to as the Capital Budget and are not included in the annual operating budget. Capital Improvements Program (CIP): A plan for capital expenditures to be incurred each year over a fixed period of years, identifying the expected beginning and ending date, and the amount to be expended in each year and the method of financing those expenditures. Capital Outlays: Annual operating expenditures for the acquisition of, or addition to, fixed assets. These expenditures generally cost more than $5,000, including construction projects, land acquisition, major renovations or repairs to existing grounds or facilities, and equipment purchases. Capital Projects: Projects which purchase or construct capital assets. Typically a capital project encompasses a purchase of land and/or the construction of a building or facility. Certificate of Obligations (COs): Similar to general obligation bonds except the certificates require no voter approval. Contingency: A budgetary reserve set aside for emergencies or unforeseen expenditures. Court Security Fund: The Court Security Fund is used to account for municipal court fees assessed to provide for court security. Court Technology Fund: The Court Technology Fund is used to account for municipal court fees assessed to provide for court technology. Crime Control & Prevention District (CCPD): A citizen approved district that utilizes a half-cent sales tax for the p p of land and capital improvements for the Department of Public Safety. 1 Crime Control & Prevention District (CCPD) Operating Fund: The Crime Control & Prevention District Ope is a special revenue fund established to account for the operations of the Crime Control District, which was esta the financing and development of crime control projects within the City of Southlake. This fund is funded primaril W W W. CITYOF S OUTHLAKE.COM the receipt of municipal sales taxes. Current Assets: Those assets which are available or can be made readily available to finance current operations or to pay current liabilities. Current Liabilities: Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or refunded within one year. 11 Debt Service: The annual payment of principal and interest on the City's indebtedness. Deficit: The excess of the liabilities of a fund over its assets. The excess of expenditures over revenues during an accounting period; or, in the case of proprietary funds, the excess of expense over income during an accounting period. Delinquent Taxes: Taxes that remain unpaid on and after the due date on which a penalty for non - payment is attached. Depreciation: The periodic expiration of an asset's useful life. Depreciation is a requirement, in proprietary type funds (such as enterprise and internal service funds). E Encumbrance: The commitment of appropriated funds to purchase an item or service. Enterprise Fund: A type of proprietary fund containing the activities of funds where the intent is for the direct beneficiaries to pay for all costs of the fund through fees, or where a periodic determination of revenues and expenses is desired by management. Effective Tax Rate: Tax rate that will generate the same amount of property tax dollars as the previous year, excluding new construction and annexations, when the two years are compared. Expenditures: Where accounts are kept on the accrual or modified accrual basis of accounting, the costs of goods received or services rendered whether cash payments have been made or not. Where accounts are kept on a cash basis, expenditures are recognized only when the cash payments for the above purposes are made. F r: Any yearly accounting period, without regard to its relationship to a calendar year. The fiscal year for the City of begins on October 1 and ends on September 30. s: Assets of a long -term character, which are intended to continue to be held or used, such as land, buildings, is other than buildings, machinery and equipment. W W W. CITYOF S OUTHLAKE.COM APPENDIX ...................................................................................................................................................... ..................................................................................................................................................... Franchise: A special privilege granted by a government permitting the continuing use of public property, such as city streets, and usually involving the elements of monopoly and regulation. FTE: Acronym which stands for Full-time Equivalent. A numerical expression which indicates the amount of time a position has been budgeted for. A position budgeted at 40 hours per week for 12 months equals 1.0 FTE. Other frequently budgeted levels are 20 hours per week (.5 FTE) to show a position that has been split between two funds because the employee's responsibilities directly affect two funds. Fund: An accounting entity with its own self-balancing set of accounts recording cash and/or other sources of revenues against expenditures for specific activities. Fund Balance: The excess of an entity's assets over its liabilities in a particular fund. A negative fund balance is sometimes called a deficit. G GAAP: Stands for Generally Accepted Accounting Principles, which are accounting and reporting standards used for both private industry and government. GASB: Government Accounting Standards Board regulates the rules and standards for all governmental units. General Fund: The City's principal operating fund, which is supported by taxes, fees, and other revenues that may be used for any lawful purpose. The fund of the City that accounts for all activity not specifically accounted for in other funds. Includes such operations as police, fire, engineering, planning, finance and administration. General Obligation Bonds: Bonds for which the full faith and credit of the issuing government are pledged for payment. General Obligation Debt Service Fund: The General Obligation Debt Service Fund is used to account for the accumulation of financial resources for the payment of principle, interest and related costs on general