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FY 2016 Proposed Budget
p.w q tF ,„_:-.,,,,,,,,,,,,'6.-%!' was` }af� '-h 4 } i� axe 3 : '.0 i..........;,,, , i,.. 1 1 i....... ......\ 1, r 1 11 a • tj. „....) a�+hCi �, a. 4� ! , F r s t r0.4-''..,*!' � �r4 �c �� F., RECEIVED AUG 142015 ,. . OFFICE OF CITY SECRETARY PROPOSED S BU„.,._ „::.,,,,,...,, ,. ,,,,,,,,..7.,,,,,,:,,..„,, ,.,„:„:„, ,,. loot...„ . . -4,7.4. ., :I `. 1NTEGf fTY ' INNO TION /A—_ _D.. ..U 'N.TX._..:' UTY ' COMMITMENT TO EXCELLENCE ' TEP,N WORK THIS BUDGET WILL RAISE MORE TOTAL PROPERTY TAXES THAN LAST YEAR'S BUDGET BY $693,421 OR 2.71%, 1 AND OF THAT AMOUNT, $698,574 IS TAX REVENUE TO BE RAISED FROM NEW PROPERTY ADDED TO THE TAX ROLL THIS YEAR. The above statement is provided in compliance with Truth in Taxation laws. Over 100% of increased revenue for FY2016 is generated from new property added to the tax roll. . CITY OF SOUTHLAKE COUNCIL MEMBERS MAYOR LAURA HILL COUNCILMEMBER PLACE 1 SHAHID SHAFI COUNCILMEMBER PLACE 2 SHAWN MCCASKILL COUNCILMEMBER PLACE 3 / 111 DEPUTY MAYOR PRO TEM BRANDON BLEDSOE COUNCILMEMBER PLACE 4/ MAYOR PRO TEM RANDY WILLIAMSON COUNCILMEMBER PLACE 5 JOHN HUFFMAN COUNCILMEMBER PLACE 6 GARY FAWKS CITY OF SOUTHLAKE STAFF CITY MANAGER SHANA K. YELVERTON CHIEF FINANCIAL OFFICER SHAREN JACKSON *ASSISTANT CITY MANAGER BENJAMIN E. THATCHER ASSISTANT CITY MANAGER ALISON D. ORTOWSKI BUDGE: _( ,\ W -1 }ZD GD GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation I Award PRESENTED TO City of Southlake Texas For the Fiscal Year Beginning October 1, 2014 *67,4e.eaar Executive Director a The Government Finance cers gsociation of the United States an& adfGFOA) presented a • Distinguished Budget Pre� entation Award to the City of Southlake,TX for its annual budget for the fiscal year beginning October 1, 2014. In order to receive ' t isaward, a governmental unit must publi a dget document that meets program z criteria as a o yQocument, as an.operations guide,,ay in:fncial planns d„and as a communicatiois . .. The award is valid for a period of one year only. We b lieve our current budget continues to conform to progr requirements, and we are submitting i GFOA to determine its eligibility for an er award:' fi 3 OUR MISSION "THE CITY OF SOUTHLAKE PROVIDES MUNICIPAL SERVICES THAT SUPPORT THE HIGHEST QUALITY OF LIFE FOR OUR RESIDENTS, BUSINESSES,AND VISITORS. WE DO THIS BY BEING AN EXEMPLARY MODEL OF BALANCING EFFICIENCY, FISCAL RESPONSIBILITY, TRANSPARENCY,AND SUSTAINABILITY. 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 LEARNING, SHOPPING, WORKING, RECREATION AND ENJOYMENT OF OPEN SPACES. / ---. , ‘k: WWW.CITYOFSOUTHLAKE.COM , VALUES Our corporate values underlie how the City accomplishes its work. These are the principles that we hold important and standards by which the organization operates. These values, as adopted by the City Council, form the cornerstones of the Strategic Management System and are designed to guide City staff in their day to day work and the Council as it conducts its business: ._I,r Being worthy of the public's trust in all things. We deal honestly and 4j4 INTEGRITY respectfully with each other and the public at all times. Do the right thing. �.� Valuing progressive thinking, creativity, flexibility and adaptability in �� INNOVATION service delivery. Think outside the box. al Taking personal responsibility for our actions or inaction while putting ACCOUNTABILITY the interests of the taxpayer first. Own it. 0Behaving responsively in our delivery of service to the public. Our work w COMMITMENT TO is characterized by its quality and by the diligence with which it is carried EXCELLENCE out. We proactively seek to solve problems in advance. Go above and beyond. Recognizing the importance of working together to meet our citizen's 0 40 TEAMWORK needs, communicating clearly, sharing resources and information freely. Work together. ,_,,, a N : ) 0 WWW.CITYOFSOUTHLAKE.COM TABLE OF CONTENTS TRANSMITTAL LETTER 13 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 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. BUDGET GOALS 15 SERVICE DELIVERY EXCELLENCE 17 FINANCIAL INFORMATION AND FUND SUMMARIES 17 GENERAL FUND 19 DEBT SERVICE FUND 25 UTILITY FUND z6 VEHICLE REPLACEMENT FUND 27 SOUTHLAKE PARKS DEVELOPMENT CORPORATION FUND 28 CRIME CONTROL AND PREVENTION DISTRICT FUND 31 COMMUNITY ENHANCEMENT AND DEVELOPMENT CORPORATION 33 ECONOMIC DEVELOPMENT INVESTMENT FUND 35 TAX INCREMENT FINANCE DISTRICT FUND 36 SPECIAL REVENUE FUNDS 37 STRATEGIC INITIATIVE FUND 43 CAPITAL IMPROVEMENTS PROGRAM 46 SUMMARY 52 BUDGET IOI 55 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 ( 65 We believe the ability to monitor and evaluate the financial condition of a local government is critical to that gov mm is successful, prosperous future. Recognizing that trends can provide early warning signals, staff regularly monitor n: erou financial indicators. A portion of this data is featured in the charts located in this section of the budget docum se charts offer a quick, effective visual of the City's financial condition. A list of Council members, an organizatio ", chart, location and a history of the City is also provided. WWW.CITYOFSOUTHLAKE.COM VI1 STRATEGIC DIRECTION 1�3 This section provides information about the City's Strategic Management System (SMS). Several years ago the City adopted the 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. OVERVIEW OF CITY DEPARTMENTS 143 This section provides an overview of the various departments and divisions of the City via department highlights, strategy maps, scorecards and goals . This section is intended to give the reader an understanding of the core services each department provides as well as performance data related to those services. FUND SUMMARIES 233 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. GENERAL FUND 263 This section provides the General Fund Summary. 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. STRATEGIC INITIATIVE FUND 275 This section provides information about the 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. ECONOMIC DEVELOPMENT INVESTMENT FUND 281 The Southlake 2030 Economic Development 6 Tourism Strategic Plan includes the following as recommendation 4.3: "Southlake should establish a fund to use to attract and retain employers, as well as to help retain and expand existing businesses." This fund was created in 2013 for that purpose. UTILITY FUND z8 This section provides the Utility Fund Summary. 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 solid waste service revenues generated through our rates, as well as the expenses for providing these services are accounted for in the Utility Fund. VEHICLEEPLACEMENT FUND 289 his.section provides a fund summary and detailed spending plan funds which provide the resources needed to manage the rcha‘\s'e--of vehicles for the City's fleet. The establishment and funding of the vehicle replacement program was designed to ev- out\expenses for the City's fleet from year to year and provide a logical method for purchasing and retiring vehicles. Viii WWW CITYOFSOUTHLAKE.COM DEBT SERVICE FUNDS & DEBT SCHEDULES 293 This section 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. TAX SUPPORTED VS. SELF-SUPPORTING DEBT 294 DEBT MANAGEMENT 296 THE RELATIONSHIP BETWEEN PROPERTY TAXPAYERS AND DEBT REPAYMENT 297 GENERAL OBLIGATION DEBT OVERVIEW 300 REVENUE BOND OVERVIEW 302 DEBT SERVICE FUND 304 SOUTHLAKE PARKS DEVELOPMENT CORPORATION 306 SOUTHLAKE PARKS DEVELOPMENT CORPORATION (SPDC) DEBT SERVICE FUND 308 SPECIAL REVENUE FUNDS 31I This section provides a detailed spending plan for funds which account for proceeds of specific revenue sources that are legally restricted for certain purposes. INTRODUCTION 313 WHAT ARE SPECIAL REVENUE FUNDS? 313 HOW ARE SPECIAL REVENUE FUNDS USED? 315 FUND SUMMARIES & FY 2016 HIGHLIGHTS 319 BICENTENNIAL CONCESSION FUND 320 COMMERCIAL VEHICLE ENFORCEMENT FUND 321 COMMUNITY ENHANCEMENT AND DEVELOPMENT CORPORATION FUND 322 COURT SECURITY FUND 323 COURT TECHNOLOGY FUND 324 CRIME CONTROL &PREVENTION DISTRICT (CCPD) FUND 325 FACILITY MAINTENANCE FUND 326 HOTEL OCCUPANCY TAX FUND 7/ 3 327 LIBRARY DONATION FUND ` 328 PARK DEDICATION FEE FUND 329 PARKS AND RECREATION FUND ••330 k4k,WWW.CITYOFSOUTHLAKE.COM TABLE OF CONTENTS PUBLIC ART FUND 331 RECYCLING FUND 332 RED LIGHT CAMERA FUND 333 REFORESTATION FUND 334 SOUTHLAKE PARKS DEVELOPMENT CORPORATION (SPDC) FUND 335 TAX INCREMENT FINANCE (TIF) DISTRICT FUND 337 CAPITAL IMPROVEMENTS PROGRAM (CIP) 339 A Capital Improvements Program is for the purchase, construction or replacement of the physical assets of the City. This section includes a listing of proposed projects for FY 2016 as well as projects that are planned for implementation over a five- year period. INTRODUCTION 340 IMPACT ON OPERATING BUDGET 344 FY 2016 CAPITAL BUDGET AND CAPITAL IMPROVEMENTS PLAN 346 CAPITAL IMPROVEMENTS PROGRAM — ALL FUNDS TOTAL 347 GENERAL FUND 351 UTILITY FUND 371 ROADWAY IMPACT FEE FUND 379 WATER IMPACT FEE FUND 383 SANITARY SEWER IMPACT FEE FUND 391 STORM WATER UTILITY SYSTEM FUND 399 CRIME CONTROL AND PREVENTION DISTRICT FUND 407 HOTEL OCCUPANCY TAX FUND 411 COMMUNITY ENHANCEMENT & DEVELOPMENT CORPORATION FUND 415 SOUTHLAKE PARKS DEVELOPMENT CORPORATION FUND 419 -----\'''' , J1 ;ti\0 .a'' WWW.CITYOFSOUTHLAKE.COM 01 APPENDIX 427 This secion includes a list of acronyms, a budget glossary, Southlake's financial policies and frequently asked questions. Also included is a personnel schedule, tax rate allocation information and the Financial Wellness component of the Southlake 2030 Sustainability Plan. ACRONYMS 428 BUDGET GLOSSARY 430 FINANCIAL POLICIES 438 FREQUENTLY ASKED QUESTIONS 448 PERSONNEL SCHEDULES 452 PERSONNEL SCHEDULES 453 TAX RATE ALLOCATION 454 SOUTHLAKE 2030 SUSTAINABILITY PLAN: FINANCIAL WELLNESS 455 ‘\.11,,s(\ WWW.CITYOFSOUTHLAKE.COM .411 = TABLE OF CONTENTS WWW.CITYOFSOUTHLAKE.COM •: ' . r: \itZ i.• U_1 w - w a t'71 U . �t t o p a Ce a o z ' 0' L.L_ Q I ' ' wrx W �*¢1 U 0 0w _U s yy+ gs r a v' C� c $r k ` _a. a v CL I- w V • _ q w w Z W Ce i^ -`- cn yr a w r O O " ~ d w w w UCe_ ce w w a : w Z N flfl m w CONC)4 D , , U Z Q = Z �_ W .1 s1 / 7 a v O O o a a U N o w co U w O .. UJ I- (NI �.,__, .. w = i w CL LL w W (......) W it ~„ .,/2 0_ljj Z > ~ w >limi 0 ('. i 'I'. o ;. . .44"...,,,,,.„,...,,,,,..„ u. a_. .;.:. > '_ ..tZ UJCZ UJ WI ;d . t � = O O� w i= LLI 0 . . < .'e.- ;.. Qcn Q w LLJ CZ i • FI ., If, r° w w Q w O Lu i t;,,, x.--,'..,. (3. '' ,', ,t0.,..,:::., .,,. ..,,,w, ,,,.. ,,,,, ,4,, jt a f H fC 1, i `.: `; aC } - l iii ' J L',;•,:..,,,,,,:•,.• y J ' - - a z a / . _ - 0 R \ N . \�1I l IAL LETTER Budget Goals August 15, 2015 Honorable Mayor and Members of the City Council 1400 Main Street, Suite 270 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, 2015 and ending September 30, 2016, 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 you in a series of work sessions and will be presented formally at public hearings in September. The proposed budget is a plan that reflects the City's commitment to strong financial principles. It is a `6 j J CITY OF SOUTHLAKE STRATEGY MAP k, The City of Southlake provides municipal services that support the highest quality of life 3 for our residents,businesses,and visitors.We do this by being an exemplary model of may / balancing efficiency,fiscal responsibility,transparency,and sustainability. .4catst+cs DELIVER Oti OUR FOCUS AREAS L.CRITICAL BUSINESS � ril 1 n ." Ty OUTCOMES Safety& Quality Partnerships& Performance Security Mob II ity InfrastructureDevelopmVolunteerism VolunteerisManagement& CB01-Continue to implement Service Delivery Southlake 2030 Plan by focusing on short-term initiatives: SERVE OUR CUSTOMERS C3 Provide aRw<ifre& Cs Attwtt&Iwep top- Cb Enhance the sense of CB02-Became`an'einplayer ClAchlevethohlghest C2PbYldetlavel CS of choice bdeveloping a plan standards of safety& convenience within p"IQ0e9pMip ntoe necbuslnesse:tedrlbe for partnerships& <emmunrybypraldl8citt,int P g s«urlty CM®ion enloYment of pe rsonal adynaml<&5ustalnabk volunteer involvement Nstomer zenll<e and<Itlten to recruit,develop and retain Imerests e<onomkenvironment engagement opportunities employees committed to; excellence. _.._ CB03-Develop long ter es En nan<e aero ke Bl A<hieve hest inclassB2 Collaborate with select A3 Enhance resident PA Provide hgh quality ]Ei:'1 '"Ver i strategies to a dd ress future status In all City partners to Implement quality ofIde&business services through sustainable Sh [, Bfi torah teuseof financial uncertainties and disciplines service solutions I vitality through tourism business praN<e5 continual process 4€i technology Improvement challenges. CB04-Improve mobility by . PROVIDE FINANCIAL STEWARDSHIP proactively completing traffic analysis of key areas. Fl Adhere toffnandal management F2 Investto pmv Ide&maintain F3A[h[eve ffsCal welhte55standards F4 Establish&maintain effective principles&budget highqualitypublic assets internal controls CB05-Optimize resources - through collaboration and partnership s to reduce costs PROMOTE LEARNING&GROWTH and add service value. Ll Ensure our people 12 Nunes lead ship L3 Mart develop L4 Be<ognbe s rev.rd L5 Ent power Informed LS 8,,8,8,1,,,,81,6„8retainu ndetstand the strategy& capabilities to delver &ren askilled de<elon-making at all levels Fhow theycontrlbute m It rasa: workforce high Performers In the organization empleyeeo g+ILement s� Jj Figure 1: City of Southlake Strategy Map 14 j WWW.CITYOFSOUTHLAKE.COM 4 k TRANSMITTAL LETTER Budget Goals strategic budget that aligns resources •INTEREST RATES with organizational goals and aspirations. ¢ , ECONOMIC ONOM 5 •GDB GROWTH �; - •FUEL COSTS It provides for investments in safety, mobility, infrastructure, high performance management and continued quality CITY OF LABOR AND WAGES SOUTHLA1/F •UNEMPLOYMENT EMPLOYMENT development. It is a budget that, in many •HEALTHCARE COSTS ways,is built upon the strength ofpartnerships and volunteerism. The FY 2016 proposed HOUSING •BUILDING PERMITS budget has been developed to support theAND COMMERCIAL •HOME VALUES •TOP TAXPAYER \ GROWTX highest quality of life for Southlake residents - MEETINGS and businesses, and promotes the City as a ‘A. ;. desirable destination for visitors. CONSUMER •RETAIL SALES SPENDING •PROJECTIONS BUDGET GOALS Figure 2: Economic information used for City financial projections The FY 2016 proposed budget has been developed with a clear set of goals to guide decision-making and promote long-term financial sustainability. These goals form a strong foundation upon which our plan to responsibly allocate resources is built. The first goal is to develop a financial plan to support the City's strategic priorities and ensure high quality service delivery. As a City Council, you have set a clear vision with associated priorities, known as strategic focus areas. These high level priorities define the business of the City. Resources must be aligned with these priorities to ensure that critical business outcomes are achieved. Figure 1 is the City of Southlake Strategy Map, illustrating the City's focus areas, objectives, critical business outcomes, and values. This map is the most fundamental aspect of the City's strategic management system. For more information about the City's future direction, please see the Strategic Direction section of the budget document. Thoroughly understanding the economic conditions that will impact the budget for the current year and into the future is critical for proper budgeting. Figure 2 shows the approach used to gather local economic information for projecting budget revenues. This economic analysis provides the information needed to develop financial scenarios for stronger budget decisions. Each year every effort is made to provide property tax relief to Southlake taxpayers. As the city's economy has grown, it has been possible to implement relief measures aimed at reducing property taxes. Five homestead exemption initiatives have been approved by the City Council since 2009, including the addition of 2% for FY 2016. Another important financial goal is ensuring the maintenance of optimum fund balances in operating funds, in accordance DID YOU KNOW? with City policy. Maintaining proper reserves increases the organization's ability to absorb or respond to temporary changes in the environment or circumstances, such as an unanticipated The FY 2016 Proposed Budget is event or changes related to operating revenues. This budget structurally balanced - meaning that provides for optimum fund balances. reserves have not been used to balance the operating budget. WWW.CITYOFSOUTHLAKE.COM CI) `‘!. I TRANSMITTAL LETTER Budget Goals Debt management is another key financial principle that has • _ guided the development of the City's budget. As a growing �1 MIKIIiP oidar i uP4w '"'. city, there are many infrastructure needs that must be addressed. In spite of these needs, the City of Southlake has been able to TAXPAYER RELIEF manage debt so that 85%of the City's current tax-supported debt OPTIMUM FUND BALANCES will be retired in 10 years. DEBT MANAGEMENT Methods used to reduce the City's debt obligations include: CASH FUNDING FOR CAPITAL PROJECTS • careful budgetary management; STRUCTURAL BALANCE • the use of voter-approved special revenue funds; STEADY TAX RATE • aggressive amortization schedules; • ongoing attention to refunding opportunities; and, STRONG NET REVENUES • the use of cash for projects when possible. LIMITED EXPENDITURE GROWTH These techniques have allowed for a reduction in the City's MULTIYEAR SUSTAINABILITY property tax-supported debt by 38%since 2003,in spite of ongoing COMPETITIVE COMPENSATION AND BENEFITS infrastructure development. Debt as a percent of assessed value has decreased from over 3% in 2002 to a projected 0.92% in 2016. No SERVICE LEVEL REDUCTIONS The FY 2016 budget proposes the use of cash to fund all capital improvement projects for the year, except for the funds required to construct The Marq Southlake, Phase 2. Figure 3 shows trend information for Southlake's debt as a percent of assessed valuation. 0 Approximately 70% of the City's General Fund budgeted expenditures are related to personnel costs. The expenses are for the support employees need to deliver high quality municipal services and provide for a fair compensation and benefit program. The City Council adopted Strategy Map includes a Critical Business Outcome that expresses the importance of being "an employer of choice" — establishing another goal that is considered when developing the budget. Multi-year financial planning is another LONG-TERM DEBT —DEBT AS%OF ASSESSED VALUATION 3.50% -- -- $120.000,000 budget development consideration, perhaps DESIRED RSB one of the most important. The long- i 29', 300% term financial health of the municipal 3.0i% $100.000,000 2.7• organization has always been a consideration O• 2.50% when developing the budget — the multi- 2.36 $80,000,000 2.00% year capital improvement program (CIP) 2.07%2.00' _- -.-- - -- S 1.71 - $60,000,000 identifies the projects that will be undertaken 0 1.50% for the upcoming five year period as well a 19G%149%I51%I49% as projects beyond that timeframe. The per, 1.37• 1.09% -- 1.1912_ $40000,000 operational impacts of all identified projects 192 are evaluated and those costs are incorporated 0:50%% \ -- - $20,000,000 into future budget projections. Trends that depict the long-term financial health of the 0.00% 20 16 ' 3 2002`2003 2004 2005 2006`1007 2008`L009 2010 2011 2012 2013 2014 2015`1016 City are monitored and ultimately used to FISCAL YEARN''''',....„,,,,N) make deliberate decisions in order to reach Fi e 3: Long-term Debt as a Percentage of Assessed Valuation financial and service goals. WWW.CITYOFSOUTHLAKE.COM 1 Service Delivery Excellence Recently, the City took an additional formal step to understand and plan for the organization's financial future by adopting the Sustainability Master Plan as an element of Southlake 2030. The development of this plan involved a deep dive into economic and financial trends that will influence the budget long term and resulted in formally adopted recommendations to ensure desired positive outcomes. The Sustainability Master Plan is included in the Appendix. All of these goals have provided the decision-making framework for developing the FY 2016 budget. SERVICE DELIVERY EXCELLENCE The City of Southlake is committed to providing residents, businesses, and visitors with high quality, high value public services. The services supported by this budget are offered through the efforts of outstanding employees working through traditional departments and as members of self-directed work teams. Figure 4 (next page) is the City of Southlake's organizational chart, showing the departments and reporting structures. Strategy execution is a fundamental part of the City's operations. Department Directors regularly review 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 its own Strategy Map built around the department's core services and has a performance scorecard that includes performance measures and targets that drive business decisions (see Overview of City Departments section for more information). Attention is also given to meeting performance expectations in accordance with the City's values: Integrity, Innovation, Accountability, Commitment to Excellence, and Teamwork. FINANCIAL INFORMATION AND FUND SUMMARIES The City's budget is comprised of many funds to account for the revenue and expenditures that support operations. Specific funds also account for debt incurred for capital improvements. Some funds are supported by tax revenue, while others are supported by fees that have been put into place to cover the cost of the service. Certain funds are restricted for specific purposes, while others offer more spending flexibility. This letter has been organized to describe each fund and to highlight key aspects of the budget for each. \'" ; J 1. l fL Ona eXCELLE$Gt WWW.CITYOFSOUTHLAKE.COM TRANS \iI I IAL LETTER Service Delivery Excellence_. CITY OF SOLITHLAKL ORGANIZATIONAL CHART SOUTHLAKE CITIZENS MAYOR AND CITY COUNCIL r r CITY MANAGER 1 CITY ATTORNEY CITY SECRETARY MUNICIPAL JUDGE ASSISTANT ASSISTANT CITY MANAGER CITY MANAGER 3 I I I I COMMUNITY FIRE SERVICES CITY MANAGER'S INFORMATION SERVICES OFFICE TECHNOLOGY I POLICE SERVICES HUMAN FINANCE RESOURCES ECONOMIC DEVELOPMENT & PLANNING & PUBLIC WORKS TOURISM DEVELOPMENT Figure 4: City of Southlake's organizational structure 18 WWW.CITYOFSOUTHLAKE.COM Financial Information 6 Fund Summaries - General Fund rGENERAL FUND The General Fund is the City's principle operating fund, and is supported by property tax, sales tax, fees, and other revenues. These revenues may be used for a variety of purposes, as determined by the City Council. The General Fund budget accounts for core City services such as police and fire protection, engineering, planning, finance, and administrative oversight. Tax rate. The FY 2016 Proposed Budget incorporates a tax rate of$0.462 per $100 valuation, holding the tax rate steady for the thirteenth consecutive fiscal year. For the coming fiscal year,a 12%homestead exemption is included to complement the current over-65 exemption of$75,000, disabled exemption of$75,000, and the over-65 tax freeze. The 12% homestead exemption is an increase from the 10% exemption adopted in 2015, and marks the fifth tax relief initiative implemented since FY 2009. A 12%homestead exemption will provide a$66,900 reduction in value for an average-valued home in Southlake. The property owner of an average-valued home will see the equivalent of a tax rate reduction of more than $0.055 per $100 valuation with the 12% exemption applied. The tax rate of$0.462 is split between General Fund operations and debt service. The allocation for FY 2016 is $0.362 for general operations and $0.10 for debt service. This reflects a reallocation of two cents from debt service to operations; a move designed to provide additional cash for the Strategic Initiative Fund to be used for capital projects, made possible by a reduction in debt obligations. Taxable value. Figure 5 shows the change in taxable value from TAXABLE VALUE COMPARISON FY 2015 and documents the FY 2015 - FY 2016 impact of new construction on Value the values for FY 2016. Note that Fiscal (net of increased % Increase New New Year homestead Prior Year Construction Construction the value shown in the table is as % of Total net of the value assigned to Tax exemption) Increment Reinvestment Zone 2015 $5,680,109,441 1.0% $203,861,702 3.5% (TIRZ) #1. For FY 2016, TIRZ taxable value is $375,450,283. 2016 $5,785,322,918 1.8% $277,762,121 4.8% The taxable value also excludes the value related to the City's Figure 5: This chart compares taxable property values for FY2015 with those for FY 2016. homestead exemption. Southlake's property values have increased appreciably over time,as shown in Figure 6 (next page). The difference between assessed value and taxable value is due to exemptions. -----. State law requires a taxing unit to calculate two rates after receiving its certified appraisal roll — the effe tiv tax rate and the rollback tax rate. The effective rate is the rate that will generate the same amount of pr p ty to dollars as the previous year, excluding new construction and annexations, when the two years are co e . The rollback rate is the highest tax rate the taxing unit can set before the taxpayers can start tax rollback proced r� WWW.CITYOFSOUTHLAKE.COM TRANSMITTAL LETTER Financial Information &Fund Summaries - General Fund Depending on the ultimate rate ASSESSED VALUE . .TnxABLE VALUE that is chosen by the City and $s.000 its relationship to the effective $7,500 $7,323 rate, there are requirements that $7,000 $6.760 must be followed to comply with $6,654 truth-in-taxation laws. These o $6,500 $6,178 $6,226 $6,422 requirements protect the public's $6,000 - right-to-know concerning tax rate Z 500 $5,785 decisions. z $5,495 $5,000 w2.32 $5,291 $5,331 Figure 7 compares the tax rate, $4,500 - effective rate, and rollback rate for $4.000 FY 2015 and FY 2016. $3,500 As shown in the table, the $3.000 , calculated effective rate is lower 2011 2012 2013 2014 2015 2016 for FY 2016 than the proposed tax Figure 6: Comparison of property values since FY2011 (assessed and taxable) rate. The rollback rate, however, exceeds the proposed tax rate for FY 2016. Therefore, the tax rate is not subject to rollback. It is important to note that Council's tax relief strategies since 2009 have been focused on lowering the tax burden on residential property taxpayers by offering homestead exemptions, rather than through a tax rate reduction. For FY 2016, an additional 2%is included,which brings the total exemption to 12%. This reflects a CO philosophy of offering greater relief to Southlake residents as the commercial property tax base expands. For FY 2016, the owner of an average-valued residential property will enjoy a five and one-half cent tax rate reduction with the application of the 12% exemption. Revenue highlights. The proposed FY 2016 Annual Budget projects $40,759,805 in General Fund revenues, which is an increase of$1,705,236 or 4.4% from the FY 2015 Adopted Budget. The largest single revenue source in the proposed General Fund budget is the property tax. Staff is estimating $20,283,440 in property tax revenue, an estimated increase of$721,725 or 3.7% over the FY 2015 Adopted Budget. A portion of this increase is attributable to increased value and new construction added value of $277,762,121, as well as the tax dollars reallocated from the Debt Service Fund. The second largest revenue source for the General Fund is sales tax. Staff forecasts a 4.5% increase in sales tax revenue, due to the ongoing growth of the City's economy. Sales tax growth is shown on Figure 8. The City expects to collect $12,568,000 vy RA11 Cotiiw'nx1,uy in the General Fund for FY 2016. When reviewing the chart, please Effective Tax note that the City has levied Fiscal Year Tax Rate Rate Rollback Rate special purpose sales taxes for park 2015 $0.462 $0.447209 $0.530501 development, crime control, and 2016 $0.462 $0.430012 $0.486692 community enhancement. These O funds will be discussed later in this N. :Figure 7: Comparison of tax rate, effective tax rate, and rollback rate. letter. 1� 20 j WWW.CITYOFSOUTHLAKE.COM did J Financial Information 6•Fund Summaries - General Fund Franchise fees collected from ■GENERAL FUND -COMMUNITY ENHANCEMENT&DEVELOPMENT CORPORATION private utility companies operating in the City provide SOUTHLAKE PARKS DEVELOPMENT CORPORATION CRIME CONTROL&PREVENTION DISTRICT another source of General Fund $30,000,000 revenue, $3,184,914. Fine collections, another source of $25,000,000 revenue, are expected to remain flat compared to the FY 2015 $20,000,000 $ 69 $1 10 $1 ,00 budget. Total expected fine $1 24 revenue for the coming fiscal Q $15,000,000 49 year is $1,115,000. 111 $10,000,000 $ , 2;600 �G,571,836— $6,592,000 Another major revenue source 175 $4,718,718 $5,061,008 $5663 for the General Fund is permits $5,000,000 $6,670,oee— and fees charged for development $4,644,808 $4,724,779 $5,571,465 $6,516,603 $6,592,000 activities, participation in $_ $1,667,500 recreation programs, etc. The 2011 2012 2013 2014 2015' 2016** proposed budget anticipates FISCAL Yom` *Amended **Proposed $1,449,300 in revenue from Figure 8: Sales Tax Collection Trend this source in FY 2016. This represents a decrease of$33,000 or-2.2%over the projection included in the FY 2015 budget. Staff is estimating that 150 residential building permits will be issued during FY 2016,which is comparable to FY 2015 projections. Revenue from commercial permits is expected to remain relatively flat. Charges for services are estimated at $1,234,150. This represents a 1.4% decrease from the FY 2015 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 $855,000, an increase of 4.9% over last year. The proposed budget includes $70,000 in projected interest earnings. As previously noted, total General Fund revenue is PERMITS/FEES MISCELLANEOUS CHARGES FOR SERVICES� I 3.6%l 'l.l% 3.OR% INTEREST INCOME expected to increase by 4.4%o .SEs 0.2% 4 4 for FY 2016, recognizing the °%1 12% homestead exemption FRANCHISE TAXES '8% I and the reallocation of debt service tax dollars. Figure 9 shows the `An Vn9 A%TAX distribution of General Fund revenue sources. ( -----\ The General Fund also recognizes $1,655,955 that GENERAL FUNn SALES TAX will be transferred in from 30.8% the Utility Fund, Storm Water Utility Fund, Hotel Figure 9: General Fund Revenue by Source viiWWW.CITYOFSOUTHLAKE.COM TRANSMITTAL LETTER Financial Information eT Fund Summaries - General Fund Occupancy Tax Fund, Southlake Parks Development Corporation, Crime Control and Prevention GENERAL FUND EXPENDITURE HIGHLIGHTS District, and the new Community Enhancement and Development Corporation to cover indirect 1gh ight . - - Expenditure costs borne by the General Fund. Note the transfer is shown "below the line," meaning it is not shown 1.5% base pay as a revenue line item. However, these dollars are Pay adjustment adjustment, available for operating expenses, if needed. For FY Merit 2016, indirect charges are not needed to balance the General Fund budget. Therefore, the transfer will go straight to the budget's bottom line. Health insurance 5% rate increase Expenditure highlights. The General Fund accounts for all expenditure activity not specifically accounted Personnel for in other funds, such as the operational expenses Dependent care $150,180 for public safety, engineering, planning, finance, legal City contribution (All funds) and administrative oversight. FY 2016 proposed increase expenditures represent a 1.5% increase over the FY 2015 Adopted Budget. Traffic The following highlights capture key aspects of Management $28,846 proposed General Fund expenditures for FY 2016: Technician • Personnel. The City of Southlake is a service organization and the majority of operating expenses are related to labor costs. For FY 2016,approximately 70% of planned expenses are personnel-related. An explanation of some of these costs is provided as follows: o Compensation — The City Council adopted a new compensation system on August 6, 2013. The new system supports the City's strategic approach, provides for a financially sustainable model, and ensures a fair and predictable method of career progression and internal equity. The adopted compensation system establishes a defined labor market, market position, a pay structure, and plan for movement through the pay ranges. The City has established its compensation target at the 60`h percentile meaning that, on average, the City endeavors to pay better than 60% of the designated labor market. In FY 2015, the City adopted a compensation budget that recognized both cost of living adjustments and merit pay. For FY 2016,the budget proposal includes a cost of living adjustment of 1.5%and the possibility of merit adjustments (0-4%) based on the relative performance of employees. When compared with the FY 2015 budget, it is estimated that total wage/salary budget impact will be an increase of about 3.5%. 3 22 1 WWW.CITYOFSOUTHLAKE.COM , Financial Information e'r Fund Summaries - General Fund o Benefits — Changes proposed to the City's benefit program for FY 2016 are noted below: ■ 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 in participating cities. As a hybrid, defined benefit plan,TMRS members contribute at a designated rate toward their own retirement benefit. At retirement, the member's account balance (including credited interest) and employer matching contributions are used to calculate the member's retirement benefit. As of December 31, 2014, 860 municipalities in Texas have a retirement benefit plan administered by TMRS, including the City of Southlake, due to the plan's stability. No plan changes are proposed for FY 2016, although a proposal is included to strengthen the financial position of the City's retirement plan by decreasing the amortization period specified for the fund. The City enjoys a relatively low plan contribution rate at 12.39%, and a plan funded ratio of 88%. The individual plan is stable and well-funded. But, the amortization schedule — the period of time required to fully fund City liability — is currently at 30 years. Staff is proposing to reduce the amortization period to 25 years through a buy down, strengthening the financial position of the City's pension account. The cost of improving the plan amortization schedule is $37,613. ■ Health insurance. The City recently entered into a renewal agreement with United Healthcare for health insurance. Through negotiations, staff was able to decrease the proposed rate increase from 11% to 5%. No plan modifications were made. Other insurance products were renewed with no rate increases. For FY 2016, staff is proposing to increase the City-funded benefit to employees covering their dependents through the City's health insurance. Increasing the City's supplement will reduce the monthly premiums employees must pay for family coverage from $776.12 per month to $516.12 per month. The total cost of improving this benefit is estimated to be $130,560. This change addresses an ongoing concern related to recruitment and retention of high quality employees. When evaluating the level of benefits needed to be competitive within the City's labor market, it would be inappropriate to look at each individual benefit option separately because of the unique palette of benefits offered. A better analysis is to compare the cost of benefits as a percentage of payroll. The City of Southlake strives to offer benefits near or at the average of this ratio for the labor market, about 30%. For FY 2016, the City's projected benefit costs as a percentage of total payroll is 28%. 1 COMPENSATION AND BENEFIT STRATEGIES ARE ALIGNED TO THE CITY'S CORPORATE OBJEC IV OF "ATTRACT, DEVELOP AND RETAIN A SKILLED WORKFORCE" AND THE CRITICAL BUSINESS OUT M TO "BECOME AN EMPLOYER OF CHOICE." WWW.CITYOFSOUTHLAKE.COM lik& TRANSMITTAL LL1 I ER Financial Information 6 Fund Summaries - General Fund • Staff position. The FY 2016 proposed General Fund budget includes funds for one additional position, Traffic Management Technician. This position will support efforts to improve traffic flow within the City by overseeing the maintenance of the City's new traffic signals, including troubleshooting problems, and adjusting timing. Additionally, this position will be responsible for maintaining traffic signs and other traffic control devices. Planned for a mid-year start, the total cost of this position for FY 2016 is $26,845. This position is intended to address the most important concern raised in the last Citizen Satisfaction Survey: traffic congestion. Fund balance. The City of Southlake Fund Balance Policy, adopted in 1993, states that the "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 proposed budget reflects an undesignated General Fund balance of 25.99%of expenditures,which represents $9,344,865. This ending balance is set aside to provide funding in the event of an unanticipated economic downturn or other emergency. The fund balance of 25.99% represents the optimum balance defined in the City's policy. Excess revenue and unspent appropriation above the 25% level is set aside for critical, high-impact projects as a transfer to the Strategic Initiative Fund (SIF). Details about the transfer into the SIF and the use of these dollars can be found on page xx. 1 MAINTAINING A FUND BALANCE AT THE OPTIMUM LEVEL IDENTIFIED IN THE CITY'S POLICY ADDRESSES THE FOCUS AREA OF HIGH PERFORMANCE MANAGEMENT AND THE STRATEGIC CORPORATE OBJECTIVE 3 L OF "ACHIEVE FISCAL WELLNESS STANDARDS." DID YOU KNOW? Five homestead exemption initiatives have been approved by the City Council since 2009, including the addition of 2% for FY 2016. --,...,„„,,„„::: \ 0 ` 24 1 WWW.CITYOFSOUTHLAKE.COM Financial Information&Fund Summaries-Debt Service Fund DEBT SERVICE FUND The Debt Service Fund accumulates ad valorem tax dollars to pay for the annual portion of property tax- supported debt. Bonds are issued for capital projects, including public works infrastructure and facilities, for example. The debt service tax rate for FY 2016 will be reduced to $0.10, two cents less than the rate adopted for FY 2015. This reflects the reallocation of these tax rate pennies to the operating fund. The revenue generated will flow through the General Fund operating budget into the Strategic Initiative Fund to provide cash for capital improvement projects. This will allow us to proceed with the projects without having to issue additional debt. 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 2016, revenues are estimated at $5,902,470 with $5,882,470 coming from ad valorem taxes and $20,000 from interest income. Transfers into the fund are budgeted at $5,965,203 from the Tax Increment Finance District Fund, Storm Water Utility District, and Crime Control and Prevention District to pay the debt service for the bonds issued on each Districts' behalf. Total expenditures are proposed at $13,903,782 for annual principal and interest payments, as well as related administrative costs. The Debt Service Fund will end the current fiscal year with undesignated reserves of$7,316,403. The fund balance allows us to meet 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." 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 L AND MAINTAIN HIGH QUALITY PUBLIC ASSETS." is DID YOU KNOW? Property tax-supported debt has been reduced by 38% since 2003, in spite of ongoing infrastructure development. f - . . WWW.CITYOFSOUTHLAKE.COM ®,. TRANSMITTAL LEI IER Financial Information 6 Fund Summaries - Utility Fund UTILITY FUND U-ri►,rry Furan EXPENDITURE HIGHLIGHTS The Utility Fund,also known as the Water and Sewer Enterprise Fund,is used to account for the acquisition, Highlight tem Expenditure operation, and maintenance of Southlake's municipal 1.5% base pay water and sewer utility, supported primarily by user Pay adjustment adjustment, charges to utility customers. The fund accounts for Merit operational costs as well as debt service for utility system improvement bonds. The intent of this fund Health insurance 5% rate is for the direct beneficiaries to pay for all costs of the increase fund — including debt service — through fees levied Personnel Dependent care - $150,180 for the services provided. Utility Fund dollars are not City contribution (All funds) used to pay for general operations of the City. increase Environmental Please note that in FY 2016 we will pass through a Services Intern. $20,488 2.12% rate increase initiated by our wholesale water (put-time) ®o provider, the City of Fort Worth. The increase is effective October 1, 2015. Meter replacement $425,000 program Revenue Highlights. The Utility Fund revenues are projected at $24,936,760 for an increase of$969,860. Water rate This is a 4% increase when compared with the FY increase - City of $250,000 2015 Adopted Budget. Fort Worth Expenditure Highlights. Operations Sewer treatment cost increase - $40,000 Trinity River • Personnel. The Utility Fund includes Authority funding for the employees needed to manage and operate the City's utility system. This Contract services fund will cover itsportion of employee pay - high hazard p y $25,000. adjustments and the increases in benefit costs cross connection as described in the General Fund portion of inspections this letter. A part time Environmental Services Intern is proposed at a cost of$20,488. • Other highlights. Funding has been requested for equipment and facility improvements.A few highlights of supplemental requests for the Utility Fund are shown below and are specifically related to providing water, sewer, and/or garbage service. o Meter replacement program $425,000 o Water rate increase — City of Fort Worth $250,000 o Sewer treatment cost increase - $ 40,000 Trinity River Authority o Contract services High hazard cross connection inspections $ 25,000 .''''':''N 26 WWW.CITYOFSOUTHLAKE.COM TRANSMITTAL LET -T [ R FinancialInformation&FundSummaries-VehicleReplacement Total expenditures in the Utility Fund are proposed at $22,799,901, a 0.9% decrease from the FY 2015 Adopted Budget. Indirect charge/transfers. We have budgeted a transfer of$999,470 from the Utility Fund to the General Fund to cover indirect expenses and for payment of a franchise fee. Additionally, a transfer of$850,000 to provide cash for capital projects is planned. Fund balance. The FY 2016 Proposed Utility Fund budget provides 123 days of working capital. This exceeds the City's fund balance policy for the Utility Fund, which states that the "...goal shall be to maintain a fund balance of 60 days of working capital in the Utility Fund...with the optimum goal of 90 days of working capital." 11Q7 MOST OF THE ITEMS INCLUDED IN THE FY 2016 PROPOSED UTILITY FUND BUDGET ADDRESS THE FOCUS AREA OF INFRASTRUCTURE. L VEHICLE REPLACEMENT FUND VEHICLE REPLACEMENT FUND EXPENDITURE HIGHLIGHTS The Vehicle Replacement Fund accounts for the resources needed to manage the purchase of vehicles =_fig Ex I enditure for the City's fleet. The establishment and funding of the vehicle and heavy equipment replacementEquipment Fleet replacement $538,000 program was designed to even out expenses for the per schedule City's fleet from year to year, and provides a logical W method for purchasing and retiring vehicles. A five- ..: c]year purchase plan has been developed to detail future SOUTHLAKE 2030 capital investment needs. H �j •v. SUSTAINABILITY 5 //I MAS FER PLAN Revenue highlights. For FY 2016, we are planning a transfer from the General Fund to the Vehicle A S 1L Replacement Fund of$1,000,000. EFW3: FUND AND ADOPT ANNUAL CITY OPERATING BUDGET, CAPITAL PROJECTS AND Expenditure highlights. Expenditures are estimated EQUIPMENT THROUGH SOUND FINANCIAL at $538,000 to replace aging vehicles coming off-line. POLICIES. Fund balance. The projected ending fund balance is approximately $4,626,188 which provides adequate "THE VEHICLE REPLACMENT FUND SHOULD reserves for the program. MAINTAIN THREE YEARS OF RESERVES AS / IDENTIFIED IN REPLACEMENT SCHEDULE." THE FY zoi6 BUDGET PROPOSES A TRANSFER " FROM THE GENERAL FUND OF 81,000,000 TOWARDS THIS GOAL. WWW.CITYOFSOUTHLAKE.COM . io;; Financial Information eT' Fund Summaries - SPDC SOUTHLAKE PARKS DEVELOPMENT SPDC Fug) ExII:xnrrcnu: Hicdxl.icHrs CORPORATION FUND Highlight Item Expenditure The Southlake Parks Development Corporation - (SPDC), a citizen-approved non-profit development corporation established to develop and operate park 1.5% base pay and recreational facilities, uses a half-cent sales tax Pay adjustment adjustment, for all uses permitted by State law. The Operating Merit Fund is used to finance, develop and operate park and recreation facilities. The Debt Service Fund is used to account for financial resources needed toHealth insurance 5% rate pay long-term principal and interest costs on the increase bonds that provide the dollars for SPDC-approved improvements. The uses of this fund are restricted Personnel to those allowed by law and approved by the Board of Dependent care - $150,180 Directors. While the SPDC budget can and should City contribution (All funds) be used to support operational costs associated with increase the improvements, these funds may not be used to support the general operations of the City. Two Parks Maintenance $81,249 A five-year Capital Improvements Program (CIP) has Workers been established to support the implementation of the City's Southlake 2030 Parks, Recreation, Open Joint use Space and Community Facilities Master Plan. CIP facilities fees and $105,000 priorities are established as a joint effort between maintenance the Park and Recreation Board, Southlake Parks Development Corporation Board of Directors, and Internal park City Council. These groups have also worked jointly signage plan $60,000 to develop the operating budget for FY 2016. development/ Operations installation Developed park acreage has almost doubled since 2008. Contract services The Southlake 2030 Parks, Recreation, Open Space - landscape $557,000 and Community Facilities Master Plan shows an 85% maintenance increase in total park acreage over that identified in Contract services the 2025 plan. This growth has caused the Council - landscape $50,000 to work with the SPDC Board of Directors and Parks replacement and Recreation Board to begin transitioning certain program operating costs out of the General Fund and into the SPDC Operating Fund. Revenue highlights. The SPDC Operating Fund is projected to receive $6,670,000 in sales tax revenue, \ $153,8r6.in rental income, and $7,500 in interest earnings for total projected FY 2016 revenue of$6,831,316. This represents a projected 1.2% increase over the FY 2015 Adopted Budget. 28 WWW.CITYOFSOUTHLAKE.COM Financial Information 6 Fund Summaries - SPDC Expenditure highlights. Total expenditures for the Operating Fund are proposed at $1,134,546. This is SPDC Furan Exrl:Nim TURI-: HI(All Rai i 5 a 15.9% increase over the FY 2016 Adopted Budget. The Southlake Parks Development Corporation Highlight Expenditure Board of Directors, in partnership with the Southlake Parks and Recreation Board, approved the proposed Park system $60,000 operating budget at the August 6, 2015 joint meeting. signage The proposed FY 2016 budget includes $789,600 for Bob Jones operations and $190,946 for personnel, continuing Nature Center& $19,500 the move of selected maintenance expenses from the Preserve building General Fund to SPDC. This represents about 20% modifications of the current park maintenance costs. It is anticipated Field drag/ infield that over time additional costs will be transitioned to rake $13,500 SPDC. However, it will be critical to balance this approach with master plan implementation, capital Capital Special events costs, and fund balance levels. trailer $12,500 Below are highlights of proposed expenses for the Kubota utility fund: vehicle with $15,500 h draulic ram, • Personnel. SPDC funds all of the salary and benefits for the City's Construction Manager. Mower $14,500 All compensation and benefit adjustments previously mentioned will apply for this employee. Additionally, we are proposing the funding of two additional maintenance Top Dresser $18,500 :,,,, workers from the SPDC budget at a cost of $81,249. • Operations. Highlighted expenses are shown below: o Contract Services - $557,000 Landscape Maintenance o Contract Services - $ 50,000 Landscape Replacement Program • Capital. Highlighted expenses are shown below: o Park System Signage $ 60,000 l o Bob Jones Nature Center Building Modifications $ 19,500 o Field Drag/Infield Rake $ 13,500 a .., 4DWWW.CITYOFSOUTHLAKE.COM 4, TRANSMITTAL LETTER Financial Information &Fund Summaries - SPDC o Special Events Trailer $ 12,500 o Kubota Utility Vehicle $ 15,500 o Mower $ 14,500 o Top Dresser $ 18,500 Indirect charge/transfers. A transfer of$273,253 to the General Fund is planned for indirect charges. We are also planning to transfer $2,885,514 to debt service and $3,000,000 to the CIP. The Southlake Parks Development Corporation is also responsible for paying principal and interest on outstanding debt. For FY 2016, the SPDC Debt Service Fund will cover total expenditures of$2,888,014 for this purpose. Please see page 339 of this document to review the FY 2016 -2020 Capital Improvements Program including the Southlake Parks Development Corporation plan. Fund balance. The proposed ending fund balance for the SPDC Operating Fund will be $9,401,273. 1 INITIATIVES FUNDED THROUGH THE SOUTHLAKE PARKS DEVELOPMENT CORPORATION ADDRESS THE FOCUS AREA OF INFRASTRUCTURE AND THE STRATEGIC CORPORATE OBJECTIVE OF"PROVIDE ATTRACTIVE h._ AND UNIQUE SPACES FOR ENJOYMENT OF PERSONAL INTERESTS." 0 DID YOU KNOW? Since its inception in 1994, the SPDC Fund has collected over $68 million for park projects such as North Park, the Bicentennial Park improvements and the acquisition and development of Bob Jones Park. s J 3(1 { WWW.CITYOFSOUTHLAKE.COM 4 Financial Information &Fund Summaries - CCPD CRIME CONTROL AND PREVENTION CCPD FITNI Expi:NnlTu1 F: HIUHI.I(HTS DISTRICT FUND Highlight Expends e The half-cent sales tax collection to fund the Crime Control and Prevention District (CCPD) began in 1.5% base pay April 1998, with the first sales tax check received Pay adjustment adjustment, in June 1998. State law provides that a district's life Merit is limited to five years, unless voters continue the district by approval of a referendum. In February Personnel 5% rate 2002, Southlake voters approved the continuation of Health insurance the CCPD for 15 years, meaning the Fund is due to increase sunset in 2018 unless reauthorized by the voters. Dependent care - $150,180 City contribution (All funds) The use of district funds are defined by State law. increase In addition, Southlake voters reviewed general plans NETCO for the use of the funds when approving the sales (joint dispatch) $62,412 tax. The primary use of the Fund has been for one- time, non-recurring expenses related to public safety equipment facilities. Police body worn $27,210 cameras In May 2015, Southlake voters once again took action related to this sales tax, choosing to reallocate a three-eighths centportion from the Crime Control Equipment g Police dash $167,770 and Prevention District to the formation of new cameras sales tax district to fund recreational and economic development projects. (Approval of the new district provides the funding needed to construct and support Radio operations of the new community center, The Marq bidirectional $60,000 Southlake.) This leaves a one-eighth cent allocation amplifiers remaining for CCPD activities through sunset. Revenue highlights. For FY 2016, $1,667,500 is anticipated in sales tax collections for the District, along with $500 in interest income for total revenues DID YOU KNOW? of$1,668,000. This is a projected decrease of 74.7% over the FY 2015 Adopted Budget, reflecting Thanks to CCPD sales tax dollars, the reallocation of three-eighths of a cent to the 50% of the construction expenses for Community Enhancement and Development DPS North were paid with cash. The Corporation (CEDC). remainder was funded with 4-year bonds, the last of which will be paid off in 2017. , ',- Expenditure highlights.Total operating expenditures are proposed at $917,060 for FY 2016. Planned expenses for the operating budget were approved for funding by the Crime Control and Prevention District Board of Directors at their July 28, 2015 mee WWW.CITYOFSOUTHLAKE.COM •' TRANSMI 1 IAL LETTER Financial Information 6.Fund Summaries - CCPD Proposed operating fund expenditures include ongoing allocation of dollars for the School Resource Officer (SRO) program. Additionally, the following is proposed: • NETCO (joint dispatch) equipment $ 62,414 • Police body worn cameras $ 27,210 • Police dash cameras $167,770 • Radio bidirectional amplifiers $ 60,000 Indirect charge/transfers. A transfer of$66,720 to the General Fund is planned for an indirect charge. Also planned is a debt service transfer of$2,589,900 and a $1,200,000 transfer to the CIP. Fund balance. The ending fund balance for the CCPD Operating Fund is projected at $4,204,518. 1 THE BUDGET OF THE CRIME CONTROL AND PREVENTION DISTRICT SUPPORTS THE FOCUS AREA OF SAFETY & SECURITY AND THE STRATEGIC CORPORATE OBJECTIVE OF "ACHIEVE THE HIGHEST L. STANDARDS OF SAFETY AND SECURITY." i , k N''''''''\:--'1''''''''' P WWW.CITYOFSOUTHLAKE.COM V, , Financial Information 6.Fund Summaries - CEDC rCOMMUNITY ENHANCEMENT AND CEDC ExPrxnrrth1zr HI(JHI.RAI rS DEVELOPMENT CORPORATION IIIIIIIIIIIIIIIIIIIIIOIIPIIIPPNI In May 2015, Southlake voters overwhelmingly approved the reallocation of a portion of thePersonnel - pay 1.5% base pay Crime Control and Prevention Districtadjustment, adjustment (CCPD) half-cent sales tax for the purpose Merit of constructing and operating a recreation center through a Community Enhancement Personnel - health 5% rate and Development Corporation (CEDC). The insurance increase CCPD half-cent sales tax was reduced to a one-eighth cent tax, and the remaining three- Personnel dependent $150,180 eighths was reallocated to address recreational care - City contribution (All funds) and economic development needs for the City, increase as permitted by State law, through the CEDC. Personnel Banquet Specialist $63,709 The three-eighths cent tax to be collected for Banquet Captain (part- this district will be used to construct Phase 2 $25,649 time of The Marq Southlake. (Recall that Phase Banquet/Event 1 was funded using a combination of GeneralAttendant (part-time) $21,948 Fund and Southlake Parks Development Custodian $37,613 Corporation cash.) Office Assistant $41,215 The District funding will also be used to supplement the operating expenses for The Increase hours for part- $7,174 Marq Southlake (Phase 1 and 2) that are time Senior Center staff not recovered with facility and program fees. The Marq Phase 1 Finally, a portion of the funds will also be used Operations Operations $687,145 for economic development initiatives. The CEDC, which will be managed by a Eight passenger golf cart $15,000 seven member Board of Directors, will begin Capital collecting the sales tax in October 2015. There Point of sale and is no sunset provision for the Corporation. $42,500 This is a new fund for FY 2016. registration systems The CEDC Operating Fund highlights are shown as follows: Revenue highlights. For FY 2016, $5,002,500 is anticipated in sales tax collections for the District, along with $470,480 in charges for services. Staff projects $1,200 in interest income for total revenues of$5,474,18 i 1 WWW.CITYOFSOUTHLAKE.COM ‘,"---7::) TRANSMIfT TAL LT l ER Financial Information 6.Fund Summaries - CEDC Expenditure highlights. Highlights of planned expenditures for the CEDC Operating Fund are shown below: • Personnel. Several new staff positions are required to operate The Marq Southlake, including: o Banquet Specialist o Banquet Captain o Banquet/Event Attendant o Custodian o Office Assistant o Increased hours for PT Senior Center staff The CEDC budget will now also fund the positions that were added to the FY 2015 General Fund budget, including the Events and Hospitality Manager, Sales Specialist, and Special Events Coordinator. Personnel expenses for FY 2016 total $403,757. • Operations. Phase 1 of The Marq Southlake is scheduled to open in late 2015. As such, requests to fund the setup, opening, operations, and maintenance of the facility are included in the budget for a total cost of$687,145. This funding will cover operating costs such as marketing, contract services, supplies/ rentals, utilities, technology equipment and software, and other items that are needed to successfully offer high quality services and programs. • Capital. An eight passenger golf cart has been requested for use for the Senior Center and event operations at The Marq Southlake, with a projected cost of $15,000. Point of sale and registration systems are also included, at a combined cost of$42,500. Indirect charge/transfers. A transfer of$218,967 to the General Fund is planned for an indirect charge. Fund balance. The ending fund balance for the CEDC Fund is projected at $4,544,745. THE INITIAL FUNDING FOR THE OPERATION OF THE MARQ SOUTHLAKE SUPPORTS THE COUNCIL'S FOCUS AREAS OF QUALITY DEVELOPMENT AND INFRASTRUCTURE AND THE STRATEGIC CORPORATE L OBJECTIVE OF"PROVIDE ATTRACTIVE AND UNIQUE SPACES FOR THE ENJOYMENT OF PERSONAL INTERESTS." 34 WWW.CITYOFSOUTHLAKE.COM 41111 IRANSMITTAL LETTER Financial Information 6'Fund Summaries -ED Investment ECONOMIC DEVELOPMENT INVESTMENT ECONOMIC DEVELOPMENT INVESTMENT FUND FUND EXPENDITURE HIGHLIGHTS Highlight Item Expenditure The City's Southlake 2030 Economic Development and Tourism Master Plan includes a recommendation Economic to build an economic development investment fund. Development No planned n/a We are proposing to continue to implement this Investment Fund expenditures recommendation for FY 2016. Revenue highlights. For FY 2016, we are proposing to transfer $150,000 to this fund, as we work to build its balance for future use. Expenditure highlights. We are proposing no expenditures from this fund for FY 2016. Staff will be working with Council in the coming months to update the Economic Development and Tourism element of Southlake 2030 and will subsequently establish the necessary policies for the use of these funds to ensure support of the City's master plan and prudent investment for growing Southlake's economy. Fund balance. The ending fund balance will be $1,901,000. n riSOUTHLAKE 2,030 ECONOMIC DEVELOPMENT AND • r/ I • TOURISM MASTER • PLAN GOAL 4.3: ESTABLISH AN ECONOMIC DEVELOPMENT FUND. SOUTHLAKE SHOULD ESTABLISH A FUND TO USE TO ATTRACT AND RETAIN EMPLOYERS,AS WELL AS TO HELP RETAIN AND EXPAND EXISTING BUSINESSES. INITIALLY, THE ANNUAL ALLOCATION TO THE FUND SHOULD BE AT LEAST $150,000 AND, IDEALLY, WOULD INCREASE TO $250,000 PER YEAR ONCE TH EPROGRAM IS FIRMLY ESTABLISHED, LEADERSHIP IS IN PLACE,AND SUCCESSES ARE REALIZED. 7 ^� WWW.CITYOFSOUTHLAKE.COM `r�•_; TRANSMITTAL LETTE= R Financial Information 6 Fund Summaries - TIF TAX INCREMENT FINANCE DISTRICT TIF DISTRICT EXPENDITURE HIGHLIGHTS FUND Highlight Expenditure Tax Increment Reinvestment Zone (TIRZ) #1 or the Tax Increment Finance (TIF) District was created in 1997, with an effective beginning date of Transfer Debt service $3,180,765 January 1, 1998. It was designed to encourage quality commercial development in the City. Incremental values subsequent to January 1997 are taxed at the City's tax rate of$.462 per $100 of assessed value; however, 100% of the "captured" ad valorem revenues are utilized within the 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 (CISD) have agreed to participate at varying levels in the TIF District by assigning their ad valorem tax dollars as well. TIF District Fund uses are restricted. Revenues 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. Revenue highlights. The incremental value assigned to TIRZ#1 for the 2015 tax year is $375,450,283, which is an 8% increase from the valuation for the 2014 tax year. This translates into anticipated revenues for the TIF District Fund of$7,601,823, including interest income. Revenue projections include estimated CISD payments based on a three year average. Expenditure highlights. Total expenditures for FY 2016 are proposed at $4,358,190. These expenditures are attributable to CISD TIRZ#1 projects identified in the project and financing plan. Indirect charge/transfers. A transfer to the Debt Service Fund in the amount of$3,180,765 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 $4,074,382. THE ESTABLISHMENT OF TIRZ #I AND USE OF THE CAPTURED REVENUES FOR IMPROVEMENTS IN THE 11 DISTRICT SUPPORTS THE FOCUS AREA OF QUALITY DEVELOPMENT AND THE STRATEGIC CORPORATE OBJECTIVES OF "PROVIDING ATTRACTIVE AND UNIQUE SPACES FOR THE ENJOYMENT OF PERSONAL L INTERESTS" AND "ATTRACT AND KEEP TOP-TIER BUSINESSES TO DRIVE A DYNAMIC AND SUSTAINABLE ECONOMIC ENVIRONMENT." O i 36 j WWW.CITYOFSOUTHLAKE.COM Financial Information &Fund Summaries - Special Revenue SPECIAL REVENUE FUNDS SPECIAL REVENUE FUNDS EXPENDITURE HIGIIlicHTs The City of Southlake accounts for revenues and expenditures ofdedicated or special purpose funding in a number of special revenue funds as Bicentennial described below. Concession No planned expenditures n/a Personnelpay1.5% base pay - Bicentennial Concession.The proposed budget adjustment, includes this special revenue fund to account adjustment Merit for revenues and expenditures dedicated for Commercial Bicentennial Park use. These funds were Vehicle Personnel - health 5% rate derived from a contract with Coca-Cola, with Enforcement insurance increase uses restricted as specified by the contract. Fund Personnel - dependent The proposed budget reflects no revenues for care - City contribution $150,180 FY 2016 because the contract has expired. No increase (All funds) expenses are budgeted. The proposed budget 1.5% base pay anticipates an ending fund balance of$37,680. Personnel - pay adjustment, adjustment Merit Commercial Vehicle Enforcement Fund. State law requires that fines and forfeitures associated Personnel - health 5% rate with commercial vehicle enforcement activities insurance increase be segregated for accounting purposes. Court Security Therefore, a new fund was established for Personnel - dependent $150,180 FY 2013 as we began implementation of our care - City contribution (All funds) program. increase For FY 2016 we are proposing total revenues Compact x-ray machine $18,000 of $85,000. Expenses total $123,201. A General Fund transfer of $40,000 into this Court Twelve electronic citation $50,000 fund is projected. The ending fund balance is Technology writers projected to be $53,639. Town Hall maintenance $179,537 Court Security. This proposed budget includes Facility funds from the payment of fines and forfeitures. Maintenance Town Hall carpet $46,185 Use of these funds is restricted for court replacement on 3rd Floor security items, per State law. The proposedPersonnel- pay 1.5% base pay budget anticipates revenues of $32 700. The adjustment, g P adjustment beginning fund balance is $424,933. Proposed Merit expenditures of$85,504 are planned to enhance Hotel Personnel - health 5% rate the overall safety of the court with the use ofOccupancy Tax insurance increase security personnel, operations expenses, and Fund capital expenses of$18,000 for a compact x-ray Personnel - dependent $150,180 machine. The projected ending fund balance care - City contribution (All funds) e is $372,129. increase WWW.CITYOFSOUTHLAKE.COM 4110i TRANSMITTAL 1. 1� I I LIZ Financial Information cT'Fund Summaries - Special Revenue Court Technology. The proposed budget SPECIAL REVENUE FUNDS includes funds from the payment of fines and ExPExDrruRE HIGHLIGHTS forfeitures. Uses of these funds are restricted, per State law. The proposed budget anticipates revenues of $43,300. Proposed expenditures Shuttle Service $10,000 of$81,500 are planned including funding for enhancement projects to optimize the use of technology for municipal court, as shown below: Consumer incentive $10,000 Hotel program • Twelve electronic citation writers Occupancy Tax Fund Stars & Stripes $ 50,000 enhancements $17,500 The projected ending fund balance is$364,535. Transfer to CIP $200,000 Facility Maintenance Fund. The Strategic Library Defined by Initiative Fund (SIF) provided seed money Donations Special projects donor for this fund, an important element of our budget given the size and complexity of the Park Dedication Royal and Annie Smith- $80,000 City's facility infrastructure. For FY 2016 we Fees Park improvements will continue our practice of transferring SIF money into this fund, working to meet the Parks and Special projects $81,000 goal of holding 10% of the total value of the Recreation Fund City's physical plant in reserve. Public art programs and 60,500 services In FY 2016, we are proposing a transfer of Public Art Fund $1,500,000 from the SIF. The beginning Public sculpture $75 000 fund balance is $3,686,446. We anticipate program Phase 1 ' interest revenue of$4,000. Recycling Fund No planned expenditures n/a City staff currently manages over 800,000 square feet of facility infrastructure, including Personnel - pay 1.5% base pay the recently-opened DPS North Facility. adjustment adjustment, Much of the smaller daily maintenance efforts Merit of the facilities are absorbed into the various Red Light Personnel - health 5% rate operating budgets as appropriate. However, Camera insurance increase we recognize that it is important to have a Personnel - dependent $150,180 proactive maintenance program that addresses care - City contribution larger scale projects and that prudently plans increase (All funds) for the future as the facilities age. Ending Street Tree Program $10,000 fund balance is projected at $5,010,909. -----,` Tree maintenance $25,000 Reforestation Hotel-Occupancy Tax. The Hotel Occupancy Tax is authorized under the Texas Tax Code, City wide beautification $35,000 [N) hapter'351. The City of Southlake adopted program rdinance No. 769 in February 2000, levying a tax on koom receipts. The tax on rooms at 1 WWW.CITYOFSOUTHLAKE.COM Financial Information eT Fund Summaries - Special Revenue the Hilton Hotel in Town Square is providing S>>t:(inr. RI:v-I?vii: Ftrni)s the revenues to the City in this category. The Exvc I)rrtim: HR.'ii RAIrs first expenditures from this fund were made in i FY 2008. �. 1.5% base pay Use of these funds is restricted. Planned Personnel - pay adjustment; expenses must be authorized uses under the adjustment Merit Texas Tax Code, Chapter 351. ° Personnel - health 5% rate For FY 2016, revenues are estimated at Storm Water insurance increase $1,014,324. The operating budget currently Utility Fund Personnel - dependent $150,180 includes funding for the Marketing and care - City contribution (All funds) Tourism Manager, a Sales and Services increase Coordinator and a portion of the cost of the Economic Development/Tourism Director Transfer to CIP $1,470,000 and administrative support staff costs directly attributable to tourism. Total planned expenditures for this fund for FY 2016 are $677,821. Highlights include: • Shuttle service enhancement $ 10,000 • Consumer incentive program $ 10,000 • Stars & Stripes event enhancement $ 17,500 The indirect transfer to the General Fund is projected at $40,574. The budget also proposes a transfer of $152,149 to the Public Art Fund. Finally, we are proposing a transfer of$200,000 to the Capital Improvements Program for pre-development funds for Visitor Information Center implementation. Note that the Southlake 2030 Economic Development and Tourism Master Plan includes recommended actions for developing and operating a Visitor Information Center. The ending fund balance is projected at $1,147,355. This balance will carry forward for future initiatives to promote tourism in the City of Southlake. Hotel Occupancy Tax funds support the strategic focus area of Performance Management and Service Delivery, and the strategic corporate objective of"Enhance resident quality of life & business vitality through tourism." (B3) 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$3,992. Staff is anticipating approximately $10,000 in donations and the expenditures will be for library special projects, which are often defined by the donor. Ending fund balance is projected at $4,017. 7 Park Dedication Fees.This special revenue fund accounts for funds from park dedication fees on new de e metes Use of park dedication fees is restricted to park improvements and primarily used for capital expens FY 2016, $80,000 is budgeted for park improvements at Royal and Annie Smith Park. 0 WWW.CITYOFSOUTHLAKE.COM TRANSMITTAL_ LCT 1 E Financial Information 6Fund Summaries - Special Revenue The proposed budget reflects revenues of$30,000 in fees and $250 in interest earnings for total revenues of $30,250. The proposed budget anticipates a beginning fund balance of$367,402. The ending fund balance is projected to be $317,652. Parks and Recreation Fund. This fund accounts for sponsorships obtained by the Community Services Department. Such funds include event and other funds collected through the City's sponsorship program. Planned expenses in this fund are directed to enhancements to City special events, programs, athletic fields and parks for which sponsorships are granted. The funds received through sponsorships assist with offsetting enhanced services offered to the community. The proposed budget reflects revenues of$44,000 in donations and sponsorships and $200 in interest earnings for total revenues of$44,200. The proposed budget anticipates a beginning fund balance of$97,488. Expenses are estimated at $81,000 leaving the fund with a projected fund balance of$60,688. Public Art Fund.The Public Art Fund was established to account for funding that is available for the promotion, creation, installation, and/or maintenance 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. A master plan has been adopted to guide the City's art program. The Southlake Arts Council serves in an advisory role to the City Council for the use of these funds. The proposed budget shows $300 in interest income based on a beginning fund balance of$524,002. The law providing for the Hotel Occupancy Tax allows up to 15% of the revenues to be used for public art purposes. Because this source of funding comes in the form of a transfer, it is shown "below the line." For FY 2016 the transfer is estimated at $152,149. For FY 2016, expenditures are estimated at $135,500. The DID YOU KNOW? Public Art Fund will provide the source of support for the City's ongoing relationship with the APEX Arts League, Per a recommendation of the Southlake 2030 Arts Council — Northeast, and the Southlake Arts Council Public Art Master Plan, Phase 1 of a public by providing funding for various projects such as public sculpture program in Town Square will be art displays and event support. The budget also includes completed in FY 2016. This phase includes $75,000 funding for the proposed sculpture garden concept. the installation of one to two sculptures in Frank Edgar Cornish, IV Park The ending fund balance for the Public Art Fund is ❑p =�3A estimated at $540,951. Recycling Funds. The City's contract for solid waste services provides for an annual payment to the City of $6,000or a total projected revenue of $6,030 including interest. Note that the beginning fund balance is $40; 77' The proposed budget includes no planned expenditures for FY 2016. The ending fund balance is $46,707. 40 1 , WWW.CITYOFSOUTHLAKE.COM TRANSMITTAL LET 1 ER Financial Information 6-Fund Summaries - Special Revenue Red Light Camera Fund. In August 2008, the City of Southlake initiated a red light enforcement camera system. 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 runners and reducing serious vehicle collisions. The cameras are located at the following intersections: • FM 1709 at Pearson West Bound (installed 2008); • FM 1709 at Kimball East Bound (installed 2009); • FM 1709 at Carroll East Bound (installed 2009); • FM 1709 at Peytonville West Bound (installed 2009); and, • FM 1709 at Davis Boulevard (installed 2009/removed for construction 2015). The City of Southlake collects 50% of the gross revenue generated from the violations issued and collected 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 as a result of violations/citations issued must be used for traffic safety programs. Projected revenue for FY 2016 includes $367,100 in fines and forfeitures, and $200 interest income for total revenue of $367,300. This reflects a large decrease, due primarily to the removal of cameras as a part of construction projects. For FY 2016, we are proposing the use of a portion of these funds for capital items such as school zone flasher batteries and crosswalk maintenance. The beginning fund balance for the Red Light Camera Fund is $353,416. Ending fund balance for FY 2016 is projected at $340,556. pZi1 INITIATIVES ADDRESSED THROUGH THE RED LIGHT CAMERA FUND ADDRESS THE CITY'S "SAFETY AND SECURITY" Focus AREA. L 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$150 for total revenue of$5,150. It anticipates a beginning fund balance of$98,348. Expenditures are budgeted at $70,000 for FY 2016 for the street tree program and tree maintenance. pZi1 THE ACTIVITIES SUPPORTED BY THE REFORESTATION FUND SUPPORT THE COUNCILS DES E FOR-! QUALITY DEVELOPMENT BY ENSURING THAT THE NATURAL ENVIRONMENT IS PROTECTED AND PR E ED, L WHERE POSSIBLE, OR AT A MINIMUM REPLACED. THE ENDING FUND BALANCE IS PROJECTED 'T 33,4 WWW.CITYOFSOUTHLAKE.COM ®, TRANSMITTAL LETTER Financial Information 6'Fund Summaries - Special Revenue 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 finding O source for maintenance, repair, and construction of public 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 FY2016, total revenues for this fund are projected at $1,424,300 including$5,000 in interest earnings. This is an increase of 5.6%when compared to the FY 2015 Adopted Budget. Planned expenditures for FY 2016 total $407,575, including $120,045 in personnel expenses and $287,530 in operational costs. These costs include a storm water engineer(funded first in FY 2009), contract engineering services (surveying, etc.), contract labor for drainage projects, and materials — all budgeted to ensure that we are able to adequately manage and respond to identified public drainage issues. A transfer to the Debt Service Fund of$194,538 is planned, $56,972 to the General Fund for indirect charges, and a $1,470,000 transfer to the Capital Improvements Program for drainage projects, for total transfers of $1,721,510. The ending fund balance is projected at $1,125,872. The expenses are necessary to improve and maintain public drainage ways throughout the City. THE ACTIVITIES FUNDED THROUGH STORMWATER FEES DELIVER ON THE FOCUS AREA OF INFRASTRUCTURE, AND THE STRATEGIC CORPORATE OBJECTIVE OF "ACHIEVE BEST IN CLASS STATUS IN 3 ALL CITY DISCIPLINES." `0*.T', -'''''''''''' 0 dlii‘ WWW.CITYOFSOUTHLAKE.COM J Financial Information and Fund Summaries - SIF c STRATEGIC INITIATIVE FUND SII:\trek. I\1 11.ir1N r Eves Exl ENDI'I'URI,: HIGHLIGHTS At the end of each fiscal year, excess revenue and unspent appropriation becomes a part of the City's r Highlight Item Expenditu' fund balance,or reserves. This year's budget proposes Transfer $9,344,865 of current projected revenues will remain Infrastructure to Facility in the General Fund undesignated fund balance. Maintenance Maintenance $1,500,000 This will provide for reserves of 25.99% of operating Fund expenses to be used for unanticipated or emergency needs. This is the level deemed optimum under the Town Square City's fund balance policy. public space $300,000 enhancement ' When reserves exceed the optimum level, the projects excess is transferred to the Strategic Initiative Fund Southlake 2030: (SIF). Using excess reserves in this way provides Library Space $40,000 cash funding for needed projects without requiring Community Analysis (Tier 1) the City to borrow,money for them. Further, this Enhancement approach ensures that reserves are not used to balance Southlake 2030: the City's operating budget. Use of these funds is Organizational limited to one-time, non-recurring expenses. and Community $50,000 Technology Implemented in 2006, the SIF has been used for Master Plan infrastructure maintenance (City facility repairs and Development renovations), the Urban Design Study, Southlake CIP $6,500,000 2030 plan development, technology needs, and capital Transfer projects such as roads and sidewalks. We have also Town Hall been able to purchase needed public safety equipment security camera $102,307 such as fire ladder trucks,an ambulance, and a portion upgrades of the outdoor warning system. This fund has been a Capital valuable tool for funding high impact projects. Acquisition Self-contained breathing $275,000 Figure 10 (next page) shows the uses of the SIF apparatus Two mobile since its inception. outdoor warning $80,000 systems For FY 2016, we are proposing a transfer from the UtilityBilling Fund of$5,100,000.The beginning SIF fund balance is $7,450,606. For FY 2016, the following electronic $15,050 projects are proposed in each of the categories: communication DocuSign $25,500 Infrastructure Maintenance Funding. With current implementation assets exceeding 800,000 square feet, a preventative Technology maintenance and repair program is critical for proper Disaster recovery facility management. Recall that City Council infrastructure $108,550 previously funded a facilities manager in FY 2007 to enhancement oversee the program. Transparency $20,000 initiative ' WWW.CITYOFSOUTHLAKE.COM 43 TRANSMIIIAL LETTER Financial Information and Fund Summaries - SIF For FY 2016, we Technology are proposing that 7 7% $1,500,000 be transferred Capital Acquisition from the SIF to the Facility Maintenance Facility Projects Fund. The purpose of 1% this fund is to build capacity for fuure P � t �Facility Reserves maintenance projects 11% as we will have many needs to address as our facilities age. See pagem urban nesigniMaster 326 for details related toPlan Support 1°h the Facility Maintenance Fund. Public Art CIP Transfer Community 0.23% 67% Enhancement This is a proactive 3% initiative designed to build a reserve for the Figure 10: Strategic Initiative Fund Expenditures by Type, FY2006-2016 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 2016, community enhancement projects include: • Town Square Public Space Enhancement Projects $300,000 • Southlake 2030: Organizational and Community $ 50,000 Technology Master Plan Development • Southlake 2030: Library Space Analysis (Tier 1) $ 40,000 The Town Square Enhancement Program will primarily be focused on landscape and hardscape improvements for the environment, as well as Grand Avenue sidewalk rehabilitation and striping initiatives. Capital Acquisition Funding. The SIF is often used to provide cash funding for capital equipment or projects. For FY 2016 we are proposing to transfer $6,500,000 from the SIF to the Capital Improvements Program for the purpose of building infrastructure. This cash funding will eliminate the need for the City to issue bonds for General Fund CIP projects in FY 2016. Recall we used this approach in FY 2015 as well. This portion of the SIF also includes funds to purchase replacement self-contained breathing apparatus for $275,000,'Town Hall security camera upgrades for $102,307, and mobile outdoor warning systems for $80,000. 44 S l 1 WWW.CITYOFSOUTHLAKE.COM TRANSMITTAL LETTER Financial Information and Fund Summaries - SIF Technology. Approximately $168,600 has been budgeted in the SIF for technology enhancements. Budgeted expenses include an electronic communication tool to be used primarily by Utility Billing; implementation of an electronic sign program,increasing customer service and efficiency;disaster recovery infrastructure enhancements, and a transparency initiative. The total proposed expenditures for the Strategic Initiative Fund for FY 2016 are $1,015,907. Transfers to the CIP and Facility Maintenance Fund total $8,000,000. This leaves $3,542,699 or 28.2% of the available funds unallocated. Figure 11 shows SIF funds by type for FY 2016. Infrastructure Maintenance 12% Technology Unallocated Infrastructure 28% f1% Community _Enhancement 3% Capital Acquisition J 56% Figure 11: Strategic Initiative Fund Expenses by Category, FY2016 11.11111166 DID YOU KNOW? The Strategic Initiative Fund has transferred almost $36 million to the CIP since 2006, allowing the City to avoid borrowing money to fund numerous capital projects. WWW.CITYOFSOUTHLAKE.COM TRANSMITTAL LEI TER Financial Information 6 Fund Summaries - CIP CAPITAL IMPROVEMENTS PROGRAM The proposed FY 2016 to FY 2020 Capital Improvement Program (CIP) is also submitted for City Council's consideration. THE CIP SUPPORTS THE CITY OF SOUTHLAKE'S STRATEGY BECAUSE PROJECTS INCLUDED FOR FY zoi6 THROUGH FY 2020 "PROVIDE TRAVEL CONVENIENCE WITHIN THE CITY AND REGION", AND "PROVIDE ATTRACTIVE AND UNIQUE SPACES FOR ENJOYMENT OF PERSONAL INTERESTS". THE CIP IS ALSO AN "INVESTMENT OF CITY DOLLARS TO PROVIDE AND MAINTAIN HIGH QUALITY PUBLIC ASSETS." The CIP establishes a five 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 a value greater than $10,000. The first year (FY 2016) of the CIP 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 2017 through FY 2020) are approved for planning purposes 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 2015 to allow adequate time for the CIP to be developed in conjunction with the annual budget. By reviewing the CIP in conjunction with the budget, City Council will be able to evaluate capital needs as part of overall budget considerations. The review of CIP projects by the committee involved the following process. First, the CIP request forms are distributed to the appropriate departments. The request forms are subsequently completed by the responsible departments and submitted to the committee, which then begins the process of evaluating the various CIP project requests. The committee's role includes: 1. Reviewing the CIP project requests for accuracy. 2. Determining if projects can be consolidated in order to reduce project costs. 3. Scoring each CIP project request based on a standardized form. Once scored, the CIP project was ranked in the appropriate funding category (i.e., General Fund, Utility Fund, Storm Water Utility Fund, Impact Fee Funds, Red Light Camera Fund, Hotel Occupancy Tax Fund, Park Dedication Fee Fund, SPDC Fund, CEDC Fund, DID YOU KNOW? etc.) based on the score received. The resulting ranked project list was then reviewed by the committee to ensure that there were no obvious flaws in the ranking In FY 2016, the City will only issue debt system. for funding needed to construct The Marq Phase 2. The debt on this project The CIP Technical Committee then reviewed the will be repaid with voter-approved sales dollar amount available in each of the fund categories tax revenues. All other capital needs will 'N-for each of the next five fiscal years and recommended be cash funded, resulting in no new debt �p jectsto be funded in FY 2016 and the other four issuance of property tax supported debt ftt ure years, FY 2017 to FY 2020. for the upcoming fiscal year. 46 WWW.CITYOFSOUTHLAKE.COM TRANSMITTAL LETTER Financial Information &Fund Summaries - CIP Community Services SPDC Board Approval CIP Forms Distributed to Public Technical City Departments Works I* Committee Manager CCPD Board /V Approval DPS Y CITY COUNCIL Figure 12: Capital Improvements Program (CIP)Development and Approval Process Recommended projects were then reviewed by the City Manager's Office. The CIP process is illustrated graphically as Figure 12. The FY 2016 Capital Budget includes projects totaling approximately $48 million from all funding sources. A status report of our progress on these projects can be found on the City's website at 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 2016. A detailed listing of projects, with prior year funding, future funding requirements and a project description is included in this document on page 346. Note that individual project information sheets are also provided. These sheets indicate when the project has multiple sources of funding and the associated operating costs. DID YOU KNOW? Nearly 70% of the projects included in the FY 2016 Capital Budget address a Southlake 2030 1 recommendation. WWW.CITYOFSOUTHLAKE.COM i R l \ smil I .A [. LETTER Financial Information cT' Fund Summaries - CIP General Fund projects for FY 2016 total $6.5 million and include projects shown in the table below: FY 2016 CAPITAL BUDGET - GENERAL FUND 1.1.11111111MM. _ !! ! 