_) /.) .) ,) ) ) 
HOW TO READTHIS DOCUMENT WELCOME! You are holding the published Town of Addison budget for the fiscal year beginning October 1, 1998, and ending September 30, 1999. This document has
been specially prepared to help you, the reader, learn of the issues affecting the Addison community. Many people believe a city budget is only a financial plan. Although you can learn
much of the Town's finances from these pages, the 1998-99 btidgetdocument has been designed to serve othedunctions as-well. For example,. it is a. policy document which presents the
maj()J policies which. gUide how tlje Town is managed. It is an operations guide which gives the public, elected official~, and city staff information pertaining to the production and
performance of individual city operations. The document is also designed as a communications device. Information is conveyed verbally and graphically in a way which should be easily
understood even by persons not familiar with. .the Town. . This particular section of the d~cument explains the budget format and will help you locate information which may be of particular
interest to you. BUDGET FORMAT The document is divided peruiices. The Intl"Odzzctory explains the major · budf~t. The section u.;,;·""' (16,! press release charts, and the sum-'s ~>rganiizatioJn.
This information is grouped uses the fund method of accounting. of various public resources: For example, the ·Hotel fund is Occupancy tax. Most people· are particularly the Town's operations
like Police, Fire, and Parks. Financial presented for every fund. The statements show the fund's financial account statement you receive from your bank, the statement and ending balances
for each year. Accompanying the statements are · the major features of that particular fund. Within each fund there may be one or more departments which further describe a component
of the Town's organization. Each department is presented with its mission statement, a listing of the unit's accomplishments for the previous fiscal year and operational objectives for
the 1999 fiscal year. Selected service levels for each department are presented graphically. The funding for each department, as well as the unit's staffing, are summarized again over
a number of years. The Thwn Chronicle reports on issues or special projects which affect the Addison community. The Chronicle divides the Town into six sectors and describes the important
events which are happening, or are scheduled to happen, within each sector. The Chronicle also provides statistical information which distinguishes every sector. Finally, various Appendices
are presented towards the back of the doculil\1Jlt which more fully describe the budget process, the Town's revenue sources, the long-term financial plans for the General and Hotel funds,
and a capital project summary. Also included are explanations of the basis of accounting and budgeting, a glossary of terms, the . Town's compensation and merit pay plans, and departmental
organization charts. Should you have any questions regarding the information presented in this document, please feel free to contact the Finance Director or any other staff members;
their names and phone numbers are presented on the back cover. The cover of this document is an abstract depiction of various methods of measurement to illustrate the budget theme of
measuring achievement. '· J -., __ . :' "! 
I >) INTRODUCTORY SECTION . ' ' ) Letter to Mayor and Council .............................................................................................. . 1 Press Release ........................
............................................................................................ . 4 Staffing .............................................................................................
............................... . 7 Fund Summaries ............................................................................................................... . 8 Project 2020 ...................
................................................................................................... . 10 Goals for Addison ............................................................................
................................. . 11 FINANCIAL/OPERATIONAL SECTION General Fund ....................................................................................................................
. 14 Department Summaries City Manager ......................................................................................................... . 20 Economic Development ............................
.............................................................. . 22 Finance .................................................................................................................
. 24 Building and Fleet Services ..................................................................................... . 26 Municipal Court ...........................................................
.......................................... . 28 Human Resources .................................................................................................. . 30 Combined Services
................................................................................................. . 32 City Council Projects ..........................................................................
.................... . 33 Police .................................................................................................................... . 34 Fire .......................................
.................... : ........................................................... . 36 Urban Development .............................................................................................
.. . 38 Streets ................................................................................................................... . 40 Parks ........................................................
............................................................. . 42 Recreation .............................................................................................................
. 44 Special Revenue Funds Hotel Fund ............................................................................................................ . 48 Airport Fund ..................................
...................................... : ................................. . 54 Other Special Revenue Funds ..................................................................................
. 56 Debt Service Funds ........................................................................................................... . 58 Capital Project Funds ........................................
................................................................ . 62 Proprietary Funds Utility .......................................................................................................
.................. . 66 Utility Department ....................................................................................................... . 68 Information Services Fund .....................
...................................................................... . 70 Employee Benefits Risk Retention Fund ........................................................................
. 72 Capital Replacement Fund ........................................................................................... . 74 TOWN CHRONICLE SECTION Town Chronicle Chronicle ........................
......................................................................................... . 79 APPENDICES A-The Budget Process ........................................................................
................................ . 90 B-Financial Policies ........................................................................................................... . 92 C-Major Revenue
Sources ................... ................................................................................ 96 D-Long Term Financial Plan ............................................................
.................................... 102 E-Capital Project Funding Summary .................................................................................... 106 F-Glossary of Terms
............................................................................................................ 107 G-Wage & Salary Scale, Merit Pay Plan . . . . . . . . . . . . . . . .
... . .. . . . . . . . . . . . . ........ .. . .. . . ... . . ... ....................... 109 H-Departmental Organization Charts ......................................................................
............. 110 ~ =-jllllll ~ Q 1-h n Q = ,... ~ = ,... r.tJ (-
INTRODUCTORY SECTION Expenditures Funded with Property Tax Revenue..................... . . . . . . . . . . . . . . . . . . . . . . . 2 Municipal Tax Rate Comparison .......... ........
4 Distribution of Revenues -All Funds............ 8 Distribution of Expenditures -All Funds . ... .. 9 FINANCIAL/OPERATIONAL SECTION General Fund Expenditures by Category . . . . . .
. . . . . . . . . . . . . . . . . . . . . 15 Distribution of Revenues............................. 17 Distribution of Expenditures .. . ... . ...... .......... 17 Departroent Summaries
City Manager Ordinances and Resolutions Written . ........ 20 Economic Development Top Ten Addison Employers . ... .. .... ........... 22 Economic Development Packets Distributed.....................
...................... 23 Office Occupancy . ... ... .. . .. ... ... ....... .. . ........ 23 Finance Purchase Orders Processed, Percentage of Dollars Spent................... 24 Municipal
Court Citations Issued....................................... 28 Violations by Type . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Cases Scheduled and Heard
..................... 29 Warrants Issued ... ... . .. ... .. . .. .. .. .... .. .. . . ....... 29 Human Resources Employees Processed............................... 30 Hires by Type
......................................... . Average Tenure of Employees . ......... ......... 31 Applications Processed . ... ... .. . ...... ... ......... 31 College Hours . ... . .
. . . .. .. ... ... .. . ... . . .......... .. . . 31 Combined Services Number of Participants in EAC Activities . . 32 Police Calls for Service .................................. ."...
34 Crimes Against Property .. . .. .. .. ....... .. . ....... 34 Crimes Against People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 5 Arrests...........................................
......... 35 Fire Mutual Ald ... ... . ... ... ... ... .. ... ... .... .. ... . ........ 36 Number of Fires and Corresponding Property Loss ... ... . .. ... .. ... .. ...... .........
.... . 36 Urban Development Number of Food Inspections and Average Scores ... ... . . .. . .. ... ... ......... ......... 38 Building Inspections Zoning Cases Heard.................................
39 Distribution of Permits............................. 39 Dollar Value of Building and Permits Issued...................................... 39 Streets Recycling . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Average Travel Time on Belt Line Road ... . . 41 Parks Tasks......................................................
42 Parks Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Recreation Athletic Club Participants in Scheduled Events . .. ... . . . . . . . . . . ...
. . ... . .. . .. . . . 44 Athletic Club Members .... .. .. . ... . ..... ... . .. . . .. 44 Addison Athletic Club Facility Usage......... 45 Special Revenue Funds Hotel Fund Hotel Room
Nights Generated from Addison Conference & Theatre Centre . ..... 49 Special Events Taste Addison & Oktoberfest . ... . . . ... .. .. . . .. .. SO Number of Season_ Ticket Holders.............
53 Airport Fund Number of Customs Clearings . . . .... ...... .. ... 54 Airport Operations................................... 55 Average Value of Aircraft on Tax Roll and Number of Aircraft
on Tax Roll ....... 55 Debt Service Funds Distribution of Debt Service . . .... ...... ... . . .. .. 58 Annual Requirement to Amortize General Obligation Debt....................................
59 Annual Requirement to Amortize Occupancy Tax Revenue Debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 Proprietary Funds Utility Fund Annual Requirement to
Amortize Debt Associated with Water and Sewer Improvements ... . . . . 66 Utility Departroent Water Line Breaks . . . . ... .. . ... ... .. ... . .. . . . ... . ... . 68 Unaccounted
for Water . ... . . ... .... ...... .. . .. . . .. 68 Water Usage............................................ 69 Employee Benefits Risk Retention .................. . Workers Compensation............
................... 72 TOWN CHRONICLE Proportion of Land Use............................... 79 Sector 1, Proportion of Land Use................. 81 Sector 2, Proportion of Land Use .................
82 Sector 3, Proportion of Land Use ................. 83 Sector 4, Proportion of Land Use ................. 84 Sector 5, Proportion of Land Use ................. 86 Sector 6, Proportion
of Land Use................. 87 APPENDICES A-The Budget Process Calendar ................................................. 90/91 C-Major Revenue Sources Comparison of Major Revenue Sources
. .. ... .. 97 Assessed Valuation of Taxable Property ....... .. . 97 Sales Tax Cumulative Percent Change from Prior Year........................................ 98 Distribution of Sales
Tax Revenue Addison/Dallas County............................ 98 Utility Fees................................................. 99 HoteljMotel Occupancy Tax ... ... . ..... .... ... ..
. . . 100 0 :) 0 0 0 D 0 0 0 0 ) !) n ,.J 0 J 0 0 0 0 u 'J u Q () 0 0 0 u 0 0 0 0 
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5300 Belt Line Road Honorable Mayor and City Council Town of Addison Addison, Texas 75001 Dear Mayor and Councilmembers: I respectfully present the published Town of Addison 1998-99
budget as approved by Council September 8, 1998. This document is a product of a very successful budget process conducted this past summer. Once again, City Council and staff worked
together to focus our attention and resources on achieving the Town's mission, goals and objectives, as well as the themes articulated in the Vision 2020 project'. Achievement is what
Addison is all about. From our high quality residential and commercial development to the exceptional standard of service our employees provide the community, we are focused on individual
and collective achievements. A major initiative for this budget year is to measure the production and performance of our municipal functions. The Finance department will be coordinating
this effort by working with departments to identify performance measurements which best reflect the success in those departments satisfying their mission to the organization and the
community. Once those measurements have been identified, we will develop a comprehensive data base to track performance over time and to benchmark with other local governments. The objective
of this endeavor is to distinguish the characteristics of premium service in all functional areas so that we may strive to enhance our community and improve the service we provide our
citizens. I'd like to now touch upon what I feel are true measures of our achievements. ~ A Measure of Achievement -Addison Circle': Phase II of this project is under construction. This
high quality, high-density residential development mixed with retail and commercial has proven to be very popular. The high occupancy rates of the Phase I apartments have encouraged
the developer, Post Properties, to quickly complete Phase II and plan for Phase III development far earlier than originally anticipated. Development of Addison Circle, as well as all
of Planning Sector 5, provides us with special challenges not least of which is the street infrastructure needed to support the additional traffic to be generated by new office and residential
buildings. However, with completion of the transportation projects discussed below, I am confident we will be able to accommodate the additional development while maintaining Addison's
high quality of urban life. ~ A Measure of Achievement-Urban Transportation: Vehicular traffic is a challenge for any urban community, but Texas cities are particularly dependent upon
the automobile for transportation. Because recent commercial and office development in Addison has placed our arterial streets at capacity, a major focus of our capital project plan
is the effective transportation of people who live, work, and shop in Addison. Completion of the Keller Springs Toll tunnel, Arapaho Road Phase I projects, and the planned construction
of South Quorum Access and Addison Road widening projects will significantly improve traffic flow in and around Addison. Vehicular traffic problems can also be mitigated by effective
use of mass transit. Completion of the new DART 1\"ansit Center near Addison Circle combined with the Town's attention to providing shaded, landscaped sidewalks in the area should provide
incentive for more office workers to take the bus to work. ~ A Measure of Achievement-Arts & Entertainment District': The 1999 fiscal year should witness completion of our land acquisition
to the south of the Addison Conference and Theatre Centre (ACTC). Once properly landscaped, this sixteen acre site will complement the ACTC by providing a permanent site to host a variety
of special events. The site will also be a large green space which has proven to be essential to protecting the value and integrity of urban development. The hallmark of the district
will be the the Addison Circle Art Piece which should be completed in early 2000. The art piece is expected to attract regional attention to the district and surrounding development.
1 The Town's goals and a summary of the Vision 2020 project can be found in this Introductory section following the transmittal letter. 2 Addison Circle is described in more detail in
Sector 5 of the Town Chronicle section. 3 More information relating to the district can be found in the Hotel fund narrative as well as Sector 5 of the Town Chronicle section. page 1

page 2 ~ A Measure of Achievement-Addison Airport': The twenty-four year operating agreement with AATI will conclude December 30, 2000. The Airport 2001 Committee appointed by Council
was successful this past year in crafting a plan for transitioning to a new operating relationship which will allow the airport to enhance its reputation as the premier general aviation
facility in the region. ~ Measure of Achievement-Y2K: The Year 2000 bug [also known as the millennium bug or abbreviated as Y2K] may cause serious disruption to all segments of society.
A measure of achievement for any organization is how well it responds to unexpected occurrences whether they are natural disasters or consequences of our technology. The Town of Addison
is making every effort to minimize any inconveniences or problems associated with Y2K. Every operating department has been given the objective of developing contingency plans to either
avoid entirely the problems associated with Y2K, or work around any possible problems to maintain service to our citizens. ~ A Measure of Achievement -Technology Infrastructure': The
creation of the Information Services department in last year's budget has been a tremendous success. We now have in place a computer network which has greatly increased office productivity
and performance. The completion of the new public safety data processing and communications system this budget year is also expected to yield enhanced service to the community. 4 The
Airport 2001 process is described in more detail in the Airport Fund narrative. 5 The Town's efforts with Y2K and other technology initiatives can be located in the Information Services
fund narrative, Page 70. EXPENDITURES FUNDED WITH PROPERTY TAX REVENUE (GENERAL AND G.O. DEBT SERVICE FUNDS) $25,000,000 -$20,000,000 c $15,000,000 $10,000,000 -$5,000,000 -$0 1990 1991
II General Government II Public Safety D Streets D Parks &Recreation II Debt Service With Comparison to Total Constant Dollars 1992 1993 1994 1995 1996 1997 1998 1999 Actual ------------Estimated
Budget The majority of costs funded with property taxes are for Public Safety and Debt Service. Constant dollars (adjusted for inflation) reflect total costs comparable to those in 1990.
The Town strives to enhance the quality and scope of services while keeping costs at a minimum. -Constant Dollars Based Upon Dallas-Ft. Worth Consumer Price Index 0 0 0 i) 0 0 0 0 0
~) 
) ) ) I ' '·.) ) ) ) ) ~ A Measure of Achievement -High Quality of Service: We have had some significant turnover in our management team the past few months. However, our recent !tires
have proven to be the types of individuals who provide the hlgh level of service which has become a hallmark of Addison. In recognition of the fact that our employees are the Town's
greatest resource, I am very pleased that Council approved funding of a merit pay plan whlch will average 6% of employee salaries. THE BUDGET IN BRIE? The 1998-99 budget was developed
in context with the financial policies adopted by Council and which can be found in the appendix section of this document. Revenues for all appropriable funds total $45,139,130 in the
FY1999 budget'. Because of continued growth in our tax base, property tax revenues have increased almost five percent even with a reduction in the property tax rate from 44.75¢ to 40.00¢.
Our customer growth has also generated sufficient revenues to allow a 5% reductinn in water and sewer rates this new budget year. The budget appropriates $56,941,070 for all expenditures.
Of this amount, over 43% is dedicated to funding debt service and capital project expenditures. The $11,801,940 excess of expenditures over revenues will be supported through planned
reductions in fund balance, primarily in those funds with capital projects (Airport special revenue fund, Streets and Parks capital project funds, and Information Services proprietary
fund). Our commitment to keep operating expenses as low as possible, while maintaining existing levels of service, is reflected in our total staffing which increased only .4 FTE (full-time
equivalent') to 240.5 FTE. While the budget has grown the past few years to accommodate growth, I believe Addison has been particularly adept in keeping costs down while continuing to
provide the hlgh degree of services that our residents and businesses have come to expect. This point is illustrated by the accompanying graph which shows total expenditures funded in
part by property taxes, when discounted for inflation, are only 2.7% greater than in 1990. I want to again thank you for your leadershlp in helping us prepare this budget. The direction
and support you provide is an important ingredient to our success and is very much appreciated by Town staff. I look forward to working with you over the corning year to continue our
journey to achievement. Respectfully submitted, Ron Whltehead City Manager RW:RCM:rm 6 A more complete summary of the budget can be found in the press release following this letter.
