FY2020 BUDGET PRESENTATION - August 6, 2019 - The Homestead at Liberty Grove Village Lake Pointe Medical Center - City of Rowlett
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The Homestead at Liberty Grove Village
Lake Pointe Medical Center
FY2020 BUDGET
PRESENTATION
August 6, 2019 1
Stewardship!
Rowlett takes its
responsibilities to its
citizens seriously!
We are very proud of the
strategic partnerships we
have in Rowlett!
Our sincerest thanks to
the organizations that
help make us
Rowlett Strong!
Community
Churches
3
Sapphire Bay –
Coming Soon
4
Sapphire Bay –
A one billion dollar private investment!
Coming Soon
Features:
• 6.5 acre Crystal Lagoon amenity
• Island entertainment component with an
incredible synchronized water and video show
• Minimum 450-room Resort
• 70,000 square foot Conference Center
• World class marina
• Surf and Beach Club
• 1.4 million square feet of commercial space
• 1600 residential units
• Programmed open space/green space and
extensive hike and bike trail system
5
A New Comprehensive
Land Use Plan
Sapphire Bay
Fun Facts:
Population = 62,632
Household Median Income = $85,565
Median Home Value $181,500
6
A New Comprehensive Land Use Plan
In just a few short years, Rowlett has
seen and is experiencing major projects
in every part of the City and every
strategically defined opportunity area.
Rowlett is realizing its vision to balance
Rowlett’s growth with its small town
feel to provide a place with affordable
and diverse housing, quality restaurants
and retail, and major employers; while
caring for its existing neighborhoods
and maintaining its roads and
infrastructure.
What an amazing time to live in
Rowlett.
Sapphire Bay
7
8th Fastest
Growing
Community
in the
United
States by
the US
Census
In 2019, Rowlett was named the 8th fastest growing city in the Bureau!
United States by the US Census Bureau. The metroplex now
knows what Rowlett citizens have known for years, Rowlett is
an incredible community to live, work and play.
8
Rowlett – A Growing Community!
Strategic Priorities Governing Transparently &
Inclusively
Ensuring a Safe Community
Strengthening Neighborhood
Livability
The FY2020 Proposed Budget takes into
account available resources and allocates
revenues to the highest strategic priorities Enhancing Quality of Life
identified in the City’s 2018 strategic plan.
These priorities guided the development of Fostering Economic Vitality
the FY2020 Proposed Budget addressing the
most critical challenges.
Investing in Transportation &
Infrastructure
Promoting Operational Excellence
10Governing Transparently and Inclusively
The proposed budget is driven by the
City’s 2018 Strategic Plan, including
feedback from the public, business
community, and members of the City
Council and staff.
For FY2020, the budget proposal does
“not” include a reduction in the
property tax rate. Due to nearly a
million dollars in lost revenue from
sales taxes and legislative changes, we
cannot meet our current public safety
challenges with a tax cut.
Lowering the water bill and setting the
The good news is that we are able to expectation that we will not have to increase
reduce the water bill by $3.16 per the water rate for at least three years meets
month for the average residential strategic goal number 1.5 Maintain equitable
customer - equivalent to two cents on and competitive tax rates, fees, and service
the property tax rate. charges.
11Ensuring a Safe Community
Call to Dispatched Call to
Year
Dispatched to Arrival Arrival
2016 0:55 4:06 5:28
2017 1:40 3:47 5:27
2018 2:20 4:12 6:43
2019 (9 mo) 3:04 4:50 7:52
In order to directly combat police
response times on priority one calls, The budget also includes funding for the
we are proposing to add 5 police new fire station on Schrade Road, for $5.0
officers at a cost of $485,513. This million; adding a part-time clerk for the
meets strategic goal 2.3 “Deliver Criminal Investigation Division for $18,832;
exceptional first-responder coverage adding bullet resistant glass for municipal
and response times”. court for $50,000; replacing bunker gear and
two medic units for $946,422; and fully
funding the Emergency Management
Coordinator to reduce reliance on continued
state grants for $46,898.
