2001-07-18silty of Soutnlake, 'Texas
MEMORANDUM
July 9, 2001
TO: Southlake Crime Control and Prevention District Board of Directors
FROM: Shana K. Yelverton, Assistant City Manager
SUBJECT: Annual Program Evaluation
Action Requested: Board approval of the annual program evaluation (Annual Update).
Background
Information: Section 363.152(b) of the Local Government Code requires that Crime Control
and Prevention Districts "shall fund an annual evaluation program to study the
impact, efficiency, and effectiveness of new or expanded crime control and
crime prevention programs."
The Annual Update has been developed by staff to meet this requirement. The
Annual Update discusses the progress of the district in achieving the
articulated strategies, and provides financial information for the Board's
review.
Financial
Considerations: N/A
Citizen Input/
Board Review: The Annual Update will be presented to the City Council upon approval by the
Board.
Legal Review: N/A
Alternatives: The Board could hire an independent, third -party consultant to prepare the
evaluation.
Supporting
Documents: Annual Update, July 2001
Staff
Recommendation: Staff recommends Board review of Draft #1 of the Annual Update.
SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT ANNUAL
PROGRAM EVALUATION
The Southlake Crime Control and Prevention District was created by the
Southlake voters in November 1997 and a half -cent sales tax to fund the District was
authorized. Voters dictated that the City Council appoint an independent Board of
Directors to oversee the District. The Board of Directors was subsequently appointed by
the City Council for the District and began its work in December with the identification
of specific strategies for addressing public safety within the city and the development and
adoption of a budget to accomplish the strategies.
State law requires the District to fund an annual evaluation program to study the
impact, efficiency, and effectiveness of new or expanded crime control and prevention
programs. This report examines each identified strategy for the Southlake Crime Control
and Prevention District.
Strategy One: Enhancing Community Safety Through Modern, Efficient Facilities
This strategy promotes a safer environment for the community through an
increased police presence, particularly in neighborhoods, to deter crime and to reduce the
response time for calls for service. Although the geographical size of the city is large at
23 square miles, Department of Public Safety personnel currently operate out of one
facility. The District's plan identified the purchase of three sites and the development of
two district facilities as its highest priority for the use of crime control funds.
Draft #1 — Annual Program Evaluation
July 10, 2001
-1-
Evaluating the District's efficiency and effectiveness in achieving this strategy
involves analysis of five major tasks for the first three years, including:
1) site evaluation and budgeting,
2) site selection,
3) land acquisition,
4) concept planning, and
5) facility construction.
An examination of the District's efforts on these tasks reveals that the District is
operating effectively and efficiently, although quantitative measures (i.e., reduction in
Part I crimes or response times) cannot yet be analyzed. This evaluation will review the
District's initial efforts for acquiring land for the new facilities, planning for their
development, and construction.
Site Evaluation Process. Work began with staff identifying a step-by-step process
to determine response times and corresponding target areas, and continued to the
selection of twenty-five sites.
Upon identification of sites and mapping of response times, all suitable and
available tracts were identified for evaluation. Each potential site was evaluated using
the following criteria:
■ Access - arterial street capacity, direct site access, proximity to parking, visibility
to public/sight lines, proximity to response location, access to two streets;
■ Physical Characteristics - configuration, zoning restrictions, easements,
topography, physical constraints, site evaluation, drive-through bays;
Draft #1 — Annual Program Evaluation
July 10, 2001
-2-
■ Environmental - noise, tree loss, contamination potential, risk factors (e.g.,
flooding), lighting;
■ Site Development - compatibility with adjacent uses, complex planning issues,
expansion potential, site assemblage, time constraints, utility availability;
■ Functional - shared services potential, building footprint flexibility;
■ Financial - property values, demolition costs, energy criteria.
An evaluation matrix assigning points for each criterion was prepared for each
potential site, which helped determine the appropriate sites for serious consideration.
Site Selection Process. The District Board and staff reviewed the sites, evaluating
each with the identified criteria. Staff then initiated conversation with property owners to
determine their willingness to sell, to ascertain purchase terms, and to identify other
issues which might affect the ultimate purchase and development of the site. Specific
sites for each of the target areas were identified, and staff was instructed to negotiate
purchase contracts for each.
Land Acquisition. The Board has been able to successfully purchase tracts of
land for two of the three needed sites. Approximately 4.8 acres were purchased for the
west site and a 32 -acre tract was purchased for the north site. Acquisition of a three -acre
site on the east side of the city has been delayed for the present time. Please see exhibit
A for a location map of sites.
Concept Planning. To determine the utility of the smaller sites, an architectural
consultant was hired to assist with site evaluations, as well as to develop conceptual
drawings showing the layout of the facility on the sites. These drawings were
particularly needed for the smaller southern sites to ensure their viability. Additionally,
Draft #1—Annual Program Evaluation
July 10, 2001
-3-
the Board approved funding necessary to enter into an agreement with an architectural
firm to design a facility in compliance with city regulations at the west site. Initial design
concepts were presented to the Board in April 2000, and were formally submitted to the
City for zoning and concept plan approval. The City Council approved the zoning and
site plan for the west site facility on July 18, 2000. Additionally, zoning and concept
plan approval was achieved for a 35,813 square -foot residual lot to be sold as a
commercial tract. Please see exhibit B, approved site plan (DPS site), and approved
concept plan for the residual lot.
Facility Construction. Once approval of the site plan was achieved (showing a
proposed one-story 21,573 square foot DPS building), city staff, the District Board of
Directors, City Council, and Phillip Swager and Associates (architect) went to work to
finalize construction plans for the west building. A construction budget of $3,863,681
was approved for the project. Exhibit C shows the final plans developed for the facility.
A total of $4.2 million (including architectural fees) was allocated for facility
construction. On October 10, 2000, the City opened sealed bids for construction of the
project. Eleven bids were received. The low bidder, CMPA, Inc., submitted a base bid
of $3,194,000. The District Board approved funding for the project in an amount not to
exceed $3.4 million (base bid plus alternatives and contingencies) and City Council
entered in to a contract on November 7, 2000 with CMPA, Inc.
Work on the facility is progressing steadily, with minimum change orders. It is
anticipated that construction will be substantially completed in December 2001.
Draft #1—Annual Program Evaluation
July 10, 2001
Note that funding to staff the facility is being requested through the City of
Southlake's general fund and, once approved, will provide for staff acquisition and
training in advance of the opening of the new facility.
As noted previously, a quantitative analysis of the effectiveness and efficiency of
the Board's program to meet this strategy cannot be performed at this time. However, the
first important steps toward realizing the benefits to be derived from the district facilities
have been taken. The first goal set for accomplishing strategy one (evaluating and
acquiring sites for optimum delivery of public safety services) is moving toward
completion, and significant progress has been made toward the planning and construction
of the west site.
Strategy Two: Enhancing Community Safety Through the Use of Modern
Technology & Equipment
The District Board allocated funding in Year One for the purchase of two fully
equipped police patrol vehicles, as well as portable radios and other related equipment
needed by the School Resource Officers. The vehicles were purchased through a
cooperative purchasing agreement between the Houston -Galveston Area Council of
Governments (HGAC). Working through HGAC allowed the City to take advantage of
"bulk" buying opportunities. As such, the vehicles were purchased and equipped well
within the budget parameters established by the Board.
Subsequent years' funding may provide for the computer and communications
equipment that are integral for maximizing an officer's time spent fighting crime,
provided sales tax collections exceed what is needed to fund strategy one. Such
Draft #1 —Annual Program Evaluation
July 10, 2001
-5-
equipment will be critical for computer-aided dispatch, police records management,
booking, crime scene search, property/evidence control, and electronic mail.
Strategy Three: Enhanced Community Safety Through Professional Development
Limited funds and the District's commitment to land acquisition and facility
development have prevented a direct allocation of funds for professional development
initiatives. However, continual and advanced training of public safety personnel must be
a priority to maintain in-service training requirements in such a manner that the skills,
knowledge and abilities of each individual remain at peak levels for both present and
future job assignments.
In order to meet the objectives of this strategy, the District incorporated training
needs into its evaluation of potential sites and in construction plans for the West district
facility. Targeted sites were of at least three acres in size to ensure adequate space for
both indoor (classroom) and outdoor (field) training activities. Having training facilities
available in the district stations will ensure that most training programs can be
coordinated without requiring officers to leave their assigned posts. This maximizes the
time available for training. The design of the west facility has fully incorporated training
needs.
While it is not anticipated that the central facility (located on the north site) and
the east facility will be built within the initial five-year life of the District, special
attention will be given to developing both of these facilities in a manner conducive to
meeting the training needs of the entire Department.
Draft 41 — Annual Program Evaluation
July 10, 2001
Strategy Four: Enhance Community Safety Through Special Police Initiatives
The establishment of a crime control and prevention district in Southlake provides
an opportunity to establish police initiatives that enhance the community's quality of life.
Such programs might otherwise be set aside for lack of funding.
While the City of Southlake previously offered a School Resource Officer (SRO)
to Carroll High School, no such officers were assigned to any middle school campus. To
address issues of campus safety, student education, and deterrence for drug and gang -
related activity, the Department has attempted to expand the program, but limited funding
resulted in limited implementation of this vital program.
The District's first special initiative involved hiring two additional School
Resource Officers. Recruitment efforts began as soon as the budget was approved by the
Board, but advertising was repeated when the initial process did not result in a successful
hire. The two positions were successfully filled in December 1998, with one officer
assigned to Carroll Junior High School and the other to Carroll Intermediate School.
The School Resource Officer's presence in the aforementioned schools has
resulted in:
■ Reduction in prank fire alarms, minimizing disruptions and danger to the
public and DPS personnel when responding;
■ Deterrence of violence; and
■ Collection of valuable intelligence resulting in numerous arrests on and off
campus for possession and use of alcohol and drugs as well as collection of
information regarding "copy cat" threats mirroring recent shooting events
around the nation.
Draft #1— Annual Program Evaluation
July 10, 2001
-7-
Financial Considerations
Collection of the Crime Control District sales tax began in April 1998, and the
first allocation of sales tax from the Comptroller was received in June 1998. Through the
fiscal year ending September 30, 2000, the District collected $1,747,389 in sales tax,
$2,601,803 in bond proceeds, and $239,877 in interest. Expenditures for the same period
total $1,270,525 with $116,375 for two School Resource Officers and related benefits for
the year; $273,100 for professional services related to the West facility; and $881,050 for
the debt service payment. The City's annual audit for the fiscal year ending September
30, 2000, was completed during February 2001. The Crime Control and Prevention
District accounting records was part of that audit, and the report was presented to the City
Council.
Funds received by the District are invested according to the City's investment
policy. The District's funds are pooled for investment purposes. For the quarter ending
September 30, 2000, the District's yield to maturity on pooled investments was 6.74%.
For the fiscal year that began October 1, 2000, an estimated $1,925,450 in sales
tax is expected. $126,610 is budgeted for two School Resource Officers and related
benefits, and $1,971,899 is budgeted for debt service payments.
C'nnclusian
The Board of Directors of the Southlake Crime Control and Prevention District
has, during the first three years of the life of the District, successfully implemented the
actions necessary to meet the strategies identified in its plan and budget. The Board's
Draft #1 — Annual Program Evaluation
July 10, 2001
primary activity has been the acquisition of suitable public safety sites in targeted areas
and construction of the West facility. Other initiatives are progressing as planned.
During its first three years, the Southlake Crime Control and Prevention District has
successfully accomplished its goals.
Draft #1— Annual Program Evaluation
July 10, 2001
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SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT ANNUAL
PROGRAM EVALUATION
The Southlake Crime Control and Prevention District was created by the
Southlake voters in November 1997 and a half -cent sales tax to fund the District was
authorized. Voters dictated that the City Council appoint an independent Board of
Directors to oversee the District. The Board of Directors was subsequently appointed by
the City Council for the District and began its work in December with the identification
of specific strategies for addressing public safety within the city and the development and
adoption of a budget to accomplish the strategies.
