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Home My WebLink About2006-04-08 Special Called City Council Retreat Meeting of La Porte City CouncilMINUTES OF CITY COUNCIL RETREAT MEETING OF LA PORTE CITY COUNCIL April 8, 2006 1. CALL TO ORDER The meeting was called to order by Mayor Alton Porter at 8:30 a.m. Members of City Council Present: Councilmembers Chuck Engelken, Barry Beasley, Tommy Moser, Louis Rigby, Howard Ebow, Mike Clausen, Mike Mosteeit and Mayor Alton Porter. Members of Council Absent: NQfh - Pe-f er A r Members of City Executive Staff and City Employees Present: City Manager Debra Feazelle, Assistant City Manager Cynthia Alexander, City Secretary Martha Gillett, Public Works Director Steve Gillett, Parks and Recreation Director Stephen Barr, Assistant Fire Chief John Dunham, Director of Planning & Community Development Wayne Sabo, Assistant to the City Manager Crystal Scott, EMS Chief Ray Nolen and Fire Chief Mike Boaze. 2. OPENING REMARKS - Mayor Porter Thanked everyone for spending a Saturday in a meeting and hopes to provide staff with direction for the upcoming budget. 3. FINANCIAL OVERVIEW - D. Feazelle Ms. Feazelle provided Mayor and Council with a brief overview and summary of the financial status of the City. Mayor and Council were advised the IDA item will be covered in the Council meeting to be held Monday, April 10, 2006. Property Tax - it was noted numbers are favorable. Sales Tax - it was reported sales tax numbers are slightly down this year. It was reported the City was overpaid approximately $400,000.00 in sales tax and will be required to pay it back. Staff is investigating and researching this matter. Staff informed Mayor and Council this information is not open to the Public. Council directed staff to provide them with the legislation that states this information is confidential and not available for release to the City. Municipal Court - it was reported revenues have increased. Judge Mitrano has implemented new programs to improve the overall efficiency of court operations. General Fund - the goal is to have 90 to 120 days of working capital in reserve. Assistant City Manager reported they met with the rating agencies this week and are in hopes our rating will increase. Reserves currently reflect 120 days of working capital. Current concerns addressed were low sales tax revenues and high industry revenues. It was further noted if an emergency arises we could use the extra days of working capital back to 90 days. There is $284,000.00 still available in Council reserves for special projects. The General Fund Model was discussed. Long range plans were discussed. A general fund model was discussed and a 10 year history provided. Council inquired as to whether or not the City has ever held a lost revenue insurance policy. Staff will research and report back to City Council. It was noted Industrial District Agreements negations are upcoming. New projects and businesses opening in the City are expected to increase revenues. Water/Sewer Rate Model/Long Range Planning was discussed. City Council Retreat Meeting — April 8, 2006 - Page 2 Ms. Feazelle reported our rates are very comparable to neighboring cities. This fund carries Capital Improvement Projects, as well as depreciations. It was reported we had a favorable audit. Due to negotiations through the La Porte Area Water Authority, there will be annual savings of $100,000.00. It was noted increases still needed in water/sewer rates, but are projected lower than reported last year. Council requested them to provide a report on the automated meter reading system. Council retired for a short break at 9:30 a.m. Council returned at 9:45 a.m. DEPARTMENT UPDATE ON POTENTIAL NEEDS A. EMS — R. Nolen EMS Chief Ray Nolen proposed to increase staffing and equipment for setting up a non -emergency division to run non -emergency calls. The program would produce revenue and offset costs of the 911 costs. Council requested a partial payment report including partial payments and non-payment for EMS services. Council directed staff to do further research and bring back additional information and costs. Second proposal is to increase billing collection efforts by establishing procedures, delinquent notices, collections services and authorize acceptance of partial payments. It was the consensus of Council for staff to bring back additional information with costs and options. City Council was briefed on Mutual Aid concerns with responding to areas outside of the City of La Porte was discussed. City Council was briefed on status of contracts for Battleground Industrial Agreements. This service has been previously provided at no cost. Letters and phone calls are being made and it appears favorable they will be willing to enter into a contract and pay for services. It was noted invoices could be sent out the first of October. B. POLICE — R. Reff Police Chief Richard Reff advised the Council for needs to increase jailers in the upcoming budget. He is proposing to implement for one half the year during the first year. Additionally, he advised Council for the need for building/grounds maintenance and janitorial services. It was suggested this type of need be considered contracted out vs. staffing. Additionally, he provided an overview of anticipated utility bills, moving for the new Police facility. Additionally, he advised of the needs for a new automated fingerprinting identification system. C. CODE ENFORCEMENT— W. Sabo Planning Director Wayne Sabo provided Council with an overview on adding new positions to enhance Code Enforcement. Council directed staff to bring forward prior to the next budget year for action, additionally, they are in favor of increasing staff during the current budget year. D. PUBLIC WORKS — S. Gillett Public Works Director Steve Gillett provided Council with an overview of future impact of environmental regulations within the City of La Porte and related costs associated. City Council Retreat Meeting — April 8, 2006 - Page 3 E. GOLF COURSE — A. Osmond This item will be discussed at the Council meeting on Monday, April 10, 2006. 8. LUNCH — The meeting continued during lunch. 9. OPEB/GASB (OTHER POST -EMPLOYMENT BENEFITS) — C. Alexander Assistant City Manager Cynthia Alexander provided an overview of OPEB/GASB (other post -employment benefits). Staff will continue to update Council as they receive additional information. 10. ECONOMIC DEVELOPMENT PROGRAM — D. Feazelle City Manager Debra Feazelle provided a proposal of enhancing the Economic Development program by addition a staff member to handle economic development issues. Staff was directed to include with budget. 11. BOND ELECTION/CIP/ELECTION? NOV/MAY — D. Feazelle It was the consensus of the Council to add these items to the May Election in 2007. 12. ADMINISTRATIVE REPORTS — D. Feazelle Staff will be bringing additional reports on projects to Council in the future. There have been discussions on joint projects in park zone 5 and emergency operations during emergency situations with the school district. As this develops more information will follow 13. Beasley, Ebow Engelken, Mosteit, Clausen, Rigby, Moser, and Porter had comments. 14. COUNCIL COMMENTS Councilmembers Ebow, Rigby, Mosteit and Engelken brought comments to the table. 15. ADJOURNMENT Others Present: None 16. There being no further business to come before Council, the City Council Retreat Meeting was duly adjourned at 1:00 p.m. A /�Vll f. PD(+P C, M A, y 0( Approved: April 24, 2006 Respectfully yours, tda'& Martha Gillett, TRMC City Secretary City Council Retreat April 8, 2006 An -nand Bayou Nature Center City Council Mayor Alton Porter Peter Griffiths, At -Large A Barry Beasley, At -Large B Michael Mosteit, District 1 Chuck Engelken, District 2 Howard Ebow, District 3 Tommy Moser, District 4 Louis Rigby, District 5 Mike Clausen, District 6 Executive Staff Debra Feazelle, City Manager John Joerns, Asst. City Manager Cynthia Alexander, Asst. City Manager Richard Reff, Police Chief Steve Gillett, Dir. of Public Works Stephen Ban-, Dir. of Parks & Rec. Wayne Sabo, Dir. of Planning & Community Dev. Mike Boaze, Fire Chief Champ Dunham, Asst. Fire Chief Martha Gillett, City Secretary Alex Osmond, Golf Professional Denise Mitrano, Municipal Judge City Council Retreat April 8, 2006 Armand Bayou Nature Center City Council Mayor Alton Porter Peter Griffiths, At -Large A Barry Beasley, At -Large B Michael Mosteit, District 1 Chuck Engelken, District 2 Howard Ebow, District 3 Tommy Moser, District 4 Louis Rigby, District 5 Mike Clausen, District 6 Executive Staff Debra Feazelle, City Manager John Joerns, Asst. City Manager Cynthia Alexander, Asst. City Manager Richard Reff, Police Chief Steve Gillett, Dir. of Public Works Stephen Barr, Dir. of Parks & Rec. Wayne Sabo, Dir. of Planning & Community Dev. Mike Boaze, Fire Chief Champ Dunham, Asst. Fire Chief Martha Gillett, City Secretary Alex Osmond, Golf Professional Denise Mitrano, Municipal Judge of .o 0 City of La Porte w Interoffice Memorandum To: Mayor & City Council From: Debra Brooks Feazelle, City Manager Date: March 31, 2006 9L Subject: April 8, 2006 - RETREAT Please review the attached information that we plan to review and receive direction from you on Saturday, April 8. It is critical that staff have a firm grip on issues that concern you and that you would like addressed in the upcoming budget yr. FY06-07. Our kick-off date with the management staff is scheduled for April 18th or April 191h and I will relay items as directed at our meeting in 8 days. The format is similar to our past presentations, beginning with an overview, the drilling down to detailed information. Each department that is expecting significant changes or requests in this budget will make presentations and request direction. All departments will be available to discuss any issues you desire additional information on for future Workshops. Due to the volume of information, some items originally intended for the Retreat will roll forward to future City Council as Workshop items. This, in addition to any items not covered. As always, should you have questions regarding any item, please call. We will be happy to research or provide additional information to you so that you can make the most informed decision possible. Thanks for dedicating your Saturday for staff presentations. We hope the improvements presented will continue to enhance our services to the citizens and our community. DBF:db 171 IV F City of La Porte Interoffice Memorandum To: Mayor & City Council From: Debra Brooks Feazelle, City Manager Date: March 31, 2006 o___n Subject: April 8, 2006 - RETREAT Please review the attached information that we plan to review and receive direction from you on Saturday, April 8. It is critical that staff have a firm grip on issues that concern you and that you would like addressed in the upcoming budget yr. FY06-07. Our kick-off date with the management staff is scheduled for April 18'h or April 191h and I will relay items as directed at our meeting in 8 days. The format is similar to our past presentations, beginning with an overview, the drilling down to detailed information. Each department that is expecting significant changes or requests in this budget will make presentations • and request direction. All departments will be available to discuss any issues you desire additional information on for future Workshops. Due to the volume of information, some items originally intended for the Retreat will roll forward to future City Council as Workshop items. This, in addition to any items not covered. As always, should you have questions regarding any item, please call. We will be happy to research or provide additional information to you so that you can make the most informed decision possible. Thanks for dedicating your Saturday for staff presentations. We hope the improvements presented will continue to enhance our services to the citizens and our community. DBF:db • �4 • FINANCE OVERVIEW A. Overview will provide information based on audited data: 1. Presented Budget July `06 2. Voted on Budget August `06 3. Final Audit on 9-30-05 (Jan. '06) B. April 24, 2006 expect update with 6 months data (thru March '06) C. April 24, 2006 expect Insurance Update 1— with calendar data first CY 2 — with projections for next FY D. LRFP does not include - Merit Plan • - Any Potential Increases for Healthcare - Any Potential Funds for Comp Study is • KEY ISSUES FOR BUDGET IDA AGREEMENTS - DISCUSSION ONLY PROPERTY TAX SALES TAX MUNICIPAL COURT C, CITY OF LA PORTE, TEXAS General Fund Statement of Revenues, Expenditures and Changes in Fund Balances For, the Fifth Month Ended February 28, 2006 with Comparative Data for the Prior Year 42% of Year Lapsed (Unaudited) REVENUES Property taxes Franchise taxes Sales taxes Industrial payments Other taxes Licenses and permits Fines and forfeits Charges for services Intergovernmental Interest Miscellaneous Total revenues EXPENDITURES General Government: Administration' Finance Planning & Engineering Public Safety: Fire and Emergency Services Police Public Works: Public Works Administration Streets Health and Sanitation: Solidwaste Culture and Recreation Parks and Recreation Total expenditures Current Year Actual Percent of Budget Year to Date Variance Budget $ 9.898,930 $ 9,865,659 $ (33,271) 99.66% 1,837,680 1,001,743 (835,937) 54.51% 2,235,000 952,816 (1,282,184) 42.63% 6,534,372 7,405,556 871,184 113.33% 50,000 25,727 (24,273) 51.45% 368,730 244.258 (124,472) 66.24% 676.446 362,950 (313,496) 53.66% 3,606,414 1,560,246 (2,046,168) 43.26% 22,500 5,059 (17,441) 0.00% 329,370 158,302 (171,068) 48.06% 30,000 10,813 (19,187) 36.04% 25,589,442 21,593,129 (3,996,313) 84.38% 2,348,030 840,983 1,507,047 35.82% 2,527,979 887,216 1,640,763 35.10% 1,527,418 526,972 1,000,446 34.50% 3,579,732 1,323,553 2,256,179 36.97% 7,912,535 2,937,020 4,975,515 37.12% 333,488 108,207 225,281 32.45% 2,240,523 774,203 1,466,320 34.55% 1,805,705 753,096 1,052,609 41.71% 3,153,705 1,001,651 2,152,054 31.76% 25,429,115 9,152,901 16,276,214 35.99% Excess (deficiency) of revenues over expenditures 160,327 12,440,228 12,279,901 OTHER FINANCING SOURCES (USES) Transfers in Transfers out Total other financing sources (uses) Net change in fund balances Fund balances —beginning Fund balances —ending 397,635 165,082 (232,553.00) 41.52% (777,438) (428,163) 349,275 55.07% (379,803) (263,081) 116,722.00 69.27% (219,476) 12,177,147 12,396,623 9,181,323 9,181,323 - $ 8,961,847 $ 21,358,470 $ 12,396,623 'Includes Admin, Community Investment, HR, MC, Purch, MIS, City Seer, Legal and City Council. 0 Prior Year Actual Percent of Year to Date Budget $ 9,199,782 97.04% 976,772 57.41 % 954,040 49.43% 6,998,667 106.02% 21,955 60.99% 202,686 70.75% 235,337 36.12% 1,303,515 40.46% 339 0.00% 82,452 34.88% 11,467 38.22% 19,987,012 82.68% 804,558 35.18% 667,904 23.57% 507,486 33.99% 1,181,745 36.86% 2,834,935 38.65% 106,126 31.87% 802,611 37.25% 605,326 34.02% 1,036,605 32.11 % 8,547,296 34.67% 11,439,716 169,464 41.67% (328,163) 41.67% (158,699) 41.67% 11,281,017 7,449,954 $ 18,730,971 • • 40 Property Tax 0 0 0 10,200,000 9,7002000 9,200,000 8,700,000 8,200,000 7,700,000 7,200,000 6,700,000 6,200,000 Property Tax Growth General Fund Current Tax Collections 10 Year History �^ q� �I o° o� oti 6 Z, o`' o�O o� '0, �, Soff, N ti� v f ti� ti� �o �o o ,tio ,tio ,yo I Nv& �a 0 0 0 7,600,000 • 7,400,000 i ! i 7,200,000 � I 7,000,000 i j 6,800,000 I I 6,600,000 6,400,000 i I i i 6,200,000 In Lieu of Taxes Trends Actual Actual Actual Actual Budget Revised 2001-02 2002-03 2003-04 2004-05 2005-06 2005-06 • • • Sales Tax • Sales Tax Trends Historical Growth -10 Years 14.00% 12.00% 10.00% 8.00% EL 6.00% 4.00% 2.00% 0.00% -2.00% -4.00% -6.00% 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 ® • • SALES TAX COLLECTIONS FOR GENERAL FUND BY CALENDAR YEAR 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 JAN 105,256 81,304 82,230 126,758 75,202 159,426 129,213 121,785 128,079 159,314 182,406 FEB 153,814 152,409 166,409 210,388 191,215 189,075 208,945 223,348 198,564 221,568 230,186 MAR 130,928 103,602 102,578 115,088 141,388 119,287 142,690 140,096 124,269 149,899 169,024 APR 128,972 82,351 128,823 110,471 161,284 145,151 120,027 122,575 118,191 140,568 MAY 144,850 151,950 182,456 188,126 224,080 197,240 208,994 174,071 215,312 217,507 JUN 108,141 106,375 116,038 121,768 113,037 132,796 130,261 155,598 170,494 135,343 JUL 83,945 105,205 126,874 93,296 106,265 152,536 125,781 142,890 145,598 181,112 AUG 139,536 145,919 175,690 181,190 173,334 205,076 210,095 154,077 197,810 225,655 SEP 118,039 108,789 125,777 100,969 125,961 140,057 178,799 157,367 145,387 158,855 OCT 91,605 93,465 114,798 107,730 143,939 161,256 140,353 138,760 144,116 174,110 NOV 121,838 158,563 198,008 136,924 194,440 199,065 161,288 171,185 275,118 198,970 DEC 143,030 92,747 107,458 149,962 110,030 151,814 141,499 132,716 154,517 167,144 TOTALS 1,469,954 1,382,679 1,627,139 1,642,670 1,760,174 1,952,782 1,897,946 1,834,467 2,017,455 2,130,044 581,616 THRU MARCH 389,998 337,315 351,217 452,234 407,805 467,789 480,848 485,230 450,912 530,781 581,616 % COLLECTED 26.53% 24.40% 21.58% 27.53% 23.17% 23.95% 25.34% 26.45% 22.35% 24.92% INCREASE -13.51% 4.12% 28.76% -9.82% 14.71% 2.79% 0.91% -7.07% 17.71% 9.58% AVERAGE 122,496 115,223 135,595 136,889 146,681 162,732 158,162 152,872 168,121 178,871 193,872 3/29/2006 11:11 AM • DEC JAN FEB APR MAY JUN JUL AUG SEP OCT NOV SALES TAX COLLECTIONS BY FISCAL YEAR, WITH CUMULATIVE PERCENTAGES FY Amount 86-87 Cumulative Increase ove Prior Year Amount Cumulativ ncrease oveIncrease Prior Year Amount Cumulativemount ovei Prior Year A 89-95 Cumulative Increase over Prior Year 40,932 6.13% 4B,179 6.05% 17.70°0 57,242 6.20% 8.81°0 71,601 7. % 25.08 Vo 39,558 12.06% 47,868 12.06% 21.01% 56,274 12.29% 17.56% 71,638 14.13% 27.30% 89,132 25.41% 97,123 24.26% 8.97% 90,955 22.13% -6.35% 111,289 25.11% 22.36% 39,522 31.33% 35,825 28.76% -9.35% 60,656 28.70% 69.31% 58,279 30.86% -3.92% 34,349 36.47% 46,797 34.63% 36.24% 55,496 34.70% 18.59% 72,418 38.00% 30.49% 70,955 47.10% 94,636 46.52% 33.37% 101,294 45.66% 7.04% 107,282 48.59% 5.91% 43,824 53.66% 67,416 54.99% 53.83% 66,924 52.91% -0.73% 68,644 55.36% 2.57% 42,685 60.06% 59,407 62.45% 39.18% 67,308 60.19% 13.30% 69,214 62.19% 2.83% 81,001 72.19% 93,134 74.14% 14.98% 115,826 72.73% 24.36% 114,849 73.52% -0.84% 39,922 78.17% 56,717 81.26% 42.07% 68,797 80.17% 21.30% 77,999 81.21% 13.38% 42,955 84.61% 56,407 88.35% 31.32% 74,420 88.23% 31.93% 90,726 90.16% 21.91% 102,779 100.00% 1 92,786 100.00% -9.72% 108,752 100.00% 17.21% 99,697 100.00% -8.33% TOTAL 667,614 796,295 % A over PY 19.27% 923,944 % A over PY 16.03% 1,013,636 % A over PY 9.71% Avg % Inc 23.30% Avg % Inc 19.36% Avg % Inc 11.56% DEC JAN FEB APR MAY JUN JUL AUG SEP OCT NOV Amount Cumulative Increase oveIncrease Prior Year Amount Cumulative ove Prior Year -Increase Amount Cumulative ovei Prior Year FY 93-94 Amount Cumulative Increase over Prior Year 77,657 .45% 8.46% 102,7 10.59% 32.28°0 87,463 .21% -14.86% 89,338 7.09% 2.140/, 79,194 13.02% 10.55% 81,280 18.97% 2.63% 66,565 12.70% -18.10% 97,362 14.82% 46.27% 134,875 24.22% 21.19% 136,538 33.05% 1.23% 156,852 25.64% 14.88% 157,784 27.35% 0.59% 69,596 30.00% 19.42% 65,212 39.78% -6.30% 80,435 32.27% 23.34% 75,049 33.31% -6.70% 97,394 38.08% 34.49% 121,212 52.28% 24.46% 77,730 38.68% -35.87% 86,462 40.17% 11.23% 114,668 47.60% 6.88% 122,171 64.87% 6.54% 128,303 49.26% 5.02% 143,991 51.60% 12.23% 76,684 53.97% 11.71% 108,103 76.02% 40.97% 73,439 55.32% -32.07% 76,463 57.68% 4.12% 88,268 61.30% 27.53% 112,840 87.66% 27.84% 90,688 62.80% -19.63% 88,090 64.67% -2.86% 118,489 71.14% 3.17% 119,632 99.99% 0.96% 138,055 74.19% 15.40% 138,428 75.66% 0.27% 82,644 78.00% 5.96% 0 99.99% -100.00% 62,056 79.30% 77,416 81.81% 24.75% 105,297 86.74% 16.06% 0 99.99% -100.00% 88,218 86.58% 100,572 89.79% 14.00% 159,711 100.00% 60.20% 84 100.00% -99.95% 162,737 100.00% 128,596 100.00% -20.98% TOTAL 1,204,477 % A over PY 18.83% 969,798 % A over PY -19.48% 1,212,541 % 0 over PY 25.03% 1,259,551 % A over PY 3.88% Avg % Inc 18 80% Avg % Inc -14.11 % Avg % Inc -6.88% Avg % Inc 7.09% 3/29/2006 11:11 AM • • • DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV SALES TAX COLLECTIONS BY FISCAL YEAR, WITH CUMULATIVE PERCENTAGES Amount Cumulative Increase oveIncrease Prior Year Amount Cumulative ovei Prior Year FY 96-97 Amount Cumulative Increase ovei Prior Year FY 97-98 Amount Cumulative Increase over Prior Year 77,880 5.65% -12.83% 88,170 6.2 3% 33.21 o 143,030 9.98% 62.22% 92,747 5.75 0 -35.16 0 99,063 12.83% 1.75% 105,256 13.67% 6.25% 81,304 15.66% -22.76% 82,230 10.85% 1.14% 173,022 25.37% 9.66% 153,814 24.54% -11.10% 152,409 26.29% -0.91% 166,409 21.17% 9.19% 86,395 31.63% 15.12% 130,928 33.79% 51.55% 103,602 33.52% -20.87% 102,578 27.53% -0.99% 93,544 38.41% 8.19% 128,972 42.90.% 37.87% 82,351 39.27% -36.15% 128,823 35.52% 56.43% 143,999 48.85% 0.01% 144,850 53.14% 0.59% 151,950 49.87% 4.90% 182,456 46.84% 20.08% 120,096 57.56% 57.06% 108,141 60.78% -9.95% 106,375 57.30% -1.63% 116,038 54.04% 9.08% 114,730 65.87% 30.24% 83,945 66.71% -26.83% 105,205 64.64% 25.33% 126,874 61.90% 20.60% 143,619 76.29% 3.75% 139,536 76.58% -2.84% 145,919 74.82% 4.57% 175,690 72.80% 20.40% 98,188 83.40% 26.83% 118,039 84.92% 20.22% 108,789 82.41% -7.84% 125,777 80.60% 15.62% 112,979 91.59% 12.34% 91,605 91.39% -18.92% 93,465 88.93% 2.03% 114,798 87.72% 22.82% 115,975 100.00% -9.81% 121,838 100.00% 5.06% 158,563 100.00% 30.14% 198,008 100.00% 24.88% TOTAL 1,379,490 % & over PY DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV Avg % Inc 9.52% 1,415,094 % A over PY 11.86% Avg % Inc 2.58% 1,432,962 % A over PY 5.42% Avg % Inc 1.26% 1,612,428 % A over PY 12.52% 3.25% Avg % Inc 13.67% Fy 98-99 Amount Cumulative Increase ovei Prior Year FY 99-00 Amount Cumulative Increase ovei Prior Year FY 2000-01 Amount Cumulative Increase ovei Prior Year VY 2001-02 Amount Cumulative Increase over Prior Year 107,458 6.72°0 15.86% 149,962 8.33% 39.55% 110,030 5.76% -2 . 3% 151,814 7.96% 37.98% 126,758 14.64% 54.15% 75,202 12.51% -40.67% 159,426 14.10% 112.00% 129,213 14.73% -18.95% 210,388 27.78% 26.43% 191,215 23.13% -9.11% 189,075 23.99% -1.12% 208,945 25.68% 10.51% 115,088 34.98% 12.20% 141,388 30.99% 22.85% 119,287 30.24% -15.63% 142,690 33.15% 19.62% 110,471 41.88% -14.25% 161,284 39.94% 46.00% 145,151 37.83% -10.00% 120,027 39.44% -17.31% 188,126 53.64% 3.11% 224,080 52.39% 19.11% 197,240 48.15% -11.98% 208,994 50.40% 5.96% 121,768 61.25% 4.94% 113,037 58.67% -7.17% 132,796 55.10% 17.48% 130,261 57.22% -1.91% 93,296 67.08% -26.47% 106,265 64.58% 13.90% 152,536 63.08% 43.54% 125,781 63.81% -17.54% 181,190 78.40% 3.13% 173,334 74.20% -4.34% 205,076 73.82% 18.31% 210,095 74.82% 2.45% 100,969 84.71% -19.72% 125,961 81.20% 24.75% 140,057 81.14% 11.19% 178,799 84.19% 27.66% 107,730 91.44% -6.16% 143,939 89.20% 33.61% 161,256 89.58% 12.03% 140,353 91.55% -12.96% 136,924 100.00% -30.85% 194,440 100.00% 42.01% 199,065 100.00% 2.38% 161,288 100.00% -18.98% TOTAL. 1,600,166 % A over PY Avg % Inc -0.76% 1,800,107 % 0 over PY 1.86% Avg % Inc 12.49% 1,910,997 % ,& over PY 15.04% Avg % Inc 6.16% 1,908,261 % A over PY -0.14% 12.63% Avg % Inc 1.38% 3/29/2006 11:11 AM • DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV SALES TAX COLLECTIONS BY FISCAL YEAR, WITH CUMULATIVE PERCENTAGES FY 2002-03 Amount Cumulative Increase oveIncrease Prior Year Amount Cumulative ovei Prior Year FY 2004-05 Amount Cumulative Increase ovei Prior Year FY 2005-06 Amount Cumulative Increase over Prior Year 1 1,499 7.68% - .79% 132,716 50/. - .21/0 154,517 7.30% 16.43% 167,144 $,17% 121,785 14.28% -5.75% 128,079 13.07% 5.17% 159,314 14.82% 24.39% 182,406 14.49% 223,348 26.40% 6.89% 198,564 23.02% -11.10% 221,568 25.29% 11.58% 230,186 3.89% 140,096 34.00% -1.82% 124,269 29.24% -11.30% 149,899 32.36% 20.62% 169,024 12.76% 122,575 40.65% 2.12% 118,191 35.17% -3.58% 140,568 39.00% 18.93% - 174,071 50.09% -16.71% 215,312 45.96% 23.69% 217,507 49.28% 1.02% - 155,598 58.54% 19.45% 170,494 54.50% 9.57% 135,343 55.67% -20.62% - 142,890 66.29% 13.60% 145,598 61.80% 1.90% 181,112 64.22% 24.39% - 154,077 74.65% -26.66% 197,810 71.71% 28.38% 225,655 74.88% 14.08% - 157,367 83.18% -11.99% 145,387 78.99% -7.61% 158,855 82.38% 9.26% - 138,760 90.71% -1.14% 144,116 86.21% 3.86% 174,110 90.60% 20.81% - 171,185 100.00% 6.14% 275,118 100.00% 60.71% 198,970 100.00% -27.68% - TOTAL 1,843,251 % A over PY Avg % Inc -3.41 % 1,995,654 % A over PY -1.89% Avg % Inc 8.27% 2,117,417 % 0 over PY 7.79% Avg %Inc 6.10% 748,760 9.44% 3/29/2006 11:11 AM �J 0 Municipal Court Municipal- Court 3 Year'. Trend Citations/Cases vs. Municipal Court Flue Revenues 3 Year Historical Trend 12.00% i 10.00% - -=- --. ; 8.00% — — — — _ _ 2.00% 0.00% ry off. "� ''� • "� oa h h O��A �`� 4•4SA 1,�A p°`A �� Q,�� S��A p��A tia�� 44A — Citations -- Revenues 8/8/2005 2:06 PM' 41 CITY OF LA PORTE MUNICIPAL COURT REVENUE (Gross- including court cost, etc..) 2001 2002 2003 2004 2005 JANUARY 609509.50 66,467.67 56,540.00 FEBRUARY 58,790.88 71,457.76 A 2 709334.00 MARCH 64,959.58 73,807.00 7 Z- 1 .'. 839636.00 APRIL 66,399.50r: 92,323.00 MAY 68,480.20 9-: = a'. 81,309.00 JUNE 579601.50 80 $ 0 .. , 7 6 0 80884.00 , JULY 54,398.75 5:..0: 37 ^... , ' 81,314.00 AUGUST 579352.250 92,651..00 SEPTEMBER 66,369.25 "r; " .... w. 4:.'R;-:. ;" 75,235.00 OOCTOBER 60,838.00 ..:0 . 93,991.00 NOVEMBER 55,509.50 7 0:8.. 