CITY OF GREENVILLE
Vision Statement
Working together to make traditional values keep pace with future growth.
City Council
Tom Oliver Mayor
Wayne Gilmore Mayor Pro Tem – Place 3
Glen Steed Place 1
Leahmon Bryant Place 2
Victoria Rogers Place 4
Chris Bracken Place 5
Fred Thomas Place 6
Council Goals
Goal 1 Significantly Lower the Tax Rate
Goal 2 Strong Stand on Public Safety
Goal 3 Set and Enforce Expectations for the Appearance of the City of Greenville
Goal 4 Develop Strong Working Relationships with both Internal and External Entities
Goal 5 Encourage Growth with Quality Development and the Wise Use of Incentives for Recruitment and Growth
Steven J. Alexander, CPA, City Manager
Stephen P. Compton, Director of Administrative Services
Sherri Michael, Accountant – Budget Analyst
Comments or suggestions concerning the City of Greenville 2007-08 Annual Budget can be made to the following:
Mailing Address: City of Greenville Attn: Director of Administrative Services P.O. Box 1049 Greenville, TX 75403-1049
Physical Address: City of Greenville Attn: Finance Department 2821 Washington Street Greenville, TX 75401
- 2 - CITY OF GREENVILLE, TEXAS ANNUAL BUDGET FISCAL YEAR 2007-08 TABLE OF CONTENTS
City Manager's Message Pg #
Letter of Transmittal 7 All Fund Summary 17 Change in Fund Balance / Working Capital 18
Budget Summary
Budget Policies & Guidelines 19 Financial Policies & Practices 20 Investment Policy 28 Net Assessed Taxable Property Values 38 Property Tax Revenue 39 Total Sales Tax Collected 40 Revised 2007-2008 Budget Calendar 41 Organizational Fund Structure 43 Funds Summary 44 Total Expenditures By Department 46 Department Summaries 47 Budget Adoption Ordinance 54 Tax Rate Adoption Ordinance 56
General Fund
General Fund Organizational Structure 59 General Fund Summary 61 General Fund Revenues and Expenditures 62 City Council Expenditures 64 City Secretary Expenditures 66 City Attorney Expenditures 68 Municipal Court Expenditures 70 City Manager Expenditures 72 Library Expenditures 74 Main Street Expenditures 76 Human Resource Expenditures 78 Finance Expenditures 80 Tax Expenditures 82 Purchasing Expenditures 84 Police Department Expenditures 86 Animal Control Expenditures 96 Fire Department Expenditures 98 Public Works Administration Expenditures 106 Streets Expenditures 108 Traffic Expenditures 110 Engineering Expenditures 112 - 3 - Code Enforcement Expenditures 114 Planning and Zoning Expenditures 116 Parks & Recreation Expenditures 120 Non-departmental Expenditures 132
Enterprise Funds
Enterprise Fund Structure 135 Combined Enterprise Fund Revenues and Expenditures 136 Water Utilities Revenues and Expenditures 138 Water Utilities Administration Expenditures 142 Water Production Expenditures 144 Water Distribution Expenditures 146 Wastewater Collection Expenditures 148 Wastewater Treatment Expenditures 150 Utility Fund Non-Departmental Expenditures 152 Sanitation Fund 154 Municipal Airport Fund 158 Golf Course Fund 162
Internal Service Funds
Internal Service Fund Structure 165 Combined Internal Service Revenues and Expenditures 166 Central Service Fund 168 Facility Maintenance Expenditures 172 Fleet Maintenance Expenditures 174 Property and Liability Insurance Expenditures 176 MIS Fund 178 Information Technology (IT) Expenditures 182 Geographical Information Systems (GIS) Expenditures 184 MIS Fund Non-Departmental Expenditures 186 Vehicle/Equipment Replacement Fund 187 Health Self-Insurance Fund 190
Other Funds
Other Fund Structure 193 Tourism Fund 194 Exchange Properties Fund 196 Board of Development 198 4A - Economic Development Corporation 199
Debt Service 201
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Capital Improvements 207
Appendices 221
Appendix A 222 Glossary Appendix B 240 Greenville at a Glance Appendix C 245 Approved Staffing
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March 13, 2008
Honorable Mayor Oliver, City Council Members and Citizens of the City of Greenville:
I am pleased to present to you the fiscal year 2007-08 Annual Budget and Plan of Municipal Services. The Annual Budget and Plan of Municipal Services is the most important document that is adopted by the City Council each year. As always, a significant amount of time is devoted by City Council Members and City Staff in developing this document. An annual budget is developed through an extensive process of reviewing requests received from various City departments and external agencies and then prioritizing those requests in a manner that utilizes resources effectively, within fiscal constraints, while working to achieve goals set out by the City Council.
On June 27, 2006, the City Council adopted resolution number 06-34 adopting the following goals:
• Significantly lower the tax rate. • Take a strong stand on public safety. • Set and enforce expectations about the community’s appearance of the City of Greenville. • Develop strong working relationships with both internal and external entities. • Encourage growth with quality development and wise use of incentives for recruitment and growth.
The 2007-08 fiscal year budget was developed with these goals in mind.
Significantly lower the tax rate.
Since 2005, the City has lowered its tax rate from 79.9 cents per $100 of taxable assessed valuation to 76.4 cents per $100 of taxable assessed valuation or (4.38%). The 2007-08 fiscal year budget maintains the City’s previous year’s tax rate of 76.4 cents per $100 of taxable assessed valuation. City Staff continues to focus on ways that the tax rate can be reduced without reducing or eliminating services to the public. As commercial and industrial development continues to occur within the City and revenues continue to grow, it is expected that further decreases in the tax rate can be achieved.
Take a strong stand on public safety.
As with any municipal government, providing a safe place for people to live, raise a family, operate a business or simply visit, is critical to the success of a community. The 2007-08 fiscal year budget commits 56 cents of every dollar received into the General Fund to the provision of public safety services.
- 7 - Set and enforce expectations about the community’s appearance of the City of Greenville.
The City continues to focus on this goal through a number of methods. Keep Greenville Beautiful is a non-profit organization tasked with the responsibility of developing and coordinating programs through the use of volunteers that enhance the appearance of Greenville. The 2007-08 fiscal year budget increases the funding received from the City from $5,000 to $10,000. In addition, this program receives $5,000 in funding from IESI, the City’s solid waste provider. The 2007-08 fiscal year budget also includes the addition of a code enforcement officer to facilitate compliance with City codes. This addition will double the City’s efforts in this area. The City continues to pursue the elimination of blight through its substandard structures board. Over the last three years 113 structures have been demolished and 123 have been rehabilitated and/or reclaimed.
Develop strong working relationships with both internal and external entities.
The City Council and City Staff continue to improve relationships between the City and external agencies such as the Greenville independent School District, Hunt County, and the Hospital District. During fiscal year 2007-08 the City will meet quarterly with these organizations in an effort to sustain those relationships and create an opportunity for open dialogue pertaining to ongoing issues and project. The City is also working very closely with the Greenville Board of Development and Greenville Electric Utility System to facilitate positive working relationships and a unified approach to improving the community.
Encourage growth with quality development and wise use of incentives for recruitment and growth.
The City currently commits one-eighth of its sales tax to a 4A economic development corporation for the purpose of encouraging industrial development at its industrial park and the air park located next to Major’s Field. Each year the 4A Corporation receives approximately $489,000 in sales tax dollars for their mission. The City also provides a one percent franchise fee from the Greenville Electric Utility System’s adjusted gross revenues to the Greenville Board of Development which is used for enhancing economic development within the City. This amount is an estimated $500,000 each year.
MAJOR OPERATING FUNDS
The City has five major operating funds. These funds are considered major funds based on the amount of resources within these funds and/or due to the nature of the fund. Funds considered major funds include the General Fund, Water & Sewer Fund, Solid Waste Fund, Airport Fund and the Golf Course Fund.
GENERAL FUND
Revenues
Revenues budgeted for the General Fund total $18,876,347 an increase of $1,493,693, or 8.59%, over the previous fiscal year budget. The City receives the bulk of its revenue from three primary sources which include property tax, sales tax and franchise taxes. - 8 - Property Tax
The City’s property tax is 76.4 cents per $100 of taxable assessed value which is the same rate adopted in fiscal year 2006-07. The total amount of tax revenue to be generated from this tax rate is $8,025,588. This is an increase to the General Fund over the previous year’s levy of $233,870 or 4%. The increase is attributed to an increase in taxable assessed values of 3.91% over the 2006 tax year. Increases in taxable assessed value stemmed from both added construction values as well as adjustments to properties on the tax rolls in the previous year. The taxable assessed value of property within the City for the 2007 tax year is $1,071,907,791, an increase of $40,285,882, or 3.91%, over the previous tax year. Property taxes make up 31.67% of the total revenues received by the General Fund. The City’s property tax rate is broken up into two components, a maintenance and operations (M&O) rate and a debt service rate. The M&O rate for fiscal year 2007-08 is 55.9 cents and the debt service rate is 20.5 cents per $100 of taxable assessed value. Revenue generated by the M&O rate is accounted for in the General Fund and is budgeted to be $338,073 higher than the amount budgeted for fiscal year 2006-07.
Sales Tax
The total sales tax rate charged by retailers within Greenville is 8.25%, of which the City of Greenville receives 1.5% leaving .5% to Hunt County and the remaining 6.25% to the State of Texas. The 1.5% received by the City is divided with 1.375% being placed in the City’s General Fund and .125% going to the Greenville Board of Development. Sales tax revenue makes up 28.71% of General Fund revenues. The 2007-08 fiscal year budget includes revenues from sales tax totaling $5,418,960, an increase of $253,822, or 4.91%, over the 2006-07 fiscal year budget. The increase is attributed to continued commercial development within the City of Greenville.
Franchise Taxes
Franchise taxes represent the third largest source of revenue within the General Fund totaling $2,855,021 for fiscal year 2007-08 an increase of $325,789, or 12.88%, over the previous fiscal year budget. Franchise taxes are charged to utility companies for the use of city owned right-of-way.
Expenditures
General Fund expenditures are budgeted at $19,129,366 for fiscal year 2007-08 an increase of $1,574,703, or 8.97%, over the previous fiscal year budget. The largest increases are in the areas of salaries and benefits and maintenance. Public safety continues to be the largest focus of the budget with 53.77% of appropriations dedicated to police and fire services.
Fund Balance
The General Fund balance remains healthy at $4,596,609 an increase of $687,179 or 17.58%, over the previous fiscal year budget. Maintaining a healthy fund balance in accordance with an established fund balance policy is fiscally prudent, provides a revenue source through interest earnings and facilitates a strong bond rating.
- 9 - Significant Budgetary Issues
The 2007-08 fiscal year budget for the General Fund includes total personnel of 199 full time employees, along with 55 part time employees. In an effort to remain competitive in an established wage market, included in this year’s budget for non-civil service employees and Police is a 4% cost of living / market adjustment to address adjusting employee wages to market and to address the increases in the cost of living. For Firefighters a new pay plan has been put into place along with a 3% cost of living / market adjustment, to be followed with 8% market adjustment on 4/1/08. It is essential that the City continue its focus on market based wages in order to retain and attract quality employees.
Street maintenance also received significant focus in the 2007-08 fiscal year budget. It is estimated that every $1 that can be spent on street maintenance saves $4 in street reconstruction costs. Moreover, a sound maintenance program for streets not only saves money in the long run it also improves the aesthetics of the community and safety of roadways. The fiscal year 2007-08 budget includes $600,000 an increase of $478,373, or 244.53%, over the previous fiscal year for street maintenance.
This year’s budget also includes $60,700 for the addition of a second code enforcement officer. Facilitating compliance with City codes will lead to a more attractive, safer community and will ultimately enhance community pride.
WATER & SEWER FUND
Revenues
The Water & Sewer Fund anticipates total revenues for the 2007-08 fiscal year to be $12,043,415 which represents a decline in revenue of ($339,660), or (2.74%), when compared to the previous fiscal year budget. This decline in revenue is attributed to a more conservative budgeting of user fees. Generally, user fees within this fund can vary up to five percent due to weather conditions experienced during any given fiscal year. The primary sources of revenues within this fund are water fees, sewer fees and interest revenue. There were no rate increases proposed or implemented for fiscal year 2007-08.
Expenditures
Expenditures for the Water & Sewer Fund for the 2007-08 fiscal year are budgeted at $14,479,167 an increase over the 2006-07 fiscal year budget of $1,448,203, or 11.11%. This increase is attributed to an increase in transfers to the Utility Capital Improvement Fund of $1,049,694.
Fund Balance
Fund balance requirements continue to be met in the Water & Sewer Fund. The ending fund balance anticipated for the 2007-08 fiscal year is $3,848,681. This amount is equivalent to 26.58% of operating expenditures. The fund balance policy requires the fund balance within the Water & Sewer Fund to be at least 20% of operating expenditures.
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Significant Budgetary Issues
The Water & Sewer Fund has total personnel of 48. There were no additions of personnel for this year’s budget. In an effort to bring the City’s pay scale in this fund closer to a market average, the Water & Sewer Fund budget includes a 4% cost of living adjustment (COLA).
AIRPORT FUND
Revenues
The City’s general aviation airport, Major’s Field, is one of the largest airports in the region providing an 8,000 foot runway. Revenues generated by the airport primarily consist of hangar rental fees and property lease payments from L-3 Communications and other tenants. Total revenues for the airport for fiscal year 2007-08 are budgeted at $140,385, a decrease of ($38,169), or (21.38%), when compared to the 2006-07 fiscal year budget. The decline in revenue is primarily attributed to the loss of a tenant that was leasing the City’s A&P building.
Expenditures
Expenditures for the airport are budgeted at $117,649 for fiscal year 2007-08 a decrease of ($82,452), or (41.21%), when compared to the 2006-07 fiscal year budget. The decline in expenses is directly associated with a reduction in transfers to other funds. In years past, this fund was assessed indirect cost allocations to the General Fund, Management Information Systems Fund and Central Services Fund. This fund is currently in a cash deficit position and continuing this practice only worsens that cash position. Once the fund is able to pay its share of indirect costs, this practice will continue.
Fund Balance
The airport is anticipated to have a positive fund balance at the end of the 2007-08 fiscal year of $5,264. Currently, this fund is not meeting City’s fund balance policy and it will be some time before it does.
GOLF COURSE FUND
Revenues
The City maintains a nine-hole golf course, Wright Park Municipal Golf Course, which adds to the recreation activities offered to citizens. Revenue sources of the golf course are primarily made up of green fees, cart rentals and golf cart storage leases. Total revenues budgeted for the 2007-08 fiscal year total $192,800, an increase of $10,300, or 5.65%, over the previous fiscal year budget. These revenues have been conservatively budgeted.
- 11 - Expenditures
Expenditures for the golf course are budgeted at $192,390, a decrease of ($36,149), or (15.82%) when compared to the 2006-07 fiscal year budget. The decrease is attributed to the elimination of transfers to the General Fund, Management Information Systems Fund and Central Services Fund for indirect cost allocations. This fund is currently in a cash deficit position and continuing transfers from this fund to others worsens that position.
Fund Balance
At the end of fiscal year 2007-08, the fund balance is expected to be in a negative position at ($403,119). This fund is not achieving the fund balance requirements and City Staff is developing a strategy to correct this situation.
SOLID WASTE FUND
Revenues
Solid waste services are provided via contract with a private hauling and collection company. The company currently providing this service is IESI. Once collection is complete, the company hauls the City’s waste to Maloy Landfill where the City has a separate contract for the disposal of that waste. Overall revenues within this fund are budgeted at $3,302,300 for the 2007-08 fiscal year, an increase of $112,861, or 3.71%, over the previous fiscal year. Revenues within this fund are made up of user charges and interest revenue. There were no rate increases proposed or implemented for fiscal year 2007-08.
Expenditures
Expenditures are primarily made up of rates charged by the hauling and collection company and the landfill. These charges are determined by contract and based on tonnage of waste collected and disposed. The expenditures budgeted for fiscal year 2007-08 are $3,387,666 and represent an increase of $285,820, or 9.53%.
Fund Balance
The City maintains a minimal amount of reserve within this fund; however, there is no fund balance requirement. The total fund balance anticipated at the end of fiscal year 2007-08 is $240,674, an increase of $58,719, or 62.23%, over the previous fiscal year budget.
Significant Budgetary Issues
Contracts currently in place for both hauling and collection and disposal at the landfill expire this fiscal year. It is anticipated that the City will experience some increases over the next few years associated with these contracts. The City has not experienced an increase in the collection and hauling contract for the past three years. Rates charged under the current contract for disposal are indexed based on Consumer Price Index (CPI) and this is expected to continue upon contract renewal.
- 12 - INTERNAL SERVICE FUNDS
CENTRAL SERVICES FUND
In an effort to track and account for resources associated with fleet management, building management and property and liability insurance, each fund is assessed an indirect cost allocation to be paid into this fund. Total transfers into this fund for fiscal year 2007-08 are budgeted at $1,219,962 while expenditures associated with providing these services are budgeted at $1,374,394. Minimal fund balance is retained within this fund and the fund balance policy does not apply to this fund.
MANAGEMENT INFORMATION SYSTEMS FUND
Technology purchases and maintenance services are provided by the management information systems department. Each fund is assessed a cost allocation for the provision of these services. Transfers into this fund for fiscal year 2007-08 are budgeted at $1,021,161 while expenditures are budgeted at $1,245,553. Minimal fund balance is retained within this fund and the fund balance policy does not apply. The operating deficit for this fiscal year is attributed to the fund transferring unused reserves back to the General Fund.
VEHICLE REPLACEMENT FUND
In fiscal year 2005-06, the City issued $1,765,000 in tax anticipation notes to be used toward replacing the City’s aging fleet. Revenues into this fund consist of interest income and transfers-in from other funds. Total budget revenues for fiscal year 2007-08 are budgeted at $436,019 while total expenditures are budgeted at $832,024. Fund balance for this fund at the end of fiscal year 2007-08 is anticipated to be $733,484. There is no fund balance requirement for this fund.
SELF INSURANCE FUND
The City of Greenville continues to be self-insured with regard to employee health insurance. Each department within the City’s different operating funds are assessed a charge per employee to cover the cost of providing health insurance. Total revenues for fiscal year 2007-08 are budgeted at $4,460,501 while total expenditures are budgeted at $4,048,173. Ending fund balance for this fund is anticipated to be $3,717,700 and is in compliance with the City’s fund balance policy.
SPECIAL REVENUE FUNDS
TOURISM FUND
The City assesses a 7% tax on the cost of a hotel room within the City limits. These revenues must be used in accordance with State law. Total revenues for fiscal year 2007- 08 are budgeted at $431,500 an increase of $31,000, or 7.74%, over the previous fiscal year budget. Expenditures are budgeted at $436,586 for fiscal year 2007-08 an increase of $12,695, or 2.99%, over the previous fiscal year budget. Expenditures are made up of events and activities directly associated with the generation of tourism. The largest external - 13 - recipient of hotel tax revenues is the Greenville Chamber of Commerce receiving $100,813 or 23.09% of the total budget.
EXCHANGE PROPERTY FUND
The Matthew’s Exchange Building was constructed in 1926 and is a significant historical building located in downtown Greenville. This building was recently renovated by the City and stands as a major keystone in the City’s downtown business area. Most of the tenants are government agencies that provide services to all of Greenville’s residents and businesses. Revenues within this fund are generated through lease agreements with tenants and are budgeted at $565,284 for fiscal year 2007-08. This amount represents an increase of $35,191, or 6.64%, over the previous fiscal year budget. Expenditures related to the maintenance and operations of this building are budgeted at $541,929, a decrease of ($279,709), or (34.04%). The significant decline in expenditures is due to the City’s Tax Interest and Sinking Debt Service Fund absorbing part of the debt service associated with certificates of obligation that were issued for funds to renovate this building. This fund currently has a deficit fund balance of ($192,192) and is not meeting the fund balance policy. City Staff is developing a plan to address this issue and will place this fund on a path to achieve a positive fund balance.
OTHER FUNDS
DEBT SERVICE FUND
The City’s Debt Service Fund is used to account for property tax revenues received and expended for debt supported by the City’s full faith and credit. Total revenue for fiscal year 2007-08 are budgeted at $2,726,988 and are made up of ad valorem taxes, interest revenues and transfers-in from other funds. The ad valorem tax rate assessed on the 2007 tax roll is 20.5 cents per $100 of taxable assessed value. This tax rate will generate an anticipated $2,273,651 in property taxes for fiscal year 2007-08. Total debt service to be paid from this fund for fiscal year 2007-08 is budgeted at $2,808,328.
CAPITAL PROJECTS FUNDS
The City maintains three capital improvement funds to account for a variety of projects. These projects are divided up primarily by utility projects, governmental projects and projects at the City’s airport. These projects are typically funded through the issuance of certificates of obligation, general obligation bonds or revenues bonds. Projects are also funded through transfers from other funds. Capital improvement procurements are also made from the Management Information Systems Fund and the Vehicle Replacement Fund. The 2007-08 fiscal year budget provides for $4,307,380 in appropriations to be expended toward capital improvements. These projects consist of $3,298,000 in improvements to the City’s water and wastewater system, $116,900 in governmental projects, $657,024 in vehicle and equipment replacements and $236,456 in technology improvements.
ONGOING PROJECTS AND INITIATIVES
The City of Greenville remains focused on a construction project to enhance and improve I- 30. The project is a $32M project consisting of three primary components. The first component is the construction of a section of I-30 over Monty Stratton Boulevard. This part - 14 - of the project opens up significant opportunities for economic development on this side of the City and provides access under the highway. The second component is the elevation and widening of the Highway 34 overpass. Currently, this overpass is too low for some traffic, presenting a safety hazard for citizens and travelers on I-30. The third component includes converting all frontage roads from Monty Stratton Boulevard to Division Street to one-way traffic as opposed to two-way traffic. This change will improve safety along the frontage roads and improve traffic flow and circulation. The City is borrowing $2,000,000 from Texas’ State Infrastructure Bank for the local share of this project. The project is anticipated to begin in July and be complete in 27 months.
The City Council authorized borrowing $20M from the Texas Water Development Board (TWDB) at reduced interest rates for the rehabilitation and expansion of the City’s wastewater treatment plant. This plant is in dire need of rehabilitation due to its existing condition and at the same time, expanding the plant will create an opportunity to accommodate future anticipated growth and development. City Staff is currently working with its consulting engineer to design the plant and anticipates the project to take roughly three years to complete.
The City of Greenville continues to remain focused on economic development within the community. Working closely with the economic development corporation, the City is working with commercial developers throughout the City, particularly along I-30, in anticipation of the I-30 project being completed.
Redevelopment of the downtown area is of primary importance to City Council and City Staff. Over the past several years a number of projects have occurred in an effort to revitalize the downtown area. The City constructed a new police and courts building, an eight story building was rehabilitated by the City and a streetscape project funded by the City and the Texas Department of Transportation was completed. All of these project and more are enhancing this Main Street City’s downtown and preserving a significant part of the City’s heritage.
On behalf of the City Staff and myself, I want to thank the City Council for your leadership, hard work, efforts and confidence in what we do. In the past several years the City has aggressively and progressively improved its financial condition while developing immediate and long-term goals. The available resources never seem to meet all recognized needs and in fact never will. This presents an endless challenge for City leaders. Although the demands never seem to cease, our successes and rewards do not either. The continued development of short-term and long-term goals is paramount to the future success of this community. Over the next fiscal year, City Staff looks forward to working with you in making decisions and developing plans that will positively impact our community.
Sincerely,
Steven J. Alexander City Manager
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Projected Beginning Budgeted Budgeted Budgeted Ending
All Funds Summary Fund Balance / Revenue & Expenditures & Fund Balance /
Working Capital Financing Sources Financing Uses Working Capital
10/1/2007 2007-2008 2007-2008 9/30/2008 General Fund 5,232,162 18,876,347 19,129,366 4,979,143 Tourism Fund 178,814 431,500 470,773 139,541
Exchange Properties Fund (213,999) 565,284 541,929 (190,644) Debt Service Fund 698,357 2,726,988 2,808,328 617,017 Total Government Operating Funds 5,895,334 22,600,119 22,950,396 5,545,057
Water Utility Fund 6,284,353 12,043,415 14,479,167 3,848,601
Golf Course Fund (421,580) 192,600 192,390 (421,370)
Airport Fund (9,412) 140,385 117,649 13,324 Sanitation Fund 520,835 3,302,300 3,387,666 435,469 Total Enterprise Funds 6,374,196 15,678,700 18,176,872 3,876,024
Central Service Fund 141,648 1,219,962 1,374,394 (12,784) Self Insurance Fund 3,351,556 4,460,501 4,048,173 3,763,884 Vehicle/Equip Replacement Fund 1,184,646 436,019 832,024 788,641 MIS Fund 332,150 1,021,161 1,245,553 107,758 Total Internal Service Funds 5,010,000 7,137,643 7,500,144 4,647,499
Total Operating Funds 17,279,530 45,416,462 48,627,412 14,068,580
General CIP Fund 2,479,202 155,900 161,900 2,473,202 Utility CIP Fund 2,041,337 3,688,000 3,298,000 2,431,337 Airport CIP Fund 235,691 6,000 - 241,691 Total Capital Spending 4,756,230 3,849,900 3,459,900 5,146,230
Board of Development Fund 561,443 562,194 497,508 626,129
4A-Economic Development (357,800) 503,514 300,537 (154,823) Total Component Unit 203,643 1,065,708 798,045 471,306
Total of all Funds 22,239,403 50,332,070 52,885,357 19,686,116
All Funds Summary Balance 10/1/07 Inflows 2007-2008 Outflows 2007-2008 Balance 9/30/08
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$- Total Total Enterprise Total Internal Total Capital Total Component Governmental Funds Service Funds Projects Unit Operating
- 17 - Change in Fund Balance/ Projected Budgeted Budgeted Working Capital Beginning Balance Ending Balance Change in % Change 10/1/2007 9/30/2008 FY 07-08 FY 07-08 General Fund 5,232,162 4,979,143 (253,019) -4.8% Tourism Fund 178,814 139,541 (39,273) -22.0% Exchange Properties Fund (213,999) (190,644) 23,355 -10.9% Debt Service Fund 698,357 617,017 (81,340) -11.6% Total Government Funds 5,895,334 5,545,057 (350,277) -5.9%
Water Utility Fund 6,284,353 3,848,601 (2,435,752) -38.8% Waste Water Utility Fund - - - 0.0% Golf Course Fund (421,580) (421,370) 210 0.0% Airport Fund (9,412) 13,324 22,736 241.6% Sanitation Fund 520,835 435,469 (85,366) -16.4% Total Enterprise Funds 6,374,196 3,876,024 (2,498,172) -39.2%
Central Service Fund 141,648 (12,784) (154,432) -109.0% Self Insurance Fund 3,351,556 3,763,884 412,328 12.3% Vehicle/Equip Replacement Fund 1,184,646 788,641 (396,005) -33.4% MIS Fund 332,150 107,758 (224,392) -67.6% Total Internal Service Funds 5,010,000 4,647,499 (362,501) -7.2%
Total Operating Funds 17,279,530 14,068,580 (3,210,950) -18.6%
General CIP Fund 2,479,202 2,473,202 (6,000) -0.2% Utility CIP Fund 2,041,337 2,431,337 390,000 19.1% Airport CIP Fund 235,691 241,691 6,000 2.5% Total Capital Spending 4,756,230 5,146,230 390,000 8.2%
Board of Development Fund 561,443 626,129 64,686 11.5% 4A-Economic Development (357,800) (154,823) 202,977 56.7% Total Component Unit 203,643 471,306 267,663 131.4%
Total of all Funds 22,239,403 19,686,116 (2,553,287) -11.5%
- 18 - BUDGET POLICIES AND GUIDELINES
In preparing a budget, certain policies and guidelines must be understood and followed by each budgeting unit to maintain consistency. Policies and guidelines used in developing this budget include:
• All services, which are based on a user-fee concept, should make an effort to be self-supported by those fees.
• Budgeting that is dependent upon variables such as weather conditions (rain, dust, temperature, etc.) should consider normal conditions as opposed to above or below normal, unless there is a specific knowledge otherwise.
• Capital replacements should be limited to items which are no longer functional, unable to be repaired, not economically repairable, or a safety hazard. Once the item is replaced, it should be sold in the City auction.
• Revenues are estimated based on a three (3) to five (5) year trend while considering current economic conditions.
The Budget Process
The fiscal year of the City begins on October 1st and ends on September 30th of the following calendar year. The fiscal year is used for both budgeting and accounting purposes.
Preparation and Submission of the Budget
Under City Charter, the City Manager is responsible for preparing and recommending a balanced budget for City Council consideration. The City Manager determines guidelines for City department and division heads to use in preparing their budgets. These guidelines are based on Council goals, anticipated revenues, desired levels of service, and capital needs.
Finance oversees the budget preparation process. Department heads are responsible for their divisional expenditure estimates. During the budget process, salary information is provided to them by Finance. In estimating expenditures, department heads base their estimates on historical data adjusted for trends and possible rate changes.
By late March, capital requests are due. Generally, capital items are land, equipment, building and structures that can be permanently identified as an individual unit of property with an anticipated useful life of five (5) years or more that constitutes a tangible, permanent addition to the value of City assets and do not constitute repair or maintenance. Capital cost should generally exceed $5,000. (If less than $5,000, then the item should be a component unit of an asset meeting the criteria.)
In July, Finance fine-tunes the revenue estimates. Revenue projections are generally based on historic receipts adjusted for rate increases and trends. The City's philosophy on revenue projections is making the best estimate possible using historical data and trends, being careful not to overestimate revenue.
No later than the first regularly scheduled Council meeting in August, the City Manager submits to City Council, the proposed budget for the following fiscal year. The budget provides a complete plan for the fiscal year.
Adoption of the Budget
The proposed budget is kept on file in the City Secretary’s office and in the Library for inspection by the public. City Council sets a time and place for a public hearing on the budget and publishes notice of the hearing at
- 19 - least ten days before the date of the hearing. At the public hearing, all interested persons are given the opportunity to speak for or against any item contained in the budget.
After the public hearing, the City Council may insert additional items or make increases or decreases to any item in the budget, except those fixed by law. However, before making any additions or increases, the Council must again set a time and place for another public hearing and publish notice of the public hearing along with the proposed addition or increase at least ten days before the date of the hearing. After the hearing, the Council may make the additions or increases, but if total proposed expenditures are increased, total anticipated revenue must be increased to at least the total of the proposed expenditures.
The budget must be adopted by a majority vote of the members of the whole Council by September 30th. If Council fails to so adopt, then the budget as submitted by City Manager is considered adopted and it remains in effect for the fiscal year.
Amending the Budget
In case of grave public necessity, emergency expenditures to meet unusual and unforeseen conditions, which could not, by reasonable diligent thought and attention, have been included in the original budget, may from time to time be authorized by the Council as amendments to the original budget. Any amendment providing for additional expenditures shall also provide for reductions in other expenditures or supplemental revenues to fund such amendments, or an amount from unreserved fund balance as a supplement. Such supplements and amendments shall be approved in an ordinance and shall become an attachment to the original budget.
If a department expects expenditures to go over a budgeted line item, a “Request for Transfer of Budgeted Funds” form is completed by the department head. This form is completed and signed by the department head and then sent to Finance. The Director of Administrative Services and/or the City Manager (if transfer is over $5,000.00) approve the request.
The Capital Improvement Program (CIP), for the acquisition, expansion or rehabilitation of capital assets, is a five year financial plan that is updated annually. However, only those projects with expenditures during the first year of the CIP are financed and adopted as a part of the Annual Budget.
FINANCIAL POLICIES AND PRACTICES
INTRODUCTION
These financial policies set forth the basic framework for the fiscal management of the City. They were developed within the parameters established by applicable provisions of the Texas Local Government Code and the City of Greenville Charter. The policies are to be reviewed on an annual basis by the City Council and modified to accommodate changing circumstances or conditions.
PURPOSE
The purpose of the City of Greenville Financial Policies and Practices are to:
A. Demonstrate to the citizens of Greenville, the investment community and the bond rating agencies that the City is committed to a strong fiscal operation.
B. Provide guidelines for future policy-makers and financial managers on common financial goals and strategies.
C. Fairly present and fully disclose the financial position of the City in conformity to Generally Accepted Accounting Principals (GAAP).
D. Demonstrate compliance with finance-related legal and contractual issues in accordance with the Texas Local Government Code and other legal mandates.
- 20 - BACKGROUND
The City’s accounts and budgets for all general government funds use the modified accrual basis. This method recognizes revenues when they are measurable and available and expenditures when goods and services are received, except for principal and interest on long-term debt, which is recognized when paid. General government funds include the general fund, special revenue funds, debt service fund and general capital project funds. Proprietary funds, which include the enterprise and internal service funds are accounted and budgeted using the accrual basis of accounting. Under this method, revenues are recognized when they are earned and expenses when they are incurred. The budgeted funds for the City of Greenville include:
General Fund which accounts for all financial resources except those required to be accounted for in another fund, and include basic governmental services such as Police, Fire Streets Libraries and Parks functions among others.
Special Revenue Funds (SRF) account for specific revenues which are restricted for specified purposes. The City currently budgets 12 SRF Funds including Tourism, Parkland Dedication and Library Donations.
Debt Service Fund is used to account for the payment of general long-term debt principal and interest.
Capital Project Funds are used to account for the acquisition or construction of major capital facilities other than those financed by enterprise activities.
Internal Service Funds account for goods or services provided by one internal department to another. The City uses this system to recognize the full cost for fleet replacement and maintenance, facility maintenance and computer replacement and maintenance.
Enterprise Funds include the City’s “business like” activities including all of the utility funds, golf course, sanitation and airport.
FINANCIAL POLICY
The City will manage its finances in a sound and prudent manner. It is the City’s desire to develop and maintain programs to help assure its ability to pay the long-term costs necessary to provide the level and quality of service desired by its citizens. To establish a basic framework for the fiscal management of the City and to provide an authoritative guide for conducting the City’s financial affairs, the City will follow the adopted Financial Policy and Practices. The Financial Policy and Practices will incorporate the requirements of the City Charter and the Texas Local Government Code and be reviewed annually by the Council’s Finance and Audit Committee. The document will cover long-term financial planning, reserves and fund balances, financial reporting, accounting, revenues, budgeting, debt, capital projects, disaster recovery, grant management and related matters.
FINANCIAL PRACTICES
Long-term Financial Plan
1. The City shall establish and maintain a long-term financial plan that considers future projects, new revenues, anticipated expenditures, and the City’s goals.
2. The annual budget shall be prepared in conjunction with the long-term financial plan’s goals and objectives.
3. The City will update replacement and maintenance plans annually and incorporate them into the long-term plan.
- 21 - Reserves & Fund Balance
1. The City will establish and maintain a prudent level of financial resources and reserves to: a. meet future planned obligations and unplanned contingencies and; b. protect against reducing service levels or raising taxes and fees because of temporary revenue shortfalls or unpredicted one-time expenditures
2. The City will establish reserves for replacement of facilities and equipment.
3. The City will avoid utilizing fund balances for operational expenditures.
4. Fund balances shall be used only for non-recurring capital expenditures and projects.
5. The City will strive to maintain fund balances as a percent of operating expenses in the General Fund, the Water/Wastewater Utility Fund, Airport Fund, and General Debt Service Fund according to the following table:
Fund Target Minimum Maximum General 20% 15% 25% Water 20% 15% 25% Airport 20% 15% 25% General Debt 1/12 of next Svc fiscal year P&I
Financial Reporting
1. The City Manager shall submit to the City Council at least quarterly a report covering the financial condition of the City. This report will compare actual revenues and expenditures to budgeted amounts for all major funds. The City Manager will also present a mid-year report to the City Council within 60 days following the end of the second fiscal quarter which updates the status of projects and related financial goals set forth in the budget.
2. A Comprehensive Annual Financial Report (CAFR) shall be prepared at the end of each fiscal year. The report shall be prepared in accordance with generally accepted accounting principles (GAAP) and shall include a report from an independent certified public accountant designated by the City Council. The report shall be made available for public inspection and shall become a part of the records of the City. The results of the audit will be presented to the City Council no later than March 31 of the following year.
3. The City will strive to receive and retain the Certificate of Achievement for Excellence in Financial Reporting for its CAFR and the Distinguished Budget Presentation for its annual budget document which are awarded annually by the Government Finance Officers Association of the United States and Canada (GFOA).
4. Every three to five years, the City will issue requests for proposal to choose an auditor for a period not to exceed five years.
Basis of Accounting
1. The City will account for City finances in accordance with generally accepted accounting principles established by the Governmental Accounting Standards Board. Periodic financial reports of actual revenue received and expenditures made or accrued will be provided to the City Council to monitor the financial status of the City.
2. The City utilizes fund accounting to account for the City’s general government activities which include the General, Special Revenue, Debt Service, and Capital Projects Funds.
- 22 - 3. The City uses the modified accrual basis of accounting. Revenues, under the modified accrual basis of accounting, are recognized when susceptible to accrual, which is when they are “measurable and available”. “Measurable” means the amount of the transaction can be determined and “available” means collectible within the current period or soon enough thereafter to pay liabilities of the current period. Ad valorem, sales and franchise taxes are accounted for using the modified accrual basis along with interest income. All other revenues are recognized when received because they are not measurable until they are actually received.
Expenditures are recognized when the related fund liability is incurred, if measurable, except for principal and interest on general long-term debt, which are recorded when due, and compensated absences, which are recorded when payable from currently available financial resources.
4. The City utilizes encumbrance accounting whereby purchase orders are utilized to reserve a portion of the annual budgeted appropriations for future payment when due.
Operating Policy
1. Departmental and program expenditures shall be reflective of activity-based costing to include full cost consisting of both direct and indirect costs. Cost allocations shall be reviewed periodically.
2. Investments shall be managed in accordance with the current Investment Policy. Investments shall comply with federal, state and local laws. Investments will consider protection of principal first with the intent to maximize earnings as well as provide the daily cash needs. Investments shall be made to maximize interest earnings but shall not be speculative in nature.. Investment managers shall exercise prudence in managing the overall portfolio, rather than consideration as to the prudence of a single investment.
3. The City's investment practices will be conducted in accordance with the City Council approved Investment Policy. A quarterly report on investment performance will be provided by the Finance Director to the City Manager for presentation to the City Council.