State law requires the District to fund an annual evaluation program to study the
impact, efficiency, and effectiveness of new or expanded crime control and prevention
programs. This report examines each identified strategy for the Southlake Crime Control
and Prevention District.
Strategy One: Enhancing Community Safety Through Modern, Efficient Facilities
This strategy promotes a safer environment for the community through an
increased police presence, particularly in neighborhoods, to deter crime and to reduce the
response time for calls for service. Although the geographical size of the city is large at
23 square miles, Department of Public Safety personnel currently operate out of one
facility. The District's plan identified the purchase of three sites and the development of
two district facilities as its highest priority for the use of crime control funds.
Annual Program Evaluation
Approved -July 10, 2001
Evaluating the District's efficiency and effectiveness in achieving this strategy
involves analysis of five major tasks for the first three years, including:
1) site evaluation and budgeting,
2) site selection,
3) land acquisition,
4) concept planning, and
5) facility construction.
An examination of the District's efforts on these tasks reveals that the District is
operating effectively and efficiently, although quantitative measures (i.e., reduction in
Part I crimes or response times) cannot yet be analyzed. This evaluation will review the
District's initial efforts for acquiring land for the new facilities, planning for their
development, and construction.
Site Evaluation Process. Work began with staff identifying a step-by-step process
to determine response times and corresponding target areas, and continued to the
selection of twenty-five sites.
Upon identification of sites and mapping of response times, all suitable and
available tracts were identified for evaluation. Each potential site was evaluated using
the following criteria:
■ Access - arterial street capacity, direct site access, proximity to parking, visibility
to public/sight lines, proximity to response location, access to two streets;
■ Physical Characteristics - configuration, zoning restrictions, easements,
topography, physical constraints, site evaluation, drive-through bays;
Annual Program Evaluation
Approved - July 10, 2001
-2-
■ Environmental - noise, tree loss, contamination potential, risk factors (e.g.,
flooding), lighting;
■ Site Development - compatibility with adjacent uses, complex planning issues,
expansion potential, site assemblage, time constraints, utility availability;
■ Functional - shared services potential, building footprint flexibility;
■ Financial - property values, demolition costs, energy criteria.
An evaluation matrix assigning points for each criterion was prepared for each
potential site, which helped determine the appropriate sites for serious consideration.
Site Selection Process. The District Board and staff reviewed the sites, evaluating
each with the identified criteria. Staff then initiated conversation with property owners to
determine their willingness to sell, to ascertain purchase terms, and to identify other
issues which might affect the ultimate purchase and development of the site. Specific
sites for each of the target areas were identified, and staff was instructed to negotiate
purchase contracts for each.
Land Acquisition. The Board has been able to successfully purchase tracts of
land for two of the three needed sites. Approximately 4.8 acres were purchased for the
west site and a 32 -acre tract was purchased for the north site. Acquisition of a three -acre
site on the east side of the city has been delayed for the present time. Please see Exhibit
A for a location map of sites.
Concept Planning To determine the utility of the smaller sites, an architectural
consultant was hired to assist with site evaluations, as well as to develop conceptual
drawings showing the layout of the facility on the sites. These drawings were
particularly needed for the smaller southern sites to ensure their viability. Additionally,
Annual Program Evaluation
Approved - July 10, 2001
-3-
t
the Board approved funding necessary to enter into an agreement with an architectural
firm to design a facility in compliance with city regulations at the west site. Initial design
concepts were presented to the Board in April 2000, and were formally submitted to the
City for zoning and concept plan approval. The City Council approved the zoning and
site plan for the west site facility on July 18, 2000. Additionally, zoning and concept
plan approval was achieved for a 35,813 square -foot residual lot to be sold as a
commercial tract. Please see Exhibit B, approved site plan (DPS site), and approved
concept plan for the residual lot.
Facility Construction Once approval of the site plan was achieved (showing a
proposed one-story 21,573 square foot DPS building), city staff, the District Board of
Directors, City Council, and Phillip Swager and Associates (architect) went to work to
finalize construction plans for the west building. A construction budget of $3,863,681
was approved for the project. Exhibit C shows the final plans developed for the facility.
A total of $4.2 million (including architectural fees) was allocated for facility
construction. On October 10, 2000, the City opened sealed bids for construction of the
project. Eleven bids were received. The low bidder, CMPA, Inc., submitted a base bid
of $3,194,000. The District Board approved funding for the project in an amount not to
exceed $3.4 million (base bid plus alternatives and contingencies) and City Council
entered in to a contract on November 7, 2000 with CMPA, Inc.
Work on the facility is progressing steadily, with minimum change orders. It is
anticipated that construction will be substantially completed in December 2001.
Annual Program Ei,aluation
Approved -,July 10, 2001
M
Note that funding to staff the facility is being requested through the City of
Southlake's general fund and, once approved, will provide for staff acquisition and
training in advance of the opening of the new facility.
As noted previously, a quantitative analysis of the effectiveness and efficiency of
the Board's program to meet this strategy cannot be performed at this time. However, the
first important steps toward realizing the benefits to be derived from the district facilities
have been taken. The first goal set for accomplishing strategy one (evaluating and
acquiring sites for optimum delivery of public safety services) is moving toward
completion, and significant progress has been made toward the planning and construction
of the west site.
Strategy Two: Enhancing Community Safety Through the Use of Modern
Technology & Equipment
The District Board allocated funding in Year One for the purchase of two fully
equipped police patrol vehicles, as well as portable radios and other related equipment
needed by the School Resource Officers. The vehicles were purchased through a
cooperative purchasing agreement between the Houston -Galveston Area Council of
Governments (HGAC). Working through HGAC allowed the City to take advantage of
"bulk" buying opportunities. As such, the vehicles were purchased and equipped well
within the budget parameters established by the Board.
Subsequent years' funding may provide for the computer and communications
equipment that are integral for maximizing an officer's time spent fighting crime,
provided sales tax collections exceed what is needed to fund strategy one. Such
Annual Program Evaluation
Approved - Juh� 10, 2001
9611
equipment will be critical for computer-aided dispatch, police records management,
booking, crime scene search, property/evidence control, and electronic mail.
Strategy Three: Enhanced Community Safety Through Professional Development
Limited funds and the District's commitment to land acquisition and facility
development have prevented a direct allocation of funds for professional development
initiatives. However, continual and advanced training of public safety personnel must be
a priority to maintain in-service training requirements in such a manner that the skills,
knowledge and abilities of each individual remain at peak levels for both present and
future job assignments.
In order to meet the objectives of this strategy, the District incorporated training
needs into its evaluation of potential sites and in construction plans for the West district
facility. Targeted sites were of at least three acres in size to ensure adequate space for
both indoor (classroom) and outdoor (field) training activities. Having training facilities
available in the district stations will ensure that most training programs can be
coordinated without requiring officers to leave their assigned posts. This maximizes the
time available for training. The design of the west facility has fully incorporated training
needs.
While it is not anticipated that the central facility (located on the north site) and
the east facility will be built within the initial five-year life of the District, special
attention will be given to developing both of these facilities in a manner conducive to
meeting the training needs of the entire Department.
Annual Program Evaluation
Approved -July 10, 001
r�
Strategy Four: Enhance Community Safety Through Special Police Initiatives
The establishment of a crime control and prevention district in Southlake provides
an opportunity to establish police initiatives that enhance the community's quality of life.
Such programs might otherwise be set aside for lack of funding.
While the City of Southlake previously offered a School Resource Officer (SRO)
to Carroll High School, no such officers were assigned to any middle school campus. To
address issues of campus safety, student education, and deterrence for drug and gang -
related activity, the Department has attempted to expand the program, but limited funding
resulted in limited implementation of this vital program.
The District's first special initiative involved hiring two additional School
Resource Officers. Recruitment efforts began as soon as the budget was approved by the
Board, but advertising was repeated when the initial process did not result in a successful
hire. The two positions were successfully filled in December 1998, with one officer
assigned to Carroll Junior High School and the other to Carroll Intermediate School.
The School Resource Officer's presence in the aforementioned schools has
resulted in:
■ Reduction in prank fire alarms, minimizing disruptions and danger to the
public and DPS personnel when responding;
■ Deterrence of violence; and
• Collection of valuable intelligence resulting in numerous arrests on and off
campus for possession and use of alcohol and drugs as well as collection of
information regarding "copy cat" threats mirroring recent shooting events
around the nation.
Annual Program Evaluation
Approved -,July 10, 2001
-7-
Financial Considerations
Collection of the Crime Control District sales tax began in April 1998, and the
first allocation of sales tax from the Comptroller was received in June 1998. Through the
fiscal year ending September 30, 2000, the District collected $1,747,389 in sales tax,
$2,601,803 in bond proceeds, and $239,877 in interest. Expenditures for the same period
total $1,270,525 with $116,375 for two School Resource Officers and related benefits for
the year; $273,100 for professional services related to the West facility; and $881,050 for
the debt service payment. The City's annual audit for the fiscal year ending September
30, 2000, was completed during February 2001. The Crime Control and Prevention
District accounting records was part of that audit, and the report was presented to the City
Council.
Funds received by the District are invested according to the City's investment
policy. The District's funds are pooled for investment purposes. For the quarter ending
September 30, 2000, the District's yield to maturity on pooled investments was 6.74%.
For the fiscal year that began October 1, 2000, an estimated $1,925,450 in sales
tax is expected. $126,610 is budgeted for two School Resource Officers and related
benefits, and $1,971,899 is budgeted for debt service payments.
Conclusion
The Board of Directors of the Southlake Crime Control and Prevention District
has, during the first three years of the life of the District, successfully implemented the
actions necessary to meet the strategies identified in its plan and budget. The Board's
Annual Program Evaluation
Approved - Jul>> 10, 2001
primary activity has been the acquisition of suitable public safety sites in targeted areas
and construction of the West facility. Other initiatives are progressing as planned.
During its first three years, the Southlake Crime Control and Prevention District has
successfully accomplished its goals.
Annual Program Evaluation
Approved -July 10, 2001
S2
Crime Control and Prevention District
Department of Public Safety
Facility Locations
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No Scale
Geographic Infonnation Systems
TO:
FROM:
SUBJECT:
I,Ity oI joutmaKe, I eXaS
MEMORANDUM
July 10, 2001
Southlake Crime Control and Prevention District Board of Directors
Rick Black, Director of Public Safety
West Facility Construction Progress Report
Action Requested: Discussion Item Only
Background
Information:
Financial
Considerations:
The City of Southlake entered into an agreement with CMPA, Inc for the
construction of the Department of Public Safety — West Facility on December
12, 2000. The first several months were frustrating because this area
experienced above average downfalls of rain which in turn resulted in delayed
construction. The months of April to this date have shown to be much more
progressive towards construction of this facility leaving the current schedule
only five weeks behind. To date the flatwork to the building as been
completed, piers installed, slab poured, erection of structural steel, masonry
walls and metal load bear wall is underway. Paving will continue once
TXDOT permit is received and gas and water line are installed in easement
area of rear drive. The building skeleton should be complete on or before
August 9, 2001 and then the "close in" on the building and partitions will
begin.
The Contract currently provides a "Contingency" item in the amount of
$150,000.00. Change Orders are included under this "Contingency" item and no
change in the Contract Amount or the Contract Time will occur as a result of these
changes. The balance of the Contingency item is as follows:
General Conditions — Contingency
Change Order No. I
Change Order No. 2
Change Order No. 3
Change Order No. 4
Balance in Contingency
Citizen Input/
Board Review: N/A
Legal Review: N/A
Alternatives: N/A
$150,000.00
<11,868.00>
< 6,800. 00>
< 7,700.00>
< 4,758: 00>
$118,874.00
Shana K. Yelverton, Assistant City Manager
July 10, 2001
Page 2
Supporting
Documents: Four Previous Action Memorandums requesting approval from council on
change orders.