long-term debt paid primarily from taxes levied by the City. The fund balance of the General Obligation Debt Service Fund is reserved to signify the amounts that are restricted exclusively for debt service expenditures. H Homestead Exemption: A partial exemption of property taxes for owners of a residence. Qualifications include owning the house on January I and living in the house on January I of the tax year in question. Hotel Occupancy Tax Fund: The fund used to account for the received revenue from taxes imposed on hotel guests ay for a room or space in a hotel. The Hotel Occupancy Tax is authorized under the Texas Tax Code, Chapter 351. e of Southlake adopted Ordinance No. 769 in February 2000, levying a 7% (.07) tax on the cost of a room. WWW.CITYOFSOUTHLAKE.COM 1Z I Indicator: A quantitative measure or index which may represent the degree of presence or magnitude of change in a condition. Interfund Transfer: Money transferred from one fund to another. N Key Accountability Indicator: A statement that describes in specific and measurable terms the results that the program is expected to achieve within a certain time - frame. L Levy: To impose a tax, special assessment or service charge for the support of government activities. The term most commonly refers to the real and personal property tax levy. Liability: Debt or other legal obligation arising out of transactions in the past which must be liquidated, renewed or refunded at some future date. Library Donations Fund: This fund was established to account for resources donated for use by City library services. Long -Term Debt: Debt with a maturity of more than one year after the date of issuance. M Mandate: A requirement imposed by one unit of government on another unit of government. Modified Accrual Accounting: A basis of accounting in which expenditures are accrued but revenues are accounted for on a cash basis. This accounting technique is a combination of cash and accrual accounting since expenditures are immediately incurred as a liability while revenues are not recorded until they are actually received or are "measurable" and "available for expenditure ". Since this type of accounting basis is a conservative financial approach, it is recommended as the standard for most governmental funds. C ing Budget: The annual appropriation to maintain the provision of City services to the public. Transfer In: Transfer from other funds which are not related to rendering of service. F& for procurement card. A City- issued credit card which allows employees to make purchases in a cost W W W. CITYOF S OUTHLAKE.COM APPENDIX ...................................................................................................................................................... ..................................................................................................................................................... effective manner. Parks Dedication Fund: The Parks Dedication Fund was established to account for resources restricted for use by the parks department. The primary source of revenue for the Parks Dedication Fund is user charges for the use of City parks. Proprietary Fund: See Enterprise Fund. Proposed Budget: The recommended and unapproved City budget submitted to the City Council and public in August of each year. R Reappropriation: A legal authorization granted by the City Council to reappropriate expenditures to the current budget year for a specific purpose or program that was budgeted but unexpended at the end of the prior year. Recycling Fund: This fund accounts for the revenues and expenditures surrounding the City's contract with its solid waste provider which requires them to make a monthly payment into the recycling fund. This money is used for several recycling projects and initiatives. Reforestation Fund: This fund accounts for revenues and expenditures dedicated for reforestation. These funds are derived from assessments related to the tree preservation ordinance and policies. Reserve: A segregation of assets to provide for future use toward a specified purpose. Resources: Total dollars available for appropriations including estimated revenues, fund transfers and beginning fund balances. Revenue: Income received by the City to support programs or services to the community. It includes such items as taxes, fees, user charges, grants, fines, forfeits, interest income and miscellaneous revenue. Revenue Estimate: A formal estimate of how much revenue will be earned from a specific source for some future period; typically, a year. Rollback Tax Rate: The highest tax rate the taxing unit can set before taxpayers can start tax rollback procedures. S Salaries and Wages: Amounts paid for services rendered by employees in accordance with rates, hours, terms and co 0 authorized by law or stated in employment contracts. This category also includes overtime and seasonal help. Special Assessment Debt: Principal and interest on bonds related to Local Improvement Districts. This typ 0 is is callable when money is available to make payments which occurs when prepayments are received from property o City budgets as if the entire debt will be paid in the current year, although this is highly unlikely. WWW.CITYOFSOUTHLAKE.COM Special Revenue Funds: General government funds where the source of revenue is dedicated to a specific purpose. Southlake Parks Development Corporation (SPDC): A citizen approved non - profit development corporation established to develop and operate park and recreational facilities. The SPDC utilizes a half -cent sales tax for the purpose of acquiring land and making improvements to parks. Southlake Parks Development Corporation (SPDC) Debt Service Fund: The Southlake Parks Development Corporation Debt Service Fund is utilized to account for the accumulation of financial resources, primarily transfers from other funds, for the payment of long -term principle and interest costs associated with the financing of improvements of the Southlake Parks Development Corporation. Southlake Parks Development Corporation (SPDC) Operating Fund: The Southlake Parks Development Corporation operating fund was established to account for the general operations of the non -profit corporation established to finance, develop and operate park and recreational facilities. The SPDC is funded primarily through the receipt of municipal sales taxes. Storm Water Utility District: The Storm Water Utility District is used to account for the acquisition, operation and maintenance of Southlake's municipal storm water utility, supported primarily by user charges to the public. Strategic Initiative Fund: Fund created in 2005 for the purpose of taking fund balance reserves in excess of the City identified optimal fund balance level and using them for one -time expenditures of high impact projects such as infrastructure maintenance, community enhancement, and capital acquisition. Supplemental Request: A budget request that is not included in the base budget. T Target -based budget: A budget process in which departments are provided with a maximum level for their budget requests. The budget office requires separate justification for proposed spending levels that exceed the target. Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments, or charges for services rendered only to those who pay, for example, sewer service charges. Tax Increment Reinvestment Zone #1 (TIRZ): A citizen approved financing mechanism that has allowed for the ongoing development of the Southlake Town Square area. Financing (TIF) Operating Fund: The Tax Increment Financing Operating Fund was established to account operations of the TIF, which was formed to finance and make public improvements. The TIF is funded :h the assessment of ad valorem taxes. Internal movements of revenue and expenses among funds in the budget to provide needed sources of funding for [urred on behalf of another fund. W W W. CITYOF S OUTHLAKE.COM INTRODUCTION The City of Southlake's financial policies and charter provisions set forth the basic framework for the fiscal management of the City. The policies below were developed within the parameters established by the applicable provisions of the Texas Local Government Code and the City of Southlake Charter. Excerpts from the Charter follow the policy portion of this section. CITY OF SOUTHLAKE STATEMENT OF FINANCIAL PRINCIPLES ACCOUNTING, BUDGETING, AND FINANCIAL PLANNING • The City will establish accounting practices that conform to generally accepted accounting principles as set forth by the Governmental Accounting Standards Board. • An independent certified public accounting firm will perform an annual audit and an official comprehensive annual financial report (CAFR) shall be issued no later than 6 months following year -end. • The independent certified public accounting firm shall provide a management letter, if one is issued, no later than March 31 following the end of the fiscal year. • The City shall submit the CAFR to the Government Finance Officers Association (GFOA) for the purpose of earning the Certificate of Achievement for Excellences in Financial Reporting. • The City shall prepare an Annual Operating Budget and submit it for City Council approval prior to September 30. • The Annual Operating Budget shall be prepared such that current revenues plus net operating transfers will be sufficient to support current expenditures. • Expenditures from all operating funds shall not exceed the budgeted appropriations (as amended) for these funds. • An adequate level of maintenance and replacement will be funded each year to ensure that all capital facilities and equipment are properly maintained. • Charges for services and other revenues will be annually examined and adjusted as deemed necessary to respond to cost increases or any other changing circumstances. • A three -year financial forecast shall be prepared annually projecting revenues and expenditures for all operating funds. This forecast shall be used as a planning tool in developing the following year's operating budget. INVESTMENTS • Investments shall be made in conformance with the City's Investment Policy, with the primary objectives of: • Safety - preservation of capital in the investment portfolio; • Liquidity - portfolio remain sufficiently liquid to meet operating requirements; and, `Yield -goal of rate of return of 102% of U.S. treasury curve at average maturity. Ls and other federal and state funds shall be managed to comply with the laws, regulations, and guidance of the and all gifts and donations shall be managed and expended according to the wishes and instructions of the donor. W W W. CITYOF S OUTHLAKE.COM TAX COLLECTION • The City shall encourage the Tax - Assessor - Collector to follow an aggressive policy of collecting property tax revenues. An average collection rate of at least 98% of current levy shall be maintained. RESERVES • The City's General Fund unreserved ending balance may only be used for one -time purchases such as capital equipment. • The General Fund unreserved/undesignated balance shall be maintained at a minimum of 15% up to an optimum balance of 25% of annual General Fund expenditures. • The fund balance in the debt service fund shall be maintained at a minimum level of 4.0% of annual debt service expenditures. • Utility Fund unreserved /undesignated retained earnings balance shall be maintained at a minimum of 60 up to an optimum balance of 90 days of working capital. DEBT MANAGEMENT • Debt financing which includes permanent improvements bonds, revenue bonds, certificates of obligation, lease /purchase agreements and other obligations allowed under Texas law shall be used to acquire or construct land and improvements that cannot be funded by current revenues. The term of debt shall not exceed the expected useful life of the capital asset being financed and in no case shall it exceed 25 years. • Debt will not be used to fund current expenditures. • Permanent Improvement Bonds shall normally be issued with a level principal structure. This structure equates to an average life of 11 years or less for a 20 -year issue. Interest shall