4. The primary objective is the preservation of capital in the overall portfolio through diversification of investments. The portfolio shall remain sufficiently liquid to enable the City to meet its obligations as they become due. Investments will be managed to maximize the return on investments while remaining within the objectives of safety and liquidity.
5. Fixed assets shall be safeguarded by properly classifying, recording, and tagging the asset. An inventory of the assets is to be maintained and is to include the description, cost, date of acquisition, department, location and asset identification number. Periodic inventory inspections of fixed assets shall be conducted. Fixed assets include items meeting both the dollar minimum of $5,000 and have a useful life of two years or more. For constructed assets, the criteria apply to the completed project. Computer software is considered a fixed asset when its cost exceeds $5,000 and its life exceeds two years.
6. City Council shall designate a city depository. The term of the depository shall be two years with options for renewal in accordance with State law.
7. The City Manager is authorized to write off bad debt accounts of less than $1,000 which have been delinquent for more than 120 days. These accounts will be aggressively pursued for collection by any lawful and available means. Accounts which are in bankruptcy status involving a claim of $1,000 or less, which require the City to make an election to the bankruptcy court, will be referred to the City Manager, with a recommendation by the City Attorney. The City Manager shall report all bad debt write-offs to the City Council. All accounts involving write-offs greater than $1,000 shall be referred directly to the City Council for write off, or further recommended action.
8. The City shall use non-recurring resources and fund balances to fund non-recurring expenditures. Recurring revenues only shall be used to fund recurring expenditures.
9. Rates for water and sewer enterprise activities shall be maintained at levels sufficient to ensure that annual revenues will be available to pay all direct and indirect costs of the enterprise activities, - 23 - including costs of operation, capital improvements, maintenance and principal and interest requirements on outstanding debt.
10. Enterprise funds shall adequately compensate the general fund (and other applicable funds) for administrative and/or management services provided to the enterprise fund. Transfers from enterprise activities to the general fund for administrative services shall not exceed the estimated costs incurred by the general fund in providing such services. Payments in lieu of taxes and franchise fee payments shall be paid by enterprise funds to other appropriate funds. The basis for each transfer shall be fully identified each year in the proposed budget.
11. Sound appraisal procedures and practices will be monitored by the City in order to keep property values current. The City will use due caution in the analysis of any incentives that are used to encourage development. A cost/benefit (fiscal impact) analysis will be performed as part of the evaluation. The City will periodically review the tax abatement policy and perform routine audits on companies receiving tax abatements.
12. Contract progress payments which exceed $15,000 in value do not require Council approval provided the contractual document authorizes such payments and the Council has approved the contract by ordinance. Final payments against the contract shall be made only with Council authorization via ordinance
13. In accordance with State law, all uncontested invoices will be paid within 30 days of proper receipt. Procedures will be used to take advantage of all purchase discounts where considered cost effective. However, payments will also be reasonably delayed in order to maximize the City's cash available for investments, where such delay does not violate the agreed upon payment terms.
Revenues
1. The revenue projections shall be made conservatively in order that actual revenues should meet or exceed the budgeted revenues for the year.
2. The City will aggressively pursue revenue collection to assure that collectible monies due the City are received in a timely manner.
3. The City should endeavor to maintain a diversified and stable revenue base in order to prevent overall revenue shortfalls as a result of periodic fluctuations in any one revenue source. Each existing and potential revenue source will be re-examined annually.
4. The City will seek Federal and State grants and reimbursements for costs whenever possible.
5. The City will investigate potential new revenue sources, including the capture of user fees.
6. The City will strive to obtain franchise agreements that incorporate a franchise or rental fee with all public utilities (including municipally owned utilities). The fee structure will be similar to other cities in the area and allowed by the Public Utility Commission.
7. The City will continue an aggressive program to reduce the level of delinquent taxes. The minimum collection rate objective is 98.5%.
8. Tax exemptions presently allowed by the City will be monitored. Additional residential or non-profit property exemptions must be approved by the City Council or as stipulated by ordinance.
9. Interest earned from investments will be distributed to the funds in accordance with the equity balance of the fund from which the monies were provided to be invested.
10. Increases in the net assessed valuation of the property tax base will be divided between two categories: a. new growth and, b. increased value resulting from re-valuation of existing property.
- 24 - The Council will consider new growth and a percentage of increased value resulting from re-valuation of existing property as revenue for the upcoming budget year. Each year in the preparation of the annual budget and in setting of the tax rate, the portion of increase attributed to re-valuation of existing property should not all be considered revenue but should be used in considering the lowering of the property tax rate.
Budget Administration
1. The City will prepare an Annual Budget and maintain a budgetary control system to ensure expenditures are made in accordance with the adopted annual budget.
2. The City’s annual budgets are prepared and adopted on a basis consistent with generally accepted accounting principles. The proposed budget and accompanying message shall be presented by the City Manager to the City Council on or before the first regularly scheduled meeting in August.
3. The legal level of budgetary control is at the fund level. At any time during the fiscal year, the City Manager may transfer any part of the unencumbered appropriation balance or the entire balance thereof between programs or general classification of expenditure within an office, department or organizational unit within a fund. At any time during the fiscal year, at the request of the City Manager, the Council may, by Ordinance, transfer any part of the unencumbered appropriation balance or the entire balance thereof from one office, department or organizational unit to another in a different fund. (Prop. No. 6, 2005). Any revision that alters total expenditures of any fund must be approved by the City Council.
4. Each Director, appointed by the City Manager, will be responsible for the administration of his/her departmental budget.
5. The goal of the City is to balance the operating budget with current revenues, whereby, current revenues would match and fund on-going expenditures/expenses. Excess balances in the operating funds from previous years would then be used for non-recurring expenditures/expenses or as capital funds.
6. A contingent appropriation in an amount not more than five percent (5%) of the total general fund expenditure shall be set aside to be used in case of unforeseen items of expenditures. Such contingent appropriation shall be under the control of the City Manager and distributed after approval by the City Council. The proceeds of the contingent appropriation shall be disbursed only by transfer to other departmental appropriation, the spending of which shall be charged to the departments or activities for which appropriations are made.
7. All appropriations lapse at the end of the fiscal year unless specifically approved by the City Manager.
Debt Management
1. The City shall maintain good communications with the major bond rating agencies concerning the City’s financial condition and shall follow a policy of full disclosure in every financial report and official bond statement. The City will maintain sound fiscal management practices to maintain and improve current bond ratings.
2. The City will limit long-term borrowing to capital improvements that cannot be financed from current revenues.
3. The City’s legal limit on the amount of taxes that may be levied for debt service is $2.50 per $100 of assessed value. Currently, no direct funded debt limitation is imposed on the City under State law.
4. Capital projects, financed through the issuance of bonds, shall be financed for a period not to exceed the expected weighted average useful life of the assets.
5. Prior to issuance of new general obligation (GO) debt, consideration shall be given to forecasted tax rate requirements, ratio of net GO debt to assessed taxable value and net GO debt per capita.
- 25 - 6. Revenue bond coverage requirements provide for financial stability in Enterprise Funds. Coverage requirements are defined as the amount of system net revenue available to pay average annual debt service. Bond coverage requirements shall be no less than 1.25X of current debt service.
7. The City Council shall exhibit a willingness to raise the revenue to fully fund the debt necessary to implement the adopted capital improvement plan and to maintain the City’s bond rating.
8. Long-term debt shall not be incurred to finance current operations. Long-term debt shall be defined as debt requiring more than seven years to retire. Short-term or interim debt shall be defined as debt requiring seven years or less to retire, and may be used to fund purchases of machinery, equipment (including office equipment) and vehicles.
9. Certificates of Obligation shall be used sparingly and with the following considerations:
a. Certificates of Obligation should be used only to fund tax-supported projects previously approved by the voters; or non-tax, revenue-supported projects approved by the City Council.
b. If issued for an enterprise system they will be limited to only those projects which can demonstrate the capability to support the certificate debt either through their own revenues or other pledged sources other than ad valorem taxes.
c. Certificates of Obligation backed by a tax pledge or a Combination Tax and Revenue pledge which are not part of a previously voter approved project will be used only in case of an unanticipated emergency as a financing mechanism to pay contractual obligations for: construction contracts, purchase of materials, supplies, equipment, machinery, buildings, land R-O-W for authorized needs and purposes and for payment of professional services as defined by law.
d. The City Council will use General Obligation Bonds with voter approval and Revenue Bonds with the appropriate public notice to fund long-term capital needs.
Capital Projects
1. The City will develop and annually update a Five (5) Year Capital Improvement Program (a list of all proposed capital improvements that are to be undertaken during the ensuing five fiscal years) and an Annual Capital Projects Budget.
2. The City will schedule capital improvements in accordance with an adopted Capital Projects Budget.
3. Capital project budgets shall be developed and shall identify the impact of implementing said projects on future annual operating budgets. Estimates of future revenues necessary for these expenditures shall be identified prior to the approval of such capital improvements.
4. Expenditures shall not be incurred nor shall contracts be awarded without the appropriation of available funds.
5. Each item submitted for the Capital Improvement Program shall include a summary of proposed project, cost estimates including future operating costs, recommended time schedule and potential funding source.
6. The life of a capital project fund shall correspond to the utilization of the resources in the fund and budgets shall span the amount of time necessary to utilize funding.
7. The estimated cost of capital replacement for enterprise funds such as water and sewer will be updated annually to ensure that rates and charges are covering the full cost of operating these programs.
8. The City shall utilize the most beneficial method of financing capital projects from the following sources: pay-as-you-go, pay-as-you-use (bonds, short-term notes and lease purchasing), lease-
- 26 - purchase, joint financing with other government entities, special assessments and Federal and State grant programs.
Computer Disaster Recovery
1. The City provides many essential services to their citizens. State and local governments have a duty to ensure that disruptions in the provision of essential services are minimized following a disaster.
2. The Information Technology Division shall be assigned the responsibility for coordinating the City’s computer disaster recovery efforts should an emergency disrupt the City’s reliance on technology. These efforts shall include instructions for restoring files, alternatives for data input, and reestablishment of the City’s communication networks.
3. The IT Division shall perform regular and timely back-up of computer data and the transportation and storage of back-up data off site.
Grant Management
Grants often provide appropriate and necessary revenue to complete a project needed by the citizens of Greenville. This policy provides guidance in the steps and roles for the City staff who are involved in the process.
1. Department is responsible for – • Preparing all appropriate grant application material; • Providing sufficient data to allow city management to evaluate the costs and benefits of the proposed grant; • Obtaining appropriate approvals for submission and acceptance of grant • Knowing the operational and budgetary impact these grants have upon the City organization. • Accumulating the appropriate accounting detail and supporting documentation; • Preparation of reports required by the grantor; • Providing to Finance the following: i. Grant Award Letter; ii. Grant Contract; iii. City Council minutes of action; iv. Notice of Grant Award Form; v. An administrative manual (this includes audit guides and programs, accounting procedures and administrative guides). This will enable the Accounting and Budget Departments to maintain grant files which are accurate and current. • Providing copies of all grant amendments and other communication given after the grant is awarded to all agents involved in the grant administration process.
2. Finance is responsible for – • Assisting departments with any problems or questions regarding the grant submission process. • Scheduling audit of grant programs. Audits will be conducted either by city staff auditors or by outside auditors. • Coordinating the accounting and recording for all receipts and disbursements related to the grant. Finance will determine setup and maintain the most appropriate method(s) of accounting for grant related transactions. • Provide assistance to auditors as needed.
- 27 - Investment Policy
Preface “A public office is a public trust” Charles Sumner, 1872
If a public office is a public trust, then the trust must be administered properly. Public funds are acquired by governments largely through involuntary payments, particularly through taxation and utility rates. In a modern democratic society, public officials are obligated to manage these funds in a disciplined manner.
In most cases, laws govern the investment process. Laws alone, however, cannot compel public officials to a series of actions that assure the public’s best interest. The actions of the public officials responsible for investing public funds must be guided by knowledge, skills, policies and procedures, systems, and confidence that can be described only as professional discipline.
It is the policy of the City of Greenville and its component units (GEUS, Greenville Board of Development, and 4A Economic Development Corporation) that, giving due regard to safety and risk of investments, all available funds shall be invested in conformance with these legal and administrative guidelines, and, to the maximum extent possible, at the highest rates obtainable at the time of the investment.
Effective cash management is recognized as essential to good fiscal management. An aggressive cash management and investment policy will be pursued to take advantage of investment interest as viable and material revenue to all operating and capital funds. Earnings from investments will be used in a manner that will best serve the interest of the City of Greenville, its component units, and the citizens of the City of Greenville.
The City’s portfolio shall be designed and managed in a manner responsive to the public trust and consistent with state and local law.
Currently, the City of Greenville is comprised of three separate component units – GEUS, Greenville Board of Development, and 4A Economic Development Corporation.
¾ GEUS is an agency of the City of Greenville (City) and is governed by a separate Board of Trustees (“the Board”). The Board’s responsibility and authority is defined by the City Charter, Article XI-A. The Board has sole responsibility and authority to enact and enforce the Investment Policy.
¾ Greenville Board of Development is an agency of the City of Greenville (City) and is governed by a separate Board of Directors (“the Board”). The Board’s responsibility and authority is defined by the City Charter, Article XI – Section 123. The Board has sole responsibility and authority to enact and enforce the Investment Policy.
¾ 4A Economic Development Corporation (“4A EDC”) is an agency of the City of Greenville (City) and is governed by the five most senior Board of Directors (“the Board”) of the Greenville Board of Development. The voters approved the creation of a 4A Economic Development Corporation election on May 4, 2002 which will be funded by transferring sales tax of 1/8 of 1% currently collected by the City of Greenville to the newly created 4A Economic Development Corporation. The Board has sole responsibility and authority to enact and enforce the Investment Policy.
Scope
The Texas City Depository Act (Texas Local Government Code, Chapter 105) and the Public Funds Investment Act of 1995 (Texas Government Code, Chapter 2256) are the primary legal influences upon the City of Greenville and its component units’ (GEUS, Greenville Board of Development, and Greenville 4A Economic Development Corporation) investment practices. The City of Greenville and its component units are required under the Public Funds Investment Act of 1995, Texas Government Code, Section 2256.005, to adopt a formal written Investment Policy. Copies of the Texas City Depository Act and State Investment Act can be found at Appendix B and Appendix C, respectively. This investment policy is in conformance with the State of Texas Investment Act of 1995.
- 28 - The City of Greenville and its component units’ Investment Policy applies to all general operating funds, reserve funds, and debt service funds of the City of Greenville and its component units. GEUS contracts with the City for investment services under the general direction of the GEUS General Manager. Changes to this policy require advance approval of the GEUS Board.
Objectives
The purpose of the investment policy of the City of Greenville and its component units shall be to have all available funds invested to the maximum extent possible at the highest possible rates obtainable at the time of investment in conformance with the legal and administrative guidelines outlined herein. The investments shall be consistent with state and local law and shall be made in accordance with the following objectives in order of importance:
1) Security of investments of the City of Greenville and its component units’ funds 2) Preservation of capital and protection of principal 3) Maintenance of sufficient liquidity to meet operating needs 4) Diversification of investments to avoid unreasonable or avoidable risks 5) Maximization of return of portfolio
Cash management is the process of managing monies in order to ensure maximum cash availability and maximum yield on short-term investments of idle cash. The Director of Administrative Services (the Investment Officer), to take advantage of investment interest as viable and material revenue to all operating and capital funds, will pursue an aggressive cash management program and investment policy. The City of Greenville and its component units’ portfolio shall be designed and managed in a manner responsive to the public trust. Earnings from investments will be used in a manner that will best serve the interest of the City of Greenville, its component units, and the citizens of the City of Greenville.
Strategy
State statutory provisions authorize specific investment instruments as categorized by four major fund types: (1) general operating funds, (2) debt service funds, (3) reserve funds, and (4) capital improvement funds.
Investments shall reflect the objective of the fund for which they are made. In a pooled cash situation, therefore, the proportional investments shall reflect the fund type ratio of the pool. This differentiation between funds is appropriate because of the objective, rate of return, and risk tolerance of each fund type. Within the objectives of maximization on investment volume and rate of return, the objectives of the funds must be ensured.
The objectives of each fund are based on the purchasing power required by the fund, safety of principal, desired rate of return on investment, and long-term stability requirements. The longer the maturity of the securities, the greater the price volatility.
1. Investment strategies for operating funds and commingled funds containing operating funds have as their primary objective to assure that anticipated cash flows are matched with adequate investment liquidity to pay ordinary annual operating, maintenance, and capital expenses of the City of Greenville and its component units. The secondary objective is to create a portfolio structure which will experience minimal volatility during economic cycles. This may be accomplished by purchasing high quality, short to intermediate securities which will complement each other in a laddered structure and can be commingled with other City of Greenville and its component units’ funds with the same average maturity. The dollar weighted average days to maturity for the overall portfolio must be less than 365 two years.
2. Investment strategies for debt service funds shall have as their primary objective the assurance of investment liquidity adequate to cover the debt service obligation on the required payment date. Debt service funds investments will have maturities that match anticipated debt service payment dates, not to exceed five years.
3. Investment strategies for debt service reserve funds shall have as their primary objective the ability to generate a dependable revenue stream to the appropriate debt service fund within the limits set forth by the bond ordinance or debt covenants specific to each individual bond issue. Individual securities - 29 - may be invested to a stated final maturity of ten years or less with a maximum weighted average maturity of five years.
4. Investment strategies for the capital improvement funds (CIP funds) shall have as their primary objective the assurance that anticipated cash outflows are matched with adequate investment liquidity. These portfolios should have liquid securities to allow for unanticipated project expenditures or accelerated project outlays due to a better than expected or changed construction schedule. The weighted average maturity of the portfolio should match the duration of the liabilities.
Delegation and Restriction of Investment Authority
Investment Officer. This investment policy and the outlining of the investment practices and authorities are compiled in accordance with Texas Government Code Section 2256.005 which requires the adoption of rules governing investment and designation of an Investment Officer.
Under the direction of the City Manager, General Manager of GEUS, and the Executive Director of the Greenville Board of Development, the City’s Director of Administrative Services has custody of all investments and invested funds as stated in the City Charter, Article VII, Sec. 66(8), and is thus referred to as the Investment Officer.
Responsibility and authority for daily investment transactions and cash management reside with the Director of Administrative Services (the Investment Officer). The Director of Administrative Services is also responsible for considering the quality and capability of staff involved in investment management and procedures and with investment decisions and shall establish detailed written procedures. All participants in the investment process shall seek to act responsibly as custodians of public trust.
The Investment Officer shall, within 12 months after taking office or assuming duties, attend an investment training session no less than once every two (2) fiscal years and shall receive not less than ten (10) hours of instruction relating to investment responsibilities. This training must include education in investment controls, security risks, strategy risks, market risks, and compliance with the Investment Act of 1995. The investment training session shall be provided by an independent source approved by the Investment Committee. For purposes of this policy, an “independent source” from which investment training shall be obtained shall include a professional organization, an institute of higher learning, or any other sponsor other than a business organization with whom the City of Greenville or its component units may engage in an investment transaction.
Investment Committee. There shall be established an Investment Committee to assist in monitoring the performance and structure of the City of Greenville and its component units’ portfolio. Members of this committee should include the Director of Administrative Services (as Chair), the Accountant(s) in the City Finance Department, the GEUS Accounting/Materials Management Manager, and the Executive Director of the Greenville Board of Development. The committee shall meet no less than bi-annually to review the investment portfolio of the City of Greenville and its component units and at such other times as necessary. The results of such review will be provided in writing to the GEUS General Manager and to the GEUS Board.
The City of Greenville and its component units, in conjunction with its annual financial audit, shall perform a compliance audit of management controls on investments and adherence to the Investment Policy. Also, the auditors conducting the annual financial audit must review the investment reports prepared to comply with these statutes. The review should be accomplished annually and the results reported to the City of Greenville and its component units. If the City of Greenville and its component units invest solely in money market mutual funds, investment pools, or accounts offered by the depository bank in the form of certificates of deposit, then such an audit will not need to be conducted.
Prudence and Ethical Standards. The standard of prudence used by the City of Greenville and its component units shall be the “prudent person rule” as set forth in Texas Government Code Section 2256.006 and shall be applied in the context of managing the overall portfolio. The prudent person rule is restated below. Investments shall be made with judgment and care, under prevailing circumstances, that a person of prudence, discretion, and intelligence would exercise in the management of the person's own affairs, not for speculation, but for investment, considering the probable safety of capital and the probable income to be derived. - 30 - It is the City of Greenville and its component units’ policy that the Investment Officer, GEUS General Manager, Greenville Board of Development Executive Director, and his/her designees perform their duties in accordance with the policies and procedures set forth in the policy. The Investment Officer, GEUS General Manager, Greenville Board of Development Executive Director, and his/her designees, acting in good faith and in accordance with these policies and procedures, shall be relieved of personal liability.
Securities Dealers and Banks
Selection. It is the policy of the City of Greenville and its component units to purchase securities only from those institutions on the City of Greenville and its component units’ approved list of brokers/dealers and banks (See Appendix D). This list may be revised as the City of Greenville and its component units’ investment needs change. To be eligible, a firm must meet at least one of the following criteria:
1. Be recognized as a Primary Dealer by the Federal Reserve Bank of New York or have a primary dealer within their holding company structure, or 2. Report voluntarily to the Federal Reserve Bank of New York, or 3. Qualify under Securities and Exchange Commission (SEC) Rule 15c3-1 (Uniform Net Capital Rule), and be registered with the Texas State Securities Board, the National Association of Securities Dealers (NASD) and the Securities and Exchange Commission (SEC).
The Investment Committee shall evaluate the financial institutions’ and brokers/dealers’ soundness to the extent they consider necessary. Investigation may include review of rating agency reports, review of call reports, and analysis of management, profitability, capitalization, and asset quality. Financial institutions and brokers/dealers with whom the City of Greenville and its component units wish to conduct business shall provide the financial data requested by the City of Greenville and its component units.
An institution must be approved by the Investment Committee and added to the approved list before any business can be transacted with the City of Greenville and its component units. The Investment Committee shall also be able to limit the number of authorized securities dealers/banks doing business with the City of Greenville and its component units as required.
All banks will be Federal Reserve member banks or banks located within the City of Greenville which enter into a depository agreement and are approved by the Investment Committee. No investment will be placed with Savings and Loans institutions.
A copy of this investment policy will be forwarded to any institution or broker/dealer seeking to sell authorized investments to the City of Greenville and its component units. A Qualified Representative of the institution or broker/dealer shall return to the City of Greenville and its component units a written instrument that states that the Qualified Representative has received and thoroughly reviewed the investment policy of the City of Greenville and its component units and acknowledged that reasonable procedures and controls have been implemented by the institution or broker/dealer in an effort to preclude imprudent investment activities arising out of investment transactions conducted between the City of Greenville, its component units, and the institution or broker/dealer (Appendix F). The City of Greenville and its component units shall not purchase any securities from any institution or broker/dealer that does not execute and deliver to the City of Greenville and its component units the above instrument.
Competitive Selection of Investments. The City of Greenville and its component units will practice competitive bidding when purchasing an investment to help strengthen the investment process. All investments will be competitively bid and placed with vendors guaranteeing the highest rate of return. The right is reserved to reject the most financially favorable bid if it is disruptive to the investment strategy of the City of Greenville and its component units. The bids received for each investment will be documented on the Investment Bid Form (see Appendix E). A minimum of three bids will be required for each investment purchased.
Actual risk of default shall be minimized by adequate collateralization. Market risk shall be minimized by diversification. Diversification shall be directed toward investment instruments, fund types, and security dealers.
Diversification. Diversification of funds and investments must be accompanied by competitive bidding of all investments to assure diversification among securities dealers. The City of Greenville and its component units - 31 - shall seek to conduct its investment transactions with several competing, reputable investment security dealers and brokers to protect principal while achieving full advantage of the market. To assure diversification of financial institutions, business involving two party transactions (i.e. repurchase agreements, BAs, and Commercial Paper) with any one investment broker should be limited to thirty percent (30%) of PAR of the total portfolio for any reporting period. In this way, bankruptcy, receivership, or legal action would not immobilize the City of Greenville and its component units’ ability to meet payroll and/or other expenses.
ACCEPTABLE INVESTMENT INSTRUMENTS
All investments of the City of Greenville and its component units shall be made in accordance with Texas Government Code, Chapter 2256. Any revisions or extensions of this chapter will be assumed to be part of this Investment Policy immediately upon being enacted.
The City of Greenville and its component units have further restricted the investment of funds to the following types of securities and transactions:
9 U.S. Treasury Obligations: Treasury Bills, Treasury Notes, Treasury Bonds, and Treasury Strips
9 Federal Agency Securities: Debentures and mortgage-backed securities issued by the Government National Mortgage Association (GNMA).
9 Federal Instrumentality Securities: Debentures, discount notes, callable securities and step-up securities issued by the following only: Federal Home Loan Banks (FHLB), Federal National Mortgage Association (FNMA), Federal Farm Credit Banks (FFCB) and Federal Home Loan Mortgage Corporation (FHLMC).
9 Direct obligations of the State of Texas or its agencies and instrumentalities.
9 Collateralized mortgage obligations directly issued by a federal agency or instrumentality of the United States, the underlying security for which is guaranteed by an agency or instrumentality of the United States.
9 Other obligations, the principal and interest of which are unconditionally guaranteed or insured by, or backed by the full faith and credit of, the State of Texas or the United States or their respective agencies or instrumentalities.
9 Obligations of states, agencies, counties, cities, and other political subdivisions of any state rated as to investment quality by a nationally recognized investment rating firm not less than A or its equivalent.
9 Certificates of deposit issued by state or national banks domiciled in Texas that are insured by the Federal Deposit Insurance Corporation (FDIC). Certificates of Deposit that exceed the FDIC insured amount shall be secured as described in Texas Government Code Section 2256.010.
9 Repurchase Agreements with a defined termination date, fully collateralized by U.S. Treasury Obligations, Federal Agency Securities or Federal Instrumentality Securities listed above. For the purpose of this section, the term collateral shall mean purchased securities under the terms of the City’s approved Master Repurchase Agreement and held in the City’s custodian bank as safekeeping agent.
Repurchase Agreements shall be entered into only with dealers who have executed a City approved Master Repurchase Agreement with the City and who are recognized as Primary Dealers with the Federal Reserve Bank of New York or with financial firms that have a primary dealer within their holding company structure. Primary Dealers approved as Repurchase Agreement counterparties shall have a short-term credit rating of not less than A-1 or the equivalent and a long-term credit rating of not less than A or the equivalent from at least one nationally recognized statistical rating organization (NRSRO). The City shall maintain copies of the City's approved Master Repurchase Agreements along with a list of the broker/dealers who have an executed Master Repurchase Agreement with the City.
9 Banker’s acceptance that has a stated maturity date of 270 days or fewer from the date of its issuance, will be liquidated in full at maturity, is eligible for collateral for borrowing from a Federal Reserve Bank, and is accepted by a bank organized and existing under the laws of the United States or any state, if the short-
- 32 - term obligations of the bank or of a bank holding company of which the bank is the largest subsidiary are rated not less than A-1 or P-1 or an equivalent rating by at least one NRSRO.
9 Commercial paper that has a stated maturity date of 270 days or fewer from the date of its issuance and is rated not less than A-1 or P-1 or an equivalent rating by at least two NRSROs or one NRSRO and is fully secured by an irrevocable letter of credit issued by a bank organized and existing under the laws of the United States or any state.
9 Money Market Mutual Funds registered under the Investment Company Act of 1940 that are “no-load” (meaning no commission or fee shall be charged on purchases or sales of shares); have a constant daily net asset value per share of $1.00; have a maximum stated maturity and weighted average maturity in accordance with Rule 2a-7 of the Investment Company Act of 1940; and have a rating of not less than AAAm, Aaa or the equivalent by at least one NRSRO. (Money market mutual funds must provide the City a prospectus and other information required by the Securities Act of 1933).
9 No load mutual funds registered under the Investment Company Act of 1940, that have an average weighted maturity of less than two years, are invested exclusively in obligations of the United States or its agencies or instrumentalities, are continuously rated as to investment quality by at least one NRSRO of not less than AAA or its equivalent, and conform to the requirements set forth in this policy for investment pools. (Mutual funds must provide the City of Greenville and its component units a prospectus and other information required by the Securities Act of 1933). The aggregate investment in mutual funds shall not exceed 15% of the portfolio of the City of Greenville and its component units, excluding bond proceeds, reserves and other funds held for debt service, which funds shall not be invested in mutual funds.
9 Local Government Investment Pools authorized under Texas Government Code, Section 2256.016 that are "no-load" (i.e.: no commission or fee shall be charged on purchases or sales of shares); have a constant daily net asset value per share of $1.00; have a maximum stated maturity and weighted average maturity in accordance with Rule 2a-7 of the Investment Company Act of 1940; and have a rating of not less than AAAm, Aaa or the equivalent by at least one NRSRO. Furthermore, authorized Local Government Investment Pools must comply with the disclosure and reporting requirements set forth in the Texas Government Code Section referred to immediately above.
The following are not authorized investments of the City of Greenville and its component units:
Obligations whose payment represents the coupon payments on the outstanding principal balance of the underlying mortgage-backed security collateral and pays no principal.
Obligations whose payment represents the principal stream of cash flow from the underlying mortgage- backed security collateral and bears no interest.
Collateralized mortgage obligations that have a stated final maturity date of greater than 10 years.
Collateralized mortgage obligations the interest rate of which is determined by an index that adjusts opposite to the changes in a market index.
Investment Reporting
The Director of Administrative Services (the Investment Officer) will prepare for the City of Greenville and its component units a monthly report consisting of information for evaluating investment portfolio performance which will follow these guidelines:
• Describe in detail the investment position of the City of Greenville and its component units on the date of the report:
a) Size of portfolio b) Rate of return c) Diversification of funds d) Total sales, maturities, and purchases e) Accrued interest
- 33 - • Be signed by the Investment Officer of the City of Greenville and its component units.
• Contain a summary statement of each pooled fund group that states the beginning market value for the reporting period, additions and changes to the market value for the reporting period, and the ending market value for the period.
• State the book value and market value of each separately invested asset at the beginning and end of the reporting period by type of asset and fund type invested.
• Market values shall be obtained from a broker with whom the City of Greenville and its component units are authorized to purchase securities. A listing of securities owned should be compiled and faxed to an appropriate broker for pricing at the end of each month. There are various types of pricing systems, but the most commonly used by brokers is the Bloomberg System.
• State the maturity date of each separately invested asset.
• State the account or fund or pooled fund group for which each individual investment was acquired.
• State the compliance of the investment portfolio as it relates to the investment strategy expressed in this policy and to relevant provisions of Texas Government Code, Chapter 2256.
• State changes made to the investments during the month and specify the reasons for the change.
Safekeeping
The City shall select one or more banks to provide safekeeping and custodial services for all securities belonging to the City of Greenville and its component units. A City approved Safekeeping Agreement shall be executed with each custodian bank prior to utilizing that bank's safekeeping services. To be eligible for designation as the City’s custodian bank, a bank shall be a member of the FDIC and shall qualify as a depository of public funds in the State of Texas as defined in Texas Local Government Code, Chapter 105.
The purchase and sale of securities and repurchase agreement transactions shall be settled on a delivery versus payment basis. Ownership of all securities shall be perfected in the name of the City, and sufficient evidence to title shall be consistent with modern investment, banking and commercial practices.
All investment securities, except certificates of deposit, local government investment pools, money market mutual funds and mutual funds will be delivered by either book entry or physical delivery and will be held in third-party safekeeping by the City approved custodian bank, its correspondent bank or the Depository Trust Company (DTC).
All Fed wireable book entry securities shall be evidenced by a safekeeping receipt or a customer confirmation issued to the City by the custodian bank stating that the securities are held in the Federal Reserve system in a Customer Account for the custodian bank which will name the City as “customer.”
All DTC eligible securities shall be held in the custodian bank’s Depository Trust Company (DTC) participant account and the custodian bank shall issue a safekeeping receipt evidencing that the securities are held for the City as “customer.”
All non-book entry (physical delivery) securities shall be held by the custodian bank's correspondent bank and the custodian bank shall issue a safekeeping receipt to the City evidencing that the securities are held by the correspondent bank for the City as “customer.”
The custodian bank will be required to furnish the City monthly reports of security holdings and safekeeping activity.
Collateralization
Consistent with the requirements of State law, it is the policy of the City of Greenville and its component units to require full collateralization of all the City of Greenville and its component units’ investments other than - 34 - obligations of the U.S. and its agencies, obligations of Texas and other public entities, banker’s acceptances, commercial paper, money market mutual funds and mutual funds.
The City of Greenville and its component units consider repurchase agreements as simultaneous sales and purchases of securities rather than as collateralized loans. However, securities underlying repurchase agreements are referred to as “collateral” for the purpose of this policy.
Certificates of deposit plus accrued interest up to $100,000 per bank do not need to be collateralized pursuant to this policy as long as FDIC insurance is provided. According to the Texas Government Code Sec. 2256., the City of Greenville and its component units can invest in certificates of deposit that are fully guaranteed by the Federal Deposit Insurance Corporation (FDIC).
Acceptable forms of collateral include:
9 U.S. Bonds and Treasury Notes 9 Certificates of indebtedness of the U.S. Government 9 Other evidences of indebtedness of the U.S. Government which are guaranteed as to principal and interest by the U.S. Government 9 Texas State Bonds 9 Bonds of Texas counties, cities, school districts, and road districts 9 Bonds issued under the Federal Farm Loan Act 9 Securities eligible for discount at the Federal Reserve Banks or Federal Home Loan Bank 9 Evidences of indebtedness of the Board of Regents of Texas 9 Notes and bonds secured by mortgages issued by the Federal Housing Administration
Collateral is valued at current market plus interest accrued through the date of the valuation. Repurchase agreement collateral must be maintained at the following levels, with respect to repurchase agreement par value plus accrued interest:
U.S. Treasury Other Securities Securities 1 year or less 101% 101% 1 year to 5 years 102% 102% Over 5 years 103% 104%
Any collateral with a maturity of over 5 years must be approved by the Investment Committee in writing before the transaction is initiated.
Collateralized investments often require substitution of collateral. Any broker or financial institution requesting substitution must contact the Director of Administrative Services (the Investment Officer), or in the Director’s absence, any member of the Investment Committee for approval and settlement. The substituted collateral’s value will be calculated and the substitution approved if its value is equal to or greater than the original collateralization level.
The Director of Administrative Services (the Investment Officer), or his/her designee, must give immediate notification of the decision to the bank or third party holding the collateral. Substitution is allowable for all transactions but should be limited, if possible, to minimize potential administrative problems and transfer expense. The Director of Administrative Services (the Investment Officer) may limit substitution and assess appropriate fees if substitution becomes excessive or abusive. Collateral shall be audited at least annually by the City of Greenville and its component units’ independent audit firm and may be audited by the City of Greenville and its component units at any time during normal business hours of the safekeeping party.
The financial institutions with whom the City of Greenville and its component units invest and/or maintain other deposits shall provide as requested by the City of Greenville and its component units a listing of the City of Greenville and its component units’ certificates of deposit and other deposits at the institution and a listing of collateral pledged to the City of Greenville and its component units marked to current market prices. The listing shall include total pledged securities with the following:
a) Name b) Type/description - 35 - c) Par value d) Current market value e) Maturity date f) Moody’s, Standard & Poor’s, (both if available), or another rating agency.
Under state law, Texas Government Code, Section 2257.023, provides that written policy of the City of Greenville and its component units govern substitution of collateral. The Director of Administrative Services (the Investment Officer) has overall custodial responsibilities for investments and invested funds and the authority to release and substitute collateral as deemed necessary and reasonable within the guidelines of this policy.
Depositories
The Texas City Depository Act, Texas Local Government Code, Chapter 105 (Appendix B), prescribes procedures for selection of a city depository designating that both general-law and home-rule cities are "authorized to receive applications (as depository) for the custody of city funds from any bank corporation, association, or individual banker doing business with the city." This clause indicates that cities are not required to designate one central depository.
The City of Greenville and its component units designate one or more banks as its primary depository(ies) through a request for proposal process. This centralization is designed to maximize investment capabilities and minimize banking cost. The depository designation does not limit investment activity to one financial institution.
The consideration the City of Greenville and its component units have/will use to consummate a banking services contract include:
• Full service capabilities • Submission of financial statements and availability schedules • Collateralization of the total City of Greenville and its component units’ funds on deposit in the bank • Statement of staff experience and equal opportunity employment practices • Cost of banking services
Obtaining competitive proposals on the City of Greenville and its component units’ depository specifications is the responsibility of the Director of Administrative Services (the Investment Officer). Selection of the depository shall be based on the institutions offering the most favorable terms and conditions for the handling of the City of Greenville and its component units’ funds and the services available to the City of Greenville and its component units.
State law permits a contract period up to five years. The City of Greenville and its component units’ contract shall not exceed these five years with annual performance reviews by the Investment Committee. Special banking needs may be contracted for by the City of Greenville and its component units outside this policy if approved by the Director of Administrative Services (the Investment Officer).
Arbitrage
The Tax Reform Act of 1986 provides limitations on the City of Greenville and its component units’ yield from investing tax-exempt General Obligation and Utility Bond proceeds and Debt Service Funds. These arbitrage rebate provisions require that the City of Greenville and its component units compute earnings on investments from each issue of bonds on a periodic basis to determine if a rebate is required. To determine the City of Greenville and its component units’ arbitrage position, the City of Greenville and its component units are required to calculate the actual yield earned on the investment of the funds and compare it to the yield that would have been earned if the funds had been invested at a rate equal to the yield on the bonds sold by the City of Greenville and its component units. The rebate provisions state that periodically (not less than once every five years and not later than sixty days after maturity of the bonds) the City of Greenville and its component units are required to pay the U.S. Treasury a rebate of any excess earnings. These restrictions require extreme precision in the monitoring and record keeping of investments particularly in computing yields to ensure compliance. Failure to comply can dictate that the bonds become taxable retroactively from the date
- 36 - of issuance. First Southwest Company is under contract until March 22, 2010 to calculate yields to ensure compliance.
The City of Greenville and its component units’ investment position relative to the new arbitrage restrictions is to continue pursuing the maximum yield on applicable investments while ensuring the safety of capital and liquidity. It is a fiscally sound position to continue maximization of yield and to rebate excess earnings if necessary.