Staff
Recommendation: N/A
Approved for Submittal to City Council:
City Manager's Office
City of Southlake, Texas
MEMORANDUM
July 9, 2001
TO: Southlake Crime Control and Prevention District Board of Directors
FROM: Shana K. Yelverton, Assistant City Manager
SUBJECT: Annual Program Evaluation
Action Requested: Board approval of the annual program evaluation (Annual Update).
Background
Information: Section 363.152(b) of the Local Government Code requires that Crime Control
and Prevention Districts "shall fund an annual evaluation program to study the
impact, efficiency, and effectiveness of new or expanded crime control and
crime prevention programs."
The Annual Update has been developed by staff to meet this requirement. The
Annual Update discusses the progress of the district in achieving the
articulated strategies, and provides financial information for the Board's
review.
Financial
Considerations: N/A
Citizen Input/
Board Review: The Annual Update will be presented to the City Council upon approval by the
Board.
Legal Review: N/A
Alternatives: The Board could hire an independent, third -party consultant to prepare the
evaluation.
Supporting
Documents: Annual Update, July 2001
Staff
Recommendation: Staff recommends Board review of Draft #1 of the Annual Update.
SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT ANNUAL
PROGRAM EVALUATION
The Southlake Crime Control and Prevention District was created by the
Southlake voters in November 1997 and a half -cent sales tax to fund the District was
authorized. Voters dictated that the City Council appoint an independent Board of
Directors to oversee the District. The Board of Directors was subsequently appointed by
the City Council for the District and began its work in December with the identification
of specific strategies for addressing public safety within the city and the development and
adoption of a budget to accomplish the strategies.
State law requires the District to fund an annual evaluation program to study the
impact, efficiency, and effectiveness of new or expanded crime control and prevention
programs. This report examines each identified strategy for the Southlake Crime Control
and Prevention District.
Strategy One: Enhancing Community Safety Through Modern, Efficient Facilities
This strategy promotes a safer environment for the community through an
increased police presence, particularly in neighborhoods, to deter crime and to reduce the
response time for calls for service. Although the geographical size of the city is large at
23 square miles, Department of Public Safety personnel currently operate out of one
facility. The District's plan identified the purchase of three sites and the development of
two district facilities as its highest priority for the use of crime control funds.
Draft #1— Annual Program Evaluation
July 10, 2001
-1-
Evaluating the District's efficiency and effectiveness in achieving this strategy
involves analysis of five major tasks for the first three years, including:
1) site evaluation and budgeting,
2) site selection,
3) land acquisition,
4) concept planning, and
5) facility construction.
An examination of the District's efforts on these tasks reveals that the District is
operating effectively and efficiently, although quantitative measures (i.e., reduction in
Part I crimes or response times) cannot yet be analyzed. This evaluation will review the
District's initial efforts for acquiring land for the new facilities, planning for their
development, and construction.
Site Evaluation Process. Work began with staff identifying a step-by-step process
to determine response times and corresponding target areas, and continued to the
selection of twenty-five sites.
Upon identification of sites and mapping of response times, all suitable and
available tracts were identified for evaluation. Each potential site was evaluated using
the following criteria:
■ Access - arterial street capacity, direct site access, proximity to parking, visibility
to public/sight lines, proximity to response location, access to two streets;
■ Physical Characteristics - configuration, zoning restrictions, easements,
topography, physical constraints, site evaluation, drive-through bays;
Draft #1—Annual Program Evaluation
July 10, 2001
-2-
■ Environmental - noise, tree loss, contamination potential, risk factors (e.g.,
flooding), lighting;
■ Site Development - compatibility with adjacent uses, complex planning issues,
expansion potential, site assemblage, time constraints, utility availability;
■ Functional - shared services potential, building footprint flexibility;
■ Financial - property values, demolition costs, energy criteria.
An evaluation matrix assigning points for each criterion was prepared for each
potential site, which helped determine the appropriate sites for serious consideration.
Site Selection Process. The District Board and staff reviewed the sites, evaluating
each with the identified criteria. Staff then initiated conversation with property owners to
determine their willingness to sell, to ascertain purchase terms, and to identify other
issues which might affect the ultimate purchase and development of the site. Specific
sites for each of the target areas were identified, and staff was instructed to negotiate
purchase contracts for each.
Land Acquisition. The Board has been able to successfully purchase tracts of
land for two of the three needed sites. Approximately 4.8 acres were purchased for the
west site and a 32 -acre tract was purchased for the north site. Acquisition of a three -acre
site on the east side of the city has been delayed for the present time. Please see exhibit
A for a location map of sites.
Concept Planning. To determine the utility of the smaller sites, an architectural
consultant was hired to assist with site evaluations, as well as to develop conceptual
drawings showing the layout of the facility on the sites. These drawings were
particularly needed for the smaller southern sites to ensure their viability. Additionally,
Draft #1— Annual Program Evaluation
July 10, 2001
-3-
the Board approved funding necessary to enter into an agreement with an architectural
firm to design a facility in compliance with city regulations at the west site. Initial design
concepts were presented to the Board in April 2000, and were formally submitted to the
City for zoning and concept plan approval. The City Council approved the zoning and
site plan for the west site facility on July 18, 2000. Additionally, zoning and concept
plan approval was achieved for a 35,813 square -foot residual lot to be sold as a
commercial tract. Please see exhibit B, approved site plan (DPS site), and approved
concept plan for the residual lot.
Facility Construction. Once approval of the site plan was achieved (showing a
proposed one-story 21,573 square foot DPS building), city staff, the District Board of
Directors, City Council, and Phillip Swager and Associates (architect) went to work to
finalize construction plans for the west building. A construction budget of $3,863,681
was approved for the project. Exhibit C shows the final plans developed for the facility.
A total of $4.2 million (including architectural fees) was allocated for facility
construction. On October 10, 2000, the City opened sealed bids for construction of the
project. Eleven bids were received. The low bidder, CMPA, Inc., submitted a base bid
of $3,194,000. The District Board approved funding for the project in an amount not to
exceed $3.4 million (base bid plus alternatives and contingencies) and City Council
entered in to a contract on November 7, 2000 with CMPA, Inc.
Work on the facility is progressing steadily, with minimum change orders. It is
anticipated that construction will be substantially completed in December 2001.
Draft 41 — Annual Program Evaluation
July 10, 2001
SEE
Note that funding to staff the facility is being requested through the City of
Southlake's general fund and, once approved, will provide for staff acquisition and
training in advance of the opening of the new facility.
As noted previously, a quantitative analysis of the effectiveness and efficiency of
the Board's program to meet this strategy cannot be performed at this time. However, the
first important steps toward realizing the benefits to be derived from the district facilities
have been taken. The first goal set for accomplishing strategy one (evaluating and
acquiring sites for optimum delivery of public safety services) is moving toward
completion, and significant progress has been made toward the planning and construction
of the west site.
Strategy Two: Enhancing Community Safety Through the Use of Modern
Technology & Equipment
The District Board allocated funding in Year One for the purchase of two fully
equipped police patrol vehicles, as well as portable radios and other related equipment
needed by the School Resource Officers. The vehicles were purchased through a
cooperative purchasing agreement between the Houston -Galveston Area Council of
Governments (HGAC). Working through HGAC allowed the City to take advantage of
"bulk" buying opportunities. As such, the vehicles were purchased and equipped well
within the budget parameters established by the Board.
Subsequent years' funding may provide for the computer and communications
equipment that are integral for maximizing an officer's time spent fighting crime,
provided sales tax collections exceed what is needed to fund strategy one. Such
Draft #1—Annual Program Evaluation
July 10, 2001
-5-
equipment will be critical for computer-aided dispatch, police records management,
booking, crime scene search, property/evidence control, and electronic mail.
Strategy Three: Enhanced Community Safety Through Professional Development
Limited funds and the District's commitment to land acquisition and facility
development have prevented a direct allocation of funds for professional development
initiatives. However, continual and advanced training of public safety personnel must be
a priority to maintain in-service training requirements in such a manner that the skills,
knowledge and abilities of each individual remain at peak levels for both present and
future job assignments.
In order to meet the objectives of this strategy, the District incorporated training
needs into its evaluation of potential sites and in construction plans for the West district
facility. Targeted sites were of at least three acres in size to ensure adequate space for
both indoor (classroom) and outdoor (field) training activities. Having training facilities
available in the district stations will ensure that most training programs can be
coordinated without requiring officers to leave their assigned posts. This maximizes the
time available for training. The design of the west facility has fully incorporated training
needs.
While it is not anticipated that the central facility (located on the north site) and
the east facility will be built within the initial five-year life of the District, special
attention will be given to developing both of these facilities in a manner conducive to
meeting the training needs of the entire Department.
Draft #1—Annual Program Evaluation
July 10, 2001
-6-
Strategy Four: Enhance Community Safety Through Special Police Initiatives
The establishment of a crime control and prevention district in Southlake provides
an opportunity to establish police initiatives that enhance the community's quality of life.
Such programs might otherwise be set aside for lack of funding.
While the City of Southlake previously offered a School Resource Officer (SRO)
to Carroll High School, no such officers were assigned to any middle school campus. To
address issues of campus safety, student education, and deterrence for drug and gang -
related activity, the Department has attempted to expand the program, but limited funding
resulted in limited implementation of this vital program.
The District's first special initiative involved hiring two additional School
Resource Officers. Recruitment efforts began as soon as the budget was approved by the
Board, but advertising was repeated when the initial process did not result in a successful
hire. The two positions were successfully filled in December 1998, with one officer
assigned to Carroll Junior High School and the other to Carroll Intermediate School.
The School Resource Officer's presence in the aforementioned schools has
resulted in:
■ Reduction in prank fire alarms, minimizing disruptions and danger to the
public and DPS personnel when responding;
■ Deterrence of violence; and
■ Collection of valuable intelligence resulting in numerous arrests on and off
campus for possession and use of alcohol and drugs as well as collection of
information regarding "copy cat" threats mirroring recent shooting events
around the nation.
Draft #1— Annual Program Evaluation
July 10, 2001
-7-
Financial Considerations
Collection of the Crime Control District sales tax began in April 1998, and the
first allocation of sales tax from the Comptroller was received in June 1998. Through the
fiscal year ending September 30, 2000, the District collected $1,747,389 in sales tax,
$2,601,803 in bond proceeds, and $239,877 in interest. Expenditures for the same period
total $1,270,525 with $116,375 for two School Resource Officers and related benefits for
the year; $273,100 for professional services related to the West facility; and $881,050 for
the debt service payment. The City's annual audit for the fiscal year ending September
30, 2000, was completed during February 2001. The Crime Control and Prevention
District accounting records was part of that audit, and the report was presented to the City
Council.
Funds received by the District are invested according to the City's investment
policy. The District's funds are pooled for investment purposes. For the quarter ending
September 30, 2000, the District's yield to maturity on pooled investments was 6.74%.
For the fiscal year that began October 1, 2000, an estimated $1,925,450 in sales
tax is expected. $126,610 is budgeted for two School Resource Officers and related
benefits, and $1,971,899 is budgeted for debt service payments.
Conclusion
The Board of Directors of the Southlake Crime Control and Prevention District
has, during the first three years of the life of the District, successfully implemented the
actions necessary to meet the strategies identified in its plan and budget. The Board's
Draft #1 — Annual Program Evaluation
July 10, 2001
primary activity has been the acquisition of suitable public safety sites in targeted areas
and construction of the West facility. Other initiatives are progressing as planned.
During its first three years, the Southlake Crime Control and Prevention District has
successfully accomplished its goals.