98,167.00 DECEMBER 54,862.85 �� : , �.. .79,695.00 TOTALS 726,071.68 850,424.48 819,260.45 685,740.17 986,079.00 INDICATES JUDGE DITTA AS PRESIDING JUDGE JUDGE DENISE C. MITRANO — PRESIDING JUDGE EFFECTIVE 1-1-05 FISCAL YEAR TOTAL 2001 / 2002 S 795,966.11 FISCAL YEAR TOTAL 2002 / 2003 S 856,622.96 (2005 REVISED / CORRECTED AND UPDATED ON 1-13-06) CITY OF LA PORTE MUNICIPAL COURT REVENUE (GROSS INCLUDING COURT COST) 2005 2006 2007 2008 2009 2010 JANUARY $56,540.00 94,030.00 FEBRUARY $70,334.00 MARCH $83,636.00 APRIL $92,323.00 MAY $81,309.00 JUNE $80,884.00 JULY $81,314.00 AUGUST $92,651.00 $75,235.00 OCTOBER $93,991.00 • NOVEMBER $98,167.00 DECEMBER $79,695.00 TOTALS $ $986,079.00 $94,030.00 $0.00 $0.00 $0.00 $0.00 FISCAL YEAR TOTAL 200412005: FISCAL YEAR TOTAL 200512006: FISCAL YEAR TOTAL 200612007: • $889,851.00 REVISED 2-06 • NIUVICIPAL COURT NEW CASES FILED 2001 2002 2003 2004 2005 JANUARY 916 19189 1207 529 470 FEBRUARY 836 794 769 388 599 MARCH 757 861 665 537 718 APRIL 785 821 592 655 686 MAY 810 758 670 540 714 • JUNE 626 560 646 503 671 JULY 687 617 608 549 518 AUGUST 958 688 640 572 686 SEPTEMBER 714 691 775 569 469 OCTOBER 955 1057 795 566 567 NOVEMBER 679 997 392 476 656 DECEMBER 685 979 564 304 504 TOTALS 9,408 10,012 8,323 6,188 7,258 • • DISCUSS GENERAL FUND WORKING CAPITAL • • t 9 0 9 120 100 80 40 20 General Fund Days of Working Capital 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 Projected 2006 • • • GENERAL FUND WORKING CAPITAL ANALYSIS Audited Fund Balance Budgeted Revenues-06 Budgeted Expenditures-06 Projected End Work Capital-06 Budgeted Expenditures Divide Days in the year One day of Working Capital Divide day of working capital into fund balance days of working capital Budgeted days of capital excess days x one day of working capital potential additional money Windfall In Lieu Taxes Overage for Fire Station #3 Additional Money if we spend down to 90 days of working capital SCENARIO 1 $8,562,451.57 25,987,077.00 (25,987,077.00) $8,562,451.57 25,987,077.00 365.00 $71,197.47 $8,562,451.57 $71,197.47 120.26 100 20.26 $71,197.47 $1,442,704.57 700,000.00 (500,000.00) 200,000.00 SCENARIO 2 $8,562,451.57 25,987,077.00 (25,987,077.00) $8,562,451.57 25,987,077.00 365.00 $71,197.47 $8,562,451.57 $71,197.47 120.26 90 30.26 $71,197.47 $2,154,679.27 $711,974.70 spend down to 90 days • RECAP COUNCIL RESERVES • is • Decision Information for City Council Reserves Reserve for City Council Future Projects $ 425,334 Add Backs Beautification Signage CIP * 83,150 Communications Equipment 30,000 Summer Youth Program 25,000 Cemetary (Matching Grant) 35,000 Police DOT Scales 43,500 Mainstreet - Seed money for Downtown Improvements 40,000 Executive Raises 27,000 Total 283,650 Remaining Reserve for City Council Future Projects $ 141,684 * Large sign to be taken from Hotel/Motel Fund ($80, 700) Reserve for Insurance Plan $ 310,000 Amount Used 28,000 • Remaining Reserve for Insurance Plan $ 282,000 Total Remaining Council Reserves $ 423,684 Projects Discussed for During 2006 Budget Workshop Spenwick 14,000 Total Remaining Council Reserves - 9/30/05 $ 409,694 Current Propsed Projects Laser Fiche Document Imaging Software - Phase 1 50,000 Total Remaining Council Reserves Balance $ 359,684 Future Projects Laser Fiche Document Imaging Software - Phase 2 75,500 Total Remaining Council Reserves Balance $ 284,184 (Including future projects) 0 0 General Fund Model Executive Summary This model projects General Fund revenue for ten fiscal years. The base year represented is Original FY 2005-06, then Projected FY 2006-07, and the ten projected years. Fiscal years 2008-2017 are projected using the following assumptions. Revenues are projected to change by the following amounts per year: • Property tax at 98.5% collection rate 3.00% • Industrial Payments (In Lieu) 1.00% • Sales tax 2.50% • Franchise Fees 2.50% • Miscellaneous Taxes (Mixed Beverage Tax) 2.00% • Licenses and Permits 2.00% • Fines & Forfeits 2.00% • Charges for Service 2.00% • Parks and Recreation 2.00% • Recreation & Fitness Center 2.00% is • Interest 3.50% Expenditures are projected using these assumptions. Each category will increase by the following amounts: • Personal Services 1.50% • Supplies 5.00% • Maintenance 3.00% • Capital Outlay 2.00% 0 • Original Amended Proposed FY 05.06 05.06 06-07 07-08 0" 09-10 10.11 11-12 12-13 13-14 1445 15-16 16-17 Total Revenues 25.997,077 26,811,357 26,942,389 27.188,398 27,792,249 29,411,340 29,046,086 29,696,910 30,364,247 31,049,545 31,750,264 32,469,979 33,207,875 Total Expenditures 25,997,077 25,997,077 26,178,004 26,706,451 27,247,704 27.902,143 28,370.162 28,952,167 29,549,581 30,159,940 30,786,399 31,428,725 32.087,306 Efund balance 824.280 764,385 481,947 544,544 609,197 675,925 744,743 815,666 888,705 %3,866 1,041,154 1,120,569 Projected Revenues and Expenditures 36,000,000 35,000,000 34,000,000 -- -- - - - 33,000,000 --------------------------------- _ _ _ 32,469,879 - - - - - - - - - -- - - 31,750,264 - - - - 32,000,000 - - - - - - - --- -- - - - - - - --- - - 31,048,545 - - - - - - - 31,000,000 - -- - 30,364,247 32,087,306 29,696,910 - - - 31,428,725 - - -" 30,000,000 - - - -- -------- - - - - _ 30,786,399 - - -- - 29,046,086 30,159,840 29,000,000 - - - - - - ---- 28,411,340 - - - - 29,548,581 - - - - - - - - -- - - - - - - - -� 27,792,248 28,952,167 28,000,000 - -- - - - - 26,942,389 27, 188,398 -" - -- -- - - - - - — 28,370, 162 - - - - - - - - - - - - - - - - - - - - -- - - - - - - - 27,000,000 26,811,357 --.- - -- - - 27,802,143 25,987,077 -27,247,704 i 26,000,000 --- - 26,706,451 - - - - -- - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 26,178,004 25,987,077 - 25,000,000 125,987,077 •- -- ------ - - - - - - - - - - - -- - - - - --- - - - -- - - - - - - - - � 24,000,000 �I --------------------- - - - - 23,000,000 -i-- ,-----r-----r-- Pal 1b —f-Total Expenditures -� Total Revenues 3/31/2006 10:47 AM 0 36,000,000 35,000,000 34,000,000 33,000,000 32,000,000 31,000,000 30,000,000 29,000,000 28,000,000 27,000,000 26,000,000 25,000,000 24,000,000 • -i- Total Expenses - FY 2007 -CIE- Total Revenues - FY 2007 -6- Total Expenses - FY 2006 Total Revenues - FY 2006 -0- Total Expenses - FY 2005 -0- Total Revenues - FY 2005 • FY2006 - ($2.32) FY2005 - ($3.55) FY2007 - $1.04 3/31/2006 11:38 AM 0 • • General Fund Model Budget Revised Proposed FY 04-05 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FV 11-12 FV 12-13 FY 13-14 FV 14-15 FY 15 16 Total Revenues 25.997.077 26.811,357 26.942.389 27,188,398 27.792.248 28,411.340 29.046.096 29.696.910 30.364.247 31.048.545 31.750.264 32.469.879 33.207.875 ses Total Expen25,987.077 25.987.077 26.179.004 26.706.451 27.247.704 27.802.143 28.370.162 28,952.167 29.548.581 30.159.840 30 786.399 31.428.723 32.087.306 Ofbndbalance 824.290 764,385 381.947 544,544 609,197 675.925 744.743 815.666 888.705 963.866 1.041.154 1,120.569 FY 04-05 FY 04-05 FY 0."6 FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY I0-11 FV 11-12 FY 12-13 FY 13.14 FV 14-15 FY 15 l6 Working Capital* 6,4%.769 6.496.769 6,344.501 6.676.613 6.811.926 6.950.536 7.092.540 7.238.042 7.387,145 7,539.960 7.696,600 7.857,181 8.021.826 FY 04-05 FY 04-05 FY 0."6 FY 0607 FY 07-08 FY 08-09 FY 09-10 FV 10-1I FV 11-12 FY M13 FY 13-14 FY 14-15 FY 15-16 Fund Balance 7,009,028 7.009,028 7,833,309 6.544.501 6,676.613 6.811.926 6.950,536 7.092.540 7.238.042 7.387,145 7.539.960 7.6%,600 7,857.181 Fund Balance 824.280 764.385 491,947 544.544 609.197 675.925 744.743 815,666 888.705 963.866 1041 154 1120 569 Difference 7.009,028 7,833.308 8,597,694 7,026,448 7,221,157 7,421,123 7.626.460 7.937,284 8.053.708 8.273.850 8.503.826 8.737,754 8.977.751 Required Working Capital 6,496.769 6,496,769 6,544,501 6,676,613 6,911,926 6,950 536 7,092,540 7,238,042 7,387,145 7,539,960 7.696.600 7,857,191 8 021 826 Difference 512,259 1,336,539 2,053,193 349,935 409,231 470,587 533,920 599,242 666,563 735,890 907,226 880,572 955,924 S.01- 94,205 94,205 94,888 %,785 98,721 100.695 102,709 104.764 106.859 108,996 111.176 113.399 115.667 Ine/Dec Property Tax $0.0000 $0.0000 S0.0000 $0.0361 S0.0415 $0.0467 $0.0520 $0.0572 $0.0624 S0.0675 $0.0726 $0.0777 S0.0826 0.00 0.00 0.00 3.61 4.15 4.67 5.20 5.72 6.24 6.75 7.26 7.77 8.26 Tax Rate 0.7100 0.7100 0.7100 0.7461 0.7876 0.8343 0.8863 0.9435 1.0059 1.0734 1.1460 1.2237 1.3063 0.7100 956.400.375 956.400,375 963,325.822 982,592.339 1.002.244.185 1.022,289,069 1,042,734,851 1.063.589.548 1.084.861.338 1.106,558.565 1,128.689.737 1.151.263.531 1.174.288.802 942.054.369 942,054,369 948,975.935 %7,853.454 987,210.523 1.006,954.733 1,027,093,828 1,047.635.704 1.068,588.418 1,089,%0,187 1.111,759,391 1.133.994.578 1.156.674.470 9,420,544 9.420.544 9.488,759 9,678,535 9,872,105 10,069.347 10,270.938 10.476,357 10.685.984 10.899.602 11.117,594 11.339,946 11.566.745 94.205 94.205 94,888 96.785 98,721 100,695 102,709 104.764 106.859 108,996 111.176 113.399 115.667 *duce months operating expenses 3/31/2006 10:47 AM General Fund Revenue 10 Year Projections • FY 05-06 Original FY 05-06 Revised FY 06-07 Projected FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 Property Tax 9,898,930 9,898,930 10,188,098 10,493,741 10,808,553 11,132,810 11,466,794 11,810,798 12,165,122 12,530,075 12,905,978 13,293,157 13,691,952 Franchise Fees Electrical 1,150,000 1,150,000 1,178,750 1,208,219 1,238,424 1,269,385 1,301,119 1,333,647 1,366,989 1,401,163 1,436,192 1,472,097 1,508,900 Gas 150,000 150,000 153,750 157,594 161,534 165,572 169,711 173,954 178,303 182,760 187,329 192,013 196,813 Telephone 255,000 255,000 261,375 267,909 274,607 281,472 288,509 295,722 303,115 310,693 318,460 326,422 334,582 Cable 212,000 212,000 217,300 222,733 228,301 234,008 239,859 245,855 252,001 258.301 264,759 271,378 278,162 Commercial Solidwaste 70,680 70,680 72,447 74,258 76,115 78,017 79,968 81,967 84,016 86,117 88,270 90,476 92,738 Sales Tax 2,235,000 2,235,000 2,290,875 2,348,147 2,406,851 2,467,022 2,528,697 2,591,915 2,656,713 2,723,130 2,791,209 2,860,989 2,932,514 Industrial Payments 6,534,372 7,358,652 6,991,926 7,061,845 7,132,463 7,203,788 7,275,826 7,348,584 7,422,070 7,496,291 7,571,254 7,646,966 7,723,436 Other Taxes 50,000 50,000 51,000 52,020 53,060 54,122 55,204 56,308 57,434 58,583 59,755 60,950 62,169 Licenses and Permits 368,730 368,730 376,105 383,627 391,299 399,125 407,108 415,250 423,555 432,026 440,666 449,480 458,469 Fines and Forfeits 676,446 676,446 689,975 703,774 717,850 732,207 746,851 761,788 777,024 792,564 808,416 824,584 841,076 Charges for Service 3,084,239 3,084,239 3,145,924 3,208,842 3,273,019 3,338,479 3,405,249 3,473,354 3,542,821 3,613,678 3,685,951 3,759,670 3,834,864 Parks and Recreation 248,175 248,175 253,139 258,201 263,365 268,633 274,005 279,485 285,075 290,777 296,592 302,524 308,574 Recreation & Fitness Center 274,000 274,000 279,480 285,070 290,771 296,586 302,518 308,569 314,740 321,035 327,455 334,004 340,685 Intergovernmental 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 Miscellaneous 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 Operating Transfers 397,635 397,635 398,849 57,089 58,358 59,654 60,979 62,334 63,719 65,134 66,581 68,060 69,572 Interest 329,370 329,370 340,898 352,829 365,178 377,960 391,188 404,880 419,051 433,717 448,898 464,609 480,870 Total Revenues 25,987,077 26,811,357 26,942,389 27,188,398 27,792,248 28,411,340 29,046,086 29,696,910 30,364,247 31,048,545 31,750,264 32,469,879 33,207,875 %increase 3.68% 0.91% 2.22% 2.23% 2.23% 2.24% 2.25% 2.25% 2.26% 2.27% 2.27% • 3/29/2006 11:42 AM Original Revised Projected Fiscal Year FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 05-06 FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 -17 Property Tax 9,572 dRevenue 8,824,439 9,101,667 10,109,435 9,898,930 9,898,930 10,188,098 10,493,741 10,808,553 11,132,810 11,466,794 11,810,798 12,165,122 12,530,075 12,905,978 13,293,157 13,691,952 2.22% APro'eiise ge 2.92% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% Fees 0,870 Electrical 3.50% Projected Revenue 1,152,288 12158,294 1,197,435 12150,000 1,150,000 1,178,750 1,208,219 1,238,424 1,269,385 1,301,119 1,333,647 1,366,989 1,401,163 1,436,192 1,472,097 1,508,900 % change 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% Gas 7,875 Projected Revenue 129,460 147,202 144,569 150,000 150,000 153,750 157,594 161,534 165,572 169,711 173,954 178,303 182,760 187,329 192,013 196,813 % change 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.506/a 2.50% 2.50% Telephone Projected Revenue 251,144 230,287 243,924 255,000 255,000 261,375 267,909 274,607 281,472 288,509 295,722 303,115 310,693 318,460 326,422 334,582 % change 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% Cable Projected Revenue 128,484 166,548 187,808 212,000 212,000 217,300 222,733 228,301 2342008 239,859 245,855 252,001 258,301 264,759 271,378 278,162 % change 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.500/a 2.50% 2.50% 2.50% 2.50% Commercial Solidwaste Projected Revenue 21,473 16,554 32,064 70,680 70,680 72,447 74,258 76,115 78,017 79,968 81,967 84,016 86,117 88,270 90,476 92,738 % change 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% Sales Tax Projected Revenue 1,843,251 1,995,654 2,108,192 2,235,000 2,235,000 2,290,875 2,348,147 2,406,851 2,467,022 2,528,697 2,591,915 2,656,713 2,723,130 2,791,209 2,860,989 2,932,514 % change 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% Industrial Payments Projected Revenue 7,093,854 6,896,112 6,991,926 6,534,372 7,358,652 6,991,926 7,061,845 7,132,463 7.203,788 7,275,826 7,348,584 7,422,070 7,496,291 7,571,254 7,646,966 7,723,436 % change 7.00% 1.00% 1.000/0 1.00% 1.00% 1.00% 1.00% 1.00% 1.00% 1.00% 1.00% Other Taxes Projected Revenue 38,068 37,955 49,900 50,000 50,000 51,000 52,020 53,060 54,122 55,204 56,308 57,434 58,583 59,755 60,950 62,169 % change 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% Licenses and Permits Projected Revenue 199,970 320,405 534,641 368,730 368,730 376,105 383,627 391,299 399,125 407,108 415,250 423,555 432,026 440,666 449,480 458,469 % change 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% F and Forfeits Revenue 847,251 554,559 678,445 676,446 676,446 689,975 703,774 717,850 732,207 7462851 761,788 777,024 792,564 808,416 824,584 841,076 Sage 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% Charges for Service Projected Revenue 1,807,748 2,3622167 2,764,871 3,084,239 3,094,239 3,145,924 3,208,842 3,273,019 3,338,479 3,405,249 3,473,354 3,542,821 3,613,678 3,685,951 3,759,670 3,834,864 % change 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% Parks and Recreation Projected Revenue 220,063 219,248 1962439 248,175 248,175 253,139 258,201 263,365 268,633 274,005 279,485 285,075 290,777 296,592 302,524 308,574 % change 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.008A 2.00% 2.00% Recreation & Fitness Center Projected Revenue 247,501 264,602 268,539 274,000 274,000 279,480 285,070 290,771 296,586 302,518 308,569 314,740 321,035 327,455 334,004 340,685 % change 2.00% 2.00% 2.00% 2.00% 2.00% 2.000/c 2.00% 2.00% 2.00% 2.00% 2.00% Intergovernmental Projected Revenue 302,912 7,586 11,940 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 % change Miscellaneous Projected Revenue 88,970 32,385 79,250 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 % change 0.000/0 0.00% 0.00% 0.00% 0.00% 0.000/0 0.000/0 0.00% 0.00% 0.00% 0.00% Transfers 3/29/2006 11:42 AM Original Revised Projected FY 1995-96 1996.97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003.04 2004-05 =•.FY- ,'•? :,a,"` - 2005-06 2005-06 2006-07 2007-09 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016.17 Property Tax -` J'�'jl - �-� ,5 Current Property Taxes 5959,449 6,459985 6,735,587 7,118,278 7,230,228 7920,883 8,464951 3.490,360 8,917,871 9,759.2241 � -' 9,638930 9,638930 9,929,098 JkLftiquent Taxes 113.794 229,115 171,102 102,594 143,076 190,606 145,707 199,563 62,602 200,756 ' ' ::;;x '�-` '.' '� j 140,000 140,000 140,000 . dInterest 62,322 27,494 73,137 34,568 38,442 43,839 52,822 57,608 59,098 97,933 .':`:� � :. •,:. 60,000 60.000 60,000 uwt Tax Pen and let - 66,826 67,863 79,509 80,634 76,669 58,093 76.908 62,096 61,522 1 • : �' 60 000 60.000 60,000 ToWWroperty Tax 6,135,565 6,793.420 7,047,689 7,334939 7,492,390 8,221997 8,721,563 8,824,439 9,101,667 10,109,435 �Fregiods.Yea :Revesu6:; .II 9.199.930 10,188,09a 10,493,741 10.808,553 11,132,810 11.466,794 11.810,798 12,165,122 12,530,075 12905978 13,293,157 %change 10.56% 3.90% 4.08% 2.15% %change: 9.74% 6.06% 6:08% 6.OSX 1.19% 5.38% 3.14% 11.07%� P 10.1erd. Revenue-...' - - f 9,898,930 9,898930 10,188,098 10,493,741 10,808,553 11,132,810 11.466,794 11,810,798 12,165,122 12,530,075 12,905978 13,293,157 13,691,952 average 4.32% 5.35%' - , 3.t10➢6� 2.92% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% Frauehlse Taxes -� 1 Franchise/Electrical 855,029 892,235 946,765 1,035,634 1,037,953 la%,632 1,138,491 1,152,288 1,158,284 1,197,435 .Pieplimus:Ye'arfievanuc - 1,150,000 1,178,750 1,208.219 1,239,424 1,269,385 1,301,119 1,333A47 1,366989 1,401,163 1,436,192 1,472,097 %change 4.35% 6.11% 9.39% 0.22% 24.73% -12.06% 1.21% 0.52% 3.38% fPrmjjeeiem►Reveuoe 1,150,000 1,150,000 1,176,750 1,208,219 1,236,424 1,269,385 1,301.119 1,333,647 1,366989 1,401,163 1.436,192 1,472,097 1,508,900 a---W % change: 8.96% 5.46% 4.85% 4.30% 3.91% . 5:3,096� J 2.50% 2.50% 2.50% 150% 2.50% 250% 2.50% 2.50% 250% 2.50% 2.50% FranchiadGas 81,793 93,139 98,899 83,560 85,411 173,334 119,347 129.460 147,202 144,569 Pi-e'vious Yearltevebbe 150,000 153,750 157,594 161,534 165.572 169,711 173,954 178.303 182,760 187.329 192,013 %ebange 13.67% 6.18% 15.51% 2.22% 10294K 31.15% 8.47% 13.70% 1.79% Projecied.l eveniie -: 150,000 150,000 153,750 157,594 161.534 165,572 169.711 173954 179,303 IM760 187,329 197,013 196,813 average %ehangr. 21.94% 13.09% 12.43% 12.41% 11.27% _ - _jj 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 250% 2.50% 250% 2.50% FranrLisrlfelephone 173,943 200,144 218,928 238,101 256,777 252,210 266,848 251,144 230,287 243,924 Pret%1oYY$earRei ua - ' 255,000 261.375 267.909 214,607 281,472 288,509 295,722 303.115 310.693 318,460 326,422 X change 15.06% 9.39% 8.76% B.68% -L54% 5.80% -5.89% -8.30% 5.92X �Prtijtated.•1tMuue.� ' �%; - 255,000 255,000 261,375 267,909 274,607 281,472 288.509 295,722 303,115 310,693 318.460 326,422 334,582 average %change: 7.97% 7.53% 5.61% 127% 1.78% 2-50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 250% •, FranchisJCable TV 76,813 79,540 81,114 93,313 98,760 95,448 104,543 128,484 166548 197,808 ,Pievipus Year Reyenne: 212,000 217,300 222.733 228,301 234.008 239.839 245,855 252,001 258.301 264.759 271,378 %change 3.55X 1.98% 15.04% 5.94% -3.35% 9.53% 2290X 29.63% 12.77X, PrcjectedRevgdue �'- 212,000 212,000 217,300 222,733 228.301 234,009 239,859 245,955 252.001 258,301 264,759 271,378 278,162 average %change: 4.61% 5.43% 7.93% 11.65% 13.19% -2.5b% 2.50% 2.50% 2-50%, 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 750% 2.50% Fraochite/Carmneeial So6dwash: - - - - - 19,498 21,120 21.473 16,554 32.064 Previ6.hs-Yea[Revenue- 70,680 72,447 74.258 76.115 78,017 79,968 81.967 84,016 86.117 88,270 90.476 %change 8.32% 1.67% -22.91% 93.70% ,Pzgitfed Revenue 70,680 70,680 72,447 74XS 76,115 78,017 79,968 81967 94.016 86,117 88,270 90,476 92,739 average X ebarmge: 8.32% 5.00% -10.62X 35.39% -F 7; - - .2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 250% 2.50% 2.50% Saks Tax Saks Tax 1,430,610 1,394,380 1,551,649 1,668,319 1,706,383 1910,997 1,908,261 1,943,251 1995,654 2,108,192 .'• 2,235,000 2,235,000 2,235 000 Total Sales Tax 1,430,610 1,394,380 1,551,649 1,668,319 1,706,383 1910997 1906,261 1.843,251 1.995,654 2,108,192 Purevs"learR.eich.ike 2,235,000 2,290.875 2,348,147 4406,851 2,467,022 2,528,697 2,591915 2,656,713 2,723,130 2791,209 2,860989 %change -2.53% 11.28% 7.52% 2.28% 11.99% -0.14% -3.41% 9.27% .A, S64%Pu'ecd R'ar. _; 2,235,000 2,235,000 2,290,675 246,147 2,406,851 2,467,022 228,697 2,591915 2,656,713 2,723,130 2,791,209 2,860989 2,932,514 • average X change: 6.11% 5.07% 3.86% 5.40% 4.591 .J. 7-50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% 2.50% Industrial Payments Industrial Payments 5.164,409 5,479.770 5567,175 6,496998 6,308,210 6,306,469 6,701,082 7,093,854 6,896,112 6991,926 ,T'�'-. '�...:: ,,� 6534,372 7,358,652 6,991,926 Total Industrial Payments 5,164,409 5,479,770 5,567,175 6,496,998 6,308,210 6,306,469 6,701,082 7,093,654 6,8%,I12 6991926 �PrEvibup:'learR.evepue` 7.358,652 6,991,926 7,061,945 7,132,463 7,203,788 7,275,826 7,348.594 7,422,070 7,4%,291 7,571,254 7,646,966 X change 6.11% 1.60% 16.70% -L91% -0.03% 6.26% 5.86% -279% 1.39% lriujeeta}Revepue ;� " • 6,534,372 7,358,652 6991,926 7,061,845 7,132,463 7,203,739 7,275,826 7,348$84 7,422,070 7,496,291 7,571,254 7,646,966 7.723,436 average% change: 4.29% 4.62% 4.80% 3.53% 3.50%��: :':�`.�=,'.�=� �I1.pW -4.98% 1.00% 1.00% 1.00% I.OD% 1510% 1.00% 1.00% 1.00% 1.00% 1.00% Other Taxes Tax on Sale of Mixed Drinits 24,507 35,977 28,517 25,706 29,739 37,427 32,870- 34.298 37,955 49,900 _ ± -' ` •'- A'• 50,000 50,000 50,000 Bingo Taxes 14,756 13,798 13,484 12,231 15,449 13,939 8,451 3,770 - Total Other Tares 39,263 49,665 42,001 37,937 45,237 51,266 41,321 36,068 37,955 49,900 :PiEyi0lu;Yi r:ICE:veiitie ? � 50,000 51,000 52,020 53.060 54,122 55.204 56,308 57,434 59,593 59.755 60950 %change 26.49% -15.43% -9.69% 19.24% 13.33% -19.40% .7.87% -0.301', 31.47% Proje Aeil'ReVenna' '-. `'� : 50,000 50,000 51,000 52,020 53,060 54,122 55.204 56,308 57,434 58,583 59,755 60950 62,169 avenge X change: 6.79K 2.43% 0.95% -287% 3.83X .,,:_';:..::: �. , : < :'-'• 2 Ot 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 0c.a.Wine, - •...,,._ & Permits ..•,. •. ' Ligaor Licenses 4,656 3,940 4,448 7,378 5,268 5,325 7956 5,802 5,448 3,556 5,500 5,500 5,610 BmldmgPermits 112,290 142,021 219,219 240,660 206,334 172,189 137,070 124j37 140,792 253,123 �•>`'-.•::::_:-: -:;..,- 175,000 175,000 178,500 Anmal Liocmes 1,663 1,195 1.389 892 890 763 1,195 1,390 1,115 868 1,000 1,000 1.020 Electricians Licenses 12,470 2,172 11,830 2,900 14,600 3,335 16,255 2,870 13,820 •- - - - - Electrical Permits 21,654 22,038 30,381 38505 38,466 22,240 21,069 17,078 20,378 34.788 .• 12,000 12,000 12,240 Game Room Licenses - - - - - - 3,165 4,215 2,460 2,800 _-_ � ' 2,900 2,900 2,956 Plumbing Permits 14510 8,981 28,2G2 27995 31,535 20,201 19,235 1"44 21,086 29,790 15,000 15.000 15,300 Mobile Home Petit Liceam 275 225 325 300 275 250 100 250 380 380 380 380 388 Wredccr Permits 305 - - - - - 2 - - - - ' Heating and A/C Permits 9,724 20,330 20,143 16,757 16,603 IS,215 9,822 7,W 14,082 19943 12.000 12.00 0 =40 Mist Liamn, Permits &Fes 25,386 28,735 1906 3,815 3,771 3,035 2,947 3,426 11,045 9,706 13,000 13,000 13,260 Dowlishmgperrmrs 365 1,036 730 695 700 650 1,405 700 1.775 2.825 .- -. 3,500 3,500 3,570 Sign Permits 35 805 1,660 2,595 1,675 2,235 1,195 1,125 2,049 2,230 - 1,500 1,500 1.530 Pool Permits 144 1,774 3,495 3,898 5,605 4.973 4,988 4,373 6,226 6,106 _ •� 3.000 3,000 3,060 Occupational Taxes - - 15 - - - - - - 1 - - _ Pipeline Application Permits 600 1.000 300 1,300 300 500 5 - Soo 184 Filing Few - - 2,275 1,760 578 312 1,508 997 3,960 5,903 6.000 6.000 6,120 m AlarPermits 10,826 8,622 7,512 8,244 10,662 10,788 11,719 7,033 31,400 34,390 30,000 30,000 30,600 Fill Dirt Permits - - - - - 1.515 3,952 2,500 2,500 2,550 Ro-Inspection Fes - - - - - - - - 3,475 4,195 3,200 3,200 3,264 Plan Review Fen - - - - - - - - 38.997 117,954 -- - 80,000 80,000 81,600 Private Ambulance License - - - - - - - - - 3.550 2.350 2,350 2,397 Total Licenses & Permfb 218,903 242,824 333,990 357,694 337,262 262,011 238,536 199970 320,405 534,641 .... l?tt¢ions Yearitevenue ..I 369,730 376,105 383,627 391,299 399,125 407,108 415,250 423,555 432,026 440,666 449,480 %change 10.93% 37.50% 7.13% -5.71% -22.31% -9.96% -16.17% 60.23% 66.96% pfQjecled-RFientie :: ` -. 369,730 368,730 3745,105 393,627 391,299 399,125 407,I03 415,250 423,555 432,026 440,6M 449,480 458,469 average %dunge: 5.51% 3.10% 0.34% 7.39% 11.56%'- = ' '`- .: =: ':' ��4,00 6 2.00% 2.00% 2.00% 2.00% 2-00% 2-00% 2-00% 2.00% 2.00% 2.00% 200% 3/29/2006 11.42 AM FY Pines & Forfeits Pound Fines sdemeanor Court Cost rehensive Rehab Fund is & Chauffeurs License Crt Judges Training Tax Contnb to Victims ofCrnne Criminal Justice Planning Fund Municipal Court Fines Warrant Fees Law Enf Off F_duc Fund Breath Alcohol Testing Administrative Fee School Crossing Guard Fee Arcot Fee Police Accident Reports Citizen Education Training TxDOT Program Fines Fugitive Apprehension Consolidated Court Coss Juvenile Crone and Delinquency Child Safety Fees Time Payment Fee Correction Management Institute Seat Bch Fines Security Fee Technology Fee State Traffic Fee Consolidated Fee Weight Violation Fines DPS - Local Total Fines & Forfeits % change 1995-96 1996-97 1997-98 1999-99 1999-00 2000-01 2001-02 2002-03 2003-04 11,405 9,000 9,075 8,112 6,648 8,574 1,044 804 293 91 11 37 862 516 145 17 (2) 11 3,242 3,553 1,644 929 1,447 2,182 422 619 328 404 622 760 6,245 4,799 4.894 5996 4,966 6,051 2.094 1,611 526 191 14 74 251,172 312,416 328,728 250,371 198,810 320556 17,153 36,153 38,113 36,468 24,216 38,406 1,192 789 5,888 (94) 6 6,428 115 26.264 31.502 35,647 29,990 31,039 69,044 - 4,129 860 80 85 60 - 16,840 19,000 14,768 5955 - 4,044 3,570 4,200 3912 3,481 31690 1,479 1,002 2,646 229 - 1,303 - - 114,329 75,419 81,709 52.814 - - 1,049 1,817 1,491 1,876 - - 3.487 6,178 5,099 6,449 - - 51 91 75 94 - - 33,125 33,991 35,266 35,294 - - 7,974 6,029 6,630 7.846 326,609 427,302 611,117 473,989 407,458 561549 30.83% 43.02%-27-46%-14.02% 37.82% average %change: 15.04% 11,800 24 5 1,934 989 8,111 48 346,199 42.188 95,094 20 7,613 40.330 2,465 8,582 231 36,767 11,926 207 14,632 13 4 80 1,005 7910 25 359,099 39,017 1,107 104,812 20 78,594 7,180 39,519 2,505 8,508 248 50,841 12,578 246 71,886 47.367 55 12,846 33 11 233 363 2,995 68 271.170 34,065 (1,051) 94,734 105 18,110 3,394 28,528 880 2,875 86 42,007 9,515 84 1,062 9,416 14,121 2,678 7,231 9.44% 37.87%-34.55% 14.10% 17.50% 8.16% Charges for Services Street & Aft Closing App Fee 700 900 2,100 200 1,200 - 400 Commercial Solid Waste 700,790 753960 799,401 940514 1,031,239 177,354 9,783 Residential Solid Waste 758,830 752,459 903,856 798,697 802,286 916,270 879,028 Use of Equip, Material & Labor 25 75 100 364 100 50 - Rezoning Fees - 200 - - 100 300 Birth and Death Records 2,015 2,217 2,705 411 - 28 126 Tax Certificates - - - - - - - Tax Billing Fees 71,879 71,345 72583 73,123 73,611 80,967 86,924 Lease of City Property 17,700 27,991 65,788 76,175 69,627 70,576 68972 Lease of Fire Training Facility 25,389 24,706 17,770 29,927 36,035 19,804 22,908 Contract Fire Protection 20,453 21,186 16,245 30,195 22,827 43,460 36,022 Maps 30 425 655 139 400 79 Publie Training Classes 228 of nem Reproduction 299 293 - 2589 1,364 1.199 2,008 service Charges - - 2,072 725 775 790 925 Police TeletypdDispatehivg 3984 5.147 5,729 5,729 6.676 7,700 7,137 Pipeline Assessments 9,200 I1,000 11,600 10,800 11,200 31M7 11,400 EMS Contract Revenue 22,814 62.269 92,386 108,426 96,097 139,865 142,328 EMS Patient Revenue 194,619 188,881 179,486 350.850 434,435 331.492 268XS Recycling 19,237 9,448 7,909 15,255 15,250 6.812 3,691 Mowing & Demolition 20.092 10,133 7,432 11,124 18,306 16,649 19,412 Sale of Garbage Bags 10,449 9,642 10,815 12,557 12.313 11,809 11,938 Rental of Pistol Range - - 579 69 - - - Restitution - - - - - 968 Outstanding Tax Report - - 5,050 3.225 88,088 5,100 7,005 Police Services (LPISD) - - 45.000 90,752 91504 93,509 95,514 Street Lights fiom Developers - - - I3,017 3,007 2,631 6,096 Election Fees - - - - 5,413 6,442 5,156 Credit Card Fee - - - - - - - Donation Park BesmiSration - - - - - - - Anticipated Fee lnaeases - - Total Charges for Services 1,868,723 1952,267 2,148,261 2563,863 2,920,843 1,965,141 1,694,121 %change 4.47% 10.04% 19.35% 10.02% -30.33% -14.30% average, %chaogc 2.71% -0.13% Parks & Recreation Swmimi ng Pool Admissions 16,134 19,067 7.Z620 17,927 20576 17,070 14,351 Wave Pool Admissions; 104,797 115,324 17,662 78,270 104,839 87,902 83,139 Aquatic Facility Rental I6,704 19.589 9,923 15,279 19.472 18,770 19,280 2004-05 .fir 4z-; 'ram.