be paid in the first fiscal year after a bond sale and principal must be paid no later than the second fiscal year after the bond sale. • Each year the City will adopt a Capital Improvements Program (CIP). The plan will recommend specific funding of projects for the following fiscal year and will identify projects for further consideration in years two through five. • The City is committed to providing continuing disclosure of certain financial and operating data and material event notices as required by Securities and Exchange Commission (SEC) Rule 15c2 -12. The Finance Department shall be responsible for the preparation of all disclosure documents and releases required under Rule 15c2 -12. • The City will obtain a rating from at least two nationally- recognized bond - rating agencies on all issues being sold on the public market. Required information will be presented to the rating agencies at least annually in order to maintain ratings on outstanding debt. • The City shall comply with the Internal Revenue Code Section 148 - Arbitrage Regulations for all tax - exempt debt issued. An annual estimate of arbitrage liabilities shall be obtained by the City and recorded on the financial statements. • A good faith deposit of 2.0% of the par amount of the bond sale shall be presented by the underwriter in the form of a check or surety acceptable to the City and Bond Counsel prior to the approval of the bonds by the Mayor and City Council. • The City shall use a competitive bidding process in the sale of the debt unless the use of a negotiated process is warranted due to market timing requirements (refunding), or a unique pledge or debt structure. The City will award competi issued debt on a true interest cost (TIC) basis. • The City welcomes ideas and proposals from investment bankers and will seek to give first consideration to that submit unique and innovative ideas that benefit the City. Unsolicited proposals should be submitted tc Finance Department. • The selection of an underwriter or group of underwriters for a negotiated sale shall be based on the following W W W. CITYOF S OUTHLAKE.COM • Participation in the City's competitive sales; • Submission of unique or creative proposals; • Qualifications of firm; and, • Size and geographic distribution of their sales staff. • All professional service providers selected in connection with the City's debt issuance and management program shall be chosen through a competitive process such as request for proposals (RFP's) on an as needed basis. • An advance or current refunding of outstanding debt shall only be considered when present value savings of at least 4.25% of the principal amount of the refunded bonds are produced, unless a debt restructuring or bond covenant revisions are necessary. Savings from refunding will be distributed evenly over the life of the refunded bonds. • An analysis of the risks and potential rewards of a derivative product for debt management must be prepared before the structure is selected. The City's Bond Counsel must opine that the City is authorized to enter into the necessary agreements under all existing statutes. • The use ofreimbursement resolutions shall be encouraged as a cash management tool fordebt funded projects. Reimbursement resolutions may be used for any project that has been approved in the City's Capital Budget. Reimbursement resolutions may be used for other projects if the projects are revenue supported or funded within the departments' operating budget. • The City shall obtain a clear opinion from qualified legal counsel that the City is not liable for the payment of principal and/or interest in the event of default by a conduit borrower. If no such opinion can be obtained, the conduit borrower will be required to purchase insurance or a letter of credit in the City's name in the event of default. Examples of a conduit issuer are special authorities, tax increment financing districts, public improvement districts, or industrial development issuers. DEBT MANAGEMENT - RATIO TARGETS The ratio of net debt (total outstanding tax - supported general obligation debt less debt service fund balance) to total taxable assessed valuation shall not exceed 2.0 %. This excludes debt of overlapping jurisdictions. The City shall structure its bond issuance to achieve and maintain a debt -to- assessed value of 2.0% or less. The ratio of debt service expenditures to total expenditures (General Fund operating expenditures and debt service combined) shall not exceed 20 %. The Finance Department shall prepare an analysis of the impact of adopted tax - supported debt prior to the issuance of the additional debt. The analysis shall project the debt ratios described above as well as any other applicable debt ratios. DEBT MANAGEMENT - CERTIFICATES OF OBLIGATIONS • It is the City's priority to fund capital expenditures with cash or voter approved debt. However, non -voter approved debt may be used for capital expenditures as an alternative to lease /purchase or other financing options if the capital expenditure is: • Urgent; Necessary to prevent an economic loss to the City; generating and expected to cover debt service out of the revenue source; and, -voter approved debt is the most cost effective financing option available. maturity of non -voter approved debt shall not exceed the average life of the capital items financed. financed with non -voter approved debt shall have an expected economic life of at least three years. W W W. CITYOF S OUTHLAKE.COM APPENDIX ...................................................................................................................................................... ..................................................................................................................................................... CITY OF SOUTHLAKE CHARTER CHAPTER IX - FINANCE A. BUDGET 9.01. Fiscal Year. The fiscal year of the City shall begin on the first day of October and end the last day of September of each calendar year. Such fiscal year shall also constitute the Budget and Accounting