1111 FM 1709 Deceleration Lanes at Byron Nelson and Southridge Lakes 41: $250,000 FM 1709 at Southlake Marketplace Improvements and Signalization ®p $300,000 Street Rehabilitation Required by Pavement Management Application ® $900,000 Kirkwood Boulevard Widening from Stockton Drive to Tyler Street rpi (RIF Companion) $800,000 Street Rehabilitation Participation Program $150,000 (Joint Project with Tarrant County) 11,c, SH 114 Bridges Repainting LID $600,000 AEL Southlake Hills Church Sidewalk Retaining Wall 4,❑. $300,000 Municipal Service Center $2,500,000 Y203V !LI DPS West Reconfiguration (CCPD Fund Companion) p $300,000 ,203. ti Tower Entry feature at Town Square and SH 114 ®.❑ $400,000 azo3� Utility Fund CIP for FY 2016 totals $850,000 and includes projects shown in the table below: FY 2016 CAPI"1AL BUDGET - UTILITY FUND Project 411111111111111Amoun Water System Improvements - Repainting Interior of Pearson Ground Storage Tan #1 and Repainting Exterior of Pearson Ground Storage Tank#2 $150,000 Sewer Line (15-inch) in Basin N-12 and N-12a (Crosses SH 114 to serve Milne $700,000 Tract, Forest Park Hospital, Summerplace and Chapel Downs) � I 48 WWW.CITYOFSOUTHLAKE.COM Financial Information &Fund Summaries - CIP 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 one Roadway Impact Fee Fund project for FY 2016 totals $200,000. FY 2016 CAPITAL Buix;t:-r - ROADWAY IMPACT FEE FUND 1111.1111M1 11111011111111111111111111111 Kirkwood Boulevard Widening from Stockton Drive to Tyler Street $ 200,000 (General Fund Companion) The Water Impact Fee Fund will fund projects totalling $2,350,000, including those shown in the table below: FY 2016 CAPITAL. BIJ Ci:T - WATER IMPACT FEE FUND 411111111.111 Amount . System Capacity Improvements (Water) - Future Projects $100,000 8-inch Waterline Upsizing along Whispering Lane and Whispering Dell Court $600,000 12-inch waterline along Union Church Road and Pearson Lane from ® $700 000 FM 1938 to FM 1709 MK! ' 12-inch waterline along East Dove Road from Estes Park to Winfield Estates 910 $300,000 NEW- 12-inch Waterline for Fuel Farm Fire Protection Improvements $650,000 The Sanitary Sewer Impact Fee Fund projects total $2,000,000, including the projects shown in the table below: FY 2016 CAPITAL Bunce:T - SANITARY SEWER IMPACT FEE FUND Sewer Line (12-inch) in Basin N-13 south of Burney Lane $600,000 Sewer Line (15-inch and 10-inch) in Basin N-13 along Emerald Circle RPM $700,000 System Capacity Improvements (Sewer) - Future Projects $100,000 8-inch Sewer Line along Market Loop and Commerce Street to Bank Street Lift $300,000 Station Sewer Main (8-inch) Upsizing to a 10-inch from Eagle Bend Drive/ Strathmore Drive $300,000 N. across Timarron Golf Course Creek e WWW.CITYOFSOUTHLAKE.COM 49 f r I IS \ \ S \11TTAL LETTER Financial Information er Fund Summaries - CIP The Storm Water Utility Fund capital budget includes project funding in the amount of$1,470,000, including the following projects: FY 2016 CAPITAL BUDGET - STORM WATER UTILITY FUND Pr U . Dove Creek at Dove Creek Trail AER $1,050,000 Summerplace Drainage Improvements $70,000 Kirkwood Branch at White Chapel Road/ South Kirkwood Branch at ®o $350 000 White Chapel Road ' The Crime Control and Prevention District Fund capital budget includes $1,200,000 to reconfigure the DPS West building. FY 2016 CAPITAL BUDGET - CRIME CONTROL AND PREVENTION DISTRICT FUND • f ount DPS West Reconfiguration ®� g ��� $ 1,200,000 The Hotel Occupancy Tax Fund capital budget provides funding in the amount of$200,000 to supplement the set-aside for the Southlake Visitor's Information Center. FY 2016 CAPITAL BUDGET - HOTEL OCCUPANCY TAX FUND " Southlake Visitor's Information Center 'moo $200,000 The Community Enhancement and Development Corporation capital budget allocates $30,291,000 to establish the project fund for The Marq Southlake, Phase 2. Note that $2,000,000 prior funding is available for this project as well. FY 2016 CAPITAL BUDGET - COMMUNITY ENHANCEMENT AND DEVELOPMENT CORPORATION FUND Project The Marq - Phase 2 j -,in $30,291,000 021130 50 WWW.CITYOFSOUTHLAKE.COM .I K ANSM1TTAL LLTTLR Financial Information &Fund Summaries - CIP The Southlake Parks Development Corporation capital budget provides $3,000,000 for the ongoing design and development of Bicentennial Park, Phase 3. FY 2016 CAPITAI. BUDGET - SOUTHLAKE PARKS DEVELOPMENT CORPORATION 11,111.1r- Bicentennial Park Phase III30 $3,000,000 Figure 13 shows how the FY 2016 Capital Budget is allocated by type. COMMUNITY SIDEWALKS&TRAILS ENHANCEMENT 1% 2% WATER STORM WATER 5% 3% SEWER 6% Ii,000.40604,06(ROADS 5% _PARKS 6% FACILITIES 72% Figure 13: FY2016 Capital Improvements Program -Allocation by Project Type The five year plan does not address all identified projects. There are approximately $100 million in needed projects that are shown as unfunded in this CIP, most of which are projects identified in the Southlake 2030 Parks, Recreation, Open Space and Community Facilities Master Plan. y \ WWW.CITYOFSOUTHLAKE.COM ' TRANSMI I IAL LETTER Summary SUMMARY The FY 2016 Proposed Budget has been developed with the City's strategic goals in mind and implements many of the Tier 1 recommendations of Southlake 2030. It provides for high quality service delivery for ongoing programs and services, and expands services to ensure the safety and security of the community. It implements initiatives to provide for long-term financial sustainability. The staff is looking forward to beginning the new fiscal year with its new opportunities. Respectfully submitted, S4ta RI, ifeetieliteeMt Shana K. Yelverton City Manager 0 ----).--"\ 0 -,,,,,,,,77)) mWWW.CITYOFSOUTHLAKE.COM 1 TRANSMITTAL LETTER Summary • • WWW.CITYOFSOUTHLAKE.COM TR ANS1\41 I I \ L LETTER Summary 54 WWW.CITYOFSOUTHLAKE.COM 4 t'';',1' Jt: ° :,,s r 'r* :.,,,. W ° = Z U Z € W 0 W rl f • r P , j"k y to . ;.. D Z .< Y: i0 - 4 F « s Z v7 {' Z c� Z W Z �oce .. ,, ,,,,• .., .. .. 0 m w o0 • (,) i < . , .... , ,. , , :,., , ,. ,_ •, _ ,.. ., :;_.. u_. .„ .. U . . .... , „., m Z . .. --, u_, .. _ . , ,A4 / : v) 0 . ,. ,„ ., . „,...... ca . ... „. . . ,, . ..,, , 3 CD Ff y q , 111 #' `� 3 a coZ W 4eR c) ,,..„,, ,, :,..,. „,.., ,.,.... ,,,,,,„„,„..,. _.,„„„e40,1 sdt� n�k it T' `. w w t ,,, Z O WI 0 tri i U Z CNI 5 ,< '.' 'A# P }S ' 0 W , •444i > 1 O `i F J .t W �� to r i {p',S. 1 CO LIL Lam.. r Y tri ar s k r t! Vtii-LfcZ 0 0 > m t }i "�,,,..ii ,.0 l';.,'''1,',,'•',4-4-i.4;-.4!,..:4, r- rn • Asn Q• Z m ww r a ��t .' #r w w 1— CZ b er�� 2F Y F lc` .' ° i .q -.wer, Z 0 T �. ! w a_ �jr,N Lel ,'fir ('n__R�jj7�",�Y '•�,f” i4 ...:i.-..T.,1;:',1'':. N . _ amm (��4p ( F � I! 1 .., .„, ` Z btu i F'.571''.''i.4"1::'.."- ,-., ;� lY Lu eL U i 00 + r+ P id+, _ w 4t ~ ''=°�t f QEF ,;7 ti' N BLIDCi1 1 101 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, 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 '4") 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 formal 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 (SMS) and make any changes necessary to ensure that the strategy still aligns with City Council and citizen priorities. To read more about the SMS, see the Strategic Direction section. 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 its own plan,and it has been approved by the City Manager,staff prepares their departmental 'D budget requests which are also submitted to and reviewed by the City Manager. For more information about the City's structure, see the organizational chart (opposite). The Charter of the City of Southlake mandates 4Y- 2o16 BUDGET CALENDAR that a proposed budget be filed by the City Manager with the City Secretary's Office no later than August - ANUARY 20, zo15 CITY COUNCIL - 15th for the new fiscal year beginning October 1. .,\ STRATEGY WORK SESSION Following filing, the City Council begins their review leading up to budget adoption in September. FEBRUARY zo, 2015 STAFF BUDGET KICK-OFF When filed with the City Secretary's Office on ionaE-5, 2015 DEPARTMENTAL BUDGETS DUE August 15th, the budget presents in summary form AUGUST 6, 2015 CITY COUNCIL BUDGET PREVIEW the revenues and expenditures from each of the City's funds. From there it is discussed during City AUGUST 15, 2015 CITY MANAGER FILES BUDGET Council work sessions and then formally presented AUGUST 18, 2A15 CITY COUNCIL WORK SESSION by staff during public hearings at regularly scheduled GitY Council meetings. AUGUST 25, 2,015 CITY COUNCIL WORK SESSION The p mess leading to the budget adoption is SEPTEMBER I, 2o15 CITY COUNCIL WORK SESSION anticipatory and includes a communications plan 1ST READING AND PUBLIC HEARING \ that encourages input from citizens, boards and SEPTEMBER 15, 2015 CITY COUNCIL 2ND READING \ \con m1ssions,Citydepartments,and the CityCouncil. AND PUBLIC HEARING / WWW.CITYOFSOUTHLAKE.COM J CITY OF SOUTHLAKE ORGANIZATIONAL CHART SOUTHLAKE CITIZENS MAYOR AND CITY COUNCIL r r CITY MANAGER 1 I I I CITY ATTORNEY CITY SECRETARY MUNICIPAL JUDGE ASSISTANT I ASSISTANT CITY MANAGER CITY MANAGER I I I I COMMUNITY FIRE SERVICES CITY MANAGER'S INFORMATION SERVICES OFFICE TECHNOLOGY / - POLICE SERVICES HUMAN FINANCE RESOURCES LIIIIIIMINIIIIIIIIIIIIIIII I I ECONOMIC DEVELOPMENT & PLANNING & PUBLIC WORKS TOURISM DEVELOPMENT 7 I' WWW.CITYOFSOUTHLAKE.COM z>® BUDGET 101 The communications plan includes: • Public hearings; • Live, 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 Adopted budgets through the Southlake Public Library system; and, • Internet access to all budget documents and videos of public meetings 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 Development Corporation Fund, Crime Control&Prevention District Fund and Tax Increment Finance 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. 0 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, if necessary, are evaluated and processed each year and presented to City Council for review and approval. 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 its review of the submitted budgets, the City Manager's Office not only considers any new base budget numbers but also any supplemental requests recommended by the executive team. This process prevents incremental budget "creep," requiring departments to justify their supplemental requests each year,rather than embedding them in line items where they are not easily identified. Supplemental requests for each department are brought forth by department directors, then the executive tea '' of directors reviews and ranks the requests according to a set of criteria, prioritizing those requests most essential for m `ng the City's strategic objectives. This allows all departments to weigh the needs across the City as a whole and resent those requests that bring the greatest benefit to the community. The overall process allows the City Manager's Oto review the budget more thoroughly before it is submitted to City Council. 3 L' ' WWW.CITYOFSOUTHLAKE.COM ;;.' .1 Multiyear Planning Multiyear planning is a key component of Southlake's financial principles (see FINANCIAL PRINCIPLES Figure 1 at right). In fact, without proper planning in this area, the remaining financial principles would be unattainable. To ensure multiyear sustainability, the Southlake City Council worked with staff to adopt a Sustainability Plan as STEADY TAX RATE an element of the Southlake 2030 Comprehensive Plan. This element includes a section related to "Economic/Fiscal Wellness" that identifies three priorities TAXPAYER RELIEF (Figure 2 below; also see Appendix to read plan). STRONG NET REVENUES With these priorities in mind, the City approaches multiyear planning from two perspectives: Revenue and Expenditures. First, as it relates to revenue, OPTIMUM FUND BALANCES effective economic analysis is essential to accurate forecasting. Various data on local economic information is used when projecting revenues for the budget. LIMITED EXPENDITURE GROWTH This data includes economic indicators such as interest rates, wages, health care costs, consumer spending, and housing and commercial growth. The data MULTIYEAR SUSTAINABILITY gathered from these sources are "shocked" to develop best, medium and worst- case financial scenarios for stronger current budget decisions. AAA BOND RATING MAINTENANCE On the expenditures side, the operational impact of projects and programs have been identified and incorporated into the budget and a multi-year analysis has been CASH FUNDING / STRATEGIC completed to confirm the sustainability of the budget over time. The City also MANAGEMENT OF DEBT utilizes a financial trend monitoring system that focuses on key financial health indicators that are not only reviewed as a part of the budget process but are also used Figure 1: Financial Principles 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 section. rorm SOUTHLAKE 2030 SUSTAINABILITY PLAN — ECONOMIC/FISCAL WELLNESS PRIORITIES • • EFW 1 : APPLY SOUND FINANCIAL POLICIES TO THE CITY'S BUDGET BY EFW2: APPLY DEBT EFW3: FUND AND ADOPT MAINTAINING STRUCTURAL BALANCE, ANNUAL CITY OPERATING BUDGET, MANAGEMENT STRATEGIES TO THE STRONG RESERVES, CONSERVATIVECAPITAL PROJECTS AND EQUIPMENT CITY'S BUDGETING BUDGETING, EFFECTIVE ECONOMIC THROUGH SOUND FINANCIAL ANALYSIS AND UNDERSTANDING THE POLICIES 'UE COST OF DOING BUSINESS INNOMMONNMEMMIIIIMINIMIr Figure 2: Economic/Fiscal Wellness Priorities identified in the Southlake 2030 Sustainability Plan WWW.CITYOFSOUTHLAKE.COM 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 51 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), the Community Enhancement and Development Corporation (CEDC), and the Southlake Parks Development Corporation (SPDC). These three units of the City of Southlake were voted on by the residents, but state law determines how that money is spent. The City can only use it for the purposes outlined in the original referendum presented to the voters, so the separate funds were set up 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 51 funds. As a result, reporting revenues and expenses for the City of Southlake includes 51 miniature financial statements in addition to a Citywide 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. • Strategic Initiative Fund: This fund was created in 2006 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 aintenance, community enhancement, technology and capital acquisition. �• Economic Development Investment Fund: The Southlake 2030 Economic Development & Tourism Strategic Plan includes the following as recommendation 4.3: "Southlake should establish a fund to use to attract and retain employers, as well as to help retain and expand 60 /j WWW.CITYOFSOUTHLAKE.COM CITY OF SOUTHLAKE FUND STRUCTURE CHART CITY OF SOUTHLAKE BUDGETED FUNDS GOVERNMENTAL PROPRIETARY FUNDS FUNDS SPECIAL - ENTERPRISE REVENUE FUNDS FUND --Bicentennial Concessions J GENERAL --Commercial Vehicle FUND Enforcement --Community Enhancement UTILITY and Development -- Strategic Initiative Fund Corporation --Economic Development FUND --Court Security Investment Fund --Court Technology --Crime Control& Prevention District - Facility Maintenance DEBT SERVICE Reserve INTERNAL --Hotel Occupancy Tax FUNDS --Library Donations SERVICE FUND --Park Dedication Fee --Parks&Recreation -- Debt Service Fund --Southlake Parks Development I--Vehicle Replacement Fund --Public Art Corporation Debt Service --Recycling --Red Light Camera --Reforestation --Southlake Parks Development Corporation -- Storm Water Utility --Tax Increment Finance r i4 WWW.CITYOFSOUTHLAKE.COM 61 BLIDC11 . 1 101 existing businesses." This fund was created in 2013 for that purpose. • 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 solid waste 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. • 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. • 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 ten 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. • Special Revenue Funds: These funds are general government funds where the source of revenue is dedicated to a specific purpose: • 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. • Commercial Vehicle Enforcement This fund accounts for fines collected from commercial vehicle violations. Use of these funds is restricted for commercial vehicle enforcement, per State law. • Community Enhancement and Development Corporation The Community Enhancement and Development Corporation was formed when Southlake voters approved the special levy of a 3/8 cent sales tax in 2015. The funds are dedicated toward the construction of Phase II of The Marq Southlake, a community events and recreation facility. Funds will also be used to support operational expenses related to The Marq as well as special economic development projects. • 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 the purchase of court security items, per State law. • Court Technology 4 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. \ `t 6Z ) WWW CITYOFSOUTHLAKE.COM • 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 and in May 2015, voters approved the reduction of the sales tax to 1/8 cent. This fund has been used to build facilities for and support the Department of Public Safety. This fund also supports the City's School Resource Officer Program. • 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 (SIF) 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 the upcoming fiscal year, we will continue our practice of transferring SIF money into this fund, but we are also budgeting 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. 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. • Parks and Recreation Fund This fund accounts for resources restricted for use by the Community Services Department. Such funds include event and other sponsorship funds collected through the City's sponsorship program. • 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 fines collected from violations issued from the City'sg red light enforcement camera syjtem. Funds collected by the City of Southlake as a result of violations/citations issued must be used for t a is sa ety programs, per State law. §µ' 63 WWW.CITYOFSOUTHLAKE.COM BUDGET 101 • Reforestation This fund accounts for monies derived from assessments related to the tree preservation ordinance and policies. 0 • 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 toward the acquisition and development of Southlake's park land.The specific projects are identified in the City's Capital Improvements Program (CIP). State law permits these funds to be used for operational costs, as well as capital 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 $8 per month for each dwelling unit that is on the property. Fees for non-residential properties are calculated individually in proportion to each property's storm water runoff potential. • Tax Increment Finance District Tax Increment Reinvestment Zone (TIRZ) Number One or the Tax Increment Finance (TIF) District was created in 1997,with an effective beginning date of January 1, 1998 to encourage quality commercial development in the City. Incremental values subsequent to January 1997 are taxed at the City's tax rate of$.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, 3 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). 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. ___,,,i,,,,,,,, 0 64 wwwCITYOFSOUTHLAKE.COM 41111. FY 2016 PROPOSED BUDGET _„...•.„..„,., , .�'`;r", ..•.--„.:...„...„.,„,, _ .ar. ::;,yam t S v i :asp a.. CITY PROFILE „.......,..„.„..,, ,.::':7---,'„, •„,. .,., . ir t • T`! - T1 r 5Wc�. le..i s THIS SECTION PRESENTS AN INFORMATIVE OVERVIEW OF SOUTHLAKE. 0 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. CITY PROFILE CITY OF SOLITHLAKE ORGANI/ATIOVAL CHART SOUTHLAKE CITIZENS MAYOR AND CITY COUNCIL r r CITY MANAGER 1 CITY ATTORNEY CITY SECRETARY MUNICIPAL NUDGE ASSISTANT ASSISTANT CITY MANAGER CITY MANAGER 1 I I I COMMUNITY FIRE SERVICES CITY MANAGER'S INFORMATION SERVICES OFFICE TECHNOLOGY 1.-- I I POLICE SERVICES HUMAN FINANCE RESOURCES I I ECONOMIC DEVELOPMENT & PLANNING & PUBLIC WORKS TOURISM DEVELOPMENT 0 :: ‘- 66 iWWW.CITYOFSOUTHLAKE.COM CITY PROFILE f.f,f ..,.: , :, r, lam` .eat 1 ' . { Mayor Laura Hill Alt -) ....„..,i14, 1‘ Place i Place z Shahid Shafi Shawn McCaskill ft,' 3 e r SOUTHLAKE ii t iti CITY COUNCIL „,„ 1 Deputy Mayor Pro Tern/ Mayor Pro Tern/ Place 3 Place 4 Brandon Bledsoe Randy Williamson F fit k /47 Place S Place 6 John Huffman Gary Fawks lk,WWW.CITYOFSOUTHLAKE.COM 67 I I l PROFILE Incorporated in 1956, the City of Southlake has developed a reputation for excellence in all facets of life and business. From master-planned neighborhoods and exemplary public schools to nationally renowned businesses and award-winning mixed-use developments, Southlake has become synonymous with first-class development and quality of life. Southlake has consistently been ranked as one of the best places to live by D Magazine and Fort Worth Magazine. The Dallas Business Journal reported on a 2012 quality of life study by On Numbers in which Southlake was listed as the top DFW city and third among 1,145 cities throughout the southern United States. In 2015, the Dallas Morning News reported Southlake as one of the top ten Best Neighborhoods in DFW. Southlake is predominantly served by Carroll ISD, consistently rated for excellence in academics by the Texas Education Agency. Enrollment at the school's 11 campuses is just under 8,000 students—97 percent of which will enroll in college. Equally exceptional in athletics and extra-curricular activities, the Southlake Carroll Dragons have gained a national reputation for all-around excellence. ..NN `� L 1DENTON ., '+ t INONC NOA `4Y PAAII WELL ..,, 3PIARWICH - SOUTHLAKE .mac NO � TROPHY ® �` CLUB `p �I a '''' MEN CWASE GElE,,,,, : L 070 Fr T'',• 1.110f MY GUM C. T !R. YL RRI I v. AE � GRAPEVINE LAKE �ESTLAKE eop,L. ra0 ChA1A x AM �"� � f ‘.I CIRCLET RANCH 1114'I,/....IIS 5.I."A Illrelli "` RD MD 'fr +.E ® 60 , % EOLER�+- ! n sCAaILLON t FORT WORTH ARLINGTON DALLAS 4I 'e 'AI ` N /� (� _T. n Maida �`. a1LY7 f w p!R7a��RO RI IUD. 4G::r: 3',, CA.. -- 'tall ;MPK »n'i ?. Hh3 OLIOiOR E' ' SOUTHLAI<E ...IL.' sr.r - "/ . ^•- a. 315:1"1 GRAPEVINE - :,.L . TANK ! LAKENORTH a _ ♦6 - LLBIvd. TIMARRON - Ellp .... n � GW UQaT� � '�'�- _" .. e1 -'1 T�Cw ,e,,, .ti (.5 ._ • _ ' r,.1',',7. t h VO i ! I •_• . I 4- ! " iit(COLLEYVILLE HotkonacPaL-- - DIFW INTERNATIONAL AIRPORT U i941."' ' . i t w , `�j L_, it i ix 7` ,, c .`i i` = • .ASE �•f \ .. V.V./7' Ff I _. VILLAGE' 7= s b• d?i o. YATT ,. yP fld - { , {{ 'Fr .. .! na^QE lIILOa`Tflr1G i- ,� - 164, F c amr,7,%4. - ,:.N""!..'W — TOWN 1 LLS t : ' C LL - -\'-• \ _ - y aNA O :.%NORTH 11°.Ne G �„f' + H �II _I p - - I { RICHLAND G j: ` xt as _-_ 5 .,1�_ HILLS i�uy -r 1. BEDFORD EULESS -- -' 1 t I I ' 't IN I a w LIIL pIA hE k,,,,,, E � AN1tNANNT � - '.44-, '`{N,�ts' f .m`:11 Viii f • TA�EaHNG., —__`GCEIQT �r _ _. 2 68 WWW.CITYOFSOUTHLAKE.COM 1 In addition to stellar school systems, residents and businesses have come to enjoy the many shopping and dining opportunities developed in recent years. At the heart of both community and commerce is Southlake Town Square. The internationally acclaimed mixed-use development includes a wide variety of upscale shopping and dining options and a vibrant mix of professional service providers. Town Square also plays host to a popular mix of community gatherings. The annual Art in the Square draws artists and visitors from around the globe, Oktoberfest rings in the fall, Stars and Stripes celebrates patriotism with style while Home for the Holidays evokes the spirit of a Norman Rockwell painting. Businesses from many industries including healthcare, hospitality, legal and financial services have come together to make Southlake a full-service business community for all of north central Texas. With approximately 3,600 employees, Sabre, home of Travelocity.com is the city's largest employer and Verizon Wireless'Network Control Center takes advantage of high-tech infrastructure to manage all wireless communications west of the Mississippi River from its Southlake location. LOCATION Pacific General Standard Mountain Central Standard Standard Eastern • Central Time Zone Time Time • 5 miles west of DFW Airport Time Standard Time • 8 miles east of Fort Worth Alliance Airport iii411110 �.�-. - - 1� • Approximately 19 miles from downtown Dallas I. i & Fort Worth araljilliii"IllignelikLoil �� From DFW in-flight times: 74 ilia! , • 2.00 Hours to Chicago 011J• • 0.50 Hours to Houston 4111114 P tillfr • 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 incorpoate.(The---- original Town of Southlake contained 1.62 square miles, had a population of just over 100 and was located be en M 1709 and SH 114 (both two-lane roads) and near the intersection of Carroll Avenue. "Southlake"was chosen o amen suggested by its residents. WWW.CITYOFSOUTHLAKE.COM C9 r 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 0 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 Southlake what it is today: a premier community in which to live, work and play. HISTORICAL MARKERS IN SOUTHLAKE: • Absalom H. Chivers Cemetery, near SH 114 & Carroll Avenue, 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 FUTURE0 The preservation of the past and an eyeA h._ towards the future is the foundation of the City's commitment to master planning.More than forty years after the first master plan was 40 E _'not..t adopted, the latest version titled Southlake 2030 is complete, and includes elements for 1 Land Use, Mobility, Economic Development 4 g --?�\ . , - and Tourism, Water and Sewer, Water . . _ �;� ' . . ...„: ,, Conservation, Parks, Community Facilities, '>4::, . , ' , r and Sustainability. `�!�' . '^ , �� it - : . >2. 0 F.: This plan is now the `° , .. �.r".. �= f Jblueprint in preserving i " Ill, 1> .; F i' Southlake's tradition of high- g ',Ip,q i- ���j'i D �1 I quality living with small- " .,,i!-- Y 2030 town charm. j I \NN''',...,...........\.: WS ey,1001 6" �y 70 / WWW.CITYOFSOUTHLAKE.COM SOUTHLAKE, TEXAS: AT-A-GLANCE THE CITY OF SOUTHLAKE, TEXAS LABOR FORCE &ECONOMIC BASE • Websites: • Labor pool ages 20-64: --CityofSouthlake.com --Within 5 miles of Southlake: 60,852 --MySouthlakeNews.com --Within 10 miles of Southlake: 252,266 --VisitSouthlakeTexas.com --Within 20 miles of Southlake: 1,388,352 • 22.5 square miles • Employment by occupation: • Located in the heart of the DFW Metroplex -- 30.65% Managerial/Professional • Centrally located between DFW International Airport -- 11.22% Service Occupations (5 miles east) and Fort Worth Alliance Airport (8 -- 28.69% Sales & Office miles west) -- 15.25% Construction/Maintenance -- 12.19% Production/Transportation DEMOGRAPHICS • Over 1,400 businesses and non-profit organizations • 2016 population projection of 28,868 • Over 9.85 million square feet of commercial • Projected build-out of 34,188 • Texas is a"Right-to-Work" state • Population by age: • Texas has no state personal income tax --Under 10 years 14% --20-64 years 57% --65 years and older 7% TRANSPORTATION • 2014 average people per household of 3.22 • Major highways are SH 114, FM 1938, and FM 1709 • 2014 median household income of$173,088 • SH 114 connects to I-35W and I-35E • 2014 average home sales price of$686,208 • Airports: • 68% of residents 25 years and older have a bachelor's DFW International - DFWAirport.com degree or higher --Third busiest passenger airport in the world, over 60M passengers in 2014 FINANCIAL STATUS --Generates $31.6B annually for North Texas • City Bond Ratings economy --"AAA" from Standard and Poor's --Every major city in the continental United States --"AAA" from Fitch IBCA can be accessed within four hours • 8.25% total sales tax rate - includes 0.5% for parks --Home to American Airlines hub and 0.5% for crime control district Fort Worth Alliance Airport - AllianceAirport.com --The nation's first industrial airport To EMPLOYERS --Provides over 40,000 area jobs • Sabre Holdings - 3,600 Employees --Part of an 18,000-acre mixed-use, master planned • Carroll ISD - 1,100 Employees development • Verizon Wireless - 750 Employees --Houses more than 400 companies • Central Market - 400 Employees • City of Southlake - 379 Employees TOP NON-RESIDENTIAL TAXPAYERS • Verizon Wireless ~ ' • Town Square Ventures LP • Southlake Town Square Grand Avenue LP • Southlake Land Holdings, LP • Wyndham Properties, LTD WWW.CITYOFSOUTHLAKE.COM SOUTHLAKE, TEXAS: AT-A-GLANCE SOUTHLAKE PUBLIC LIBRARY UTILITIES • Books,eBooks,Magazines and eMagazines, DVDs, • Water& Sewer Books on CD and online research databases • City of Southlake • Special programs throughout the year for all ages (817) 748-8082 - CityofSouthlake.com • Meeting& study rooms, interlibrary loan, computer • Electricity stations and internet access • Power to Choose • Southlake resident library cards are free (866) 797-4839 - PowertoChoose.org • Natural Gas RECREATION • Atmos Energy • Parks and Lakes www.SouthlakeParksandRec.com (888) 286-6700 - atmosenergy.com • Over 628 acres of park land,with access to an • Telephone additional 577 acres of natural open space owned by • Verizon - (800) 837-4966 - Verizon.com the US Army Corps of Engineers • SBC/AT&T - (800) 288-2020 - ATT.com • 11 community parks and 14 neighborhood parks • Cable / Satellite • Five lakes within 30 minutes of Southlake • Charter Communications • Convenient access to many cultural and entertainment (888) 438-2427 - Charter.com facilities and activities • Verizon FiOs • Bob Jones Nature Center and Preserve (800) 837-4966 - Verizon.com www.BJNC.org • Dish Network • Nineteen court Southlake Tennis Center (888) 825-2557 - DishNetwork.com • Southlake Senior Activities Center • DirecTV • Annual special events include: Art in the Square, (877) 916-5137 - directv.com Easter in the Park, Summer Kick-Off, Stars and • Solid Waste and Recycling Stripes, Oktoberfest, Home for the Holidays - Tree • Republic Services Lighting at Town Square and Masterworks Concerts (817) 317-2424 - RepublicServices.com • 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 • Children's Medical Center Southlake Specialty Care • Texas Health Harris Methodist Southlake Center TexasHealthSouthlake.com Childrens.com 16 Overnight Suites; 365 Medical Staff Outpatient Pediatric Center; 27 Providers • Baylor Medical Center- Grapevine • Cook Children's Urgent Care and Pediatric Specialties BaylorHealth.com CookChildrens.org 314 Beds; 800 Medical Staff - 30 Exam Rooms; Mix of Providers • Baylor Medical Center at Trophy Club Forest Park Medical Center Southlake TC-MC.com • ForestParkSouthlake.com 20 Beds; 225 Medical Staff \\\\\\5`4 Private Rooms; 10 Family Suites; 6 ICU Beds; 12 Op�ating Rooms 2000 Medical Staff 1 -i ) W WW.CITYOFSOUTHLAKE.COM SOUTHLAKE, TEXAS: AT-A-GLANCE QUALITY SCHOOLS (IN ORDER OF LAND AREA SERVED) • Grapevine - Colleyville ISD* - 5A (5%) • Carroll ISD - 5A (78%) K-12 Attendance: 13,366 K-12 Attendance: 7,800 95% Graduation Rate 99% Graduation Rate (817) 251-5200 - GCISD-k12.org (817) 949-7080 - SouthlakeCarroll.edu • Four Montessori schools (private) • Northwest ISD* - 5A (10%) K-12 Attendance: 18,950 • 20 Universities within 40 miles 85% Graduation Rate • University of North Texas (817) 215-0000 - NISDTX.org • University of Texas at Arlington • University of Texas at Dallas • Keller ISD* - 5A (7%) • Southern Methodist University K-12 Attendance: 33,621 • Texas Christian University 94% Graduation Rate • Texas Women's University (817) 744-1000 - KellerISD.net *Freeport exemption offered WWW.CITYOFSOUTHLAKE.COM ® , CITY PROFILE 74 WWW.CITYOFSOUTHLAKE.COM CITY PROFILE F' INANCIAL TREND MONITORING SYSTEM OVERVIEW CI FY PROFILE Financial condition can best be described as a municipality's ability to maintain existing service levels,withstand economic disruptions that occur at the local, regional, and national levels, and adapt to ever-changing economic conditions. The ability to maintain existing service levels refers to more than just the ability to pay for the services the locality currently provides. It also refers to the ability to maintain programs that are currently funded from external sources (state or federal grants) where the support is likely to diminish over time, and such programs cannot be practically eliminated once funding does disappear. This element also refers to the ability to maintain capital facilities, such as roads, buildings, and other infrastructure, in a manner that protects the initial investment and keeps such facilities in usable condition. Lastly, it also includes the ability to provide funds for any future liabilities that may currently be unfunded, such as pensions, employee leave, and debt. The ability to withstand economic disruptions that occur at the local, regional, and national levels is an important element because these disruptions have significant impacts on businesses and individuals who enjoy their livelihoods within the locality. Economic disruptions therefore impact a locality's ability to generate new local tax dollars. The ability to adapt to ever-changing economic conditions refers to the financial pressures localities face as they grow, shrink,or experience no change at all. Growth can force localities to assume new debt in order to finance new infrastructure or cause a sudden increase in the operating budget in order to maintain and provide necessary services. Shrinkage leaves a locality with the same amount of infrastructure to maintain but with a smaller tax base with which to pay for it. WHAT IS THE FINANCIAL TREND MONITORING SYSTEM? The Financial Trend Monitoring System (FTMS), adapted from the system developed by the International City/ County Management Association (ICMA), "identifies the factors that affect financial condition and arranges them in a rational order so that they can be more easily analyzed and measured." The FTMS is a management tool that compiles pertinent information from the city's budgetary and financial reports,combines it with relevant economic and demographic information, and creates a series of local government financial indicators that can be used to monitor changes in financial conditions when plotted over a period of time. These financial indicators include: cash liquidity, level of business activities, changes in the fund balance, and external revenue dependencies. This system can also assist the locality in setting in place long-range policy priorities as well as providing a logical way of introducing long-range considerations into the annual budget process. The following discussion has been developed using the ICMA manual entitled Evaluating Financial Condition.A Handbook for Local Government. The FTMS is built on overall "factors" that represent the various influences of a locality's financial condition. These financial condition factors are then associated with "indicators" that measure different aspects of these factors. Once developed, these can be used to monitor changes in factors and financial conditions. Each factor is classified under three categories: environmental, organizational, or financial. Environmental Factors affect localities in two ways. Firstly, they create demands. Secondly, they provide resources. The question most associated with the analysis of this category in regards to its impact on financial condition is, "Do these ors provide enough resources to pay for the demands they create?" Organl atonal Factors are the government's response to changes in environmental factors. Theory assumes that any overnmpnt can maintain their strong financial condition if it makes an appropriate organizational response to adverse con 'ons by reducing services,increasing efficiency,raising taxes,or taking some other appropriate action. It also assumes 3 t ub i officials have perfect information of the problem, understand the gravity of the situation, and know how to act n res nse. 76 WWW.CITYOFSOUTHLAKE.COM The question most associated with the analysis of this category in regards to its impact on financial condition is, "Do legislative policies and management practices provide the opportunity to make the appropriate response to changes in the environment?" Financial Factors reflect the condition of the government's internal finances. They are in some regards a result of the influence of environmental and organizational factors. Financial factors will eventually show signs of cash or budgetary problems if there is a problem in regards to the previous two factors. The question most associated with the analysis of this category in regards to its impact on financial condition is, "Is government paying the full cost of operating without postponing costs to a future period when revenues may not be available to pay these costs?" TOOLS OF THE FINANCIAL TREND MONITORING SYSTEM The primary tools of the FTMS are the financial indicators. They represent a way to quantify changes in the FTMS factors. Many aspects of financial condition cannot be measured explicitly;however,quantifying the indicators and plotting them over a period of years can allow decision-makers to monitor and evaluate the City's financial performance. These indicators do not provide answers as to why a problem occurs or how to solve it but do allow for an informed response. The following pages include a number of charts displaying indicator data that is 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. How IS THE FINANCIAL TREND MONITORING SYSTEM USED? The City maintains a database of monitored trends that are updated and reviewed annually as a part of the budget process. By reviewing historical actuals over an extensive period of time, long ago forgotten financial impacts may be reviewed for validity to current economic conditions and variables. Department staff also utilizes FTMS data to inform their departmental business plans. WWW.CITYOFSOUTHLAKE.COM CITY PROFILE WWW.CITYOFSOUTHLAKE.COM CITY PROFILE FINANCIAL TREND MONITORING SYSTEM : ENVIRONMENTAL FACTORS CITY PROFILE CITY POPULATION 40,000 35,000 30,000 25,000 o (' CES , 20,000 15,000 10,000 5,000 1 ti4 tie tie ti ti N. ti ti ti ti ti NI' Nf N N �Cr M SYS C Cbl w4� WARNING TREND: SOUTHLAKE POPULATION 1960-2030 RAPID CHANGE IN POPULATION 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 2020 31,156 (est) 2030 34,188 (est) 80 / WWW.CITYOFSOUTHLAKE.COM CITY FKOFILE POPULATION DENSITY t 1,600 1,400 1283 1,200 - „r - - - - - - - - j1,000 936 - E' -- m c r. 800 - 111111 - - i a. -22 111111 600 III ... 400 - - - - - II 200 0 1Q p �p�` y� �y� p�' �y 41P 4 `V' ,, R' le+44 c ,'~w'tele'4~b '104 �~e'i,',4~ne'Y' R' `Y'^"el' RESIDENTS PER SQUARE MILE Southlake's city limits cover 22.5 square miles. This chart shows a trend for the number of Southlake residents per square mile. The chart also utilizes population data derived through the City's land use plan to forecast population density through build-out. Year Population 1960 1,023 1970 2,031 1980 2,808 1990 7,065 2000 21,519 2010 26,575 2020 31,156 (est) _ 2030 34,188 (est) 7 1 I . WWW.CITYOFSOUTHLAKE.COM W 81 4/ ITY PROFILE TAXABLE PROPERTY VALUES $7,000 $6,000 $5,680 $5,785 $5,495 $5,232 $5,291 $5,331 $5,000 � 6 p $4,000 0 m $3,000 $2,000 $1,000 $0 2011 2012 2013 2014 2015 2016 YEAR WARNING TREND: DECLINING GROWTH OR DROP IN THE VALUE OF PROPERTY 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 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 $5,232,316,346 2012 $5,290,518,261 2013 $5,331,182,997 2014 $5,494,514,119 2015 $5,680,109,441 2016 $5,785,322,918 3 82 ! ` WWW.CITYOFSOUTHLAKE.COM CITY PROFILE TOP 5 NON-RESIDENTIAL TAXPAYERS VERIZON WIRELESS $172,818,555 TOWN SQUARE VENTURES,LP $141,692,722 SLTS GRAND AVENUE,LP $80,996,312 SOUTHLAEE LAND HOLDINGS,LP $56,153,054 WYNDHAM PROPERTIES,LTD. $54,803,383 a- 520000.000 540000,000 800,000.000 100,000.000 5100.000,000 5720,000.000$140.000,000 1100,000,000 8180,000.000 8200.000.000 AS OF OCTOBER 2014 Property Taxable Value Verizon Wireless $172,818,555 Town Square Ventures, LP $141,692,722 SLTS Grand Avenue, LP $80,996,312 Southlake Land Holdings, LP $56,153,054 Wyndham Properties, Ltd. $54,803,383 7 ( k''. t.,, WWW.CITYOFSOUTHLAKE.COM 83 CITY PROFILE s HISTORICAL PERMIT ACTIVITY 1 ■RESIDENTIAL PERMITS COMMERCIAL PERMITS 900 800 77 146 700 _ _152 12 600 H II H 172 � 0500 Pr z z ( 11 I I 45 400 a 1 z 300 29 44 200 100 . liii, 42 23 I I I I I I I 2016 10 14 0 jililu1994 1995 196 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 (through Q3) '' JO &URCE: SOUTHLAKE PLANNINGDEVELOPMENT SERVICES Fiscal Year \ .01 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. Recent years show that while growth slowed during the Great Recession, development activity has been on the rise since 2009. Fiscal Year No. Residential No. Commercial Fiscal Year No. Residential No. Commercial Permits Permits Permits Permits 1994 629 12 2005 242 44 1995 460 21 2006 159 31 1996 691 77 2007 145 20 1997 633 146 2008 135 16 1998 602 152 2009 55 17 1999 441 172 2010 52 14 2000 391 45 2011 90 10 . 2001 267 29 2012 105 14 2002 180 14 2013 188 20 2Q03 128 23 2014 197 42 2004 167 20 2015 (through Q3) 204 233 ,, ,__ , k0,-: ,, - WWW.CITYOFSOUTHLAKE.COM rcy ,ham COMMERCIAL GROWTH IN SQUARE FOOTAGE -ANNUAL SQ.FT.ADDED CUMULATIVE COMMERCIAL SQ.FT. 14,000,000 12,529,564 12,000,000 10,000,000 F W 8,000,000 z El 6,000,000 4,000,000 2,000,000 104 1 105 10 1 14 413 03.1. 0 0 OA 0 0 - 06 0 9a0 ‘la $615 �.° abl 'L1a1 Fiscal Year SOURCE: SOUTHLAKE PLANNING&DEVELOPMENT SERVICES This chart shows that although annual growth rates related to commercial square footage added can be impacted by economic conditions such as the Great Recession, Southlake's commercial property base has grown annually since 1994. Increases in these numbers over time are beneficial for the City, as a greater amount of commercial square footage leads to increases in the tax base. Annual Sq. Ft. Cumulative Sq. Ft. Annual Sq. Ft. Cumulative Sq. Ft. Fiscal Year Added Added Fiscal Year Added Added 1994 228,285 228,285 2005 1,102,921 7,952,800 1995 116,101 344,386 2006 721,500 8,674,300 1996 744,131 1,088,517 2007 516,744 9,191,044 1997 2,086,455 3,174,972 2008 335,135 9,526,179 1998 744,686 3,919,658 2009 455,984 9,982,163 1999 198,233 4,117,891 2010 344,626 10,326,789 2000 1,471,583 5,589,474 2011 73,629 10,400,418 2001 419,752 6,009,226 2012 578,782 10,979,290 _,, 2002 336,385 6,345,611 2013 180,387 11,159,587 2003 185,324 6,530,935 2014 630,277 11,784.864 2004 318,944 6,849,879 2015 (through Q3) 739,700 12,529,564 www.CITYOFSOUTHLAKE.COM kiLHg5 COMMERCIAL VALUATION GROWTH ANNUAL VALUATION ADDED CUMULATIVE VALUATION 1 $700,000,000 S644,739,686 $600,000,000 $500,000,000 sH Z Z $400,000,000 0 $300,000,000 $200,000,000 $100,000,000 t 00 1° O1 0$ 00 200 ,10 ,70 0 tip" OA 0/6 OP OA 'i p OP ,y011 00 7,0 cONAsQ3l t�.g ,, Fiscal Year �o,�cl `URGE: SOUTHLAKE PLANNING&DEVELOPMENT SERVICES 1 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. Annual Valuation Cumulative Valuation Annual Valuation Cumulative Valuation Fiscal Year Added Added Fiscal Year Added Added 1994 $9,309,800 $9,309,800 2005 $47,347,107 $223,131,059 1995 $4,222,100 $13,531,900 2006 $33,921,357 $257,052,416 1996 $14,229,000 $27,760,900 2007 $43,757,408 $300,809,824 1997 $15,079,495 $42,840,395 2008 $29,651,556 $330,461,380 1998 $17,385,841 $60,226,236 2009 $39,463,638 $369,925,018 1999 $7,705,640 $67,931,876 2010 $67,764,510 $437,689,528 2000 $51,466,379 $119,398,255 2011 $18,384,157 $456,073,685 2001 $18,258,838 $137,657,093 2012 $84,328,043 $540,401,728 2002 $14,168,938 $151,826,031 2013 $17,976,714 $558,378,442 2003 $6,852,381 $158,678,412 2014 $42,543,750 $600,922,192 2004 $17,105,540 $175,783,952 2015 (through Q3) $43,817,494 $644,739,686 3 I 11111WWW.CITYOFSOUTHLAKE.COM 1 CITY PROFILE RESIDENTIAL GROWTH IN SQUARE FOOTAGE ®ANNUAL AREA ADDED CUMULATIVE AREA ADDED 28 27 26.18 26 25 24 23 22 21 20- F, 19 - W 18- r.1 17 16 - 15- m 14- p 13 z 12 0 11 - .7 a 10- 9 - 8- 7 6- 5 4 3 - 2 -..�,0/... �• +... 1 _`` J/ �` .........-...-- 10 ........-■rte10 0 10 190 0 0 0 0° 0° 91 'dam 9° 'dam '0 0 00 0° 0° 0° 0° :::,00 Fiscal Year so `SOURCE: SOUTHLAKE PLANNING&DEVELOPMENT SERVICES Although impacted by the Great Recession, the expansion of residential growth in terms of square footage has increased in recent years. Continued increases in these numbers signify healthy residential growth in Southlake that is helping to expand the City's tax base. Annual Square Cumulative Square Annual Square Cumulative Square Fiscal Year Footage Added Footage Added Fiscal Year Footage Added Footage Added (Millions) (Millions) (Millions) (Millions) 1994 1.80 1.80 2005 1.13 18.37 1995 1.70 3.51 2006 0.82 19.20 1996 2.62 6.13 2007 1.00 20.20 1997 2.43 8.55 2008 0.77 20.97 1998 2.39 10.94 2009 0.38 21.34 1999 1.88 12.82 2010 0.31 21.66 / „, 2000 1.71 14.53 2011 0.55 22.21 2001 1.19 15.71 2012 0.62 22.8 2002 0.37 16.09 2013 1.04 23.86 2003 0.62 16.70 2014 1.14 2 2004 0.53 17.24 2015 (through Q3) 1.18 26.18 �� WWW.CITYOFSOUTHLAKE.COM 87 CITY PROFILE UNEMPLOYMENT IN SOUTHLAKE 8.0% 7.0% 6.6% 6.1% 6.0% 5.7% 5.3% 5.0% s 4.3% 4.3% 4.4% 4.0% 4.0% 3.?X 3.6% 3.0% o°n 2.0% - 1.0% 0.0% 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015•Q3 WARNING TREND: INCREASING RAPE OF LOCAL �r C , UNEMPLOYMENT IN TI-IF COM1MI'NITS' CALENDAR i EAR Unemployment rate is an important indicator in measuring the health of a local economy. Changes in the unemployment rate are related to changes in personal income, and are thus a measure of, and an influence on, the community's ability to support its business sector. Southlake's unemployment has historically been below that of the DFW market and has also been on the decline since the peak in 2010. Year Unemployment Rate 2005 4.3% 2006 4.0% 2007 3.7% 2008 4.3% 2009 6.1% 2010 7.1% 2011 6.6% 2012 5.7% 2013 5.3% 2014 4.4% 2015 -Q3 3.6% 88 t. " www CITYOFSOUTHLAKE.COM CITY PROFILE JOBS IN SOUTHLAKE " MAJOR EMPLOYERS 1 � SABRE HOLDINGS yomounionotc000txxxxvc 3,600 CARROLL ISDJ.LAAtAAt 1.100 S VERIZON WIRELESS 50 L W CENTRAL MARKET rfui 40() nr CITY OF SOUTHLAKE '.I 1 3'9 A 0 500 1000 1500 2000 2500 3000 3500 4000 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 3600 Carroll ISD 1100 Verizon Wireless 750 Central Market 400 City of Southlake 379 89 WWW.CITYOFSOUTHLAKE.COM L l l Y PROFILE RETAIL OCCUPANCY RATE -4-RETAIL OCCUPANCY RATE-SOUTHLAKE RETAIL OCCUPANCY RATE-DFW MARKET 96.0% 95.3% 95.0% 94.7% 94.0 94.0% /1% 938% 92.8% 92.0% 91.1% 91.3% 91.0% 89.9% 90.6% 90.0% 89.0% 88.0% 87.0% , 2010 2011 2012 2013 2014 2015-Q3 WARNING TREND: CALENDAR YEAR DECREASING OC CI'PANIC)"RATES If the economy is sluggish or declining, demand for residential, commercial, and industrial property may drop and occupancy rates may decline. Tracking changes in occupancy rates can provide an early warning of potential economic or demographic problems. Southlake's retail occupancy rate is healthy and has generally been on the incline since 2010. Calendar Year Retail Occupancy Rate- Retail Occupancy Rate- Southlake DFW Market 2010 89.0% 91.1% 2011 90.6% 91.3% 2012 94.1% 92.1% 2013 94.0% 92.8% 2014 95.3% 93.3% -Th,.,,,....,,,, 2015 - Q3 94.7% 93.8% eglikh i A WWW.CITYOFSOUTHLAKE.COM OFFICE OCCUPANCY RATE tOFFICE OCCUPANCY RATE•SOUTHLAKE OFFICE OCCUPANCY RATE•DFW MARKET 88.0% 85.3% 85.8% 86.0% 85.0% 84.2% 83.7% 84.0% 82.9% 82.0% 82.0% - 80.7% 80.0% 77.9° 78.0% - 76.0% 75.1 74.0% 72.0% 70.0% 68.0% 2010 2011 2012 2013 2014 2015•Q3 WARNING TREND: DECREASING OCCUPANCY RATES CALENDAR YEAR If the economy is sluggish or declining,demand for residential,commercial,and industrial property may drop and occupancy rates may decline. Tracking changes in occupancy rates can provide an early warning of potential economic or demographic problems. This chart shows that Southlake's office occupancy rate is slightly below that of the DFW market and has recently tracked down. This can be attributed to additional vacancy on the market from recently completed developments that are currently pursuing tenants. Calendar Year Office Occupancy Rate - Office Occupancy Rate - Southlake DFW Market 2010 75.1% 82.9% 2011 77.9% 83.7% 2012 81.4% 84.2% 2013 82.0% 85.0% 2014 82.0% 85.3% 2015 - Q3 80.7% 85.8% WWW.CITYOFSOUTHLAKE.COM CITY PROFILE 1 S f \\ ''''''''''..\:''.:: 0 WWW.CITYOFSOUTHLAKE.COM CITY rKoriLi_ FINANCIAL TREND MONITORING SYSTEM : F'' INANCIAL INDICATORS l ,. CITY PROFILE AD VALOREM AND SALES TAX REVENUE (GENERAL FUND) PER CAPITA An VALOREM TAX ■SALES TAX I $800 $702 $688 $703 $700 $657 $661 $600 F $500 8487 $461 C.) ,,-11"; a $400 $389 °' $353 $331 2 $300 -- $20011 — $200II-4= $100 . 1 $ 1 2011 2012 2013 2014 2015* 2010** , WARNING TREND: DECREASING NET *UNAUDITED **PROPOSED BUDGET NET OPERAI•ING SALES TAX OR AD VALOREM REVENUE OPERATING REVENUE PER CAPITA Pc,PIrLATION 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 2011. Fiscal Year Population Ad Valorem Tax Ad Valorem Tax Sales Tax General Fund Sales per Capita (General Fund) Tax per Capita 2006 25,350 $12,264,640 $484 $8,210,598 $324 2007 25,700 $13,507,805 $526 $8,242,336 $321 2008 26,100 $14,788,492 $567 $8,769,823 $336 2009 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 $17,690,312 $661 $9,443,239 $353 2013 27,080 $18,523,069 $684 $10,536,425 $389 2014 27,330 $19,193,801 $702 $12,585,569 $461 2015* 28,296 $19,456,715 $688 $13,768,000 $487 2016** 28,868 $20,283,440 $703 $12,568,000 $435 3 94 WWW.CITYOFSOUTHLAKE.COM CITY PROFILE SALES TAX REVENUE ANALYSIS •GENERAL FUND '=COMMUNITY ENHANCEMENT&DEVELOPMENT CORPORATION SOUTHLAXE PARKS DEVELOPMENT CORPORATION CRIME CONTROL&PREVENTION DISTRICT $30,000,000 $25,000,000 $20,000,000 $1$1 100 $1 100 $1 24 $15,000,000 9 111 $5,002,500 $10,000,000 $6,571,836-$6,592,000--- - $5,663,175 $4,718,718 $5,061,008 $5,000,000 $6,670,006- $4,644,808 $4,724,779 $5,571,465 $6,516,603 $6,592,000 $1,667,500 $- 2011 2012 2013 2014 2015* 2016** WARNING 1 REND: *UNAUDI"1'ED DECREASING SALES TAX COLLECTION IOW-1015 **PROPOSED BUDGET' 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 have been healthy in recent years,showing annual increases since 2011. Fiscal Year Amount 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 $19,229,026 2013 $21,771,064 2014 $25,674,008 2015* $26,952,000 2016** $25,908,000 WWW.CITYOFSOUTHLAKE.COM ,.® l CITY PROFILE ELASTIC OPERATING REVENUES AS A PERCENTAGE OF NET OPERATING REVENUES {� 50% 45% 11"., 13% Ca 40% 40io ��°� 37% 35%fra — t7 O 30% c7 LA 25% — a a • 20% —_ a 15% m• 10% 5% 0% { 2011 2012 2013 2014 2015* 2016** FISCAL YEAR 01110k WARNING TREND: DECREASING AMOUNT OF ELASTIC OPERATING,. `UNAUDITED **PROPOSED BUDGET ELASTIC OPERATING REVENUES 1 REVENUES AS A PERCENTAGE OF NET OPERATING REVENUES NET OPERATIYG RE1"i'\["FS Elastic revenues are greatly affected by changes in the economy and are not as steady from year to year as ad valorem taxes. This chart shows the percentage of net general fund operating revenues that come from elastic sources (sales tax, fines, charges, permits and fees). A balance between elastic and inelastic revenues mitigates the effects of economic growth or decline. Fiscal Year Elastic Operating Revenue 2007 $12,325,572 2008 $12,420,705 2009 $11,191,271 2010 $11,627,635 2011 $12,350,616 2012 $13,938,042 2013 $15,313,155 2014 $17,525,435 2015* $18,511,450 2016** $16,366,4503 410 '' WWW.CITYOFSOUTHLAKE.COM CITY PRO ( ILC. BUDGETED VS. ACTUAL REVENUE (GENERAL FUND) 115% 110% 107% 109% w 105% 103% O 102% 103% U 101% z• 100% w F 95% w PO O 90% w zz W 85% G4 W 80% 75% 2009 2010 2011 2012 2013 2011 FISCAL YEAR t(AR\'I\G TREND: INCREASE IN REVENUE SHORTFALLS OR Kra I\I I.SHORTFALLS OR SURPLUSES SURPLUSES AS A PERCENTAGE OF ACTUAL NET OPERATING REVENUES \I"I'OPERATING REVENUES 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 2015 and the proposed FY 2016 numbers will not be available until those budgets are closed and their audits are completed. Fiscal Year Budgeted General Actual General Fund Fund Revenue Revenue 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 2012 $34,515,981 $35,261,601 2013 $36,303,478 $37,533,344 2014 $39,650,399 $40,852,512 97 WWW.CITYOFSOUTHLAKE.COM CITY PROFILE AVAILABLE EXPENDITURES & REVENUES PER CAPITA REVENUES - EXPENDITURES $1,700 $1,600 ` $1,500 $1,495 $1,488 $1,412 $1,400 $1,386 F $1,317_ U$1,300 $1,266:== - w 0 $1,200 $1223 P1252 $1,246 $1,211 4$1,100 $1,124 $1,128 Q $1,000 $900 $800 $700 , , 2011 2012 2013 2014 201')- 2016-* FISCAL YEAR WARNING TRIM) NET OPERATING EXPENDITURES PER CAPITA *UNAUDITED NET AVAILABLE REVENUES NET OPERAI INC.EXPENDITURES BECOMES GREATER THAN NET AVAILABLE REVENUES PER CAPITA **PROPOSED BUDGET POPULAYION POPULATION 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 Expenditures Capita Revenue Capita 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 2009 26,650 $28,947,728 $1,086 $30,940,231 $1,161 2010 26,575 $29,127,729 $1,096 $33,114,058 $1,246 2011 26,600 $29,907,850 $1,124 $33,670,697 $1,266 2012 26,770 $30,208,804 $1,128 $35,261,601 $1,317 2013 27,080 $32,791,958 $1,211 $37,533,344 $1,386 2014 27,330 $33,429,492 $1,223 $40,852,512 $1,495 2015* 28,296 $35,429,210 $1,252 $42,105,312 $1,488 2016** 28,868 $35,957,381 $1,246 $40,759,805 $1,412 3 "--------..„\\ ,�. .r WWW.CITYOFSOUTHLAKE.COM CITY PROI IL [ BUDGETED VS. ACTUAL EXPENDITURES 105% DESIRED RANGE 100% 97% 96%96% 96% 95% 95% 2 95% ca H w ] 90% Z 85% U W 80% 75% 2009 2010 2011 2012 201. 2011 FISCAL YEAR WARNING TREND: ACTUAL EXPENDITURES BECOME GREATER THAN 100%. IT IS ALSO ACTUAL EXPENDITURES CONCERNING TO HAVE ACTUAL EXPENDITURES TOO MUCH LOWER THAN 100% BUDGETED EXPENDITURES 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 2015 and the proposed FY 2016 numbers will not be available until those budgets are closed and their audits are 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 2012 $31,929,360 $30,208,804 2013 $34,357,229 $32,791,958 2014 $34,725,755 $33,429,492 WWW.CITYOFSOUTHLAKE.COM )9 CITY PROFILE GENERAL FUND OPERATING EXPENDITURES BY FUNCTION AS % OF TOTAL OPERATING EXPENDITURES GENERAL.GOVERNMENT ■SUPPORT SERVICES ■INFORMATION TECHNOLOGY ECONOMIC DEVELOPMENT ■FIN?.NCE '3 PUBLIC'SAFETY ■PUBLIC WORKS •C'OMMUNITY SERVICES PLANNING 10000 5.8% 5.4% 5.1% 5.3% 5.7% 5.8% 91:1% z , C % 18.3 18.2% 217.1% 16.5% z• 81100 - - '• o% 13.9% 13.5% 12.7% 12.6% 13.4% 13.6% a.r 60% F C z F 51100 i 0 Oil o 40.9% 42.2% 43.0% 43.8% 41.9% 42.0%- 30% w z --. 90% - 0.6% 0.6% 0.6% 0.7% 0.7% 0.6% 1[100 5.7% 5.9% 5.6% 5.6% 6.0% 6.0% 4.0% 3.8% 4.1% 3.9% 4.1% 4.1% Oo 4.4% 4.5% 4.9% 5.4% 5.5% 5.5% 2011 2012 2013 21.114 2015* 2016' WARNING TREND: INCREASING OPERATING EXPENDITURES FOR ONE *UNAUDITED U OPERAPING EXPENDITURES FOR ONE FUNCTION FUNCTION AS A PERCENTAGE OF TOTAL NET OPERATING EXPENDITURES **PROPOSED BUDGET I t h 1'AL 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. Fiscal Year Actual Funds Spent Fiscal Year Actual Funds Spent 2005 $21,801,430 2011 $29,907,850 2006 $22,574,579 2012 $30,208,804 2007 $25,678,245 2013 $32,791,958 2008 $26,992,315 2014 $33,429,492 2009 $28,947,728 2015* $35,429,210 2010 $29,127,729 2016** $35,957,381 r. 0 a ';-v 100 WWWCITYOFSOUTHLAKE.COM ,1'.:,:•!i," EXPENDITURES BY GOVERNMENTAL TYPE AS A % OF TOTAL EXPENDITURES GENERAL SPECIAL REVENl.i: DEBT SERVICE CAPITAL PROJECTS •STRATEGIC INITIATIVE FUND o I.,9% o, 0.79% °, ° 100% 90% 18% 22% 25% 23% 24% 34% 80% 70% 24% 21% 21% 22% 22% 60% 17% 9% rl 50% 9% 10% 10% 10% x a 10% 40% 30% 20% 43% 48% 440 45% 43% 38% 10% 0% 2011 2012 2013 2014 2015* 2016** WARNING TREND: INCREASING NET OPERATING EXPENDIFURES NE"r FUND EXPENDI"I'URES FOR ONE FUND AS A PERCENTAGE OF TOTAL EXPENDITURES *UNAUDITED **PROPOSED BUDGET 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 throughout the City. 2006 2007 2008 2009 2010 2011 General Fund $22,584,083 $25,686,770 $27,275,506 $28,980,965 $29,179,175 $30,079,190 Special Revenue $3,031,756 $2,824,704 $3,885,233 $6,902,759 $5,702,689 $6,225,678 Debt Service $8,557,259 $9,244,584 $10,272,472 $10,954,518 $13,425,415 $14,547,962 Capital Projects $3,132,431 $2,216,177 $13,504,435 $24,667,937 $22,016,870 $17,649,063 Strategic Initiative $63,772 $1,922,899 $2,099,856 $1,161,389 $203,999 $1,120,999 2012 2013 2014 2015* 2016** General Fund $30,517,688 $33,058,237 $33,598,594 $35,632,710 $36,272,418 ( .,,,,,,,,,: Special Revenue $5,622,443 $7,239,170 $7,191,591 $8,311,731 $9,459,959 1,, Debt Service $15,230,790 $15,688,654 $16,651,615 $18,406,150 $16,791,796 Capital Projects $11,429,799 $17,280,907 $16,308,961 $19,800,000 $33,070,000 Strategic Initiative $311,934 $1,836,411 $589,189 $1,218,000 $1,015,907 WWW.CITYOFSOUTHLAKE.COM 101 CITY PROFILE SOUTHLAKE CITIZENS SERVED 92.0 90.0 88 88.0 86 86.0 s 84.0 82.0 81 81 81 80 w 80.0 Eti z U 78.0 76.0 74.0 72.0 2011 2012 2013 2014 2015 2016 FISCALYEAR WARNING TREND: INCREASING NUMBER OF MUNICIPAL.EMPLOYEES PER CWIT.A 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 fluctuated only slightly which reflects the City's focus on quality customer service. Fiscal Year Population Employees(FTEs) Citizens Served Per Employee 2006 25,350 284.60 89 2007 25,700 286.10 90 2008 26,100 298.80 87 2009 26,650 307.30 87 2010 26,575 303.75 87 2011 26,600 303.75 88 --� 2012 26,770 310.90 86 2013 27,080 333.35 81 2014 27,330 342.10 80 ' 2015 28,296 348.35 81 2016 28,868 356.85 81 t � 102 W W W.CITYOFSOUTHLAKE.COM EMPLOYEE BENEFITS AS % OF TOTAL COMPENSATION 35.00% 29.98% 30.00% 28.95% 28.67% 28.10% 28.20% 27.60% F Lrl- 25.00% 0 o 20.00% F z U 15.00% 10.00°/. 2011 2012 2013 2014 2015* 2016** FISCAL YEAR WARNING TREND: *UNAUDITED INCREASING NUMBER OF MUNICIPAL EMPLOYEES PER CAPITA **PROPOSED BUDGET This chart depicts employee benefits as a percentage of the City's total compensation cost from FY 2011 through FY 2016. Due to the fact that personnel costs make up a large portion of the budget, it is important for the City's employee benefits cost to remain steady from year to year. Since 2007, this percentage has remained at or below 30% with only slight fluctuations. Year % Benefit 2007 28.74% 2008 29.40% 2009 29.94% 2010 30.33% 2011 29.98% 2012 28.95% 2013 28.67% (/ 2014 28.10% 2015* 27.60% 2016** 28.20% w WWW.CITYOFSOUTHLAKE.COM UNRESERVED GENERAL FUND BALANCE AS A % OF OPERATING EXPENDITURES 40.00% DESIRED FUND BALANCE 35.63% 34.23% 34.45% 34.08% 35.00% -- -- TRANSFERRED TO STRATEGIC INITIATIVE 30.00% FUND w 25.90% 23.99% o 25.00% z a W 20.00% 15.00% a. O 10.00% 5.00% 0.00% 2011 2012 2013 2014 2015* 2016** FISCAL YEAR WARNING TREND: INCREASE IN GENERAL FUND OPERATING DEFICIT *UNAUDITED GENERAL FUND OPERATING DEFICIT OR SURPLUS OR SURPLUS AS A PERCENTAGE OF NET OPERATING EXPENDITURES **PROPOSED BUDGET NET OPERATING EXPENDITURES 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(SIF)whose use is limited to one-time, non-recurring expenses. This fund has been used for infrastructure maintenance (City facility repairs and renovations), Southlake 2030, technology needs, and capital projects such as roads and sidewalks. In fact, the SIF has funded almost $36 million of capital projects since 2006, allowing the City to avoid borrowing money to fund these projects. The City has also been able to purchase needed public safety equipment such as a fire ladder truck, engine and an ambulance, as well as 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 2006 $22,574,579 $9,768,356 2012 $30,208,804 $10,764,774 2007 $25,678,245 $10,515,562 2013 $32,791,958 $11,296,929 2008 $26,992,315 $8,786,023 2014 $33,429,210 $11,394,336 2009 $28,947,728 $9,876,515 2015* $35,429,210 $9,176,486 2010 $29,127,729 $10,715,706 2016** $35,957,381 $9,344,865 2011 $29,907,850 $10,238,177 1 04 ,i WWW.CITYOFSOUTHLAKE.COM PROPERTY TAX SUPPORTED LONG-TERM DEBT AS A % OF ASSESSED VALUATION DESIRED RANGE LONG-TERM DEBT DEBT AS%OF ASSESSED VALUATION 3.50% $120,000,000 3.00% :3.01 $100,000,000 2.7 z 2.50% $80,000,000 2.36'. 2.00% 2.07% 2.00', p $60,000,000 c. 1.71 1.50% 1.46% 1.49% 1.51% 1.49% 1.37% $40,000,000 1.19% 1.00% -- — — 12' 0.92%, $20,000,000 0.50% 0.00% $- 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 FISCAL YEAR WARNING TREND: INCREASING NET LONG-TERM DEBT ASA LONG-TERM DEBT SSED VALUATION PERCENTAGE OF ASSESSED VALUATION 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 are 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.The City has established its own target of 2 percent or below,as outlined in the Financial Principles section of the Appendix,and since 2007, our debt as a percentage of assessed valuation has been at or below 2 percent. Debt as% Debt as Fiscal Year Long Term Assessed of Assessed Fiscal Year Long Term Assessed of Assessed Debt Valuation Valuation Debt Valuation Valuation 2002 $100,356,307 $3,052,260,496 3.29% 2010 $93,169,077 $6,252,920,129 1.49% 2003 $108,251,208 $3,590,810,881 3.01% 2011 $93,402,615 $6,178,132,589 1.51% 2004 $104,384,962 $3,737,260,696 2.79% 2012 $95,940,907 $6,226,088,861 1.49% 2005 $92,345,898 $3,913,240,543 2.36% 2013 $87,681,533 $6,422,291,913 1.37% 2006 $86,977,885 $4,207,074,169 2.07% 2014 $79,129,909 $6,653,765,251 1.19% 2007 $91,759,026 $4,593,954,505 2.00% 2015 $75,779,902 $6,760,119,917 1(12°� 2008 $87,122,650 $5,088,802,161 1.71% 2016 $65,555,109 $7,322,599,520 0.92% 2009 $88,846,144 $5,582,058,197 1.46% 105 WWW.CITYOFSOUTHLAKE.COM CITY PROFILE CITY PROPERTY TAX BILL FOR AVERAGE HOME DEBT OPERATIONS $491 z I I 1 c,177 T TOTAL CITY TAX BILL FOR $SS7,693 HOME: $2,267 2015 Adopted Tax Rate $0.462000 2016 Effective Tax Rate $0.430012 2016 Rollback Rate $0.486692 2016 Proposed Tax Rate $0.462000 Maintenance & Operations Component $0.362000 Debt Service Component $0.100000 Summary: *- =,' This year's City tax bill for an average residential property: $557,693 - 12% Homestead Exemption/ $100 x$0.462000 = $2,267 r Last year's City tax bill for an average residential property: $519,988 - 10% Homestead Exemption/$100 x$0.462000 = $2,162 3 WWW.CITYOFSOUTHLAKE.COM J CITY PROF ILE WHAT DOES A RESIDENTIAL PROPERTY OWNER PAY? 70% 60% 57% 0f 00 00 1 50% A a 4 s F .00 40% AP f F F 00 0! O f W J 30% - E. Visst 0. f 20% 17% 40E. 0 11% St 00 10% 00. 30 9% s'int - a s �6% 0 i : 00 001 s 00 0 11 0% CITY OF SOUTHLAKE TARRANT COUNTY TARRANT COUNTY TARRANT COUNTY CARROLL ISD HOSPITAL COLLEGE FY 20I6 PROPERTY TAX BASED ON 2015 ASSESSMENT This chart illustrates the City property tax portion payable for Fiscal Year 2016 by an individual owning a home valued at $557,693 located in Tarrant County and in the Carroll Independent School District. Taxing Entity FY 2016 Tax Rates* Tax Bill Percentage of Total City of Southlake $0.462000 $2,267 17% Tarrant County Hospital $0.227897 $1,271 9% Tarrant County College $0.149500 $834 6% Tarrant County $0.264000 $1,472 11% Carroll ISD $1.400000 $7,808 57% 1 ` 1 *This analysis assumes that other taxing entities make no changes to their tax rates for FY 2016. C.. 107 W W W.CITYOFSOUTHLAKE.COM CITY PROFILE { lob / WWW.CITYOFSOUTHLAKE.COM CITY PROFILE BENCHMARK CITY TREND DATA WWW.CITYOFSOUTHLAKE.COM 109 LIIY PROFILE A key element of Southlake's Financial Trend Monitoring System includes identifying how Southlake's financial condition compares with that of selected benchmark cities. Although there are differences between cities such as transportation networks, geographical constraints, population, infrastructure and budgets, it is helpful for a city to identify peer cities that have similar conditions to its own or are located in the same labor market, in order to best assess its own fiscal health. Southlake has identified eighteen benchmark cities with the Dallas-Fort Worth region. The list of these cities can be seen below. By collecting and analyzing data from these cities, the City of Southlake is in a better position to know how well we are performing and in what ways we may need to make adjustments to ensure the City's fiscal health and sustainability. (411 ,,...---ibi._ COLLEYVILLE 413 _ ARLINGT - CARROLLTON CITY OF ALLEN cm r e z a s r` " CITY OF ALLEN CITY OF ARLINGTON CITY OF BEDFORD CITY OF CITY OF CARROLLTON COLLEYVILLE THE • C I T T • O F THE CITY OF 1r�� „A,TOWN OF COPPELL EULESS PRISCO i oto =d a;: 1 6 FARMERS T , , , , 3 BRANCH CITY OF COPPEL CITY OF EULESS CITY OF TOWN OF CITY OF FRISCO FARMERS BRANCH FLOWER MOUND GRAPEVINE OFyli -- - -- re - :r 1` 9A - — — - No Rlc u Hsi <kE � ;, atyofKELLER=: - McKINNEY MRH Yr '1•EXP`� ��� 61 nature. CITY OF CITY OF HURST CITY OF KELLER CITY OF CITY OF NORTH GRAPEVINE MCKINNEY RICHLAND HILLS r / 0 19 CITY OF PLANO CITY OF CITY OF 3 RICHARDSON UNIVERSITY PARK 110 - ,/ WWW.CITYOFSOUTHLAKE.COM CITY PROI IL I POPULATION COMPARISON 400,000 350,000 300,000 S j 250,000 — O 200,000 — w 0 150,000 — - 100,000 - 50,000 - intrinvismo_ — - 28,296 — 0 ' , 17/4/ASV/ " ffefeff+ 4443/ 4> 4` 20I5 POPULATION This chart compares Southlake's 2015 population with that of its benchmark cities. City Population City Population Allen 89,640 Grapevine 47,854 Arlington 365,438 Hurst 37,360 Bedford 48,721 Keller 42,040 Carrollton 125,409 McKinney 149,082 Colleyville 23,740 North Richland Hills 67,317 Coppell 39,380 Plano 274,409 Euless 53,780 Richardson 104,475 Farmers Branch 30,953 University Park 23,992 / Flower Mound 69,062 Southlake 28,296 Frisco 145,500 411 WWW.CITYOFSOUTHLAKE.COM c CITY PROFILE POPULATION DENSITY COMPARISON 7,000 - - i 7Z 6,000 - a_ w 5,000et — – cn 1 4,000 - — – a w gi 3,000 — — — — — — – m z w A c 2,000 — — — — – 1257.6 a 1,000 – I "Ise+°,4,,Wo 0 0. re e -of d' ' e° ,f c.1?- 4:4" 7 4's, 44tY RESIDENTS MILE) -unoTT nENSITv ÷p. (1519 RESIDENTS 19Q MILEI 0 2,0I5 RESIDENTS PER SQUARE MILE This chart compares Southlake's 2015 population density to that of its benchmark cities and illustrates that Southlake has the lowest population density when compared to the benchmark cities with 1,257.6 residents per square mile. Additionally, when the build-out population of 34,188 is used to project density at build-out, Southlake's density remains well below the majority of the comparison cities. City Population Square Miles City Population Square Miles Allen 89,640 27.11 Grapevine 47,854 35.92 Arlington 365,438 99.50 Hurst 37,360 10.20 Bedford 48,721 10.00 Keller 42,040 19.00 Carrollton 125,409 37.00 McKinney 149,082 63.80 Colleyville 23,740 13.10 North Richland 67,317 18.20 Hills Coppell 39,380 14.70 Plano 274,409 72.00 1 Euless 53,780 16.90 Richardson 104,475 28.00 Farmers Branch 30,953 12.10 University Park 23,992 3.73 Flower Mound 69,062 45.00 Southlake 28,296 22.503 Eris 145,500 70.00 '; � / WWW.CITYOFSOUTHLAKE.COM CITY PKOFILE CITIZENS SERVED COMPARISON 200 180 — 160 — w S140 — — — W 120 — x w a 100 — x 82 w m 80 -E — F E U _ _ _ _ _ _ 4- 9 rv,,V410, "4,49"4/4/4/400449,.� "{eG 43 2.01] In FY 2015, the City of Southlake served 82 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. Citizens Citizens City Population Employees Served Per City Population Employees Served Per Employee Employee Allen 89,640 770.43 116 Grapevine 47,854 650 74 Arlington 365,438 2487 147 Hurst 37,360 397.83 94 Bedford 48,721 371.79 131 Keller 42,040 348.22 121 Carrollton 125,409 827.375 152 McKinney 149,082 794.6 188 Colleyville 23,740 203 117 North Richland 67,317 683.18 99 Hills Coppell 39,380 421.14 94 Plano 274,409 2868 YV / - --\. Euless 53,780 531 101 Richardson 104,475 1000 104 Farmers Branch 30,953 387 80 University Park 23,992 247 Flower Mound 69,062 575 120 Southlake 28,296 346 82 Frisco 145,500 1109.67 131 1 \` 4 WWW.CITYOFSOUTHLAKE.COM CITY PROFILE TAX RATE - COMPARISON $0.7000 $0.6000 - $0.5000 - - - - $0.4620 w $0.4000 - - - - E" $0.3000 - - - - - $0.2000 - - $0.1000 - - $- 1.04/4/4/4"4/9,1/$1,,,,40÷4/ ez+ / cp 4# 43 417 4, A fo, .67 ti / „pis- This oisThis chart shows the total 2015 ad valorem tax rate for each benchmark city. Southlake's total tax rate trends towards the lower third of this chart, demonstrating that the City's tax rate is competitive when compared to the total tax rates of the other benchmark municipalities. Ci Maintenance Debt Total Tax Ci Maintenance Debt Total Tax ry & Operations Service Rate City &Operations Service Rate Allen $0.4091 0.1409 $0.5500 Grapevine $0.1314 0.2111 $0.3425 Arlington $0.4423 0.2057 $0.6480 Hurst $0.4499 0.1586 $0.6085 Bedford $0.3032 0.1916 $0.4948 Keller $0.3265 0.1157 $0.4422 Carrollton $0.4144 0.2034 $0.6179 McKinney $0.4218 0.1637 $0.5855 Colleyville $0.3244 0.0315 $0.3559 North Richland $0.3490 0.2610 $0.6100 Hills Coppell $0.4375 0.2000 $0.6375 Plano $0.3296 0.1590 $0.4886 Euless $0.3606 0.1094 $0.4700 Richardson $0.3628 0.2724 $0.6352 Farmers Branch $0.4987 0.0544 $0.5531 University Park $0.2743 0.0000 $0.2743 Flower Mound $0.3327 0.1171 $0.4497 Southlake $0.3420 0.1200 $0.4620 ,,Frisco $0.2826 0.1793 $0.4619 1 114 WWW.CITYOFSOUTHLAKE.COM CITY PROFILE AVERAGE HOME VALUE - COMPARISON $1,200,000 $1,000,000 - II- $800,00011 $600,000 $519,988 iii $400,000 - - II iit $200,000 - — Ii /, +o 094,S+4,6*.e 4:09 / / 4$ o� .4t 20I4 TAX YEAR This chart shows a comparison of each city's average home value for the 2014 tax year (or FY 2015). Southlake is on the high end of the list with a $519,988 value, only exceeded by University Park. 2014 Tax Year Average Home 2014 Tax Year Average Home City Value CityValue Allen $202,935 Grapevine $169,762 Arlington $132,826 Hurst $102,692 Bedford $155,582 Keller $321,864 Carrollton $145,653 McKinney $188,938 Colleyville $421,497 North Richland Hills $111,209 Coppell $330,801 Plano $217,232 Euless $148,170 Richardson $162,000 Farmers Branch $105,860 University Park $1,250,932 Flower Mound $255,121 Southlake $519,988 Frisco $265,930 WWW.CITYOFSOUTHLAKE.COM ,:;41)) CITY PROFILE CITY TAX BILL - COMPARISON $4,000 $3500 $3,000 - $2,500 - $2,162 1 $2,000 - O $1,500 - - $1,000 - $500 - - - - °� ,� Q�+ ,egg 4°49Az/ ,�J'i� G'�' �'C� gG° �, s, w 1�Q �, G QG y�ti� AYE y G_,,,,NY,qe'� co 0 2,014 TAX YEAR This chart shows a comparison of the amount for city tax bill on an average valued home. Southlake ranks at the top of this chart just behind University Park. This is in large part due to the high value of residential property in Southlake and less to do with the tax rate. As shown on previous pages, Southlake ranks in the lower third on the tax rate comparison and second to highest on the average home value comparison. 2014 Tax Year 2015 2014 Tax Year 2015 City Average Home City Tax Bill City Average Home City Tax Bill Value Value Allen $202,935 $1,116 Grapevine $169,762 $564 Arlington $132,826 $861 Hurst $102,692 $622 Bedford $155,582 $770 Keller $321,864 $1,391 Carrollton $145,653 $896 McKinney $188,938 $1,102 Colleyville $421,497 $1 500 North Richland Hills $111,209 $678 ` � eoppell $330,801 $2,109 Plano $217,232 $792 Euless $148,170 $693 Richardson $162,000 $1,029 Farmers Branch $105,860 $638 University Park $1,250,932 $2,972 ''''',..,,,- 3 Flower Mound $255,121 $1,120 Southlake $519,988 $2,162 ,, iris $265,930 $1,239 I1 -, WWW.CITYOFSOUTHLAKE.COM CITY PROFILE AD VALOREM REVENUE PER CAPITA - COMPARISON 800 — 1691 $704 $721 700 — — $622 $635 600 622 500 — $466 — — — - cn $416 N400 - $...8.:_76.___ A $299 $353 $362 is 300 — $282,y� $259 11 1 $234 �A I I 200 $174 $195 $206 $217 • ' 100 — iii 00 i II • ii 1 1111111111111111111 gliy"411/1(01490,9"41"4/4414/4"/":4</1)%4k& 44" / 201 j This chart shows how Southlake stacks up against our benchmark cities in the amount of budgeted ad valorem taxes per citizen in FY 2015. Southlake budgeted to collect$691 of ad valorem taxes per citizen,which is on the high end of the scale. This is attributed to the higher average home value in Southlake compared to the other benchmark cities. 2015 Ad 2015 Ad City Valorem Revenue City Valorem Revenue (Budgeted) (Budgeted) Allen $37,278,446 Grapevine $8,458,046 Arlington $79,236,434 Hurst $13,954,168 Bedford $9,524,711 Keller $19,600,479 Carrollton $35,419,652 McKinney $56,044,805 Colleyville $12,566,254 North Richland $13,820,165 Hills Coppell $25,027,191 Plano $96,914,972 `�ti 1 Euless $11,165,773 Richardson $64,963,365 Farmers Branch $21,800,000 University Park $17,302,764 Flower Mound $25,009,212 Southlake $19,561,715 Frisco $49,316,071 ‘.%(, WWW.CITYOFSOUTHLAKE.COM k �_ 1TY FKOFILE SALES TAX REVENUE PER CAPITA ' COMPARISON 600.00 500.00 $425 $433 400.00 $311 $319 300.00 — — - o $267 $237 $223 $205 200.00 197 $135 $138 $141 $146 $149 $156 $117 100.00 '• — - $24 • o /AS ""+"69 f if �� AG 4� // Nts T4s" This chart shows the amount of General Fund sales tax revenue per capita that Southlake budgeted in FY 2015 in comparison to our benchmark cities. Southlake's $425 in sales tax revenue per citizen, performs near the top of our benchmark cities. 2015 Sales Tax 2015 Sales Tax City Revenue (General City Revenue (General Fund Budgeted) Fund Budgeted) Allen $17,702,308 Grapevine $26,611,200 Arlington $54,275,305 Hurst $8,850,000 Bedford $7,476,500 Keller $4,905,630 Carrollton $27,906,905 McKinney $19,775,000 Colleyville $3,270,000 North Richland $9,096914 Hills ' Coppell $12,565,000 Plano $65,947,054 Euless $11,038,642 Richardson $29,684,162 Farmers Branch $13,400,000 University Park $3,500,000 Flower Mound $9,750,000 Southlake $12,022,000 Frisco $45,261,090 ik 118 �, WWW.CITYOFSOUTHLAKE.COM 1 CITY PROFILE AVAILABLE REVENUES & EXPENDITURES PER CAPITA - COMPARISON 2015 GENERAL FUND REVENUES PER CAPITA ■2015 GENERAL FUND EXPENDITURES PER CAPITA 1,800 1,664 1,593 1,600 1,380 1,400 1,351 1,343 1,161 1' 1,2 4 14 1,200 1,086 tt/�/�t�/���+++ 1,048 1,000 - 972 970 875 796795 800 — 745 754 725 776 09 — I '[ [ — 2s7— — tFFF //4064//,'V/"16/ + ,4",44// C, $°// /4 .÷o YARNING TREND. .1C IOPEIRAIING IXPI:NDI'I URI:S P112 CAPII)1 NET AVAILABLE REVENUES NET<11'ER1:I'ING EXPENDITURES BECOMES GREATER THAN NET AVAILABLE REVENUES PER CAPITA 2015 Popi ILATION POPULATION This chart shows a side by side comparison of FY 2015 budgeted operating expenditures and budgeted operating revenue for Southlake and its benchmark cities. It is important to note that Southlake's budgeted operating expenditures per capita do not exceed its budgeted operating revenues per capita, meaning the City spent less than it took in. 2015 General Fund 2015 General 2015 General 2015 General Fund City Fund Budgeted Budgeted Revenue Fund Budgeted City Budgeted Revenue Expenditures Expenditures Allen $85,923,287 $84,938,347 Grapevine $56,586,650 $51,802,842 Arlington $216,128,130 $213,245,042 Hurst $32,882,662 $32,972,890 Bedford $29,501,310 $29,383,170 Keller $31,740,290 $31,691,885 Carrollton $88,736,169 $88,736,169 McKinney $108,154,457 $108,154,457 Colleyville $23,063,580 $23,028,218 North Richland $43,695,891 $43,685,891 Hills Coppell $53,230,756 $52,902,904 Plano $240,063,156 $260,320,10, Euless $35,741,295 $35,724,258 Richardson $109,511,949 $109,114,152 \ Farmers Branch $49,302,200 $49,299,600 University Park $29,126,524 $29,126,2 \ Flower Mound $49,028,878 $51,518,931 Southlake $39,054,568 $35,429,210 \\\ Frisco $115,767,594 $115,690,191 WWW.CITYOFSOUTHLAKE.COM +` IIS CITY PROFILE PROPERTY T.-x SUPPORTED LONG-TERM DEBT AS A % OF ASSESSED VALUATION COMPARISON OUTSTANDING PROPERTY TAX SUPPORTED DEBT •NDEBT AS%OF ASSESSED VALUATION 3.50% E350,000,000 DESIRED RANGE 3.00% 2.91% „mom. 2.50% 8250,000,000 2.8 ZO 2.22% 2.23% d 2.00% 1.8•:. 8200,000,000 O O 14 1.56 1.50% 1.33 — — $500, ,0000 1.04% 1. a . ossx0.98% 1.00% - $100.00(0(30078% 084% 0.50% – 550,000 000 0.22% 0-2' 0.13% 0.15% 0.17 0.00% 0.00% E 4' it e+3, e F° svci, ,Ae s° s el S i..tV ....•S+ WARNING TREND: INCREASING NET LONG-TERM DEBT AS A LONG-TERM DEBT 20I) ASSESSED VALUATION PERCENTAGE.OF ASSESSED VALUATION This chart shows a side by side comparison of long-term debt as a percentage of assessed valuation for Southlake and its benchmark cities. This chart shows that Southlake's property tax supported debt and debt as a percentage of assessed valuation is moderate compared to our other benchmark cities. City Long-Term Assessed Valuation City Long-Term Assessed Valuation Debt Debt Allen $11,922,180 $9,126,340,703 Grapevine $179,521,300 $10,141,126,768 Arlington $42,505,775 $18,860,000,000 Hurst $52,700,000 $2,271,945,971 Bedford $49,950,000 $3,581,440,446 Keller $41,737,136 $4,952,910,150 Carrollton $61,750,000 $10,319,102,677 McKinney $273,521,932 $13,408,259,990 Colleyville $7,715,069 $4,091,303,521 North Richland Hills $125,492,132 $4,945,987,395 ' Coppell $107,159,889 $5,412,976,537 Plano $42,138,814 $28,832,885,675 Euless $27,887,397 $3,050,289,663 Richardson $28,266,120 $13,130,324,230 Farmers Branch $28,937,161 $4,216,240,665 University Park $- $9,462,112,780 Flower Mound $158,456,005 $7,418,961,754 Southlake $79,129,909 $6,760,119,917 O '' Frisco $328,688,903 $18,046,803,425 121 �, 1,'. . WWW.CITYOFSOUTHLAKE.COM 4, CI FY PROFILE EMPLOYEE BENEFITS AS % OF TOTAL COMPENSATION COMPARISON 45.00% 42.11% 40.00% 36.00°6 36.73% ° 34.00% 34.44% 35.00% 33.00% 33.40% 30.44% VI 30.00% 29.00% 29.22% w 28.10% 26.20% `25.00% S 25.00% W 020.00% - 15.00% - -- x 10.00% - - 5.00% - - 0.00% , , CP '� 44 .1" This chart shows employee benefits as a percentage of total compensation for Southlake compared to other benchmark cities for FY 2014(most recent year for which audited numbers are available).About 28%of Southlake's total compensation cost comes from employee benefits, which is at the bottom of the range compared to the benchmark cities. (Chart and list below reflects those benchmark cities that provided information upon request.) City % Benefit Farmers Branch 25.00% Grapevine 26.20% Southlake 28.10% North Richland Hills 29.00% Colleyville 29.22% McKinney 30.44% Hurst 33.00% Carrollton 33.40% Arlington 34.00% Coppell 34.44% Frisco 36.00% k, Richardson 36.73% '' Keller 42.11% WWW.CITYOFSOUTHLAKE.COM ®.. C ITY PROFILE 1 , i ---).„.„:„...„. ,,,,,e ,n._ ` WWW.CITYOFSOUTHLAKE.COM FY 2016 PROPOSED BUDGET ., , .... . . . . •• , ,, • , ,. . . ... .. . rit ,, . p AL .� k STRATEGIC DIRECTION • ,,_ ... ; ,.„�,.. ,.. ..4, . , 1 , , - . .., . . .. • . . , .._.,..,,......„.„..„_,,, •. _.,..,_•„• . . ..., . . . . .... „.„.„.....„ . . , . .. • .. „.•..._. . . ,, . , .....,„,-4:-Y— *1":2'.'' ',;.-,,,c,4'.;:_ci.'„- - , '''N. - --.., . — ' _ Y1 ,-oy it , .. ........"x-11 'SINCE 2005, THE CITY COUNCIL HAS WORKED CLOSELY WITH STAFF TO ADOPT A STRATEGIC MANAGEMENT SYSTEM BASED ON THE BALANCED SCORECARD FRAMEWORK. THE STRATEGIC MANAGEMENT SYSTEM (SMS) WAS DEVELOPED TO HELP THE CITY DIRECT ITS OWN DESTINY RATHER THAN ALLOW FUTURE EVENTS TO DO SO. &ROUGH SOUND BUSINESS PRINCIPLES EMBODIED IN THE SMS, THE CITY IS ABLE TO MORE EFFECTIVELY PROVIDE SERVICES TO THE CITIZENS OF SOUTHLAKE, INCREASING BOTH EFFICIENCY AND CUSTOMER SATISFACTION. ULTIMATELY, IT GUIDES THE WAY THE CITY DOES BUSINESS AND HELPS US DETERMINE HOW WE SHOULD INVEST OUR TIME AND RESOURCES. IN THE BUDGET PROCESS, THE SMS ALLOWS FOR INCREASED TRANSPARENCY AND ACCOUNTABILITY, PROVIDING THE CITY A FRAMEWORK FOR DEMONSTRATING RESULTS. STRATEGIC DIRECTI _IN It's good to be in Southlake! And we are always working to make it better. The continued quality and success of this community does not happen without the diligent effort of a committed team of residents, businesses, community leaders, and staff. Years of consistent planning and strategic thinking has brought Southlake where it is today. '-'") Since 2005, the City Council has worked closely with staff to adopt a Strategic Management System based on the Balanced Scorecard framework. The Strategic Management System (SMS) was developed to help the City direct its own destiny rather than allow future events to do so. Through sound business principles embodied in the SMS, the City is able to more effectively provide services to the citizens of Southlake, increasing both efficiency and customer satisfaction. Ultimately, it guides the way the City does business and helps us determine how we should invest our time and resources. In the budget process, the SMS allows for increased transparency and accountability, providing the City a framework for demonstrating results. BALANCED SCORECARD AND SOUTHLAKE'S STRATEGIC MANAGEMENT SYSTEM The Balanced Scorecard is a strategic planning and management system that is used extensively in business and industry, government,and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. In short, it is a tool that organizations use to ensure that their work meets -' "„,u; The Logic of Integrated Strategic Planning n;iiiun the goals of the organization in a ‘.---”- measurable way, i.e. "You said...we & Management with a Balanced Scorecard did..." It connects organizational Strategic Customer/Stakeholder/Market Needs strategy to the work people do on a Altitude day-to-day basis. 30,000 ft Mission The graphic at the right illustrates Purpose:"What we d" the Balanced Scorecard approach Vision "I") and the following pages of this /, Picture of the Future section demonstrate how Southlake 25,000 ft. Perspectives has aligned its SMS with this Different views of organizational performance framework. Strategic Themes &Results / Main focus areas("Pillars of Excellence")driving key results Components of our Strategic --- Management System include Is,000ft. Strategic Objectives&Strategy Maps / Key strategy components connected to tell a cause-and-effect value creation story the Vision, Mission, Values, Perspectives, Focus Areas, Strategy Performance Measures &Targets Map, Performance Measures Captureswhether an organization is performing atthe desired level or not Ground and Implementation Plans. Each Level Strategic Initiatives element of the SMS is critical to / Projects&Action Plans that drive results the success of the organization and helps us evaluate and communicate our performance. VISION The City's vision statement outlines what we strive to be. The vision statement, adopted by City Council in 2005, reads: l SOUTHLAKE IS A VIBRANT, ATTRACTIVE, SAFE, HEALTHY AND FISCALLY SOUND COMMUNITY THAT EPITOMIZES BOTH ECONOMIC AND ENVIRONMENTAL SUSTAINABILITY.WE OFFER QUALITY 1 NEIGHBORHOODS AND A HIGH STANDARD OF LIVING, WITH ABUNDANT OPPORTUNITIES FOR LEARNING, SHOPPING, WORKING, RECREATION AND ENJOYMENT OF OPEN SPACES. '..") VillreA.-,,i WWW.CITYOFSOUTHLAKE.COM Upholding such a statement is a task that requires effort on multiple levels. The SMS system will help ensure that the Vision of the City remains true in years to come. MISSION The mission statement describes what must be done to achieve the adopted vision. City Council has adopted the following Mission statement for the City: THE CITY OF SOUTHLAKE PROVIDES MUNICIPAL SERVICES THAT SUPPORT THE HIGHEST QUALITY OF LIFE FOR OUR RESIDENTS, BUSINESSES, AND VISITORS. WE DO THIS BY BEING AN EXEMPLARY MODEL OF BALANCING EFFICIENCY, FISCAL RESPONSIBILITY, TRANSPARENCY, AND SUSTAINABILITY. VALUES Underlying the SMS and driving how the City accomplishes its work are our corporate values. These are the principles that we hold important and standards by which the organization operates. These values, as adopted by the City Council, form the cornerstones of the SMS and are designed to guide City staff in their day to day work and the Council as it conducts its business: 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. Do the right thing. INNOVATION Valuing progressive thinking, creativity, flexibility and adaptability in service delivery. Think outside the box. ACCOUNTABILITY Taking personal responsibility for our actions or inaction while putting the interests of the taxpayer first. Own it. 