- 37 - NET ASSESSED TAXABLE PROPERTY VALUES 10 Year History
1,200
1,000
800
600
In Millions $ 400
200
0
3 8 /99 /00 /02 /0 /05 /06 /07 /0 2 5 98 99 00/01 01 0 03/04 04 0 06 07
Fiscal Year
Net Assessed Net Fiscal Year Taxable Value* Change % 98/99 $742,813,433 0.04% 99/00 $745,201,577 0.32% 00/01 $782,304,338 4.98% 01/02 $799,013,393 2.14% 02/03 $822,336,019 2.92% 03/04 $857,105,256 4.23% 04/05 $906,767,951 5.79% 05/06 $982,768,993 8.38% 06/07 $1,031,621,909 4.97% 07/08 $1,071,907,761 3.91%
Information Source: Certified value based on Hunt County Appraisal District
* Net certified
- 38 - PROPERTY TAX REVENUE 10 Year History
Revenue to General Fund Revenue to GO Debt
8.2
6.6
4.9
3.3 In Millions $ In Millions
1.6
0.0
9 0 2 3 4 5 7 8 /9 /0 /0 /0 9/0 4/0 98 9 00/01 01 02/0 03 0 05/06 06 07/0
Fiscal Year
Total Net O & M Debt Tax Revenue to Revenue to Total Tax Fiscal Year Taxable Value Rate Rate Rate General Fund GO Debt Revenues 98/99 $742,813,433 0.4345 0.2550 0.6895 $3,227,524 $1,894,174 $5,121,699 99/00 $745,201,577 0.4518 0.2488 0.7006 $3,366,821 $1,854,062 $5,220,882 00/01 $782,304,338 0.4868 0.2438 0.7306 $3,808,258 $1,907,258 $5,715,515 01/02 $799,013,393 0.5230 0.2076 0.7306 $4,178,840 $1,658,752 $5,837,592 02/03 $822,336,019 0.5330 0.2672 0.8002 $4,383,051 $2,197,282 $6,580,333 03/04 $857,105,256 0.5320 0.2672 0.7992 $4,559,800 $2,290,185 $6,849,985 04/05 $906,767,951 0.5630 0.2360 0.7990 $5,105,231 $2,139,845 $7,245,076 05/06 $982,768,993 0.5488 0.2302 0.7790 $5,393,328 $2,262,442 $7,655,770 06/07 $1,031,621,909 0.5470 0.2170 0.7640 $5,642,972 $2,238,620 $7,881,591 07/08 $1,071,907,791 0.5594 0.2046 0.7640 $5,876,842 $2,148,746 $8,025,588
Source: Hunt County Appraisal District - net taxable value based on Certified Tax Roll
FY 07-08 General Fund Budgeted revenue based on 98% collection rate
- 39 - TOTAL SALES TAX COLLECTED 10 Year History
CITY OF GREENVILLE SALES TAX REVENUE 4A-EDC SALES TAX REVENUE
6.00
5.50
5.00
4.50
4.00
3.50
3.00
2.50 In Millions $ 2.00
1.50
1.00
0.50
0.00
4 7 99 02 0 /05 0 -08 4 7 98/ 99/00 00/01 01/ 02/03 03/ 0 05/06 06/ 0 Fiscal Year
Fiscal Year Sales Tax Net Change % 98/99 $4,189,218.72 -2.34% 99/00 $4,440,000.00 5.99% 00/01 $5,128,763.38 15.51% 01/02 $5,145,091.42 0.32% 02/03 $4,426,451.00 -13.97% 03/04 $4,513,617.00 1.97% 04/05 $4,649,025.00 3.00% 05/06 $4,892,672.00 5.24% 06/07 $5,165,138.00 ** 5.57% 07-08 $5,418,960.00 * 4.91%
Fiscal Year Sales Tax Net Change % 03/04 4A-EDC $410,685.88 2.06% 04/05 4A-EDC $427,483.00 4.09% 05/06 4A-EDC $445,176.58 4.14% 06/07 4A-EDC $469,968.00 ** 5.57% 07-08 4A-EDC $488,514.00 * 3.95% ** Estimate * Approved budget
- 40 - Budget Calendar Fiscal 2007-08 04/20/07 Changes to Cost Allocation Plan completed
04/24/07 Work Session with City Council for Mid-Year Budget Review Budget Kickoff for Directors 05/04/07 Revenue Projections due 05/22/07 Council reviews goals
05/25/07 Preliminary estimate due from Appraisal District
06/15/07 Deadline for operating budgets and revenue projections
06/15/07 Rate Calculations for Water/Wastewater (Tentative) Budget Reviews with City Manager and department heads 07/5/07 – 07/20/07 (July 5, 9, 10, 11, 12, 16, 17, 18, 19, 20) 07/26/07 Certified roll due from Appraisal District.
07/27/07 Present Supplemental Request to Council. Revenue estimates are finalized. (or before adoption of tax rate): Publish “Notice of Effective Rate” 08/06/07 (County Tax Assessor publishes this notice) Proposed Budget presented to City Council 08/14/07 File Proposed Budget – City Secretary/County Clerk/Library (City Charter requirement) 08/17/07 Budget Workshop – Civic Center Council Agenda Items (Tentative) If proposed rate will exceed lower of rollback or effective rate 1. Council must vote to place a proposal to adopt rate on the agenda of 08/21/07 a future meeting as an action item. Vote must be recorded and proposal must specify desired rate. 2. If motion passes must schedule 2 public hearings on the proposal. 08/13/07 – 08/31/07 Publish notice of Public Hearing on Budget (1X) Publish “Notice of Public Hearings on Tax Increase” 08/24/07 – 09/03/07 (Truth in Taxation Form-p.54) 09/03/07 – 09/15/07 Website Post “Notice of Public Hearings on Tax Increase”
09/07/07 – 09/14/07 TV Run 60 sec ad, 5X/day between 7 a.m. – 9 p.m. Public Hearing on Budget 09/11/07 Public Hearing on Tax Increase (1st) 09/18/07 Public Hearing on Tax Increase (2nd) Publish “Notice of Vote on Tax Rate” (Truth in Taxation Form-p.56) (Publish after 2nd Public Hearing but before adoption of Tax Rate, once 09/19/07 published, must adopt rate no less than 7 no more than 14 days after 2nd public hearing on tax increase) Website Post “Notice of Vote on Tax Rate” 09/19/07 – 09/24/07 TV Run 60 sec ad, 5X/day between 7 a.m. – 9 p.m.
- 41 -
- 42 -
City of Greenville Organizational Fund Structure
Component Units Fiduciary Fund Types GEUS, GBOD, GIDC, (Expendable & Pension 4A-EDC Trust Funds)
Governmental Fund Proprietary Fund Types Types (Accrual Accounting) (Modified Accrual Acctg)
General Fund Enterprise Funds
Special Revenue Funds Water Utilities Fund
Tourism Fund Airport Fund
Grant Funds Golf Course Fund
Exchange Properties Sanitation Fund Fund
Debt Service Fund Internal Service Funds
Capital Project Funds Central Services Fund
Self-Insurance Fund
Vehicle/Equipment Replacement Fund
MIS Fund
- 43 - Funds Summary Tourism & Debt General Utility Golf General Publicity Service CIP CIP Utility Course Fund Fund Fund Fund Fund Fund Fund Projected Fund Balances 5,232,162 178,814 698,357 2,479,202 2,041,337 6,284,353 (421,580)
Revenues Ad Valorem Taxes 6,833,526 - 2,322,008 - - - - Sales & Use Taxes 5,552,210 ------Non Property Taxes 2,897,521 430,000 - - - - - Water & Sewer Charges - - - - - 11,653,415 - Insurance & Worker's Comp Ins. ------Licenses & Permits 312,400 ------Fines & Penalties 464,000 ------Fees & Service Charges 601,606 - - - - - 192,600 Interest Revenue 325,000 1,500 60,000 100,000 390,000 330,000 - Miscellaneous Sales & Income 89,500 - - - - 60,000 - Intergovernmental Revenues 241,900 - - - - - Other Revenues ------Total Revenues 17,317,663 431,500 2,382,008 100,000 390,000 12,043,415 192,600
Other Financing Sources Interfund Transfers 1,558,684 - 344,980 55,900 3,298,000 - - Bonds Proceeds ------Total Other Financing Sources 1,558,684 - 344,980 55,900 3,298,000 - -
Total Revenues and Other Fundting 18,876,347 431,500 2,726,988 155,900 3,688,000 12,043,415 192,600
Expenditures/Expenses Salaries 14,413,886 - - - - 2,550,800 119,700 Supplies 731,278 - - - - 515,561 11,100 Maintenance 940,295 - - - - 705,746 11,497 Contractual Services 1,651,758 243,000 - - - 2,060,373 40,479 Capital 86,979 - - 116,900 3,298,000 500 - Miscellaneous 169,100 - - - - 185,000 - Debt Service - - 2,808,328 - - 2,554,026 - Health Insurance ------Workers Compensation ------State Unemployment Ins ------Total Expenditures/Expenses 17,993,296 243,000 2,808,328 116,900 3,298,000 8,572,006 182,776
Other Financing Uses Transfers To Debt Service - 35,000 - - - - 9,614 Interfund Transfers 1,136,070 192,773 - 45,000 - 5,907,161 - Total Other Financing Uses 1,136,070 227,773 - 45,000 - 5,907,161 9,614
Total Expenditures/Expenses and Other Uses 19,129,366 470,773 2,808,328 161,900 3,298,000 14,479,167 192,390
Projected Fund Balances / Retained Earnings 4,979,143 139,541 617,017 2,473,202 2,431,337 3,848,601 (421,370)
- 44 - Airport Exchange Central Self Veh/Equip 4A Airport CIP Sanitation Prop Services Insurance Rplcmnt MIS Board of Economic Fund Fund Fund Fund Fund Fund Fund Fund Dev Dev Total (9,412) 235,691 520,835 (213,999) 141,648 3,351,556 1,184,646 332,150 561,443 (357,800) 22,239,403
------9,155,534 ------488,514 6,040,724 ------3,327,521 ------11,653,415 - - - - - 4,280,501 - - - - 4,280,501 ------312,400 ------464,000 106,722 - 3,295,000 565,034 ------4,760,962 1,200 6,000 7,300 250 - 180,000 96,000 - 15,000 15,000 1,527,250 32,463 - - - - - 105,019 - - - 286,982 ------241,900 ------140,385 6,000 3,302,300 565,284 - 4,460,501 201,019 - 15,000 503,514 42,051,189
- - - - 1,219,962 - 235,000 1,021,161 547,194 - 8,280,881 ------1,219,962 - 235,000 1,021,161 547,194 - 8,280,881
140,385 6,000 3,302,300 565,284 1,219,962 4,460,501 436,019 1,021,161 562,194 503,514 50,332,070
27,600 - - 63,450 586,750 - - 449,800 156,290 - 18,368,276 4,950 - - 6,828 46,984 - - 41,245 12,900 - 1,370,846 19,099 - - 99,282 87,164 - - 300,102 - - 2,163,185 29,000 - 2,670,425 95,503 646,921 - - 98,955 288,063 - 7,824,477 5,000 - - - 6,575 - 657,024 222,451 - 23,260 4,416,689 - - 65,000 8,500 - - - - - 132,000 559,600 ------145,277 5,507,631 - - - - - 3,533,496 - - - - 3,533,496 - - - - - 459,677 - - - - 459,677 - - - - - 55,000 - - - - 55,000 85,649 - 2,735,425 273,563 1,374,394 4,048,173 657,024 1,112,553 457,253 300,537 44,258,877
32,000 - - 268,366 ------344,980 - - 652,241 - - - 175,000 133,000 40,255 - 8,281,500 32,000 - 652,241 268,366 - - 175,000 133,000 40,255 - 8,626,480
117,649 - 3,387,666 541,929 1,374,394 4,048,173 832,024 1,245,553 497,508 300,537 52,885,357
13,324 241,691 435,469 (190,644) (12,784) 3,763,884 788,641 107,758 626,129 (154,823) 19,686,116
- 45 - TOTAL EXPENDITURES BY DEPARTMENT SPECIAL DEBT CAPITAL ENTER- INTERNAL GENERAL REVENUE SERVICE PROJECT PRISE SERVICE DEPARTMENT FUND FUND FUND FUNDS FUNDS FUNDS OTHER TOTAL City Council 109,893 ------109,893 City Secretary 150,009 ------150,009 City Attorney 184,000 ------184,000 Municipal Court 261,700 ------261,700 City Manager 379,914 ------379,914 Library 645,370 ------645,370 Main Street 86,581 ------86,581 Human Res. 317,470 ------317,470 Insurance - - - - - 4,048,173 - 4,048,173 Plant Insurance - - - - - 520,000 - 520,000 Finance 444,658 ------444,658 Tax 202,587 ------202,587 Purchasing 170,519 ------170,519 MIS - - - - - 1,036,943 - 1,036,943 Police 5,968,808 - - 224,809 - - - 6,193,617 Animal Control 234,304 ------234,304 Fire 4,317,381 - - 35,000 - - - 4,352,381 Community Dev 852,027 - - 18,700 - 75,610 - 946,337 Public Works 1,871,218 ------1,871,218 Airport - - - - 85,649 - - 85,649 Parks & Rec 1,066,496 - - 65,566 - - - 1,132,062 Municipal Pool 108,700 ------108,700 Golf Course - - - 8,867 182,776 - - 191,643 Sanitation - - - - 2,735,425 - - 2,735,425 Exchange Prop. - 273,563 - - - - 273,563 Civic Center 156,156 ------156,156 Cemeteries 242,039 - - 30,112 - - - 272,151 Water Utility - - - 3,533,000 5,832,980 - - 9,365,980 CS Facilities Maint. - - - 18,352 - 592,866 - 611,218 CS Fleet Maint. - - - 20,618 - 261,528 - 282,146 GBOD ------457,253 457,253 4A EDC ------300,537 300,537 Tourism - 208,813 - - - - - 208,813 Contingency 150,000 - - - 150,000 - - 300,000 Transfers 1,136,070 496,139 - 220,000 6,601,016 133,000 40,255 8,626,480 Debt Service - - 2,808,328 - 2,554,026 - - 5,362,354 Capital Projects - - - 116,900 - - - 116,900 Miscellaneous 73,466 - - - 35,000 - - 108,466 TOTAL 19,129,366 978,515 2,808,328 4,291,924 18,176,872 6,668,120 798,045 52,851,170
- 46 -
City Administration
City Council
City Attorney City Manager City Secretary
All Other Departments
Budget Summary
Division Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 City Council 71,917 103,826 104,495 109,893 City Secretary 131,756 134,175 134,070 150,009 City Attorney 138,297 175,798 169,365 184,000 Municipal Court 227,043 310,166 244,809 261,700 City Manager 268,209 353,139 353,261 379,914 Library 599,907 615,422 583,240 645,370 Main Street 81,605 85,081 83,434 86,581 Human Resources 265,899 296,351 284,737 317,470 Airport* 198,060 200,101 174,146 117,649 Total 1,982,693 2,274,059 2,131,557 2,252,586
* These Divisions are accounted for in other Funds presented in the Enterprise Funds section of this document.
FY 2006-07 Expenses FY 2007-08 Expenses
Transfers
Capital
Contractual Services
Maintenance
Supplies
Salaries & Benefits
0% 15% 30% 45% 60% 75%
- 47 -
Administrative Services
Director of Administrative Services
Finance, Purchasing, Tax Appraisal Services, Community Services, Tourism
Central Services Exchange Properties Facilities Maintenance Fleet Maintenance
Budget Summary
Division Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Finance 392,123 421,331 398,206 444,658 Tax Appraisal Services 159,978 172,046 172,046 202,587 Purchasing 145,238 153,842 153,842 170,519 Central Service Facilities Maintenance* 607,615 607,570 622,723 592,866 Central Service Fleet Maintenance* 224,233 257,054 257,080 261,528 Exchange Properties 799,802 821,638 806,435 541,929 Tourism* 306,500 423,891 419,991 436,586 Total 2,635,489 2,857,372 2,830,323 2,650,673
* These Divisions are accounted for in other Funds presented in the Internal Service
FY 2006-07 Expenses FY 2007-08 Expenses
Contractual Services
Maintenance
Supplies
Salaries & Benefits
0% 15% 30% 45% 60%
- 48 - Police
Chief of Police
Police Administration Patrol/Operations
CID Support Services
Budget Summary
Division Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Police Administration 383,584 406,092 399,849 444,201 CID 587,168 622,576 576,694 692,535 Patrol/Operations 3,053,486 3,360,836 3,231,913 3,739,698 Support Services 902,319 972,436 972,436 1,092,374 Total 4,926,557 5,361,940 5,180,892 5,968,808
FY 2006-07 Expenses FY 2007-08 Expenses
Contractual Services
Maintenance
Supplies
Salaries & Benefits
0% 15% 30% 45% 60% 75% 90%
- 49 - Fire
Fire Chief
Fire Administration Fire Suppression
Fire Prevention Emergency Services
Budget Summary
Division Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Fire Administration 238,713 293,149 273,669 306,034 Fire Operations 3,415,257 3,621,849 3,537,917 3,891,249 Fire Prevention 97,821 106,433 55,226 111,998 Emergency Management 2,528 14,050 13,901 8,100 Total 3,754,319 4,035,481 3,880,713 4,317,381
FY 2006-07 Expenses FY 2007-08 Expenses
Contractual Services
Maintenance
Supplies
Salaries & Benefits
0% 15% 30% 45% 60% 75% 90%
- 50 - Public Works Department
Public Works Director
Streets Traffic
Engineering Water Wastewater Administration
Water Distribution Water Production
Wastewater Treatment Wastewater Collection
Budget Summary
Actual Budget Estimate Budget Division 2005-2006 2006-2007 2006-2007 2007-2008 Public Works Administration 230,765 239,105 229,459 228,053 Streets 755,773 805,632 779,641 1,297,362 Traffic 344,403 347,079 329,782 345,803 Engineering 218,601 268,634 264,035 279,339 Water Administration* 110,682 186,720 108,429 114,213 Water Production* 1,918,725 2,414,890 2,264,133 2,397,460 Water Distribution* 1,020,152 1,155,215 1,157,058 1,278,648 Wastewater Collection* 574,159 682,220 601,537 699,569 Wastewater Treatment* 1,155,860 1,250,240 1,175,006 1,337,490 Total 6,329,120 7,349,735 6,909,080 7,977,937 * These Divisions are accounted for in other Funds presented in the Enterprise Funds section of this document.
FY 2006-07 Expenses FY 2007-08 Expenses
Contractual Services
Maintenance
Supplies
Salaries & Benefits
0% 15% 30% 45% 60%
- 51 -
Community Development Department
Community Development Director
Code Enforcement Planning & Zoning
Animal Control GIS
Budget Summary
Division Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Code Enforcement 343,307 166,196 105,989 350,908 Planning & Zoning 203,561 207,416 208,345 221,780 Animal Control 218,605 265,198 223,300 234,304 GIS* 80,208 92,789 63,070 75,610 Total 845,681 731,599 600,704 882,602
FY 2006-07 Expenses FY 2007-08 Expenses
Contractual Services
Maintenance
Supplies
Salaries & Benefits
0% 15% 30% 45% 60% 75% 90%
- 52 - Parks & Recreation
Parks & Recreation Director / Administration
Parks Recreation
Municipal Pool Recreation Center
Cemeteries Civic Center
Golf Course
Budget Summary
Actual Budget Estimate Budget Division 2005-2006 2006-2007 2006-2007 2007-2008 Parks & Recreation Administration 109,086 114,927 111,321 116,980 Parks 691,088 687,973 658,618 770,726 Recreation 103,739 132,083 97,005 126,470 Municipal Pool 95,231 105,075 97,996 108,700 Recreation Center 53,761 66,590 46,625 52,320 Cemeteries 194,067 226,710 201,457 242,039 Civic Center 144,961 156,916 141,206 156,156 Golf Course* 156,850 171,999 188,830 182,776 Total 1,548,783 1,662,273 1,543,058 1,756,167 * These Divisions are accounted for in other Funds presented in the Enterprise Funds section of this document. FY 2006-07 Expenses FY 2007-08 Expenses
Contractual Services
Maintenance
Supplies
Salaries & Benefits
0% 15% 30% 45% 60% 75% 90%
- 53 - ORDINANCE NO. 07-115
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF GREENVILLE, TEXAS, APPROVING THE ANNUAL BUDGET OF THE CITY FOR THE FISCAL YEAR THEREOF COMMENCING ON THE 15T DAY OF OCTOBER, 2007 AND ENDING ON THE 30TH DAY OF SEPTEMBER, 2008; AND PROVIDING AN EFFECTIVE DATE.
WHEREAS, the City Manager of the City of Greenville, Texas, in conformity with requirements of the laws of the State of Texas and the City Charter, has prepared and submitted to the City Council of the City of Greenville a proposed annual budget for the fiscal year of the City commencing on the 1st day of October, 2007 and ending on the 3othday of September 2008; and,
WHEREAS, notice of the public hearings upon said proposed annual budget has been duly given as required by the law of the State of Texas and the City Charter, as amended, and the public hearings were held and conducted by and before the City Council on the 11a day of September, 2007 and the l8 day of September, 2007; and,
WHEREAS, said public hearings have been duly held and conducted upon said proposed annual budget in conformity with each and all of the requirements of the laws of the State of Texas and the City Charter and said public hearings were frill and final public hearing held and conducted upon said proposed annual budget in conformity with each and all of the requirements of the laws of the State of Texas and said City Charter, and it is the opinion and judgment of the City Council that the proposed annual budget is, in all things, appropriate and correct and should be approved;
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF GREENVILLE, TEXAS:
SECTION 1. That the proposed annual budget for the fiscal year of the City of Greenville, Texas, commencing on the day of October, 2007, and ending on the 30°’ day of September, 2008, heretofore prepared and submitted to the City Council by the City Manager be approved and adopted. A copy of said budget will be maintained and kept on file by the City Secretary, W. Walworth Harrison Public Library and the County Clerk of Hunt County.
SECTION 2. That the City Manager has the authority to increase the budgeted expenditures for Fiscal Year 2007-2008 in an amount equal to the total of all issued but unpaid Purchase Orders outstanding as of September 30, 2007, in accordance with generally accepted accounting principles for governmental entities.
SECTION 3. That if any section, provision, subsection, paragraph sentence, clause, phrase, or word in this Ordinance or application thereof to any person or circumstance is held invalid by any court of competent jurisdiction, such holdings shall not affect the validity of the remaining portions of this Ordinance, and the City Council of the City of Greenville, Texas, hereby declares it would have enacted such remaining portions, despite such invalidity.
SECTION 4. All Ordinances or parts of Ordinances in conflict herewith are repealed to the extent of conflict only.
- 54 - SECTION 5. This Ordinance shall be in full force and effect immediately.
PASSED AND APPROVED, this the 25th day of September, 2007.
- 55 -
ORDINANCE NO. 07-116
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF GREENVILLE, TEXAS, LEVYING A TAX RATE FOR THE CITY OF GREENVILLE, TEXAS, FOR THE 2007 TAX YEAR; PROVIDING A SAVINGS CLAUSE; AND PROVIDING AN EFFECTIVE DATE.
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF GREENVILLE, TEXAS:
SECTION 1. The City of Greenville, Texas, does hereby levy or adopt the tax rate on $100.00 valuation for this City for tax year 2007 as follows:
$.559449 for Maintenance and Operations
$.204551 for Principal and Interest on Debt of the City
$.764000 Total Tax Rate
THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE AND OPERAIIONS THAN LAST YEAR’S TAX RATE.
The Hunt County Tax Assessor/Collector is hereby authorized to assess and collect the taxes of the City of Greenville on this the 25th day of September, 2007.
SECTION 2. That there is hereby levied and shall be collected as provided by law, an Ad Valorem tax for the year 2007 on all property, real and personal, except such property as may be exempt from taxation by Constitution in the statutes of the State of Texas, and ordinances and resolutions of the City of Greenville, situated within the corporate limits of the City of Greenville, Texas, on January 1, 2007, and that the amount to be applied to the value of such property shall be .764 cents per $100.00 valuation.
SECTION 3. That the tax so levied and assessed shall be apportioned to the accounts and funds in the amount as set forth above and in the Annual Budget of the City adopted for the Fiscal Year commencing October 1, 2007.
SECTION 4. That the taxes provided for herein are levied and assessed in accordance with the appropriate State statutes.
SECTION 5. Ad Valorem taxes levied by this Ordinance shall be due and payable on October 1, 2007, and shall become delinquent on the first day of February, 2008. Payment of such tax is due in one full installment.
SECTION 6. If the tax is unpaid after February 1, 2008, such tax will become delinquent and penalty and interest will attach and accrue as provided by Texas Tax Code, Section 33.01.
SECTION 7. In the event the taxes become delinquent and in the event such delinquent taxes are referred to an attorney for collection, an additional amount of twenty percent (20%) of the total amount of tax, penalty and interest then due shall be added as collection costs to be paid by the taxpayer.
- 56 -
SECTION 8. Taxes herein levied and uncollected shall be a first prior and superior lien against the property, and the said lien shall be superior to all liens, charges, and encumbrances, and such lien shall attach to personal property with the same priority as to real property.
SECTION 9. The lien provided herein shall be attached as of January 1, 2007.
SECTION 10. The City Secretary is hereby directed to record the vote:
SECTION 11. That if any section, provision, subsection, paragraph sentence, clause, phrase, or word in this Ordinance or application thereof to any person or circumstance is held invalid by any court of competent jurisdiction, such holdings shall not affect the validity of the remaining portions of this Ordinance, and the City Council of the City of Greenville, Texas, hereby declares it would have enacted such remaining portions, despite such invalidity.
SECTION 12. All Ordinances or parts of Ordinances in conflict herewith are repealed to the extent of conflict only.
SECTION 13. This Ordinance shall be in frill force and effect immediately.
PASSED AND APPROVED, this the 25th day of September, 2007.
- 57 -
- 58 -
GENERAL FUND
The General Fund is responsible for providing basic services to the residents of the City of Greenville. These services include City Administration (City Council, City Secretary, City Attorney, Municipal Court, City Manager, Library, Main Street, and Human Resources); Administrative Services (Finance, Tax, and Purchasing); Public Safety (Police Administration, Criminal Investigations, Patrol, Support Services, Fire Administration, Fire Operations, Fire Prevention and Emergency Management); Public Works (Administration, Streets, Traffic and Engineering); Community Development (Code Enforcement, Planning, and Animal Control); and Parks & Recreation (Parks, Recreation, Recreation Center, Municipal Pool, Cemeteries and Civic Center). The General Fund also provides administrative services and support for Enterprise Funds.
The General Fund’s primary revenue sources are Property (Ad Valorem), Sales, and Franchise Taxes. The sales tax rate within Greenville city limits is 8.25%, with 1.375% being dedicated for City of Greenville use, .125% for 4A Economic Development, 5% for Hunt County and the remainder of 6.25% going to the State.
General Fund
City Secretary City Manager City Attorney
Municipal Court Library
Main Street Human Resources
Administrative Services Police (Finance: Accounting / Special (Administration, CID, Patrol & Services, Tax, & Purchasing) Support Services)
Fire Public Works (Administration, Suppression, (Administration, Streets & Traffic Prevention & Emergency & Engineering) Management)
Community Development Parks & Recreation (Code Enforcement, Planning, (Parks, Recreation, Recreation Animal Control) Center, Municipal Pool, Cemeteries & Civic Center)
- 59 -
Street employees working on the City Hall Plaza Project
- 60 -
General Fund Summary Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Beginning Fund Balance 3,904,348 4,081,439 4,081,439 4,849,628
Ad Valorem Taxes 6,099,995 6,494,753 6,384,871 6,833,526 Sales Taxes 4,892,672 4,979,585 5,165,138 5,418,960 Non-Property Tax 3,015,890 2,865,413 2,882,833 3,030,771 Licenses & Permits 246,805 294,660 304,695 312,400 Fines & Penalties 413,933 529,500 395,084 464,000 Fees & Service Charges 409,990 552,514 397,405 601,606 Sales & Income 414,702 302,613 483,709 414,500 Intergovernmental Revenues 163,088 77,000 224,665 241,900 Total Revenues 15,657,075 16,096,038 16,238,400 17,317,663
Transfers 1,519,152 1,286,616 1,282,584 1,558,684 Total Other Funding Sources 1,519,152 1,286,616 1,282,584 1,558,684
Total Revenues & Other Funding 17,176,227 17,382,654 17,520,984 18,876,347
Salaries & Benefits 12,214,695 12,995,887 12,601,231 14,413,886 Supplies 560,548 771,324 612,942 731,278 Maintenance 479,382 475,653 425,458 940,295 Contractual Services 1,621,056 1,761,056 1,580,382 1,651,758 Miscellaneous 127,759 221,300 215,782 169,100 Capital 73,942 75,138 69,930 86,979 Debt Services 6,400 7,235 - - Total Expenditures 15,083,782 16,307,593 15,505,725 17,993,296
Transfers to Other Funds 1,915,354 1,247,070 1,247,070 1,136,070 Total Other Uses 1,915,354 1,247,070 1,247,070 1,136,070
Total Expenditures & Other Uses 16,999,136 17,554,663 16,752,795 19,129,366
Ending Fund Balance 4,081,439 3,909,430 4,849,628 4,596,609
General Fund Total Revenues Total Expenditures
$20,000,000
$15,000,000
$10,000,000
$5,000,000 FY 2005-06 FY 2006-07 FY 2007-08
- 61 -
General Fund Revenues Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Ad Valorem Taxes 6,099,995 6,494,753 6,384,871 6,833,526 Sales Taxes 4,892,672 4,979,585 5,165,138 5,418,960 Non-Property Tax 3,015,890 2,865,413 2,882,833 3,030,771 Licenses & Permits 246,805 294,660 304,695 312,400 Fines & Penalties 413,933 529,500 395,084 464,000 Fees & Service Charges 409,990 552,514 397,405 601,606 Sales & Income 414,702 302,613 483,709 414,500 Intergovernmental Revenues 163,088 77,000 224,665 241,900 Transfers 1,519,152 1,286,616 1,282,584 1,558,684 General Fund Revenues 17,176,227 17,382,654 17,520,984 18,876,347
FY 2006-07 Revenues FY 2007-08 Revenues
Transfers
Intergovernmental Revenues
Sales & Income
Fees & Service Charges
Fines & Penalties
Licenses & Permits
Non-Property Tax
Sales Taxes
Ad Valorem Taxes
0% 5% 10% 15% 20% 25% 30% 35% 40%
- 62 -
General Fund Expenditures Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 12,214,695 12,995,887 12,601,231 14,413,886 Supplies 560,548 771,324 612,942 731,278 Maintenance 479,382 475,653 425,458 940,295 Contractual Services 1,621,056 1,761,056 1,580,382 1,651,758 Miscellaneous 127,759 221,300 215,782 169,100 Capital 73,942 75,138 69,930 86,979 Debt Services 6,400 7,235 - - Transfers to Other Funds 1,915,354 1,247,070 1,247,070 1,136,070 General Fund Expenditures 16,999,136 17,554,663 16,752,795 19,129,366
FY 2006-07 Expenses FY 2007-08 Expenses
Transfers to Other Funds
Capital
Miscellaneous
Contractual Services
Maintenance
Supplies
Salaries & Benefits
0% 10% 20% 30% 40% 50% 60% 70% 80%
- 63 -
City Council 0501 Program Description
Greenville is a home-rule city. The City Council consists of six council members and a mayor. The Council members are elected by a single-member district voting plan approved by the citizens in a Charter Election in 1990, first implemented in 1991 and redistricted in 2001. The Mayor continues to be elected at-large. The City Council operates under the Greenville City Charter, City ordinances, resolutions, and State law. Four officers of the City are appointed by the City Council and operate under Council guidance: City Manager, City Attorney, City Secretary and Municipal Judge.
The City Council is the policy-making arm of city government. The Council has a wide variety of tasks which include passing local laws, approving expenditures, appointing board & commission members, ordering regular/special elections and considering zoning issues.
The City Council must also analyze and approve complex plans for expansion and rehabilitation of City utilities and other progressive plans that may benefit Greenville citizens.
Performance Objectives
• Work towards accomplishment of City goals.
• Ensure the effective operation of the City.
• Resolve zoning matters judiciously
Actual Actual Projected Performance Measures 2005-06 2006-07 2007-08 Council meetings with 100% Council attendance 59% 28% 75% Board and Commission applications received 25 17 25 Elections ordered and canvassed 3 2 1 Zoning issues considered 18 21 20 Citizens heard at Council meetings 11 6 20 Code amendments enacted 16 6 15
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits - - - - Supplies 2,780 2,500 1,920 2,475 Maintenance - 500 497 - Contractual Services 69,137 100,826 102,078 107,418 Capital - - - - 71,917 103,826 104,495 109,893 Total
- 64 -
City Council
Salaries & Benefits Supplies Maintenance Contractual Services
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 65 -
City Secretary 0502 Program Description
The City Secretary is appointed by the City Council and records and/or maintains minutes, ordinances, resolutions, agendas, proclamations, contracts, and other records. The City Secretary is also responsible for coordinating boards and commission appointments, posting and publishing information required by law, and managing and fulfilling Public Information requests. The City Secretary’s Office administers municipal elections ordered by the City Council. This position serves as the City’s Records Manager and is responsible for the records Retention and Destruction Schedule mandated by State Law. The City Secretary ensures that all revisions to the Code of Ordinances are codified and distributed on a bi-annual basis and updated on the City’s website. In addition, the City Secretary’s Office provides support to the City Council and their operations.
Program Personnel FTE 2005-06 2006-07 2007-08 City Secretary 1.0 1.0 1.0
Deputy City Secretary 1.0 1.0 1.0
Total 2.0 2.0 2.0
Achievements for Fiscal Year 2007
• Prepared 216 Ordinances or Resolutions for City Council Meetings
• Coordinated 31 Open Records Requests
• Posted 198 Agendas and/or Public Notices
• Coordinated City-Wide Shred Event
• Coordinated Employee Recognition Dinner and Awards Ceremony
• Answered over 2,000 phone calls
Performance Objectives
• Administer regular and special elections in accordance with State Law and City Charter.
• Oversee Records Management Program and compliance with Retention/Destruction Schedule.
• Perform all duties of the office in accordance with State law.
• Provide support to the City Council and its operations.
Actual Actual Projected Performance Measures 2005-06 2006-07 2007-08 Ordinances prepared 255 240 250 Resolutions prepared 68 63 59 City departments active in records destruction program 98% 100% 100% Minutes submitted & approved at next Council meeting 100% 100% 100%
- 66 -
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 112,477 117,782 120,453 128,133 Supplies 1,569 1,460 3,587 1,325 Maintenance - 2,500 - 2,500 Contractual Services 17,710 12,433 10,030 18,051 Capital - - - - 131,756 134,175 134,070 150,009 Total
City Secretary
Salaries & Benefits Supplies Maintenance Contractual Services Capital
$150,000
$125,000
$100,000
$75,000
$50,000
$25,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 67 -
City Attorney 0505 Program Description
The City Attorney ensures that City functions and services are performed in a lawful manner and is responsible for all legal affairs of the City. Duties include provisions of legal advice to the City Council, City Manager, boards and commissions and City departments: prosecutorial duties in Municipal Court, preparation and/or review of contracts, resolutions, ordinances, and items presented to the City Council and real estate matters. The City of Greenville contracts with an outside law firm for the City Attorney function.
Performance Objectives
• Provide legal advice to City Council, City Manager and City boards, commissions and staff
• Respond to Public Information requests in a timely manner.
• Prosecute all complaints in Municipal Court.
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits - - - - Supplies - - - - Maintenance - - - - Contractual Services 138,297 175,798 169,365 184,000 Capital - - - - 138,297 175,798 169,365 184,000 Total
City Attorney Contractual Services
$200,000 $180,000 $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 68 -
Firefighters participating in the Relay for Life
- 69 -
Municipal Court 0506 Program Description
The Municipal Court Judge presides over all trials and hearings, levies fines, sets bails, accepts bonds, issues arrest and search warrants, administers juvenile magistrate’s warnings and arraigns prisoners for Class C misdemeanor offenses.
Municipal Court Administration provides support to the Municipal Court Judge, collects fines, fees and state court costs, schedules court hearings, generates production of arrest warrants, maintains records relating to court proceedings and reports various statistical data to the State.
Program Personnel FTE 2005-06 2006-07 2007-08 Municipal Court Judge (PT) 0.5 0.5 0.5 Bailiff/Warrant Officer 1.0 1.0 0 Court Administrator 1.0 1.0 1.0 Municipal Court Clerk 2.0 2.0 2.0 Deputy Court Clerk .5 .5 .5 Total 5.0 5.0 4.0
Performance Objectives
• Resolve all cases set for court within three months.
• Increase court revenues.
• Complete all filings with current support staff.
Actual Actual Projected Performance Measures 2005-06 2006-07 2007-08 Cases resolved within three months 85% 95% 95% Court revenue $517,895 $508,295 $500,000 Average filings per support staff 2,279 2,101 2,200
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 221,150 279,606 226,162 232,465 Supplies 10,755 14,765 7,633 14,415 Maintenance - - - - Contractual Services 7,138 15,795 11,014 14,820 Capital - - - - Transfers (12,000) - - - Total 227,043 310,166 244,809 261,700
- 70 -
Municipal Court
Salaries & Benefits Supplies Maintenance Contractual Services
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 71 -
City Manager 0510 Program Description
The City Manager, appointed by the City Council, is the Chief Executive Officer of the City. The City Manager is responsible for the administration of all City Departments and for developing City Council policy decisions into viable work programs. The City Manager’s office directs the content of the City’s website and public access cable television stations and is responsible for public information, public relations and provides communications support to all City departments.
Program Personnel FTE 2005-06 2006-07 2007-08 City Manager 1.0 1.0 1.0 Community Relations Manager 1.0 1.0 1.0 Executive Secretary 0.0 0.7 1.0 Intern – Part Time 0.5 0.5 0 Total 2.5 3.2 3.0
Performance Objectives
• Maintain effective communications between the City Council, City Manager and staff.
• Create a positive working environment for employees.
• Improve and maintain City’s financial stability.
• Work productively with other local, state and federal governmental entities to achieve common goals and encourage growth and development through the wise uses of incentives.