Draft #1— Annual Program Evaluation
July 10, 2001
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City of Southlake, Texas
MEMORANDUM
TO: Southlake Crime Control and Prevention District Board of Directors
FROM: Sharen Elam, Director of Finance, Ext. 1713
SUBJECT: Adoption of Crime Control FY 2001-02 Operating Budget and Multiyear CIP
Budget
Action Requested: Adoption of the proposed FY 2001-02 Operating Budget and Multiyear CIP
Budget
Background
Information: Your packet contains the proposed Operating Budget and Multiyear CIP
Budget. The proposed operating budget simply provides for the continuation
of the SRO funding, lease payment for the police 800mhz-radio system and
annual debt service payment. The multiyear CIP budget provides for the
construction of the West facility. Note that we have shifted the sale of the
excess land on the west and north site to fiscal years 2002-03 and 2003-04,
respectively. The decision to move the sale of the properties to future years
was made based on we did not receive any bids on the west site and this will
allow sufficient time for the Board and staff to determine the future plans for
these sites. Funds received from the sale of the West and North properties
could be used to purchase the East site in the future.
Financial
Considerations: The proposed operating budget includes projected sales tax and interest income
of $2,324,768, $259,478 for two School Resource Officers and related
equipment and $2,253,715 for debt service payments.
Citizen Input/
Board Review: Public hearing is scheduled for July 18, 2001 at 7:00.
Legal Review: None required
Alternatives: Approve or amend proposed budgets.
Supporting
Documents: Proposed FY 2001-02 Operating Budget and Multiyear CIP
Staff
Recommendation: Approval of proposed budgets
41
REVENUES
Sales Tax
Interest Income
Total Revenues
EXPENDITURES
Personnel
Operations
Capital
Total Expenditures
Net Revenues
Transfers Oul-General Fund for debt service
Transfers Out -CCD CIP
Total Other Sources (Uses)
Beginning Fund Balance
Ending Fund Balance
SOUTHLAKE CRIME CONTROL
AND PREVENTION DISTRICT • OPERATING FUND
FY2001.02 Proposed Budget 11:13 AM
October 1, 2001 through September 30, 2002 07113101
(Reference to Section 363.203, Local Government Code, Annual Budget Proposal.)
1. Outstanding obligations of the District are the repayment of tax notes issued in October 1998 and March 2000 in the amount of $2,705,000
and $1,805,000 with a FY 2000-01 debt service payment of $1,971,899 and a FY 2001-02 debt service of $2,253,715. The tax notes will
be paid off in FY2003-04.
2. There is $2,169,325 in the Operating Fund and $258,286 in the Capital Projects Fund estimated to be on hand as of the beginning of
FY2001-02.
3. An estimated $1,925,450 is expected to be received by the District during FY2000-01 in sales tax revenues.
4. Sales tax and interest income are estimated at $2,324,768.
5. Total money requested to fund programs is $7,472,279, with $3,797,500 of that amount for construction of one facility, and $259,478 for
two School Resource Officers and related equipment. $3,415,301 is included to purchase land of which two sites have already been
purchased. These land purchases were initially approved in the FY1997-98 and FY1998-99 budgets.
6. Programs presented have been previously approved by the Board for funding.
7. The sales tax rate is .5%.
8. There is $1,980,900 in the Operating Fund and $44,556 in the Capital Projects Fund estimated to be on hand as of the end of FY2001-02.
9. Total revenues available to cover the proposed budget are $2,324,768 and bond proceeds.
$ Increase/
S Increase/
1999.00
2000.01
2000.01
(Decrease)
% Increasel
.2001.02 : !
(Decrease)
% Increasel
Actual
Adopted
Amended
Adopted
-Decrease
-.Proposed !
Adopted
-Decrease
$1,747,389
$1,925,450
$1;925,450:
$0
0.0%
42,214,268
$288,818
15.0%
$111,300
24
$103.50 . 0
$103,500
$110,500'
$114.504
$1,858,689
$1,925,450
$2;028,950:
$103,500
$2,324,768'
$399,318
$113,955
$126,610
$126,610;
$0
0.0%
$131,667'
$5,057
4.0%
$140
$127,811
$1627,8111
0
0.0%
$127,811'
0
0.0%
$2.280
0.0%
sQ!
Q
0.0%
$116,375
$254,421
$254,421:
$0
0.0%
$259,478'
$5,057
2.0%
$1,742,314
$1,671,029
$1,774,529
$103,500
$205,290'
$394,261
(881,050)
(1,971,899)
(1,971,899)
(2,253,715!'
(150.0001
(1,031,050)
(1,971,899)
(1,971;8991
(2,253,715)
$1,655,431
$2.366,695
$2,366,695
$2.065.825
$2,366,695'
$7.169.325;
$2,169,325'.
X1.980.900'.
(Reference to Section 363.203, Local Government Code, Annual Budget Proposal.)
1. Outstanding obligations of the District are the repayment of tax notes issued in October 1998 and March 2000 in the amount of $2,705,000
and $1,805,000 with a FY 2000-01 debt service payment of $1,971,899 and a FY 2001-02 debt service of $2,253,715. The tax notes will
be paid off in FY2003-04.
2. There is $2,169,325 in the Operating Fund and $258,286 in the Capital Projects Fund estimated to be on hand as of the beginning of
FY2001-02.
3. An estimated $1,925,450 is expected to be received by the District during FY2000-01 in sales tax revenues.
4. Sales tax and interest income are estimated at $2,324,768.
5. Total money requested to fund programs is $7,472,279, with $3,797,500 of that amount for construction of one facility, and $259,478 for
two School Resource Officers and related equipment. $3,415,301 is included to purchase land of which two sites have already been
purchased. These land purchases were initially approved in the FY1997-98 and FY1998-99 budgets.
6. Programs presented have been previously approved by the Board for funding.
7. The sales tax rate is .5%.
8. There is $1,980,900 in the Operating Fund and $44,556 in the Capital Projects Fund estimated to be on hand as of the end of FY2001-02.
9. Total revenues available to cover the proposed budget are $2,324,768 and bond proceeds.
CITY OF SOUTHLAKE
Operating Account Budget Request Worksheet
Fiscal Year 2001-02
DEPARTMENT: 331 Crime Control & Prevention District
Print Date:
07111101
101.00
Regular Earnings
91,952
103,505
103,505
107,136
Wages and salaries for two School Resource Officers
(SRO). SRO's will be assigned to the new Jr. High and
Middle Schools.
102.00
Overtime
1,712
0
0
0
Anticipated overtime for two SROs during the thirty six wet
of school activities.
104.00
Longevity
140
280
280
376
Amount paid to employees with at least 1 year of service
111.00
Health/Dental/Life
7,246
7,879
7,879
8,400
Insurance provided to employees of the city.
112.00
Workers Compensation
2,428
2,657
2,657
3,032
Premiums paid to an insurance pool for compensation to
injured employees. ( Rate estimates provided by TML
risk pool. )
114.00
FICA 11 -Medicare
1,318
1,505
1,505
1,559
Medicare portion of annual salaries
120.01
Retirement 1
(168)
0
0
0
City's percentage contribution to TMRS employees with
more than five years tenure.
120.02
Retirement II
9,327
10,785
10,785
11,164
City's percentage contribution to TMRS for employees witl
less five years tenure.
Subtotal -Personnel
113,955
126,610
126,610
131,667
Page 1
CITY OF SOUTHLAKE
Operating Account Budget Request Worksheet
Fiscal Year 2001.02
DEPARTMENT: 331 -Crime Control & Prevention District
240.00 Other Services 140 0 0 0
353.00 Lease Misc. equipment 0 127,811 127,811 127,811 Payment for 800 radios system
Police portion only
930.00 I Vehicles
542.00 Transfer - Interfund
545.50 Transfer - Debt Service
2,280 1 0 1 0 1 0
150,000 0 0 0
881,050 1,971,899 1,971,899 2,253,715
031,050 1,971,899 1,971,899 ',2,253,715
Print Date:
07111101
Page 2
FYI 997-98
Approved
Budget FY1998-99 FY1999-00 FY2000-01 FY2001-02 FY2002-03 FY2003-04 TOTAL
REVENUES/OTHER SOURCES
Fund Balance $
Bond Proceeds $
Sales Tax -Operating Transfer $
Interest Income
Land Sales (west site/north site) $
Total Revenue (excluding fund balance ca $
- $ (1,999,503) $ 848,479 $ 3,384,556 $
- $ 4,196,999 $ 2,600,000 $
- $ - $ 150,000 $ - $
$ 66,781 $ 128,577 $ 115,000
$ 4,263,780 $ 2,878,577 $ 115,000 $
REVENUES and FUND BALANCE in exc $ (1,999,503) $ 848,479 $ 3,384,556 $
(Less than) EXPENDITURES
EXPENDITURES
Land Acquisition
West Site
East Site
North Site
Construction Cost
Architectural fees
Construction cost
Additional FF&E
Total Expenditures
$ 1,999,503
$ 1,415,798
44,556 $ 44,556 $ 419,556
- $ - $ - $ 6,796,999
- $ - $ - $ 150,000
$ 310,358
$ 375,000 $ 950,000 $ 1,325,000
- $ 375,000 $ 950,000 $ 8,582,357
44,556 $ 44,556 $ 419,556 $ 1,369,556 $ 1,369,556
$ - $ - $ 342,500 $ - $
$ - $ - $ - $ 3,400,000 $
$ - $ 55,000 $
$ 1,999,503 $ 1,415,798 $ 342,500 $ 3,455,000 $
$
1,999,503
$
1,415,798
- $ - $ - $
342,500
- $ - $ - $
3,400,000
- $
55,000
$ - $ - $
7,212,801
CRIME CONTROL DISTRICT FUND
REVENUES
Sales Tax
1997.98
Actual
1998-99
Actual
1999-00
Actual
$ 470,201
$ 1,436,950
$ 1,747,389 'I
Interest Income
N
N
$111.300
Total Revenues
$ 470,201
$ 1,436,950
$ 1,858,689
EXPENDITURES
Personnel
$0
$68,707
$120,936
Operations
$2,464
$0
$0 '
Capital
$105.640
I4
3Q `
Total Expenditures
$108,104
$68,707
$120,936
Not Revenues
$362,097
$1,366,243
$1,737,753
Transfers out -General Fund for debt service
0
(127,408)
(881,050)
Transfers Out-CCO CIP
a
11
(150.000)
Total Other Sources (Uses)
0
(127,408)
(1,031,050)
Beginning FwW Balance
$0
$362,097
$1,602,932
Ending Fund Balance
$1.602.9
=m
CRIME CONTROL DISTRICT FUND
Sales Tax
Interest Income
Total Revenues
EXPENDITURES
Personnel
Operations
Capital
Total Expenditures
Net Revenues
Transfer out -Crime Control CIP
Transfers Out -General Fund
Total Other Sources (Uses)
Beginning Fund Balance
Ending Fund Balance
2000.01
Adopted
2000.01
Amended
FY 2000.01
Actual as
of 6130101
Percent
Collected/
Expended
$1,925,450
$1,925,450
$1,424,727
74.0%
IQ
$103.500
$85.636
82.7%
$1,925,450
$2,028,950
$1,510,363
74.4%
$126,610
$126,610
$92,845
73.3%
$127,811
$127,811
$127,811
100.0%
n
42
$0
0.0%
$254,421
$254,421
$220,656
$1,671,029
$1,774,529
$1,289,707
$0
$0
$o
(1.971.899)
(1.971.899)
(1.876.694)
73.3%
(1,971,899)
(1,971,899)
(1,876,694)
$2,366,695
12.065.825
$2,366,695
$2.169.325
$2,366,695
City of Southlake, Texas
MEMORANDUM
July 10, 2001
TO: Southlake Crime Control and Prevention District Board of Directors
FROM: Rick Black, Director of Public Safety
SUBJECT: West Facility Construction Progress Report
Action Requested: Board discussion of West Facility Contruction.