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. Go above and beyond. TEAMWORK Recognizing the importance of working together to meet our citizen's needs, communicating clearly, sharing resources and information freely. Work together. PERSPECTIVES A Perspective is a view of an organization from a specific vantage point. Four basic perspectives are traditionally used to encompass a Balanced Scorecard organization's activities. The City's business model, which encompasses mission, vision, and strategy, utilizes the four Balanced Scorecard Perspectives as a framework: SERVE OUR CUSTOMERS MANAGE THE BUSINESS PROVIDE FINANCIAL STEWARDSHIP PROMOTE LEARNING& GROWTH WWW.CITYOFSOUTHLAKE.COM ; FOCUS AREAS The focus areas were established by City Council as thematic goals to set the direction for our organization and to provide clarity for implementation plans. These are key areas in which we must excel in order to achieve our mission and vision, and deliver value to customers. Currently, there are six strategic focus areas and each is described below. SAFETY& The establishment and maintenance of protective measures and J ! SECURITY policies that reduce danger, risk or injury to individuals who live, work or visit the City of Southlake and their property. r r 1 The efficient movement of pedestrians and vehicles from place to place MOBILITY 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. El • The skillful preparation and thoughtful execution of plans and QUALITY policies ensuring an attractive, safe, financially viable and sustainable DEVELOPMENT community for Southlake residents and businesses. F._ t The active promotion of alliances through community involvement PARTNERSHIPS & focused on giving time, energies, or talents to individuals and groups for VOLUNTEERISM the enrichment of the Southlake community and its strategic affiliations. Z.„ 0 PERFORMANCE MANAGEMENT& The formalized, results-oriented method used to apply best management practices and fact-based decision making to measure, SERVICE DELIVERY monitor, and improve performance toward meeting strategic objectives, providing services, and enhancing accountability. CORPORATE OBJECTIVES AND CRITICAL BUSINESS OUTCOMES Objectives are strategy components; continuous improvement activities that must be done to be successful. Objectives are the building blocks of strategy and define the organization's strategic intent. Good objectives are action-oriented statements, are easy to understand, represent continuous improvement potential and are usually not `one-off' projects or activities. The City has identified twenty-two Corporate Objectives (pictured opposite) across the four perspectives. The City has also identified five Critical Business Outcomes which are short-term,one to three year priorities. In contrast to Corporate Objectives, these outcomes are less strategic and more action-oriented. STRATEGY MAP In-order to set the course for the work we do each year,we utilize a document called a Strategy Map. The Strategy Map captures the City`strategy in a single diagram and identifies those things that are necessary to achieve the mission. The City's adopted Strategy Map (pi-ed opposite) includes the Mission,Values,and Focus Areas,and it incorporates four Perspectives,five Critical Business Outcomes,and twenty-two Corporate Objectives. •ur St .tggy Map tells the story of not only what our strategic focus is but also how we intend to meet those goals. For example, if yo. ook a�the"Provide Financial Stewardship"Perspective,you will see that the City intends to do this by adhering to financial ';r® .. .) WWW.CITYOFSOUTHLAKE.COM _i I MIN.MMBIP4111.%11.11.17111171:1 ��°��� INN°`9T% 1 CITY OF SOUTHLAKE STRATEGY MAP The City of Southlake provides municipal services that support the highest quality of life Y 77 ° o for our residents, businesses,and visitors.We do this by being an exemplary model of a�e 4 balancing efficiency,fiscal responsibility,transparency, and sustainability. lj/ 4 f^J DELIVER ON OUR FOCUS AREAS ( 4 ) 1 C7 CRITICAL BUSINESS -� Fill • [1 r---..„ - 7: OUTCOMES ( 5 ) �, Safety& Quality Partnerships& Performance Mobility Infrastructure Management& ^ Security Development Volunteerism Service Delivery ( ) CBO1-Continue to implement __. Southlake 2030 Plan by focusing H on short-term initiatives. 3 SERVE OUR CUSTOMERS ►'3 C3 Provide attractive& G1 Attract&keep top- C6 Enhance the sense of K CBO2-Become an employer CS Achieve the highest C2 Provide travel C.5 Promote opportunities unique spaces for the tier businesses to drive community by providing excellent 0 standards of safety& convenience within for partnerships& Of choice by developing a plan enjoyment of personal a dynamic&sustainable customer service and citizen mrl security City®ion volunteer involvement CA to recruit,develop and retain 6 interests economic environment engagement opportunities employees committed to 1-3 excellence. 3 %�CNAE THE BUSINESS CBO3-Develop long-term Bs Enhance service ►r, B1 Achieve best-in-class B2 Collaborate with select B3 Enhance resident B4 Provide high quality strate iestoaddressfuturedelivery through B6 Optimize use of r1y g status in all City partners to implement quality of life&business services through sustainable continual process technology n financial uncertainties and disciplines service solutions vitality through tourism business practices Improvement C challenges. ; CBO4-lmprove mobility by PROVIDE FINANCIAL STEWARDSHIP proactively completing traffic analysis of key areas. Fl Adhere to financial management F2 Invest to provide&maintain F4 Establish&maintain effective principles&budget high-quality public assets F3 Achieve fiscal wellness standards internal controls CBOS-Optimize resources through collaboration and partnerships to reduce costs PROMOTE LEARNING & GROWTH and add service value. LI.Ensure our people I/Enhance leadership L3 Attract,develop L4 Recognize&reward 15 Empower informed L6 Foster positive understand the strategy& capabilities to deliver &retain a skilled decision-making at all levels high performers employee engagement how they contribute to it results workforce in the organization 0 VALUES 10 FOCUS AREAS / / /—� 0 MISSION 413 CRITICAL BUSINESS OUTCOMES / 0 BALANCED SCORECARD . CORPORATE OBJECTIVES e, /!r ) PERSPECTIVES STRATEGIC DI K ECTION management principles and budget, investing to provide and maintain high-quality public assets, achieving fiscal wellness standards and establishing and maintaining effective internal controls. You'll note that each of these objectives is referenced by a letter and number. These references can be found throughout this document, demonstrating the continued focus on 3 connecting the City's strategy to its operations. One additional step the City has taken to further connect its strategy with its operations is to work with each Department to create a departmental strategy map. These maps demonstrate each Department's core services which are organized by the same perspectives as the City's Strategy Map. Furthermore, each core service is connected to a Corporate Objective and all departments have their own Critical Business Outcomes that support those shown on the City's map. See the City Department Overview section to view these departmental maps. PERFORMANCE MEASURES Performance measures hold government departments accountable. By updating and maintaining performance measures, citizens receive information about City services annually. Because performance measures are determined according to the Strategy Map, it becomes evident how each department aligns with City goals, and how well departments are meeting the expectations set by the Strategy Map. The City uses "Key Accountability Indicators," (KAIs) to measure performance. These performance measures help determine the quantity and quality of our work, as identified in our plans. We consistently evaluate our work and review our performance quarterly because we firmly believe that what gets measured, gets done. In addition to monitoring these performance measures, the City of Southlake also desires the opinion of its citizens. Every two years Southlake undertakes a broad citizen survey designed to measure government performance and gauge the current and future needs of residents. This survey is an incredibly useful tool within the strategic management system, and it allows City services to be tailored based upon citizen attitudes. COSouthlake's performance measures are a work in progress. As we have improved our ability to gather and mine data about our work,we have been able to add performance measures to the departmental business plans as a gauge of success. These departmental measures are reported on each department's scorecard,then feed into the city-wide scorecard to give an overall picture of the City's performance.As the City continues to develop these scorecards, measurement units, data sources, and targets will be refined. Through quarterly performance reviews, departmental performance is documented. Trends are also tracked over time through department dashboards which are currently under development. The city- wide scorecard is presented later in this section and departmental scorecards are provided in the City Department Overview section of this budget document. IMPLEMENTATION PLANS The next elements of the SMS are implementation plans. These plans are developed by departments and divisions to identify clear actions, timing, and resources needed to demonstrate that the strategy is being successfully implemented. The first level of implementation plans includes our long range comprehensive plan, such as Southlake 2030.Southlake 2030 is the comprehensive master plan that includes all elements(master plans) of the City's planning efforts, such as land use, parks, trails, thoroughfares, community I , I • facilities, etc. There are 676 recommendations included within the twenty plan elements. Over the last year staff has worked to set up a real-time data tracking and visualization system to 4N( ensure proper implementation of each plan's priorities. Operationally, each department maintains j 030 the status information on items for which they are assigned responsibility. Accountability is established through regular reporting to the City Council as well as Boards and Commissions who oversee projects related to plan elements. } he se d level of implementation plans includes our departmental business plans. Departments prepare their business pla ' follo ing an analysis of their department's strengths, weaknesses, opportunities and threats and with the goal of 128 W W W.CITYOFSOUTHLAKE.COM 'kWa S I RATEGIC DIRECTION implementing best practices associated with the services they provide. These plans are prepared biennially each spring and are the basis for budget submittal. Additionally, departments prepare annual work plans which articulate both the connection to the business plan as well as clearly outlining what the department is planning to do, how they are planning to do it and when they project the work will be complete. SOUTHLAKE'S STRATEGIC DEVELOPMENT/BUDGET CYCLE Establishing a link between a City's strategy and budget is fundamental to effective public budgeting. Southlake works hard to connect the SMS to the budget process. Incorporating the Strategy Map into resource allocation decisions ensures the City budget reflects the priorities of City Council. The illustration below depicts the annual process of developing the City's budget in conjunction with the Strategic Management System. The budget process, like the Strategy Map, connects each department to the organization as a whole. At the micro level, City departments work to provide quality services to the citizens of Southlake. At the macro level, departments use the Strategy Map to make budgetary requests so that these services can be performed. As the Budget Cycle illustration indicates (below), the process never ceases. At the beginning of each fiscal year, in October, we conduct or review the results from the most recent citizen survey, this aids staff in focusing its work for the coming year. Then a meeting with City Council in January provides an opportunity to review the strategic direction, followed by the creation of departmental business plans in April and budget development in August. In order for funding to be allocated, departments must follow the Strategy Map to align requests with the goals, mission, and vision of Southlake. Strategic planning plays an integral role in the development of each year's budget and ensures 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 priorities. The aim of the City's Strategic Management System, with its many integrated parts, does just that. Nor let IlErtur IF lib CINEVIIrelsw =411111- d t lidYw ate.srwr TI� ■ PIM.Wia! Strateqic Management System January my & Budget Cycle cilysuitz MMus valid PM. 1411‘11111111111114111111ftminummumiise rMist Apro Rift / ® ay Iurdrkt-:, WWW.CITYOFSOUTHLAKE.COM �� 129 STRATEGIC DIRECTION CITY OF SOUTHLAKE CITY-WIDE SCORECARD Previous Previous Measure- Measurement Measurement Current ment Target Unit Data Source Timing Period Period 1.1 Achieve the highest standards of safety&security(Cl) 2 CPercent citizens rating the City's performance in achieving the highest Citizen standards in safety and 71% 80% 82% > 95% % Survey Biennial security("Excellent"or "Very Good") 0 UCR Part 1 Nonviolent Police 1.1.2 Crimes per1,000 0.004 0.003 0.003 TBD TBD #/1000 Department Annual(TBD) residents UCR Part 1 Violent Crimes Police 1.1.3 per 1,000 residents 0 0.0003 0.001 TBD TBD #/1000 Department Annual(TBD) N CU Dollar value to dollar loss Fire E 1.1.4 0.00% 99.5% 80% %(fire) 58.66% > /° Department Monthly 0 4-0 = 1.1.5 Response Time(Fire) 348 398 451 < 390 sec FireAnnual(TBD) Li Department L 0 Percent citizens who are 4J satisfied with the City's i 1.1.6 performance in preparing 64% 69% 81% > 95% % Citizen Biennial cn the city for emergencies Survey ("Very Satisfied"or "Somewhat Satisfied") %volunteer background 1.1.7 checks completed prior to 100% 100% 100% = 100% % Volgistics Annual(TBD) volunteer service Q12 Survey: Q02-I EE 1.1.8 have the materials and No data No data 4.22 >or= 4.50 # Engagement Biennial equipment I need to do Survey my work right (City-wide) EE 1.1.9 Q12 Survey: Q10-1 have No data No data 3.08 >or= 4.50 # Engagement Biennial a best friend at work Survey (City-wide) ti\ ---„,� \\ 1 0 BALANCED SCORECARD PERSPECTIVES a CORPORATE OBJECTIVES 0 PERFORMANCE MEASURES 130 iWWW.CITYOFSOUTHLAKE.COM STRATEGIC DIRECTION CITY OF SOUTHLAKE CITY-WIDE SCORECARD Previous Previous Measure- Measurement Measurement Current ment Target Unit Data Source Timing Period Period Provide travel convenience within City and region(C2) Percent of citizens rating the City's performance 1.2.1 in providing travel 31% z6% 33!„ 95% % Citizen Biennial convenience within the Survey 4J City("Excellent"or"Very E Good") Percent of citizens who = are satisfied with the U 1.2 2 provision of pedestrian 50°x° o ° ° Citizen Biennial 53% 65% > 90% % = pathways("Very Survey 0 Satisfied"or"Somewhat CU Satisfied") 1— (1) 4J 1.2.4 Accident Clearance(time) TBD TBD TBD TBD TBD TBD CRIMES Annual(TBD) N %2030 Mobility Plan initiatives completed in Dept 1.2.5accordance with annual No data No data TBD = 100% % Workplans Annual(TBD) workplan Oil !Irby'se a ra'' - : unique sp. "'_- rt.y Percent of citizens rating the City's performance in providing attractive and Citizen L3.1 unique spaces for the 56% 59% 66% > 95% % Survey Biennial enjoyment of personal interests("Excellent"or "Very Good") v L. 41 Percent of citizens who E associate beautiful parks Citizen 1.3.2 and open spaces with 70% 75% 81% > 75% % Survey Biennial = their image of Southlake V (rating of 5 or better) i 0 %Rating on clean,green Community 1.3.3 &safe parks&facilities 98% 99% 99% >or= 98% % Services Annual 1- scorecards GJ N %2030 Parks,Recreation, Open Space&Communit Dept 1.3.4 Facilities initiatives No data No data TBD = 100% % Workplans An ual completed in accordance with annual workplan 141 %2030 Public Art Master 1.3.5 Plan initiatives completed No data No data TBD = 100% % Dept A , in accordance with Workplans annual workplan WWW.CITYOFSOUTHLAKE.COM e® 4, STRATEGIC DIRECTION CITY OF SOUTHLAKE CITY-WIDE SCORECARD Previous Previous Measurement Measurement Measure- Current ment Target Unit Data Source Timing Period Period 1.4 Attract&keep top-tier businesses to drive a dynamic&sustainable economic environment(C4) Percent of citizens rating the City's performance in attracting and keeping top-tier businesses to Citizen 1.4.1 drive a dynamic and 56% 52% 62% > 95% % Survey Biennial sustainable environment ("Excellent"or"Very Good") %2030 Economic Development and Tourism u7 Master Plan items Dept 41 1.4.2 completed in accordance No data No data TBD = 100% % Workplans Annual W with annual workplan 0 (Economic Development +' items) N M U Planning I— %change in commercial 1.4.3 square footage from prior 5.56% 1.64% 5.65% = Positive Master O Upward trend Indicator Annual year 4J Data File i to %change in total dollar Planning 1.4.4 value related to new 18.49% 3.33% 7.62% = Positive Master Upward Annual commercial from prior trend Indicator year Data File %growth in Total Sales Positive Master 1.4.5 Tax Revenue(General 6% 13% 18% = Upward trend Indicator Annual Fund,SPDC and CCPD) File Southlake retail 1.4.6 occupancy rate 95.3% 95.6% 94.7% > 92% % COSTAR Quarterly Southlake office 1.4.7 occupancy rate 81.8% 81.6% 81.6% > 85% % COSTAR Quarterly '-----i. ."-,, 32 `' WWW.CITYOFSOUTHLAKE.COM RATEGIC DIRECTION CITY OF SOUTHLAKE CITY-WIDE SCORECARD Previous Previous Measurement Measurement Measure- Current ment Target Unit Data Source Timing Period Period Promote opportunities for partnerships&volunteer involvement(CS ' Percent of citizens rating the City's performance in promoting opportunities 1.5.1 for partnerships and 55% I 59% 62% >or= 95% % Citizen Biennial volunteer involvement Survey ("Excellent"or"Very Good") Volgistics 1.5.2 Estimated dollar value of No data $500,385 $507,540 Upward Positive $ /Human Annual(TBD) total volunteer activity trend Resources Volunteer ° 1.5.3 NEW TBD: Volunteer TBD TBD TBD TBD TBD % Satisfaction Annual Satisfaction Measures Survey vl (new) cu O Percent of citizens ++ rating Republic Services' N 3 1.5.4 performance in collecting 85% 88% 92% > 85% % Citizen Biennial U residential solid waste Survey L. ("Excellent"or"Very 0 Good") CU i Percent of citizens VI N rating Republic Services' 1.5.5 performance in collecting No data No data 88% > 85% % Citizen Biennial residential recycling Survey ("Excellent"or"Very Good") Percent of citizens rating performance of services provided at the Bob Citizen 1.5.6tones Nature Center and No data No data 66% > 85% % Survey Biennial Preserve("Very Satisfied" or"Somewhat Satisfied") Percent of citizens rating performance of services provided at the Southlake Citizen 1.5.7Tennis Center("Very No data No data 37% > 85% % Survey Biennial Satisfied"or"Somewhat Satisfied") - :'..., ., WWW.CITYOFSOUTHLAKE.COMF,.op, STRATEGIC DIRECTION CITY OF SOUTHLAKE CITY—WIDE SCORECARD Previous Previous Measurement Measurement Measure- Current Target Unit Data Source Timing Period Period ment , ... , 1.6 Enhance sense of community by providing excellent customer service and citizen engagement opportunities(C6) Percent of citizens agreeing completely or Citizen 1.6.1 somewhat that employee 85% 87% 88% > 90% % Survey Biennial represented City in a positive manner Percent of citizens 1.6.2 agreeing completely or 90% 90% 92% > 90% % Citizen Biennial somewhat that employee Survey was courteous Percent of citizens agreeing completely or somewhat that Citizen 1.6.3 employees returned Survey No data 61% 78% > ° 90% % Biennial calls within a reasonable amount of time in s_ Percent of citizens a) E agreeing completely or Citizen 0 1.6.4 somewhat that employee 79% 84% 86% > 90% % Survey Biennial 4-• showed pride and concern o U= for the quality of work s_ = Percent average 0 reduction in gap Citizen CU 1.6.5 between importance and No data 1% -11% > -6% % Biennial > Survey satisfaction for identified CU VI Citizen Survey gap issues Percent of citizens agreeing that they know Citizen 1.6.6 more about the City and 62% 57% 62% > 75% % Survey Biennial its services than they did one year ago Percent of citizens who classify the quality of life Citizen 1.6.7 they experience living in 95% 90% 94% > 95% % Survey Biennial Southlake as excellent or very good During their time living in Southlake,percent of citizens believing that, Citizen 1 1.6.8 64% 63% 67% > 75% % Biennial as a community in which Survey to live,Southlake has improved \ \ ' WWW.CITYOFSOUTHLAKE.COM S I RATEGIC DIRECTION CITY OF SOUTHLAKE CITY-WIDE SCORECARD Previous Previous Measure- Measurement Measurement Current ment Target Unit Data Source Timing Period Period Vote participation in last i 1.6.9 municipal election as a No election in 17% 23% > 20 % Elections Annual(May) CU percentage of eligible 2013 Administrator E voters 0 ar N 3 V Implement Success- s— comprehensive customer ful imple- = 1.6.10 request management n/a n/a TBD = menta- n/a n/a Annual O program tion C1 > I— (1) EE C) Q12 Survey: Q09-My N 1.6.11 coworkers are committed n/a n/a 4.00 >_ 4.50 # Engagement Biennial to doing quality work Survey (City-wide) 1111 ' ,r t a., in all City discipli %of all department Dept 2.1.1 workplan initiatives that 86% 83% 84% > 75% % Workplans Quarterly met or exceeded KAI Obtain Balanced Successful 2.1.2 Scorecard Hall of Fame n/a n/a TBD = implemen- n/a n/a Annual designation tation toiN CU Pavement Quality Index Annual Paving C 2.1.3 8.3 8.3 8.2 >_ 7.8 # Annual •N (PQI)Street Rating Assessment M CO Q12 Survey: Q06-There EE CU is someone at work Engagement S 2.1.4 n/a n/a 3.83 >_ 4.50 # Biennial +r who encourages my Survey CU development (City-wide) OD 2WICollaborate with select partners to implement service solutions(B2) RI . .. .- 2 Value of partnerships 2.2.1 (Cost avoidance/Cost TBD TBD TBD TBD TBD TBD TBD TBD savings) TBD 2.2.2 External partner 3.60 3.70 3.80 >_ 4.0 # SMS Annual alignment to SMS Assessment TBD-measure for 2.2.3 collaborative service TBD TBD TBD TBD TBD TBD ICMA Annual delivery (i \ ‘kn ry WWW.CITYOFSOUTHLAKE.COM l • STRATEGIC DIRECT I LiiN CITY OF SOUTHLAKE CITY-WIDE SCORECARD Previous Previous Measurement Measurement Measure- Current ment Target Unit Data Source Timing Period Period Enhance resident quality of life&business vitality through tourism(B3) Percent of citizens satisfied with the City's Citizen 2.3.1 performance in attracting 43% 47% 49% > 90% % Survey Biennial tourism to the area %2030 Economic Development and Tourism Master Plan items Dept 2.3.2 completed in accordance No data No data TBD = 100% % Workplans Annual with annual workplan (Tourism items) ; %change in hotel EDT Master 2.3.3 occupancy tax revenue 6.9% 0.8% 9.5% > 3% % Indicator Annual File to _ , 'rovide g'qua' y services roti:'su a na;�a business practices(84 .N 3 Rating CO 2.4.1 Bond Rating AAA AAA AAA = AAA Rating Agencies: Annual(April) t Fitch/S&P 4-4 42) Financial Management 0,0 2.4.2 Assessment Strong Strong Strong = Strong Rating S&P Annual(April) C RI Leon/process 2.5.1 improvement projects 1 2 3 > 2 # CMO Annual SMS Assessment 2.5.2 Composite Score(average 3.80 4.06 4.20 > 4 # SMS Annual(March) of all categories) Assessment Six Sigma Green Belt Human 2.5.3 certifications on staff as n/a 3% 2% TBD TBD TBD Resources Annual percentage of employee (Munis) population NEW TBD: Six Sigma 2.5.5 outcomes(meeting TBD TBD TBD TBD TBD TBD TBD TBD project goal(s)) 136 i WWW.CITYOFSOUTHLAKE.COM ,: , STRATEGIC_ DIRECTION CITY OF SOUTHLAKE CITY-WIDE SCORECARD Previous Previous Measure- Measurement Measurement Current ment Target Unit Data Source Timing Period Period til .6 Optimize use of technology(B6) 71veraea100% 100% 100% 95% % � 2.6.1 Overall health o f IT > IT Scorecard Quarterly CCI Department CU s CU %IT Governance be cv 2.6.2 Committee Projects 100% 100% 100% > 75% % IT Work Plan Quarterly C implemented as planned 2 3.1 Adhere to financial management principles&budget(F1) 3.1.1 Operating expenditures, 95% 96% 96% = 98-100% % CAFR Annual(March) budget vs actual % invoices paid within 30 3.1.2 days in accordance with 98.80% 97.75% 97.42% > 94% % Finance Quarterly Prompt Payment Act CL Unreserved General t 3.1.3 Fund balance as a%of 34.08% 25.90% 25.99% > 24% % CAFR Annual(March) MI Operating Expenditures 1- RI RI 3.1.4 Debt as a%of total 1.19% 1.12% 0.92% < 2.00% % Annual Annual CU 44 assessed valuation Budget (August) H RI ti C ` RI %Implementation of Southlake 3.2.1 Tier 1 Master Plans TBD TBD 46.76% TBD TBD % 2030 Annual LLRecommendations Database O •5 NEW TBD: Maintenance O 3.2.2 expenditures per unit of TBD TBD TBD TBD TBD TBD TBD TBD L CL asset Achie fiscal wellnecc standards(F3) Percent of citizens who perceive that the City is Citizen 3.3.1 financially sound(rating 87% 81% 89% > 90% % Survey Biennial of 5 or better) 3.3.2 NEW TBD: Program TBD TBD TBD TBD TBD TBD TBD Bq ~~ prioritization WWW.CITYOFSOUTHLAKE.COM ,® ; STRATEGIC_ DIRECTION CITY OF SOUTHLAKE CITY-WIDE SCORECARD Previous Previous Measurement Measurement Measure- Current ment Target Unit Data Source Timing Period Period 3 451 Establish&maintain effective internal controls(F4) a N T13 . 3.4.1 #audit findings 0 0 0 = 0 # Audit Annual(March) U ,_ C t N IA LL 2 3.4.2 #verified fraud incidents 0 0 0 = 0 # Finance Annual(TBD) rov a o Webb Analysis-TBD CMO/ a 3'4'3 (Pcard,Findings) TBD TBD TBD TBD TBD TBD Finance TBD Ensure our peop e un•erstan•th strategy&how they contribute to it(Li mi Motivate to make SMS 4.1.1 strategy everyone's job 3.2 3.5 3.7 4.0 # Assessment Annual(March) (SMS) S Q12 Survey: Q08-The EE 3., mission or purpose of my Engagement 4.1.2 No data No data 3.99 >or= 4.5 # Biennial p organization makes me Survey '" eel myjob is significant 0f (City-wide) 06 SMS certifications as a CO 4.1.3 percentage of employee TBD TBD TBD TBD TBD TBD TBD TBD C population(TBD) i co J Q12 Survey: Q11-In the EE 0 4.2.1 last six months,someone No data No data 3.40 >or= 4.5 # Engagement Biennial at work has talked to me Survey 2 about my progress. (City-wide) i d Leadership training Survey 4.2.2 program evaluation 100% 100% 97% > 90% % Monkey Annual overall satisfaction score Average City-wide 4.2.3 Performance Evaluation 3.90 4.30 4.08 >or= 4.5 # NEOGOV Annual(TBD) Score 13g q/ WWW.CITYOFSOUTHLAKE.COM e 14.1. y RATEGIC DIRECTION CITY OF SOUTHLAKE CITY-WIDE SCORECARD Previous Previous Measurement Measurement Measure- Current ment Target Unit Data Source Timing Period Period Annual 4.3.1 Voluntary turnover rate 5.9% 8.3% 9.8% < 8.0% % Human (October for Resources Prior Fiscal Year) Benefits as%of total Human Annual 4.3.2 compensation 28.10% 27.60% 28.20% < 30% % Resources/ (after audit Finance completion) 4.3.3 Desired market position No data No data 60th Percen = 60th Per % Human Biennial tile centile Resources s Q12 Survey: Q03- EE 0 4.3.4 At work,I have the No data No data 3.98 >or= 4.5 # Engagement Biennial i opportunity to do what I Survey do best every day. (City-wide) 06 dA Q12 Survey: Q12-This EE last year,1 have had Engagement 4.3.5 arNo data No data 4.02 >or= 4.5 # Biennial C opportunities at work to Survey r6 learn and grow. (City-wide) CUJ CU1111 Recognize&reward hi:h performers(14) 0 Q12 Survey: Q04-In the EE last seven days,I have En a ement s— 4.4.1 received recognition or No data No data 3.34 >or= 4.5 # Survey Biennial d praise for doing good (City-wide) work 4.4.2 Promotion Rate No Prior Data 7% 13% >or= 20.0% % Human Annual(TBD) Resources 4.4.3 NEW TBD: Pay for TBD TBD TBD TBD TBD TBD TBD TBD Performance Q12 Survey: Q07-At EE 4.5.2 work,my opinions seem No data No data 3.53 >or= 4.5 # Engagement Biennial to count. Survey (City-wide) ( ( WWW.CITYOFSOUTHLAKE.COM139 I STRATEGIC DIRECTION CITY OF SOUTHLAKE CITY-WIDE SCORECARD Previous Previous Measurement Measurement Measure- Current ment Target Unit Data Source Timing Period Period t Q12 Survey: Q00-How EE > 4.6.1 satisfied are you with No data No data 3.87 >or= 4.5 # Engagement Biennial the City of Southlake as a Survey 0 i place to work? (City-wide) 06 Q12 Survey: Q01-I know EE C.A 4.1.2 what is expected of me No data No data 4.37 >or= 4.5 # Engagement Biennial at work Survey C (City-wide) i t6 U Q12 Survey: Q05-My EE 0 4.6.3 supervisor,or someone No data No data 4.16 >or= 4.5 # Engagement Biennial at work,seems to care Survey E about me as a person (City-wide) 0 EE CL Q12 Survey City-wide Engagement 4.6.6 No data No data 3.83 >or= 4.5 # Biennial Grand Mean Survey (City-wide) \NN'''''''''<.\\ I40 1 WWW.CITYOFSOUTHLAKE.COM I � 1 RATEG ( L [DIRECTION .y ( c,,,,,,.,,,,,„ WWW.CITYOFSOUTHLAKE.COM 141 STRATEGIC DIRECTION • 142 WWW.CITYOFSOUTHLAKE.COM cii w 0 V ~ 2 11' I— /4 Z U t.,-,.., UJ I- E > t.: Z r ^ LU cn W < 00 Q p O > _ i . (1%) 7 <�, Z 0 LL L v a LJJ w w = w Q CI .2 0 w w g cn• w < 4444,31 = .• ; -2. , w w it r� • ° 2 WI N Ceo O0 +i Q w LL ( 1 LLI ; . > ral • • P Q J • y • i ,,,41..4.: ce <,.• .) w Z J W W I /1 , Ce E y o >MI. 0 • a , k 4. ta. N ts,,,g,,,-., .......› cr) (...) V, > , Sa w Co) ,j ''';6114:- c'l W N �i i� . I� . w ILL s' v� > Q 0 O o _ k.'. Z Q U i,i U fY w w w n4F, tr • O w ,:,.." t= VI F V) Q , - / _ DEPARTMENT OVERVIEW City Manager's Office CiiY MANAGER ' S OFFICE DEPARTMENT HIGHLIGHTS 6000 AAA The Office of Communication The City's The City manages more debt as a percentage Manager's Office of assessed value than 6000 pages of website has decreased 75% has led the City in maintaining content between the City's since 2001. AAA ratings from both Fitch websites, (CityofSouthlake. Ratings and Standard&Poor's for the com,MySouthlakeNews.com past 7 years,resulting in considerable VisitSouthlakeTexas.com, cost savings through refinancing. TheMarqSouthlake.com). • The City Manager's Office pledges to provide our residents exceptional municipal services by promoting a progressive, efficient, responsive, and community focused 2% On organization. The City average, The Office of Communication, a division Manager'scustomer requests Office budget is 2% are resolved in less of the City Manager's Office is responsible of total General Fund than one day. for promoting the City's reputation of expenditures. excellence by developing and implementing clear, consistent, and engaging strategies to enhance the public's understanding of our work and value to the community. I The City Manager's Office includes:City Manager,two The City Manager's Office Assistant City Managers,Deputy The City2016 General Fund Budget is Director of Communication, Assistant Manager's Office $863,668 which is a 4.7% + the City Manager, Administrative NINE increase over the FY 2015 etary,Office Assistant and two part- has core adopted budget. This is time interns. The staff ervices. "" attributable to increases in 2/0 of the personnel costs. comprises t. \ City's workforce. 4.7% 0 2% 144 WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIE \\1 City Manager's Office DEPARTMENT CORE SERVICES City of Southlake — City Manager's Office Strategy Map The City Manager's Office pledges to provide our residents exceptional municipal services by promoting a progressive, efficient,responsive,and community focused organization. City Focus ® Quality OPerformance Partnerships& Areas: Development ice/ Management Volunteerism City Corporate Objectives C5 Promote opportunities for C6 Enhance sense of community by providing B4 Provide high quality services through 135 Enhance service delivery through partnerships and volunteer excellent customer service and citizen sustainable business practices continual process improvement involvement engagement opportunities Fl Adhere to financial management F3 Achieve fiscal wellness LI Ensure our people understand the L4 Recognize&reword L6 Foster positive employee principles&budget standards strategy&how they contribute to it high performers engagement Serve Our Customers CMOC1 Promote citizen involvement and CMOC2 Meet expectations and needs of governmental transparency(C5) residents,businesses,and visitors(C6) Manage the Business CMOB1 Facilitate good governance and provide CMOB2 Develop a high strategic direction to the municipal organization(B4) performance organization(85) Provide Financial Stewardship CMOF1 Provide high value services through CMOF2 Ensure a strong and sustainable efficient management of resources(Fl) financial condition for the City(F3) Promote Learning&Growth CMOL1 Translate strategy into operational CMOL2 Align personal incentives CMOL3 Build a positive,productive,and engaged workforce terms to promote employee commitment(L1) with strategic goals(L4) that supports the City's mission and strategic goals(L6) City Critical Business Outcomes Department Critical Business Outcomes CBO2—Become an employer of choice by CMOCBO1—Conduct a biennial employee engagement developing a plan to recruit,develop,and retain survey and results-based action plan(CBO2) employees committed to excellence CMOCBO2—Develop Sustainability Plan as an element of CBO3—Develop long-term strategies to address the 2030 Plan to address long-term financial and economic future financial uncertainties and challenges conditions(CBO3) CBO5—Optimize resources through collaboration CMOCBO3—Cultivate strong intergovernmental and partnerships to reduce costs and add relationships with regional agencies and organizations to service value leverage increased service value for citizens(CBO5) 145 WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW City Manager's Office DEPARTMENT CORE SERVICES City of Southlake — Communications Strategy Map The Office of Communications is responsible for promoting the City's reputation of excellence by developing and implementing clear,consistent,and engaging strategies to enhance the public's understanding of our work and value to the community. City Focus Safety& ;' p Performance ®partnerships& NI I Mobility ❑Infrastructure II Quality Areas: Security • Development Management Volunteerism City Corporate Objectives C6 Enhance sense of community by providing excellent B1 Achieve best-in-class status customer service&citizen engagement opportunities in all City disciplines B2 Collaborate with select partners B6 Optimize use Fl Adhere to financial management L6 Foster positive to implement service solutions of technology principles&budget employee engagement it Serve Our Customers OOCC1 Assist customers in navigating OOCC2 Promote Citizen and employee involvement in OOCC3 Support departments in the governmentprocesses and services(C6) administration of a strong employee government transparency with strategic messaging(C6) communication program(C6) Manage the Business OOCB1 Provide OOCB2 Manage the City's brand through 00CB3 Collaborate with departments OOCB4 Implement innovative effective media strategic communication,city-established to develop effective public relations technology solutions for relations support(81) guides and training(81) and marketing(82) stronger communication(86) Provide Financial Stewardship OOCF1 Provide high value services through efficient management of resources(F7) Promote Learning& Growth OOCL1 Build a positive,productive,and engaged workforce that supports the City's mission and strategic goals(L6) City Critical Business Outcomes Department Critical Business Outcomes CBO2—Become an employer of choice by OOCCBO1— Coordinate with the Human Resources Dept to developing a plan to recruit,develop and market Southlake Way(CBO2) retain employees committed to excellence OOCCBO2— Collaborate with partners to develop CBO5— Optimize resources through opportunities for attracting tourists(CBO5) collaboration and partnerships to reduce costs and add service value 1 146. WWW.CITYOFSOUTHLAKE.COM . 1 DEPARTMENT OVERVIEW City Manager's Office CITY MANAGER ' S OFFICE SCORECARD Perspective Ref# Measure Previous Previous Current Target Period Period 1.1 Achieve the highest standards of safety&security(C1) 1.1.1 012 Survey: Q02-I have the materials and equipment I need No data No data 4.32 4.50 to do my work right 1.1.2 012 Survey: Q10-I have a best friend at work No data No data 3.27 4.50 Ma Ai ill %citizen agreement with statement"1 feel more informed 57% 62% 75% 1.2.1 about the city and its services than I did one year ago" No data 1.2.2 %City Council agreement that project briefings are informative No data 100% 100% 90% and usefulAida ° Enhance sense of community by providing excellent customer service and citizen engagement opportunities(C6) 1.3.1 %agreement that employee represented City in a positive u 85% 87% 88% 90% v manner E a 1.3.2 %citizen agreement that employee was courteous 90% 90% 92% 90% V E %citizen agreement that employees returned calls within a 78% 90% ° > 1.3 .3 reasonable amount of time No data 61% a N 1.3.4 %citizen agreement that employee showed pride and concern 79% 84% 86% 90% for the quality of work 1.3.5 Q12 Survey: Q09-My coworkers are committed to doing No data No data 4.16 4.50 quality work 1.4.1 9 residents rating the quality of life experience excellent or very 95% 90% 94% 94% od 1.4.2 %residents that feel Southlake has improved 64% 63% 67% 75% 4.3 Average time in days to make initial response to customer 0.78 0.40 0.87 2.00 request(city-wide) 1.4.4 Average time in days to resolve customer requests(city-wide) 0.78 0.60 0.87 5.00 DID YOU KNOW? The City's AAA rating places us in the same financial league as Johnson \ & Johnson, Exxon-Mobil and Microsoft. \ WWW.CITYOFSOUTHLAKE.COM 14/ J DEPARTMENT OVERVIEW City Manager's Office 0 CITY MANAGER ' S OFFICE SCORECARD Perspective Ref# Measure Previous Previous Current Target Period Period P.1 Achieve best-in-class status in all City disciplines(B1) 2.1.1 Q12 Survey: Q06-There is someone at work who encourages No data No data 4.29 4.50 my development 2.1.2 %department workplan initiatives that met or exceeded KAI 87% 93% 84% 75% ►.2 Collaborate with select partners to implement service solutions(B2) 2.2.1 Value of partnerships(Cost avoidance/Cost savings) TBD TBD TBD TBD TBD 2.2.2 %residents very or somewhat satisfied with management of 92% 91% 95% 90% v trash collection ■ m2.2.3 %residents very or somewhat satisfied with management of No data No data 90% 90% a, recycling collection L_ °D coC 2 2.3.1 Mobilize change through Executive Leadership(SMS) 4.1 4.3 4.4 4.0 2.3.2 Align the organization to the strategy(SMS) 4.0 4.1 4.3 4.0 2.3.3 Motivate to make strategy everyone's job(SMS) 3.2 3.5 3.7 4.0 2.3.4 Govern to make strategy a continual process(SMS) 3.8 4.1 4.2 4.0 ►.4 Develop a high performance organization(CMOB2)(B5) 2.4.1 #lean/process improvement projects 2 4 2 2 Provide high value services through efficient management of resources(CMOF1)(Fl) 3.1.1 %departmental invoices paid within 30 days 100% 100% 100% 94% CL 1 3.1.2 Operating expenditures,budget vs actual(Dept) 99% 99% 100% 97%-100% i 3 3.1.3 %compliant Pcard purchases 100% 100% 100% 95% a, `^ Ensure a strong and sustainable financial condition for the City(CMOF2)(F3) ii41 m 3.2.1 Unreserved General Fund balance as a%of Operating 34.08% ° �_ Expenditures 25.75% 25.73% >or=25% LL v 3.2.2 Debt as a%of total assessed valuation 1.19% 1.12% 0.92% 2% ° 3.2.3 Revenue and operating expenditures per capita Exp<Rev Exp<Rev Exp<Rev Exp<Rev a 3.2.4 Bond Rating AAA AAA AAA AAA 3.2.5 #audit findings 0 0 0 0 N. 14g WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW City Manager's Office CITY MANAGER ' S OFFICE SCORECARD Perspective Ref# Measure Previous Previous Current Target Period Period MEIEnsure our people understand the strategy&how they contribute to it(Li) 11111 Translate strategy to operational terms(SMS) 3.8 4.3 4.4 4.00 • Q12 Survey: Q08-The mission or purpose of my organization No data No data 4.36 4.50 makes me feel my job is significant. MEEnhance leadership capabilities to deliver results(L2) Q12 Survey: Q11-In the last six months,someone at work has1111 No data No data 3.84 4.50 talked to me about my progress. = Attract,develop&retain a skilled workforce(L3) -2 III Department voluntary turnover rate 0% 12.5% 0% 8.0% 3 2 Q12 Survey: Q03 At work,I have the opportunity to do what I No data No data 4.04 4.50 c do best every day. co c Q12 Survey: Q12-This last year,I have had opportunities at 4. 3.4 work to learn and grow. No data No data 4.44 4.50 m vAlign personal incentives with strategic goals(CMOL2)(14) ° Q12 Survey: Q04-In the last seven days,I have received E A.4. No data No data 3.75 4.50 2 recognition or praise for doing good work. o. III Q12 Survey: Q07-At work,my opinions seem to count. No data No data 4.08 4.50 .6.1 Q12 Survey: Q00-How satisfied are you with the City of No data No data 4.32 4.50 Southlake as a place to work? .6.2 Q12 Survey: Q01-I know what is expected of me at work. No data No data 4.56 4.50 II Q12 Survey: Q05-My supervisor,or someone at work,seems No data No data 4.56 4.50 to care about me as a person. WWW.CITYOFSOUTHLAKE.COM R 149 DEPARTMENT OVERVIEW City Manager's Office OFFICE OF COMMUNICATION SCORECARD Previous Previous Perspective Ref# Measure Period Period Current Measurement Target 1.1 Achieve the highest standards of safety&security(Cl) 1.1.1 Q12 Survey: Q02-I have the materials and No Prior Data No Prior Data 4.32 >or= 4.5 equipment I need to do my work right 1.1.2 Q12 Survey: Q10 I have a best friend at No Prior Data No Prior Data 3.27 >or= 4.5 work 1.2 Enhance sense of community by providing excellent customer service and citizen engagement opportunities(C6) %citizen agreement with statement"I feel 1.2.1 more informed about the city and its services No Prior Data 0.57 62.00% > 75.00% than 1 did one year ago" %agreement that employee represented City 1.2.2 85% 0.87 88.00% > 90% in a positive manner 1.2.3 %citizen agreement that employee was 90% 0.9 92.00% > 90% courteous %citizen agreement that employees re- 1.2.4 turned calls within a reasonable amount of No Prior Data 0.61 78.00% > 90% time %citizen agreement that employee showed 0.84 86.00% > 90% a`, pride and concern for the quality of work 79% ° ° E ° Q12 Survey: Q09-My coworkers are corn- 1.2.6 No Prior Data No Prior Data 4.16 >or= 4.5 U mitted to doing quality work 0 a) 1.3 Assist customers in navig vernment processes and servi ..41.0.,_ v 1.3.1 average#of times per month that citizens No Prior Data No Prior Data 3.585 > TBD use city websites for primary City information average#of times per month that citizens 1.3.2 use city social media pages for primary City No Prior Data No Prior Data 3.8 > TBD information 1.3.3 Open rate for My Southlake News email New Measure New Measure New Measure > TBD blasts 1.3.4 Participation rote for SPIN Town Hall forums New Measure New Measure New Measure # TBD 1.3.5 COS.com engagement score New Measure New Measure New Measure # TBD 1.4 Promote Citizen and employee involvement in government tranparency with strategic messaging(OOC C2) 1.4.1 number of error free email blasts 90% 100% 90% - 100% Analytic top pages list for COS.com(External Identified 1.4.2 key topics against cos.com list-working on New measure New measure New measure = hot-spot measurements as part of 2015 workplan) issues 1.4.3 %of decrease of Citzen Satisfaction Survey New measure New measure New measure > 20% gap issues with communication attached \ 150 WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIL \V City Manager's Office OFFICE OF COMMUNICATION SCORECARD i i : r•a p. •y oyeES .!,: )1, cultus •'. ., •: • a« •,•r n �.:- s e sya.'�r..1 O °174 TBD-(Analytic top pages list for COS.com(in Identified ; v 1.5.1 ternal key topics working on measurements New Measure New Measure New Measure # hot-spot as part of 2015 workplan) issues .1 Achieve best-in-class status in all City disciplines(Bi) 1.1 °°division workplan initiatives that met or No Prior Data 90.00% 80.00% > 75.00% exceeded KAI 1 2 Q12 Survey: Q06 There is someone at work No Prior Data No Prior Data 4.29 >or= 4.5 who encourages my development .2 Maximize City messages through strategically focused media coverage(OOC B3) #of strategically place media stories per Average .2.1 No prior data No prior data New measure number of one per quarter week #of editorial calendar stories placed per Average .2.2 quarter(City wide) No prior data No prior data New measure % of one per week .3 Manage the City's brand through strategic communication,city-established guides and training c2.3.1 Logo(s)alignment score New Measure New Measure New Measure >or= 90% Go 2.3.2 Brand alignment score New Measure New Measure New Measure >or= 90% a) (13 00 ►.4 Collaborate with select partners to implement service solutions(B2) 4.1 Value of partnerships(Cost avoidance/Cost TBD TBD TBD TBD TBD savings) TBD Core Serwce:tsra s unique grana&story wnn errective public relations strategies(OOC B number of opens of My 5outhlake News 34% 33% >or= 30%+open .5.1 38/° email blast rate Percentage of outside media stories meeting 2.5.2 90% strategic goals(SMS,Budget,City Council) New measure new measure New measure > 2.5.3 %of COS produced communication meeting New measure new measure New measure > 90% strategic goals(SMS,Budget,City Council) .6 Core Servicer implement innovative technology solutions for stronger communication(OOC 64) #of people signed up for enhanced technol- t r.6.1 No Prior Data No Prior Data New Measure >or= TBD ogy services .6.2 %of successful Connect CTY outreach New Measure New Measure New Measure % TBD ki, WWW.CITYOFSOUTHLAKE.COM DEPARTMENT 1VERVI E \V City Manager's Office OFFICE OF COMMUNICATION SCORECARD Q il -� Provide high value service through efficient management of resources(OOCF1)(Fl) r3 3 3.1.1 %departmental invoices paid within 30 days 100% 94% 100.00% > 94% ti Operating expenditures,budget vs actual Division Bud - c 3.1.2 (Dept) get new for FY 99% 97.00% > 97% v 2014 7 5 2 3.1.3 %compliant Pcard purchases 100% 100% 100.00% >or= 95% a 31 Ensure our people understand the strategy&how they contribute to it(L1) II012 Survey: Q08-The mission or purpose .f my organization makes me feel my job is No Prior Data No Prior Data 4.36 >or= 4.5 ignificant Mill, Build a posi ' , productive and engaged workforce that suppo the City's ,< o an.--7 .gic goa (L6) 11 Q12 Survey: Q03-At work,I have the oppor- tunity to do what I do best every day. No Prior Data No Prior Data 4.04 >or= 4.5 3Q12 Survey: Q12-This last year,1 have had o .pportunities at work to learn and grow. No Prior Data No Prior Data 4.44 >or= 4.5 Q12 Survey: Q04-In the last seven days,I 3 ave received recognition or praise for doing No Prior Data No Prior Data 3.75 >or= 4.5 v .ood work J a Q12 Survey: Q07-At work,my opinions o ,.2.4 eem to count. No Prior Data No Prior Data 4.08 >or= 4.5 0 a Q12 Survey: Q00-How satisfied are you with the City of Southlake as a place to No Prior Data No Prior Data 4.32 >or= 4.5 work? 912 Survey: Q01-I know what is expected .2.6 .f me at work No Prior Data No Prior Data 4.56 >or= 4.5 1111 Q12 Survey: Q05-My supervisor,or some- .ne at work,seems to care about me as a No Prior Data No Prior Data 4.56 >or= 4.5 .erson Communication training satisfaction score No Prior Data No Prior Data New Measure >or= 90% , ..),,,,,,.‘,.,...,., =0) 1 WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW City Manager's Office N. esi s ' -'•-°-.".* "'"-----0 i•i••-"I."1"----i..... "II"""--... .-----_......_._, , _.......,,„ • CITY MANAGER ' S OFFICE GOALS • SERVE OUR CUSTOMERS Demonstrate Enhance a commitment to Ensure �d broaden Oversee intergovernmental activities to that City strategy citizen cooperation relative ' and implementation P enhance the P `ngagement Emphasize to legislative policy, e, riences of visitors ', { plans are developed Seek a culture of infrastructure planning support a vibrant and executed to meet to better ansparency and .. and collaborative and profitable the ongoing needs of understand lead related service delivery esidents,businesses citizen needs, economy initiatives and visitors lk ,references an .► concerns MANAGE THE BUSINESS Provide ` IP • =,x0 �,�`0 Ensure Facilitate City eadership in building ® Develop an IT solutions / Council effectiveness ommunity consensus organizational Facilitate are efficient by helping them to and collaboration on ' learning strategy staff effectiveness and customer V develop policy that can be key policy issues,both to promote a high by providing the centric A implemented effectively and ongoing and those that& Promote performance infrastructure or systems that serves the best interests relateV Southlake Y continuous organization • ary support _, of the Cityof Southlake, necess to c ° t30 the City's strategic as reflected within the Cd process anagement syste �` strategic management 41111 iik `improvements \ �► `� _• ihi system PROVIDE FINANCIAL STEWARDSHIP _ • AllariellilCom let e W- Ensure Manage P sustainable,high _ =• internal control 4 program +and risk programs based budgeting quality service Ensure the g g "* ;S 1 designed to A project to ensure an delivery right environment ; Develop 'r rengthen program Assess long- vr understanding of ' for a strong and i and nurture '- and financial term financial the true costs of / ► • sustainable economy partnerships to . management conditions . service 0 in the Cityusing A improve services 4 '` .. data 4and reduce 0 costs a • PROMOTE LEARNING AND GROWTH • Develop a culture Improve reflective of theDevelop and employee iry's values and implement an engagement operations effective and fair pay- Develop approach Explore for-performance pro..•. non- `Knowledge that is aligned with Ci ;' compensatory • Worker' of Southlake strategic incentives Concepts goals WWW.CITYOFSOUTHLAKE.COM ? DEPARTMENT OVERVIEW City Manager's Office • OFFICE OF COMMUNICATION GOALS • SERVE OUR CUSTOMERS Enhance Increase Advance -and broaden . customer usage Southlake's citizens' citizen Adopt a ;Id engagement o engagement communication strate; 'ghat governmen understanding of that includesprint • legislative policy, Improve communicatio materials acting in cone infrastructure planning employee with the City's digital f:id collaborative service engagement 1/4 offerings ,.: delivery. _ ., e _.... _ . A// Y. iiP.A P MANAGE THE BUSINESS Publish + AOdiF Increase41r �� illir Establish 4! r' strategically _ customer usage a media oralignedcontent 14;4i---:;::- V lb and engagement ilipir ‘,0 relations system r to the City's of electronic with measurable �. Oa Expand the communication Publish strategically government /� City's video outcomes that relates g y0 g , ty to information channels . 4`aligned content to the rocesses ,o . footprint di placement in outside , \ City intranet communication Illinois ��` 1111111111111N. � channels _ _•1 ` PROVIDE FINANCIAL STEWARDSHIP dgeFtir ik\ro, 0 ik 4, Wt. Ensure ^ •_ _P 11111111 /�I sustainable, • • _ high quality ® /4 communication , •• ` service delivery -0141. or ,009 PROMOTE LEARNING AND GROWTH ii' Unify the City's Improve Employee emerging brands Engagement under the City's ` through concentrated parent brand communication and engagement efforts 154 WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW City Managers Office ;' 1 -----\ WWW.CITYOFSOUTHLAKE.COM /_ DEPARTMENT OVERVIEW City Secretary's Office Cii SE ' CRETARY S OFFICE DEPARTMENT HIGHLIGHTS 1 .35M 232 Almost Through 8 out of 10 the first Public Information three quarters Act requests are of FY 2015,the City Secretary's There are 1,345,509 pages fulfilled Office processed over 230 Public stored digitally in Laserfiche,the within five business Information Act requests. City's digital records management days. system. i This equates to about 1.3 requests processed each business day. The City Secretary's Office "13 i4110s committed to uphold 1 Voter The City turnout the legislative process and Secretary's in the May 2015 • . Office budget is 1% election was 23%, to increase community of total General Fund up five percent expenditures. from 2014. involvement within city government. The City Secretary's Office The City Secretary's Office 2016 General Fund Budget includes:City Secretary,Deputy The City is$481,386 which is a 2% City Secretary,Records Manager, Secretary's Office decrease from the FY 2015 and two part-time positions. The staff has EIGHT core adopted budget. This is bn prises 1%of the City's workforce. services. attributable to decreases related to operational �_ _ 1costs for items that are ;= 0 -2 JO WWW.CITYOFSOUTHLAKE.COM no longer needed. 6 1110 , 15 WWW.CITYOFSOUTHLAKE.COM J DEPARTMENT OVERVIEW City Secretary's Office DEPARTMENT CORE SERVICES City of Southlake — City Secretary's Office Strategy Map To support the legislative process,encourage and facilitate civic involvement,promote confidence through governmental transparency,and provide enthusiastic service to the public. City Focus Performance Partnerships& Areas, .;. Management x frA Volunteerism City Corporate Objectives C5 Promote opportunities for C6 Enhance sense of community by 82 Collaborate with select partners partnerships and volunteer providing excellent customer service to implement service solutions involvement and citizen engagement B4 Provide high quality services Fl Adhere to financial L6 Foster positive employee through sustainable business management principles&budget engagement practices Serve Our Customers CSOCI Provide excellent customer service,promote citizen involvement and governmental CSOC2 Meet expectations of elected officials and transparency(C6) appointed board members(C5) Manage the Business CSOB1 Manage a responsive and legally compliant system CSOB2 Coordinate convenient, CSOB3 Administer systematic CSOB4 Ensure agenda procedures are in for Public Information Act efficient and sound municipal recordkeeping that ensures legislative and compliance with Open Meetings Act requests(84) elections(B2) historical document preservation(84) and City Charter(B4) Provide Financial Stewardship CSOF1 Provide high value services through efficient management of resources(Fl) Promote Learning&Growth CSOL1 Build a positive,productive and engaged workforce that supports the City's mission and strategic goals(L6) City Critical Business Outcomes Department Critical Business Outcomes CBO5—Optimize resources through collaboration CSOCBO1—Utilize electronic document management and and partnerships to reduce costs and add service workflow solutions to optimize Planning and Development value Services departmental records management(CBO5) CSOCBO2—Restructure and incorporate workflow solutions to streamline departmental records(CBO5) CSOCB03—Develop and enhance partnerships that provide the best value and service to the community(CBO5) WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIE \V City Secretary's Office DEPARTMENT SCORECARD Perspective Ref# Measure Previous Period Previous Period Current Measure- Target ment 1.1 Achieve the highest standards of safe &security(Cl) 1.1.1 Q12 Survey: Q02 I have the materials and No Prior Data No Prior Data 4.32 >or= 4.50 equipment I need to do my work right 1.1.2 Q12 Survey: Q10-I have a best friend at work No Prior Data No Prior Data 3.27 >or= 4.50 1.2 Promote citizen involvement and governmental transparency(CSOC1)(C5) 1.2.1 %volunteers complete required training within 60 36% 56% 81% > 80% days 1.2.2 ratio of applications to openings 1 1/6 2 2/7 2 1/7 > 3:1 1.2.3 number of resignations per term(unfulfilled term) No Prior Data 6% 17% < 5% 1.2.4 %board and commission member satisfaction level No Prior Data No Prior Data 92% > 85% %city legislative documents stored electronically 47% 39% 27% ° 1.2.5 within ten business days following Council approval > 70% %city legislative documents stored electronically 1.2.6 0%° 48% 43% > 70% within 20 business days following Council approval %approved minutes available to public day following 100% 89% 83% > 95% E 1.2.7 approval(City Council) 0 v %city legislative documents received from 1.2.8 departments for execution prior to City Council 51% 52% 35% : 70% O meeting v) 1.3 Enhance sense of community by providing excellent customer service and citizen engagement opportunities(C6) 1.3.1 %agreement that employee represented City in a 85% positive manner 87% 88% > 90% 1.3.2 %citizen agreement that employee was courteous 90% 90% 92% > 90% %citizen agreement that employees returned calls 78% > 90/ 1.3.3 within a reasonable amount of time No Prior Data 61% ° %citizen agreement that employee showed pride and 1.3.4 79% 84% 86% > 90% concern for the quality of work 1.3.5 Q12 Survey: Q09-My coworkers are committed to No Prior Data No Prior Data 4.16 >or= 4.50 doing quality work 1.4 Meet expectations of elected officials,appointed board members,and citizens(CSOC2)(C6) %approved action by City Council provided to .4.1 departments the day100% 100% 100% _ 100% p following meeting 1.4.2 %minutes without correction 100% 100% 100% = 100% %satisfaction of City Council members with agenda 1.413 packets,and board and commission appointment No Prior Data No Prior Data N/A > 95% process(October-November 2015) 158 / WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW City Secretary's Office 1 4' DEPARTMENT SCORECARD Perspective Ref# Measure Previous Period Previous Period Current Measure- Target ment IIIMPI a s 1.1 %department workplan initiatives that met or 0% exceeded KAI 94% 91% > 75% 1 2 Q12 Survey: Q06-There is someone at work who No Prior Data No Prior Data 4.29 >or= 4.50 encourages my development .2 Collaborate with select partners to implement services solutions(B2) Value of partnerships(Cost avoidance/Cost savings) 2.2.1 TBD .3 Manage a responsive and legally compliant system for the Public Information Act Requests OB1)(84 2.3.1 %of open record responses provided within five 76/° business days 94% 89% > 70% 3 2 %of open record responses provided within eight 81% 96%° 91% > 75/°° business days 2.3.3 number of complaints filed with Attorney General 1 0 0 < 3 c 2.3.4 Prepare and present educational material for record No Prior Data No Prior Data N/A = 1 liaison PIA training m v .i Y ►.4 Coordinate convenient,efficient and sound elections(CSOB2)(B2) _ . g 0 2.4.1 complaints filed with Secretary of State 0 0 0 <or=to 1 2.4.2 complaints filed with City Secretary 0 0 0 < 2 2.4.3 %voter turnout No Election in 17% 23% > 20 2013 2.4.4 %satisfaction in providing local election information 89% 78% 91% > 90% .5 Administer systematic recordkeeping that ensures legislative and historical document preservation(CSOB3)(B4) Prepare and present educational material for record 2.5.1 liaison recordkeeping and records maintenance No Prior Data No Prior Data N/A = 1 training Destroy offsite records in accordance with state ° 0% 100% = 100% 2.5.2 retention schedules 0/ .6 Ensure agenda procedures are in compliance with Open Meetings Act and City Charter (CSOB4)(B4) 2.6.1 %of meeting agendas posted in accordance with 100% Open Meetings Act 100% 100% = lOb%� \ 6 2 %of public hearing notices posted in accordance with 100% City Charter 100% 94% = 100% WWW.CITYOFSOUTHLAKE.COM t City Secretary's Office DEPARTMENT SCORECARD Perspective Ref# Measure Previous Period Previous Period Current Measure- Target ment IIIProvide high value services through efficient management of resources(CSOF1)(F1) To 4111111101 c eL %departmental invoices paid within 30 days in 2 -E 3.1.1 89% 100% 98% > 94% LL o •ccordance with Prompt Payment Act -,S) a Operating expenditures,budget vs.actual 77% 88% 51% > >or= 98-100% o ' 3.1.3 %Non-compliant p-card purchases 0 0 0 < 5 LiEnsure our people understand the strategy&how they contribute to it(L1) IIIQ12 Survey: Q08-The mission or purpose of my .rganization makes me feel my job is significant No Prior Data No Prior Data 4.36 >or= 4.50 Mill, Enhance leadership capabilities to deliver results(L2) II 012 Survey: Q11-In the last six months,someone at No Prior Data No Prior Data 3.84 >or= 4.50 work has talked to me about my progress. Y 3 0 al6 'ttract,develop&retain a skilled workforce(L3) c Q12 Survey: Q03-At work,I have the opportunity to No Prior Data No Prior Data 4.04 >or= 4.50 E to what I do best every day. v 11012 Survey: Q12-This last year,I have had No Prior Data No Prior Data 4.44 >or= 4.50 o opportunities at work to learn and grow. E 2 a Voluntary turnover rate(department) 0% 0% 0% < 8.0% %of staff certified-Texas Registered Municipal Clerk .3.4 TRMC)City Secretary,Deputy City Secretary,Records 100% 100% 100% >or= 100.0% onager ,One training class for two employees(Public No Prior Data 100% 0% >or 100.00% nformation Act&Open Meetings Act) .3.6 ight hours a year online Laserfiche training(Deputy 0% 0% 0% >or= 100.00% ity Secretary,Records Manager and Records Clerk) 160 , WWW.CITYOFSOUTHLAKE.COM $s DEPARTMENT OVERVIEW City Secretary's Office DEPARTMENT SCORECARD Perspective Ref It Measure Previous Period Previous Period Current Measure- Target ment Rec• and.re ormers L41 1.111111.1111111 Q12 Survey: Q04-In the last seven days,I have 4.1 No Prior Data No Prior Data 3.75 >or= 4.50 eceived recognition or praise for doing good work aEmpower informed decision-making at all levels in the organization(L5) �Q12 Survey: Q07 At work,my opinions seem to No Prior Data No Prior Data 4.08 >or= 4.50 count 3 Build a positive,productive and engaged wor .rc 0 ro %employees attending City sponsored professional .6.1 No Prior Data 100% 75.0% development training N/A >or= bio c E %of employees attending at least two Values training No Prior Data 100% ° v II classes N/A >or= 75.0% f) E A.6.3 Monthly departmental strategy meetings 100% 100% 100% >or= 12 2 a .6.4 onthly departmental staff meetings with emphasis 100% 100% 100% >or= 12 .n city values 6.5 Q12 Survey: Q00-How satisfied are you with the City No Prior Data No Prior Data 4.32 >or= 4.50 .f Southlake as a place to work? .6.6 Q12 Survey: Q01-I know what is expected of me at No Prior Data No Prior Data 4.56 >or= 4.50 work Q12 Survey: Q05-My supervisor,or someone at ,iii No Prior Data No Prior Data 4.56 >or= 4.50 work,seems to care about me as a person DID YOU KNOW? The City Secretary's Office works with several partners to produce local elections. Tarrant County and Denton County election administrators as well as CISD staff all play key roles in our I local election process. (\.‘ ------ WWW.CITYOFSOUTHLAKE.COM 161 J DEPARTMENT OVERVIEW City Secretary's Office .%...... e h, 4 0 0 0 0 0 0 0 I i I.P.-.0 0 0 0 0 0 0 0 I 0 I P'-.0 0 0 0 0 no 0 0 0 0 0 I 0111 I I 11°...0 0 i 0 0 0 0 0 0 0 0 0 0 0 0 I I I I I I I I I I I I I I I I I I I I 1"""--. 111 • DEPARTMENT GOALS • SERVE OUR CUSTOMERS Ensure Enhance and efficient Seek to better and customer promote understand citize. i` accessibility and • �' elected official an. • responsive board department ',, and commission p / appointed board mans ement services P member needs, Enhance .rogram Enhance w s preferences and and broaden •blic access t• � ® concerns citizen City records �, �, ,,3 . >� engagement • MANAGE THE BUSINESS limokitik Ensure 0Ensure Expand • - --- efficient ` compliance self-service :•%erm. ' Reduce City �t operation �� with legal mandatesant expenditures on Developand ofthrough resource solutions Foster ge records storage� agenda �,j g leverage ,� oversee a robust �% `w management and ,...,_,,..s g and improve management gpartnerships with records digitizationsystem • Enhance transparency in 0 local organizations to ' standardization of program complete with voter local government / ance ds management strategic goals and education and pubc's Ol1 !:ots 40 .ms 411W Viik• PROVIDE FINANCIAL STEWARDSHIP IM 9 F— Z .)1701 ‘.. I Develop •%�►� �/6 , Ensure and nurture • = stainable,highAir r 0 partnerships to ;;quality service ti improve servicesIlk 0/ delivery#0 In* , and reduce j costs lb PROMOTE LEARNING AND GROWTH Improve Develop Provide employee a department opportunities to engagement lture reflective obtain or renew the City's value licenses and and operations Improve certifications approach staff training opportunities 111111 162 / WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW City Secretary's Office f WWW.CITYOFSOUTHLAKE.COM .4 mi.. . DEI'ARTMEN I OVERVIEW Community Services COMMUNITY SERVICES DEPARTMENT HIGHLIGHTS The 99% Community Sponsorships Services for Stars and Department works Stripes increased directly with SIX City Council- 108% NINETY—NINE percent appointed Boards: Library Board, between of the Bob Jones Nature Center& Parks&Recreation Board,Senior 2014 and Preserve and the Southlake Tennis Advisory Commission,Southlake 2015. Center customers are satisfied with Arts Council,Southlake Parks the services provided. Development Corporation and . Southlake Youth Action Commission. The Community Services Department pledges to provide exceptional 17% The Library community services through Community circulation Services increased 20% high quality facilities, budget is 17%of from 2014 to 2015. total General Fund programs and events that expenditures. meet the needs of our customers. The Community Services Department The Community Services 2016 General Fund Budget a Department is staffed with 71.4 The is$5,943,011 which is a 1.6% FTEs that provide services across the Community decrease from the FY 2015 adopted Parks Maintenance,Recreation and Services Department budget This decrease is attributable Events/Hospitality divisions. The staff has SEVEN core to costs related to the �� comprises 20% of the 0 services. L Marq being moved to City's workforce. the new Community - 167 Enhancement and0 ((��Q� • O Development V/O Corporation Fund. iimmettag. 104 WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Community Services DEPARTMENT CORE SERVICES City of Southlake — Community Services Strategy Map The Department pledges to provide exceptional community services through high quality facilities,programs and events that meet the needs of our customers. City Focus Safety& Infrastructure• Quality �(O Performance rte- Partnerships& Areas• ®Security ❑ Development Management ' Volunteerism City Corporate Objectives Cl Achieve the highest C3 Provide attractive&unique spaces C6 Enhance sense of community by providing excellent 82 Collaborate with select partners standards of safety&security for the enjoyment of personal interests customer service and citizen engagement opportunities to implement service solutions Fl Adhere to financial management F2 Invest to provide and maintain L2 Enhance leadership L3 Attract develop and L6 Foster positive principles&budget high quality public assets capabilities to deliver results retain a skilled workforce employee engagement CSC1 Ensure safe CSC2 Develop and Serve Our Customers CSCS Assist customers by and secure parks, maintain outstanding providing strategic recreation&library parks,community CSC3 Deliver, CSC4 Promote lifelong learning& messaging for community exceptional customer active lifestyles through high quality system for facilities&public facilities,programs customers(Cl) spaces(C3) service(C6) facilities,programs&events(C6) &events(C6) Manage the Business CSB1 Partner with community stakeholders to identify&implement needs of community(82) Provide Financial Stewardship CSF3 Ensure the cost effective and efficient CSF1 Provide high value services through CSF2 Provide and maintain high quality parks investment of taxpayer dollars on efficient management of resources(FI) and community facilities within budget(Fl) infrastructure(F2) Promote Learning&Growth CSL1 Provide continuous opportunities for CSL2 Maintain professional licenses and CSL3 Build a positive,productive&engaged workforce professional development(L2) certifications(L3) that supports the City's mission and strategic goals(L6) City Critical Business Outcomes Department Critical Business Outcomes CB01—Continue to implement Southlake 2030 CSCBO1-Implement the recommendations of the Plan by focusing on short term initiatives Southlake 2030 PROS/CF and Public Art Master Plan(CBO1) CB05—Optimize resources through CSCBO2-Develop and enhance partnerships that provide collaboration and partnerships to reduce costs the best value and service to the community(CBO5) and add service value 165 WWW.CITYOFSOUTHLAKE.COM J DEPARTMENT OVERVIEW Community Services DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous Current Measurement Target Period Period 1.1 A chieve the highest standards of safety& security (C1) Q12 Survey: Q02-I have the No Prior No Prior 1.1.1 aterials and equipment 1 need to do Data Data 4.35 >or= 4.50 y work right Q12 Survey: Q10-I have a best friend No Prior No Prior 1.1.2 at work Data Data 3.21 >or= 4.50 Ensure safe and secure parks, facilities&programs for customers (CSC1) (C1) Coaches successfully completing 1.2.1 .ackground checks prior to intitial 100% 100% 100% = 100% 'nteraction with program participants v E S %Department staff completing dept No Prior v 1.2.2 -mergency mgmt procedures training Data 0% TBD = 100% 0 1.3 Develop and maintain outstanding parks and community facilities (CSC2) (C3) 1.3.1 %Rating on clean,green&safe parks 98% facilities scorecards 99% 99% >or= 98% Contract landscape services No Prior 1.3.2 98/°° 95% > or= 98% aintained at defined level Data %2030 Parks, Recreation, Open Space : Community Facilities initiatives No Prior 1.3.3 100%° TBD = 100% ompleted in accordance with annual Data workplan Of 2030 Public Art Master Plan 1.3.4 'nitiatives completed in accordance No Prior 0% TBD = 100% with annual workplan Data DID YOU KNOW? A.,,,, In FY 2015, the Parks division replaced over 2,200 diseased roses with native and adaptive landscaping. 166 ,, WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Community Services DEPARTMENT SCORECARD Previous Previous Perspective Ref# Measure Period Period Current Measurement Target 1.4 Deliver exceptional customer service (CSC3) (C6) .min: 1.4.1 %Department staff completing annual No Prior 100% 91% = 100% customer service training Data %Nature center employees/ No Prior 1.4.2 contractors completing customer Data 0% 100% = 100% service training %Tennis center employees/ No Prior 1.4.3 contractors completing customer Data 100% 100% = 100% service training agreement that employee No Prior 87% 88% ° 1.4.4 represented City in a positive manner Data > 90/ %citizen agreement that employee No Prior 1.4.5 90% was courteous Data ° 92% > 90% %citizen agreement that employees No Prior 1.4.6 returned calls within a reasonable Data 61% 78% > 90% amount of time %citizen agreement that employee 9 1.4.7 showed pride and concern for the No Prior 84% 86% > 90% work Data quality of ° 012 Survey: Q09-My coworkers are No Prior No Prior > 1.4.8 4.03 >or= 4.50 committed to doing quality work Data Data P. .a ,. , acti uality p� ms BMW 1.5 (CSC4) (C6) Customer satisfaction rating w/ ; 1.5.1 services provided by department 98.0% 99% 99% >or= 98% 1.5.2 %Customer satisfaction rating w/ 99% 99% 99% >or= 98% services provided by Tennis Center 1.5.3 %Customer satisfaction rating w/ 100% 99% 99% >or= 98% services provided by BJNCP 1.5.4 %Of successful recreation programs 87% 82� offered 74% >or= 90% 1.5.5 %Of successful senior programs 100% 100% offered 90% >or= 90% 1.5.6 #Library program participants 6,264 3,631 11,527 1.5.7 #Of library items circulated 99,712 114,961 132,916 WWW.CITYOFSOUTHLAKE.COM [ ; DEPARTMENT OVERVIEW Community Services DEPARTMENT SCORECARD Previous Previous Perspective Ref# Measure Period Period Current Measurement Target Ellchieve best-in-class status in all City disciplines (B1) 'ercent of all department workplan 2.1.2 100%o 98% 95% > 75% 'nitiatives that met or exceeded KAI Q12 Survey: Q06-There is someone No Prior No Prior 2.1.3 .t work who encourages my Data Data 3.69 >or== 4.50 .evelopment v m Partnerw community stakehol:ers to iden ' imp ertient the nee's of the. CO CU COMM ,='' B1). , yCll co 2.2.1 CS Agreement partners meeting 100% 100% 100% = 100% 5 .dentified performance measures 2.2.2 %FUA partners meeting identified 100% 100% 75% = 100% •erformance measures 2.2.3 Athletic field allocations delivered to 100% 100% 100% = 100% .thletic assoc 1 mo.prior to season 2.2.4 Value of partnerships(Cost avoidance No Prior Cost savings) TBD Data $442,433 TBD TBD TBD IIIPro ', -,_'.- , : .;: sd'cient management of resources(CSF1) (F1) • 3.1.1 Of cost savings initiatives 25 42.0 36 > 24 mplemented 3.1.2 Operating expenditures, budget vs 99% 92% TBD = 98-100% .ctual Q -o 3.1.3 %Invoices paid within 30 days in 990 97% 98% > 95% 3 .ccordance with Prompt Payment Act � a, Tu No Prior c 3.1.4 %Compliant pcard purchases 99% TBD > 95% Data rp c. Provide and maintain high quality parks and community facilities within budget (CSF2) a (F1) a 3.2.1 BD TBD TBD TBD TBD TBD 1111 Ensure most cost effective and efficient investment of tax payer dollars on infrastructure (CSF3) (F2) %CIP projects completed on-time and o 100% 100% = 100% 3.3.1 100% within budget J 16g ` `/ WWW.CITYOFSOUTHLAKE.COM e DEPARTMENT OVERVIEW Community Services DEPARTMENT SCORECARD Previous Previous Perspective Ref if Measure Period Period Current Measurement Target .1 Ensure our people understand the strategy& how they contribute to it (L1) Q12 Survey: Q08- The mission or No Prior No Prior .1.1 purpose of my organization makes me Data Data 3.95 >or= 4.50 feel my job is significant %Department staff attending at No Prior 1 .2.1 least one City sponsored professional Data 36% TBD >or= 90% development training Q12 Survey: Q11 -In the last six No Prior No Prior .2.2 months,someone at work has talked Data Data 3:18 >or= 4.50 to me about my progress. .. .3 Attract, develop & retain a skilled workforce (13) L.DBQ12 Survey: Q03-At work,I have the No Prior No Prior 7 A.3.1 opportunity to do what I do best every 4.05 >or= 4.50 to day. c Data Data BQ12 Survey: Q12-This last year,I No Prior No Prior CU A.3.2 have had opportunities at work to 3.92 >or= 4.50 CV learn and grow. Data Data 1 a A.3.3 Voluntary turnover rate(department) 12.2% 6.1% 13.6% < 8% -.4 Maintain ••rofessianal licenes and certifications(CSL2) (L3) Of required licenses and No Prior .4.1 100% TBD - 100% certifications current Data '.5 Recognize and reward high performers (L4) Q12 Survey: Q04-In the last seven No Prior No Prior 4.5.1 days,I have received recognition or Data Data 3.34 >or= 4.50 praise for doing good work -.6 Empower informed decision-making at all levels in the organization (L5) 6.1 Q12 Survey: Q07-At work,my No Prior No Prior 3.43 >or= 4.50 opinions seem to count. Data Data WWW.CITYOFSOUTHLAKE.COMi,,,H DEPARTMENT OVERVIEW Community Services DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous Current Measurement Target Period Period 111 Build a posttive, productive& engaged workforce that supports the City's mission and strategic goals (CS '_) �Quarterlydepartmentstrategy No Prior o Data eetings 3 TBD = 4 G Q12 Survey: Q00-How satisfied are 1.' No Prior No Prior ou with the City of Southlake as a Data Data 3.97 >or= 4.50 c 'lace to work? v Q12 Survey: Q01 -1 know what is No Prior No Prior 4.32 >or= 4.50 E -xpected of me at work Data Data 2 a Q12 Survey: Q05-My supervisor, or No Prior No Prior .7.4 omeone at work,seems to care abou Data Data 4.02 >or= 4.50 e as a person DID YOU KNOW? In FY 2015, the Community Services Department received multiple awards for outstanding programs and services: Texas Recreation & Park Society Lone Star Programming Award - Hunger Games ,Texas Recreation&Park Society Park Design Excellence Award - North Park , Texas Amateur Athletic Federation Gold Member City Award and City Librarian Cynthia Pfledderer was named a"TALL Texan" and invited to attend the Texas Accelerated Library Leaders Institute. 0 170 WWW.CITYOFSOUTHLAKE.COM `` DEPARTMENT OVERVIEW Community Services .411141111111 -. • DEPARTMENT GOALS • SERVE OUR CUSTOMERS Provide Implement Continue Implement outstanding '.the Southlake 2030 Meet the needs ,, monthly library customer and interests of the inspections of Parks, and P enhancement service &Open Space/ community by providing parks,playground. P P a variety of high quality plans ommunity Facilities programs and events that . and irrigation Master Plan Deliverprovide fun safe and systems Achieve Strengthen artment safe and ••,, accessible environments f+ ; Plan and best-in-class ergency secure parks '< people of all ages and .develop the •tus for parks e y =: d recreation i a d recreation ._- abilities Marq ta system y - system MANAGE THE BUSINESS ‘111111011k% Ithi,- 11143A VA v 111Di'111U 11%. Alp . ifinisirvi . O Enhance community � �► � Collaborate • VIP Manage WI - '/W* engagement 401",.. with the City 0 and expand (/ ' with the Council and the Boards ' library t ii &Commissions to / Partnerships �, Collaborate j identify and implement with athletic the needs of the , / ` associations ti cir ih� .. • communtry0 41111Iw PROVIDE FINANCIAL STEWARDSHIP —ter 2 " 3à 0 V \ tA4rb ill - • Develop an e ui ment , llr 4111,4111 Revise and q P maintenance and ✓" implement cost Increase recovery policy Maximize t replacement plan1 (' sponsorships / AOefficiency throw.a, -/ for the Marq Evolve technology revenue 0r ! use of contract Explore grant // services opportunities , PROMOTE LEARNING AND GROWTH 1 evelop and Continue ment initiatives incorporating } — leadership � ante employee '. Provide engagement Build the opportunities to training Build A bench through obtain or renew ulture of high effective successio licenses and performance planning certifications IIIIII WWW.CITYOFSOUTHLAKE.COM 41) DEPARTMENT OVERVIEW Economic Development 6' Tourism ECONOMIC DEVELOPMENT & TOURISM DEPARTMENT HIGHLIGHTS of' 39,71 The 136% Tourism Since Between October Division has relaunching the 2014 and June 2015, 739,711 NINE core VisitSouthlakeTexas.com website in square feet of commercial space the 3rd Quarter of FY 2015,the site has q P services. hosted more than 25,100 unique visitors was permitted in the city. This equates to almost$49 million in with an average session length of over new commercial property value. 4:34 minutes,an increase in session length of 136%from 2014. The Economic Development Division will create a diversified, vibrant and • sustainable economy through attraction and support of businesses meeting the �f ' vision and standards desired by City The Southlake's leaders. Economic retail occupancy rate Development is 94.7%,exceeding budget is 1%of the DFW market The Tourism Division will enhance total General Fund rate of 93.8%. the quality of life for residents and the expenditures. sustainability of City businesses through the promotion of the tourism, convention and hotel industry in the City. The Economic Development Division The Economic Development The 2016 General Fund Budget is and Tourism Department includes: Economic $230,656 which is a 0.1% decrease — , Director of Economic Development Development from the FY 2015 adopted budget. land Tourism,Tourism Marketing Division has ager,Sales&Services Coordinator EIGHT he department will also receive Hotel IVB core Occupancy Tax funds for \ and an Administrative p �' Secretary. The staff 8 ervices. the Tourism Division in p 1%of the _O 1 the amount of 677,821 0 comprises City's workforce. for FY 2016. 172 WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Economic Development ea' Tourism DEPARTMENT CORE SERVICES City of Southlake — Economic Development Strategy Map The Economic Development office will create a diversified,vibrant and sustainable economy through attraction and support of businesses meeting the vision and standards desired by City leaders. City Focus 111 Quality Performance Partnerships& Areas: Development Management Volunteerism City Corporate Objectives C6 Enhance the sense of C4 Attract&keep top-tier businesses to drive a community by providing excellent 82 Collaborate with select partners to B6 Optimize use of dynamic&sustainable economic environment customer service and citizen implement service solutions technology engagement opportunities Fl Adhere to financial management F2 Invest to provide and maintain L6 Foster positive employee principles&budget high-quality public assets engagement Serve Our Customers EDCI Implement programs to EDC2 Implement programs to EDC3 Administer a strong retain and market the City and internal and external expand existing businesses(C4) attract desired businesses(C4) communication program(C6) Manage the Business EDB1 Enhance the entrepreneurial climate and expand EDB2 Develop and maintain strategic data resources the opportunities for professional networking(B2) necessary to attract and support businesses(BE) Provide Financial Stewardship EDF1 Provide high value services through EDF2 Manage incentive programs to attract and retain high quality efficient management of resources(F1) businesses as a means of growing Southlake's economy(F2) Promote Learning&Growth EDL1 Build a positive,productive&engaged workforce that supports the City's mission and strategic goals(L6) City Critical Business Outcomes Department Critical Business Outcomes CBO1—Continue to implement Southlake 2030 EDCBO1—Implement recommendations in the Southlake Plan by focusing on short term initiatives 2030 Economic Development and Tourism Master Plan(CBO1) CBO3—Develop long-term strategies to EDCBO2—Implement incentive policy as adopted by City address future financial uncertainties and Council(CBO3) challenges EDCBO3—Enhance partnership structure between the City CBO5—Optimize resources through and Southlake Chamber of Commerce(CBO5) collaboration and partnerships to reduce costs and add service value WWW.CITYOFSOUTHLAKE.COM \ J DEPARTMENT OVERVIEW Economic Development 6Tourism DEPARTMENT CORE SERVICES r` City of Southlake — Tourism Strategy Map Enhance the quality of life for residents and the sustainability of City businesses through the promotion of the tourism,convention and hotel industry in the City. City Focus II Quality ®Partnerships& Areas: Development Volunteerism City Corporate Objectives C6 Enhance the sense of C4 Attract&keep top tier businesses to drive C5 Promote opportunities for community by providing excellent B2 Collaborate with select partners dynamic&sustainable economic environment partnerships&volunteer involvement customer service and citizen to implement service solutions engagement opportunities B3 Enhance resident qualityoflife& FI Adhere to financial F2 Invest to provide and t86 Optimize use of managementprinciples& maintain L6 Foster positive employee business vitality through tourism technology g engagement budget high-quality public assets Serve Our Customers TC1 Develop and implement programs TC2 Support programs and events that enrich TC3 Administer a strong internal and increasing patronage of City businesses(C4) experiences for residents&visitors(C5) external communication program(C6) Manage the Business T81 Increase utilization of City hotel TB2 Increase tourism through TB3 Develop&maintain strategic data resources accommodations and meeting facilities through destination marketing(B3) necessary to understanding return on investment(B6) cooperative marketing opportunities(B2) Provide Financial Stewardship TF1 Provide high value services through TF2 Manage hotel occupancy tax fund in accordance efficient management of resources(Fl) with State law as a means to grow Southlake's tourism-related economy(F2) Promote Learning&Growth TL1 Build a positive,productive&engaged workforce that supports the City's mission and strategic goals(L6) City Critical Business Outcomes Department Critical Business Outcomes CBO1—Continue to implement Southlake 2030 TCBO1—Implement recommendations in the Southlake Plan by focusing on short term initiatives 2030 Economic Development and Tourism Master Plan(CBO1) CBO3—Develop long-term strategies to TCBO2—Allocate Hotel Occupancy Tax revenues as address future financial uncertainties and recommended in the EDT Plan(CBO3) challenges TCBO3— Develop and enhance tourism-supportive CBO5—Optimize resources through partnerships that provide the best value and service to the collaboration and partnerships to reduce costs community(CBO5) and add service value 174 WWW CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Economic Development 6 Tourism ECONOMIC DEVELOPMENT DIVISION SCORECARD Perspective Ref# Measure Previous Previous Current Measurement Target Period Period .1 Achieve the highest standards of safety&security(Cl) 1.1.1 Q12 Survey: Q02 I have the materials No Prior Data No Prior Data 4.00 >or= 4.50 and equipment I need to do my work right 1.1.2 Q12 Survey: Q10 I have a best friend at No Prior Data No Prior Data 3.18 >or= 4.50 work 1.2 Implement programs to retain and expand existing businesses(EDC1)(C4) IMIIIIMIMIIMII 1.2.1 Businesses visited in accordance with No Prior Data 90% TBD = 100% annual visitation plan 1.2.2 Local business reports 2 1 2 = 3 Citizen satisfaction with development and 1.2.3 implementation of programs to retain and No Prior Data 60% 68% > 90% support existing businesses 1.2.4 Southlake retail occupancy rate 95.3% 95.6% 94.7% > 92% 1.2.5 Southlake office occupancy rate 81.8% 81.6% 81.6% > 85% TBD Annual Employer Survey measures s 1.2.6 related to business/employer satisfaction TBD TBD TBD TBD TBD a'; with City services E o 1.2.7 Southlake unemployment rate 5.8% 5.3% 3.7% = 4-6% 1.2.8 Employment growth 2.9% 2.9% 2.0% >or= 1% 110 o 1 2 9 Non-residential revenue per capita as a 61% 62% 64% ° > percentage of total revenue per capita > 60% v `" 1.3 Implement programs to market the City and attract desired businesses(EDC2)(C4) 1.3.1 SouthlakeSites.com measure TBD TBD TBD TBD TBD City performance in attracting and keeping 1.3.2 top-tier businesses to drive a dynamic 56% 52% 62% > 74% and sustainable business environment ("Excellent""Very Good") Citizen satisfaction with creation of diversified economy through the attraction ° 1.3.3 No Prior Data 67% 75% > 74% and support of businesses("Very Satisfied" or"Somewhat Satisfied") Citizen satisfication with attraction of 1.3.4 businesses and jobs to the area("Very 61% 63% 73% > 74% Satisfied"or"Somewhat Satisfied") 1.3.5 New business COs issued as a percentage TBD TBD TBD TBD TBD of all active businesses New construction value as a percentage of 1.3.6 total appraised value 1.0% 1.3% 3.4% >or= 1% % i —� WWW.CITYOFSOUTHLAKE.COM , DEPARTMENT OVERVIEW Economic Development 6 Tourism ECONOMIC DEVELOPMENT DIVISION SCORECARD Previous Previous Perspective Ref# Measure Period Period Current Measurement Target 1.4 Enhance sense of community by providing excellent customer service and citizen engagement(C6) %agreement that employee represented 1.4.1 City in a positive manner("Completely 85% 87% 88% > 90% gree"or"Somewhat Agree") %citizen agreement that employee 1.4.2 was courteous("Completely Agree"or 90% 90% 92% > 90% "Somewhat Agree") %citizen agreement that employees CD E 1.4.3 eturned calls within a reasonable No Prior Data 61% 78% > 90% o amount of time("Completely Agree"or "Somewhat Agree") v o %citizen agreement that employee 1.4.4 ho wed pride and concern for the 79/° CV quality of work("Completely Agree"or ° 84% 86% > 90% "Somewhat Agree") 1.4.5 Q12 Survey: Q09 My coworkers are No Prior Data No Prior Data 4.29 >or= 4.50 ommitted to doing quality work 1.5.1 Website analytics TBD TBD TBD TBD TBD TBD New Biz List blog-click through rate 1.5.2 .eneration,#views on City site,#views TBD TBD TBD TBD TBD and CTR on MySouthlakeNews TBD 31111 •chieve best-in-class status in all City disciplines(B1) %department workplan initiatives that 2.1.1 et or exceeded KAI 92% 100% 100% > 90% %of Southlake 2030 Economic 2 1 2 Development and Tourism Master TBD TBD 100% > 90% cPlan recommendations completed in accordance with annual workplan m L 2 1 2 Q12 Survey: Q06 There is someone at No Prior Data No Prior Data 4.08 >or= 4.50 v work who encourages my development c,x) '2 OM . 