• Create long-term planning and financial oversight.
• Direct the City’s public information and communications efforts and encourage a better involved citizenry.
Actual Actual Projected Performance Measures 2005-06 2006-07 2007-08 Number of Newsletters to Council, Staff & Citizens 24 24 36 Percent of time adequate fund balance maintained 85% 85% 85% Percent of time S&P AAA Bond Rating maintained 100% 100% 100% Number of press releases issued 36 94 100 Cost as a percentage of Total General Fund Budget 1.58% 2.11% 1.99% Number of meetings with local entities N/A 1 4 Monthly financial reports to council N/A N/A 12
- 72 -
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 245,911 284,772 286,262 347,369 Supplies 5,013 5,037 4,902 6,300 Maintenance - 963 962 - Contractual Services 17,285 62,367 61,135 26,245 Capital - - - - 268,209 353,139 353,261 379,914 Total
City Manager
Salaries & Benefits Supplies Maintenance Contractual Services Capital
$400,000
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Library 0512 Program Description
The mission of the W. Walworth Harrison Public Library is to provide equitable access to the evolving world of information, education, and leisure, which will enhance the vitality of life in the City of Greenville. The staff of the W. Walworth Harrison Public Library makes customer service their first priority as they strive to create a world class information center.
The fully automated library continues to offer an array of services including reference assistance, inter-library loans, word processing, Internet access, and programming for adults, young adults and for children which is highlighted by the popular Summer Reading Program. Areas of special interest include the Northeast Texas Genealogy Center which is utilized by amateur historians, the Children’s Pavilion where kids meet for story time and the Teen Center where young adults can find materials appropriate to their age group. In addition, meeting rooms are available for rent to the public.
Program Personnel FTE 2005-06 2006-07 2007-08 Library Director 1.0 1.0 1.0 Professional Librarian 1.6 1.0 1.0 Librarian 2.0 2.6 2.6 Circulation Supervisor 1.0 1.0 1.0 Circulation Assistant 1.0 1.0 1.0 Circulation Assistant (PT) 1.1 1.1 1.1 Technical Services Assistant 1.0 1.0 1.0 Reference Assistant (PT) 1.3 1.3 1.3 Page (Temporary PT) 0.5 0.5 0.5 Summer Help (Temporary PT) 0.3 0.3 0.3 Total 10.8 10.8 10.8
Achievements for Fiscal Year 2007
• Created a home school resource center that now has over 150 circulating items.
• Increased total collection by 5% to 61,543 items.
• Increased computer class time 142% for a total of 237.5 class hours serving 352 students.
• Expanded the Northeast Texas History & Genealogy to 5000 items.
• Initiated marketing strategy for the Northeast Texas History & Genealogy Center resulting in 1649 total visitors with 427 coming from out of town.
• Increased children’s, teen, adult, computer, and genealogy programming by 59% for a total of 480 programs.
• Increased children’s, teen, adult, computer, and genealogy program attendance by 13% for a total of 8456 patrons.
• Created Teen & Young Adult Career Night Program
• Co-Sponsored the Hunt County Photography Contest and Exhibit with the Greenville Herald Banner.
• Hosted three author visits: Bosie Boswell, Carol Taylor, and Ricky Pittman
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Performance Objectives
• Provide access to information related resources in a broad range of formats.
• Provide information consulting services to the community in a timely and efficient manner.
• Provide quality programming for adults, young adults, and children.
• Maintain a collection that reflects the diversity within the community.
• Initiate ongoing communication and partnerships with other nonprofit organizations in the community
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Patrons visiting the library 146,504 148,161 149,000 Program attendance 7,487 8,458 8,500 Reference questions answered 17,038 20,331 20,500 Materials checked out (circulation) 114,495 107,620 115,000
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 443,520 464,715 448,883 507,476 Supplies 11,472 13,179 11,111 12,200 Maintenance 6,724 6,265 3,911 3,800 Contractual Services 66,853 66,857 54,649 59,727 Capital 71,338 64,406 64,686 62,167 Total 599,907 615,422 583,240 645,370
Library
Salaries & Benefits Supplies Maintenance Contractual Services Capital
$90,000 $80,000 $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Main Street 0513 Program Description
Main Street is a program of the National Trust for Historic Preservation that combines historic preservation with economic development to restore prosperity and vitality to downtowns and neighborhood business districts. The Main Street Division promotes downtown revitalization through a comprehensive approach of economic restructuring, design, historic preservation, and promotion to enhance the cultural, economic and historical significance of downtown.
Program Personnel FTE 2005-06 2006-07 2007-08 Main Street Manager 1.0 1.0 1.0 Total 1.0 1.0 1.0
Achievements for Fiscal Year 2007
• The Greenville Main Street program had a very busy and exciting year. The foundation of the local Main Street model is economic development through historic preservation. Private sector reinvestment for fiscal year 2006-2007 was $630,800 and total reinvestment was $1,449,337. This number includes property sales, private rehabilitation projects, public projects, new construction and private-public joint ventures.
• Net gain in downtown retail starts, relocations or expansions for the year was seven.
• The Texas Historical Commission and the National Trust for Historic preservation recognized Greenville as a National Main City. The announcement marked seventh year in a row that Greenville has received this prestigious one-year certification
Performance Objectives
• Promote downtown as the center of commerce, culture and community life for visitors and residents alike.
• Enhance the aesthetic appeal of downtown by promoting historic preservation and high quality design.
• Sustain National Main Street City Recognition.
• Host downtown special events including Halloween on the Square, and Main Street Christmas Parade and Festival. Assist volunteer groups with downtown events including the Drug Free Greenville Walk- a-thon that included Appetite Alley, Lions Mini Grand Prix and the Cotton Patch Classic Bike Ride & Festival.
Actual Actual Projected Performance Measures 2005-06 2006-07 2007-08 Awarded National Main Street Certification Yes Yes Yes Special events hosted / supported 6 7 7 Estimated attendance at special events 14,000 17,000 18,000 Private sector reinvestment $567,000 $630,000 $500,000 Net gain in retail starts / relocations / expansions 6 7 6
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Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 65,976 69,223 68,950 72,016 Supplies 3,109 3,425 2,235 2,975 Maintenance 151 400 910 500 Contractual Services 10,642 10,760 10,635 10,590 Capital 1,727 1,273 704 500 81,605 85,081 83,434 86,581 Total
Main Street
Salaries & Benefits Supplies Contractual Services Capital
$100,000
$75,000
$50,000
$25,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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HUMAN RESOURCES 0701 Program Description
The Human Resources Department is responsible for administering the City’s personnel policies and procedures. Major functions include employee recruitment and selection, employee job classification, safety, employee fringe benefit administration, performance evaluations, payroll administration and maintenance of official personnel records. Also, the Human Resource Office is primarily responsible for administering and monitoring the City’s insurance and self-insurance funds including: employee group health, life and disability insurance, workers’ compensation insurance and property and casualty insurance. The Office also staffs the City’s Information Desk and main telephone information line.
Program Personnel FTE 2005-06 2006-07 2007-08 Human Resources Director 1.0 1.0 1.0 Human Resources Generalist 1.0 1.0 1.0 Benefits Clerk 1.0 1.0 1.0 Total 3.0 3.0 3.0
Achievements for Fiscal Year 2007
• Coordinated Personnel Manual update and study group.
• Re-bid group health insurance contracts.
• Continued employee “Wellness” emphasis with employee weight loss programs and voluntary “Blue Print for Wellness” health risk assessment screening.
• Arranged for participation and membership in the North Texas Municipal Alliance for supervisor training opportunities.
• Participated in TAMU-C and TWC Job Fairs.
• Continued implementation and maintenance of Pay and Classification System installed the previous year.
• Conducted annual salary surveys.
• Coordinated Employee Recognition Program: Employees of the Quarter, Employees of the Year and Annual Service Awards.
• Participated in mediation and settlement of several liability lawsuits filed against the City. Successfully defended one EEOC charge from former employee.
• Assisted in implementation of 12-hour shifts for Police Patrol Officers.
• Coordinated search for new City Manager.
• Conducted new employee orientation training.
• Coordinated and supplied background information and data for GASB 45 Actuarial Compliance Study to account for the future liabilities of the City’s Retiree Health Insurance Benefit.
Performance Objectives
• Hire and retain a qualified, trained and motivated workforce committed to providing courteous and efficient public service.
• Promote diversity in the workforce.
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• Implement new employee wellness program to promote and encourage employee health and well- being and to impact long term health insurance costs.
• Control health and workers’ compensation costs through risk management, employee screening, incentives, benefit plan design, and safety emphasis.
• Implement new Performance Appraisal System for all employees.
Performance Measures Actual Estimate Projected 2005-06 2006-07 2007-08 Full-time employee turnover rate 15.7% 12% 12% Loss-time injuries 16 12 12 Minority Workforce 18.5% 20% 20% Performance Appraisals completed during month due 100% 100% 100% Worker’s Compensation losses $1,411,605 $200,000 $200,000 Health insurance claims and expenses $2,929,800 $3,187,861 $3,187,861
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 205,864 212,165 207,991 243,149 Supplies 13,480 26,200 24,816 18,700 Maintenance - - - - Contractual Services 46,555 57,686 51,930 55,321 Capital - 300 - 300 Total 265,899 296,351 284,737 317,470
Human Resources
Salaries & Benefits Supplies Maintenance Contractual Services Capital
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Finance 1001 Program Description
Finance directs the City’s financial activities, and is split into two (2) areas of responsibilities, the Accounting Group and the Services Group.
Accounting Group – responsibilities include cash management, period closing, audits (general ,single and special), treasury functions (investments & debt issuance), wires, accounts receivable, prepares the Comprehensive Annual Financial Report and monthly reporting.
Services Group - responsibilities include budget (operating / maintenance, and capital improvements), fees, grants, payroll, accounts payable, fixed assets process and prepares the City’s Annual Budget, Capital Improvement Program, and Cost Allocation Plan.
Program Personnel FTE 2005-06 2006-07 2007-08 Director of Administrative Services 1.0 1.0 1.0 Accountant – Budget Analyst 1.0 1.0 1.0 Accountant – Fiscal Officer 1.0 1.0 1.0 Accounting Technician 2.0 2.0 2.0 Accounting Clerk 0 0 2.0 Sr. Accountant 1.0 1.0 0 Total 6.0 6.0 7.0
Achievements for Fiscal Year 2007
• Received GFOA Certificate of Achievement for Excellence in Financial Reporting
• Received GFOA Distinguished Budget Presentation Award
• Reconciled all active bonds and projects for cash management
• Conducted 3 budget training workshops for city employees.
Performance Objectives
• Maintain accurate recording and reconciliation of accounting records.
• Provide accurate financial reporting to City and community.
• Manage cash and investments in accordance with City’s Investment Policy to maintain safety and liquidity with competitive yield.
• Provide payroll processing.
• Process payables and provide payments to vendors.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Close financials by the 12th working day of the next month 92% 92% 92% GFOA Certificate for financial reporting received. Yes Yes Yes GFOA Certificate for budgeting received. Yes Yes Yes Cost as a percentage of Total General Fund Budget 2.3% 2.4% 2.3% Average funds invested 98% 98% 98% Checks processed per year 9,704 9,700 9,700 - 80 -
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 368,928 359,100 341,485 405,713 Supplies 8,009 11,156 10,087 10,550 Maintenance - - - - Contractual Services 14,309 49,716 45,951 27,395 Capital 877 1,359 683 1,000 392,123 421,331 398,206 444,658 Total
Finance
Salaries & Benefits Supplies Maintenance Contractual Services Capital
$450,000 $400,000 $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Tax Appraisal Service 1002 Program Description
Tax appraisal service for the City is provided by Hunt County Tax Appraisal District (HCTAD.) Tax collection service for the City is provided by Hunt County Tax Assessor/Collector. Funding is also included for attorney fees on the collection of delinquent taxes.
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits - - - - Supplies - - - - Maintenance - - - - Contractual Services 159,978 172,046 172,046 202,587 Capital - - - - 159,978 172,046 172,046 202,587 Total
Tax - Contractual Services
$250,000
$200,000
$150,000
$100,000
$50,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Scholastic Reader Program - Book Sale at the W. Walworth Harrison Public Library
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Purchasing 1008 Program Description
Purchasing provides centralized purchasing services to ensure the timely delivery of competitively priced goods and services. Purchasing also administers, P-Cards, Contracts, Fixed Assets, vehicle titling and licensing and the sale of surplus property.
Program Personnel FTE 2005-06 2006-07 2007-08 Purchasing Agent 1.0 1.0 1.0 Buyer 1.0 1.0 1.0 Admin Clerk (PT) 0.7 0.5 0.5 Total 2.7 2.5 2.5
Achievements for Fiscal Year 2007
• Reviewed all credit card purchases from 2004 thru 2007 to make certain that we are in compliance with state laws and city policies.
• Reviewed vendor files.
• Updated Fixed Asset system.
• Updated W-9’s and conflict of interest forms on all vendors.
Performance Objectives
• Provide accurate and regulatory compliant purchasing services.
• Provide contracts administration for the City of Greenville.
• Administer P-Cards for all City divisions.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Requisitions converted into purchase orders 608 603 631 Cost as a percentage of Total General Fund Budget 1% 1% 1% Vendor solicitations over $15,000 successfully awarded 29 28 35 without delay due to re-bid or protests
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 102,730 110,804 111,966 127,939 Supplies 2,940 3,500 4,109 4,100 Maintenance - - - - Contractual Services 39,568 38,038 37,087 37,980 Capital - 1,500 680 500 Total 145,238 153,842 153,842 170,519
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Purchasing
Salaries & Benefits Supplies Contractual Services
$180,000 $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Police Administration 1201 Program Description
Police Administration provides support and is responsible for all divisions within the Police Department. Special Operations, including Hostage Negotiations and the Tactical Team, are also supported by the Administration Division.
Program Personnel FTE 2005-06 2006-07 2007-08
Chief of Police 1.0 1.0 1.0 Police Sergeant 1.0 1.0 1.0 Executive Secretary 1.0 1.0 1.0 Total 3.0 3.0 3.0
Achievements for Fiscal Year 2007
• Implemented 12 hour shift schedule for Patrol Division
• Received approval for new design for marked police cars
• Implemented a Motorcycle Traffic Division within the Police Department
• Implemented a new pay structure for civil service personnel
• Continued employee and volunteer recognition
• Secured funding for ammunition and accessories so we could deploy rifles to the Patrol Division. The M16A-1 rifles were awarded to the Police Department through an application process with the TX1033 program.
Performance Objectives
• Manage department to produce reduction in Greenville’s crime rate and make community safer.
• Respond to resident concerns about police services.
• Conduct administrative investigations as assigned by the Chief of Police.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Resident concerns addressed within 72 hours 93% 94% 95% Public Service Reports received 15 14 12 Administrative investigations assigned 7 8 10 Administrative investigations completed within 30 working days 1 3 8
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Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 258,091 255,209 260,429 277,349 Supplies 22,024 32,728 29,535 55,937 Maintenance 2,178 13,556 5,845 6,013 Contractual Services 101,291 103,699 104,040 104,902 Capital - 900 - - 383,584 406,092 399,849 444,201 Total
Police Administration
Salaries & Benefits Supplies Maintenance Contractual Services
$500,000
$400,000
$300,000
$200,000
$100,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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CID 1202 Program Description
The Criminal Investigation Division is responsible for the following major areas: the investigation of all Part 1 and major misdemeanor offenses (homicide, forcible rape, assault, burglary, theft and auto theft); felony offenses and assigned misdemeanor offenses.
This Division is also responsible for narcotic investigation, juvenile investigation, Special Enforcement areas, and the identification and apprehension of suspects committing offenses in the City of Greenville. Duties include follow-up investigations, assisting outside law enforcement agencies, obtaining criminal evidence, undercover surveillance operation and court appearances.
Program Personnel FTE 2005-06 2006-07 2007-08 Police Lieutenant 1.0 1.0 1.0 Police Officer 6.0 6.0 6.0 Executive Secretary 1.0 1.0 1.0 Total 8.0 8.0 8.0
Achievements for Fiscal Year 2007
• Continued the established relationships with the United States Marshall’s Office, Federal Bureau of Investigations and the Secret Service.
• Effectively used resources to conduct “surveillance” which led to the arrest of drug dealers and thieves.
• Made timely arrest of homicide suspects that halted a violent trend among rival members of our community.
Performance Objectives
• Investigate all reported crimes based upon the solvability table used by the Department.
• Increase the offenses cleared.
• Verify Sex Offenders compliance with State/Federal law bi-annually.
• Registration of convicted sex offenders as required by law.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Property recovered 30% 30% 32% Offenses cleared (Uniform Crime Report) 31% 38% 40% Cases assigned 4,903 4,735 5,000 Cases cleared 2,651 1,782 2,800
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Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 563,415 587,880 553,579 641,630 Supplies 9,944 15,924 8,985 13,503 Maintenance 3,884 6,000 4,458 5,310 Contractual Services 9,925 12,772 9,672 32,092 Capital - - - - 587,168 622,576 576,694 692,535 Total
Police - Criminal Investigation
Salaries & Benefits Supplies Maintenance Contractual Services
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Patrol / Operations 1203 Program Description
The Patrol/Operations Division enforces laws, prevents criminal acts, apprehends offenders, and recovers stolen or lost property, regulates non-criminal conduct and performs community-policing activities. This division also administers the Citizens Police Academy, designed to give those who attend a working knowledge of the police department; the Summer of Safety program, where police officers sponsor activities for child week; and the Citizens on Patrol (COPS).
Program Personnel FTE 2005-06 2006-07 2007-08 Assistant Chief of Police 1.0 1.0 1.0 Police Lieutenant 3.0 3.0 3.0 Police Sergeant 5.0 5.0 5.0 Administrative Secretary 0.5 0.5 0.5 Police Officer 31.0 31.0 31.0 Community Service Officer 1.0 1.0 1.0 Total 41.5 41.5 41.5
Achievements for Fiscal Year 2007
• Reduction of “Part 1 Crimes” for the fourth consecutive year. Part 1 crimes are: o Homicide o Forcible Rape o Robbery o Assault o Burglary o Theft o Auto Theft
• Participation in DPS sponsored traffic enforcement detail.
• Continued working with apartment complex staff in order to reduce crime in the complexes across the City of Greenville.
• Conducted 2 Citizen Police Academies with 26 graduates.
• Co-coordinated “summer of safety” program for the youth of Greenville.
• Began a new program of training and maintenance for the Police Department weapons.
• Reduced the calls for service in our special enforcement areas where citizens complained about criminal activity affecting their quality of life by utilizing our resources and relationships with other City departments, City staff and elected Officials.
• Greenville Police Department Explorer post attended 1 competition and brought three trophies back to the Police Department. This was considered a huge success since the competing explorers were new to the program this year. The trophies were for arrest, search and seizure and active shooter and calls for service. The competition was held in Pearland, Texas.
Performance Objectives
• Increase traffic enforcement.
• Maintain current response time to emergency calls.
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• Increase officer attendance at community events.
• Reduce number of fleet accidents.
• Increase citizen participation and interest in activities that will lead to a decreasing crime rate and a safe place for the citizens to live and raise families.
• Promote positive relations with students.
• Accelerate crime prevention education to citizens in the community and schools.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Property crime rate (per 1000 pop.) 55 60 60 Average response time (minutes) 4.00 4.00 4.00 Number of traffic stops 10,201 10,632 11,500 Number of fleet accidents 9 7 12 Special events worked 15 11 15 Active crime watch neighborhoods 113 113 115 Citizens graduating from Citizens Police Academy 17 28 30 Programs presented by Student Resource Officer & Crime 60 77 80 Prevention Officer Crime Stopper meetings attended 12 12 12 Crime Stopper tips received 181 165 200 Campus Crime Stopper tips received 24 28 35 Burglary follow-ups by Crime Prevention Officer 2 2 12 Teen Police Academy graduates 14 10 15
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 2,811,723 3,096,736 3,013,098 3,483,581 Supplies 135,202 189,357 143,607 171,835 Maintenance 64,730 40,000 43,843 43,242 Contractual Services 41,831 34,743 31,365 34,228 Capital - - - 6,812 3,053,486 3,360,836 3,231,913 3,739,698 Total
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Police - Patrol/Operations
Salaries & Benefits Supplies Maintenance Contractual Services Capital
$4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Support Services 1206 Program Description
The function of Support Services Bureau is to provide support and assistance to the Police Department in all areas. This Bureau is comprised of the civilian divisions within the Department, including the Crime Analyst, Property/Evidence officer, the Personnel/Training Analyst, Records, and Communications. A police Sergeant assists in the management of this Bureau and reports directly to the Assistant Chief of Police.
Program Personnel FTE 2005-06 2006-07 2007-08 Police Sergeant 1.0 1.0 1.0 Administrative Secretary 0.5 0.5 0.5 Communications Supervisor 1.0 1.0 1.0 Communications Operator 11.0 11.0 11.0 Crime Analyst 1.0 1.0 1.0 Personnel Training Analyst 1.0 1.0 1.0 Property/Evidence Clerk 1.0 1.0 1.0 Records Supervisor 1.0 1.0 1.0 Records Clerk 2.0 2.0 2.0 Total 19.5 19.5 19.5
Achievements for Fiscal Year 2007
• Job Fair participation at a local apartment complex.
• Implementation of the approved lateral entry program for Police Officers.
• Effectively handled a seventy percent turnover rate in Communications and retirements in other Support Services functions by utilizing budget, scheduling practices and proper recruitment tools and methods.
Performance Objective
• Retrieve property within 1 hour of the request.
• Maintain fully staffed department.
• Process applications within 20 days of receipt.
• Maintain accurate, secure files that may be promptly retrieved for use by the department, other law enforcement agencies and the general public.
• Reduce in-house service delay on non-priority calls for service.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Complete review merged reports within 10 hrs. 99% 99% 99% Avg. report retrieval & reproduction time (minutes) 5.00 5.00 5.00 Reports retrieved on first request 99% 99% 99% Avg. response time for Priority 1-emergency calls (minutes) 3.60 3.60 3.00 Avg. response time for non-emergency calls (minutes) 7.40 7.40 7.40 Avg. dispatch delay for non-emergency calls (minutes) 3.60 3.00 3.00 Avg. time call held for unavailable officer (minutes) 3.80 3.80 3.80 - 94 -
Authorized positions filled 94% 90% 98% Applicants returning background investigation packets 94% 94% 95% Property accurately keyed into the computer system 98% 98% 98% Property retrieved on first request 99% 99% 99%
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 851,225 903,613 922,358 1,022,329 Supplies 10,662 14,085 13,004 14,685 Maintenance 15,308 8,700 8,286 20,050 Contractual Services 25,124 46,038 28,788 35,310 Capital - - - - 902,319 972,436 972,436 1,092,374 Total
Police - Support Services
Salaries & Benefits Supplies Maintenance Contractual Services
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Animal Control 1210 Program Description
Animal Control is responsible for enforcing the City’s animal control ordinances, providing care for and tracking the disposition of impounded animals, operating and maintaining the Greenville Animal Shelter and providing staff support to the Animal Shelter Advisory Board.
Program Personnel FTE 2005-06 2006-07 2007-08 Animal Control Supervisor 1.0 1.0 1.0 Animal Control Officer 2.0 2.0 2.0 Animal Control Attendant 1.0 1.0 1.0 Total 4.0 4.0 4.0
Achievements for Fiscal Year 2007
• Worked on establishing a “No Trapping Wildlife Management Policy” which was adopted by the City.
• Participated in numerous community events including Career Day at Crocket Elementary.
Performance Objectives
• Protect the public health and welfare by providing patrolled enforcement of animal control ordinance in order to reduce the number of stray animals in the City of Greenville.
• Protect the health and welfare of stray and captured animals by providing adoption services and maintaining an animal shelter which operates in accordance with State law.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Number of animals captured 1367 1409 1200 Number of dead animals recovered 399 304 280 Number of citations issued 29 29 35 Number of animals brought into shelter 3610 2202 1800 Percent of animals placed with new owners or reclaimed 17% 20% 22% Percent of animals euthanized 79% 74% 72%
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 166,374 177,118 173,221 182,165 Supplies 23,203 27,630 24,068 24,564 Maintenance 3,685 7,050 3,693 4,470 Contractual Services 25,343 53,400 22,318 23,105 Capital - - - - 218,605 265,198 223,300 234,304 Total
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Animal Control
Salaries & Benefits Supplies Maintenance Contractual Services
$300,000
$225,000
$150,000
$75,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Fire Administration 1301 Program Description
Fire Administration plans and directs all fire division activities, develops fire policies, evaluates performance, develops and administers budgets, maintains records and files, counsels and resolves conflicts.
Program Personnel FTE 2005-06 2006-07 2007-08 Fire Chief 1.0 1.0 1.0 Assistant Fire Chief 1.0 1.0 1.0 Executive Secretary 0.0 1.0 1.0 Total 2.0 3.0 3.0
Achievements for Fiscal Year 2007
• Began Safe House Program
• Raised $20,000 for MDA
• Participated in Drug Free Greenville’s hero card program
Performance Objectives
• Ensure readiness of department to respond to emergencies and achieve favorable customer rating.
• Ensure compliance with rules and regulations.
• Enable all fire personnel to complete minimum of 20 hours of approved/required fire training.
• Ensure that fire personnel participate in the health and wellness program and are evaluated for fitness for duty.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Average sick leave usage per person per year 4.3 4 4 Fire personnel completing required training 94% 98% 98% Personnel receiving health and wellness training and 95% 98% 100% education Personnel with an above average score on fit for duty 65% 80% 80%
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 211,041 260,784 251,057 275,595 Supplies 5,816 5,900 5,327 6,400 Maintenance 9,401 8,200 3,017 4,844 Contractual Services 12,455 18,265 14,268 19,195 Capital - - - - Total 238,713 293,149 273,669 306,034
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Fire Administration
Salaries & Benefits Supplies Maintenance Contractual Services
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Fire Operations 1302 Program Description
Fire Operations Division preserves and protects life and property while safeguarding the environment and the City’s economic base. This mission is accomplished through a coordinated program of services which includes fire rescue, fire suppression and prevention, hazardous material mitigation, fire code enforcement, business facility inspections, home inspections, first aid and public education about fire safety and prevention.
Program Personnel FTE 2005-06 2006-07 2007-08 Battalion Chief 3.0 3.0 3.0 Lieutenant 12.0 12.0 12.0 Engineer 12.0 12.0 12.0 Firefighter 18.0 18.0 18.0 Total 45.0 45.0 45.0
Achievements for Fiscal Year 2007
• Continued FARM (Firefighter As Role Models) Program, and expanded to 5 classes of children
• Combat Challenge Team qualified for the World Championships for the 2nd year in a row, and placed 6th overall.
• Participated and supported the Relay for Life
• Participated and supported the Cares and Shares food Drive
• Began a Turnout Gear rotation to comply with NFPA 1851
Performance Objectives
• Respond to emergency incidents in a timely and safe manner.
• Keep vehicles maintained and operational.
• Follow safety procedures; use Incident Management System on all emergency incidents.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 County fire assists 33 30 40 Emergency Medical assists 1079 1100 1487 Fire responses 244 230 151 Other responses 523 550 706 Response times within five (5) minutes (all calls combined) 63% 75% 80% Fires confined to room or area of origin for all structures and for 83% 85% 85% multi family residence
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Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 3,117,472 3,283,963 3,212,401 3,556,032 Supplies 85,521 130,594 110,436 127,682 Maintenance 65,996 57,215 65,757 45,656 Contractual Services 146,268 150,077 147,016 151,379 Capital - - 2,307 10,500 3,415,257 3,621,849 3,537,917 3,891,249 Total
Fire Operations
Salaries & Benefits Supplies Maintenance Contractual Services
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Fire Prevention 1303 Program Description
The Fire Prevention Division seeks to systematically reduce the number and severity of fires in Greenville through public education, fire code enforcement and arson investigation.
Program Personnel FTE 2005-06 2006-07 2007-08
Fire Marshal 1.0 1.0 1.0
Total 1.0 1.0 1.0
Achievements for Fiscal Year 2007
• Began Juvenile Fire Starter Program to teach fire prevention to local students.
Performance Objectives
• Completion of plan reviews in a timely manner.
• Completion of Certificate of Occupancies and new construction inspections in a timely manner.
• Ensure a consistent company inspection program.
• Completion of cause and origin determination in a timely manner.
• Ensure that public education is conducted.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Plan reviews & Certificate of Occupancies completed within five (5) 83% 85% 85% business days Company inspections completed on time 92% 100% 93% Fires where the cause & origin is identified 97% 95% 90% Fires formally investigated 189 200 151 Children K-12 reached with public education program 3700 3500 4150
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 86,981 89,885 45,506 96,416 Supplies 6,274 7,273 5,504 6,912 Maintenance 422 1,150 1,055 1,095 Contractual Services 4,144 8,125 3,161 7,575 Capital - - - - 97,821 106,433 55,226 111,998 Total
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Fire Prevention
Salaries & Benefits Supplies Maintenance Contractual Services
$125,000
$100,000
$75,000
$50,000
$25,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 103 -
Emergency Management 1304 Program Description
The Emergency Management Division funds disaster preparedness related programs including public information, outdoor warning, siren maintenance, planning, communication expenses and simulation training.
Achievements for Fiscal Year 2007
• Developed an emergency action plan for the City of Greenville
• Completed upgrade of the communication system in the Emergency Operations Center
Performance Objectives
• Maintain emergency warning sirens in operating condition.
• Maintain the Storm Spotters program for early warning of dangerous weather.
• Maintain functional Emergency Operations Center (EOC).
• Receive training in Natural disaster and Weapons of Mass Destruction response.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Sirens operable at all times 89% 100% 95% Disaster exercises participated in 0 0 0 Training hours received in Natural disaster and Weapons 25 40 60 of Mass Destruction response
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits - - - - Supplies - 250 235 750 Maintenance 764 2,000 1,883 2,800 Contractual Services 1,764 11,800 11,783 4,550 Capital - - - - Total 2,528 14,050 13,901 8,100
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Fire - Emergency Management Contractual Services Maintenance Supplies
$15,000
$12,500
$10,000
$7,500
$5,000
$2,500
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 105 -
Public Works Administration 1501 Program Description
Public Works Administration supervises and directs Streets, Traffic, Water Administration, Water Production, Water Distribution, Wastewater Collection, and Wastewater Treatment. Public Works responds to customer inquiries and provides financial management, contract monitoring, technical assistance and administrative support, interacts with Federal and State agencies such as the Environmental Protection Agency (EPA), Texas Commission on Environmental Quality (TCEQ), Texas Water Development Board (TWDB) and Texas Department of Transportation (TxDOT) to achieve compliance with various regulations and permits.
Program Personnel FTE 2005-06 2006-07 2007-08 Director of Public Works 1.0 1.0 1.0 Executive Secretary 1.0 1.0 1.0 Public Works Clerk 0.4 0.4 0.4 Total 2.4 2.4 2.4
Achievements for Fiscal Year 2007
• Public Works administrated, managed and inspected the engineering and construction of the following projects for the City: Statewide Transportation Enhancement Program (STEP). Center Point Lane Water Tower. Center Point Lane Water Line. Utility Relocation on US 380 in preparation for TxDOT project. Lions Lair Extension in preparation for Paris Junior College Construction.
• Public Works administrated and managed the Professional Services Agreements and engineering of the following projects scheduled for completion in FY 07/08: I-30 Utility Relocation Engineering. Pavement Inventory and Street Assessment Program. The grant acquisition and engineering of the Closing of Speedway Street at Katy Railroad, this project let in November of 2007. The City-wide Radio Reconfiguration project as required by the Federal Communications Commission. The Professional Services Agreement for the Water Distribution Analysis Water Modeling. The Professional Services Agreement for the Wastewater Treatment Condition Assessment and Concept Design. The SSO Outreach Initiative as required by Texas Commission on Environmental Quality.
• Public Works administrated and negotiated the following water agreements: New Sabine River Raw Water Contract. Amendment for the Jacobia Water Delivery Rate.
• Public Works administrated a Texas Department of Transportation Grant Application for Safe Routes to School.
Performance Objectives
• Efficiently maintain and report Public Works departmental budget data, regulatory records, division monthly activity reports, staff records, construction plans and project permanent records.
• Administer City Engineering, Professional Services and Construction contracts.
• Monitor and report to State and Federal Regulatory Agencies regarding flood plain, drinking water, sanitary and storm sewer compliance.
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Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Public requests or information responded to 833 865 950 Projects completed within budget and timeframe 7 8 9 Total construction projects administered $10,541,302 $6,724,946 $17,318,000 Total engineering projects administered $1,238,197 $634,270 $1,365,000
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 188,801 201,521 199,963 207,833 Supplies 1,388 2,004 2,217 2,499 Maintenance 1,590 2,200 1,307 1,921 Contractual Services 38,986 33,380 25,972 15,000 Capital - - - 800 Total 230,765 239,105 229,459 228,053
Public Works Administration
Salaries & Benefits Supplies Maintenance Contractual Services Capital
$250,000
$200,000
$150,000
$100,000
$50,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 107 -
Streets 1502 Program Description
The Streets Division provides concrete work, patching, street cleaning, tree cutting, ditch cleaning, blade work, house demolitions, street sweeping and other street maintenance. These services are completed with: work orders, call-ins from citizens, City staff and routine maintenance. This Division is also responsible for the cleaning of the Longbranch Creek.
Program Personnel FTE 2005-06 2006-07 2007-08 Street Superintendent 1.0 1.0 1.0 Street Foreman 1.0 1.0 1.0 Sr. Heavy Equipment Operator 2.0 2.0 2.0 Concrete Finisher 1.0 1.0 1.0 Heavy Equipment Operator 4.0 4.0 4.0 Street Maintenance Worker 3.0 3.0 3.0 Total 12.0 12.0 12.0
Achievements for Fiscal Year 2007
• Completed 1,720 street repairs.
• Cleaned over 45,000 linear feet of drainage in response to excessive rains.
• Swept 251 miles of streets.
• Patched 1,593 potholes.
• Assisted Water Treatment Dept. with emergency water acquisition at Lake Tawakoni.” (built concrete ramp, rebuilt roads, traversed deep silt/mud, excavated around intake structure, and placed intake pipes 500’ further into lake).
• Assisted with the Re-design and repair of drainage structures around hangar at airport.
• Assisted with the remodel of the front plaza at City Hall.
• Applied over $33,000 from FEMA grant for reimbursement of repaired flood damages.
Performance Objectives
• Provide for safe, smooth, vehicular traffic.
• Sweep as many streets as possible.
• Replace sidewalks to ensure pedestrian safety.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Feet of sidewalk replaced 5,692 2,346 2,600 Cost of sidewalk repaired per linear foot $8.51 $8.91 $9.25 Miles of streets swept 529 251 800 Cost of streets swept per mile $21.59 $673.31 $27.00 Square feet of street repaired 145,152 81,459 120,000
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Cost of street repair per square feet (average) $13.95 $21.20 $16.96 Pothole complaints repaired in a year 1,588 1,593 1,600 Cost of pothole repair per pothole (average) $9.85 $16.45 $13.16
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 502,117 542,747 540,274 563,795 Supplies 51,333 56,058 50,952 52,817 Maintenance 194,633 195,627 181,607 674,000 Contractual Services 7,690 11,200 6,808 6,750 Capital - - - - Total 755,773 805,632 779,641 1,297,362
Streets
Salaries & Benefits Supplies Maintenance Contractual Services
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 109 -
Traffic 1503 Program Description
The Traffic Division is responsible for the placement and maintenance of all signs, barricades and traffic cones within the city. The Division makes the majority of its own signs and paints curbs, crossing zones, and street striping. This division is also responsible for trimming trees as necessary to maintain proper sight clearances, and welding/cutting for all City departments. These services are completed with: work orders, call-ins from citizens, staff and daily routine.
Program Personnel FTE 2005-06 2006-07 2007-08 Traffic Foreman 1.0 1.0 1.0 Traffic Maintenance Technician 1.0 1.0 1.0 Total 2.0 2.0 2.0
Achievements for Fiscal Year 2007
• Started Baby Boomer Sign Replacement Project Phase One.
• Repainted stripes and crosswalks over 31,000 linear feet.
• Assist other departments with special projects such as “Repainted Sport’s Park parking lots and curbs”, “Special needs signs for other departments”, “Metal cutting & welding for other departments”.
Performance Objectives
• Replace old and/or damaged signs.
• Stripe streets annually.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Signs replaced in year 308 250 250 Signs replaced within 2 days of being reported 98% 75% 75% Cost of Signs replaced per sign (average) $80 $82 $82 Street Striping – Percent of total striped footage 38% 40% 40% Cost of streets striped per linear foot $0.18 $0.18 $0.18
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 85,444 92,298 94,003 98,433 Supplies 5,804 16,969 7,816 10,775 Maintenance 32,707 35,112 29,499 31,763 Contractual Services 220,448 202,700 198,464 204,832 Capital - - - - Total 344,403 347,079 329,782 345,803
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Traffic
Salaries & Benefits Supplies Maintenance Contractual Services
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Engineering 1504 Program Description
The purpose of the Construction Inspection Division activity is to review, design, manage, provide construction inspection, and contract administration for public and private projects involving public infrastructure, to ensure compliance with plans, specifications, contract documents and City Standards.
Program Personnel FTE 2005-06 2006-07 2007-08 Engineering Superintendent 1.0 1.0 1.0 Construction Inspector 2.0 2.0 2.0 Engineering Technician 1.0 1.0 1.0 Total 4.0 4.0 4.0
Performance Objectives
• Protect the public health and welfare by providing timely, fair, and consistent plan review and inspections of permits, infrastructure construction and other public projects to ensure compliance with the land development codes and infrastructure standards adopted by the City of Greenville.
• Implement procedures and recommend adoption of infrastructure standards that are consistent with principles of sound engineering and that encourage sustainable development practices.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Number of development applications and other projects 16 15 15 reviewed Number of permit plan reviews 551 550 540 Percent of permit plan reviews performed on time 94% 90% 96% Number of permit inspections 345 350 340 Percent of permit inspections performed on time 99% 99% 99%
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 202,880 240,193 248,898 261,465 Supplies 9,468 14,958 7,894 10,836 Maintenance 1,825 5,300 1,728 1,700 Contractual Services 4,428 7,183 5,515 5,338 Capital - 1,000 - - 218,601 268,634 264,035 279,339 Total
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Engineering
Salaries & Benefits Supplies Maintenance Contractual Services
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 113 -
Code Enforcement 1402 Program Description
The Code Enforcement Division is responsible for enforcement of the City’s Building, Health and Food Safety, Property Maintenance, and Zoning codes.