Background
Information: The City of Southlake entered into an agreement with CMPA, Inc for the
construction of the Department of Public Safety — West Facility on December
12, 2000. The first several months were frustrating because this area
experienced above average rainfall which in turn resulted in delayed
construction. The weather has since improved, leaving the current schedule
only five weeks behind. The Contractor and framing/wall systems sub-
contractor have committed to working extended hours in hopes of making up
as much of this time as possible within the next 2 months. Progress is noted
as follows:
• Structural steel, masonry walls and metal load bearing walls are currently
being erected.
• The approach to the western drive has been poured and the steel has been
set for the pour on the eastern approach in the apparatus bay.
The back drive and parking areas are in the process of being regarded and
stabilized. Soon the concrete paving will be installed and the drive off
Randal Mill will be opened for day-to-day construction activities. At this
point, all flatwork will be completed.
• The TxDOT permit has been received, therefore, paving will continue
once the gas and water lines are completed in the easement area of the
rear drive.
• The building skeleton should be complete on or before August 9, 2001
and then the "close in" on the building and partitions will begin.
• Several skids of plywood sheathing are on site to begin the sheathing of
the roof. It is CMPA's desire to "dry in" the western portions of the
building while the mason and steel erector are still working on the eastern
side of the building. This will help facilitate the moving in of other
Shana K. Yelverton, Assistant City Manager
July 11, 2001
page 2
trades that can begin their work in the front portions of the building (i.e.:
mechanical, plumbing, electrical, exterior masonry, etc.).
The masons are slowing the erection of the rest of the roof steel trusses in
the Apparatus Bay area since there is so much grouting and reinforcing of
the CMU that they can only lay up so much block before they have to
stop and grout the cells and let it set up before proceeding upward.
• Some interior walls have begun to be erected along with some base runners
that reveal where walls will be erected in the near future. There is a large
amount of stock on site and there should be a great deal of "visual"
progress in the next few weeks.
So far I am favorably impressed with CMPA and especially with Ralph Bauer (Project
Manager) and Brad Dahlin (Project Superintendent). They both seem to a have good
knowledge of the project and have expressed a keen desire of making sure that they do
a good job for the CCPD Board and City.
Financial
Considerations: The contract currently provides a "contingency" item in the amount of
$150,000.00. Change orders are included under this "contingency" item and no
change in the contract amount or the contract time will occur as a result of these
changes. The balance of the contingency item is $120,362.00.
Citizen Input/
Board Review: N/A
Legal Review: N/A
Alternatives: N/A
Supporting
Documents: Four pictures illustrating progress of West DPS Facility Construction.
Staff
Recommendation: N/A
Approved for Submittal to City Council:
City Manager's Office
West Facility Construction (1)
West Facility
Construction (2)
West Facility Construction (3)
West Facility Construction (4)
City of Southlake, Texas
MEMORANDUM
July 12, 2001
TO: Southlake Crime Control and Prevention District Board of Directors
FROM: Shana K. Yelverton, Assistant City Manager
SUBJECT: Reauthorization Election Benchmarks—May 2002 Election
Action Requested: Board discussion of potential reauthorization election and benchmark dates for
meeting the requirements of state law.
Background
Information: The board has had numerous discussions regarding the possible reauthorization
of the Southlake Crime Control and Prevention District and has expressed an
interest in moving forward with an election. At the Board's request, staff
prepared a timeline for a potential November 2001 election and discussed the
benchmarks during the November 1, 2000 meeting. You may recall that the
enabling statute does not permit a reauthorization election to occur earlier than
the fourth anniversary of the date the district was created. In discussions with
the City Attorneys, questions have been raised regarding the date of creation
and the November uniform election date. It was determined that proceeding
with a November election could be problemmatic. As such, staff began to look
at other alternatives.
The reauthorization (or continuation) election must be held on a uniform
election date. Those dates are in February, May, and September. Staff initially
considered the February date, however, the political action committee bringing
forward the local option election for wine sales are possibly considering a
February election and if they do this, prefer that this election be held on a
separate date. As such, we have created benchmarks for a May 2002 election.
Should their plans change, we will consider a February election.
Financial
Considerations: If the election is held in May, the board will have no expenses since it will be
coordinated with the May regular election.
Citizen Input/
Board Review: Chapter 363 of the Local Government Code provides that the board may order
a reauthorization election by its own motion, at the request of the governing
body, or upon presentation of a petition of 10 or more registered voters of the
district.
Legal Review: The City Attorney has reviewed the draft timeline and concurs that the
benchmarks and dates are correct.
Southlake Crime Control and Prevention District Board of Directors
July 13, 2001
Page 2
Alternatives: If a reauthorization election is not ordered, the district will "sunset" on the
fifth anniversary of the date the district began to levy taxes for district
purposes. The Southlake District would dissolve on April 1, 2003.
Supporting
Documents: Reauthorization Election Benchmarks — May 2002 Election
Staff
Recommendation: Staff recommends Board discussion of the District's potential reauthorization
election.
Southlake Crime Control & Prevention District
Reauthorization Election Benchmarks
May 2002 Election
Due Date
Task
Comment
1/3/02
Board orders referendum by majority of its
No later than 45 days before
members
election day (Election Code
(Sec. 363.251(b)
3.005)
1/3/02
Board specifies number of years to be
continued (5, 10, 15, or 20)
(Sec. 363.2515 a
1/3/02
Board enters into agreement with City of
Southlake to administer election on its
behalf
2/5/02
Council adopts resolution establishing
election procedures and ordering election
2/6/02
Attorneys/staff request preclearance from
U.S. Department of Justice
4/1/02
Ballots sent to printer (including Spanish
language)
4/7/02
Notice of election published in newspaper
Not earlier than the 30` day
4/14/02
of general circulation in compliance with
or later than 10`h day before
Texas Election Code
the election
4/12/02
Notice posted on city's official bulletin
No later than 21 S` day
boards in compliance with Texas Election
before the election
Code
4/17/02
Early Voting Begins
5/4/02
Notice sent to Secretary of State in
By date of the election
compliance with Texas Election Code.
5/4/02
Hold referendum on uniform election date
Not earlier than the fourth
(Section 363.251 (d))
anniversary of the date the
district was created.
Southlake District created
on November 10, 1997.
5/7/02
City Council canvasses election results
No earlier than the 3rd day
or later than 6`h day
following the election
Draft #3
07/12/01
Subject to approval of City Attorneys
SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT
1/2% SALES TAX REPORT
2000-01
Collected
Budget
Balance
Budget
to Date
Balance
Percent
$ 1.925.450
$ 1,424,727
500.723
26.01%
$169,140
MONTH
Fiscal Year
1998-99
Actual
Percent
Increase/
Decrease
Fiscal Year
1999-00
Actual
Percent
Increase/
Decrease
Fiscal Year
2000-01
Actual
Percent
Increase/
Decrease
October
$ 125,207
100%
$137,412
9.75%
$169,140
23.09%
November
92,367
100%
134,564
45.68%
157,886
17.33%
December
102,325
100%
123,346
20.54%
162,373
31.64%
January
135,618
100%
160,790
18.56%
237,687
47.82%
January
160,790
184,843
237,687
237,687
52,844
32.87%
February
98,730
100%
133,181
34.89%
157,640
18.37%
March
95,853
100%
122,112
27.40%
147,534
20.82%
April
137,694
100%
167,030
21.31%
206,912
23.88%
May
126,588
64%
149,947
18.45%
185,555
23.75%
June
121,107
41%
149,028
23.05%
-
-100.00%
July
157,929
46%
170,640
8.05%
-
-100.00%
August
153,942
160,968
-
160,968
-
0.00%
August
121,035
15%
153,942
27.19%
-
-100.00%
September
122,495
36%
145,397
18.70%
-100.00%
TOTAL
$1,436,950
207%
$1,747,389
$1,424,727
$1,747,389 $ 1,925,450 $ 1,424,727 $ 2,101,137 $ 175,687
21.60% 20.24%
Actual
Budget
Actual
Estimated
(budget -est.)
%
1999-00
2000-01
2000-01
2000-01
Difference
Change
October
$137,412 $
162,315
$ 169,140
$ 169,140
$ 6,825
4.97%
November
134,564
156,924
157,886
157,886
962
0.71%
December
123,346
131,316
162,373
162,373
31,057
25.18%
January
160,790
184,843
237,687
237,687
52,844
32.87%
February
133,181
141,906
157,640
157,640
15,734
11.81%
March
122,112
125,732
147,534
147,534
21,802
17.85%
April
167,030
191,005
206,912
206,912
15,907
9.52%
May
149,947
154,999
185,555
185,555
30,556
20.38%
June
149,028
157,309
-
157,309
-
0.00%
July
170,640
199,477
-
199,477
-
0.00%
August
153,942
160,968
-
160,968
-
0.00%
September
145.397
158,657
-
158.657
-
0.00%
$1,747,389 $ 1,925,450 $ 1,424,727 $ 2,101,137 $ 175,687
21.60% 20.24%
City of Southlake, Texas
MEMORANDUM
TO: Billy Campbell, City Manager
FROM: Sharen Elam, Director of Finance, Ext. 1713
SUBJECT: Approval of Crime Control FY 2001-02 Operating Budget and Multiyear CIP
Budget
Action Requested: Approval of the proposed FY 2001-02 Operating Budget and Multiyear CIP
Budget
Background
Information: Your packet contains the Operating Budget and Multiyear CIP Budget adopted
by the Crime Control and Prevention District Board of Directors on July 18,
2001. The operating budget simply provides for the continuation of the SRO
funding, lease payment for the police 800mhz-radio system and annual debt
service payment. The multiyear CIP budget provides for the construction of
the West facility. Note that we have shifted the sale of the excess land on the
west and north site to fiscal years 2002-03 and 2003-04, respectively. The
decision to move the sale of the properties to future years was made based on
we did not receive any bids on the west site and this will allow sufficient time
for the Board and staff to determine the future plans for these sites. Funds
received from the sale of the West and North properties could be used to
purchase the East site in the future.
Financial
Considerations: The operating budget includes projected sales tax and interest income of
$2,324,768, $259,478 for two School Resource Officers and related equipment
and $2,253,715 for debt service payments.
Citizen Input/
Board Review: Public hearing is scheduled for August 7, 2001.
Legal Review: None required
Alternatives: Approve or reject the budgets submitted.
Supporting
Documents: FY 2001-02 Operating Budget and Multiyear CIP
Staff
Recommendation: Approval of Crime Control FY 2001-02 Operating Budget and Multiyear CIP
Budget.
REVENUES
Sales Tax
Interest Income
Total Revenues
Personnel
Operations
Capital
Total Expenditures
T-aftao not am al Fund for debt mvko
Trmfm Out CCO GP
Toed Behr am= luml
Booming Fund Bdm
Erdag Fund B.1-
SOUTHLAKE CRIME CONTROL
AND PREVENTION DISTRICT - OPERATING FUND
FY2001.02 Proposed Budget
October 1, 2001 through September 30, 2002
199900
Actual
2000-01
Adopted
2000.01
Amended
$ Increasel
(Decrease)
Adopted
%Increasel
Decrease
2001.02
Proposed
$ Increase/
IDecreasel
Adopted
%Increasel
Decrease
$1,747,389
$1,925,450
$1,925,450
$0
0.0%
$$214,268
$288,818
15.0%
3111.300
34
3103 500
3103 500
5110.500
3] 10.500
$1,858,689
$1,925,450
$2,028,950
$103,500
$2,324,768
$399,318
$113,955
$126,610
$126,610
$0
0.0%
$131,687
$5,057
4.0%
$140
$127,811
$127,811
0
0.0%
$127,811
0
0.0%
32.260
10
3g
0
0.0%
10
0
0.0%
$116,375
$254,421
$254,421
$0
0.0%
1259,478
$5,057
2.0%
$1,742,314
$1,671,029
$1,774,528
$103,500
$2,066.290
$394,261
(881,050)
(1,971,899)
11,971,8981
12,253,715)
1150,0001
0
0
g
11031,0501
(1,971,699)
(1,971,888)
(2,253,715)
!$11,'6p5p5,44O3�1
$2,366-69aI
$2,366,695
$2,065,825
�$�2,3p6�6,6'955
iiN8g.32 {
$2,169,325
(Reference to Section 363.203, Local Government Code, Annual Budget Proposal.)