-_ � = ;= j 2005-M 2 t 34 209 68 83 794 136 952 56 68 330,109 1 ', 343,000 75,227 ... ' i 55,000 31 600 34 88,844 100,000 93 _ -- -- - , 100 20,651 20,000 855 z 1.000 25 73,903 .. 54,000 241 -. - '' ...� 272 690 . .• ;.f, 600 16 27 35,396 30,000 10,607` 6,800 27 2�,176 :.::.• .....' 900 1,088.. ,.� . 13,600 4,576 13.600 1,364 - 340 11,542 - '.1 4720 IOX8 2.2,500 240 y..4 j 678,445 Vaevedu-Iec.{22.34%-ProjetedRe4eoue".. 1keou , 676,446 2,115 2575 1,5741' 7,960 4,942 11,129 883,186 1,152507 1,447,480- ' ` 600 4 252 330 465 ?- • • r ; - .. 8 MMS 93,943 95.744 75,242 65,122 71,042_ 10,262 35,835 44,797-�'. 53,447 129.340 115,484 41 55 229 47 1.190 1,114 856 --- ._ •• 225 850 440 - .. 8,434 6599 1'186 11,200 13,600 32,700 146,995 144,268 157,224 V" - 306.330 391,788 SK746 3.847 4,203 5,776 22,488 87.145 35,451 12,283 12,09112, 7,000 9,800 10,400 143,816 192,119 192,119 2,076 - 2,559 r .. . . 16,167 "Its 9,875 ' - 2,342 7,804 272 444 .807,748 . 2,362,167 2,764,971 Previous Year -Revenue. 7.34% 30.67% 17.05% P.ibjeetedlie3en.oc :-... 0.94% 4.68% 5.69% �3'009i 17992 20,343 20.126 97,206 107,094 105,006 -. 17,424 19560 20,834 ::. ;,- '• • _ _ Revised Projected 2005-06 2006-07 2007-08 2008-09 2009.10 20IG-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 10,000 68 34 68 136 952 68 343,000 55,000 600 34 100,000 100 20,000 1.000 54,000 272 600 27 30,000 6,900 27 900 13AW 13,600 340 2,720 22500 676,446 10,200 69 35 69 139 971 69 349,860 56,100 612 35 102,000 IM 20,400 1,020 55.080 277 612 28 30,600 6936 26 918 13,872 13,872 347 2,774 22,950 676,446 699,975 703.774 717,850 732,207 746,851 761,798 777,024 792,564 908,416 824,584 689975 703,774 717,850 732,207 746,851 761,798 777,024 797564 808,416 924,594 841,076 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 200% 2.00% 2.00% 3,090 3,090 3,I52 15500 15,SOo 15,810 1,B00,000 1.800,000 1,836,000 3,000 3,000 3,060 350 350 357 93,843 93,843 95,720 72,000 74000 73,440 40,000 40.000 40.800 125,000 125,000 127500 135 135 138 1,000 1,000 1,020 400 400 409 6500 6500 6,630 48,000 48,000 48,960 150,000 150,000 153,000 465,000 465,000 474,300 5,500 5,500 5,610 25,000 25,000 25,500 1$000 12,000 12,240 10,000 10,000 10,200 192,I19 192,119 195AI 2,062 2,062 Z103 6,000 6.000 6,120 7,500 7.500 7.650 240 240 245 3,084,239 3,145,924 3,208,642 3,273,019 3,339,479 3,405,249 3,473,354 3,094,239 3,094,230 3,145,97A 3,209,942 3,273,019 3,338,479 3,405,249 3,473.354 3,542,821 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 25,000 25,000 25,500 140,000 140,000 142,900 20,000 20.000 20,400 3,678 3.685,951 3.759,670 3.834,864 2.00% 2.00% 2.00% 2.00% MM006 11:42 AM FY Aquatic Memberships Seim Lessons Adult Sport League 4,P-imms/Camps Spotionenter Rental c Complex Rodeo Arena Rental Sport Camps Paris(Reerwtion Mac Special Olympics Total Parks & Recreation % change Recreation & Fitness Center Recreation Center Memberships Recreation Center Walk-ins Recreation Center Class Fees Recreation Center Pro Shop Total Recreation & Fitness Center % change Intergovernmental Public Safety Grants AAA Grant SETTRAC Grant OCU Overtime Reimbutsentent Total Intergovernmental %change Miscellaneous Miscellaneous Rcveoue Sale of Equipment Sale ofland Total Miscellaneous % change Operating Transfers Admin Trans from Utility Fund Admin Trans from Fund 5 Admin Tram from Fund 8 Admix Trans from Fund 9 Admin Tram from Fund 10 Admen Trans from Fund 15 Tram from LPAWA Fund Tram from Fund 2 Tram from Fund 29 Tram from Fund 36 Admen Tram from Fund 40 Total Operating Transfers % change Interest Interest Income Total Interest % change Total General Fund Revenue 1995-96 199&97 1997-99 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 7,110 11,050 2,160 6,145 6,470 5,110 5969 6,235 8,160 7965 6,509 - - - _ _ _ - (5) 1,050 740 - - 1,236 917 - - - 741 $57 476 1,861 1,595 IS 1,733 2,376 2,401 1,905 2A21 979 - 1,925 1,865 1,480 2.180 2.010 2,195 15.025 14,988 15,925 19,182 18,491 25,279 2C601 31,152 27936 23,179 7.674 4,635 6.388 8,024 8,645 3,745 5,168 5,693 5,313 1,828 13,725 11,100 8,940 C700 4AW 6,650 3,550 1,750 2,050 2,900 - - 721 1,030 - (50) 1,800 1,111 1,395 2.025I 6915 5,722 4,374 4,265 5,781 4,992 6,006 31,453 19,756 4,626 4,639 4,311 9,335 9,335 11,750 11,750 15,456 15,456 lo,9594,639 9�84 5,491 3.235 3.235 5,755 5,7555,491 202,627 209,704 98,503 170,433 208,986 183,224 178,661 220,063 219,248 196,439 3.39% -53.03% 73.02% 22.62% -12,33% -2.49% 23.17% -0.37% -10.40% average X change: 6.74% 5.20% 7.77% 7.23% 13.32% t 166,162 197981 199,696 201,211 191,757 204,851 220,150 228,541 241,982 242,363 12960 12,898 12,020 11,163 8,525 10,043 11,174 13,385 13,508 14,399 8,638 14,500 1"89 9,800 4,173 4.043 14,633 5,575 9,212 11,777 789 1,069 532 423 (2,091) 208549 226,448 229,237 222,597 202,364 219937 245,957 247,501 264Aft 268539 8.58% 1.23% -7-90% -9.09% 8.19% 12.34% 0.63% 6.91% 1.49% average% change: 1.20% 3.06% 271% 2.47% 2.51% 142,600 187,333 IM21 170,044 268,374 625,424 329911 251,995 655 7,092 32,15.4 31,060 40,811 40,024 44,887 42,523 52,887 50917 6,931 4,948 - - - - - 5,159 2.924 - - 174,754 218,393 233,632 210,068 313,261 673,106 395,722 302912 7,586 11940 24.97% 6.99% -10.09% 49.12% 114.87% -47-70% -21.47% -97.50% 57.40% average % change: 37.17% 23.86% 17.38% -0.11% 7.09% 55,467 23,691 15,995 67,593 26,417 68,992 143,668 94,377 32,385 32,2W !• 3,250 4,775 5,214 10,278 - 43,396 - (5A07) - 4,740 42,250 58,717 28,456 21,109 77,861 26,417 112,368 143,668 SU70 32.385 79,250 -51.54% .25.92% 268.85% 66.07% 325.44% 27.83% -38.07% 63.60% 144.71% average% change: 90.17% 79.78% 62.95% 61.22% 85.58%� 140,000 - - - - - - - 331,293 33BA65 - - - - - - - 300,000 125,000 - - - - - - - - - 1,195 - - - - - - 11000,000 - - - - - - - - - - 96 - - - - - - - 650,000 885,514 40,000 40,000 40,000 40,000 40,000 380,000 50,000 50,921 51950 53,137 - - - - - - 1.445 - - - - - 350,000 300,000 - 300,000 - 322,621 130,000 40,000 40,000 40,000 40,000 1,052,621 1,350,000 1,300,821 1�93,757 394,336 -77.78% 0.00% 0.00% 0.00% 2531.55% 29.25% -3.64% 7.lax -71.7IX average % change: 490.75% 413.67% 354.05% 366.19% 355.94% 548,415 523557 548.794 467,769 610,079 663,706 301,539 211,241 149�3417 26 4422 549,415 523,557 548,794 467,769 610,079 663,706 301,539 211,241 149,347 266,422 4.53% 4.82% -14.76% 30.42% 8.79% -54.57x -29.95% -29.30% 79.73Ye average %ch-ge: 4.95% 4.97% -9.21% -14.99% 0.86X 17,744,920 18,641,244 19,818.763 21,572975 21,999,781 24,018,534 24,165,313 24,709,938 25,054,319 26,762,I. t Original �� _._...- .._,.. Revised Projected 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-IS 2015-16 2016-17 %.,. T.. Jt '.Prediou4Yeaf.Revenue - Pr6jeetal Revepue. '3 Pr6jeetiERbvean .PFev otisYeai.Revenneg :Projectcd:Revatud.� i?revki.��evebue^ m.. R Frojeetid-Reveiiab- - ..'yam' _ ,PieytOinsYiar•Revinue� �' fiimjecfad.FtSvenue'.�•:� '>- Psevanal,left t nP4... P-wea<GB iZ,evetlgC . . 3.S0y& 2,100 ! i I343,000 2,100 2,142 - 31,150 31,150 31,773 j 4,600 4,600 4.692 i 3,2W 3,200 3,264 1,625 1,625 1,658 6,500 6,500 6,630 i 8,000 8,000 81160 {{� 248,175 253,139 258,201 263,365 268,633 274,005 279,485 285,075 290,777 296.592 302,524 248,175 248,175 253,139 258,201 263,365 268,633 274.005 279,485 285.075 290,777 296592 302,524 308}74 2.00% 2.00% 2.00% 2-00% 2.00% 2.00% 2.00% 2.00% 2-00% 2.OD% 2.00% 250,000 2S0,000 255,000 14,000 14,000 14,280 10,000 f 10,000 10,200 ! 274,000 279.480 285,070 290,771 296,586 302,518 308,569 314,740 321,035 327,455 334,004 274,000 274,000 279,480 295,070 290,771 296,586 302,519 309,569 314,740 321,035 327,455 334,004 340,685 2.00% 2-00% 200% 200% 2.00% 2.00% 2.00% 200% 2-00% 2-00% 200% �i 2,500 2,500 2,500 . 1 20,000 20,000 20,000 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 woo 22,500 22.500 22,500 22,500 22500 22,500 22,500 22,500 22,5W 22500 22,500 22,500 22,500 22,500 22,500 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% i 25,000 25,000 25,000 5,000 5,000 5,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 t 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00'R 0.00% 0.00% 0.00% 0.00% 343,000 343,000 349,860 356,857 363994 371,274 379,700 396,274 393,999 401,979 409917 418,115 54,635 54,635 55,849 57,089 59,358 59,654 60,979 62,334 63,719 65,134 66.581 68,060 69,572 } 397,635 398,949 57,089 58,358 59,654 60979 62,334 63,719 65,134 66,581 68,060 397,635 397,635 398,849 57,089 58,358 59,654 60979 62,334 63,719 65,134 66.581 68,060 69572 0.31% -85.69% 222% 222% 2.22% 2.22% 2.22% 2.22% 2.22% 2.22% 2-22% 329,370 329,370 340,899 329,370 340,899 352" 365,178 377,9W 391,188 404,980 419,051 433,717 448,898 464,609 329,370 329,370 340,898 352,929 365,178 377,960 391,188 404,880 419,051 433,717 449,998 464" 480,870 3,50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 3.50% 25987,077 26,911,357 26,942,389 27,188,398 27,792,248 28,411,340 7.9,046.096 29,696910 30,364,247 31.048,545 31,750.264 32,469,879 33,207.875 3/29/2006 t 1:42 AM General Fund Expenditures 10 Year Projections FY 05-06 FY 05-06 FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 • Budget Revised Budget Requested Personal Services 17,908,548 17,908,548 18,177,176 18,449,834 18,726,581 19,007,480 19,292,592 19,581,981 19,875,711 20,173,847 20,476,454 20,783,601 21,095,355 Supplies 1,153,928 1,153,928 1,211,624 1,272,206 1,335,816 1,402,607 1,472,737 1,546,374 1,623,693 1,704,877 1,790,121 1,879,627 1,973,608 Charges & Services 5,769,364 5,769,364 5,942,445 6,120,718 6,304,340 6,493,470 6,688,274 6,888,922 7,095,590 7,308,458 7,527,711 7,753,543 7,986,149 Capital Outlay 166,000 166,000 169,320 172,706 176,161 179,684 183,277 186,943 190,682 194,495 198,385 202,353 206,400 Transfers Out Employee Health Services 677,438 677,438 677,438 690,987 704,806 718,903 733,281 747,946 762,905 778,163 793,727 809,601 825,793 Budget Requests 311,799 311,799 - Reserves - Total Expenses 25,987,077 25,987,077 26,178,004 26,706,451 27,247,704 27,802,143 28,370,162 28,952,167 29,548,581 30,159,840 30,786,399 31,428,725 32,087,306 % increase 0.73% 2.02% 2.03% 2.03% 2.04% 2.05% 2.06% 2.07% 2.08% 2.09% 2.10% r: 3/29/2006 11:42 AM FY 02-03 03-04 04-05 05-06 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 Personal Services Original Revised Requested Projected Expenditures 17,178,779 16,798,391 17,111,849 17,908,548 17,908,548 18,177,176 18,449,834 18,726,581 19,007,480 19,292,592 19,581,981 19,875,711 20,173,847 20,476,454 20,783,601 21,095,355 % change 1.5001. 1.50% 1.500% 1.5001. 1.500/6 1.50% 1.50516 1.50% 1.501/6 1.50% 1.501/6 dExpenditures Wanes 1,066,272 941,049 1,134,723 1,153,928 1.153,928 1,211,624 1,272,206 1,335,816 1,402,607 1,472,737 1,546,374 1,623,693 1,704,877 1,790,121 1,879,627 1,973,608 ge 5.009/6 5.00% 5.00% 5.00% 5.001/6 5.00% 5.00% 5.00% 5.001A 5.000A 5.00% Charges & Services Projected Expenditures 5,312,979 5,583,075 5,144,564 5,769,364 5,769,364 5,942,445 6,120,718 6,304,340 6,493,470 6,688,274 6,888,922 7,095,590 7,308,458 7,527,711 7,753,543 7,986,149 % change 3.00% 3.001/6 3.00% 3.00% 3.00% 3.00% 3.001/6 3.00% 3.00% 3.00% 3.001/6 Capital Outlay Projected Expenditures 143,086 63,891 42,104 166,000 166,000 169,320 172,706 176,161 179,684 183,277 186,943 190,682 194,495 198,385 202,353 206,400 % change 2.00% 2.00% 2.00% 2.00% 2.00% 2.001% 2.001/6 2.005/6 2.000/a 2.00% 2.00% Transfers Out Employee Health Services 1,250,000 1,162,766 1,097,526 677,438 677,438 677,438 690,987 704,806 718,903 733,281 747,946 762,905 778,163 793,727 809,601 825,793 Computer Fund - - - - - - - - - - - - - - - Total Transfers Out 1,250,000 1,162,766 1,097,526 677,438 677,438 677,438 690,987 704,806 718,903 733,281 747,946 762,905 778,163 793,727 809,601 825,793 % change 0.009/0 Budget Requests 311,799 311,799 - Reserves - Projected Expenses 24,951,016 24,549,172 24,530,766 25,987,077 25,987,077 26,178,004 26,706,451 27,247,704 27,802,143 28,370,162 28,952,167 29,548,581 30,159,840 30,786,399 31,428,725 32,087,306 0.73% 2.02% 2.03% 2.03% 2.04% 2.05% 2.060% 2.07% 2.08% 2.09% 2.10% • 3/29/2006 11:42 AM Ori&al Revised Requated (:-. '� "•:'<?_�+) O5-06 O5-06 06.07 0748 O9-09 09-10 10.1I 11-12 I2-13 13-14 14-I5 I5-16 16-17 FY 95A6 96A7 97A8 98-99 99-00 00-01 01.02 02-03 03-04 04-05 jF,X•;">:_•,,••.:, Payroll 10,346.999 11,488,252 12,60ZIIll 13, 125,491 14.256.290 15,333,048 16.485,411 17,178,779 1Q79%391 17,111,949 Piev-_---::ear:Expe$ia;":` 17,90M49 18,177,176 18,449,934 19,726,581 19,007,480 19,292,592 19,581,981 19,875,711 20,173,947 20,476,454 20,783,601 %eltmge 11.03% 9.70% 4.15% 8.62% 7.55% 7.52% 4.21% -2.21% 1.87%3i!W tedFacpEdiSt :-� . ; ;�- ,� 17,908,549 17,908,548 18.177,176 18,449,834 18,726,581 19,007,490 19,792,592 19,581,981 19,975,711 20.173,847 20.476,454 20,783,601 2I,095,355 6.94% 6.94% 6.60% 4.94% 3.96% -:._:,'a:==': ::• ; yam, 1:5D%? ISO% 1.50% 1.50% 1.50% 1.50% I.SOX 1.50% 1.5D% 1.SO% 1.50% 1.50% 622,409 617,283 645,570 665.463 776,946 949.599 1.051,359 1,066,272 941,049 1,134,723 Yar (:acp`4 ;i 1,153,923 1,211,624 1,272,206 1,335,816 1,402,607 1,472,737 1,546,374 1,623,03 1,704,877 1,790,121 1,879,627 -0.82% 4.59% 3.08% 16.74% 22.24% 10.72% 1.42%-11.74% 20.58% ' J _ Expenses �, ••. � 1,153,926 1,153,928 1,211,624 1,272,206 1,335,816 I,402,607 1,472,737 1,546,374 1,623,693 1,704,877 1,790.121 1,879,627 1,973,608 7.64% 8.08% 7.24% 5.88% 7.88%11- 5.00%j 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.001A 5.00% 5.00% SAM Services & CbarRa 5,340.896 5,124,688 5,173,085 5,538,697 5,699,540 5,121,597 5,091,930 5,312,879 5,563,075 5,144,564lftwiiowYear•Expensa.• '1 5,769,364 5,942,445 6,120,719 6,304,340 6.493,470 6,688,274 6,888,922 7,095,590 7,308,458 7,527,711 7,753,543 %rhenge -4.05% 0.94% 7.07% 2.90%-10.14% -0.58% 4.34% 5.09%-7.95X'Projeeted Expenses .-:-: ! 5,769,364 5,769,364 5,942.445 6,120.718 6,304,340 6,493.470 6,698,274 6.888,922 7,095,590 7,308,458 7,527,711 7,753,543 7,986,149 -0.55% -0.55% 0.07% 1.37% 0.12%;- 3.OD°i1e� 3.00% 3.00% 3.00% 3.00% 3.ODX 3.00% 3.00% 3.00% 3.00X 3.00% 3.00X Capital Outlay 239,692 226.683 333,958 281,002 299,265 309,172 171,466 143,066 63,891 4ZI04'P-reviais:Yaa*6zes ^166,ODO 169,320 172,706 176,161 179,694 183,277 186,943 1906682 194,495 198,385 202,353 %ehattge -5.43% 4732X-15.66X 6.50Y. 2.98%-44.36%-16.SSY.-55.355:-34.(O%lPsojxledE4pcii'e,'s,�:-,:?.,,.-.�1 I6Q000 16Q000 I69,320 172,706 17Q161 179,694 183,277 I86,943 190.682 194,495 198,385 202,353 20Q400 5.92X -126% -3.I7X A.41%-1959%I;',..: •'2:Oun4 2.00% 2.00% 200X 2.00% L00% 2.00% LlM)74 L009. LODE: LOOS: 200;r. Tranden Out 5S3,SO3 2,513,975 1,002,126 1,976,578 1,12.3,443 635,000 1,89Q023 1,250,000 1,162,766 1,097,526 _ nsfrii _..., $ 677,438 677,438 690,987 704,806 718,903 733.281 747,946 762,905 778,163 793,727 809.601 %Change 354.19%-60.14% 97.26%-40.13% 43.48% 19L59%-34.07% -6.98% -5.61% - "`'Ei_%id� - 677,439 677,439 677,438 690.987 704,806 718,903 733.281 747,946 762,905 779,163 793,727 609,601 825,793 49.62% 70.90% 57.78% 12.63% 19.45% '.:.�- r ' n. -=•} "�.�� "c 0.00% ii(,g7,;98dG9f99�•`: :" `.. 311,799 311,799 •.�Rwes, live;; � - _ - TarlRevmoe 17,744,920 18,941,244 19,818.763 21,M975 21,999,791 24,018,534 24,165,313 24,708,938 25,054,319 26,7A140 - --. • - � Total Expenses 17,103,499 19,970,991 19,756,857 21,487,231 22,155,384 22,347,416 24,696,189 24,951,016 24,549,172 24,530.766 641,422 (1,129,637) 61,906 85,744 (155,603) 1,671,119 (530,876) (242,079) 505,147 1.731.374 iE-ic'aled E t eri's�. .. '.5 : -1 25,987,077 25,98 0T/ 2 I78 006 706 451 27 7 704 27 80L 143 28 7 l62 29,M167 29,548 581 30,159940 3 786 99 31 426 725 3 087 306 0.73% 2.02% 203X 203X L04% 2.05% 2.06% L07% LOBX L09X 210X • 3/29/2006 11:42 AM • CJ • • Utility Fund Model Executive Summary The models project Utility Fund water revenue and wastewater revenue for ten fiscal years. The base year represented is Original FY 2005-06, then Projected FY 2006-07, and the ten projected years. Fiscal years 2008-2016 are projected using the following assumptions. Revenues are projected to change by the following amounts per year: • Water and Wastewater Revenues • Other Revenues • Interest 2.75% 2.00% 2.00% Expenses are projected using these assumptions. Each category will increase by the following amounts: • Water Production • • Water Distribution • Wastewater Collection • Wastewater Treatment • Utility Billing • Non -departmental 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% • The General & Administrative Transfer to the General Fund is calculated at 5% of the Utility Fund expenditures. * Assumptions are based on current consumption. • • • 14.0( 13.0( 12.0( 11.0( 10.0( 9.0( 8.0( 7.0( 6.0( 5.0( WATER/SEWER RATE UPDATE �VVV I_VV1 LVVI- I.VVJ —*--Water -Revised --$--- Water - PY Proposed GVV'+ LVVJ LVVO LVV / LVVZS WasteWater-Revised * Proposed -,r-WasteWater - PY Proposed March 29, 2006 Utility Fund Water Rate Model 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 • Actual Actual Revised Budget Projected Water Revenues 6.00 6.95 Z95 8.95 - - General Water 2,799,119 2,761,174 2,837,107 2,915,127 3,132,427 3,355,703 3,447,985 3,542,805 3,640,232 3,740,338 3,943,198 3,948,886 4,057,480 Rev Rate Increase - - 251,838 133,464 133,464 All Other Revenue 570,467 575,938 483,790 508,810 518,986 529,366 539,953 550,752 561,767 573,003 594,463 596,152 608,075 Interest Income 1,398 (1,504) - - - - - - - - - - - Transfer from Other Funds (34,175) - Total Water Revenue 3,370,984 3,301,433 3,572,735 3,557,401 3,794,879 3,885,069 3,987,938 4,093,557 4,201,999 4,313,341 4,427,660 4,545,038 4,665,555 Water Operating Expenses Water Production 401,111 396,117 407,952 444,823 453,719 462,794 472,050 481,491 491,121 500,943 510,962 521,181 531,605 Water Distribution 694,008 655,605 622,046 692,376 706,224 720,348 734,755 749,450 764,439 779,728 795,322 811,229 927,453 Utility Billing 290,252 324,928 325,400 390,601 398,413 406,381 414,509 422,799 431,255 439,880 449,677 457,651 466,804 Non -Departmental 2,096,057 1,444,983 1,714,643 1,830,779 1,979,595 2,019,187 2,059,571 2,100,762 2,142,777 2,185,633 2,229,345 2,273,932 2,319,411 Total Water Operating Expenses 3,481,429 2,821,632 3,070,041 3,358,579 3,537,950 3,608,709 3,690,894 3,754,501 3,929,591 3,906,183 3,984,307 4,063,993 4,145,273 Automated Meter Reading Project (net) 122,760 122,760 122,760 122,760 122,760 122,760 122,760 122,760 122,760 122,760 Cash Flows from Water Operations (110,444) 479,801 502,694 321,582 369,687 399,120 429,815 461,816 495,168 529,918 566,114 603,805 643,042 Revenue from Other Sources - - - - - - - - - - - - - Transfers General & Administrative Transfer 165,647 161,789 171,500 174,930 178,429 181,997 185,637 189,350 193,137 197,000 200,940 204,959 209,058 CIP Transfer 224,400 224,400 112,200 112,200 224,400 224,400 224,400 224,400 224,400 224,400 224,400 224,400 224,400 Debt Service Transfer to Fund 4 for Cgs - - 38,632 38,779 38,194 37,590 38,417 39,176 38,412 39,075 38,214 38,776 39,227 Debt Service Transfer 83,875 91,500 21,500 26,782 194,106 188,750 183,393 178,037 172,690 167,324 161,967 156,611 151,255 Total Transfers 473,922 477,689 343,832 352,691 635,128 632,736 631,947 630,962 628,629 627,799 625,521 624,745 623,939 Debt Expenses 99,352 91,788 29,761 26,782 194,106 188,750 183,393 178,037 172,690 167,324 161,967 156,611 151,255 Capital Projects 484,115 435,645 367,500 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 Total Utility Fund Expenses 4,230,541 3,510,854 3,638,802 3,960,291 4,310,485 4,379,456 4,449,914 4,521,889 4,595,409 4,670,507 4,747,214 4,825,562 4,905,585 • (Excludes CIP & Debt Transfers for Calculation Purposes) Net Cash Flows (859,557) (209,421) (66,067) (280,130) (402,948) (371,627) (339,216) (305,571) (270,649) (234,406) (196,794) (157,765) (117,270) Cash Flow Available (959,557) (209,421) (66,067) (290,130) (402,948) (371,627) (339,216) (305,571) (270,649) (234,406) (196,794) (157,765) (117,270) Reserves Available: Water Operations 718,332 (118,841) 231,527 390,390 359,282 93,841 (139,776) (341,808) (510,955) (644,416) (742,297) (801,704) (822,644) Debt* 392,052 137,206 137,206 137,206 137,206 137,206 137,206 137,206 137,206 137,206 137,206 137,206 137,206 CIP* 1,827,796 1,714,999 1,507,486 1,369,278 1,311,940 1,255,785 1,200,824 1,147,070 1,094,534 1,043,229 993,167 944,360 896,821 Remaining Balance 2,078,623 1,523,944 1,810,153 1,616,744 1,405,580 1,115,205 959,039 636,897 450,136 301,613 191,283 122,097 94,113 Days of Working Capital - Operations 66 (13) 25 38 31 8 (12) (28) (42) (52) (59) (62) (63) .Days of Working Capital -A U 179 158 192 149 119 93- 70 51 36 24 15 9 7 Capital Project Schedule - Total Amounts Utility Oversizrtig/Participation (Annual) - - - 'Water Well Improvements 39,985 50,000 Utility Relocation of Bay Area Blvd. - - Utility Equipment Replacement 11,567 19,117 Waterline Replacement 336,814 37,838 - Utility Fund Rate Model.xls 3/29/2006 11:25 AM • Replace Ground Storage Tank #4 Geographic hiformation Systems (GIS) Lomax Water Tower Bayshore Drive Trunk Sewer Replacement In-house Waterline Replacement Canada Road Utility Installation Spcnwick (Phase 1 and Phase II) Future Projects - Unknown Contingency Total Capital Projects Reserve Balance Worksheet Working Capital Designation (Goal) Begriming Balance Increase/(decrease)in Working Capital Increase from other sources Transfer to other sources Balance Rate Stabilization Designation Beginning fund balance Increase from other sources Transfer to other sources Balance Capital Projects Fund (003) - Total Beginning fund balance Front Foot Fees Interest Income CIPs Increase from other sources Transfer to other sources Changes in Designation Balance Debt Services Fund (007) Beginning fiord balance Increaset(Decrease) in Fund Balance Balance Utility Fund Water Rate Model 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 Actual Actual Revised Budget Projected 10,864 - 87,500 - - 7,891 17,194 25,000 - - 43,208 - - 8,224 38,861 - 26,608 22,668 30,000 - - 38,940 259,981 - - 175,000 - - - - - - - - 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 484,115 435,645 367,500 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 03-04 04-05 OS-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 1,057,635 877,713 909,700 990,073 1,077,621 1,094,864 1,112,479 1,130,472 1,148,852 1,167,627 1,186,903 1,206,391 1,226,396 718,332 (118,941) 231,527 390,390 359,282 93,841 (139,776) (341,808) (510,955) (644,416) (742,297) (801,704) (922,644) (837,173) 2,112 159,863 (31,108) (265,441) (233,616) (202,033) (169,146) (133,461) (97,881) (59,407) (20.940) 19,103 348,256 - - - (118,841) 231,527 390,390 359,282 93,941 (139,776) (341,808) (510,955) (644,416) (742,297) (901,704) (822,644) (803,541) 211,527 175,543 181,940 198,015 215,524 218,973 222,496 226,094 229,770 233,525 237,361 241,278 245,279 1,522,742 1,314,530 1,279,354 1,139,986 969,278 911,940 955,785 800,824 747,070 694,534 643,229 593,167 544,360 65,123 149,198 90,932 91,941 92,760 93,687 94,624 95,570 96,526 97,491 98,466 99,451 100,445 15,531 27,881 25,000 25,250 25,503 25,758 26,015 26,275 26,538 26,803 27,071 27,342 27,616 (494,115) (435,645) (367,500) (400,000) (400,000) (400.000) (400,000) (400,000) (400,000) (400,000) (400,000) (400,000) (400,000) 224,400 224,400 112,200 112,200 224,400 224,400 224,400 224,400 224,400 224,400 224,400 224,400 224,400 (29,151) 1,314,530 1,279,354 1,139,986 969,278 911,940 855,785 800,924 747,070 694,534 643,229 593,167 544,360 496,821 313,450 392,052 137,206 137,206 137,206 137,206 137,206 137,206 137,206 137,206 137,206 137,206 137,206 78,602 (254A46) 392,052 137,206 137,206 137,206 137,206 137,206 137,206 137,206 137,206 137,206 137,206 137,206 137,206 Debt Schedules (Fund 007) - Portion Allocated to Water 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-IS 15-16 1990 