Program Personnel FTE 2005-06 2006-07 2007-08 Code Enforcement Manager 1.0 1.0 1.0 Sanitarian 1.0 1.0 1.0 Building Inspector 1.0 1.0 1.0 Code Enforcement Officer 1.0 1.0 2.0 Total 4.0 4.0 5.0
Achievements for Fiscal Year 2007
• Working through the Substandard Structure Board, the Code Enforcement staff condemned and demolished 33 structures. We expect this number to increase in fiscal year 2008.
• Working with area residents, Greenville Police Department and other City departments, staff established a target area in the northwest portion of Greenville to aggressively pursue code violations in an effort to reduce crime and urban blight. This model will likely be used in other areas of the City.
Performance Objectives
• Protect the public health and welfare by providing:
• Timely, fair, and consistent plan review and inspections of private construction projects, to ensure compliance with the internationally recognized building and construction codes adopted by the City of Greenville
• Fair and consistent inspections of food service establishments and public/semi-public swimming pools, to ensure compliance with the State Department of Health Services regulations
• Regular inspections of property to ensure compliance with the City’s property maintenance codes and ordinances and to provide a timely response to all complaints related to property maintenance code violations.
Actual Estimate Projected Performance Measure 2005-06 2006-07 2007-08 Value of new building permits $50,547,258 $65,634,513 $55,000,000 Number of permit plan reviews 1911 1466 1300 Percent of permit plan reviews performed on time 96% 95% 95% Number of permit inspections 4049 2974 3600 Percent of permit inspections performed on time 99% 99% 99% Total food services licenses issued 171 174 182 Total public swimming pool licenses issued 32 37 40 Number of inspections 301 351 525 Percent of permanent food establishments inspected at N/A 100% 100% least twice annually
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Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 235,953 129,667 81,853 319,481 Supplies 11,076 13,459 10,268 13,324 Maintenance (3,137) 1,770 1,145 953 Contractual Services 99,415 20,900 12,723 16,750 Capital - 400 - 400 Transfers - - - - 343,307 166,196 105,989 350,908 Total
Code Enforcement
Salaries & Benefits Supplies Contractual Services Capital
$450,000
$375,000
$300,000
$225,000
$150,000
$75,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 115 -
Planning & Zoning 1401 Program Description
The Planning and Zoning Division provides management and clerical support for all Divisions within the Community Development Department and is responsible for implementing and enforcing the City’s Comprehensive Plan, Zoning Ordinance, and Subdivision Ordinance.
Program Personnel FTE 2005-06 2006-07 2007-08 Director of Community Development 1.0 1.0 1.0 Executive Secretary 1.0 1.0 1.0 Secretary 1.0 1.0 1.0 Total 3.0 3.0 3.0
Achievements for Fiscal Year 2007
• Completely updated the City’s Zoning Ordinance and will be sending the document through Planning and Zoning Commission and the City Council for adoption in FY 2007-2008.
• Coordinated the update and adoption of the City’s Subdivision Regulations.
• Developed and implemented the “Developers and Builders Guide” to assist customers through various development processes.
• Implemented new pre-development procedures to work towards a more smooth and seamless application process.
Performance Objectives
• Implement procedures and recommend adoption of land use regulations that encourage sustainable development practices and that address the priorities outlined in the City’s comprehensive plan. Provide timely, fair, and consistent review of building permit, zoning, and subdivision plat applications.
• Protect the public health and welfare by providing timely, fair, and consistent review of building permit, zoning, and land development applications to ensure compliance with the City's comprehensive plan and land development codes. Pursue grant opportunities that will assist with other Department objectives.
• Assist in protecting the public health and welfare by providing timely and accurate clerical support to the planning, building inspections, public health, code enforcement, and engineering divisions of the City.
• Provide excellent customer service through all phases of the permit application, review, and inspection processes
• Provide excellent customer service through all phases of the development application, review, and inspection processes
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Number of new zoning, and land development applications 43 78 65 reviewed Number of permit plan reviews 1911 1466 1250 Percent of permit plan review performed on time 96% 95% 95%
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Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 182,500 190,235 191,776 201,049 Supplies 4,842 5,145 4,515 6,253 Maintenance 269 770 701 1,007 Contractual Services 15,950 11,266 11,353 13,471 Capital - - - - 203,561 207,416 208,345 221,780 Total
Planning and Zoning
Salaries & Benefits Supplies Maintenance Contractual Services
$250,000
$200,000
$150,000
$100,000
$50,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 117 -
Parks & Recreation Administration 1601 Program Description
Parks & Recreation Administration provides management and direction for the operations of the Parks, Recreation, Cemetery, Aquatic, Golf and Civic Center divisions. This division also formulates and implements goals, objectives and strategic plans, and provides staff support to the Parks Board and Tree Board.
Program Personnel FTE 2005-06 2006-07 2007-08 Director of Parks & Recreation 1.0 1.0 1.0 Total 1.0 1.0 1.0
Parks & Recreation Achievements for Fiscal Year 2007
• TAAF State Golf Commissioner promoted and conducted the State Golf Tournament
• Arbor Day celebrating 11th year as a Tree City USA
• Conducted tenth year of City of Greenville Jr. Golf team program
• Installed new restroom in Graham Park
• Installed landscaping and shade pavilion for New Public Safety Building
• Participated in year long Personnel Manual study group
• Conducted 16th Annual Tree Lighting Ceremony
• Coordinated search for new Recreation Manager
• Designed new plaza for Municipal Building
• Constructed 50% of the Parks Garage roof
• Local athlete named TAAF State Athlete of the Year
• Conducted NFL Punt, Pass & Kick
• Conducted MLB Pitch, Hit & Run
Performance Objectives
• Oversee employee recognition, safety, performance and other personnel-related programs.
• Administer the implementation of the strategic plans for the department.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Employee turnover rate 15.75% 5% 5% Maintenance plans completed by scheduled deadlines 100% 100% 100% Capital projects completed by deadline 100% 100% 100%
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Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 104,993 108,332 108,037 112,596 Supplies 390 800 396 900 Maintenance - 200 - - Contractual Services 3,703 5,595 2,888 3,484 Capital - - - - 109,086 114,927 111,321 116,980 Total
Park and Recreation Administration
Salaries & Benefits Supplies Maintenance Contractual Services
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 119 -
Parks 1602 Program Description
The Parks Division is responsible for the development and maintenance of open space areas as well as community facilities and properties. This division maintains nine developed parks and ball fields totaling approximately 242 acres. Parks is responsible for mosquito abatement and mowing rights-of-way, drainage areas, the Airport and public owned lots.
Program Personnel FTE 2005-06 2006-07 2007-08 Parks Superintendent 1.0 1.0 1.0 Parks Maintenance Worker 5.0 5.0 5.0 Athletic Field Supervisor 1.0 1.0 1.0 SportsPark Maintenance Worker 2.0 2.0 2.0 Special Project Coordinator 0.5 0.0 0.0 Parks Extra Help (PT) 4.1 4.6 4.6 Total 13.6 13.6 13.6
Performance Objectives
• Maintain the turf management program.
• Maintain a program of park facilities improvements.
• Average parkland mowing cycle of 7 days.
• Average playing field mowing cycle of 3.5 days.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Playing fields mowed on scheduled 98% 95% 95% Parkland mowed on scheduled 90% 85% 85% Playground inspections completed per year 50% 75% 80% Miles of Right-Of-Way mowing 266 266 266 Number of games played on sport fields 1318 1325 1455 Maintenance acreage assigned per employee 60 60 60
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 453,142 458,141 442,824 553,963 Supplies 53,620 59,897 54,451 55,150 Maintenance 64,066 58,770 53,728 62,739 Contractual Services 120,260 110,165 106,745 97,874 Capital - 1,000 870 1,000 Total 691,088 687,973 658,618 770,726
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Parks
Salaries & Benefits Supplies Maintenance Contractual Services
$800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 121 -
Recreation 1603 Program Description
The Recreation Division is responsible for the activities that are held at the City’s sports facilities and the Reecy Davis Recreation Center.
Program Personnel FTE 2005-06 2006-07 2007-08 Recreation Manager 1.0 1.0 1.0 Recreation Attendant (PT) 0.2 0.2 0.2 Total 1.2 1.2 1.2
Performance Objectives
• Improve adult athletic programs through increased participation.
• Provide a variety of adult sports activities that serve a diverse group of participants and diverse skill levels.
Actual Estimate Projected Performance Measures 2006-07 2006-07 2007-08 Teams in adult spring & fall softball leagues 91 95 110 Teams in adult winter & summer basketball leagues 17 16 16 Teams in adult fall & summer volleyball leagues 26 30 30 Total Sports teams 134 141 156
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 68,159 81,917 69,119 77,116 Supplies 10,801 12,400 9,028 10,950 Maintenance - - - - Contractual Services 24,779 37,766 18,858 38,404 Capital - - - - 103,739 132,083 97,005 126,470 Total
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Recreation
Salaries & Benefits Supplies Maintenance Contractual Services Capital
$200,000
$150,000
$100,000
$50,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
.
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Municipal Pool 1605 Program Description
The Municipal Pool Division of Parks and Recreation operates an outdoor pool with an area of 5,000 square feet. The division offers open swimming, special nights, private rentals and swimming lessons. The Municipal Pool is a seasonal operation that produces partial cost recovery through private party rental fees, swimming lesson fees, daily admission fees and daily admission coupon booklet fees.
Program Personnel FTE 2005-06 2006-07 2007-08 Summer Help (PTT) 3.4 3.4 3.4 Total 3.4 3.4 3.4
Performance Objectives
• Operate “Learn to Swim” classes on a self-supporting basis.
• Provide a safe and enjoyable swimming environment for the citizens.
• Revenues anticipated of $44,676.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Swimming lesson classes offered 62 60 60 Students passing swimming lesson classes 98% 95% 95% Pool attendance 13,506 14,500 14,500 Anticipated revenues realized 85% 100% 100% Private party rentals 28 30 30
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 63,957 71,200 68,216 71,800 Supplies 12,106 15,025 12,853 15,050 Maintenance 4,208 4,300 4,444 7,300 Contractual Services 14,960 14,550 12,483 14,550 Capital - - - - 95,231 105,075 97,996 108,700 Total
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Municipal Pool
Salaries & Benefits Supplies Maintenance Contractual Services
$125,000
$100,000
$75,000
$50,000
$25,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 125 -
Recreation Center 1609 Program Description
The Reecy Davis, Sr. Recreation Center is home to the Senior Recreation Program which provides a variety of activities for citizens age 55 and older three days a week, adult athletics and the Boys & Girls Club.
Program Personnel FTE 2005-06 2006-07 2007-08 Recreation Supervisor (PT) 0.5 0.5 0.5 Building Maintenance Worker 0.0 0.0 0.0 Total 0.5 0.5 0.5
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Participants in Senior Citizen Program 487 490 525 Days recreation center is utilized for athletic events 52 60 65
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 18,796 19,270 19,099 20,900 Supplies 1,000 1,000 999 1,500 Maintenance 673 3,500 309 1,070 Contractual Services 33,292 42,820 26,218 28,850 Capital - - - - Total 53,761 66,590 46,625 52,320
Recreation Center
Salaries & Benefits Supplies Maintenance Contractual Services
$80,000
$60,000
$40,000
$20,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 126 -
Trick or Treat at the Library
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Cemeteries 1610 Program Description
Cemetery personnel are responsible for the maintenance and operation of the Forest Park and East Mount Cemeteries. These duties primarily consist of mowing, trimming and repair necessary to maintain the appearance of the property. They are also called upon to assist funeral homes in making burial arrangements, to aid citizens in buying and locating gravesites and to conserve deed records for the properties.
Program Personnel FTE 2005-06 2006-07 2007-08 Cemetery Foreman 1.0 1.0 1.0 Sr. Cemetery Maintenance Worker 1.0 1.0 1.0 Cemetery Maintenance Worker 1.0 1.0 1.0 Seasonal (PTT) 2.6 2.6 2.6 Cemetery Clerk (PT) 0.6 0.6 0.6 Total 6.2 6.2 6.2
Performance Objectives
• Maintain turf management program of the cemetery’s 85 acres.
• Computerize cemetery records.
• Average cemetery mowing cycle of 7 to 19 days.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Cemetery land mowed on schedule 85% 90% 90% Lots that need to be computerized 25% 25% 20% Maintenance acreage assigned per employee 23.5 23.5 23.5
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 174,443 196,405 187,003 212,449 Supplies 9,601 17,830 7,413 12,200 Maintenance 8,294 11,275 5,569 15,890 Contractual Services 1,729 1,200 1,472 1,500 Capital - - - - 194,067 226,710 201,457 242,039 Total
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Cemeteries
Salaries & Benefits Supplies Maintenance Contractual Services
$225,000 $200,000 $175,000 $150,000 $125,000 $100,000 $75,000 $50,000 $25,000 $0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
.
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Civic Center 1612 Program Description
The Fletcher Warren Civic Center is a community building available to the public for an affordable fee. The building contains a large ballroom and kitchen area as well as smaller classroom-sized rooms. The Civic Center is a popular location for wedding receptions, family reunions, seminars and other meetings. This division is also responsible for Municipal Auditorium rentals.
Program Personnel 2005-06 2006-07 2007-08 Administrative Secretary 1.0 1.0 1.0 Custodial Worker 2.0 2.0 2.0 Total 3.0 3.0 3.0
Performance Objectives
• Increase number of rentals at the Civic Center and Municipal Auditorium.
• Provide an enjoyable experience for paying guests.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Double-bookings 0 0 0
Average days to process applications 1 1 1
Number of contracts executed 185 225 230
Facility revenue generated $69,939 $45,900 $50,000
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 100,632 110,606 106,365 113,649 Supplies 4,643 6,100 4,897 4,950 Maintenance 1,011 2,330 1,304 1,672 Contractual Services 38,675 34,880 28,640 32,885 Capital - 3,000 - 3,000 Total 144,961 156,916 141,206 156,156
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Civic Center
Salaries & Benefits Supplies Contractual Services
$200,000
$150,000
$100,000
$50,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 131 -
Non-Departmental 1901 Program Description
Contingency funds within this Non-departmental Division are to be used by the City Manager for unforeseen situations or emergencies with the approval of the City Council. The Non-departmental Division also includes expenditures shared by other divisions of the General Fund.
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 12,214,695 12,995,887 12,601,231 14,413,886 Supplies 560,548 771,324 612,942 731,278 Maintenance 479,382 475,653 425,458 940,295 Contractual Services 1,621,056 1,761,056 1,580,382 1,651,758 Miscellaneous 127,759 221,300 215,782 169,100 Capital 73,942 75,138 69,930 86,979 Debt Service 6,400 7,235 - - Transfers 1,915,354 1,247,070 1,247,070 1,136,070
Total 16,999,136 17,554,663 16,752,795 19,129,366
Non-Departmental
Salaries & Benefits Supplies Maintenance Contractual Services
Miscellaneous Capital Debt Service Transfers
$20,000,000
$17,500,000
$15,000,000
$12,500,000
$10,000,000
$7,500,000
$5,000,000
$2,500,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 132 -
Interfund Transfers
Transfer to Funds represents the General Fund’s share of funding for Fleet and Building Maintenance as well as funding for capital expenditures in the General CIP, Vehicle/Equipment Replacement and MIS Funds.
Actual Budget Estimate Budget Transfers 2005-2006 2006-2007 2006-2007 2007-2008 Utility CIP 7,375 - - - Texas Capital Grant Fund - - - - General CIP 675,000 61,000 61,000 - Central Service Fund 487,122 595,139 595,139 595,139 Vehicle/Equip Replacement Fund 162,504 - - - MIS Fund 595,353 590,931 590,931 540,931 4A EDC Fund - - - - 1,927,354 1,247,070 1,247,070 1,136,070 Total
Total Transfers
$2,000,000
$1,750,000
$1,500,000
$1,250,000
$1,000,000
$750,000
$500,000
$250,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Local students that are participating in the Firefighter As Role Model Program (FARM)
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Enterprise Funds are generally used to account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. Enterprise Funds may also be used when the governing body has decided that periodic determination of revenue earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability or other purposes. The City utilizes the following Enterprise Funds:
• Water/Wastewater Utilities Fund. Accounts for the operations of the water and sanitary sewer utilities.
• Airport Fund. Accounts for the operations of the Majors Field Municipal Airport.
• Golf Course Fund. Accounts for the operations of the Wright Park Golf Course.
• Sanitation Fund. Accounts for the privatized solid waste services of the City.
Enterprise Funds
Water/Wastewater Utilities Fund
Airport Fund
Golf Course Fund
Sanitation Fund
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Combined Enterprise Funds - Sources
Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Water/Wastewater Utilities 12,771,424 12,383,075 12,521,070 12,043,415 Airport Fund 192,797 178,554 188,089 140,385 Golf Course Fund 188,510 182,300 172,439 192,600 Sanitation Fund 3,044,467 3,189,439 3,579,668 3,302,300 16,197,198 15,933,368 16,461,266 15,678,700 Total
FY 2006-07 Revenues FY 2007-08 Revenues
Sanitation Fund
Golf Course Fund
Airport Fund
Water/Wastewater Utilities
0% 10% 20% 30% 40% 50% 60% 70% 80%
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Combined Enterprise Funds - Uses
Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Water/Wastewater Utilities 10,284,360 13,030,964 12,953,788 14,479,167 Airport Fund 198,060 200,101 174,146 117,649 Golf Fund 216,869 228,539 245,370 192,390 Sanitation Fund 2,999,871 3,101,846 3,347,990 3,387,666 13,699,160 16,561,450 16,721,294 18,176,872 Total
FY 2006-07 Expenses FY 2007-08 Expenses
Sanitation Fund
Golf Fund
Airport Fund
Water/Wastewater Utilities
0% 10% 20% 30% 40% 50% 60% 70% 80%
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Water / Wastewater Fund Summary Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Beginning Retained Earnings 4,230,007 6,717,071 6,717,071 6,284,353
Fees & Service Charges 12,249,503 12,045,109 12,121,333 11,653,415 Interest Revenue 260,240 266,000 328,450 330,000 Sales & Income 67,415 60,000 59,321 60,000 Total Revenues 12,577,158 12,371,109 12,509,104 12,043,415
Transfers 194,266 11,966 11,966 - Bond Proceeds - - - - Total Other Funding Sources 194,266 11,966 11,966 -
Total Revenue & Other Funding 12,771,424 12,383,075 12,521,070 12,043,415
Salaries & Benefits 2,243,296 2,433,914 2,405,947 2,550,800 Supplies 506,829 529,404 475,276 515,561 Maintenance 481,113 691,372 651,237 705,746 Contractual Services 1,551,756 2,046,863 1,782,516 2,060,373 Capital - 836 833 500 Miscellaneous 77,460 77,371 88,476 185,000 Debt Service 2,754,219 2,598,881 2,631,677 2,554,026 Total Expenditures 7,614,673 8,378,641 8,035,962 8,572,006
Transfers 2,669,687 4,652,323 4,917,826 5,907,161 Total Other Financing Uses 2,669,687 4,652,323 4,917,826 5,907,161
Total Expenditures & Other Uses 10,284,360 13,030,964 12,953,788 14,479,167
Ending Retained Earnings 6,717,071 6,069,182 6,284,353 3,848,601
Water/Wastewater Utility Fund Total Revenues Total Expenditures
$15,000,000
$10,000,000
$5,000,000 FY 2005-06 FY 2006-07 FY 2007-08
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Water Utilities Fund Actual Budget Estimate Budget Revenues 2005-2006 2006-2007 2006-2007 2007-2008 Water Sales 5,872,997 5,749,642 5,422,771 5,466,400 Sewer Fees 4,454,512 4,441,960 4,852,044 4,529,000 Service Fees & Charges 1,921,994 1,853,507 1,846,518 1,658,015 Total Operating Revenue 12,249,503 12,045,109 12,121,333 11,653,415
Interest Income 260,240 266,000 328,450 330,000 Sales & Income 67,415 60,000 59,321 60,000 Total Other Revenue 327,655 326,000 387,771 390,000
Sanitation Fund - 161 161 - Electric (GEUS) Operating - 8,464 8,464 - Cable (GEUS) Operating - 3,341 3,341 - Utility Fund 18,544 - - - Utility CIP Fund 175,722 - - - Total Transfers 194,266 11,966 11,966 -
Total Revenues & Transfers 12,771,424 12,383,075 12,521,070 12,043,415
FY 2006-07 Revenues FY 2007-08 Revenues
Total Other Revenue
Service Fees & Charges
Sewer Fees
Water Sales
0% 10% 20% 30% 40% 50% 60%
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Actual Budget Estimate Budget Expenditures by Divisions 2005-2006 2006-2007 2006-2007 2007-2008 Utility Administration 110,682 186,720 108,429 114,213 Water Production 1,918,725 2,414,890 2,264,133 2,397,460 Water Distribution 1,020,152 1,155,215 1,157,058 1,278,648 Wastewater Collection 574,159 682,220 601,537 699,569 Wastewater Treatment 1,155,860 1,250,240 1,175,006 1,337,490 Non-Departmental 2,835,095 2,689,356 2,729,799 2,744,626 Transfers 2,669,687 4,652,323 4,917,826 5,907,161
FY 2006-07 Expenses FY 2007-08 Expenses
Transfers
Non-Departmental
Wastewater Treatment
Wastewater Collection
Water Distribution
Water Production
Utility Administration
0% 10% 20% 30% 40% 50% 60%
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Actual Budget Estimate Budget Expenditures by Classification 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 2,243,296 2,433,914 2,405,947 2,550,800 Supplies 506,829 529,404 475,276 515,561 Maintenance 481,113 691,372 651,237 705,746 Contractual Services 1,551,756 2,046,863 1,782,516 2,060,373 Miscellaneous 77,460 77,371 88,476 185,000 Capital - 836 833 500 Debt Service 2,754,219 2,598,881 2,631,677 2,554,026 Transfers 2,669,687 4,652,323 4,917,826 5,907,161
Total 10,284,360 13,030,964 12,953,788 14,479,167
FY 2006-07 Expenses FY 2007-08 Expenses
Transfers
Debt Service
Miscellaneous
Contractual Services
Maintenance
Supplies
Salaries & Benefits
0% 10% 20% 30% 40% 50% 60%
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Utility Administration 2005 Program Description
Administration is responsible for the general operations of the offices at the Raymond C. Crockett Service Center. The Water Distribution, Wastewater Collection, Street, Traffic and Public Education Divisions are the primary operations involved. This office handles the clerical and secretarial duties for the divisions and receives customer calls relative to the operations. All radio dispatching for the divisions is handled from this office. This office is also involved with the City Fleet Maintenance and assists the Water Treatment Plant and Wastewater Reclamation Center Divisions as needed.
Program Personnel FTE 2005-06 2006-07 2007-08 Administrative Secretary 1.0 1.0 1.0 Total 1.0 1.0 1.0
Performance Objectives
• Provide general and administrative support.
• Provide a first contact with the general citizenry for concerns and inquiries regarding divisional operations.
• Provide the weekday radio dispatching to all Service Center divisions.
• Provide reports to the Public Works Department as needed on a daily or monthly basis.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Customer inquiries with work orders generated 5,224 1,749 3,806 Households reached by the Public Education Program 12,552 10,482 14,200 Retailers inspected for enforcement of Pesticide Ordinance 70 73 73 Toxicity testing on reclaimed water performed and passed 100% 100% 100%
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 33,839 40,246 39,783 42,200 Supplies 18,840 17,838 11,603 17,974 Maintenance 586 10,500 9,748 11,000 Contractual Services 57,417 117,300 46,462 42,539 Miscellaneous - - - - Capital - 836 833 500 110,682 186,720 108,429 114,213 Total
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Water Utilities Administration
Salaries & Benefits Supplies Maintenance Contractual Services Capital
$200,000
$150,000
$100,000
$50,000
$0 Actual 2005-2006 Budget 2006-2007 Budget 2007-2008
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Water Production 2010 Program Description
Water Production Division is responsible for producing safe and acceptable water in accordance with state and federal health standards. This 13 million gallons per-day water treatment plant is manned 24 hours per day 7 days per week. This division is also responsible for the Lake Tawakoni raw water pump station, 20 miles of 27” raw water pipe line, 3 elevated storage tanks, the Industrial Park booster pump station and 2 ground storage tanks.
Operational personnel monitor bacteriological and physical properties of the water, respond to taste and odor inquiries and perform routine daily laboratory analyses. A backflow prevention program requires the division to perform inspections on commercial and industrial entities and some irrigation systems with backflow prevention devices to prevent the prospect of cross-connections in the system.
Program Personnel FTE 2005-06 2006-07 2007-08 Water Plant Superintendent 1.0 1.0 1.0 Water Plant Operator 7.0 7.0 7.0 Total 8.0 8.0 8.0
Achievements for Fiscal Year 2007
• Chemically cleaned the interiors of all three elevated water storage tanks.
• Flocculators and clarifier rakes on one sedimentation basin were sandblasted and recoated.
• Raw Water Valve Actuator was replaced and updated.
• Updated the Water Conservation Plan with new goals and targets.
• Initiated development of the Dam Maintenance Program and Emergency Action Plan for Reservoirs #4 and #5.
Performance Objectives
• Produce the highest quality water at most reasonable cost.
• Operate and maintain the facility to assure the safest water possible.
• Respond to consumer inquiries.
• Monitor and maintain water quality in accordance with state and federal standards.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Total cost of treatment for fiscal year $1,917,584 $2,161,912 $2,324,142 Actual water pumpage in million gallons 1,776 1,432 1,700 Peak day finished water pumpage in million gallons 7.499 5.8 7.5
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Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 407,382 422,825 426,618 420,000 Supplies 261,779 250,876 237,117 271,917 Maintenance 74,266 214,202 196,868 174,463 Contractual Services 1,175,298 1,526,987 1,403,530 1,531,080 Miscellaneous - - - - Capital - - - - 1,918,725 2,414,890 2,264,133 2,397,460 Total
Water Production
Salaries & Benefits Supplies Maintenance Contractual Services
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0 Actual 2005-2006 Budget 2006-2007 Budget 2007-2008
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Water Distribution 2011 Program Description
Water Distribution is responsible for maintenance, repair and construction of the water distribution system, which consists of mains, valves, fire hydrants and service lines from water mains to individual meters.
Program Personnel FTE 2005-06 2006-07 2007-08 Water Distribution Superintendent 0.3 0.3 0.3 Utility Foreman 1.0 1.0 1.0 Utility Crew Leader 4.0 4.0 4.0 Water Service Tech 2.0 2.0 2.0 Utility Worker 6.0 6.0 6.0 Total 13.3 13.3 13.3
Achievements for Fiscal Year 2007
• Continue the Water Line Improvement program, replacing existing undersized and older water main lines with restricted flow and chronic break problems. The existing main line is replaced with new PVC piping, fire hydrants are added as required, and new copper water service lines are installed from main line to each water meter.
• Completed Cytec Industry fire line relocation, this involved relocating a 12” water main designated as a fire line and the installation of a detector check vault to prevent possible backflow situations.
• As part of the Speedway Street Improvement project, this division replaced the existing water mains with a new 6” PVC main line.
Performance Objectives
• Maintain City’s fire hydrants through installation of new hydrants and the repair and replacement of existing hydrants.
• Maintain water mains.
• Replacement of identified localized trouble areas.
• Replace water meters.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Deficient hydrants repaired or replaced annually 35 29 25 New hydrants installed annually 4 3 6 Number of water main line breaks 383 226 210 Linear feet of water main lines replaced 3,180 4,200 4,000 Number of water meters replaced 504 780 800
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Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 706,636 771,729 787,196 850,275 Supplies 62,160 78,936 68,155 69,702 Maintenance 246,428 299,320 297,379 353,466 Contractual Services 4,928 5,230 4,328 5,205 Miscellaneous - - - - Capital - - - - 1,020,152 1,155,215 1,157,058 1,278,648 Total
Water Distribution
Salaries & Benefits Supplies Maintenance Contractual Services
$1,500,000
$1,300,000
$1,100,000
$900,000
$700,000
$500,000
$300,000
$100,000 Actual 2005-2006 Budget 2006-2007 Budget 2007-2008
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Wastewater Collection 2020 Program Description
Wastewater Collection is responsible for the maintenance, repair and replacement of the sewage collection system including mains, service lines and manholes. This division is beginning the SSO Initiative / Sewer Line Improvement Program. This is a five year program which will involve the replacement of existing clay tile sewer mains, brick manholes, and clay tile sewer service lines. In addition a minimum of 200,000 linear feet of sewer main line piping will be cleaned each year with the Vactor truck jetter and vacuum unit.
Program Personnel FTE 2005-06 2006-07 2007-08 Water Distribution Superintendent 0.7 0.7 0.7 Utility Foreman 1.0 1.0 1.0 Utility Crew Leader 3.0 3.0 3.0 Utility Worker 6.0 6.0 6.0 Utility Clerk 1.0 1.0 1.0 Total 11.7 11.7 11.7
Achievements for Fiscal Year 2007
• Highway 380 Utility Relocation Project has just recently been completed, involving the relocation of the water and wastewater main lines from the existing location inside the TxDOT right of way to a new utility easement outside of this right of way.
Performance Objectives
• Maintain the sewer system in order to ensure that it is efficient and effective.
• Elimination of dry wet weather overflows in basins designated for repair.
• Maintain program of cleaning 250,000 feet of sewer line per year.
• Reduce and/or eliminate sewer overflows caused by lift station failures.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Sewer stops cleared in main lines 420 259 230 Sewer stops cleared in service lines 620 594 550 Linear feet of sewer main line replaced 2,630 3,661 3,500 Number of sewer cleanouts installed 117 210 150 Linear feet of sewer main lines cleaned 92,360 52,580 200,000
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Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 425,966 462,992 441,006 493,725 Supplies 39,893 50,893 33,138 36,516 Maintenance 75,778 85,700 78,811 82,579 Contractual Services 32,522 82,635 48,582 86,749 Miscellaneous - - - - Capital - - - - 574,159 682,220 601,537 699,569 Total
Wastewater Collection
Salaries & Benefits Supplies Maintenance Contractual Services
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000 Actual 2005-2006 Budget 2006-2007 Budget 2007-2008
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Wastewater Treatment 2021 Program Description
The Wastewater Treatment Plant is a composite design employing various physical, chemical, and biological unit processes arranged to remove the organic/inorganic pollutants from wastewater generated by residential, commercial, and industrial sources. The Plant consists of pumping facilities, sedimentation units, two stages of trickling filters, clarifiers, chlorination/de-chlorination facilities, reuse pumping and residual solids processing facilities. This division operates the Wastewater Treatment Plant and has responsibility for the Industrial Pretreatment Program, permit compliance, process control monitoring, data processing, records management/reporting, and will perform inspections on pesticide retailers and applicators..
Plant personnel continue to provide preventive and corrective maintenance services to the Water Production Division equal to one full-time equivalent (approx. 40 hours per week).
Program Personnel FTE 2005-06 2006-07 2007-08 Superintendent 1.0 1.0 1.0 Wastewater Plant Foreman 1.0 1.0 1.0 Technical Services Coordinator 1.0 1.0 1.0 Wastewater Operator “B” 3.0 3.0 3.0 Wastewater Operator “C” 4.0 4.0 4.0 Wastewater Laboratory Tech 2.0 2.0 2.0 Wastewater Instrument Tech 2.0 2.0 2.0 Total 14.0 14.0 14.0
Achievements for Fiscal Year 2007
• Completed a US EPA Risk Management Program Audit with no violations.
• Completed TCEQ Permit renewal application for the Wastewater plant.
Performance Objectives
• Maintain compliance with State and Federal requirements for operation and maintenance of the Wastewater Plant.
• Operate and maintain the facility to maximize return on investment in the infrastructure.
• Administer budgetary appropriations to insure cost-effective operations.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Wastewater treated (millions gallons) 825 1220 1020 Biochemical oxygen demand removed (million pounds) 1.66 2.36 2.46 Suspended solids removed (million pounds) 1.36 1.43 1.5 Biosolids landfilled (tons) 681 891 1047 Permit compliance 99.9% 99.7% 99.2% Corrective maintenance work orders completed at 74 154 110 Wastewater plant Corrective maintenance work orders completed at water 19 19 39 plant
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Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 669,473 736,122 711,344 744,600 Supplies 120,877 125,757 123,117 114,352 Maintenance 84,055 81,650 68,431 84,238 Contractual Services 281,455 306,711 272,114 394,300 Miscellaneous - - - - Capital - - - - 1,155,860 1,250,240 1,175,006 1,337,490 Total
Wastewater Treatment
Salaries & Benefits Supplies Maintenance Contractual Services
$1,500,000
$1,300,000
$1,100,000
$900,000
$700,000
$500,000
$300,000
$100,000 Actual 2005-2006 Budget 2006-2007 Budget 2007-2008
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Non-Departmental Program Description
The Non-departmental Division includes expenditures shared by other divisions of the Water Utilities Fund. The City includes in the Miscellaneous line item a contingency amount that may be used for unforeseen situations and/or emergencies with the approval of the City Council.
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits - - - - Supplies 3,280 5,104 2,146 5,100 Maintenance - - - - Contractual Services 136 8,000 7,500 500 Miscellaneous 77,460 77,371 88,476 185,000 Capital - - - - Debt Service 2,754,219 2,598,881 2,631,677 2,554,026 2,835,095 2,689,356 2,729,799 2,744,626 Total
Non Departmental
Supplies Contractual Services Miscellaneous Debt Service
$3,000,000
$2,250,000
$1,500,000
$750,000
$0 Actual 2005-2006 Budget 2006-2007 Budget 2007-2008
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Interfund Transfers
Transfers represent the Water Utility’s share of funding for Fleet and Building Maintenance, Management Information Systems and other activities. A Cost Allocation Plan determines the basis for these charges.
Actual Budget Estimate Budget Transfers 2005-2006 2006-2007 2006-2007 2007-2008 General Fund 1,652,276 1,521,051 1,586,554 1,595,523 Sewer System Improvement Fund - - - - Wastewater Utility Fund - - - - Utility CIP 95,000 2,248,306 2,448,306 3,298,000 Central Service Fund 278,247 204,232 204,232 226,278 Health Insurance Fund - - - - Vehicle/Equip Replacement Fund - 183,268 183,268 235,000 MIS Fund 199,161 161,003 161,003 186,715 Electric Fund 445,003 334,463 334,463 365,645 2,669,687 4,652,323 4,917,826 5,907,161 Total
Transfers General Fund Utility CIP Central Service Fund Vehicle/Equip Replacement Fund MIS Fund Electric Fund
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0 Actual 2005-2006 Budget 2006-2007 Budget 2007-2008
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Sanitation Fund Program Description
The Sanitation Fund is an Enterprise Fund established to collect, track, and disperse funds, relating to the cost of collecting and disposing of solid waste in the City of Greenville.
Sanitation Fund Summary Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Beginning Retained Earnings 49,766 94,362 94,362 326,040
Fees & Service Charges 3,036,343 3,182,755 3,572,021 3,295,000 Interest Revenue 8,124 6,684 7,647 7,300 Total Revenues 3,044,467 3,189,439 3,579,668 3,302,300
Transfers - - - - Total Other Financing Sources - - - -
Total Revenues & Other Funding 3,044,467 3,189,439 3,579,668 3,302,300
Salaries & Benefits - 168,650 175,938 - Contractual Services 2,393,953 2,429,822 2,684,680 2,670,425 Miscellaneous 9,694 55,000 15,789 65,000 Total Expenditures 2,403,647 2,653,472 2,876,407 2,735,425
Transfers 596,224 448,374 471,583 652,241 Total Other Uses 596,224 448,374 471,583 652,241
Total Expenditures & Other Uses 2,999,871 3,101,846 3,347,990 3,387,666
Ending Retained Earnings 94,362 181,955 326,040 240,674
Sanitation Fund Total Revenues Total Expenditures
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$- FY 2005-06 FY 2006-07 FY 2007-08
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Revenue Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Collection 1,803,268 1,853,214 2,063,298 1,900,000 Disposal 1,105,614 1,125,127 1,271,320 1,185,000 Late Charges 26,965 26,800 37,326 33,000 Interest Income 8,124 6,684 7,647 7,300 Administrative Reimbursements 100,496 177,614 200,077 177,000 Total 3,044,467 3,189,439 3,579,668 3,302,300
FY 2006-07 Revenues FY 2007-08 Revenues
Admin Reimb
Interest Income
Late Charges
Disposal
Collection
0% 10% 20% 30% 40% 50% 60%
Expenditures Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits - 168,650 175,938 - Maintenance - - - - Disposal Charges 769,479 797,356 906,578 827,053 Collection Charges 1,624,474 1,632,466 1,778,102 1,843,372 Miscellaneous 9,694 55,000 15,789 65,000 Total 2,403,647 2,653,472 2,876,407 2,735,425
FY 2006-07 Expenses FY 2007-08 Expenses
Miscellaneous
Collection Charges
Disposal Charges
Salaries & Benefits
0% 10% 20% 30% 40% 50% 60% 70%
- 155 -
Transfers Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 General Fund 377,069 204,133 227,342 393,225 Central Service Fund 10,780 13,779 13,779 15,261 MIS Fund 36,585 42,407 42,407 49,304 Water Utility Fund - 161 161 - Electric Fund 171,790 187,894 187,894 194,451 Total 596,224 448,374 471,583 652,241
FY 2006-07 Expenses FY 2007-08 Expenses
Electric Fund
MIS Fund
Central Service Fund
General Fund
0% 10% 20% 30% 40% 50% 60% 70%
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Administrative Service Employee of the Year 2007 – Phil Roddy hard at work
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Airport Fund Program Description
The Municipal Airport Fund was established to fund the on-going expenses associated with the operation, management and marketing of the public aviation facilities at Majors Field. Ground lease fees are the major revenue source.