7 For information relating to Addison's major sources of revenue, please refer to Appendix C. 8 Please refer to the Glossary of Terms in Appendix F for a more complete definition of
FTE. page 3 
page 4 The following is a reproductiDn of the press release which accompanied the presentation of the budget at the September 8, 1998, Council meeting at which time the budget was adopted.
l. Budget appropriates $56,941,070, a decline of $2,718,780 or 4.5% less than the previous year's budget; much of the decline is attributed to a smaller scope of capital projects than
envisioned in the FY98 budget. 2. Revenues total $45,139,130, a decline of $13,309,930 or 23% less than the 1997-98 budget. The decrease is primarily due to the fact that the 1999 fiscal
year budget does not envision any sale of bonds whereas last fiscal year's budget included an $11 million bond sale. Also, there are fewer capital projects in the proposed budget funded
with intergovernmental grant monies. Other significant changes to selected revenues are shown below: /li Property taxes, up $457,600 or 4.8% /li Non-property taxes (sales, alcoholic
beverage, and hotel occupancy) up $765,000 or 5.5% MUNICIPAL TAX RATE COMPARISON WITHIN DALLAS DALLAS COUNTY & PLANO 80¢-Seagoville-53 .78¢ Addison-40.00¢ --Duncanville-71.80¢ Richardson-44.39¢
Farmers Branch-44.00¢ Highland Park-26.93¢ 3. Reduction of property tax rate from 44.75¢ per $100 appraised value to 40.00¢. Of the total rate, 37.2% is directed for maintenance and
operation and 62.8% for debt service. The reduction in the total rate is due to the increase in appraised property values (see below). With the new tax rate, the property taxes paid
by the average homeowner in Addison will decline from $608.55 to $580.90, or 4.75%. 4. Appraised values for 1998 total $2,500,958,613, an increase of 18.1% over adjusted 1997 values;
Addison's percentage increase is the highest of all Dallas County communities; 1998 values include new construction of over $126 million. 5. Budget includes a five percent reduction
in water and sewer rates. The decline in rates was made possible by the larger than anticipated growth in the Town's customer base. 6. Total staffing (all funds) is at 240.5 FTE (full-time
equivalent) with no additional positions. COMPAR1U"IVE TAX LEVIES FOR AN AVERAGE ADDISON SINGLEFAMILY RESIDENCE 1997 1998 DALLAS COUNTY Market Value $170,000 $182,000 Homestead Exemptions
20% 20% Taxable Value 136,000 145,600 Tax Ratej$100 0.44510 0.4331 Tax Levy $605.34 $630.59 DALLAS lSD Market Value $170,000 $182,000 Homestead Exemptions 15,000+ 10% 15,000+ 10% Taxable
Value 138,000 . 148,800 Tax Ratej$100 1.46053 1.46053 Tax Levy $2,015.53 $2,173.26 TOWN OF ADDISON Market Value $170,000 $182,000 Homestead Exemptions 20% 20% Taxable Value 136,000 145,600
Tax Ratej$100 0.4475 0.4000 Tax Levy $608.60 $582.40 TOTAL TAX LEVY $3,229.47 $3,386.25 ) .·' .J J .. ) u ' .J ~) g 0 0 0 J ) 0 0 ) (j :) ~) 0 0 l.) u 
7. The budget proposes a merit pay increase for employees averaging 6% of salaries. 8. The budget anticipates over $15.9 million being spent on capital projects which include: :lS Completion
of Phase Ila of Addison Circle infrastructure :lS Quorum Rotary Park (Town's share) :lS Addison Circle Median Park :lS Arapaho Extension Phase I :lS South Quorum Access :lS Phase III
of Les Lacs Linear Park ~ Various water and sewer projects $ 1,015,000 $ 1,732,000 $ 610,000 $ 6,700,000 $ 3,600,000 $ 936,000 $ 740,400 (Note: project amounts reflect budget for the
project which may transcend one fiscal year.) 9. The budget also continues with installation of a state-1 of-the-art public safety IS system ($2.7 million). ) I ) ) .) ) PROPEIITY TAX
CALCULATION AND DISTRffiUTION 1998 Certified Tax Roll & Levy Assessed Valuation (100%) Rate Per $100 Thtal tax levy Percent of Current Collection Estimated Current Tax Collections Summary
of Tax Collections Current Tax Delinquent Tax Penalty and Interest Total 1998-99 Tax Collections Proposed Distribution General Fund: Current Tax Delinquent Tax Penalty and Interest Total
General Fund Debt Service Fund: Current Tax Delinquent Tax Penalty and Interest Total Debt Service Fund Total Distribution $ 2,500,958,613 0.4000 10,0003,830 98.65% $ 9,868,800 $ 9,868,800
$ Tax Rate $0.1488 0.2512 $0.4000 20,000 20,000 9,908,800 Percent of Total 37.20% 62.80% 100.00% page 5 Amount $3,671,190 7,440 7,440 3,686,070 6,197,610 12,560 12,560 6,222,730 $9,908,800

page 6 Our Mission Working together to provide and protect an enhanced quality of life for our community and each other through a balance of personalized service, • • uncompromising
commitment and individualized accountability. The Town of Addison Employees ') " J ., ·. /.<:~ ~-::7 .--,., . .. _/., . J .-, ·Y ._} ) 0·.· ., ' ) ' ·/') :') . '-.:/'0 C) . ()· ) J ·,)
,] ) ~) O• 0 0 J .) :) 8 o· u -~ u '') \. .. 0 o· :,) . () 
) ' ) ) ) ) i ) Addison Airport Board Economic Finance Department Building & Planning & Zoning Board Fleet ServicesMunicipal Court Human Resources GENERAL FUND City Manager Economic Development Finance Building and Fleet Services Municipal Court Human Resources Police Fire Environmental Services
Building Inspection Streets Parks Recreation TOTAL General Fund Hotel fund Airport fund Street Capital Project fund Utility fund Information Services fund TOTAL ALL FUNDS Addison Citizens
Mayor & City Council City Secretary City Attorney Ctty Manager City Judges Other Boards & Commissions Ass1stant C1ty Manager Streets Services Department Police Building Utilities Department
Department Inspection Special Events Theatre FISCAL YEARS 1995 1996 1997 1998 1999 6.8 7.8 8.3 8.3 8.3 1.0 1.0 1.0 1.0 1.0 11.7 11.7 11.7 11.7 11.7 8.0 8.0 8.0 8.0 8.0 5.1 4.1 4.1 4.1
4.1 3.3 3.3 3.3 3.3 3.7 73.1 75.1 76.1 77.1 77.1 53.0 53.0 53.4 53.4 53.4 2.0 2.0 2.0 2.0 2.0 4.0 4.0 4.0 4.0 4.0 6.0 6.0 6.0 5.4 5.4 16.0 19.0 19.0 19.0 19.0 10.5 11.0 11.0 11.0 11.0
200.5 206.0 207.9 208.3 208.7 7.7 9.7 9.7 11.2 11.2 0.3 0.3 0.3 0.3 0.3 0.8 0.8 1.3 2.1 2.1 12.9 12.9 13.4 14.2 14.2 0.0 0.0 0.0 4.0 4.0 222.2 229.7 232.6 240.1 240.5 All positions are
shown as full-time equivalent (FTE). page 7 rJ'J ,... ~ ~ ~ •• = Difference CIQ 98-99 0.0 0.0 0.0 0.0 0.0 0.4 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.4 0.0 0.0 0.0 0.0 0.0 0.4 
page 8 rJJ Qj •IIIII ~ ~ e e = rJJ 'C = = ~ Council Adopted 1998-99 Annual Budget Combined Summary of Revenues and Expenditures All Funds Subject to Appropriation With Com2arisons to
1997-98 Budget Special Revenue Funds BEGINNING BALANCES REVENUES: Ad valorem tax Non-property taxes Franchise fees Licenses and permits Intergovernmental Service fees Fines and penalties
Rental income Bond proceeds Interest & other income TOTAL REVENUES 1l:ansfers from other funds TOTAL AVAILABLE RESOURCES EXPENDITURES: General government Public Safety Urban development
Streets Parks & Recreation Tourism Aviation Utilities Debt service Capital projects TOTAL EXPENDITURES 1Iansfers to other funds ENDING FUND BALANCES General Fund Hotel Airport $ 4,710,310
$ 6,086,610 $ 2,666,110 $ 3,686,070 0 0 9,750,000 4,850,000 0 2,624,000 0 0 472,750 0 0 0 0 562,500 1,065,100 297,000 785,000 535,000 0 0 125,000 251,500 115,000 0 0 0 350,000 260,000
35,000 18,607,920 5,658,500 1,497,500 0 0 0 23,318,230 11,745,110 4,163,610 4,138,370 0 0 9,701,990 0 0 485,890 0 0 1,099,980 0 0 2,473,690 0 0 0 3,741,780 0 0 0 874,740 0 0 0 0 0 0
0 1,545,000 2,860,000 17,899,920 5,286,780 3,734,740 550,000 415,000 0 $ 4,868,310 $ 6,043,330 $ 428,870 $ Distribution of Revenues -All Funds Interest & Other (4%) Other 61,140 0 0
0 0 0 0 0 0 0 14,350 14,350 0 75,490 0 30,300 0 0 10,000 0 0 0 0 0 40,300 0 35,190 Bond Proceeds (1 %) Rental Income [1%) Ad Valorem Tax (22%) Fines & Penalties (1 %) Service Fees (26%)
Debt Service Funds Occupancy General Tax Revenue $ 1,860,780 $ 299,020 6,222,730 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 200,000 15,000 6,422,730 15,000 0 415,000 8,283,510 729,020 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 6,565,280 434,000 0 0 6,565,280 434,000 0 0 $ 1,718,230 $ 295,020 Intergovernmental (5%) Ucenses & Permits (1%) Franchise Fees [6%) Non-Property Taxes (33%) ()
q :) 0 :) ~) ~) 0 0 0 0 0 (".)· ,, () J () () 0 J u 0 0 0 0 0 0 
•) I ) .. I .. ) ./. ) i ) Capital Project Funds Streets Parks $ 7,706,470 $ 2,164,350 0 0 0 0 0 0 0 0 1,640,000 0 0 0 0 0 0 0 0 0 200,000 50,000 1,840,000 50,000 550,000 0 10,096,470
2,214,350 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,721,570 1,940,000 8,721,570 1,940,000 0 0 $ 1,374,900 $ 274,350 Total Revenues Decrease in fund balance Total Appropriable funds Total
Appropriations Utili!}' $ 5,105,050 0 0 0 0 0 6,554,000 55,000 0 0 434,200 7,043,200 0 12,148,250 0 0 0 0 0 0 0 4,668,270 2,020,400 838,900 7,527,570 0 $ 4,620,680 $45,139,130 11,801,940
$56,941,070 $56,941,070 $ $ Proprietary Funds Total All Funds Risk Capital Information Retention Re~lacement Services 1998-99 1997-98 1,323,690 $ 1,174,700 $ 1,969,010 $ 35,127,240 $
24,506,070 0 0 0 9,908,800 9,451,200 0 0 0 14,600,000 13,835,000 0 0 0 2,624,000 2,527,000 0 0 0 472,750 414,400 0 0 0 2,202,500 6,419,070 1,410,300 447,770 1,273,410 11,832,580 11,121,390
0 0 0 590,000 635,000 0 0 0 491,500 437,500 0 0 574,450 574,450 10,976,000 71,000 78,000 135,000 135,000 1,842,550 2,632,500 1,481,300 525,770 1,982,860 45,139,130 58,449,060 0 0 0 965,000
2,605,500 2,804,990 1,700,470 3,951,870 81,231,370 85,560,630 1,477,900 1,000 795,010 6,412,280 6,028,870 0 210,000 2,216,000 12,158,290 11,350,330 0 0 0 485,890 502,230 0 47,000 0 1,146,980
1,126,760 0 44,000 0 2,527,690 2,882,120 0 0 0 3,741,780 3,458,100 0 0 0 874,740 658,290 0 0 0 4,668,270 4,281,490 0 0 0 9,019,680 9,294,180 0 0 0 15,905,470 20,077,480 1,477,900 302,000
3,011,010 56,941,070 59,659,850 0 0 0 965,000 2,605,500 1,327,090 $ 1,398,470 $ 940,860 $ 23,325,300 $ 23,295,280 Distribution of Expenditures -All Funds Utilities (8%) General Government
(11%) Public Safety (21 %) Urban Development (1%) Streets (2%) Parks & Recreation (4%) Tourism (7%) Aviation (2%) page 9 
page 10 The Goals for Addison and the 2020 Vision Project represent general guidelines for directing the administration and development of the Town of Addison. The goals and vision are
reviewed annually by the Council. Neither the vision nor the goals were modified by Council for the 1999 budget. Introduction The Addison 2020 Vision Project serves as a guiding tool
for future Addison Town Councils to use as they perform their decision making responsibilities. The 2020 Vision is divided into three sections. Section I presents the Committee's vision
for Addison in the year 2020 by examining the Town's overall orientation and development at that time. Section II addresses specific opportunities and challenges for the Town by geographic
and functional areas. Section III identifies action recommendations to be considered so Addison may realize the 2020 Vision. The following synopsis highlights the major tenets of the
Committee's work. The bulleted statements are intended to represent the Committee's recommended vision for Addison in the year 2020. To effectively meet the challenges of the next century
and seize opportunities, Addison should ... 1:: Continue to build Addison's reputation as a prime location for small, medium and start-up businesses. 1:: Focus on the retention and expansion
of existing business. 1:: Work with developers to identify high profile corporate center uses for land along the Tollway corridor. 1:: Maintain open communication between the business
and residential communities. Help both groups realize inter-relationship is an important key to their success. 1:: Consider high quality, multi-family or high density housing for residential
development in the future. A diversified residential community catering primarily to adults should be targeted. 1:: Create incentives for the redevelopment of the Brookhaven Club area.
1:: Acknowledge that changing lifestyles and demographics make high density housing attractive and recognize that density can be a positive influence when integrated with green space
and parks. 1:: Increase the Town's attention to aesthetics. Parks, medians, entrances into the community, landscaping and building appearance should be featured. 1:: Encourage the development
of the Arts and art in public places. 1:: Pursue development of a mixed-use, urban residential district that combines a special events site and arena in the area north of Belt Line Road
between Addison Road and Quorum Drive. ~ Make Addison's name synonymous with year round special events. If possible, secure adequate space for these events through longterm lease or
purchase. 1:: Review infrastructure improvements as they become necessary. Infrastructure improvements should include pedestrian oriented means of travel. Preparing for advanced telecommunication
networks is imperative. ~ Acquire land and right-of-way to ensure Addison's participation in the development of future rail transit opportunities. 1:: Pursue development of the Addison
Airport as a corporate jet port which houses aircraft from throughout North Texas. 1:: Continue to stress the high quality and level of service delivered by the Town as a distinguishing
asset. ~ Provide the best possible educational opportunities for residents of all ages. 1:: Foster a sense of community in Addison residents by involving them in a variety of community
events and municipal service. The 2020 Vision Committee believes the report should be reviewed on an annual basis to ensure the Town's development is proceeding properly. -~ J ~--. ..