Revenue Bonds - - - 1994 Revenue Refunding Bonds 99,352 91,788 29,761 - - - - - - - - - - 2006 Private Placement GO Debt - - - 26,782 194,106 188,750 183,393 178,037 172,680 167,324 161,967 156,611 151,255 FY 2006-07 CIPs - - - - - - - - - - FY 2007-08 CIPs - - - FY 2008-09 CIPs FY 2009-10 CIPs Utility Fund Rate Model.xls 3/29/2006 11:25 AM Utility Fund Water Rate Model 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 • Actual Actual Revised Budget Projected 99,352 91,788 29,761 26,782 194,106 189,750 183,393 178,037 172,680 167,324 161,967 156,611 151,255 *Both the C1P and Debt balances include additional sources of revenues that are added during the fiscal year. The revenues are shown here since they needed to be kept separate from the revenues from operations. • Utility Fund Rate MadelAs 3/29/2006 11:25 AM Utility Fund Wastewater Rate Model 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 • Actual Actual Revised Budget Projected Wastewater Revenues 5.52 6.75 8.00 9.25 General Wastewater 2,392,793 2,339,651 2,402,964 2,469,045 2,708,362 2,954,259 3,035,501 3,118,979 3,204,750 3,292,980 3,383,434 3,476,479 3,572,092 Rev Rate Increase - - 229,996 166,830 166,930 All Other Revenue 219,382 64,707 56,077 74,055 75,536 77,047 79,589 80,160 81,763 $3,398 85,066 86,767 88,503 Interest Income 1,398 (1,504) - - - - - - - - - - - Transfer from Other Funds (34,175) - Total Wastewater Revenue 2,602,573 2,367,679 2,689,027 2,709,930 2,950,728 3,031,306 3,114,099 3,199,137 3,286,512 3,376,278 3,468,500 3,563,246 3,660,585 Wastewater Operating Expenses Wastewater Collection 910,604 731,307 665,624 790,535 906,346 822,473 838,922 855,701 872,815 890,271 908,076 926,238 944,763 Wastewater Treatment 938,079 851,515 865,907 976,287 893,813 911,689 929,923 948,521 967,492 986,941 1,006,579 1,026,710 1,047,244 Utility Billing 290,252 324,928 325,400 390,601 398,413 406,381 414,508 422,799 431,255 439,880 448,677 457,651 466,804 Non-13epsrmmntal 612142 (194,926) 257,758 8,503 96,473 98,403 100,371 102,378 104,426 106,514 108,644 110,817 113,034 Total Wastewater Operating Expenses 2,551,077 1,712,825 2,114,689 2,065,926 2,195,044 2,238,945 2,283,724 2,329,398 2,375,996 2,423,506 2,471,976 2,521,416 2,571,844 Automated Meter Reading Project (net) 102,240 102,240 102,240 102,240 102,240 102,240 102,240 102,240 102,240 102,240 Cash Flows from Wastewater Operations 51,496 654,955 574,338 746,244 857,924 994,601 932,605 971,979 1,012,766 1,055,012 1,098,764 1,144,070 1,190,981 Revenue from Other Sources - - - 6.000,000 - - - - - - - - Transfers General & Administrative Transfer 165,647 161,789 171,500 174,930 178,429 181,997 185,637 199,350 193,137 197,000 200,940 204958 209,059 CEP Transfer 175,600 175,600 87,800 87,800 175,600 175,600 175,600 175,600 175,600 175,600 175,600 175,600 175,600 Sewer Rehabilitation Transfer 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 Debt Service Transfer to Fund 4 for CO's - - 38,632 38,779 38,194 37,590 38,417 39,176 38,412 39,075 38,214 38,776 39,227 Debt Service - TIRZ - - - 42,000 42,000 42,000 42,000 42,000 42,000 42,000 42,000 42,000 42,000 Debt Service Transfer 466,125 508,500 331,062 353,367 954,816 929,918 792,739 763,277 743,916 724,355 704,894 695,433 643,972 Total Transfers 1,107,372 1,145,899 928,994 996,876 1,689,039 1,667,105 1,524,392 1,509,402 1,492,965 1,478,029 1,461,647 1,446,767 1,409,956 Debt Expenses 551,940 516,373 262,951 160,867 419,916 977,418 730,239 710,777 691,316 671,855 652,394 632,933 628,472 Capital Projects 82,010 1,008,209 452,500 200,000 6,400.000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 • Sanitary Sewer Improvements 247,025 236,946 350,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 Total Utility Fund Expenses 3,597,699 3,636,141 3,351,639 2,901,723 9,493,289 3,999,360 3,899,599 3,929,525 3,960,439 3,992,361 4,025,310 4,059,307 4,109,373 (Excluder CIP & Debt Transfers for Calculation Purposes) Net Cash Flows (995,125) (1,268,462) (662,613) (89,553) (440,321) (964,914) (683,270) (628,148) (571,697) (513,842) (454,569) (393,821) (346,549) Cash Flow Available (995,125) (1,268,462) (662,613) (99,553) (440,321) (864,814) (693,270) (628t148) (571,687) (513,842) (454,569) (393,821) (346.549) Reserves Available: Waste Water Operations 591,299 591,298 1,993,807 1,629,151 1,378,520 547,405 (225,098) (816,885) (054,309) (1,633,480) (2,054,945) (2,415,941) (2,716,495) Debt* 2,179,790 814,354 914,354 814,354 814,354 814,354 914,354 814,354 914,354 914,354 814,354 814,354 914,354 CIP' 1,860,804 1,619,826 1,68004 1,396,625 1,283,447 1,181,481 1,080,739 981,233 882,977 785,982 690,261 595,827 502,693 Remaining Balance 3,635,757 1,757,016 3,816,852 3,740,578 3,035,999 1,679,426 986,724 350,554 (229,665) (546,987) (1,004,899) (1,399,491) (1,745998) Days of Working Capital - Operations 59 75 239 194 130 51 (22) (78) (129) (153) (191) . (222) (249) Days of Working Capital -Ali 369 176 416 471 117 153 92 33 (21) (50) (91) (126) (155) 03-04 0445 O4-05 05-06 06-07 07-08 08-09 09-10 10-11 10-11 10-11 10-11 10-11 Sanitary Sewer Rehabilitation Schedule Utility Fund Rate Model.xls 3/29/200611:25 AM Utility Fund Wastewater Rate Model 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 IS-16 Actual Actual Revised Budget Projected Sanitary Sewer Rehabilitation (SEW669) 247,025 236,946 300,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 Contingency - - 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Total Sanitary Sewer Rehabilitation 247,025 236,946 350,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 Capital Project Schedule - Total Amounts Utility Oversizmg/Participation (Annual) - - - - - - - - - - - Bay Area Boulevard'rrunk Sewer (Design) 1,407 - - - Wastewater Treatment Plant Improvements - 101,725 - Utility Equipment Replacement 11,567 19,117 15,000 Replace Ground Storage Tank #4 10,864 - 87,500 Geographic Information Systems (GIs) 7,891 17,194 25,000 - Lift Station #9 22,588 191,498 150,000 Bayshom Drive Water & Sewer Replacement 8,224 39,961 - Canada Road Utiliry installation 19,470 259,981 - - W WTP Equipment Replacement - 379,833 - Spenwick (Phase I and Phase In - 175,000 - W WTP - 2006 Bond Issue - 6,000,000 - - - - - - - - Future Projects - Unimown - 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 Contingency - - - - - - Total Capital Projects 82,010 1,008,209 452,500 400,000 6,400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 Reserve Balance Worksheet 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 Working Capital Designation (Goal) 899,424 909,035 937,910 725,431 2,373,322 999,590 974,900 982,381 990,110 998,090 1,006,327 1,014,827 1,027,343 Beginning Balance 591,298 591,298 1,983,807 1,629,151 1,378,520 547,405 (225,098) (816,885) (1,354,309) (1,834,507) (2,257,525) (2,620,407) (2,923,103) Increasel(decrease) in Working Capital (1,262,719) (491,034) (354,655) (250,631) (831,115) (772,504) (591,787) (537,423) (480,199) (423,017) (362,883) (302,696) (218,875) Increase from other sources - 1,893,543 - Transfer to other sources Balance (671,421) 11983,807 1,629,151 1,378,520 547,405 (225,098) (916,985) (1,354,309) (1,834,507) (2,257,525) (2,620,407) (2,923,103) (3,141,979) Rate Stabilization Designation 179,895 181,807 167,582 145,086 474,664 199,918 194,990 196,476 198,022 199,618 201,265 202,965 205,469 Beginning fiord balance - - - - - - - - - 201,027 202,580 204,566 206,608 • Increase from other sources 201,027 i,553 1,986 2,042 2,097 Transfer to other sources Bice 201,027 202,580 204,566 206,608 208,705 Capital Projects Fund (003) - Total Beginning fundbalance 1,208,996 1,559,007 943,647 692,780 495,551 387,272 280,154 174,210 69,449 (34,115) (136,470) (237.606) (337,508) Front Foot Fees 51,110 189,368 98,833 89,721 90,619 91,525 92,440 93,364 94,298 95,241 96,193 97,155 98,127 Interest Income 15,531 27,881 25,000 25,250 25,503 25,759 26,015 26,275 26,538 26,803 27,071 27,342 27,616 CIPs (82,010) (1,008,209) (452,500) (400,000) (6,400,000) (400,000) (400.000) (400,000) (400.000) (400,000) (400,000) (400,000) (400,000) increasel(decrease) from other sources 175,600 175,600 87,800 87,800 6,175,600 175,600 175,600 175,600 175,600 175,600 175,600 175,600 175,600 Transfer to other sources 212,692 - - - - - - - - - - _ Changes in Desigmtion (22,812) - Balance 1,559,007 943,647 692,780 495,551 387,272 290,154 174,210 69,449 (34,115) (136,470) (237,606) (337,509) (436,166) Sewer Rehabilitation Fiend (018) Beginning find balance 107,219 162,642 231,024 186,024 191,074 196,175 201,326 206,529 211,784 217,092 222,453 227,867 233,335 Interest Income 2,448 5,328 5,000 5,050 5,101 5,152 5,203 5,255 5,308 5,361 5,414 5,468 5,523 CIPs (247.025) (236.946) (350,000) (300,000) (300,000) (300,000) (300,000) (300,000) (300,000) (300.000) (300,000) (300,000) (300,000) Increase from other sources 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 Transfer to other sources - - - - - - - - Balance 162,642 231,024 186,024 191,074 196,175 201,326 206,529 211,784 217,092 222,453 227,867 233,335 238,858 Utility Fund Rate Model.xls 3/29/2006 11:25 AM Utility Fund Wastewater Rate Model Debt Service Fund Beginning fund balance Inereasel(Decrease) in Fund Balance Balance 03-04 Actual 1,741,962 436,819 2,179,780 04-05 Actual 2,179,780 (1,364,426) 814,354 05-06 Revised Budget 814,354 814,354 06-07 Projected 814,354 914,354 07-08 814,354 814,354 08-09 814,354 814,354 09-10 814,354 814,354 10-11 814,354 914,354 11-12 814,354 914,354 12-13 814,354 914,354 13-14 814,354 814,354 14-15 814,354 814,354 15-16 814.354 814,354 Debt Schedules (Fund 007) - Portion Allocated to Wastewater 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 1990 Revenue Bonds - - - - - - - - - - 1991 Revenue Refimding Bonds - - - 1994 Revenue Refimding Bonds 397,409 367,154 119,045 - - - 1998 Revenue Bonds 154,531 149,219 143,906 138,562 133,156 127,719 - - - - - - - 2006 Private Placement GO Debt - - - 22,305 161,660 157,199 152,739 148,277 143,816 139,355 134,994 130,433 125,972 FY2005-06CIP*'6mill WWTP - 125,000 592,500 577,500 562,500 547,500 532,500 517,S00 502,500 502,500 FY 2006-07 CIP - - - - - - - - FY 2007-08 CIPs - FY 2008-09 CIPs FY 2009-10 CIPs - 551,940 516,373 262,951. 160,867 419,816 977,419 730,238 710,777 691,316 671,855 652,394 632,933 628,472 *Both the CIP and Debt balances include additional sources of revenues that are added during the fiscal year. The revenues are shown here since they needed to be kept separate from the revenues from operattona • Utility Fund Rate Model.xls 3/29/2006 11:25 AM • • �J • SOLE PROVIDER - PROPOSAL Providing Exclusive EMS Service for the City of La Porte Council Retreat — April 8, 2006 Ray Nolen, EMS Chief Introduction The City of La Porte's municipal based Emergency Medical Service (EMS) would provide exclusive ambulance service for both emergency and non -emergency needs within the City of La Porte. Along with the continued emergency treatment and transport services provided, the City of La Porte EMS would now provide exclusive non - emergency transport services by adding additional equipment and staffing. Background The City of La Porte has provided Emergency Medical Service (EMS) to the community on an "emergency" basis since 1984. Many different private ambulance companies have provided "non -emergency" ambulance service to the community over the years. It is well known among the "Emergency" providers in the EMS community that the payer mix for 911 type calls for service is very poor. Statistically, a high percentage of patients • that utilize local EMS services for 911 are either under -in* sured or non-insured. A gradual trend has been recently observed in municipal based EMS agencies taking over all non -emergency ambulance service within their community: Non -emergency transfers involve mostly guaranteed payments that are usually pre -arranged before the transport takes place. A few of the municipalities in Texas that provide this type of exclusive EMS service are Galveston, Texas City and Paris. Goals ■ Revenues - Increased revenues received from "Non -emergency" calls will help offset the traditionally low revenues received from the 911 "Emergency" calls for service. An estimated 15 non -emergency transports either originate or end in the City of La Porte each day. A rule of thumb in the non -emergency transport business is that all overhead costs are covered after the third transport of the day for each unit. o Estimated Annual Revenue ■ 15 calls per day ■ 5500 calls per year ■ Estimated $400.00 received from $800.00 billed to Medicare • 0 Total - $2,200,000 • ■ Third Ambulance Needs - Non -emergency units can assist with "Emergency" calls as the need and availability arises, which would delay the need to staff an actual third "Emergency" ambulance. Third and Fourth out calls are currently responded to by 1" responders and Mutual Aid ambulances. Annual Call Volume Year Calls 2003 2875 2004 2831 2005 2972 Annual 3rd & 4ch Out Call Volume Year 3rdOut 4h Out 2003 84 7 2004 76 5 2005 104 12 ■ Recruitment - In light of current paramedic shortages, lesser certified EMS personnel could be hired for the non -emergency units and could attend paramedic level training at the city's expense on their off time which would upon successful completion of the paramedic training, the employee could transfer over to an emergency unit as is openings occurred. ■ Set a target date for October 1, 2006. Implementation Tasks ■ Assess costs, risks and impact. ■ Purchase and equip two (2) ambulances. Estimate $150,000. ■ Hire additional personnel - (4) Paramedics and (4) EMT's estimated at $300,000 per year. ■ Total estimate to implement - $450,000. ■ Approve an ordinance whereby the City of La Porte EMS is the sole and exclusive EMS provider in the City of La Porte for all "Emergency" and "Non -Emergency" calls for service. Infrastructure ■ State License to Operate already in place. ■ Base station already in place. ■ Vehicle maintenance facility already in place. ■ Billing software already owned and in use. ■ Administration and field levels managers already in place. ■ Most needed medical supplies already in inventory. • EMS BILLING Establishing Policy for EMS Collections Council Retreat — April 8, 2006 Ray Nolen, EMS Chief Introduction The Emergency Medical Service (EMS) for the City of La Porte continues to improve in it's billing efforts through the use of electronic filing for Medicare, Medicaid, and Insurance payers with a billing software specifically designed for EMS billing and more assertive collection efforts made in collecting valuable patient information such as insurance info, valid ID numbers and correct patient addresses. Collection rates are currently between 45-50%, which is actually respectable given the traditionally poor payer mix that 911 EMS calls generate. Under or Non -Insured patients account for over half of the uncollectible invoices EMS generates each year. The City of La Porte currently sends out monthly statements on outstanding balances every 30 days for 120 days. No further action is then taken to recover the bad debt. Patients are encouraged to make payment arrangements should they make contact with the billing department; otherwise the debt goes permanently uncollected. • Proposals ■ Authorize the City Manager to establish procedures for EMS Billing collections. ■ Attach "Delinquent Notice" letter from City Attorney to all 120-day statements. ■ Solicit "Debt Collection Services" to assist with collecting on delinquent accounts. ■ Authorize industry standards for negotiating settlements with insurance companies. 0 11 La Porte EMS - Mutual Aid Statistics Year of 2005 Baytown to La Porte January 0 February 0 March 1 April 3 May 2 June 1 July 0 August 2 September 1 October 0 November 2 December 3 Total 15 CLEMC to La Porte January 0 February 0 March 2 April 1 May 2 June 2 July 0 August 2 September 2 October 1 November 0 December 0 Total 12 Deer Park to La Porte January 1 February 2 March 0 April 3 May 3 June 1 July 2 August 3 September 4 October 3 November 4 December 1 Total 27 La Porte to Baytown January 0 February 1 March 0 April 0 May 0 June 1 July 1 August 6 September 4 October 3 November 3 December 1 Total 20 La Porte to CLEMC January 0 February 2 March 0 April 3 May 1 June 0 July 0 August 0 September 0 October 2 November 0 December 0 Total 8 La Porte to Deer Park January 11 February 8 March 9 April 5 May 6 June 6 July 3 August 5 September 4 October 4 November 7 December 4 Total 72 CONTRACT BRIEFING - Update • Providing EMS for Battleground Industrial District Council Retreat — April 8, 2006 Ray Nolen, EMS Chief Update A (Notice of Intent) letter was sent out to all companies on October 25, 2005 advising all companies of the pending contract for services and requesting their feedback on whether or not they would be interested in continuing to utilize La Porte EMS as the provider. A total of only 12 replies to over 40 notification letters sent out were received as of March 20, 2006. Of the 12 replies received, most were positive. A proactive approach to contacting the facility representatives was initiated on March 23, 2006 with mostly positive feedback received in continuing EMS service to the Battleground area for a fee. * See Spreadsheet Attached Goals • ■ Secure individual agreements/contracts with each facility within the Battleground Industrial District by the end of September 2006 that is equitable in fees with the current Association of Bayport Companies (ABC) and to submit invoices starting October 1, 2006. U $17/Em to ee 2006 -Contract Payment Ledger for EMS Services ( p Y ) • Company Address Representative Phone Fax Air Products 10202 Strang Dave Hefele 281.479.5901 Airgas Dry Ice 11900 Strang Tom Enkelmann 281.471.4259 AKZO Nobel 730 Battleground Gordon Martens 281.604.4900 281.479.7556 BesaWs Caf6 & Saloon John Friend 281.479.9113 281.542.6190 Branham Corp. 11604 Strang J.R. Cantu 281.470.1070 281.470.8807 CEDA Intl. 11355 SH 225 Rick Covington 281.842.9960 Chevron Phillips 10925 SH 225 Robert Bohmer 832.813.1650 Clean Harbours 500 Battleground Tia Gottas-Hamma 281.478.6971 Container House George Vemau Jr. 281.471.9304 DANA Transport 902 Sens Rd. Lary Capps 281.471.4700 281.471.4703 DOW 550 Battleground Don Davis 713.246.0369 Drago Supply 430 Miller Cut -Off Tim Lyons 281.471.7026 281.471.9561 Du Pont - Invista? 12501 Strang Scott Gray 713.246.0197 Excel Logistics 9701 SH 225 281.479.6385 Excel Logistics 11935 SH 225 281.471.5886 Extex 10203 Strang Dave Hefele 281.479.5901 Fire Truck Repairs 11600 Strang Rick Bames 281.470.7600 281.470.7604 Greif Bros. Corp. 10700 Strang Todd McDaniels 281.470.4467 Gulf States Material (GSM) 555 Sens Bruce Sanders 281.470.8645 Gulbrandsen Technologies 9401 Strang Joe Shauf 281.476.4321 • # Emp # Contract Interest Est. Amount 125 25 Yes $2,550.00 Yes $0.00 139 5 Yes $ 2,448.00 ReFaxed $0.00 ReFaxed $0.00 6 Yes $102.00 17 Yes $289.00 24 Yes $408.00 30 Yes $510.00 ReFaxed 180 Yes $3,060.00 35 ReFaxed $595.00 LM $0.00 $0.00 $0.00 Unmanned N/A $0.00 3 ReFaxed $51.00 LM $0.00 LM $0.00 20 Yes $340.00 • • • Hercules Transport 2760 Battleground Robert Phillips 281.542.9944 4 Yes $68.00 Innovene Guy Hagen 713.307.8000 500 Yes $8,500.00 Jacobson Co. 11505 SH 225 Clayton Fahey 281.471.5151 281.867.1005 25 5 ReFaxed $510.00 Jotun Paints, Inc. 11245 SH 225 Doug Watson 281.842.3300 LM $0.00 JWC Logistics Jonell Soto 281.307.2500 281.307.2504 48 ReFaxed $816.00 Katoen Natie Chris Brown 281.941.1011 281.941.1010 100 30 ReFaxed $2,210.00 L&B Transport 2727 Vista Rd. Cliff Hendricks 281.542.9299 5 Yes $85.00 Linde Gas LLC 11603 Strang Pat Boyle 713.767.4175 LM $0.00 Lyondell 1515 Miller Cut -Off Mark Gaddy 713.336.5475 LM $0.00 Metton America, Inc. 2727 Miller Cut -Off James Campbell 281.479.8078 Ext.103 LM $0.00 Mobley Industrial Services 1220 Miller Cut -Off Jack Mobley 281.470.9120 LM $0.00 Monument Inn Bob Laws 281.479.1521 50 Yes $850.00 NOCS - West Gulf 9223 SH 225 John Chapman 281.930.8002 LM $0.00 Noltex 12220 Strang Shela Leavings 281.842.5034 112 Yes $1,904.00 NRG Texas 845 Sens/2012 Miller Tim Gessner 281.478.9000 281.478.9090 65 ReFaxed $1,105.00 Ohmstede Industrial Services 12415 Strang Hershel Lain 281.471.4140 281.471.5612 ReFaxed $0.00 Oxy Vinyls (Battleground) 2800 Battleground Phil Anastasio 281.476.2915 281.476.2976 ReFaxed $0.00 Oxy Vinyls (Miller Cut -Off) 2400 Miller Cut -Off Phil Anastasio SAA SAA N/A $0.00 Praxair, Inc. 200 Strang Marlene Corbin 281.478.1973 12 Yes $204.00 Progressive Pipeline Miles Hester 205.652.6512 Ext. 16 3 Yes $51.00 Rain For Rent 2712 Battleground Don Smith 281.479.4500 281.479.3092 32 ReFaxed $544.00 RSC/Prlffl'e Equip. Rental P 8807 SH 22 5 Ruhrpumpen, Inc. 300 Battleground Satellite Logistics 11931 SH 225 Sentinel Transportation Solvay 1130 Battleground South Coast Terminals South Coast Vanleer LLC Sunoco 8811 Strang Texas Electric Equipment 9401 SH 225 TIMEC 10845 Strang Total Petrochemicals 1902 Battleground Total Petrochemicals Tech. Ctr 1818 Battleground Total Safety 11111 SH 225 Trans Gulf Transportation, Inc. United Rentals 8221 SH 225 Vacuum Truck Rentals 2760 Battleground TOTALS LM - Left Message Jim Munn 281.479.3341 281.479.7043 32 ReFaxed $544.00 Joel Munk 281.478.0940 11 Yes $187.00 Joe Manchaca 281.802.4640 7 ReFaxed $119.00 Randy Bally 281.470:2371 281.471.2129 25 ReFaxed $425.00 Andrew Wilson 713.307.3800 281.479.2371 70 ReFaxed $1,190.00 Dan Pham 281.842.1286 8 Yes $136.00 Robin Martin 713.671.5405 8 Yes $136.00 Tim Thompson 281.930.2607 281-930-2070 LM $0.00 Glenda Hoemer 281.471.6645 281.479.0215 30 ReFaxed $510.00 Darrell Bally 281.476.3700 LM $0.00 Karen ISOM 281.884.0646 281.884.0609 130 ReFaxed $2,210.00 Rickey Lindsey 281.867.2300 281.867.2400 LM $0.00 Sarah Davis 832.204.3440 19 Yes $323.00 Cotton Guerrant 281.479.8500 15 Yes $255.00 1890 65 $33,235.00 n �J • • La Porte Police Department o¢ a: 915 So 8`h Street c9 La Porte, Texas 77571 281-471-3810 Fax: 281470-1590 Richard E Reff Debra Feazelle Chief of Police City Manager To: Debra Feazelle From: Richard Reff Subject: Budget Retreat In anticipation of the new budget year and the anticipation of moving into the new station I am submitting the following considerations that will have an impact in the upcoming FY 06-07 Budget year. JAIL The new Police Building will be a single story building consisting of 56,000 square feet. The Jail / Holding Facility will be located in the rear of the building and it will become necessary to fully staff the facility. At the current time we have three Public Safety Attendants and to provide 24 hour coverage we will need a minimum of five PSA's. Even with five PSA's, it is recognized that we may have a shortage due to sickness, training, etc., but Staff and I agree that in those circumstances we can cover the jail with a duty officer if necessary. The facility due to its location will have to be self sufficient which will. require a PSA's presence at all times when there are persons being held in custody. The facility is isolated as it should be and due to the Jail Commissions Life Safety issues we must provide adequate supervision of the facility. As we anticipate that the building is scheduled to be completed in May 2007 it will not be necessary to hire the additional PSA's at the beginning of the budget year. Below is a projection of the cost for a PSA's for one year, which will be the same amount as hiring two PSA's for half a year. Salary..............................................................25,351.04 Social Security & Medicare...............................1939.35 TMRS................................................................. 3282.96 Medical Insurance..............................................6150.00 Life Insurance........................................................28.80 Cleaning Allowance.............................................240.50 Additional supplies and training will be approximately $2,000.00 per jailer. $38992.65 per jailer X 2 jailers = $77,985.30 $19496.33 per jailer for six months FY 06/07 X 2 jailers = $38,992.66 BUILDING AND GROUNDS MAINTENANCE • Equipment Due to the size of the new Police building, 56,000 square feet, and the ground surrounding the building it will be necessary to keep the facility in pristine condition and appearance. In discussions with Stephen Barr he will not be able to keep up the maintenance of the grounds. In anticipation of that, he recommended that we purchase the necessary grounds keeping equipment. It was also determined that we would also be keeping up the entire 9 plus acre property. Sgt. Mike Wood made some quick projections and reported that we would need an approximately $8,000 in equipment to properly do the job. He will be gathering specific information to input into the budget. Maintenance Worker f itaP05 f, We would also like to #u�for consideration the hiring of a part-time grounds keeper to assist in maintaining the grounds and assisting in building maintenance as needed. It is suggested that this part time employee receive a hourly wage of $8.00 an hour for 20 hours a week. Not only would this part time employee help maintain the ground but would also be available when our current Building Maintenance Technician is on vacation or ill. Salary...............................................................$8320.00 Social Security & Medicare...............................$636.48 Additional supplies............................................