1. Outstanding obligations of the District are the repayment of tax notes issued in October 1998 and March 2000 in the amount of $2,705,000
and $1,805,000 with a FY 2000-01 debt service payment of $1,971,899 and a FY 2001-02 debt service of $2,253,715. The tax notes will
be paid off in FY2003-04.
2. There is $2,169,325 in the Operating Fund and $258,286 in the Capital Projects Fund estimated to be on hand as of the beginning of
FY2001-02.
3. An estimated $1,925,450 is expected to be received by the District during FY2000-01 in sales tax revenues.
4. Sales tax and interest income are estimated at $2,324,768.
5. Total money requested to fund programs is $7,472,279, with $3,797,500 of that amount for construction of one facility, and $259,478 for
two School Resource Officers and related equipment. $3,415,301 is included to purchase land of which two sites have already been
purchased. These land purchases were initially approved in the FY1997-98 and FY1998-99 budgets.
6. Programs presented have been previously approved by the Board for funding.
7. The sales tax rate is .5%.
8. There is $1,980,900 in the Operating Fund and $44,556 in the Capital Projects Fund estimated to be on hand as of the end of FY2001-02.
9. Total revenues available to cover the proposed budget are $2,324,768 and bond proceeds.
CITY OF SOUTHLAKE
Operating Account Budget Request Worksheet
Fiscal Year 2001-02
DEPARTMENT: 331 -Crime Control R Prnvmtinn ni"rirt
Pam D.1.:
OBJECT
CODE
ACCOUNT
TITLE
FYWW
ACTUAL
FYONI
ADOPTED
BUDGET
FY0001.
AMENDED
BUDGET
FYOI-02
BUDGET
PROPOSED
LIUMM1
JUSTIFICATION
101.00
Regular Earnings
91,952
103,505
103,505
107,136
Wages and salaries for two School Resource Officers
(SRO). SRO's will be assigned to the new Jr. High and
Middle Schools.
102.00
Overtime
1,712
0
0
0
Anticipated overtime for two SROs during the thirty six week
of school activities.
104.00
Longevity
140
280
280
376
Amount paid to employees with at least 1 year of service
111.00
Health/Dental/Life
7,246
7,879
7,879
8,040
Insurance provided to employees of the city.
112.00
Workers Compensation
2,428
2,657
2,657
3,032
Premiums paid to an insurance pool for compensation to
injured employees. ( Rate estimates provided by TML
risk pool. )
114.00
FICA II -Medicare
1,318
1,505
1,505
1,559
Medicare portion of annual salaries
120.01
Retirement 1
(168)
0
0
0
City's percentage contribution to TMRS employees with
more than five years tenure.
120.02
Retirement II
9,327
10,785
10,785
11,828
City's percentage contribution to TMRS for employees with
less five years tenure.
Subtotal -Personnel
113,955
126,610
126,610
131,971
240.00
Other Services
140
0
0
0
353.00
Lease Misc. equipment
0
127,811
127,811
127,811
Payment for 800 radios system
Police portion only
Subtotal -Operations & Maint
140
127,811
127,811
127,811
930.00
Vehicles
2,280
0
0
0
Subtotal Capital
2,280
0
0
0
Subtotal -Expenditures
116,375
254,421
254,421
259,782
542.00
Transfer-Interfund
150,000
0
0
0
545.50
Transfer- Debt Service
881,050
1,971,899
1,971,899
2,253,715
Subtotal -Transfers
1,031,050
1,971,899
1,971,899
2,253,715
GRAND TOTAL
1,147,425
2,226,320
`. 2,226,320
2,513,497
FYI 997-98
Approved
Budget
FYI 998-99
FY1999-00
FY2000-01
FY2001-02
FY2002-03
FY2003-04
TOTAL
REVENUES/OTHER SOURCES
Fund Balance
$
$
(1,999,503)
$
848,479
$
3,384,556
$ 44,556
$
44,556
$
419,556
Bond Proceeds
$
$
4,196,999
$
2,600,000
$ -
$
-
$
$
6,796,999
Sales Tax -Operating Transfer
$
$
-
$
150,000
$
-
$
$
-
Interest Income
$
66,781
$
128,577
$
115,000
-
$
-
$
$
150,000
Land Sales (west site/north site)
$
$
-
$
-
$
310,358
-
$
375,000
$
950,000
$
1,325,000
Total Revenue (excluding fund balance carried forward. $
$
4,263,780
$
2,878,577
$
115,000
$
$
375,000
$
950,000
$
8,582,357
REVENUES and FUND BALANCE in excess of/
$
(1,999,503)
$
848,479
$
3,384,556
$
44,556
$ 44,556
$
419,556
$
1,369,556
(Less than) EXPENDITURES
$
1,369,556
EXPENDITURES
Land Acquisition
West Site
$
1,999,503
East Site
$
$
1,999,503
North Site
$
1,415,798
$
$
$
1,415,798
Construction Cost
Architectural fees
$
$
-
$
342,500
$
-
$
$
$
$
Construction cost
$
$
-
$
-
$
3,400,000
$
$
$
$
342,500
Additional FFBE
$
-
$
55,000
$
3,400,000
$
55,000
Total Expenditures
$
1,999,503
$
1,415,798
$
342,500
$
3,455,000
$
$
$
$
7,212,801
REVENUES
Sales Tax
Interest Income
Total Revenues
Personnel
Operations
Capital
Total Expenditures
Net Revenues
Transfers Out -General Fund far debt service
Transfers Out -CCD CIP
Total Other Sources IUsesl
Beginning Fund Balance
Ending Fund Balance
CRIME CONTROL DISTRICT FUND
1997.98
Actual
1998-99
Actual
1999.00
Actual
2000.01:
Amended
2001.02
Proposed
2002.03
Proposed
2003.04`
Proposed
$ 470,201
$ 1,436,950
$ 1,747,389
$ 1,925,450
$ 2,214,268
$1,107,134
N
n
$111.300
$103.500
$110.500'
$55.250
$Q
$ 470,201
$ 1,436,950
$ 1,858,689
$ 2,828,950
$ 2,324,768
$ 1,162,384
$0
$0
$68,707
$120,936
$126,610
$131,667.00
$0.00
$0.00
$2,464
$0
$0
$127,811
$127,811
$63,906
$0'
$105.640
$0
$0
N
2.Q
$Q
30
$108,104
$68,707
$120,936
$254,421
$259,478'
$63,906:
$0
$362,097
$1,368,243
$1,737,753
$1,774,529
$2,065,290'
$1,898,479
$0`
0
(127,408)
(881,050)
(1,971,899)
(2,253,715)
(1,526,370)
(957;860)
0
0
(159.000)
0
0
11
9
0
(127,408)
(1,031,050)
(1,971,899)
(2,253,715)'
(1,526,370)
(957,8601
$0
1
$362,097
11.602.932
$1,602,932
$2.309.635
$2,309,635
52,112.2(15
$2,112,265'
51.923.840
$1,923,840'
$1,495,948
July Crime Control Board Meeting Working Agenda
Wednesday, July 11, 2001
------ -----
Location:� —Oldc-a""eil 441anthe!
DPS Facility --667 N. Carroll Avenue
Time: 17:00 p.m.
---------
PackeVHandoutfflresentation
Item i Time Topic
Facilitator
Desired Outcome
Documents
1 7:00 p.m. Executive Session
SKY
Discuss next steps for sale of residual West property, since no bids were
'received. Discuss value of North residual property and plans for its sale. Get
:Attorney opinion on sale of
property if no bids received (SK
Board direction on how to proceed with sale of both lots.
map of west property showing
residual lot (RB): map of North
'property (aerial, showing utilit-,
!easement) (RB). zoning
:e assificatio st of permitted
2 7:30 p.m. Approval of Minutes from last
KB
Approval w1no changes
Copies of minutes, proofed by
meeting
(KB)
3 r 735 p.m. Consider: Annual Evaluation
SKY
:Present Annual Evaluation document to Board. Approval of document as
:Annual evaluation report (SKY)
RB/Architects
presented.
Discuss progress to date of construction. including change orders. Discuss
Action memo (RB). FFE plans/AV
4 7:35 p.m. Discussion: West facility
construction progress report
planning process for FFE, especially audio visual needs. Discuss staffing
cost estimates (RB), photos ol'site
issues, including plans for FY 2001-02 General Fund expenditures. Lay
(RB),staffing presentation (RB)
ground work for discussion
5 7:50 p.m. !Consider: Adoption of Crime
!Control Operating budget and multi-
SE/RB
Discuss actual estimated for current year budget, revenue projections for the
District during FY 2001-02, proposed operating expenditures for FY 2001-02,
Action memo (SE), budget
:documents (SE), power point
!year CIP (Public Hearing)
proposed capital expenditures through life of district. Approval with no
presentation with graphs. etc. (SF)
1 chan;ees.
6 8:15 p.m. 1Discussion: District
SKY/RB
1 Discuss election benchmarks, and associated timelines for election dates, status !Action memo (SKY), updated
Reauthorization Issues
of strategic plan development. Establish Board understanding ofsteps
benchmark list (SKY), strategic
necessary to hold election and provide opportunit V
yfor Board to discuss
iplan development process
establishment of a PAC and other intiativesjor District reauthorization.
ipresentation (RB)
L 7 j 8:30 .m. !ADJOURN
6/28/01
��J-
s;
FY1997-98 �•. ����) ` ���
Approved
Budget FY1998-99 FY1999-00 FY2000-01 FY2 FY2002-03 FY2003-04 TOTAL J
REVENUES/OTHER SOURCES
Fund Balance $ $ (1,999,503) $ 781,698 $ 3,189,198 $ 725,517 $ 75,517 $ 75,517
Bond Proceeds $ $ 4,196,999 $ 2,600,000 $ $ $ 6,796,999
Sales Tax -Operating Transfer $ $ - $ 150,000 $ $ $ $ 150,000'
Land Sales (west site/occfa'rsitet $ - $ - $ - ��•J,�6 - $ �t 1,400,000
1
Total Revenue (ekdt{fdirefund balance cai $ $ 4,196,999 $ 2,750,000 $ 1,400,000 $ - $ $ $ 8,346,999 F. i
REVENUES and FUND BALANCE in exc $ (1,999,503) $ 781,698 $ 3,189,198 $ 725,517 $ 75,517 $ 75,517 $ 75,517 $
(Less than) EXPENDITURES
EXPENDITURES
Land Acquisition,
West Site $ 1,999,503 $ 1,9$9,503
East Site $ $ 65 000 $ 650,000
North Site $ 1,415,798 1� $ 1,415,798 t �`
Construction Cost .