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) :) Mission Statement The Town of Addison will maintain a dynamic progressive quality atmosphere in which to work, play and live with an emphasis on balanced growth. Goals for Addison
Provide diversified residential housing opportunities. 21 Explore means for increasing single-family developments in balance with the growth of multi-family opportunities. 21 Explore
creative means to upgrade existing multi-family structures. ~ Maintain the integrity of residential neighborhoods through the use of buffers, park systems and landscaping. 21 Acknowledge
that changing lifestyles and demographics may make high quality, multifamily or high density housing an attractive opportunity. 21 Continue development of mixed-used housing and business
development in accordance with the recommendations of the Master Plan and encourage the progress of further development of an urban residential district north of Belt Line Road between
Addison Road and Quorum Drive. Provide for a diversified business climate. ~ Encourage retail business. il: Build Addison's reputation as a prime location for small, medium and start-up
businesses while continuing to pursue appropriate larger businesses and corporate entities for the community. 21 Enhance open communication between local government, the business community,
Town Hall and the residential sector. ~ Recognize the significance of Addison's premier locations for promoting our image and success. ~ Pursue economic development through the use of
an innovative program of work that seeks to provide stable and expanded employment opportunities. ~ Encourage redevelopment and upgrades along Addison Road, including improvements to
Addison Road. il: Retain and enforce our commitment to landscaping. Continue to attract visitors. ~ Create and promote special events. ~ Promote the arts and cultural events. 21 Support
the creation of art in public places. il: Promote Addison Airport as a tourism and visitor destination through special events and on-site attractions as well as pursuing the continued
development of the Airport as a corporate aircraft center. ~ Develop additional innovative uses of the Hotel/Motel fund that will build tourism. Conduct the business of the Town in a
fiscally responsible manner. 21 Retain high bond rating and financial reputation. 21 Retain policy on high (25%) financial reserves. /l: Ensure ongoing review of all service and contract
providers. ! Explore new and innovative revenue sources. il: Promote and utilize Addison businesses whenever possible in making municipal purchases. il: Adopt Town budgets in context
of the long-term financial plan which emphasizes funding of capital projects through operating revenues instead of issuing debt. Provide quality leisure opportunities. il: Review recreation
offerings for the residential and business communities on a regular basis. il: Maintain resident -only use of the Addison Athletic Club. il: Pursue implementation of the Parks Master
Plan and related facilities as deemed appropriate. ~ Maintain the excellence of the Addison park system. 21 Promote xeriscaping as a water conservative and low maintenance form of urban
landscaping. Employ high quality service-oriented personnel. ~ Maintain present friendly, professional and highly qualified employee standards to Town personnel. il: Promote educational
standards. ~ Provide innovative and flexible compensation policies. page 11 
page 12 Provide a safe environment. ~ Maintain a best model reputation in police and fire services. ~ Develop programs to reduce crime throughout the community. ~ Encourage the public
safety departments to pursue cooperative inter-agency and intergovernmental approaches to service provision. ~ Promote proactive neighborhood-based crime watch. :IS Support social services.
~ Support strict health and code enforcement. ~ Uphold commitment to environmental programs. ~ Promote high visibility and community involvement for public safety employees. Promote
quality transportation services. ~ Pursue implementation of the Transportation · Master Plan. ~ Recognize and advocate the significance of DART rail for our business and growth development.
:IS Improve our street system while maintaining the integrity of landscaping and our commitment to quality street maintenance. ~ Explore infrastructure improvements and intra· city transportation
as well as pedestrian oriented means of travel. ~ Continue to install th~ necessary fiber optics framework to make Addison a "virtual community'". :IS Continue the improvement of the
Addison Airport facility and infrastructure through the pursuit of FAA funds. ~ Support the Keller Springs Toll "funnel and the Arapaho Road extension. Pursue the finest educational
offerings for the community. :!S Continue the Town's interlocal agreement for library services with the City of Farmers Branch. :IS Pursue associations with learning institutions to
provide continuing education offerings to the Town's resident and business population. ~ Continue to pursue enhanced primary and secondary school opportunities for Addison children.
Work to instill a "sense of community" in our residents. ~ Build a sense of community through the continuation of activities like the candidate forums, Town Hall meetings, and newsletters.
~ Find new avenues to involve more residents in the civic process and to serve on boards and commissions with the hope of developing new leaders from a cross-section of the community.
' ' J ) u /) . ' ~) 0 0 0 0 ;_) _) u (;) 0 0 0 0 0 0 0 0 0 
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page 14 Fund Description The fund accounts for resources traditionally associated with governments which are not required to be accounted for in another fund. Fund Narrative During the
budget process it is the General fund which receives the most scrutiny from Town staff, the council, and the public. The attention is deserved because it is this fund which reflects
most of the critical issues affecting the community, from establishing a tax rate to determining employee staffing and benefits. The following narrative reports the major aspects of
the General fund budget for both concluding and new fiscal years. Operational accomplishments and goals are reported in the department narratives. Concluding Fiscal Year Financial Performance
Revenues are estimated to be $149,720 or just 0.8% greater than anticipated in the 1997-98 budget and 4.5% greater than actually received during the 1996-97 fiscal year. Most revenue
categories performed as anticipated in the budget. Significant disparities are noticed in oniy two two areas. Building and construction permits are estimated to be 51% greater than budget
and reflect the construction activity occurring with office and multifantily developments. Court fines may be short of the budgeted amount by as much as 22%; the decline is attributed
to turnover in the Police department which affected the issuance of traffic citations. Expenditures are expected to be $68,780 or 0.4% less than the adopted budget. Of the fourteen operating
departments all but five are expected to be within their original individual budgets. Even those departments which may exceed their annual budgets will do so by only minor amounts; the
greatest disparity was with the Combined Services department which is projected to exceed its budget by 3%. All excess expenditures were properly recognized with budget amendments approved
by Council in June. The differences estimated for revenues and expenditures, combined with a higher beginning fund balance, contributed to an estimated ending fund balance of $4,710,310
which is $118,530 greater than originally budgeted. 1998-99 Budget Reveriues1 Revenues are expected to total $18,607,920 which represents a 5.1% increase over the previous year's budget.
Over $450,000 of the increase is attributed to revenue generated from property taxes. Although the rate levied for General fund purposes actually declined from the previous year (14.88¢
compared to 15.3U), the 18.1% increase in appraised values will net higher revenues. Revenue from sales and alcoholic beverage taxes is expected to increase a modest 2.2%. The most significant
percentage increases are expected for the licenses/permits and service fee categories. Licenses/perntits will continue to reflect the dynamic construction activity experienced the last
two years and which is expected to continue for the next twelve to eighteen months. Service fees will grow primarily due to greater demand for services fueled by new office and multifantily
developments.' The only category expected to materially decline next year is court fines which, following the experience of the concluding fiscal year, is expected to go down approximately
8.5%. Expenditures Total fund expenditures for the 1999 fiscal year have been appropriated at $17,899,920, an increase of $938,580 or 5.5% over the 1997-98 budget. Most of the increase
is associated with Personal Services category which represent the salaries and benefits paid to Addison employees accounted for in the General fund. General fund staffing comprises 208.7
FTE (full-time equivalent) positions which is just 0.4 FTE greater than the previous year due to the increased hours of a part-time position in the Human Resources department. Funding
of the Town's merit pay plan at an average of six percent of employee salaries', and increased costs associated with the Town's retirement and group medical plans contributed to the
higher category expenditures. Another substantive increase came in the Capital Replacement category. All General fund equipment and rolling stock valued at more than $5,000 individually,
or as an integrated group (e.g. computer equipment), is amortized over its useful life in either the Information Services fund or the Capital Replacement fund.' Contributions to those
funds are made from the individual department budgets. The installation of the new general government computer in 1998 and the 1 For more extensive discussion of major revenues, please
refer to Appendix C. 2 The Town Chronicle section of this document describes the scope of these developments. 3 The impact to the budget of the six percent merit pay distribution will
only be 4.5% to salary expenditures because the salary increases will not be distributed until the second quarter of the fiscal year. For more information pertaining lo the Town's pay
plan, please refer to Appendix G. 4 These fund statements and narratives can be found on pages 70 and 74, respectfully. ;'"' ;)' '--:-. '"' ·.) 1) '·· 
planned installation of the public safety computer system in 1999 have increased the level of General fund department contributions. Presentation of General fund expenditures by department
was modified slightly in the new budget year with the consolidation of the Building Inspection and Environmental Services departments into one department titled Urban Development. Although
this organizational change took place effective the new budget year, the statement of expenditures consolidates the financial information for prior year actual and 1997-98 budget and
estimated columns. General Fund Operating Expenditures As part of its long-term financial plan' the General fund is transferring $550,000 of surplus fund balance to the Streets Capital
Project fund to support railway crossing improvements in the Urban District area ($300,000) and the 1998 Asphalt Street Rehabilitation program ($250,000). After expenditures and transfers
to other funds, the budget projects an ending fund balance of $4,868,310 which represents 27% of operating expenditures, exceeding the 25% minimum balance established by the Town's financial
policies.' 5 Please refer to Appendix D for an explanation of the fund's longterm financial plan and its affect on this year's budget development. 6 Please refer to Appendix B for the
Town's Financial Policies. . ' BY MAJOR COST CATEGORY ) . ) ) ) ) ) Cate o Personal Services Supplies Maintenance Contractual Services Capital Replacement/Lease Ca2ital Outlay Total
Personal Services (62.9%) Actual Budget Estimated Budget 1996-97 1997-98 1997-98 1998-99 $ 10,105,925 $ 10,646,230 $ 10,716,930 $ 11,256,180 665,314 648,320 647,670 707,030 1,388,806
1,816,060 1,760,390 1,831,330 2,751,494 2,749,430 2,661,730 2,841,220 899,210 909,680 907,730 1,049,340 146,404 191,620 198,450 214,820 $ 15,957,153 $ 16,961,340 $ 16,892,560 $ 17,899,920
General Fund Expenditures (By Category) Contractual Services (15.9%) Capital Outlay (1.2%) Supplies (3.9%) Capital Replacement/Lease (5.9%) Maintenance (10.2%) City Government is a service
industry which relies predomiiumtly on its employees to serve the community. The mo.jority of costs are associated with employee salaries and benefits. page 15 
) page 16 ,•'--:). -·_ )' ,---, General Fund y STATEMENT OF REVENUES AND EXPENDITURES ') ,-:-~ Actual Budget Estimated Budget 'J 1996-97 1997-98 1997-98 1998-99 ) BEGINNJNG BALANCE $
5,579,649 $ 4,867,140 $ 4,891,170 $ 4,710,310 ) REVENUES: ~) Advalorem taxes 2,937,878 3,235,580 3,239,500 3,686,070 ' Non-property taxes 9,117,606 9,535,000 9,520,000 9,750,000 /Franchise
fees 2,439,476 2,527,000 2,511,450 2,624,000 ') ·~>-Licenses and permits 550,173 414,400 595,250 472,750 0 Service fees 974,786 931,000 1,038,000 1,065,100 Fines and penalties 575,330
585,000 457,500 535,000 J Interest earnings 341,259 340,000 355,000 345,000 0 Rental income 120,161 120,000 126,000 125,000 Other 17,001 10,000 5,000 5,000 9 \.; " TOTAL REVENUES 17,073,670
17,697,980 17,847,700 18,607,920 0 ·' ~ TOTAL RESOURCES AVAILABLE 22,653,319 22,565,120 22,738,870 23,318,230 Q = EXPENDITURES: 0 = General Government: f) •, City manager 699,790 792,390
775,440 882,520 0 ~ Economic development 158,551 165,660 153,270 163,550 Finance 782,659 846,910 836,000 896,460 D Building and fleet services 479,968 564,450 564,560 577,160 u ~ Municipal
court 409,552 426,900 414,870 466,200 ~ Human Resources 181,879 231,970 235,530 249,390 .) Combined services 720,806 684,800 705,800 685,100 u ~ Council projects 125,182 187,820 175,420
217,990 aJ Public Safety: <) . Police 4,811,028 5,137,290 5,186,840 5,602,590 -:) = Fire 3,770,703 3,913,840 3,952,710 4,099,400 Urban Development 369,317 443,610 432,490 485,890 ,)
aJ Streets 975,101 1,041,910 1,033,530 1,099,980 0 Parks and Recreation: ~ Parks 1,497,483 1,690,300 1,620,600 1,670,800 0 . Recreation 975,134 833,490 805,500 802,890 0 .. TOTAL EXPENDITURES
15,957,153 16,961,340 16,892,560 17,899,920 0 OTHER FINANCING USES: ') Expanded service levels 0 0 0 0 ' Transfer to streets capital fund 1,033,000 662,000 786,000 550,000 ') Transfer
to parks capital fund 772,000 350,000 350,000 0 u TOTAL OTHER FINANCING USES 1,805,000 1,012,000 1,136,000 550,000 0 ENDING FUND BALANCE $ 4,891,166 $ 4,591,780 $ 4,710,310 $ 4,868,310
0 0 ·_) .;_._,' ,) 0 0 ") \ ·; 0 '..) 
) ) ') ) --· General Fund SCHEDULE OF REVENUES BY SOURCE Actual 1996-97 Advalorem taxes: Current taxes $ 2,920,443 Delinquent taxes 7,092 Penalty & interest 10,343 Non-property taxes:
Sales tax 8,462,674 Alcoholic beverage tax 654,932 Franchise fees: Electric franchise 1,404,949 Gas franchise 119,470 Telephone franchise 814,792 Cable franchise 40,281 Street rental
fees 59,984 Licenses and permits: Business licenses and permits 121,812 Building and construction permits 428,361 Service fees: General government 180 Public safety 711,810 Urban development
4,315 Streets and sanitation 196,020 Recreation 62,461 Court fines 575,330 Interest earnings 341,259 Rental income 120,161 Other 17,001 TOTAL REVENUES $17,073,670 DISTRIBUTION OF REVENUES
BY SOURCE General Ftmd Rentals & Miscellaneous [.8%) Non-Property Tax [52.4%) Licenses & Permits (2.5%) Service Fees [5.7%) Fines & Penalties (2.9%) Franchise Fees (14.1 %) Budget Estimated
Budget 1997-98 1997-98 1998-99 $ 3,221,100 $ 3,225,000 $ 3,671,190 6,850 6,500 7,440 7,630 8,000 7,440 8,860,000 8,800,000 8,950,000 675,000 720,000 800,000 1,500,000 1,450,000 1,500,000
110,000 127,850 110,000 870,000 873,600 949,000 35,000 35,000 40,000 12,000 25,000 25,000 104,100 126,150 125,650 310,300 469,100 347,100 200 200 200 667,000 751,900 767,500 6,000 5,400
4,900 190,800 214,500 226,500 67,000 66,000 66,000 585,000 457,500 535,000 340,000 355,000 345,000 120,000 126,000 125,000 10,000 5,000 5,000 $17,697,980 $ 17,847,700 $ 18,607,920 DISTRIBUTION
OF EXPENDITURES BY FUNCTION General Ftmd Urban Development [2.7%) General Government (23.1 %) page 17 
page 18 ·"/·"'.", . •'"\ . J ,, _ _) ,-) ') ' . '; o· () '· 0 ') \) •) ) () . o. 0 ry . ,., \ .. /) ,) \). :) 0 ;) ') ' 0 '':Cc.O...'J\ () . D· 
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page 20 DEPARTMENT MISSION To effectively implement and administer the policies established by the Council. The City Manager is responsible for making recommendations to the Council
concerning policies and programs and developing methods to insure the efficient operation of city services. The department accounts for all expenditures related to the city manager,
his support staff, and the operation and maintenance of Town Hall. PROGRAM NARRATIVE Accomplishments for F¥1998: z:i Completed property right-of-way negotiations and began construction
of the DART Transit Center and Arapaho Road Extension-Phase I. z:i Continued property acquisition for the "Addison Arts and Cultural Events District" and approved a design concept for
the district. ~ Successfully concluded the "Addison Airport 2001" community task force process investigating future management scenarios for Addison Airport. lS Recruited and hired a
number of senior management positions to include a new human resources director, MIS director, police chief, and visitor services director. ORDINANCES AND RESOLUTIONS WRITfEN 160 140
120 100 80 60 40 20 ' 0 I (By Fiscal Year) 1995 1996 1997 1998 • Ordinances c Resolutions lS Worked with the U.S. Postal Service to construct and open a new Addison Post Office with
local delivery following a city-wide election to consolidate the Town's five zip codes to only two. Objectives for FY1999: lS Partner with the non-profit organization Communities in
Schools and Anne Frank Elementary to begin a student outreach services program at the new D.I.S.D. campus which serves all of Addison's elementary school children. ~ Implement a community
involvement and municipal educational program referred to as the "Addison Citizen Academy" for the purpose of fostering greater understanding of local governance in Addison and a stronger
sense of community. ~ Begin the recruitment and evaluation process to select a managing operator of Addison Airport at the conclusion of the current operating agreement. lS Proceed with
plans to construct a a street connector in the South Quorum area for the purpose of improving traffic egress and ingress. ~ Supervise and coordinate construction of the Addison Circle
public art piece. ~ Continue to offer employees professional growth and development opportunities while identifying outlets to celebrate organizational successes. ~ Identify services
critical to serving the community and evaluate how those services may be impacted by the Y2K issue. Develop contingency plan for providing critical services in the event of Y2K disruptions.