1• .• . - ,' . - -.1 ••■ .- . •...l- -. - ' - .1 ••. (: ) i Value of partnerships(Cost avoidance/ 2.2.1 Cost savings) TBD TBD TBD TBD TBD TBD Develop and maintain strategic data resources necessary to attract and support businesses(EDB2)(66) 2.4.2 Business database listings updated No Prior Data No Prior Data TBD >or= 33% 2.4.4 outhlakeBusinesses.com measure TBD TBD TBD TBD TBD Li C — 3.2.1 Operating expenditures,budget vs actual 92% 92% 87% _ 98-100% ° ro t (Dept) c 4 '� a 3 %departmental invoices paid within 30 -a v 3.2.2 days in accordance with Prompt Payment 84.21% 93.75% 96 15% > 94% O N Act a 3.2.3 %compliant Pcard purchases 100% 100% 100% >or= 95% i e / WWW.CITYOFSOUTHLAKE.COM DEPAR 1 ME-E \ 1 OVERVIEW Economic Development 6Tourism ECONOMIC DEVELOPMENT DIVISION SCORECARD Previous Previous Perspective Ref# Measure Period Period Current Measurement Target a C 3 Manage incentive programs to attract an. retain high'quality businesses as a means•'gr. ng is"` a - etonomy .3.1 Dollars of private investment leveraged TBD TBD TBD TBD TBD °,' per dollar of public investment Cost per job created/retained through 77 .3.2 Chapter 380 economic development TBD TBD TBD TBD TBD E agreements -0 Number of new jobs created through o .3.3 Chapter380 economic development TBD TBD TBD TBD TBD n_ agreements .1 Ensure our people understand the strategy&how they contribute to it(Ll) Q12 Survey: Q08-The mission or purpose .1.1 of my organization makes me feel my job No Prior Data No Prior Data 4.04 >or= 1 4.50 is significant .2 Enhance leadership capabilities to deliver results(L2) Q12 Survey: Q11-In the last six months, .2.1 someone at work has talked to me about No Prior Data No Prior Data 3.79 >or= 1 4.50 my progress. .3 Attract,develop&retain a skilled workforce(L3) .3.1 Voluntary turnover rate(Dept) 0% 0% 0% < 8.0% ,.3.2 Q12 Survey: Q03 At work,I have the No Prior Data No Prior Data 4.13 >or= 4.50 3 opportunity to do what I do best every day. 0 2 Q12 Survey: Q12-This last year,I have LD -0 ,.3.3 had opportunities at work to learn and No Prior Data No Prior Data 4.38 >or= 4.50 c 1�°p grow. G E ,.4 Recognize&reward high performers(L4) )! Q12 Survey: Q04-In the last seven days, 0 .4.1 1 have received recognition or praise for No Prior Data No Prior Data 3.75 >or= 4.50 E doing good work 2 n- -.5 Empower informed decision-making at all levels in the organization(L5) .5.1 Q12 Survey: Q07 At work,my opinions No Prior Data No Prior Data 3.83 >or= 4.50 seem to count. .6 Build a posi` and stra - (EDL1)(L6) i Q12 Survey: Q00-How satisfied are you .6.1 with the City of Southlake as a place to No Prior Data No Prior Data 4.00 >or= 4.50 work? 6 2 Q12 Survey: QOl I know what is No Prior Data No Prior Data 4.67 >or= 4.50 expected of me at work Q12 Survey: Q05-My supervisor,or 1 .6.3 someone at work,seems to care about me No Prior Data No Prior Data 4.43 >or= 4.5 (` as a person ',0k. ---...,,,,... WWW.CITYOFSOUTHLAKE.COM ' , DEPARTMENT OVERVIEW Economic Development 6 Tourism 'i I I 411 I 111 I I...•.in.••...._...____ ei 14,. .•°1 I°.11•14°I.1.1.°°11111111°..111.1 I°ill I I I I I I I I I I I.I°...111 I III.I I I I I I I I I I I I I I I I . _ likk 11 • ECONOMIC DEVELOPMENT DIVISION GOALS • SERVE OUR CUSTOMERS Provide Ensure structure and that adequateSeek focus to busine:, Develop and to better networking ersee a rob understand retention and Market opportunities for local business Ensure i' Mess needs, Improve expansion Southlake Iausiness owners,including visitation adequate eferences and and efforts aggressively to ntrepreneurial companies program marketing of concerns strengthen existing target and retail businesses, ` new and existi g businesses commeraal �� audiences exist centers ` ''„' ale t •�Intik _�k• _ Ir MANAGE THE BUSINESS _ ',-"P--- —*-Nt %,.— I% 4 9 01111 iS ?-4rAP* 9 - Aiiilikir Partner with ' I r other agencies when �� ,+ Enhance the ♦ Use data entre reneurial and appropriate to complete P ` to quantify the s ' 4 Provide relevant and networking climates q economic development • Create useful data to brokers / through strategic strength of the City's research in order to a strong 1 partnership i business climate and optimize resources � and developers development S economyas a means for entrepreneurs.';• P , , (, Air 4 climate , measuring the success Ilik �`► ` ♦ of the Department's /maw / - _•`` programs , w...0 PROVIDE FINANCIAL STEWARDSHIP • Support • • ` l •I�w ler investment in our Develop P 4111, community that meets Review programs • and nurture the goals outlined in the Monitor annually to determine 1111111. partnerships to Southlake 2030 Economic and validate alignment with improve services Ensure . coin liance of proje+ t customer pull related ` sustainable,high / Development and p and reduce $ ROI according to business community, costs quality serviceTourism Master incentive agreemen resident and broker delivery , Plan requirements issues PROMOTE LEARNING AND GROWTH I prove employee engagement is] 178 ! f WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Economic Development 6' Tourism • TOURISM DIVISION GOALS • SERVE OUR CUSTOMERS Seek to better Develop Create understand visitor and oversee a Provide support success 1 successful for Southlake special kiosk needs,preferences and isitor Servic pro am Provide visitor concerns by managing• Program events that will garner srogram successful Visitor attendance from outside amenities that will Intercept SurveyImprove visitors in an effort to Improve •hance the custom P internal increase hotel and sales Citizen experience while in program knowledge of Satisfaction Southlake purism effo 3tax revenue Survey d projec Scores MANAGE THE BUSINESS Host a - 111PN-ft Implement a website that /� Create anddir , P • i Implement ' Foster%, a foreign individual P implements the ( implement a gn a meetingplanner culture of public- • traveler awareness A branding elements private collaboration, creative cooperative awareness campaign i P Strengthen campaign to draw P inn and is responsive cooperation and marketing progr, •t the Southlake international to draw group business to the visitors t P and increase top of mind needs partnerships within with area hotels brand through • visitors awareness about Southlake 41 Southlake to promote - i ective marketing an ideal meeting Tourism assets and •Ii diums to attract ,La: destination t\ help grow the City �N first time and ,`�economy repeat visitors Ali II 4011111 . PROVIDE FINANCIAL STEWARDSHIP w • Support 1111 '�. ms iinvestment in our `mZIY e gthDevelopment and and nurture and its business ,S sustainable,high Tourism Master , hipsuali , I ::: :communiIf ty / q Pl an 7 delivery ,� and reduce costs PROMOTE LEARNING AND GROWTH ` -. -T .— Improve employee engagement 111111 , 411 , WWW.CITYOFSOUTHLAKE.COM 14i DEPARTMENT OVERVIEW Finance FINANCE DEPARTMENT HIGHLIGHTS 1 ,2 6 2 I Signs of growth— Southlake s In the first three the Utility Billing Budget quarters of FY 2015, division has created Documents and Metroport Teen 271 new construction Comprehensive Court volunteers served over 1,262 water accounts Annual Financial Reports have been hours in Southlake saving organizations since honored a combined 40 times by almost$30,000. 10/01/14. the Government Finance Officers Association for excellence. The Finance Department 0 Finance AAA will provide sound ~ The has the Ci av moremanagement of the City's Finance than$9 million financial assets and timely, Department's by refinancing debt budget is 6/o of total with the benefit of the accurate information General Fund City's AAA bond ng. expenditures. `at` to ensure financial p sustainability. The Finance Department is staffed by 26 FTEs that The The Finance Department's provide services across the FinanceFinance 2016 General Fund Budget is Administration,Municipal Court,and Department has $2,102,636 which is a 2.4% tility Billing divisions. increase over the FY 2015 TWELVE core adopted budget. This is due The staff comprises services. to increases in personnel 7%of the City's costs. workforce. 2.4(% 0 180 �,. WWW.CITYOFSOUTHLAKE.COM i r ir 1 DEPARTMENT OVERVIEW Finance DEPARTMENT CORE SERVICES City of Southlake — Finance Strategy Map The Finance office will provide sound management of the City's financial assets and timely,accurate information to ensure financial sustainability. ® Safety& EIC PerformCity focus rty Infrastructure �/ Management Areas ,. City Corporate Objectives C6 Enhance sense of community by providing 81 Achieve best-in-class B4 Provide high quality services through B5 Enhance service delivery through excellent customer service and citizen status in all City disciplines sustainable business practices continual process improvement engagement opportunities Fl Adhere to financial management F3 Achieve fiscal wellness F4 Establish&maintain L3 Attract,develop&retain a L6 Foster positive employee principles&budget standards effective internal controls skilled workforce engagement Serve Our Customers FC1 Provide professional and courteous FC2 Administer strong internal and external customer service(C6) communications(C6) Manage the Business FB1 Provide accurate and timely financial FB2 Provide transparency FB3 Provide innovative FB4 Promote the efficient and effective and statistical information(81) of financial data(B1) business solutions(B4) use of city resources(B5) Provide Financial Stewardship FF1 Provide high value services FF2 Ensure acquisition of the highest FF3 Provide fiscal management FF4 Develop and through efficient management quality,most cost-effective products to ensure City's financial implement appropriate of resources(Fl) and services(FI) sustainability(F3) internal controls(F4) Promote Learning& Growth FL1 Enhance training and FL2 Build a positive,productive&engaged workforce that development opportunities(L3) supports the City's mission and strategic goals(L6) City Critical Business Outcomes Department Critical Business Outcomes CBO2-Become an employer of choice by FCBO1- Determine succession plan for key positions in the developing a plan to recruit,develop and retain department(CBO2) employees committed to excellence FCBO2-Develop a formal multi-year financial plan(CBO3) CBO3—Develop long-term strategies to address FCBO3-Enhance process improvements through streamline future financial uncertainties and challenges committee(CBO3) CB05—Optimize resources through collaboration FCB04- Develop and maintain best in class customer and partnerships to reduce costs and add relations strategies(CBO5) service value FCBO5-Develop and enhance partnerships that provide the best value and service to the community(CBO5) • 81 WWW.CITYOFSOUTHLAKE.COM 1 1 DEPARTMENT OVERVIEW Finance DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous Current Measurement Target Period Period 1.1 •chieve the highest standards of safety&security(Cl) 1.1.1 Q12 Survey: Q02-I have the materials and q.33 4.33 4.33 >or= 4.50 equipment I need to do my work right 1.1.2 Q12 Survey: Q10-I have a best friend at 2 80 2 80 2.80 >or= 4.50 work =Enhance sense of community by providing excellent customer service and citizen engagement opportunities(C6) 1.2.1 %agreement that employee represented 88% 88% 88% > 90%° City in a positive manner 1.2.2 %citizen agreement that employee was 92%° 92% 92% > 90% courteous %citizen agreement that employees v • 1.2.3 eturned calls within a reasonable amount 78% 78% 78% > 90% E of time 0 c� %citizen agreement that employee showed 'S 1'2'4 .ride and concern for the quality of work 86% 86% 86% > 90% v °J, Q12 Survey: Q09-My coworkers are v 1.2.5 4.14 4.14 4.14 >or= 4.50 committed to doing quality work 1.3.1 Customer service rating-internal 80% 73% 73% >1= 95% 1.3.2 Customer service rating-external 65% 67% 67% >1= 95% Billing error rate(can impact multiple 1.3.3 7 18 23 < <30 categories) 1.3.4 Payment error rate(can impact multiple 25 39 39 < <5 categories) 1.3.5 'ccuracy of account set up(can impact 100% ultiple categories) 99% 100% >1= 98% I co unications( •: (C6) 1.4.1 Volunteer retention 98% 98% 99% >/= 90% .chieve best-in-class status in all City disciplines(B1) %department workplan initiatives that met 2.1.3 or exceeded KAI*** 80% 67% 75% > 75% CD 2.1.4 Q12 Survey: Q06-There is someone at 4.00 4.00 4.00 >or= 4.50 work who encourages my development �.- m I ,• . . h C-I " • • ', sa.a . .ili . 'If. u.io, ( : )(: ) v gig 2 2 1 .E.s completed within 14 days of effective 70% 81% 90% = 90% to ra date c 2.2.2 DPS Data Reporting Accuracy 4 6 3 = 0 .._ ' ota(FB2)(B1) 2.3.1 Prepare Popular Report for submission by YES No YES = yes nd Quarter 182 r ` WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Finance DEPARTMENT SCORECARD Previous Previous Perspective Ref# Measure Period Period Current Measurement Target Collaborate with select partners to implement service solutions(82) Value of partnerships(Cost avoidance/Cos c 2.4.i TBD TBD TBD TBD TBD avings) TBD oc, 911, IllWr MP cu ram v 2.5.1 TBD TBD TBD TBD TBD TBD on ro 5 Annual cost per mile for vehicle 2.6.1 N/A N/A 0.043 <1= TBD aintenance/repair* IIProvide high value services through efficient management of resources(FF1)(F;'' 3.1.1 Operating expenditures,budget vs actual 970 94% 73% = o (Dept) 98-100% %departmental invoices paid within 30 3.1.2 days in accordance with Prompt Payment 95.9% 100.0% 94.7% > 94% c- A ct L 12 3.1.3 Collection Rate 99.9% 99.9% 99.7% >/= 99% a, . ,ve products and services(FF2)(F1) 3.2.1 A nnual contract savings from bid process N/A N/A N/A >1= 10% c .-fiscal management to e City's financial sustainability(FF3)(F3) a, 3.3.1 Outstanding Debt vs.Infrastructure Asset .83:1 .45:1 .54:1 </= 1:1 -0 :ook Value-WS 5 2 Outstanding Debt vs.Infrastructure Asset 3.3.2 ;ook Value GG .70:1 .28:1 .45:1 </= 1:1 3.4.1 Requisitions rejected for non-compliance 1% 2% 0% < 2% 3.4.2 ignificant Non-compliant P-Card Issues** 0% 0% 0% < 2% DID YOU KNOW? The City has successfully maintained the optimum 25%fund balance in the General Fund for 15 years. WWW.CITYOFSOUTHLAKE.COM i` 183 t DEPARTMENT C V [_ R \' it `V Finance DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous Current Measurement Target Period Period minEnsure our people understand the strategy&how they contribute to it(L1) 111 Q12 Survey: Q08-The mission or purpose .f my organization makes me feel my job is 3.91 3.91 3.91 >or= 4.50 ignificant =Enhance leadership capabilities to deliver results(1.2) Q12 Survey: Q11 -In the last six months, omeone at work has talked to me about11111 3.23 3.23 3.23 >or= 4.50 y progress. Millattract,develop&retain a skilled workforce(L3) MIQ12 Survey: Q03-At work,I have the .pportunity to do what I do best every day. 3.82 3.82 3.82 >or= 4.50 IIIQ12 Survey: Q12-This last year,1 have had 4.14 4.14 4.14 >or= 4.50 .pportunities at work to learn and grow. A.4.1 haring Knowledge Programs presented 3 2 0 >1= 4 3 2 A.4.2 taff Attendance in Training Programs N/A N/A N/A = 100% o o A.4.3 Voluntary turnover rate(Dept) 4% 4% 0% < 8.0% Y ME Recognize and reward high performers(L4) E @ Q12 Survey: Q04-In the last seven days, cvv IIII have received recognition or praise for 3.18 3.18 3.18 >or= 4.50 o doing good work IOEM Empower informed decision-making at all levels in the organization(15) a_ isi Q12 Survey: Q07-At work,my opinions eem to count. 3.82 3.82 3.82 >or= 4.50 "3 City's mission and strategic goals(FL2)(L6) IIItreamline Committee major project mproves productivity(can impact multiple 2 0 1 /_= 5% ategories) 111 Customer Service Group program improves ustomer rating(can impact multiple N/A N/A N/A >/_= 3% ategories) IIQ12 Survey: Q00-How satisfied are you with the City of Southlake as a place to 4.00 4.00 4.00 >or= 4.50 work? 4 Q12 Survey: Q01-I know what is expected 4.23 4.23 4.23 >or= 4.50 .f me at work Q12 Survey: Q05-My supervisor,or omeone at work,seems to care about me 4.50 4.50 4.50 >or= 4.50 .s a person I84 WWW.CITYOFSOUTHLAKE.COM iik,. l DEPAft MENT OVERVIEW Finance • DEPARTMENT GOALS • SERVE OUR CUSTOMERS i Implement a Developand Implement formal continuous formal customer communication plan implement publicIm rove ;.`Successful service program; for customers and P outreach projects Citizen tegration of staff t tisfaction Sury _ acon cellular _ meters '� - results for _ �,, • department .. A..._ di.- t MANAGE THE BUSINESS 4 "••••• . Am A 4,71,41 lap ow . 0 - orgrfav Oit Streamline t, Maximize ' financial Iliexisting Achieve top processes Implement a ': technology >/4 level designations ill city-wide ' re comprehensive ' anfdorextranscellpenarce encywith reporting program appropriate certifying to and from I0 4i== organizations0 Aiiimw'1111 stakeholders _is" II* _. //// Aft ..ill w.. 1111W PROVIDE FINANCIAL STEWARDSHIP � s - Analyze KAIs''''' ''"—'. 41.\"4jre Im lement 4 , ,.. . .. p for reasonableness r the Warrant Implement • Clearanceo 2013 COSO , , of targets and Interface with Implement 2030 • Enhance 'i1" Framework applicability to Write and cu ry ! Develop a alias Regional Sustainability • PaperLite implement a current goals database Recommendations `. ;' dard operating comprehensive Pro am user-friendly /* r F rograma procedure for staff procurement department- wide andvisitor program safety PROMOTE LEARNING AND GROWTH * Develop and conduct Develop a formal employee Implement pro am engage staff appreciation a two-phase bn to succession plan Deve 4 i": in strategic planning an+= activities and formal plan for living the southlake events staff training values at work 111111 WWW.CITYOFSOUTHLAKE.COM 185 DEPARTMENT OVERVIEW Fire Department FIRE DEPARTMENT DEPARTMENT HIGHLIGHTS The SILVER Southlake The • Each The Fire Department achieved the of the 1,500 Fire Department Southlake businesses Mission Lifeline is inspected annually to maintains an SILVER Level Recognition Award ensure compliance with ISO rating of 1 fifety from the American Heart Association. reegguullaatioonns.. from the Insurance Services Office with This means that the Southlake Fire a score of 97.53,which is the highest in Department provides exemplary care the history of the program. This can to heart attack patients and is lower insurance rates by as much as recognized for its proficiency in 13%for businesses and 11% addressing cardiac events. for homeowners. The Southlake Fire eit Department is dedicated to the preservation of life and 22% Ninety property. Our commitment is The Fire percent Department of the time,the Fire to provide the highest level of bud et is 22% of Department arrives g on scene in less than emergency response, life safety, total General Fund SIX minutes. and community support services expenditures. to improve the quality of life for our customers. The Fire Department 2016 The Fire Department is General Fund Budget is staffed with 72.5 FTEs who The Fire $7,785,820 which is a 2.1% provide department administration, Department has increase over the FY 2015 emergency management,community TWELVE adopted budget. The majority 1 ' iatives,fire and emergency services, core services. of this increase is due to as well as fire inspections. increases in personnel The staff comprises --- -costs. 20% of the City's 2. 1 % 20 workforce. 0 186 W W W.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Fire Department DEPARTMENT CORE SERVICES City of Southlake — Fire Department Strategy Map The Southlake Fire Department is dedicated to the preservation of life and property.Our commitment is to provide the highest level of emergency response,life safety,and community support services to improve the quality of life for our customers. City Focus ® Safety& L(0 Perfoance r PVoluartnershipsnteerism& Areas: Security v+ Managementrm City Corporate Objectives C6 Enhance the sense of Cl Achieve the highest community by providing B2 Collaborate with select standards of safety& excellent customer service Bl Achieve best-in-class P p B6 Optimize use of artners to im lement security and citizen engagement status in all City disciplines service solutions technology opportunities Fl Adhere to financial management L2 Enhance leadership capabilities to L3 Attract,develop&retain a skilled L6 Foster positive employee principles&budget deliver results workforce engagement Serve Our Customers FDC1 Provide professional FDC2 Provide professional FDC3 Ensure community FDC4 Ensure City response FDC5 Develop and provide and proficient fire response and proficient EMS response safety through adherence to readiness to natural and high quality,targeted (Cl) (CI) life safety codes(CI) man-made disasters(C1) community education(C6) Manage the Business F4D81 Ensure a professional fire FDB2 Reduce service costs using FDB3 Continually evaluate services department by adhering to accreditation standards(81) collaborative agreements(B2) for improvement(135) . .r Provide Financial Stewardship FDF1 Provide high value services through efficient management of resources(FS) Promote Learning&Growth FDL1 Provide leadership and FDL2 Adhere to state guidelines by FDL3 Build a positive,productive and professional development initiatives maintaining required licenses and engaged workforce that supports (L2) certifications(L3) ! the City's mission and strategic goals _..-__,._.a.-m..._. ''s+ ) ,(L6 City Critical Business Outcomes Department Critical Business Outcomes CBO3—Develop long-term strategies to address FCBO1—Develop a dashboard to monitor fiscal progress to future financial uncertainties and challenges ensure budget adherence and financial wellness. (CBO3) CBO5—Optimize resources through collaboration FCBO2-Develop and enhance partnerships that provide and partnerships to reduce costs and add service the best value and service to the community through value NEFDA and other collaborations(CBO5) 187 WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIE 'V Fire Department DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous Current Measurement Target Period Period FDC1 Provide professional and proficient ponse(Cl) 0.00 0.00 100.00 > 99.0 re res 1.1.1 Operational Proficiancy 0.00 0.00 100.00 > 98.0 1.1.1.1 Dollar Value:Dollar Loss 0.00 58.66 99.50 > 80.0 1.1.1.2 %Fire Stop At floor Of Origin 100.00 100.00 0.00 > 75.0 1.1.1.3 Department Average Policy Competence 100.00 100.00 89.00 > 90.0 ®%1st Attempt Pass Company Evolutions 0.00 0.00 100.00 > 99.0 1.1.1.2.1 Evolutions 100.00 100.00 100.00 > 90.0 1.1.1.3 Employee Engagement(Cl) 0.00 0.00 0.00 > 99.0 1.1.1.3.1 Q12 Survey: Q02-I have the materials and NA 4.58 4.58 > 4.5 equipment I need to do my work right(Cl) 1 2 FDC2:Provide professional and proficient 0.00 0.00 99.67 > 98.0 Emergency Medical Response(Cl) Ell EMS Field Efficiency-1 0.00 0.00 97.06 > 98.0 1.2.1.1 Trauma Scene Time 16.00 15.00 17.00 < 15.0 1.2.1.1 Medical Scene Time 17.00 15.00 16.00 < 20.0 1.2.1.2 TEMI-Call to Balloon Time 24.00 0.00 28.00 < 60.0 E 1.2.1.3 troke Call to Needle Time 56.00 27.00 35.00 < 60.0 E 0 Ln 1.2.2 EMS Field Proficiency-2 0.00 0.00 100.00 > 99.0 U 1.2.2.1 CPR Success Rate 0.00 18.00 0.00 > 5.0 0 > 1.2.2.2 ,dvanced Airway 1st Attempt Success Rate 100.00 0.00 100.00 > 75.0 g 1.2.2.3 Vascular Access 1st Attempt Success Rate 78.00 80.00 81.00 > 80.0 1.2.3 EMS CQI 0.00 0.00 100.00 > 99.0 1.2.3.1 Deportment Average Protocol Test Results NA 100.00 94.60 > 80.0 1.2.3.2 kills Evaluations 1st Attempt Pass NA 100.00 100.00 > 100.0 1.2.3.3 Mega Code Scores 1st Attempt Pass NA 100.00 100.00 > 100.0 1.2.3.4 Report Addendums Required 0.00 1.24 0.00 < 20.0 FDC3:Ensure community safety through .dherence to life safety codes(C1) 0.00 0.00 100.00 > 99.0 1.3.1 Plan Review Time(Days) 0.00 0.00 100.00 > 99.0 1.3.1.1 New Construction 3.53 3.64 3.25 < 7.0 1.3.1.2 Remodels 2.45 2.61 3.99 < 5.0 1.3.1.3 Reoccupancies 1.02 1.59 1.18 < 5.0 1.3.1.4 DRC 3.00 3.00 3.00 < 5.0 1.3.2 Inspections%Completed Monthly 0.00 0.00 99.99 > 99.0 1.3.2.1 High Hazard Inspection 100.00 100.00 100.00 > 100.0 \ ., 1.3.2.2 Certificate of Occupancy 100.00 100.00 100.00 > 100.0 1.3.2.3 New Construction/Remodel 100.00 100.00 100.00 > 100.0 188 , ) WWW.CITYOFSOUTHLAKE.COM DEPAR-TMEN .1 OVERVIE \\' Fire Department DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous Current Measurement Target Period Period am , . FDC4 Ensure response readiness to 0.00 0.00 0.00 99.0 natural and man-made disasters(Cl) LA,1.4.1 Response Readiness 0.00 0.00 0.00 > 99.0 1.4.1.1 EM Accreditation Score NA 3.30 3.60 > 4.0 1.4.1.2 Table Top Exercise 1 Evaluations NA 4.40 4.60 > 4.0 1.4.1.3 Table Top Exercise 2 Evaluations NA 0.00 4.80 > 4.0 1.4.1.4 ,ctive Response Evaluation NA 4.60 0.00 > 4.5 1.4.2 Public Education 0.00 0.00 0.00 > 99.0 1.4.2.1 CERT Evaluations NA 4.64 4.65 > 4.5 1.4.2.2 Nation Night Out Internal Evaluations NA 0.00 0.00 > 4.5 1.4.2.3 Health and Safety Fair Internal Evaluations NA 0.00 0.00 > 4.5 1.4.2.4 National Preparedness Month Internal NA 0.00 0.00 > 4.5 valuations 1.4.2.5 PIN Severe Weather Awareness External NA 0.00 0.00 > 4.5 Evaluations 0.00 ' 0.00 ., 66.99 mr., � T 99.0 7 -- 1.5.1 tation Tour Evaluations 0.00 0.00 33.33 > 99.0 v 1.5.1.1 DPS HQ 5.00 0.00 5.00 > 4.5 �, 1.5.1.2 DPS West 0.00 0.00 0.00 > 4.5 1.5.1.3 DPS North 0.00 5.00 0.00 > 4.5 1.5.2 Class Evaluations 0.00 0.00 66.66 > 99.0 1.5.2.1 CPR 5.00 4.88 4.98 > 4.5 1.5.2.2 Extinguisher Class 0.00 0.00 0.00 > 4.5 1.5.2.3 Citizen's Academy NA 4.90 0.00 > 4.5 1.5.2.4 Fire Safety/First Aid 5.00 4.88 4.98 > 4.5 MEMolunteer Program 1.5.3.1 Volunteer Recruitment NA 11.00 0.00 > 9.0 1.5.3.2 volunteer Retention 100.00 100.00 100.00 > 85.0 1.5.6 Employee Engagement(C6) 0.00 0.00 0.00 > 4.5 1.5.4.1 Q12 Survey: Q10-I have a best friend at NA 3.07 3.07 > 4.5 work(C6) Q12 Survey: Q09-My coworkers are 1.5.4.2 NA 3.91 3.91 > 4.5 committed to doing quality work(C6) WWW.CITYOFSOUTHLAKE.COM \ 189 Fire Department DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous Current Measurement Target Period Period IIIIFDB1:Ensure a professional fire department by adhering to accreditation 0.00 0.00 99.27 > 99.0 .tandards(C1&61) TM Fire Response Times 0.00 0.00 96.85 > 99.0 2.1.1.1 urn Out Times 0.00 0.00 100.00 > 99.0 2.1.1.1.1 TOT-Fire Only 55.00 55.00 51.00 < 80.0 2.1.1.1.2 TOT-North-Fire Only 55.00 40.00 41.00 < 80.0 2.1.1.1.3 TOT-West-Fire Only 79.00 25.00 49.00 < 80.0 2.1.1.1.4 TOT-East-Fire Only 47.00 55.00 47.00 < 80.0 2.1.1.2 ravel Times 0.00 0.00 92.77 > 99.0 2.1.1.2.1 TT-Fire Only 348.00 398.00 451.00 < 390.0 2.1.1.2.2 TT-North-Fire Only . 379.00 386.00 461.00 < 390.0 2.1.1.2.3 TT-West-Fire Only 375.00 198.00 262.00 < 390.0 2.1.1.2.4 TT-East-Fire Only 323.00 398.00 221.00 < 390.0 MN EMS Response Times 0.00 0.00 100.00 > 99.0 ,,, 2.1.2.1 urn Out Times 0.00 0.00 100.00 > 99.0 N c 2.1.2.1.1 TOT-EMS Only 55.00 50.00 49.00 < 60.0 m 2.1.2.1.2 TOT-North-EMS Only 63.00 50.00 46.00 < 60.0 ai 2.1.2.1.3 TOT-West-EMS Only 56.00 53.00 50.00 < 60.0 ai o° 2.1.2.1.4 TOT-East-EMS Only 49.00 44.00 44.00 < 60.0 c nz li 2.1.2.2 ravel Times 0.00 0.00 100.00 > 99.0 2.1.2.2.1 TT-EMS Only 325.00 309.00 326.00 < 390.0 2.1.2.2.2 TT-North-EMS Only 332.00 360.00 332.00 < 390.0 2.1.2.2.3 TT-West-EMS Only 309.00 289.00 282.00 < 390.0 2.1.2.2.4 TT-East-EMS Only 321.00 330.00 329.00 < 390.0 1 'Dispatch Times NA NA 100.00 > 99.0 2.1.3.1 Dispatch Times NA NA 100.00 > 99.0 2.1.3.1.1 DT-Fire Only 50.00 44.00 44.00 < 60.0 2.1.3.1.2 DT-North-Fire Only 41.00 53.00 34.00 < 60.0 2.1.3.1.3 IT-West-Fire Only 52.00 29.00 39.00 < 60.0 2.1.3.1.4 IT-East-Fire Only 49.00 38.00 42.00 < 60.0 2.1.3.2 Dispatch Times NA NA 100.00 > 99.0 2.1.3.2.1 DT-EMS Only 41.00 41.00 37.00 < 60.0 2.1.3.2.2 DT-North-EMS Only 37.00 40.00 47.00 < 60.0 2.1.3.2.3 DT-West-EMS Only 39.00 39.00 33.00 < 60.0 2.1.3.2.4 DT-East-EMS Only 42.00 46.00 38.00 < 60.0 N.,..„., \.,i, 190) 1 WWW.CITYOFSOUTHLAKE.COM DEPARTMEI OVERVIE. \\, Fire Department DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous Current Measurement Target Period Period Employee Engagement(B1) MEM 111=111 lak, 012 Survey: Q06-There is someone at wor 1.4.1 NA 4.06 4.06 > 4.5 who encourages my development(81) iiind cost avoidance using collaborative NA NA 0.00 99.0 i -g --„-, (: ) I Cost savings associated with NEFDA cv 2'2'1 ,artnership NA 5000000.00 0.00 > 1.0 v m Cost savings associated with EMS supplies Y 2'2'2 •,artnership NA 32365.87 0.00 > 1.0 0 ontia improvement(B5) illk 90.0 5 �l chieve a high percentage of citizen 2.3.1 atisfaction in fire services provided. NA 88.00 88.00 > 90.0 chieve a high percentage of citizen 2.3.2 NA 84.00 84.00 > 90.0 atisfaction in EMS services provided. chieve a high percentage of citizen 2.3.3 atisfaction in how the City is prepared for NA 81.00 81.00 90.0 .n emergency. 7,3 FDF1:Provide high value services through Q NA NA 14.29 99.0 tz t man =_;nt of resources(F 'fit) - -- -- 1111M11.,- LL 2 0 day Prompt Payment 0.00 0.00 7.00 < 2.0 "° v MEM Operating expense budget-v-actual 0.00 99.00 0.00 > 98.0 a 3.1.3 %compliant Pcard purchases NA 100.00 100.00 > 95.0 DID YOU KNOW? The Southlake Fire Department was the first nationally accredited department in the State of Texas in 1999 and is currently one of only six accredited municipal Fire Departments in the State of Texas. Of the nearly 30,000 fire departments in the country,there are only 207 that are nationally accredited by the Center for Public Safety Excellence. This means that the Southlake Fire Department is run according to nationally accepted best practices to provide the highest level of service possible. WWW.CITYOFSOUTHLAKE.COM 191 DEPARTNAENT OVERVIEW Fire Department DEPARTMENT SCORECARD Previous Previous Perspective Ref# Measure Period Period Current Measurement Target SEIFDL1:Provide leadership and professional NA NA 0.00 > 99.0 .evelopment initiatives ) IIIQ12 Survey: Q11-In the last six months, omeone at work has talked to me about my NA 3.48 3.48 > a.5 o rogress. (L2) MEM ncrease operational leadership training NA NA 0.00 > 10.0 FDL2:Ensure adherence to State guidelines by maintaining processional licenses and NA NA 100.00 > 99.0 •ficatioos IIIQ12 Survey: Q03-At work,I have the opportunity to do what I do best every day. NA 3.84 3.84 > 4.5 L3) 111 Q12 Survey: Q12-This last year,1 have had opportunities at work to learn and grow. NA 4.06 4.06 > 4.5 (L3) IS 2131M 3 aintain certifications 100.00 100.00 100.00 > 99.0 FDL3:Build a positive,productive and -ngaged workforce that supports the City's NA NA 100.00 > 99.0 iv ,ission and strategic goals(L6) on .p- Q12 Survey: Q00-How satisfied are you 171 a A with the City of Southlake as a place to NA 3.69 3.69 > 4.5 work?(L6) ei) ili Q12 Survey: QOl-I know what is expected o NA 4.36 4.36 > 4.5 of me at work (L6) a Q12 Survey: Q05-My supervisor,or omeone at work,seems to care about me NA 3.83 3.83 > 4.5 .s a person (L6) .3.4 812 Survey City-wide Grand Mean (L6) NA 3.83 3.83 > 4.5 iliilupervisor attendance at monthly officer's 100.00 100.00 100.00 > 99.0 eeting Q12 Survey: QO8-The mission or purpose .4.1 if my organization makes me feel my job is NA 4.03 4.03 > 4.5 ignificant((L1) IIQ12 Survey: Q04-In the last seven days,I ave received recognition or praise for doing NA 3.04 3.04 > 4.5 good work (L4) 4.3 Q12 Survey: Q07-At work,my opinions NA 3.10 3.10 > 4.5 eem to count. (L5) I 192 WWW.CITYOFSOUTHLAKE.COM 1 DEPARTMENT OVERVIEW Fire Department 116,. umumMilliMillillair' • DEPARTMENT GOALS • ' SERVE OUR CUSTOMERS Update/ Provide a Increase Elevate the ffectiveness of` Implement Emergency ell rounded EMS personnel on Emergency Operations sgram that meets Develop . emergency Management Beds of our citizens':' . a standardized g y g ImproveuPlan Improve scenes Accreditation Program the reputation p and community approach to - (EMAP)principles "` of the Southlake Southlake's partners public education in the emergency , Fire Department preparedness and implement management within the City of to mitigate M# a program program Southlake and high-nse Amanagement the region emergencies iti .lan MANAGE THE BUSINESSr‘lea1011k% IbiT VIO 110 V • .4-atillp 0 .. • 0....15„, 0 .400P, '�k A ' Maintain and increase glob ilS '1 Increase lAe. our current �, '�' \`� int,MI ' -eathe efficiency accreditations of the plan _ow 41.41111• review process ` `_ G Ail\ .. • - . 40 Adimw 4.. Ifteiolook PROVIDE FINANCIAL STEWARDSHIP 0 410—;'-ilir 0 ,1" fri .,,, — Ensure 111) -.is.i sustainable,high ^ �•` quality service - delivery ,� WM Devulous � / Alp� and nurture AAP 0 • partnerships to !,,,,, As improve services and reduce COSTS PROMOTE LEARNING AND GROWTH ncrease the training Increase **abilities of tht Improve opportunities tre Departmen= employee +r staff to le. +- engagement the Southlak Way WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVEIZNIE \Ai Human Resources HUMAN RESOURCES DEPARTMENT DEPARTMENT HIGHLIGHTS 3400 The $508,000 The Human Resources average tenure The City Departmentprovided fora City of received the P Southlake employee almost 3400 hours of training to tenure is just over equivalent$508,000 in volunteer employees in the past year. This SEVEN services in the past year. included nearly 500 hours of safety years. training alone. This resulted from volunteers donating approximately 22,000 • hours of their time. The Human Resource 0 Department's mission is 2% The Average Human t0rovide a skilled and Resources age of a p City of Southlake immmemom • satisfied workforce through budget is 2%of employee is about total General Fund expenditures. 40 years. professional and innovative human resource solutions. The Human Resources Department includes:Director The Human Resources of Human Resources,Human The Human Department 2016 General Resources Manager,Human Resources Fund Budget is$627,211 which t` 'esources Analyst,Human Resources Department has is a 1.8%increase over the �raliFY 2015 adopted budget. Thisst,Volunteer Coordinator and an TEN core Administrative Secretary. services. is due to increases in The staff comprises personnel costs. m. 2%of the City's % _ 0 27 workforce. 194 L. WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Human Resources DEPARTMENT CORE SERVICES City of Southlake — Human Resources Strategy Map Human Resources is committed to providing professional,engaging and strategic human resource and volunteer solutions that supportr7 the City's core values and strategic plans. City Focus ® Safety& ( JPerformance r - Partnerships& Areas: Security Management r � Volunteerism City Corporate Objectives Cl Achieve the highest CS Promote opportunities for C6 Enhance sense of community by providing excellent BI Achieve best in class in standards of safety&security partnerships&volunteer involvement customer service and citizen engagement opportunities all City disciplines Fl Adhere to financial U Enhance leadership L3 Attract,develop and L6 Foster positive management principles&budget capabilities to deliver results retain a skilled workforce employee engagement I Serve Our Customers HRCI Foster a safe&healthy HRC2 Administer a citywide volunteer HRC3 Engage Employees in Southlake working environment(Cl) program(C5) culture though a strong employee communication program(C6) Manage the Business HRB1 Ensure proper payroll and personnel data administration(BI) Provide Financial Stewardship HRFI Provide attractive,competitive,and HRF2 Provide high value services through efficient sustainable compensation and benefit packages(FI) management of resources(F1) Promote Learning&Growth HRL4 Build a positive,productive&engaged HRL1 Provide leadership HRL2 Provide continuous HRL3 Attract&recruit a highly workforce that supports the City's mission and development(L2) employee development(L3) qualified&diverse workforce(L3) strategic goals(L6) City Critical Business Outcomes Department Critical Business Outcomes CBO2-Become an employer of choice by HRCBO1—Develop a formalized succession planning developing a plan to recruit,develop and retain program to prepare for the future(CBO2) employees committed to excellence HRCBO2—Encourage employee engagement and promote CBO5—Optimize resources through collaboration the Southlake Way(CBO2) and partnerships to reduce costs and add service value HRCBO3—Enhance the volunteer program(CBO5) HRCBO4—Promote accident and injury prevention and increase workplace safety awareness(CBO5) 195 WWW.CITYOFSOUTHLAKE.COM t J DEPARTMENT OVERVIEW Human Resources DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous Current Measurement Target Period Period 1.1 Achieve the highest standards of safety&security(Cl) Q12 Survey: Q02-I have the materials 1.1.1 and equipment 1 need to do my work No data No data 4.32 >or= 4.50 right 1.1.2 Q12 Survey: Q10-I have a best friend No data No data 3.27 >or= 4.50 at work 1.2 Foster a safe&healthy working environment(HRC1)(Cl) 1.2.1 #of Workers'Compensation Injuries 9 8 9 < 15 1 2 2 #of Lost Time Workers'Compensation 5 3 0 < 4 Injuries 1.2.3 Workers'Compensation Incurred Medical Costs $234,104 $200,969 $98,953 < $225,000 y, E• 1.3.1 #of volunteer hours No data No data 22,000 > 25,000 U• 1.3.2 TBD E 0 > 1.4 Enhance sense of community by providing excellent customer service and citizen engagement opportunities(C6) vl 1.4.1 %agreement that employee represented g5/° City in a positive manner 87% 88% > 90% 1.4.2 %citizen agreement that employee was 90% 90% 92% > 90% courteous %citizen agreement that employees 1.4.3 returned calls within a reasonable No data 61% 78% > 90% amount of time %citizen agreement that employee 1.4.4 showed pride and concern for the quality 79% 84% 86% > 90% of work 1.4.5 Q12 Survey: Q09-My coworkers are No data No data 4.16 >or= 4.50 committed to doing quality work 1.5 Administer a strong employee communication program(C6) IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIF- 1.5.1 TBD TBD TBD TBD I TBD TBD r.1 Achieve best-in-class status in all City disciplines(B1) 2.1.1 %department workplan initiatives that No Prior Data 93% 93% >_ 75% met or exceeded KAI v c • 2 1 2 Q12 Survey: Q06-There is someone at No data No data 4.29 >or 4.50 m work who encourages my development v pproper .2 Ensurearo (61) payroll and personnel data administration(HRB1) c0 2.2.1 #of payroll related audit findings 0 I 0 I 0 = 0 t .3 Collaborate with select partners to implement service solutions(B2) 2.3.1 Value of partnerships(Cost avoidance/ TBD TBD TBD TBD TBD Cost savings) TBD \ `i 196 iWWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Human Resources DEPARTMENT SCORECARD Previous Previous Perspective Ref# Measure Period Period Current Measurement Target enefits as a%of Total Compensation 28.7% 28.1% 27.6% < 30% a 3.1.2 TMRS Funded Ratio 83.2% 86.6% 84.50% > trending up t 3 II arket Position the Pay Plan 103% 103% 60th = 60th Percen- tile v To .1.4 Medical Insurance Cost Ratio 101% 86% 95% < 90% o c 3.1.5 A nnual Medical Insurance Increase 3.5% 4.8% 2.5% < 10% ro LL tr Q oOperating expenditures,budget vs actual unk 97% 97% > 98-100% II LL (Dept) 3.2.3 %a unkinvoices paid within�0 unk 100% 92% > 94% 3.2.4 %compliant P-card purchases No data No data TBD > 95% ill , Ensureour people understand strategy toy&how they contribute it(Ll) IIIQ12 Survey: Q08-The mission or •urpose of my organization makes me No data No data 4.36 >or= 4.50 eel my job is significant oProvide continuous employee development&leadership development(HRL2)(L2) of employees who attend HR c ponsored leadership training classes No data No data 21% < 8.0% m c =Promotion Rate No data No data 7% >or= 20.0% v %of employees who attended HR No data 16% 13% < 20.0% v ponsored values training classes ° Values training program evaluation E A.2.4 No data 93% 88% > 90.0% overall satisfaction score LLill of employees who attend annual 86% 99% 99% > 95.0% compliance training classes Q12 Survey: Q11-In the last six months, .2.6 omeone at work has talked to me about No data No data 3.84 >or= 4.50 y progress. f ^' '' 197 WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Human Resources DEPARTMENT SCORECARD Previous Previous Perspective Ref# Measure Period Period Current Measurement Target .3 Attract&recruit a highly qualified and diverse workforce(HRL3)(L3) .3.1 Voluntary turnover rate-Citywide 6.0% 5.9% 8.3% < 8.0% .3.3 Average#of applications per opening 104 58 53 > 75 .3.4 Average#of days to fill vacancies 69 49 56 < 60 .3.5 Total females as a%of headcount 31% 30% 31% >or= 30.0% .3.6 Diversity percentage 21.1% 21.1% 20.9% >or= 25.0% .3.7 Diversity hire ratio 16.7% 13.3% 23.8% > 25.0% .3.8 Average employee tenure 7.30 7.30 6.78 > 8 .3.9 Average employee age 39.5 40.1 39.1 TBD TBD .3.10 Retirement rate 0.3% 0.3% 0.0% < 5.0% Q12 Survey: Q03-At work,I have the .3.11 opportunity to do what I do best every No data No data 4.04 >or= 4.50 day. Q12 Survey: Q12-This last year,I have .3.12 had opportunities at work to learn and No data No data 4.44 >or= 4.50 grow. 3 '.4 Recognize&reward high performers(L4) 2 Q12 Survey: Q04-In the last seven days, l7 -a ,.4.1 I have received recognition or praise for No data No data 3.75 >or = 4.50 a doing good work tlo .5 Empower informed decision-making at all levels in the organization(L5) v Q12 Survey: Q07-At work,my opinions J ,.5.1 No data No data 4.08 >or= 4.50 a; seem to count. 0 o ,.6 Build a positive,productive&engaged workforce that supports the City's mission and strategic goals(HRL4)(L6) a .4.2 Values Recognition Program(TBD) TBD TBD TBD TBD TBD %of employees covered on the .6.1 medical insurance who took health risk No data No data 47% >or= 50% assessment .6.2 %of employees who received a flu shot No data No data 36% >or= 40% .6.3 Annual Employee Assistance Program No data No data 2% > 2.5% Utilization #of Ethics Hotline(Silent Whistle 6.4 Alertline)Reports 1 0 0 < 2 .6.5 Compass Utilization No data 11% 7.5% >or= 15% .6.6 Compass Estimated Cost Savings No data $24,145 $15,026 >or= $20,000 Q12 Survey: Q00-How satisfied are you .6.7 with the City of Southlake as a place to No data No data 4.32 >or= 4.50 work? 6 8 Q12 Survey: Q01 I know what is No data No data 4.56 >or= 4.50 expected of me at work Q12 Survey: Q05-My supervisor,or .6.9 someone at work,seems to care about No data No data 4.56 >or= 4.50 me as a person leo WWW.CITYOFSOUTHLAKE.COM J l) [ PARTMEN I OVIftV1 \�V Human Resources ``_ ,„„,e,". ... .. . • DEPARTMENT GOALS • SERVE OUR CUSTOMERS Develop a Enhance comprehensive he volunteer city-wide Safety experience _. Program ., it. . to, . M' -E THE B s _\ ok w' , .o r iipp,•a Is: ive / . '= lir Increase ` I / ®, OW Increase ' efficiency of ', ' �� efficiency personnel file, , of payroll e • aintenance ' �' ` _ `• i administration `11© t‘b` i lik •/ (16,1111 1116.ARO 41111/ 411W '6%sem 4 PROVIDE FINANCIAL STEWARDSHIP r,. ot _",`• nnnue to ProvI) ideth!! ence ! ance and an attractive, r of malting la *lye wellness competitive, educated health '� Provide programs = and sustainable a insurance ® sustainable, Implement pay; • compensation& decisions for performanc • P cost effective, classification Alp' % and competitive system V! benefits astaiteram PROMOTE LEARNING AND GROWTH Develop a strategic Improve cruiting and employee hance retention Develop and engagement ployee strategy eadership implement a lopment succession ograms planning program \tilk,. WWW.CITYOFSOUTHLAKE.COM 0 .; DEPARTMENT OVERVIEW Information Technology INFORMATION TECHNOLOGY DEPARTMENT DEPARTMENT HIGHLIGHTS 100% 2.81 The Information Critical On average Technology services are up and in FY 2015, o running more than the Information Department maintains 1 OO virus p TechnologyDeparment staff resolveD protection coverage for the City and 98�0 of thee P has successfully prevented 100% of time. critical issues in 2.81 or less than perimiter intrusions. three hours. Information Technology's mission is to3 provide technology services to the City of Southlake that are secure, scalable, L p� Service 9J°�0 reliable,financially viable, and aligned 6/o The provided with the City's Strategic Management Information for service Technology requests meets System. We will accomplish this through establish service levelbu t is 6%of agreements about an organization that is efficiently and 9o effectively managed and whose practices coral General Fund $�0 of the expenditures. time. are underpinned by the core values of the City. The Information Technology Department The The Information Technology includes:Director of Information Information Department 2016 General Technology,Development Services Technology Fund Budget iso$2,161,120 Manager,Application Developer, Department has which is a 0.9%$2,161,120 increase over IST-esmc,ork Administrator and four Support NINE core the FY 2015 adopted budget. Services Technicians. services. This is due to increases in The staff comprises personnel costs. 9 . 0 2%of the City's 0.9% 2% ` workforce. Tr. 200 WWW.CITYOFSOUTHLAKE.COM J Information Technology DEPARTMENT CORE SERVICES City of Southlake — Information Technology Strategy Map 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. City Focus ® Safety& gra Performance Areas' Security - Management City Corporate Objectives Cl Achieve the highest C6 Enhance sense of community by 85 Enhance service 84 Provide high quality services through standards of safety& providing excellent customer service and delivery through continual sustainable business practices security citizen engagement opportunities process improvement B6 Optimize use of Fl Adhere to financial L3 Attract,develop& L6 Foster positive technology management principles&budget retain a skilled workforce employee engagement l Serve Our Customers ITCI Minimize ITC2 Provide a high-performing service desk(C6) Security Risks(Cl) Manage the Business ITB1 Provide technology solutions and development ITB2 Provide technical solution consulting to ITB3 Provide cost-effective and highly services supporting city objectives(84) support city process improvement projects(85) available technology infrastructure(86) Provide Financial Stewardship ITF1 Provide a balanced IT cost structure(Fl) ITF2 Provide high value services through efficient management of resources(FI) Promote Learning&Growth ITL1 Provide technical and solution training ITL2 Build a positive,productive&engaged workforce both internally and externally(L3) that supports the City's mission and strategic goals(L6) City Critical Business Outcomes Department Critical Business Outcomes CBO3—Develop long-term strategies to address ITCBO1—Provide IT services that enable City departments future financial uncertainties and challenges to reduce cost and time associated with daily tasks(CBO3) CB05—Optimize resources through collaboration ITCBO2—Optimize current and future IT infrastructure that and partnerships to reduce costs and add is reliable,scalable,and cost effective(CBO5) service value 201 WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Information Technology DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous Current Measurement Target Period Period 1.1 Provide a high performing service desk(ITC2) 1.1.1 SLA Achievement Rate 91.67 82.68 93.79 > 95.0 1.1.2 Service Desk Survey Responses 5.00 5.00 5.00 > 4.0 1.1.3 #Work Stoppage(P1)incidents 25.00 16.00 30.00 < 30.0 1.2 Minimize Security Risks(ITC1) 1.2.1 %Perimiter intrusions Prevented 100.00 100.00 100.00 > 98.0 1.2.2 %Virus Coverage 100.00 100.00 100.00 > 95.0 v E 1.2.3 %patch coverage 70.00 70.00 70.00 > 95.0 Li 0 1.2.4 %GIS Security Coverage 100.00 100.00 100.00 > 98.0 v `" 1.3 Employee Engagement(Ii`C3-C1,C6) I I 1.3.1 (C1)Q02-I have the materials and equipment I need to do my job 0.00 0.00 0.00 > 4.0 1.3.2 (C1)Q10-I have a best friend at work 0.00 0.00 0.00 > 4.0 1.3.3 (C6)Q09-My coworkers are committed to 0.00 0.00 0.00 > 4.0 doing quality work 1 .1 Provide cost-effective and highly available technology infrastructure(ITB1) 2.1.1 %uptime for all critical services 98.46 97.65 99.20 > 98.0 2.1.2 %pass-Internal Audit 0.00 0.00 0.00 > 98.0 2.1.3 %of systems monitored and alerts 100.00 100.00 100.00 > 98.0 configured 2.1.4 %critical services covered by tested DR 25.00 25.00 25.00 > 95.0 processes m 2.1.5 Average time to resolve critical issues 2.97 2.60 2.81 < 4.0 ai gip 2.1.6 Incident occurrence rate 144.00 127.00 177.00 < 300.0 4 2 2.1.7 First time resolution(<15 minutes) 12.00 10.00 21.00 > 10.0 2.1.8 %increase in overall IT process maturity 30.00 30.00 30.00 > 25.0 202 WWW.CITYOFSOUTHLAKE.COM J DEPAR1 �MENT OVERVIEW Information Technology DEPARTMENT SCORECARD Previous Previous Perspective Ref# Measure Period Period Current Measurement Target Provide technology,solutions&development services supportin: cit objectives(ITB2) 11111 ,, 2.2.1 %of projects delivered on time 100.00 100.00 100.00 > 98.0 i) v c m2.2.2 %resource hours dedicated to City projects 0.00 0.00 0.00 > 35.0 v t ✓ S tProvide ical solute• •" : I DEPARTMENT OVERVIEW Information Technology DEPARTMENT SCORECARD Previous Previous Perspective Ref# Measure Period Period Current Measurement Target .L.,,, . Provide technical&sgltition trainin:both internall and externall ITL1 .1.1 %of BC services covered by R1 and R2 100.00 100.00 100.00 > 95.0 1 2 level of staff knowledge per Ri 2.80 2.80 2.80 > 3.0 assignments .1.4 %of IT roles with qualified R2 assignments 90.00 90.00 90.00 > 95.0 c ild a positive,pr fission&strategic goals (ITL2) .2.1 %attendance in City wide required training 100.00 100.00 100.00 > 98.0 .3 Employee Engagement(ITL3-L1-L6) (L1)Q08-The mission or purpose of my A.3.1 organization makes me feel my job is 0.00 0.00 0.00 > 4.0 o significant a cD "V (L2)Q11-In the last six months,someone C own A.3.2 at work has talked to me about my 0.00 0.00 0.00 > 4.0 - progress i ft IV (L3)Q03-At work,I have the opportunity Lu .3 .3 to do what I do best every day 0.00 0.00 0.00 > 4.0 g (L3)Q12-This last year,I have had 3.4 opportunities at work to learn and grow 0.00 0.00 0.00 > 4.0 1 (L4)Q04-In the last seven days,I have 1 A.3.5 received recognition or praise for doing 0.00 0.00 0.00 > 4.0 good work (L5)Q07-At work,my opinions seem to .3.6 0.00 0.00 0.00 > 4.0 count 3 (L6)Q00-How satisfied are you with the 0.00 0.00 0.00 > 4.0 City of Southlake as a place to work? (L6)QOl-I know what is expected of me A.3.8 at work 0.00 0.00 0.00 > 4.0 3 9 (L6)Q05-My supervisor,or someone at 0.00 0.00 0.00 > 4.0 work,seems to care about me as a person .3.10 (L6)City-wide Grand Mean 0.00 0.00 0.00 > 4.0 �l J ', \J 2O4 WWW.CITYOFSOUTHLAKE.COM J DEPARTMENT OVERVIEW Information Technology • DEPARTMENT GOALS • SERVE OUR CUSTOMERS Enable Enhance Support Services surveillance Strengthen operational self- environmen network and environment management • r _ f security 1" poi- Nikh.� ` 'i � V Or � w .. _ _.., .� ok _ AA a .. - 1111. lir-Nimotik4ik N, = 1'1%V MANAGE THE BUSINESS ,„,- „go —41„ Improve , .1-./ Si Improve '_ , • business ' • �/►� ,-Imdilpls"rpoi'vr mprove ,1� , mobility ,g, • continuance ', core it' capabiliry capability '` implementation Deliver •�1and development pproved custom ' Improve virtual OP, Foster Lean 1111‘11,-----11.4, capabilities solutions _ ,\ services process within 0 dm"p IT ` ��%oaf PROVIDE FINANCIAL STEWARDSHIP lir— wIP Al •4 411 riv'i%xl 4 'V i Improve asset Wflsurcproper mprove the ...34 staff allocation management effectiveness of It AIWA 01 0 the infrastructure / AI IIIP A •ir* management environment Iry V% 1111 PROMOTE LEARNING AND GROWTH Improve IT customer training opportunities Improve Improve team staff training environment opportunities WWW.CITYOFSOUTHLAKE.COM ,1 DEPARTMENT OVERVIEW Planning 6 Development Services PLANNING & DEVELOPMENT SERVICES DEPARTMENT al DEPARTMENT HIGHLIGHTS 853 The Planning and Development On average, daily scheduled Services Department building inspections The Department works directly with TWO City are completed issued 853 building permits in Q3 Council-appointed Boards: Zoning 95%of of FY 2015,a 36%increase from the Board of Adjustment and the Planning the time. previous quarter. Additionally,revenue and Zoning Commission. from building permits increased 108% during the same period of time. The Planning and Development • Services (PDS)Department will promote rational, economical, and 6% The Code environmentally efficient use of land that PDS enforce- allows Southlake to grow and develop Department mens complaints are budget investigated within 3 in a manner that preserves the quality o is 6% of total business days 80% of life, ensures protection of the natural General Fund of the time. environment,promotes economic ' expenditures. prosperity, and maintains the health and safety of the community. The Planning The Planning and Development Services and Development Services Department includes 23 FTEs inDepartment 2016 General Fund P The Planning' ,ir divisions: Planning,Building and Development Budget is$2,073,722 which is Inspections,Code Enforcement and Services Department a 2.7% increase over the FY a .,�`.phic Information Systems. The has NINE core 2015 adopted budget. The staff comprises 6%of services. majority of this increase lw the City's workforce. `J^ is due to inceases in ke 2.7� personnel costs. 410 200pjf.-- WWW.CITYOFSOUTHLAKE.COM DEPARTMENT _ThV LRV I t _ \V-' Planning&Development Services DEPARTMENT CORE SERVICES City of Southlake — Planning & Development Services Strategy Map The PDS Department will promote rational,economical,and environmentally efficient use of land that allows Southlake to grow and develop in a manner that preserves the quality of life,ensures protection of the natural environment,promotes economic prosperity,and maintains the health and safety of the community. City Focus ®Safety& Quality Areas: Security forma Mobility • Infrastructure Development Management t City Corporate Objectives B4 Provide high quality Cl Achieve the highest C3 Provide attractive&unique spaces C6 Enhance sense of community by providing excellent services through sustainable standards of safety&security for enjoyment of personal interests customer service and citizen engagement opportunities business practices 86 Optimize use of Fl Adhere to financial F4 Establish and LI Ensure our people L6 Foster positive technology management principles&budget maintain effective understand the strategy and employee internal controls how they contribute to it engagement Serve Our Customers PDSCI Provide guidance for the orderly and cost efficient PDSC2 Manage comprehensive planning to PDSC3 Promote public development of the City that is attractive,safe andawareness/understanding of and support the City's vision(C3) in the tanninprocess C6 consistent with the comprehensive plan(Cl) participation planning ( ) Manage the Business PD581 Manage and oversee the entitlement, PD582 Provide accurate data and permitting and inspection process(84) geographical information(86) Provide Financial Stewardship PDSF1 Provide high value services through PDSF2 Comply with adopted financial controls efficient management of resources(FI) and ensure fiscal accountability at all levels(F4) Promote Learning&Growth PDSL1 Provide a solutions oriented,well-trained PDSL2 Build a positive,productive and engaged workforce that and certified workforce(L3) supports the City's mission and strategic goals(L6) City Critical Business Outcomes Department Critical Business Outcomes CBO1— Continue to implement Southlake 2030 PDSCBO1—Develop&adopt 2030 Plan elements& Plan by focusing on short-term initiatives implement recommendations(CBO1) CBO3—Develop long-term strategies to address PDSCBO2—Develop Sustainability Plan as an element of future financial uncertainties and challenges the 2030 Plan to address long-term financial and economic conditions (CBO3) CB04—Improve mobility by proactively completing traffic analysis of key areas PDSCB03-Implement efficiency improvements identified in the work plan and the Insurance Service Office(ISO)audit(CB03) PDSCBO4—Initiate traffic studies in key areas in support of 2030 recommendations(CBO4) WWW.CITYOFSOUTHLAKE.COM • 207 y 1 DEPARTMENT OVERVIEW Planning 6Development Services DEPARTMENT SCORECARD Previous Previous Current Perspective Ref# Measure Period Period Period Measurement Target 1.1.1 Q12 Survey: 002 I have the materials and No Prior Data No Prior Data 4.00 >or= 4.00 equipment I need to do my work right I 1.1.2 012 Survey: Q10-I have a best friend at work No Prior Data No Prior Data 3.18 >or= 4.00 1.2 Provide guidance for the orderly and cost efficient development of the City that is attractive,safe and consistent with the comprehensive plan(PDSC1)(Cl) 1.2.1 Maintain 2030 Recommendations No Prior Data 100% 100%° preadsheet 100% a ` 21.3 Manage comprehensive planning to ensure development in accordance with the City's Vision(PDSC2)(C3) %of residents very or somewhat satisfied with 1.3.1 1 the City's efforts at managing growth and 69% 65% 70% > 90% v development E 0 m %of the 2030 tier 1 recommendations incorporated in the Departmental Business 1.3.3No Prior Data No Prior Data NA > 80% o Plans,Ordinance Priority Schedule and/or Budget over a 3 year period(all departments) a `^ i %of 2030 tier 1 plan recommendations 1.3.4 sdopted per the ordinance priority(work plan) 100% 100% 100*% `" > . 80% chedule(PDS) i 1.4 Enhance sense of community by providing excellent customer service and citizen engagement opportunities(C6) I 1.4.1 %agreement that employee represented City 85% 87% 88% ° in a positive manner 90 I • 1 1.4.2 %citizen agreement that employee was 90% 90%° 92% 90% courteous 1.4.3 %citizen agreement that employees returned !No Prior Data 61% 78% > I 90% calls within a reasonable amount of time %citizen agreement that employee showed 1.4.4 79/°° 84% 86% > 90% pride and concern for the quality of work L 1.4.5 Q12 Survey: 009-My coworkers are No Prior Data No Prior Data 4.29 >or= 4.00 a @ committed to doing quality work - ..),...,,,, } '\N---:,,''..'''''''''::''''' -')\''' 208 WWW.CITYOFSOUTALAKE.COM DEPARTMENT OVERVIEW Planning ea Development Services DEPARTMENT SCORECARD . Perspective Ref# Measure Previous Previous Current Measurement Target Period 1 Period Period •mote public awareness/understanding of and participation in the planning process(PDSC3)(C6) %of Development Activity Reports updated the Monday following the Friday PZ packet 100% 100% 100% > 100% P Directors Blog) 0 •eport the number of public notices sent to 100% 100% 100% ° • 1'5'2 the newspaper for each quarter > 100% 0 %posts on the city's web page all upcoming ,9; 030 meetings and notification of potentially 100% 100% 100% III 100% 'mpacted citizens and interested parties a inimum of 10 days prior to the meeting. .1 Achieve best-in-class status in all City disciplines(B1) ;, .. %department work plan initiatives that met 111 100% 100% 84% > MI •r exceeded KAI 111%of the Southlake 2030 Plan elements adopted in accordance with the annual work 100% 111 100% > 100% Ian , Q12 Survey: Q06 There is someone at work No Prior Data No Prior Data 4.08 >or= 4.00 who encourages my development e , 111111 Value of partnerships(Cost avoidance/Cost NA TBD tA avings) TBD c Manage and oversee the entitlement,permitting and inspection process(PDSB1)(B4) m v %of code enforcement complaints _c 55% 60% 80% 11.111 80% y n - -. ,i in • in- ..y c %completion of daily scheduled building 98/° rz nspections ° ME 94.23% > 90% Ell%of completed residential permit reviews 39% 44.23% 59.91% > 90% ompleted within 10 business days %of completed commercial permit reviews111 60% 66.33% 61.54% ME 80% ompleted within 10 business days %of sign permit applications completedIII 100% within 5 business days 100% 100% > 80% %of completed DRC comments completed an. 100% 90%il > 90% eturned to applicant within 12 business days %of residents very satisfied or somewhat 1111 atisfied with Code Enforcement Services No Prior Data 63% IMIENIMI WWW.CITYOFSOUTHLAKE.COM -)09 4 DEPARTMENT OVERVIEW Planning 6'Development Services DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous Current Measurement Target Period I Period Period a and geographical information(PDSB2)(B6) of map layer information updated(zoning, comprehensive plan elements,parcel 100%° 100% 100% >or= 90% 2.4.1 soundary adjustments)within 10 days allowing City Council action c %of plats digitized,assigned addresses, z 2.4.2 canned to laserfiche within 3 business days 100% 100% 87% >or= 80% °) a .f receipt _, c 2.4.3 %of the planimetric layer update within 6 No Prior Data 100% 100% >or= 75/° ° onths of receiving updated aerial photos 5 2 4 4 %of storm water/storm layer information No Prior Data NA 100% >or= 90% within 90 days after as-built plans are receive. IIICreate quarterly reports for relative indicators uch as permits issued,inspections,and real 100% 100% 100% >or= 100% -state data 3.1 Provide high value services through efficient management of resources(PDSF2)(Fl) i Review at a minimum one process annually to 3.1.1 TBD TBD TBD >or= 100% s i -ri .r.v- •ffi i-n y.rr-. - . �%Operating(PDS) expenditures,budget vs.actual TBD 98% 93.82% = 98-100% a T,, I % invoices paid within 30 days in accordance 100% 100% 100% > 94% c ®with Prompt Payment Act ro vc BE 3.1.4 %Compliant Pcard purchases 100% 100% 100% >or= 0 a 3.2.1 No PO count 0 0.0% 0.0% <1 0.00 DID YOU KNOW? The GIS division of Planning and Development Services maintains an active database of 11,165 parcels of land, 11,902 structures, 239 miles of roadways, 3,642 sanitary sewer manholes,203 miles of sanitary sewer mains, 284 miles of water mains, 2,573 fire hydrants, 10,120 water meters, and aerial photography dating back to 1994. Z l O ) www CITYOFSOUTHLAKE.COM J DEPART MEN I O \' [1IZ\ t [ \'\,, Planning er Development Services DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous Current Measurement Target Period Period Period :•1 Ensure our people understand the strategy&how they contribute to it(L1) Q12 Survey: Q08-The mission or purpose .1.1 .f my organization makes me feel my job is No Prior Data No Prior Data 4.04 >or= 4.00 ignificant fiver resu 111 Q12 Survey: Q11-In the last six months, omeone at work has talked tome about my No Prior Data No Prior Data 3.79 >or= 4.00 rogress. 4.3 ;Provide a solutions oriented,well-trained and certified workforce(PDSL1)(L3) Voluntary turnover rate(Dept.) 5% 5% 0% Mil. 8.0% 3 2 %of development case ordinaces/resolutions No Prior Data 80% 50.00% >or= 80.0% ompleted and provided to the CSO in 30 days. 3.3 'ICP members-Complete 18 hours of NA 100% TBD >or= 100% .rofessional development annually 3.4 Maintain building inspections certification by NA 100% TBD >or= 100% ompleting 40 hours of training annually 3Maintain building review certification by ° ° 0 3.5 ompleting 20 hours of training NA 100% TBD >or= 100% C5 .3.6 Q12 Survey: Q03 At work,1 have the No Prior Data No Prior Data 4.13 >or= 4.00 c opportunity to do what 1 do best every day. • Q12 Survey: Q12-This last year,I have had v 3.7 pportunities at work to learn and grow. No Prior Data No Prior Data 4.38 >or= 4.00 ov 0 E Q12 Survey: Q04-In the last seven days,I Cr_ ,.4.1 ave received recognition or praise for doing No Prior Data No Prior Data 3.75 >or= 4.00 ood work .5.1 Q12 Survey: Q07-At work,my opinions seem No Prior Data No Prior Data 3.83 >or= 4.00 to count. _ 4.6 Build a positive,productive and engaged workforce that supports the City's mission and strategic goals(PDSL2)(L6) nsure all staff have access to and understand the department business plan, work plans and 6.1 NA 100% 100% >or= 100':, corecard by requiring each employees has ead the plan and attended a training session. I -- \6 2 Q12 Survey: Q00 How satisfied are you with No Prior Data No Prior Data 4.00 >or= 0 the City of Southlake as a place to work? \\ 6.3 Q12 Survey: Q01-I know what is expected of No Prior Data No Prior Data 4.67 >or= t.:+ e at work a,., Q12 Survey: Q05-My supervisor,or someone .6.4 ,t work,seems to care about me as a person No Prior Data No Prior Data 4.43 >or= 0� WWW.CITYOFSOUTHLAKE.COM 2 1 1 DEPARTMENT OVERVIEW Planning 6 Development Services .. ... ........,... ..‘ , pliQ .,. 11111 • DEPARTMENT GOALS • SERVE OUR CUSTOMERS Provide Continue transparent and taking a lead role objective information Improve in the management develo development-related and implementation of which assists the public's P the Southlake 2030 Plan understanding of issues ',service levels through the " by promoting and educating and solutions,giving them timely implementation of boards,citizens,staff Ilkopportunities to offer the Southlake 2030 Plan and developers on the comments throughout all. phases of the public recommendations recommendations and •lanning process .�-' initiatives of the plan ; MANAGE THE BUSINESS : ' - • - oContinue ® ° monitorng , Continue �, Exceed developing and Maintain / the development process within the Elevate scores for service delivery producing detailed and r or exceed target t City of Southlake,while i Building Inspections, targets regarding, , extensive maps as well as V levels of map and report simultaneously considering Code Enforcement,and Development Reviewupdating existing maps i production regarding alternative and innovative Planning Services as they mi omttee reviews,permit based on the availability of• established due dates,and solutions to improving I relate to the Citizen reviews,inspections and aerial photos and others consider best practices and res ondin to Code necessarydata innovations in the GIS service delivery Satisfaction/EmployeenggeentSurveys Enforcement ` field to provide the most Co Engagement Surveys �,_ A � Complaints —Adu.�_•� detailed. and high VIW uali^'-tyy s'``� PROVIDE FINANCIAL STEWARDSHIP •Alligel 4 EducateProvide0 staff and jib financialIllr '� "" stewardship by. AF-7111 -111)--4. monstrate Annually meetin or excee�' 4 example soug - Research e budgeting princ review services Ai established financi. alternative ' n, and effective to determine '00 .elated metrics ,i Bans of funding ! management of, rak economic projects and / r; resourcesefficiencies rvice delive Air' , lit w:. PROMOTE LEARNING AND GROWTH Invest in various Ensure that staff certifications and Create members attend rainings required t. additional ` training sessions and assist employees in opportunities for either attaining or their professional Develop employee involvement/ Keep renewing certificatio ., development a clear and engagement,while see 'I-: voluntary licenses related identifiable • meet or exceed score V to the field target measures for the.' nover below t succession g lan next Q12 surveys get score on t =11141 . : DS scorecard 411) ! WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Planning&Development Services DID YOU KNOW? The City of Southlake has received the Certificate of Achievement for Planning Excellence from the Texas Chapter of the American Planning Association (TXAPA) for 10 consecutive years. WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Police Department POLICE DEPARTMENT DEPARTMENT HIGHLIGHTS The Southlake 2 1 .8 Police Auto In FY 2015, Department was burglary rates the Police haveod recently reaccredited PPeDepartment for the 6th consecutive time through 52% between the averaged 21.8 volunteer hours per the Commission on Accreditation for first and third active volunteer per quarter. quarters of Law Enforcement Agencies(CALEA). FY 2015. After complying with nearly 500 This equates to a donation of time national best practice standards,the that is equivalent to about$500 per department received an Advanced active volunteer each quarter of Accreditation with the fiscal year. Excellence. The Southlake Police Department ""it is a professional law enforcement organization committed to the tenets1 79 The of community policing. We achieve Police Response time to Priority1 Department our mission to reduce crime, reduce budget is 17%of calls is,on average, the fear of crime, and enhance public total General Fund 3.15 minutes. expenditures. safety through a strong collaborative partnership with members of the Southlake community. The Police Department is staffed The Police Department with 68.45 FTEs who provide The Police 2016 General Fund Budget is ° department administration,school Department has $6,029,185 which is a 2.9% -source officers,community relations, TEN increase over the FY 2015 core services. °: an. ••lice services. The staff comprises adopted budget. This is due 19%of the City's to increases in personnel workforce. 1 0 2.9_�J_ costs. /O 1 =' WWW.CITYOFSOUTHLAKE.COM rr. DEPARTMENT OVERVIEW Police Department DEPARTMENT CORE SERVICES City of Southlake — Police Strategy Map The Southlake Police Department is a professional law enforcement organization committed to the tenets of community policing. We achieve our mission to reduce crime,reduce the fear of crime,and enhance public safety through a strong collaborative partnership with members of the Southlake community. City FocusSa et & Performance lialPartnershi s& Areas ® Security �i' Mobility I\7�a Management Volunteerism City Corporate Objectives CI Achieve the highest C2 Provide travel CS Promote opportunities for C6 Enhance sense of community by providing B1 Achieve best-in- standards of safety& convenience within City& partnerships&volunteer excellent customer service&citizen class status in all City security region involvement engagement opportunities disciplines B2 Collaborate with select 5 Enhance service delivery through Fl Adhere to financial management L3 Attract,develop&retain a L6 Foster positive B partners to implement employee continual process improvement principles&budget skilled workforce service solutions engagement Serve Our Customers PDCl Reduce crime and enhance PDC3 Maximize crime prevention PDC4 Deliver clear,accurate PDC5 Promote opportunities for public safety(CI) strategies through public education &timely information(B4) community engagement to &community partnerships(C5) positively impact public safety(C6) Manage the Business PDB1 Ensure a professional police department through PDB2 Ensure effective investigations to PDB3 Continually evaluate the adherence to accreditation standards(81) facilitate prosecution(82) services for improvement(85) Provide Financial Stewardship PDF1 Provide high value services through efficient management of resources(F1) Promote Learning& Growth PDL1 Ensure all employees are highly trained and PDL2 Build a positive,productive&engaged workforce all necessary certifications are maintained(L3) that supports the City's mission and strategic goals(L6) City Critical Business Outcomes Department Critical Business Outcomes CBO5—Optimize resources through collaboration PDCBO1—Develop and enhance partnerships that provide and partnerships to reduce costs and add the best value and service to the community through service value service contracts for jail,dispatch,animal control,and others(CBO5) PDCBO2—Achieve status as premier regional training facility in North Texas area(CBO5) WWW.CITYOFSOUTHLAKE.COM 411) DEPARTMENT OVERVIEW Police Department DEPARTMENT SCORECARD Previous Previous Perspective Ref# Measure Period Period Current Measurement Target 1.1 •chieve the highest standards of safety and security(Cl) Q12 Survey: Q02-I have the materials and 1.1.1 quipment I need to do my work right No Prior Data No Prior Data 3.69 >or= 4.50 1.1.2 Q12 Survey: QIO I have a best friend at No Prior Data No Prior Data 3.20 >or= 4.50 work ®Reduce Crime and Enhance Public Safety(PD;, 1.2.1 A uto Burglary Rate 0.044 0.021 0.021 < 0.050 1.2.2 'esidential Burglary Rate 0.004 0.003 0.007 < 0.005 1.2.3 UCR(Part 1) • 0.106 0.082 0.130 < 0.120 1.2.4 A ccident Rate 12.5 13.3 10.0 < 12.0 v E 1.2.5 A ccident Clearance time TBD TBD TBD < TBD L) v 0 1.2.6 •riority 1 Call Response No Prior Data 2:28 3:51 < 6 a cv n 1.2.7 %of citizens who feel very or somewhat safe 95% 96% 90% >or= 90% walking in their neighborhood 1.3.1 :usiness Crime Rate TBD TBD TBD TBD TBD 1.3.2 :usiness Outreach Rate TBD TBD TBD TBD TBD %citizens very satisfied or somewhat 1.3.3 atisfied with crime prevention information 58% 58% 75% >or= 90% .rovided by the police department 1.3.4 uvenile Crimes-On CISD Campus 3 7 7 < 5 1.3.5 uvenile Crimes-Off Campus 3 16 17 < 10 1.3.6 uvenile Welfare Incidents 1 1 0 < 5 "\ ) 216 WWW.CITYOFSOUTHLAKE.COM i I DEPARTMENT OVERVIEW Police Department DEPARTMENT SCORECARD Previous Previous Perspective Ref# Measure Period Period Current Measurement Target 1.4 Enhance sense of community by providing excellent custo 1.4.1 'esponse times-Community Issues TBD TBD TBD < TBD 'eported 1.4.2 %agreement that employee represented 93/° 79% 85% > 90% ity in a positive manner 1.4.3 %citizen agreement that employee was 96% 82% 88/°° > 90%° ourteous %citizen agreement that employees 1.4.4 eturned calls within a reasonable amount 29% 51% 67% > 90% .f time a E 0 1.4.5 %citizen agreement that employee showed 79% 79% 84% > 90% v .ride and concern for the quality of work 0 Na) Q12 Survey: Q09-My coworkers are 1.4.6 ommitted to doing quality work No Prior Data No Prior Data 3.90 >or= 4.50 'eliver clear,accurate and timely information(PDC3)(C6) 1.5.1 Open records request response times 100% 100% 100% = 100% 1.5.2 '10 Item TBD TBD TBD TBD TBD 1.6.1 Volunteer hours per active volunteer 23.1 21.1 21.2 >or= 14.0 1.6.2 'ctive volunteer to employee ratio 0.33 0.38 0.36 >or= 0.50 Q.,,,,..,,,,,, WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Police Department DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous Current Measurement Target Period Period chieve best-in-class status in all City disciplines department work plan initiatives that met ° 88% 88% > 75% 2.1.1 94/a.r exceeded KAI 2.1.2 Q12 Survey: Q06 There is someone at war No Prior Data No Prior Data 3.78 >or= 4.50 N who encourages my development a, Ensure a professional police department through the adherence to accreditation standards(PDB1)(B1) m v Y 2.2.1 high recommendations from annual TBD TBD TBD TBD TBD cu 'nternal CALEA audit ra c ns ' •pplied discretions and noncompliant 2.2.2ndings from CALEA audit TBD 0(2011-2014) TBD TBD 0 • .••-.I - , t. - -9 ••. .. t• •. .I-..• • "c• . •.. (: ) Value of partnerships(Cost avoidance/Cost TBD TBD TBD TBD TBD avings) TBD Ensure effective investigations to facilitate prosecution(PD62)(62) 2.4.1 DA acceptance Rate 96.6% 95.0% 98.1% >or= 95% Property crimes clearance rate(%of cases >or= 60% 2'4'2 •ssigned that are cleared)• 69.8% 44.7% 44.0% ° N 00 •ersons crimes clearance rate(%of cases (11 2.4.3 91.3% 76.9% 57.7% >or= 85% «, .ssigned that are cleared) a, CID IIII ontinually evaluate services for improvement(PDB3)(B5) ,' co 2.5.1 can Sigma improvement initiative TBD TBD TBD > 95% mplementation rate 2.5.2 can Sigma process capability ratio of TBD TBD TBD > 100% .rojects implemented 73 r row e . 7 values services through efficient management of resources(PDF1)(F1) .0 Q . C t 113 "0 Operating expenditures,budget vs actual LLm 3.1.1 (Dept) -a No Prior Data 98% 98% > 98-100% a "' 3 1 2 %departmental invoices paid within 30 days N/A 92.0% 98.0%° > 94/° "n accordance with Prompt Payment Act s X18 . .' WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Police Department DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous Current Measurement Target Period Period .1 Ensure our people understand the strategy&how they contribute to it(L1 Q12 Survey: Q08-The mission or purpose •.1.1 of my organization makes me feel my job is No Prior Data No Prior Data 3.83 >or= 4.50 significant - ter. o .2 Enhance leadership capabilities to deliver results(L2) INN 73 Q12 Survey: Q11-In the last six months, •.2.1 someone at work has talked to me about my No Prior Data No Prior Data 3.32 >or= 4.50 c progress. E v .3 Attract,develtilligain a skilled workforce ".1-,' O -.3.1 Q12 Survey: Q03 At work,I have the No Prior Data No Prior Data 3.87 >or= 4.50 O opportunity tq do what 1 do best every day. L Q12 Survey: Q12-This last year,I have had •.3.2 opportunities at work to learn and grow. No Prior Data No Prior Data 3.86 >or= 4.50 •.3.3 Voluntary turnover rate(Dept) No Prior Data No Prior Data 1.5% < 8% wm 4.1 %of officer training that is new skill TBD TBD TBD TBD TBD development %of training submitted to TCOLE in .4.2 compliance with requirements No Prior Data No Prior Data 100% = 100% 4.3 %compliance of TCOLE peace officer 100/ 100% 100% 100% • _ certifications .5 Recognize&reward high performers(L4) 3 Q12 Survey: Q04-In the last seven days,I 2 •.5.1 have received recognition or praise for doing No Prior Data No Prior Data 3.41 >or= 4.50 L7 good work to ,.6 Empower informed decision-making at all levels in the organization(L5) c ,- cu• •.6.1 Q12 Survey: Q07 At work,my opinions No Prior Data No Prior Data 3.49 >or= 4.50 v seem to count. Y 0 i E o • '•* a th. v.`. y .- a Q12 Survey: Q00-How satisfied are you •.7.1 with the City of Southlake as a place to No Prior Data No Prior Data 3.68 >or= 4.50 work? --.--\ Q12 Survey: 001-I know what is expected 1 4.7.2 No Prior Data No Prior Data 4.28 >or= K‘5:, ,,,_,,,,,....,,,,of meat work Q12 Survey: Q05-My supervisor,or •.7.3 someone at work,seems to care about me No Prior Data No Prior Data 4.25 >or= '\ 4.50 as a person .-�� WWW.CITYOFSOUTHLAKE.COM X=;.(I) DEPARTMENT OVERVIEW Police Department 14 „,,m1IIIIIIIIIIII'"'`...m .„"*.T4'4642, 1*,-N i I.m in in " .. • DEPARTMENT GOALS • SERVE OUR CUSTOMERS Reduce Administer Maintain a strong ent level o' Participate auto communication 'olator contact traffic safety burglaries ' program campaigns Increase Oversee Reduce narcotics a strong residential Conduct security investigations usiness safe burglaries , surveys series - iirMANAGE THE BUSINESS "1111101 6". _ _ lw, WO Iiir:14 ' , t Produce 4" / Seek citizen , 1 . , • high quality fir input " 1 , investigations to 1-110W1 1110/. W:41W4'7 �• 10 / Pursue positive investi tive ensure successful • Maintain prosecutions pa outcomes '' accreditation J through ongoinglik G� Vilk'` Ilk ILIP investigations _` ` III4I• //.// i 1111W PROVIDE FINANCIAL STEWARDSHIP lie— . ` l 1111 _ Iii • Develop ' . Cd , and nurture ,` 1 and maintain ' partnerships to . _•, /'I ' prove services , ill, Airr inventories of Ensure equipment sustainable high anreduce d d g $ I,'04..vie costs• quality service . delivery #00 PROMOTE LEARNING AND GROWTH Develop and oversee 4, Ensure Develop successful appropriate and implement scenario-based employee recognition an employee iron inm r ough administration: mentoring 104 Effectively of recognition program Improve utilize DPS program employee orth Trainin engagement Facility 220 ) WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Police Department ‘‘ (------2,,,,,.., WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Public Works • PUBLIC WORKS DEPARTMENT DEPARTMENT HIGHLIGHTS 997 Illuminated Partnerships S 1 9►� A vK The Water street name signs with entities / 'V' with battery back- such as TxDOT, Division ensures the integrity of the ups at 14 intersections Tarrant County, City's drinking water,and since 2013, along Southlake City of Keller the Cityhas scored 99%or better Boulevard allow for and City of Grapevine,provide the safer night City on its monthly drinking water test driving. $1.9 million g saving for projects suchas the Street dollars in c mandated by the Texas Commission Rehabilitation Program,FM on Environmental Quality. 