$500.00 (Protective clothing/minor tools) • $8956.48 for part-time maintenance worker, based on 20 hours per week X 52 weeks $4478.24 for six months u FY 06/07 JANITORIAL SERVICES In addition it is going to be necessary to obtain a Janitorial Service for the new building. Crystal Scott was asked to determine this cost and she was able to project a cost of Janitorial $2630.00 per month X 5 months = $13,150.00 UTILITIES In an attempt to develop a realistic projection of increases in our utility costs when we move into the new Police Station, we contacted Deer Park Police to determine the electrical cost of their building which is not quite half the size of our building. They pay $10,000 per summer months and $7,500 for the winter months. This projects out to be $102,500 per year for their building. If we consider our building is more than twice the size and capacity it would seem reasonable to project our yearly cost at $205,000. As we do not anticipate moving into the building until May (hopefully) the anticipated cost would be approximately ($20,000 times 5 months) $100,000. To determine gas and water we decided it would be best to utilize the cost of the Recreation Centers expenditure as a benchmark to develop the following projections: • Gas $1246.33 per month X 5 months = $6231.68 • Water $333.53 per month X 5 months = $1667.67 TELEPHONE SYSTEM In my discussions with Al Owens we were advised that we did not receive an upgrade in our telephone system but would be brought on line with the current City system when we moved move into the new building. I do not know what this particular cost will be at this time. AUTOMATED FINGERPRINT IDENTIFICATION SYSTEM Two years ago we were advised that our current AFIS machine will no longer be supported and would have to be replaced. Our current machine cost $80,000 (approximately) and it is anticipated that we will be required to "update" our machine this year by all indications from Harris County. We have looked into this issue an have found a machine that is acceptable on the system through Motorola. Previously the projected replacement cost for the machine was $63,000. This new machine will cost us $41,841 with maintenance cost of $4,695, and a training for the new system of $2,400. The total project cost will be $48,936 MOVING EXPENSE We can foresee some cost in moving copiers, computers, etc into the new building to include office supplies, wastebaskets, desk pads, in/out, boxes, etc. In moving our property room with the evidence tracking requirements we anticipate needing a securable • moving van for a week. We are required to track each piece of evidence as it leaves the old Police building to the new and inventory the same. We are projecting a cost of $600 for the purpose. In order to move all of our files and necessary items to the new building we have to consider the actual equipment needed. Deer Park in their move spent approximately $5000 in moving without counting moving the property room and the computers. They hired an entity to make the move and then moved private items themselves. Capt. Earl Sturrock is trying to get me the additional figures. Because we are anticipating making the move ourselves and the furniture is a part of the*building we are asking consideration of $2,000 for moving supplies (boxes, dollies, protective material, etc.). Basic office equipment (desk pad, trays, wastebasket, name plate, etc) at a basic cost of $125 per desk times 45 desks for a total of $5,625. We will also need to acquire trashcans for the break room, lobby, EOC, conference room and entrance ways into the building. These trashcans (22 some interior and exterior) are projected to cost $3,500. We will also need to acquire wall clocks for 15 locations in the building. We anticipate the clocks at $40 each for a total of $600. Finally it will take $800 to move the copiers to the new building. This moving expense total is $13,125 E • • MEMORANDUM March 31, 2006 Thru: Ms. Debra Feazelle, City Manager To: Mayor and Counc:D/*ect From: Wayne J. Sabo, r of Planning and Community Development RE: Request for New Positions and Vehicle (Council Pre -Budget Retreat April 8, 2006) This memorandum serves as an addendum to the attached packet submitted by Ms. Debbie Wilmore outlining the needs assessment for the creation of positions for an additional code enforcement inspector (Community Services Inspector I {CSI)) and clerical support (Community Services Technician (CST)). Costs for additional personnel and supporting equipment are as follows: • Pay/Benefits CSI1-- $39,990.85 • Pay/Benefits CST-- $33,695.49 • • Additional Vehicle-- $15,000.00 • Additional Fuel-- $ 2,000.00 • Computers/Supplies-- $ 5,000.00 Total Additional Funding Requested-- $95,686.34 WJS 0 • MeIML90hAN&w-1110 To: Debra B. Feazelle, City Manager Thru: Wayne Safnning From: Debbie S. Vr�ChioefBuil ' Official CC: Mark W. Huber, Deputy Building Official Date: March 28, 2006 Re: Request for New Positions and Vehicle As you are aware, our division has multiple areas of responsibility that interact with the public on a daily basis. Mr. Huber and I have evaluated the workload and the areas of responsibility of the Inspection Services Division and determined our city's steady growth within the past few years and the demand for increased code enforcement activity has • resulted in our division having to face some 'difficult challenges. Currently, we have one Community Service Inspector (CSI) dedicated to code enforcement work with no support staff dedicated to that work While. in the past the CSI was responsible for -all . citizen complaints, . the weed program and the junk vehicle program, the workload has evolved to a point where one field position is no longer able to handle all activity. During . the past � year, we.. utilized a Building Inspector to pro -actively perform periodic weed 'sweeps on vacant lots 'in the city. Also, the same building inspector assists the Chief - Building Official in the dangerous/substandard building program. While this allowed our'CSI an opportunity to address citizen complaints and junk vehicles, it adversely impacted the plan review and inspections side on a daily basis. Mr. Huber and I both agree that the addition of a Community Service Inspector I and vehicle would increase the volume of.code enforcement work that will require additional support staff We discussed the matter with Mr. Sabo and are all in agreement. U • Ncw Pasmmel Request— 03i1.8/06 Page 2 For the budget year 2006/2007, we are requesting the addition of a Community Service Inspector I (Pay Range 014 — annual salary with benefits equals approximately $39,990.85) and a Community Service Technician (Pay Range 009 — annual salary with benefits equals approximately $33,695.49). In addition, one additional division vehicle would be needed. Due to the nature of the work and increased work volume, other line items that would result in 3-5% increase would be items such as fuel, car maintenance, postage, copies, computer supplies/equipment and office supplies. Since the busiest season for code enforcement (weed sweeps, brush clearing, building demolition, etc.) is approaching, an alternative should be considered. Fiscal 2005/2006 mid -year personnel could be hired as long-term temporary employees (six -months, no benefits) and serve two purposes. An additional vehicle would not be needed during the training process and the training period allows the individual to become familiar with the job while staff determines if they are the best person for the job. Upon completion of the temporary assignment, the individual becomes a full-time employee who has already completed their basic training thus making them more • valuable to the division and the City. The addition of personnel would allow the following to be accomplished: • Dedicated field inspector for the weed mowing program and the newly assigned brush clearing program; thus freeing up other personnel for code enforcement issues and dangerous/substandard buildings • Dedicated code enforcement support staff (Technician) to assist at the counter and receive complaints, calls and messages. Individual could assist field inspectors in establishing case files, identifying legal descriptions, scheduling work and court files so both inspectors could spend the majority of their day in the field. In addition to standard code enforcement paperwork, they could assist with preparation of dangeroustsubstandard building cases. • With the addition of two personnel, the existing Community Service Inspector could spend more time in the field responding to complaints and identifying issues as they arise. Also, to accommodate the extra personnel, the future relocation of the Fire Marshal's Office personnel would need to be accelerated. If the move does not include moving of their furniture, the existing furniture would be available to accommodate the proposed new personnel in the Inspection Service Division. 0 Page 2 0 F �10 DEFINITION To investigate potential violations of municipal and State laws, ordinances, codes, and regulations including junk vehicles ordinance, weed and rubbish ordinance, sign ordinance, and dangerous buildings abatement code. SUPERVISION RECEIVED AND EXERCISED Receives general supervision from the Chief Building Official and Deputy Building Official. May , y receive technical supervision firm bigher4evel InVectian staff. ESSENTUL JOB FUNCTIONS • Dudes may include, but are not limited to, the following - Investigate complaints of violations of local and Suft laws, ordinances, or codes relating to public nuisance or health and safety including weeds, hush and rubbish ordinances and signs. Additional assigned job duties could include woddag violations associated with junk vehicles, zoning, dangeroustsubstandard buildings, etc. Issue notices of violations and notices of abatement; conduct follow up inveftaitions to secure compliance with codes or ordinances, and issue abatement citations. Perform field inspections to provide required inibrunhon for issuance of alcohol licenses. Process code enforcement violation cases in order to achieve abatement. Processing includes identification, docuimentation, and notice of violations, citation iss uance, court testimony, and oversight abatement achieved by means of contractor clean-up. Prepare -a variety of written rq)oft monthly rq)arM memos, correspondence, and appqmate paperwork for court cases. Document and maintain records of code enforcement activities. Perform related duties as assigned. 0 • COMMUNITY SERVICE INSPECTOR I JOB DESCRIPTION PAGE 2 PHYSICAL REQUIREMENTS For indefinite periods of time - mobility within a office and field enviromnent; exposure to extreme cold, heat, heights, and noise; writing; walldng; typing; twisting body, stooping; standing; squatting, sitting; seeing, hassling; grasping crawling climbing; cleaning; lifting and carrying up to 25 pounds; reading; decision naaldng, speaking, interfacing with the public; keen vision; clarity of hearing, communicating clearly and effectively, in person and by telephone; operation of a personal computer and calculator, operating a motor vehicle through city traffic. OUALMCATIONS Knowledge of: Knowledge of codes, ordinances, laws and regulations pertaining to weed and brush abatement and/or simr�ar knowledge such as experience with appraisal district records. City, county or state services and organizational stmctures as they relate to code enforcement, Ability to. - Communicate clearly and concisely, both orally and in writing. Maintain and update recoils, logs and reports (very detailed work required). • Establish and maintain effective working relationships with those contacted in the course of work Enforce pertinent codes, ordinances, laws, and regulations with impunity and efficiency. Respond to inquiries, complaints, and requests for service in a fair, tactful, and firm manner. Identify code and ordinance sections, afiich pertain to potential violations. . TRAINING AND EXPERIENCE One year of experience in governmental or municipal code enforcement experience is desirable. A High School Diploma or ® is required. LICENSES AND CERTIFICATES Must have a valid Texas Driver's License. The City of La Porte is an Equal Opportunity and Affirmative Action Employer of Qualified Individuals. (CUde One) I have read the job description above and can perform the job duties with without any reasonable accommodation. Witness: Supervisor's Signature Date Employee's Signature Date �J JOB ANALYSIS WORK SHEET DEPARTMENT: Planning EMPLOYEE NAME: Community Service Inspector I POSPITON CODE: # ANALYSIS COMPLETED BY: b b �(jTL.iy! D /per 1. What knowledge is necessary. (Knowledge refers to the level of general or technical information.) CHECSALL THATAPPLY YES NO ABHXff TO OBTAIN ESSENTIAL TO TASK (Within _ months or years.) (Circle One) Required Education/Degree(s) SP�d 1'�0 NO qF) A-c a� �' Get m Lts-t Possess Certificate or Licepse SPeciry Iraj 7-11US - i`d t"cans -e- Passes - YES NO Apr; crews vo+ Previous Eaperiencelrraining specify- (lj YR . gar 14vmt es od� / .. abew 11� w YES NO cvihnntent- eh °U�PR1-f�rioC --c{.esr,"4)t V �t 1 Q� f01I%! W alnx Y r2-What cognitive skiffs are necessary? MECKAU THATAPPLY YES NO ESSENTIAL TO TASK (Circle One) Reading Ability. 1/ S NO Mathematical Ability ✓ YES NO Decision Malting Ability ✓ YES NO Supervisory/1Vlanagement Ability 1/ YES NO type of communication skills are required? ECKALL THATAPPLY YES NO ESSENTIAL TO TASK (Circle One) Language Ability LHearning YES NO NO Ability ✓ Abibty ✓ NO With Public © NO JOB ANALYSIS WORK SHEET PAGE 2 accomplished? ALL2MTAPPLY YES NO ESSFNT 4L TO TASK rHowistheask (Circle One) ipment (Non -Vehicle) � ca! a A) B< A i-" f 'Polk k lki m e; YES NO p�0 a Vehicle ��/ / Specify a I" ' / V 4 h i��. d YES NO -(,i ¢r /.'Z e i A Tools Specify -I fl i r�-i tvL/ G�riI e?~a ; w.(�� i NO -As ag e � t/ S. What kind of physical skills are required? CIZECSALL HUTAPPLY REQIIIItEM1ENT WEIGHT HOW OFTEN Be Specific (Ea. - Up to 4 hours per day) ESSENTIAL TO TASK YES NO fgdculator g zi boxWTyin �CD�SSorla Cleaning t/ . ✓ Climbing , Crawling l! Data Entry. At ging C.e (+�s-si A /lA ✓ ,> g #� W Filing k3clneefing API ing cc &S"b t ✓ c c ^o/L dL Lifting Jr If Personal Computer Pulling Dee ssi o ✓ Plang as RWmg At ZA— Seeing >,� l w- p JOB ANALYSIS WORK SHEET PAGE 3 5. What kind of physical sk Ws are required? =C'SALL THATAPPLY 'IREQUERENIENT WEIGHT HOW OFTEN Be Specific (Ea. - Up to 4 hours per day) ESSENTIAL TO TASK YES NO Sorting A/' A - Squatting . ® e e aLss;Nmot/ V, Standing Stooping 0 Cc asap n na c11 Twisting Body MCISS;'OHOL) Typing Walkdng 8) Nn IW Writing (By Hand) 6 Under what conditions is the job performed? (Condition refers to environmental demands.) CUECX'ALL THATAPPLY YES NO ESSENTIAL TO TASK eme Cold YES NO Extreme Heat S NO Extreme Heights NO Extreme Temperature Swings YES NO Extreme Noise YES NO. Constant Noise S NO Working Outdoors (PS NO Worldng Indoors V ®S NO •.W....lr:.... T 'i4......1..... Vr a 0 V .2 -A "0, tj To perform a variety of technical and administrative services for the Inspection Services Division. Coordinate inspection and code enforcement related functions by assisting personnel and the public as needed. Assist in activities including documentation/processing of weed violations, zoning violations, dangerous buildings and other public nuisance violations as well as permit issuance. DISTINGUISHING CHARACTERISTICS Ibis class is distinguished from the general administrative classes by the more complex, responsible duties. This individual is responsible for handling multiple division tasks and inspection services problems. They are expected to work more independently and assume higher levels of responsibility while OR being able to work well with other PersonneL SUPERVISION RECEIVED AND EXERCISED Receives direct supervision from Inspection Services Coordinator. • Receives general Supervision from the Division Manager or other professional staff ESSENTIAL. JOB FUNCTIONS Duties may include, but: are not limited to, the following Receive and record, into the Complaint Tracking Lop, all incoming citizen concerns and field -derived violations discovered by inspectors. Assist inspectors in set up and file maintenance to ensure violations are abated in an efficient manner. Review/monitor files necessary for processing through the court system. Intake of citizen assistance reports (telephone and walk-in) regarding code enforceineut violations. Record and forward to appropriate individual(s) for proper handling, Utilize computer programs as well as zoning, sector, aerial and Ham County Appraisal District maps as needed. Provide the public with technical information relating to basic code enforcement and ordinance questions. Serve as primary contact with the publics evaluate calls and visitors and refer inquiries as appropriate for the Inspection Services Division as well as The Planning Department Assist with questions relating to other city departments - Assist Inspection Services Coordinator, as needed, in the preparation of monthly, quarterly and annual code effarcement activity rq)aft Research, comliffe and analyze data for special projects and various reports Assist Inspection Services Coordinator, as needed, in the preparation of code enforcement paperwork such as mowing lists, bid job proposals and dangerous building related paperwork - - 0 Recommend organization or procedural changes affecting administrative and technical activities and explain -and/or demonstrate deparlmentbenefits. Perform related duties as assigned- • COA04UNTrY SERVICE TECffiVICIAN JOB DESCRIPITON PAGE 2 PHYSICAL REQUIREMENTS For indefinite periods of time - mobility within an office; exposure to constant noise; writing; walling; typing; stooping standing; sorting; squatting; sitting; seeing pushing, pulling, lif ting and carrying up to 20 pounds; filing; reading decision making reaching above shoulder level; using both hands for simple and firm grasping clarity of hearing communicating clearly and effectively, m person, by two-way radio, and by telephone; fine finger maniprilation; operation of a personal computer. QUALIFICATIONS Knowledge of: Knowledge of codes, ordinances, laws and regulations pertaining to code enforcement work or similar knowledge such as experience with appraisal district records. Current office methods, procedures, egnipmeu'and multiple computer programs. Abih'ty to: Communicate clearly and concisely, both orally and in writing. To prepare detailed, accurate and organized flea Work cooperatively with other departments, City officials, and outside agencies. Ierpnet and apply administrative and departmental policies, and rules. Operate a personal computer, calculator, typewriter, fax machine, and copier: • Type at a speed necessary for adequate job perfommm. Perform quality job tasks with minimal supervision Plan and organize work to meet deadlines on a timely basis. Compile and maintain complex and extensive records and prepare reports, as needed Analyze situations carefully and adopt effective courses of action. Understand and carry out oral and written directions. Understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities. TRAINING AND EXPERIENCE Three years of increasingly responsible administrative and/or technical experience with a minimum of one year of that experiencein a high volume public service role, is desirable. A High School Diploma or CED is regtrired. . The City of La Porte is an Equal Opportunity and Affirmative Action Employer. (Circle One) I have read the job description above and can perform the job duties with without any reasonable a000mmodation • Witness: Supervisor's Signature Date Employee's Signature Date • JOB ANALYSIS WORK SHEET DEPARTMENT: Planning EMPLOYEE NAME: Community Service Technician POSITION CODE: ANALYSIS COMPLETED BY: D. Wihnore 1. :atlowledge is necessary? (Knowledge refers to the level of general or technical information.) ECgALL TSATAPPLY YES NO ABILITY TO OBTAIN ESSENT EAL TO TASK (Within _ months or years.) (Circle One) Required Education/Degree(s) Specify -Af5kGJAGoi S SSG S YES NO D'►F%0Kpi er G E D m�s� p o Certificate or License Specdy - VAjv o Tex„ s ✓ v►, u5+ Possess s No be ivws L: c-e,.►se_ Previous Eaperienceffraining ►SpcedY -3 y e,s e-V or exPeV-%e.+ce. Possess NO %JTti, wr.+liwVn�Cl� Car o{ �tiA♦ What cognitive skills are necessary? CBECSALL THATAPPLY I YES NO ESSENT L TO TASK (Circle One) Reading Ability ✓ NO Mathematical Ability < YES NO Decision Malang Ability YES NO Supervbory/Management Ability ✓ YES 1--NO 3. What type of communication stalls are required? CHECSALL THATAPPLY YES NO ES•SENT [AL TO TASK (Circle One) Written Language Ability S NO Spealang Ability �/ S NO Hearing Ability NO [SWaceWithPubfic YES NO JOB ANALYSIS WORK SHEET PAGE 2 4. How is the task accomplished? (HUCBALL THATAPPLY YES NO ESSENTIAL TO TASK (Circle One) Machinery/Equipment (Non -Vehicle) Spy, - e o M p whews, eOd eA I atro-, �C14�he YES NO Vehicle S�pec' I; z. e Ci^i Utz cl �. / S NO v-e k n t �+ �cC M� o^ce Tools L!n V-**� YES NO S. What kind of physical skills are required? CIIEC"ALL MATAPPLY REQUIREMENT WEIGHT HOW OFTEN Be Specific (Em - Up to 4 hours per day) ESSENTIAL TO TASK YES NO culator 'REPUTying 1kip de, htoU)-s l AL ✓ 0 0 tc-&AwOA a Cleaning A01'/ Climbing N. Crawling Data Entry Dragging Driving C C ss, �✓ Fang a ✓ Grasping D C.Q, c-ssf' o A-bL�✓ Kneeling CC A.SLSi's Lilting O Personal Computer'AP 40' Nhs IO(a ✓ Pulling O e, tA SS I"vjLdL g R a Ming AA 1.4 t� Seeing D Q ✓ JOB ANALYSIS WORK SHEET PAGE 3 5. What kind of physical sldlls are required? CHECKALL MATAPPLY REQUMUMM WEIGHT HOW OFTEN Be Specific (Ex. - Up to 4 hours per day) ESSENTIAL TO TASK YES NO Sorting UP¢0 (3) Nov ui-S Agy ✓ Squatting C�okS,�o Y�ot % ✓ Standing Stooping �� ✓ Twisting Body w i/ Typing CO //V Aft n ✓ Walking 0 ec o4s�s.^o/la / Writing (By Hand) d� 3 ft Mha 6. Under what conditions is the job performed? (Condition refers to environmental demands.) MECKALL TBATAPPLY YES NO ESSENTIAL TO TASK e Cold YES O Extreme Heat ✓ YES O Extreme Heights ✓ YES O� Extreme Temperature Swings ✓ YES Extreme Noise YES Constant Noise ✓ DES NO Working Outdoors YES Worling Indoors NO Worldng In Trenches YES NO Mechanical Hazards YES NO Electrical Hazards YES =NO Explosive Hazards YES NO Radiation Hazards YES NO Fume/Odor Hazards YES O ApMdes.Hazards YES Chemical Hazards YES Toxic Waste Hazards YES �N� ENVIRONMENTAL REGULATION WITHIN THE CITY OF LA PORTE • Environmental regulation enforcement has moved over the Y past several ears from federal P (EPA) to state (TCEQ). This delegation of authority and responsibility is steadily moving in the direction of local control, with several current and upcoming programs slated to move to local enforcement. Under the current permit for the city's Little Cedar Bayou Wastewater Treatment Plant, the city is required to develop, implement and enforce a Pretreatment Program, complete with an ordinance and written program to enforce environmental regulations relating to discharge of industrial wastewater into the city's sanitary sewer system. In place for many years, the city's TCEQ-approved program has only been in place for a little over 1-year. A recent TCEQ audit pointed out shortcomings in the Program, primarily record -keeping, and served the city with notice that failure to provide adequate enforcement could result in enforcement action against the city. The Pretreatment Program is under review for necessary modifications, as well as needed streamlining and recordkeeping. Upcoming regulation will require the city to enforce federal and state regulations for storm - water discharge, and will cover everything from regulating runoff from new development and construction sites as well as existing development. Additionally, the new storm -water regulations will require the city to develop a Program similar the Pretreatment Program for wastewater, complete with an ordinance granting the city regulatory powers. Like the Pretreatment Program, the Storm -Water Program will require the city to implement and enforce federal and state environmental regulations for storm -water. • The City has drafted a Storm -Management Plan, which must be submitted within 180 days of the state's approval of the Phase II Storm -Water Permitting Program, which is expected in the near future. The Plan developed by the city includes six minimum control measures to manage storm -water, with a 5-year implementation schedule. Because this is a new program for the city, the level of funding for development and personnel to implement and maintain is uncertain. The Public Works and Planning Departments are working together to finalize and implement the Program as soon as final approval is given by the TCEQ. With the combination of the two programs (Pretreatment and Stonm-Water),it is possible that in future budget cycles a new division may be proposed. The "Environmental Division" may be organized to take these two similar programs under one umbrella to consolidate similar enforcement and recordkeeping activities. The Division would initially consist of two employees - one the current Industrial Waste Inspector and a new supervisory -level position to provide administrative direction as well as serve as a field inspector. While not proposed for the upcoming budget, the need for this step may become necessary in future budget years. Several Texas cities have already taken this step, and the Public Works Department is gathering documentation and program information to determine if and when La Porte may move in this direction. 