Year. 9.02. Annual Budget. Operating Budget. The operating budget shall provide a complete financial plan of all City funds and activities and, except as required by law or this Charter, shall be in such form as the City Manager deems desirable or the Council may require. A budget message explaining the budget both in fiscal terms and in terms of the work programs shall be submitted with the budget. It shall outline the proposed financial policies of the City for the ensuing fiscal year, describe the important features of the budget, and indicate any major changes from the current year in financial policies, expenditures, and revenues, with reason for such changes. It shall also summarize the City's debt position and include such other material as the City Manager deems advisable. The budget shall begin with a clear, general summary of its contents, shall show in detail all estimated income, indicating the proposed property tax levy, property value to which it is to be applied, and all proposed expenditures, including debt service, for the ensuing fiscal year. The proposed budget expenditures shall not exceed the total of estimated income and unencumbered funds from previous years. The budget message shall be so arranged as to show comparative figures of the prior year, actual and estimated income, and expenditures of the current fiscal year, all compared to the estimate of the budgeted year. It shall include in separate sections: (a) An itemized estimate of the expense of conducting each department, division and office; (b) Reasons for proposed increases or decreases of such items of expenditure compared with the current and prior fiscal year; (c) A separate schedule for each department, indicating tasks to be accomplished by the department during the year, and additional desirable tasks to be accomplished if possible; (d) A statement of the total probable income of the City from taxes for the period covered by the estimate; (e) Tax levies, rates, property values, and collections for the preceding five (5) years; (0 An itemization of all anticipated revenue from sources other than the tax levy; (g) The amount required for interest on the City's debts, for sinking fund and for maturing serial bonds; (h) The total amount of outstanding City debt, with a schedule of maturities on bond issues; (i) Anticipated net surplus or deficit for the ensuing fiscal year of each utility owned or operated by the City and the d method of its disposition; subsidiary budgets for each utility giving detailed income and expenditure informatio a attached as appendices to the budget; and (j) Such other information as may be required by the Council or deemed desirable by the City Manager. 1Z WWW.CITYOFSOUTHLAKE.COM 9.03. Capital Facilities and Property Budget. A five (5) year Capital Facilities and Property Budget, which may be revised and extended each year to indicate capital improvements pending or in process of construction or acquisition, shall provide the following items: (a) A summary of proposed programs; (b) A list of all capital facilities and property improvements which are proposed to be undertaken during the five (5) fiscal years next ensuing, with appropriate supporting information as to the necessity for such improvements; (c) Cost estimates, method of financing and recommended time schedules for each such improvement with the estimated effect on the tax levy, and; (d) The estimated annual cost of operating and maintaining the facilities to be constructed or acquired over the five (5) year period. 9.04. Submission. The City Manager shall submit to the Council a proposed budget and accompanying message on or before the fifteenth day of August of each year. The Council shall review the proposed budget and revise it as deemed appropriate prior to the general circulation for public hearing. (Amended on May 5, 2001) 9.05. Public Notice and Hearing. The public notice and hearing shall be held in accordance with state law. (Amended on January 19, 1991; Amended on November 6, 2007). Editors Note: Notice of public hearings is required in V.T.C.A., Local Government Code §§ 102.006(c) and 102.0065. 9.06. Amendment before Adoption. After the public hearing, at a regular or special meeting, the Council may adopt the budget with or without amendment. In amending the budget, it may add or increase any programs or amounts and may delete or decrease any programs or amounts, except expenditures required by law or for debt service or for estimated cash deficit, provided that no amendment to the budget shall increase the authorized expenditures to an amount greater than the total of estimated income plus funds available from prior years. 9.07. Adoption. The Council shall adopt the budget by ordinance not later than the 30th day of September. Adoption of the budget will require 4 0 irmative vote of at least four of all the members of the Council. Adoption of the budget shall constitute appropriations iount specified therein as expenditures from the fund indicated, and shall constitute a levy of the property tax therein Shall Not Invalidate Tax Levy. sects in the form or preparation of the budget or the failure to perform any procedural requirements shall not x levy or the tax rate. W W W. CITYOF S OUTHLAKE.COM 9.09. Failure to Adopt a Budget. If the Council fails to adopt the budget by the 15th day of September the amounts appropriated for the current fiscal year shall be deemed adopted for the ensuing fiscal year on a month -to -month basis with all items in it pro -rated accordingly until such time as the Council adopts a budget for the ensuing fiscal year. The levy of property tax normally approved as a part of the budget adoption will be set to equal the total current fiscal year receipts, unless the ensuing fiscal year budget is approved by September 30th of the current fiscal year. 9.10. Public Records. Copies of the approved operation budget, capital facilities and property budget and supporting papers shall be filed with the City Secretary and shall be public records available to the public upon request. 