Program Personnel FTE 2005-06 2006-07 2007-08 Manager 0.5 0.5 0.5 Total 0.5 0.5 0.5
Airport Fund Summary Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Beginning Retained Earnings (26,152) (31,415) (31,415) (17,472)
Fees & Service Charges 135,806 144,127 149,993 106,722 Interest Revenue 1,851 1,800 1,540 1,200 Sales & Income 55,140 32,627 36,556 32,463 Total Revenues 192,797 178,554 188,089 140,385
Transfers - - - - Total Other Financing Sources - - - -
Total Revenues & Other Funding 192,797 178,554 188,089 140,385
Salaries & Benefits 27,049 27,263 25,879 27,600 Supplies 1,396 6,610 752 4,950 Maintenance 3,915 13,880 10,199 19,099 Contractual Services 23,592 38,315 20,368 29,000 Miscellaneous 1,392 107 2,837 - Capital 979 2,750 2,935 5,000 Total Expenditures 58,323 88,925 62,970 85,649
Transfers 139,737 111,176 111,176 32,000 Total Other Uses 139,737 111,176 111,176 32,000
Total Expenditures & Other Uses 198,060 200,101 174,146 117,649
Ending Retained Earnings (31,415) (52,962) (17,472) 5,264
Airport Fund Total Revenues Total Expenditures
$250,000 $200,000 $150,000 $100,000 $50,000 $- 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Performance Objectives
• Plan, organize and direct strategic planning, operations and management of Majors Field.
• Market available airport property to aviation related industries.
• Comply with all FAA, TxDOT, EPA, state & local government regulations.
• Maintain open and positive communications with airport tenants and user groups.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Tenants managed 7 7 7 Findings of non-compliance with FAA, TxDOT, EPA, state 00 0 and local government regulations Meetings between Airport Manager and Airport Advisory 22 22 22 Board, tenants and user groups
Revenues Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Fees & Service Charges 135,806 144,127 149,993 106,722 Interest Revenue 1,851 1,800 1,540 1,200 Sales & Income 55,140 32,627 36,556 32,463
Total 192,797 178,554 188,089 140,385
FY 2006-07 Revenues FY 2007-08 Revenues
Sales & Income
Interest Revenue
Fees & Svc Chgs
0% 10% 20% 30% 40% 50% 60% 70% 80%
- 159 -
Expenditures Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 27,049 27,263 25,879 27,600 Supplies 1,396 6,610 752 4,950 Maintenance 3,915 13,880 10,199 19,099 Contractual Services 23,592 38,315 20,368 29,000 Miscellaneous 1,392 107 2,837 - Capital 979 2,750 2,935 5,000 Total Expenditures 58,323 88,925 62,970 85,649 Other Uses - Transfers 139,737 111,176 111,176 32,000
Total 198,060 200,101 174,146 117,649
FY 2006-07 Expenses FY 2007-08 Expenses
Transfers
Capital
Miscellaneous
Contractual Services
Maintenance
Supplies
Salaries & Benefits
0% 10% 20% 30% 40% 50% 60% 70%
- 160 -
- 161 -
Golf Course Fund Program Description
The Golf Course Fund is the Enterprise Fund used to account for the operations of the Wright Park Golf Course, the City’s 9-hole golf course. This division is responsible for collecting green fees, selling merchandise, renting golf carts, and turf grass maintenance.
Golf Fund Summary Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Beginning Retained Earnings (302,039) (330,398) (330,398) (403,329)
Fees & Service Charges 188,510 182,300 172,439 192,600 Interest Revenue - - - - Sales & Income - - - - Total Revenues 188,510 182,300 172,439 192,600
Transfers - - - - Total Other Financing Sources - - - -
Total Revenues & Other Funding 188,510 182,300 172,439 192,600
Salaries & Benefits 102,330 106,120 120,642 119,700 Supplies 8,761 9,374 7,482 11,100 Maintenance 5,177 14,800 12,540 11,497 Contractual Services 38,343 41,705 44,645 40,479 Capital - - - - Miscellaneous 2,239 - 3,521 - Total Expenditures 156,850 171,999 188,830 182,776
Transfers 60,019 56,540 56,540 9,614 Total Other Uses 60,019 56,540 56,540 9,614
Total Expenditures & Other Uses 216,869 228,539 245,370 192,390
Ending Retained Earnings (330,398) (376,637) (403,329) (403,119)
Golf Fund Total Revenues Total Expenditures
$200,000
$150,000
$100,000
$50,000
$- FY 2005-06 FY 2006-07 FY 2007-08
- 162 -
Program Personnel FTE 2005-06 2006-07 2007-08 Golf Course Supervisor 1.0 1.0 1.0 Part Time Regular 2.5 2.5 2.5 Part Time Temporary 0.3 0.3 0.3 Total 3.8 3.8 3.8
Performance Objectives
• Maintain high quality turf for optimum playing conditions.
• Run the golf course without use of tax dollars.
Actual Budget Budget Performance Measures 2005-06 2006-07 2007-08 Maintained in good condition 80% 80% 80% Labor hours spent on mowing operations 1,250 1,250 1,250 Green Fees collected $122,066 $111,000 $111,000 Maintenance acreage assigned per employee 38 38 38
Revenue Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Green Fees 123,548 111,000 112,186 120,000 Pro Shop Concessions 2,138 4,300 5,523 4,600 Cart Rentals 52,610 55,000 43,821 55,000 Golf Leases 10,214 12,000 10,909 13,000 Total 188,510 182,300 172,439 192,600
FY 2006-07 Revenues FY 2007-08 Revenues
Golf Leases
Cart Rentals
Pro Shop Concessions
Green Fees
0% 10% 20% 30% 40% 50% 60% 70%
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Expenditures Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 102,330 106,120 120,642 119,700 Supplies 8,761 9,374 7,482 11,100 Maintenance 5,177 14,800 12,540 11,497 Contractual 38,343 41,705 44,645 40,479 Total 154,611 171,999 185,309 182,776
FY 2006-07 Expenses FY 2007-08 Expenses
Accrued Vacation/Sick Pay
Contractual
Maintenance
Supplies
Salaries & Benefits
0% 10% 20% 30% 40% 50% 60% 70%
- 164 -
Internal Service Funds are used to account for goods or services provided by internal service divisions within the City to other divisions. Costs are allocated to the divisions that receive the benefit of the services.
Internal Service Funds
Central Services Fund
Facilities Maintenance
Fleet Maintenance
Property & Liability Insurance
Non-Departmental
Management Information Systems Fund
Information Technology
Geographic Information Systems
Vehicle/Equipment Replacement Fund
Health Self-Insurance Fund
The Central Service Fund provides maintenance services along with property & liability insurance for the City. Central Service Fund divisions include Facilities Maintenance, Fleet Maintenance, Plant Insurance and non-departmental charges.
The Management Information Systems Fund is used to account for all computer-related expenditures and provides computer-related support and maintenance. Management Information Systems Fund divisions include Information Technology and Geographic Information Systems.
The Vehicle Equipment Replacement Fund is used to finance vehicle equipment purchases for the City.
The Health Self-Insurance Fund is used to account for the costs associated with the medical self insurance and the worker’s compensation programs established for the City and Greenville Electric Utility System employees and their covered dependents.
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Internal Service Fund
Actual Budget Estimate Budget Revenue 2005-2006 2006-2007 2006-2007 2007-2008 Employer Health Care Contributions 3,307,650 3,275,205 3,283,333 3,335,431 Employee Health Care Contributions 918,182 916,570 1,009,303 945,070 Interest Income 157,255 141,300 284,085 276,000 Sales & Income 76,785 56,441 132,069 105,019 Total Revenue 4,459,872 4,389,516 4,708,790 4,661,520
Total Transfers & TAN Proceeds 5,975,564 2,495,551 2,471,758 2,476,123
10,435,436 6,885,067 7,180,548 7,137,643 Total
Internal Service Fund Revenues
Healthcare Contributions Interest & Sales Income Transfers & TAN Proceeds
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$- 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 MIS Fund 1,190,892 1,147,539 997,477 1,245,553 Central Service Fund 1,325,417 1,362,217 1,377,396 1,374,394 Health Self-Insurance Fund 3,505,167 3,651,809 3,643,483 4,048,173 Vehicle/Equipment Replacement Fund 386,607 794,010 1,248,987 657,024 6,408,083 6,955,575 7,267,343 7,325,144 Total
Internal Service Funds Expenditures
Health Self - Insurance Fund MIS Central Services Fund Vehicle/Equipment Replacement Fund
$8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $- 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 167 -
Central Service Fund Summary Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Beginning Retained Earnings 365,374 241,016 241,017 154,775
Fees & Service Charges - - - - Interest Revenue 10,515 7,300 - - Sales & Income - - 38,199 - Total Revenues 10,515 7,300 38,199 -
Transfers 1,190,544 1,255,053 1,252,955 1,219,962 Total Other Financing Sources 1,190,544 1,255,053 1,252,955 1,219,962
Total Revenues & Other Funding 1,201,059 1,262,353 1,291,154 1,219,962
Salaries & Benefits 568,558 568,171 579,742 586,750 Supplies 43,476 48,552 51,137 46,984 Maintenance 79,250 110,231 118,387 87,164 Contractual Services 600,020 609,035 606,139 646,921 Miscellaneous 25,874 12,682 12,682 - Capital 8,239 13,546 9,309 6,575 Total Expenditures 1,325,417 1,362,217 1,377,396 1,374,394
Transfers - - - - Total Other Uses - - - -
Total Expenditures & Other Uses 1,325,417 1,362,217 1,377,396 1,374,394
Ending Retained Earnings 241,016 141,152 154,775 343
Central Service Fund Total Revenues Total Expenditures
$1,500,000
$1,200,000
$900,000
$600,000
$300,000
$- FY 2005-06 FY 2006-07 FY 2007-08
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Actual Budget Estimate Budget Revenue 2005-2006 2006-2007 2006-2007 2007-2008 General Fund 487,122 595,139 595,139 595,139 Water Utilities 278,247 204,232 204,232 226,278 GEUS (Electric & Cable) 371,534 401,998 401,998 377,242 Sanitation Fund 10,780 13,779 13,779 15,261 Other Transfers 42,861 39,905 37,807 6,042 Other Revenue 10,515 7,300 38,199 - 1,201,059 1,262,353 1,291,154 1,219,962 Total
FY 2006-07 Revenue FY 2007-08 Revenue
Other Revenue
Other Transfers
Sanitation Fund
Water Utilities
GEUS (Electric & Cable)
General Fund
0% 10% 20% 30% 40% 50%
- 169 -
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Facility Maintenance 607,615 607,570 622,723 592,866 Fleet Maintenance 224,233 257,054 257,080 261,528 Insurance & Non-Departmental 493,569 497,593 497,593 520,000 1,325,417 1,362,217 1,377,396 1,374,394 Total
FY 2006-07 Expenses FY 2007-08 Expenses
Insurance & Non- Departmental
Fleet Maintenance
Facility Maintenance
0% 10% 20% 30% 40% 50%
- 170 -
Fleet Maintenance Lead Technician
- 171 -
Facility Maintenance 1011 Program Description
Facility Maintenance is responsible for the maintenance and repair of the Municipal Building, Municipal Annex, Municipal Auditorium, Public Safety Building, Service Center, Library, Reecy Davis Sr. Recreation Center and Civic Center. This division maintains the structures, including all facilities’ infrastructure. Custodial services for the facilities are also provided along with mail distribution and transport of supplies and equipment between the various departmental locations of the City.
Program Personnel FTE 2005-06 2006-07 2007-08 Central Services Superintendent 0.0 0.0 0.5 Building Services Supervisor 1.0 1.0 0.0 Building Maintenance Technician 1.5 1.5 1.5 Custodial Lead-worker 1.0 1.0 1.0 Custodial Worker 4.0 4.0 6.0 Custodial Worker (PT) 0.5 0.5 0.0 Custodial Trainee 1.0 1.0 0.0 Total 9.0 9.0 9.0
Achievements for Fiscal Year 2007
• Reorganized Facility Maintenance Office and Staff
• Lead Division on the City Hall Plaza Project
• Revitalization of key vendor and internal customer relationships
• Completed assessment of custodial infrastructure requirements and developed budget to meet requirements
Performance Objectives
• Provide a safe, clean and healthy work and leisure activity environment for staff and community.
• Prolong the useful life of major building components.
• Complete repairs in-house.
• Provide event operations for the different City Divisions.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Citizen & employee complaints received concerning building N/A 95 95 maintenance Maintenance repairs responded to by technician on the job site N/A N/A 30% within two hours In-house capable repairs outsourced 10% 10% 10% Rental events set-up by custodian staff 50 50 77 Citizen and employee complaints received concerning custodial & N/A N/A 20 janitorial maintenance
- 172 -
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 381,414 358,369 366,399 370,750 Supplies 27,751 27,778 32,176 28,050 Maintenance 67,158 98,457 107,615 73,600 Contractual Services 124,490 115,720 113,133 116,891 Capital 6,802 7,246 3,400 3,575 607,615 607,570 622,723 592,866 Total
Facility Maintenance
Salaries & Benefits Supplies Maintenance Contractual Services Capital
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$- 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 173 -
Fleet Maintenance 1009 Program Description
Fleet Maintenance is responsible for managing and maintaining the City and GEUS fleets. This division provides fleet management services including repair and preventative maintenance based on mileage projections, fuel consumption and inspections.
Program Personnel FTE 2005-06 2006-07 2007-08 Central Service Superintendent 0.0 0.0 0.5 Fleet Maintenance Supervisor 1.0 1.0 0.0 Lead Tech 0.0 0.0 1.0 Auto Mechanic 3.0 3.0 2.0 Support Tech 0.0 0.0 0.5 Parts Clerk 0.0 0.5 0.0 Total 4.0 4.5 4.0
Achievements for Fiscal Year 2007
• Redesigned Fleet Maintenance Shop, creating new and improved security areas
• Redefined PM polices for Fleet
• Developed inventory tracking
• Improved relationships with internal customers
• Negotiated contracts with vendors of outsourced materials and services,to deliver higher quality and with reduced down time.
Performance Objectives
• Deliver quality service at cost effective rate.
• Provide preventative maintenance to minimize down time.
• Scheduled repairs and maintenance completed on time.
• Control parts inventory.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Scheduled maintenance work orders completed per 610 600 618 year Unscheduled work orders per year 1498 1520 1538 Average number of days vehicles are out of service for 21.7 1.5 preventative maintenance Ratio of vehicles to fleet technicians 121 121 121 Average units out of service daily due to parts 4 4 4
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Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 187,144 209,802 213,343 216,000 Supplies 15,725 20,774 18,961 18,934 Maintenance 12,092 11,774 10,772 13,564 Contractual Services 7,835 8,404 8,095 10,030 Capital 1,437 6,300 5,909 3,000 Total 224,233 257,054 257,080 261,528
Fleet Maintenance
Salaries & Benefits Supplies Maintenance Contractual Services Capital
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$- 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 175 -
Property & Liability Insurance 1003 Program Description
This Division is used to account for all property and liability insurance costs for the City and GEUS operations. The Human Resources Director administers the program. Coverage includes general liability, auto liability, law enforcement liability, public official liability, boiler machinery insurance and all risk property insurance. This division is also used to account for expenditures shared by the divisions in the Central Service Fund
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Contractual Services 467,695 484,911 484,911 520,000 Non-Departmental 25,874 12,682 12,682 - 493,569 497,593 497,593 520,000 Total
Property & Liability Insurance
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$- 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 176 -
- 177 -
MIS Fund
The MIS (Management Information Systems) Fund is an Internal Service Fund created to account for all computer-related expenditures. The City network consists of WAN (Wide Area Network) that supports approximately 16 remote buildings located throughout the city. The WAN links that connect the remote buildings consist of fiber optic links and VPN links. Each remote building has a LAN (Local Area Network) that hosts local network users.
MIS Fund Summary Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Beginning Retained Earnings 284,622 186,548 186,548 224,595
Interest Revenue 20,302 18,000 - - Sales & Income - - - - Total Revenues 20,302 18,000 - -
Transfers 1,072,516 1,035,886 1,035,524 1,021,161 Total Other Financing Sources 1,072,516 1,035,886 1,035,524 1,021,161
Total Revenues & Other Funding 1,092,818 1,053,886 1,035,524 1,021,161
Salaries & Benefits 455,892 478,000 457,554 449,800 Supplies 34,899 42,585 39,530 41,245 Maintenance 237,959 285,382 273,344 300,102 Contractual Services 69,360 76,607 43,814 98,955 Capital 252,178 259,267 184,398 220,865 Miscellaneous 120,604 3,698 (1,315) - Furniture/Office Equipment - 2,000 152 1,586 Total Expenditures 1,170,892 1,147,539 997,477 1,112,553
Transfers 20,000 - - 133,000 Total Other Uses 20,000 - - 133,000
Total Expenditures & Other Uses 1,190,892 1,147,539 997,477 1,245,553
Ending Retained Earnings 186,548 92,895 224,595 203
MIS Fund Total Revenues Total Expenditures
$1,500,000
$1,200,000
$900,000
$600,000
$300,000
$- FY 2005-06 FY 2006-07 FY 2007-08
- 178 -
Actual Budget Estimate Budget Revenue 2005-2006 2006-2007 2006-2007 2007-2008 Interest Income 20,302 18,000 - - Sales & Income - - - - Total Revenue 20,302 18,000 - -
Transfers General Fund 595,353 590,931 590,931 540,931 Exchange Properties 4,855 6,657 6,657 - Water Utilities 199,161 161,003 161,003 186,715 Airport Operating 13,327 12,338 11,199 - Sanitation Fund 36,585 42,407 42,407 49,304 Golf Course Fund 3,990 6,478 6,478 - Board of Development 14,312 10,298 11,074 19,997 4A Economic Development Fund 6,000 - - - GEUS Electric 195,599 150,266 203,178 166,646 GEUS Cable 3,334 55,508 2,597 57,568 Total Transfers 1,072,516 1,035,886 1,035,524 1,021,161
Total Revenues & Transfers 1,092,818 1,053,886 1,035,524 1,021,161
FY 2006-07 Revenue FY 2007-08 Revenue
GEUS Cable
GEUS Electric
Board of Development
Sanitation Fund
Water Utilities
General Fund
0% 10% 20% 30% 40% 50% 60%
- 179 -
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 IT 717,902 792,185 751,544 816,478 GIS 80,208 92,789 63,070 75,610 Non-Departmental 372,782 262,565 182,863 220,465 Transfers 20,000 - - 133,000 1,190,892 1,147,539 997,477 1,245,553 Total
FY 2006-07 Expenses FY 2007-08 Expenses
Transfers
Non-Departmental
GIS
IT
0% 10% 20% 30% 40% 50% 60% 70% 80%
FY 2006-07 Expenses FY 2007-08 Expenses
Transfers
Capital
Contractual Services
Maintenance
Supplies
Salaries & Benefits
0% 10% 20% 30% 40% 50%
- 180 -
- 181 -
Information Technology 1010 Program Description
The Information Technology (IT) Division has the responsibility for supporting and maintaining network connectivity, all IT related hardware, approved software, and operating systems used by the City. In addition, the division is responsible for supporting and maintaining core applications, integration of new hardware/software enhancements and ensuring new systems are developed and deployed holistically. Further, this division is also responsible for ensuring security of the environment by maintaining anti-virus tools, backups for all application servers, and client network home directories, documentation and inventory for all system network infrastructure components.
Program Personnel FTE 2005-06 2006-07 2007-08 Information Systems Manager 1.0 1.0 1.0 IT Network Specialist 2.0 2.0 2.0 IT Technician 1.0 1.0 1.0 Web Master 1.0 1.0 1.0 Director of Information Technology 0.0 0.0 0.0 Total 5.0 5.0 5.0
Performance Objectives
• Standard Service Guidelines Level 1 – Service impact to the entire facility, significant customer impact. Restore within 6 hrs. Level 2 – Service impact on a portion of a department or department is missing a critical business function. Restore within 24 hrs. Level 3 – Major impact to a single client, unable to perform primary business functions. Restore within 48 hrs. Level 4 – Non-service affecting problem, annoyance to affected party. Restore within 96 hrs. Level 5 – Special Enhancements pending software purchase and/or equipment repair or purchase. Can be up to 180 days.
• Ensure integrity, security and accessibility of computer-based information.
• Provide on-going systems support for current technology.
• Enhance customer service by providing improved channel for requesting service and support.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Computer systems available during prime time 99% 99% 99% Trouble Ticket requests responded to within Standard 96% 97% 97% Updates, additions, & enhancements to City website 600 600 600 Subscribers to “push talk” 66 50 50 Service Request responded to within Standard Service 98% 98% 98% Guidlines AS\400 and network server backup 100% 100% 100%
- 182 -
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 381,981 393,421 396,113 406,900 Supplies 32,578 39,735 38,462 38,395 Maintenance 237,959 285,382 273,344 300,102 Contractual Services 65,384 71,647 43,473 69,495 Capital - 2,000 152 1,586 717,902 792,185 751,544 816,478 Total
Information Technology
Salaries & Benefits Supplies Maintenance Contractual Services Capital
$900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 183 -
Geographic Information System 1012 Program Description
The Geographic Information System (GIS) is a computer system capable of capturing, storing, analyzing and displaying geographically referenced information (information that has a physical location). Once a physical feature has been located spatially, data can then be attached to the feature and used for queries and analysis. The GIS Division generates necessary geographical data to maintain and update the existing system, performs analysis on existing data to create maps and other documents that support the operations of the other departments, maintains the City’s Internet based interactive mapping system and provides training to City personnel on the use of GIS.
Program Personnel FTE 2005-06 2006-07 2007-08 GIS Manager 1.0 1.0 0.0
0.0 0.0 1.0 GIS Intern 0.6 0.6 0.0
Total 1.6 1.6 1.0
Performance Objectives
• Maintain and update the existing GIS database to incorporate changes as they occur to existing data layers.
• Provide a professional and prompt response to requests for GIS support from City personnel.
• Provide training opportunities for City personnel on the use of GIS analytical tools.
Actual Estimate Projected Performance Measures 2004-05 2005-06 2006-07 System updates performed on schedule 95% 100% 100% Number of requests for GIS support 600 900 900 On time responses to requests for GIS support 95% 100% 100% City Departments / Divisions using GIS supported 60% 80% 100% data City personnel training sessions conducted 6 0 10
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Salaries & Benefits 73,911 84,579 61,441 42,900 Supplies 2,321 2,850 1,068 2,850 Maintenance - - - - Contractual Services 3,976 4,960 341 29,460 Capital - 400 220 400 80,208 92,789 63,070 75,610 Total
- 184 -
Geographical Information Systems
Salaries & Benefits Supplies Contractual Services Capital
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
- 185 -
Non Departmental Program Description
Capital monies in this department are to be used by the IT Manager for the purchase of new computers, printers, software and other IT related equipment throughout the city departments.
Actual Budget Estimate Budget Expenditures 2005-2006 2006-2007 2006-2007 2007-2008 Supplies - - - - Contractual Services - - - - Capital 252,178 258,867 184,178 220,465 Miscellaneous / Non-Departmental 120,604 3,698 (1,315) - 372,782 262,565 182,863 220,465 Total
Actual Budget Estimate Budget Transfers 2005-2006 2006-2007 2006-2007 2007-2008 General Fund - - - 133,000 General CIP - - - - Vehicle/Equipment Replacement 20,000 - - - Total 20,000 - - 133,000
Non Departmental
Capital Misc / Non-Depart Transfers
$400,000
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0 Actual 2005-2006 Budget 2006-2007 Budget 2007-2008
- 186 -
Vehicle/Equipment Replacement Fund Program Description
The Vehicle/Equipment Replacement Fund has been created with a purpose of accounting for and pre-funding vehicles and equipment in the City. The primary source of revenue is transfers from the General Fund and the Central Service Fund, and the issuance of debt, when necessary.
Vehicle / Equipment Fund Summary Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Beginning Retained Earnings (1,435,820) 1,987,378 1,987,378 1,129,489
Interest Income 20,516 16,000 113,960 96,000 Sales & Income 76,785 56,441 93,870 105,019 Total Revenues 97,301 72,441 207,830 201,019
Transfers 1,947,504 204,612 183,268 235,000 TAN Proceeds 1,765,000 - - - Total Other Financing Sources 3,712,504 204,612 183,268 235,000
Total Revenues & Other Funding 3,809,805 277,053 391,098 436,019
Capital 386,607 794,010 1,248,987 657,024 Total Expenditures 386,607 794,010 1,248,987 657,024
Transfers - - - 175,000 Total Other Uses - - - 175,000
Total Expenditures & Other Uses 386,607 794,010 1,248,987 832,024
Ending Retained Earnings 1,987,378 1,470,421 1,129,489 733,484
Vehicle Replacement Fund Total Revenues Total Expenditures
$1,500,000
$1,200,000
$900,000
$600,000
$300,000
$- FY 2005-06 FY 2006-07 FY 2007-08
- 187 -
Revenues Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Interest Income 20,516 16,000 113,960 96,000 Sales and Income 76,785 56,441 93,870 105,019 Total Revenues 97,301 72,441 207,830 201,019
General Fund 162,504 - - - Water Utilities Fund - 118,612 97,268 - Utility CIP - 86,000 86,000 235,000 Tax Anticipation Note Proceeds 1,765,000 - - - MIS Fund 20,000 - - - Total Transfers 1,947,504 204,612 183,268 235,000
Total Revenue & Other Sources 2,044,805 277,053 391,098 436,019
FY 2006-07 Revenue FY 2007-08 Revenue
Utility CIP
Water Utilities Fund
Sales and Income
Interest Income
0% 10% 20% 30% 40% 50% 60%
- 188 -
Expenditures Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Police Capital 131,803 225,342 216,534 224,809 Street Capital 90,000 160,000 280,370 - Traffic Capital - - 23,999 - Engineering Capital - - 16,519 - Community Development 12,728 18,700 16,477 18,700 Cemetery Capital - 22,000 35,888 30,112 Facilities Capital - 18,700 17,348 18,352 Fleet Capital - 25,000 25,370 20,618 Parks Capital 35,107 61,000 57,434 65,566 Utilities Capital 98,982 183,268 132,000 235,000 MIS Fund Capital 17,987 - - - Fire Capital - 70,000 395,915 35,000 Golf Course Capital - 10,000 31,133 8,867
Total V/ERF Capital 386,607 794,010 1,248,987 657,024
FY 2006-07 Expenses FY 2007-08 Expenses
Transfer to General Fund
Other Capital
Fire Capital
Utilities Capital
Parks Capital
Cemetery Capital
Street Capital
Police Capital
0% 10% 20% 30% 40%
- 189 -
Health Self Insurance Fund Program Description
This fund is used to account for the City’s health, dental and Workers’ Compensation self-insurance activity and reserves.
Health Self-Insurance Fund Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Beginning Retained Earnings 1,659,496 2,486,083 2,486,083 3,305,372
Interest Income 105,922 100,000 170,125 180,000 City/Employee Contributions 3,137,019 3,111,925 3,115,695 3,179,095 GEUS/Employee Contributions 1,088,813 1,079,850 1,176,941 1,101,406 Total Revenues 4,331,754 4,291,775 4,462,761 4,460,501
Transfers - - 11 - Total Other Financing Sources - - 11 -
Total Revenues & Other Funding 4,331,754 4,291,775 4,462,772 4,460,501
Medical Claims 2,917,445 3,208,321 3,228,534 3,458,496 Health Care - 125 40,082 35,000 43,340 60,000 Wellness Program 12,355 38,057 22,159 15,000 Workers' Compensation 296,122 320,431 324,431 459,677 State Unemployment Insurance 114,163 50,000 25,019 55,000 Total Expenditures 3,380,167 3,651,809 3,643,483 4,048,173
Transfers 125,000 - - - Total Other Uses 125,000 - - -
Total Expenditures & Other Uses 3,505,167 3,651,809 3,643,483 4,048,173
Ending Retained Earnings 2,486,083 3,126,049 3,305,372 3,717,700
Health Self Insurance Fund Total Revenues Total Expenditures
$1,500,000
$1,200,000
$900,000
$600,000
$300,000
$- FY 2005-06 FY 2006-07 FY 2007-08
- 190 -
Revenue Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Interest Income 105,922 100,000 170,125 180,000 City Contribution 2,412,569 2,380,025 2,380,780 2,436,285 City Employee Contribution 724,450 731,900 734,915 742,810 GEUS Contribution 895,081 895,180 902,553 899,146 GEUS Employee Contribution 193,732 184,670 274,388 202,260 Transfer from Utility Fund - - 11 -
Total 4,331,754 4,291,775 4,462,772 4,460,501
FY 2006-07 Revenue FY 2007-08 Revenue
GEUS Employee Contribution
GEUS Contribution
City Employee Contribution
City Contribution
Interest Income
0% 10% 20% 30% 40% 50% 60%
- 191 -
Expenditures Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Medical Claims 1,820,458 2,095,413 2,130,526 2,250,000 Prescription Claims 530,980 513,027 499,367 573,148 Dental Claims 166,514 164,881 160,846 184,148 Administrative Fees 399,493 435,000 437,795 451,200 Health Care - 125 40,082 35,000 43,340 60,000 Workers' Compensation 296,122 320,431 324,431 459,677 State Unemployment Insurance 114,163 50,000 25,019 55,000 Wellness Program 12,355 38,057 22,159 15,000 Transfers 125,000 - - - Total Expenditures & Transfers 3,505,167 3,651,809 3,643,483 4,048,173
FY 2006-07 Expenses FY 2007-08 Expenses
Wellness Program
State Unemployment Insurance
Workers' Compensation
Health Care - 125
Administrative Fees
Dental Claims
Prescription Claims
Medical Claims
0% 10% 20% 30% 40% 50% 60%
- 192 -
Other Funds
Special Revenue Funds
Tourism Fund
Exchange Properties Fund
Component Units
Greenville Board of Development
4A-EDC
The Special Revenue Funds are used to account for a specific revenue source, that is legally restricted to expenditures for specific purposes, or have been segregated by financial policy to be maintained separately.
Component Units are affiliated organizations that are legally separate, tax-exempt entities and satisfy all of the following criteria:
1. The affiliated organization receives or holds funds entirely or almost entirely for the benefit of a specific primary government, its units, or its constituents.
2. The primary government, or its component units, has the ability to access a majority of the funds or resources that are held by the affiliated organization. The ability to access can be demonstrated in many ways, including a pattern of historical transfers between the government and the affiliated organization.
3. Funds received by the affiliated organization are a significant resource for the primary government or its component units.
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Tourism Fund Program Description
The Tourism Fund, a Special Revenue Fund, derives its revenue from the Hotel/Motel Occupancy Tax. This seven percent tax is levied on persons using hotel or motel rooms in the City of Greenville. The use of these funds is generally restricted to activities which are to be associated with the promotion of tourism. The Tourism Advisory Board makes recommendations as to the best use of these funds to the City Council. The transfer to the G.O. Debt Service Fund is for the debt service expenses associated with the renovation and expansion of the Civic Center.
Tourism Fund Summary Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Beginning Fund Balance 36,196 121,556 121,556 153,718
Hotel Motel Occupany Tax 390,716 400,000 449,659 430,000 Interest Income 1,144 500 2,494 1,500 Sales & Income - - - - Total Revenues 391,860 400,500 452,153 431,500
Transfers - - - - Total Other Funding Sources - - - -
Total Revenues & Other Funding 391,860 400,500 452,153 431,500
Contractual Services 152,667 197,313 193,413 208,813 Total Expenditures 152,667 197,313 193,413 208,813
Transfers 153,833 226,578 226,578 227,773 Total Other Financing Uses 153,833 226,578 226,578 227,773
Total Expenditures & Other Uses 306,500 423,891 419,991 436,586
Ending Fund Balance 121,556 98,165 153,718 148,632
Tourism Fund Total Revenues Total Expenditures
$500,000
$400,000
$300,000
$200,000
$100,000
$- FY 2005-06 FY 2006-07 FY 2007-08
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Actual Budget Estimate Budget Revenue 2005-2006 2006-2007 2006-2007 2007-2008
Hotel Motel Occupancy Tax 390,716 400,000 449,659 430,000 Interest Income 1,144 500 2,494 1,500 Sales & Income - - - -
Total Revenues 391,860 400,500 452,153 431,500
Expenditures & Transfers Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008
American Cotton Museum 25,000 25,000 25,000 25,000 CVB 93,000 100,813 100,813 100,813 Symphony 2,667 3,500 3,500 3,500 Entertainment Series 1,000 3,000 3,000 2,000 Antique Car Club 3,500 5,000 5,000 3,500 Airport Show - - - - Juneteenth Celebration - 500 - - Hunt County Fair 10,000 10,000 10,000 15,000 Native American Club 2,000 3,000 3,000 4,000 Hunt County Fairgrounds Arena 10,000 10,000 10,000 - Threadgill Concert Series 3,000 6,000 6,000 5,500 Keep Greenville Beautiful 500 1,000 1,000 - YMCA Bike Race 1,000 2,000 2,000 4,000 July 4th Extravaganza - - - - Northeast Texas Genealogy Ctr 1,000 1,000 1,000 2,000 Ross Washington Carver Alumni - 3,000 3,000 3,000 Greenville Railroad Museum - 3,500 3,500 3,500 Billboard Project - 20,000 16,600 20,000 Hunt Co Master Gardeners - - - 2,000 Jacobs Plain Gun Club - - - 15,000 Rodeo - - - - General Fund 118,833 137,230 137,230 136,873 General Fund CIP - 54,348 54,348 55,900 GO Debt Service 35,000 35,000 35,000 35,000 Total Expenditures & Transfers 306,500 423,891 419,991 436,586
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Exchange Properties Fund Program Description
The Exchange Properties Fund is a Special Revenue Fund to account for the operations of the renovated Greenville Exchange Building. The Exchange Building, originally built in 1926, now houses several state and local government agency offices.
Exchange Properties Fund Summary Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Beginning Fund Balance 336,583 57,624 57,624 (215,547)
Fees & Service Charges 518,378 526,693 533,017 565,034 Interest Revenue 2,465 3,400 247 250 Sales & Income - - - - Total Revenues 520,843 530,093 533,264 565,284
Transfers - - - - Total Other Funding Sources - - - -
Total Revenues & Other Funding 520,843 530,093 533,264 565,284
Salaries & Benefits 57,570 63,551 60,562 63,450 Supplies 2,622 5,372 5,061 6,828 Maintenance 38,243 37,911 41,987 99,282 Contractual Services 107,537 108,005 96,121 95,503 Miscellaneous (10,893) 8,500 - 8,500 Total Expenditures 195,079 223,339 203,731 273,563
Transfers 604,723 598,299 602,704 268,366 Total Other Uses 604,723 598,299 602,704 268,366
Total Expenditures & Other Uses 799,802 821,638 806,435 541,929
Ending Fund Balance 57,624 (233,921) (215,547) (192,192)
Total Revenues Exchange Properties Fund Total Expenditures
$900,000
$750,000
$600,000
$450,000
$300,000
$150,000
$- FY 2005-06 FY 2006-07 FY 2007-08
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Program Personnel FTE 2005-06 2006-07 2007-08 Building Maintenance Tech 0.5 0.5 0.5
Custodial Worker 1.0 1.0 1.0
Total 1.5 1.5 1.5
Performance Objectives
• Provide a safe, clean, and healthy work environment for renters and the community.
• Prolong the useful life of major building components.
• Complete repairs in-house when prudent.
Actual Estimate Projected Performance Measures 2005-06 2006-07 2007-08 Requests for repairs responded to within two (2) hours 99% 99% 99%
In-house capable repairs outsourced 2% 2% 2%
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Greenville Board of Development Program Description
The Board of Development was created by City Council to promote industrial growth and development within the City. The 7-member Board is appointed by City Council. The Board of Development Fund receives most of its revenue from a 1% transfer of GEUS adjusted gross revenues.
Board of Development Fund Summary Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Beginning Retained Earnings 714,022 538,384 538,384 561,443
Interest Revenue 27,578 12,000 23,267 15,000 Sales & Income 10 40,000 20,000 - Total Revenues 27,588 52,000 43,267 15,000
Transfers 488,737 479,885 497,683 547,194 Total Other Financing Sources 488,737 479,885 497,683 547,194
Total Revenues & Other Funding 516,325 531,885 540,950 562,194
Salaries & Benefits 214,106 146,424 150,148 156,290 Supplies 9,955 12,983 8,465 12,900 Maintenance - - - - Contractual Services 423,075 320,549 289,417 288,063 Capital - 40,000 40,000 - Miscellaneous - - - - Total Expenditures 647,136 519,956 488,030 457,253
Transfers 44,827 28,793 29,861 40,255 Total Other Uses 44,827 28,793 29,861 40,255
Total Expenditures & Other Uses 691,963 548,749 517,891 497,508
Ending Retained Earnings 538,384 521,520 561,443 626,129
Greenville Board of Development Revenue Expenditures $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Economic Development Corporation Program Description
On May 4, 2002 the citizens of Greenville approved the creation of the 4A – Economic Development Corporation. The Economic Development Corporation was funded beginning October 1, 2002, by transferring sales tax of 1/8 of 1% currently collected by the City to the Economic Development Corporation.
4A-EDC Fund Summary Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Beginning Retained Earnings 533,444 497,210 497,210 (357,800)
Non-Property Tax 445,177 451,314 469,968 488,514 Sales & Income 22,826 14,000 24,893 15,000 Total Revenues 468,003 465,314 494,861 503,514
Transfers - - - - Total Other Financing Sources - - - -
Total Revenues & Other Funding 468,003 465,314 494,861 503,514
Texas Leverage Fund Principal 117,635 124,557 124,485 124,557 Texas Leverage Fund Interest 26,273 20,720 20,792 20,720 Contractual 104,329 20,000 13,087 23,260 Capital - 194,216 1,191,507 132,000 Total Expenditures 248,237 359,493 1,349,871 300,537
Transfers 256,000 - - - Total Other Uses 256,000 - - -
Total Expenditures & Other Uses 504,237 359,493 1,349,871 300,537
Ending Retained Earnings 497,210 603,031 (357,800) (154,823)
4A - EDC Revenue Expenditures
$600,000
$400,000
$200,000
$0 2005-2006 2006-2007 2007-2008
Actual Budget Budget
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Fire Department on call at construction site
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General Debt Service Fund Program Description
The General Debt Service Fund is used to retire bonded indebtedness issued by the City for capital improvements and pay related interest. Utility-related debt service on revenue bonds is paid from the Utility Fund but is included in this section as a reference.