12Strengthening Neighborhood Livability
This budget has a lot to excite our
neighborhoods. Due to the 2018 bond
election, we will be able to finish
phase two neighborhood
improvements for Lake Country
Estates. This is on top of projects
already underway for Dalrock Estates
and Highland Meadows. In addition,
$2.5 million has been allocated from
the 2018 bonds for alley
improvements which will boost
spending in neighborhoods all over
the City. The total amount set aside in
this budget for FY2020 is $3.5 million,
with an additional $5.4 million
programmed for FY2021. This directly
meets the Council’s strategic goal 3.1
Value existing neighborhoods.
13Enhancing Quality of Life
Goal 4.2 Create a destination-centered
parks system is the biggest winner in
the proposed budget adding $2.0
million for improvements to Herfurth
Park Phase I, Community Park and
Sports Field Construction. With the
new Sapphire Bay project south of IH-
30, the City will be able to enhance
goal 4.1 to seek and implement The budget also includes park improvements at
opportunities to improve and expand Lakefront at Pecan Grove, to improve the Wet
public access to Lake Ray Hubbard. Zone, complete improvements to the Waterview
Golf Course and adding an additional Parks
Maintenance Specialist.
14Fostering Economic Vitality
Rowlett has a vibrant, growing
economy. In the past three years
alone, the City has added $457.6
million in new construction and added Sapphire Bay – Coming Soon!
approximately 2,000 jobs since 2014.
The biggest story is the addition of
Sapphire Bay which will be an
entertainment destination and add
world-class facilities, shopping venues
and recreational amenities. This will
help Rowlett achieve two important
strategic goals 5.1 create and promote
a positive brand identity and 5.3
cultivate Sapphire Bay as a premier
destination development. It will also
help the City with 5.2 achieve regional,
state and national recognition.
15Investing in Transportation & Infrastructure
The 2018 bond election provided
funding for many projects, including
park improvements, streets and alleys
and facilities. For year two, the 2018
bonds add additional funding of $4.1
million to expand Miller Road from the
railroad tracks to Dalrock Road and
$1.9 million to widen Chiesa Road The budget also includes right turn lanes at
from Dalrock Road to Miller Road. various locations for $1.0 million, alley
These projects are critical to goal 6.4 improvements for $2.5 million, enhancements to
improve traffic flow across all the City’s trail system for $1.1 million, and
transportation modes. improvements to water and sewer facilities $5.0
million.
16Promoting Operational Excellence
We cannot forget that we are a service
organization. We do not build widgets;
we serve. Therefore, we are taking
care of the people who take care of
our citizens. The proposed budget
includes $0.8 million for step increases
for police and fire and merit increases With cyberthreats becoming more complex
for open range employees, along with and prevalent, we see a need to increase our
associated benefits and changes to cybersecurity protection. We find that
overtime costs and directly meets goal municipalities are a main target due to known
7.2 become an employer of choice. limited resources. In FY 2020 we are adding
funds to our IT budget to partner with a
company that specializes in cybersecurity to
help monitor and protect our technology
infrastructure.
17Capital Investment
Comparative Data –
NTMWD Member
Cities
On average, Rowlett is outspending
most NTMWD member cities for
capital investment. While every city
is different, there are options for the
City to consider taking a more
measured approach.
18Total Capital Investment versus Cash Outlay - Utility Fund Capital
Scenario 1B/2B
$14.00 Total Cap Investment =
$89.6M
Total Cap Outlay
= $60.6M Investment Strategies
$12.00
$10.00
$8.00
$6.00
$4.00
$2.00
$0.00
FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 In these scenarios, capital investment
Capital Investment Cash Outlay remains roughly the same each year at
$89.6M versus $83.3M; however, Scenarios
Total Capital Investment versus Cash Outlay - 1B/2B require much more cash (i.e.
Scenario 3B/4B $60.6M) while the remaining scenarios
Total Cap Outlay
$12.00
Total Cap Investment = $42.4M reduce cash outlay (i.e. $42.4M) by
$10.00
= $83.3M increasing the issuance of revenue bonds
$8.00
from an average of $5.0M per year to
$7.0M per year.
$6.00
$4.00
$2.00
$0.00
FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28
Capital Investment Cash OutlayUtility Fund Capital Investment Strategies
Total Cash Outlay -
All Scenarios
$12.00
$10.00
Utilizing a more measured
approach to Capital Investment
$8.00
means less cash being spent over
$6.00
time. This translate into savings
for Rowlett customers and
$4.00
provides the opportunity for
future customers to help with
$2.00 the cost.