0 0 • LI, 0 Bay Forest Golf Course Pre Budget Retreat Outline Monthly Comparison by Fiscal Year Course Closures Golf Course Revenues Lagging Article (thefacts.com) Live Here, Play Near' Campaign Article (Houston Golf) 2006 Fearless Predictions (Golf Inc.) A New Formula for Success (Golf Inc.) Golf Industry Report (National Golf Foundation) • Bay Forest Golf Course Pre Budget Retreat • I. Retain Positive Image A. To insure economic development in La Porte B. Provide green belt area for residential growth C. Provide recreation for all ages 1. Men 2. Women 3. Juniors 4. Seniors D. Attract non-residents to La Porte (85%) E. Create more local play II. To Accomplish These Goals (All below must be achieved) A. Maintain course condition 1. Draws players from weaker facilities 2. Helps players decision on where to play B. Maintain customer service and satisfaction 1. Builds repeating customers 2. Creates a home course atmosphere C. Capital improvements 1. Keeps course image positive • 2. Helps keep fees stable. D. Facility maintenance 1. Influences positive image 2. Helps keep fees stable III. Golf Industry Decline. A. Golf industry reports 1. Predicting more of the same for next couple of years a. Rounds are remaining level b. More course closures expected B. Bay Forest 4 consecutive non cash flowing years C. Economic deterioration 1. Gas and oil price double whammy a. Customer 1. Fuel b. Cost of operating 1. Freight 2. Chemicals 3. Fertilizer 4. Fuel 2. Cost of living curtails disposable income • 3. Discounting competition a. Some facilities giving golf away 4. Late 90's overbuild of facilities D. Weather and environment 1. Storm forecast more of same 2. Mood of America • a. Disasters b. Inflation c. War d. Terrorism IV. Future A. Facility Closures 1. Approximately 9 in our region 2. No new courses being opened B. Economic growth in area 1. Bayport 2. Hwy. 225 development 3. Golf Course residential development V. Options To Improve Cash Flow A. Review golf cart purchase 1. Review lease versus purchase 2. Smaller fleet? B. Review motor pool fund 1. Approximately $22,000 decrease for 06-07 a. Extend life on some equipment • b. Replace some equipment with less expensive model 2. Some increase for parts C. Possible personnel issues 1. Wage freeze 2. Part time marshals (paid vs. volunteer) D. Review outstanding gift certificates 1. $13,000 write off of outstanding certificates to 05-06 expenditure budget E. Creative Marketing ideas 1. Internet and email blast 2. Water bill stuffing 3. Junior fees 4. Senior scrambles 5. Senior interclub 6. Monthly newsletter 7. Clinics for juniors and women 8. Mixed scrambles 9. Players reward card 0 • Monthly Comparisons by Fisc&r • Jan. Feb. March April May June July August Sept Oct Nov. Dec. 2005-00 Rounds Revenue Expend. 2004-05 Rounds Revenue Expend. 2385 2049 3318 38M 3897 3285 3284 3236 2029 3374 1958 2343 7752 10985 9805 7675 $61.997 $58,125 $76,233 $107.061 $102,576 $86,557 $101,813 $82,317 57771 $94,674 $48,902 $122,995 196355 296194 270687 266571 $86,351 $80,467 $76.701 $122,383 $89,847 $85,460 $102,575 $88.794 150M $60,307 $95,890 $82,207 243519 297690 276829 1 238404 Osmond, Alex From: Osmond, Alex Sent: Thursday, January 26, 2006 12:05 PM 0: Feazelle, Debra Cc: Alexander, Cynthia; Joems, John Subject: Course closures etc. Here are the courses I know of at this time that have closed, sold or slowly diminishing. AO Old Orchard- closed and sold property Sugar Hill- closed Clear Lake- closed The Training Station- closed and sold property Navasota Public- closed Riverwood(Vidor Tx.)- closed Houston Oaks- closed 18 holes of 36 Mill Ridge- dosed 9 holes of 18 (Livingston, Tx) Red Wolfe Run- Bankrupt (Bank of America) • • 1/26/2006 The Facts Page 1 of 3 •V 4 1 L;A re! Lft �:Xliel I 10 Brazoria County: Where Texas Began I Monday, November 28 Toda 's News ;!= Search advanced 0 P �IIf� RUC Sections Front Page News Police Opinion Surveys Columns Sports J.btiog Communities Calendar Obituaries Milestones • Photo Gallery Special Reports Z 0CUS For, weaturing arez See story inside. Register I Sian R E L I J►N C E BINIm= miiurs NDNDA NEADQUmis 215 HWY, 332 West • Lake Jackson, Tx 77566 s=oNa�a 070-237.0400 The Wilderness golf course revenues lagging By Jen Sansbury The Facts Published November 28, 2005 LAKE JACKSON — The Wilderness golf course has gobbled up the entire contingency fund set up to cover a possible budget shortfall, but city officials aren't surprised. Council members heard a report Nov. 21 on The Wilderness' first full fiscal year, which ended in September. While expenses at the golf course were cut slightly, its revenues fell even shorter. Total Income for the course was $1.31 million, but expenditures approached $1.46 million. The deficit for the year was about $152,000. Left unsaid during the meeting was that the deficit far exceeds the $100,000 safety net approved by City Council members this summer. "It's gone. It's used up," City Manager Bill Yenne said Tuesday. "It got chewed up in a hung." The city is making up most of the difference using leftover money in its construction fund, said Pam Eaves, the city's finance director. Officials with the city and with KemperSports Management, which operates the golf course, attributed the shortfall to about 10 days of lost business during and after the mandatory Hurricane Rita evacuation as well as the type of clientele using the course. W. Kit Thomson, The Wilderness' general manager, said about 56 percent of the 33,287 golf rounds played during the fiscal year were played by Lake Jackson residents and seniors, who pay a lower rate. "They are making up a much larger percentage of our play than what we had anticipated when we opened the course," he said. "We need to entice more outside tournaments and folks from the Houston market." APPUC ACCEPI Apply II ad% 10i for 0 http://thefacts.com/story.lasso?ewcd=d44abd7613272e2a 11/28/2005 The Facts Page 2 of 3 • • • Weather Email E)dra Mobile News M 1-Month Yew Search Marketplace Classifieds Homes Biz Directory NeMaMper Ads Web Directory Online Store Place an ad Service Center Service Home Home Delivery Back Issues Vacation Stoos HE AP News Top News Texas Nation Polkics Business Finance Technology SPsrts Health Aft AP Radio The management company had hoped for about 35,000 rounds of golf and are budgeting for that again this year, said Mark Hoesing, regional director of operations for KemperSports. "We're going to be focused on driving volume," he told council members. By increasing the use of the facility by players who pay higher fees, the budget figures should improve, Hoesing said. "Now that we have a full year of operation under our belt, we feel we have a much better handle on expenses," he said. "I'm confident that some of the things we've instituted are starting to help already." Council member ]oe Rinehart said he continues to support the idea of selling memberships to The Wilderness, particularly for seniors. Currently players pay by the day or buy multi -day passes. "We are exploring memberships as an option," Hoesing said. "In other courses that we have opened we have gone to an annual green fee when we can be absolutely sure that we know what it's worth." Hoesing said the company keeps close tabs on what other area golf courses are doing as they compete for business. "We think that The Wilderness is providing a terrific golf experience in a very competitive golf market," he said. There was some good news in the golf course's financial statements. Golf shop revenue was more than $60,000 higher than expected, thanks to the sale of clubs, balls, gloves and other merchandise. Mayor Shane Pirtle said he's disappointed the golf course didn't do better financially, but he wasn't surprised at the year-end results. "When they come and ask for a contingency fund earlier in the year, you know things are not moving along as well as you'd like them to move along," he said. "I feel confident they've pared back expenses as much as they can without compromising the course. "We have a beautiful course out there, and you don't want to end up with a cow pasture" by not caring for it properly, Pirtle said. Yenne said the city is pleased with the management of the golf course so far. It will take years before it starts turning a profit, he said. Eaves pointed out the parks and recreation department's facilities generate far less money than it takes to operate them. "If you look at it In the general context of everything the city does ... it (The Wilderness) comes significantly closer than any of those other things to actually paying its way," she said. :.120 • T http://thefacts.com/story.lasso?ewcd=d44abd7613272e2a 11/28/2005 • Oldies, but goodies ore than two decades after Jimmy Demaret died of a heart attack while getting into a golf cart, many of his friends gathered at BraeBum 1 Country Club to celebrate his love of life 0 and the fact that they were blessed to share a piece of it with him. Among those in attendance for the open- ing of BraeBum's Jimmy Demaret Grille were Apollo astronaut Gene Cernan, Harold Wiesenthal, Marvin Zindler, PGA Tour legend Doug Sanders, BraeBum pro emeritus Jack Sellman, along with Demaret's youngest brother Maylon and Demaret's daughter Peggy. Bill Worrell, a longtime BraeBum member and Houston broadcaster, served as emcee for the event. Don Cherry, an amateur golfer who played on three Walker Cup teams but enjoyed more success as a singer and Las Vegas headliner, provided the entertainment and most of the story telling. Current broadcasters John Granato of 610 Sports and Randy McElvoy of Channel 2 also attended, along with long- time Houston pro Charlie Epps. Also in attendance was James "Hong Kong" Wilson and his family. James was a former pilot in World War II and often flew with Demaret, an accomplished pilot himself. • More bang for your buck While we often hear about the seemingly exorbitant fees that golf's top architects collect fo: designing golf courses, we don't often he; much about the intrinsic value they bring their respective developments. The Golf Research Group has released a study on this phenomenon, and the results show that the big -name architects worth every penny because of the prestige they bring. Prestige translates into higher tiation fees at private clubs, higher green fees at daily -fee facilities, and higher real estate values. The study shows a Jack Nicklaus desi brings a value of $65 million. Rees Jones a close second with a value of $64 million, followed by Tom Fazio ($59 million), Robert Cupp ($55 million) and Billy Casper ($53 million). Thistis somewhat of a moot point since Houston golf is already overbuilt and ther is no need for new golf development. However, during the next Houston golf boom, it should give developers pause before thinking about building a "do-it-your- self' golf course. In the GCR survey, the average member- ship initiation fee for a private course not designed by an architect is just $780, com- pared to $14,000 at a course designed by one of the top 40 architects. At daily -fee courses designed by Top 40 architects, green fees average $50, com- pared to $16 for a course designed by no architect. dive Here, Play Near 1C ith the of rounds played at the City of Houston's municipal courses down a whopping 25 percent in 2005 vs. 2000, city parks and recreation officials are preparing to launch a new marketing campaign. The National- Golf Foundation recently completed a study and delivered their results and recommendations to Parks and Recreation Director Joe Turner. A number of factors have contributed to the decline, the NGF found. Foremost among them was the boom in privately - owned daily -fee courses over the past sever- al years. Players have more choices, and the fact that poor maintenance conditions at some of Houston's municipal courses has not helped, either. Play is down 69 percent at Melrose Golf Center, an 18-hole par-3 course that has been hurt by vandalism and poor drainage. The NGF suggested the course be honed into a regulation 9-hole course. Glenbrook has suffered a 40-percent drop in play. The course is privately managed and generates a net profit for the city, but needs better maintenance. Play is down 36 percent at Gus Wortham. This is the original Houston Country Club location, and could benefit from renovations. COURSE Melrose 000 2005 8193 -65% Glenbrook . 37765 : -40% Gus Wortham 31,413 -38% Brock Park ' J23,4417 25,972 =•..-31% Sha stown 58414 -21% Memorial Park ' 63 836 -8% Hermann Park 41,7211 41,513 0% OTAL'• .. 355 427 265105 -25% Sharnstown has experienced a 21 percent drop in play, after hosting more rounds than any Houston course in 2000. Play at Memorial Park is down 8 percent, even though it is one of the top municipal courses in the nation. Play at Hermann Park in 2005 is flat with 2000. The Parks and Recreation Department will launch a "Live Here, Play Near" adver- tising campaign to help attract customers. Fickle fans N0 one lives for the moment quite like the fans who participate in online surveys by Golf Digest. In each of the last three years, the magazine has asked viewers on its website if they thought Tiger Woods would break Jack Continued on page 7 NAVE LOOK, NAVE pus. WILL TRAVEL, estside Lexus President Jack Kendall is already a lucky man. To own one of the city's most prestigious car dealerships and be able to play golf frequently with his friends is enough good fortune for any one man. In August, however, Kendall's cup of good fortune overflowed. He won a trip to Pebble Beach as a reward from Lexus. Then, as if that wasn't enough, he carved a slice of golf history when he made not one but two holes -in -one on the front nine at Pebble Beach on Nos. 5 and the infamous No. 7. Kendall, who plays to a 10.4 handicap index at Lakeside Country Club, holed a 9-iron on No. 5. The group played the par-5 No. 6 without incident, then stepped to the next tee. Kendall's caddie asked if he was nervous. Kendall told him no. The thrill of that first hole -in -one hadn't quite taken hold. From the tees his group played, No. 7 plays shorter than 100 yards to a small green protected by bunkers on three sides and the Pacific Ocean long. Kendall pulled a pitching wedge, shaped the shot as his caddie instructed, and watched a second ball dive into the cup. SIGN UP FOR FREE HOME DELIVERY AT WWW.HOUSTONGOLFMAG.COM HOUSTON GOLF / 5 tur fearless Predictions The Golf Inc. crystal ball sees slower development, higher greens fees in the coming year With 2005 drawing to a close, it's time to B ertha sells out look ahead to what's in store for the comingLt lus years of poor fiscal numbersyear. Once again, Golf Inc. editors peertitoo� much for Callaway Golf, wh boldly into our crystal ball to predict the will.;�e gobbled up by a large finan...a. major events you'll be reading about in the conglomerate. With equipment sales overall next 12 months. likely to remain flat, investors will force The general forecast: Don't look for any the hand of the board. New CEO George facilities and programs. And more private bold initiatives or sweeping changes. It's Fellows, who formerly headed cosmetics clubs will offer creative financing plans, other year of watching, waiting giant Revlon, won't have to put lipstick on refundable initiation fees, age -based fees and likely to be anBig Bertha to attract willing suitors. other incentives to lure both Gen-Xers and and adapting a changing golf market. Echo -boomers. Here are our 10 predictions for the golf industry in 2006. ' smaller �'man cometh ro growth in sight o ln;.::'ng the trend of American Golf ' ;:.,:>• or nd more recently Intrawest Resorts, rop is now circulating in the nation's ;4 r major golf management company .,: a 'a would reduce the deduction for 1!' I f course openings will continue to fall ' a.; g �:. more aging existing courses will be w'II launch a major downsizing. Large-scale hoffi' mortgage interest. Such legislation d under for residential or commercial operators are realizing that big portfolios would hit developers heavily invested in opment. The result will move the alone don't translate into profits. Properties second -home golf communities hard. industry closer to net zero growth. Look for today must produce the healthy margins Look for major home developers that less than 100 new courses to open in 2006. that impatient financial backers expect. If have significant interests in golf such as Increasing demand for infill and suburban they don't, beleaguered golf executives will Toll Brothers, Lennar Homes and Pulte-Del home sites will make land too valuable to be shoved out the door and replaced by Webb to crank up their lobbying efforts to use for golf courses. corporate hatchet men brought in to slash block such measures. the portfolio. e s fees roulette rip'it and rip it ' r ni htmares% 721&�ng bold operators will roll the dice and gT [Jited States Golf Association will ease greens fees. Not by much, most rowt.political pressure for immigration ba .d� pto its threat to restrict golf ball flight. ::.-less than 5 percent, but with expenses reform: and more stringent immigration to sl�re from average golfers who enjoy and operating budgets already cut egla ions will create a manpower crisis what they perceive as added distance from to the bone, price pressures will force their for many maintenance staffs. As a result, high-tech equipment will be one factor. hand. These brave entrepreneurs, however, operators in some areas will be forced to Opposition from manufacturers, fearful will pave the way for more widespread raise salaries just to get the grass mowed. of losing their marketing advantage if a increases in 2007. Companies that provide legal immigrant performance ceiling was imposed, is another labor for golf courses will face a tighter major hurdle. a's fatal blow supply. Stricter border enforcement also will dramatically reduce the supply of illegal 1'IOW dry y are t, " a•dozen courses that were caught in immigrants available for maintenance work. V: i' , the astating path of Hurricane Katrina �a�er us �eco .ing an increasingly scarce �'�1'��,� an ' eexx�et�s`rve &Immodity. That will force v�v►11`' t be rebuilt. Many operators were Y Will be served mo e pe toC fo turn to turf strains that already on the brink financially before the storm devastated the Gulf Coast. With Pri: to club managers read demographics either require less water or can tolerate high - recovery efforts in the region focused 4y6ies, too. They realize their current salt effluent or seawater. Courses also will ocronomic marily on getting homes and essential (...&'embers won't be around forever and continue to reduce maintained areas. Many inesses rebuilt, it simply won't make that they need to attract more newand also will invest in automated irrigation sense for owners to sink more younger members. That means becoming controllers and sensors that allow operators millions into marginal investments. more family friendly by adding non -golf to target only the areas that need water. December 2005 31 • >STATE OF THE INDUSTRY anew formula for ,•.- • 24 Golf Inc. f ,1 • ?1 ' The worst is over, but counting on aging baby boomers to step up their play won't return golf to the good times. Industry leaders at the Golf Inc. si Conference said operators must reach out to women and younger players j and target their marketing efforts wisely to boost revenue. By Keith Carter hat's ahead for the golf industry in the coming year? Can operators expect stagnant rounds to finally head upward? Is this the year courses finally can increase rates? We recently brought together eight of the top executives in golf at the Golf Inc. Conference in Pinehurst, N.C., who shared their opinions about the future of the industry in forums and panels These movers and shakers made it abundantly clear that while they think the worst is over for most golf operators, the short-term outlook remains cloudy. Their message: To be successful, kourse owners must become more resourceful and Freative in attracting golfers. And that success will be measured one golfer at a time. Here are their views about the golf industry and where it's going. Ch What's the short-term outlook for the golf industry? Dana Garry: The change in the next couple of years will not be as dramatic as what we saw in 2003 or 2004. I see nothing out there that will make a positive spike in the industry. Still, I'm optimistic we're over the worst of it. It comes down to knowing who the customer is and taking care of the customers we already have. It's a better strategy to get them coming back rather than trying to find new customers. A lot of operators don't know who their customers are or who their competitors are. We have to find a way to understand what customers want to keep them coming back. RDger Warren: In the near term, we think the industry growth will be slow. It will never be what it was before, but we're optimistic because of the Wre of the game. It's still a game people enjoy, n they have time to play. The dynamics of the I� game are changing, however. We have to expand involvement of families. We have to see growth in play among women. The business of golf's future will be about the value proposition people are receiving. Greg Pi m*Wa: We're in a tough period. Economic attributes would typically lead to shakeout in most industries. But golf course supply and demand is truly sticky —it's hard to reposition a golf course. Joe Bed We're seeing the same trends in play as in past years. The major barriers to increasing rounds are the same: time, work and family. There's more competition for leisure time and those trends are not going away any time soon. I firmly believe there's going to be no real movement in rounds near -term. It's about earning customers 60 to 80 at a time. Q What can golf course operators do to survive trough times? PtescFlalae Creativity and excellence in execution is the key that separates winners from losers. Operators must find ways to fill tee sheets that aren't tied to price. Family programs can be effective. So can short -round programs that target unfilled parts of the day. Execution of service is important. There is a dangerous temptation to reduce expenses — usually in service or the look or quality of the facilities. Scat Flyrm: After the big slide of 2001-2002, Crown Golf properties saw a nice bump back up in 2004. There were actually some facilities with double-digit growth. But they've probably gotten all of that they're going to get. Most of owners today say, "How can you generate another 4-5% on the bottom line this year?" They feel there's nothing big out there on the horizon. But you can increase the bottom line 5.6 percent just through discipline and detailed yield management. December 2005 25 Ron Jackson: Golf is a sport that fits with the modern emphasis on personal fitness. We are competing with other activities for •discretionary time and money. We need to recognize people personally. Make them feel welcome. Sales are driven by marketing activity, not cutting costs. r L Q What is the outlook for greens fees? Can operators finapy think about increases? Garmany: We are seeing for the first time a universal belief that people should be careful with their rate structure, especially on the public -course side. In the last few years some unusual pricing positions out there led to rounds being OK but revenue off. We have seen slight upward movement this year [in rates]. Warren: It doesn't help to lower your rates to try to raise rounds. We've seen nobody being successful by dropping rates. Ours is a fixed -cost business and discounting isn't working. We are going to have to acknowledge that and go forward and look at other options. Pleschala: A number of our operators believe that next year a lot of individual operators will put a toe in the water and test for price increases. How the industry reacts over the next six to nine months to a raise in prices and whether people follow will be a key to the economic vitality of the facilities. Flynn: Rates have held better this year in most of the markets Crown Golf is in, but not in all. The company expects to see some moderate rate increases, maybe 3 percent. Again, that's an increase from $40 to $42. Frankly, there hasn't been much resistance or change from the rack rate customer. G; What do you see as industry priorities for the next two or three years? John Beckert: At ClubCorp, we have had three pretty good years. Revenues are up slightly — thanks to food and beverage. And we've had higher dues income on fewer members. And we have fewer rounds played. The challenge is that's not sustainable. Something has to change. We have to get other sources of participation. Jackson: If you look at the golf courses over last five years, the majority were built on the basis of $100 greens fees. They're now charging $6065. So everybody below that is dealing with a severe competitive situation. There aren't going to be any miracles that will turn it around. It's just learning your customers and creating that experience. G: What's the longer -term outlook? Garmany: The real challenge comes beyond the next couple of years. Some operators who don't do a great job will be OK — they'll be able to maintain their business because of core golfers. But these core golfers are being replaced by people of a younger generation with a different outlook. They see golf as more of a spa day, not a competition. The challenge is to try and encourage this serious golfer mentality to co -exist with someone who goes out to have a good time. Warm There are about 70 million echo - boomers, children of the baby boomers, and they have different thought patterns. The golf industry has to look at that group and see what we have to do differently to market to those people. Wft Statistically there were 78 million people born between 1946 and 1964. This year the first of those turned 60 and the last ones turned 40. In golfers aged 40-49, they averaged 18 rounds; from 50 to 591 they averaged 27 rounds; from 60 to 64; they averaged 38 rounds. So, we can see that demand is going to catch up again as new supply continues to fall and should actually turn around in the next few years. 