1938 Phase II,Kimball Avenue • Widening,and the South White Chapel Bridge work. The Public Works 0provide Department ill Southlake vital public services through 1 4% The roads planning, engineering Public maintain anWorks excellent rating(8.2 constructing, inspecting, . budget is 14% of out of 10)for overall total General Fund street quality in operating, and maintaining `';iexpenditures. the Ci . Southlake's public infrastructure. The Public Works The Public Works Department is staffed with Department 2016 General 65.5 FTEs who provide services The Fund Budget is$4,893,016 which related to department administration, engineering, and engineering Public Works is a 3.6%increase over the FY F spections. Department staff also Department has 2015 budget. The majority of this lersee the maintenance and construction THIRTEEN increase is due to increases in costs for of watK,wastewater,storm water and . e services. existing personnel as facilities infrastructure. well as the addition The staff comprises 13L p., of a new Traffic 18%of the City's 3.6/O Management 0 ' 1 8% workforce. Technician. Or' 0 WWW.CITYOFSOUTHLAKE.COM i DEPART MEN I CVERVILW Public Works DEPARTMENT CORE SERVICES City of Southlake — Public Works Strategy Map Provide vital public services through planning,engineering,constructing,inspecting,operating and maintaining Southlake's public infrastructure. City Focus ® Safety& Infrastructure� ' Quality Performance Partnerships& Areas. Security ' Mobility development Management Volunteerism City Corporate Objectives B4 Provide high Cl Achieve the C2 Provide travel C6 Enhance sense of community by B1 Achieve best- 82 Collaborate with select quality services highest standards of convenience within providing excellent customer service in-class status in partners to implement safety&security City®ion &citizen engagement opportunities all City disciplines service solutions through sustainable business practices Fl Adhere to financial F2 Invest to provide and F4 Establish and LI Ensure our people L3 Attract,develop& L6 Foster positive management principles maintain high quality maintain effective understand the strategy and retain a skilled employee &budget public assets internal controls how they contribute to it workforce engagement At Serve Our Customers PWCI Maintain a"superior"rated, PWC2 Develop,build,and PWC3 Provide a high degree of PWC4 Provide effective and timely safe drinking water system(Cl) maintain high quality customer service and communication for internal and transportation infrastructure(C2) satisfaction(C6) external customers(C6) Manage the Business PW81 Ensure integrity of storm water drainage PWB2 Minimize environmental pollution PWB3 Promote conservation of system to minimize loss of public and private and promote public health(B2) natural resources(B4) property(Bi) Provide Financial Stewardship PWF1 Provide high value services through PWF2 Invest to provide and maintain high PWF3 Comply with adopted financial controls efficient management of resources(Fl) quality City facilities and City infrastructure(F2) and ensure fiscal accountability at all levels(F4) Promote Learning&Growth PWLI Provide continuous employee PWL2 Ensure adherence to State guidelines by PWL3 Build a positive,productive&engaged and leadership development(L1) maintaining professional licenses and certifications(L3) workforce that supports the City's mission and strategic goals(L6) City Critical Business Outcomes Department Critical Business Outcomes CBO1—Continue to implement Southlake 2030 PWCBO1—Implement adopted Capital Improvement Plan by focusing on short term initiatives Program in support of the Southlake 2030 Plan(CBO1) CBO4—Improve mobility by proactively PWCBO2—Evaluate traffic related issues that arise through completing traffic analysis of key areas observation of employees, reports from motorists, residents,and business owners in a timely manner(CBO4) CBO5—Optimize resources through collaboration and partnerships to reduce costs PWCBO3-Develop and enhance partnerships that provide and add service value the best value and service to the community(CBO5) WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Public Works DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous p Period Period Current Measurement Target 1.1 .chieve the highest standards of safety&security(Cl) 1.1.1 Q12 Survey: Q02 1 have the materials No Prior Data No Prior Data 4.36 >or= 4.50 .nd equipment I need to do my work right 1.1.2 Q12 Survey: 010 1 have a best friend at No Prior Data No Prior Data 2.46 >or= 4.50 work 1.2 aintain a"su.erior"rated, safe drinki : water , •m PW (Cl) , of residents rating water service very 1.2.1 No Prior Data 84% 91% >_ 90% satisfied or somewhat satisfied .• of days City is in Stage 1 restrictions due 1.2.2 to inability of City's water distribution 0 0 0 = 0 ystem to deliver the required demand Obtain 99%or higher satisfactory test 1.2.3 esults of mandated TCEQ monthly water 100% 100% 99% > 99% testing to ensure the integrity of the water ystem and provide safe drinking water cDays minimum pressure(psi)measured o .t each elevated storage tank throughout 1.2.4 the water distribution system exceeded 365 365 365 = 365 Li 'i 2 psi 0 > 1.3 Develop,build and main high quality transportation infrastructure(PWC2)(C2) a� N I %of residents rating maintenance of 1.3.1 ocal streets and roads very satisfied or 75% 72% 87% >_ 90% omewhat satisfied %of residents rating provision of 1.3.2 .edestrian pathways very satisfied or 50% 53% 65% > 90% omewhat satisfied %of residents rating management 1.3.3 of traffic congestion very satisfied or 61% 44% 58% >_ 90% omewhat satisfied aintain high level annual Pavement 1.3.4 Quality Index Street Rating(current data is 8.3 8.3 8.2 >_ 7.8 or most recent 3 full year analysis) 1.3.5 of completed Traffic Analysis(C804)of 6 5 7 > 3 ability plan implementation Implement Council Approved Pathways 1.3.6 •riority List(current data is for most 100% 42% 22% = 95% ecent full year) 224 ,, WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Public Works DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous Current Measurement Target Period Period 1.4 Enhance sense of community by providing excellent customer service and citizen engagement opportunities(C6) 1.4.1 %agreement that employee represented 85% 75% 83/° > 90%° City in a positive manner 1.4.2 %citizen agreement that employee was 90% 85% 92% > 90% courteous citizen agreement that employees 1.4.3 returned calls within a reasonable amount No Prior Data 60% 68% > 90% of time citizen agreement that employee 1.4.4 showed pride and concern for the quality 79% 75% 80% > 90% of work Q12 Survey: Q09-My coworkers ore 1.4.5 committed to doing quality work No Prior Data No Prior Data 3.91 >or= 4.50 pre v Respond to complaints within two 77% 84% 82% ° o 1.5.1 business days of receiving the complaint >_ 90% %of customers"Very Satisfied"or '5 1.5.2 "Satisfied"with the service they received 100% 50% 72% >_ 90% vvia the"Come Fix This"form %of Engineer Development Reviews 1.5.3 completed within 15 business days 100% 100% 100% = 100% 1.5.4 %of Construction Plan Reviews completed 84% 90% 96/° = 95/° ° within 15 business days of non-compliant construction issues 1.5.5 resolved within 180 days of substantial 100% 100% 100% = 100% compliance %of fiscal year departmental Tier 1(1-3 1.5.6 yrs)Southlake 2030 intiatives in progress 99% 100% = 95 or completed (C801) 1.6 Provide effective and timely communication for internal and external customers(PWC4)(C6) '41111111111k. 1.6.1 p'pn lop and implement communication 100% 100% 100% 100% Complete 95%of total articles as outlined 1.6.2 in the Communication Plan for the fiscal -- -- 96% >_ 95% year ,7 i ‘‘,,,1,, --,,, .-"-----'''''''''''), , WWW.CITYOFSOUTHLAKE.COM _ � J DEPARTMENT OVERVI [= \W' Public Works DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous Current Measurement Target Period Period •chieve best-in-class status in all City disciplines(Bl) r ) 2.1.1 department workplan initiatives that 42% 46% > 75% et or exceeded KAI 2 1 2 Q12 Survey: Q06 There is someone at No Prior Data No Prior Data 3.79 >or= 4.50 work who encourages my development .MI __ _ . .A Ensure integ ' • .rrn wa'er.ramage system tom n mite oss . pu• is and private property(PWB1 (B1) %of residents rating storm water 2.2.1 .rainagevery satisfied orsomewhat 646 81% 85% _ 90% atisfied NMill ollaborate with select partners to implement service solutions(B2) v Value of partnerships(Cost avoidance/ m 2.3.1 $9M $1 7M > $1M a) Cost savings) Minimize environmental pollution and promote public health(PWB2)(B2) co %of residents rating sewer service very .4.1 atisfied or somewhat satisfied No Prior Data 86% 89% 90% 2 4 2 • of Sanitary Sewer Overflows(SSO's)per 0 0 1 = 0 ear 4 3 • of West Nile Virus surveillance sample 23 162 12 72 tests conducted during WNV season Promote conservation of natural resources(PWB3)(B4) verage Residential Water Consumption 2.5.1 .allons per capita per day(GPCD)(Note: 392 376 324 = 190 90 is state goal) • 2.5.2 of participants in the WISE Guys 165 111 384 >_ 100 rrigation audit program DID YOU KNOW? ---- Public Works Facilities staff currently L oversees and maintains over 800,000 square feet of City facility space. That number will increase to over 907,000 square feet with the opening of Phase 2 of the Marq in 2018. 226 <„ `` WWW.CITYOFSOUTHLAKE.COM J DEPARTMENT OVERVII Public Works DEPARTMENT SCORECARD Previous Previous Perspective Ref# Measure Period Period Current Measurement Target piiProvide high value services through efficient management of resources(PWF1)(F1) Operating expenditures,budget vs actual 87% 93% > 98% 3.1.1 (General fund) IIIdepartmental invoices paid within 30 says in accordance with Prompt Payment 89% 96% 95% > 94% ct 3.1.3 • of CIP projects bundled for construction 4 11 5* = 2 ost efficiencies MI _, . .1.•.- cost - . -# •^ ,+a ;,-;,!; '.L.,: si., a • tax payer dollars on infrastructure(PWF2)(F2) 3.2.1 %of CIP projects completed this fiscal yea 76% 100/, 0._ within Council Approved budget 33 3 c Invest to provide and maintain high quality City facilities and City Infrastructure (PWF3)(F2) Lu "' %of City Building Preventative Li3.3.1 aintenance Measures Implemented per No Prior Data 100% 100% = 100% '° 'Ian c ompl adopted financial control§and ensure fiscal ac •,. bLIfty at all levels(PWF4 F4 o a 3.4.1 •-card compliance 100% 100% - 100% inimize system water loss by achieving ess than the AWWA recommendation 2.40% 10.46% < 11% 3.4.2 11%)for maximum water system water 5.68% ass %reduction in peaking charges achieved 3.4.3 •y system operation or improvements No Prior Data 10.00% °0/ = 3% Change out 1"meters annually to ensure sccurate billing per the annual plan 3.4.4 100% 100% 16% = 100% effecting 8 year rotation schedule(appx. 000 meters per year) 3.4.5 Test 3"or larger meters annually to ensure 0% = 100% 100% 100% s ccurate billing(36 meters per year) ( IN, :‘‘.,, *WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Public Works DEPARTMENT SCORECARD Previous Previous Perspective Ref# Measure Period Period Current Measurement Target SillEnsure our people understand the strategy&how they contribute to it(L1) IlQ12 Survey: Q08-The mission or purpose .f my organization makes me feel my job No Prior Data No Prior Data 4.03 >or= 4.50 's significant SIof employees attending a minimum of 3 - 100% 100% = 100% Values Training classes Insure all staff have access to and understand the department workplans 100.00% 100% 100% = 100% .nd scorecard sigEnhance leadership capabilities to deliver results(L2) s Q12 Survey: Q11-In the last six months, 3 A omeone at work has talked to me about No Prior Data No Prior Data 3.31 >or= 4.50 0 6 y progress. ro Z. ,ttract,develop&retain a skilled workforce(L3) ao c Q12 Survey: Q03-At work,I have the a ,.4.1 .pportunity to do what l do best every No Prior Data No Prior Data 4.36 >or= 4.50 va ,ay. o Q12 Survey: Q12-This last year,I have a ad opportunities at work to learn and No Prior Data No Prior Data 3.81 >or= 4.50 row. �P.E.Complete fifteen hours of professional 100% 100% 100% = 100% 'evelopment annually 111 aintain Health Department Licensed 100% 100% 100% 100% Water/Wastewater Professionals AVoluntary turnover rate(Dept) 5% 7% 7% < 8.0% =Recognize&reward high performers(L4) Q12 Survey: Q04-In the last seven days, .6.1 have received recognition or praise for No Prior Data No Prior Data 3.36 >or= 4.50 ,oing good work I 228 WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Public Works 1/4..., DEPARTMENT SCORECARD Perspective Ref# Measure Previous Previous Period Period Current Measurement Target nuEmpower informed decision-making at all levels in the organization(L5) 1111Q12 Survey: Q07 At work, my opinions No Prior Data No Prior Data 3.82 >or= 4.50 eem to count. 4§' ggi o Build a positive,productive&engaged workforce that supports the City's mission and strategic goals(PWL3)(L6) 0 uparticipation in Employee Engagement No Prior Data No Prior Data 59% = 100% ms y tuo .= Q12 Survey: Q00-How satisfied are you v with the City of Southlake as a place to No Prior Data No Prior Data 3.94 >or= 4.50 J Lu work? 0 o Q12 Survey: QOl I know what is No Prior Data No Prior Data 4.42 >or= 4.50 a expected of me at work Q12 Survey: Q05-My supervisor,or .8.4 omeone at work,seems to care about me No Prior Data No Prior Data 4.27 >or= 4.50 .s a person WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Public Works \Iiiimmommin.......–...___ 1Q. "IIMMI"Wil.r . • DEPARTMENT GOALS • SERVE OUR CUSTOMERS Ensure the integrity of the water system Evolve the andromote P communication conservation plan to ensure Al!Mitigate traffic effortsohesiveness with City a Of Maintain communication vIk'k _ -,, , '` ....., VaC „, congestion roadway quality ✓ ` efforts '.” IP' *Ill' MANAGE THE BUSINESS "P-414IP N44.*, Im lement a ` A'4Ill :0; Take 11.‘41' II* — VP Maintainchannel ` proactive steps �� �� comprehensive crossings under conservation effort, to ensure that `' VW to reserve Ci roadways and the Promote f ` 0 P water City City's drainage A environmentale)(0) public health is , jifr Alsystem ikh stewardship protected �' vOil 41010110111, �_ s/1114W PROVIDE FINANCIAL STEWARDSHIP 4--tielf, t ill v lik � t Streamline f inefficient Provide greater ^ processes i A/'g Utilize oversight of CIP operating projects to ensure © Develop 0 Ay/7 budget /0", they are within long term / effectively"Pr • Council ApprovedIlk maintenance ii Budget ii plan for City ilk ` buildings PROMOTE LEARNING AND GROWTH Enhance Keep ;Departmental licenses and leadership reifications u,j capabilities to date Build the department as a high performance 1011 organization 1 230 WWW.CITYOFSOUTHLAKE.COM DEPARTMENT OVERVIEW Public Works WWW.CITYOFSOUTHLAKE.COM ®, DEPARTMENT OVERVIEW Public Works 232 WWW.CITYOFSOUTHLAKE.COM • w U ce MMQ p W LU r Q . p Q U Z o_ v) D N LL Od r Zp d, Qce _ z N Q w F` o =/^ i LU { W ''r'f V ~ 0 by . 4 a w 2 ceO Ce a • . --..4, . -74.; F w W Q F Q p �O WI 111 Z c ca p W ce CZ W W • Ow 11711111. 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N ` '�' F— w ~ ��CL ...P pie `'1,4; ,1 ,c, r,t pez W A O U k z • U Q SsK 0 ec • P 0 u -a w 3 S / 0 < e; 0 s I UND SUMMARIES All Funds • .-----A,,,,„„ s . 0 WWW.CITYOFSOUTHLAKE.COM I LIND SUMMARIES All Funds ALL FUNDS SUMMARY - REVENUES & EXPENDITURES $Increase/ %Increase/- $Increase/ %Increase/- 2014 Actual 2015 Adopted 2015 Amended (Decrease) Decrease 2016 Proposed (Decrease) Decrease Adopted REVENUES Ad Valorem Taxes $25,925,968 $26,464,685 $26,359,685 ($105,000) -0.4% $26,165,910 ($298,775) -1.1% Sales Tax 25,674,009 25,206,000 28,368,000 3,162,000 12.5% 25,908,000 702,000 2.8% Hotel Tax 948,971 926,065 957,588 31,523 3.4% 1,013,824 87,759 9.5% Franchise Fees 2,841,025 2,736,404 3,152,147 415,743 15.2% 3,184,914 448,510 16.4% Fines 2,372,700 2,190,062 1,808,300 (381,762) -17.4% 1,642,800 (547,262) -25.0% Charges for Services 1,183,207 1,252,150 1,199,650 (52,500) -4.2% 1,704,630 452,480 36.1% Rental Income 153,824 153,816 153,816 0 0.0% 153,816 0 0.0% Permits/Fees 2,611,265 1,517,300 2,725,800 1,208,500 79.6% 1,484,300 (33,000) -2.2% Miscellaneous 1,467,089 1,049,000 1,195,100 146,100 13.9% 1,150,000 101,000 9.6% Water Sales- residential 12,980,508 13,100,000 13,600,000 500,000 3.8% 14,004,460 904,460 6.9% Water Sales- commercial 3,320,125 3,500,000 3,100,000 (400,000) -11.4% 3,600,300 100,300 2.9% Stormwater- residential 832,610 819,850 851,100 31,250 3.8% 866,500 46,650 5.7% Stormwater- commercial 529,555 527,600 537,200 9,600 1.8% 552,800 25,200 4.8% Wastewater Sales 4,944,645 5,050,000 5,050,000 0 0.0% 5,008,000 (42,000) -0.8% Sanitation Sales 1,709,347 1,715,000 1,715,000 0 0.0% 1,745,000 30,000 1.7% Other Utility Charges 465,293 416,900 504,000 87,100 20.9% 394,000 (22,900) -5.5% TIF District 7,246,638 6,729,476 7,324,928 595,452 8.8% 7,600,823 871,347 12.9% Interest Income 351,712 153,130 173,280 20,150 13.2% 165,655 12,525 8.2% Total Revenues $95,558,491 $93,507,438 $98,775,595 $5,268,156 5.6% $96,345,732 $2,838,294 1.0% N., *.:.:: . WWW.CITYOFSOUTHLAKE.COM 1= UND SUMMARIES All Funds ALL FUNDS SUMMARY - REVENUES & EXPENDITURES $Increase/ %Increase/- 2014 Actual 2015 Adopted 2015 Amended (Decrease) 2016 Proposed $Increase/ %Increase/- Adopted Decrease (Decrease) Decrease EXPENDITURES City Secretary $381,127 $491,369 $483,195 ($8,174) -1.7% $481,386 ($9,983) -2.0% Human Resources 622,990 616,307 616,307 - 0.0% 627,211 10,904 1.8% City Manager 810,603 825,144 836,274 11,130 1.3% 863,668 38,524 4.7% Information Technology 1,874,520 2,142,154 2,142,154 (0) 0.0% 2,161,120 18,966 0.9% Communica- tions 0 162,743 170,977 8,234 5.1% 159,191 (3,552) -2.2% Support Services 1,309,226 1,422,660 1,279,881 (142,779) • -10.0% 1,305,048 (117,612) -8.3% General Gov Total $4,998,466 $5,660,377 $5,528,788 ($131,589) -2.3% $5,597,624 ($62,753) -1.1% Finance 1,125,894 1,231,600 1,217,113 (14,487) -1.2% 1,252,430 20,830 1.7% Municipal Court 586,020 673,877 673,877 0 0.0% 694,448 20,571 3.1% Teen Court 130,282 148,021 148,021 (0) 0.0% 155,758 7,737 5.2% Finance Total $1,842,196 $2,053,498 $2,039,011 ($14,487) -0.7% $2,102,636 $49,138 2.4% Fire 7,550,369 7,629,218 7,722,513 93,295 1.2% 7,785,820 156,602 2.1% Police 5,869,672 5,860,540 5,898,521 37,981 0.6% 6,029,185 168,645 2.9% Public Safety Support 1,213,591 1,213,217 1,213,217 0 0.0% 1,301,711 88,494 7.3% Public Safety Total $14,633,632 $14,702,975 $14,834,251 $131,276 0.9% $15,116,716 $413,741 2.8% Streets/ Drainage 1,671,514 1,682,704 1,684,926 2,222 0.1% 1,806,889 124,185 7.4% Public Works Admin 1,113,227 1,287,502 1,287,476 (26) 0.0% 1,394,261 106,759 8.3% Facility Maintenance 1,414,986 1,751,706 1,768,255 16,549 0.9% 1,691,866 (59,840) -3.4% Utility Bil`ng 448,208 503,768 462,030 (41,738) -8.3% 501,468 (2,300) -0.5% ater 11,511,589 11,624,912 11,600,885 (24,027) -0.2% 11,675,053 50,141 0.4% Was z water 2,280,146 2,731,590 2,482,490 (249,100) -9.1% 2,411,300 (320,290) -11.7% F c. 6) / WWW.CITYOFSOUTHLAKE.COM f ELIND SUMMARIES All Funds • ALL FUNDS SUMMARY - REVENUES & EXPENDITURES $Increase/ %Increase/- $Increase/ %Increase/- 2014 Actual 2015 Adopted 2015 Amended (Decrease) Decrease 2016 Proposed (Decrease) Decrease Adopted Sanitation 1,245,778 1,320,000 1,272,000 (48,000) -3.6% 1,300,000 (20,000) -1.5% Public Works Total $19,685,448 $20,902,182 $20,558,062 ($344,120) -1.6% $20,780,837 ($121,345) -0.6% Building Inspections 909,418 1,052,964 1,056,139 3,175 0.3% 1,087,902 34,938 3.3% Planning 850,398 966,175 954,375 (11,800) -1.2% 985,820 19,645 2.0% Planning and Dev Total $1,759,816 $2,019,139 $2,010,514 ($8,625) -0.4% $2,073,722 $54,583 2.7% Economic Development 240,017 230,965 230,965 0 0.0% 230,656 (309) -0.1% Economic Dev. Total $240,017 $230,965 $230,965 $0 0.0% $230,656 ($309) -0.1% Community Services 836,889 1,157,814 1,171,639 13,825 1.2% 1,276,132 118,318 10.2% Parks and Recreation 4,963,606 5,322,489 5,289,594 (32,895) -0.6% 5,388,266 65,777 1.2% Library Services 684,317 621,299 649,049 27,750 4.5% 654,159 32,860 5.3% Community Svcs.Total $6,484,812 $7,101,602 $7,110,282 $8,680 0.1% $7,318,557 216,955 3.1% TIF District 3,834,118 3,703,170 4,478,312 775,142 100.0% 4,358,190 655,020 17.7% Crime Control District 620,181 724,040 676,871 (47,169) -6.5% 917,060 193,020 26.7% Vehicle Replacement 694,876 587,000 587,000 0 0.0% 538,000 (49,000) -8.3% Court Security 34,975 73,638 73,638 0 0.0% 85,504 11,866 16.1% Court Technology 12,203 35,250 35,250 0 0.0% 81,500 46,250 131.2% Stormwater Utility District 397,085 619,616 619,616 0 0.0% 407,575 (212,041) -34.2% Strategic Initiative 568,189 1,218,000 1,218,000 0 0.0% 1,015,907 (202,093) -16.6% Hotel Occupancy Tax 753,228 754,462 754,462 (0) 0.0% 677,821 (76,641) -10.2% Public Art 39,597 100,500 73,500 (27,000) -26.9% 135,500 35,000 .8% Red Light Camera 633,165 736,920 483,620 (253,300) -34.4% 380,160 (356,760 8.4% Facility Maintenance 129,505 130,000 130,000 0 0.0% 179,537 49,537 1% WWW.CITYOFSOUTHLAKE.COM „ FUND SUMMARIES All Funds ALL FUNDS SUMMARY — REVENUES & EXPENDITURES $Increase/ oho Increase/- $Increase/ %Increase/- 2014 Actual 2015 Adopted 2015 Amended (Decrease) Decrease 2016 Proposed (Decrease) Decrease Adopted Commercial Vehicle Enforcement 117,462 124,704 124,704 0 0.0% 123,201 (1,503) -1.2% Economic Investmest 0 0 0 0 0.0% 0 0 0.0% Community Enhancement Dev Corp - 0 0 0 0.0% 1,148,402 1,148,402 Debt Service 24,071,704 25,238,205 25,239,205 1,000 0.0% 23,703,876 (1,534,329) -6.1% Total Expenditures $81,550,675 $86,716,243 $86,806,051 $89,808 0.1% $86,972,982 $256,738 0.3% Net Revenues $14,007,816 $6,791,195 $11,969,543 $5,178,348 $9,372,751 Bond/ Insurance Proceeds $0 $0 $0 $0 $0 $0 Transfers In $21,578,983 $17,669,818 $24,085,065 $6,415,248 $18,448,821 $779,003 Developers Contributions $0 $50,000 $50,000 $0 $50,000 $0 Transfers Out ($29,848,983) ($27,159,819) ($34,125,067) ($6,965,247) ($31,230,888) ($4,071,068) Total Other Sources(Uses) ($8,270,000) ($9,440,002) ($9,990,001) ($550,000) ($12,732,067) ($3,292,065) Net change in w/c components $0 SO $0 $0 Beginning Fund Balance $63,170,350 $68,908,166 $68,908,166 $70,887,708 Pnor`Period Adjus3ment $0 $0 $0 $0 Residual quity Transfer $0 $0 $0 $0 Ending and B lance $68,908,166 $66,259,359 $70,887,708 $67,528,392 238 WWW.CITYOFSOUTHLAKE.COM FUND SUMMAR ( CLS All Funds WHERE THE MONEY COMES FROM (ALL SOURCES) TIF Murmur INTEREST INCOME OTHER UTILITY CHARGES 7.89% 10.17% 0.91% SANITATION SALES 1.81% WASTE WATER SALESAD VALOREM TAXES 5.20% /- 27.16% STORM WATER-COMMERCIAL 0.57% STORM WATER-RESIDENTIAL. 0.90% WATER SALES-COMMERCIAL 3.74% WATER SALES-RELLL SIDENT � 14.54% MISCELLANEOUS 1.19% R''{ PERMITS/FEEs 1.54% ,,;,,o' RENTAL INCOME 0.16% ...‘....',.._SALES TAX FINES26.89% CHARGES FOR SERVICES 1.71% 1.77% FRANCHISE FEES HOTEL TAX 3.31% L05% WHERE THE MONEY GOES (ALL FUNDS) COURT SECURITY COURT TECHNOLOGY PUBLIC ART FUND HOTEL OCCUPANCY TAX FUND 0.10% 0'06% RED LIGHT CAMERA 0.1558% 0.78% 0.44% COMMUNITY ENHANCEMENT AND DEVELOPMENT COMMERCIAL VEHICLE CORPORATION FUND ENFORCEMENT FUND 1.32% 0.14% SPDC OPERATING FUND FACILITY MAINTENANCE FUND - 4.63% 0.2064% STRATEGIC INITIATIVE FUND GENERAL.FUND STORM WATER UTILITY `�\ 41.34% s DISTRICT 1 0.47% • \`. VEHICLE REPLACEMENT 0.62% CRIME CONTROL DISTRICT ' i 1.05% � ' TIF OPERATING 5.01% LIBRARY 0.01% PARK DEDICATION FEE FUND /// 0.09% REFORESTATION 0.08% • PARKS AND RECREATION FUND 0.09% DEBT SERVICE FUND 15.99% 4}.. . UTILITY FUND_---- 26.21% WWW.CITYOFSOUTHLAKE.COM 239 FUND SUMMARIES All Funds TOTAL FY 2016 PROJECTED REVENUES & EXPENDITURES BY FUND Special Special Special General Fund Utility Fund Debt Service Special Revenue Revenue- Revenue- Revenue Fund -Reforestation Bicentennial Park -Parks/ Concessions Dedication Recreation Projected Revenues $40,759,805 $24,936,760 $5,902,470 $5,150 $0 $30,250 $44,200 Projected Expenditures $35,957,381 $22,799,901 $13,903,782 $70,000 $0 $80,000 $81,000 Net Revenues $4,802,424 $2,136,859 ($8,001,312) ($64,850) $0 ($49,750) ($36,800) Total Other Sources(Uses) ($4,634,045) ($1,799,470) $5,965,203 $0 SO 0 SO I Estimated Fund Balance/ Working Capital 9/30/14 $9,176,486 $7,358,679 $9,352,512 $98,348 $37,680 $367,402 $97,488 Estimated Fund Balance/ 1 Working Capital 9/30/15 $9,344,865 $7,696,067 $7,316,403 $33,498 $37,680 $317,652 $60,688 I 240 WWW.CITYOFSOUTHLAKE.COM d E : LIND SLIMMAf IES All Funds TOTAL FY 2016 PROJECTED REVENUES & EXPENDITURES BY FUND Special Revenue- TIF Operating Crime Control Vehicle Storm Water Strategic Initiative Library Fund Distric Fund Replacement District Fund Fund Fumd Projected Revenues $10,025 $7,601,823 $1,668,000 $90,000 $1,424,300 $8,000 Projected Expenditures $10,000 $4,358,190 $917,060 $538,000 $407,575 $1,015,907 Net Revenues $25 $3,243,633 $750,940 ($448,000) $1,016,725 ($1,007,907) Total Other Sources(Uses) $0 ($3,180,765) ($3,856,620) $1,000,000 ($1,721,510) ($2,900,000) Estimated Fund Balance/ Working Capital 9/30/14 $3,992 $4,011,514 $7,310,198 $4,074,188 $1,830,657 $7,450,606 Estimated Fund Balance/ Working Capital 9/30/15 $4,017 $4,074,382 $4,204,518 $4,626,188 $1,125,872 $3,542,699 \*rew-''''a)o,, WWW.CITYOFSOUTHLAKE.COM All Funds TOTAL FY 20I6 PROJECTED REVENUES & EXPENDITURES BY FUND Facility Economic Commercial Hotel Court Vehicle Court Security Red Light Maintenance Investment Occupancy Tax Technology Fund Fund Enforcement Fund Fund Fund Camera Fund Fund Projected Revenues $4,000 $500 $85,000 $1,014,324 $32,700 $43,300 $367,300 Projected Expenditures $179,537 $0 $123,201 $677,821 $85,504 $81,500 $380,160 Net Revenues ($175,537) $500 ($38,201) $336,503 ($52,804) ($38,200) ($12,860) Total Other Sources(Uses) $1,500,000 $150,000 < $40,000 ($392,723) $0 $0 SU Estimated Fund Balance/ Working Capital 9/30/14 $3,686,446 $1,750,500 $51,840 $1,203,575 $424,933 $402,735 $353,416 Estimated Fund Balance! Working Capital 9/30/15 $5,010,909 $1,901,000 $53,639 $1,147,355 $372,129 $364,535 $340,556 I r 242 WWW.CITYOFSOUTHLAKE.COM s,, FUND SUMMARIES All Funds TOTAL FY 2016 PROJECTED REVENUES & EXPENDITURES BY FUND Public Art Fund Recycling Fund CEDC Fund SPDC Fund Total Projected Revenues $300 $6,030 $5,474,180 $6,837,316 $96,345,732 Projected Expenditures $135,500 $0 $1,148,402 $4,022,560 $86,972,982 Net Revenues ($135,200) $6,030 $4,325,778 $2,814,756 $9,372,751 Total Other Sources(Uses) $152,149 $0 $218,967 ($3,273,253) ($12,732,067) Estimated Fund Balance/ Working Capital 9/30/14 $524,002 $40,677 $0 $11,279,834 $70,887,708 Estimated Fund Balance/ Working Capital 9/30/15 $540,951 $46,707 $4,544,745 $10,821,337 $67,528,392 ; 1 I j T WWW.CITYOFSOUTHLAKE.COM ' FUND SUMMARIES All Funds GENERAL FUND SUMMARY - EXPENDITURES BY DIVISION/CATEGORY GENERAL FUND 2014 Actual 2015 Adopted 2015 Amended 2016 Proposed (Decrease) /-Decrease Budget Budget Budget Adopted Adopted City Secretary/Mayor/Council Personnel 237,252 311,813 311.813 325,569 13,756 4.4% Operations 143,875 179.556 171,382 155,817 (23,739) -13.2% Capital Outlay 0 0 0 0 0 0.0% Total 381,127 491,369 483,195 481,386 (9.983) -2.0% Human Resources Personnel 417,161 439,753 439,753 458,545 18,792 4.3% Operations 205,829 176,554 176.554 168,666 (7,888) -4.5% Capital Outlay 0 0 0 0 0 0.0% Total 622,990 616,307 616,307 627,211 10,904 1.8% City Manager's Office Personnel 767,088 775,691 787,691 814,095 38,404 5.0% Operations 43,515 49,453 48,583 49,573 120 0.2% Capital Outlay 0 0 0 0 0 0.0% Total 810,603 825,144 836,274 863,668 38.524 4.7% Support Services Personnel 121,447 125,000 125.000 40,000 (85,000) -68.0% Operations 1.187,779 1,297,660 1,154,881 1,265,048 (32,612) -2.5% Capital Outlay 0 0 0 0 0 0.0% Total 1,309,226 1,422,660 1,279,881 1,305,048 (117,612) -8.3% Communications Personnel 0 87,498 112,248 121,516 34,018 38.9% Operations 0 75,245 58,729 37,675 (37,570) -49.9% Capital Qutlay 0 0 0 0 0 0.0% otal , 0 162,743 170,977 159,191 (3,552) -2.2% i '2 244 1 WWW.CITYOFSOUTHLAKE.COM All Funds GENERAL FUND SUMMARY - EXPENDITURES BY DIVISION/CATEGORY 2015 Adopted 2015 Amended 2016 Proposed $Increase/ %Increase GENERAL FUND 2014 Actual Budget Budget Budget (Decrease) /-Decrease Adopted Adopted Information Technology Personnel 590,005 638,155 638,155 695,140 56,985 8.9% Operations 1,217,350 1,503,999 1,503,999 1,442,360 (61,639) -4.1% Capital Outlay 67,165 0 0 23,620 23,620 236199900.0% Total 1,874,520 2,142,154 2,142,154 2,161,120 18,966 0.9% Finance Personnel 793,861 825,079 835,079 878,330 53,251 6.5% Operations 332,033 406,521 382,034 374,100 (32,421) -8.0% Capital Outlay 0 0 0 0 0 0.0% Total 1,125,894 1,231,600 1,217,113 1,252,430 20,830 1.7% Municipal Court Personnel 495,270 525,137 520,137 541,843 16,706 3.2% Operations 90,750 148,740 153,740 152,605 3,865 2.6% Capital Outlay 0 0 0 0 0 0.0% Total 586,020 673,877 673,877 694,448 20,571 3.1% Teen Court Personnel 113,247 122,135 122,135 127,594 5,459 4.5% Operations 17,035 25,886 25,886 28,164 2,278 8.8% Capital Outlay 0 0 0 0 0 0.0% Total 130,282 148,021 148,021 155,758 7,737 5.2% Fire Services Personnel 6,567,217 6,817,469 6,885,949 7,051,522 234,053 3.4% Operations 714,088 726,840 751,655 734,298 7,458 11.0% Capital Outlay 269,064 84,909 84,909 0 (84,909)Total 7,550,369 7,629,218 7,722,513 7,785,820 156,602 WWW.CITYOFSOUTHLAKE.COM FUND SUMMARIES All Funds GENERAL FUND SUMMARY - EXPENDITURES BY DIVISION/CATEGORY GENERAL FUND 2014 Actual 2015 Adopted 2015 Amended 2016 Proposed $Increase/ %Increase Budget Budget Budget (Decrease) /-Decrease Adopted Adopted Police Services Personnel 5,284,748 5,326,116 5,326,116 5,453.744 127,628 2.4% Operations 544,757 534,424 572,405 575,441 41,017 7.7% Capital Outlay 40,167 0 0 0 0 0.0% Total 5,869,672 5,860,540 5,898,521 6,029,185 168,645 2.9% Public Safety Support Personnel 0 0 0 0 0 0.0% Operations 1,213,591 1,213,217 1,213,217 1,301,711 88,494 7.3% Capital Outlay 0 0 0 0 0 0.0% Total 1,213,591 1,213,217 1,213,217 1,301,711 88,494 7.3% Building Inspection Personnel 819,350 933,694 933,694 946,050 12,356 1.3% Operations 90,068 119,270 122,445 141,852 22,582 18.9% Capital Outlay 0 0 0 0 0 0.0% Total 909,418 1,052,964 1,056.139 1,087,902 34,938 3.3% Streets/Drainage Personnel 761,684 775,354 775,354 846,064 70,710 9.1% Operations 890,964 907,350 909,572 960,825 53,475 5.9% Capital Outlay 18,866 0 0 0 0 0.0% Total 1,671,514 1,682.704 1,684,926 1,806,889 124,185 7.4% Facility Maintenance Personnel 279,611 366,051 375,973 366,318 267 0.1% Operations 1,128,916 1,345,655 1,350,378 1,325,548 (20,107) -1.5% Capital..Outlay 6,459 40,000 41,904 0 (40,000) -100.0% otal 1,414,986 1,751,706 1,768,255 1,691,866 (59,840) -3.4% _�246 -r J WWW.CITYOFSOUTHLAKE.COM I LIND SUMMARIES All Funds GENERAL FUND SUMMARY - EXPENDITURES BY DIVISION/CATEGORY 2015 Adopted 2015 Amended 2016 Proposed $Increase/ %Increase GENERAL FUND 2014 Actual Budget Budget Budget (Decrease) /-Decrease Adopted Adopted Public Works Administration Personnel 879,058 1,058,567 1,058,567 1,131,027 72,460 6.8% Operations 234,169 228,935 228,909 263,234 34,299 15.0% Capital Outlay 0 0 0 0 0 0.0% Total 1,113,227 1,287,502 1,287,476 1,394,261 106,759 8.3% Planning Personnel 812,636 880,650 880,650 908,991 28,341 3.2% Operations 37,762 85,525 73,725 76,829 (8,696) -10.2% Capital Outlay 0 0 0 0 0 0.0% Total 850.398 966,175 954,375 985,820 19,645 2.0% Economic Development Personnel 81,808 157,316 157,316 155,992 (1,324) -0.8% Operations 158,209 73,649 73,649 74,664 1,015 1.4% Capital Outlay 0 0 0 0 0 0.0% Total 240,017 230,965 230,965 230,656 (309) -0.1% Community Services Personnel 562,155 799,959 799,959 827,885 27,926 3.5% Operations 274,734 357,855 371,680 448.247 90,392 25.3% Capital Outlay 0 0 0 0 0 0.0% Total 836,889 1,157,814 1,171,639 1,276,132 118,318 10.2% Parks and Recreation Personnel 2,192,357 2,288,671 2,288,671 2,204,295 (84,376) -3.7% Operations 2,046,408 1,926,360 1,893,465 1,793,225 (133,135) (- 6.9%_-_. Capital Outlay 17,848 54,200 54,200 25,200 (29,000) 3.5% Total 4,256,613 4,269,231 4,236,336 4,022,720 (246,511) 5.80., WWW.CITYOFSOUTHLAKE.COM '' fil 1- L1 \ D SUMMARIES All Funds GENERAL FUND SUMMARY — EXPENDITURES BY DIVISION/CATEGORY GENERAL FUND 2014 Actual 2015 Adopted 2015 Amended 2016 Proposed $Increase/ %Increase Budget Budget Budget (Decrease) /-Decrease Adopted Adopted Library Services Personnel 513,803 461,969 476,969 489,909 27,940 6.0% Operations 53,646 51,330 60,080 51,250 (80) -0.2% Capital Outlay 94,687 100,000 100,000 103,000 3,000 3.0% Total 662,136 613,299 637,049 644,159 30,860 5.0% TOTAL GENERAL FUND 33,429,492 35,429,210 35,429,210 35,957,381 528,171 1.5% .\ ",...,..„,....* T248 ) WWW.CITYOFSOUTHLAKE.COM V J FUND SUMMARIES All Funds 249 WWW.CITYOFSOUTHLAKE.COM FUND SUMMARIES All Funds ALL FUNDS SUMMARY (OTHER FUNDS) — EXPENDITURES BY FUND/DIVISION/CATEGORY 2015 Adopted 2015 Amended 2016 Proposed $Increase/ %Increase 2014 Actual Budget Budget Budget (Decrease) /-Decrease Adopted Adopted UTILITY FUND Utility Billing Personnel 329,436 353,354 340,966 354,954 1,600 0.5% Operations 118,772 150,414 121,064 146,514 (3,900) -2.6% Capital Outlay 0 0 0 0 0 0.0% Total 448,208 503,768 462,030 501,468 (2,300) -0.5% Water Utilities Personnel 1,377,749 1,464,852 1,464,852 1,521,118 56,266 3.8% Operations 9,650,020 9,491,310 9,467,283 9,728,935 237,625 2.5% Capital Outlay 483,820 668,750 668,750 425,000 (243,750) -36.4% Total 11,511,589 11,624,912 11,600,885 11,675,053 50,141 0.4% Wastewater Utilities Personnel 520,986 520,430 520,430 552,658 32,228 6.2% Operations 1,619,921 1,816,180 1,817,080 1,858,642 42,462 2.3% Capital Outlay 139,239 394,980 144,980 0 (394,980) -100.0% Total 2,280,146 2,731,590 2,482,490 2,411,300 (320,290) -11.7% Sanitation Operations 1,245,778 1,320,000 1,272,000 1,300,000 (20,000) -1.5% Total 1,245,778 1,320,000 1,272,000 1,300,000 (20,000) -1.5% Non-Departmentalized Debt Service 6,385,921 6,833,055 6,833,055 6,912,080 79,025 1.2% Total 6,385,921 6,833,055 6,833,055 6,912,080 79.025 1.2% TOTAL UTILITY FUND 21,871,642 23,013,325 22,650,460 22,799,901 (213,424) -0.9% �\ 46 250 WWW CITYOFSOUTHLAKE.COM I BIND SUMMARIFS All Funds ALL FUNDS SUMMARY (OTHER FUNDS) - EXPENDITURES BY FUND/DIVISION/CATEGORY 2015 Adopted 2015 Amended 2016 Proposed $Increase/ %Increase 2014 Actual Budget Budget Budget (Decrease) /-Decrease Adopted Adooted STORM WATER DISTRICT Personnel 103,699 114,927 114,927 120,045 5,118 4.5% Operations 293,386 338,239 338,239 287,530 (50,709) -15.0% Capital Outlay 0 166,450 166,450 0 (166,450) -100.0% Total 397,085 619,616 619,616 407,575 (212,041) -34.2% DEBT SERVICE FUND Principal 11,235,280 12,639,311 12,639,311 11,479,601 (1,159,710) -9.2% Interest 3,448,881 2,862,050 2,862,050 2,406,180 (455,870) -15.9% Administrative Expenses 5,658 18,000 18,000 18,000 0 0.0% Total 14,689,819 15,519,361 15,519,361 13,903,782 (1,615,579) -10.4% SPECIAL REVENUE-REFORESTATION FUND Operations 59,510 30,000 30,000 70,000 40,000 133.3% Capital Outlay 0 0 0 0 0 0.0% Total 59,510 30,000 30,000 70,000 40,000 133.3% SPECIAL REVENUE-BICENTENNIAL CONCESSIONS Operations 0 0 0 0 0 0.0% Capital Outlay 0 0 0 0 0 0.0% Total 0 0 0 0 0 0.0% FACILITY MAINTENANCE Operations 129,505 130,000 130,000 179,537 49,537 8.1% Capital Outlay 0 0 0 0 0 Total 129,505 130,000 130,000 179,537 49,537 38.1 WWW.CITYOFSOUTHLAKE.COM FUND SUMMARIES All Funds ALL FUNDS SUMMARY (OTHER FUNDS) - EXPENDITURES BY FUND/DIVISION/CATEGORY 2015 Adopted 2015 Amended 2016 Proposed $Increase/ %Increase 2014 Actual Budget Budget Budget (Decrease) /-Decrease Adopted Adopted SPECIAL REVENUE-PARK DEDICATON FUND Operations 0 0 0 0 0 0.0% Capital Outlay 0 0 0 80,000 80,000 0.0% Total 0 0 0 80,000 80,000 0.0% SPECIAL REVENUE-PARK AND RECREATION Operations 0 44.000 44,000 81,000 37,000 84.1% Capital Outlay 0 0 0 0 0 0.0% Total 0 44,000 44,000 81,000 37,000 84.1% SPECIAL REVENUE-LIBRARY DONATION FUND Operations 22,181 8,000 12,000 10,000 2,000 25.0% 0 Capital Outlay 0 0 0 0 0 0.0% Total 22,181 8.000 12,000 10,000 2,000 25.0% TIF FUND Operations 3,834,118 3,703,170 4,478,312 4,358,190 655,020 17.7% Total 3,834,118 3,703,170 4,478,312 4,358,190 655,020 17.7% CRIME CONTROL DISTRICT FUND Personnel 441,650 594,986 554,986 556,702 (38,284) -6.4% Operations 178,531 111,054 88,335 300,358 189,304 170.5% Capital Outlay 0 18,000 33,550 60,000 42,000 233.3% 1 Tota I`.� 620,181 724,040 676,871 917,060 193,020 26.7% N... ,-, r� -'._ ) l WWW.CITYOFSOUTHLAKE.COM I UND SUMMARIES All Funds ALL FUNDS SUMMARY (OTHER FUNDS) - EXPENDITURES BY FUND/DIVISION/CATEGORY 2015 Adopted 2015 Amended 2016 Proposed $Increase I %Increase 2014 Actual Budget Budget Budget (Decrease) /-Decrease Adopted Adopted SPDC FUND Personnel 101,543 106,658 106,658 190,946 84,288 79.00/ Operations&Maintenance 410,142 682,600 682,600 789,600 107,000 15.7% Capital Outlay 135,798 190,000 190,000 154,000 (36,000) -18.9% Debt Service 2,995,964 2,885,789 2,886,789 2,888,014 2,225 0.1% Total 3,643,447 3,865,047 3,866,047 4,022,560 157,513 4.1% STRATEGIC INITIATIVE FUND Capital Outlay 568.189 1,218,000 1,218,000 1,015,907 (202,093) -16.6% Total 568,189 1,218,000 1,218,000 1,015,907 (202,093) -16.6% VEHICLE REPLACEMENT Capital 694,876 587,000 587,000 538,000 (49,000) -8.3% Total 694,876 587,000 587,000 538,000 (49,000) -8.3% HOTEL OCCUPANCY FUND Personnel 132,732 196,508 196,508 196,350 (158) -0.1% Operations 620,496 557,954 557,954 481,471 (76,483) -13.7% Capital 0 0 0 0 0 0.0% Total 753,228 754,462 754,462 677,821 (76,641) -10.2% COURT SECURITY FUND Personnel 32,533 59,518 59,518 58,434 (1,084) -1.8% Operations 2,442 14,120 14,120 9,070 (5,050) -35.8% Capital Outlay 0 0 0 18,000 18,000 17t 9'4'900.00 Total 34,975 73,638 73,638 85,504 11,866 '''t44'' 7611.11/ WWW.CITYOFSOUTHLAKE.COM ^� All Funds ALL FUNDS SUMMARY (OTHER FUNDS) - EXPENDITURES BY FUND/DIVISION/CATEGORY 2015 Adopted 2015 Amended 2016 Proposed $Increase/ %Increase 2014 Actual Budget Budget Budget (Decrease) /-Decrease Adopted Adopted COURT TECHNOLOGY FUND Operations 5,936 20,250 20,250 9,000 (11,250) -55.6% Capital Outlay 6,267 15,000 15,000 72,500 57,500 383.3% Total 12,203 35,250 35,250 81,500 46,250 131.2% RECYCLING FUND Operations 0 0 0 0 0 0.0% Total 0 0 0 0 0 0.0% RED LIGHT CAMERA FUND Personnel 52,411 55,690 55,690 56,320 630 1.1% Operations 572,882 638,230 384,930 300,840 (337,390) -52.9% Capital Outlay 7,872 43,000 43,000 23,000 (20,000) -46.5% Total 633,165 736,920 483,620 380,160 (356,760) -48.4% PUBLIC ART FUND Operations 39,597 50,500 48,500 60,500 10,000 19.8% Capital 0 50,000 25,000 75,000 25,000 50.0% Total 39,597 100,500 73,500 135,500 35,000 34.8% COMMVERICAL VEHICLE ENFORCEMENT Personnel 110,634 116,312 116,312 113,182 (3,130) -2.7% Opepir}ations 6,828 8,392 8,392 10,019 1,627 19.4% Capitl Outlay 0 0 0 0 0 0.0% Total 117,462 124,704 124,704 123,201 (1,503) -1.2% --1 *"---,,,,,N, .)NN,, \; , 254 ' ' WWW.CITYOFSOUTHLAKE.COM F - F FUND SLIMMAf IES All Funds ALL FUNDS SUMMARY (OTHER FUNDS) — EXPENDITURES BY FUND/DIVISION/CATEGORY $ 2015 Adopted 2015 Amended 2016 Proposed ( Increase/ %Increase 2014 Actual Budget Budget Budget (Decrease) /-Decrease Adopted Adopted COMMUNITY ENHANCEMENT AND DEVELOPMENT CORPORATION FUND Personnel 0 0 0 403,757 403,757 4037569900.0% Operations&Maintenance 0 0 0 687,145 687,145 6871449900.0% Capital Outlay 0 0 0 57,500 57,500 574999900.0% Debt Service 0 0 0 0 0 0.0% Total 0 0 0 1,148,402 1,148,402 2871004925.0% ECONOMIC INVESTMENT FUND Operations 0 0 0 0 0 0.0% Capital 0 0 0 0 0 0.0% Total 0 0 0 0 0 0.0% GRAND TOTAL-ALL FUNDS 81,550,675 86,716,243 86,806,051 86,972,982 256,738 0.3% \\NN''\N::';'"-, WWW.CITYOFSOUTHLAKE.COM O•> FUND SUMMARIES All Funds ALL FUNDS SUMMARY — EXPENDITURES BY FUND/CATEGORY 2015 Adopted 2015 Amended 2016 Proposed $Increase/ %Increase 2014 Actual Budget Budget Budget (Decrease) /-Decrease Adopted Adopted. General Fund Personnel 22,289,758 23,716,077 23,851,229 24,384,429 668,352 2.8% Operations 10,625,478 11,434,024 11,296,968 11,421,132 (12,892) -0.1% Capital Outlay 514,256 279,109 281.013 151.820 (127,2891 -45.6% Total 33,429,492 35,429,210 35,429,210 35,957,381 528,171 1.5% Utility Fund Personnel 2,228,171 2,338,636 2,326,248 2,428,730 90,094 3.9% Operations 12,634,491 12,777,904 12,677,427 13,034,091 256,187 2.0% Capital Outlay 623,059 1,063,730 813,730 425,000 (638,730) -60.0% Debt Service 6,385,921 6,833,055 6,833,055 6,912,080 79.025 1.2% Total 21,871,642 23,013,325 22,650,460 22,799,901 (213,424) -0.9% Stormwater District Personnel 103,699 114,927 114,927 120,045 5,118 4.5% Operations 293,386 338,239 338,239 287,530 (50,709) -15.0% Capital Outlay 0 166.450 166.450 0 (166,450) -100.0% Total 397,085 619,616 619,616 407,575 (212,041) -34.2% Debt Service Fund Debt Service 14.689.819 15.519.361 15,519,361 13.903.782 (1,615.579) -10.4% Total 14,689,819 15,519,361 15,519,361 13,903,782 (1,615,579) -10.4% t \NN,,,,,,,:::--..,,s,,, ''N'''''--..,,,,NN:\''--,,\ 1` '� . ` WWW.CITYOFSOUTHLAKE.COM All Funds ALL FUNDS SUMMARY — EXPENDITURES BY FUND/CATEGORY 2015 Adopted 2015 Amended 2016 Proposed $Increase/ %Increase 2014 Actual Budget Budget Budget (Decrease) /-Decrease Adopted Adopted Special Revenue- Reforestation Fund Operations 59,510 30,000 30,000 70,000 40,000 133.3% Capital Outlay 0 0 0 0 0 0.0% Total 59,510 30,000 30,000 70,000 40,000 133.3% Special Revenue-Bicentennial Concessions Operations 0 0 0 0 0 0.0% Capital Outlay 0 0 0 0 0 0.0% Total 0 0 0 0 0 0.0% Facility Maintenance Operations 129,505 130,000 130,000 179,537 49,537 38.1% Capital Outlay 0 0 0 0 0 0.0% Total 129,505 130,000 130,000 179,537 49,537 38.1% Special Revenue-Park • Dedication Operations 0 0 0 0 0 0.0% Capital Outlay 0 0 0 80.000 80.000 800000000.0% Total 0 0 0 80,000 80,000 800000000.0% Special Revenue-Parks and Recreation Operations 0 44,000 44,000 81,000 37,000 84.1%-- N Capital Outlay 0 0 0 0 0 ( (0.0% Total 0 44,000 44,000 81,000 37.000 1 ` 84.1° WWW.CITYOFSOUTHLAKE.COM (IP) FUND SUMMARIES All Funds ALL FUNDS SUMMARY - EXPENDITURES BY FUND/CATEGORY 2015 Adopted 2015 Amended 2016 Proposed $Increase/ %Increase 2014 Actual Budget Budget Budget (Decrease) /-Decrease Adopted Adopted Special Revenue-Library Donation Fund Operations 22.181 8,000 12,000 10,000 2,000 25.0% Capital Outlay 0 0 0 0 0 0.0% Total 22,181 8,000 12,000 10,000 2,000 25.0% TIF Fund Personnel 0 0 0 0 0 0.0% Operations 3.834.118 3,703.170 4.478.312 4.358.190 655.020 17.7% Total 3,834,118 3,703,170 4,478,312 4,358,190 655,020 17.7% Crime Control District Fund Personnel 441,650 594,986 554,986 556,702 (38,284) -6.4% Operations 178,531 111,054 88,335 300,358 189,304 170.5% Capital Outlay 0 18.000 33.550 60.000 42.000 100.0% Total 620,181 724,040 676,871 917,060 193,020 26.7% SPDC Fund Personnel 101,543 106,658 106,658 190,946 84,288 79.0% Operations 410,142 682,600 682,600 789,600 107,000 15.7% Capital Outlay 135,798 190,000 190,000 154,000 (36,000) -18.9% Debt Service 2.995.964 2.885.789 2.886.789 2.888.014 2.225 0.1% Total 3,643,447 3,865,047 3,866,047 4,022,560 157,513 4.1% Th N 258 J WWW.CITYOFSOUTHLAKE.COM ': . , , 1 All Funds ALL FUNDS SUMMARY - EXPENDITURES BY FUND/CATEGORY 2015 Adopted 2015 Amended 2016 Proposed $Increase/ %Increase 2014 Actual Budget Budget Budget (Decrease) /-Decrease Adopted Adopted Strategic Initiative Fund Capital Outlay 568.189 1,218.000 1,218,000 1,015.907 (202.093) -16.6% Total 568,189 1,218,000 1,218,000 1,015,907 (202,093) -16.6% Vehicle Replacement Capital Outlay 694.876 587.000 587 00 538,000 (49,000) -8.3% Total 694,876 587,000 587,000 538,000 (49,000) -8.3% Hotel Occupancy Fund Personnel 132,732 196,508 196,508 196.350 (158) -0.1% Operations 620,496 557,954 557,954 481,471 (76,483) -13.7% Capital Outlay 0 0 0 0 0 0.0% Total 753,228 754,462 754,462 677,821 (76,641) -10.2% Court Security Fund Personnel 32,533 59,518 59,518 58,434 (1,084) -1.8% Operations 2,442 14,120 14,120 9,070 (5,050) -35.8% Capital Outlay 0 0 0 18.000 18,000 179999900.0% Total 34,975 73,638 73,638 85,504 11,866 16.1% Court Technology Fund Operations 5,936 20,250 20,250 9,000 (11,250) -55.6% Capital Outlay 6.267 15.000 15.000 72.500 57.500 7383.3% Total 12,203 35,250 35,250 81,500 46,250 1 .2% 'L.:\\\N'''''''''''''''"''''' WWW.CITYOFSOUTHLAKE.COM FUND SUMMARIES All Funds ALL FUNDS SUMMARY - EXPENDITURES BY FUND/CATEGORY 2015 Adopted 2015 Amended 2016 Proposed $Increase/ %Increase 2014 Actual Budget Budget Budget (Decrease) /-Decrease Adopted Adopted -ecycling Fund •perations 0 0 0 0 0 0.0% otal 0 0 0 0 0 0.0% Red Light Camera Fund Personnel 52,411 55,690 55,690 56,320 630 1.1% operations 572,882 638,230 384,930 300,840 (337,390) -52.9% apital Outlay 7,872 43.000 43.000 23.000 (20,000) -46.5% otal 633,165 736,920 483,620 380,160 (356,760) -48.4% Public Art Fund operations 39.597 50,500 48,500 60,500 10,000 19.8% apital 0 50.000 25.000 75.000 25.000 50.0% otal 39,597 100,500 73,500 135,500 35,000 34.8% ommercial Vehicle nforcement Fund Personnel 110,634 116,312 116,312 113,182 (3,130) -2.7% •perations 6,828 8,392 8,392 10,019 1,627 19.4% apital Outlay 0 0 0 0 0 0.0% otal 117,462 124,704 124,704 123,201 (1,503) -1.2% __.,,i,..._,...,, 26C) WWW.CITYOFSOUTHLAKE.COM ELI \ D SUMMARIES All Funds ALL FUNDS SUMMARY — EXPENDITURES BY FUND/CATEGORY $ 2015 Adopted 2015 Amended 2016 Proposed ( Increase/ %Increase 2014 Actual Budget Budget Budget (Decrease) /-Decrease Adopted Adopted Community Enhancement and Development Corporation Personnel 0 0 0 403,757 403,757 4037569900.0% Operations 0 0 0 687,145 687,145 6871449900.0% Capital Outlay 0 0 0 57,500 57,500 574999900.0% Debt Service 0 0 0 0 0 0.0% Total 0 0 0 1,148,402 1,148,402 2871004925.0% Economic Investment Fund Operations 0 0 0 0 0 0.0% Capital 0 0 0 0 0 0.0% Total 0 0 0 0 0 0.0% GRAND TOTAL ALL FUNDS 81,550,675 86,716,243 86,806,051 86,972,982 256,738 0.3% EXPENDITURE CATEGORY Personnel 25,493,131 27,299,312 27,382,076 28,508,895 1,209,583 4.4% Operations 29,435,523 30,548,437 30,812,027 32,089,483 1,541,046 5.0% Capital Outlay 2,550,317 3,630,289 3,372,743 2,670,727 (959,562) -26.4% Debt Service 24.071.704 25.238.205 25.239.205 23.703.876 (1.534,3291 -6.1% GRAND TOTAL ALL FUNDS 81,550,675 86,716,243 86,806,051 86,972,982 256,738 0.3% ( WWW.CITYOFSOUTHLAKE.COM Zh I r FUND SUMMARIES All Funds ALL FUNDS - FY 20I6 PROPOSED TOTAL EXPENDITURES BY CATEGORY Debt Service 27% \ Personnel 33°k 5 y Capital Outlay_ 3% Operations 37% � ,,,, ` WWW.CITYOFSOUTHLAKE.COM 4111. FY 2016 PROPOSED BUDGET .. , , ----- - - 1144mv-- ...,.., , ,,... .. ....., _.,_ ,. .. , . a , „... „,,,,,,,,,, ...„... 'a n 2 s -:.-, GENERAL FUND 0 x A ; ', u. . 114441,41,1kt ,f't \ ;,:-.•,..,;-:'''.-',' ,fypyry `i { 12c.8 _c.. ilk, '4atZi-...n ,..-y-.,...,-..: t. ,... tr4„3 -,_: . ” s !:',:.,4,--,- '- THIS SECTION PROVIDES THE GENERAL FUND SUMMARY. 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 41T 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 1 5-25% OF PLANNED EXPENSES. GENERAL FUND General Fund Summary WHERE THE MONEY COMES FROM (GENERAL FUND) PERMIT`!FEE' AII`C ELLSNEOL:9 CL i c E�FOR SERVICES 3.6°o� 3.0°o INTEREST INCOME . FTNES 0.2° FRANCHISE T NES AD VALOREM TAT 39.8°0 GENERAL FUND SALE TAX 30.8°0 a WHERE THE MONEY GOES (GENERAL FUND) COMMUNITY SERVICES GENERAL GOVERNMENT 16°o 15°° ECONOMIC' DEVELOPMENT 1°o PLANNING R DEVELOPMENT__ FILA\CE SERVICES 6°0 6°o PCTBLIC Wo RKS 14°o • CO• PUBLIC SAFETY 12°0 264 WWW.CITYOFSOUTHLAKE.COM GENERAL 1 - l_1 \ D General Fund Summary GENERAL FUND $Increase/ %Increase/- $Increase/ %Increase/- 2014 Actual 2015 Adopted 2015 Amended (Decrease) Decrease 2016 Proposed (Decrease) Decrease Adopted REVENUES Ad Valorem Taxes $19,193,801 $19,561,715 $19,456,715 ($105,000) -0.5% $20,283,440 $721,725 3.7% Sales Tax 12,585,569 12,022,000 13,768,000 1,746,000 14.5% 12,568,000 546,000 4.5% Franchise Taxes 2,841,025 2,736,404 3,152,147 415,743 15.2% 3,184,914 448,510 16.4% Fines 1,330,324 1,115,000 1,115,000 0 0.0% 1,115,000 0 0.0% Charges for Services 1,183,207 . 1,252,150 1,199,650 (52,500) -4.2% 1,234,150 (18,000) -1.4% Permits/Fees 2,426,335 1,482,300 2,428,800 946,500 63.9% 1,449,300 (33,000) -2.2% Miscellaneous 1,111,754 815,000 905,000 90,000 11.0% 855,000 40,000 4.9% Interest Income 180,497 70,000 80,000 10,000 14.3% 70,000 0 0.0% Total Revenues $40,852,512 $39,054,569 $42,105,312 $3,050,743 7.8% $40,759,805 $1,705,236 4.4% EXPENDITURES City Secretary $381,127 $491,369 $483,195 ($8,174) -1.7% $481,386 ($9,983) -2.0% Human Resources 622,990 616,307 $616,307 0 0.0% 627,211 10,904 1.8% City Manager 810,603 825,144 836,274 11,130 1.3% 863,668 38,524 4.7% Information Technology 1,874,520 2,142,154 2,142,154 (0) 0.0% 2,161,120 18,966 0.9% Communications 0 162,743 170,977 8,234 5.1% 159,191 (3,552) (-2.2% Support Services 1,309,226 1,422,660 1,279,881 (142,779) -10.0% 1,305,048 (117.612) , .,,8.3%.''---„, a o General Gov.Total $4,998,466 $5,660,377 $5,528,788 ($131,589) -2.3% $5,597,624 ($62,753) -1.1/, WWW.CITYOFSOUTHLAKE.COM 265 GENERAL FUND General Fund Summary GENERAL FUND $Increase/ %Increase/- $Increase/ %Increase/- 2014 Actual 2015 Adopted 2015 Amended (Decrease) 2016 Proposed Adopted Decrease (Decrease) Decrease Finance 1,125,894 1,231,600 1,217,113 (14,487) -1.2% 1,252,430 20,830 1.7% Municipal Court 586,020 673,877 673,877 0 0.0% 694,448 20,571 3.1% Teen Court 130,282 148,021 148,021 (0) 0.0% 155,758 7,737 5.2% Finance Total $1,842,196 $2,053,498 $2,039,011 ($14,487) -0.7% $2,102,636 $49,138 2.4% Fire 7,550,369 7,629,218 7,722,513 93,295 1.2% 7,785,820 156,602 2.1% Police 5,869,672 5,860,540 5,898,521 37,981 0.6%, 6,029;185 168,645 2.9% Public Safety Support 1,213,591 1,213,217 1,213,217 0 0.0% 1,301,711 88,494 7.3% Public Safety Total $14,633,632 $14,702,975 $14,834,251 $131,276 0.9% $15,116,716 $413,741 2.8% Streets/Drainage 1,671,514 1,682,704 1,684,926 2,222 0.1% 1,806,889 124,185 7.4% Facility Maintenance 1,414,986 1,751,706 1,768,255 16,549 0.9% 1,691,866 (59,840) -3.4% Public Works Admin 1,113,227 1,287,502 1,287,476 (26) 0.0% 1,394,261 106,759 8.3% Public Works Total $4,199,727 $4,721,912 $4,740,657 $18,745 0.4% $4,893,016 $171,104 3.6% Building Inspections 909,418 1,052,964 1,056,139 3,175 0.3% 1,087,902 34,938 3.3% Planning 850,398 966,175 954,375 (11,800) -1.2% 985,820 19,645 2.0% Planning and Dev Total $1,759,816 $2,019,139 $2,010,514 ($8,625) -0.4% $2,073,722 $54,583 2.7% Economic Development 240,017 230,965 230,965 0 0.0% 230,656 (309) -0.1% Eco mic Dev.Total $240,017 $230,965 $230,965 $0 0.0% $230,656 ($309) -0.1% Community Services 836,889 1,157,814 1,171,639 13,825 1.2% 1,276,132 118,318 10.2% Z Parks nd Recreation 4,256,613 4,269,231 4,236,336 (32,895) -0.8% 4,022,720 (246,511) -5.8% 4. 266 WWW.CITYOFSOUTHLAKE.COM General Fund Summary GENERAL FUND $Increase/ %Increase/- $Increase/ %Increase/- 2014 Actual 2015 Adopted 2015 Amended (Decrease) Decrease 2016 Proposed (Decrease) Decrease Adopted Library Services 662,136 613,299 637,049 23,750 3.9% 644,159 30,860 5.0% Community Svcs. Total $5,755,638 $6,040,344 $6,045,024 $4,680 0.1% $5,943,011 ($97,333) -1.6% Total Expenditures $33,429,492 $35,429,210 $35,429,210 ($0) 0.0% $35,957,381 $528,171 1.5% Net Revenues $7,423,020 $3,625,359 $6,676,102 $3,050,743 $4,802,424 $1,177,065 Lease Proceeds $0 $0 $0 $0 $0 Transfers In 1,464,387 1,585,529 1,596,048 10,519 1,655,955 Transfers Out ($8,790,000) ($4,990,000) ($10,490,000) (5,500,000) ($6,290,000) Total Other Sources (Uses) ($7,325,613) ($3,404,471) ($8,893,952) ($5,489,481) ($4,634,045) Beginning Fund Balance $11,296,929 $11,394,336 $11,394,336 $9,176,486 Residual Equity Transfer $0 $0 $0 Ending Fund Balance $11,394,336 $11,615,224 $9,176,486 $9,344,865 Fund balance percentage 34.08% 32.78% 25.90% 25.99% 1 2.100 WWW.CITYOFSOUTHLAKE.COM 26� General Fund Summary GENERAL FUND SUMMARY - EXPENDITURES BY DIVISION/CATEGORY 2015 Adopted 2015 Amended 2016 Proposed $Increase/ %Increase 2014 Actual Budget Budget Budget (Decrease) /-Decrease GENERAL FUND Adopted Adopted City Secretary/Mayor/Council Personnel 237,252 311,813 311,813 325,569 13,756 4.4% Operations 143,875 179,556 171,382 155,817 (23,739) -13.2% Capital Outlay 0 0 0 0 0 0.0% Total 381,127 491,369 483,195 481,386 (9,983) -2.0% Human Resources Personnel 417,161 439,753 439,753 458,545 18,792 4.3% Operations 205,829 176,554 176,554 168,666 (7,888) -4.5% Capital Outlay 0 0 0 0 0 0.0% Total 622,990 616,307 616,307 627,211 10,904 1.8% City Manager's Office Personnel 767,088 775,691 787,691 814,095 38,404 5.0% Operations 43,515 49,453 48,583 49,573 120 0.2% Capital Outlay 0 0 0 0 0 0.0% Total 810,603 825,144 836,274 863,668 38,524 4.7% Support Services Personnel 121,447 125,000 125,000 40,000 (85,000) -68.0% Operations 1,187,779 1,297,660 1,154,881 1,265,048 (32,612) -2.5% Capital Outlay 0 0 0 0 0 0.0% Total 1,309,226 1,422,660 1,279,881 1,305,048 (117,612) -8.3% Communications Personnel 0 87,498 112,248 121,516 34,018 38.9% -----\ Operations 0 75,245 58,729 37,675 (37,570) -49.9% Capital Outlay 0 0 0 0 0 0.0% \ Total 0 162,743 170,977 159,191 (3,552) -2.2% 1 268 1 WWW.CITYOFSOUTHLAKE.COM General Fund Summary GENERAL FUND SUMMARY - EXPENDITURES BY DIVISION/CATEGORY 2015 Adopted 2015 Amended 2016 Proposed $Increase/ %Increase 2014 Actual Budget Budget Budget (Decrease) /-Decrease GENERAL FUND Adopted Adopted Information Technology Personnel 590,005 638,155 638,155 695,140 56,985 8.9% Operations 1,217,350 1,503,999 1,503,999 1,442,360 (61,639) -4.1% Capital Outlay 67,165 0 0 23,620 23,620 236199900.0% Total 1,874,520 2,142,154 2,142,154 2,161,120 18.966 0.9% Finance Personnel 793,861 825,079 835,079 878,330 53,251 6.5% Operations 332,033 406,521 382,034 374,100 (32,421) -8.0% Capital Outlay 0 0 0 0 0 0.0% Total 1,125,894 1,231,600 1,217,113 1,252,430 20,830 1.7% Municipal Court Personnel 495,270 525,137 520,137 541,843 16,706 3.2% Operations 90,750 148,740 153,740 152,605 3,865 2.6% Capital Outlay 0 0 0 0 0 0.0% Total 586,020 673,877 673,877 694,448 20,571 3.1% Teen Court Personnel 113,247 122,135 122,135 127,594 5,459 4.5% Operations 17,035 25,886 25,886 28,164 2,278 8.8% Capital Outlay 0 0 0 0 0 0.0% Total 130,282 148,021 148,021, 155,758 7,737 5.2% Fire Services Personnel 6,567,217 6,817,469 6,885,949 7,051,522 234,053 3.4% Operations 714,088 726,840 751,655 734,298 7,458 ' 1.0%" Capital Outlay 269,064 84,909 84,909 0 (84,909) :-1'0:( .0% Total 7,550,369 7,629,218 7,722,513 7,785,820 156,602 .1% M WWW.CITYOFSOUTHLAKE.COM 269 GENERAL FUND General Fund Summary GENERAL FUND SUMMARY - EXPENDITURES BY DIVISION/CATEGORY 2015 Adopted 2015 Amended 2016 Proposed $Increase/ %Increase 2014 Actual Budget Budget Budget (Decrease) /-Decrease GENERAL FUND Adopted Adopted Police Services Personnel 5,284,748 5,326,116 5,326,116 5,453.744 127,628 2.4% Operations 544,757 534,424 572,405 575,441 41,017 7.7% Capital Outlay 40,167 0 0 0 0 0.0% Total 5.869,672 5,860.540 5,898,521 6,029.185 168,645 2.9% Public Safety Support Personnel 0 0 0 0 0 0.0% Operations 1,213,591 1,213,217 1,213,217 1,301,711 88,494 7.3% Capital Outlay 0 0 0 0 0 0.0% i Total 1,213,591 1,213,217 1,213,217 1,301,711 88,494 7.3% Building Inspection Personnel 819,350 933,694 933,694 946.050 12,356 1.3% Operations 90,068 119,270 122,445 141,852 22,582 18.9% Capital Outlay 0 0 0 0 0 0.0% Total 909,418 1,052,964 1,056,139 1,087,902 34,938 3.3% I I Streets/Drainage 1 Personnel 761,684 775,354 775,354 846,064 70,710 9.1% Operations 890,964 907,350 909,572 960,825 53,475 5.9% Capital Outlay 18,866 0 0 0 0 0.0% Total 1,671,514 1,682,704 1,684,926 1,806,889 124,185 7.4% Facility Maintenance Personnel 279,611 366,051 375,973 366.318 267 0.1% Operations 1,128,916 1,345,655 1,350,378 1,325,548 (20,107) -1.5% Capital Outlay 6,459 40,000 41,904 0 (40,000) -100.0% \ - Total 1,414,986 1,751,706 1,768,255 1,691,866 (59,840) -3.4% t )?; 270 WWW.CITYOFSOUTHLAKE.COM ( , E NERAL, FUND General Fund Summary GENERAL FUND SUMMARY - EXPENDITURES BY DIVISION/CATEGORY $ 2015 Adopted 2015 Amended 2016 Proposed ( Increase/ %Increase 2014 Actual Budget Budget Budget (Decrease) /-Decrease GENERAL FUND Adopted Adopted Public Works Administration Personnel 879,058 1,058,567 1,058,567 1,131,027 72,460 6.8% Operations 234,169 228,935 228,909 263,234 34,299 15.0% Capital Outlay 0 0 0 0 0 0.0% Total 1,113,227 1,287,502 1,287,476 1,394,261 106,759 8.3% Planning Personnel 812,636 880,650 880,650 908,991 28,341 3.2% Operations 37,762 85,525 73,725 76,829 (8,696) -10.2% Capital Outlay 0 0 0 0 0 0.0% Total 850,398 966,175 954,375 985,820 19,645 2.0% Economic Development Personnel 81,808 157,316 157,316 155,992 (1,324) -0.8% Operations 158,209 73,649 73,649 74,664 1,015 1.4% Capital Outlay 0 0 0 0 0 0.0% Total 240.017 230,965 230,965 230,656 (309) -0.1% Community Services Personnel 562,155 799,959 799,959 827,885 27,926 3.5% Operations 274,734 357,855 371,680 448,247 90,392 25.3% Capital Outlay 0 0 0 0 0 0.0% Total 836,889 1,157,814 1,171,639 1,276,132 118,318 10.2% Parks and Recreation Personnel 2,192,357 2,288,671 2,288,671 2,204,295 (84,376) -3.7% Operations 2,046,408 1,926,360 1,893,465 1,793,225 (133,135) 6.9%-``--, Capital Outlay 17,848 54,200 54,200 25,200 (29,000) -5\3.5% Total 4,256,613 4,269,231 4,236,336 4,022.720 (246,511) -58% WWW.CITYOFSOUTHLAKE.COM ®,. General Fund Summary GENERAL FUND SUMMARY — EXPENDITURES BY DIVISION/CATEGORY 2015 Adopted 2015 Amended 2016 Proposed $Increase/ %Increase 2014 Actual Budget Budget Budget (Decrease) /-Decrease GENERAL FUND Adopted Adopted Library Services Personnel 513,803 461,969 476,969 489.909 27,940 6.0% Operations 53,646 51,330 60,080 51,250 (80) -0.2% Capital Outlay 94,687 100,000 100,000 103,000 3,000 3.0% Total 662,136 613,299 637,049 644,159 30,860 5.0% TOTAL GENERAL FUND 33,429,492 35,429,210 35,429,210 35,957,381 528,171 1.5% 1 i '.\NN''''''''<.'1' _®t. WWW.CITYOFSOUTHLAKE.COM General Fund Summary WWW.CITYOFSOUTHLAKE.COM ;o-� GENERAL FUND General Fund Summary ----A,,,,, „,, ., WWW.CITYOFSOUTHLAKE.COM �°' . w4 w o UJ D IT_ ce :. w a 0 0 .0, i z z / Vte U— w U a , z _ ' ti WV z Zo . D„7, EO OW wr' 0 , _ Aff iy; r-, u 1- Z J r ,,..,.., .;,..: , ;.' c ,c W W Q 1— U0ff I \ _ 0 W S 0ce 'V %4:::) D ':4: ' r --0,f.,' yAj z UW = a a 2 >- ' a yt • .. J W 11. 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Z N Z a >mi ��ngi Asx t`',.11';' ,1%z s1�'YN�i£ � L , Z ° "� i,4gsryt� t t.':' < ce O ops4.0r.:14".}Rf 3 .4 } kas Q it►#� , > Y 1 $t�f[ vU l'.1141.1,1.7.;.-4.' >- W ce Z I 0 ' W Z O 0 3 y s rr rr a p D U ib 3 ".1.170•;;A•1,3,..;l{ , s 7 Q Z Z �tN �X _ v lr r If' J. > Z iJ W 1::Immom Vr �.£',(Z ' ,,R t rh�w�c&4 iu FS j} �` W ce ~ J L Y°3•=4 5 t' a N f 4 Z W N 0 Z j r� .q.i �i S f',..!4,,%:,4,,,,,,,.'hsFTs, _.fp�, �{ �iiz .. �- W < Q ,1." fir{ .'---4-i-„ _ r, : N m �� Z v) J The Strategic Initiative Fund (SIF) was created in FY 2006 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. 3 The City of Southlake is recognized for its strong financial management as evidenced by the assignment of AAA'ratings by both Standard and Poor's and Fitch Rating Services. Two `AAA' ratings put the City into a small and elite group of municipalities that enjoy the highest possible credit ratings assigned. In the most recent credit report issued, S&P noted the following: "We view the City's management as very strong, with "strong" financial policies and practices under our Financial Management Assessment methodology, indicating financial practices are strong, well embedded, and likely sustainable. Management uses historical trends, departmental needs, and statistical information to forecast revenue and expenditures. Management has developed an informal long-term financial plan and a formal five-year capital improvement plan with identified funding sources. Officials monitor the budget monthly and make adjustments midyear. The city has a written, in-depth, and conservative investment policy, and makes quarterly updates to the governing body. Debt management guidelines outline when city officials can issue debt. A formal reserve policy targets reserves of at least 25%of operating expenditures for emergencies." The Fitch Rating report notes the City's use of financial "best practices." Both reports reference and describe the City's use of an innovative budget management tool referred to as the SIF. SIF HISTORY The SIF concept was first used with the FY 2006 budget. The concept was simple: the City would strive to maintain its optimal General Fund undesignated fund balance of 25% of operating expenses, and sweep any excess funds that had accumulated in the fund balance over time into the SIF to be used for one-time, high impact projects. "D The following sections describe Southlake's budgeting goals, helping to provide context for the development and use of the SIF. Structural Balance.Good budgeting practices require a city to achieve structural balance;that is,to have enough annual revenue to cover planned expenses for any given year. Balancing a city's operating budget by dipping into reserves is considered a poor budgeting practice for a city, in the same way that borrowing money from a personal retirement account to pay for monthly household expenses would be considered unwise. Using reserves to balance the annual budget can mean that the revenue base is not strong enough to support current service levels and could result in an unsustainable budget over time. The City of Southlake is committed to maintaining a budget with structural balance, not only with its current year budget, but also for future years. Staff uses multi-year budgeting to determine if revenues are strong enough to support the services of the City for future years. Fund Balance. City policy originally adopted in August 1993 and amended in 2011 sets a fund balance range of 15-25% of operating expenses for the General Fund. Fifteen percent is considered the minimum fund balance to achieve. The policy defines 25% as the optimal reserve level for the General Fund. Council and staff are committed to having a structurally b`al ced budget while maintaining the optimum fund balance of 25%. Budget erformance. In any given year, the City's revenue can perform better than expected. This is especially true when re.verie estimates are conservative. Likewise, City departments sometimes do not spend their entire budget allocation. '`.,,Adjustmnts are made throughout the year, but when year-end numbers show excess revenues and unspent appropriation, 'D e e thar tig surplus "rolls" into the fund balance for the subsequent fiscal year. i.0 WWW.CITYOFSOUTHLAKE.COM Assuming that the fund balance is maintained at its optimal level, this creates options for the use of the excess reserve funds above the optimum level. One option is to put these funds to work as one-time revenue to fund needed projects that are non-recurring expenses. In this way, the City uses the one-time funding for one-time costs, and can avoid borrowing money for these projects. This is the basic idea of the Strategic Initiative Fund. Another option the City Council has exercised has been the granting of a homestead exemption. In FY 2009 and again in FY 2013 the City implemented a one-time general homestead exemption to complement the ongoing over-65 exemption ($75,000), disabled exemption ($75,000), and the over-65 tax freeze. This reduced the taxes levied against Southlake taxpayers for the 2008 and 2012 tax years, years that the City could afford the reduced revenue, and the City applied the exemption to its revenue projections for the budget year. For FY 2014, a 3% exemption was adopted on a permanent basis and for FY 2015, a 10% exemption was adopted. For FY 2016, a 12% exemption is included for additional tax relief. Capital Improvement Program (CIP). In 2006, the City had identified over $22 million in General Fund capital projects that needed to be addressed, but were unfunded for the five-year planning period. Given that the City's annual General Fund bond program was $3 million, it was difficult to see how the City would be able address the critical infrastructure projects in a timely manner. 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. Sixty-seven percent of the SIF allocations since 2006 have been used as cash funding for CIP projects,which ultimately means the 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 ambulances, make improvements to City facilities such as the Senior Activity Center, improve the City's technology infrastructure,and establish a much needed facility maintenance reserve fund. The chart on the following page details SIF projects funded since 2006. Like many other municipalities, the City was impacted by the recent economic recession and had to make decisions during those 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 was minimized by the SIF. The SIF has been an important tool for the City of Southlake to use to weather economic events like 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. RATING AGENCY ASSESSMENT AND PERSPECTIVES Most recent reports from the City's rating agencies complimented the City's financial management. S&P's rating report notes: "The rating reflects our view of the City's: WWW.CITYOFSOUTHLAKE.COM kuOD STRATEGIC INITIATIVE FUND • Very strong economy, with access to a broad and diverse metropolitan statistical area (MSA); • Very strong management, with "strong" financial policies; • Very strong budgetary performance, with operating surpluses in the general fund and at the total governmental fund level; • Very strong budget flexibility; • Very strong liquidity; • Weak debt and contingent liabilities; and • Strong institutional framework score. Fitch reported: "The city's deliberate financial management has allowed it to maintain strong reserves, while cash funding capital and street improvements despite moderate exposure to economically sensitive sales tax revenues. Dedicated funding sources, including citizen-approved sales taxes, mitigate pressure on the budget and contribute to a moderately low ad valorem tax rate." CURRENT CONSIDERATIONS The use of the SIF as a budget technique for future years depends on several factors: • The City's ability to meet its operational expenses with a structurally balanced budget for the current budget year and in a multi-year context; • The City's ability to maintain a fund balance within policy parameters; • The City's capital needs and its ability to fund those in a timely manner to ensure infrastructure needs are addressed appropriately; and, • Tax rate management. SUMMARY The SIF is an innovative budgeting technique that provides funding for one-time, high impact projects. Since the City began using the concept in 2006, 67% of the funds have been directed to the CIP for cash funding of infrastructure needs. The fund has also been used for equipment purchases and to build a facility maintenance reserve fund,among other things. Technology 7 7% Capital Acquisition ilityReserves 10% Facility Projects 1% �,, � 11% Urban Design/Master Plan Support 1% \_ Public Art 0.23% CIP Transfer Community 67% Enhancement 3% Strategic Initiative Fund Expenditures by Category, FY2006-2016 278 ` WWW.CITYOFSOUTHLAKE.COM STRATEGIC INITIATIVE . I- U \ D 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 15%of General Fund budgeted operating expenditures, with the optimum goal of25%." 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- $ nc-ease' $Increase' 2014 2015 2015 Decrease; % 1c-ease 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES rterest 9 890 8 000 8 000 — 0.0% 8 000 0 0.0% Total Revenues $9,890 $8.000 $8,000 $0 0.0% $8,000 $0 0.0% EXPENDITURES Infrastructure Maintenance $0 SO $0 $0 0.0% $0 0 0.0% Community Enhancement 134,574 518.000 518,000 0 0.0% 390,000 (128.000) -24.7% Technology Infrastructure 193,940 0 0 0 0.0% 168,600 168.600 1685999900.0% Capital Acquisition 2,39.675 700.000 700.000 Q. 0.0% 457.307 (242.693) -34.7% Total Expenditures $568,189 $1,218,000 $1,218,000 $0 0.0% $1,015,907 ($202,093) -18.6% Net Revenues j$558.299) J$1 210.000) ($1.210.000) IQ (51.007.907) $202 091 Transfer from other funds $6.800.000 $4,400.000 $9,100,000 $5,100,000 Transfer to other funds (4.250 000) (7.420.0001' aiik (8,420,000) (8,000,000) Total Other Sources/(Uses) =UN /53-020.0001 MIL $680.00Q J$2,900.000) Beginning Fund Balance $5.988.905 $7.980.606 $7,980,606 $7,450,606 Ending Fund Balance $7.980.60§ $3.750.6061 $7.450,60§ $3.542.699 FY 2016 HIGHLIGHTS: • Infrastructure Maintenance Funding-We are proposing that$1,500,000 be transferred from the SIF to the Facility Maintenance Fund. 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. • 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 2016,community enhancement projects include: Town Square Public Space Enhancement Projects($300,000),Southlake 2030:Organizational and Community Technology Master Plan Development ($50,000),Southlake 2030:Library Space Analysis(Tier 1)($40,000). • Capital Acquisition Funding- For FY 2016,we are proposing to transfer$6,500,000 from the SIF to the Capital Improvements Program for the purpose of building infrastructure. This cash funding will eliminate the need for the City to issue bonds for General F -.A CIP_� projects in FY 2016. Recall we used this approach in FY 2015 as well. This portion of the SIF also includes funds to purchase r:,.lac ment self-contained breathing apparatus for$275,000,Town Hall security camera upgrades for$102,307,and mobile outdoor warn u:: tems "Nu for$80,000. • Technology - Approximately $168,600 has been budgeted in the SIF for technology enhancements. Budgeted expen • `;a9cluI- an electronic communication tool to be used primarily by Utility Billing;implementation of an electronic sign program,increasin; '<<tomer service and efficiency;disaster recovery infrastructure enhancements,and a transparency initiative. WWW.CITYOFSOUTHLAKE.COM 279 • STRATEGIC INITIATIVE FUND )\s' 280 bwl WWW.CITYOFSOUTHLAKE.COM N vj CL ,, Z2, 0 d Z . f' Z w J c,....: ~J T O Q 0 W7:I;:" Z LLJ ~ W v, 0 c� v, w 0 Co 2 W Q N 0 , „ ',411114.,' n �•' Z U Z st L . ' Z Z < PW W Z O L ., Q W D J ., W U w V) Wa ,,,,,, . .41'1 -4,il,..!•'. .:_,,, / , .. ''‘. ..' ' .....I.1.)., , w . ND4 D , W u� Q o 0 f: j _ U Z > , zz ri...... CC ,,' ,,, ' ' . , v> W = 0 . „,.../ `�• C:1 '[1:1,.,::.,..tk 1 • W J :-- CD I ' ' - . . 1- r- W j, O w w Z 0 (N1 LLI , , i' ”, , -'' i. o co U F—' ,,. ,g, .: '-.,. Q o >11.10 ,.,,,,.. , (14..i: 2 ir ,. i':,,.,-:1:. OW o o _ Q al > ¢ Z x 0NW C:40) ' 0 CD Z '',1.,,,..1' f'p W2 es Z 0 . O Z Q ZHNow '7- ' r 0. 4.-- U , I p 2 1-- . H (/) p 4 rte' NQ Ff, ..Y �f �i Q rS L, Ailyy - ECONOMIC DEVELOPMENT INVESTMENT FUND The Southlake 2030 Economic Development eT' Tourism Strategic Plan includes the following as recommendation 4.3: "Southlake should establish a fund to use to attract and retain employers, as well as to help retain and expand existing businesses." This fund was created in 2013 for that purpose. S rcrease S Increase/ 2014 2015 2015 oec'ease rcease 2016 (Decrease) %Increase/ Actual Adopted Amended Adoptec -Decrease Proposed Adopted -Decrease REVENUES Interest 500 500 0 0 3'c 500 0 0.0% Total Revenues $0 $500 $500 $0 0.0% $500 $0 0.0% EXPENDITURES Operations SO SO $0 $C $0 0 0.0% Capital _ 0 C 00<< 0 0 Q.0% Total Expenditures $0 $0 $0 SO 0.0% $0 $0 0.0% Net Revenues 1141 i.§9.4 UN 12 $344 $4 Transfer from other funds $1.150,000 $150.000 $150,000 $150,000 ,� Transfer to other funds 121 !$QJ. iKi LEI Total Other Sources/(Uses) $1.150.00(1 $150.00Q $150.00Q $150.00Q Beginning Fund Balance S450.000 $1.600.000 $1,600,000 $1,750,500 Ending Fund Balance 51.600.00Q $1.750.500 $1.750.500 $1.901.000 FY 2016 HIGHLIGHTS: • The City's Southlake 2030 Economic Development and Tourism Master Plan includes a recommendation to build an economic development investment fund. We are proposing to continue to implement this recommendation for FY 2016. • For FY 2016, we are proposing to transfer $150,000 to this fund, as we work to build a balance for future use. • We are proposing no expenditures from this fund for FY 2016. Staff will be working with Council in the coming months to update the Economic Development and Tourism element of Southlake 2030 and will subsequently establish The necessary policies for the use of these funds to ensure support of the City's master plan and prudent investment fo rowing Southlake's economy. • he)ending fund balance will be $1,901,000. J 282 WWW.CITYOFSOUTHLAKE.COM 0 o / r WWW.CITYOFSOUTHLAKE.COM 283 ECONOMIC DEVELOPMENT INVESTMENT FUND E - A., Lit " WWW.CITYOFSOUTHLAKE.COM Vis.; FY 2016 • e PROPOSED BUDGET , . _, „.. . ...„., ,_.,‘„,,,..w.,.... , .... ., -----,,,,,,, . , . , ,., ,_„ . ,f,,, :,... . .,.. ... a UTILITY FUND ..._ ,..-.-1,., , - ,,, ..._,.., .t. ..„ ... . irk 't ^,yv, , ° . s y] $„ ..1.,,..,,,,. ..,.. . Ay, , _—,„, , r ... n� y5["$.:u � .itit':..::.,;''':::%._:::.: ti6'��''i:. is�.. .. :.._, THIS SECTION PROVIDES THE UTILITY FUND SUMMARY. THE UTILITY FUND IS AN ENTERPRISE OR BUSINESS FUND. THIS MEANS THAT THE DIRECT BENEFICIARIES OF THE "BUSINESS” PAY FOR ALL STS THROUGH FEES OR RATES. WATER, SEWER SERVICE, AND SOLID WASTE SERVICE REVENUES GENERATED THROUGH OUR RATES, AS IWELL 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. Utility Fund Summary WHERE THE MONEY COMES FROM UTILITY FUND) OTHER UTILITY CHARGES MISCELLANEOUS E� 1.6% r°.6% SANITATION SALES INTEREST INCOME� 0.1% 7.0% QA SEWER SALES 20.1% �..WATER SALES-RESIDENTIAL 56.2% • WATER SALES-COMMERCIAL 14.4% a WHERE THE MONEY GOES UTILITY FUND) SANITATION 6%1 WASTEWATER 11% DEBT SERVICE 30% '''*%14414111111111111111111114144\_ UTILITY BILLING 2% WATER 51% VIMeggi 286 WWW.CITYOFSOUTHLAKE.COM Utility Fund Summary UTILITY FUND $Increase/ S Increase/ 2014 2015 2015 (Decrease) %Increase/ 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Miscellaneous 5178.427 $160,000 $160,000 $0 0.0% $160,000 SO 0.0% Interest Income 9.110 25,000 25,000 0 0.0% 25,000 0 0.0% Water Sales-residential 12.980.508 13.100.000 13,600,000 500,000 3.8% 14,004,460 904.460 6.9% Water Sales-commercial 3.320.125 3.500,000 3,100,000 (400.000) -11.4% 3,600,300 100,300 2.9% Sewer Sales 4.944.645 5.050.000 5,050,000 0 0.0% 5,008,000 (42,000) -0.8% Sanitation Sales 1.709.347 1.715,000 1,715,000 0 0.0% 1,745,000 30,000 1.7% Other utility charges 465.293 416.900 504.000 87.100 20.9°rb 394.000 j22.900) -5.5% Total Revenues $23,607,455 $23,966,900 $24,154,000 $187,100 0.8% $24,936,760 $969,860 4.0% EXPENSES Debt Service 6.385.921 6.833.055 6,833,055 0 0.0% 6,912,080 79,025 1.2% Utility Billing 448.208 503,768 462,030 (41,738) -8.3% 501,468 (2.300) -0.5% Water 11.511.589 11.624,912 11,600,885 (24,027) -0.2% 11,675,053 50,141 0.4% Wastewater 2.280.146 2.731,590 2,482,490 (249,100) -9.1% 2,411,300 (320,290) -11.7% Sanitation 1.245.778 1.320.000 1.272.000 (48.000) -3.6% 1.300.000 120.0001 -1.5% Total Expenses $21,871,642 $23,013,325 $22,650,460 ($362,865) -1.6% $22,799,901 ($213,424) -0.9% Net Revenues 51.735.813 5953.575 $1,503.540 5549.965 12.136.859 Transfers In SO SO $0 $0 Developers Contributions SO $50.000 $50,000 $50,000 Transfers Out (915.116i 1960.6761 (1,218.1601 (1.849.4701 Total Other Sources(Uses) 15915.1161 15910.676k 151.168.1601 151.799.470) Beginning working capital $6.202,602 $7.023,299 $7,023,299 $7,358,679 Ending fund balance $7.023.299 $7.066.198 57.358.679 $7.696.067 No.of days working capital 117 112 119 123 FY 2016 HIGHLIGHTS: • The Utility Fund revenues are projected at $24,936,760 for an increase of$969,860. This is a 4% increase when compared with the FY 2015 Adopted Budget. • Personnel: The Utility Fund includes funding for the employees needed to manage and operate the City's utility system. This fund will cover its portion of employee pay adjustments and the increases in benefit costs as described in the General Fund portion of this letter. A part time Environmental Services Intern is proposed at a cost of$?-0,488. --.,, • Other expenditures: Funding has been requested for equipment and facility improvements that include tae rr>,ter replacement program ($425,000),water rate increase- Ft. Worth ($250,000), sewer treatment cost increase ( 0,000), contract services - high hazard cross connection inspections ($25,000). • The FY 2016 Proposed Utility Fund budget provides 123 days of working capital. This exceeds the C1 fund balance policy for the Utility Fund, which states that the "...goal shall be to maintain a fund balance of 60 days working capital in the Utility Fund...with the optimum goal of 90 days of working capital." 287 WWW.CITYOFSOUTHLAKE.COM t s3' Utility Fund Summary ----). .,,,, 288 / WWW.CITYOFSOUTHLAKE.COM J h. Q N ' w Z N J F ,,,,-?:-.44-0:` 0 w `W r." Z J Z LL duj > I— —r W Z LU t CC ~ 01-- Z W Li O w #., 0 = Z Q F— ; ' a Ce w Z k O Q w . . rl ', Ce 0 w 0 Z (..) 7, .. Z Q { >, ,•,• 7. Z LU> w ce ~ Q 0 w w a : O Z NO = , , ' "tif ' �: D 0 w COirmi w r 1 �. o W z• 0 LUc a. z W t x.: o Q v O CD . .,,,, ,, , „, LU Q Q -.''''''j-.L CNI L1_ ,c) / ,,- ... • :, Q vi i. �J ...,,,. ._ ). Z w n xz. Q Z w 0 O g' r n > Z CY ' • U �1' .-7,,',,I.-,.#_),'..r--,-..'t-',. CC v UJw 0 -... ' ..:,,,,,.. L, • N O ��• �' siuo �' �� -� Mp. `� W Il A O Z Z w UO.- ,,_ , ..,. , ,. w ' " " s ce O a;'Vt ' P7'a.k' n t....� Z U Z W I q` "11,1•41 t Y u O Q h l°;':-. 4 5 i 11_1 ■ ■ ` / N W * t ea �Yp�' W , l� -1. �s? ..,,y = 1_ W = 0a . A VEHICLE REPLACEMENT FUND .00 0 290 c ""' WWW.CITYOFSOUTHLAKE.COM VEFIICLE REPLACEMENT FUND VEHICLE REPLACEMENT FUND L, 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. $Increase $Increase/ 2014 2015 2015 (Decrease) %Increase/ 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Miscellaneous $99,109 $60.000 $70,000 $10.000 16.7' $75,000 $15,000 25.0% Interest Income $22.583 $2,000 $15,000 913.000 650 O . $15,000 $13.000 650.0% Total Revenues $121,692 $62,000 $85,000 S23.000 $90,000 $28,000 EXPENDITURES Capital $694.876 $587.000 $587,000 0 0.0'-:, $538,000 (49.000) -8.3% Total Expenditures $694,876 $587,000 $587,000 SO 0.0 $538,000 ($49,000) -8.3% Net Revenues '$573.1841 ($525.000) ($502.000] S23.000 ($448.0001 $77.000 Transfers In-General Fund $800,000 400,000 1,200,000 800.000 1,000,000 $600.000 •ansfers Out-Debt Service Q Q 0 0 0 $0 Total Other Sources(Uses) $800.000 $400.000 $1.200.000 1.4 $1.000.000 Beginning Fund Balance $3.149,372 $3.376.188 $3,376,188 $4,074,188 Prior period adjustment Ending Fund Balance $3.376.188 $3.251.188 S4.074.188 $4.626.188 FY 2016 HIGHLIGHTS: • A five-year purchase plan has been developed to detail future capital investment needs related to vehicles and heavy equipment. For FY 2016, we are planning a transfer from the General Fund to the Vehicle Replacement Fund of $1,000,000. • Expenditures are estimated at $538,000 to replace aging vehicles coming off-line. • The projected ending fund balance is $4,626,188, which provides adequate reserves for the program. ( , , WWW.CITYOFSOUTHLAKE.COM 291 VEHICLE REPLACEMENT FUND i '10 tit:Z92 �4 WWW.CITYOFSOUTHLAKE.COM w FY 2016 PROPOSED BUDGET ,. . . . .,. „.., . . . .._,,,.... . , _, . _., .... , ,„„. , ,...:,. .,,, _. ., . . .„. ., \t, . .., . ...„.,:it.:,_ ',,, u x ,y . z -� t R - iP DEBT SERVICE FUNDS DEBT SCHEDULES , _.,,.,_ .. ' .-S.: _ , t ''fid DV . immmoR i Ill .€ ,E. cIVV, �. ++ S .. a.i:._, -.: .., i..,. -1 n_ - . .-:,;.:"4.-`. i`.!P4a... '..e..; ., :'-r p ,- .. r 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 MAY BORROW TO BUILD DED INFRASTRUCTURE. A PORTION OF THE REVENUE GENERATED BY THE PROPERTY TAX RATE IS ALLOCATED TO SUPPORT LONG-TERM iiiBOND PROJECTS THROUGH THE DEBT SERVICE FUND. THIS BUDGET PROPOSES THAT TEN CENTS OF THE CURRENT TAX RATE BE ALLOCATED TO SUPPORT THE CITY'S GENERAL FUND DEBT. FEES AND SPECIAL REVENUE ARE 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. 1 1 DEBT SERVICE FUNDS PROVIDE THE NEEDED MONEY TO BUILD THESE PROJECTS. DEBT SERVICE: FUNDS 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 one-third of the City's debt service for FY 2016 will be funded through bonds tied to the City's property taxes. For FY 2016,property tax supported debt service is about$8.1 million. 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 property in Southlake,reflecting a annual cost of $491 for property tax supported debt. For this, the City is able to provide necessary infrastructure. 3 PROPERTY TAX SUPPORTED DEBT 34% SELF-SUPPORTING_Z DEBT 66% 3 Figure 1: FY2016 Total Debt Service 294 WWW.CITYOFSOUTHLAKE.COM City-Operations City-Debt Other Taxing Entities fr $1,777 r $491 $11,3851 Figure 2: Total Tax Bill for Average Residential Property in Southlake Going back to Figure 1,the remainder of the City's debt service (66%) for FY 2016 will be funded by self-supporting debt. These debt payments will be made from special revenue such as voter-approved sales tax levies. FY 2016 debt service to be paid as self-supporting debt is $15,568,259. 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 construction of the new DPS North Facility which opened in FY 2014, was funded with sales tax levied for the purpose of crime control and prevention. Thanks to these sales tax dollars, 50% of the construction expenses for this facility were paid with cash. The remainder was funded with 4-year bonds, the last of which will be paid off in 2017. 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 H 1, r ads, water, sewer, etc. This debt is being repaid through the Tax Increment Reinvestment Zone, using tax dollars ene ted in the Square, including those collected by the City of Southlake, Carroll Independent School District, Tarr t oun , the Tarrant County Hospital District and the Tarrant County College District. So other taxing entities are 1pi to repay this debt. -� 14: 295 WWW.CITYOFSOUTHLAKE.COM DEBT SERVICE FUNDS 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 80-85%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 0.92%in 2016, 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 2003. 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-TERM DEBT —DEBT AS%OF ASSESSED VALUATION 3.50% $120,000,000 DESIRED RANGE +i 3.29'. 3.00% 3.01 - $100,000,000 2.7• . 4 z 2.50% o i s En — _ In ME d 2.36'. $80,000,000 5 2.00% W 2.07% i 7 O p 2.00', i 0 o $60,000,000 F 1.71°. c Z 1.50% — 1.46% 1.49% 1.51% 1.49% n, 1.37% $40,000,000 1.19% 1.00% — —1-.12'. 0.92% 0.50% $20,000,000 0.00% 1 $- 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 FISCAL YEAR t ,401 Figure 3: Long-term Debt as a Percentage of Assessed Valuation L® t WWW.CITYOFSOUTHLAKE.COM ammo THE RELATIONSHIP BETWEEN PROPERTY TAXPAYERS AND DEBT REPAYMENT At 46 cents for every one hundred dollars of valuation, the City of Southlake's property tax rate supports basic city services such as public safety,street maintenance, library and community services. It also helps pay off the debt that's been incurred for city infrastructure such as new roadway construction and expansion. Figure 4 (below) illustrates how the City has worked toward the goals of reducing debt. The green portions show that since 2011, the City has reduced the amount of property taxes which are dedicated to debt repayment while still providing desired services. Since 1994, the City has put voter-authorized sales tax dollars to work on the upkeep and construction of Southlake's beautiful parks system. In 1998, another portion of sales tax, also voter-authorized, was put to work for the construction of our public safety buildings. The sales tax monies help with the initial cash payments that jump-start many of our big projects. The tan colored portion of the bar shows how the two current sales tax district monies are paying off the balance of projects like Bicentennial Park and DPS North. Finally, the portion in bronze illustrates the debt that is being paid off by the City's specialized funds and Southlake's tax incremental reinvestment zone (TIRZ). The TIRZ is located primarily in Southlake Town Square and is based on commercial property taxes. In the coming years, the City will incur more debt to construct Phase 2 of the Marg. However,it is important to note that this debt will be repaid through a 3/8 cent allocation of sales tax, a third voter-authorized use that was approved in 2015. There may also be future decisions to expand our parks system or enhance our public safety buildings. But taxpayers, specifically homeowners, should be aware of the conscious effort to relieve the amount of property tax monies that are going towards debt. This effort represents one of the City's most important budget commitments. DEBT PER CAPITA THAT IS REPAID WITH OTHER SOURCES SUCH AS UTILITY FUND AND TIF DISTRICT DEBT PER CAPITA THAT IS REPAID WITH VOTER-APPROVED SALES TAX DISTRICTS ■DEBT PER CAPITA THAT IS REPAID WITH PROPERTY TAXES $10,000 $9,000 $8,000 $7,000 $6,000 $5,000 $1,816 $1,963 $1.947 $2, 040 $4,000 -$1,239 $2,135 $1,737 $3,000 $1,464- $2,000 $1,000 2009 2010 2011 2012 2013 2014 2015 2016 Figure 4: Southlake's Debt per Capita 297 wwwCITYOFSOUTHLAKE.COM DEBT SERVICE FUNDS • 298 / WWW.CITYOFSOUTHLAKE.COM DEBT SERVICE FUNDS • If all taxing entities hold their tax rates steady for Strategies : FY 2016, 3.59%of the total tax bill for an average 01 3.5970 residential property will go to support the City's • annual FY 2016 debt payments. This is equivalent • to $491 annually or$40.92 per month. • $ • • Cash Funding $36M • Since 2006, the City has used the Strategic Initiative Fund to pay . cash for capital projects. •• WHAT YOU SHOULD KNOW ABOUT THE CITY'S DEBT MANAGEMENT Nearly$36 million has • been allocated for this purpose. This means less $40 • M borrowing. Additionally, ; • • t4his use of cash funding ; •. tee when combined with : The City continuously analyzes • • aggressive amortization ; :• market conditions to determine schedules has allowed the • . if more favorable interest rates •. City to reduce its total Some debt is necessary . are available for existing debt. ; Voter-approved special tax I : and appropriate to ensure : If it is,the City will refinance : levies have been pledged outstanding property tax intergenerational equity. ✓ supported debt by22% • g q ty. ; (or refund) existing debt. Most • to pay for bonds used Pp In other words,paying • recently, the City refunded to construct facilities since 2006. • cash for 100%of capital : almost$40 million in debt in : identified in the City's •. projects would front-load : FY 2014. This resulted in parks and trails master •. the cost of 20-year assets ' almost$3.5 million in savings • plans, as well as public on today's taxpayer. over the life of the debt. safety facilities. 