$0.00
FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28
Scenarios 1B/2B Scenarios 3B/4B
20Utility Fund Capital Investment Strategies
– Rate Changes
1B 2B 3B 4B
All Ratepayers Residential Only Residential Only All Ratepayers
Capital Current Strategy Current Strategy Increase bonds Increase bonds
Investment ($5M in bonds + ($5M in bonds + to $7M annually to $7M annually
Strategy $3.3M PAYGO $3.3M PAYGO and lower PAYGO and lower PAYGO
w/10% annual w/10% annual by equivalent by equivalent
increase) increase) amount w/10% amount w/10%
annual increase annual increase
Monthly impact – -$0.35 -$0.85 -$4.23 -$2.95
Residential @
7,500 gallons
Monthly impact – $0.66 $1.66 -$2.22 -$1.44
MF @ 3,000
gallons
Monthly impact – $12.70 $12.70 $15.23 $10.17
Commercial @
25,000 gallons
21Utility Fund Capital
Staff’s recommendation is Scenario
Investment Strategies – 3B. 3B still allows for significant
capital investment at approximately
Rate Changes $9M annually while lowering the
amount of cash spent. This allows for
the cost of upgrades and
improvements to be shared by
customers who benefit over a twenty
year period rather than having those
costs borne by today’s customers.
The impact of this option is that the
average residential customer (@7,500
gallons) will see a reduction of $4.23
per month “and” no water rate
increase for three years.
22Utility Fund Capital
Investment Strategies – Sewer rates are still expected to
Rate Changes increase a modest $1 to $2 per month
in future years. For example, the
average residential customer (@7,500
gallons) will see a $4.23 reduction
next year and an increase of $1.30 in
the following year as reflected in the
table to the left.
The increase to Commercial accounts
using 25,000 gallons will be
approximately 4.0% next year and
0.9% in the following year.
23Refuse
Index % Change
CPI for All Urban Consumers for Dallas Fort-Worth, less Food and Energy:
1.73%
September 2017 – September 2018 (weighted at 80%)
EIA/DOE Retail On-Highway Diesel Price Change: October 2017 – October
4.09%
2018 (weighted at 20%)
Total Increase 5.82%
Contract Rate Cap 5.00%
FCC Fee Increase for FY2020 5.00%
For FY2020, staff is recommending to pass on
The City’s contract with FCC uses a contractual
the cost to residential and commercial
formula to determine changes to the fees paid.
customers at 6% to also cover increases with
The formula weights the CPI for All Urban
household hazardous materials uses and
Consumers for DFW area (@80%) plus a diesel
general & administrative overhead.
price change modifier (@20%). For the
upcoming year, this would have meant a 5.8%
Rate increases to residential customers would
increase; however, the contract has an annual
be $1.07 per month. Commercial varies
cap of 5.0%. Therefore, for FY2020, we have
depending on the size of dumpsters and the
capped the increase at 5.0%.
number of times per week is it picked up.
24Utility Bill Savings
Residential @5,000 gallons @7,500 gallons All in all, residential utility
Water Rate customers will see a net decrease
$(5.50) $(5.50) on their monthly utility bill of
Change
Sewer Rate $3.16 for the average residential
1.00 1.27 usage of 7,500 gallons.
Change
Refuse Rate
1.07 1.07 This is equivalent to nearly 2 cents
Change
on the property tax rate for a
Total $(3.43) $(3.16) $200k home.
Other Total
Multi-family will also see a
MF @ 3k gallons $(1.21)
decrease. commercial will
increase approximately 4.5%.
2” Commercial @ 25k gallons (4.5%
$22.48
increase)
By way of comparison, a $3.16 reduction in the monthly water bill is equivalent to almost
2 cents on the property tax rate for a home with a $200,000 taxable value.