9.11. Specified Reserve Fund. Specified reserve funds may be created for specific purposes, and may be used only for such purposes. I. AMENDMENTS AFTER ADOPTION 9.20. Supplemental Appropriations. If during the fiscal year the City Manager certifies that there are revenues available for appropriation in excess of those estimated in the budget, the Council may make supplemental appropriations to fund the appropriations as desired or carry the excess into the next fiscal year. 9.21. Emergency Appropriations. To meet a public emergency created by a natural disaster or man -made calamity affecting life, health, property, or the public peace, the Council may make emergency appropriations. Such appropriations may be made by emergency ordinance in accordance with the provisions of 3.14 of this Charter. In such case, the Council may by emergency ordinance, authorize the issuance of emergency notes, but the emergency notes and renewals shall be paid not later than the last day of the fiscal year next succeeding that in which the emergency appropriations were made. State Law References: Emergency expenditure, V.T.C.A., Local Government Code § 102.009. 9.22. Reduction of Appropriations. If at any time during the fiscal year it appears probable to the City Manager that the revenues available will be insu meet the amount appropriated, the City Manager shall report to the Council without delay, indicating the estimate of the deficit, any remedial actions taken by the City Manager and his /her recommendations as to any other steps to The Council shall then take such further action as it deems necessary to prevent or minimize any deficit, and for ti the Council may by ordinance reduce one or more appropriations. 9.23. Transfer of Appropriations. W W W. CITYOF S OUTHLAKE.COM At any time during the fiscal year the City Manager may transfer part or all of any unencumbered appropriation balance among programs within a department, division, or office and, upon written request by the City Manager, the Council may by ordinance transfer part or all of any unencumbered appropriation balance from one department, office or agency to another. 9.24. Limitations. No appropriation for debt service may be reduced or transferred, and no appropriation may be reduced below any amount required by law to be appropriated or by more than the amount of the unencumbered balance thereof. 9.25. Effective Date. The supplemental and emergency appropriations and reduction or transfer of appropriations authorized by this section may be made effective immediately upon adoption of the ordinance or budget amendments. C. BORROWING 9.30. Authority to Incur Indebtedness. The Council shall have the power to incur, create, refund and refinance indebtedness and borrow money for public purposes; to issue special or general obligation bonds, revenue bonds, funding and refunding bonds, time warrants and other evidences of indebtedness and to secure and pay the same in the manner and in accordance with the procedures provided and required by state law. Editors Note: Municipal bonds, Vernon's Ann. Civ. St. art. 701 et seq. 9.31. General Obligation Bonds. The City shall have the power to borrow money on the credit of the City and to issue general obligation bonds for permanent public improvements or for any other public purpose not prohibited by law and this Charter and to issue refunding bonds to refund outstanding bonds previously issued. All such bonds shall be issued in conformity with the laws of the State of Texas and shall be used only for purposes for which they were issued. Any bond, excluding refunding bonds, to be issued under the provisions of this section shall not be issued without an election held in accordance with the provisions of state law. 9.32. Revenue Bonds. The City shall have the power to borrow money for the purpose of constructing, purchasing, improving, extending or repairing of public utilities, recreational facilities or any other self - liquidating municipal function not prohibited by the Constitution and laws of the State of Texas, and to issue revenue bonds to evidence the obligation created thereby. Such bonds shall be a charge u on and payable from properties, or interest therein pledged, or the income therefrom, or both. The holders of the revenue all never have the right to demand payment thereof out of monies raised or to be raised by taxation. All such bonds shal ued in conformity with the laws of the State of Texas. Incontestable. the City having been issued and sold and having been delivered to the purchaser thereof, shall thereafter be and all bonds issued to refund in exchange for outstanding bonds previously issued shall and after said exchange, W W W. CITYOF S OUTHLAKE.COM APPENDIX ...................................................................................................................................................... ..................................................................................................................................................... be incontestable. 9.34. Borrowing in Anticipation of Property Tax. In any budget year, the Council may, by resolution, authorize the borrowing of money in anticipation of the collection of the property tax for the same year whether levied or to be levied. Notes may be issued for periods not exceeding one (1) year and must be retired by the end of the budget year in which issued. 9.35. Use of Bond Funds. Any and all bond funds approved by a vote of the citizens of Southlake will be expended only for the purposes stated in the bond issue. 9.36. Certificates of Obligation. All certificates of obligation issued by the City shall be approved by ordinance and issued in accordance with the laws of the State of Texas. 