Major Budget Items: ~ Library cards for Addison residents to use Farmers Branch library ($27,000). ~ Fees associated with public relations consultant ($10,000). lS Department's contribution
to Information Systems fund for computer maintenance and operation ($80,000) and amortization of computer equipment ($9,810). ~ Funding of eventual purchase of Town Hall building at
the conclusion of the long-term lease ($25,000). lS Replacement of building's six HVAC units ($35,000) and refinishing of wood floors ($20,000). j /' ·__; () ') () :) ,) ,, ) () (J 0
0 0 ) ) u 0 0 J u ::) :·__; 0 0 u u 
page 21 Actual Budget Estimated Budget EXPENDITURES 1996-97 1997-98 1997-98 1998-99 Personal Services $507,415 $555,140 $542,220 $590,910 Supplies 28,275 25,350 28,150 25,850 Maintenance
15,354 73,700 71,800 117,520 Contractual Services 120,116 99,400 94,470 109,800 Capital Replacement/Lease 28,630 38,800 38,80038,440 Capital Outlay 0 0 0 0 TOTAL Department Budget $699,790 $792,390 $775,440 $882,520 ! Budget Budget Budget Budget STAFFING Level 1995-96 1996-97 1997-98 1998-99 City Manager N/C*
1.0 1.0 1.0 1.0 Assistant City Manager 28-E 1.0 1.0 1.0 1.0 Director-Development Services/City Secretary 26-E 1.0 1.0 1.0 1.0 Assistant to the City Manager 21 -E 0.5 0.5 0.5 0.5 Manager-Public
Relations 15-E 0.3 0.3 0.3 0.3 Administrative Assistant 11-N 0.0 1.0 1.0 1.0 ) Secretary-Executive 9-N 1.0 1.0 1.0 1.0 ) Secretary-Administrative 7-N 0.5 0.5 0.5 0.5 Secretary-Department
5-N 1.0 0.0 0.0 0.0 Receptionist 4-N 1.0 1.0 1.0 1.0 Intern 0-N 0.5 1.0 1.0 1.0 TOTAL 7.8 8.3 8.3 8.3 *N/C -Not Classified ) Action taken by the Addison Town Council during the 1997-98
fiscal year included adoption of a number of important ordinances and resolutiop.s such as: ~ Authorized the exchange of land for the ~ Authorized the Town to proceed with the widening
of Arapaho Road and obtained parking process of selecting an operator for the Addison rights for special events. Airport at the completion of the current contract. ~ Entered into agreements
with social and ~ Authorized the Town to purchase or pursue community service agencies for the provision purchase of parcels of land for the Arts and of services to residents. Events
District and for the Addison Airport. ~ Approved concept and authorized staff to solicit ~ Adopted a tax rate of 40~ per $100 of assessed •<) bids for the construction of Esplanade Park
in value. .. ' Addison Circle Phase II. ~ Authorized the development of a Public Rights-~ Approved the construction of Blueprints, a of-Way management Plan. sculpture to be placed in
the traffic circle at ~ Authorized design development for Les Lacs Addison Circle. Unear Park -Phase Ill. ~ Supplemented the Addison Circle Master ~ Entered into an interlocal agreement
with Facilities Plan to provide for the extension of Farmers Branch for the use of its 800 Mhz mobile Spectrum Drive to the north. data channel. > ~ Approved a new lease policy for the
Addison Airport. -
page 22 DEPARTMENT MISSION To develop and administer the Town's economic development program which seeks to satisfy the Town's goal of maintaining a prosperous, diversified local economy.
PROGRAM NARRATIVE Accomplishments for F¥1998: ~ Developed and published a newsletter targeted for the aviation business community on Addison Airport. ~ Placed the Town of Addison's targeted
economic development advertising campaign in select markets to include Texas Monthly, various chambers of commerce and industry publications, and the Dallas Business Journal. ~ Continued
to partner with identified business development organizations and chamber of commerce to advance the business interests of Addison through the Greater Dallas, North Dallas, and Metrocrest
chambers as well as the Addison Business Association. ~ Participated in business expositions, most notably the Greater Dallas Realtors Expo, to promote Addison as a prime location for
business relocation and expansion. Objectives for F¥1999: ~ Identify new markets for placement of the Town's targeted economic development advertising campaign. ~ Work with the University
of North Texas Survey Research Center to conduct a municipal services and location profile satisfaction survey of local businesses. ~ Identify targeted specialty retail for relocation
or start-up ventures in Addison for a more diversified retail base. 1:: Participate in identified aviation professional organizations and aviation expositions to more effectively promote
Addison Airport within the industry. ~ Continue the practice of hosting "Mayor's Breakfasts" as an informal forum to interact with identified members of the Addison business community.
Major Budget Items: ~ Costs associated with producing three business institutes ($18,000). ~ Advertising in various professional magazines and journals ($15,000). ~ Department's budget
includes the General fund's 60% portion of the annual Town calendar ($40,000); the remaining 40% will be supported by the Hotel fund. ~ Production of a quarterly business newsletter
($8,000). ~ Professional services related to conducting local business satisfaction survey ($7,000). TOP 10 ADDISON EMPLOYERS Company Name Number of Employees MBNA Hallmark Information
Services 2,000 Excel Telecommunications Inc. 1,400 Mary Kay Cosmetics Inc. 1,000 Advanced Telemarketing Corporation 700 Elcor Corporation 700 CompUSA 600 Frito Lay Inc. 500 Hotel Inter-Continental
Dallas 483 Ameriserve 450 Intecom Inc. 350 ' . .J ' ·) ' ; 0-. . · 0 ) J ._) Q () () 0 () 0 0 u l._) 
i ) ) ) ) ) ) ''"' ) ) ) Actual EXPENDITURES 1996-97 Personal Services $46,075 Supplies 10,157 Maintenance 120 Contractual Services 102,199 Capital Replacement/Lease 0 Capital Outlay
0 TOTAL Department Budget $158,551 Budget STAFFING Level 1995-96 Assistant to the City Manager 20-E 0.5 Secretary -Administrative 7-N 0.5 TOTAL 1.0 ECONOMIC DEVELOPMENT PACKETS DISTRIBUTED
200 150 100 50 0 1996 1997 OFFICE OCCUPANCY 90% BO% Budget Estimated Budget 1997-98 1997-98 1998-99 $50,250 $51,460 $54,890 6,700 4,000 10,000 9,450 9,450 4,270 96,350 85,450 92,750
2,910 2,910 1,640 0 0 0 $165,660 $153,270 $163,550 Budget Budget Budget 1996-97 1997-98 1998-99 0.5 0.5 0.5 0.5 1.0 1.0 One method used to attract businesses to Addison is the distributinn
of packets to interested parties. The packets contain information related to the community's demographics, cost of office rentals and utilities, availability of transportation. area
educational institutions and other information which will encourage businesses to locate in Addison. The decline in 1998 is due to fewer companies requesting information about Addison.
All of Addison's office buildings are of "Class A or B" status, due largely to the fact that most were built within the last 15 years. 0.5 0.5 1.0 60o/o +-------~----~------~------+-----~
1993 1994 1995 1996 1997 1996 -+-Addison --Dallas CBD page 23 
page 24 DEPARTMENT MISSION To optimally manage the Town's finances through its accounting, collections, and purchasing divisinns. The Director of Finance is charged with satisfying this
mission by providing general supervision to the divisions, Building and Fleet Services, and Municipal Court departments. The Director develops the Town's comprehensive annual financial
report, administers the Town's risk management and treasury functions, and assists the City Manager with development of the Town's annual budget. PROGRAM NARRATIVE Accomplishments for
FY 1998: ~ Developed and implemented procedures for filing insurance claims for ambulance patients providing insurance and researching delinquent accounts using Credit Check software.
~ Incorporated Addison's "Request For Bids" and "Request For Proposals" into the Town's Internet Home Page. The use of the Internet will increase . exposure to more bidders and improve
efficiency. ~ Prepared comprehensive annual report incorporating for the first time SEC Rule 15[c)22· 12 continuing disclosure requirements. ll: Developed and implemented procedures
for automating Conference Centre billing through accounts receivable computer module. ~ Worked with financial advisors for successful issuance of $11 million in certificates of obligation.
PURCHASE ORDERS PROCESSED 5,000 • Departments o Purchasing 10,000 PERCENTAGE OF DOLLARS SPENT Purchasing {87%) Department (13%) Operating departments issue their own purchase orders
up to $1,000. 00. This ceiling reduces the number of orders processed by purchasing while mnintaining control over review of the dollars spent. Objectives for FY 1999: 21 Evaluate and
install software to enable electronic filing of insurance claims for ambulance billing. ll: Evaluate impact of GASB Statement 31 on Town's investment policy and strategies and make appropriate
modifications to policies. ~ Expand performance measurement program to more functions and include benchmarks from other cities. 21 Expand business data base to allow for analyses of
impact to to city services and economy of different types of development. ::\ Develop and implement a pilot program using procurement cards for high volume -low dollar purchases. ::\
Identify functions needed to assist other departments with providing critical services to the community. Evaluate how those functions will be disrupted by the Y2K issue and develop appropriate
contingency plans. Major Budget Items: ~ Professional services including audit ($16,000), payments to Dallas County Appraisal District ($60,000), banking fees [$2,500), and cash advisory
fees ($13,000). ~ Department's share of amortization of computer system [$69,740). ~ The department's maintenance budget includes funds for computer service charges ($51,240), replacement
HVAC system [$25,500), and routine maintenance of the building ($10,500). PERCENT INVOICES PAID WITHIN 30 DAYS 100.0% T 99.5% -~ I 99.0% i 98.5% T 98.0% L 1996 1997 1998 The department
strives to pay ail invoices within 30 days of receipt. Accomplishing this goal requires the coordinated efforts of vendors, purchasing staff, receiving departments and the accounts payable
clerk. () .·--, ) ) ;) 0 0 \) ) . ) ~) ~) ') ~) 0 0 ') ) 
. -I .. ; I ) ) ) ') EXPENDITURES Personal Services Supplies Maintenance Contractual Services Capital Replacement/Lease Capital Outlay TOTAL Department Budget STAFFING Level Director-Finance
26-E Manager-Collections 17-E Manager-Purchasing 17-E Manager-MIS 15-E Manager-Accounting 16-E Administrative Assistant 13-E Secretary-Administrative 7-N Assistant-Accounting 7-N Assistant-Tax
7-N Clerk-Cashier 4-N Clerk-Purchasing & A/P 4-N TOTAL NUMBER OF BILLS PROCESSED 70,000 60,000 50,000 .,. i 40,000 t i 30,000 T 20,000-'-10,000 + ' 0 1995 1996 1997 1998 DTax • Utility
DAmbulance 111 Miscellaneous Actual Budget Estimated Budget 1996-97 1997-98 1997-98 1998-99 $46l,lll $511,760 $503,240 $540,630 35,972 31,470 33,570 32,520 52,046 134,270 129,870 96,540
148,296 144,250 137,300 146,400 79,090 25,160 22,520 73,370 6144 0 9 500 7 000 $782,659 $846,910 $836,000 $896,460 Budget Budget Budge Budget 1995-96 1996-97 1997-98 1998-99 1.0 1.0
1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.0 0.0 1.0 1.0 1.0 1.0 0.0 0.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 2.0 2.0 1.7 1.7 1.7 1.7 11.7 11.7 11.7
11.7 BILLS PROCESSED BY POSmON 20,000 15,000 10,000 ., "'"I oJ--1· --+--------j 1995 1996 1997 1998 Growth as a result of development increased the workload yet there has been no increase
in staffing due to the implementation of such automated processing techniques as bar coding and automatic debit of customer bank accounts. page 25 
page 26 DEPARTMENT MISSION To ensure all Town buildings are mnintained to be an attractive and comfortable environment condudve to conducting Town business, and the Town's fleet of vehicles
is maintained to meet the highest standards of safety and efficiency. Department staff also manage the Town's inventory of office and custodial supplies, transport mail and supplies
among the eight municipal buildings, coordinate the Town's telecommunications network, and administer hazardous material handling. Costs associated with operation and maintenance of
the Town of Addison Service Center are reflected in the department's budget. The Service Center houses the Parks, Street, Environmental Services, Building Inspection, Utility, Human
Resources, Information Services, and Building and Fleet Services departments. PROGRAM NARRATIVE Accomplishments for F¥1998: :".: Developed specifications, and coordinated the installation
of replacement carpeting in Town Hall, the Athletic Club, the Service Center, and the Finance and Police buildings. :".: Worked with the new Information Services department to achieve
successful installation of cabling in all buildings to accommodate new networked computer system. ~ Supervised completion of major facilities projects including: replacement of bay lighting
and ceiling insulation and painting of apparatus bays at central fire station; replacement of bay doors at fire station# 2; refinished wood floors; BUILDING SERVICE ORDERS BY FACILITY
1998 Service Center (21 %) Conference Centre (17%) Town Hall (14%) Finance (10%) Police (17%) Fire #2 (5%) Fire #1 (6%) The distribution of work orders by facility corresponds to the
relative size of each building. replaced locker room sink fixtures at Athletic Club; and remodeled boardroom and director's office at the Addison Conference and Theatre Centre. Objectives
for F¥1998: ~ Coordinate and implement Environmental Protection Agency (EPA) and Texas Natural Resources Conservation Commission (TNRCC) updates to Service Center Fuel farm. IS Implement
new method for metering outgoing mail including possible use of oniine postage accounts through the Internet. ~ Evaluate possible use of Utopia Help Desk (new IS system software) as
a means for departments to request facility services with greater efficiency. IS Identify functions needed to assist other departments with providing critical services to the community.
Evaluate how those functions will be disrupted by the Y2K issue and develop appropriate contingency plans. Major Budget Items: IS Costs associated with operating the Service Center building
include custodial services and routine maintenance for the building ($35,760) and utilities ($37,500). ~ Non-recurring maintenance projects include removal of an underground fuel storage
tank ($10,000], and replacement of several of the building's HVAC units ($12,000). FLEET SERVICE ORDERS BY DEPARTMENT 1998 Parks & Recreation (14%) Urban Development (2%) Public Works
(18%) .----:, ) .) ' } 0 
~·-_: .i i ) ) ) ) _) ' ) EXPENDITURES Personal Services Supplies Maintenance Contractual Services Capital ReplacementjLease Capital Outlay TOTAL Department Budget STAFFING Level Manager-Building
and Fleet 17-E Supervisor -Fleet Services 11-N Technician-Fleet 8-N Technician-Building Maintenance 8-N Clerk-Inventory 4-N Mail Carrier 2-N Custodian 1-N TOTAL WORK ORDERS PROCESSED
2,000 1,500 1,000 500 0 I 1995 1996 1997 1998 1:1 Fleet • Building Actual Budget Estimated Budget 1996-97 1997-98 1997-98 1998-99 $328,232 $349,690 $357,050 $371,150 18,937 19,150 17,000
19,350 56,318 112,040 108,240 89,580 51,035 53,700 52,400 55,400 22,600 29,870 29,870 36,540 2,846 0 0 5,140 $479,968 $564,450 $564,560 $577,160 Budget Budget Budget Budget 1995-96 1996-97
1997-98 1998-99 LO LO LO LO LO LO LO LO 2.0 2.0 2.0 2.0 LO LO LO LO LO LO LO LO LO LO LO LO LO LO LO LO 8.0 8.0 8.0 8.0 FLEET DOWNTIME (as a percentage of time in operation) 5% i ' 1%
_)___ ----· .. !---1995 1996 1997 ---I 1998 The department works to respond to repairs rapidly, to mn.intain a down-time rate of less than 3%. page 27 
page 28 .... ~ = Q u ~ ~ ~ •fill tJ •fill = = ~ DEPARTMENT MISSION To provide a fair, impartial, and timely adjudication of misdemeanor offenses committed and filed in the Town of Addison.