25Emergency Response
Police
Priority One Oct-Jun Oct-June
Change
Calls 2018 2019
Calls 996 835 -16.2%
Avg
Response 4:02 4:50 11.9%
Time
Fire 911
Priority One Oct-Jun Oct-June
Change Call Oct-Jun Oct-June
Calls 2018 2019 Change
Volume 2018 2019
Calls 3,434 4,150 20.8% 911 Dispatch
911 16,720 16,536 -1.1%
Avg
Response 4:47 4:52 1.1% Non-911 50,820 47,677 -6.2%
Time
Avg 911
Answer
3.8 4.2 10.5%
Time
We’re there when you need us! (seconds)
26Fire Response Time - Priority One Calls
Fire 7:12
Response 6:00
Times 4:48
3:36
2:24
1:12
0:00
2016 2017 2018 2019
Fire Response times from call to dispatched from Call to Arrival
remain very strong at
6:39. But, that’s not the
whole story. Dispatched to
Year Call to Dispatched Call to Arrival
Arrival
2016 1:45 4:27 6:12
2017 1:46 4:34 6:20
2018 1:45 4:48 6:33
2019 (9 mo) 1:47 4:52 6:39
27Fire Response Times – The Rest of the Story
7,000 ROWLETT FIRE DEPARTMENT CALL VOLUME
5,701 5,815 5,904
6,000
5,466
5,157
EMS CALLS
5,000 4,636
INCREASED BY
4,221 92%
3,720 FIRE CALLS
3,671
4,000 3,649 3,706 3,534 3,737 INCREASED BY
3,426 116%
3,316
2,915
3,000
2,000
1,000
0
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Fire EMS Total
Call volume since 2004 has increased by 99%. But the real story is that call volume has
accelerated since 2012. In terms of volume, the fastest growing segment is Emergency
Medical Services (EMS) which is impacted by growth and an aging population.Police Response Time - Priority One Calls
Police 8:24
Response 7:12
6:00
Times 4:48
3:36
2:24
Police response times tell 1:12
a different story. The 0:00
amount of time an officer 2016 2017 2018 2019
takes to arrive once from call to dispatched from Call to Arrival
dispatched is still a very
strong 4:50. However, it is
taking our dispatchers Dispatched to
Year Call to Dispatched Call to Arrival
Arrival
longer to find an officer
free to take the call. This 2016 0:55 4:06 5:28
is an alarming trend. 2017 1:40 3:47 5:27
2018 2:20 4:12 6:43
2019 (9 mo) 3:04 4:50 7:52
29Average Time on Calls by Priority 2016-2018
Average Time on Calls by Priority 2016-2018
1:55:12
1:40:48 The average time spent on priority one calls has
1:26:24 nearly doubled since 2016. The type, nature and
complexity of priority one calls has increased the
1:12:00
average time spent on each call.
0:57:36
0:43:12
0:28:48
0:14:24
0:00:00
1 2 3 4 5 6 7
2016 2017 2018
Priority 1 2 3 4 5 6 7
2016 0:55:00 0:32:50 0:37:49 0:28:08 0:31:06 0:15:33 0:12:52
2017 1:31:55 0:35:59 0:41:07 0:28:18 0:32:28 0:13:38 0:09:04
2018 1:47:49 0:39:28 0:41:18 0:26:19 0:32:00 0:14:15 0:15:16High Standards Means Excellence!
Rowlett employees are our most valuable assets. Without them, we cannot accomplish our
mission and make a difference in the lives of our citizens. We don’t build or sell merchandise.
Instead, we serve. That is our product! That is our purpose!
31Property Tax Cost per Day
Rowlett Citizens are getting a GREAT value for their investment!
And they DESERVE it!
$1,514 in City 24 Hours a Day
Taxes Paid on a
$200k Home ÷ 7 Days a Week
365 Days a Year
That’s only $4.15 per day for
Total Property Tax Cost!
32FY2020 Daily Property Tax Cost - A Day in the Life of a
Total = $4.15 Rowlett Resident
Home Security $1.93
Cell Phone $2.03
Planning & Caffe Latte $4.17
Development Infrastructure
$0.21 Cable Bill $4.57
Services $0.41
McDonalds Big
$6.81
Mac Meal
Public Safety
$1.55 GISD Tax Bill $8.00
Quality of Life
$0.35
Electric Bill $10.24
Auto Loan
$10.49
(Camry LE)
Movie for One $16.44
Debt $1.20 Good
Governance Your property taxes
$0.37 in Rowlett cost you
less than the price of
a Starbucks Coffee!