0 • • • • Three highlights about FY 2016 debt • Aggressive : 1. No new property tax supported debt Amortization : For the second consecutive year, the City will use cash to fund all General Fund capital •• needs. For FY 2016, $6.5 million in cash will be used to pay for these capital projects. This means that property taxpayers will not see an increase in the amount of debt that they are 85% •. responsible for repaying. The City uses aggressive ; 2. No new debt to build water and wastewater infrastructure amortization schedules. ; In Southlake,water and sewer infrastructure has historically been built using bonds As such, initial debt ; supported by utility ratepayers. However, for FY 2016, the City will cash fund all needs payments may be higher, •• related to water and sewer,resulting in no new issuance of debt for these types of projects. but borrowing costs are lower and debt is paid off ; 3. Voter-approved debt will be issued to construct The Marq Phase II more quickly. Eighty- • In FY 2016, the City will only issue debt for funding needed to construct The Marq Phase five percent of the total •• II. The debt on this project will be repaid with voter-approved sales tax revenues. All outstanding debt will be ; other capital needs will be cash funded, resulting in no new debt issuance of property tax paid off within 10 years. • • supported debt for the upcoming fiscal year. WWW.CITYOFSOUTHLAKE.COM 299 DEBT SERVICE FUNDS GENERAL OBLIGATION DEBT OVERVIEW General obligation and certificates of obligation bonds are primarily used to fund the construction of roads, sidewalks and 4 other types of facilities. Some projects currently under construction that are funded through these types of bonds are: • North White Chapel Boulevard: Through this project North White Chapel Boulevard will be widened to its ultimate pavement section of a 4 lane divided highway with a median. The median will include landscaping and irrigation. The intersection of North White Chapel Boulevard at Highland Street will be improved from a four-way stop sign intersection to a dual-lane roundabout to accommodate increased traffic along this corridor. (see photos below) • FM 1938 Improvements: This is an important project for the City of Southlake and northeast Tarrant County. It is regionally significant because it will provide an additional north-south thoroughfare between SH 360 and US 377. The project will be constructed in phases. Phase I of the FM 1938/Davis Boulevard project went through Westlake and included a six-lane divided roadway with raised curb medians from SH 114 to just south of Dove Road transitioning to a four-lane roadway with raised curb medians to Randol Mill Road.The 2.2 mile$15 million project was completed Fall 2012. Phase II is a $20.6 million project to complete the extension of the roadway from SH 114 to FM 1709/Southlake Boulevard. The 1.6 mile project includes a four-lane roadway with raised curb medians from Randol Mill Road to FM 1709/Southlake Boulevard and improvements at the intersection of FM 1938 and Southlake Boulevard (FM 1709) that will provide dual left turn lanes to enhance mobility through the intersection. This project is a partnership between TxDOT, Tarra,nt County, the North Central Texas Council of Governments and the cities of Southlake, Keller, Westlake and Trophy Club. (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. At • R a O f . I: .� r •... to f North II'bac _hope Boulevard *. '- ;, I __- -Mk K - --,7----- . '-' :.:7*,:7-7:7-2 -;."7.--A-._ ,-'''Ps5m6*-^A.A.*: — CI FM1938-Improve4 --�-�^�- — FM 1938 Improvement 3001. WWW.CITYOFSOUTHLAKE.COM DEBT SERVICE FUNDS SUMMARY OF GENERAL OBLIGATION BONDS PRINCIPAL AND INTEREST REQUIREMENTS 2016 REQUIREMENTS MATURITY PRINCIPAL INTEREST TOTAL DATE (2) 2007 Series Certificates of Obligation (TIRZ) 660,000 80,450 740.450 February 2018 2008 Series Certificates of Obligation 303,125 212,454 515,579 February 2028 2009 Series Certificates of Obligation 210,000 156,894 366,894 February 2029 (2) 2010 GO Refunding 2,051,476 198,751 2,250,228 February 2023 (1) 2010 Series Certificates of Obligation 715,000 145,256 860,256 February 2030 2011-A Series Certificates of Obligation 655,000 80,075 735,075 February 2018 2012 Series Certificates of Obligation 565,000 25,875 590,875 February 2017 (2) 2012 GO Refunding 730,000 297,050 1,027,050 February 2026 (1) 2013 Series Certificates of Obligation 2,775,000 201,425 2,976,425 February 2018 (2) 2013 GO Refunding 535,000 741,800 1,276,800 February 2026 2014 Series Certificates of Obligation 855,000 85,125 940,125 February 2019 2014 GO Refunding 1,425,000 181,025 1,606,025 February 2026 Total 11,479,601 2,406,180 13,885,782 (1) funded through Crime Control Sales Tax Revenues(all/part) (2,470,000) (119,900) (2,589,900) (2) funded through Tax Increment Reinvestment Zone(all/part) (2,740,709) (440,057) (3,180,765) Net General Obligation Debt Service Requirements 6,268,893 1,846,224 8,115,117 TOTAL REQUIREMENTS PRINCIPAL INTEREST TOTAL (2) 2007 Series Certificates of Obligation (TIRZ) 2,085,000 141,625 2,226,625 February 2018 2008 Series Certificates of Obligation 5,111,900 1,590,495 6,702,395 February 2028 2009 Series Certificates of Obligation 3,890,000 1.258,537 5,148,537 February 2029 (2) 2010 GO Refunding 6,628,221 428,013 7,056.234 February 2023 (1) 2010 Series Certificates of Obligation 4,120,000 1,191,529 5,311,529 February 2030 2011-A Series Certificates of Obligation 2,060,000 151,200 2,211,200 February 2018 2012 Series Certificates of Obligation 1,145,000 34,575 1,179,575 February 2017 2012 GO Refunding 8,350,000 1,920,950 10,270,950 February 2026 2013 Series Certificates of Obligation 6,545,000 326,325 6,871,325 February 2018 (2) 2013 GO Refunding 19,820,000 4,751,075 24,571,075 February2026 (1) 2014 Series Certificates of Obligation 3.575,000 185,775 3,760,775 February 2019 (2) 2014 GO Refunding 6.050,000 458,825 6,508,825 February 2026 Total 69.380,121 12.438.924 81.819.045 (1) funded through Crime Control Sales Tax Revenues(all/part) (4,475,000) (160,000) (4,635,000) (2) funded through Tax Increment Reinvestment Zone(all/part) (8,591,347) (1,037,588) (9,628,936) Net General Obligation Debt Service Requirements 56,313,774 11,241,335 67,555,109 INTEREST SHOWN IS THE TOTAL OF EACH ANNUAL REQUIREMENT FOR THE REMAINING LIFE OF THE SERIES I law- "' = 301 WWW.CITYOFSOUTHLAKE.COM ry` DEBT SERVICE FUNDS 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 new 48-inch water supply line that feeds the Caylor Ground Storage Tank facility. With the completion of this new supply line, Fort Worth can now supply Southlake's Water Master Plan demand volume of 36 Million gallons per day. It is not anticipated that this volume of water will be needed for quite some time; however, the supply infrastructure is now in place for Southlake's future build out whenever that occurs. Photos of the projects are below. 44:41111111P1111 - + .' �° f. � _ -._ i ! _ . s -l'----' -_-__ __, -4-4WA,. .l':.. -: 1141as„ -- ._ jith all-I = v r ► 3 r I r I ...0iO1if y Ng r ........,„,-.71,10k.4 -," a;.' k-', 4 a i! ( f i A. s T-.may 4,�"` _ _ �0• ---.- '_ . • • y I f �'' ,i nt ,..-ti �' E'4 > a .n,, ,, �` 4 s' r i/ • _ �. �; I j . iO • 4 L � 5 •' y f. :,.--4,, t� ''''' i J, i • R:., ...off i -. 302 l- WWW.CITYOFSOUTHLAKE.COM r DEBT SERVICE FUNDS SUMMARY OF REVENUE BONDS PRINCIPAL AND INTEREST REQUIREMENTS 2016 REQUIREMENTS MATURITY PRINCIPAL INTEREST TOTAL DATE 2001 TRA-Denton Creek Interceptor Contract Refunding 365,000 28,375 393,375 February 2017 2008 Series Certificates of Obligation 321,875 225,596 547,471 February 2028 2009 Series Certificates of Obligation 275,000 203,825 478,825 February 2029 2010 GO Refunding 708.521 68.402 776.923 February 2023 2010 Series Certificates of Obligation 225.000 163,526 388.526 February 2030 2011-B Series Certificates of Obligation 140.000 102,788 242,788 February 2031 2012 Series Certificates of Obligation 110,000 71.925 181,925 February 2032 2012 GO Refunding 25,000 8,325 33,325 February 2024 2013 Series Certificates of Obligation 95.000 71,682 166,682 February 2033 2013 GO Refunding 115.000 44.500 159,500 February 2024 2014 Series Certificates of Obligation 175.000 123.025 298.025 February 2034 2014 GO Refunding 2.545,000 471,275 3.016.275 February 2026 2015 Series Certificates of Obligation 100.000 128,441 228,441 February 2035 Net Revenue Bond Debt Service Requirements 5.200,396 1.711.684 6.912,080 TOTAL REQUIREMENTS MATURITY PRINCIPAL INTEREST TOTAL DATE 2001 TRA-Denton Creek Interceptor Contract Refunding 750.000 38.000 788.000 February 2017 2008 Series Certificates of Obligation 5.428,100 1.688,876 7.116,976 February 2028 2009 Series Certificates of Obligation 5.055,000 1.634,740 6.689,740 February 2029 2010 GO Refunding 2.556,774 164,394 2.721.168 February 2023 2010 Series Certificates of Obligation 4.360,000 1.433,447 5.793,447 February 2030 2011-B Series Certificates of Obligation 2.865,000 978,036 3.843,036 February 2031 2012 Series Certificates of Obligation 2.445,000 679.088 3.124.088 February 2032 2012 GO Refunding 250.000 44,550 294,550 February 2024 2013 Series Certificates of Obligation 2.320,000 697,358 3.017,358 February 2033 2013 GO Refunding 1.230.000 229,425 1.459,425 February 2024 2014 Series Certificates of Obligation 4.255.000 1.377,287 5.632,287 February 2034 2014 GO Refunding 13.930.000 1.334,500 15.264.500 February 2026 2015 Series Certificates of Obligation 3.295.000 1.169 166 4.464.166 February 2035 Net Revenue Bond Debt Service Requirements 48.739.874 11.468.867 60.208.741 ` { 4 l 303 WWW.CITYOFSOUTHLAKE.COM DEBT SERVICE FUNDS DEBT SERVICE FUND C; This fund accumulates ad valorem tax dollars to pay for the annual portion of tax supported debt outstanding. $Increase! $Increase/ 2C14 2015 2015 (Decrease) %Increase/ 2016 (Decrease) %Increase/ Aa.ia Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Ad Valorem Taxes S6.732.167 S6.902.970 $6,902,970 SO 0.0% $5,882,470 ($1.020,500) -14.8% Miscellaneous Income SO SO $0 SO 0.0% $0 $0 0.0% Interest Income 103.364 20.000 20.000 Q 0.0% 20.000 0 0.0% Total Revenues $6,835,531 $6,922,970 $6,922,970 $0 0.0% $5,902,470 ($1,020,500) -14.7% EXPENDITURES Principal S11,235,280 $12,639,311 $12,639,311 SO 0.0% $11,479,601 ($1,159,710) -9.2% Interest S3.448.881 S2.862.050 $2,862,050 0 0.0% $2,406,180 (455.870) -15.9% Admin.Expenses 55.658 $18.000 $18,000 Q 0.0% $18,000 Q 0.0% Total Expenditures $14,689,819 $15,519,361 $15,519,361 $0 0.0% $13,903,782 ($1,615,579) -10.4% Net Revenues (57.854.288) 158.596.3911 48.596,391) IQ ($8.001.3121 $595.079 Transfers In 7.501.772 7.471.015 7,471,015 5,965,203 4 Transfer Out Q 0 0 0 Total other Sources/(Uses) 57.501.772 $7.471.015 $7.471.015 55.965.203 Beginning Fund Balance S10,830,404 $10,477,888 $10,477,888 $9,352,512 Ending Fund Balance 510.477.888 $9.352.512 $9.352.512 57.316.403 FY 2016 HIGHLIGHTS: • For FY 2016, revenues are estimated at $5,902,470 with $5,882,470 coming from ad valorem taxes and $20,000 from interest income. Transfers into the fund are budgeted at $5,965,203 from the Tax Increment Finance District Fund, Storm Water Utility District, and Crime Control and Prevention District to pay the debt service for the bonds issued on each Districts' behalf. Total expenditures are proposed at $13,903,782 for annual principal and interest payments, as well as related administrative costs. • The Debt Service Fund will end the current fiscal year with undesignated reserves of$7,316,403. The fund balance allows us to meet 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." 1 3 ,,,,, . 304 & >. W W W.CITYOFSOUTHLAKE.COM DEBT SERVICE. FUNDS 305 WWW.CITYOFSOUTHLAKE.COM / DEBT SERVICE 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 close to $6 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. State law permits these funds to be used for operational costs, as well as capital 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. Nearing completion, construction teams are adding the finishing touches and the park is anticipated to be open to the public in August/ September 2015. A dedication was held in May 2015 (see photos below and at right). 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 includes a new playground, Miracle League baseball field, 60/90 baseball field, new concession / rest room 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. —St MJTI ILAKE -- 6PCENTENNPAL PARK_PHASE Ii CONCEFRJAL LAYOUT wfill FUTURE RECREATE( r -= i ' - ` n. J" - fi' L. I „1„, 1:” so e „.....4 `,, �1i11411***,,,, . -7,_: it 4r , i � 0 , i c c:.k "L ''( 0f0. fid _ '-'M j. —` 2 } i e��ifl 1' ' .,i1 :"i --te ir'� 1' 1 s a. ,� _Nag % ' m'`- h : : r r si` 11 I� I t y; ,.. I� rr , --_ - - „tea I� -d =it,fn it C E , E t _ I' i IP. .dam ': NItiI 306 1 WWW.CITYOFSOUTHLAKE.COM O 7DEBT SERVICE FUNDS SUMMARY OF SOUTHLAKE PARKS AND DEVELOPMENT BONDS PRINCIPAL AND INTEREST REQUIREMENTS 2016 REQUIREMENTS MATURITY PRINCIPAL INTEREST TOTAL DATE 2009 Certificates of Obligation 255,000 188,069 443,069 February 2029 2010 Certificates of Obligation 135,000 100,219 235,219 February 2030 2011 Certificates of Obligation 135,000 100,495 235,495 February 2031 2012 Certificates of Obligation 240,000 152,581 392,581 February 2032 2014 Sales Tax Revenue Refunding Bonds 1,150,000 429.150 1.579.150 February 2027 Net SPDC Debt Service Requirements 1,915,000 970,514 2,885,514 TOTAL REQUIREMENTS MATURITY PRINCIPAL INTEREST TOTAL DATE 2009 Certificates of Obligation 4,665,000 1,507,231 6.172,231 February 2029 2010 Certificates of Obligation 2,670,000 879,935 3,549,935 February 2030 2011 Certificates of Obligation 2,800,000 956,092 3,756,092 February 2031 2012 Certificates of Obligation 5,190,000 1,442,692 6,632,692 February 2032 2014 Sales Tax Revenue Refunding Bonds 14.880.000 2.630,400 17.510,400 February 2027 Net SPDC Debt Service Requirements 30,205,000 7,416,350 37,621,350 . �; ' _ I .Ezi,1pg. ® TEXAS RANGERS MIRACLE LEAGUE FIELD "- Rte. . 1 P s.a a stuns ?° -.0 `i k . + seweuDe.20 1s matnn a. rr #.t �� ' i �7 e _..,, -- y . ....--*----. --.-.7,-:, . . . ,„.,...„.„,_,,. , ‘ -x.' 1 --.--: .......,..„.„... r - ,\::,...--...... lW i i+ i; �� - - + I - -- SII _:111111111401111A . .A ., r af�.' ), .::::1-1,„' -14.1161"} _ ` SOUTHLAKER et..0 - -• .. ' "` "� .-• m u. DEPARTMENT OF . ,. COMMUNITY SERVICES LORI PALDIER MUCH RILL . . -� :, �..,.....WILLIAM. BICENTENNIAL .AD...D.�r ' —PARK- PHASE II .D AD May 2015 DRD° rrCOMM.!. ... TAMARA A.DIiiu.An `"•••••"'••"-••• ,•`•'•-••••. DIAN connaucnun limirmmarimairmisabovaramimimar WWW.CITYOFSOUTHLAKE.COM •T DEBT SERVICE: FLINDS SOUTHLAKE PARKS DEVELOPMENT CORPORATION (SPDC) DEBT SERVICE FUND This fund is used to account for the accumulation of financial resources for payment of long-term principle and interest costs for SPDC-approved park improvements. S Increase/ $Increase/ 2014 2015 2015 (Decrease) %Increase 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Interest Income S6.166 $10.000 $6.000 (S4,000i -40.0% $6.000 ($4.000) -40.0% Total Revenues $6,166 $10,000 $6,000 ($4,000) -40.0% $6,000 ($4,000) -40.0% EXPENDITURES Principal 51,730,000 $1.850.000 $1,850,000 SO 0.0% $1,915,000 $65.000 3.5% Interest 1,264,586 1.034.289 1,034,289 0 0.0% 970,514 (63.775) -6.2% Admin.Expenses 1 378 1.500 2 500 1 000 66.7% 2 500 1.000 66.7% Total Expenditures $2,995,964 $2,885,789 $2,886,789 S1.000 0.0% $2,888,014 $2,225 0.1% Net Revenues (S2.989.798t 152.875.789k /S2.880.7891 $2,000 f$2.882.014t Wirt Bond Proceeds $0 SO $0 $0 Transfers In 53,085,598 $2.884.289 $2.884.289 $2.885.514 Total Other Sources(Uses) S3.085.598 $2.884.289 $2.884.289 $2,885.514 Beginning Fund Balance 51,317,264 $1.413,064 $1,413,064 $1,416,564 Ending Fund Balance $1.413.064 $1.421.564 $1.416.564 51.420,064 FY 2016 HIGHLIGHTS: • The Southlake Parks Development Corporation is also responsible for paying principal and interest on outstanding debt. For FY 2016, the SPDC Debt Service Fund will cover total expenditures of$2,888,014 for this purpose. \\,,,,,,,,,..,,,,,,:\:: 308 WWW.CITYOFSOUTHLAKE.COM DEBT SERVICE FUNDS • cks. WWW.CITYOFSOUTHLAKE.COM 309 DE: BISE_ RVI �E E LINDS • 310 1 WWW.CITYOFSOUTHLAKE.COM air FY 201 6 PROPOSED BUDGET _ •.. ..... ....„ ,. t, .,.._ .. . , ‘.... _ ,._... , _, . ,.. .. v .^ -..y �. AAs. _. a� ,.. . Vie1.'' lifittt # ,. 4r Vit,: 'r, SPECIAL REVENUE FUNDS ,._ ..... . -.:it..,','::;':•.-'4.':';:s4: _. -- %,,, - 4' '. ' -- ' '':: -`4/.'', '_I. ' '4414,1° '4''''''' ''.'' �' ' s w. 3-s § - - 'fit THIS SECTION PROVIDES A DETAILED SPENDING PLAN TO ACCOUNT FOR PROCEEDS OF SPECIFIC REVENUE SOURCES THAT ARE LEGALLY RESTRICTED FOR CERTAIN PURPOSES. SPECIAL REVENUE FUNDS CITY OF SOUTHLAKE FU\D STRUCTURE CHART CITY OF SOUTHLAKE BUDGETED FUNDS I GOVERNMENTAL PROPRIETARY FUNDS FUNDS SPECIAL — ENTERPRISE REVENUE FUNDS FUND --Bicentennial Concessions GENERAL --Community Enhancement& FUND 0 Development District --Commercial Vehicle UTILITY Enforcement --Strategic Initiative Fund --Court Security Economic Development FUND --Court Technology Investment Fund --Crime Control& Prevention District --Facility Maintenance Reserve DEBT SERVICE --Hotel Occupancy Tax INTERNAL --Library Donations FUNDS -- Park Dedication Fee SERVICE FUND --Parks&Recreation Fund --Debt Service --Public Art --Southlake Parks Development I--Vehicle Replacement Fund Recycling Corporation Debt Service --Red Light Camera --Reforestation -- Southlake Parks Development Corporation -- Storm Water Utility --Tax Increment Finance ''''''-----------\--.:\''-------I''''' ''-, . \ a • •� WWW.CITYOFSOUTHLAKE.COM INTRODUCTION The City of Southlake has 51 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), the Southlake Parks Development Corporation (SPDC) and the Community Enhancement and Development Corporation (CEDC). These three 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 special revenue funds. As a result, reporting revenues and expenses for the City of Southlake includes 51 miniature financial statements in addition to a Citywide 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. 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. • Commercial Vehicle Enforcement This fund accounts for fines collected from commercial vehicle violations. Use of these funds is restricted for commercial vehicle enforcement, per State law. • Community Enhancement and Development Corporation The Community Enhancement and Development Corporation was formed when Southlake voters approved the special levy of a 3/8 cent sales tax in 2015. The funds are dedicated toward the construction of Phase II of - The Marq Southlake, a community events and recreation facility. Funds will also be used to support o rational expenses related to The Marq as well as special economic development projects. \\\ • Court Security This fund accounts for a percentage of the monies collected from the payment of fines and forfeiture" Use of�� these funds is restricted for court security items, per State law. WWW.CITYOFSOUTHLAKE.COM SPECIAL REVENUE f= LINDS • 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 and in May 2015, voters approved the reduction of the sales tax to 1/8 cent. This fund has been used to build facilities for and support the Department of Public Safety. This fund also supports the City's School Resource Officer Program. • 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 the upcoming fiscal year,we will continue our practice of transferring SIF money into this fund, but we are also budgeting 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. 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. • Parks and Recreation Fund This fund accounts for resources restricted for use by the Community Services department. Such funds include event and other sponsorship funds collected through the City's sponsorship program. • 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 Le.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, per State law. 314 / WWW.CITYOFSOUTHLAKE.COM • 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 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. • 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$8 per month for each dwelling unit that is on the property. Fees for non-residential properties are calculated individually in proportion to each property's storm water runoff potential. • Tax Increment Finance District Tax Increment Reinvestment Zone (TIRZ) Number One or the Tax Increment Finance (TIF) District was created in 1997, with an effective beginning date of January 1, 1998 to.encourage quality commercial development in the City. Incremental values subsequent to January 1997 are taxed at the City's tax rate of$.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 �,ei1s Joint Use Other 2.4 3% 1% USED? Senior Center 0.10% The charts on the following pages illustrate all North Park City revenues and expenditures and show that 14% the General Fund and Utility Fund account for ( Bieen 4%aI Park Bob Jones Nature t about 70% of revenues and expenditures (to read Center more about these funds see the General Fund and Utility Fund sections). These charts also show Sports 4% that aside from debt service, special revenue funds account for the remainder. Neie 7%rhad So what does this mean for Southlake? By utilizing special revenue funds, the City is able to strategically invest dollars in projects that can Bob Jones Park 24% be funded through dedicated revenue streams rather than spreading these costs to the property taxpayers by spending General Fund property tax SPDC Project Funding since 1993 revenues. Two of the City's largest special revenue funds are the CCPD Fund and the SPDC Fund both of which we- for m when Southlake voters approved special sales tax levies in the 1990s to support the development of public sa WWW.CITYOFSOUTHLAKE.COM SPECIAL RLVLNLIE FLINDS park facilities. Since their inception, CCPD and SPDC have collected close to $70 million each. Through these funds, the City has been able to build numerous public projects without needing to rely on property tax dollars to find their construction. For example, the construction of DPS Headquarters (completed in 2008) and DPS North (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 recently-completed North Park have all been funded through SPDC sales tax revenues. See chart at on previous page for additional SPDC project information. 1 1 ;': ® WWW.CITYOFSOUTHLAKE.COM SPFECIAL. REVENUE FUNDS WHERE THE MONEY COMES FROM (ALL FUNDS) COMMUNITY ENHANCEMENT COURT SECURITY AND DEVELOPMENT SPDC OPERATING FUND 0.03% RED LIGHT CAMERA CORPORATION FUND 7.10% 0.38% 5.68% COURT TECHNOLOGY 0.04% HOTEL OCCUPANCY TAX FUND 1.05% COMMERCIAL VEHICLE ENFORCEMENT FUND 0.09% STRATEGIC INITIATIVE FUND 0.01% GENERAL FUND 42.31% FACILITY MAINTENANCE FUND 0.0042% STORM WATER UTILITY DISTRICT 1.48% VEHICLE REPLACEMENT 0.09% CRIME CONTROL DISTRICT 1.73% TIF OPERATING 7.89% PARK DEDICATION FEE FUND 0.03% PARKS AND RECREATION FUND 0.05% DEBT SERVICE FUND REFORESTATION 6.13% UTILITY FUND 0.01% 25.88% WHERE THE MONEY GOES (ALL FUNDS) COURT SECURITY COURT TECHNOLOGY PUBLIC ART FUND HOTEL OCCUPANCY TAX FUND 0.10% 0.09% RED LIGHT CAMERA 0.1558% 0.78% 0.406 COMMUNITY ENHANCEMENT AND DEVELOPMENT COMMERCIAL VEHICLE CORPORATION FUND ENFORCEMENT FUND 1.32% 0.14% SPDC OPERATING FUND FACILITY MAINTENANCE FUND _ 463% 0.2064% STRATEGIC INITIATIVE FUND GENERAL FUND 41.34% STORM WATER UTII.rTY ` DI6'TTGCT t 0.47% VEHICLE REPLACEMENT 54'Y 0.62% CRIME CONTROL DISTRICT 1 05% TIF OPERATING 5.01% LIBRARY 0.01% PARK DEDICATION FEE FUND 0.09% REFORESTATION 0.08% PARKS AND RECREATION FUND 0.09% DEBT SERVICE FUND 15.99% UTILITY FUND�� 26 21% WWW.CITYOFSOUTHLAKE.COM i 318 WWW.CITYOFSOUTHLAKE.COM SPECIAL r. i \ iNUI FUNDS FUND SUMMARIES & FYzoi6 HIGHLIGHTS SPECIAL REVENUE FUNDS BICENTENNIAL CONCESSION FUND This fund accounts for revenues and expenditures dedicated for Bicentennial Park use. These funds are derived from a contract CP with Coca-Cola, with uses restricted as specified by the contract. $Increase/ S Increase/ 2014 2015 2015 (Decrease) %Increase/ 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Permits/Fees SO $0 $0 $0 0.0% $0 SO 0.0% Miscellaneous 0 C 0 0 0.0% 0 0 0.0% Interest _ 0 _ 0 0% 0 0 0.0% Total Revenues $0 SO SO SO 0.0% $0 SO 0.0% EXPENDITURES Parks and Recreation sn $0 $0 $0 0.0% $0 0 0.0% Park Improvements _ 0 0 0 0.0% 0 0 0.0% Land _ 0 0 Q 0.0% 0 0 0.0% Total Expenditures $0 SO $0 $0 0.0% $0 SO 0.0% Net Revenues .55g 12 la la $4 sa Bond proceeds SO $0 $0 $0 0 Transfer to other funds 10 10 �0 �0 Total Other Sources/(Uses) EL .4 $S 12 Beginning Fund Balance S37,680 $37.680 $37,680 $37,680 Ending Fund Balance i3jINtQ $37.680 $37.680 537.680 FY 2016 HIGHLIGHTS: • The proposed budget reflects no revenues for FY 2016 because the contract has expired. No expenses are budgeted. • The proposed budget anticipates an ending fund balance of$37,680. , . 320 / W W W.CITYOFSOUTHLAKE.COM SPECIAL REVENUE FUNDS COMMERCIAL VEHICLE ENFORCEMENT FUND t This fund accounts for fines collected from commercial vehicle violations. Use of these funds is restricted for commercial vehicle enforcement,per State law. $Increase/ $Increase/ 2014 2015 2015 (Decrease) %Increase' 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Fines and forfeitures $102..944 $85.000 $85,000 $0 0.0°0 $85,000 $0 0.0% Interest 0 0 0 0 0.0% 0 Q 0.0% Total Revenues $102,944 $85,000 $85,000 $0 0.0% $85,000 $0 0.0% EXPENDITURES Personnel $110,634 $116.312 $116,312 $0 0 0% $113,182 (3.130) -2.7% Operations 6,828 8.392 8,392 0 0 0% 10,019 1.627 19.4% Capital 0 0 0 0 0.0% 0 Q 0.0% Total Expenditures $117,462 $124,704 $124,704 $0 0.0% $123,201 ($1,503) -1.2% Net Revenues ($14.5181 ($39.704) 109.7041 SQ ($38.2011 $1.503 Transfer from other funds $40,000 $40,000 $40,000 $40,000 Total Other Sources/(Uses) $40.000 $40.000 $40.000 $40.000 Beginning Fund Balance $26.062 $51.544 $51,544 $51,840 Ending Fund Balance $51.544 $51.840 $51.840 $53.639 FY 2,016 HIGHLIGHTS: • State law requires that fines and forfeitures associated with commercial vehicle enforcement activities be segregated for accounting purposes. Therefore,a new fund was established for FY 2013 as we began implementation of our program. • For FY 2016 we are proposing total revenues of$85,000. Expenses total$123,201.A General Fund transfer of$40,000 into this fund is projected. • The ending fund balance is projected to be $53,639. .':'A, ,..''''.:: WWW.CITYOFSOUTHLAKE.COM .. SPECIAL REVENUE FUNDS COMMUNITY ENHANCEMENT AND DEVELOPMENT CORPORATION FUND The Community Enhancement and Development Corporation was formed when Southlake voters approved the special levy 11" of a 3/8 cent sales tax in 2015. The funds are dedicated toward the construction of Phase II of The Marq Southlake, a community events and recreation facility. Funds will also be used to support operational expenses related to The Marq as well as special economic development projects. S Increase/ S Increase/ 2014 2015 2015 (Decrease) %Increase/ 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Sales Tax SO $0 $0 0.0% $5,002,500 $5.002.500 50024999900.0% Charges for Services 0 0 0 0.0% 470,480 470.480 4704799900.0% Interest 2 0 0 0 0.0% 1200 1.200 11999900.0% Total Revenues $0 $0 $0 $0 0.0% $5,474,180 $5,474,180 18247266566.7% • EXPENDITURES • Personnel SO $0 $0 $0 0 0% $403,757 $403.757 4037569900.0% Operations SO $0 $0 0 0.0% $687,145 687.145 6871449900.0% Capital IQ IQ $0 0 0.0% $57.500 57.500 574999900.0% Total Expenditures $0 $0 $0 $0 0.0% $1,148,402 $1,148,402 3828006566.7% Net Revenues iQ IQ IQ L $4.325.778 54.325.771 Transfers Out 0 c, 0 ._ 218,967 (218.967) Proceeds from C.O.Sale _ _ 0 0 Total Other Sources(Uses) PO IQ 12 $218.967 Beginning Fund Balance SO $0 SO Ending Fund Balance IQ §Q ;Q $4.544.745 Mt FY zoi6 HIGHLIGHTS: • For FY 2016, $5,002,500 is anticipated in sales tax collections for the District, along with $470,480 in charges for services. Staff projects $1,200 in interest income for total revenues of$5,474,180. • Planned expenditures include new personnel needed to operate The Marq Southlake (Banquet Specialist, Banquet Captain, Custodian, Office Assistant, Banquet/Event Attendant, and increased hours for PT Senior Center staff). The CEDC budget will now also fund the positions that were added to the FY 2015 General Fund budget, including the Events and Hospitality Manager, Sales Specialist, and Special Events Coordinator. Personnel expenses for FY 2016 total $403,757. '•--Planned expenditures will also fund the setup, opening, operations and maintenance of phase 1 of the facility for a oral cost of$687,145. This funding will cover operating costs such as marketing, contract services, supplies/rentals, uti i ' s, technology equipment and software,and other items that are needed to successfully offer high quality services and programs. • C ital expenditures include n eight passenger golf cart($15,000) and point of sale and registration systems ($42,500). J • e en ing fund balance for the CEDC Operating Fund is projected at $4,544,745. 0 WWW.CITYOFSOUTHLAKE.COM J SPECIAL REVENUE FUNDS COURT SECURITY FUND K:•um This fund accounts for a percentage of monies collected from the payment of fines and forfeitures. Use of these funds is restricted for court security items,per State law. S Increase/ $Increase/ 2014 2015 2015 (Decrease) %Increase/ 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Fines and forfeitures S35.867 535.000 $32,500 ($2.500) -7.1% $32,500 ($2.500) -7.1% Interest 9 ZQQ 200 0 0.0% 2Q4 9 0.0% Total Revenues $35,867 $35,200 $32,700 ($2,500) •7.1% $32,700 ($2,500) -7.1% A(PENDITURES Personnel S32.533 S59.518 $59,518 $0 0.0% $58,434 (1.084) -1.8% Operations 2.442 14.120 14,120 0 0.0% 9,070 (5.050) -35.8% Capital 0 0 0 0 0.0% 18,000 18.000 179999900.0% Total Expenditures $34,975 $73,638 $73,638 $0 0.0% $85,504 $11,866 16.1% Net Revenues 11A22 J$38.438) )$40.9381 )52.500) ($52.804) ($14.3661 Transfer to other funds SO SO Total Other Sources/(Uses) 12 12 12 IQ Beginning Fund Balance S464,979 5465.871 $465,871 $424,933 Ending Fund Balance $465.871 $427.433 $424.933 5372.129 FY 2016 HIGHLIGHTS: • The proposed budget anticipates revenues of$32,700. The beginning fund balance is $424,933. • Proposed expenditures of$85,504 are planned to enhance the overall safety of the court with the use of security personnel, operations expenses and capital expenses of$18,000 for a compact x-ray machine. • The projected ending fund balance is $372,129. N. ', '2: (\ WWW.CITYOFSOUTHLAKE.COM SPECIAL REVENUE FUNDS COURT TECHNOLOGY FUND This fund accounts for a percentage of monies collected from the payment of fines and forfeitures. Use of these funds is restricted, per State law. $Increase' S Increase. 2014 2015 2015 (Decrease( Increase/ 2016 (Decreases °.o Increase• Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Fines and forfeitures $48,132 $45.000 $43,200 ($1.800) -4.0% $43,200u ($1,800) -4.0% Interest 0 100 100 0 0.0% 100 Q 0.0% Total Revenues $48,132 545,100 $43,300 ($1,800) -4.0% $43,300 ($1,800) -4.0% EXPENDITURES Personnel $0 $0 $0 $0 0.0% $0 0 0.0% Operations 5.936 20.250 20,250 0 0.0% 9,000 (11,250) -55.6% Capital 6.267 15.000 15,000 '0 0.0% 72.500 57.500 383.3% Total Expenditures $12,203 $35,250 $35,250 $0 0.0% $81,500 $46,250 131.2% Net Revenues $35.929 59,850 $8.050 ($1.8001. f$38.200) ($48.0501 Transfer to other funds 12 000 Total Other Sources/(Uses) IQ IQ 14 $Q Beginning Fund Balance 5358.756 5394.885 $394,685 $402,735 Ending Fund Balance S394.685 $404.535 $402.735 $364.535 FY 2016 HIGHLIGHTS: • The proposed budget anticipates revenues of$43,300. • Proposed expenditures of$81,500 are planned including funding for projects to optimize the use of technology such as the purchase of twelve electronic citation writers ($50,000). • The projected ending fund balance is $364,535. --A.,:,-,,,,,, N,,,,,,, ) 324 J W W W.CITYOFSOUTHLAKE.COM SPECIAL k [ VFNUE FUNDS CRIME CONTROL & PREVENTION DISTRICT (CCPD) FUND L 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 and in May 2015, voters approved the reduction of the sales tax to 1/8 cent. This fund has been used to build facilities for and support the Department of Public Safety. This fund also supports the City's School Resource Officer Program. $Increase/ $Increase/ 2014 2015 2015 (Decrease) %Increase/ 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Sales Tax $6.516.603 $6,592.000 $7,300,000 S708.000 10.7% $1,667,500 (S4.924.500) -74.7% Miscellaneous Income SO SO $0 $0 0.0% $0 ($0) 0.0% Interest Income leQQ $500 2,Q 0.0% $500 $e 0.0% Total Revenues $6,516,603 $6,592,500 $7,300,500 $708,000 10.7% $1,668,000 ($4,924,500) -74.7% EXPENDITURES Personnel S441.650 $594,986 $554,986 ($40.000) -6.7°.o $556,702 ($38.284) -6.4% Operations S178.531 $111.054 $88,335 (22.719) -20.5% $300,358 189.304 170.5% Capital SO $18.000 $33,550 15.550 86.4% $60,000 42.000 233.3% Total Expenditures $620,181 $724,040 $676,871 ($47,169) -6.5% $917,060 $193,020 26.7% Net Revenues S5-846. j0 ;6.623.62i 5733.189 )750.94Q (S5.117.520) Transfers In-SPDC $0 SO $0 $0 Transfer out-Crime Control CIP (51.000..000) SO $0 ($1,200,000) Transfers Out-General Fund/Debt (4.245.275) ,4.281.6301 (4,281,600) (2,656,620) Total Other Sources(Uses) ($5.245.275) 04.281.600) ($4.281.600) 1$3.856.620) Beginning Fund Balance $4 317 322 $4 908-165 $4,968,169 $7,310,198 Ending Fund Balance $4.968.169 $6.555.029 S7.310.198 $4.204.51Q FY 2016 HIGHLIGHTS: • For FY 2016, $1,667,500 is anticipated in sales tax collections for the District, along with $500 in interest income for total revenues of$1,668,000. This is a projected decrease of 74.7% over the FY 2015 Adopted Budget, reflecting the reallocation of three-eighths of a cent to the Community Enhancement and Development Corporation (CEDC). • Total operating expenditures are proposed at $917,060 for FY 2016 and include ongoing allocation of dollars for the School Resource Officer (SRO) program. Additionally, the following is proposed: NETCO (joint dispatch) equipment ($62,414), police body worn cameras ($27,210), police dash cameras ($167,770), and radio bidirectional amplifiers ($60,000)- / l • A transfer of$66,720 to the General Fund is planned for an indirect charge. Also planned is a debt service t ansfeo� f $2,589,900 and a $1,200,000 transfer to the CIP. (,,L \ • The ending fund balance for the CCPD Operating Fund is projected at $4,204,518. '`,,t,,, 41), WWW.CITYOFSOUTHLAKE.COM ; yI SPECIAL REVS \ LIE FUNDS FACILITY MAINTENANCE FUND 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 FY2016 we will continue our practice of transferring SIF money into this fund, but we are also budgeting expenses in the operating budget for facility projects. S Increase/ S Increase/ 2:14 2015 2015 (Decrease) %Increase/ 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Interest 3.783 3 000 (2.0001 -40.0% 4 000 (1.000) -20.0% Total Revenues $3,783 $5.000 $3,000 ($2,000) 0.0% $4,000 ($1,000) -20.0% EXPENDITURES Operations §129.505 $130.000 $130,000 $2 $179,537 49.537 38.1% Capital Q - 0 — _ 0 0 0.0% Total Expenditures $129.505 5130.000 $130,000 $0 0.0°0 $179,537 549,537 38.1% Net Revenues ($1257721 ($125.0001 15127.0001 JS2 000) 15175.537) )$50.537) Transfer from other funds 5300-330 $600.000 $1,500,000 $1,500,000 Transfer to other funds $C iSO. ($0) u Total Other Souress/(Usss) $600.000 $600.000 $1.500.000 $1.500.000 Beginning Fund Balance $1.839.168 152 313 44 $2,313,446 $3,686,446 Ending Fund Balance $2.313.446 $2.788,446 $3.686.446 55.010.909 FY 2016 HIGHLIGHTS: • In FY 2016, we are proposing a transfer of$1,500,000 from the SIF. The beginning fund balance is $3,686,446. We anticipate interest revenue of$4,000. • City staff currently manages over 800,000 square feet of facility infrastructure, including the recently-opened DPS North Facility. Much of the smaller daily maintenance efforts of the facilities are absorbed into the various operating budgets as appropriate. However, we recognize that it is important to have a proactive maintenance program that ddresses larger scale projects and that prudently plans for the future as the facilities age. This fund was put in place a way to plan for the future. Ending fund balance is projected at $5,010,909. 3 326 / WWW.CITYOFSOUTHLAKE.COM SPECIAL IZEVENLIE. FUNDS 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 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 FY2008. Use of these funds is restricted. Expenses must be authorized uses under the Texas Tax Code, Chapter 351. $Increase/ $Increase/ 2014 2015 2015 (Decrease) %Increase/ 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Taxes 5948,971 $926.065 $957,588 $31.523 3.4% $1,013,824 587,759 9.5% Interest 1.168 500 500 0 0.0% 500 Q 0.0% Total Revenues $950,139 $926.565 $958,088 $31,523 3.4% $1,014,324 $87,759 9.5% EXPENDITURES Personnel 5132,732 $196.508 $196,508 SO 0.0% $196,350 (158) -0.1% Operations 620,496 557 95- 557,954 0 0.0% 481,471 (76.483) -13.7% Capital 0 0 0 u -100.0% 0 Q 0.0% Total Expenditures $753,228 $754.462 $754,462 ($0) 0.0% $677,821 ($76,641) -10.2% Net Revenues $196.911 $172.103 $203.626 $31.523 $336.503 5164.400, Transfer to other funds (5173.820) ($376.048) ($382,038) ($392,723). Total Other Sources/(Uses) J$173.8201 15376.0481 1$382.0381 J5392.7231 Beginning Fund Balance $1.358,895 S1.381.986 $1,381,986 $1,203,575 Ending Fund Balance 51.381.986 )1.178.041 51.203.575 51.147.355 FY 2016 HIGHLIGHTS: • For FY 2016, revenues are estimated at $1,014,324.The operating budget currently includes funding for the Marketing and Tourism Manager, a Sales and Services Coordinator and a portion of the cost of the Economic Development/ Tourism Director and administrative support staff costs directly attributable to tourism. • Total planned expenditures for this fund for FY 2016 are $677,821 and include: shuttle service enhancement($10,000), consumer incentive program ($10,000), Stars& Stripes event enhancement ($17,500). • The budget also proposes a transfer of$152,149 to the Public Art Fund and a transfer of$200,000 to the/Capital"—N, Improvements Program for pre-development funds for Visitor Information Center implementation. Note that the Southlake 2030 Economic Development and Tourism Master Plan includes recommended actions for devel ing d operating a Visitor Information Center. rt;. • The ending fund balance is projected at$1,147,355. + S WWW.CITYOFSOUTHLAKE.COM ;4 r SPECIAL REVENUE FUNDS LIBRARY DONATION FUND i This fund accounts for library donations collected. Use of these funds is restricted for library purposes. S Increase/ $Increase! 2014 2015 2015 (Decrease) %Increase/ 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Donations $14,304 58.000 $8,000 $0 0.0% $10,000 $2.000 25.0% Interest 0 50 25 j -50.0% 25 -50.0% Total Revenues $14,304 $8,050 $8,025 ($25) -0.3% $10,025 $1,975 24.5% EXPENDITURES Special Projects $19,141 S8 000 $12,000 $4.000 50.0% $10,000 2.000 25.0% Library supplies 3.040 0 0 0 0.0% 0 0 0.0% Capital _ _ 0 0 0.0% 0 . Q 0.0% Total Expenditures $22,181 $8,000 $12,000 $4,000 SO% $10,000 $2,000 25.0% Net Revenues ($7.877), 12 f$3.9751 J$4.0251 Ilk !tel Transfer to other funds $0 $0 20 20 /� Total Other Sources/(Uses) is. ;+`Q :Q la ,y/] Beginning Fund Balance $15.8.4 07.967 $7,967 $3,992 Ending Fund Balance $7.967 $8.017 $3.992 $4.017 FY 2016 HIGHLIGHTS: • The proposed budget anticipates a beginning fund balance of$3,992. • Staff is anticipating approximately $10,000 in donations and the expenditures will be for special projects, which are often defined by the donor. • Ending fund balance is projected at $4,017. 328 WWW.CITYOFSOUTHLAKE.COM SPECIAL P\ [ VENLIE FUNDS PARK DEDICATION FEE FUND t 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. $Increase/ $Increase/ 2014 2015 2015 (Decrease) %Increase/ 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Permits/Fees $151,890 530.000 $215,000 $185,000 616.7% $30,000 $0 0.0% Miscellaneous 0 0 0 0 0.0% 0 0 0.0% Interest 0 250 250 0 0.0% 250 0 0.0% Total Revenues $151,890 $30,250 $215,250 $185,000 611.6% $30,250 $0 0.0% EXPENDITURES Parks and Recreation $0 co $0 $0 0.0% $0 0 0.0% Park Improvements 0 0 0 0 0.0% 80,000 80,000 0.0% Land 0 _ 0 0 0.0% 0 0 0.0% Total Expenditures $0 $0 $0 $0 0.0% $80,000 $80,000 0.0% Net Revenues $151.890 $30.250 $215.250 WW2 1S49.750), 1$80.0001 Transfer from other funds $0 SO $0 $0 Transfer to other funds 1.2 iS235.0001 ($235,000) $0 Total Other Sources/(Uses) $,Q J$235.000) ($235.000) $Q Beginning Fund Balance S235.262 5387.152 $387,152 $367,402 Ending Fund Balance $387.152 $182.40: $367.402 S317.651 FY 2016 HIGHLIGHTS: • The proposed budget anticipates a beginning fund balance of$367,402. • For FY 2016, $80,000 is budgeted for park improvements at Royal and Annie Smith Park. • The proposed budget reflects revenues of$30,000 in fees and $250 in interest earnings for total revenues of$30,250. • The ending fund balance is projected to be $317,652. ( (1,1, WWW.CITYOFSOUTHLAKE.COM ' ` 329 v SPECIAL REVENUE FU \ DS PARKS AND RECREATION FUND J This fund accounts for resources restricted for use by the Community Services department. Such funds include event and other sponsorship funds collected through the City's sponsorship program. $Increase/ S Increase/ L_ - 2015 2015 (Decrease) %Increase 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Donations/Sponsorships 557.495 $0 $44,000 $44.000 439999900.0% $44,000 S44.000 439999900.0% Miscellaneous 0 0 0 0 0.0% 0 0 0.0% Interest 0 25 2.2 249900.0% 200 222 1999900.0% Total Revenues $57,495 $0 $44,025 $44,025 220124900.0% $44,200 $44,200 220999900.0% EXPENDITURES Parks and Recreation $0 $44.000 $44,000 SO 0.0% $81,000 37.000 0.0% Park Improvements 0 0 0 0 0.0% 0 0 0.0% Land 0 0 0 Q 0.0% 0 Q 0.0% Total Expenditures $0 $44.000 $44,000 $0 0.0 $81,000 $37,000 0.0% Net Revenues $57.495 ($44 000k 122 544.025 5536.800) 57.200 Transfer from other funds $0 $0 $0 SO Transfer to other funds L 00 /2 OO Total Other Sources/(Uses) ;Q ft0 12 $4 Beginning Fund Balance S39.968 $97 463 $97,463 $97,488 Ending Fund Balance 597.463 $53.463 $97.488 $60.688 FY 2016 HIGHLIGHTS: • Planned expenses in this fund are directed toward enhancing City special events, programs, athletic fields and parks for which sponsorships are granted. The funds received through sponsorships assist with offsetting enhanced services offered to the community. • The proposed budget reflects revenues of$44,000 in donations and sponsorships and$200 in interest earnings for total revenues of$44,000. • The proposed budget anticipates a beginning fund balance of$97,488. Expenses are estimated at $81,000 leaving the fund with a projected fund balance of$60,688. 1 330 2 W W W.CITYOFSOUTHLAKE.COM SPECIAL REVENUE FUNDS PUBLIC ART FUND 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 Soutblake. S Increase/ $Increase/ 2014 2015 2015 (Decrease) %Increase/ 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Miscellaneous $0 SO $0 SO 0.0') $0 SO 0.0% Interest Income 22 $300 $300 SO 0.0 0 $300 SS0 0.0% Total Revenues $0 $300 $300 $0 $300 $0 EXPENDITURES Operations 539.597 550.500 $48,500 ($2,000) -4.0% $60,500 S10.000 19.8% Capital $Q, $50.000 $25,000 f25.0001 ` -50.0% $75,000 25.000 50.0% Total Expenditures $39,597 $100,500 $73,500 ($25,000) -24.9% $135,500 $35,000 34,8% Net Revenues 339.5971 (3100.2001 373.2001 $27.000 (5135.2001 335.0001 Transfers In-Hotel $137.226 138.985 143,713 4,729 152,149 S13.164 Transfers Out- Q 0 0 0 0 SO Total Other Sources(Uses) 5137.226 S138.98;f 5143.713 iQ $152.149 Beginning Fund Balance $355,860 5453.489 $453,489 $524,002 0 0 0 0 Ending Fund Balance 5453.489 $492.274 $524.002 $540.951 FY 2016 HIGHLIGHTS: • The proposed budget shows $300 in interest income based on a beginning fund balance of $524,002. The law providing for the Hotel Occupancy Tax allows up to 15% of the revenues to be used for public art purposes. Because this source of funding comes in the form of a transfer, it is shown "below the line." For FY 2015 the transfer is estimated at $152,149. • For FY 2016, expenditures are estimated at$135,500. The Public Art Fund will provide the source of support for the City's ongoing relationship with the APEX Arts League, Arts Council—Northeast, and the Southlake Arts//Cotncil—\ by providing funding for various projects such as public art displays and event support. The budget also incudes $75,000 funding for the proposed sculpture garden concept. • The ending fund balance for the Public Art Fund is estimated at $540,951. '.'3. ti-----7,,N) www CITYOFSOUTALAKE.COM t RECYCLING FUND 1 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. $Increase/ $Increase/ 2014 2015 2015 !Decrease) %Increase/ 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Recycling Recovery $6.000 $6.000 $6,000 $0 0.0% $6,000 $0 0.0% Interest 0 30 30 0 0.0% 30 0 0.0% Total Revenues $6,000 $6,030 $6,030 $0 0.0% $6,030 $0 0.0% EXPENDITURES Special Projects $0 $0 $0 $0 0.0% $0 0 0.0% Recycling Supplies 0 0 0 0 0.0% 0 0 0.0% Capital 0 0 0 0 0.0% 0 0 0.0% Total Expenditures $0 $0 $0 $0 0.0% $0 $0 0.0% Net Revenues 56.000 $6.030 $6.030 ifl $6.030 a , Transfer to other funds §0 §0 30 30 Total Other Sources/(Uses) 12 IQ a a Beginning Fund Balance $28,647 $34.647 $34,647 $40,677 Ending Fund Balance $34.647 $40.677 $40.677 $46.707 FY 2016 HIGHLIGHTS: • The City's contract for solid waste services provides for an annual payment to the City of$6,000 for a total projected revenue of$6,030 including interest. • Note that the beginning fund balance is $40,677.The proposed budget includes no planned expenditures for FY 2016. The ending fund balance is $46,707. } '''' ''''''' ') :''''''N\, tt,a -` WWW.CITYOFSOUTHLAKE.COM ' PECIAL REVENUE FUNDS RED LIGHT CAMERA FUND t 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,per State law. $Increase/ $Increase/ 2014 2015 2015 (Decrease) %Increase 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Fines and forfeitures $855.433 $910,062 $532,600 ($377.462) -41% $367,100 (S542.962) -60% Interest Income SO $200 $200 LQ 0°o $200 SO 0% Total Revenues $855,433 $910,262 $532,800 ($377,462) $367,300 ($542,962) EXPENDITURES Personnel 52-:1" 55.6-30 55,690 0 0% 56,320 630 1% Operations . 572.882 638.232 384,930 (253.300) -40% 300,840 (337,390) -53% Capital $7.872 543.000 $43.000 0 0% $23.000 (20.0001 -47% Total Expenditures $633,165 $736,920 $483,620 ($253,300) -34% $380,160 ($356,760) -48% Net Revenues $222.268 $173.342 $49.180 ($124.1621 (912.860) (9186.202k Transfers In- SO 0 0 0 SO Transfers Out- (320,000) 200.0001 (200,000) _ 0 $200,000 Total Other Sources(Uses) ($320.000) ($200.000) ($200.000) �0 lQ Beginning Fund Balance S601.968 $504,236 $504,236 $353,416 Q 0 0 0 Ending Fund Balance 9504.236 $477.578 $353.416 $340.556 FY 2016 HIGHLIGHTS: • The City of Southlake collects 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 2016 includes $367,100 in fines and forfeitures, and $200 interest income for total revenue of$367,300. This reflects a large decrease, due primarily to the removal of cameras as a part of construction projects. • For FY 2016,we are proposing the use of a portion of these funds for capital items such as school zone flasher batteries and crosswalk maintenance. • The beginning fund balance for the Red Light Camera Fund is $353,416. Ending fund balance for 20(6 is projected at $340,556. \\ -1,, . ,, WWW.CITYOFSOUTHLAKE.COM H{, , SPECIAL REVENUE FUNDS REFORESTATION FUND This And accounts for monies derived from assessments related to the tree preservation ordinance and policies. $Increase/ S Increase/ 2014 2015 2015 (Decrease) %Increase/ 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Permits/Fees S33,040 55.000 $82,000 S77.000 1540.0% $5,000 SO 0.0% Miscellaneous 0 0 2,100 2.100 20999900.0% 0 0.0% Interest 1.339 QOQ 150 f3501 -70.0% 150 L3501 -70.0% Total Revenues $34,379 $5,500 $84,250 $75,750 1431.8% $5,150 ($350) 4.4% EXPENDITURES Parks and Recreation $0 $0 $0 SO 0.0% $0 0 0.0% Reforestation 59.510 30.000 30,000 0 0.0% 70,000 40.000 133.3% Capital Q 0 0 Q 0.0% 0 Q 0.0% Total Expenditures $51,510 $30.000 $30,000 SO 0.00'0 $70,000 $40.000 133.3% Net Revenues f$25.1311 ($24.500) 554.250 ELM 1$64.8501 Transfer to other funds $0 $0 $0 $00 Total Other Sources/(Uses) 12 ,t:Q 12 12 Beginning Fund Balance SF9.229 54=39g $44,098 $98,348 Ending Fund Balance $44.098 $19.598 $98.348 $33.498 FY 2016 HIGHLIGHTS: • The proposed budget reflects permits/fees of$5,000 and interest income of$150 for total revenue of$5,150. It anticipates a beginning fund balance of$98,348. • Expenditures are budgeted at $70,000 for FY 2016. Per our normal practice, we have budgeted funds for the street tree program and tree maintenance. • The activities supported by the Reforestation Fund support the Council's desire for quality development by ensuring that the natural environment is protected and preserved, where possible, or at a minimum replaced. The ending fund glance is projected at $33,498. ..N.,,,,,,,,,„,..\: 0 E 334 - / wwwCITYOFSOUTHLAKE.COM SPECIAL RE \' E \ LII:. 1 = LINDS SOUTHLAKE PARKS DEVELOPMENT CORPORATION (SPDC) FUND K. 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 fluid 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. S Increase/ $Increase/ 2014 2015 2015 (Decrease) %Increase/ 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Sales Tax $6.571,837 $6,592,000 $7,300,000 5708.000 10.7% $6,670,000 $78.000 1.2% Rental Income 153,824 153.815 153,816 0 0.0% 153,816 0 0.0% Interest 8.945 7.500 7 500 0 0.0% 7 500 Q 0.0% Total Revenues $6,734,606 $6,753,316 $7,461,316 $708,000 10.5% $6,831,316 $78,000 1.2% EXPENDITURES Personnel $101,543 S106.658 $106,658 SO 0.0% $190,946 $84.288 79.0% Operations $410,142 S682,600 $682,600 0 0.0% $789,600 107.000 15.7% Capital $135.798 5190.000 $190.000 Q 0.0% $154.000 36.0001 -18.9% Total Expenditures $647,483 $979,258 $979,258 $0 0.0% $1,134,546 $155,288 15.9% Net Revenues S6.087.123 $5.774.058 $6.482.058 5708.000 $5.696.770 377.2881 Transfers Out (5.968.311) (4.154.422) (4,154,422) SO (6,158,767) 2.004.345 Proceeds from C.O.Sale 0 0 0 0 Total Other Sources(Uses) J$5.968.311) j$4.154.422), 34.154.4221 t$6.158.767) Beginning Fund Balance $7.416,822 57,535,634 $7,535,634 $9,863,270 Ending Fund Balance $7.535.634 $9.155.270 $9.863.270 $9.401.273 FY 2016 HIGHLIGHTS: • The SPDC Operating Fund is projected to receive $6,670,000 in sales tax revenue, $153,816 in rental income, and $7,500 in interest earnings for total projected FY 2016 revenue of$6,831,316. This represents a projected 1.2% increase over the FY 2015 Adopted Budget. • Total expenditures for the Operating Fund are proposed at $1,134,546. This is a 15.9% increase over the FY 2016 Adopted Budget. • The proposed FY 2016 budget includes $789,600 for operations and $190,946 for personnel, continuing the move of selected maintenance expenses from the General Fund to SPDC. This represents about 20% of the curr nttpark -", maintenance costs. It is anticipated that over time additional costs will be transitioned to SPDC. However,it ll be critical to balance this approach with master plan implementation, capital costs, and fund balance levels. • The proposed ending fund balance for the SPDC Operating Fund will be $9,401,273. Itit s.),11.10 ,, WWW.CITYOFSOUTHLAKE.COM SPECIAL ftE VE NLIE FUNDS STORM WATER UTILITY FUND 4 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. S Increase/ $Increase/ 2014 2015 2015 (Decrease) %Increaser 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease AVENUES Stormwater-residential $832.610 5819.850 $851,100 S31,250 3.8% $866,500 S46,650 5.7% Stormwater-commercial 529.555 527.600 537,200 9.600 1.8% 552,800 25.200 4.8% Interest 486 1.500 5 000 ,=SI 233.3% 5.000 3.500 233.3% Total Revenues $1,367,032 $1,348,950 $1,393,300 $44,360 3.3% $1,424,300 $76, 60 6.6% EXPENDITURES Personnel $103.699 5114.927 $114,927 SO 0.0°a $120,045 $5.118 4.5% Operations $293,386 $338.239 $338,239 0.0°° $287,530 (50.709) -15.0% Capital §.Q $166.450 $166.450 0.0% �0 1166.450) -100.0% Total Expenditures $397,06$ $619,616 $619,616 $0 0.0% $407,575 ($212,041) .34.2% frIO Net Revenues $969.947 5729.334 5773.684 $44.350 $1.016.725 5267.391 Transfers Out (897,996) (1.483,406 (1,485,179) 01.774 (1,721,510) 238,105 Proceeds from C.O.Sale 2 c 0 0 Total Other Sources(Uses) 15897.996) ($1.483.405) 1$1.485.179) ($1.721.510) Beginning Fund Balance 5 47c 201 S2.542.152 $2,542,152 $1,830,657 Ending Fund Balance $2.542.152 $1.788.081 51.830.657 $1.125.872 . FY 2016 HIGHLIGHTS: • For FY 2016, total revenues for this fund are projected at$1,424,300 including$5,000 in interest earnings. This is an increase of 5.6%when compared to the FY 2015 Adopted Budget. • Planned expenditures for FY2016 total$407,575,including$120,045 in personnel expenses and$287,530 in operational costs. These costs include a storm water engineer (funded first in FY 2009), contract engineering services (surveying, etc.), contract labor for drainage projects, and materials—all budgeted to ensure that we are able to adequately manage and respond to identified public drainage issues. ----)A.,,,, • transfer to the Debt Service Fund of$194,538 is planned, $56,972 to the General Fund for indirect charges, and a $1,4 ,000 transfer to the Capital Improvements Program for drainage projects, for total transfers of$1,721,510. • • e ending fund balance is projected at $1,125,872. The expenses are necessary to improve and maintain public 0 rains a ways throughout the City. W W W.CITYOFSOUTHLAKE.COM rillia SPECIAL_ KEVEN EI E FEIN DS TAX INCREMENT FINANCE (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 6 Financing Plan,adopted by the Board of Directors in August 1999. I S Increase! S Increase/ 2014 2015 2015 (Decrease) °ib Increase! 2016 (Decrease) %Increase/ Actual Adopted Amended Adopted -Decrease Proposed Adopted -Decrease REVENUES Ad Valorem S7.246.638 56,729.476 $7,324,928 $595,452 8.8% $7,600,823 S87'.3-' '2 9', Interest Income iQ $1.000 $1,000 IQ 0.0% $1,000 c0 2.2',: i1 Total Revenues $7,246,638 $6,730,476 $7,325,928 $595,452 8.8% $7,601,823 $871,347 12.9% EXPENDITURES Operations 53.834.118 $3,703,170 $4,478.312 775.142 20.9`a $4,358,190 855,023 '7 7'c Total Expenditures $3,834,118 $3,703,170 $4,478,312 $775,142 20.9% $4,358,190 $655,020 17.7% Net Revenues $3.412.520 53.027.306 52.847.616 ($179.690) 53.243.633 $216.327 Transfers Out-General Fund - 0 0 0 Transfers Out-Debt Service (3.288.4651 3,258.668) (3,258,668) (3,180,7651 Total Other Sources(Uses) (3.288.465) ($3.258.6681, (53.258.6681 /53.180.7661 Beginning Fund Balance S-.298.51' S4.-22.566 $4,422,566 $4,011,514 Prior period adjustment Ending Fund Balance $4.422.566 $4.191.204 54.011.514 $4.074.382 FY 2016 HIGHLIGHTS: • The incremental value assigned to TIRZ#1 for the 2015 tax year is $375,450,283, which is an 8% increase from the valuation for the 2014 tax year. This translates into anticipated revenues for the TIF District Fund of$7,601,823, including interest income. Revenue projections include estimated CISD payments based on a three year average. • Total expenditures for FY 2016 are proposed at $4,358,190. These expenditures are attributable to CISD TIRZ#1 _ projects identified in the project and financing plan. • A transfer to the Debt Service Fund in the amount of$3,180,765 is budgeted to fund the debt repaymenbonds issued for TIRZ#1 projects. • The ending balance for this fund is projected at $4,074,382. T ," WWW.CITYOFSOUTHLAKE.COM ;:;;':o SPECIAL REVENUE FUNDS I 338 >1 WWW.CITYOFSOUTHLAKE.COM FY 2016 PROPOSED BUDGET .. ,. „....„ . --..--.„:„ ..-„ ._ ,._ , . .... . , ..... „..,.. . . ,,...,.., ..... , ,. , .,....„..„_, .,,,,,,.., , ,„ . ..,..., ,„.„,......... , „o .... . T . .,... . _ . ... . ... ., ..‘ ,,, ..„. . ... „__:::,„...,...„. ,...,.., .,...., _,,..„„ . ,ff--,,,,,,„. . ,,,., , .... ,.. .„ :,. ,„ .,.., .. ,„. ... „ . ..., , . .. .., , . CAPITAL IMPROVEMENTS PROGRAM ( C IP ) • .„ ..,,,, „ . . •,,,„ S.7.2.-- . .,..,., . . ... .. . . , .„ __ ,,...._ _ t.Cis .,. ... .. 1 ,..„,. ., ,.. ._ •..J„,.. „„ ,.,...,., ,,, _____ 4,,,,,., _,,,, ,.. ,,, jar 4 Ii. "R at-.- - r` .P1 nuc § 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 2016 AS WELL AS PROJECTS THAT ARE PLANNED FOR IMPLEMENTATION OVER A SUBSEQUENT FOUR-YEAR PERIOD. I INTRODUCTION In accordance with the Texas Local Government FY 2016 CIP CALENDAR Code and the Charter of the City of Southlake, the .1 proposed FY 2016 to FY 2020 Capital Improvements Program (CIP) is submitted for City Council FEBRUARY Io, 2015 CIP PACKET DISTRIBUTED consideration. APRIL I, 2015 CIP PROJECT FORMS DUE The challenges to retain and/or expand City services APRIL 9, 2015 TECHNICAL COMMITTEE REVIEW in the midst of shrinking resources and increasing JUNE 4, 2015 CITY MANAGER REVIEW costs has put pressure on City government to make its limited capital resources work more efficiently. AUGUST 6, 2015 SPDC/ PARKS BOARD City administration, elected and appointed officials, RECOMMENDATION and staff have taken several steps to make its capital expenditures more closely reflect its long-range AUGUST 15, 2015 CITY MANAGER FILES BUDGET objectives. AUGUST 18, 2015 CITY COUNCIL WORK SESSION One such step is the connection between the City's AUGUST 25, 2015 CITY COUNCIL WORK SESSION capital planning efforts with its budgeting process. The CIP establishes a five (5) year funding schedule SEPTEMBER I, 2015 ` CITY COUNCIL WORK SESSION 1ST READING AND PUBLIC HEARING for the purchase, construction, or replacement of physical assets of the City. Capital improvements SEPTEMBER 15, 2015 CITY COUNCIL 2ND READING typically have a useful life of more than ten years and AND PUBLIC HEARING value greater than $10,000. The first year 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 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 2015, 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. Following presentation by each requesting department, the projects were ranked in the appropriate funding category (i.e. General Fund, Utility Fund, SPDC). 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 2016) and the other four (4) future years (FY 2017 to FY 2020). Once the Technical Committee completed its review, the list was presented to the City Manager who then met with "tii `Technical Committee regarding needed changes or additions. The Technical Committee input revisions and held addi1 onal meetings with department heads as needed to ensure the proposed plan is comprehensive. 'or to the City Manager's submission of the Capital Budget, the Southlake Parks Development Corporation (SPDC) and t Parks Board met to review and recommend their respective portions of the budget and five-year plan. -..") i , 340 W WW.CITYOFSOUTHLAKE.COM J 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 2030 Plan, includes a number of citywide plans that prioritize the development of thoroughfares, sidewalks, trails, and parks. The Park, Recreation and Open Space/Community Facilities Master Plan, the Mobility Master Plan, the Water Master Plan, and others, provide 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, 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 BIENNIAL CITIZEN SURVEY In 2013, the City completed its most recent biennial citizen satisfaction survey. Results of the City's satisfaction survey are put to use in several ways, including playing key roles in the City's comprehensive plan update (Southlake 2030 Plan), in the development of each Department's proposed budget and in the City's performance measures. Survey results are also 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 preparation and execution of the City's CIP. For example, the City surveyed respondents regarding not only the importance they place on City services but also the satisfaction respondents had with those services. The gap between the importance placed on a service and the satisfaction with that service indicates areas where the City is not meeting our customers' expectations. The City developed a chart (see next page) listing the top"gap"issues and has also created a plan to address each issue. Of those top gap issues, all are related to areas that can be addressed through the City's capital programming: manage traffic congestion, provide bicycle-friendly streets and trails, and manage growth and development. THE BENEFITS OF CAPITAL PROGRAMMING `\ With time,public facilities need major repair,replacement or expansion.Maintaining and upgrading a communi 's c(pital stock requires significant financial investment. This investment must be weighed against other community eds`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 mak:. : cult 40 W W W.CITYOFSOUTHLAKE.COM 343 CAPITAL IMPROVEMENTS PROGRAM >= �� -1Q 'v/ V,./EI L THS CIT ( PFT)FQ )_, Ail 1G H I tAF 0 -Hr rrD - QE �.JJrr ��.r �r�IJr I �r GAP THRESHOLD: ANY SERVICE WITH A 2S%OR -2013 Gap Issue ■2009 ■2011 •2013 HITHER GAP IS IDENTIFIED FOR PRIORITIZATION D ' Manage traffic congestion 39/0 54% 41% -Provide bicycle-friendly streets and trails 32% • +Manage growth and development Y 33% 26% Develop business retention programs -_ 34% Provide pedestrian pathways 40% - 11111111111141 23% Provide senior services 2996 - IIII 19% Provide animal control services 30% MENIMMI 19% 26% Prepare the City for emergencies 31% Create a diversified economy._. �- 27% - 1.11331 Attract businesses and jobs to the area " 29% alidEM Maintain local streets and roads 2527% 12% Manage storm water drainage 14% 30% B' 9% Manage open records requests 30% 0% 10% 20% 30% 40% 50% 60% 1 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 funds. • Optimizes use of the taxpayer's dollar. ThThe Capital Improvements Program helps the City Council and City Manager make sound annual budget decisions. Era,eful planning of capital improvements helps prevent costly mistakes. In addition, capital planning allows the Citi'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 pr jest, the City may realize significant savings on interest. i , 1 , 342 WWW.CITYOFSOUTHLAKE.COM , • Guides future growth and development. The location and capacity of capital improvements shape the growth and development 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 2016 Capital Budget contains 28 projects submitted by various City Departments. The total cost of all projects submitted for FY 2016 represents an expenditure of$48,061,000. Although the Strategic Initiative Fund provides cash for pay-as-you-go capital projects, the City may still 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 (see the "Debt Services Fund Expenditures" section for more information). This budget proposes that ten cents of the current tax rate be allocated to support the City's General Fund debt. Fees and special revenue are used to support special purpose debt. A Capital Improvements Program details the projects and costs for a five-year period and identifies future unfunded projects. Debt Service Funds as well as cash provide the needed money to build these projects. The following is a summary of the funding sources for these projects: CASH For FY 2016, the Capital Budget includes cash funding in the amount of$17,770,000. This includes funds t s4 Ted from the Strategic Initiative Fund as well as cash from other funding sources such as the Utility Fund, Impact '-e.fu�s, Storm Water Utility Fund, the Hotel Occupancy Tax Fund, the Crime Control and Prevention District F • a th� Southlake Parks Development Corporation Fund. For FY 2016, the Capital Budget will be 100% cash funde,;� "th t exception of funding needed for construction of the Marq Southlake Phase II whose bonds will be repaid with s. es . '" 343 WWW.CITYOFSOUTHLAKE.COM L.i\PI I \L IMPRO1 [Alf_\IS I'10CA 1\\ BONDS When the City sells bonds, purchasers are, in effect, lending the City money. The money is repaid, with interest, from 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: • 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. • 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. • 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 2016 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 future years (see chart and table 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. As shown in the chart and table at right, for the current CIP, the bulk of these out-year costs can be attributed to personnel and maintenance related to the Bicentennial Park Improvements and The Marq - Phase 2. The majority of theses costs will be borne by the Community Enhancement and Development Corporation Fund and the Southlake Parks Development Corporation Fund. In future years, the General Fund will absorb operating costs related to roadway landscape maintenance and maintenance of an urban design project. 344 WWW.CITYOFSOUTHLAKE.COM FY 2016-2020 CIP ALL FUNDS OPERATIONAL IMPACT cI PERSONNEL •MAINTENANCE $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $1,725,000 $1,777,000 $1,257,000 $500,000 $ $ $2,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Fuzed Im .•-:, .• � ;;,�.1 2016 •20i ;'2d i' e18 FY 2019 t`- i`, 2020 w .. ::,. ' Maintenance P Personnel .., Personne - •<- .. Person..., - _ .' ., a Personnel Kirkwood Boulevard Widening from $_ $_ $_ $6,500 $- $6,500 a $6,500 Stockton Drive to Tyler Street Tower Entry feature. at Town Square.and $- $- $2,000 $- $2,000 $- $2,000 $- $2,000 5- SH 114 General Fund Continental Boulevard and South Peytonville $- $- $- $- $- $- $- $- $5,000 $- Avenue Intersection Improvements (Roundabout) FM 1709 Street $ $- $- $- $- $- $- $- $33,000 $- Lighting Project Community Enhancement The Marq-Phase 2 $- $- $- 5- $1,013,000 $1,257,000 $1,370,000 $1,725,000 $1,391,000 $1,777,000 ----\ and Development Corporation General Fund and Southlake Parks Bicentennial Park _ _ $ $ $- $- $50,000 $- $100,000 $- $100,000 $- Development Phase 3 Corporation TOTALS: $- $- $2,000 $- $1,071,500 $1,257,000 $1,478,500 $1,725,000 $1,537,500 $1,777,000 ~ WWW.CITYOFSOUTHLAKE.COM 345 CAPITAL IMPROVEMENTS PROGRAM CURRENT CAPITAL PROJECT STATUS For information about current projects, please visit the City's website at www.cityofsouthlake.com/CityConstruction. FY zoi6 CAPITAL BUDGET AND CAPITAL IMPROVEMENTS PLAN The following pages in this section 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. 346 WWW.CITYOFSOUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAM All Funds Total CAPITAL IMPROVEMENTS PROGRAM _ ALL FUNDS TOTAL 347 WWW.CITYOFSOUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAN1 All Funds Total Fund Total Prior FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Beyond/ Total Funding Unfunded General Fund $19,350,000 $6,500,000 $4,575,000 $5,100,000 $5,350,000 $4,850,000 $17,925,000 $63,650,000 Utility Fund $1,250,000 $850,000 $5,250,000 $4,850,000 $4,000,000 $4,250,000 $1,750,000 $22,200,000 Roadway Impact Fee Fund $0 $200,000 $0 $0 $0 $0 $0 $200,000 Water Impact Fee Fund $1,100,000 $2,350,000 $100,000 $100,000 $100,000 $100,000 $0 $3,850,000 Sanitary Sewer Impact Fee Fund $600,000 $2,000,000 $100,000 $100,000 $100,000 $0 $0 $3,000,000 Storm Water Utility System Fund $860,000 $1,470,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $15,150,000 $21,480,000 Crime Control&Prevention District Fund $1,000,000 $1,200,000 $0 $0 $0 $0 $0 $2,200,000 Hotel Occupancy Tax Fund $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $0 $1,200,000 Community Enhancement&De $0 $30,291,000 $0 $0 $0 $0 $0 $30,291,000 velopment Corporation Fund Southlake Parks Development Corporation Fund $722,000 $3,000,000 $3,500,000 $2,000,000 $1,000,000 $1,000,000 $65,193,500 $76,415,500 Grand Total All Funds: $25,082,000 $48,061,000 $14,725,000 $13,350,000 $11,750,000 $11,400,000 $100,018,500 $224,486,500 Y 201 • UDGE . .-u - . LOCATION B ` - I_, SOUTH LAKE PARKS DEVELOPMENT GENERAL FUND CORPORATION 14% 6% -11UTILITY FUND 2% 7 ROADWAY IMPACT FEE FUND 0% "! WATER IMPACT FEE 5% SANITARY SEWER IMPACT FEE 4% --� 'T _STORM WATER UTILITY ��;, _� ' SYSTEM FUND 3% CRIME CONTROL AND PREVENTION DISTRICT FUND 3% COMMUNITY HOTEL OCCUPANCY TAX ENHANCEMENT AND FUND } DEVELOPMENT 0% CORPORATION FUND 63% -----......N.,''''''''N..\\ 1 A_ 348 /) m„,,,„ WWW.CITYOFSOUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAM All Funds Total FY 2016 CAPITAL BUDGET - ALLOCATION BY PROJECT TYPE COMMUNITY SIDEWALKS &TRAILS ENHANCEMENT 1% 2% WATER STORM WATER 5% 3% SEWER 6% ROADS „.4000000111011HI 5% PARKS 6% FACILITIES 72% 349 WWW.CITYOFSOUTHLAKE.COM J CAPITAL IMPROVEMENTS PROGRAM All Funds Total PROPOSED CIP EXPENSES FY 2017 & BEYOND GENERAL FUND UTILITY FUND ■OTHER(IMPACT FEE FUNDS, SWUS AND HOT) ■SPDC $120,000 $100,000 m $80,000 0 0 0 $60,000 •w $40,000 $20,000 2 000 $1,000 $1,000 $5,250 $4,850 4000WWI $4,250 $17,925 $ $4,575 $5,100 $5,350 $4,850 FY 2017 FY 2018 FY 2019 FY 2020 BEYOND Funding is represented in thousands of dollars(OOOs). Example: 3,776=$3,776,000 PLANNING AND FUNDING FOR FUTURE CAPITAL PROJECTS As mentioned previously, there is a strong connection between Southlake's current comprehensive plan, Southlake 2030, and the development of the CIP. Each plan includes recommendations that are structured on a tiered implementation schedule (Tier 1: 1-3 years, Tier 2: 4-6 years and Tier 3: 7+ years). As such, departments have identified all capital projects that are included in Southlake 2030 as recommendations and those projects have been programmed not only into the FY 2016 Capital Budget but also throughout the remaining years and "beyond" category of the CIP. The chart ab ve shows a large amount of funding in the "beyond"years that can be attributed to both Tier 2 and Tier 3 Southlake 2030 project recommendations related to mobility, storm water and park projects. As future Capital Budgets and plans are develed, projects shown in the "beyond" category will be moved forward as funds become available. 350 WWW.CITYOFSOUTHLAKE.COM �:. , J 7APITAL IMPROVEMENTS PROGRAM General Fund GENERAL FUND \.„ WWW.CITYOFSOUTHLAKE.COM �- f ro f , __ Description Project's Total Prior Beyond/ FY 2016 of Annual Impact to Comp. SPIN Fund Project Name Description Funding FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Unfunded Total Cumulative Impact on Annual Plan Neighb. Operating Operating Reference Budget Budget Funding is requested to construct FM 1709 deceleration lanes along FM 1709 at Mobility r Byron Nelson and Southridge Lakes. Master SPIN#6, I', General Fun Deceleration Lanes This project will also require the $- $250,000 Srni.in0, 0- 0- $- $- $750,000 $250,000 5- Plan- #7,#9, at Byron Nelson and relocation of a City 20-inch waterline MT42 #10 Southridge Lakes at the Southridge Lakes location,as -Tier 2 well as landscaping modifications. Funding is requested to construct improvements into the Southlake Marketplace plaza located at the southeast corner of FM 1709 and Davis Boulevard.These improvements include dosing two ` existing driveways into Southlake Marketplace along FM 1709, constructing two new wider driveways FM 1709 at with deceleration lanes,relocating Mobility Southlake Master (1 utilities,installing a signal on FM SPIN#6 GF2 Marketplace 5700,000 $300,000 S 0 S S- S- 51,000,000 5550,000 5- Plan- 1709 and constructing median 