To properly administer this function, the department must schedule offenders to appear before the court, adjudicate the trial, collect fines from guilty offenders, and issue warrants
of arrest. PROGRAM NARRATIVE Accomplishments for FY1998: ~ Evaluated and successfully incorporated into Court procedures, new laws passed during the 1997 Texas State Legislature. ~ Developed
new traffic citations to include more information regarding Court procedures. ~ Obtained authorization from City Council to use the Department of Public Safety-Failure to Appear (DPS-FTA)
program to reduce the number of outstanding warrants. ~ Used court fees mandated by the State to install an integrated surveillance and alarm system to improve courtroom security. ~
Developed policy and procedures manual for court clerks and judicial staff. CITATIONS ISSUED 8,000 7,000 6,000 5,000 4,000 1995 1996 1997 1998 A decUne in citations issued by the PoUce
department for 1998 is attributed to officer vacancies. Objectives for FY1999: :!i: Implement new Department of Public Safety program which will revoke drivers licenses of defendants
who fail to appear for trial which will reduce backlog of warrants. :!i: Update Municipal Court pamphlet to include Spanish language version. :!i: Develop a home page on the Internet
to provide information regarding Municipal Court procedures. ~ Update all forms used in Municipal Court to expedite data entry. ~ Identify services critical to serving the community
and evaluate how those services may be impacted by the Y2K issue. Develop contingency plan for providing critical services in the event of Y2K disruptions. Major Badget Items: ~ Legal
fees associated with prosecuting attorney and associate judges ($70,000). ~ Department's contribution to Information Systems fund for computer maintenance and operation ($58,640) and
amortization amortization of computer equipment ($71,600). VIOLATIONS BY TYPE City Ordinance (I%) Parking (13%) State Law (12%) 'Itaffic (7 4%) Addison's conunerical and retail businesses
attract tens of thousands of workers and shoppers throughout the North Dallas area, as reflected by the type of violations issued. 0 .) ) :") 0 () 0 ') ~) ,) C) u ) () D 0 () C) 0 0
() ··.) ~) J 0 0 0 :) 0 :) 0 0 0 u 
) ) ) ) ) ) EXPENDITURES Personal Services Supplies Maintenance Contractual Services Capital Replacement/Lease Capital Outlay TOTAL Department Budget STAFFING Level Administrator-Court
15-E Warrant Officer 12-p Clerk -Cashier 5-N Municipal Judge N/C* TOTAL *Not Classifed, part-time position CASES SCHEDULED AND HEARD 8,000 7,000 6,000 5,000 4,000 ! 3,000 2,000 1,000
0 1995 1996 c Scheduled •Heard 1997 1998 Actual 1996-97 $205,034 12,622 8,701 85,795 97,400 0 $409,552 Budget 1995-96 LO LO 2.0 0.1 4.1 3,000 2,500 2,000 1,500 1,000 500 0 page 29 Budget
Estimated Budget 1997-98 1997-98 1998-99 $223,290 $219,540 $233,240 12,250 10,550 12,450 42,490 41,040 61,240 81,730 76,600 84,700 67,140 67,140 74,570 0 0 0 $426,900 $414,870 $466,200
Budget Budget Budget 1996-97 1997-98 1998-99 LO 1.0 LO LO 1.0 LO 2.0 2.0 2.0 0.1 0.1 0.1 4.1 4.1 4.1 WARRANTS ISSUED 1995 1996 1997 1998 
page 30 DEPARTMENT MISSION Objectives for F¥1999: To create an organizatioTUil culture and climn.te which inspires excellence within. the Town organization. The department is charged
with developing and administering the personnel policies of the Town, recruiting and hiring qualified employees, and maintaining personnel records. The department is also responsible
for the payroll function and the management of the employee benefit programs. The department monitors Town policies to insure they comply with the myriad of federal and state laws which
govern municipal employment practices. PROGRAM NARRATIVE Accomplishments for F¥1998: ~ Successfully advertised, interviewed, and filled the Police Chief, Director of Visitor Services,
and Director of Human Resources positions. ~ Began posting jobs on the Addison web page and on various Internet bulletin boards. ~ Completed sexual harassment training for all employees.
~ Developed new accident investigation form intended to get to the root cause of on-the-job injuries. ~ Streamlined operations through the implementation of computer network and application
of software training. ~ Set up new holiday code so that costs can be tracked and included in the benefits letter. ~ Put employee Handbook on Intranet. ~ Began wire transfers for withholding
tax, Medicare, FICA payments eliminating manual check writing and delivery to bank. EMPLOYEES PROCESSED Ill Terminated 111 Hired 1998 1997 I ' 1996 1995 0 20 40 60 80 100 ~ Provide supervisors
with a screening and hiring checklist with the expectation of hiring qualified individuals and reducing employee turnover. Recruit and hire new Fire Chief. ~ Study possibility of implementing
leave banks and/or allowing sick leave usage when on family leave. :!!: Work with consultant to develop health insurance options, prepare the bid specifications, and facilitate employee
focus groups. ~ During open enrollment, provide employees with useful information on how to manage their healthcare costs and be smart medical consumers. ~ Automate and simplify merit
review process. ~ Train supervisors on the Family Medical Leave Act, interviewing skills, and performance appraisal and documentation. :!!: Assess changing medical facilities for preemployment
physicals, first -aid service, and drug screens. ~ Assign pay codes for birthday holiday so that cost can be tracked and included in benefits letter. ~ Get most HR forms on the Intranet
and develop hyperlinks to provider organizations. ~ Identify functions needed to assist other departments with providing critical services to the community. Evaluate how those functions
will be disrupted by the Y2K issue and develop appropriate contingency plans. HIRES BY TYPE 35 1 30 ~ 25 20 15 10 5 I 0 J____ •New Hires Ill New Hires thru Promotion 1998 ·'.~·)~ ) .'~
·, j ") .) 0 C) ') :) () 0 0 t:) 0 0 0 0 0 0 0 u :) 0 0 0 0 J u i) 0 () 0 0 0 0 0 0 0 (_) 
. ' I ) ) ) ·---~ Major Budget Items: Z:: Funds for advertising vacant positions ($27,050). ~ Capital outlay provides funds for fire-proof cabinets for personnel records ($3,000). Z::
Expanded Service Leoel -Consultant services ($15,000) to assist with recruitment and selection of a qualified individual to fill the Fire Chief position. EXPENDITURES Personal Services
Supplies Maintenance Contractual Services Capital Replacement/Lease Capital Outlay TafAL Department Budget STAFFING Director-Human Resources Payroll Specialist Assistant-Human Resources
Clerk TafAL Level 26-E 8-N 7-N 4-N *Comprised of one permanent part-time position. 10 AVERAGE TENURE OF EMPLOYEES 8 gJ 6 ~ 4 2 0 1998 APPliCATIONS PROCESSED 1998 1997 1996 1995 ---+---···--------r---
----+ 0 500 1000 1500 2000 The increase in applications for 1997 was due primarily to the large number processed for vacant police officer positions. Actual Budget Estimated Budget 1996-97
1997-98 1997-98 1998-99 $132,542 $164,980 $168,740 $169,000 7,402 7,600 6,600 8,100 1,649 15,980 15,730 9,280 38,986 39,050 40,100 54,430 1,300 4,360 4,360 5,580 0 0 0 3,000 $181,879
$231,970 $235,530 $249,390 Budget Budget Budget Budget 1995-96 1996-97 1997-98 1998-99 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.3 0.3 0.3 0.7* 3.3 3.3 3.3 3.7 COLLEGE HOURS
1998 1997 1996 1995 0 100 200 300 The Town of Addison encourages its emplnyees to pursue higher educatimL The Town reimburses employees for tuition and rewards employees who receive
passing grades for completed courses. page 31 
page 32 DEPARTMENT FUNCTION This department reflects expenditures incurred by the Town, as a single entity, in the conduct of its operations. These expenditures include the Town's membership
in various state and local organizations, engineering and attorney fees, insurance premiums, and postage. PROGRAM NARRATIVE Major budget items: ~ Legal fees for the 1999 fiscal year
have been budgeted at $200,000, a 14% increase based on previous year's experience. t/J ~ Property and liability insurance for the entire organization is budgeted at $236,000; of this
~ amount, over $60,000 will be shared by the ~ Hotel, Airport and Utility funds. •..C :s; Fees paid to Southwestern Bell ($70,000) to :> operate the 911 emergency communication system
and to the City of Carrollton ($20,000) ~ for lease of their 800 MHZ radio tower for Town's ~ use. rJ'J NUMBER OF PARTICIPANTS IN EAC ACTIVITIES ~ 1,400 1,200 ~ 1,000 = 800 •..C 600
,.Q 400 e 200 0 Q 1998 The EAC was created to encourage emplnyees to u become involved with improving the Thwn's levels of service and productivity. EXPENDITURES Personal Services Supplies
Maintenance Contractual Services Capital Outlay TOTAL Department Budget ~ ~ ~ ~ ~ :s; Delivery services and postage for city mailings ($50,000). Special training funds ($49,000) for
continued supervisory, leadership and team building training, and a special program to reward especially successful department heads and administrative staff with training opportunities
which they would otherwise not be able to afford through their own budgets. Tuition reimbursement program ($25,000) which compensates employees who take college courses and provides
cash bonuses for good grades. Unemployment compensation payments ($5,000) for terminated employees. Supplies for Employee Action Committee programs ($12,500). Miscellaneous engineering
services ($10,000). Actual Budget Estimated Budget 1996-97 1997-98 1997-98 1998-99 $26,066 $25,000 $28,500 $30,000 57,777 55,800 76,300 66,600 0 0 0 0 632,052 604,000 601,000 588,500
4,911 0 0 0 $720,806 $684,800 $705,800 $685,100 ·-, ..) 0 ,-) 0 ) u () () '· :) 0 8 0 0 u ) :) 0 () u : ) ,) u () 0 u 0 
. :1 ) ) ) .) -) ) i I ) .-·-·. -) ) --EXPENDITURES Supplies Maintenance Contractual Services Capital Replacement/Lease TOTAL Department Budget STAFFING Mayor Mayor Pro Tempore Deputy
Mayor Pro Tempore Councilmember Councilmember Councilmember Councilmember DEPARTMENT FUNCTION NAME Richard N. Beckert R. Scott Wheeler Susan M. Halpern Mary J. Dolan Frank R. Klein Diane
Mallory Bobby Watson The department accounts for funds appropriated by the Council for special projects not directly related to Town operations. Also included are expenses incurred by
the Mayor and six members of the Council in performing their responsibilities as elected officials of the Town of Addison. PROGRAM NARRATIVE Major Budget Items: ~ Compensation for council
and board members ($20,000). ~ Public agency contributions -Metrocrest Chamber of Commerce ($8,000), Metrocrest Social Service Center ($10,000), Senior Adult Services ($10,000), The
Family Place ($10,000) and Communities in Schools ($50,000). ~ ~ ~ ~ Budget includes $10,000 for publication of quarterly newsletters to be mailed to residents and businesses. Rental
and food supplies for special council meetings ($10,000). Holiday events sponsored by the Council ($17,500)-Expanded service level -Funds for establishing a citizens academy to train
and educate residents wishing to take an active role in community affairs ($13,000). Actual Budget 1996-97 1997-98 $7,148 $8,600 0 32,400 118,034 136,650 0 10,170 $125,182 $187,820 PROFESSION
President & CEO Chief Financial Officer Attorney Marketing Consultant Retired Professional Engineer Interior Designer Targeted Specialty Services Estimated Budget 1997-98 1998-99 $5,000
$7,550 32,400 29,890 127,850 167,950 10,170 12,600 $175,420 $217,990 TERM OF OFFICE 05/97 through 05/99 01/97 through 05/99 05/97 through 05/99 05/97 through 05/99 05/97 through 05/00
05/98 through 05/00 05/98 through 05/00 page 33 
page 34 DEPARTMENT MISSION To preserve the peace, to protect life and property through the enforcement of state and city laws, and the apprehension of criminals. The department is also
responsible for the safe and expedient movement of vehicular and pedestrian traffic. PROGRAM NARRATIVE Accomplishments for F¥1998: ~ Selection of a vendor to provide a new networked
public safety information system. ~ Completion of initial phases of IS installation. ~ Successfully negotiated agreement with City of Farmers Branch for shared radio data communications
system. ~ Realigned patrol districts to provide a sixth district designed to service Addison Circle development. ~ Conducted crime prevention program structured around limited service
hotels by educating hotel employees on theft and robbery prevention, and overall security of guest parking areas. ~ Implemented a direct fax link with all the restaurants in Addison
to exchange information with the Police Department regarding suspected criminal activity. Objectives for F¥1999: ~ Obtain an agreement for a primary radio provider that utilizes simulcast
technology to improve transmission of radio signals. ~ Host a regional training event that provides high quality instruction, at a reasonable cost, for Addison police personnel and police
employees from other agencies. CALLS FOR SERVICE 17,000 c 16,000 15,000 14,000 . 13,000 7 I 12,000 7 ! 11,000 + 10,000 9,000 95 96 97 98 Calls for service have increased over the past
few years reflecting the Town's growth in residentinl and commercial development. ~ Develop alternative patrol methods, i.e. a trained bicycle unit and expanded foot patrols, to improve
interfacing between the community and police. :!;\ Complete and implement an approved departmental policy manual. ~ Identify services critical to serving the community and evaluate how
those services may be impacted by the Y2K issue. Develop contingency plan for providing critical services in the event of Y2K disruptions. Major Bwi.get Items: ~ Operating and maintenance
costs associated with the department's vehicle fleet ($93,450). This amount is 30% greater than budgeted in the previous year. The increase is a result of changing patrol carsfrom Pontiac Bonnevilles to the larger Chevrolet Tahoes. ~ Custodial services and routine maintenance of the Police building ($60,000) and replacement of all the building's HVAC units
($52,000). ~ Utility costs related to Police building ($50,300). ~ Department's contribution to Information Systems fund for computer maintenance and operation ($249,220) and amortization
of computer equipment ($304,300). ~ Capital outlay includes replacement of ten portable radios ($26,000), a building security camera ($2,000), five remote burglary alarms ($18,000) and
a new gun cleaning unit ($1,250). ~ Expanded Service Level -Consultant services for developing new physical fitness standards ($8,750). ~ Expanded Service Level -Equipping a new bicycle
patrol unit ($2,780). ~ Expanded Service Level -Purchase laser radar unit ($3,000). CRIMES AGAINST PROPERTY 1,200 1,000 BOO 600 400 200 0 95 96 97 98 llil Theft • Burglary c Motor Vehicle
Theft .'\ ,) 
) . ~ ', ' ,· ") ) EXPENDITURES Personal Services Supplies Maintenance Contractual Services Capital Replacement/Lease Capital Outlay TOTAL Department Budget STAFFING Director-Police
Chief Captain Lieutenant Sergeant Assistant to Police Chief Police Officer Manager-Public Safety Communications Manager-MIS Supervisor -Communications Supervisor-Dispatch Supervisor-Detention
Dispatcher Records Clerk Secretary-Department Secretary-Division Clerk Public Service Officer Jailor/Temporary Legal Advisor TOTAL Level 26-E 21-E 19-E 16-p 19-E 12. p 15 · E 1S · E
12-E 10·N 13-N 8-D S-N 6 · N 4-N 4-N 4-N 0-N N/C Actual 1996-97 $3,860,906 1S0,239 168,3SS 239,12S 3S7,070 3S 333 $4,811,028 Budget 1995-96 1.0 -2.0 4.0 5.0 1.0 40.0 0.0 1.0 1.0 0.0
1.0 10.S 1.0 1.0 1.0 1.0 1.0 3.3 0.3 75.1 Budget 1997-98 $4,024,1SO 1S0,010 322,640 216,890 331,200 92 400 $S,137,290 Budget 1996-97 1.0 2.0 4.0 s.o 1.0 40.0 0.0 1.0 1.0 0.0 1.0 10.S
1.0 1.0 1.0 2.0 1.0 3.3 0.3 76.1 Estimated 1997-98 $4,037,160 140,800 3SS,SSO 22S,630 331,200 96 sao $$S,186,840 Budget 1997-98 1.0 2.0 4.0 s.o 1.0 43.0 1.0 0.0 0.0 1.0 1.0 9.S 1.0 1.0
1.0 1.0 1.0 3.3 0.3 77.1 Budget 1998-99 $4,304,330 1S1,S80 4S1,6SO 23S,960 408,820 so 2SO $S,602,S90 Budget 1998-99 1.0 2.0 4.0 S.O 1.0 43.0 1.0 0.0 0.0 1.0 1.0 9.S* 1.0 1.0 1.0 1.0
1.0 3.3** 0.3*** 77.1 *Includes nine full-time positions and several part-time, temporary positions equal to one-half FTE. **Includes several part-time, temporary positions equal to
3.3 FTE. • • *Includes one part-time position, not classisfied . CRIMES AGAINST PEOPLE ARRESTS 250' 2,soo T I I I I 200 I 2,000 + I 150 1,500 100 1,000 50 500 0 95 96 97 98 0 •Robbery
cAssaults 95 96 97 98 page 35 
page 36 DEPARTMENT MISSION To protect lives and property from fire and man-made or natural disasters. To accomplish this mission, the department performs the following functions: 1)
fire suppression, including crash/fire rescue for aircraft utilizing Addison Airport; 2) fire inspection, prevention, and investigation; and, 3) emergency medical services with advanced
life support capabilities practiced by professionally trained paramedics. These functions are provided by three 24-hour shifts, each staffed with thirteen employees who operate out of
two fire stations. PROGRAM NARRATIVE Accomplishments for F¥1998: 1!: Finalized agreement with the City of Farmers Branch implementing the Boundary Drop program which allows closest fire
units from either city to respond to emergencies irrespective of city boundaries. 1!: Worked with the Finance department to increase collection of ambulance billing by having . paramedics
gather additional billing information from each patient to increase the chances of collection. The Fire departroent secretary took on the added responsibilities of researching patient
information and entering billing data into the computer system. 1!: Implemented a Quality Assurance Program which included doubling the number of continuing education hours devoted to
Emergency Medical Services (EMS). Each Paramedic was trained under the nationally recognized Advanced Cardiac Life Support Curriculum and passed the stringent written and performance
tests to acquire this certification. Objectives for FY 1999: 1!: Certify all existiog non-certified personnel to the emergency medical technician level. This cross' training will enhance
our patient care capabilities. EMS 1994-9S Mutual Aid EMS Calls S61 Addison EMS Calls 1,012 TOTAL Average Response Time 4:S6 FIRE 1994-9S Calls for Service 843 Fire calls with ignition
• 92 TOTAL Average Response Time 6:13 1!: Implement a plan to maximize the number of Insurance Services Office (ISO) training points. The maximization of training points will go toward
lowering the Fire Department's ISO rating. A lower rating provides lower insurance rates for residences and businesses in the community. 1!: Improve Boundary Drop program among the three
communities (Addison, Carrollton, and Farmers Branch) upgrading the communications computer link between the dispatch centers. 1!: Identify services critical to serving the community
and evaluate how those services may be impacted by the Y2K issue. Develop contingency plan for providing critical services in the event of Y2K disruptions. Major Budget Items: 1!: Department's
contribution to Information Services fund for computer maintenance and operation ($72,300) and amortization of computer equipment ($65,870). ::: Budget provides for purchase of medical
supplies ($28,850), replacement uniforms and bunker gear ($40,770), and training ($49,050). 1!: Capital outlay includes replacement of portable radios, throat microphones, and ear sets
($1S,300), five air packs and twenty compressed air bottles ($23, 7SO), and one ambulance stretcher ($($3,180). ::: Expanded Service Level · Replacement of three cardiac monitors on
fire apparatus ($SS,OOO). ::: Expanded Service Level· Expansion of women's locker room to accommodate additional female firefighters/paramedics ($2S,OOO). ::: Expanded Service Level
· Consultant services for developing new physical fitness standards ($8,7SO). 199S-96 1996-97 1997-98 902 844 689 1,032 1,186 1,242 4:S3 4:41 4:42 199S-96 1996-97 1997-98 1,162 1,628
1,7S9 us lOS us S:S1 S:14 S:36 *Calls in which a fire is in progress at time of arrival by respondent. Mutual aid is a system where cities in a region resporui to fires in other jurisdictions.