26 Golf Inc. 0: What impact have the controversial improvements in equipment technology had on the industry? • BeCkert: We haven't any members quit in the last couple years because the game has gotten too easy. Recent changes in equipment are great for the game. -It's the PGA Tour that has an issue. For the average golfer, the more we can make them feel better about the game, the better off we'll be. We have to continue to find a way to make it enjoyable. Warren: The problem is an elite player issue. The average player today is not scoring better, but he seems to enjoy it better because every now and then he hits it better. It's especially better for women. This is a game and whatever we can do to make it more fun, we should do that. Garrrlarly: For those with a clubhead speed of less than 108 m.p.h. or so, there's almost no benefit from the new high-tech golf balls. It's a Tour issue. For the average player, if he can get the ball in the air easier, the game is more fun. Q What will the country club of the future be like? Beckert: Some of the consumer research we've done is actually finding a negative bias against private clubs from younger professional people. They don't want to be part of an exclusive organization. That has huge implications on how we promote ourselves. We have to proactively promote the benefits of bringing people together with similar interests. We're not planning for the golfer to be radically different. But we are aggressively trying to reinvent our older clubs. For some that means dramatically different features. If we want to have quality operations we have to do things like expand the short game area. We think the closer the club is to where the kids are playing soccer in the morning or where the golfers reside, the better off we're going to be. Warren: If we don't take the opportunity to develop strategies and programs to fit the needs of the developing golfer, then we have missed that opportunity. We have a group of aging baby boomers in golf, people who are used to the traditional golf experience. For echo boomers, life is significantly different. Their approach is different. Their expectations are different. If we expect them to come through with the same play patterns and attitudes, we're not going to be successful. We need to make sure we make decisions and provide programs to get future generations to become golfers. Garmny: In the past, there were social pressures to join a club. Those pressures are not there today. The club of the future will' have a different dynamic. This future generation isn't about turning in a scorecard at the end of the round or bans on cell phones on the course. We have to find a way to deal with that. For those of a younger age, private club membership is no longer an ego factor. It's a value equation. When you look at what they want, we're facing a different set of standards. Some want to get out and play just nine holes of golf. They're not competitive golfers, they're recreational golfers. K Based in Birmingham, Alabama, Honours Golf Company is the leading golf course development and management company in the Southeast. Honours Golf Company has over 700 team members and manages a, some of the most renowned golf courses in Florida, Alabama, Georgia and Mississippi. The company is i currently expanding and adding more high quality, up -scale courses to its portfolio. As it grows, Honours Golf seeks professional, career -minded, service -oriented, and enthusiastic individuals to join its team in the _ following positions: a Director of Operations a Golf Profrsaionab a Club Managers a Food & Beverage Directors Superintendents a Executive Chefs K a Directors of Golf a Membership Directors t Visit www.honours-golf.com for more information or call 205.298.0001. You may fax resumes to 205.970.0304. The growing family of Honours Golf courses... 9 Limestone Springs ® Highland Park 9 Fartntinks ® Slan,uer & Squlm . O Rock Creek ® King & Bear ® Peninsula ® Reunion ® Kelly Planation ® Bmnavi B Be), Point ® Maoreh Mill 28 Golf Inc. 0: What is the future of altemative facilities such as executive .courses, par 3s and ,gWCtice facilities? qm6rren: We are seeing a number of these facilities closing to use the land for other types of real estate development. They're typically in more urban areas so the value of the real estate is more than a golf course's revenue can support. That makes it difficult for them to succeed. But alternative facilities do get people involved in the game and help move them from alternative to full 18-hole rounds. You can create a short course on a regulation golf course. There are ways to take existing facilities to do what we're talking about without having to go out and build something. Becker - It's very hard to make alternative facilities financially stand on their own. That said, at Pinehurst Resort, we are considering creating some type of short game experience that would be viewed as a resort amenity similar to a swimming pool. We wouldn't charge for it. Does it make financial sense? No. Is it an amenity better suited for a larger club? We're thinking about it. Q How can golf operators deal with this new realty? Warren: In the new era, it's about giving customers what they want. If they want to pay for it, give them more of it. Family programs will work, but participants have to be able to play in a non -threatening environment and not feel like they're being pushed. Families want to share the experience together. We need to structure programs that fit those needs. It may not drive revenue initially, but it can build our customer base. Beckert Look at how retail has changed. Buying clothes is different than it was 20 years ago. And retailers who changed are doing well, while retailers who haven't are going out of business. FynM Flynn: Courses have to look for ways to find revenue where they can. For instance, during the week, why not let golfers start out on the back nine? Operators need to look at golf as a retail business. In 2002 Crown Golf started to see rounds drop. The management decided to take a look why and found out they didn't know the customers that well. One of Crown's facilities that had 40,000 rounds had 800 customers playing 75 percent of those rounds. The company decided to aim 75 percent of its marketing efforts at that customer base. It's a grind -it -out process, but the courses starting to increase their yield. Green: We have great junior golf programs and initiatives by the PGA and other associations. But we don't have models like other activities such as soccer and cheerleading that keep kids and parents involved year-round with competitive golf. December 2005 29 One of the things we can do as an industry is look to form 'some sort of club golf program that speaks to player development •and gets our young people involved early. And we need to look at opportunities collectively. We are a cottage industry. It's always been difficult to get courses to work together. But we need to do more of that. Q With the population of baby boomers and their children, the echo boomers, why is golf not growing? Warren: When you look at what people focus on and what excites them, there are many other ways to get excited that don't take the effort that golf does. This game is extremely challenging. It's not easy to learn and not easy to be successful. And we're competing against activities we didn't have to compete against 10 years ago. Are we willing to make the effort to make the game more fun in order to get them to come back? Jackson: Golf is at its highest level of exposure in history. We need to convert TV watchers into golfers. It can be a family activity, but it's one intimidating sport. We need to make things easier for everyone to golf buddies to help them get over the participate. We need to leverage that TV intimidation factor. What has worked is exposure to get people involved. telling golf professionals that at the end of a five -week series of lessons for beginners, you have to call them or e-mail them to get them 0: How do you bring new golfers to the game? Jackson: One way is for a course to tell their players at whatever quality level that Monday through Saturday at 4 p.m. there's a one - hour free lesson. It doesn't matter if there's just one player, a pro or assistant pro will be there to help them. I think over a given year, players who are beginning or thinking about beginning would have a whole new perception and identification with the game. Flynn: The question is how do you keep them? You keep them by creating to come back. It's that hand- holding that gets them through it. Green: It takes investment by the owners. The owner has to say we are willing to pay the golf pro $60 to give beginning lessons if that's what it takes. The owner has more to gain in the long run than the golf pro who gives 30 minutes of his time. The pro needs to be brought into the circle. We need to do a better job of that. Jackson: The way we operate golf courses has followed a historical culture. We have to change that going forward. The opportunities are there. It's how to create an experience, just one customer at a time. The issue isn't rounds, it's players. If we have enough players coming to our golf courses, the rounds will take care of themselves. But if all we're worried about is rounds, rounds and not worry about what created the rounds we're not going to get there. ■ 30 Golf Inc. c R m= Volume 5 • Fourth Quarter 2005 www.ngf.org 4cloiLor INDUSTRY REPORT Glass Half Full, But Challenges Lie Ahead optimists outnumber pessimists, but most feel change is unlikely. That is the message emerging from NGF's recent survey of over 400 golf business executives regarding the indus- try outlook for 2006. Thirty-one per- cent of these executives said they expect the economy of the golf industry to be better one year from now; 17% said thing will be worse; and 51% said thing will be about the same. The challenges to a prosperous 2006 were echoed by golf facility operators, golf business proprietors and golf retailers alike: fuel costs that could cut into consumer disposable income; continued oversupply in &Ids markets; flat participation and played; and headlines that pre- vent an outbreak of optimism, includ- ing war, natural disasters, rising inter- est rates, bankruptcies, rising housing costs and job cuts. Today vs. a Year Ago About one in five respondents said economic conditions in the golf industry are better today than they were a year ago; 44% said they're the same; and 34% said thing are worse. Facility operators who said business is better now cited: increased participa- tion in outings; better yield man- agement practices; better marketing; increased member- ship sales; better weather; competi- tors closing; a safer air travel environ- ment; more new players entering the game; and more programs to attract families, women and juniors. Other golf busi- nesses doing better than a year ago credit an increase in remodeling work, among other things. "We are golf course irrigation contractors, and the outlook for new courses as well as ren- ovation work seems to be a lot better than last year," wrote Rick Fleming of Fleming Brothers in Shreveport, Louisiana. Charles Davison, of Todd Eckenrode — Origins Golf Design, responded: "We see a settling out. The inferior and unprofitable golf courses are disappearing, selling, with the new buyers [having the] ability to regain profitability by responding to the market. The consultants, architects and contractors are working harder on value engineering and economically beneficial design." Practice facility operators who have seen better business lately claim a strength where golf courses have a weakness: the time crunch. People can spend time hitting balls for an hour. But the 30- to 45-year-old does not have five hours to play a round of golf, because of family," wrote Joe Caruso, general manager of Joe Caruso's Golf Academy in San Antonio, Texas. On the other hand... respondents had no shortage of reasons why busi- ness is flat or down from a year ago. Facility operators blamed: a stagnant economy; fuel costs that limit drive (continued on page 3) • r� U Fix What Is In Your Power In our final issue of Golf Industry Report for 2005, we look at your outlook for the golf business in 2006. To do so, we surveyed our readership — golf facility operators, retailers and other golf business owners and managers — to get a sense of the word on the street." It just so happens that we conducted this survey on October 13, which was a low point in terms of consumer confidence in our nation. Hurricane Katrina had just happened (August 29), gas prices were on the rise to $3.00 a gallon, and the job outlook was less than optimistic. In fact, The Conference Board, a research organization that publishes the Consumer Confidence Index, registered an index of 87.5 in September, the lowest figure in nearly two years. The September figure was a drop of 17% from August's 105.5. And the October figure dropped even lower, to 85.0! In a way, I'm glad that we surveyed golf business operators about their outlook at a very low point in terms of consumer confidence, because even when things were bad, the optimists still outnumbered the pessimists nearly two to one. True, fully half of those surveyed said things will stay about the same, in a year when rounds were down slightly. Nevertheless, the message we hear from you is loud and clear: the golf industry is on solid footing. In our own neck of the woods here in South Florida, we survived yet another hurricane (wilma, October 24) after hits from Frances and Jeanne in 2004. Our offices were shut down for nearly a week for lack of power, but we suffered no major business interruption. What struck me though, was that I happened to drive by a popular daily fee golf course just a few miles from NGF the day after the hurricane, and what did I see? The course was jammed with golfers whose workplaces were closed, and whose homes were perhaps less -than -inviting, given downed trees, noisy generators, etc. So it dawned on me that, even in the face of disaster, golf was thriving. That an operator was able to remove enough tree limbs from fairways and greens within a matter of hours to allow play. That golfers needed a place to shrug off the cares of the world. And that weather truly does balance itself out over time, denying play on Monday with 100-mile-an-hour-plus winds, but inviting play on Tuesday with clear skies and moderate temperatures. My reading of our industry outlook survey is that golf business executives are sound- ing more optimistic than they have for several years. While we continue to face significant challenges — both in our industry and in the overall U.S. economy — we've weathered a storm and the outlook is for some better sailing. AIL lass Half Full 11ocontinued from page 1) times to play; a decline in rate integri- ty; too much competition; difficulty in passing on fuel costs in a competi- tive market; Internet sales that hurt green grass shops; a sideways stock market; national debt and spending; international unrest; not to mention bad weather! On the business side, proprietors look first to the turnstile. If courses do well, if participation and rounds are up, they do well, and vice versa. One respondent noted: "The professional turf markets remain very soft. Rounds played, which are the revenue stream for the course, are still negative... little improvement overall. Buying deci- sions are being made on economics, not performance. Budgets are being negatively impacted due to poor rev- enue at the course level. New course construction is still lagging. The smaller and mid -level courses are eing hurt... [however] private, expen- e clubs are not as susceptible to onomic turns." Other reasons from business owners for a negative outlook mirror those of golf facility.operators, plus: reps working harder to maintain sales levels, and doing so at a higher cost, dealers consolidating or closing; and more wmpetition from offshore and cheaper products. Looking at comments from golf retailers who see a flat or down golf economy vs. last year, Steve Lewis, of Lexington Golf, Inc. in Lexington, Kentucky, said: "While some area courses report more play, I am seeing a decline in entry level purchases. More core players seem to be refur- bishing their current sets; thus repair and regripping revenues are up while new equipment purchases are down.' And Michael Zimmerman, of Supreme Golf in Paramus, New Jersey, stated: "Due to the overwhelming production of product, retail prices have eroded. Even if we sell the same amount of goods, our sales dollar vol- ume must decrease." Outlook One Year From Now As a whole, respondents were some- what more likely to think that the future will be better than the recent past as nearly a third said things will improve in 2006. Reasons for optimism among golf facility operators include: stability and importance of ggolf as a corporate (sales and marketing) activity; an increase in youth participation on the heels of Michelle Wie turning pro; more women playing with spouses or for business; course closings that will reduce competition; expectation of a more stable oil situation; and changes in management style to better serve customers. Other golf business managers who are bullish on the future predict that travel and leisure spending will increase; that the economy will improve; that companies that have cut expenses way back are now poised to be more profitable; and that junior golf programs will continue to have a positive effect. On the flip side, facility operators weighed in on reasons why they think the industry will be flat to down in the coming year. Tim Kuebelbeck, direc- tor of golf at Columbia Golf Club, a municipal facility in Minneapolis, Minnesota, wrote: "Even with closing of golf courses, and hence the restric- tion of supply, the golf business one year from now will face new hurdles, including fuel price shocks, the increase of time spent by core golfers at work, the demands of - spending time with the family and the decrease in the number of hours available to spend recreating on a weekly basis." Bill Zimmer, director of golf for City of Tallahassee Parks & Recreation in Tallahassee, Florida, had a different take on why things may be worse: "We haven't learned to make golf courses customer -friendly. They are too long and too difficult for the aver- age golfer. We need to make the game fun again. There are so many less expensive options now for people to enjoy themselves outside of golf, and paying for expensive green fees, clubs, balls, etc. and still shooting 120 just isn't worth it. They may still play, but much less often." (continued on page 4) :...,.. , , ,...... ...... <. ,.:...,.:<....: �.�... , ,.::;:' 3�.: �'" to �t .:.50-•.o: . a .. ..:. ..... .: i�.......,,,1 ,�? .......... ... ��' a�-:s &lass Half Full (continued from page 3) Gary Hansberger, president of Vulcan Golf LLC, a golf club manu- facturer in Saint Charles, Illinois, expressed concerns about the expense side: "Costs to market are getting out of hand... advertising, trade shows, sales force costs, etc." Changes in Workforce Another measure of the `glass half full' philosophy can be seen in pro- jected changes to the industry's work- force. The majority of golf executives (60%) don't plan to reduce their workforce in the next 12 months, and nearly one in four ex ect to do some hiiriing. Only 15% an to decrease Long Hours Golf industry executives put in far more than a 40-hour work week. On average, they report spending 56.2 hours at work today vs. 54.9 hours ve years ago. But, for reasons that we QW not probe in this particular Wirvcy — perhaps optimism about the future? — they ex ect to work less five years from now (50.6 hours). Marketing Budgets It's an indication that the golf mar- ketplace has become more competitive over the past five years that the mar- keting budgets of 44% of companies have increased over that period. Part of that increase is no doubt due to inflation, but respondents indicate that there is more pressure than ever to differentiate themselves from the competition via marketing. One-third of executives have the same marketing budget as five years ago, and only 23% have lower budgets. Challenges Lie Ahead Golf facility operators indicated that their top challenges to growth are competition, energy costs and employee benefit costs. Nearly eight in 10 operators cited competition from other courses or clubs as a big challenge. Operators are also keenly aware that they face a competitive challenge from other kinds of leisure activities, especially among players in their prime working and family years - 61 % cited competitive leisure as a big obstacle. For golf resorts or destina- tions, the slow -down in tourism con- tinues to be a challenge — 53% of such operators reported that tourism levels are below pre-9/11; 29% said they're the same; and only 18% said tourism is higher than four years ago. Other important challenges mentioned: • Maintaining equipment. • Master planning (determining which improvements or changes to implement that will attract and keep the highest number of players and repeat traffic). • Double whammy of gas prices — reduces travel to certain areas and increases operating costs. • (For military courses) Troop deployments. • Changing private member lifestyles. (including family focus) • Discounting. Golf business managers weighed in with their biggest challenges, which dif- fer depending on the type of company: • The golf industry's reluctance to embrace Internet technology. (consultant) • Cost of workers' compensation insurance. (golf course developer) • Educating the golfer how new technology can help the enjoyment of the game. (product manufacturer) • Getting golfers to spend more money per round on merchandise and food and beverage. (parks & recreation ae artmeny • To make t e game of golf a recreational sport instead of an elite sport. (architect) Finding qualified employees to perform to standards. golf course builder) Collecting payables in a sluggish market. (course maintenance equipment supplier) Static to declining market segments which equates to smaller pieces of the markets available; continually increasing costs for raw materials; rising prices and reduced capacity of the golf markets to use expensive products. (turf product supplier) When it comes to the biggest chal- lenges facing them, bricks -and -mortar golf retailers responded overwhelm- ingly that competition from Internet retailers is first and foremost — two- thirds of retailers agreed. The next most pressing concern is competition from mass merchants and warehouse clubs. As one retailer put it: Mass merchants and sporting goods stores are going to ruin the business as we know it. Companies cater to their buying power without regard to the traditional golf retailer." Optimists account for 30% of golf course operator respondents. Reasons for optimism: • Golf is stable and important as a corporate (sales & marketing) activity. • Expectation of improved U.S. economy and corporate profits. • Consumers feel it is safer to travel now. • More women are playing with spouse, or for business. • More juniors are playing (Michele Wie turning pro). • Courses close, lessening the amount of competition. • Operators are improving at creating and retaining golfers. • Expectation of a more stable oil situation in the future. • Improvement in the local econo- my (in some, not all, markets). • Increased disposable income spent on golf. Improved marketing and management resulting in better customer service. "Unemployment is settling down. Golf course construction has leveled off and a few poorly maintained courses are dropping out of the pic- ture. We, as golf course entities, are learning to market better." — John Valliere, general manager, Braemar Golf Course, municipal facili- ty in Edina, Minnesota "We anticipate growth in our out- ing business and individual and corpo- rate membership categories. The game of golf will always be used as a sales and marketing tool. The business of golf will always take place in spite of rising gas prices. When you have a great product to offer at very competi- tive price points, attracting new and repeat business is not difficult." Fred Rose, director of golf operations, Luck Gol{ Course d Country Club, municipa facility in Luck, Wisconsin "Michelle Vic will have a global impact on golf, [with] many Asian sponsors added. Juniors will have a new attraction to golf, as well as many new players internationally. We expect more guests, higher hotel occupancies, and programs to attract more families to the golf courses, increasing the number of golfers." — Kirk Nelson, golf professional, Makena Golf Courses, daily fee facility in Kihei, Hawaii. "People are using golf for relax- ation, exercise and business. Also, more women are getting involved either to spend time with their spouse or for business. Through marketing and offering special programs for women, juniors and families, there should be better results.- - Chris Lovrine, golf professional, Britton Golf Course, daily fee facility in Fishers, Indiana Pessimists account for 15% of golf .� course operator respondents. ; Reasons for pessimism: • Impact of fuel prices, interest r; rates, etc. on disposable income.