 ( i Improvements and modifications.FY 2016 funding MT23 ►t Signalva[ion request is for utility relocations -Tier 1 and TxDOT administrative costs. (I) This project is needed in order to 0 provide better public access to the shopping center which currently has ..j very limited access.This project is xcontingent upon an agreement with I ^� I—t Dunhill Partners and Walmart for a cost sharing. 1111 , III n General funding is required for 0 city-wide pavement rehabilitation 'TJ as recommended by the Pavement �"' �1 Management Application(PMA),an r, infrastructure management software V designed by Stantec. The Pavement C Management System grades the streets and recommends pavement ril rehabilitation and prioritizes the Street Rehabilitation needs.The software generates a Mobility Required by pavement quality report which is Master m I.; General F Pavement field verified.The Pavement Quality $9,854,000 $900,000 $800,000 $800,000 $800,000 $000,00( $- $13 954,000 $1,450,000 $- Plan- ALL Management Index(PQI)Benchmark for the Objective Application(PMA) City's roadway infrastructure is Z.B. 10.6 Currently,the average measured PQI exceeds this threshold and is on average 8.2.In the 2013 Citizen Satisfaction Survey,99 percent of respondents listed maintaining local streets and roads as important and 87 percent responded they are satisfied V with the job the City is doing to C...)maintain local streets. nV A e. 0 0 . ro • z Description Project's E Total Prior Beyond/ FY 2016 of Annual Impact to Comp. SPIN 1�� # Project Name Description Funding FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Unfunded Total Cumulative Impact on Annual Plan Neighb. l Operating Operating Reference Budget Budget 1, ••••• maii V Funding is requested for the engineering design,right of way acquisition,testing,and construction of the widening of Kirkwood Boulevard from Stockton Drive to S Kirkwood Boulevard Mobility --- Widening from Tyler Street.This portion of the Annual costs Master GF4 Stockton Drive to road is included in the Mobility and $300,000 $800,000 $175,000 $- 0- 0- $- $1,275,000 $2,250,000 for landscape 's.$6,500 Plan- SPIN#1 Tyler Street(RIF Thoroughfare Master Plan.The and irrigation _ Companion SAl) City will be acquiring the portion maintenance MT6 of Kirkwood Boulevard from T W. Tier 2 ^^ King Road to Tyler Street as a public street.The widening of Kirkwood Boulevard will increase mobility in 'i-- n the northern portion of the City. ,,.. /- j PC of, n 0 •3 General finding for rehabilitation : • of arterial streets in partnership with 7 r'l Tarrant Coun Southlake funds the '�� Street Rehabilitation cost of materials and Tarrant CountyMobility Participation provides labor and equipment. This Master (TJ GFS • Program(Joint is an annual int r In the $1,800,000 $150,000 $150,000 $150,000 $150,000 $150,000 $- $2,550,000 $2,400,000 $- Plan- TBD Project with Tarrant to P°�'°t Objective C7 County) 2013 Citizen Satisfaction Survey, 10.6 99 percent of respondents of cited 4 maintaining local streets and roads as important. i • mu Funding is requested to repaint the SH 114 grade separated bridge structures at North White Chapel Boulevard,Dove Road and Kimball Urban SPIN SI-I 114 Bridges Avenue. These bridges will be Design #4,#8, GF6 repainted to match the other DFW $- $600,000 0- $- 0- $- $- $600,000 $3,000,000 Master #3,#7, Repainting connector bridges,the Carroll Plan #1,#5 Avenue bridge and the SH 114 Texas UD20 Turn Around. The existing paint is the original paint and is faded and peeling. W Description Project's /// of Annual Impact to Comp. 0.0 #/ F 1' 'o Same Ue,cription Total Prior FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Beyond/ Total 2016 Impact on Annual flan SPIN Funding Unfunded Cumulative N,� Operating Operating Rc46n o.. ghb. Budget Budget Funding is requested to construct a • sidewalk retaining wall at the Hills Church property adjacent to FM 1709.As part of this project,the City will also need to reconstruct a Southlake Hills large portion of the parking lot due Mobility t IF General Fu Church Sidewalk to changes in grade of the driveway $- $300,000 $- $- $ $ $ $+uC000 $3,300,000 $-. Master SPIN#11 Retaining Wall m order to be in compliance with di Plan-M4 the Texas Architectural Barriers 111 Act.This project will improve the aesthetics of the corridor.The retaining wall was not included in the FM 1709 sidewalk project because it C p is outside of the public right of way. h1 cr Q y x r tTi tie Funding is requested for the i. architectural design,engineering and construction of a future new - —/ Municipal Service Center.The City is currently contracted with an SPli ome increase Pte' `yyy architectural firm to conduct a needs Rmt-aoat in building assessment for a future Municipal &Opm • maintenance Municipal Service Service Center.Future funds are \ S•ore/t'I x Center requested for the development of a $700,000 $2,500,000 $1,250,000 $1,250,000 • y S $5,7(10,(100 $5,800,000 and utilities qty SPIN#8 rn due to ince new Municipal Service Center per Facilities ,may the 2030 Master Plan.The current m square Master G footage. facility is inadequate and undersized Plan for the various divisions operating out of the facility including Streets Ir&Drainage,Water,Wastewater,and Environmental. i n A r ro p -7 S Description Project's Total Prior Beyond/ FY 2016 of Annual Impact to tromp. SPIN E., C' if Project Name Description Funding'2016 FY 2017 FY 2018 FY 2019 FY 2020 Unfunded otal Cumulative Impact on Annual Plan Neigbb. Operating Operating 12,Rrcnce Budget Budget Funding is requested for the costs ',,-,75:;, " f</\J associated with the reconfiguration m of the DPS West Facility.The DPS West Facility,originally constructed in 2001,has seen significant foundation movement that has m caused a large amount of cosmetic L and maintenance issues. In 2012, L the City of Southlake contracted an H engineer to do a study of the site and f/) the foundation movement. The V engineer suggested that the building r� /� finishes be replaced with finishes that V ` J are,"movement friendly",such as ceiling grid with drop in replacement Ktiles rather than the current solid kJ 0 ceiling finishes. A needs assessment No signifuJni M was then conducted in FY 2013 and changes to the (n concluded the necessity of replacing existing facility 0 the current HVAC rooftop units costs. Electric due to deterioration during the past $33,189.00, 1•j 15 years. The average life span of Water Z commercial HVAC units are 10-15 $7,215.00, Parks M years. The facility back-up generator Sewer Rn.rnion �� DPS West has mechanical issues and is need of $2,405.00 and Reconfiguration replacement as well. The bay doors gas$13,000.00 M GF9 are in need of replacement to reduce s $300,000 ,, , $- $- $300,000 $6,100,000 annually. Community SPIN#6 n (CCPD a Fund the maintenance costs in refinishing Current Facilities ry O the current heavy wooden doors and maintenance Q also to improve functionality. Bi-fold costs are Pl X front doors will allow for faster $18,900.00 response times out of the station which should '. and allow the doors to be manually significantly opened in the event of a catastrophic - decrease for power failure. The current wooden several years doors are very difficult to manually after new open in the event of a power outage configuration and would negatively effect DPS response times.The DPS West Reconfiguration will increase the size of the community/training room currently being utilized by the Office of Traffic Management and ultimately the community/training room. The reconfiguration will also include;replacement of bay doors facing Southlake Boulevard, expansion of the dayroom/kitchen, replacement of HVAC units, replacement of the facility's backup generator,and an improvement to the interior finishes as suggested by ^r' the engineer. :R. W Description Project's -, of Annual Impact to u Aunt,. # Project Name Description Total Prior FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Beyond/ Total F'2016 Impact on Annual flan SPIN Funding Unfunded Cumulative Operating O ratio Ref rcoce NcigIA. per,ung pe g Budget Budget Funding is requested for the engineering design and construction of an approximate sixty foot iconic entry tower located in Town Square Impact Urban in the McPherson Park/SH 114 consists of Design area. The Wayfinding Committee maintenance Master Tower Entry feature in conjunction with City staff costs and Plan/ P I0 at Town Square and and professional architects have $010,000 , $- 9 0- $400,000 90,500,000 landscape Wayfinding SPIN#8 . SH 114 developed concepts for the entry maintenance Sign feature. Funding will be used to around the System F engineer/design the final selected base of the Plan-W6 tower concept. The remainder of structure. -Tier I the funding will be used to construct - the tower. The tower will also be illuminated. Funding is requested for the engineering design,right of way acquisition,testing,and construction of the southbound lanes along North Cms' White Chapel Boulevard from SH r 114 to the north property line of i K Carillon. Construction includes excavation,storm sewer,and street .y V1 - paving,as well as 5 street lights, 10 street and handling signs,sod 0 O North White Chapel and irrigation for the medians and II Mobility Boulevard Widening right of way areas.Per the Carillon Master xGFl l from SH 114 to 380 Agreement passed on August $250,000 5- $800,000 $ = $1,050,000 So,500,000 Plan- SPIN#3 I� L•" north property line of 17,2010 as Resolution 10-014,the MT9- Carillon City is committed to 100 percent Tier 2 ill I participation for the construction M of the western southbound lanes of CI North White Chapel Boulevard.The isi, y City shall pay actual construction O �J y costs currently estimated at$475,187. a The City is also committed to /'` 50 percent participation for the v construction of the eastern lanes of / North White Chapel Boulevard in an amount not to exceed$320,692. m �y Funding is requested for the L ' ' engineering design,right of way North White acquisition,testing,and construction to widen North White Chapel H Boulevard Mobility r^ Widening from Boulevard to four lanes divided with Master V I a median from Carillon to the North GF12 the north property White Chapel @ Dove roundabout. $350,000 $- $500,000 $1,000,000 $ $ $ $1,850,000 50,500,000 Plan- SPIN#3 line of Carillon to T9 M - Z Dove/White Chapel This segment would complete the Tier 2 Roundabout widening of North White Chapel Boulevard from SH 114 to Dave r', Road to its ultimate pavementv section. rp" /, S J m /- p re 4111) C.) i x — Description Project's Total Prior Beyond/ FY 2016 of Annual Impact to Comp. SPIN J rojectName Description Funding FY2016 FY2017 FY2018 FY2019 FY2020 Unfunded ZotalCumulative Impacton Annual Plan Neighb. Operating Operating Reference Budget Budgct General funding is required for the construction of sidewalks at variouslocations recommended by staffvia the Master Pathways Plan and �--��approved by City Council as part I 1of the annual sidewalk priority list. Providing sidewalks for pedestriany-wide Pathway safety by keeping foot traffic off City $4,176,000 $- $400,000 $400,000 $400,000 $400000 5- $5,776,000 $6,500,000 $- SL2030 City-wideprovements streets is an item identified as a city- ' wide gap issue. Eighty-seven percent of respondents of the 2013 Citizen Satisfaction Survey listed providing Hpedestrian pathways as important.Sixty-six percent responded they are satisfied with the job the City isdoing to provide sidewalks. lFunding is requested for the Jengineering design and construction of the intersection improvements atFM 1709 and Pearson Lane.This 0will be a joint project with the City of Keller per the terms outlined in the interlocal agreement. Southlakes Mobility rx 1709and portion will include utility relocations Master arson aneofa 20-inch waterline.Keller will also $490,000 $- $- $500,000 $500,000 $- $- $1,490,000 $6,500,000 $- Plan- SPIN#11 ersection be responsible for utility relocations MT20provementson ther side of the road and for -Tier 1the right of way acquisition.This project includes the construction of deceleration lanes.Any urban design features for this entryway will be considered for funding from alternate funding sources. Funding is requested for engineering na Rucker design,purchase of land,and Mobilitynnector from construction to complete the Zeno Mastercan Creek Offices Rucker Road connector over the $- $4. $- $500,000 $1,000,000 $- $- $1,500,000 $6,500,000 $- plan SPIN#9 t to Tower creek from the existing terminus MT29 ulevard at Pecan Creek Offices eastward to Tower Boulevard. Funding is requested for theengineering design and constructionof a roadway connector acrossthe McPherson Branch drainagecPherson Branch improvements.This roadway $- $- $_ $500,000 5- 5- $- $500,000 $u,500,000 $- SPI".adway Connector connector will run parallel to FM1709 and connect the existing Krogerand Toys R Us shopping centers.Participation by the property ownerswill be required., 40/ / r Description Project's '11aa1 fri , Beyond/ FY 2016 of Annual Impact to Comp. SPIN Fund Pi o i,,I\amc Description P li FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Unfunded Total Cumulative Impact on Annual Plan Ncighb. Operating Operating Reference Budget Budget ,,-.-. Funding for the design and construction of a roundabout at Continental the Continental Boulevard and • Peytonville Avenue intersection.The Mobility Boulevard and Annual costs funding request includes drainage Master South Peytonville ` for landscape tlR17 improvements. Funding does not 5- 5- $- $500,000 $1,000,000 $175,000 $1,675,000 $6,500,000 maintenance $5,000 Plan- SPIN#10 Avenue Intersection and irrigation include burying of the utilities. MT3- Improvements (Roundabout) Funds in the amount of$175,000 are Tier 2 requested by Community Services for41111 the landscaping,irrigation,electrical work,and art for the roundabout. Funding is requested for right of r! way,new traffic signal sign,mast Q arms,right turn lane,and preliminary h7 engineering alignment study of the intersection of FM 1938 at Q FM 1938 at West West Continental Boulevard The Mobility ►--1 C Continental engineering study will identify future Master SPIN#3, P- GF18 Boulevard right of way needs in order to design $- 5- S- 5- $1,000,000 5- 5- $1,000,000 S03uu.ran, 5- Plan- #10& l•—•—"' rx Intersection and construct future improvements to MT25 #11 r" Improvements handle the increased traffic volumes -Tier 3 on FM 1938 due to the connection to SH 114 as well as to alleviate current rrl _ traffic... backups during peak hours on �.�y n west bound Continental Boulevard Q at FM 1938. V 71 J Funding is requested to install streetAi, lights along the entire 5 mile length m of the FM 1709 corridor.To meet the American Association of State Mobility Highway and Transportation Officials SPIN#8, J FM 1/09 Street (AASHTO)standards,a street light - #7,#9, ,11`1' General Monthly _. Master 1 , $- $ $- $500,000 $1,000,000 $- $1,500,000 86,500 000 electricity $33,000 Plan- r ^ Lighting Project is required every 200 feet on both costs. mT37 #6,#10, V I sides of the corridor.This request #11 is for approximately 280-40 foot -Tier 3 -J tall poles with high pressure sodium (HPS)lights and required foundation conduit. n ........ U „_ r e C..), r) , _._ to n IDescription Project's .S' Total Prior Beyond/ FY 2016 of Annual Impact to Comp. SPIN Project Name Description Funding FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Unfunded Total Cumulative Impact on Annual Plan N<ighb. Operating Operating Reference Budget Budget SV Funding is requested for the design and construction of a roadway connector parallel to FM 1709.The roadway connector will allow Bank T Street to tie into Commerce Street 1 which has an existing traffic signal at FM 1709.This project will also include the installation of a segment !"n of an 8-inch waterline to loop the system.Funding is needed for the MobilityL purchase of the piece of property at nk Street 565 Commerce Street in order to Master H ^ onnector construct the connector through $130,000 $- $- $- $500,000 $1,500,000 $1,000,000 $3,130,000 $6,500,000 $- - Plan- SPIN#8V ) this parcel.This project is necessary TTf2Ibecause the DFW Connector• prevents westbound FM 1709 access, from Bank Street.Commuters would /.J have to turn right,heading eastbound and then turn around in Grapevineto head west into Southlake.Thisproject is critical for business retention as it will prevent existingCbusinesses on Bank Street fromrelocating due to inaccessibility.uth Village Center Funding is requested for design andoadway Connector construction of the remainder of theom west property Village Center Connector from the $- $- $- $- 0- $- $1,500,000 $1,500,000 $6,500,000 $- SPIN=e of Kimball Oaks west property line of Kimball Oaks to Southwood Way Southwood Way.Funding is requested for the rightof way acquisition,design andouth Village Center construction of a 2-lane undivided MasteMobilitoadway Conne me connector(37-foot paved surface;60- r om Kimball Avenue foot C2U as identified on the City's $- $- $- $- $- 9- $750,000 $750,000 $6,500,000 $- Plan- SPIN#8 Nolen Drive Mobility&Thoroughfare Master MTI7 40Plan)to allow Georgetown Park -Tier 3 vehicular access to the traffic signal atNolen Drive&FM 1709.Funding is requested for theirkwood Boulevard engineering design,and construction Mobilitonnector from of a connector for Kirkwoodasterarillon Phase 5 Boulevard from the Carillon Phase 5 $- 55,000,000 55,000,000 $6,500,000 $- PSPIN#3 erminus to the terminus to the Highland/Kirkwood $Iig nd/Kirkwood intersection.This project will requireTier 3 ntersection the construction of a bridge across theHood plain./ I I / Description Project's Total Prior Beyond/ FY 2016 of Annual Impact to Comp. SPIN #, Fund Pioiiii Name Description Funding FY2016 FY2017 FY 2018 FY2019 FY2020 Unfunded Total Cumulative Impact on Annual Plan Neighb. i Operating Operating Reference Bodge Budget - Brumlow Avenue Funding is requested for the future Mobility Widening from widening of Brumlow Avenue from Master SPIN#8 (11,21 1P2ine Continental Boulevard to SH 26 $600,000 $- 5- $- 6- 6- $3,500,000 $4 100 000 $6,500,000 Plan- $ Continental to its ultimate pavement section • MT14 	 Boulevard to SH 26 (4-lanes divided). -Tier 3 It—... • Upon connection of Kirkwood Boulevard nneto North Carroll Avenue, the vehicle trips along North North Carroll Carroll Avenue near the SH 114 General F Avenue Widening intersection will increase significantly. $ 6- 5- $ $- $1,000,000 $1,000,000 $6,500 000 $- SPIN#3 from SH114 to The widening of these streets or r' Highland Street the construction of intersection i i i' ' may be warranted as Oa result.Therefore,this project has been identified in the CIP. `7 Q 0-1Z r _ Funding is requested for the widening Mobilil MSouth Carroll of Carroll Avenue from Breeze Way Mastery G P.', Germ' 1709(adjacent SPIN#8 u Avenue Widening to just south of FM $- $- $- 5- $ Si- $2,000,000 $2,000,000 $6,500,OUn $- Plan- o from Breeze Way to to the Shops of Southlake)to its &89 0 FM 1709 ultimate pavement section(4 lanes MT13 divided). -Tier 3 m This project is recommended to be an improvement to local traffic volumes C'I" at the intersections of North Carroll Avenue and Kimball Avenue with NEW-SH 114 the eastbound SH 114 frontage road. This project calls for the removal 0- Cil I H i,I. Eastbound Ramp• Reversals and reconstruction of the exit and $- $- $- 5- $ $- S l.uuu uuu $t,uuu ilii $$,,,$00,57,i,,$,,,$00,57,i, y-wi<< entrance ramps to SH 114 main lanes from the eastbound frontage road. By `7 reversing the ramps,traffic volumes from the two above mentionedeell intersections will be reduced. ^^ O �J Subtotals General Fund: $19,350,000 $6,500,000 $4,575,(0111 $5,100,000 $5,35(1,(881 $4,850,000 $17,925,000 $63,6511,101 $ $46,500 'S %.,. (-)1/ z'-'1'.'' ).'"'„„,, CAPITAL IMPROVEMENTS PROGRAM General Fund City of Southlake FY 2016 CIP Project Status Form FM 1709 Deceleration Lanes at Byron Nelson & Southridge Lakas DEPARTMENT: Public Works PROJECT _– • LOCATION: Along FM1709 at Byron Nelson and at Southridge Lakes PROJECT TIMELINE: Oct 2015 to Oct 2017x.-. DESCRIPTION: _iouthridgkpkes Funding is requested to construct deceleration lanes along FM 1709 at Byron 4 FN I;09 Nelson and Southridge Lakes.This project will also require the relocation of a City Y- i _ 20-inch waterline at the Southridge Lakes location.as well as landscaping cT _ modifications. A. ' Blvd JUSTIFICATION: • Travel flow on Southlake Blvd.is impeded by motorists turning right onto Southridge i Lakes Parkway and Byron Nelson Blvd. [X New Request r Continuation Project r Joint Use Mandated/ Replacement/Major community Need n Public Health/ r Rehab or Protection Rc Service Safety of Capital Stock Enhancement rsz Compliant with 2030 Comprehensive Plan Element? — List(incl ref#): Mobility MT-42 Tier 2 ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: I— COMPANION PROJECT? If yes,please explain: If not funded,traffic will continue to back up on Southlake Blvd due to motorists turning right onto Southridge Lakes Parkway and Byron Nelson Blvd. NA r REVENUE GENERATING? If yes,please explain: STRATEGIC FOCUS AREA: Mobility, Infrastructure,Safety&Security N/A FUND: General Fund EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 0 250 250 LAND TESTING CONSTRUCTION 500 500 OTHER TOTAL 0 250 500 750 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND 0 250 500 750 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 0 250 500 750 -_\ 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 CAPITAL IMPROVEMENTS PROGRAM General Fund City of Southlake FY 2016 CIP Project Status Form I FM 1709 at Southlake Marketplace Improvements and Signalization DEPARTMENT: Public Works PROJECT if". .fora^. t 1 LOCATION: FM 1709 and Davis Blvd. .,�v�. w AQ PROJECT TIMELINE: Oct.2014 to Dec.2016 a. 4 -- -�/"� ' . DESCRIPTION: % r�'� .s��' Funding is requested to construct improvements into the Southlake Marketplace ' i�- plaza located at the southeast corner of FM 1709 and Davis Boulevard.These , "ie 'r .t.:,_ iic V *' y�r` `� improvements include closing two existing driveways into Southlake Marketplace r?` �•a - s along FM 1709,constructing two new wider driveways with deceleration lanes. y;� K`S . , ++ cil + relocating utilities,installing a signal on FM 1709 and constructing median ; ' ,. q q •+, �# modifications. f nor .2 4, ,. ' JUSTIFICATION: ! —•� '_ FY 2016 funding request is for utility relocations and TxDOT administrative — costs.This project is needed in order to provide better public access to the shopping r New Request Ix Continuation Project F Joint Use center which currently has very limited access.This project is contingent upon an Mandated/ Replacement/Major agreement with Dunhill Partners and Walmart for cost sharing. p 1 Community Need I- Public Health/ r Rehab or Protection IR Service Safety of Capital Stock Enhancement Compliant with 2030 Comprehensive Plan Element? List(incl ref#): Mobility Master Plan-MT23 ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: r COMPANION PROJECT? If yes,please explain: Southlake Marketplace business traffic and retail sales may be negatively impacted. N/A REVENUE GENERATING? If yes,please explain: STRATEGIC FOCUS AREA: Mobility,Partnerships Improving access will improve retail sales tax. FUND: General EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 100 100 LAND TESTING CONSTRUCTION 600 300 900 OTHER TOTAL 700 300 1,000 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS 2 2 2 2 2 10 PERSONNEL COSTS TOTAL 2 2 2 2 2 10 FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND 700 300 1,000 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND \..\ TOTAL 700 300 1,000 \` CCPD: CRIME CONTROL 8.PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND 362 Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 WWW.CITYOFSOUTHLAKE.COM 1-APITAL IMPROVEMENTS PROGRAM General Fund City of Southlake FY 2016 CIP Project Status Form 1 Street Rehabilitation Required by Pavement Management Application DEPARTMENT: Publ c Works j j PROJECT 0'..: '1-'' '"--:-=1,k%- LOCATION: Citywide - ' PROJECT TIMELINE: Oct.2015 to Sept.2016 'r ,= i --"` DESCRIPTION: ' V 2 General funding is required for city-•vide pavement rehabilitation as recommended —Jg `.p by the Pavement Management Application(PMA),an infrastructure management ,; r.t- Y software designed by Stantec. The Pavement Management System grades the k' streets and recommends pavement rehabilitation andprioritizes the needs.The — a � j software generates a pavement quality report which is eld verified. 4l=rte ae ri *.'*- JUSTIFICATION: x J,"'„,_ "* o The Pavement Quality Index(P01)Benchmark for the City's roadway infrastructure , ' `` :at •...cif', (a' • is 7.8.Currently.the average measured PQI exceeds this threshold and is on r New Request r Continuation Project r Joint Use average 8.2.In the 2013 Citizen Satisfaction Survey.99 percent of respondents Mandated/ Replacement I listed maintaininglocal streets and roads as important and 87percent respondedP MajorCommunity Need P P r Public Health/ � Rehab or Protection Ix Service they are satisfied with the job the City is doing to maintain local streets. Safety of Capital Stock Enhancement Compliant with 2030 Comprehensive Plan Element? r List(incl ref#): Mobility Master Plan G3-03.1 ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: ✓ COMPANION PROJECT? If yes,please explain: Not funding the Pavement Management Program may result in decreased citizen satisfaction. N/A ✓ REVENUE GENERATING? If yes.please explain: STRATEGIC FOCUS AREA: Mob I ty. Infrastructure NA FUND: General EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING 8 DESIGN LAND TESTING CONSTRUCTION 9,854 900 800 800 800 800 13,954 OTHER TOTAL 9,854 900 800 800 800 800 13,954 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND 9,854 900 800 800 800 800 13,954 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA '. HOTEL OCCUPANCY TAX FUND \\ TOTAL 9,854 900 800 800 800 800 13,954 CCPD: CRIME CONTROL&PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS. STORMWATER UTILITY CYST M FUND (------'''''N Funding is represented in thousands of dollars(OOOs). Example: 3,776=$3,776,000 363 WWW.CITYOFSOUTHLAKE.COM � _ J CAPITAL IMPROVEMENTS PROGRAM General Fund City of Southlake FY 2016 CIP Project Status Form A. Kirkwood Boulevard Widening from Stockton Dr. to Tyler St. DEPARTMENT: Public Works , PROJECT - -�': f LOCATION: Along Kirkwood Blvd.from Stockton Dr.to Tyler St. ' \ f -\ ..\- PROJECT TIMELINE: June 2015 to Dec 2017 ""ti DESCRIPTION: `i. i�" Funding is requested for the engineering design.right of way acquisition,testing, --. i 4 and construction of the widening of Kirkwood Boulevard from Stockton Drive to c.;':-- # Tyler Street.This portion of the road is included in the Mobility and Thoroughfare '` it Master Plan.The City will be acquiring the portion of Kirkwood Boulevard from T.W. ..e pi ‘ ' -. King Road to Tyler Street as a public street. � �� - \IISal ,, _a _ JUSTIFICATION: �' t''i The widening of Kirkwood Boulevard will increase mobility in the northern portion of - \ . the City.The Mobility and Master Thoroughfare Plan also includes extending r New Request Continuation Project r Joint Use Kirkwood Blvd.from Dove Rd.to Highland St. Mandated/ Replacement/Major Community Need/ I— Public Health/ r Rehab or Protection IR service Safety of Capital Stock Enhancement Iv Compliant with 2030 Comprehensive Plan Element? List(incl ref#): Mobility Master Plan-MT6 ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: ✓ COMPANION PROJECT? If yes.please explain: Mobility will not be improved in the northern part of the city. N/A ✓ REVENUE GENERATING? If yes.please explain: STRATEGIC FOCUS AREA: Mobility,Infrastructure N/A FUND: General.RIF SA1 EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 300 300 LAND TESTING 20 20 CONSTRUCTION 980 980 OTHER TOTAL 300 1,000 1,300 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS 65 65 PERSONNEL COSTS TOTAL 65 65 FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND 300 800 175 1,275 UTILITY FUND ROADWAY IMPACT FEE FUND 200 200 WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC \ PARK DEDICATION FEE FUND \ RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 300 1000 175 1,475 CCPD: CRIME CONTROL&PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS. STORMWATER UTILITY SYSTEM FUND 364 I Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 WWW.CITYOFSOUTHLAKE.COM J CAPITAL IMPROVEMENTS PROGRAM General Fund City of Southlake FY 2016 CIP Project Status Form I Street Rehabilitation Participation Program (Joint Project with Tarrant County) DEPARTMENT: Public Works m'3 it '�--> PROJECT ' f i p. ,A i LOCATION: TBD k rya r 11 PROJECT TIMELINE: May 2016 to Sept.2016 �, , DESCRIPTION: • :4 y - General funding for rehabilitation of arterial streets in partnership with Tarrant g, County. Southlake funds the cost of materials and Tarrant County provides labor • • *w"sr- t. and equipment. This is an annual joint program.In the 2013 Citizen Satisfaction ) n s' '. baa Survey,99 percent of respondents of cited maintaining local streets and roads as et ��.t ' .G important. tg� d�i'�M �' h�� ' ;_, ' r , , ,,, JUSTIFICATION: r `= a u_►- This is a cost savings to the City of Southlake.Southlake funds the cost of materials n. —f 01 and Tarrant County provides labor and equipment.99%of respondents of the 2013 r Ne". Request r Continuation Project r Joint Use Citizen Survey cited maintaining local streets and roads as important. Mandated/ Replacement/Major Community Need• r Public Health/ F( Rehab or Protection IR service Safety of Capital Stock Enhancement Compliant with 2030 Comprehensive Plan Element? r List(incl ref#): Mobility Master Plan-G3-03.1 ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: r COMPANION PROJECT? If yes.please explain: The City would lose Tarrant County's participation N/A REVENUE GENERATING? If yes,please explain: * STRATEGIC FOCUS AREA: Infrastructure.Partnership Cost sav ngs. FUND: General EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING 8,DESIGN LAND TESTING CONSTRUCTION 1,800 150 150 150 150 150 2,550 OTHER TOTAL 1,800 150 150 150 150 150 2,550 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND 1,800 150 150 150 150 150 2,550 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA t HOTEL OCCUPANCY TAX FUND !! TOTAL 1,800 150 150 150 150 150 2,550 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 t 365 WWW.CITYOFSOUTHLAKE.COM ,\ CAPITAL IMPROVEMENTS PROGRAM General Fund City of Southlake FY 2016 CIP Project Status Form SH 114 Bridges Re-painting DEPARTMENT: Public Works e t PROJECT LOCATION: SH 114 at N.White Chapel Blvd..Dove Rd..and Kimball Ave. , `i . 1 �, PROJECT TIMELINE: Oct.2015 to Dec.2016 �`_ _:',:r.";-7.111—:,-'4:1,11,1 1- 1 �� DESCRIPTION: 1711141:*" � rl. v �— . Funding is requested to repaint the SH 114 grade separated bridge structures at North White Chapel Boulevard,Dove Road and Kimball Avenue These bridges will }`+.. I be repainted to match the other DFW connector budges,the Carroll Avenue bridge —,1-1 _� I f•1 •II_ and the SH 114 Texas Turn Around. The existing paint is the original paint and is I tv.., _ faded and peeling. a u \w - '_ h I � I JUSTIFICATION: o; i y s 4 „cr ir 1 itis- : The existing paint on the bridge structures is the original paint,and is faded and peeling. I New Request r Continuation Project r Joint Use Mandated/ Replacement/Major Community Need r Public Health/ r Rehab or Protection r service Safety of Capital Stock Enhancement Compliant with 2030 Comprehensive Plan Element? List(incl ref#): Urban Design Plan-UD20 ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: r COMPANION PROJECT? If yes.please explain: The existing paint will continue to fade and deteriorate. N/A I— REVENUE GENERATING? If yes.please explain: STRATEGIC FOCUS AREA: Infrastructure0 N/A FUND: General EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING 8 DESIGN LAND TESTING I CONSTRUCTION 600 600 OTHER TOTAL 600 600 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS I TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND 600 600 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 600 600 CCPD: CRIME CONTROL&PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS STORMWATER UTILITY SYSTEM FUND 366 Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 WWW.CITYOFSOUTHLAKE.COM J CAPITAL IMPROVEMENTS PROGRAM General Fund City of Southlake FY 2016 CIP Project Status Form Southlake Hills Church Sidewalk Retaining Wall DEPARTMENT: Public Works , PROJECT LOCATION: The Hills Church property adjacent to FM 1709 't PROJECT TIMELINE: Oct.2015 to Dec.2016 DESCRIPTION: Funding is requested to construct a sidewalk retaining wall at the Hills Church property adjacent to FM 1709 As part of this project.the City will also need to Wim«ttekew • reconstruct a large portion of the parking lot due to changes in grade of the drive\;vay in order to be in compliance with the Texas Architectural Barriers Act. I JUSTIFICATION: This project will improve the aesthetics of the corridor.The retaining wall was not included in the FM 1709 sidewalk project because it is outside of the public right of r New Request r Continuation Project r Joint Use way Mandated/ Replacement/Major Community Need r Public Health/ r Rehab or Protection r Ser vice Safety of Capital Stock Enhancement Compliant with 2030 Comprehensive Plan Element? r List(incl ref#): Mobility Master Plan-M4 ALTERNATIVES I IMPACTS IF PROJECT IS NOT FUNDED: r COMPANION PROJECT? If yes.please explain: Steep grade. N/A r REVENUE GENERATING? If yes.please explain: STRATEGIC FOCUS AREA: Infrastructure N/A FUND: General EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN LAND TESTING CONSTRUCTION 300 300 OTHER TOTAL 300 300 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND 300 300 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA \ HOTEL OCCUPANCY TAX FUND \�\ TOTAL 300 300 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 CAPITAL IMPROVEMENTS PROGRAM General Fund City of Southlake FY 2016 CIP Project Status Form 1 Municipal Service Centr DEPARTMENT: Public Works PROJECT LOCATION: 1950 E.Continental Blvd. ,c PROJECT TIMELINE: Oct.2014 to Sept.2018 r i • � . qty cs" 7 DESCRIPTION: ii Funding is requested for the architectural design,engineering and construction of a future new Municipal Service Center.The City is currently contracted with an r rc.a • A architectural firm to conduct a needs assessment for a future Municipal Service t Center.Future funds are requested for the development of a new Municipal Service yr'mi . i Center per the 2030 Master Plan. r 1i - JUSTIFICATION: - The current facility is inadequate and undersized for the various divisions operating - out of the facility including Streets&Drainage,Water,Wastewater.and r New Request R Continuation Project r Joint Use Environmental.Future funds are requested for the development of a new Municipal Mandated/ Replacement/Major Service Center per the 2030 Master Plan. P 1 Community Need r Public Health/ )( Rehab or Protection �( service Safety of Capital Stock Enhancement Kr, Compliant with 2030 Comprehensive Plan Element? List(incl ref#): Parks Rec&Open Space/Community Facility ALTERNATIVES!IMPACTS IF PROJECT IS NOT FUNDED: ✓ COMPANION PROJECT? If yes,please explain: The current building,bay area and parking lot are undersized for the day to day operations of the Municipal Service Center. N/A ✓ REVENUE GENERATING? If yes,please explain: STRATEGIC FOCUS AREA: Infrastructure,Performance Management N/A FUND: General,Utility EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 250 250 LAND TESTING CONSTRUCTION 700 2,500 2,500 2,500 8,200 OTHER TOTAL 950 2,500 2,500 2,500 8,450 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND 700 2,500 1,250 1,250 5,700 UTILITY FUND 250 1,250 1,250 2,750 ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA N"--..„,,,,., HOTEL OCCUPANCY TAX FUND \ TOTAL 950 2,500 2,500 2,500 8,450 \ CCPD: CRIME CONTROL 8 PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND \\ 368 Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 l WWW.CITYOFSOUTHLAKE.COM J CAPITAL IMPROVEMENTS PROGRAM General Fund City of Southlake FY 2016 CIP Project Status Form DPS West Reconfiguration DEPARTMENT: Fire 'xrj PROJECT LOCATION: 2201 W Southlake Blvd b.y PROJECT TIMELINE: 2015 to 2016 DESCRIPTION: Funding is requested for the costs associated with the reconfiguration of the DPS West Facility.The DPS West Facility.originally constructed in 2001,has seen .** $_. ,, _„E, a11tac_ , significant foundation movement that has caused a large amount of cosmetic and - maintenance issues. JUSTIFICATION: The DPS West Reconfiguration will increase the size of the community/training room currently being utilized by the Office of Traffic Management and ultimately the r New Request r Continuation Project r Joint Use community/training room. The reconfiguration will also include;replacement of bay Mandated/ Replacement/Major Community Need; doors facing Southlake Boulevard,expansion of the dayroom/kitchen,replacement E Public Health/ V Rehab or Protection r Service of HVAC units.replacement of the facility's backup generator,and an improvement Safety of Capital Stock Enhancement to the interior finishes as suggested by the engineer. r Compliant with 2030 Comprehensive Plan Element? List(incl ref#): ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: ✓ COMPANION PROJECT? If yes,please explain: Original project has already been approved and funded in 2013 but the cost did not include all necessary repairs due to foundation and HVAC issues E REVENUE GENERATING? If yes,please explain: STRATEGIC FOCUS AREA: Infrastructure FUND: CCPD/General Fund EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN LAND TESTING CONSTRUCTION 1,000 1,500 0 0 0 0 0 2,500 OTHER TOTAL 1,000 1,500 0 0 0 0 0 2,500 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL _ FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND 300 300 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD 2,200 2,200 SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 2,500 2,500 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=$3,776,000 369 WWW.CITYOFSOUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAM General Fund City of Southlake FY 2016 CIP Project Status Form Tower Entry feature at Town Square and SH 114 DEPARTMENT: Planning and Development Services PROJECT LOCATION: Town Square-McPherson Park/SH 114 area PROJECT TIMELINE: FY 2016 to FY 2017 DESCRIPTION: 0.I Funding is requested for the engineering design and construction of an approximate sixty foot iconic entry tower located in Town Square in the McPherson Park/SH 114 area. The Wayfinding Committee in conjunction with City staff and professional architects have developed concepts for the entry feature. Funding will be used to engineer/design the final selected tower concept. The remainder of the funding will be used to construct the tower. The tower will also be illuminated. JUSTIFICATION: • L The design and construction of the entry tower in Town Square is a recommendation of the Southlake 2030 Major Corridors Urban Design Plan(p.54- I New Request r Continuation Project r Joint Use Recommendation#5)and the Southlake 2030Wayfinding Sign System Plan(p.57- Mandated/ Replacement/Major P 1 Community Need/ W6). r Public Health/ r Rehab or Protection r Service Safety of Capital Stock Enhancement Compliant with 2030 Comprehensive Plan Element? List(incl ref#): Urban Design Plan(p.54-#5) ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: E COMPANION PROJECT? If yes.please explain: None E REVENUE GENERATING? If yes.please explain: STRATEGIC FOCUS AREA: Qual ty Development FUND: General Fund EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 40 40 LAND TESTING CONSTRUCTION 360 360 OTHER TOTAL 400 400 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS 2 2 2 2 8 PERSONNEL COSTS TOTAL 2 2 2 2 8 FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND 400 400 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 400 400 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=$3,776,000 370 WWW.CITYOFSOUTHLAKE.COM 1 TAF IMPROVEMENTS PROGRAM Utility Fund UTILITY FUND WINICCITYOFSOUTHLAKE.COM 0) Description Project's -'' of Annual Impact to Comp. # Pro'et Name Description Total Prior FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Beyond/ Total FY 2016 Ln nn on Annual Plan SPIN Je P Funding llofunded Cumulative Operating Operating Reference Neighb. 1/4 Budget Budget Funding is requested for the repainting of Pearson Ground Storage Tank(GST)#1 interior and Pearson GST#2 exterior.The interior of GST#1 has begun to show signs of pitting in the steel,and the exterior Water System of GST#2 has oxidized.The existing Improvements- coatings are the original coatings that Repainting Interior were installed at the time of tank L1F'I tility Fu of Pearson Ground construction in 1999.This is the $1,000000 Storage Tank#1 and inverse project to the January 2008 $150,000 $- S- 5- $- $- $1,150,000 SI s0,000 $- N/A SPIN#11 Repainting Exterior painting of the west tank exterior of Pearson Ground and the east tank interior.FY 2016 _ Storage Tank#2 funding is requested to cover the expenses of a forthcoming change order on GST#2 to improve the • adherence of the paint to the exterior tank surface.The change order for GST#1 was approved by City ^ Council on March 17,2015. l J y OFunding is requested for the O Sewer Line(15-inch) engineering design and construction H in Basin N-12 and to replace the existing 12-inch, y N-12a(Crosses 10-inch,and 8-inch Interceptor lines SH 114 to serve with a 15-inch line and a 10-inch _ t—' 111. Milner Tract,Forest line in Basin N-12 and N-12a along $ 700,000 51,2uo,( o $- c SL n w,ou�i q�s0,00u 5- >YIA-; Park Hospital, Dove Creek South of Hwy 114.This .. Summerplace and sewer line crosses SH114 to serve the Ill Chapel Downs) Milner Tract,Forest Park Hospital, nSummerplace and Chapel Downs. `7 O �7 ► T. m Funding is requested for the architectural design,engineering and construction of a future new Municipal Service Center.The m City is currently contracted with an Some increase Parks, architectural firm to conduct a needs Proration in building assessment for a future Municipal &Open Municipal Service maintenance Service Center.Future funds are $- $1,250,000 $1,250,000 $ $- $ $2,750,000 $850,000 and utilities j TBD Spacel. SPIN#8 U) l P t Uri Center(General $250,000 requested for the development of a (:cxmuwury Fund Companion) due to inereas new Municipal Service Center per Facilities the 2030 Master Plan.The current in square Master facility is inadequate and undersized footage. Ran for the various divisions operating /'` out of the facility including Streets v &Drainage,Water,Wastewater,and Environmental. ��,',,�''JJ X / a ' 41 Description Project's SS., Tonal Prior Beyond/ FY 2016 of Annual Impact to Comp. SPIN !`� # Project Name DescriptionFY 2017 FY 2018 FY 2019 FY 2020 Total Impact on Annual Plan l Funding Unfunded Cumulative Neighb. Operating Operating Reference Budget Budget ..l Funding is requested for the 7✓ engineering design and construction r I of a security perimeter fence,gate, .°. and and roadway for Bicentennial Water `. Tower.The security peritneter fence r-- will be constructed to match the I W-Bicentennial existing fence on the north property ter Tower line This water tower is the only one $250,000 $- $- $- $- $250,000 $850,000 N/A SPIN#7 rimeter Security that is not completely enclosed,andANNnce and Roadway secured With the improvements toBicentennial Park and[he openingof the Marq,the City anticipates many snore visitors to the park.This further increases the need to secure I the water tower from access by the public. WaterQnch Waterline System 1.. i p system from Funding is requested to loop the OP to $- $150,000 $- $- A $- $150,000 $850,000 $- SPIN#8eet Plan-Tier2-#l0 Water Oinch Waterline Funding is requested to loop the System p system fromnt Wood Lane to system from Bent Wood Lane to $ $150,000 $- A- $- $- $150,000 $850,000 $ Master TBD nby Lane Ownby Lane. P2n11rI" Water inch Waterline Funding is requested to loop the tem p system from a Ysysmfr0000x Glen Court to $- $200,000 $- $- $- $- $200,000 $850,000 $.- Master TBD venaux Court to Plan-Tier untryside Court. Court. 2-12 Funding is requested to repaint thepainting of the Miron elevated storage tank(EST).non Elevated or. The paint on the water tower is the $- $750,000 $- $- $- $- $750,000 $850,000 $- N/A SPIN#8 e Tank original paint that was painted on in 1999 and is beginning to oxidize. hw , 4j /f Description Project's —' of Annual Impact to il Comp. Total Prior Beyond/ FY 2016 SPIN # Fund Project Name Description FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total Impact on Annual Plan Funding Unfunded Cumulative Neighb. Operating Operating Reference Budget Budget 8-inch Waterline Water loop system along Funding is requested to loop the System UPS, j Bob Jones Road system along Bob Jones Road to $- $- $300,000 5- 5- 5- 5- $300,00u $850,000 Master SPIN#1 to Walnut Drive/ Walnut Drive/Brooks Court. Plan-Tier Brooks Court 2-#14 Funding is requested for construction I2-inch Waterline of 12-inch waterline along Kirkwood along Kirkwood Boulevard(formerly Highland Boulevard(also Street) from Carroll Avenue to Water known az East Street This project scope System SPIN#3 UF10 has changed from the Southlake $- S- $200,000 5- 8- 5- 0- 3'uo,uuu $830,000 Master Highland Street) &4 n from North Carroll 2030 Water Master plan due to the Plan-Tier r Avenue to Highland construction of Kirkwood Boulevard 2-#15 r- AAvenue and the reconfiguration of the street 1/ ►� system.Upsizing to a 12-inch will 0 improve service to the local residents. 71 o ZLl'.-' r- '''' y _ 12-inch Waterline Water along North Funding is requested for a 12-inch System Ch Peytonville from waterline along North Peytonville SPIN#5 UN I l Concho Court to Avenue from Concho Court to $ $- 0450,000 0- 0 $- 5- $,un,ou0 $850,000 - Muter &6 OSouthridge Lakes Southridge Lakes Parkway Plan-Tier 4, Parkway 2-#17 0 m Funding is requested for a 12-inch Waterline along Shady Oaks Drive m from Fox Glen to West Dove Road. This project is a companion to 12- inch waterline along Shady Oaks from 12-inch Waterline Water 1 Highland Street to Fox Glenn(Phase ^ along Shady Oaks System Cf)V , UF12 Drive from Fox Glen n'Phase II is the continuation to the $ S- $400,000 $600,000 0 0 0 $1,000,000 $850,000 Master SPIN#5 north from Fox Glenn to West Dove to West Dove Road Plan-Tier (Phase II) Road.This project is a Southlake 2-#18 2030 Water Master Plan Tier 2 item. Please note cost estimates in the 2030 Water System Analysis have been V adjusted to indude engineering design k- -....ii surveying. ,..... n ,..., A /.11 _ or t ril , -, x -H Description Project's ;:)..„ Total Prior Beyond/ FY 2016 of Annual Impact to Comp. SPIN r" Fund Project Name Description FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Unfunded Total Cumulative Impact on Annual Plan Nei ghb. Operating Operating Reference Budget Budget ~v ''. Funding is requested for construction Water S [em of a 5.0 million gallon ground storage �/ Im rovemen[s tank and pump at Pump Station#2. Water p Work required to increase water flow System --5.0 MG Ground ry and pressure to the north and east $- 5- $- 53,000,000 $3,000,000 $- $- $6,000,000 5850,000 $- Master ALL l 1 Storage Tank#2 at T.W.King Pump portion of the City.This project has Plan-Tier 1 Station#2 been pushed out due the possibility - �T • of mandatory maximum of twice per 1 week irrigation schedule. rH^ Funding is requested for the Water 1.5 Million Gallon construction of a new 1.5 million System Elevated Storage n UF14 gallon elevated storage tank(EST)at $- $- $- 5- $1,000,000 $3,000,000 $- $4,000,000 $850,000 Master ALL Tank at the T.W Plan-Tier U King Road Site the T.W.King Road pump station 2 #b 0 property. .1l n 0 0 Z r 12-inch Waterline Funding is requested for a 12-inch Water M along Randol Mill waterline along Randol Mill Avenue System prl UF15 Avenue from Morgan from Morgan Road to Roanoke 5- $- 5- $- $- $550,000 $- $550,000 5850,000 Master SPIN#5 C") Road to Roanoke Dove Road. Plan-Tier O Dove Road #2-#19 4 12-inch Waterline Water along East Funding is requested for a 12-inch System UF16 Continental waterline along East Continental $- 5- $- $- $- $300,000 $- $300,000 $850,000 Master SPIN#8 Boulevard to Breeze Boulevard to Breeze Way Plan-Tier Way Funding is requested for the 8-inch Waterline construction of an 8-inch waterline cross-country from from SH 114 to Rainforest Court. • UF17 Work is required to increase water $- $- 5- 5- 5- $200,000 $600,000 $800,000 $850,000 N/A TBD SH 114 to Rainforest flow and pressure to the area served. Kt Funding is also needed for several easements. - / Description Projects N.,....._'_/ iiiii Total Prior Beyond/ FY 2016 of Annual Impact to Cootp. SPIN #/ I iict Name Description Funding FY 208 j' FY 2017 FY 2018 FY 2019 FY 2020 Unfunded Total Cumulative Lnpact on Annual Plan Neigbb. Operating Operating Reference Budget Budget Funding is requested for Project 4 of the Waste Water System Master II Plan of the City's Comprehensive Plan for an 8-inch sanitary sewer Weser Sewer Line(8-inch) line which extends service for future Water in Basin N-18 $ System TBD IIF18 development west along Keystone $- $- $ $- $- $200,000 $400,000 $600,000 $8;0,000 along White Chapel Drive then south along White Chapel11111! Master Boulevard Boulevard The proposed 8-inch sewer Plan-Tier line will provide service to proposed 2-#4 mixed-use arca along SH 114 in basin N-18. n Funding is requested for Project 5 t a of the Waste Water System Master " . 0 Plan of the City's Comprehensive Waste -- rly Plan for a 10-inch sanitary sewer 4 Water CA line which extends service for future CJI;1, U Sewer Line(10-inch) development in the western portion $- 0- 5 5 S $- $550,000 $550,000 $8;0,000 System TBD in West Basin N-12 of Basin N-12 north of SH 114 Muter \ .-] and West of Carroll Avenue.The Plan-Tier y ,x proposed 10-inch line will provide 2 #5 l1'' 1—' service to proposed mixed-use areas along SH 114 in basin N-12. ~~ M MI r 0 o17) I Funding is requested for Project 6 M of the Waste Water System Master • Plan of the City's Comprehensive Plan for a 10-inch sanitary sewer Waste • Sewer Line(8-inch) line which extends service for future Water I.1'. Utility F in Basin N-12A development in the eastern portion $- $• 5 5- S $ 5.00,000 5'00,000 $850,000 System TBD South of SH 114 of Basin N-12A south of SH 114. Muter The proposed 8-inch line will provide The service to proposed mixed-use areas 2 #6 along SH 114 and also serve existing • V / 1 septic users in basin N-12A. ,,,,,,,....7, Subtotals Utility Fund: $1,250,000 $850,000 $5,250,000 $4,850,000 $4,000,000 $4,250,000 $1,750,000 $22,200,000 $- --- n CAPITAL IMPROVEMENTS PROGRAM Utility Fund City of Southlake FY 2016 CIP Project Status Form 1 Water System-Repainting Interior Pearson GST#1/Exterior Pearson GSr#2 DEPARTMENT: Public Works i .1 1 v.a PROJECT tiseewil "" LOCATION: Interior of Pearson GST#1 and Exterior of Pearson GST#2 PROJECT TIMELINE: Jan 2014 to Dec 2016 DESCRIPTION: j / R f • • . Funding is requested for the repainting of Pearson Ground Storage Tank(GST)#1 A-i-Kr1114";. interior and Pearson GST#2 exterior.The interior of GST#1 has begun to show ` signs of pitting in the steel.and the exterior of GST#2 has oxidized. _ ' ,_ JUSTIFICATION: 7... The existing coatings are the original coatings that were installed at the time of tank construction in 1999.This is the inverse project to the January 2008 painting of the r New Request r Continuation Project r Joint Use west tank exterior and the east tank interior.FY 2016 funding is requested to cover Mandated/ Replacement/Major Community Need the expenses of a forthcoming change order on GST#2 to improve the adherence R Public Health/ J Rehab or Protection r Service ° ° of the paint to the exterior tank surface.The change order for GST#1 was approved Safety of Capital Stock Enhancement by City Council on March 17.2015. Compliant with 2030 Comprehensive Plan Element? List(incl ref#): N/A ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: g COMPANION PROJECT? If yes.please expla n: Corrosion in the interior of the tank will continue which could lead to water quality issues 2008 painting of the west tank interior and east tank exter or F.' REVENUE GENERATING? If yes.please explain: STRATEGIC FOCUS AREA: Infrastructure NIA FUND: Utility EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 50 50 LAND TESTING CONSTRUCTION 950 150 1,100 OTHER TOTAL 1,000 150 1,150 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND UTILITY FUND 1,000 150 1,150 ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 1000 150 1,150 CCPD: CRIME CONTROL&PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND ''''')Alik Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 WWW.CITYOFSOUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAM Utility Fund City of Southlake FY 2016 CIP Project Status Form Sewer Line (15") in Basin N-12 and N-12a DEPARTMENT: Public Works _ "���'� ri \ o � , iii PROJECT f LOCATION: Bas n N-12 and N-12a along Dove Creek South of Hwy 114 PROJECT TIMELINE: Oct 2015 to Dec 2016 l \ \ \'1 DESCRIPTION: , �# ,_ I ,as, —!� Funding is requested for the engineering design and construction to replace the _ _ \ existing 12-inch. 10-inch,and 8-inch Interceptor lines with a 15-inch line and a _ .,7-- 10-inch 10-inch line in Basin N-12 and N-12a along Dove Creek South of Hwy 114.This ' - sewer line crosses SH114 to serve the Milner Tract,Forest Park Hospital,Summer Place and Chapel Downs. �- JUSTIFICATION: ' 1 '- r'1 The model results indicate that there are capacity issues in Basins N-12 and N-12A. y The interceptor is operating at or near capacity.The proposed 15-inch sewer line IX New Request r Continuation Project r Joint Use will provide capacity to handle future growth in these basins. Mandated/ Replacement/Major Community Need/ E Public Health/ Isc Rehab or Protection R Service Safety of Capital Stock Enhancement Compliant with 2030 Comprehensive Plan Element? List(incl ref#): Tier 1-Project#1 ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: E COMPANION PROJECT? If yes.please explain: Insufficient capacity to meet future needs N/A E REVENUE GENERATING? If yes.please explain: STRATEGIC FOCUS AREA: Infrastructure NA FUND: UtI ty EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 500 500 LAND TESTING CONSTRUCTION 200 1,200 1,400 OTHER TOTAL 700 1,200 1900 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND UTILITY FUND 700 1,200 1,900 ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND \ RED LIGHT CAMERA � HOTEL OCCUPANCY TAX FUND TOTAL 700 1200 1900 CN RIME CONTROL&PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND 378 ) Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 WWW.CITYOFSOUTHLAKE.COM 1 CAPITAL IMPROVEMENTS PROGRAM Roadway Impact Fee Fund ROADWAY IMPACT FEE FUND ,,,,-, _____, 7 \ -, , '-c WWW.CITYOFSOUTHLAKE.COM e w 0 Description Project's �- � ofAnnual Impact to Corp. FY # Project Name Description Total Prior FY2016 FY 2017 FY 2018 FY 2019 FY 2020 Beyond/ Total 2016 Impact on Annual Plan Funding Ilnli,nded Cumulative Neigbb. Operating Operating Rclircntr • Budget Budget Funding is requested for the engineering design,right of way acquisition,testing,and construction of the widening of Kirkwood Kirkwood Boulevard Boulevard from Stockton Drive to ill Mobility Tyler Street.This portion of the Roadway Widening from Master road is included in the Mobility and R II.i Impact Fee Stockton Drive to $- $230,000 8- 0- $ S- 5 S 2uu,uut. $200,000 S - Plan- SPIN#1 Fund . Tyler Street(General Thoroughfare Master Plan.The MT6 Fund Companion) City will be acquiring the portion Tin 2 of Kirkwood Boulevard from T.W. King Road to Tyler Street as a public street.The widening of Kirkwood Boulevard will increase mobility in the northern portion of the City. Subtotals Roadway Impact Fee $_ $200,000 8- S- S 0- S $:,...,.iUu $- Fund: n r O cn O --I j x t- 0.. _ x ril n `.:. 0 CJ m m Z z O n CAPITAL IMPROVEMENT PROGRAM Roadway Impact Fee Fund City of Southlake FY 2016 CIP Project Status Form Kirkwood Boulevard Widening from Stockton Dr. to Tyler St. DEPARTMENT: Public Works ^ PROJECT (- N f LOCATION: Along Kirkwood Blvd.from Stockton Dr.to Tyler St. —_ PROJECT TIMELINE: June 2015 to Dec 2017 N: i''''/, - t DESCRIPTION: `< Funding is requested for the engineering design,right of way acquisition,testing, and construction of the widening of Kirkwood Boulevard from Stockton Drive to ' Tyler Street.This portion of the road is included in the Mobility and Thoroughfare -„ _ _ ii 4 , .y Master Plan.The City will be acquiring the portion of Kirkwood Boulevard from T.W 1 ',.`+t _ King Road to Tyler Street as a public street. JUSTIFICATION: The widening of Kirkwood Blvdwill increase mobility in the northern portion of the - City.The Mobility and Master Thoroughfare Plan also includes extending Kirkwood r New Request IX Continuation Project f Joint Use Blvd.from Dove Rd.to Highland St. Mandated/ Replacement/Major Community Need J Public Health/ F Rehab or Protection I Service Safety of Capital Stock Enhancement Compliant with 2030 Comprehensive Plan Element? r List(incl ref#): Mobility Master Plan-MT6 ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: I— COMPANION PROJECT? If yes.please explain: Mobility will not De improved in the northern Dart of the city. N/A I— REVENUE GENERATING? If yes.please explain: STRATEGIC FOCUS AREA: Mobility,Infrastructure NA FUND: General.RIF SA1 EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 300 300 LAND TESTING 20 20 CONSTRUCTION 980 980 OTHER TOTAL 300 1,000 1,300 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND 300 800 1,100 UTILITY FUND ROADWAY IMPACT FEE FUND 200 200 WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 300 1000 1,300 CCPD: CRIME CONTROL 8 PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTIM F_N Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 WWW.CITYOFSOUTHLAKE.COM 3g1 I CAPITAL IMI'IZOVEMENTS PROGRAM Roadway Impact Fee Fund 0 ti 382 ' ' WWW.CITYOFSOUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAM Water Impact Fee Fund WATER IMPACT FEE FUND (N.,..,,, , , , , \\.,.., 383 WWW.CITYOFSOUTHLAKE.COM W Descriptio, Project's of AnnualImpactP to Comp. om Tocol Prior Beyond/ FY 2016SPIN #, Fund II,/,..•‘tName Description Funding FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Unfunded Total Cumulative Impact on Annual Plan Neighb. ----/ Operating Operating Reference Budget Budget Funds provide staff and Council the ability to reimburse developers for the System Capacity oversizing of waterlines to meet the Water Imp Improvements requirements of the Southlake 2030 W1F1 ii fee Fund (Water)-Future Water Master Plan in cases where the 33;0,000 5100,000 $100,000 5100,000 S l uu,uuu S Wu,aOu S800,000 $100,000 5- City-wide Projects developer is not required to provide the ultimate size of the line to serve the development. .. n Funding is requested for the ►� engineering design and construction I r Kof replacement and upsizing of the O existing 6-inch waterline along the /. orf entire length of Whispering Lane and Whispering Dell Court to .•--- O 8-inch Waterline an 8-inch waterline.The existing �." Upsizing along waterline is old and breaking and WW2 Writer Imps Whispering Lane continues to be a maintenance issue. $ $600000 5- 5- _ S,u otuu $700,000 5- •I'IA::.;ZFee Fund - and Whispering Dell Portions have been repaired,but the I"— r" Court entire waterline needs to be replaced c to avoid continued patching of the ^" rM waterline and road.The Whispering 71Lane waterline replacement is n approximately 1,385 linear feet,and O the Whispering Dell Court waterline replacement is approximately 1,265 linear feet. m Funding is requested for the engineering design and construction m of a 12-inch waterline along the northside of Union Church Road 12-inch waterline Water from Watermcre to the Siena along Union Church System �'F a subdivision,and along Union Church r^ �'IF' Pearson 5700,000 5700,000 3- S- S S S SI,wRoad and Pen;nni SI,m0,000 MuV / ter SPIN#11 Fee Fund Road and Pearson Lane connecting Lane from FM 1938 Plan-Tier to the existing 12-inch waterline at to FM 1709 g 2-#16 "'� the intersection of Chesapeake Lane and Pearson Lane.This line will `� complete the loop thus improving C) reliability. :4'9- 4� n �J r0 %46. Ifil A S A Sj 'Z)'• H . � Description ProjecC'� -i of Annual Impact Co- Com # Project Name Description Total Pnor :,:,', FY 2017 FY 2018 FY 2019 FY 2020 Beyond/ Total 2016 Impact on Annual Plan SPIN Fundi Unfunded Cumulative Ne'hb. '77 °g Operating Operating Reference �' ctl ,.......s Budget Budget wrZ.,.,i1,49'.6 N ' C t m" m a t � fFunding is requested for the 8'lg 12-inch waterline engineering design and construction Water .—_ along East Dove of a 12-inch waterline along East s,., System _ WIF4 Road from Estes Dove Road from Estes Park to $50,000 $- $- $- $- $- $350,000 $1,700,000 $- Master SPIN#3 I f I Park to Winfield Winfield Estates.This line is needed Plan-Tier — Estates to replace an existing 6-inch waterline 2-#20 J ^ l J per the Water Master Plan. .c, :. N/ Q I' ^C:% O (_ H OX r. I. Funding is requested for the ? engineering and construction ofa 12- rg NEW-12-inch inch waterline to enable the removal f . Waterline for Fuel of the explorer culvert crossings ti WIFS Farm Fire Protection SH 26 for fuel farm emergency fire $_ $- $- $- $- $- $650,000 $2,350,000 $- N/A SPIN#8 Improvements protection.This waterline is critical r • in the event of a possible fire at the i fuel farm. e 'A` Subtotals Water Impact Fee Fund: $1,100,000 `@ $100,000 $100,000 $100,000 $100,000 $- $3,850,000 $- CO ,. tf CAPITAL IMPROVEMENTS PROGRAM Water Impact Fee Fund City of Southlake FY 2016 CIP Project Status Form Water System Capacity Improvements DEPARTMENT: Public Works _ ~� PROJECT LOCATION: Various locations throughout the City - PROJECT TIMELINE: Oct 2015 to Sept 2016 on d w6�drn ''" - DESCRIPTION: Funds provide staff and Council the ability to reimburse developers for the oversizing of waterlines to meet the requirements of the Southlake 2030 Water - Master Plan in cases where the developer is not required to provide the ultimate size of the line to serve the development. rte E • • 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 Continuation Project r Joint Use Plan in cases where the developer is not required to provide the ultimate size of the Mandated/ Replacement/Major Community Need line to serve the development. r Public Health/ Rehab or Protection r Service Safety of Capital Stock Enhancement Compliant with 2030 Comprehensive Plan Element? List(incl ref#): Southlake 2030 Water Master Plan ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: E 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. N A REVENUE GENERATING? If yes,please explain: STRATEGIC FOCUS AREA: Infrastructure Facilities further development and collection of related fees FUND: WIF EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN LAND TESTING CONSTRUCTION 350 100 100 100 100 100 850 OTHER TOTAL 350 100 100 100 100 100 850 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL l FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND 350 100 100 100 100 100 850 SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 350 100 100 100 1 100 100 850 CCPD: CRIME CONTROL&PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND L, 386 Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 WWW.CITYOFSOUTHLAKE.COM J CAPITAL IMPROVEMENTS PROGRAM Water Impact Fee Fund City of Southlake FY 2016 CIP Project Status Form 8-inch Waterline Upsizing along Whispering Lane and Whispering Dell Ct. DEPARTMENT: Public Works r PROJECT i :,y LOCATION: Whispering Lane and Whispering Dell Court PROJECT TIMELINE: Oct 2015 to Dec 2016 DESCRIPTION: Funding is requested for the engineering design and construction of replacement and upsizing of the existing 6-inch waterline along the entire length of Whispering Lane and Whispering Dell Court to an 8-inch waterline. ne rem ° t. JUSTIFICATION: The existing waterline is old and breaking and continues to be a maintenance issue. Portions have been repaired,but the entire waterline needs to be replaced to avoid IR New Request r Continuation Project r Joint Use continued patching of the waterline and road. Mandated/ Replacement/Major Community Need I- Public Health/ Rehab or Protection rg Service Safety of Capital Stock Enhancement r Compliant with 2030 Comprehensive Plan Element? List(incl ref#): N/A ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: E COMPANION PROJECT? If yes,please explain: Continued complaints from residents and an on-going maintenance issue. N/A r REVENUE GENERATING? If yes.please explain: STRATEGIC FOCUS AREA: Infrastructure N/A FUND: Water Impact Fee Fund(WIF) EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 85 85 LAND TESTING CONSTRUCTION 515 515 OTHER TOTAL 600 600 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND 600 600 SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 600 600 CCPD: CRIME CONTROL 8 PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSI�(EM FUND Funding is represented in thousands of dollars(OOOs). Example: 3,776=$3,776,000 387 WWW.CITYOFSOUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAM Water Impact Fee Fund City of Southlake FY 2016 CIP Project Status Form I 12-in. water line along Union Church & Pearson Lane from FM1938 to FM1709 DEPARTMENT: Public Works " �� ��► PROJECT 1 LOCATION: Northside of Union Church and along Pearson Lane I ,1 LI PROJECT TIMELINE: Oct 2014 to Dec 2016 DESCRIPTION: t • s L. Funding is requested for the engineering design and construction of a 12-inch j waterline along the northside of Union Church Road from Watermere to the Siena cn " `' F subdivision.and along Union Church Road and Pearson Lane connecting to the existing 12-inch waterline at the intersection of Chesapeake Lane and Pearson 0 Lane. • �a R4 T' of al • _rJUSTIFICATION: i • This line will complete the loop thus improving reliability. r New Request IR Continuation Project I— Joint Use Mandated/ Replacement/Major Community Need I Public Health/ r Rehab or Protection Ix Service Safety of Capital Stock Enhancement Ft—, Compliant with 2030 Comprehensive Plan Element? List(incl ref#): Tier 2-#16 ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: r COMPANION PROJECT? If yes,please explain: The water system loop will not be completed. NA r REVENUE GENERATING'? If yes.please explain: STRATEGIC FOCUS AREA: Infrastructure NA FUND: Utility EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2018 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 140 140 LAND TESTING CONSTRUCTION 560 700 1.260 OTHER TOTAL 700 700 1,400 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND UTILITY FUND 700 700 1,400 ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND ,\ TOTAL 700 700 1,400 : CCPD: CRIME CONTROL F.PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND 388 Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 WWW.CITYOFSOUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAM Water Impact Fee Fund City of Southlake FY 2016 CIP Project Status Form 12-inch water line along E. Dove from Estes Park to Winfield Estates DEPARTMENT: Public Works • PROJECT " LOCATION: Along E. Dove from Estes Park to Winfield Estates PROJECT TIMELINE: Oct 2014 to Dec 2016pelt_ � . DESCRIPTION: Funding is requested for the engineering design and construction of a 12-inch waterline along East Dove Road from Estes Park to Winfield Estates. , , '4- JUSTIFICATION: - ` —�- 11: This line is needed to replace an existing 6-inch water line per the Water Master r Plan. r New Request 17 Continuation Project r Joint Use Mandated/ Replacement/Major community Need r Public Health/ r Rehab or Protection r Service Safety of Capital Stock Enhancement ICompliant with 2030 Comprehensive Plan Element? List(incl ref#): Tier 2-#20 ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: I— COMPANION PROJECT? If yes,please explain: The existing water line is undersized. N/A r REVENUE GENERATING? If yes,please explain: STRATEGIC FOCUS AREA: Infrastructure N/A FUND: Utility EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 50 50 LAND TESTING CONSTRUCTION 300 300 OTHER TOTAL 50 300 350 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND UTILITY FUND 50 300 350 ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 50 300 350 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=$3,776,000 389 WWW.CITYOFSOUTHLAKE.COM J CAPITAL IMPROVEMENTS PROGRAM Water Impact Fee Fund City of Southlake FY 2016 CIP Project Status Form New-12-inch Waterline for Fuel Farm Protection Improvements DEPARTMENT: Public Works l_ -+ f T�� E Continental Blvd` . ,.. • PROJECT t- — [_ ; Y €,', c, t r s LOCATION: Along SH 26 from Brumlow to Fuel Farm Vat -1 -- _ r:47.1 4 PROJECT TIMELINE: Oct 2015 to Dec 2016 "# V ! Ni e _ ;' lir DESCRIPTION: --I . _. k r r +I '� r�a L f"r"y Funding is requested for the engineering and construction of a 12-inch waterline to -Jo -tU 1 enable the removal of the explorer culvert crossings at SH 26 for fuel farm .. ` emergency fire protection. "°� I.,.. i . , -3 ; F i.r'-c, ;-� . , , .) I.. _.7---1--- JUSTIFICATION: E - 1, 0 z ddd This waterline is critical in the event of a possible fire at the fuel farm. _- t t Iz New Request E Continuation Project r Joint Use Mandated/ Replacement/Major Community Need; ig Public Health/ r Rehab or Protection R( Service Safety of Capital Stock Enhancement ✓ Compliant with 2030 Comprehensive Plan Element? List(incl ref#): N/A ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: ✓ COMPANION PROJECT? If yes,please explain: Lack if access to water to fight possible fire. N/A I- REVENUE GENERATING? If yes.please explain: STRATEGIC FOCUS AREA: Infrastructure N FUND: Utility EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 85 85 LAND TESTING CONSTRUCTION 565 565 OTHER TOTAL 650 650 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND UTILITY FUND 650 650 ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC \\.....‘,.. PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 650 650 CCPD: CRIME CONTROL&PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND 1\ 390 Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 WWW.CITYOFSOUTHLAKE.COM J CAPITAL IMPROVEMENTS PROGRAM Sanitary Sewer Impact Fee Fund SANITARY SEWER IMPACT FEE 1 � WWW.CITYOFSOUTHLAKE.COM *291 I."4 / W f -----_—.1 i ...") Description Project's Total Prior Beyond/ FY 2016 of Annual Impact to Comp. SPIN #; Fund Pro pet Name Description Funding s 2016 FY 2017 FY 2018 FY 2019 FY 2020 Unfunded Total Cumulative Impact on Annual Plan Neighb. -., Operating Operating Reference g Budget Budget its ':' Funding is requested for the engineering design and construction to replace an existing 8-inch sewer line from Dove Estates Force Main Waste to the Lonesome Dove Lift Station Sewer Line(12-inch) with 12-inch and 15-inch sewer lines.. Water tiali.] Sanitary Se in Basin N-13 south The model indicates that the existing $- $600,000 $- $- $- $- $- $nuqu0u System Impact Fe $600,000 $- Master SPIN#2 of Burney Lane 8-inch sewer line does not have Plan-Tier sufficient capacity to convey projected 1 #2 future flow.The proposed 12-inch and 15-inch sewer line replacement provides more capacity and will allow unrestricted flow downstream. nFunding is requested for the �] engineering design and construction 1 r'C to replace an existing 6-inch sanitary 0 sewer line in Southeast Basin N-13 tTI and North Basin N-14 east of Carroll IA Avenue along Emerald Circle with O Waste Sewer Line(15-inch a 10-inch sewer line.The model Water and 10-inch)in Basin indicates that there is not enough S 0-.3 SSIF2 N-13 along Emerald capacity in the existing 6-inch lines $- $700,000 $- 5- $- $- $- $700,000 $1,300,000 $- . System aster SPIN#2 nom. Circle to convey future projected flows due to growth in basin N-13. The Plan-Tier proposed 10-inch and 15-inch lines 1-#3 will provide enough capacity to convey future flow.Project 3 needs to be ria. n completed prior to project 2 due to O downstream capacity improvement 4 needed. r, V C m Cr) m Funds provide staff and Council the ability to reimburse developers for A System Capacity the oversizing of sewer lines to meet - J s'-,IF' Sanitary Sew Improvements requirements of the Southlake 2030 '—J Impact Fee (Sewer)-Future Wastewater Master Plan in cases $350,000 $100,000 $100,000 $100,000 $100,000 $100,000 $- $850,000 $1,4040110 0- City-wide rj-)' Projects where the developer is not required to provide the ultimate size of the line toni serve the development. - ti JO n 1 A. k Description Project's Total Prior Beyond/ FY 2016 of Annual Impact to Comp. SPIN -1 1'� # Project Name Description Funding'2016 FY 2017 FY 2018 FY 2019 FY 2020 Unfunded Total Cumulative Impact on Annual Plan Neighh. l Operating Operating Reference Budget Budget ,-r:)' t,1.,�,,,� t_.z,y Funding is requested to replace approximately 2,120 feet of existing ►..' 6-inch sewer line with an 8-inch 7— sewer line to run along Market ^.7 8-inch Sewer Line Loop,turn and run along Commerce L along Market Loop Street,and turn and terminate at the existing Bank Street lift station.Six SSIF4 and Commerce $250,000 $300,000 $- $- $- $,- $- $550,000 $1,700,000 $- SPIN s3 Street to Bank Street new manholes will also be required. V Lift Station This sewer mato very flat and holds solids/debris in the manholes.There //�� are a lot of bellies in this main and ►w, consequently,the sewer line requires V Ni maintenance and cleaning on a weekly Qbasis. f^! '- 3 0 / " x �' r 0> X rrl n 0 X Funding is requested to replace an existing 8-inch sewer main that runs Sewer Main(8-inch) from Eagle Bend Drive to Strathmore Drive under the Timarron Golf Upsizing to a 10-inch Course Creek with a 10-inch sewer from Eagle Bend i e This sewer line 300 feet aline) _ _ SSIFS Drive/Strathmore P 22 feet deep and contains bellies $ $300,000 $ $- $- $- $- $300,000 52,000,000 SPIN#9 Drive across and is a ongoing maintenance issue Timarron Golf for the Wastewater Division.This Course Creek project will need to be bored and pricing is based on boring because it cannot be open cut within a creek. Subtotals Sanitary Sewer Impact $600 000 $2,000,000 $100,000 $100,000 $100,000 $- $- $3,000,000 5- Fee Fund: AI . W CAPITAL IMPROVEMENTS PROGRAM Sanitary Sewer Impact Fee Fund City of Southlake FY 2016 CIP Project Status Form Sewer Line (12") in Basin N-13 South of Burney Ln DEPARTMENT: Public Works PROJECT 1' =. L : . LOCATION: Basin N-13 South of Bumey Ln _ '" - k ; PROJECT TIMELINE: Oct 2015 to Dec 2016 • DESCRIPTION: F Funding is requested for the engineering design and construction to replace an o r existing&inch sewer line from Dove Estates Force Main to the Lonesome Dove Lift - Station with 12-inch and 15-inch sewer lines. l _ JUSTIFICATION: The model indicates that the existing 8-inch sewer line does not have sufficient capacity to convey projected future flow.The proposed 12-inch and 15-inch sewer r New Request r Continuation Project r Joint Use line replacement provides more capacity and will allow unrestricted flow Mandated/ Replacement/Major P 1 Community Need downstream. r Public Health/ J Rehab or Protection r service Safety of Capital Stock Enhancement Compliant with 2030 Comprehensive Plan Element? List(incl ref#): Tier 1-Project#2 ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: Insufficient capacity to meet future needs ✓ COMPANION PROJECT? If yes.please explain: N/A ✓ REVENUE GENERATING? If yes.please explain: STRATEGIC FOCUS AREA: Infrastructure NA FUND: Utility EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 50 50 LAND TESTING CONSTRUCTION 550 550 OTHER TOTAL 600 600 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND UTILITY FUND 600 600 ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 600 , 600 CCPD: CRIME CONTROL&PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND 394 Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 WWW.CITYOFSOUTHLAKE.COM CAPITAL IMEROVLML\ I S PROGRAM Sanitary Sewer Impact Fee Fund City of Southlake FY 2016 CIP Project Status Form Sewer Line (15" and 10") in Basin N-13 along Emerald Circle DEPARTMENT: public Works , -. II ." i * „y a" PROJECT I1 I LOCATION: Basin N-13 along Emerald Circle PROJECT TIMELINE: Oct 2015 to Dec 2016 DESCRIPTION: ;, Funding is requested for the engineering design and construction to replace an - existing 6-inch sanitary sewer line in Southeast Basin N-13 and North Basin N-14 east of Carroll Avenue along Emerald Circle with a 10-inch sewer line. i r JUSTIFICATION: The model indicates that there is not enough capacity in the existing 6-inch lines to convey future projected flows due to growth in basin N-13. The proposed 10-inch r New Request r Continuation Project r Joint Use and 15-inch lines will provide enough capacity to convey future flow. Mandated/ Replacement/Major Community Need r Public-Health/ r Rehab or Protection r Service Safety of Capital Stock Enhancement Compliant with 2030 Comprehensive Plan Element? - List(incl ref#): Tier 1-Project#3 ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: ✓ COMPANION PROJECT? If yes.please explain: Insufficient capacity to meet future needs. N/A E REVENUE GENERATING? If yes.please expla n: STRATEGIC FOCUS AREA: Infrastructure NA FUND: Utility EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 100 100 LAND TESTING CONSTRUCTION 600 600 OTHER TOTAL 700 700 4 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL _ FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND UTILITY FUND 700 700 ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 700 700 CCPD: CRIME CONTROL&PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSkVI-POND Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 395 ` WWW.CLTYOFSOUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAM Sanitary Sewer Impact Fee Fund City of Southlake FY 2016 CIP Project Status Form System Capacity Improvements (Sewer) - Future Projects • DEPARTMENT: Public Works PROJECT LOCATION: Various locat ons throughout the C ty. PROJECT TIMELINE: Oct 2015 to Sept 2016 Citywide Sewer Matra \ • DESCRIPTION: Funds provide staff and Council the ability to reimburse developers for the oversizing of sewer lines to meet requirements of the Southlake 2030 Wastewater Master Plan in cases where the developer is not required to provide the ultimate size of the line to serve the development. K P JUSTIFICATION: This funding allows the City Council and staff to reimburse developers for the *{.* over-sizing of sanitary sewer lines to meet requirements of the Southlake 2030 r New Request V Continuation Project r Joint Use Wastewater Master Plan in cases where the developer is not required to provide the Mandated/ Replacement/Major Community Need ultimate size of the line to serve the development. r Public Health/ rx Rehab or Protection r Service Safety of Capital Stock Enhancement iv, Compliant with 2030 Comprehensive Plan Element? List(incl ref#): Southlake 2030 Wastewater Master Plan ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: E 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. N/A IT( REVENUE GENERATING? If yes,please explain: STRATEGIC FOCUS AREA: Infrastructure Facilitates further development and collect on of related fees. FUND: SSIF EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN LAND TESTING CONSTRUCTION 350 100 100 100 100 100 850 OTHER TOTAL 350 100 100 100 100 100 850 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE 350 100 100 100 100 100 850 SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 350 100 100 100 100 100 850 CCPD: CRIME CONTROL&PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND 396 Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 WWW.CITYOFSOUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAM Sanitary Sewer Impact Fee Fund City of Southlake FY 2016 CIP Project Status Form I 8-inch Sewer Line along Market Loop and Commerce to Bank St. Lift Station DEPARTMENT: Public Works E': T PROJECT - Vb. _. i + ! LOCATION: Market Loop and Commerce to Bank St. Lift Station - y t t PROJECT TIMELINE: Oct 2014 to Dec 2016 DESCRIPTION: • Funding is requested to replace approximately 2.120 feet of existing 6-inch sewer 1 .w , line with an 8-inch sewer line to run along Market Loop.turn and run along �.:�# : ..~ '',ti"r Commerce Street,and turn and terminate at the existing Bank Street lift station.Six PiI .;„.1.- R new manholess will also be required. jj 4 ,ulya �c• ++iTii+i - 101 Rr . JUSTIFICATION: This sewer main is very flat and holds solids/debris in the manholes.There are a lot of bellies in this main and consequently,the sewer line requires maintenance and r New Request J Continuation Project r Joint Use cleaning on a weekly basis. Mandated/ Replacement/Major Community Need iR Public Health/ 15Z Rehab or Protection 5z Service Safety of Capital Stock Enhancement Compliant with 2030 Comprehensive Plan Element? r List(incl ref#): N/A ALTERNATIVES I IMPACTS IF PROJECT IS NOT FUNDED: r COMPANION PROJECT? If yes,please explain: Continued on-going maintenance issues. N/A IR REVENUE GENERATING? If yes.please explain: STRATEGIC FOCUS AREA: Infrastructure Cost avoidance of on-going maintenance. FUND: SSIF EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 35 35 LAND TESTING CONSTRUCTION 215 300 515 OTHER TOTAL 250 300 550 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE 250 300 550 SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 250 300 550 CCPD. CRIME CONTROL&PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUSSTORMWATER UTILITY SYSTEM.FUND Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 397 WWW.CITYOFSOUTHLAKE.COM �` CAPITAL IMPROVEMENTS PROGRAM Sanitary Sewer Impact Fee Fund City of Southlake FY 2016 CIP Project Status Form Sewer Main (8") Upsizing to 10" from Eagle Bend to Strathmore Dr. DEPARTMENT: Public Works s' -_ l. PROJECT 6O ATL LOCATION: Eagle Bend to Strathmore Dr.under Timarron Golf Course 10f 601 OT PROJECT TIMELINE: Oct 2015 to Dec 2016 DESCRIPTION: ' /.3 8" +neo Funding is requsted to replace an existing 8-inch sewer main that runs from Eagle Bend Drive to Strathmore Drive under the Timarron Golf Course Creek,with a 10-inch sewer pipe. / "°' ,�,: ;e JUSTIFICATION: //� \ This sewer line(300 feet of line)is 22 feet deep and contains bellies and is a on-going maintenance issue for the Wastewater Division.This project will need to IR New Request r Continuation Project r Joint Use be bored and pricing is based on boring because it cannot be open cut within a Mandated/ Replacement/Major p 1 Community Need creek. r Public Health/ r Rehab or Protection I Service Safety of Capital Stock Enhancement r— Compliant with 2030 Comprehensive Plan Element? List(incl ref#): N/A ALTERNATIVES I IMPACTS IF PROJECT IS NOT FUNDED: E COMPANION PROJECT? If yes,please explain: On-going maintenance issues and costs. N/A rC REVENUE GENERATING? If yes,please explain: STRATEGIC FOCUS AREA: Infrastructure Cost savings from decreased maintenance. FUND: SSIF EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 30 30 LAND TESTING CONSTRUCTION 270 270 OTHER TOTAL 300 300 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE 300 300 SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 300 300 CCPD: CRIME CONTROL&PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND 398 Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 WWW.CITYOFSOUTHLAKE.COM ♦ / CAPITAL IMPROVEMENTS PROGRAM Storm Water Utility System Fund STORM WATER UTILITY SYSTEM FUND (- Q WWW.CITYOFSOUTHLAKE.COM ®;, • fie' i O Description Project's ' \ Poral Print Beyond/ FP 2016 of Annual Impact to Comp. SPIN Fund I',,�I,<i A.,,ow Description Funding FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Unfunded Total Cwr�4tive Impact on Annual Plan Neighb. Operating Operating Reference Budget Budget Funding is requested to replace a corrugated drainage pipe installed in 1972 with a box culvert to li improve drainage flow.The existing corrugated pipe is rusted and may Storm Storm Water{ lead to degradation of the street. water • SWUS I Utility SystenO Dove Creek at Dove The proposed improvements include $110,000 $1,050,000 $ $ 5 5- 5 0I,IngUu(i 01,090,000 $- Master SPIN#7 Fund t Creek Trail 100-Year protection through the Plan—Tier construction f eight la e 5box 2-#2 IR culverts,raise and replace the roadway, clear and grade the channel,and install channel lining both upstream ( and downstream. _ n r- i, y QFunding is requested for the design .>y 'TI and construction of drainage �,/ CA improvements.The proposed _ C improvements include replacing an ...4Worm Watc NEW existing corrugated metal pipe that is I"'3 SV'i1S2 May Syste iSummerplace undersized with reinforced concrete 5- $70,000 S s - \ SI,120,000 $- SPIN n�i Fund DrainageImprovements pipe.The existing pipe is rusted and structurally unsound and needs to be 11111replaced.This is a companion project M t to the Summerplace Sanitary Sewer rC�► project. y g /� r _ _my I Funding is requested for the design m10 and construction of a new bridge Storm Wate White Chood Bapranel Rchoad at Storm along North White Chapel Boulevard water Q �'— over Kirkwood Creek Branch. StC'l r>+ Utility Sysre /South Kirkwood This section of roadway flooded in $750,000 $350,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $4,900,000 $10,000,000 $1,470,000 5- Master SPIN#1 r V , Fund Branch at White May 2015 due to heavy rainfall and Plan-Tier "IChapel Road overflow from Lake Grapevine and 2-#6 ry was closed for approximately 7 weeks. t�, P::] '-'s or O. n\ Description Project's Total Prior Beyond/ FY 2016 of Annual Impact to Comp. SPIN # Project Name Description Funding FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Unfunded l otal Cumulative Impact on Annual Plan Neighb. Operating Operating Reference Budget Budget ~" H tC Funding is requested for the bridge replacement on South White Chapel at Bear Creek.This bridge qualifies for replacement under the Federal �. Bridge Replacement Program.Based --y on the results of a"scour mitigation" study conducted by Halff and v►•• Associates,scour remediation efforts m have been completed in FY 2015 to extend the life of the structure. However,Texas Department of ..--,Transportation(TxDOT)officials Icontacted the Public Works V / Department and expressed concerns ^ with the long term structural l J integrity of the White Chapel bridge over Bear Creek.They have evaluated H the existing bridge structure and O found that it qualifies under the guidelines of the program for future n replacement.The program provides r.t.y O South White Chapel funds for reconstruction based on ?•J the followingallocation: Federal-80 SPIN no SVQ'U54 Brid a at Bear Creek $- $- $- $- $- S- 51,200,000 51,2UOA00 $1,170,000 $- A AH Replacement ppercent,State-10 percent,Local-10A 111 percent. In staff's conversation with rr representatives of Colleyville,they ;`" have tentatively agreed that they will rr, recommend to their Council for rly consideration to participate 50 percent 0 _ in the local match.The City's 0Mobility and Thoroughfare Plan N 4 indicates White Chapel Boulevard ri in the vicinity of the Bear Creek crossing as a 2-lane undivided arterial roadway. The bridge replacement program allows for the bridge to replace the existing structure with a similar traffic volume capacity as the existing bridge and to allow passage of the same Bear Creek water volume as the existing bridge. Currently,the existing bridge only dears a volume of water from less than the 50-year design storm. The cities will propose designing the new bridge to the 100- year storm water volume. Funding is requested for the design and construction of drainage improvements.The proposed Storm Storm Watergl, Dove Creek at North improvements include the water SWIIS5_ Utility SystemconstructionAvenue construction of five 10'x 7'box $- 5- $- 5- $- $- $1,200,000 51,200,000 51,170,000 $- Master SPIN#3 • ,/"---_ .-1 Fund culverts,raise and replace the roadway, . Plan-Tier "\ clear and grade the channel,and 2-#1 '---� install channel stabilization consisting of interlocking concrete blocks. O r �' o N Itt..y t: Descripcion Project's Total Prior Beyond/ FY 2016 of Annual Impact to Gump SPIN #/ _ Protect Name Description FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Toul Impact on Annual Plan Funding Unfunded Cumulative Neighb. Operating Operating Reference Budget Budget Funding is requested for the design and construction of drainage improvements.The proposed Big Bear 6 at Storwatm er Improvements include the SWUS6 'i tty:' East Continental construction of four additional 12' $_ S- S- 0 0 0 $000,000 $`400,000 $1,x70,000 0- Master SPIN#9 F Boulevard x 8'box culverts,raise and replace Plan-Tier the roadway,and clear and grade the 2-#3 channel. Funding is requested for the design and construction of drainage Storm , °•rm • Big Bear 9 at Union improvements.The proposed water SWUS7 ity Syste Church Road west of improvements include the $- 5- 6- $ 6- S- So 60,000 Ss 60000 $1,x70,000 6- Master SPIN#11 Fund Davis Boulevard construction of four 12'x 10'box Plan-Tier culverts,raise and replace roadway, 2-#4 and clear and grade the channel. Funding is requested for the design a and construction of drainage improvements.The proposed Storm S\\"tn Storm Wate Big Bear 8 at improvements include the • water ;a Utility Syste r: West Continental $- $- S- s $- S- $3,500,000 $3,500,000 $1,470,000 $- Muter SPIN#10 construction of six additional ,12x ►j Fund i Boulevard 8'box culverts,raise and replace the Plan-Tier Oroadway,clear and grade the channel, 2-#5 > and install channel stabilization. 1.. Funding is requested for drainage H 0,,j improvements at the South : Kirkwood Branch at North �+ C''' White Chapel Boulevard.The l proposed improvements include the r. r construction of four 9'x 9'reinforced Storm trl Storm Wate Branchc at No Kirkwood box culverts(RBC),raising and water at North SVCI"S' Utility Syste•.' White Chapel replacing of roadway and clear and $- 5- 0- 6- $ S- Ssuu,uuu $500,000 $1,470,000 6- Master SPIN#1 O Fund grade channel. This project is Plan-Tier t�.� Boulevard needed as detention is not an option 2-#7 N Xand delaying peak would cause other problems downstream.There is also 'J need a bigger crossing and a raised roadway to meet the 100-Year water `1111, rr surface elevation downstream. OF cn Funding is requested for the design and construction of drainage --t 7-71 improvements at Dove Creek at Storm •tm Wate; East Dove Road.The proposed '.. Dove Creek at East improvements include the water H SW1JS 10 `i ity Syste <. Dove Road construction of fifteen 10'x T box $ $- $- $- $ S- $2,300,000 $2,300,000 $1,470,000 $- Muter SPIN#4 A Fund ; culverts,raise and replace the roadway, t0 r Plan-Tier 1 clear and grade the channel,and 2-#8 install channel stabilization consisting ill of interlocking concrete blocks. p_...l. (N � O Subtotals Storm Water Utility $860,000 $1,470,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $15,150,000 $21,480,000 $- CA /'� System Impact Fee Fund: ,..eJ itio 5 LAI'I EV . IMPROVEMENTS PROGRAM Storm Water Utility System Fund City of Southlake FY 2016 CIP Project Status Form Dove Creek at Dove Creek Trail DEPARTMENT: Public Works • ;E PROJECT E LOCATION: Dove Creek Trail PROJECT TIMELINE: Oct 2015 to Sept 2018 1[� DESCRIPTION: Funding is requested to replace a corrugated drainage pipe installed in 1972 with a z -. c • - box culvert to improve drainage flow.The existing corrugated pipe is rusted and may lead to degradation of the street.The proposed improvements include 100-Year protection through the construction of eight 6'x 5'box culverts.raise and maeni.rcmmcr replace the roadway,clear and grade the channel,and install channel lining both • `- upstream and downstream. a '; _.E�Ehapel,Dowrs • 'Ur JUSTIFICATION: a d Elevating the roadways and improving the channel linings would prevent water from Ald„o or- overtopping the roadway.thus cutting off access to developments in the north.The r New Request I Continuation Project r Joint Use improvements are also part of the 100-year Water Surface Elevation(WSE)plan Mandated/ Replacement/Major Community Need: and has been identified in the Stormwater Master Plan as a Critical Drainage r Public Health/ 15Z Rehab or Protection g Service Structure.° Safety of Capital Stock Enhancement Compliant with 2030 Comprehensive Plan Element? List(incl ref Of): TII-2 ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: E COMPANION PROJECT? If yes.please explain: Roadways up and downstream would be overtopped with water in the case of a flooding scenario.Failure to meet 100-year WSE plan and Wastewater Master Plan r REVENUE GENERATING? If yes.please explain: STRATEGIC FOCUS AREA: Infrastructure N A FUND: SWUS EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 110 240 350 LAND TESTING CONSTRUCTION 810 810 OTHER TOTAL 110 1,050 1,160 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS 110 1,050 1,160 CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 110 1050 1160 CCPD: CRIME CONTROL 8 PREVENTION DISTRICT Spec: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 �L 403 ` WWW.CITYOFSOUTHLAKE.COM �\ / CAPITAL IMPROVEMENTS PROGRAM StormWater Utility System Fund City of Southlake FY 2016 CIP Project Status Form D I Summer Place Drainage Improvements DEPARTMENT: -at Public Works J PROJECT - LOCATION: Along Summer Place Lane near White Chapel and Highland _ �' :P _ J PROJECT TIMELINE: Oct 2015 to Sept 2016 pd 1:7r_ DESCRIPTION: _.: .L Funding is requested for the design and construction of drainage improvements. _ ` _1 The proposed improvements include replacing an existing corrugated metal pipe r"G e that is undersized with reinforced concrete pipe. ��yp.,,, ,,;,y — - , , • JUSTIFICATION: !' ��_ ��-,,,,,,; � The existing pipe is rusted and structurally unsound and needs to be replaced.This I is a companion project to the Summer Place Sanitary Sewer project. R( New Request r Continuation Project r Joint Use Mandated/ Replacement/Major Community Need; r Public Health/ IR' Rehab or Protection Ix Service Safety of Capital Stock Enhancement rCompliant with 2030 Comprehensive Plan Element? List(incl ref#): ALTERNATIVES 1 IMPACTS IF PROJECT IS NOT FUNDED: R. COMPANION PROJECT? If yes,please explain: This project will not be completed at the same time as the sewer project,and will continue to be an issue. Summer Place Sanitary Sewer Project E REVENUE GENERATING? If yes,please explain: STRATEGIC FOCUS AREA: Infrastructure N/A FUND: SWUS EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN LAND TESTING CONSTRUCTION 70 70 OTHER TOTAL 70 70 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS 70 70 CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 70 70 "CCPD: CRIME CONTROL 8 PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND 404 Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 WWW.CITYOFSOUTHLAKE.COM CAI'I 1AL IMPROVLMLNTS PROGRAM Storm Water Utility System Fund City of Southlake FY 2016 CIP Project Status Form I Kirkwood Branch at White Chapel Road DEPARTMENT: Public Works f—.. ./ PROJECT .-r ARE 4_.:N.White Chapel Blvd.at Kirkwood Branch 4_.: PROJECT TIMELINE: July 2015 to Dec.2020 - DESCRIPTION: `. -\, Funding is requested for the design and construction of a new bridge along Northtt .,--. White Chapel Boulevard over Kirkwood Creek Branch. 