Not only dJJes the program afford a greater utilization of resources, it gives the participating communities the ability ID specialize in a particular discipline (e.g. /w.zardJJus materials
mitigation, high angl.ejtrench rescue and swift water rescue) and then share those services with other cities. The program saves area taxpayers thousaruis of dJJllars in public safety
experuiitures. Due ID its central location and small geographical size, Addison typically gives more aid than it receives. '_; 0 u () 0 
. ) ) ) ·, EXPENDITURES Personal Services Supplies Maintenance Contractual Services Capital Replacement/Lease Capital Outlay TOTAL Department Budget STAFFING Director-Fire Chief/Operations
Chief/Prevention Chief/Training Captain Lieutenant Equipment Operator Firefighter/Paramedic Firefighter/EMT Firefighter/Inspector/Investigator Firefighter/Inspector Secretary-Department
Intern TOTAL Level 26-E 21 -E 21-E 19-E 17-E 14-F 12-F 11 -F 10-F 11 -F 4-F 6-N 0-N *Includes two temporary, part-time positions. Actual 1996-97 $2,976,549 137,926 203,841 149,567 263,530
39,290 $3,770,703 Budget 1995-96 1.0 1.0 LO 1.0 3.0 9.0 9.0 20.0 2.0 4.0 1.0 1.0 0.0 53.0 Budget 1997-98 $3,078,860 117,920 207,000 164,600 306,840 38,620 $3,913,840 Budget 1996-97 1.0
1.0 1.0 1.0 3.0 9.0 9.0 23.0 3.0 1.0 0.0 1.0 0.4 53.4 Estimated 1997-98 $3,138,230 118,600 197,540 158,500 306,840 33,000 $3,952,710 Budget 1997-98 1.0 1.0 1.0 1.0 3.0 9.0 9.0 23.0 1.0
3.0 0.0 1.0 0.4 53.4 Budget 1998-99 $3,177,020 140,510 226,270 167,650 290,720 97,230 $4,099,400 Budget 1998-99 1.0 1.0 1.0 1.0 3.0 9.0 9.0 23.0 1.0** 3.0 0.0 1.0 0.4* 53.4 **The Firefighter/EMT
position will be funded through September, 1999, at which time it will be replaced with a Firefighter /Paramedic. NUMBER OF FIRES AND CORRESPONDING PROPERTY LOSS $4,500,000 $4,000,000
$3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1 ,000,000 $500,000 $0 1995 1996 1997 1998 ll!l!!!!l!iliDollar Value-.-Number of Fires ~ 140 120 Note: Increased dollar 100 loss
in 1997 is attributed 80 t 60 140 I + 20 0 to two large fires. The dollar loss is estimated property loss as well as loss of business for the time a particular company is lw.ndicapped
by the fire. Beginning in FY 1994, the fire department staff began actWely working with insurance adjusters to obtain the information needed to correctly calculate fire losses. page
37 
page 38 DEPARTMENT MISSION To protect the public's health and welfare through the enforcement of the Town's building, plumbing, and electrical codes for the construction and maintenance
of safe residential and commercial structures, and the inspection of restaurants, swimming pools, apartments, and vacant lots and the control of mosquitoes with spraying programs. The
staff is also required to enforce Environmental Protection Agency regulations, and monitor transportation and disposal of liquid wastes. PROGRAM NARRATIVE Accomplishments for F¥1998:
Z:: Election of inspector to the governing council for the Texas Environmental Health Association. Z:: Worked with apartment managers to ensure all units were properly air conditioned
due to abnormally hot summer. EXPENDITURES Personal Services Supplies Maintenance Contractual Services Capital Replacement/Lease Capital Outlay TOTAL Department Budget STAFFING Official-Building
Official-Environmental Services Inspector Secretary TOTAL Level 21 -E 21-E 11-N 6-N Z:: Enhanced restaurant data base to better track progress with restaurant inspections. Z:: Satisfactorily
inspected following buildings which were completed or substantially completed: Colonnade Third Office Tower -385,000 sq. ft. Corporate Centre Office Tower -195,000 sq. ft. Hanover Park
Office Tower I -200,000 sq. ft. Addison Circle Office Tower -303,000 sq. ft. Hilton Garden Inn -96 rooms Z:: Inspected several new restaurants including Tokyo One Japanese Restaurant,
Taco Cabana, Health Hut, and Blimpie's. Actual Budget Estimated Budget 1996-97 1997-98 1997-98 1998-99 $314,918 $332,100 $334,020 $359,650 10,734 14,350 11,300 15,800 6,133 40,150 37,750
45,340 26,137 38,980 31,390 42,820 9,140 18,030 18,030 22,280 2,255 0 0 0 $369,317 $443,610 $432,490 $485,890 Budget Budget Budget Budget 1995-96 1996-97 1997-98 1998-99 1.0 1.0 1.0
1.0 1.0 1.0 1.0 1.0 3.0 3.0 3.0 3.0 1.0 1.0 1.0 1.0 6.0 6.0 6.0 6.0 NUMBER OF FOOD INSPECTIONS AND AVERAGE SCORES 1,060 T 1,040 _L I 1,020 T i 1,000 "[" 96o T 960 + ' 940 1995 1996 l!!!!llii!i!llnspe
ctions 1997 1996 -+-Average Score 91% 90% 69% 88% 87% 66% 85% The Environmental Services Department grades each food establishment for sanitary conditions. Any score higher than 80%
is acceptable. Establishments with lower scores are given 24 hours to correct any deficiencies depending upon their size and grade history. Restaurants are inspected two to six times
each year. -" ._} 8 :11 '; 0 0 0 0 0 D u u ~) () 0 0 0 (" ·...Y 0 ') u () J 0 0 0 0 " ~~ 0'.· .. 0 0 0 
, ) ) _) Objectives for FY 1999: ~ Update uniform housing code through the Town's code of ordinances. ~ Review and revise as necessary the Town's food service sanitation ordinances to
acknowledge changes in State rules governing the handling of food by restaurants. ~ Ensure continued high quality construction of Addison Circle Phase II development with its 480 apartment
units and 65,000 square feet of retail space. ~ Satisfactory inspection of planned Wingate Inn (96 rooms), and Marriott Courtyard (175 rooms). Major Budget Items: ::S Mowing of private
lots ($15,000 -amount is recovered through liens on property) . ~ Demolition of Airoldi building to accommodate Morris Road construction ($15,000). ~ Department's contribution to Information
Systems fund for computer maintenance and operation ($25,620) and amortization of computer equipment ($14,420). ZONING CASES HANDLED 1995 1996 1997 1998 -·---·1 0 20 40 60 80 Development
staff actively worked. with developers arui property owners to bring to CollJlCil zoning and plat requests within six weeks of initial application. DISTRIBUTION OF PERMITS 1998 Certificates
of ..._-..1_ Occupancy (33%) Building (40%) Plumbing (5%) Electrical (5%) DOLLAR VALUE OF BUILDING AND PERMITS ISSUED $180,000,000 T I $160,000,000 + I $140,000,000 $120,000,000 $100,000,000
$80,000,000 $60,000,000 $40,000,000 $20,000,000 $0 1995 • Residential 1,400 1,200 1,000 800 1996 1997 1998 111 Commercial -Permits Issued page 39 
page 40 DEPARTMENT MISSION The department has a multi-faceted mission which is comprised of the following components: 1) maintain the Town's streets at a level so that none of the estimated
150,000 vehicles which traverse the city's streets every day are delayed due to pavement failure; 2) maintain the Town's drainage system to remove storm water at the peak levels for
which the system was designed; 3) ensure all traffic signalization is operated to safely and efficiently move vehicular traffic through the community; 4) collect all residential brush
within two business days; 5) administer the contract with private waste haulers for the effective collection and recycling of residential waste; 6) humane enforcement of the Town's animal
control and leash laws; and 7) supervise and coordinate the placement of all utility lines (e.g. electricity, natural gas, telecommunications, and cable) within Town right-{)f-ways to
minimize the potential for disruption of utility services. PROGRAM NARRATIVE Accomplishments for F¥1998: ~ Assisted engineering staff with the completion of Addison Circle Phase One
and the beginning of Addison Circle Phase 1\vo, the Keller Springs Thnnel Project, the Midway /Dooley Traffic Signal Project, and Arapaho Road Construction Phase I. il: Provided inspection
services for the Airport Water and Sewer Une Replacement Project, the Celestial Pump Station Upgrade Project, and the Town Hall Creek Sanitary Sewer Line Replacement Project. RECYCLING
1998 1997 1996 1995 260 310 360 Tons of Material Collected An average of 58% of the Town's households participated monthly in 1998, however, an estimated 80% of households participated
sometime during the year. il: Updated the Street department's emergency response operations manual and interfaced procedures with the Utility department, and the Urban Development department.
~ Coordinated and supervised the contracted construction of a sidewalk on the south side of Celestial Road between Celestial Place and Montfort Drive. il: Contracted the replacement
of of pavement markers [stop bars, arrows, and railroad crossing markings) on Belt Une Road and Midway Road. Objectives for F¥1999: :!!: Evaluate the impact Year 2000 technical problems
may have on traffic signalization and develop plan for resolving the problems. il: Coordinate and supervise the contracting out of the following projects: Milling and overlay Brookhaven
Club Drive, Sojourn Drive, and Airport Parkway Repair and overlay Lake Forest Drive and Sakowitz Drive. Repair of minor pavement failures on various streets Major pavement repairs on
Midway Road Joint sealing on Midway Road and Westgrove Drive il: Identify services critical to serving the community and evaluate how those services may be impacted by the Y2K issue.