9.37. Sale of Bonds. No bonds issued by the City shall be invalid because they are sold for less than par value and accrued interest. The Council shall have the right to reject any or all bids. D. ADMINISTRATION OF BUDGET 9.40. Payments and Obligations Prohibited. No payment shall be made or obligation incurred against any allotment or appropriation except in accordance with appropriations duly made and unless the City Manager or the City Manager's designee first certifies that there is a sufficient unencumbered balance in such allotment or appropriations and that sufficient funds therefrom are or will be available to cover the claim or meet the obligation when it becomes due and payable. Any authorization or payment or incurring of obligation in violation of the provisions of this Charter shall be cause for removal of any officer who knowingly authorized or made such payment or incurred such obligations, and said officer shall also be liable to the City for any amount so paid. However, this prohibition shall not be construed to prevent the making or authorizing of payments or making of contracts for capital improvements to be financed wholly or partly by the issuance of bonds, time warrants, certificates of indebtedness, or certificates of obligation, or to prevent the making of any contract or lease providing for payments beyond the end of the fiscal year, provided that such action is made or approved by ordinance. 9.41. Financial Reports. The City Manager shall submit to the Council at its second formal meeting each month the financial condition of y budget items and budget estimates versus accruals for the preceding month and for the fiscal year to date. Such reco a be made public by the Council during open meeting. The financial records of the City will be maintained in acco a wi accepted principles recommended by the American Institute of Certified Public Accountants and by the Natio t Committee on Governmental Accounting. WWW.CITYOFSOUTHLAKE.COM 9.42. Independent Audit. At the close of each fiscal year, and at such times as it may be deemed necessary, the Council shall cause an independent audit to be made of all accounts of the City by a Certified Public Accountant. The Certified Public Accountant shall have no personal interest, directly or indirectly, in the financial affairs of the City or any of its officers. Upon completion of the audit, the audit shall be immediately posted on the City's website in its entirety and copies of the audit placed on file in the City Secretary's office as a public record. (Amended on November 6, 2007) 9.43. Purchasing. The Council may, by ordinance, confer upon the City Manager general authority to contract for expenditures without further approval of the Council for all budgeted items not exceeding limits set by the Council. All contracts for expenditures involving more than the set limits must be expressly approved in advance by the Council. All contracts or purchases involving more than the limits set, shall be let to the bidder whose submittal is among those most responsive to the needs of the City after there has been opportunity for competitive bidding as provided by law or ordinance; provided that the Council, or City Manager in such cases as he /she is authorized to contract for the City, shall have the right to reject any and all bids. Emergency contracts as authorized by law and this Charter may be negotiated by the Council, or City Manager if given authority by the Council, without competitive bidding. Such emergency shall be declared by the City Manager and approved by the Council or may be declared by the Council. (Amended on November 6, 2007) State Law References: Purchasing and contracting authority of municipalities, V.T.C.A., Local Government Code ch. 252. 9.44. Lapse of Appropriations. Every appropriation, including capital expenditure, shall lapse at the close of the fiscal year to the extent that it has not been extended or encumbered. W W W. CITYOF S OUTHLAKE.COM APPENDIX ...................................................................................................................................................... ..................................................................................................................................................... CITY OF SOUTHLAKE FUND BALANCE POLICY ADOPTED AUGUST 1993) (AMENDED SEPTEMBER 10H) The City of Southlake's goal shall be to maintain a fund balance in the General Fund equal to a minimum of 15% of General Fund budgeted operating expenditures, with the optimum goal of 25%. The City of Southlake's goal shall be to maintain a fund balance of 60 days of working capital in the Utility Fund, an Enterprise Fund, with the optimum goal of 90 days of working capital. The City of Southlake shall also maintain Reserve Funds for all statutorily required reserve funds to guarantee debt service. The reserves shall be created and maintained to provide the capacity to: 1. Offset significant downturns in revenues; 2. Provide for emergency expenditures; 3. Provide sufficient working capital; and, 4. Provide a sufficient cash flow for daily financial needs at all times. In September 2011, City Council amended the policy the change the reporting presentation of fund balance to include fund balance categories and classifications in accordance with GASB 54. WWW.CITYOFSOUTHLAKE.COM TAXATION WHAT IS THE CURRENT TAX RATE? The proposed FY 2013 tax rates are shown below. These rates are based on the certified Tarrant Appraisal District taxable values. General Fund .342 Debt Service .12 Total .462 No changes to the tax rate of .462 are proposed for FY 2013. WHAT REVENUE DOES ONE CENT ON THE PROPERTY TAX RATE GENERATE? The certified total taxable value (discounted for value protest) provided by the appraisal districts for FY 2013 budget is $5,452,457,997 (net TIF). One cent is the equivalent of $545,245 (net TIF) in revenue to the City of Southlake. If you factor in the $15,000 homestead exemption, one cent is equivalent to $530,000. WHAT PERCENTAGE CHANGE OCCURRED FROM THE FY 1011 CERTIFIED TAX BASE TO THE FY 1013 TAX BASE? The percentage change from FY 2012 certified to FY 2013 certified was 3.06% (net TIF) increase. WHAT ADDITIONAL REVENUE WILL THIS GROWTH GENERATE FOR THE GENERAL FUND? The growth in certified value (excluding TIF values) accounts for an additional $553,834 in General Fund