Architectural fees $ $ $ 342,500 $ - $ $ $ $ 342,500 t'
SiteWork $ $ $ - $ 715,672 $ $ $ $ 715,672
Concrete $ $ 345,700 $ $ 345,700
Masonary $ $ 400,006 $ 400,006
Metals $ 170,266 $ 170,266 t '
Wood and Plastic $ 99,253 rq 99,253
Thermal and moisture protection $ 90,133 $ 90,133
Doors and Windows $ 241,637L
$ 241,637 •��� �
Finishes $ 256,046$ 256,046
Specialities $ 48,182 ✓y $ 48,182
Equipment \ $ 29,000 $ 29,000
Furnishings "�\t> $ 12,557 $ 12,557
Mechanical �G, $ 326,069; u` $ 326,069
Eletrical j' $ 399,220 ` $ 399,220
FFE/Audio Visual - -$ $ 96,800
General conditions 8% `"` �L \ $ 250,699 ;\, $ 250,699 ' {
Contractors fee 6% �; $ 203,066 $ 203,066 L
Contengency 5% V $ 179,375 r J, $ 179,375 �Y
1 $
Total Expenditures 1,999,503 $ 1,415,798 $ 342,500 $ 3,863,$$1 $ 650,000 $ $ $ 8,271,482
r ;u n
FY1997-98
Approved
Budget FY1998-99 FY1999-00 FY2000-01 FY2001-02 FY2002-03 FY2003-04 TOTAL
REVENUES/OTHER SOURCES
Fund Balance $
Bond Proceeds $
Sales Tax -Operating Transfer $
Land Sales (west site/north site) $
Total Revenue (excluding fund balance cai $
$ (1,999,503) $ 781,698 $ 3,189,198 $ 725,517 $ 75,517 $
$ 4,196,999
$ 2,600,000 $
$ $
$ -
$ 150,000 $ - $
$ $
$ -
$ - $ 1,400,000
$ $
$ 4,196,999
$ 2,750,000 $ 1,400,000 $
$ $
75,517
$ 6,796,999
$ 150,000
$ 1,400,000
$ 8,346,999
REVENUES and FUND BALANCE in exc $ (1,999,503) $ 781,698 $ 3,189,198 $ 725,517 $ 75,517 $ 75,517 $ 75,517 $ 75,517
(Less than) EXPENDITURES
EXPENDITURES
Land Acquisition
West Site
East Site
North Site
Construction Cost
Architectural fees
SiteWork
Concrete
Masonary
Metals
Wood and Plastic
Thermal and moisture protection
Doors and Windows
Finishes
Specialities
Equipment
Furnishings
Mechanical
Eletrical
FFE/Audio Visual
General conditions 8%
Contractors fee 6%
Contengency 5%
Total Expenditures
$ 1,999,503
$ 1,999,503
$ -
$ 650,000
$ 650,000
$ 1,415,798
$ 1,415,798
$ -
$ -
$ 342,500 $ -
$ - $
$ $ 342,500
$
$
$ - $ 715,672
$ $
$ $ 715,672
$ $ 345,700
$
$ 345,700
$ $ 400,006
$ 400,006
$ 170,266
$ 170,266
$ 99,253
$ 99,253
$ 90,133
$ 90,133
$ 241,637
$ 241,637
$ 256,046
$ 256,046
$ 48,182
$ 48,182
$ 29,000
$ 29,000
$ 12,557
$ 12,557
$ 326,069
$ 326,069
$ 399,220
$ 399,220
$ 96,800
$ 96,800
$ 250,699
$ 250,699
$ 203,066
$ 203,066
$ 179,375
$ 179,375
$ 1,999,503
$ 1,415,798
$ 342,500 $ 3,863,681
$ 650,000 $
$ $ 8,271,482
FY1997-98
Approved
Budget FY1998-99 FY1999-00 FY2000-01 FY2001-02 FY2002-03 FY2003-04 TOTAL
REVENUES/OTHER SOURCES
Fund Balance
$
$ (1,999,503) $ 781,698
$ 3,189,198
$ 725,517 $
75,517 $
75,517
Bond Proceeds
$
$ 4,196,999
$ 2,600,000
$ 1,415,798
$ - $
- $
- $ 6,796,999
Sales Tax -Operating Transfer
$
$ -
$ 150,000
$ -
$ $
$
$ 150,000
Land Sales (west site/north site)
$
$ -
$ -
$ 1,400,000
$
$
$ 1,400,000
Total Revenue (excluding fund balance cai $
$ 4,196,999
$ 2,750,000
$ 1,400,000
$ $
$
$ 8,346,999
REVENUES and FUND BALANCE in exc $ (1,999,503) $ 781,698 $ 3,189,198 $ 725,517 $ 75,517 $ 75,517 $ 75,517 $ 75,517
(Less than) EXPENDITURES
EXPENDITURES
Land Acquisition
West Site
East Site
North Site
Construction Cost
Architectural fees
SiteWork
Concrete
Masonary
Metals
Wood and Plastic
Thermal and moisture protection
Doors and Windows
Finishes
Specialities
Equipment
Furnishings
Mechanical
Eletrical
FFE/Audio Visual
General conditions 8%
Contractors fee 6%
Contengency 5%
Total Expenditures
$ 1,999,503
$ 1,999,503
$ -
$ 650,000
$ 650,000
$ 1,415,798
$ 1,415,798
$ -
$ -
$ 342,500 $ -
$ - $
$ $ 342,500
$
$
$ - $ 715,672
$ $
$ $ 715,672
$ $ 345,700
$
$ 345,700
$ $ 400,006
$ 400,006
$ 170,266
$ 170,266
$ 99,253
$ 99,253
$ 90,133
$ 90,133
$ 241,637
$ 241,637
$ 256,046
$ 256,046
$ 48,182
$ 48,182
$ 29,000
$ 29,000
$ 12,557
$ 12,557
$ 326,069
$ 326,069
$ 399,220
$ 399,220
$ 96,800
$ 96,800
$ 250,699
$ 250,699
$ 203,066
$ 203,066
$ 179,375
$ 179,375
$ 1,999,503
$ 1,415,798
$ 342,500 $ 3,863,681
$ 650,000 $
$ $ 8,271,482
FY1997-98
Approved
Budget FY1998-99 FY1999-00 FY2000-01 FY2001-02 FY2002-03 FY2003-04 TOTAL
REVENUES/OTHER SOURCES
Fund Balance
$
$ (1,999,503) $ 781,698
$ 3,189,198
$
634,305 $
(15,695) $
(15,695)
Bond Proceeds
$
$ 4,196,999
$ 2,600,000
$
- $
$
$ 6,796,999
Sales Tax -Operating Transfer
$
$ -
$ 150,000
$ -
$
$
$
$ 150,000
Land Sales (west site/north site)
$
$ -
$ -
$ 1,400,000
$
$
$ 1,400,000
Total Revenue (excluding fund balance cai $
$ 4,196,999
$ 2,750,000
$ 1,400,000
$
$
$
$ 8,346,999
REVENUES and FUND BALANCE in exc $ (1,999,503) $ 781,698 $ 3,189,198 $ 634,305 $ (15,695) $ (15,695) $ (15,695) $ (15,695)
(Less than) EXPENDITURES
EXPENDITURES
Land Acquisition
West Site
East Site
North Site
Construction Cost
Architectural fees
SiteWork
Concrete
Masonary
Metals
Wood and Plastic
Thermal and moisture protection
Doors and Windows
Finishes
Specialities
Equipment
Furnishings
Mechanical
Eletrical
FFE/Audio Visual
General conditions 8%
Contractors fee 6%
Contengency 5%
Total Expenditures
$ 1,999,503
$ 1,999,503
$
-
$ 650,000
$ 650,000
$ 1,415,798
$ 1,415,798
$ -
$ -
$
342,500 $ -
$ - $
$ $ 342,500
$
$
$
- $ 715,672
$ $
$ $ 715,672
$
$ 345,700
$
$ 345,700
$
$ 400,006
$ 400,006
$ 170,266
$ 170,266
$ 99,253
$ 99,253
$ 90,133
$ 90,133
$ 241,637
$ 241,637
$ 256,046
$ 256,046
$ 48,182
$ 48,182
$ 29,000
$ 29,000
$ 12,557
$ 12,557
$ 326,069
$ 326,069
$ 399,220
$ 399,220
$ 188,012
$ 188,012
$ 250,699
$ 250,699
$ 203,066
$ 203,066
$ 179,375
$ 179,375
$ 1,999,503
$ 1,415,798
$
342,500 $ 3,954,893
$ 650,000 $
$ $ 8,362,694
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REVENUES
Sales Tax
Total Revenues
Personnel
Operations
Capital
Total Expenditures
Net Revenues
Transfers Out -General Fund for debt service
Transfers Out-CCO CIP
Total Other Sources (Uses)
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CRIME CONTROL DISTRICT FUND
2000.01 Proposed Budget and 1999.00 Revised Budget
10:24 AM
07110101
1998-99
Actual
1999.00
Adopted
1999.00
Revised
$ Increase/
(Decrease)
Adopted
% Increase/
-Decrease
2000.01
Proposed
$ Increasel
(Decrease)
Adopted
% Increase/
-Decrease
$1,489,449
$1,674,304
$1,674,304i
$4
0.0%
' ,$1,925.450
$251.146
15.0%
$1,489,449
$1,674,304
$1,674,304;
$0
0.0%
$1,925,450,
$251,146
15.0%
$0
$126,610
$0
($126,610)
-100.0%
$0
($126,610)
-100.0%
$0
$127,811
$0
(127,811)
-100.0%
` $127,811
0
0.0%
$0
$0
N
0
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N°
0
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$254,421
$0
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•100.0%
$127,811;
0126,610)
•49.8%
$1,489,449
$1,419,863
$1,674,304
$254,421
$1,797,639;
$377,756
(127,408)
1881,050)
1881,050►
(1,971,899)'
0
0
(50,0001
0
(127,408)
(881,050)
(1,031,050)
(1,971,899)
��$3366�2,099p7
$1,724,138
�$11,�7224,138
$2.162.971
$1,724,138'`
$2.367.392:
$$�2�,i3;6Fly,i3922..
$2.193.132.
SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT
1/2% SALES TAX REPORT
1999-00
Collected
Budget
Balance
Budget
to Date
Balance
Percent
$ 1,674,304
$ 1,747,389
(73,085)
-4.37%
MONTH
Fiscal Year
1997-98
Actual
Fiscal Year
1998-99
Actual
Percent
Increase/
Decrease
Fiscal Year
1999-00
Actual
Percent
Increase/
Decrease
October
$ -
$ 125,207
100%
$137,412
9.75%
November
-
92,367
100%
134,564
45.68%
December
-
102,325
100%
123,346
20.54%
January
-
135,618
100%
160,790
18.56%
February
-
98,730
100%
133,181
34.89%
March
-
95,853
100%
122,112
27.40%
April
-
137,694
100%
167,030
21.31%
May
77,337
126,588
64%
149,947
18.45%
June
86,019
121,107
41%
149,028
23.05%
July
108,531
157,929
46%
170,640
8.05%
August
105,651
121,035
15%
153,942
27.19%
September
89,966
122,495
36%
145,397
18.70%
July
157,929
184,173
TOTAL
$467,504
$1,436,950
207%
$1,747,389
121,035
16.52% 21.60%
Actual
Budget
Actual
Estimated
(budget -est.)
%
1998-99
1999-00
1999-00
1999-00
Difference
Change
October
$ 125,207
$ 147,339 $
137,412
$ 137,412
$ (9,927)
-6.74%
November
92,367
107,155
134,564
134,564
27,409
25.58%
December
102,325
118,876
123,346
123,346
4,470
3.76%
January
135,618
157,385
160,790
160,790
3,405
2.16%
February
98,730
115,527
133,181
133,181
17,654
15.28%
March
95,853
112,178
122,112
122,112
9,934
8.86%
April
137,694
159,059
167,030
167,030
7,971
5.01%
May
126,588
147,339
149,947
149,947
2,608
1.77%
June
121,107
140,642
149,028
149,028
8,386
5.96%
July
157,929
184,173
170,640
170,640
(13,533)
-7.35%
August
121,035
140,642
153,942
153,942
13,300
9.46%
September
122,495
143,990
145.397
145,397
1,407
0.98%
$ 1,436,950
$ 1,674,304 $
1,747,389
$ 1,747,389
$ 73,083
16.52% 21.60%
City of Southlake, Texas
MEMORANDUM
July 10, 2001
TO: Southlake Crime Control and Prevention District Board of Directors
FROM: Rick Black, Director of Public Safety
SUBJECT: West Facility Construction Progress Report
Action Requested: Discussion Item Only
Background
Information:
Financial
Considerations:
The City of Southlake entered into an agreement with OMPA, Inc for the
construction of the Department of Public Safety — West Facility on December
12, 2000. The first several months were frustrating because this area
experienced above average downfalls of rain which in turn resulted in delayed
construction. The months of April to this date have shown to be much more
progressive towards construction of this facility leaving the current schedule
only five weeks behind. To date the flatwork to the building as been
completed, piers installed, slab poured, erection of structural steel, masonry
walls and metal load bear wall is underway. Paving will continue once
TXDOT permit is received and gas and water line are installed in easement
area of rear drive. The building skeleton should be complete on or before
August 9, 2001 and then the "close in" on the building and partitions will
begin.