Develop contingency plan for providing critical services in the event of Y2K disruptions. Major Budget Items: il: Electricity for street lights and signals [$170,000). il: Cost of contracting
out garbage collection for residents ($220,000); amount is billed to residents and reported as part of General fund revenues. ~ Contracted-out street sweeping ($48,000). il: Street sign
and signal maintenance ($45,000). il: Expanded Service Level -Expanded scope of replacement and refurbishment of pavement markers [delineating traffic lanes, intersections and cross
walks· $25,000). 0 .:~ '._; ) C) ) () D 0 0 0 0 0 0 C) u ()" ' ::) C) @0 0 0 u u 0 () () 0 0 0 0 0 0 0 
.·->. ) ') ) ) . .) Actual Budget Estimated Budget EXPENDITURES 1996-97 1997-98 1997-98 1998-99 Personal Services $260,628 $265,300 $261,930 $277,020 Supplies 11,756 12,600 11,300 12,720
Maintenance 197,052 279,440 273,640 300,080 Contractual Services 492,895 464,150 463,190 485,850 Capital Replacement/Lease 12,770 20,420 20,420 24,310 Capital Outlay 0 0 3,050 0 TOTAL
Department Budget $975,101 $1,041,910 $1,033,530 $1,099,980 Budget Budget Budget STAFFING Level 1995-96 1996-97 1997-98 Street Superintendent 19-E 1.0 1.0 1.0 Inspector 11 -E 1.0 1.0
0.4 Crew Leader 8-N 1.0 1.0 1.0 Technician-Signal/Sign 8-N 1.0 1.0 1.0 Animal Control Officer/Maintenance 4-N 1.0 1.0 1.0 Maintenance-! 1-N 1.0 1.0 1.0 TOTAL 8:24 7:12 6:00 4:48 3:36
2:24 1:12 0:00 6.0 6.0 AVERAGE TRAVEL TIME ON BELT L1NE ROAD (Two Miles Traveled) GOAL: Maintain a peak tim£ average of 6 minuJ:es or less. Maintain an off-peak time averoge of 5 minuJ:es
or less. 5.4 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT 1998 • Peak 111 Offpeak Belt Line Road is Addison's heaviest traveled thoroughfare handling an averuge of 58,554 cars a day. To evaluate
the effectiveness of traffic signalization and intersectiDn improvements, the Street Department measures the tim£ it takes to travel between the Town's west and east boundaries. Peak
time is lunch when Addison's restaurants are busiest. Budget 1998-98 1.0 0.4 1.0 1.0 1.0 1.0 5.4 page 41 
page 42 DEPARTMENT MISSION To preseroe the Town's exceptinTUJ.l quality of life through the la1Ulscaping of the community's public and private properties. To accomplish its mission,
the department supervises the construction and meticulous maintenance of parks, boulevard medians, jogging trails, and entrances to the Town, The department is also responsible for the
strict enforcement of the landscaping ordinance which requires all commercial properties to enhance their buildings with landscaped areas. The Parks and Recreation director provides
general supervision to the Recreation department. PROGRAM NARRATIVE Accomplishments for F¥1998: Coordinated design and supervised construction of following projects: 1:: Town Hall creek
bank stabilization ~ ~ Bosque Park Completed landscape renovations projects including Mormon Lane (Midway Meadows), Belt Line Road medians, Marsh Lane medians, Brookhaven/Spring Valley
intersection, Inwood Road right-of-way, Town Park, Oaks North Drive. ~ Completed replacement tree plantiog on Midway Road, Spring Valley Road, and Belt Line Road medians. 1:: Supervised
design of Arapaho Road/Quorum Drive streetscape master plan to create an urban district consistent with that of Addison Circle Drive and coordinated Addison Circle Phase II streetscape
design and bidding. ll: Selected landscape architecture firms for the Addison Circle Esplanade Park and the Les Lacs Linear Park -Phase Ill projects. 1:: Completed design and construction
of a new playground and irrigation system in Addison Town Park, wrapping up a three-year capital program to renovate and update the park's amenities. ~ Completed design and implementation
of the Addison Parks Foundation Master Plan to kickoff a marketing program for soliciting donations to the Foundation for community beautification projects. IS Completed maintenance
and repair projects which included refurbishment of the pavilion and storage building at Town Park, regrouting of the flagstone pathway at Quorum Park, and regrouting of the poetry step
risers in Celestial Park, and replastering of the Quorum Park fountain. Objectives for F¥1999: Supervise successful completion of the following projects: TASKS ~ Les Lacs Linear Park
-Phase Ill 1:: Addison Esplanade Park :!:: Arapaho Road ~ Addison Circle -Phase II streetscape ~ Design and implement a landscape program for the Tollway from Westgrove Road to the city
limit line south of Trinity Mills Road. :!:: Identify functions needed to assist other departments with providing critical services to the community. Evaluate how those functions will
be disrupted by the Y2K issue and develop appropriate contingency plans. Distribution by Total Work Hours 1998 Miscellaneous: "ll:affic Barricading, "ll:avel Time, "ll:aining and "ll:ash
Pickup (17%) Special Event Support (8%) "free and Shrub Hedge Maintenance (20%) Thrf and Bed Maintenance and Weed Control ( 40%) Irrigation, Landscape Lighting and Fountain Maintenance
(15%) } t) " . J ' ; ' • J ., ) 0 C) C) i) () 0 () 0 0 0 0 () u 0 0 0 0 Q 0 r') 'J u :) __) 0 0 0 .:) 0 0 0 0 0 0 
. ) ) ) ) ., I Major Budget Items: 1:: Fertilizer, herbicides, pesticides, and planting materials installed by Parks staff ($81,000). 1:: Contracting out of color bed planting ($85,000),
landscaped mowing ($147,000), fountain maintenance ($10,000), and aquatic weed control at the Winnwood and Les Lacs lakes ($6,000). :lS Install new playground surfacing at the Addison/Trinity
Joint-Use facility to replace the existing compacted suriace ($15,000). Z:: Electricity and water to irrigate park and easements ($209,000). EXPENDITURES Personal Services Supplies Maintenance
Contractual Services Capital Replacement/Lease Capital Outlay TOTAL Department Budget STAFFING Level Director-Parks & Recreation 26-E Manager-Parks 17-E Lead Crew Leader 10-N Crew Leader-Irrigation
8-N Crew Leader 8-N Secretary-Department 6-N Chemical Specialist 7-N Senior Grounds Keeper 4-N Grounds Keeper-III 3-N Grounds Keeper-1! 2-N Grounds Keeper-! 1-N TOTAL 1:: Third year
of five-year citywide landscape renovation program including upgrades to Oaks North, North Midway Road medians, and Midway Meadows ($42,000). Z:: Expanded Service Level -Complete repair/maintenance
projects, which include painting of the Winnwood gazebo, wood repair on decking at the Winnwood pond ($16,000). Z:: Expanded Service Level-Install new decorative pavers in problem traffic
areas on Keller Springs Road and Belt Line Road at the Tollway ($18,000). Actual Budget Estimated Budget 1996-97 1997-98 1997-98 1998-99 $632,754 $699,970 $697,020 $752,490 118,142 139,600
137,500 148,050 346,465 351,230 308,630 305,960 368,865 412,400 393,800 412,400 22,370 32,300 32,650 36,800 8,887 54,800 51,000 15,100 $1,497,483 $1,690,300 $1,620,600 $1,670,800 Budget
Budget Budget Budget 1995-96 1996-97 1997-98 1998-99 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 3.0 1.0 1.0 3.0 2.0 2.0 2.0 0.0 0.0 2.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.0
2.0 2.0 2.0 4.0 2.0 2.0 2.0 5.0 5.0 5.0 5.0 I9.0 19.0 19.0 19.0 PARK MAINTENANCE ACRES MAlNTAINED 1998 T 1997 1996 1995 ~~~'--+----; 110 120 130 140 ACRES PER EMPLOYEE 9.5 T 9' I 8.5
T 8 --~ I 7.5 I 7·--1995 1996 1997 1998 Acreage mni.ntained increased due to the Town's acceptance of green-belt areas around the new Les Lacs subdivisions. The high acreage per emplDyee
ratios are attained through extensive contracting out of mowing services. page 43 
page 44 DEPARTMENT MISSION To offer and mointain for the Town's residents a wide array of recreation, health, fitness, and athletic programs at the Athletic Club and 1linity Christitm
Academy jointuse park Facilities at the Club include an indoor four lane lap-swim pool with whirlpool, four racquetball courts, a gymnasium, aerobics room, indoor running track, and
two lighted outdoor tennis courts. The TCA park and field house, which are used jointly by the Academy and the Town, include a multi-use soccer field, baseball field, and lighted football
field with a quartermile jogging track, a lighted softball field, and six lighted tennis courts. The field house contains a gymnasium and recreation room. PROGRAM NARRATIVE Accomplishments
for F¥1998: :!!: Increased resident usage of Trinity Athletic Complex by approximately 23% compared to last fiscal year. ~ Expanded the Pacesetters senior activity group by offering
more programs and increasing the capacity per activity by providing a rented 25-passenger bus for for selected outings. :!!: Completed major projects including wood floor renovation,
carpet replacement, tennis court resurfacing, indoor track resurfacing. Objectives for F¥1999: ~ Re-assess community needs regarding programs and facilities through surveys and offer
three to five new activities or programs per quarter. ~ Establish new marketing techniques for recreation programs. :!!: Continue to complete equipment and building repairs in a timely
manner through preventative maintenance, efficient communication and tracking. ~ Increase the amount of Cardiovascular and Weight training equipment available to members at the Athletic
Club and the Trinity Athletic Complex. ~ Identify functions needed to assist other departments with providing critical services to the community. Evaluate how those functions will be
disrupted by the Y2K issue and develop appropriate contingency plans. Major Bndget Items: ~ Routine maintenance of the facility ($21,500) and contracted cleaning of locker room areas
($10,500). 1:: Maintenance costs associated with painting of indoor track area ($7,500). 1:: Costs associated with printing and mailing the quarterly newsletter, Accolade ($15,500).
~ Utility costs associated with operation of the Addison Athletic Club (AAC) ($124,000). ~ Referee and instructor fees. (Costs recovered through charges to participants reflected as
General fund revenue-$30,000.) ~ Capital outlay includes four additional Cybex weight machines ($13,500) and replacement stationary bicycles ($9,600). ~ Expanded Service Level -Multi-station
weight machine at Trinity Athletic Complex ($14,000). ATHLETIC CLUB PARTICIPANTS IN SCHEDULED EVENTS 1998 1997 1996 1998 1997 1996 0 2,000 4,000 6,000 8,000 10,000 12,000 ATHLETIC CLUB
MEMBERS Membership growth in the past four years is attributed to new residents in the Les Lacs subdivision. Because the club was constructed for ultimote build-{Jut of the area, the
club 1995 ~1111111111111111111111111111111111111111111111111111111~+-----· has been uble to accommodate the ! growth without a significant in-0 2,000 4,000 6,000 8,000 10,000 crease
in the operating expenditures. ., } ., . ) () (J 
:) . ~I ) u ) ·c.J ) Actual Budget Estimated Budget EXPENDITURES 1996-97 1997-98 1997-98 1998-99 Personal Services $353,695 $365,740 $377,820 $395,850 Supplies 58,227 46,920 47,000 55,950
Maintenance 332,772 195,270 178,750 93,710 Contractual Services 178,392 197,280 174,050 196,610 Capital Replacement/Lease 5,310 22,480 22,480 23,670 Capital Outlay 46,738 5,800 5,400
37,100 TafAL Department Budget $975,134 $833,490 $805,500 $802,890 Budget Budget Budget Budget STAFFING Level 1995-96 1996-97 1997-98 1998-99 Manager-Recreation 17-E 1.0 1.0 1.0 1.0
Supervisor 9-N 2.0 2.0 2.0 2.0 Coordinator 7-N 2.0 2.0 2.0 2.0 Clerk 4-N 1.0 1.0 1.0 1.0 Custodian I-N 1.0 1.0 1.0 1.0 Porter 0-N 1.0 1.0 1.0 1.0 Recreation Aide 0-N 3.0 3.0 3.0 3.0*
TafAL 11.0 11.0 11.0 11.0 *The Recreation Aides include one full-time postion, three part-time positions and two seasonal (12 weeks) positions. 1998 1997 1996 1995 85,000 ADDISON ATHLETIC
CLUB FAClLITY USAGE (number of visits) 90,000 95,000 100,000 105,000 110,000 page 45 
page 46 .0> ',) C) :) (" "" O• @. r) . •, 0 0 ') u u :J. i,) ~) ,) ' 0 o. 0 o· u ) u U, !) J 0 ") ) 0 0 0 0 
) r) l) ) ') . I ) ' ) 
page 48 FUND DESCRIPTION The Hotel fund accounts for the use of HoteljMotel Occupancy tax revenue generated by the Town's fifteen hotels [representing 2,966 rooms) which is restricted
by State legislation to directly enhancing and promoting tourism and the convention and hotel industry. FUND NARRATIVE The fund is expected to conclude the 1998 fiscal year with revenues
exceeding budgeted amounts by over $406,000. Most of the increase is due to hotel occupancy taxes which increased 3.3% over the prior year. The fund also realized gains from rental of
the Conference Centre and Theatre facilities. Total fund expenditures are estimated to be only 75% of budget. The greatest difference is in capital projects which had budgeted $1,155,000
for the purchase of vacant land to expand the Conference Centre site to accommodate special events. Due to delays in negotiating purchase of several lots, only a portion was spent. Special
Events is expected to overspend its original appropriations by 5.6% because of the larger scope of the Taste Addison and Oktoberfest events. Ending fund balance is projected to be over
$1.7 million more than budgeted. Hotel Fund STATEMENT OF REVENUES AND EXPENDITURES BEGINNING BALANCE REVENUES: Hotel/Motel occupancy taxes Proceeds from special events Conference centre
rental Theatre centre rental Interest earnings and other TOTAL REVENUES TOTAL AVAILABLE RESOURCES EXPENDITURES: Administration/marketingSpecial events Conference centre Theatre centre Capital projects TOTAL EXPENDITURES OTHER FINANCING USES: Transfer to debt service fund TOTAL OTHER FINANCING USES ENDING FUND BALANCE
Actual 1996-97 $ 2,794,666 4,453,949 190,580 145,048 42,585 170,650 5,002,812 7,797,478 809,299 1,036,024 446,562 404,721 29,594 2,726,200 441,473 441,473 $ 4,629,805 The Hotel fund
budget for FY1998-99 anticipates a $813,800 increase in revenues compared to the 1997-98 budget. Again, hotel occupancy tax is fueling the increase in revenues based on the addition
of another 271 rooms associated with completion of Hilton Garden Inn and another Marriott Courtyard during the fiscal year as well as a modest increase in revenues from other hotels.
Expenditures of $5,286,780 represent an increase of 17% over the previous budget. The increase in expenditures is due primarily to the purchase of property adjacent to the Conference
Centre and associated landscaping. The Special Events budget has also been increased to attract greater attendance at the events. The $6 million ending fund balance, excluding the 25%
minimum balance requirements, has been designated by Council for improvements to the special event property. Budget 1997-98 $ 4,440,830 4,300,000 176,000 152,500 50,000 166,200 4,844,700
9,285,530 1,249,960 1,060,180 591,290 449,200 1,155,000 4,505,630 425,000 425,000 $ 4,354,900 Estimated 1997-98 $ 4,629,810 4,600,000 188,000 161,000 50,000 252,000 5,251,000 9,880,810
813,830 1,119,200 569,520 440,650 426,000 3,369,200 425,000 425,000 $ 6,086,610 Budget 1998-99 $ 6,086,610 4,850,000 297,000 201,500 50,000 260,000 5,658,500 11,745,110 1,441,130 1,201,630
630,370 468,650 1,545,000 5,286,780 415,000 415,000 $ 6,043,330 ---.., ' . ' ) ., } ) 0 () () ) ) _) (~ ,_ () () Q 0 0 :) J ) 0 fJ .·-, 'J 0 0 0 0 0 0 
) ' ) ) 1 j ) ) DEPARTMENT MISSION The mission of the Visitor Services department is to attract business and leisure travelers to the Town. This mission is established to generate business
for the Town's fifteen hotels and motels and numerous restaurants. The department intends to accomplish its mission through an effective marketing campaign designed to emphasize the
Town's product, brand equity and advertising and the production of high quality special events. The department will utilize the brand asset model to evaluate the competitive performance
of the Town of Addison relative to its brand assets. PROGRAM NARRATIVE Accomplishments for F¥1998: :\i Published and placed Addison & North Dallas Corridor Visitor's Guide. ~ Filled
the vacant Director of Visitor Services position. ~ Successfully negotiated the acquisition of land for future expansion of Conference and Theatre Centre and for Special Events. Goals
for F¥1999: :\i Develop a long-term plan for Visitor Services activities and maintain a strong working relationship with Addison's hotel community :\i Work with Addison hotels to increase
conference and convention business. This will be accomplished, in part, through the Hotel Support program which supplements the hotels/motels promotional efforts to attract groups to
Addison. EXPENDITURES Personal Services Supplies Maintenance Contractual Services Capital Replacement/Lease Capital Outlay TOTAL Department Budget STAFFING Level Director-Visitor Services
26-E Manager-Public Relations 14-E Assistant 6-N TOTAL ~ Enhance the identity of Addison as a destination market. :\i Identify functions needed to assist other departments providing
critical services to the community. Evaluate how those functions will be disrupted by the Y2K issue and develop appropriate contingency plans. Major Budget Items: ~ Funding for general
marketing of the Town ($606,500). ~ Funding of the hotel support program ($200,000) which supplements hotel/motel efforts to attract conference and convention business. ~ Printing of
Addison History Book ($30,000) and related historical research services ($5,000). :\i Consultant services ($50,000) related to developing a streetscape plan for Belt Line Road. HUfEL
ROOM NIGHTS GENERATED FROM ADDISON CONFERENCE 1998 1997 1996 1995 Actual 1996-97 $110,242 20,419 1,020 674,153 0 3,465 $809,299 Budget 1995-96 1.0 0.7 0.0 1.7 0 AND THEATRE CENTRE 1000
2000 Budget Estimated Budget 1997-98 1997-98 1298-99 $178,970 $157,380 $206,540 28,250 24,570 34,250 17,180 20,930 18,700 1,015,700 606,590 1,164,300 4,360 4,360 17,340 5,500 0 0 $1,249,960
$813,830 $1,441,130 Budget Budget Budget 1996-97 1997-98 1998-99 1.0 1.0 1.0 0.7 0.7 0.7 1.0 1.0 1.0 2.7 2.7 2.7 page 49 
page SO DEPARTMENT MISSION The mission of the Special Events department is to produce special events to attract tourists arui enhnnce the Town's product arui brand equity. PROGRAM NARRATIVE
Accomplishments for FY199B: Successfully produced the following special events: :!:: Taste Addison, A two-day event featuring some of Addison's finest restaurants street side at the
Addison Conference and Theatre Centre. This May event also features national, regional and local musical entertainment. :!:: Estimated attendance: 26,750 1:: Revenue up 56%: $78,050
1:: In-kind Contributions up 398%: $119,500 :!:: Generated approximately $250,000 for restaurant community :!:: Kaboom Town, Addison's Fourth of July· Celebration marked by a high quality
fireworks and laser light show that was simulcast to music and broadcast live by KDMX, 102.9, one of Dallas' top FM radio stations. l.l Estimated attendance : 75,000 -100,000 l.l Revenue
up 22%: l.l In-kind Contributions up 30% :!:: Oktoberfest, a four-day event featuring authentic German food, beverage and entertainment along with children's activities and a carnival.
l.l Estimated attendance: 34,000 people l.l Revenue: 4% increase l.l $129,405 In-kind Contributions l.l Generated $297,209 for hotel community EXPENDITURES Personal Services Supplies
Maintenance Contractual Services Capital Replacement/Lease Capital Outlay Goals for FY1999: 1:: Offer high quality, family-oriented events that will attract visitors. 1:: Encourage hotel
participation and provide assistance in booking weekend business. :!:: Seek to produce events in a cost-effective manner through sponsorship, vendor fees and admission fees. 1:: Seek
activities that will enhance the overall event experience. Major Budget Items: :!:: Advertising of special events -Oktoberfest ($65,000), Kaboom Town ($37,000), Taste Addison ($65,000),
Spikefest ($40,000), and Weekend to Wipe Out Cancer Run ($15,000). 1:: Costs of conducting special events include $435,120 for Oktoberfest, $71,200 for Kaboom Town, and $206,240 for
Taste Addison. . 1998 1997 1996 1995 Actual 1996-97 TASTE ADDISON & OKTOBERFEST Attendance 0 20,000 40,000 DTaste Addison • Oktoberfest Budget Estimated 1997-98 1997-98 60,000 Budget
1998-99 $269,921 $247,500 $278,570 $322,330 16,764 32,600 28,050 32,000 27,201 25,630 20,780 24,000 722,138 753,000 790,350 821,700 0 1,450 1,450 0 0 0 0 1 600 TOTAL Department Budget
$1,036,024 $1,060,180 $1,119,200 $1,201,630 STAFFING Manager-Special Events Coordinator-Special Events Intern TOTAL Level 15-E 7-N 0-N Budget 1995-96 1.0 1.0 0.0 2.0 Budget Budget Budget
1996-97 1997-98 1998-99 1.0 1.0 1.0 0.0 0.0 0.0 0.0 0.0 0.5 1.0 1.0 1.5 --"". ' .j ., ' ) ·' C) ) 0 (_) -~) 0 ) 0 0 !_) u 
·-··· ....... page 51 DEPARTMENT MISSION Major Bzuiget Items: The mission of the Conference Centre/Theatre is to ~ Utilities related to operation of the facilities increase hotel room
bookings by providing ru1Jlitional ($96,300). meeting facilities. ~ Furnishing of new boardroom facility ($5,500) PROGRAM NARRATIVE and Stone Cottage ($8,100). Accomplishments for FY1998:
~ Stone walkway to Stone Cottage ($20,000). ~ Updated communications system within ~ Capital outlay includes a cable breakout to meeting rooms to accommodate additional accommodate computer
trade shows, security telephone lines for computers. system for Stone Cottage ($3 ,200), computer ~ scanner ($1,200). Implemented computer software to automate many office procedures
and booking functions. SQUARE FOOTAGE RENTED ~ Added power capabilities to meeting rooms to [Thousands of Square Feet) n support additional presentation equipment. ~ Generated approximately
2,253 room nights for 1998 Q Addison hotels a 25% increase over the year prior. 1997 = ~ Created boardroom facility adjacent to Visitor ~ Services offices to expand space for meetings.