Other $0.05
Uses a taxable home value in
Rowlett of $200,000.Net Increase Available for
General Fund in FY2020
Description Amount Notes
Increase in Property Tax Revenues $3,424,868 Increase in market value from $5.6 billion to $6.1 billion
Loss due to tax ceilings and All exemptions, including homestead cap loss, over 65
47,681
exemptions and disabled exemptions and over 65 tax freeze.
Second year of 2018 Bond Package. Payment will also
Allocated for GO bond sale (591,591)
include $362,000 from retired debt service.
VOR & Bayside TIRZ (50%) (261,722) Contractually committed
Net other changes (77,056) Net changes in other property tax related items
Net Property Tax Revenues available to
$2,542,180
General Fund
Loss of major sales taxpayer and reduction in
Impact on sales tax and changes from
(910,000) telecommunication franchise fees due to Senate Bill
the 86th Texas Legislative Session
1152
Other Net General Fund Revenue Decreases in permits and fees net of increase in interest
(78,297)
Changes income
Net Increase available for General
$1,553,883
Fund
34Allocation of General Fund Revenues for
FY2020 Proposed Budget
Description Fte’s Amount Notes The priorities for
Net Revenues available for General Fund $1,553,883 Net increase from all sources the FY2020
Proposed Budget
Proposed allocation:
is on salaries and
Employee compensation 0.00 820,949 2% for FY2020 + step or merit positions.
Boost overtime budget and add Five
Police OT and 5 Police Officers 5.00 590,173
police officers and gear This budget does
Reduce Community Enhancement by not meet every
Reduction in Capital Maintenance Funding 0.00 (416,500)
$204,000 and alleys by $212,500 need in the City.
Add full-time IT Manager for project In the upcoming
IT Manager & Cyber Security 1.00 191,887 management and beef up cyber
security efforts
budget work
sessions, the City
FT Grant Writer, FT Custodian, FT
Parks MWII, FT City Marshal, FT needs to ensure
Other staffing changes 4.75 271,352
Emergency Mgt Coordinator, and PT it is comfortable
CID Clerk and PT Lib Asst. with the
Budget Software & Intern 0.50 70,044
Purchase and implement proposed
performance based budgeting
priorities.
Other net changes 0.00 10,535
Total amount allocated 11.25 $1,538,440
Net Change $15,443 35Rowlett
– A City
with a
Future!
36Opportunities for Public Engagement
Date Meeting
August 6 Proposed Budget submitted to the City Council
August 13 City Council Budget Work Session
Public comments on proposed budget and 1st Public Hearing on
August 20
the Tax Rate
August 27 City Council Budget Work Session
Public Hearing on proposed budget and 2nd Public Hearing on
September 3 the Tax Rate. Council motion to delay vote on budget until
September 17th
September 17 City Council meeting to adopt tax rate and budget ordinances
• A physical copy of the City Manager’s FY2020 Proposed Budget is available to review at the
City Secretary’s Office (4000 Main Street) and Rowlett Public Library (3900 Main Street).
• A digital copy is available on the City’s website at Rowlett.com.
37Opportunities for Public Engagement
FY2020 Proposed Budget
Get details at
ROWLETT.COM
Communicating our message is very important. A video about the proposed budget is available
on the City’s website at www.Rowlett.com or our Facebook page at City of Rowlett, Texas
Government. 38CITIZENS OF ROWLETT CITY OF ROWLETT
ORGANIZATION CHART
CITY OF ORGANIZATION
ROWLETT CHART
MAYOR & CITY
COUNCIL
City Attorney City Secretary Brian City Judge City Prosecutor
David Laura
City Manager Funderburk Pam Amy
Berman Hallmark Liston Thomas
Economic Fire Deputy Assistant Parks & Int. Public Community Human
Finance Police Library IT
Development City City Recreation Works Development Resources
Director Chief Chief Director Director Director
Director Manager Manager Director Director Director
Paul Mark
Wendy Mike Stevens McAvoy Gary Joey
Badgett Brodnax Enna Brock
Jim Neil Kathy Angela Munal Richard
Grabenhorst Howard Freiheit Smith Mauladad Jones
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