4.JUSTIFICATION: \ I, This section of roadway flooded in May 2015 due to heavy rainfall and overflow from Lake Grapevine and was closed for approximately 7 weeks. r N• ew Request IR Continuation Project r Joint Use Mandated/ Replacement/Major Community Need r P• ublic Health/ ISC, Rehab or Protection F( Service Safety of Capital Stock Enhancement Compliant with 2030 Comprehensive Plan Element? I" List(incl ref#): TII-6 ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: E COMPANION PROJECT? If yes.please explain: Roadway will continue to flood during heavy rainfall events that cause Lake Grapevine to top over spillway. N/A E REVENUE GENERATING? If yes,please explain: STRATEGIC FOCUS AREA: Infrastructure, Mobility,Safety and Security N/A FUND: SWUS EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY 50 50 ENGINEERING&DESIGN 700 350 1,050 LAND TESTING CONSTRUCTION 1,000 1,000 1,000 1,000 4,900 8,900 OTHER TOTAL 750 350 1,000 1,000 1,000 1,000 4,900 10,000 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2018 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS 750 350 1,000 1,000 1,000 1,000 4,900 10,000 CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA .,\ HOTEL OCCUPANCY TAX FUND ,, TOTAL 750 350 1,000 1,000 1,000 1,000 4,900 10,000 "\ CCPD: CRIME CONTROL&PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYS'IM FUND Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 WWW.CITYOFSOUTHLAKE.COM 405 CAPITAL IMPROVEMENTS PROGRAM Storm Water Utility System Fund 0 . 1 ' 1 3 406) , WWW.CITYOFSOUTHLAKE.COM V,, `•-•s . ' _./ CAPITAL IMPROVEMENTS PROGRAM Crime Control and Prevention District Fund CRIME CONTROL AND PREVENTION DISTRICT FUND 7 ( ti WWW.CITYOFSOUTHLAKE.COM 1407 o • Desorption Project's Total Prior Beyond/ FY 2016 of Annual Impact to Comp. SPIN R Project Name Description Fundings 2016 FY 2017 FY 2018 FY 2019 FY 2020 Unfunded Total Cumulative Impact on Annual Plan Ncighb. Operating Operating Reference Budget Budget • Funding is requested for the costs associated with the reconfiguration of the DPS West Facility.The DPS West Facility,originally constructed in 2001,has seen significant foundation movement that has caused a large amount of cosmetic and maintenance issues. In 2012, the City of Southlake contracted an engineer to do a study of the site and the foundation movement. The engineer suggested that the building finishes be replaced with finishes that are,'movement friendly',such as ceiling grid with drop in replacement tiles rather than the current solid ceiling finishes. A needs assessment No significant was then conducted in FY 2013 and changes to the concluded the necessity of replacing existing facili ^ the current HVAC rooftop units costs. Electric c-) due to deterioration during the past $33,189.00, 15 years. The average life span of Water 1. • K commercial HVAC units are 10-15 57,215.00, Q years. The facility back-up generator Sewer r 1 has mechanical issues and is need of $2,405.00 and & Open CJ Crime replacement as well. The bay doors gas$13,000.00 'ter DPS West Q CCPD I and Pr are in need of replacement to reduce $1,000,000 $1,200,000 $- 5 5 S < S'. ��.�iuu 01,200,000 annually. 0- Spaces SPIN A6 Reconfiguration '�� Carmen ity Distri the maintenance costs in refinishing Current Fadties the current heavy wooden doors and maintenance Maa "�" also to improve functionality. Bi-fold cosy are Han front doors will allow for faster $18,900.00 ►�� response times out of the station which should 7". and allow the doors to be manually significantly C1'I opened in the event of a catastrophic decrease for el power failure. The current wooden several years Q doors are very difficult to manually after the new (> 7'� open in the event of a power outage configuration. "' and would negatively effect DPS �� response times.The DPS West Reconfiguration will increase the size of the community/training O rry room currently being utilized by the 1 1 Office of Traffic Management and ultimately the community/training room. The reconfiguration will n" also indude;replacement of bay A doors facing Southlake Boulevard, expansion of the dayroom/kitchen, te' replacement of HVAC units, ll r replacement of the facility's backup ry .1') generator,and an improvement to C the interior finishes as suggested by ,RZ. the engineer. OZ Subtotals Crime Control and Prevention District Fund: $1'000'000 $1,200,000 $- $- $ $ $- $2,200,000 $- ,• n 3 CAPITAL IMPROVEMENTS PROGRAM Crime Control and Prevention District Fund City of Southlake FY 2016 CIP Project Status Form DPS West Reconfiguration DEPARTMENT: Fire PROJECT r9 LOCATION: 2201 W Southlake Blvd PROJECT TIMELINE: 2015 to 2016 6L, DESCRIPTION: Funding is requested for the costs associated with the reconfiguration of the DPS West Facility.The DPS West Facility.originally constructed in 2001,has seen i } -..L f„ u gee■+ M///: significant foundation movement that has caused a large amount of cosmetic and — --- maintenance issues. JUSTIFICATION: The DPS West Reconfiguration will increase the size of the community/training room currently being utilized by the Office of Traffic Management and ultimately the r New Request r Continuation Project r Joint Use community/training room. The reconfiguration will also include:replacement of bay Mandated/ Replacement;Major Community Need doors facing Southlake Boulevard,expansion of the dayroom/kitchen.replacement r Public Health/ F( Rehab or Protection r Service of HVAC units,replacement of the facility's backup generator,and an improvement Safety of Capital Stock Enhancement to the interior finishes as suggested by the engineer. r Compliant with 2030 Comprehensive Plan Element? List(incl ref ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: r COMPANION PROJECT? If yes,please explain: Original project has already been approved and funded in 2013 but the cost did not include all necessary repairs due to foundation and HVAC issues 1— REVENUE GENERATING? If yes.please explain: STRATEGIC FOCUS AREA: Infrastructure FUND: CCPD/General Fund EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING 8 DESIGN LAND TESTING CONSTRUCTION 1,000 1,500 0 0 0 0 0 2,500 OTHER TOTAL 1,000 1,500 0 0 0 0 0 2,500 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND 300 300 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD 2,200 2,200 SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND TOTAL 2,500 2,500 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=S3,776,000 409 WWW.CITYOFSOUTHLAKE.COM 1 CAPITAL IMPROVEMENTS PROGRAM Crime Control and Prevention District Fund 41 WWW.CITYOFSOUTHLAKE.COM ^APITAL IMPROVEMENTS PROGRAM Hotel Occupancy Tax Fund HO CCUP AN CY TAx FUND WWW.CITYOFSOUTHLAKE.COM N • Description Project's Total Prior Beyond/ FY 2016 of Annual Impact to Comp. SPIN Fund I, cct Name Description Funding s 2016 FY 2017 FY 2018 FY 2019 FY 2020 Unfunded Total Cumulative Impact on Annual Plan Neighb. Operating Operating Reference Budget Budget The Southlake 2030 Economic Development and Tourism Master Plan recommends,"The City should provide a staffed,central location for visitors that could be considered the City's concierge desk.Visitors can stop by or call and get customized information and recommendations.This increases the customer service level considerably EDT Hotel and begins setting Southlake apart Goals I i I I Occupancy Southlake Visitor's from the competition."The plan also $200,000l4, Information Center $200,000 $200,000 $200,000 $200,000 $200,000 $1,21N1,Olro 52uu,u00 "I R I TBD T1.5 SPIN pB Tax Fund recommends the addition of public restroom facilities and explains that T1.6 and • "In addition to information,other T1.7 amenities help make a community visitor-friendly and encourage people to stay longer."The purpose of this item is to establish a project fund for the construction of a Visitor Information Center that will include public restrooms to be located in Southlake Town Square. "G Subtotals Hotel Occupancy Tax Fund: $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $- $1,200,0011 i C .rte. 0 � O I IL • k �J ^APITAL IMPROVEMENTS PROGRAM Hotel Occupancy Tax Fund City of Southlake FY 2016 CIP Project Status Form Southlake's Visitor Information Center DEPARTMENT: Jill Lind.Economic Development&Tourism ECONOMIC DEVELOPMENT& PROJECT TOURISM STRATEGY LOCATION: Southlake Town Square Prepared for the City of Southlake Approved February IS.20,, PROJECT TIMELINE: TBD to TBD ..r DESCRIPTION: • t •a"' -m& The purpose of this item is to establish a project fund for the construction of a Visitor 111111E SIM Information Center that will include public restrooms to be located in Southlake Town Square. SO JTHLAKE Tl Farategtes \e'•� JUSTIFICATION: \` The Southlake 2030 Economic Development and Tourism Master Plan recommends that the City provide a staffed.central location for visitors that could be considered r New Request rg Continuation Project r Joint Use the City's concierge desk. The plan recommends the visitor center be located in a Mandated/ Replacement/Major Community Need high-profile location in Southlake Town Square and also recommends the addition r Public Health/ r Rehab or Protection r Service of public restroom facilities as°a visitor amenity. Safety of Capital Stock Enhancement Compliant with 2030 Comprehensive Plan Element? List(incl ref#): EDT Goals 7.14.T1.5,T1.6 and T1.7 ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: En, COMPANION PROJECT? If yes,please explain: Lack of visitor amenities in Town Square:Southlake 2030 recommendation not implemented r REVENUE GENERATING? If yes,please explain: STRATEGIC FOCUS AREA: Quality Development Revenue may be generated through sales of souvenirs. FUND: Hotel Occupancy Tax Fund f.XPt NDI TARE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN LAND TESTING CONSTRUCTION OTHER TOTAL OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS PERSONNEL COSTS TOTAL FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND 200 200 200 200 200 200 1,200 TOTAL 200 200 200 200 200 200 1200 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.COM413 CAPITAL IMPROVEMENTS PROGRAM Hotel Occupancy Tax Fund 414 , `/ WWW.CITYOFSOUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAM Community Enhancement e'Development Corporation Fund COMMUNITY ENHANCEMENT DEVELOPMENT CORPORATION FUND WWW.CITYOFSOUTHLAKE.COM ® ;: / / . _ Description Project's of Annual Impact to Comp. Total Prior Beyond/ FY 2016 SPIN # Fund Project%Mr Description FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total Impact on Annual Plan Funding Unfunded Cumulative Operating Operating Reference Ncighb. Budget Budget Operational impact includes all The purpose of this item is to operating costs establish a project fund for the design of the facility (personnel and and development of Phase 2 of The operations) Southlake Marq Southlake as per the Southlake and will be 2030 Pads, Communis 2030 Parks,Recreation&Open y Space/Community Facilities Master incurred Rene n Enhancemen plan,phase 2 will be approximately following &Open Cl-11)('I & The Marq-Phase 2 84,000 sq.h.and include spaces 5- $30,291,000 $- S- S- $- 5- $30,291,000 $30,291,000 completion of $2,270,000 Space/ SPIN#7 Developme for fitness,performance training, the project in Community Corporation rP gymnasium,indoor jog/walk track, 2018. The Facilities indoor aquatics,indoor playground, amount shown Master Plan party rooms,early learning classroom, arc costs in -Tier 2 child watch and multipurpose Year 1. The operational classrooms for programs. costs will be ^ C) r /1 paid for out of the CEDC 4 O fund. C n Z Subtotals Community Enhancement t~ and Development Corporation $- $30,291,000 $- S- $ $- $- $30,291,0411 $2,270,000 gailliiiiii Fund: M n 4Z 7 O • < I h m q- b • oC L o H co cr e h O Ol _ (J A 0 PO a i CAPITAL IMPROVEMENTS PROGRAM Community Enhancement&Development Corporation Fund City of Southlake FY 2016 CIP Project Status Form I The Marq Phase 2 w ..... .__ - DEPARTMENT: Community Services ,�=� `ate., r'?�- -"7 '6 Ali- PROJECT /ii, `'� LOCATION: Bicentennial Park — PROJECT TIMELINE: 09/01/15 to 01/01/18 /4,; ! Ir DESCRIPTION: . .. fir`' .,- The purpose of this item is to establish a project fund for the design and development of Phase 2 of The Marq Southlake as per the Southlake 2030 Parks, -N it/ Recreation&Open Space/Community Facilities Master Plan.Phase 2 will be ._ � approximately 84.000 sq.ft.and include spaces for fitness,performance training. ' :01 . t; gymnasium,indoor jog/walk track,indoor aquatics.indoor playground,party rooms. I at►• -.: early learning classroom,child watch and multipurpose classrooms for programs. JUSTIFICATION: The Marq Southlake project was recommended by the Southlake 2030 Parks. -' Recreation&Open Space/Community Facilities Master Plan.and approved by the r New Request rg Continuation Project r Joint Use City Council as a priority project for the FY 2016 Community Enhancement and Mandated/ Replacement/Major Community Need Development Corporation(CEDC)Capital Budget and the FY 2016-2019 CEDC E Public Health/ E Rehab or Protection R service CIP. Safety of Capital Stock Enhancement iv Compliant with 2030 Comprehensive Plan Element? List(incl ref#): Southlake 2030 PROS/CF Master Plan ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: Ig COMPANION PROJECT? If yes.please explain: Alternatives would be to not implement the recommendation of the Southlake 2030 Parks.Recreation&Open Space/Community Facilities Master Plan. The flarq Phase 1 (X REVENUE GENERATING? If yes,please explain: STRATEGIC FOCUS AREA: Infrastructure and Quality Development Facility will generate revenue from fees,programs and sales. FUND: CEDC EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING&DESIGN 1,787 1,787 LAND TESTING CONSTRUCTION 30,504 30,504 OTHER TOTAL 1,787 30,504 32,291 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS 1,013 1,370 1,391 3,774 PERSONNEL COSTS 1,257 1,725 1,777 4,759 TOTAL 2,270 3,095 3,168 8,533 FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND 2,000 2,000 UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC PARK DEDICATION FEE FUND CEDC 30,291 30,291 HOTEL OCCUPANCY TAX FUND TOTAL 32,291 CCPD: CRIME CONTROL&PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT COR*'RATION\ CEDC: COMMUNITY ENHANCEMENT&DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEMUPUND Funding is represented in thousands of dollars(000s). Example: 3,776=$3,776,000 WWW.CITYOFSOUTHLAKE.COM \\\ 417 CAPITAL IMPROVEMENTS PROGRAM Community Enhancement 6 Development Corporation Fund .----A,,,.„. 418 .��"' WWW.CITYOFSOUTHLAKE.COM CAPITAL IMPROVEMENTS PROGRAM iouthlake Parks Development Corporation Fund S OUTHLAKE PARKS DEVELOPMENT CORPORATION FUND 419 WWW.CITYOFSOUTHLAKE.COM ....... ...., •/ Description Projects "Poral Prior Beyond/ FY Cumulative of Annual Impact to Comp. SPIN # lid I'ropct Name Description Funding FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Unfunded Total Cumulative Impact on Annual Plan Neighb. Operating Operating Reference Budget Budget V Design and development of Bicentennial Park Improvements (Final Phase)as per the adopted 2030 Soudilakr Parks,Recreation and Open Space/ 2030 Parks, `Southlake Community Facilities Master Plan. Recreation Parks Bicentennial Park Project scope includes:new tennis Annual &°P',,SPDCI building,covered tennis courts,trail $502,000 $3,000,000 $3,500,000 $1,115,000 S $- $ $8,117,000 $3,000,000 Operating $100,000 Space/ SPIN#7 vrloI' Phase 3 system completion,sand v-ball courts Costs . Community orporatio w/shade structure,synthetic turf field Facilities at current inline hockey court,field Meier renovations,and new sports lighting Am for the two open play tennis courts near the water tower. The purpose of this item is to provide Southlake G for a minimum balance of$200,000 .M0 Pada, Southlak annually within the SPDC Capital Recreation Parks Budget in support of the City's &°P-'1^^ SPDC2 velopm SPDC Matching SPDC Matching Funds Program as $220,000 5- 5- 5- e. $- 0 c`20/:u 55,000,000 5- Space/ ALL �J orporation Funds per the recommendations of the Parks Cannamity r ►j Fund and Recreation Board and SPDC. Fariliti s 1 a K 'Available funding shown in"Total Master Q Prior Funding'column. Plan C/1 ODesign and development of the "l Southlake Sports Complex as ^.i : per the adopted Southlake 2030 Parks,Recreation&Open Space/ Community Facilities Master Plan. Southlake . .ti x111 outhlakc 30 Parks, The project scope includes:park R � 'restrooms and pavilions,existing eoration Parks • Southlake Annual • &Open O O building improvements,playground, 1 SPDC3 velopme Sports Complex $- 5- $ $885,000 $1,000,000 $1,000,000 $6,440,000 $9,325,000 $i,000,Ul1U Operating $130,000 Space/ SPIN#8 x T O trails,multipurpose sports field rr 7„/ 4 'Corporatio Improvements Costs amnun y Fund • improvements,synthetic turf on large Fads es 'Q �J 1 field,new park entry feature,parking improvements,park amenities, Plan landscape improvements,irrigation improvements with water well,and A 771 expansion of the park maintenance " facilities. (n_ Design and development of the L e0 Bob Jones Nature Center& Sartlil.ake Preserve Master Plan Tier One 3)10 Parks, I Southlake Improvements as per the Southlake Rnma (ion e0 / i Parks Bob Jones Nature 2030 Parks,Recreation&Open Annual &Open 5- 5- 5- 5- 5- 5- $7,430,000 $7,430,000 $8,000 000 Operating $65,000 Space/ SPIN 01 ^ Corporator Trails Development Plan. The project scope includes: Costs ' Cantnmuty ` ) IFund treehouse structure,signage,outdoor Facilities O O classrooms,dirt and decomposed Mater 'b. granite trails development,and Plan O savannah restoration. n 0 I rs Cr)00. �) m Description Project's Total Prior Beyond/ FY 2016 of Annual Impact to Comp. SPIN 7.-..Funding Unfunded Cumulative Neighb. Operating Operating Reference _ t`y Budget Budget rC 0 Design and development of the O Southlake ti i , Bob Jones Nature e& 2030 Parks, O Preserve Master Plan Tier'Three Sour Improvements as per the Southlake RecreationZi Bob Jones Nature Annual &O71P 2030 Parks,Recreation&Open pen N Cerner&Preserve SPDCS Develo Space/Community Facilities Master $ $- $- $ $- $2,480,000 $2,480,000 $3,000,000 Operating $25,000 Space/ SPIN#1 0 Nature Trail Corporate Plan. The project scope includes: Costs Convrainrty Expansion Facilities Fund t • overlook structures,signage,outdoor Z classrooms,dirt and decomposed MSH , ^ k granite trails development,boardwalk Plan ) ^ and[railhead parking. Ili l , N H V 0Design and development of n ,3 improvements at Bob Jones Park 7'1 O as per the Southlake 2030 Parks, r Recreation&Open Space/ Community Facilities Master Plan M . r+�t The project scope includes:new Southlake rl pavilion restroom,softball complex 2030 Pada, Southlake spectator arca improvements,athletic Proration Parks field improvements,additional Annual &Open Bob Jones Park SPDC6 velopme parking,shade improvements,trails, $ $- $- $- 5- $18,150,000 $18,150,000 $3,000,000 Operating $130,000 Span/ SPIN#1 Improvements n rpomnon equestrian area improvements,new Costs Community O Fund north athletic field,conversion of one Facilities 4 athletic field to synthetic turf,parking Master improvements,park maintenance Plan facility improvements,new entry road and entry feature for park and the Bob Jones Nature Center&Preserve, landscape/irrigation improvements, • a. , , and playground improvements. I Souddake Design and development of 2130 Pada, Southlake - improvements at North Park as per Recreation Parkathe Southlake 2030 Parks,Recreation Annual &Open North Park &Open Space/Community SPDC7 evelopme $ $- $- $- $- $1,450,000 $1,450,000 $3,000,000 Operating Space/ SPIN#2 Improvements Facilities Master Plan. The project Costs Con Corpontio • nity scope includes:new pavilion,4th Facilities Fund athletic field and trail connection to • Master , White Chapel Boulevard pan \\ t® . . /711L.," 1 „ J. ,. .., ___ „r t-J / .f, Description Project's ! •"0 Total Prior Beyond/ FY 2016 of Annual Impact to Comp. SPIN # Fund Project Name Description FY 2016 FY 2017 FY 2018 FY 2019 IN 2020 y,,, "Total Impact on Annual Plan _....--/ � Funding pinfnnded Cumulative Operating Operating Reference Neighb. Budget Budget Design and development of the Bob Jones Nature Center& Preserve Master Plan Tier Two Improvements as per the Southlake 2030 Parks,Recreation&Open Southlake Space/Community Facilities Master2030 Parks, Southlake Bob Jones Nature Plan. The project scope includes: Rroration Parks new nature center complex(building, Annual &Open Center&Preserve SPDCS velopme courtyard,water exhibit/outdoor 5- 5- S- 0- 5- S- 515,500,000 515,500,0m $3,000,000 Operating Space/ SPIN#I New Building classroom,educational/events space), Costs Community orporanotl Fund Development renovated barn,nature playground, Facilities signage,outdoor classrooms,dirt Master and decomposed granite trails Plan development,lake edge mitigation, species diversity propagation,entrance drive,parking,vehicular bridge,and landscape. nDesign and development of Kimprovements at Liberty Park at c Sheltonwood as per the Southlake ��Parks,ke 2030 Parks,Recreation&Open ' V') Southlake Space/Community Facilities Master Rmtanort ""e Parks Liberty Park at Annual &Opm Q Plan. The project scope includes: SPDC” Developme Sheltonwood Plan. S- 5- 0- 5- 0- 53,895,000 $3,895,000 $3,000,000 Operating ConSpace/ ray'SPIN#2 convert existing home to community/ Corporatio Improvements Costs ymeeting room space,water well Z Fund for irrigation,park amenities,sand Fatrlms ~r Mah L•" volleyball,playground,additional parking,completion of trail system, Z and signage. IT1 Cr) 0 Sou Make l Improvements at Noble Oaks 2030 Pada, 7AS' 1 Southlake Park as per the Southlake 2030 Recreation tp '/ Packs Parks,Recreation&Open Space \t�1�I &Open Noble Oaks Park SPDCl0 a elo me /CommuniFacilities Master $- 5- 5- 0- 5- S 585,000 $85,000 53,000,000 $1,000 Span/ SPIN# 7778 P Improvements C A rporation Plan. The project scope includes: Cantnmuy 7-9-. Fund completion of trail system and park Facilitiest., amenities. Mier Plan b m 7 Design and development of Sootidake f improvements at Koalaty Park as per 2030 Pada, 1 Southlake; the Southlake 2030 Parks,Recreation Recreation ey, Parks &Open Space/Community Annual &Open Koalaty Park $1'111.1: Developme Facilities Master Plan. The project 5- 5- $- $- 5- $- $2,025,000 $2,025,000 $3,000,000 Operating Spam/ SPIN#10 Corporatio Imprrnements scope includes:park restroom,shade Costs Community O J \ Fund . structures,sports field lighting,nature Facilities J trail,park amenities,vehicle drop off, Mater �. /� and landscape improvements. Plan A is ) 78• Irill , ,:, , , i ,...., z , ,,...... ). A '..„ 7r --1r,4Description Project's A Total Prior Beyond/ FY 2016 of Annual Impact to Comp. SPIN 1— r^ Project Name Description FY 2017 FY 2018 FY 1019 FY 2020 Total Impact on Annual Plan Funding Unfunded Cumulative Neighb. Operating Operating Reference Budget Budget rt:. C O a J Desn andSouthlake. improvementsron at Royalant of 2030 Parks, O at &Annie Southlake Smith Park as per the Southlake R�dlation -1 Parks Royal&Annie 2030 Parks,Recreation&Open Annual &� O f SPDC12 elopmen Smith Park Space Master Plan. The project $- $- $- $- $- $- $595,000 $595,000 $3,000,000 Operating $5,000 Space/ SPIN#11 Z, �' orporatio Improvements scope includes:additional parking, Costs Community r..r_ Fundplayground improvements,water FaaLnes well for irrigation,trail connections, Main frisbee golf/passive uses,and signage. Plan J Design and development of improvements at Chesapeake Park 401 Southlake �l O' as per the Southlake 2030 Parks, 2030 Parks, v Q Southlake Recreation&Open Space Master Recreation h7Parks Plan. The project scope includes: Annual &Open C"..) 01 Chesapeake Park SPDC13 evelopme' • new playground,park restroom, $- 5- $- 5- $ $- $2,580,000 $2,580,000 $3,000,000 Operating $40,000 Space/ SPIN#11 Improvements Q Corporatio pavilion,tennis or basketball courts, Costs Co munity rr Fund park amenities,trail connections, Fanatics �y park signage,water well for irrigation, Master ``��+ W landscape improvements,and Plait r additional parking. rii n 0 XSouthlake Design and development of Kirkwood , 2030 Parks, Southlake. /Sabre Linear Park as per the _ m Southlake 2030 Parks,Recreation& � Parks „ Kirkwood/Sabre Open Space/Community Facilities Annual &Open SPDC14 evelopme' $- $- $- $- $- $- $425,000 $425,000 $3,000,000 Operating $5,000 ' Space/ SPIN#1 Corporatio Linear Park Maude:tPlan. The ctiproject ty scope includes:trail connectivity from Costs Cot Fund - North White Chapel Boulevard to . Master Kirkwood Boulevard Plan • Design and development of � Southlake improvements at The Cliffs 2030 Southlakes Park as per the Southlake 2030Reuexion Parks Parks,Recreation&Open Space Annuil &Open The Cliffs Park /Community Facilities Master . SPDC15 evelopme: $- $- $- $- $- $- $1,755,000 $1,755,000 $3,000,000 l/pm-Alt,g $25,000 Space/ SPIN#1 Improvements Plan. The project scope includes: rporati.�+: multipurpose sports field(s),landscape Costs Comm�unity Fund Facilities improvements and screening,trail Maxey connectivity,park road and parking, Plan and park amenities. IV W IJ Description Projects -"� of Annual Impact to Comp. # Project Name Description Total Y7° FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Beyond/ Total '2016 Impact on Annual Plan SPIN Funding Unfunded Cumulative Ncighb. Operating Operating Reference Budget Budget Design and development of Southlake improvements at Oak Pointe2030 Pada, Southlake Park as per the Southlake 2030 Rmcauon Parks Parks,Recreation&Open Space • Annual •- &Open ,,yy Oak Pointe Park SPDCIG velopme /Community Facilities Master 8- 5- 6- 6- S $- $63,500 $63,500 $3,000,000 Opera,im, $1,000 Spare/ SPIN 82 rCorporatio Improvements Plan. The project scope includes: Costs Community Fund trail connectivity to White Chapel Facilities Boulevard/Walnut Grove Elementary Master School. Plant Design and development of Safety Town Park as per the Southlake 2030 Parks,Recreation&Open Space/ Southlake Community Facilities Master Plan. 2030 Parks, Southlake - The project scope includes:miniature l3ertration Parks Safe Town Park Town Square,safety education .Annum &Open SI'I sI Developm Safety amenities,park amenities,trails, 8- 5- 9- S- $- $- $2,320,000 $2,320,000 $3,000,000 Operating $125,000 Spare/ TBD Development /� Corporatio pavilion,water feature,landscape and Costs Communityl J Fund irrigation and signage.(Total prior Facilities I:: funding was$525,000.City Council MasterK approved reallocating$408,471 Plan Ofrom the Safety Town project to h7 Bicentennial Park Phase II).CA 0 4111 •iSubtntals Sporhlake Panks d: $722,000 $3,000,000 $3,500,000 $2,000,000 $1,000,000 $1,000,000 $65,193,500 $76,415,500 $957,000 y Development Corporation Fund:x Ito o � n O IFi b m Z 40 ., n 21 z CAPITAL IMPROVEMENTS PROGRAM Southlake Parks Development Corporation Fund City of Southlake FY 2016 CIP Project Status Form I Bicentennial Park Improvements (Phase 3) DEPARTMENT: Community Services u i_ PROJECTI, ---- _u LOCATION: Bicentennial Park j� ., '; � I , I.,_.l *, r - - PROJECT TIMELINE: 04/01/15 to 09/30/19 �" i 1y � _--t a .i.--)41,- ^ DESCRIPTION: 5 "li Design and development of Bicentennial Park Improvements(Phase 3)as per the 1 :' C 4,:'1� adopted Southlake 2030 Parks,Recreation&Open Space/Community Facilities ( L- ,-, t (PROS/CF)Master Plan Project scope includes new tennis building/park restroom I I' building,covered tennis court(s),trail system completion.sand v-ball court w/shade i `,.47 i 1 structure.synthetic turf field at current in-line hockey court,field renovations.anditt • .111,, new sports lighting for the two open play tennis courts near the water tower. ,` I w • JUSTIFICATION: ;®I 'r MID BICENTENNIAL PARK Conceylml Yerler Alen - Recommendation of the Southlake 2030 PROS/CF Master Plan. The Park Board, a2n.,o SPDC and City Council listed Bicentennial Park Improvements as the top park n New Request J Continuation Project r Joint Use development priority for the FY 2015 SPDC CIP and Capital Budget. Mandated/ Replacement/Major Community Need r Public Health/ r Rehab or Protection R service Safety of Capital Stock Enhancement Compliant with 2030 Comprehensive Plan Element? r List(incl ref#): PROS/CF Master Plan ALTERNATIVES/IMPACTS IF PROJECT IS NOT FUNDED: r COMPANION PROJECT? If yes.please explain: Delay implementing the Southlake 2030 PROS/CF Master Plan recommendation to complete Bicentennial Park. Companion to Phase 1 and Phase 2 IX REVENUE GENERATING? If yes.please explain: STRATEGIC FOCUS AREA: Infrastructure and Quality Development Field use and tournament fees FUND: SPDC EXPENDITURE SCHEDULE PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL PLANNING/FEASIBILITY STUDY ENGINEERING 8 DESIGN 285 515 800 LAND TESTING CONSTRUCTION 217 2,485 3,500 1,115 7,317 OTHER TOTAL 502 3,000 3,500 1,115 8,117 OPERATIONAL IMPACT PROJECT ELEMENT TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL MAINTENANCE COSTS 50 100 100 250 PERSONNEL COSTS TOTAL 50 100 100 250 FUNDING SCHEDULE FUNDING SOURCE TOTAL PRIOR 2016 2017 2018 2019 2020 UNFUNDED TOTAL GENERAL FUND UTILITY FUND ROADWAY IMPACT FEE FUND WATER IMPACT FEE FUND SANITARY SEWER IMPACT FEE SWUS CCPD SPDC 502 3,000 3,500 1,115 8,117 PARK DEDICATION FEE FUND RED LIGHT CAMERA HOTEL OCCUPANCY TAX FUND \\ TOTAL 502 3,117 3,500 1,115 8,117 CCPD, CRIME CONTROL&PREVENTION DISTRICT SPDC: SOUTHLAKE PARKS DEVELOPMENT CORPORATION SWUS: STORMWATER UTILITY SYSTEM FUND \\\ Funding is represented in thousands of dollars(0000. Example: 3,776=$3,776,000 \ WWW.CITYOFSOUTHLAKE.COM 425 CAPITAL IMPROVEMENTS PROGRAM Southlake Parks Development Corporation Fund • ;. ` WWW.CITYOFSOUTHLAKE.COM 'ra,, „ r�' • ¢ O to LLJr. CD w Acf) Z b '` Q Q Q W J Z Z O „A S O UJ ce Cez Z z Zo .r0 Z 4174 CN ,:. a' UJ T Q 12(1:::11 J CD0 Gt 4y Z ce x o 7r W 7'„.„ , 7} d LL J (N1 L11 QN LU oZ r oW o O w� zz o >1111 :( o U CL U-I ' 404n W V) w (1) ' ifr 0 W Ci ' Q CL J U j U / W Z Q F:, .r Lu Z Q = } o Z LU CL k i f - 4r^ r vt` .FW / r. Y 7 ;APFFNF) IX 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 CEDC Community Enhancement and Development Corporation 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 GO General Obligation KSB, Keep Southlake Beautiful P Card Procurement Card (City-issued credit card) Park Dedication Fund 428 WWW.CITYOFSOUTHLAKE.COM Acronyms 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 Finance TIRZ Tax Increment Reinvestment Zone TMRS Texas Municipal Retirement System TxDOT Texas Department of Transportation UCR Uniform Crime Reports WIF Water Impact Fee �hF 429 WWW.CITYOFSOUTHLAKE.COM Budget Glossary A 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. B 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. Bond A`written promise to pay a specific sum of money (principal) at a specified future date along with periodic interest e. Bonds are typically used for long-term debt to pay for a particular capital expenditure. 430 WWW.CITYOFSOUTHLAKE.COM Budget Glossary Budget:A plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. Used without any modifier, the term usually indicates a financial plan for a single fiscal year. 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. Commercial Vehicle Enforcement Fund:This fund accounts for fines collected from commercial vehicle violations. Use of these funds is restricted for commercial vehicle enforcement, per State law. Community Enhancement and Development Corporation(CEDC): The Community Enhancement and Development Corporation was formed when Southlake voters approved the special levy of a 3/8 cent sales tax in 2015. The funds are dedicated toward the construction of Phase II of The Marq Southlake, a community events and recreation facility. funds will also be used to support operational expenses related to The Marq as well as special economic development p oje;tts. 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 a '' ourt security. WWW.CITYOFSOUTHLAKE.COM ® Budget Glossary 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 purchase of land and capital improvements for the Department of Public Safety. Crime Control&Prevention District (CCPD) Operating Fund: The Crime Control & Prevention District Operating Fund is a special revenue fund established to account for the operations of the Crime Control District,which was established for the financing and development of crime control projects within the City of Southlake. This fund is funded primarily through 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. D 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 Economic Development Investment Fund: The Southlake 2030 Economic Development & Tourism Strategic Plan includes the following as recommendation 4.3: "Southlake should establish a fund to use to attract and retain employers, as well as to help retain and expand existing businesses." This fund was created in 2013 for that purpose. Encumbrance: The commitment of appropriated funds to purchase an item or service. Entt7rise Fund:A type of proprietary fund containing the activities of funds where the intent is for the direct beneficiaries to pay focall costs of the fund through fees, or where a periodic determination of revenues and expenses is desired by anagement. 432 WWW.CITYOFSOUTHLAKE.COM Budget Glossary 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 Fiscal Year:Any yearly accounting period,without regard to its relationship to a calendar year.The fiscal year for the City of Southlake begins on October 1 and ends on September 30. Fixed Assets: Assets of a long-term character, which are intended to continue to be held or used, such as land, buildings, improvements other than buildings, machinery and equipment. Franchisee 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 oth. nds. 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 f y - t. WWW.CITYOFSOUTHLAKE.COM Budget Glossar 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 1 and living in the house on January 1 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 who pay for a room or space in a hotel. 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% (.07) tax on the cost of a room. 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. K 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 and : A requirement imposed by one unit of government on another unit of government. k;, 434 1 2 f WWW.CITYOFSOUTHLAKE.COM ammo Budget Glossary 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. 0 Operating Budget: The annual appropriation to maintain the provision of City services to the public. Operating Transfer In: Transfer from other funds which are not related to rendering of service. P P-Card: Acronym for procurement card. A City-issued credit card which allows employees to make purchases in a cost 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. Red Light Camera Fund: This fund accounts for fines 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 Fund: This fund accounts for revenues and expenditures dedicated for reforestation. These nd 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. 435 WWW.CITYOFSOUTHLAKE.COM + APPENDIX Budget Glossary 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 conditions 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 type of debt is callable when money is available to make payments which occurs when prepayments are received from property owners. The City budgets as if the entire debt will be paid in the current year, although this is highly unlikely. 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 nitiative 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 ainteftare, community enhancement, and capital acquisition. i 436 WWW.CITYOFSOUTHLAKE.COM Budget Glossary 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 via a Supplemental Request 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. Tax Increment Finance(TIF)Operating Fund:The Tax Increment Finance Operating Fund was established to account for the general operations of the TIF, which was formed to finance and make public improvements. The TIF is funded primarily through the assessment of ad valorem taxes. Transfers: Internal movements of revenue and expenses among funds in the budget to provide needed sources of funding for expenses incurred on behalf of another fund. U 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 the public. V Vehicle Replacement Fund: The Vehicle Replacement Fund is used for the acquisition and replacement of the City's fleet. W Working Capital: The year-end balance of current assets less current liabilities. Workload Measure: A unit of measure to identify the amount of work or product generated from specific activit s. ey form the basis for determining the unit's success at reaching its performance objectives. WWW.CITYOFSOUTHLAKE.COM 43 Financial Policies 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. GRANTS • ' 11 grants and other federal and state funds shall be managed to comply with the laws, regulations, and guidance of the 1 antor, and all gifts and donations shall be managed and expended according to the wishes and instructions of t'e donpr. 438 WWW.CITYOFSOUTHLAKE.COM Financial Policies 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 w'i 1 a and competitively-issued debt on a true interest cost (TIC) basis. • The City welcomes ideas and proposals from investment bankers and will seek to give first considerati• • thos firms that submit unique and innovative ideas that benefit the City. Unsolicited proposals should be subm ,• t• he City's Finance Department. WWW.CITYOFSOUTHLAKE.COM u.}� Financial Policies • The selection of an underwriter or group of underwriters for a negotiated sale shall be based on the following factors: • 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 of reimbursement resolutions shall be encouraged as a cash management tool for debt 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 finance 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; • evenue generating and expected to cover debt service out of the revenue source; and, • Non-voter approved debt is the most cost effective financing option available. • The average maturity of non-voter approved debt shall not exceed the average life of the capital items financed. Capital items financed with non-voter approved debt shall have an expected economic life of at least three years. c'--..'''44O WWW.CITYOFSOUTHLAKE.COM J Financial Policies 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 Ci an he proposed method of its disposition;subsidiary budgets for each utility giving detailed income and expenditure i'fo ation shall be 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. WWW.CITYOFSOUTHLAKE.COM 44I APP \ [SIX Financial Policies 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 an affirmative vote of at least four of all the members of the Council. Adoption of the budget shall constitute appropriations of the amount specified therein as expenditures from the fund indicated, and shall constitute a levy of the prop riy tax therein proposed. 08. Defect Shall Not Invalidate Tax Levy. orsordefects in the form or preparation of the budget or the failure to perform any procedural requirements shall not nulli \the tax levy or the tax rate. Fa 442 WWW.CITYOFSOUTHLAKE.COM Financial Policies 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. B. 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 insufficient to meet the amount appropriated, the City Manager shall report to the Council without delay, indicating the e inlated amount of the deficit, any remedial actions taken by the City Manager and his/her recommendations as to any o �;er I teps to be taken. The Council shall then take such further action as it deems necessary to prevent or minimize any de cit, . •d for that purpose the Council may by ordinance reduce one or more appropriations. 9.23. Transfer of Appropriations. WWW.CITYOFSOUTHLAKE.COM Financial Policies 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 upon and payable from properties, or interest therein pledged, or the income therefrom, or both. The olders of the revenue bonds shall never have the right to demand payment thereof out of monies raised or to be raised •y taxation. All such bonds shall be issued in conformity with the laws of the State of Texas. 33. Bands Incontestable. } 444 WWW CITYOFSOUTHLAKE.COM Financial Policies All bonds of the City having been issued and sold and having been delivered to the purchaser thereof, shall thereafter be incontestable and all bonds issued to refund in exchange for outstanding bonds previously issued shall and after said exchange, 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. i The City Manager shall submit to the Council at its second formal meeting each month the financial cond' i of t City budget items and budget estimates versus accruals for the preceding month and for the fiscal year to te. uch records are to be made public by the Council during open meeting. The financial records of the City will be Laine in accordance with accepted principles recommended by the American Institute of Certified Public Accountants an WWW.CITYOFSOUTHLAKE.COM Financial Policies the National Steering Committee on Governmental Accounting. 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. 446 WWW.CITYOFSOUTHLAKE.COM Financial Policies CITY OF SOUTHLAKE FUND BALANCE POLICY (ADOPTED AUGUST 1993) (AMENDED SEPTEMBER zoii) 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. (\s,„,,,,„, WWW.CITYOFSOUTHLAKE.COM 447 Frequently Asked Questions TAXATION WHAT IS THE CURRENT TAX RATE? The proposed FY 2016 tax rates are shown below. These rates are based on the certified Tarrant Appraisal District taxable values. General Fund .362 Debt Service .10 Total .462 No changes to the tax rate of.462 are proposed for FY 2016. 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 2016 budget is $5,785,322,918 (net TIF). One cent is the equivalent of$578,532 (net TIF) in revenue to the City of Southlake. WHAT PERCENTAGE CHANGE OCCURRED FROM THE FY 2OI5 CERTIFIED TAX BASE TO THE FY 2016 TAX BASE? The percentage change from FY 2015 certified to FY 2016 certified was 1.8% (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$380,873 in General Fund operations and an additional $105,213 in General Fund debt service for FY 2016. WHAT IS THE DISTRIBUTION OF THE TAX BASE BETWEEN RESIDENTIAL AND COMMERCIAL PROPERTY? In FY 2016, residential property accounted for 70.7%; commercial/industrial/retail property accounted for 29.2%; and, undeveloped property was .1% 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. AT IS SOUTHLAKE'S EFFECTIVE TAX RATE AND ROLLBACK RATE FOR FY 2016? The effective tax rate for FY 2016 is $.430012, which is 7% lower than the proposed rate of$.462. The roll back rate for FY 201'6.1$.486692. s 448 WWW.CITYOFSOUTHLAKE.COM Frequently Asked Questions WHAT PERCENTAGE CHANGE ARE WE ANTICIPATING IN GENERAL FUND SALES TAX REVENUE FOR FY zoi5 (ACTUAL) TO FY 2016 (BUDGET)? It is estimated that we will collect $12,568,000 in General Fund sales tax in FY 2016. This number represents a 4.5% increase when compared to the FY 2015 Adopted 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 42.0% Community Services** 16.5% General Government* 9.6% Public Works 13.6% Finance 5.8% Information Technology 6.0% Planning& Development Services 5.8% ! Economic Development 0.6% *Includes City Manager's Office, City Secretary's Office, Human Resources, and Support Services. **Includes Parks and Recreation, Community Services, and Library. WWW.CITYOFSOUTHLAKE.COM Frequently Asked Questions 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 • Commercial Vehicle Enforcement Fund • Community Enhancement and Development Corporation • Court—Security • Court—Technology • Crime Control and Prevention District Operating Fund • Economic Development Investment Fund • Facility Maintenance Fund • Hotel Occupancy Tax Fund • Library Donations • Park Dedication • Parks and Recreation Fund • 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 • . ehicle Replacement Fund • P OES THE CITY ACCOUNT FOR REVENUES AND EXPENDITURES IN SO MANY DIFFERENT FUNDS? ese rids provide a mechanism for the City to segregate revenues generated from a variety of sources and also provide '----,,,N) a meansfor\he City to track expenses directly related to those funds sources. 450 WWW.CITYOFSOUTHLAKE.COM Personnel Schedules Department FY 2014 Actual FY 2015 Revised FY 2016 Proposed City Manager's Office 7.75 7.75 7.75 City Secretary's Office 4.00 4.00 4.00 Community Services 61.15 64.65 61.90 Economic Development 1.35 1.35 1.35 Finance 20.88 19.88 19.88 Human Resources 5.75 5.75 5.75 GENERAL FUND Information 6.75 8.00 8.00 Technology Planning& 22.50 22.50 22.50 Development Services Fire Department 72.00 72.50 72.50 Police Department 58.25 58.25 58.25 Public Works 30.95 31.95 32.95 Total General Fund 291.33 296.58 294.83 FTEs: Department FY 2014 Actual FY 2015 Revised FY 2016 Proposed City Manager's Office 0.50 0.50 0.50 Finance 4.30 5.30 5.30 UTILITY FUND Planning& Development Services 0.50 0.50 0.50 Public Works 29.30 29.30 30.05 Total Utility Fund FTEs: 34.60 35.60 36.35 Department FY 2014 Actual FY 2015 Revised FY 2016 Proposed COMMERCIAL VEHICLE Police Department 1.25 1.25 1.25 ENFORCEMENT Total CVE FTEs: 1.25 1.25 1.25 Department FY 2014 Actual FY 2015 Revised FY 2016 Proposed COMMUNITY Public Works 0.00 0.00 1.00 (,,, , ENHANCEMENT AND Community Services 0.00 0.00 6.51 DEVELOPMENT 1 CORPORATION Total CEDC FTEs: 0.00 0.00 7.50 Ie."----. ) WWW.CITYOFSOUTHLAKE.COM r Personnel Schedules Department FY 2014 Actual FY 2015 Revised FY 2016 Proposed COURT Finance 0.82 0.82 0.82 SECURITY FUND Total CSF FTEs: 0.82 0.82 0.82 CRIME CONTROL Department FY 2014 Actual FY 2015 Revised FY 2016 Proposed & PREVENTION Police Department 7.95 7.95 7.95 DLSIRICT Total CCPD FTEs: 7.95 7.95 7.95 HOTEL Department FY 2014 Actual FY 2015 Revised FY 2016 Proposed OCCUPANCY Economic Development 2.65 2.65 2.65 TAX FUND' Total HOT Fund Fl Es: 2.65 2.65 2.65 Department FY 2014 Actual FY 2015 Revised FY 2016 Proposed RED LIGHT Police Department 1.00 1.00 1.00 CAMERA FUND j Total RLC FTEs 1.00 1.00 1.00 Department FY 2014 Actual FY 2015 Revised FY 2016 Proposed SOUrHLAKE PARKS DEvELopmENT Community Services 1.00 1.00 3.00 CORPORATION Total SPDC FTEs: 1.00 1.00 3.00 STORM WATER Department FY 2014 Actual FY 2015 Revised FY 2016 Proposed UTILITY SYSTEM Public Works 1.50 1.50 1.50 FUND Total SWUS FTEs: 1.50 1.50 1.50 \N"--,,,,,,,,..<„, 452 WWW.CITYOFSOUTHLAKE.COM Personnel Schedules Department FY 2014 Actual FY 2015 Revised FY 2016 Proposed General Fund 291.33 296.58 294.83 Utility Fund 34.60 35.60 36.35 CVE Fund 1.25 1.25 1.25 CEDC 0.00 0.00 7.50 ALL FUNDS Court Security Fund 0.82 0.82 0.82 SUMMARY CCPD 7.95 7.95 7.95 HOT 2.65 2.65 2.65 Red Light Camera 1.00 1.00 1.00 SPDC 1.00 1.00 3.00 SWUS 1.50 1.50 1.50 Total FTE's 342.10 348.35 356.85 SUMMARY OF PERSONNEL CHANGES - FY 2015 REVISED VS. FY 2,016 PROPOSED GENERAL FUND The General Fund FTE count decreased by 1.75 FTEs for FY 2016. This is due to the transfer of 2.75 FTEs to the Community Enhancement and Development Corporation which is the fund that is now capturing all expenses related to The Marq. These FTEs were added to the General Fund in FY 2015 to support operations of Phase 1. Additionally, the General Fund added 1 FTE, a Traffic Management Technician, in the Public Works Department. UTILITY FUND The Utility Fund FTE count increased 0.75 FTEs for FY 2016 due to the addition of a part-time Environmental Services Intern who will assist the Environmental Coordinator with implementing Tier 1 and Tier 2 initiatives outlined in the Southlake 2030 Water Conservation Master Plan. COMMUNITY ENHANCEMENT AND DEVELOPMENT CORPORATION FUND The Community Enhancement and Development Corporation Fund FTE count increased by 7.50 FTEs for FY 2016. This increase is accounted for with the transfer of 2.75 FTEs from the General Fund as well as the addition of 4.75 FTEs who will support the operations of Phase 1 of The Marq which is scheduled to open in December 2016. These new FTEs are: Banquet Specialist, Banquet Captain, Banquet/Event Attendant, Custodian, Office Assistant and an increase in part-time Senior Center staffing. SOUTHLAKE PARKS DEVELOPMENT CORPORATION FUND The Southlake Parks Development Corporation Fund FTE count increased by 2.00 FTEs for FY 2016. T i incr e is due to the addition of two Parks Maintenance Workers who will oversee enhanced maintenance of Bicenten 'ark following the completion of Phase 2 improvements. k. WWW.CITYOFSOUTHLAKE.COM 4S3 APPENDIX Tax Rate Allocation PROPERTY TAX REVENUE ALLOCATION 2016 AMOUNT Total Appraised Value 2015 $7,322,599,520 Less Protested Value (-) ($89,563,884) Less TIF Value (-) ($375,450,283) Less Exemptions (-) (1,072,262,435) Total Taxable Value (_) 5,785,322,918 Proposed Tax Rate (X) 0.46200 Estimated Tax Levy (_) 26,728,192 Estimated Percent of Collections (X) 99.00% Estimated Current Tax Collections (_) 26,460,910 Estimated Delinquent Collections, Penalty, and Interest (+) 380,000 Estimated Available Funds (_) $26,840,910 TAX RATE DISTRIBUTION GENERAL FUND RATE PERCENT TOTAL Current 50.36200 78.35% $20,733,440 Delinquent (+) 225.000 Total General Fund (_) 20,958,440 DEBT SERVICE FUND Current $0.10000 21.65% 5,727,470 Delinquent (+) 155,000 Total Debt Service Fund (_) 5,882,470 Total General and Debt Service Funds $0.46200 100.00% $26,840,910 HISTORICAL TAX INFORMATION DEBT NET GENERAL SERVICE TOTAL I FISCAL TAXABLE FUND FUND TAX YEAR VALUE (1) RATE RATE RATE 2016 $ 5,785,322,918 $ 0.36200 $ 0.10000 $ 0.46200 2015 $ 5,680,109,441 $ 0.34200 $ 0.12000 $ 0.46200 2014 $ 5,494,514,119 $ 0.34200 $ 0.12000 $ 0.46200 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 S 0.14000 $ 0.46200 \ 2009 $ 4,927,086,464 $ 0.32200 $ 0.14000 $ 0.46200 N. 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 454) =1 WWW.CITYOFSOUTHLAKE.COM MENM I Southlake 2030 Sustainability Plan: Financial Wellness rOrP71"li City of Southlake Sustainability Master Plan An Element of the Southlake 2030 Comprehensive Plan Adopted by Southlake City Council Ordinance No. 1104 February 17, 2015 Prepared by Planning & Development Services Department W § J $ I 141 r_1; 0203 I WWW.CITYOFSOUTHLAKE.COM 455 1 APPENDIX Southlake 2030 Sustainability Plan: Financial Wellness ACKNOWLEDGEMENTS SOUTHLAKE CITY COUNCIL PLANNING &ZONING COMMISSION John Terrell Robert Hudson Mayor Chairman Laura Hill D.Todd Parish Mayor Pro Tem, Place 5 Vice Chairman Brandon Bledsoe Deputy Mayor Pro Tem, Place 3 Michael Springer Shahid Shafi Place 1 Michael Forman Carolyn Morris Place 2 Kate Smith Randy Williamson Place 4 Daniel Kubiak Gary Fawks Place 6 Shawn McCaskill CITY STAFF Shana Yelverton Ken Baker,AICP City Manager Senior Director of Planning& Development Services Ben Thatcher Dennis Killough,AICP Assistant City Manager Deputy Director of Planning& Development Services Alison Ortowski Patrick Whitham,GISP Assistant City Manager GIS Analyst Sharen Jackson, CPA Daniel Cortez,AICP Chief Financial Officer Principal Planner Bob Price, P.E. Jerod Potts Director of Public Works Planner I Cheryl Taylor, P.E. City Engineer, Deputy Director of Public Works SPECIAL THANKS TO Pamela A. Muller Martin Schelling Former City Council Members 456 '`� WWW.CITYOFSOUTHLAKE.COM Southlake 2030 Sustainability Plan: Financial Wellness [SOUTHLAKE 2030] Sustainability Master Plan ECONOMIC/FISCAL WELLNESS Ensure monetary resources are provided in a fiscally conservative manner necessary to support the community's needs. The purpose of the Economic/Financial Wellness section of the Sustainability Plan is to understand the City's future ability to maintain current level of services and fund the recommendations adopted as part of the Southlake 2030 Plan. The Southlake 2030 Plan contains 17 different elements and those elements include recommendations for future infrastructure and programs to allow the City to maintain a similar level of service as is being experienced today. To assist the City in this analysis, the City retained private consulting firm of CityBase.Net, Inc. whose principal Lewis McClain has over 30 years of experience working in local government creating financial plans. This final section of the Sustainability Plan will analyze the City's ability to maintain service levels, and to implement the recommendations proposed in the various Southlake 2030 plans. Introduction This plan is the culmination of a number of concerted efforts and decisions rooted in sound management principles established over the last two decades. It has been an ongoing process. A plan is a snapshot and has great value, but a process is ongoing and adaptive.The process has boundaries yet envisions flexibility as events and assumptions change. With this plan the City is memorializing strong financial management practices and committing to continue their use into the future to ensure financial wellness. Support Resource ., '' Allocation Decision q) Incorporate Economic Making with r Achieve Analyo Innd Long-term " "Spend Within Prioritization of Fiscal Health P/ann/ngto Dedslon- Our Means" Making Program Fiscal Fiscal Wellness Health Systematically Identify,Define Transparent About Evaluate Program and Value the the"True Cost of Establish and Etgcienc Results of Maintain Reserves Doing Business" Y Value Programs Government tinWrarand Based on Evidence of their Variances Influence on (Budget vs.Actual) Results Economic and Fiscal Wellness Economic or fiscal wellness is a balance between today's financial position and the financial needs of tomorrow. It is maintaining control over current reserves, debt and expenditures to ensure the City is able to meet the financial requirements of the future. It aligns "ability to pay" with the 2030 Plan initiatives. A comprehensive understanding of inflows and outflows of resources and the economic pulse that drives both,fiscal wellness places the City in the enviable position to weather future financial challenges or economic changes, and achieve responsible funding for approved projects. Believing that today's decisions impact the City's financial future, strong analysis and a commitment to responsible financial principles must be incorporated into the management framework. Much like individual financial planning, it is important to the City to ensure future financial viability and to maintain th' quality of living and standards of service desired by Southlake citizens. The Sustainability Plan offers a transparent vie of the City's current financial position and clearly outlines the future funding needs and the City's ability to meet th e Ordinance No.1104,Adopted February 17,2015 [SOUTHLAKE 2030] 61 rk" WWW.CITYOFSOUTHLAKE.COM ;41) Southlake 2030 Sustainability Plan: Financial Wellness [SOUTHLAKE 2030] Sustainability Master Plan demands. Knowing where the City stands today better equips policymakers and staff to manage costs and provide feasible solutions for future needs. Approach Taken A financial model is inherently complex due to the number of calculations that can easily approach a million or more mathematical inputs, formulae and results. Yet the Southlake model is no black-box-trust-me mystical algorithm. Every number has been hand-calculated for verification purposes. The model incorporates the most basic logic into simple linkages. Land Acreage-Land Use-Densities-Absorption Rates drive population and employment. Those factors drive rooftops and square-footages, which in turn work with infrastructure capacity and service demands. Dollars are attached in every step of these linkages. And like a one-year budget, a multi-year financial plan has to be balanced and any gaps have to be identified. Another benefit, and risk, of looking forward is that it is impossible to ignore the aging process. The approach also included an all-in feature. The goal was to include just about everything where data existed in GIS systems, accounting systems, spreadsheets and existing master plans. Not only was there a look-back of at least ten years, but the model incorporated a fairly exhaustive level of detail including: • Tax Base Evaluation by Subdivision. • Sales Tax Analysis by Sector and individual business. • All Other Revenues at the line-item level. • Staff levels by position. • All other Expenditures at the line-item level. • Capital Equipment Replacement by equipment item. • Debt Capacity Analysis. • Infrastructure replacement/renewal based on segment inventory. • Economic Development Incentives consideration. • Inflation considerations. • Fund balance Preservation. Findings and Results The results of the model were very promising. In fact, there were almost entirely positives with few negative findings. After careful review, the analysis revealed that Southlake's financial condition is strong. This can be attributed to Southlake's commitment to build reserves, keep pace with repair and rehabilitation needs, shorten debt maturities and pay for some major facilities out of cash. The review ascertained that these past actions that are benefitting Southlake citizens today will do so into the future. A foregone conclusion when looking far ahead is that the compression of revenues being outstripped by expenditures will reveal shortfalls. While Southlake is not immune to many uncontrollable factors, such as a recession, it appears that almost all the identified project and programs needs in the future can be handled though continued good management of City resources. Specific findings include: • The tax base is expected to grow significantly although the incremental values for new construction will diminish while the gains from revaluations will increase by at least 3%each year. ' •• The sales tax base will increase significantly through growth in population and CPI. However, there is \ likely to be a slight decrease in the portion of the sales tax that comes from outside the City as adjacent Ordinance No.1104,Adopted February 17,2015 [SOUTHLAKE 2030] 62 1458) WWW.CITYOFSOUTHLAKE.COM \ PFENDIX Southlake 2030 Sustainability Plan: Financial Wellness [SOUTHLAKE 2030] Sustainability Master Plan cities grow their retail base. There are high expectations that economic development efforts will continue to provide incremental results for the City. • Hotel tax revenues are expected to rise significantly in the early part of the plan due to two additional hotels being added to the singular hotel now in Southlake. These additions will also benefit the Public Art Fund, a recipient of 15%of the hotel tax revenues. • Staffing is projected to increase but the large increases have been funded with the last fire station and the future recreation center being accounted for in the staffing tables. • Debt will continue to be issued in shorter lengths in order to maximize the debt capacity for future needs. • Reserves are currently at very strong levels and are projected to be sustained at very respectable levels. Related, while recession forecasts are not recognized by specific year in the financial plan,there is every expectation that the average of one every 5.86 years will likely cause Southlake to handle at least two and perhaps three recessions during the planning period. It is important to follow through with the City's financial policy documents to effectively anticipate and manage unpredictable events such as a recession. For that reason, the City applies these foundational practices to its budgeting efforts, even adopting economic/fiscal wellness recommendations to guide the City's budgeting into the future. These financial recommendations guide the development of the City budget, while simultaneously serving as an accountability tool. • Other than recessions or other major catastrophic events not within the control of Southlake, the most significant threat is the aging of $619 million in depreciable assets now entering the critical 20+ year benchmark. While the City acknowledges these challenges and is proactive in addressing these needs, there is reason to be cautious. The infrastructure aging process has an exponential characteristic even though it is often measured as a straight-line issue. The most critical actions will be focused on delaying the impact of or at least preparing for that stage in the future when the depreciation of these assets starts to accelerate. • The service level expectations by the Council and citizens are set at a very high level in Southlake, an aspect of the difference that sets the City apart from other cities.These expectations are manifested in a quality that is not inexpensive whether it be public safety response times, park amenities or median maintenance. However, the communication mechanisms the City has through SPIN groups and other means should allow for expectation management efforts to adjust as needed through periods of revenue pressure that may occur with economic cycles. Conclusion Southlake is well-governed and well-managed with the proof being sound infrastructure, high service levels and good financing condition that exists today and is directly associated with responsible decisions made over recent years. The City is positioned to have many options and to adjust when necessary (following strong financial management principles) so that no abrupt changes are likely to ever be required. The City communicates well with citizens, allowing governance and financial realities to work together in lock-step. The well-educated, high-income constituency, and the governing body that embraces conservative financial practices, positions Southlake to have a sound and sustainable financial plan to wrap around the other elements of a master plan. As such, at the current taxing structure,the City is in the position to maintain current level of services and implement the recommendations of the Southlake 2030 Plar through a combination of cash and limited debt service. Following this section please see "Supplement A" which is a summary of the City's fund structure and the data that supports the findings and conclusions. rhe following page contains the recommendations developed for the Economic/Fiscal Wellness section. Ordinance No.1104,Adopted February 17,2015 [SOUTHLAKE 2030] 63 459 WWW.CITYOFSOUTHLAKE.COM APPENDIX Southlake 2030 Sustainability Plan: Financial Wellness SOUTHLAKE 2030: Sustainability Master Plan Economic/Fiscal Wellness Ensure monetary resources are provided in a fiscally conservative manner necessary to support the community's` needs. di mom Vision, Recommendation/ Goals& Department Priority No. Implementation Metric Strategic Link Policy Objectives Responsible Tier Tie Apply sound financial policies to the City's budget by maintaining structural balance, Performance strong reserves, Fully implement the"True Cost" Management 404 EFW1 &Service 2.3 FIN conservative budgeting, analysis model. effective economic Delivery;Fl, analysis and F3 understanding the true cost of doing business Implement debt management Performance Apply debt management strategies such as the Strategic Management EFW2 strategies to the City's &Service 2.3 FIN Initiative Fund (cash funding) budgeting Delivery; Fl, and appropriate amortization. F3 Adhere to established financial Fund and adopt annual policies such as the Performance City operating budget, Reserve/Fund Balance policy, Management EFW3 capital projects and Budget Principles and &Service 2.3 RN equipment through Infrastructure/equipment Delivery; F1, sound financial policies replacement when developing F3,F4 - the City's budget. 1 Ordinance No.1104,Adopted February 17,2015N) [SOUTHLAKE 2030] 64 46O WWW.CITYOFSOUTHLAKE.COM AIPENDIX Southlake 2030 Sustainability Plan: Financial Wellness SOUTHLAKE 2030] Sustainability Master Plan CITY OF SOUTH LAKE ) TEXAS Supplement A Financial Summary Charts Adi Resources/Revenues Expenditures/Outlays 000 — aro ail 7 9a0 a0.= 'C00,010 I (II S64004000 *""".: • ,'III ` ooaDoo 536.703.937 ''II J 1'''''I 53,800.000 ' 1 I I '000.010 y 1 1 1 l 1r1 G111 1 tl1 +1 6t MOOD t11 s2am0 r 1 II f 1,1 WWII 1�11I 1 E I I I I III n :o i so 011011121.1141516171111M112223242536271/1211301232 u 171x19.• .u24-,. c, BAD VALOREM -.ADVALOREM-TR WALES TAX BALL OTtER IDOPFRATION5 1.,%FERS TO OTTER RiNOS ,, fund Ratan iie property tax portion of the 11112 that will end by FY 2018. t i•p Sales tax continues to rise significantly even though a slight S40.0240011;- — E _W adjustment has been made to.reflectcompetition. .. ic.6 ass1:00.000. -— — r*- �. Expenditures will rise at levels close to the inflation rate $mSo9.ats ° and population growth.Transfers to Other Funds will Increase as the T1RZ revenues become available and as the ,-- sc.. City elects to fund a larger portion of CIP projects out of / S1s.004aao I so cash. I S10.00gaao 9s,D00,o00 ! • Reserves are projected to remain at 180 days of s0 I expenditures. mmuuum s16m lsmuunussmnn soma umm O RIND BALANCE - -DAYS DF*MAYS Ordinance No.1104,Adopted February 17,2015 [SOUTHLAKE 2030] ¢5 WWW.CITYOFSOUTHLAKE.COM 1`\ 461 APPENDIX Southlake 2030 Sustainability Plan: Financial Wellness [SOUTHLAKE 2030] Sustainability Master Plan I "" Resources/Revenues Expenditures/Outlays Sterne= swap= 57.471AL1 514.673.61*' __ .n 314oD4oaa 6$13,503,525 . S $l;mno00 ,:I I .� — N " Sum= ` -, —53.092.715 II s10,o0a6m — 53,003,400 m 9— $12,000.003 1 51.494145 16.000.000 314030.030 12,000.6= �.�.� , �- so 1 swmc 32400,000 ��031013 223314 3516171319 29 2122 23 24 25 2017 2020 903131 m 34 S S0 ❑PROP[RTl'TAIRS 0%335 FROM OTHER FUNDS03291122ts 141516172019202122202075n 272129 30 31 32 33 34 35 ❑MEREST INQMISC NET REFUNDINGS ( 0PRINCFAL O INTEREST E%PE POE ■NEW DE 3T/14FER TOCI► Fund Balances • Used to pay for Debt Service on tax-supported funds and for Certificates of Obligation paid from other sources such 613004036 1 asthe Drainage Bonds. 1- `'S11,103,423 -• =COQ= r ' -r/ I • Revenues are shown to increase at the current tax rate of 1 , / 54.14°437 50.12 applied to a growing tax base.Other funding sources $t°00030 / \\\ will shrink as all but direct tax supported bonds are retired. 56.003,030 ' - \. ops Even the current direct tax bonds will be repaid by 2030 OZ. and decrease greatly after peaking in 2015.The remaining $4.030000 rxu revenues can be used to pay for additional debt or to Sxoaoaoo ,v 1 [ f f - --- transfer to CIP projects. rr FIT _ S. hi)�r ��int- III IF �� 7 HI I 0 • The Fund Balance is set to equal 120 days of Outlays. 0320111213141S1617231929252213142528272029303132333420 cFUND BALANCE •--.DAYS OF OXTUYS ' � GENERAL CAPITAL PROJECTS FUND-211 Resources/Revenues Expenditures/Outlays $14001,003 514000,000 5%000.000 F�5567.000 S12.000.003 _ r•511,603,201 ei'MAG57 !._ . S74a000m $476.943 - / _ �006pD0. 1� ! $3,600,000 / . $9,003.290 - L *000.0,0 - 33,003,000 _ / $4,515,000 $6,000.0 - _ 1 $917,7061 32,000,000 I03 _ _01,000,000 $5,003 I I 32,003•000 [ , So 0612217314u141716191onn202A16262720n303133333436 nnn n n 0 0 011 lP l l I I I�lf SO OOOND 01°01 O%PE20 FROM SRL RIND 0910111213 1415161711192071 22 23242526 27 20 79303132 33 3429 °NTERESTINCJMISC ■MPACr FE Es/DEO CCam. OCAPITAL PROJECTS 7PUDUC WORKS ADMIN Fund B •• Primarily the recipient of bond proceeds and other monies to be use for the construction of general capital projects. 345000.000 Usually does not include W&S CIP. 540.030,000 rt.,..,_,.:,.., , • This fund needs to be considered in conjunction with the General Debt Service Fund 401.Either one of two things $14000.00o II could happen: 525.030,000 i NAli J� • There could be up to$200 million in newdebt-issued 12015 320.000.003 •1 --- dollars)or 515.000,030 !I P T. • The$0.12 r&5 tax rate could be directed to ibis fund In the �4ppp,000 r S1'13o'715� future under a PAYGO scenario.\ \\ 55000,000 ' 1 1 1 1 1 1 1 1 I I 1 int';•.' he Fund Balance has been quite high in recent years and is II - he spent down rapidly in 2014-2019. PUNo3ALANc1 oArsoFouruvs . -ttoequal90daysofOutlays. Ordinance No.1104,Adopted February 17,2015 [SOUTHLAKE 2030] 66 462 WWW.CITYOFSOUTHLAKE.COM 411111111111 Southlake 2030 Sustainability Plan: Financial Wellness [SOUTH LAKE 2030] Sustainability Master Plan 111 $4,000.009 5es6 es6 '111 I I 1 1 1 11-1 $3,000,000o 000, 0 j1 iiIhIliliIthIiliIlll1IHIHIbi illllll�ll `, ORM 11 12 15 14 15 16 1711 n 15 21 22 23 24 25 26 27 25 2930 31 S2 IS MSS 09101.11213 14 15 16 17 16 19m2122232 23262 212930315$ _ £IkNTS ZCAPITAL/OTHER PROGRI F ❑HOTEL TAXES RUMMEST INCOPE - • `.." , Mr ■GRA EXPENSES .. Fund Bala -,_, axiom ••u _ 52060.990 $616,940 __ !,i StS00.000 _`r _- I x,000r( T �II11II II_.-.I.TI_ 1 ..1Ir IITI SO 15101112231115161711131511222324232427262930313t333F =FUND MANCE ,---DAYS OF OUTLAYS',.j`` II Irl I , $135,033,I $19,500 _ - .�iii�' 53W,000 -_ tit $,145,000 / „1Ilill1 3100.0SIM000 \ '[1I I I SO 4 I SO 0 1 0 1 II I II 0910111213141516 1.711119202122232425 26D16 n303332333136 0910111213141516171619202172232425212728330313233342$ O WI FROM HOTEL TAX FUND -INTEREST INCOME ■MPCEIIANEOUS O CAPOAL C OPERATIONS ■XFERS TO OTHER FUNDS Fund Balances • The Public Art Fund was established to account for funding that is available forthe promotion, creation,and/or $ s96p2s - installation of public art throughout the City _--------------- • The majority of the revenues comes from receiving 15%of the Hotel Tax Revenues and are expected to reach almost $750,000 annually by 2035. _ I:Eo - not, • Expenditures for will be for both Operations and Capital, .5ati expected to reach over$540,000 by 2035. ----, $209.009 i 2G9C+ _ _ While the current plan shows no particularly large Capital "Mm r p n ripso Outlays and a Fund Balance reaching$566,425,the reality _ I i �I� ��(��� � _ I I �I 111111 I I(�I I o, will be that the balances will be used for public art 00101112111415141712101521222334252627152'303132553&15 expenditures even thougha specific year is not shown. iiiC FUND BALANCE -DAIS OF OUTIAYS Ordinance No.1104,Adopted February 17,2015 [SOUTHLAKE 2030] 67 WWW.CITYOFSOUTHLAKE.COM 463 ' APPENDIX Southlake 2030 Sustainability Plan: Financial Wellness ]SOUTHLAKE 2030] Sustainability Master Plan Resources/Revenues Expenditures/Outlays Assam' 54.000,am –54.700.000 ' coo $aaoa oaD sss4oao0 gramme $661,6x6 $6613x0 $x,300,000 $ .1 - _ 'grAea.aoo 1 I. Sssm.000 ( — ,coo l ksoaseo I — _..■e e e s e 1 1 1,. $1,040,000 eoo ( _^ " ::1 i 8;1 E 1 E 1 s 1 1 1 040.0c0 I I' IllIllIllIl' Il=[ F So aSmu12u141516vu1920un232425282T's^-- ' ' oxcERFAG MAINE FUND oxca+OFFER FUNDS uwcRAnRNNW • GENERAL FUND ■INTEREST ■COMMON ENHANCE OTEOINDLOGY 0Or1ER $7•000•000 •primal fund balance level and using them for one-time l 55.968.904 nditures of high impact projects such as infrastructure' Se0Oq,Om - . aintenance, 1 56006000 r n S he plan continues with the assumption that"if and when" S3•008 - ,onditions are such that it 50.0/0000 possibleto do so,funds will be r 1 6447 ' set aside to spend an the intended purposes equal to about 0000I 56,1 , 0 ___- _ half of the recent historical levels. 52.000 as0 ,: F ' ` �' Expenditures for will be approximately evenly for 5L0sssoo Infrastructure Maintenance,Community Enhancement and i1 _ -'Technology needs of just over 5450,000.each by 2035. 0 dry] 11 q lunm - rit[hfl. _ mmuu13111516v1619m21n2524252an282esos15293w25 '/+men lanceequal toatleast 90days ofoudayswill be • O FUND BALANCE --DRYS OF OUTLAYS CON spam® ,. 56.000.® - ", SL & ----- 53.189.5'i $6:010.000 " S4Am.oco 1 11 1 -,OW .. 51.097,442 $4.287297._ - - 5/ACCL MO • 51.000.111 iiiIIflhIIIIII: 000 51,397,123 So 0301112132313161713r9m21n23242526n732931313233' 030ll1213001S15172929m2122232452bn20293031323336m 05ALE5 TA%E5 0 INTEREST INCONE ❑TRANSFERS IN0OPERATIONS ❑TRANSFERS OUT ■ADDITIONAL 0.7LI2F FUNDING Fund Balances =s been funding the debt service component of e as well as a portion of certain police SemD,mO operations.That debt service will be paid off in 2017. $6,820,561 37,001100 'n 2016,subject to a successful election to reduce the CCPD ,mo `sales tax rate from 1/2 of a penny to 3/8 of a penny to fund 55.000,C00a new 4A/46 entity to support allowable projects. 5140:0,0:0 .The remaining 1/8 of a penny will be used to support 51,556,879 hoof Resource Officers as well as an ongoing portion of SIOM•CCO1 i -.•lice operations already established. u°00 00D f1 n addition,there should be sufficient revenues to also syo,� i 1 r,_ _ .,r,nn n n nnIl 1':i .ver additional police operations climbing to over$1.6 a -4-... �I. .illion by 2035. So 'a` 0310111213141.516vr0r9mu23235 2526272929303132339E3s und balances will be kept no lower than 180 days of ' o FUND&91NIt -DAYS OF OUTLAYS ' '•utlays. 1 Ordinance No.1104,Adopted February 17,2015 [SOUTHLAKE 2030] 68 464 WWW.CITYOFSOUTHLAKE.COM Southlake 2030 Sustainability Plan: Financial Wellness [SOUTHLAKE 2030] Sustainability Master Plan su,000w00 r IV sc000,Moo - BEMOAN - - IIll I 1111111111111111111111iiiiiiiiiill I I OD10111213141$16171219202122231375XI771233O •..i . I r.a, 1227 I . ..D ..:__.. •fiENi 7O SPOC DEET SVC GADD1T10WLL►NOI MIWT -TAIL OMENTAL NCOME U '':. •• • ,,TOCP OR ourrsvC•OTIERERFE .^ $6:000000 ,mfto 1 KO MODD 1 1.11 11.1- `. =2 .000 _1_ —1-11—T ' OD101112131a 15361731192021222324252627 2129303131333421 O FUND BALANCE --- DAYS OF OUTLAYS _=e._......_. ......._........_u...... ..^.. _11=Pill Expenditures/Outlays same I 4- 0.00000 III, , 1iiI1II1I Ill d 00 701112 16 24 13 1171/E91021R3A242516 272d33031821S143M , 1 i I.14 I. S . 1 113•. L..• . _ .31.• ❑RFU FROM SPDC OPERMIONS CRlERESTINCONt 0OT1dt ❑PRINCIPAL 3131EREST n RFER TO SPDC OPERATIONS • -. -. Fund Balances e 50.00M.D00 P . , f7 r The expenditure side is almost totally principal and interest ua« wM --- lnnllflhlhuu ill waxy= 1 r 7 Until the debt service is paid off,fund balances will remain sufficientto meet historical levels. 51s00000 ---' Weber* '--....„, memoI so ii i. l $500,000 091011 1219 LI 1S1617111920112223247526272629133112333435 t ILI FUND BALANCE --DAYS OF OUTLAYS Ordinance No.1104,Adopted February 17,2015 [SOUTHLAKE 2030] 9 \ WWW.CITYOFSOUTHLAKE.COM \ 46574 \-__ APPENDIX Southlake 2030 Sustainability Plan: Financial Wellness (SOUTHLAKE 2030] Sustainability Master Plan Resources/Revenues 'MilExpenditures/Outlays 530,872,235, Monaco \ r 1_ SE4DD0.00D . *am= _ i,I : $12,030,003 _.._. - SsAnoaoo _ 't SE4m0.Dm - . , .. - Stamm Doo S,.om,aoo -- --- I $RAm.400 - 11 .I - 52.003.1 -- I S.aDD roD I � I s, Hn n ii �FirF[ �'� muninnusunnumnmaunn277a29mus wmuunummvnnmunzmnannans�,smmw onus FROM SPOC OPS •DEET ISSUANCE ❑UPRAI PROTECTS Fund Balances AR0°oan amount being transferred that will be set at levels to _ $11,414,492 cover all of the capital Samoa, ( p projects that have been Identified at 1 a a� this time. X00°0°0 l I ) - xpenditures equal projects identified by the capital plans saEl00000 I I .vailable at this time. I Soak=DDD I - - I At this point It Is projected that about$5.5 million in I reserves will be available to cover thecompletionof $2,000.030 - identified projects. SO 1 nal mmul2nunn17num2u2223u2Sn9nnsc31a2asm>s ❑FUND BALANCE ), EtD—XXX Resources/Revenues Expenditure SAAoaam ,,, $1,004000 sa.slsa,m 4' am T K I) II �� 512.000,OW --- --_ II . 51,200,000. I 000,000 i lIl a_I.I,.I .,R+_SS,OM,DW .tI' ' �- 'I I III 1111. S5'272, 1:I�1IIIII11I11I111111 IIHI I, 52.833.145 . =o ,000m Sa,DD0.D001 I I'I I iIbiIIlO!!!!!IiOIIIiI� .00mu12nuiSu17n19m11usu25n37nnsou. Danuunuu18nn19muu137A2SIbnn1930a152as3ES -uwus TAX ❑FEES&cwassS ■INTEREST INCOME COSTS OAVAIUILLE FOR 4A/48 PURPOSES•DEBT SERVICE OTERCAPRTAI n the successful passage of an '"' ^'will redirect 3/8 of the 1/2 penny �pn000 currently going to the Crime Prevention Control District to �� $7A74,488. --- fund a variety of allowable 4A/4B programs,specifically the new Community Center. 3T,o0oom _ $4004000 _- • In addition,there will be Fees&Charges paid into this fund S5003, .to offset part of the Operating Costs of the Community , 000 Center sa�� [ is projected that after the Debt Service and partial I...''''-'\ 4perableforcosts are covered thcts.Tht memoneasmailll e t\\ u 00°0°D i-val Fable for any 4A/48 projects.This will be a small 1:,orroxix) 0� <_mount at first,rising to 58.5 million annually by 2035. soq-il l l l I I ry. (III. - ,. nd balances will be kept no lower than 180 days of monun14nunnnmuu aszcznamm 1mmus utlays. S C�nINO BAUINCE •.....-DAYS OF OUTIRMS ., Ordinance No.1104,Adopted February 17,2015 [SOUTHLAKE 2030] 70 466 WWW.CITYOFSOUTHLAKE.COM immEiiiim in• Southlake 2030 Sustainability Plan: Financial Wellness [SOUTHLAKE 2030] Sustainability Master Plan woo • _ 111111111111111111111:,! MIDIS 12 lilt 151617 IS 1925211223%233627 m m 213132:.' •34u 12731%15161714 L'10212223252325272226303133 SS SSSS OCONTR.UruONS 06316'S1 INCONE USAF OF .• .EXPENDITURES OXFER TO OTTER FUNDS I • �T1� SSI x.000 0110111219141516 W -712212 2 1235 26,27 m 7150573233 34 FUND. • - DAYS OF OHM'S %,SO SD - $O 211331122323 IS 1517lt19m2122232A26252726m30SS'12 • 341516171319212112232425252722299/313213 0 CONTRIBUTIONS 0 MEREST INCOME ,•EXPENDITURES ::XFER TO OTHER RINDS Fund Balances Saws srmioa 633.300 aoo 337611 ( .t. $37,000 636.300 8 666,000 l,_i I l I I _ . 2510212119161516171319muu222 232627m291031123334S IIIIPL =FUND BALANCE DAYS OFOUTJAYS Ordinance No.1104,Adopted February 17,2015 [SOUTHLAKE 2030] 467 WWW.CITYOFSOUTHLAKE.COM AFI' END1X Southlake 2030 Sustainability Plan: Financial Wellness 'SOUTHLAKE 2030] Sustainability Master Plan slava , swop _ , sanm0 1 - --.._,- 564000 ---- - 5 .I 11111111i11I1I11111111111111111111111ii,i , -,i mmumuuss76Dvvmnnu24unannumwmum MiOuu3Mssss1711vm23a224nnVnnmumu 433 O FEIN ONTeeST INCOME LAWS FROM OTHER FUNDS 0 EETENDIURES OIFEA TO OTNER FUNDS Fund Balances • This is a small fund with limited revenue sources and small 1 discretionary expenditures. i T~ F 89s/,an� At this time the fund is shown Labe accumulating a Suao,we - •- balance_ sEOD-008 1- - %, • However,future updates will likely show that this fund has been used as Council approves annual operating budgets IMOD, SOJ n I OF 1011121314IS1617 NIS m 21/2 732.4 252627n2990.113333.1433 o FUND BALANCE -DAYS OF Dumas —4011 STORMWATER UTILITY FUND—102 I Resources/Revenues Expenditures/Outlays stxa= 46r4160 mom= 2,ste.ow . 1 r l �000,e30 summon r --r 1 r 1 11 1,600.000 err c . � 1 1 WM 4 1I1. 1,D...... , E_ 1 5500.003 OS 101112151.4 u1617v 19E321 a 2S7A25262728B MAXUS 715E 0120111219141516177119202172132125262723 19909 s333<A O RESIDENT NT FEES 0 COMMERCIAL FEES ■NTEREST INCOME 70RANAH O➢EIUATIDEe CS ERS TODERT SVC 0/BEM TOCP•CRA EXPENSES Fund iii i • The revenue sources are the fees charged on monthly utility bills to both residential and commercial customers. skom,000 There is no anticipated rate increase incorporated rporated into the plan at this time. 52,500,000 Expenditures are set to pay off the existing debt schedule st0O°'00D followed bya larger contribution to operations and S1.ssoAoo iscretionary capital projects with the restrictions by state —� law. 51,000,910 f Iit� Fund balances are projected to remain at 180 days of ;� � HIM! 1 Ii liii I11.11 -expenditures.. 50 mouuvuumpu vmunnumannnmsimums I FUND BALANCE -- --DAYS OF OURAYS Ordinance No.1104,Adopted February 17,2015 [SOUTHLAKE 2030] 72 468 WWW.CITYOFSOUTHLAKE.COM J -\ I [' E NDIX Southlake 2030 Sustainability Plan: Financial Wellness [SOUTHLAKE 2030] Sustainability Master Plan eilliiiiiiiiiii-- ._ 1 ��11 I ' $raa0 1.1 1 1 1 1 1 1 1 1 �_�. 1 ..1.010 -f 000 Ibiiii i0 50 09101111131I 1S 1617NI 1920 21 22 262475 2627267..E _ . 101112131413161716192011Z273212526v'&M30313230, CI FINES&FORR/NRES ■MEREST I •• 0 FIERIONNIL oaeuiass ■CAPRAL OUTLAY $250,000 1 '( r 5269p10 $199,000 II .. �_M n so 0910uu191/1916n 121920212223uss26272529,3313233343S O FUND BALANCE —-DAYS OF OURAYS -17 Ilh. sib i 6 ��', �, 1 a_:�:f G 9I.1i 9o1sti Iliit11111111I_. 'i 09 JO11121314151617 SE 192021av2A ZS 2627267930 SI 32 ' 09 101112 15 IALS16 17111920 21 12 2S2I2s26272 ID 30318 NINES DINESiroFlnUREs ■MEREST INCOME OOPYRATIONS OCAPITAL OUTLAY i=POLIOS SVCS/INNER •COURTTECHNOLDGY - - --. nd Balances • The revenues are set to grow In proportion of population even through they are subject to fluctuations in citation swaps, 1:.'T.T: activity. SNOW II- - L:'4' 7 • The expenditure side Issetto grow In proportion to x"00° I j revenues available. Saver* 1 I L..�L.. • Fund balances are set to be drawn down but riot less than 5208000 180 days of expenditures. 5130,000 _ - n: $100,009 ( ncau 5 000 t - 21420 I _an n a an n an an n lin 11 CI[Ill . . so 0910uuvussl6v111920212221u2sun267390515233Mu '. r—IwNO BALANCE - .DAYS OF OUTLAYS • Ordinance No.1104,Adopted February 17,2015 [SOUTHLAKE 2030] WWWCITYOFSOUTHLAKE•COM 469 w APPENDIX Southlake 2030 Sustainability Plan: Financial Wellness SOUTHLAKE 2030] Sustainability Master Plan Resources/Revenues Expenditures/Outlays Shore . Shom^ - 5*00 S6,O50 - S25 _. 34000 - SRO US PALO SUS SLOW - S5 SO - SOI g N IB11121314151617 22 29 20 212222 2,025262720293031953535 08101112 1314 1S 15 17 IR 19 2021222324 232527SS29 3035 OMSCELUWEOUS GRANTS OUSRARY SVCS ■SPECIAL PROJECTS LIBRARY Fund Balances • This is a small fond with limited revenue sources and small SWOT expenditures. S�.OT , tA': • Atthis ba ante time the fund is shown to be accumulating a Stow ' ----r 1-1 i [r 1-IF! '° I rc However,future updates will likely show that this fund has pAoo m [ been used as Council approves annual operating budgets; E 1a2 52.005 1III I ---„- -..[ - 47,005 110;e. 091011121310 S 1617ISIS 202121232425 3027302330303133 34SS O FUND BALANCE --DAYS OF OUTLAYS FUND-112 Resources/Revenues - Expendltures/Outlays 38.200,010 . $1,250.059 _ -- 11! ^^�..^^^Prr _ .�lr^'I'�1r^i��1111f111 wo. ,09D, • 5600,000 _ AaD I _ r"rt'..OBD 1 i 1 H99,D0 i 3200.000 1 SO I -F- -rrr-1, 091011221314 515172019m212223242.526272117390113233553S 0510511213142516121513202522142515272329303535353500 0 FINES&FORRrNRES INTEREST INCOME - 17 PERSONNEL aOPERATIONS CRFER TO GENERAL OP •CAPITALOUIIAY 4 ues are set to grow steadily as long as this program is pproved by City Council. $000,000 3330.000 - -- « he expenditure side is expected to continue to cover the _ urrent operating and capital spending as approved by the PctiPtin i _ _ I P r •uncil in the annual budgeting process. $005,060' r� n C8 $50,000 '1 fl U i l_ 111.1_. I 1!IF - -Fund balance is set to be no less than 180 days of ._� 3180.009 .perations. 9%050 WM= S100,0011So ' - - ...... r. L L r. I.. 2223 1s: .. •33. 36. . ,.' -.. RIND OUNCE • DAYS OF OUTLAYS ti Ordinance No.1104,Adopted February 17,2015 [SOUTHLAKE 2030] 74 • 470 WWW.CITYOFSOUTHLAKE.COM Southlake 2030 Sustainability Plan: Financial Wellness [SOUTHLAKE 2030] Sustainability Master Plan EIllhIi1fluIUUhIIiIIlIIIIIII 11VIII14 ' 035112131131v1um12223242526172935303291 -` '•1112ss141516171E1mu22u1ss2627LL3031329 OXFE%PROM GENERAL RUMMEST INOONE EXPENDITURES IAS NUMB) - Szs00000 , $2.000.000 - $1.00.00 --__ II;IA;o u n ri I1- 1 C01011121314151617131920212223242520272112,30113233 11 C=wND EAANCE _-.,.-DAYS O• 1.1i% ' 1 i,. c 000 S40.000 limr. SKEW 510.000SO SO 5i,00 09103232321191657181920212229u257677212 1031133135 01013233132161715152021222325252627282953132139495 OLNENSES.PERMITS.FEES ::MEREST INCOME OSUPPORT SEANCES Fund Balances • This is a small fund with limited revenue sources and small discretionary expenditures. • At this time the fund is shown to be accumulating a balance. rt • However future updates will likely show that this fund has $40.000 I I been used as Council approves annual operating budgets tee 590.000 I /� ----*\ NG9 Sa veo =ore 2[O 531011121315151617111020212223242526272539353132531015 111161 I FUND{MANCE - -DAYS OF OUTLAYS Ordinance No.1104,Adopted February 17,2015 [SOUTHLAKE 2030] S WWW.CITYOFSOUTHLAKE.COM 47] AN ENDIX Southlake 2030 Sustainability Plan: Financial Wellness [SOUTHLAKE 2030] Sustainability Master Plan Resources/Revenues Expe •Iture Outlays Wow swoop • WIN SSAam Swap app ._.. _ ... _.. J3Aoao '= • _ 514000 -- so 0m uvn115m17nnm2u257Amunnnso313235mas m mu]2nuismvnnmuunumsnfd215on oUQNSES,PERMITS,FEES INTEREST MOM o SUPPORT SERVICES Fund: nces all "46" $44030 ,ppp 1 1 woes I wow Wows =moo �T, so 1 MOWN 17,11194 711 n 20 LAZN I2/5 26272p43 5D5?1 1$5 I OdVAN/.E -@175OF°MAYS Ordinance No.1104,Adopted February 17,2015 [SOUTHLAKE 2030] 76 472 / WWW.CITYOFSOUTHLAKE.COM Vii` J APPENDIX N)473 WWW.CITYOFSOUTHLAKE.COM ® WWW.CITYOFSOUTHLAKE COM