Debt Service Policy - City policy is to issue debt only when necessary in order to maintain services and to hold the term as short as possible. This policy has allowed the City to issue debt without affecting other City services. The City has an A+ bond rating from Standard & Poor’s Corporation and from Fitch. The City should be able to meet its current and future debt service requirements without adversely affecting services.
Debt and Tax Rate Limitations - All taxable property within the City is subject to assessment, levy and collection of a continuing, direct annual ad valorem tax sufficient to provide for the payment of principal and interest on all ad valorem tax debt within the limits prescribed by law. Article XI, Section 5, of the Texas Constitution is applicable to the City and limits its maximum ad valorem tax rate to $2.50 per $100 of assessed valuation for all City purposes.
Debt Service Fund Summary Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Beginning Fund Balance 218,332 551,232 551,232 663,598
Ad Valorem Taxes 2,244,898 2,267,870 2,197,664 2,322,008 Interest Revenue 42,194 37,400 61,200 60,000 Total Revenues 2,287,092 2,305,270 2,258,864 2,382,008
Transfers 3,004,554 508,488 508,488 344,980 Bond Proceeds - - 19,297,768 - Total Other Funding Sources 3,004,554 508,488 19,806,256 344,980
Total Revenues & Other Funding 5,291,646 2,813,758 22,065,120 2,726,988
Debt Services 4,958,746 2,743,107 21,952,754 2,808,328 Total Expenditures 4,958,746 2,743,107 21,952,754 2,808,328
Transfers - - - - Total Other Financing Uses - - - -
Total Expenditures & Other Uses 4,958,746 2,743,107 21,952,754 2,808,328
Ending Fund Balance 551,232 621,883 663,598 582,258
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Revenues Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Real Property Taxes 2,200,350 2,222,621 2,143,315 2,273,651 Delinquent Taxes 44,548 45,249 54,349 48,357 Total Ad Valorem Taxes 2,244,898 2,267,870 2,197,664 2,322,008
Interest Income 42,194 37,400 61,200 60,000 Refunding Proceeds - - 19,297,768 - Total Other Revenue 42,194 37,400 19,358,968 60,000
Tourism Fund 35,000 35,000 35,000 35,000 Exchange Properties 412,634 412,634 412,634 268,366 CIP Fund 2,495,172 - - - Airport Operating 32,000 32,000 32,000 32,000 Golf Course Fund 29,748 28,854 28,854 9,614 Total Transfers 3,004,554 508,488 508,488 344,980
Total Revenues 5,291,646 2,813,758 22,065,120 2,726,988
Expenditures Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Payment to Escrow Agent - - 18,981,284 - Issuance Cost - - 285,344 - Agent Fees 11,022 12,000 9,217 12,000 Arbitrage - - 8,003 7,235 96 CO's Principal 130,000 140,000 140,000 - 96 CO's Interest 85,028 78,580 3,360 - 97 CO's Principal 125,000 135,000 135,000 140,000 97 CO's Interest 77,693 71,515 10,065 3,413 2000 CO's Principal 220,000 235,000 235,000 250,000 2000 CO's Interest 182,045 170,670 45,905 33,780 2001 CO's Principal 50,000 135,000 135,000 145,000 2001 CO's Interest 170,888 166,956 53,281 47,241 2001 GO Principal 85,000 - - - 2001 GO Interest 28,213 26,406 26,406 26,406 2001A CO's Principal 60,000 70,000 60,000 65,000 2001A CO's Interest 415,520 411,133 323,371 348,181 2002 CO's Principal 2,390,000 105,000 105,000 95,000 2002 CO's Interest 697,878 594,130 77,100 73,100 2004 GO Refund Principal 205,000 215,000 225,000 230,000 2004 GO Refund Interest 25,459 19,380 19,381 13,253 2006 TAN Principal - 95,000 95,000 190,000 2006 TAN Interest - 62,337 62,337 62,629 2006 GO Refund Principal - - 190,000 155,000 2006 GO Refund Interest - - 727,700 911,090 Total 4,958,746 2,743,107 21,952,754 2,808,328
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Schedule of General Debt Outstanding October 1, 2007
Series Dated Final Maturity Amount Issued Amount Outstanding
1997 CO 10/15/97 02/15/08 2,375,000 140,000
2000 CO 04/01/00 02/15/10 4,750,000 795,000
2001 CO 04/15/01 02/15/13 3,430,000 1,090,000
2001 GO 04/15/01 02/15/11 710,000 580,000
2001-A CO 08/01/01 02/15/28 8,315,000 6,915,000
2002 CO 05/01/02 02/15/22 14,395,000 1,720,000
2004 GO 06/08/04 08/15/09 1,100,000 465,000
2006 GO 10/01/06 02/15/28 17,855,000 17,655,000
2006 TAN 09/15/06 09/30/06 1,800,000 1,705,000
Total 54,730,000 31,065,000
Scheduled General Obligation Debt Requirements October 1, 2007 Principal Interest
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 0 0 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
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General Obligation Debt Payment Summary on October 1,2007
Fiscal Year Principal Interest Total Payments
2008 1,270,000 1,519,090 2,789,090
2009 1,320,000 1,460,698 2,780,698
2010 1,480,000 1,390,800 2,870,800
2011 1,665,000 1,313,681 2,978,681
2012 1,795,000 1,230,861 3,025,861
2013 1,870,000 1,144,608 3,014,608
2014 1,560,000 1,060,411 2,620,411
2015 1,665,000 975,611 2,640,611
2016 1,770,000 882,940 2,652,940
2017 1,885,000 788,268 2,673,268
2018 1,995,000 691,643 2,686,643
2019 2,115,000 589,225 2,704,225
2020 2,240,000 480,525 2,720,525
2021 2,375,000 365,150 2,740,150
2022 2,520,000 242,775 2,762,775
2023 465,000 168,150 633,150
2024 515,000 143,650 658,650
2025 565,000 116,650 681,650
2026 610,000 86,928 696,928
2027 670,000 54,203 724,203
2028 725,000 18,538 743,538
Total 31,075,000 14,724,405 45,799,405
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Utility-related revenue bond debt service is paid from the Utility Fund but is included here as a reference.
Schedule of Revenue Bond Debt Outstanding October 1, 2007
Series Dated Final Maturity Amount Issued Amount Outstanding
1997 10/15/97 02/15/12 12,410,000 2,545,000
1999 04/01/99 02/15/14 3,895,000 3,125,000
2002 05/01/02 02/15/22 3,800,000 2,760,000
2002-A 12/01/02 02/15/22 5,265,000 4,630,000
2003 08/01/03 02/15/23 7,235,000 6,480,000
2005 10/11/05 02/15/25 3,115,000 2,880,000
Total 35,720,000 22,420,000
Scheduled Revenue Bond Debt Requirements - October 1, 2007 Principal Interest
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 0 0 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
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Scheduled Revenue Bond Debt Requirements at October 1, 2007
Series Principal Interest Total Payments
2008 1,595,000 945,838 2,540,838
2009 1,615,000 880,173 2,495,173
2010 1,650,000 811,323 2,461,323
2011 1,680,000 739,788 2,419,788
2012 1,700,000 667,030 2,367,030
2013 1,735,000 593,975 2,328,975
2014 1,765,000 519,575 2,284,575
2015 1,010,000 460,019 1,470,019
2016 1,060,000 415,399 1,475,399
2017 1,105,000 368,016 1,473,016
2018 1,155,000 317,746 1,472,746
2019 1,200,000 264,553 1,464,553
2020 1,265,000 208,125 1,473,125
2021 1,320,000 148,191 1,468,191
2022 1,390,000 84,351 1,474,351
2023 745,000 34,695 779,695
2024 210,000 13,650 223,650
2025 220,000 4,620 224,620
Total 22,420,000 7,477,065 29,897,065
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Capital Improvements
A Capital Improvement Program is a schedule of public improvements to be constructed with resources available to finance the projected expenditures. Capital Improvements are expenditures for the purchase, construction, rehabilitation, replacement or expansion of the physical assets of the community when the project is relatively large in size, expensive, long-term and permanent. Some common examples include streets, libraries, tennis courts, fire stations, and water and sewer lines. The City’s capitalization threshold is $5,000.
Capital expenditures are financed from a variety of sources to include long and short-term debt, current revenues, grants from other governmental entities and donations from foundations, businesses, individuals and non-profit organizations. A detailed listing of financing methods is found on the following pages.
Appropriations
Appropriations for capital improvements in Capital Improvement funds are considered multi-year in nature. Once appropriations in these funds are established, they roll forward to subsequent years until the project is completed. The City of Greenville currently has a General CIP Fund, a Utility CIP Fund and an Airport CIP Fund.
Appropriations for capital improvements funded in the General Fund, the Water Utility Fund, the Central Services Fund, the Vehicle/Equipment Replacement Fund and the MIS Fund are for one year. If these funds are not expended or encumbered at the end of a fiscal year, these appropriations are not carried forward to subsequent years.
Functions of the Capital Improvement Program
• Estimating capital requirements, budgeting priority projects and developing revenue sources for proposed improvements.
• Scheduling all capital projects over a fixed period with appropriate planning, implementation and informing the public of projected capital improvements.
• Coordinating the activities of various departments in meeting project schedules.
• Monitoring and evaluating the progress of capital projects.
Capital Improvements Policy
The City of Greenville prioritizes the funding of capital improvement projects on the basis of a Capital Improvements Policy. The functions of the Capital Improvement Program are as follows:
1. The City will develop and annually update a Five (5) Year Capital Improvement Program (a list of all proposed capital Improvements that are to be undertaken during the ensuing five fiscal years) and an Annual Capital Projects Budget.
2. The City will schedule capital improvements in accordance with an adopted Capital Projects Budget.
3. Capital Project Budgets shall be developed and shall identify the impact of implementing said projects on future annual operating budgets. Estimates of future revenues necessary for these expenditures shall be identified prior to approval of such capital improvements.
4. Expenditures shall not be incurred nor shall contracts be awarded without the appropriation of available funds.
5. Each item submitted for the Capital Improvement Program shall include a summary of proposed project, cost estimates including future operating costs, recommended time schedule and potential funding source.
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6. The life of a capital project fund shall correspond to the utilization of the resources in the fund and budgets shall span the amount of time necessary to utilize funding.
7. The estimated cost of capital replacement for enterprise funds such as water and sewer will be updated annually to ensure that rates and charges are covering the full cost of operating these programs.
8. The City shall utilize the most beneficial method of financing capital projects from the following sources: pay-as-you-go, pay-as-you-use (bonds, short-term notes, and lease purchasing), lease- purchase, joint financing with other government entities, special assessments and Federal and State grant programs.
Methods of Financing Capital Improvement Projects
• With General Obligation Bonds, the taxing power of the jurisdiction is pledged to pay interest and retire the debt. General Obligation Bonds can be sold to finance permanent types of improvements such as municipal buildings, parks and recreation facilities. Voter approval is required.
• Certificates of Obligations are issued with limited revenues pledged by the water and sewer systems. Voter approval is not required.
• Donations are periodically received by the City from individuals, businesses, foundations and non- profit organizations.
• With Earmarked Funds, monies are accumulated in advance or set aside for capital construction or purchase. The accumulation may result from surplus of earmarked operational revenues, collection of impact fees or sale of capital assets.
• Enterprise Funds are established from the delivery of specific services – where the money paid to administer the services and the expenses (as a result of providing services) are accounted for separately from the general fund budget of the City.
• General Fund is the financing of improvements from revenues such as general taxation, fees or service charges.
• Revenue Bonds are frequently sold for projects that produce revenues, such as water and sewer systems. Voter approval is not required.
• Special Assessments - Public works that benefit particular properties may be financed more equitably by Special Assessments (i.e., paid by those who directly benefit).
• State and Federal Grant-in-Aid programs are available for financing a number of programs. These may include streets, water and sewer facilities, airport, parks and playgrounds. The cost of funding these facilities may be borne completely by grant funds or a local share may be required.
Impact of Capital Improvements on Operating Budget
The majority of capital improvements scheduled for FY 2007-08 are routine replacements and/or upgrades of facilities or equipment. Since the purchases are replacements, there is no major impact on operating budgets.
FY 2007-08 Capital Improvements
The following pages identify the capital improvements that have been budgeted in FY 2007-08 including the project, the department requesting the project, the fund in which expenditures will be recorded, the sources of funds, the cost and the reason the project is being undertaken.
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General CIP Fund Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Beginning Retained Earnings (Deficit) 3,827,069 72,463 72,463 122,329 Interest Revenue 228,558 220,000 120,896 100,000 Sales & Income 11,534 - 469,137 - Total Revenues 240,092 220,000 590,033 100,000
Transfers 2,725,000 115,348 115,348 55,900 Total Other Financing Sources 2,725,000 115,348 115,348 55,900
Total Revenues & Other Funding Sources 2,965,092 335,348 705,381 155,900
Capital Projects 2,411,283 347,129 645,093 116,900 Total Expenditures 2,411,283 347,129 645,093 116,900
Transfers 4,308,415 10,000 10,422 45,000 Total Other Uses 4,308,415 10,000 10,422 45,000
Total Expenditures & Other Uses 6,719,698 357,129 655,515 161,900
Ending Retained Earnings (Deficit) 72,463 50,682 122,329 116,329
General CIP Fund Total Revenues Total Expenditures
$6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $- FY 2005-06 FY 2006-07 FY 2007-08
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Utility CIP Fund Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Beginning Retained Earnings (Deficit) 8,892,845 6,504,282 6,504,282 7,085,026 Interest Revenue 387,670 153,000 393,108 390,000 Sales & Income 126,347 - 7,375 - Total Revenues 514,017 153,000 400,483 390,000
Transfers 117,125 2,248,306 2,448,306 3,298,000 Total Other Financing Sources 117,125 2,248,306 2,448,306 3,298,000
Total Revenues & Other Funding Sources 631,142 2,401,306 2,848,789 3,688,000
Capital Projects 2,843,983 2,488,988 2,268,045 3,298,000 Total Expenditures 2,843,983 2,488,988 2,268,045 3,298,000
Transfers 175,722 - - - Total Other Uses 175,722 - - -
Total Expenditures & Other Uses 3,019,705 2,488,988 2,268,045 3,298,000
Ending Retained Earnings (Deficit) 6,504,282 6,416,600 7,085,026 7,475,026
Utility CIP Fund Total Revenues Total Expenditures
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$- FY 2005-06 FY 2006-07 FY 2007-08
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Airport CIP Fund Actual Budget Estimate Budget 2005-2006 2006-2007 2006-2007 2007-2008 Beginning Retained Earnings (Deficit) (227,257) (235,691) (235,691) - Interest Revenue 6,051 5,710 9,469 6,000 3rd Party Match - - 226,222 - Sales & Income 76,460 - 93,153 - Total Revenues 82,511 5,710 328,844 6,000
Transfers - - - - Total Other Financing Sources - - - -
Total Revenues & Other Funding Sources 82,511 5,710 328,844 6,000
Capital Projects 90,945 - 93,153 - Total Expenditures 90,945 - 93,153 -
Transfers - - - - Total Other Uses - - - -
Total Expenditures & Other Uses 90,945 - 93,153 -
Ending Retained Earnings (Deficit) (235,691) (229,981) - 6,000
Airport CIP Fund Total Revenues Total Expenditures
$350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $- FY 2005-06 FY 2006-07 FY 2007-08
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Administrative Services Improvement Program
Project Department Fund Funds Amount
Vehicle / Tax Anticipation Truck 1/2 Ton Fleet / 1009 Equip Note $20,618 Current vehicle is 15 years old Effect on operating budget: Reduce maintenance costs.
Project Department Fund Funds Amount
Vehicle Lift Fleet / 1009 General CIP General Fund $11,000 Current lift will not handle some vehicles owned and serviced at the Fleet garage Effect on operating budget: Reduce maintenance costs, repairs can be made on vehicles in house instead of sending out for repair
Project Department Fund Funds Amount
Auditorium - HVAC, carpet & lights Facilities / 1011 General CIP Tourism Fund $15,900 Replace outdated HVAC unit, worn carpet, and install new lighing fixtures Effect on operating budget: Reduce maintenance costs on outdated system
Project Department Fund Funds Amount
City Hall - Auditorium Plaza Facilities / 1011 General CIP Tourism Fund $40,000
Plaza Project - Renovate the front of the Municipal Building making a Plaza area instead of a walk way. This will include new concrete pad with overlay, lighting, benches, and landscaping. Effect on operating budget: Less upkeep on front of building, keeps water out of the basement areas so less electricity and maintenance
Project Department Fund Funds Amount
Exchange Building - Reseal Building Facilities / 1011 General CIP 2001A Bond $50,000 Reseal brick building to prevent water seepage. Effect on operating budget: Preventative maintenance instead of future maintenance charges
Project Department Fund Funds Amount
Vehicle / Tax Anticipation Truck 1/2 Ton Facilities / 1011 Equip Note $18,352 Current vehicle is 16 years old Effect on operating budget: Reduce maintenance costs.
Total Administrative Services Improvement Program $155,870 - 212 -
Public Safety - Police Improvement Program
Project Department Fund Funds Amount
Ford Crown Victoria 4 Dr Vehicle / Tax Anticipation (6 units) Police / 1203 Equip Note $224,809 Replace older vehicles in police fleet. Effect on operating budget: Reduce maintenance costs.
Total Public Safety - Police Improvement Program $224,809
Public Safety - Fire Improvement Program
Source of Project Department Fund Funds Amount
Fire Suppression Vehicle / Tax Anticipation Suburban / 1302 Equip Note $35,000 Current vehicle is 18 years old
Effect on operating budget: Reduce maintenance costs and downtime.
Total Public Safety - Fire Improvement Program $35,000
Community Development Improvement Program
Project Department Fund Funds Amount Code Enforcement / Vehicle / Tax Anticipation Truck 1/2 Ton 1402 Equip Note $18,700 Current vehicle is 11 years old Effect on operating budget: Reduce maintenance costs.
Total Community Development Improvement Program $18,700
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Parks & Recreation Improvement Program
Project Department Fund Funds Amount
Vehicle / Tax Anticipation Tractor Parks / 1602 Equip Note $19,566 Current machine is 21 years old. Effect on operating budget: Reduce maintenance costs.
Project Department Fund Funds Amount
Vehicle / Tax Anticipation Truck 1/2 Ton Parks / 1602 Equip Note $22,000 Current machine is 16 years old. Effect on operating budget: Reduce maintenance costs.
Project Department Fund Funds Amount
Vehicle / Tax Anticipation Truck 3/4 Ton Parks / 1602 Equip Note $24,000 Current machine is 13 years old. Effect on operating budget: Reduce maintenance costs.
Project Department Fund Funds Amount
Golf Course / Vehicle / Tax Anticipation Mower - Out Front 1604 Equip Note $8,867 Current machine is 10 years old. Effect on operating budget: Reduce maintenance costs.
Project Department Fund Funds Amount
Vehicle / Tax Anticipation Truck 1/2 Ton Cemetery / 1610 Equip Note $30,112 Current machine is 18 years old. Effect on operating budget: Reduce maintenance costs.
Total Parks & Recreation Improvement Program $104,545
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Water/Wastewater Utility Improvement Program
Project Department Fund Funds Amount
Wtr Production / Vehicle / Truck 3/4 Ton 2010 Equip Utility Fund $28,000 Current machine is 12 years old. Effect on operating budget: Reduce maintenance costs.
Project Department Fund Funds Amount
Flocculator Sprockets & Drive Wtr Production / Shafts 2010 Utility CIP Utility Fund $20,000 Current equipment is 14 years old. Effect on operating budget: Preventative if caught before equipment fails.
Project Department Fund Funds Amount
Wtr Production / WTP Chlorine Gas Detector 2010 Utility CIP Utility Fund $5,000 Safety issue, detects chlorine leaks in the facility. Effect on operating budget: Preventative if caught before equipment fails.
Project Department Fund Funds Amount
Wtr Production / WTP Equipment Storage 20 x 30 2010 Utility CIP Utility Fund $15,000 Ground maintenance equipment shed
Effect on operating budget: No effect at this time, but will lenthen the life of the equipment
Project Department Fund Funds Amount
Wtr Production / Lab Equipment Replacement 2010 Utility CIP Utility Fund $13,000
Equipment is outdated and not able to support with maintenance contract, parts are not available Effect on operating budget: Reduce maintenance costs.
Project Department Fund Funds Amount
Wtr Production / Variable Frequency Drives 2010 Utility CIP Utility Fund $17,500
Equipment is outdated and not able to support with maintenance contract, parts are not available Effect on operating budget: Reduce maintenance costs.
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Project Department Fund Funds Amount Wtr Distribution / Vehicle / Truck 1/2 Ton 2011 Equip Utility Fund $20,000 Current machine is 12 years old. Effect on operating budget: Reduce maintenance costs.
Project Department Fund Funds Amount Wtr Distribution / Vehicle / Truck 1/2 Ton 2011 Equip Utility Fund $20,000 Current machine is 8 years old. Effect on operating budget: Reduce maintenance costs.
Project Department Fund Funds Amount Wtr Distribution / Vehicle / 2 Ton Haul Truck 2011 Equip Utility Fund $55,000 Current machine is 13 years old. Effect on operating budget: Reduce maintenance costs.
Project Department Fund Funds Amount Water Meters - Industrial / Wtr Distribution / Commercial 2011 Utility CIP Utility Fund $10,000 Replace large commercial water meters with high consumption Effect on operating budget: Reduction in maintenance and cost of parts, ensure accurate metering of water used by customers.
Project Department Fund Funds Amount Water/Wastewater Warehouse Wtr Distribution / Improvements 2011 Utility CIP Utility Fund $25,000 Replace rotting and rusted materials for parts storage cover. Effect on operating budget: Parts, materials and equipment will be out of the weather allowing for continued use and ability to locate for use thereby reducing the need for replacement and ordering additional parts.
Project Department Fund Funds Amount
Speedway St. Water Line Wtr Distribution / Improvements 2011 Utility CIP Utility Fund $7,500 Replace existing cast iron water main with new pvc piping prior to new street installation Effect on operating budget: Reduce maintenance and repair parts cost for this main line.
Project Department Fund Funds Amount
Wastewater Vehicle / Backhoe Collection / 2020 Equip Utility Fund $75,000 Current machine is 10 years old. Effect on operating budget: Reduce maintenance costs.
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Project Department Fund Funds Amount
Wastewater Vehicle / Trailer Collection / 2020 Equip Utility Fund $7,000 Replacing a 1988 Utility Van with an enclosed trailer to carry the sewer camera. Effect on operating budget: Reduce maintenance costs.
Project Department Fund Funds Amount
Wastewater Vehicle / Mini Excavator Collection / 2020 Equip Utility Fund $30,000
Will enable work in alleys and yards on utilities that are currently difficult to access with larger machines. Effect on operating budget: Minor little or no damage to property.
Project Department Fund Funds Amount
Wastewater Airport Lift Station Improvements Collection / 2020 Utility CIP Utility Fund $400,000 Ensure continued service for continued growth and development. Effect on operating budget: Reduce maintenance costs.
Project Department Fund Funds Amount
Wastewater TCEQ SSO - Sewer Line Program Collection / 2020 Utility CIP Utility Fund $50,000
Five year contracted program to ensure improvements and maintenance to wastewater collection system.
Effect on operating budget: Reduce maintenance and repair parts cost for main lines that are replaced.
Project Department Fund Funds Amount Wastewater Reclamation / Wastewater Plant Upgrade 2021 Utility CIP Utility Fund $2,500,000 Upgrade processes at wastewater plant Effect on operating budget: Reduces maintenance costs by upgrading processes until new plant can be completed in 2011.
Project Department Fund Funds Amount Wastewater Reclamation / Flammables Storage Unit 2021 Utility CIP Utility Fund $5,000 Need to be able to store flammables in a safe environment. Effect on operating budget: None, this is a safety issue.
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Project Department Fund Funds Amount Wastewater Respirators for hazmat Reclamation / emergencies 2021 Utility CIP Utility Fund $15,000 Safety issue. Effect on operating budget: None, this is a safety issue.
Project Department Fund Funds Amount Wastewater Reclamation / Pump replacements 2021 Utility CIP Utility Fund $150,000 Replacement program. Effect on operating budget: Reduction in maintenance costs.
Project Department Fund Funds Amount Wastewater Reclamation / Solids handling pump upgrades 2021 Utility CIP Utility Fund $50,000 Replacement program. Effect on operating budget: Reduction in maintenance costs.
Project Department Fund Funds Amount Wastewater Reclamation / Respiratory protection program 2021 Utility CIP Utility Fund $10,000 Training and fitting of Respirators Effect on operating budget: May have a minor impact on the training budget for ongoing refresher training, but not significant.
Project Department Fund Funds Amount Wastewater Portable diaphram pump for Reclamation / maintenance 2021 Utility CIP Utility Fund $5,000
Portable pump needed to resolve certain maintenance issues in a more effiecient manner Effect on operating budget: None
Total Water/Wastewater Utility Improvement Program $3,533,000
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Management Information Systems Improvement Program
Project Department Fund Funds Amount
Printers IT / 1010 MIS Fund Cost Allocations $8,000 Printer replacement program Effect on operating budget: Increased efficiency and reduced downtime
Project Department Fund Funds Amount
Computers & Software IT / 1010 MIS Fund Cost Allocations $227,456 Update computers & software, and purchase new software.
Effect on operating budget: Continue 3-year replacement cycle to ensure software compatibility
Total MIS Improvement Program $235,456
Total Capital Improvements $4,307,380
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OPEN CAPITAL PROJECTS FROM PRIOR YEARS FUND PROJECT DESCRIPTION BUDGET ACTUALS AVAIL BUILDING IMPROVEMENTS GENERAL CIP CD0602 ANIMAL CONTROL OFFICE 160,672 303 160,369 GENERAL CIP FD0702 FIRE STATION TRACKING 6,000 0 6,000 GENERAL CIP PD0202 POLICE & COURTS FACILITY 7,059,372 6,760,021 299,351 GENERAL CIP PD0601 POLICE PROPERTY ROOM 154,000 0 154,000 GENERAL CIP PW0701 AUDITORIUM UPGRADES 54,348 23,991 30,357 NON BUILDING IMPROVEMENTS GENERAL CIP CH0701 CITY HALL HVAC CHILLER 50 TON 71,199 58,569 12,630 GENERAL CIP CH0702 HANDICAP LIFT REPLACEMENT 21,433 0 21,433 GENERAL CIP FD0601 FIRE ISO PUBLIC PROTCTION 21,000 10,500 10,500 MIS FUND IT0502 IT PROJECTS 71,328 0 71,328 MIS FUND IT0601 MISC IT PROJECTS 60,000 0 60,000 GENERAL CIP PW0605 PUBLIC WRKS RADIO REPLCMT 15,000 0 15,000 STREETS AND PARKING-CURBS, GUTTERS, STORM WATER GENERAL CIP PW0603 STREET IMPROVEMENTS 167,197 0 167,197 GENERAL CIP PW0604 SIGNS & BLANKS - TRAFFIC 10,000 3,013 6,987 GENERAL CIP PW0607 LION'S LAIR EXTENSION 429,500 51,387 378,113 GENERAL CIP PW0609 MONTY STRATTON OVERPASS 1,000,000 750,000 250,000 VEHICLE REPLACEMENT (Capital Equipment) VEHICLE RPLCMNT FUND VR0601 VEHICLE REPLACEMENT TANS 1,732,400 1,112,461 619,939 VEHICLE RPLCMNT FUND VR0701 VEHICLE RPLCMNT UTILITY FUND 202,900 130,512 72,388 WATER/WASTEWATER (Capital Equipment) GENERAL CIP CH0601 SEWER & VENTS ENGINEERING 15,000 1,168 13,832 UTILITY CIP PW0203 W W RECLAMATION CENTER 277,125 134,861 142,264 UTILITY CIP PW0206 DENT RD INFRASTRCTR (NRS) 311,711 275,052 36,659 UTILITY CIP PW0404 CNTR PT WTR WORKS PROJ 4,046,118 3,444,911 601,207 UTILITY CIP PW0405 HWY 380 UTILITIES 600,000 469,646 130,354 UTILITY CIP PW0602 SEWER IMPROVEMENTS 619,208 0 619,208 UTILITY CIP PW0608 WWTR INTRUSION DETECTION 25,000 20,801 4,199 UTILITY CIP PW0610 SELF PRIMING PUMP 244,000 224,423 19,577 UTILITY CIP PW0702 RIDGECREST .5MG GRND STRG 350,000 0 350,000 UTILITY CIP PW0703 I-30 UTILITY RELOCATION 500,000 30,579 469,422 UTILITY CIP PW0704 US 69 UTILITY RELOCATION 350,000 0 350,000 UTILITY CIP PW0705 I-30 12 INCH WATER CRSSNG 200,000 0 200,000 UTILITY FUND PW0708 COBISA TRACKING 50,000 12,736 37,264 UTILITY CIP PW0709 WATER DIST ANALYSIS & MODEL 50,000 0 50,000 TOTAL 18,874,511 13,514,934 5,359,577
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APPENDICES
A. Glossary: The Budget Glossary has been included to help the reader better understand terminology unique to public finance.
B. City of Greenville at a Glance: The City of Greenville at a Glance appendix provides the reader with a brief synopsis of the make-up of the city and its municipal government.
C. City of Greenville Approved Staffing: The approved staffing contains the budgeted staffing that has been approved for each fund by department.
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APPENDIX A
CITY OF GREENVILLE BUDGET GLOSSARY
- 222 - Budget Glossary
This budget glossary has been included to help the reader better understand terminology unique to public finance.
Accounting System - Records and procedures which are used to record classify and report information on the financial status and operations of an entity.
Accretion of Discount - Periodic straight-line increases in the book or carrying value of a security so the amount of the purchase price discount below face value is completely eliminated by the time the bond matures or by the call date, if applicable.
Accrual Basis of Accounting - A basis of accounting in which revenues are recognized in the accounting period in which they are earned and expenses are recognized in the accounting period in which they are incurred.
Accrued Interest - The accumulated interest due on a bond as of the last interest payment made by the issuer.
Admin. Asst. - Administrative Assistant
AO - Administrative Order
Adopted Budget - The budget that is approved by the City Council. The adopted budget is authorized by ordinance.
Ad Valorem - In proportion to value. A basis for levy of taxes on property.
Ad Valorem Tax - A tax based on the value of real and personal property commonly called property tax.
Agency - A debt security issued by a federal or federally sponsored agency. Federal agencies are backed by the full faith and credit of the U.S. Government. Federally sponsored agencies (FSAs) are backed by each particular agency with a market perception that there is an implicit government guarantee. An example of federal agency is the Government National Mortgage Association (GNMA). An example of an FSA is the Federal National Mortgage Association (FNMA).
Allot - To divide an appropriation into amounts, which may be encumbered or expended during an allotment period.
Amended Budget - The adopted budget plus any budget amendments.
Amortization - The systematic reduction of the amount owed on a debt issue through periodic payments of principal.
Annualize - Taking changes that occurred mid-year and calculating their costs for a full year, for the purpose of preparing an annual budget.
Appraised Value (Assessed Valuation) - The market value of real and personal property located in the City as of January 1 each year, as determined by the Hunt County Appraisal District.
Appropriation - An authorization made by the City Council which permits the City to incur obligations and to make expenditures.
Appropriation Ordinance - The official enactment by the City Council establishing the legal authority for City officials to obligate and expend resources.
Asked - The price at which securities are offered.
Assessed Valuation - A value that is established for real or personal property for use as a basis for levying property taxes. (Note: Property values are established by the Hunt County Appraisal District.)
- 223 - Assets - Resources owned or held which have a monetary value.
Attrition - A method of achieving a reduction in personnel by not refilling the positions vacated through resignation, reassignment, transfer, retirement, or means other than layoffs.
Audit - A comprehensive review of the manner in which the government’s resources were actually utilized.
Authorized Positions - Staff positions that are authorized in the adopted budget.
Available (Undesignated) Fund Balance - This refers to the funds remaining from the prior year, which are available for appropriation and expenditure in the current year.
Average Life - The average length of time that an issue of serial bonds and/or term bonds with a mandatory sinking fund feature is expected to be outstanding.
Balanced Budget - A balanced budget occurs when the total sum of money a government collects in a year is equal to the amount it spends on goods, services, and debt interest.
Barbell Maturity Strategy - A maturity pattern within a portfolio in which maturities of the assets in the portfolio are concentrated in both the short and long ends of the maturity spectrum.
Base Budget - The on-going expense of continuing the existing service levels.
Basis Point - A unit of measurement used in the valuation of fixed-income securities equal to 1/100 of a percent of yield. E.g., “1/4” of 1 percent is equal to 25 basis points.
Basis of Accounting - The methodology used to determine when revenues and expenses and their impact on related assets and liabilities are recognized in the accounts and reported in the City’s financial statements.
Benchmark - A comparative base for performance evaluation. A benchmark can be a broad-based bond index, a customized bond index, or a specific objective.
Bid - The indicated price at which a buyer is willing to purchase a security or commodity.
Bond - A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date in the future, called the maturity date, together with periodic interest at a specified rate.
Bond Equivalent Yield - Used to compare yields available from discounted securities that pay interest at maturity with yields available from securities that pay interest semi-annually.
Bonded Debt - Portion of indebtedness represented by outstanding bonds.
Bond Ordinance - An ordinance or resolution authorizing a bond issue.
Bond Refinancing - The payoff and re-issuance of bonds to obtain better interest rates and/or bond conditions.
Book Entry Securities - Stocks, bonds, other securities, and some certificates of deposit that are purchased, sold, and held as electronic computer entries on the records of a central holder. These securities are not available for purchase in physical form; buyers get a receipt or confirmation as evidence of ownership.
Book Value - The value at which a security is carried on the inventory lists or other financial records of an investor. The book value may differ significantly from the security’s current value in the market.
Broker - A broker brings buyers and sellers together for a commission paid by the initiator of the transaction or by both sides; he does not position. In the money market, brokers are active in markets in which banks buy and sell money and in interdealer markets.
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Budget - An annual plan of financial operation embodying an estimate of proposed expenditures for a given period and the estimated means of financing them. The approved budget is authorized by ordinance and thus specifies the legal spending limits for the fiscal year.
Budget Adjustment - A procedure, established by the City Charter, used to revise a budget amount after the budget has been adopted by City Council.
Budget Calendar - The schedule of key dates which the City follows in the preparation and adoption of the budget.
Budget Document - The instrument used by the budget-making authority to present a comprehensive financial plan of operations to the City Council.
Budget Message - The opening section of the budget which provides the City Council and the public with a summary of the most important aspects of the budget, changes from previous years, and views and recommendations of the City Manager.
Budget Ordinance - The official enactment, by City Council, to legally authorize City Staff to obligate and expend the resources of the City.
Budget Year - The fiscal year of the City which begins October 1 and ends September 30.
Budgeted Amount - An authorization made by the City Council that legally authorizes City staff to obligate and expend the resources of the City.
Budgetary Control - The control or management of a government or enterprise fund in accordance with an approved budget to keep expenditures within the limitations of available appropriations of revenue.
Callable Bond - A bond issue in which all or part of its outstanding principal amount may be redeemed before maturity by the issuer under specified conditions.
Call Price - The price at which an issuer may redeem a bond prior to maturity. The price is usually at a slight premium to the bond’s original issue price to compensate the holder for loss of income and ownership.
Call Risk - The risk to a bondholder that a bond may be redeemed prior to maturity.
Capital Budget - A plan of proposed capital outlays and the means of financing them.
Capital Improvements Program (CIP) - A long-range plan for providing the capital outlays necessary to insure that adequate services are provided to the residents of the City. The plan includes improvements to, or the acquisition of, structural improvements and major equipment purchases.
Capital Projects Fund - A fund created to account for financial resources to be used for the acquisition and/or the construction of major capital facilities or equipment.
Capital Outlays - Expenditures for items which have a useful life in excess of one year and a purchase cost of at least $5,000. Included in this category is the cost of land, buildings, permanent improvements, machinery, large tools, rolling and stationary equipment.
Cash Accounting - The basis of accounting in which transactions are recorded when cash is either received or disbursed.
Cash Sale/Purchase - A transaction which calls for delivery and payment of securities on the same day that the transaction is initiated.
CDBG - An acronym for Community Development Block Grant which is an annual federal grant.
- 225 - Central Service Fund - An internal service fund established by the City to account for the financing of services provided to other departments.
Certificate of Deposit (CD) - A time deposit with a specific maturity evidenced by a certificate. Large- denomination CDs are typically negotiable.
Certificates of Obligation (CO’s) - Tax-supported bonds that are similar to general obligation bonds and can be issued after meeting strict publication requirements and with final approval of the City Council.
CID - Criminal Investigation Department
CIP - Capital Improvement Program
City Charter - The document that establishes the City as an incorporated political subdivision (municipal government) in accordance with the statutes of the State of Texas. The charter provides the form, roles and powers of the municipal government that is the City of Greenville.
COG - City of Greenville
COLA - Cost of Living Adjustment
Collateralization - Process by which a borrowed pledges securities, property, or other deposits for the purpose of securing the repayment of a loan and/or security.
Collateralized Mortgage Obligation (CMO) - A type of mortgage-backed security created by dividing the rights to receive the principal and interest cash flows from an underlying pool of mortgages in separate classes or tiers.
Combined Summary Statement - A summary of two or more funds presented on a single page that includes a total of the funds presented.
Commercial Paper - An unsecured short-term promissory note issued by corporations, with maturities ranging from 2 to 270 days.
Component Unit - Legally separate organization for which the elected officials of the primary government are financially accountable. In addition, component units can be other organizations for which the nature and significance of their relationship with a primary government are such that exclusion would cause the reporting entity’s financial statements to be misleading or incomplete.
Commercial Paper - An unsecured short-term promissory note issued by corporations, with maturities ranging from 2 to 270 days.
Comprehensive Annual Financial Report (CAFR) - The official annual report for the City of Greenville. It includes combined statements and basic financial statements for each individual fund and account group prepared in conformity with GAAP. It also includes supporting schedules necessary to demonstrate compliance with finance related legal and contractual provision, extensive introductory material, and a detailed statistical section.
Confirmation - The document used to state in writing the terms of the trade which had previously been agreed to verbally.
Contingency - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted.
Contractual Services - Operational expenses related to professional or technical services and other outside organizations.
Convexity - A measure of a bond’s price sensitivity to changing interest rates. A high convexity indicates greater sensitivity of a bond’s price to interest rate changes.