operations and an additional $194,328 in General Fund debt service for FY 2013. WHAT IS THE DISTRIBUTION OF THE TAX BASE BETWEEN RESIDENTIAL AND COMMERCIAL PROPERTY? In FY 2013, residential property accounted for 73.25 %; commercial/industrial /retail property accounted for 25.24 %; and, undeveloped property was 1.51% of the total tax base. WHAT IS MEANT BY THE TERMS "EFFECTIVE TAX RATE" AND "ROLLBACK RATE "? The "effective tax rate" is the rate which would generate the same tax revenue in the new year as in the current year, for properties on the roll in both years. The "rollback rate" is that rate which is eight percent higher than the maintenance and operation portion of the effective rate, plus the required debt service for the new year. These calculations determine how the City of Southlake will advertise taxation plans under state truth -in- taxation laws. W SOUTHLAKE'S EFFECTIVE TAX RATE AND ROLLBACK RATE FOR FY 1013? Thee ve tax rate for FY 2013 is $.459457, which is .55% lower than the proposed rate of $.462. The roll back rate for $.493282. W W W. CITYOF S OUTHLAKE.COM APPENDIX WHAT PERCENTAGE CHANGE ARE WE ANTICIPATING IN GENERAL FUND SALES TAX REVENUE FOR FY 10I1 (ACTUAL) TO FY 1013 (BUDGET? It is estimated that we will collect $9,190,000 in General Fund sales tax in FY 2013. This number represents a 2.0% increase when compared to the FY 2012 Amended Budget. GENERAL FUND WHAT IS MEANT BY ACHIEVING A STRUCTURALLY BALANCED BUDGET? A structurally balanced budget is one in which revenues exceed planned operating expenditures, making it unnecessary to use reserves for recurring operational expenses. WHAT IS MEANT BY THE TERM "FUND BALANCE ?" Fund balance is the term used to describe the General Fund reserves. Under City policy, the fund balance should be 15 -25% of the City's operating expenses. HOW IS THE FUND BALANCE USED? Typically the fund balance is an unrestricted reserve of funds that is used to address emergencies or unanticipated needs. MAY A PORTION OF THE FUND BALANCE BE DESIGNATED FOR PARTICULAR NEEDS AS PART OF THE BUDGET PROCESS? Yes. It may be used for one -time expenditures such as capital needs, provided that the percentage of funds on hand remains within the desired range of 15 -25 %. It would not be wise, however, to use the fund balance to cover recurring expenses (e.g. salaries or other operational expenses). WHAT PERCENTAGE OF GENERAL FUND EXPENDITURES GO TO VARIOUS DEPARTMENTS? The general fund is allocated as follows: Public Safety 43.0% Community Services ** 17.9% General Government* 14.1% Public Works 13.1% Finance 5.8% Planning &Development Services 5.4% Economic Development 0.7% *Includes City Manager's Office, City Secretary's Office, Human Resources, Information Technology and Suppor es. * *Includes Parks and Recreation, Community Services, and Library. W W W. CITYOF S OUTHLAKE.COM OTHER FUNDS WHAT OTHER FUNDS ARE USED TO ACCOUNT FOR CITY REVENUES AND EXPENDITURES? The City accounts for its revenues and expenses in these funds: • General Obligation Debt Service Fund • Utility Fund • Bicentennial Concessions • Court— Security • Court— Technology • Crime Control and Prevention District Operating Fund • Facility Maintenance Fund • Hotel Occupancy Tax Fund • Library Donations • Park Dedication • Public Art Fund • Recycling Fund • Red Light Camera Fund • Reforestation • SPDC Operating Fund • SPDC Debt Service Fund • Storm Water Utility District • Strategic Initiative Fund • TIF Operating Fund %kicle Replacement Fund CITY ACCOUNT FOR REVENUES AND EXPENDITURES IN SO MANY DIFFERENT FUNDS? W W W. CITYOF S OUTHLAKE.COM GENERAL FUND Department FY 2011 Actual FY 2012 Revised FY 2013 Budgeted City Manager's Office 6.75 6.75 6.75 City Secretary's Office 3 3 3 Community Services 60.50 61.15 60.65 Economic Development 2 1.35 1.35 Finance 22 20.70 20.70 Human Resources 4 4 5 Information Technology 6 6 6 Planning & Development Services 21 20.75 20.75 Public Safety 112.50 118.50 130.50 Public Works 28.50 28.70 28.95 Support Services 0 1 0 .75 Total General Fund FTEs: 266.25 270.90 284.40 UTILITY FUND Department FY 2011 Actual FY 2012 Revised FY 2013 Budgeted City Manager's Office 0 0 .5 Finance 4 5.3 5.3 Planning & Development Services 0 .25 .25 Public Works 29.5 29.3 29.3 Total Utility Fund FTEs: 33.5 34.85 35.35 CRIME ONTROL & NTION Department FY 2011 Actual FY 2012 Revised FY 2013 Budgeted Community Services 0 0 .5 RICT (-PD) Total CCPD FTEs: 0 0 .5 1 W W W. CITYOF S OUTHLAKE.COM APPENDIX PROPERTY TAX REVENUE ALLOCATION 2013 AMOUNT Total Appraised Value 2012 $6,422,291,913 Less Protested Value H ($71,712,578) Less TIF Value H ($290,288,909) Less Exemptions (including proposed homestead exemption) H (729,107,429) Total Taxable Value (including proposed homestead exemption) (_) 5,331,182,997 Proposed Tax Rate (X) 0.46200 Estimated Tax Levy (_) 24,630,065 Estimated Percent of Collections (X) 99.00% Estimated Current Tax Collections (_) 24,383,765 Estimated Delinquent Collections, Penalty, and Interest H 353,000 Estimated Available Funds (_) $24,736,765 TAX RATE DISTRIBUTION GENERALFUND RATE PERCENT TOTAL Current $0.34200 74.03% $18,050,319 Delinquent H 255,000 Total General Fund (_) 18,305,319 DEBT SERVICE FUND Current $0.12000 25.97% 6,333,445 Delinquent H 98,000 Total Debt Service Fund (_) 6,431,445 Total General and Debt Service Funds $0.46200 100.00% $24,736,765 HISTORICAL TAX INFORMATION DEBT NET GENERAL SERVICE TOTAL FISCAL TAXABLE FUND FUND TAX YEAR VALUE (1) RATE RATE RATE 2013 $ 5,331,182,997 $ 0.34200 $ 0.12000 $ 0.46200 2012 $ 5,290,518,261 $ 0.33200 $ 0.13000 $ 0.46200 2011 $ 5,232,316,346 $ 0.33200 $ 0.13000 $ 0.46200 2010 $ 5,211,181,608 $ 0.32200 $ 0.14000 $ 0.46200 2009 $ 4,927,086,464 $ 0.32200 $ 0.14000 $ 0.46200 2008 $ 4,592,696,873 $ 0.31958 $ 0.14242 $ 0.46200 2007 $ 4,045,054,074 $ 0.31958 $ 0.14242 $ 0.46200 2006 $ 3,809,829,439 $ 0.31958 $ 0.14242 $ 0.46200 2005 $ 3,490,317,539 $ 0.31958 $ 0.14242 $ 0.46200 2004 $ 3,411,479,730 $ 0.32958 $ 0.13242 $ 0.46200 (1) Excluding TIF values W W W. 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