The Contract currently provides a "Contingency" item in the amount of
$150,000.00. Change Orders are included under this "Contingency" item and no
change in the Contract Amount or the Contract Time will occur as a result of these
changes. The balance of the Contingency item is as follows:
General Conditions — Contingency
Change Order No. 1
Change Order No. 2
Change Order No. 3
Change Order No. 4
Balance in Contingency
Citizen Input/
Board Review: N/A
Legal Review: N/A
Alternatives: N/A
$150,000.00
<11,868.00>
< 6,800. 00>
< 7,700.00>
< 4,758. 00>
$118,874.00
Shana K. Yelverton, Assistant City Manager
July 10, 2001
Page 2
Supporting
Documents: Four Previous Action Memorandums requesting approval from council on
change orders.
Staff
Recommendation: N/A
Approved for Submittal to City Council:
City Manager's Office
SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT
1/2% SALES TAX REPORT
2000-01 Collected Budget Balance
Budget to Date Balance Percent
$ 1,925,450 $ 1,424,727 500,723 26.01%
MONTH
Fiscal Year
1998-99
Actual
Percent
Increase/
Decrease
Fiscal Year
1999-00
Actual
Percent
Increase/
Decrease
Fiscal Year
2000-01
Actual
Percent
Increase/
Decrease
October
$ 125,207
100%
$137,412
9.75%
$169,140
23.09%
November
92,367
100%
134,564
45.68%
157,886
17.33%
December
102,325
100%
123,346
20.54%
162,373
31.64%
January
135,618
100%
160,790
18.56%
237,687
47.82%
February
98,730
100%
133,181
34.89%
157,640
18.37%
March
95,853
100%
122,112
27.40%
147,534
20.82%
April
137,694
100%
167,030
21.31%
206,912
23.88%
May
126,588
64%
149,947
18.45%
185,555
23.75%
June
121,107
41%
149,028
23.05%
-
-100.00%
July
157,929
46%
170,640
8.05%
-
-100.00%
August
121,035
15%
153,942
27.19%
-
-100.00%
September
122,495
36%
145,397
18.70%
-
-100.00%
September
145,397
158,657
TOTAL
$1,436,950
207%
$1,747,389
$1,424,727
$1,747,389 $ 1,925,450 $ 1,424,727 $ 2,070,581 $ 145,131
21.60% 18.50%
Actual
Budget
Actual
Estimated
(budget -est.)
%
1999-00
2000-01
2000-01
2000-01
Difference
Change
October
$137,412 $
162,315
$ 169,140
$ 169,140
$ 6,825
4.97%
November
134,564
156,924
157,886
157,886
962
0.71%
December
123,346
131,316
162,373
162,373
31,057
25.18%
January
160,790
184,843
237,687
237,687
52,844
32.87%
February
133,181
141,906
157,640
157,640
15,734
11.81%
March
122,112
125,732
147,534
147,534
21,802
17.85%
April
167,030
191,005
206,912
206,912
15,907
9.52%
May
149,947
154,999
185,555
154,999
-
0.00%
June
149,028
157,309
-
157,309
-
0.00%
July
170,640
199,477
-
199,477
-
0.00%
August
153,942
160,968
-
160,968
-
0.00%
September
145,397
158,657
-
158,657
-
0.00%
$1,747,389 $ 1,925,450 $ 1,424,727 $ 2,070,581 $ 145,131
21.60% 18.50%
MAILING ADDRESS
3100 BANK ONE To%kT[(
500 THRUCKMDR'roN STREET
FOK'I' WORTH. TEX XS 76102-3821
TEMPORARY LocAl ION ADDREss
500 WEST 7T" STRCET, Suite 700
FORT WORTH, TEKAS 76102-4700
WAYNE K. OLSON
Extension210
wolsonatoase.cwm
Shane Yelverton
Assistant City Manager
City of Southlake
1725 E. Southlake Blvd.
Southlake, Texas 76092
Taylor Olson Adkins Sralla Elam
L.L.P.
�lrlomcys if COuncelors
July 6, 2000
Re- Sale of City Owned Property
Dear Shane:
TFIEPHONE (317) 11Z-2580
(800) 318.3400
FACSIMILE (617) 332-4740
DEvmN OFF1cE
620 WF�,1' NIr:KOKy
DCNTON, TEW 76201
METRO (972) 43¢3834
FACSIMILE (940) 898-0118
Via e-mail dated June 29, 2000, you asked me for a written opinion on whether the
city has met its obligation under the law to advertise for bids for the sale of city owned
property at FM 1709 and Pearson Lane. It Is my understanding that the city advertised the
sale of the property in a newspaper of general circulation as required by Section 272.001
of the Texas Local Government Code. Only one bid was received, and it was ultimately
construed to be non-responsive. You now ask whether the city can pursue other methods
of marketing and selling the property.
Section 272.001 of the Texas Local Government Code provides that before land
owned by a municipality may be sold or exchanged for other land, notice of the sale or
exchange must be published in a newspaper of general circulation. The purpose of the
notice is to request sealed bids from the general public. The notice must include a
description of the land, including its location. There is one recorded Texas Case that
addresses the legality of a sale of land by a municipality without compliance with statutory
notice and bidding requirements. In Bowling v. City of El Paso, 525 S.W.2d 539 (Tex. Civ.
App, - EI Paso 1975, writ refd n.r.e., 529 S.W.2d 509(Tex.)), the appellate courts upheld
a trial court judgment that an exchange of land was void where the city failed to comply
with the requirements of Art. 5421 c-12, Tex. Rev. Civ. Stat. Ann,' In Bowling, the City of
EI Paso filed a suit to rescind a deed which had been executed by the city. It was
undisputed that there was no compliance at all with the statutory notice and bidding
requirements prior to the exchange. Under these circumstances, the Supreme Court
upheld the invalidation of the deeds, reserving the question of whether the failure to comply
with the statutory notice requirements renders such a transaction void or voidable.
' Now codified as Section 272.001, Texas Local Government Code.
W! SouthlakelLErrERS%yelverton.020.wpd
Shana Yelverton
July 6, 2000
Page 2
The court of appeals in Bowling noted that, "the purpose of the statute is the
protection of public property, to throw a safeguard around land owned by a City in order
that it might not be disposed of for less than true value and without prior knowledge by the
citizens of the community." You indicated that the City of Southlake did advertise the
proposed sale of the land in the newspaper as required by Chapter 272.001. The City of
Southlake has complied with this purpose and has placed its citizens on notice of its intent
to sell the land.
I found no other cases or Attorney General opinions which have construed the
pertinent provisions of Section 272.001. However, the Texas Attorney General has
rendered an opinion on whether a county is authorized to make purchases without
competitive bids, if after advertising no bids are received. In Tex. Atty. Gen. Op. DM -4
(1991), the Attorney General interpreted the County Purchasing Ace to prohibit any
purchase that is not otherwise exempted from the Act until and unless competitive bids are
received. The Attorney General concluded that the Act imposes no limit on the number of
times that a county may be required to advertise for bids on a single contract. DM -4, p. 1.
The County Purchasing Act is similar to the competitive bidding requirements
imposed by statute on municipalities.3 Under both statutes, a nonexempt contract must
be awarded to the lowest responsible bidders; a contract made without bidding may be
enjoined by a taxpaying citizen or residents; and there are criminal penalties for knowing
or intentional violations of the statute. Although Chapter 272 clearly references "notice
and bidding" requirements prior to the sale of land, the language is substantially different
from the competitive bidding requirements. Contrary to the language in Chapters 252 and
262, Chapter 272, does not specifically require that land must be sold to the highest
responsible bidder. Further, Chapter 272 provides no injunctive or criminal relief when
property is not sold pursuant to bids. In light of the difference in language between these
statutes, it is questionable whether the Attorney General would conclude that Chapter 272
prohibits the sale of city owned property, except through the competitive bidding process.
Based upon a comparison of these two statutes, it is my opinion that once a city has
complied with the notice and bidding requirements of Chapter 272.001, it is free to self city
owned land in any manner which is fiscally responsible. This would include selling the land
Y Chapter 262, Tex. Local Gov't Code.
3 See Chapter 252, Tex. Local Gov't Code.
4 Section 262.028; Section 252.043
5 Section 262.033; Section 252.061
5 Section 262.034; Section 252.062
W:1SouthlakeXLETTERSlyalvertan.o2D.wpd
Shana Yelverton
July 6, 2000
Page 3
pursuant to the bids that are received, or in the alternative, if no bids were received, to sell
the land pursuant to a transaction that was reasonable in the market, taking into account
all the circumstances under which the sale is made.
I want to clearly point out that I am aware of no cases which have interpreted the
city's right to sell land other than through a bidding process, nor can 1 predict what the
Attorney General's position would be on this matter_ However, in the absence of any
Attorney General opinion or case law to the contrary, it is my opinion that the sale of
property may take place under the circumstances described above. Because such a sale
would differ from the statute, I would encourage the city to implement safeguards to assure
that the goals of the statute are met. This would include hiring an appraiser prior to the
sale and selling the property on the open market for no less than market value. Further,
any sale should be on the same terms and conditions as were advertised to the public.
If you have any questions regarding this matter, please let me know.
WKO/kb
w:tsouthiakekLETTERSIyeiverton.o20,wpd
Very truly yours,
tj14raAz:1"
Wayne K. Olson
TOTAL P.04
Kim Bush
From: Shana Yelverton
Sent: Monday, July 09, 2001 4:26 PM
'belam@toase.com'; 'kbass@toase.com'
Ricky Black; Sharen Elam; Sharen Elam; Sandra LeGrand; Kim Bush
Subject: CCPD Reauthorization Election Timeline
Here is a new election benchmark table, providing key dates for a possible May 2002 reauthorization election for our
Crime Control and Prevention District. It's been updated (thank you Sandy) since the last copy you received. Please take
a look at it. Ideally, this will go out to the District Board in their meeting packet on Friday. Betsy: I'm especially interested
in your comments!
Thanks,
Shana
V1
Reauthorization
Election Timet..
Southlake Crime Control & Prevention District
Reauthorization Election Benchmarks
May 2002 Election
Due Date
Task
Comment
1/3/02
Board orders referendum by majority of its
No later than 45 days before
members
election day (Election Code
(Sec. 363.251(b))
3.005)
1/3/02
Board specifies number of years to be
continued (5, 10, 15, or 20)
(Sec. 363.2515 (a) (b) )
1/3/02
Board enters into agreement with City of
Southlake to administer election on its
behalf
2/5/02
City Council calls Special Election by
resolution
4/1/02
Ballots sent to printer (including Spanish
language)
4/7/02
Notice of election published in newspaper
Not earlier than the 30 day
4/14/02
of general circulation in compliance with
or later than 10th day before
Texas Election Code
the election
4/12/02
Notice posted on city's official bulletin
No later than 21s day
boards in compliance with Texas Election
before the election
Code
4/17/02
Early Voting Begins
Preclearance from Justice Department???
5/4/02
Notice sent to Secretary of State in
By date of the election
compliance with Texas Election Code.
5/4/02
Hold referendum on uniform election date
Not earlier than the fourth
(Section 363.251 (d))
anniversary of the date the
district was created.
Southlake District created
on November 10, 1997.
5/7/02
City Council canvasses election results
No earlier than the 3" day
or later than 6th day
following the election
Draft 0
07/09/01
Subject to approval of City Attorneys