- 226 - Cost Allocation - A method of assigning indirect, general, and administrative costs to activities, functions, or outputs.
Council Place - A territorial division of a city, for administrative purposes. There are six (6) council places or districts in Greenville.
Coupon Rate - The annual rate of interest received by an investor from the issuer of certain types of fixed-income securities. Also known as the “interest rate.”
Credit Quality - The measurement of the financial strength of a bond issuer. This measurement helps an investor to understand an issuer’s ability to make timely interest payments and repay the loan principal upon maturity. Generally, the higher the credit quality of a bond issuer, the lower the interest rate paid by the issuer because the risk of default is lower. Credit quality ratings are provided by nationally recognized rating agencies.
Credit Risk - The risk to an investor that an issuer will default in the payment of interest and/or principal on a security.
Current Taxes - Taxes levied and due within one year.
Current Yield (Current Return) - A yield calculation determined by dividing the annual interest received on a security by the current market price of that security.
CUSIP Number - A nine-digit number established by the Committee on Uniform Securities Identification Procedures that is used to identify publicly traded securities. Each publicly traded security receives a unique CUSIP number when the security is issued.
Custody - The service of an organization, usually a financial institution, of holding (and reporting) a customer’s securities for safekeeping. The financial institution is known as the custodian.
Dealer - A dealer, as opposed to a broker, acts as a principal in all transactions, buying and selling for his own account.
Debenture - A bond secured only by the general credit of the issuer.
Debt Service - The City’s obligation to pay principal and interest of all bonds and other debt instruments according to a predetermined payment schedule.
Debt Service Fund - Fund used to account for the payment of principal and interest on general obligation long-term debt.
Delinquent Taxes - Taxes which remain unpaid after the date on which a penalty for nonpayment is attached. Property tax statements are mailed in October and become delinquent if unpaid after January 31.
Delivery Versus Payment (DVP) - There are two methods of delivery of securities: delivery versus payment and delivery versus receipt (also called free). Delivery versus payment is delivery of securities with an exchange of money for the securities. Delivery versus receipt is the delivery of securities with an exchange of a signed receipt for the securities.
Department - A major administrative organizational unit of the City, which indicates overall management responsibility of one or more activities.
Deficit - The excess of expenditures over revenues during an accounting period.
Depository Trust Company (DTC) - An organization that holds physical certificates for stocks and bonds and issues receipts to owners. Securities held by DTC are immobilized so that they can be traded on a book entry basis.
- 227 - Depreciation - The process of estimating and recording the expired useful life of a fixed asset which is used to distribute its cost over its useful life.
Derivative Security - Financial instrument created from, or whose value depends upon, one or more underlying assets or indexes of asset values.
Discount - The amount by which the par value of a security exceeds the price paid for the security.
Disbursement - The payment for goods and/or services by cash or check.
Distinguished Budget Presentation Award - A voluntary program administered by the Government Finance Officers Association to encourage governments to publish well organized and easily readable budget documents and to provide peer recognition and technical assistance to the fiscal officers preparing them.
Diversification - A process of investing assets among a range of security types by sector, maturity, and quality rating.
Division - A specific functional area within a City department.
Duration - A measure of the timing of the cash flows, such as the interest payments and the principal repayment, to be received from a given fixed-income security. This calculation is based on three variables: term to maturity, coupon rate, and yield to maturity. The duration of a security is a useful indicator of its price volatility for given changes in interest rates.
Economic Cycle (Business Cycle) - As the economy moves through the business cycle, interest rates tend to follow the levels of production, output, and consumption – rising as the economy expands and moves out of recession and declining after the economy peaks, contracts, and heads once again into recession.
EDC - Economic Development Corporation
Effective Maturity - The average maturity of a bond, given the potential for early call. For a non-callable bond, the final maturity date serves as the effective maturity. For a callable bond, the effective maturity is bounded by the first call date and the final maturity date; the position within this continuum is a function of the call price, the current market price, and the reinvestment rate assumed.
Effective Tax Rate - A rate which generates the same amount of revenues from property which is taxed in both years.
EMS - Emergency Management Services
Encumbrances - Obligation in the form of purchase orders and contracts which are chargeable to an appropriation and for which a part of the appropriation is reserved because the goods or services have been received. When paid, the encumbrance is liquidated.
Enterprise Fund - A fund established to account for operations that are financed and operated in a manner similar to private business enterprise where the intent of the governing body is that the cost of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges.
EOC - Emergency Operations Center
EPA - Environmental Protection Agency
Estimated Revenue - The amount of revenues projected to be collected during the fiscal year.
Expenditures - Funds spent in accordance with budgeted appropriations on assets or goods and services obtained.
- 228 - Expenses - A decrease in net total assets. Expenses represent the total cost of operations during a period regardless of the timing of related expenditures.
FTE - Full time equivalent
Face Value - The principal amount due and payable to a bondholder at maturity; par value. Also, the amount on which coupon interest in computed.
Fail - The event of a securities purchase or sale transaction not settling as intended by the parties.
Fair Value - The amount at which an investment could be exchanged in a current transaction between willing parties, other than in a forced or liquidation sale.
Federal Credit Agencies - Agencies of the Federal government set up to supply credit to various classes of institutions and individuals, e.g. S&Ls, small business firms, students, farmers, farm cooperatives, and exporters.
Federal Deposit Insurance Corporation (FDIC) - A federal agency that insures bank deposits, currently up to $100,000 per deposit.
Federal Farm Credit Banks (FFCB) - A government-sponsored corporation that was created in 1916 and is a nationwide system of banks and associations providing mortgage loans, credit, and related services to farmers, rural homeowners, and agricultural and rural cooperatives. The banks and associations are cooperatively owned, directly or indirectly, by their respective borrowers. The Federal Farm Credit System is supervised by the Farm Credit Administration, an independent agency of the U.S. Government. (See Government Sponsored Enterprises).
Federal Funds (Fed Funds) - Funds placed in Federal Reserve banks by depository institutions in excess of current reserve requirements. These depository institutions may lend fed funds to each other overnight or on a longer basis. They may also transfer funds among each other on a same-day basis through the Federal Reserve banking system. Fed funds are considered to be immediately available funds.
Federal Funds Rate - Interest rate charged by one institution lending federal funds to the other.
Federal Home Loan Banks (FHLB) - The institutions that regulate and lend to savings and loan organizations. The Federal Home Loan Banks play a role analogous to that played by the Federal Reserve Banks vis-à-vis member commercial banks.
Federal Home Loan Mortgage Corporation (FHLMC or “Freddie Mac”) - A government-sponsored corporation that was created in July 1970, by the enactment of Title III of the Emergency Home Finance Act of 1970. Freddie Mac was established to help maintain the availability of mortgage credit for residential housing, primarily through developing and maintaining an active, nationwide secondary market in conventional residential mortgages. (See Government Sponsored Enterprises).
Federal National Mortgage Association (FNMA) - FNMA, like GNMA, was chartered under the Federal National Mortgage Association Act in 1938. FNMA is a federal corporation working under the auspices of the Department of Housing and Urban Development, H.U.D. It is the largest single provider of residential mortgage funds in the United States. Fannie Mae, as the corporation is called, is a private stockholder- owned corporation. The corporation’s purchases include a variety of adjustable mortgages and second loans in addition to fixed-rate mortgages. FNMA’s securities are also highly liquid and are widely accepted. FNMA assumes and guarantees that all security holders will receive timely payment of principal and interest.
Federal Open Market Committee (FOMC) - Consists of seven members of the Federal Reserve Board and five of the twelve Federal Reserve Bank Presidents. The President of the New York Federal Reserve Bank is a permanent member while the other Presidents serve on a rotating basis. The Committee periodically meets to set Federal Reserve guidelines regarding purchases and sales of Government Securities in the open market as a means of influencing the volume of bank credit and money.
- 229 - Federal Reserve System - The central bank of the United States created by Congress and consisting of a seven member Board of Governors in Washington, D.C., 12 regional banks and about 5,700 commercial banks that are members of the system.
FEMA - Federal Emergency Management Administration
Fixed Asset - Assets of a long-term character, which are intended to continue to be held or used. Examples of fixed assets include items such as land, buildings, machinery, furniture, and other equipment.
Fixed-Income Security - A financial instrument promising a fixed amount of periodic income over a specified future time span.
Franchise - A special privilege granted by a government permitting the continued private use of public property such as city streets.
Franchise Fee - A fee paid for the use of City streets, alleys and property. Services requiring franchise include electricity, natural gas, cable television, sanitation, taxi cab, water and wastewater.
Fringe Benefits - Contributions made by the City to meet commitments or obligations for employee fringe benefits. Included are the City’s share of costs for Social Security, pension, medical, and life insurance plans.
FTE - Full-Time Equivalent
Full Faith and Credit - A pledge of the general taxing power of a government to repay debt obligations (the term is typically used in reference to bonds).
Fund - An accounting entity with a separate self balancing set of accounts which comprise its assets, liabilities, fund balance, revenues, and expenditures.
Fund Balance - The assets of a fund less liabilities, as determined at the end of each fiscal year. Any reservations of fund balance are deducted to result in an “unreserved fund balance”.
FY - Fiscal Year - A 12-month period to which the annual operating budget applies. (The City of Greenville has established October 1 through September 30 as its fiscal year.)
GAAP - Generally accepted accounting principles as determined through common practice or as promulgated by accounting standard setting bodies.
GASB - Governmental Accounting Standards Board
GEUS - Acronym for Greenville Electric and Cable Utility System
GFOA - Government Financial Officers Association. A professional association of government finance officers dedicated to the sound management of government financial resources.
GIS - Geographic Information Systems. A computer system which transforms geographically-referenced data into maps and other geographic relationship information. Also a City division responsible for maintaining the City’s GIS information.
GISD - Greenville Independent School District
General Fund - The largest fund within the City, the General Fund accounts for most of the financial resources of the government. General Fund revenues include property taxes, licenses and permits, local taxes, service charges, and other types of revenue. This fund usually includes most of the basic operating services, such as fire and police protection, park and recreation, libraries, public works, and general administration.
- 230 - GO’s - General Obligation Bonds - Bonds that finance public projects such as streets, municipal facilities, and park improvements. The repayment of these bonds are backed by full faith and credit of the issuing government This type of bond requires voter approval.
Government National Mortgage Association (GNMA or Ginnie Mae) - Securities guaranteed by GNMA and issued by mortgage bankers, commercial banks, savings and loan associations, and other institutions. Security holder is protected by full faith and credit of the U.S. Government. Ginnie Mae securities are backed by FHA, VA or FMHM mortgages. The term pass through is often used to describe Ginnie Maes.
Government-Sponsored Enterprises (GSE’s) - Payment of principal and interest on securities issued by these corporations is not guaranteed explicitly by the U.S. Government, however, most investors consider these securities to carry an implicit U.S. Government guarantee. The debt is fully guaranteed by the issuing corporations. GSE’s include: Farm Credit System, Federal Home Loan Bank System, Federal Home Loan Mortgage Corporation, Federal National Mortgage Association, Student Loan Marketing Association, and the Tennessee Valley Authority.
Government Securities - An obligation of the U.S. Government, backed by the full faith and credit of the government. These securities are regarded as the highest quality of investment securities available in the U.S. securities market. See “Treasury Bills, Notes, and Bonds.”
Governmental Funds - Funds generally used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital project funds, and permanent funds.
Grant - A contribution by a government or other organization to support a particular function. Typically, these contributions are made to local governments from the state and federal governments.
HCAD - Hunt County Appraisal District - An entity established by the State of Texas to insure uniform property appraisals for all taxing entities in Hunt County.
HR - Human Resources
H/VAC - Heating Venting & Air Conditioning
Infrastructure - Roads, bridges, streets, sidewalks, curbs, gutters, drainage systems, lighting systems, water lines, wastewater lines and other improvements that are installed for the common good.
Instrumentalities - See Government-Sponsored Enterprises.
Interest Rate - See “Coupon Rate.”
Interest Rate Risk - The risk associated with declines or rises in interest rates which cause an investment in a fixed-income security to increase or decrease in value
Intergovernmental Revenue - Revenues received from federal, state, and other local government sources in the form of grants, shared revenues, and payments-in-lieu of taxes.
Internal Controls - An internal control structure designed to ensure that the assets of the entity are protected from loss, theft, or misuse. The internal control structure is designed to provide reasonable assurance that these objectives are met. The concept of reasonable assurance recognized the 1) the cost of a control should not exceed the benefits likely to be derived and 2) the valuation of costs and benefits requires estimates and judgments by management. Internal controls should address the following points: Control of collusion - Collusion is a situation where two or more employees are working in conjunction to defraud their employer. Separation of transaction authority from accounting and record keeping - By separating the person who authorizes or performs the transaction from the people who record or otherwise account for the transaction, a separation of duties is achieved. Custodial safekeeping - Securities purchased from any bank or dealer including appropriate collateral (as defined by state law) shall be placed with an independent third party for custodial safekeeping.
- 231 - Internal Service Fund - Fund used to account for the financing of goods or services provided by a designated division to other divisions of the City on a cost-reimbursement basis.
Inventory - A detailed listing of property currently held by the City or GEUS.
Inverted Yield Curve - A chart formation that illustrates long-term securities having lower yields than short-term securities. This configuration usually occurs during periods of high inflation coupled with low levels of confidence in the economy and a restrictive monetary policy.
Investment-Grade Obligations - An investment instrument suitable for purchase by institutional investors under the prudent person rule. Investment-grade is restricted to those obligations rated BBB or higher by a rating agency.
Investments - Securities purchased and held for the production of income in the form of interest, dividends, rentals or base payments.
JAG - Justice Assistance Grant
KGB - Keep Greenville Beautiful
Laddered Maturity Strategy - A maturity pattern within a portfolio in which maturities of the assets in the portfolio are equally spaced. Over time, the shortening of the remaining lives of the assets provides a steady source of liquidity or cash flow. Given a normal yield curve with a positive slope this passive strategy provides the benefit of being able to take advantage of the higher, longer-term yields without sacrificing safety or liquidity.
Lapsing Appropriation - An appropriation made for a certain period of time, generally for the budget year. At the end of the specified period, any unencumbered balance lapses or ends, unless otherwise provided by law.
Levy - To impose taxes, special assessments, or service charges for the support of City activities.
LF - Linear Feet
Liabilities - Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or refunded at some future date. This term does not include encumbrances.
Line-Item Budget - A budget that lists each expenditure item separate along with the dollar amount budgeted for each specific account number.
Liquidity - A liquid asset is one that can be converted easily and rapidly into cash without a substantial loss of value. In the money market, a security is said to be liquid if the spread between bid and asked prices is narrow and reasonable size can be done at those quotes.
Liquidity Risk - The risk that an investment will be difficult to sell at a fair market price in a timely fashion.
Local Government Investment Pool (LGIP) - An investment by local governments in which their money is pooled as a method for managing local funds.
Long-Term Debt - Debt with a maturity of more than one year after the date of issuance.
MIS - Management Information Systems
Mark-to-Market - The process whereby the book value or collateral value of a security is adjusted to reflect its current market value.
Market Risk - The risk that the value of a security will rise or decline as a result of changes in market conditions.
Market Value - Current market price of a security.
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Master Repurchase Agreement - To protect investors, many public investors will request that repurchase agreements be preceded by a master repurchase agreement between the investor and the financial institution or dealer. The master agreement should define the nature of the transaction, identify the relationship between the parties, establish normal practices regarding ownership and custody of the collateral securities during the term of the investment, provide remedies in the case of default by either party and clarify issues of ownership. The master repurchase agreement protects the investor by eliminating the uncertainty of ownership and hence, allowing investors to liquidate collateral if a bank or dealer defaults during the term of the agreement.
Maturity - The date on which payment of a financial obligation is due. The final stated maturity is the date on which the issuer must retire a bond and pay the face value to the bondholder. See “Weighted Average Maturity.”
MGD - Million Gallons per day
Modified Accrual Accounting - A basis of accounting where expenditures are accrued, but revenues are recorded when “measurable” or available for expenditure.
Money Market - The market in which short-term debt instruments (bills, commercial paper, bankers’ acceptances, etc.) are issued and traded.
Money Market Instrument - Generally, a short-term debt instrument that is purchased from a broker, dealer, or bank. Sometimes the term “money market” with “short term”, defines an instrument with no more than 12 months remaining from the purchase date until the maturity date. Sometimes the term “money market” is used more restrictively to mean only those instruments that have active secondary markets.
Money Market Mutual Fund - Mutual funds that invest solely in money market instruments.
Mortgage-Backed Securities (MBS) - Securities composed of, or collateralized by, loans that are themselves collateralized by liens on real property.
Mutual Fund - An investment company that pools money and can invest in a variety of securities, including fixed-income securities and money market instruments. Mutual funds are regulated by the Investment Company Act of 1940.
National Association of Securities Dealers (NASD) - A self-regulatory organization (SRO) of brokers and dealers in the over-the-counter securities business. Its regulatory mandate includes authority over firms that distribute mutual fund shares as well as other securities.
Net Asset Value - The market value of one share of an investment company, such as a mutual fund. This figure is calculated by totaling a fund’s assets which includes securities, cash, and any accrued earnings, subtracting this from the fund’s liabilities and dividing this total by the number of shares outstanding. This is calculated once a day based on the closing price for each security in the fund’s portfolio.
No Load Mutual Fund - A mutual fund which does not levy a sales charge on the purchase of its shares.
Nominal Yield - The stated rate of interest that a bond pays its current owner, based on par value of the security. It is also known as the “coupon,” “coupon rate,” or “interest rate.”
Non-Dept - Non-Departmental - Department to budget expenses that benefit the fund as a whole rather than a particular department within a fund.
NCTCOG - North Central Texas Council of Governments
Object of Expenditure - An expenditure classification, referring to the lowest and most detailed level of classification, such as electricity, office supplies, asphalt, and furniture.
- 233 - Objective - Desired output oriented accomplishments, which can be measured and achieved within a given time frame. Achievement of the objective advances the activity and organization toward a corresponding goal.
Offer - An indicated price at which market participants are willing to sell a security or commodity. Also referred to as the “ask price.”
Open Market Operations - Purchases and sales of government and certain other securities in the open market by the New York Federal Reserve Bank as directed by the FOMC in order to influence the volume of money and credit in the economy. Purchases inject reserves into the bank system and stimulate growth of money and credit; sales have the opposite effect. Open market operations are the Federal Reserve’s most important and most flexible monetary policy tool.
Operating Budget - A financial plan outlining estimated revenues and expenditures and other information for a specified period (usually a fiscal year). The “proposed budget” is the financial plan presented by the City Manager for consideration by the City Council, and the “adopted budget” is the financial plan ultimately approved and authorized by the City Council.
Operating Expenses - Proprietary fund expenses that are directly related to the fund’s primary service activities.
Operating Income - The excess of proprietary fund operating revenues over operating expenses.
Operating Revenue - Proprietary fund revenues that are directly related to the fund’s primary service activities.
Opportunity Cost - The cost of pursuing one course of action measured in terms of the foregone return that could have been earned on an alternative course of action that was not undertaken.
Open Market Operations - Purchases and sales of government and certain other securities in the open market by the New York Federal Reserve Bank as directed by the FOMC in order to influence the volume of money and credit in the economy. Purchases inject reserves into the bank system and stimulate growth of money and credit; sales have the opposite effect. Open market operations are the Federal Reserve’s most important and most flexible monetary policy tool.
Ordinance - A formal legislative enactment by the governing board of a municipality. It is not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies.
OSHA - Occupational Safety and Health Association
Par - Face value or principal value of a bond, typically $1,000 per bond.
Pay-as-you-go Basis - A term used to describe a financial policy by which capital outlays are financed from current revenues rather than through borrowing.
Payment-In-Lieu of Taxes (PILOT) - An agreement, generally made by a tax exempt entity that receives City services, to pay a specified sum of money to the City. Both the Water Utilities Fund and GEUS make payments-in-lieu of taxes to the City’s General Fund.
PD - Police Department
Performance Measure - Data collected to determine how effective or efficient a program is in achieving its objectives.
Personal Services - Expenditures for salaries, wages, and fringe benefits of a government’s employees.
Personal Property - Property classified by the State Property Tax Board including non-business vehicles, utilities, businesses and other tangible and intangible personal properties.
- 234 - Personal Services - Costs related to compensating employees, including salaries, wages, insurance payroll taxes and retirement contributions.
PFIA - Public Funds Investment Act
Pooled Fund Group - An internally created fund of an investing entity in which one or more institutional accounts of the investing entity are invested (as defined by the Public Funds Investment Act).
Portfolio - Collection of securities held by an investor.
Positive Yield Curve - A chart formation that illustrates short-term securities having lower yields than long-term securities.
PPE - Personal Protective Equipment
Premium - The amount by which the price paid for a security exceeds the security’s par value.
Prime Rate - A preferred interest rate charged by commercial banks to their most creditworthy customers. Many interest rates are keyed to this rate.
Primary Dealer - A group of government securities dealers that submit daily reports of market activity and positions and monthly financial statements to the Federal Reserve Bank of New York and are subject to its informal oversight. Primary dealers include Securities and Exchange Commission (SEC) registered securities broker-dealers, banks and a few unregulated firms.
Principal - The face value or par value of a debt instrument. Also may refer to the amount of capital invested in a given security.
Prior-Year Encumbrances - Obligations from previous fiscal years in the form of purchase orders, contracts, or salary commitments which are chargeable to an appropriation, and for which a part of the appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise terminated.
Property Tax - An ad valorem tax levied on both real and personal property according to the property’s valuation and the tax rate.
Proposed Budget - Financial plan initially developed by departments and presented by the City Manager to the City Council for approval.
Proprietary Funds - Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds.
Prospectus - A legal document that must be provided to any prospective purchaser of new securities offering registered with the SEC. This can include information on the issuer, the issuer’s business, the proposed use of proceeds, the experience of the issuer’s management, and certain certified financial statements.
Prudent Person Rule - An investment standard outlining the fiduciary responsibilities of public funds investors relating to investment practices.
Public Hearing - The portions of open meetings held to present evidence and provide information on both sides of an issue.
Qualified Public Depositories - A financial institution which does not claim exemption from the payment of any sales or compensating use or ad valorem taxes under the laws of the state, which has segregated for the benefit of the commission eligible collateral having a value of not less than its maximum liability and which has been approved by the Public Deposit Protection Commission to hold public deposits.
- 235 - Qualified Representative - A person who holds a position with – and is authorized to act on behalf of – a business organization (as defined by the Public Funds Investment Act).
RFP - Acronym for Request for Proposal.
RFQ - Request for Qualifications
Rate of Return - The yield obtainable on a security based on its purchase price or its current market price. This may be the amortized yield to maturity on a bond or the current income return.
Real Property - Property classified by the state Property Tax Board including residential single and multi- family, vacant lots, acreage, farm and ranch improvements, commercial and industrial, and oil, gas and other mineral reserves.
Reinvestment Rate - The interest rate earned on the reinvestment of coupon payments.
Reinvestment Risk - The risk that a fixed income investor will be unable to reinvest income proceeds from a security holding at the same rate of return currently generated by that holding.
Repurchase Agreement (RP or REPO) - An agreement of one party to purchase securities at a specified price from a second party and a simultaneous agreement by the first party to resell the securities at a specified price to the second party on demand or at a specified date.
Reserve - An account used to indicate that a portion of a fund balance is restricted for a specific purpose. An account used to earmark a portion of fund balance to indicate that it is not appropriate for expenditure. A reserve may also be an account used to earmark a portion of fund equity as legally segregated for a specific future use.
Resolution - A special or temporary order of a legislative body: an order of a legislative body requiring less legal formality than an ordinance or statute.
Resources - Total dollars available for appropriation including estimated revenues, fund transfers and beginning fund balances.
Retained Earnings - The excess of total assets over total liabilities for an enterprise fund. Retained earnings include both short-term and long-term assets and liabilities for an enterprise fund.
Revenue - All amounts of money earned or received by the City from external sources.
Revenue Bonds - Bonds whose principal and interest are payable exclusively from a revenue source pledged as the payment source before issuance.
ROWs - Right of Ways
Safekeeping - Holding of assets (e.g. securities) by a financial institution.
Sales Tax - A general “sales tax: is levied on persons and businesses selling merchandise or services in the city limits on a retail basis. The categories for taxation are defined by state law. Money collected under authorization of this tax is for the use and benefit of the city; however, no city may pledge anticipated revenues from this source to secure the payment of funds or other indebtedness.
SCADA - System Control and Data Acquisition
SCBA - Self-Contained Breathing Apparatus
SEC Rule 15C3-1 - See uniform net capital rule.
Secondary Market - A market made for the purchase and sale of outstanding issues following the initial distribution.
- 236 - Securities & Exchange Commission - Agency created by Congress to protect investors in securities transactions by administering securities legislation.
Separately Invested Asset - An account or fund of a state agency or local government that is not invested in a pooled fund group (as defined by the Public Fund Investment Act).
Serial Bond - A bond issue, usually of a municipality, with various maturity dates scheduled at regular intervals until the entire issue is retired.
Sinking Fund - Money accumulated on a regular basis in a separate custodial account that is used to redeem debt securities or preferred stock issues.
Source of Revenue - Revenues are classified according to their source or point of origin.
Special Assessment - A compulsory levy made against certain properties to defray a part of the cost of a specific improvement or services (such as curbs and gutters) deemed to primarily benefit those properties.
Special Revenue Fund - A fund used to account for a specific revenue source (other than special assessments, expendable trusts or for major capital projects) that are legally restricted to expenditures for specific purposes, or have been segregated by financial policy to be maintained separately.
Spread - Most commonly used when referring to the difference between the bid and asked prices in a quote.
SSIP - Sanitary Sewer Improvement Program
Strips - Separation of the principal and interest cash flows due from any interest-bearing securities into different financial instruments. Each coupon payment is separated from the underlying investment to create a separate security. Each individual cash flow is sold at a discount. The amount of the discount and the time until the cash flow is paid determine the investor’s return.
Structured Notes - Debt obligations whose principal or interest payments are determined by an index or formula.
Swap - Trading one asset for another.
Tax Base - The total value of all real and personal property in the City as of January 1st of each year as certified by the Appraisal District. The tax base represents net value after all exemptions.
Tax Levy - The result of multiplying the ad valorem property tax rate per one hundred dollars times the tax base.
Tax Rate - The rate applied to all taxable property within the city limits. The rate is comprised of two components: the debt service rate, which covers the interest and principal on bonds and other debt secured by property tax revenues, and the maintenance & operations rate, which covers such things as salaries, utilities, and day to day operations.
Tax Roll - The official list showing the amount of taxes levied against each taxpayer or property in the City. This list is provided to the City by the Hunt County Appraisal District.
Taxes - Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people.
TCEQ - Texas Commission on Environmental Quality
TCLEOSE - Texas Commission on Law Enforcement Officer Standards and Education
- 237 - Term Bond - Bonds comprising a large part of all of a particular issue which come due in a single maturity. The issuer usually agrees to make periodic payments into a sinking fund for mandatory redemption of term bonds before maturity.
TIF - Tax Increment Financing or the act of capturing the amount of property taxes levied by a taxing unit for the year on the appraised value of real property located within a defined investment zone. The tax increments are paid into the TIF fund and used to pay project costs within the zone, including debt service obligations.
TMRS - Texas Municipal Retirement System
TNRCC - Texas Natural Resources Conservation Commission
Total Return - The sum of all investment income plus changes in the capital value of the portfolio. For mutual funds, return on an investment is composed of share price appreciation plus any realized dividends or capital gains. This is calculated by taking the following components during a certain time period. (Price Appreciation) + (Dividends Paid) + (Capital Gains) = Total Return.
Transfers - Funds transferred from one fund to another fund for specific purposes: i.e., debt service, reimbursement for services.
Treasury Bills - A non-interest bearing discount security issued by the U.S. Treasury to finance the national debt. Most bills are issued to mature in three months, six months or one year in minimum denominations of $10,000.00. The yields on bills are monitored closely in the money markets for signs of interest rate trends.
Treasury Bonds - Long-term U.S. Treasury securities having initial maturities of more than ten years.
Treasury Notes - Intermediate term coupon bearing U.S. Treasury securities having initial maturities from one to ten years. Currently, the longest outstanding maturity for such securities is 30 years.
TWDB - Texas Water Development Board
TxDOT - Texas Department of Transportation
User Fees - The payment of a fee for direct receipt of a public service by the party benefiting from the service.
Unencumbered Balance - The amount of undesignated fund balance that is available for future purposes.
Uniform Net Capital Rule - Securities and Exchange Commission requirement that member firms as well as nonmember broker-dealers in securities maintain a maximum ratio of indebtedness to liquid capital of 15:1, also called net capital rule and net capital ratio. Indebtedness covers all money owed to a firm, including margin loans and commitments to purchase securities. This is one reason new public issues are spread among members of underwriting syndicates. Liquid capital includes cash and assets easily converted into cash.
Unreserved Fund Balance - The portion of a fund’s balance that is not restricted for a specific purpose and is available for general appropriation.
V/ER - Vehicle/Equipment Replacement
Volatility - A degree of fluctuation in the price and valuation of securities.
Volatility Risk Rating - A rating system to clearly indicate the level of volatility and other non-credit risks associated with securities and certain bond funds. The ratings for bond funds range from those that have extremely low sensitivity to changing market conditions and offer the greatest stability of the return (“aaa” by S&P; “V-1” by Fitch) to those that are highly sensitive with currently identifiable market volatility risk (“ccc” by S&P; “V-10” by Fitch).
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W & S - Water & Sewer
Weighted Average Maturity (WAM) - The average maturity of all the securities that comprise a portfolio. According to SEC rule 2A-7, the WAM for SEC registered money market mutual funds may not exceed 90 days and no one security may have a maturity that exceeds 397 days.
When Issued (WI) - A conditional transaction in which an authorized new security has not been issued. All “when issued” transactions are settled when the actual security is issued.
Working Capital - Budgeted working capital is calculated as a funds current assets less the current liabilities and outstanding encumbrances. The term is used to indicate unencumbered fund balances in enterprise funds such as the Utility, Golf Course, Airport and Sanitation funds.
Work Program - A plan of work proposed to be done during a particular period by the government in carrying out its assigned activities.
WWTP - Waste Water Treatment Plant
Yield - The rate of annual income return on an investment, expressed as a percentage. (a) Income Yield is obtained by dividing the current dollar income by the current market price of the security. (b) Net Yield or Yield to Maturity is the current income yield minus any premium about par or plus any discount from par n purchase price, with the adjustment spread over the period from the date of purchase to the date of maturity of the bond.
Yield-to-call (YTC) - The rate of return an investor earns from a bond assuming the bond is redeemed (called) prior to its nominal maturity date. Yield Curve-A graphic representation that depicts the relationship at a given point in time between yields and maturity for bonds that are identical in every way except maturity. A normal yield curve may be alternatively referred to a positive yield curve.
Yield-to-maturity (YTM) - The rate of return yielded by a debt security held to maturity when both interest payments and the investor’s potential capital gain or loss are included in the calculation of return.
Zero-Coupon Securities - Security that is issued at a discount and makes no periodic interest payments. The rate of return consists of a gradual accretion of the principal of the security and is payable at par upon maturity.
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APPENDIX B
CITY OF GREENVILLE AT A GLANCE
- 240 - GREENVILLE PROFILE
The City of Greenville, home to approximately 26,000 residents, is the County Seat for Hunt County. Named after General Thomas Jefferson Green, Greenville is the center of commerce and recreation to over 79,000 county residents. The City’s convenient location, 45 miles northeast of Dallas along Interstate 30, makes Greenville an attractive growth site for future developments. The proximity to Dallas/Fort Worth area airports allows the city-owned municipal airport to provide convenient transportation for both commercial and industrial clients.
The City of Greenville, initially incorporated in 1852, was reincorporated in 1874 as a “Home Rule” municipality and the City Charter, under which it is presently governed, was adopted in 1953. City services include public safety, public works, recreation and community development. The City also maintains a water & sewer system and airport. The growing and changing options that make Greenville such an excellent choice to live, work, dine, recreate and play can be explored on the City’s website (www.ci.greenville.tx.us) and related links.
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CITY OF GREENVILLE
Population 30,000 26,350 26,235 25,250 25,700 24,600 24,265 25,000 24,117 24,163
20,000
15,000
10,000 In Thousands In
5,000
0
01 03 05 07 00/ 01/02 02/ 03/04 04/ 05/06 06/ 07-08
Fiscal Year
Fiscal Year 2007-08 Top Taxpayers Name of Taxpayer Natue of Property Total Taxable Value Newell Rubbermaid Manufacturing $41,673,340 L-3 Communications Manufacturing $38,296,130 Cytec Engineered Materials Inc. Manufacturing $26,457,080 CNH America LLC Logistics $22,325,870 Rock-Tenn Paper Products $12,404,840 AT&T Telephone Public Utility $10,078,530 Wal-Mart Real Estate $9,291,880 Wal-mart Retail $8,280,420 Masonite International Manufacturing $8,162,260
Major Employers Name of Employer Nature of Business # of Employees L-3 Communications Manufacturing 5,000 Greenville ISD School District 736 Presbyterian Hospital Hospital 696 Newell Rubbermaid Manufacturing 599 Per-Se Technologies Billing 521 Hunt County Governmental 325 City of Greenville Governmental 293 Wal-Mart Retail 250 Atrium by Woodgrains Manufacturing 200 Kelly Services Temporary Service 200
Source: Top 10 taxpayers - Hunt County Appraisal District
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Building Permits (New Construction)
Single Multiple Retail / Family Family Church Commercial Other* Total Fiscal Year 2003-2004 68 0 1 39 50 158 Fiscal Year 2004-2005 143 3 7 13 38 204 Fiscal Year 2005-2006 131 0 2 19 148 300 Fiscal Year 2006-2007 65 0 2 21 122 210 *Other includes the categories of public, remodels, accessories and temporary
Community Statistical Data
Date of incorporation February 14, 1852 Cultural: Form of Government Council-Manager Number of libraries 1 Area 33.05 square miles Number of book volumes 61,543 City maintained streets (miles) 252 Museums 2 Number of street lights 2,590 Majestic 12 Theater 1
Fire Protection Recreation Number of stations 4 Number of parks 9 Number of firefighters 48 Acres of developed parkland 242 Police Protection Recreation centers 1 Number of police officers 50 Senior citizen centers 1 Public swimming pools 1 Municipal Water/Wastewater Utility Public golf courses 1 Number of consumer accounts 8,944 Public tennis courts 10 Average daily consumption (gallons) 4,046,220 Soccer fields 9 Miles of water mains 267 Softball/baseball fields 9 Miles of sanitary sewer lines 186 Basketball courts 5 Inline hockey rink 1 City Employees Minature Golf Course 1 Civil Service 96 Bowling Alley 1 Non-Civil Service 172 Roller Skating Rink 1
Net Taxable Value Media/Communications: Real $ $733,884,841 Dallas Morning News Personal $ $338,022,920 Herald Banner Median House Value $74,277 La Silla KEMM FM 103.3 # of Hotel / Motel Rooms 801 KETR FM 88.9 KGVL AM 1400 KIKT FM 93.5 Cable Access - Ch. 58
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Total Tax Rates As Of December 2007
Tax Rate (per $100 of Assessed Value)
Hunt County $0.5575 City of Greenville 0.7640 Greenville ISD 1.1884 Hunt Memorial Hospital District 0.2139
Total Property Tax $2.7238
Texas State Sales Tax 6.250% Hunt County Sales Tax 0.500% City of Greenville Sales Tax 1.375% 4A-Economic Development Corportation 0.125%
Total Sales Tax 8.250%
Hotel/Motel Tax 13.000% (7% for city; 6% for state)
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APPENDIX C
CITY OF GREENVILLE APPROVED STAFFING
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Full-time Positions Part-time Positions Budgeted Staffing 2005-06 2006-07 2007-08 2005-06 2006-07 2007-08 General Fund City Secretary 2 2 2 - - - City Attorney ------Municipal Court 4 4 3 1 1 2 City Manager 2 3 3 1 - - Administrative Projects ------Library 8 7 7 4 6 6 Main Street 1 1 1 - - - Human Resources 3 3 3 - - - Finance 6 6 7 - - - Purchasing 2 2 2 1 - 1 Police Administration 4 3 3 - - - Police CID 8 8 9 - - - Police Patrol / Operations 41 41 41 - - - Police Support Services 20 20 20 - - - Animal Control 4 4 4 - - - Fire Administration 2 3 3 - - - Fire Suppression 45 45 45 - - - Fire Prevention 1 1 1 - - - Public Works Admin 2 2 2 1 1 1 Streets 12 12 12 - - - Traffic 2 2 2 - - - Construction Inspection 4 4 4 - - - Code Enforcement 4 4 5 - - - Planning 3 3 3 - - - Parks Administration 1 1 1 - - - Parks 9 9 9 11 11 11 Recreation 1 1 1 1 1 1 Recreation Center - - - 1 1 1 Municipal Pool - - - 24 24 24 Cemeteries 3 3 3 8 8 8 Civic Center 3 3 3 - - - Total General Fund 197 197 199 53 53 55
Utility Fund Customer Service ------Water/WWTR Admin. 1 1 1 - - - Water Production 8 8 8 - - - Water Distribution 15 13 13 - - - Wastewater Collection / SSIP 9 12 12 - - - Wastewater Treatment 14 14 14 - - - Total Utility Fund 47 48 48 - - -
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Full-time Positions Part-time Positions Budgeted Staffing (Continued) 2005-06 2006-07 2007-08 2005-06 2006-07 2007-08 Airport Fund - - - 1 1 1 Total Airport Fund - - - 1 1 1
Golf Course Fund 1 1 1 6 6 6 Total Golf Course Fund 1 1 1 6 6 6
Exchange Properties Fund 2 1 1 - - - Total Exchange Properties Fund 2 1 1 - - -
Central Services Fund Building Maintenance 8 8 8 2 2 - Fleet Maintenance 4 4 4 1 1 1 Total Central Services Fund 12 12 12 3 3 1
MIS Fund IT 5 5 5 - - - GIS 1 1 1 1 1 1 Total MIS Fund 6 6 6 1 1 1
Grand Total 265 265 268 64 64 62
Authorized Employees
Full Time Part Time
300 250 200 150 100 50 0 2005-06 2006-07 2007-08
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