-;:;'.: • After paying for the necessities,'' J consumers will curtail leisure activities first. t • Not enough golfers to make up..; for oversupply in some markets. .! • Economic climate for example,,;. i bankruptcies, including airlines:; ;j • Not an uplifting recreational 4 mood in America given natural dis stern, inflation, war, terrorism,: etc:::" "Fuel prices will affect how people,,,, travel and spend recreation dollari.::.. The drive market will be affecte. i, maintenance :operations will feel " . Y pinch; and pro shops will find selves. reducing green fees to � lure,; customers to the shop. Most private>;� facilities will not bump dues 200Ato.',`i keep.pperations as is. Iirr .Madden, ` director of golf, Tlie.:. t Gleneagles Golf Course at the Equinox' ; daily fee: facility in Manchester, Vermont "Continued closings of golf courses #; will keep. the economy of .the golf course,,. business moving down. Eventually, t4e:.;1 number of players will be consistent with , Nt the number of courses and the numbers, will rise again." — Bsian :D. Godfrey& head .golf profess ',1 siona4 Long Beach Country .Club, pri-,:'v pate club in Long Beach, Indiana ' "Fuel. prices will continue to be off" the forefront of the news and may-" keep 'dollars from being spent on; -- items .not considered necessary. by..the,. ;.f consumer." — Tim Kuebelbeek, director of golf ;..i Columbia .Golf Club, municipal facility in Minneapolis, Minnesota 1 j "We believe that there will be a continued decrease in membership. and banquet sales. We also believe it is temporary through 2006 and should pick up again in 2007." — David C. Morris, CCM, manager' . San Diego Country Club, private club in .Chula Vista, California ."With all the problems surrounding the U.S., with hurricanes, quakes, gas prices, etc., the general feeling of our population will be affected negatively .i and will spillover to the golf industry. People will play but not as often." — wesky Brown, general manager,.: Moccasin Bend Golf Club, daily fee .facility in Chattanooga, Tennessee "I think you will continue to see downturns in certain markets and slight upturns in others. As always, weather will be a factor in many areas. mXh.ere. seems to be an .upsurge of youth . 1 , and Baby Boomers are nearing tirement, so these factors may have a positive: impact. Overall, I see a con- tinuation of the patterns of the last few years, basically flat growth.'° . �4n.operator in New York Neutral operators account for 55% of golf course operator respondents. Reasons for neutrality: • Costs that continue to climb not offset by additional golfers. • Core golfers will always play but economic growth suspect. • Too much competition — buyer's market. • Higher anticipated air fares. • Slipping confidence in the economy. • Labor costs at a premium. • The cost of fuel is going up, but operators can't raise prices for fear of losing golfers. • Core golfers spending more time at work or with family. "With the increasing costs to do business in the golf industry being tied directly and indirectly to energy costs, it is my opinion that travel to courses as well as cost of goods will not enable the golf business to expand. To maintain where we are will be a challenge." — Jim Smith, general manager, Cool Creek Golf Club, daily flee facility in Wrightsville, Pennsylvania "Economically speaking, we did not get to where we are in such a short time period. This trend began nearly six years ago, and will take just as much time, if not longer, to recover in terms of increased revenue flow overall within the industry." —A Georgia operator "The oil crunch will be our biggest challenge. If the oil backs down in price, the industry will be in better shape and if not, worse shape." — Mark Maroste, general manager, Portage Lake Golf Course, municipal facility in Houghton, Michigan "We are not making it easy for folks to become new golfers. Green fees at new courses are too expensive, especially when combined with cart fees. The average round of golf is too long. There is a lack of introductory programs that make it easy to attract new golfers." — A New Hampshire operator "I do not think golfers know how the economy is going to go. There is an election that might bottle up any meaningful legislation for economic growth, fuel prices might continue to rise and people will have less dispos- able income. However, core golfers will play golf." —Jim Wright, director of golf, Heritage Pines Country Club, private club in Hudson, Florida "The golf industry in northern California has been slow to come back due to the downturn in the high-tech industry. California has not been very business -friendly and many compa- nies are leaving the area. The Monterey Peninsula has been slow to come back with the tourism industry. Not as many visitors from the East Coast like it was in 1999 and 2000. Most tourism has been drive-in from the state." — Joe Priddy, general manager, Bayonet/Black Horse Golf Course, municipal facility in Seaside, California "Being located in Michigan, which is going through a difficult economic time with the auto industry, the near future is looking bleak. However, other areas of the country where the Baby Boomers are starting to migrate to may be doing a little better. So I would say the industry is still going to be flat." — A Michigan operator Optimists account for 35% of golf business respondents. Reasons for optimism: • The price of gasoline should drop. • Retirement of the Baby Boomers. • Overall economy will improve. • Supply -demand balance is shifting favorably. • Hospitality rates and occupancy levels are up. • Travel and leisure spending will increase. • More young people are taking up the game. • Businesses are becoming leaner and smarter. "Residential sales continue to be strong. Hospitality rates and occupan- cy levels are up significantly. Basic Wcro-economic influences on the f industry are favorable. There are no significant economic changes that should adversely affect key market drivers." — A golf facility developer "If supply continues to slow, the demand -supply balance will begin to shift." — Tom Isaak, president, CourseCo, Inc., A golf course management and develop- ment company in Petaluma, California "We believe that golf is still grow- ing in popularity. As more young peo- ple are drawn into the game of golf by Tiger and other upcoming profession- als, including several LPGA new stars, the sales for equipment and green fees will increase." — John Turek, national sales manager, Prairie Golf, LLC, golf club manufac- if in Omaha, Nebraska "More people seem interested in the sport, engendered by TV coverage and news media on individual players. If the economy in general does well, and discretionary income grows, so will golf and country club member- ships, purchasing of homes in golf communities, etc." — A golf course broker in North Carolina "I think during difficult times, businesses get more focused and hone their skills, get rid of excess or surplus personnel, equipment, etc. We also become better sales people and estab- lish better relationships with clients." — Doug Long, vice president, SEMA Golf, LLC, golf course builder in Scottsdale, Arizona "Until economic redevelopment plans and initiatives can be finalized, funding established, and infrastruc- ture repaired, 2006 will be an off year for the Gulf Coast. The long term upside looks promising. Casinos are moving inland, new projects are cur- rently on the drawing boards and old and outdated facilities and infrastruc- ture will be replaced. Good news for the future." — Russell Redford, CEO, Redford Golf Group, LLC, golf course consultants in Birmingham, Alabama "As more Baby Boomers retire, play will increase. As companies hire more people, workers will have more free time for golfing." — A turf -related company in North Carolina Pessimists account for 12% of golf - business respondents. Reasons for pessimism: ' I• High fuel prices. • Oversupply of golf courses in some markets. " • High cost of living will limit.•: discretionary time and income. c.:•,;.. Courses . need to be more golfer -friendly. • Competitive leisure will cut ' into ,. H golf. "The •national economic scenario is likely to be worse than this year, with'y job cuts, no real growth in real wages and a continued, although reduced . addition of facilities to the market. Most new residential communities ' continue to include golf as an amenity' j in spite of the flat or declining rounds being played." ; j — Golf course broker in Arizona "High fuel prices will continue in 2006, as will the burden of paying for .: the war on terror and natural disaster relief and recovery. This will result in a steady rise in the cost of living, and put a pinch on discretionary time and .j resources for activities such as golf. i Market contraction will result, with a .I modest decline in golf participation and spending." = A golf equipment manufacturer "Competition from other sources'.: recreation will make the golf indus- try rr try. too expensive:for some." i - A golf course appraiser in California . "The economy in the Upper Midwest is taking a beating which is only going to get worse. Costs are not .I going down for all forms of energy." - Turf related .company in Michigan y Neutral business operators account for 53% of total golf business respondents. Reasons for neutrality: • Higher interest rates will weaken demand. • With flat participation, existing golfers must play more. • World unrest does not lend itself to a favorable investment climate. • Changing lifestyles do not bode well for golf. • Unemployment is low, but winter heating bills will be high. • Industry leaders are not making an effort to make game less time-consuming. • Younger people have more diversified interests.. • Rounds played need to increase. "While the overall jobless rate is low and people feel wealthier due to home value appreciation, the high energy costs forecasted for this winter, coupled with high gas prices will take real dollars out of wallets, while adding to inflationary pressures." — Tim Nugent, president, Nugent Golf Inc., golf course architect in Vernon Hills, Illinois "I don't see the leaders in the industry taking any steps that are making a lasting influence. Equipment manufacturers are scram- bling for the bottom line at the expense of the consumer. There is no real effort to make the game less time- consuming and more fun." — Jim Hofineister, CEO, Henry- Griffxtts, Inc., golfclub manufacturer in Hayden Lake, Idaho "I don't think the current political climate and war -related issues result in a comfortable atmosphere for spend- ing or investment within the golf industry." — Garrett Gild president, Gill Design, Inc., golf course architects in River Falls, Wisconsin "Lifestyles have changed, perma- nently. People do not have the time to play golf, as they did a few years ago." — A management company in Texas "I don't see any huge catalyst. May get some growth from women golfers due to Michelle Wie, but may lose some due to gas prices and Katrina hangover." —A turf -related company in California Gob Growth Job growth is one key to understanding consumers, who feel more at ease with an expanding job market. A figure above 100,000 is considered to be positive. Apart from the last two data points on the accompanying chart (which correspond to Hurricane Katrina and the rise in gas prices), this indicator bodes well for the economy. Purchasing Manager's Index (PMI) The PMI is based on data compiled by the Institute for Supply Management from a monthly survey of purchasing and supply executives in over 400 industrial companies. A reading above 50 per- cent indicates that the manufacturing economy is generally expanding; below 50 percent that it is generally contracting. The PMI indicates that the manufacturing economy grew in November 2005 for the 30th consecutive month. • ism; the exchange..value and 'events elsewhere in., A variety of factors, however, could the.world. lead to growth over the next 10 years that differs from CBO's best Source. Congressional Budget Office stimate. Cyclical factors — those .Shortage of refining capacity the U.S. �r 4 Source. Forbes.corri , �.. .... ....:� .. .. :. ... •. .. �... .. ..... ... Y.I.. :1:.. �C:� ..J:.e.777 - b�•Jv� ...:: *he Optimists Optimists account for 37% of golf retailer respondents. "I have greater and greater varieties of people playing golf that shop with me on a frequent basis. In my area, I would say that the number of golfers has increased and the trend appears to be continuing." — John Anderson, owner, Golf USA of Enh4 Oklahoma "I'm hoping that the equipment manufacturers will do a better job of educating golfers about the impor- tance of properly fit clubs and that golf instructors will continue to sim- plify their teaching methods to encourage people to play more golf, not make it so mechanically difficult to understand, thus discouraging the player! That's what our store is rking on!" WPM Menkemeller, owner, Geared For Golf, Campbelk California The Pessimists Pessimists account for 18% of golf retailer respondents. "Energy prices and inflation will hurt the golf industry. Players of low to middle class are going to feel the pinch of a mild recession, and golf is an expendable activity. Sometimes mid -line equipment and lower -priced courses can experience an increase in sales, but I think, in this case, the high -end courses will make out O.K. and it will be the low- and mid -level courses that will bear the brunt of the decline. Another year with declining numbers of [beginners] will further hurt off -course shops and low -fee courses." — Steve Lewis, vice president, Lexington (V Inc., Lexington, Kentucky :... :..:... "Stolen and counterfeit merchan- dise continues to flood the Internet, and, in spite of what the manufactur- ers say, they don't police the net, and law enforcement doesn't care or have the time." — Bob Burkett, president, Old Sport Golf, Atlanta, Georgia Neutral Neutral retailers account for 45% of golf retailer respondents. "Our local economy will improve, but rounds haven't, even with the great weather of this season. Not enough new players entering the game; the older players have pur- chased most of the necessary items and are holding [onto their] dollars." A retailer in Michigan "Flat growth for the manufactur- ers; retail prices are not rising due to increased competition from brick and mortar stores, as well as the Internet. Product innovation is limited; con- sumers don't believe that the new products perform better than existing products; retail costs are not rising, causing a shrinkage in the gross mar- gin. Internet selling is reducing the average retail prices." — Paul Zapf, CEO, Encinitas Golf Shop, Encinitas, California Real savings with NGF negotiated MasterCard* and viseprocessing discounts - Comprehensive payment services to meet your needs - Responsive 24-hour support - Money back guarantee - Free custom analysis to show you the savings in writing 400- Call 1-800-613-0148 today __ _ G X %zg NEWS Increase sales with the latest S_OLVERAS ■ gift and loyalty card technology. 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Yes Funded by Consultant $100.298.231 Nowortdng towards Issuing joint RFP for actuarial sery No -have sent out RFP for actuarial study No -still checking on It Sent our request to city attorney as an open records request No nla Preliminary one done 2003, working one second one now $23,000 $139,000,000 Yes $50.000 $773,000,000 No -planning to do an actuarial study Yes $23,000 $439,125,944 (4) How much does it cost each year? $11,609,175 $13,000,000 $83,000.000 $27,070, We (5) What is the number of plan participants? 1,200 Active 3,002 7,200 5,778 Retirees 1,194 Ratio: Total/Plan Participants $83 582 $33127 $107 361 $76.000 Ratio: Yearly Cost/Plan Participants (Yearly Bud et Per Person 39,674 $3,098 $11.528 $4,685 Footnote: Ranges from Survey= $1.4 mAOon to 12 million per year CONFIDENTIAL FOR INTERNAL USE ONLY! 0 OF L A. Economic Development Program rex►►e . Economic Development Overview Economic Development is a vital component in the success of any city. La Porte has relied heavily on property taxes to support the funding of City services. An element in diversifying the revenues is to boost sales tax collection through increased economic development. Business recruitment and business retention are major factors in this venture. A focal goal of City Council and the community is to increase economic development. Staff has made attempts to increase economic development utilizing existing personnel. However, due to the increase in staff responsibilities and limited time, this major development has reached limited success. The City has contracted with Bay Area Houston and the Economic Alliance to assist with increasing marketing efforts to enhance economic development. In order to meet the goals of the city the need for an Economic Development Coordinator to assist the City in obtaining and administering grants, to form a business retention program, and to solicit new businesses is inevitable. City Council has recently funded a retail marketing study with the Buxton Group. Once completed efforts will need to be initiated to implement the results of this timely project. • Benefits An Economic Development Coordinator would be charged with the sole purpose of increasing economic development. The coordinator would invest its resources to further the creation and retention of employment and business opportunities for the citizens of La Porte. An increase in economic development would provide a healthy, strong diverse economic base in order to strengthen the existing high quality of life, to secure additional employment opportunities, to lower the costs of city services, to provide solid infrastructure and affordable high -quality homes. Proposed La Porte Economic Development Program The La Porte 2020 Comprehensive Plan Update, 1984 Comprehensive Plan, Bayfront Master Plan and the Northside Community Plan all address the need to boost economic development. Funding is not earmarked in the General Fund for an Economic Development Coordinator. Staff utilized for Economic Development purposes can be funded using 4A or 4B funds. Utilization of 4B funds is recommended to fund a full- time Economic Development Coordinator. This avenue would not increase the General Fund, would accelerate the process of creating an Economic Development Program, and would require the coordinator be dedicated solely to economic development. Proposed La Porte Economic Development Program Action Plan • ♦ Hire full-time Economic Development Coordinator possibly funded by 4B to report to the City Manager's Office (proposed job description is included). • ............ 9. NDt g '<:.:a. ,w•.4' .. .<:yg�` .74+'.`,`:�.:'tii?I<a.`�;!$"��...s:�'�:;..iii;..,€,�;:};':...�:: �.:.:::: ::� i E+.0 OMI `D .... , _,. , E T ORDIN�` fi '��=° ..:..:..::::.. C N. .::......... :.. .....:. . FLSA GLASSIFICAt��N:f�o E mpt �' PAY RANGE 029 ' , e >, y ......... DEFINITION Responsible for directing, coordinating, and administering economic development efforts, including targeting new development efforts, such as new business, retaining and expanding existing businesses, facilitating programs to enhance economic development and job growth, and serving as liaison between prospects and the City. SUPERVISION RECEIVED AND EXERCISED Receives direction from the City Manager's Office. This job has no supervisory responsibilities. ESSENTIAL JOB FUNCTIONS Duties may include, but are not limited to, the following: Develops and executes programs to generate prospect leads, which result in the location of new businesses; facilitates the expansion of existing businesses. isCreates and makes presentations to business prospects throughout the Houston region and locations outside of Texas. Conducts targeted sales calls and follow up communications with business prospects throughout the Houston region and locations outside Texas. Develops and maintains relationships with commercial real estate brokers, site selection consultants, business prospects and other business development officials. Coordinates with business prospects and their representatives to collect project data; screen and qualify prospects, conduct site tours of La Porte, draft performance/incentive proposals, and conduct project follow up communications and visits to prospects. Creates and maintains business retention expansion program for La Porte. Provides technical and professional advice and information on economic development issues, programs, services, and plans. Develops and implements marketing plans to ensure a professional image for the City of La Porte to attract targeted businesses to La Porte. Serves as a liaison to Bayshore-La Porte Chamber of Commerce — Economic Development Committee Conduct overnight travel as necessary to meet with business prospects, participate in marketing events and meetings in and outside of the Texas area. isPrepares reports, including charts and graphs, and presents recommendations for action plans to management. Perform other related duties as assigned. ECONOMIC DEVELOPMENT COORDINATOR JOB DESCRIPTION PAGE 2 • PHYSICAL REQUIREMENTS For indefinite periods of time - mobility within an office environment; exposure to dust/mites, radiation, electrical, and mechanical hazards and constant noise; writing; walking; typing; sorting; sitting; seeing; filing; reading; decision making; lifting and carrying up to 20 pounds; reaching above shoulder level; using both hands for simple and firm grasping; clarity of hearing; communicating clearly and effectively, in person and by telephone; fine finger manipulation; operation of office equipment, computers, copiers, fax machines, telephone, and a motor vehicle through city traffic. QUALIFICATIONS Knowledge of: Knowledge of practices and methods of economic development Excellent presentation, verbal, and written skills Skilled in grant writing and administration English usage, grammar, spelling, and punctuation Modem office methods, procedures, and equipment and business letter writing Record keeping principles and procedures Ability to: Work independently. Get along appropriately with co-workers and the public Understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities • Communicate clearly and concisely, both orally and in writing Work in cooperation with other departments, City officials, and outside agencies Research administrative and departmental policies, laws, and rules Type at a speed necessary for adequate job performance Operation of a word processor/computer terminal may be required Compose correspondence independently Compile and maintain complex and extensive records and files Analyze situations carefully and adopt effective courses of action Understand and carry out oral and written directions TRAINING AND EXPERIENCE Bachelor's Degree in Economic Development, Public Administration, Business Administration, or related field from an accredited college or university. Three years related experience. LICENSES AND CERTIFICATIONS Possession of a valid Texas Driver's License and a good driving record. The City of La Porte is an Equal Opportunity and Affirmative Action Employer of Qualified Individuals. (Circle One) I have read the job description above and can perform the job duties with without any reasonable accommodation. • I Witness: Supervisor's Signature Date Employee's Signature Date Salaries Page 2 of 2 • Economic Development Director Plans, directs, manages and coordinates activities of staff involved in economic development initiatives. Negotiates with industry representatives to encourage location in area. Directs activities such as research, analysis and evaluation of technical information to determine the feasibility and economic impact of proposed expansions. Education: Bachelor's Degree; Experience: 5 years.. Search'Results for Economic Development Director. No comparison salary provided. • Municipality Population Region City's Job Title # Range Range Actual Actual Actual Emps Minimum Maximum Low I High Average Bedford -- — Where the West Begins -Ft Worth Economic Develop Director 1 85,236.00 119,340.00 85,272.00 85,272.00 85,272.00 1 Economic Cedar Hill North Central Texas -Dallas Development 1 60,780.00 94.284.00 81,900.00 181,900.000 81,900.00 I Director Del Rio Alamo Region -San Antonio Area Economic—_...r.__.{..._._.__...._....- Development 1 48,000.00 68,004.00 53,004.00 j 53,004.00 Director I 153,004.00 Euless Where the West Begins -Ft DIR. OF ECO. DEV. 1 _ - 87,492.00 1 87,492.00 Worth 8 MARKETING 187,492.00 Friendswood San Jacinto -Houston Area -.._.......... .._... _..- Economic Dev Coord 1 45,348.00 72,816.00 67,080.06 67,080.00 67,080.00 Economic Georgetown Highland Lakes -Austin Area Development 1 58,392.00 93,420.00 85,512.00 j 85,512.00 85.512.00 1 Director Haltom City Where the West Begins -Ft Worth Director of Economic 1 49.416.00 73,212.00 65.532.00 65,532.00 65,532.00 Development Economic Huntsville San Jacinto -Houston Area Development 1 - - 66,000.00 66,000.00 66,000.00 f Director League City San Jacinto -Houston Area Econ Dev Coord 1 51,996.00 72,792.00 73,392.00 173,392.00 73,392.00 Economic— w j Rowlett North Central Texas -Dallas Development 1 79,356.00 111,096.00 93,708.00 93,708.00 93,708.00 I Director The Colony Where the West Begins -Ft Worth Economic Development 1 - - 1 93,096.00 93,096.00 93,096.00 Director Average $59,815.50 $88,120.50 - I - ----i $77,453.45 11 Aged Average I -II $77,453.45 • http://www.surveynavigator.com/t nl/survey/salaries/salaryresults_pf asp?showfilter--true&JobFa... 3/21 /2 • • • Economic Development Director City of: Average Salary Supervisor Title City Job Title La Marque $45,460 EDC Development Board Economic Development Director Pasadena $52,000 Planning Director Economic Development Specialist Missouri City $58,200 City Manager Economic Development Coordinator Friendswood $63,928 City Manager Economic Development Director Webster $67,882 City Manager Economic Development Director Texas City $69,048 Mayor Management Services Executive Director League City $73,396 City Administrator Economic Development Coordinator Su ar Land $84,885 City Manager Economic Development Director • C, C7 • � Discussion of Election May or November •