1996 ~ I ~ Renovated Stone Cottage to expand capabilities .. II-! ·) for hosting meetings and small theatrical 1995 ) performances. ~ ' 0 500 1000 1500 Goals for FY1999: = ~ Increase
room rental revenue by 15%. ~ ~ Generate 25% more hotel room nights. ) ~ ~ .. Work with limited service hotels to help them ) better utilize the space and generate room nights ) for
their properties. n ! Actual Budget Estimated Budget ~ ·.; EXPENDITURES 1996-97 1997-98 1997-98 1998-99 = Personal Services $224,721 $268,670 $272,130 $294,630 .. ) Supplies 34,783 61,900
58,220 59,200 ,... Maintenance 52,424 90,810 77,210 66,600 II-! Contractual Services 120,310 146,100 147,750 166,400 Capital Replacement/Lease 0 5,810 5,810 17,340 ~ Capital Outlay 14,324
18,000 8,400 26,200 TOTAL Department Budget $446,562 $591,290 $569,520 $630,370 ;:) Budget Budget Budget Budget STAFFING Level 1995-96 1996-97 1997-98 1998-99 Manager 17-E 1.0 1.0 1.0
1.0 Coordinator-Facilities 13-N 1.0 1.0 1.0 1.0 Technician 13-N 0.5 0.5 0.5 0.5 Supervisor-Client Services 8-N 0.0 0.0 1.0 1.0 Assistant-Conference Centre 7-N 1.0 1.0 1.0 1.0 Houseman
3-N 1.0 1.0 1.0 1.0 Custodian 1-N 1.0 1.0 1.0 1.0 TOTAL 5.5 5.5 6.5 6.5 ' /
page 52 DEPARTMENT MISSION The mission of the Theatre is to enhance the Town's product and brand equity by establishing a popular venue for the performing arts and producing high quality
theatrical and musical performances. Accomplishments for F¥1998: Z:: Increased operating revenue by 16%. ~ Hosted Playwrights Project Theatre Crawl, a showcase of new plays allowing
three playwrights to have their works produced before an audience. ;i\S Increased sound quality in theatre by installing mini disk system. ;i\S Added sound system to lobby and made greater
use of lobby for social functions. Goals for F¥1999: ;i\S Increase use of space by attracting and creating new events. ;i\S Attract small theatre companies to use the Stone Cottage.
:IS Develop a Summer Theatre Festival. EXPENDITURES Personal Services Supplies Maintenance Contractual Services Capital Replacement/Lease Capital Outlay TOTAL Department Budget STAFFING
Technical Coordinator TOTAL Level 13-N Major Budget Items: ;i\S Funding for cultural arts which includes contributions to: WaterTower Theatre Inc. ($330,000) for producing at least five
theatrical events in the Town's facility and conducting the ACTII youth theatre. North Texas Film Commission ($21,000) for services related to promoting the Town as a venue for filming
of motion pictures. Brookhaven College Center for the Arts ($7,500) to expand the number of performances, concentrating on attracting nationally recognized artists. Metrocrest Symphony
to conduct concerts at the Conference/Theatre facility ($5,800). NUMBER OF SEASON TICKET HOLDERS 1998 1997 1996 Actual 1996-97 $ 21,302 8,861 14,549 350,lll 0 9,898 $404,721 Budget 1995-96
0.5 0.5 0 200 Budget 1997-98 $28,590 8,500 37,280 360,380 1,450 13,000 $449,200 Budget 1996-97 0.5 0.5 400 Estimated 1997-98 $27,990 10,900 29,930 361,680 1,450 8,700 $440,650 Budget
1997-98 0.5 0.5 600 Budget 1998-99 $30,750 13,950 35,000 376,620 5,630 6,700 $468,650 Budget 1998-99 0.5 0.5 /""-} --~: ,--~ _ _; (~y ) . ' J ) ., ; ' ) --) . '::.: ) ) C) '3 ,-:·· ·~
\:) .;;-) () ~) 0 0 () ) .. • ) .:) C) 0 u E) . " 0 ') , .. •, .. :J ) J 0 () 0 ') 0 0 0 () u ' . '.J 
. ) ' l ) ) ) ., ::·:; -. ' ~53 
page 54 FUND DESCRIPTION The Town of Addison owns a general aviation airport, which the Town considers to be one of the greatest assets of the community. The Airport is a single runway
facility and is ranked by the Federal Aviation Administration as the busiest airport of its kind. The airport is home to over 230 aircraft valued at $135 million and houses several FBO's
(fixed base operations) which provide fuel and maintenance services. The airport is used extensively by corporate executives who wish to conduct business in offices located in the north
Dallas area. Under a longterm arrangement which concludes 12/31/2000, the Town has contracted with Addison Airport of Texas, Inc. (AATI) to operate and maintain the airport with the
Town receiving the greater of 3% of gross revenues received by AATI or $9,584 per month. The Town receives all fuel flowage revenue (tax on fuel dispensed at airport) to fund maintenance
and capital improvement programs. FUND NARRATIVE Revenues for FY1998 are expected to exceed budget by approximately 10%, primarily due to a $400,000 reimbursement by the North Texas
Tollway Authority for rights-of-way acquired by the Town for the Keller Springs Toll TunneP. Expenditures are estimated to be $1.75 million less than budgeted due to delays in acquiring
additional airport property to replace the land taken by construction of the toll tunnel. That property acquisition is expected to be completed during the 1999 fiscal year and will be
funded with proceeds from the November, 1997 sale of $2 million of certificates of obligation. Ending fund balance is almost $2 million more than budgeted but the excess funds will be
applied to the acquisition of the replacement property in the 1999 fiscal year. For the 1998-99 budget year, grant revenues will be collected to fund completion of the taxiway project.
Based on the trend of the past two years, fuel flowage fees are expected to increase about five percent. As noted above, expenditures will be dominated by the land purchase. The budget
also includes $250,000 dedicated to address environmental concerns identified by the Town's environmental site assessment and the action plan developed by AATI. The largest single component
of this line item is construction of a spill containment system at the airport's fuel farm ($70,000]. Maintenance expenditures are budgeted to increase almost 40% due to the Town's contribution
to the Upkeep fund. Much of the increase is due to modifying the plumbing in hangers so that all wastewater discharge is directed to the Town's wastewater system instead of the storm
water system; this item is part of the airport's environmental action 1 For a description of the Toll1\mnel project, please refer to the Sector 4 narrative of the Town Chronicle section
of this document. plan. Ending fund balance is projected to be $428,870. Major budget items are the Town's support of AATI's maintenance program ($592,250), the customs agent ($88,000),
and consultant services ($50,000) related to selecting an operator of the airport following expiration of the current operating agreement. Jkcomplishments for F¥1998: !! Completed Airport
2001 Committee report which resulted in recommendations for establishing an optimal relationship with a new airport operator, including criteria to be used in selecting a new operator.
!! Completed environmental assessment which was used by AATI to develop an action plan for addressing any contaminated sites at the airport prior to expiration of current operating agreement.
!! Coordinated with North Texas Tollway Authority construction of the toll tunnel under the airport with minimal disruption of airport operations. !! Approved new ground lease policy
to encourage high quality development on the airport. Goals for F¥1999: !! Hire consultant to assist in developing a bid process for selecting a new airport operator. !! Rectify all
environmental Priority 1 sites. !! Conclude acquisition of additional airport property. !! . Conduct major asphalt repairs and seal coat taxiways P through T. !! Identify services critical
to serving the community and evaluate how those services may be impacted by the Y2K issue. Develop contingency plan for providing critical services in the event of Y2K disruptions. NUMBER
OF CUSTOMS CLEARINGS 1.200 I 1,000 I 800 4 600 .l. I 400 -i-1 200 .;. 0 i 1996 1997 1998 The Town's funding of a customs agent in late 1994 has been successful. Customs inspectiDns have
significantly increased the past two years reflecting the airport's growing popularity as a destination for intemationul flights. ;_·e> .Y /.) "/) :J ") ·~ ") ·')• \_-C) 0 0) '') 0 0
") u ) .) ') u Q t"l> v 
.. · ") ) ) u ) .) ) Airport Fund STATEMENT OF REVENUES AND EXPENDITURES BEGINNING BALANCE REVENUES: Federal 1 State grants Texas Turnpike Authority Fuel flowage fees Rental Bond proceeds
Interest earnings and other TOTAL REVENUES TOTAL AVAILABLE RESOURCES EXPENDITURES: Airport Administration: Personal services Supplies Maintenance Contractual services Capital equipment
and projects -FAA funded Other TOTAL EXPENDITURES ENDING FUND BALANCE STAFFING Director-Public Works TOTAL Actual 1996-97 $ 454,044 52,942 900,000 706,914 105,908 0 12,163 1,777,927
2,231,971 44,392 1,528 402,596 158,318 75,605 1,224,332 1,906,771 $ 325,200 Level 26-E Budget 1997-98 $ 629,710 2,119,500 0 700,000 115,000 2,000,000 12,000 4,946,500 5,576,210 49,190
2,300 426,480 180,320 2,200,000 2,010,000 4,868,290 $ 707,920 Budget 1995-96 0.3 0.3 $ $ Budget 1996-97 0.3 0.3 Estimated 1997-98 325,200 2,120,440 400,000 750,000 115,000 2,020,700
50,000 5,456,140 5,781,340 54,040 2,750 426,480 237,800 2,355,500 38,660 3,115,230 2,666,110 Budget 1997-98 0.3 0.3 $ $ Budget 1998-99 2,666,110 562,500 0 785,000 115,000 0 35,000 1,497,500
4,163,610 54,640 5,900 593,000 221,200 625,000 2,235,000 3,734,740 428,870 Budget 1998-99 0.3 0.3 AVERAGE VALUE OF AIRCRAFT ON TAX ROLL AND NUMBER OF AIRCRAFT ON TAX ROLL AIRPORT OPERATIONS
1998 1997 1996 1995 145,000 155,000 165,000 175,000 NUMBER OF TAKE-OFFS AND LANDINGS $800,000 ., ! $600,000 $400,000 $200,000 $0 1995 1996 1997 1998 NUMBER OF AIRCRAFT Changes in interpretatiDn
of state tax laws have encouraged aircraft owners to claim their aircraft only for persorull purposes, thereby, exempting the aircraft from property taxes. page 55 
page 56 FUND DESCRIPTION The Police Forfeiture fund is used to account for awards of monies or property by the courts relating to cases which involved the Addison Police department.
According to Chapter 59, Article 6, Paragraph [d) of the Code of Criminal Procedure, "Proceeds awarded under this chapter to a law enforcement agency may be spent by the agency after
a budget for the expenditures of the proceeds has been submitted to the governing body of the municipality". The Arbor fund is used to account for transactions related to the Addison
Parks Foundation, a Texas non· profit corporation organized to promote the public park system and parks and recreation programs of the Town of Addison through donations and gifts from
the public as well as recycling revenue recovered from Addison businesses and residents. Police Forfeiture Fund STATEMENT OF REVENUES AND EXPENDITURES Actual 1996-97 BEGINNING BALANCE
$ 20,694 REVENUES: Court awards Interest earnings and other TOTAL REVENUES TOTAL AVAILABLE RESOURCES EXPENDITURES: Supplies Contractual services Capital outlay TOTAL EXPENDITURES ENDING
BALANCE Arbor Fund $ 53,608 12,176 65,784 86,478 5;394 7,691 7,000 20,085 66,393 STATEMENT OF REVENUES AND EXPENDITURES BEGINNING BALANCE REVENUES: Recycling proceeds Contributions Interest
and income TOTAL REVENUES TOTAL AVAILABLE RESOURCES EXPENDITURES: Supplies Contractual services TOTAL EXPENDITURES ENDING BALANCE $ $ Actual 1996-97 13,460 2,981 0 214 3 195 16,655 0
5 5 16,650 FUND NARRATIVE Police Forfeiture Fund: As in previous years the fund appropriates monies for special narcotics and vice investigations as well as equipping the Police department's
Warrant Entry Team (WET). Major budget items include: ~ Special tactical training for WET members ($9,500). /;l: Weapons and communications systems ($8,500). Arbor Fund: ~ Develop and
distribute Foundation brochures including donation cards for unspecified projects. /;l: Identify an improvement project for the year and provide partial funding from the Foundation to
kick off the program. $ $ $ $ Budget 1997-98 32,990 30,000 1,000 31,000 63,990 22,320 11,080 10,800 44,200 19,790 Budget 1997-98 0 0 0 0 0 0 0 0 0 0 $ $ $ $ Estimated 1997-98 66,390
9,500 1,500 11,000 77,390 8,800 8,500 14,200 31,500 45,890 Estimated 1997-98 16,650 2,750 210 540 3 500 20,150 0 4,900 4,900 $ $ $ 15,250 $ Budget 1998-99 45,890 10,000 1,000 11,000
56,890 10,800 19,500 0 30,300 26,590 Budget 1998-99 15,250 2,800 0 550 3 350 18,600 2,500 7,500 10,000 8,600 j ,---~ /.) 
',} ) ) ;J ) 
page 58 FUND DESCRIPTION The debt service funds, also known as interest and sinking funds, are established by ordinances authorizing the issuance of bonds and providing for the payment
of bond principal and interest as they come due. In the General Obligation Debt Service fund, an ad valorem (property) tax rate and tax levy is required to be computed and levied which
will be sufficient to produce the money to satisfy annual debt service requirements. General obligation bonds of the Town carry an "AI" rating from Moody's Investor's Service and an
A+ from Standard & Poor's Ratings Service. FUND NARRATIVE Debt played a large role in the development of Addison during the late 1970's and early 1980's. Much of the general obligation
debt currently outstanding was issued between 1980 and 1985 to accommodate the rapid commercial development experienced by Addison and the rest of the north Dallas area'. At the end
of 1986, the Town's total outstanding general obligation debt totaled over $51 million. Shown below is the Town's debt position as of the beginning of FY!999. Total outstanding general
obligation debt $ 43,227,372 Less amount allocated to Utility enterprise furuJ. 16,758,762 Net outstanding general obligation debt $ 26,468,610 Because so much debt was incurred in the
past, the Town has adopted two policies to limit debt issued in the future. First, as part of the long-term financial plan' adopted for the General fund, the Town intends to utilize
surplus operating funds to support capital projects. In those instances when debt has to be issued for projects which cannot be delayed, a second policy stipulates that debt will not
be issued for any period longer than. fifteen years in order to rapidly retire outstanding debt'. DISTRIBUTION OF 1998-99 DEBT SERVICE By Application of Bond Proceeds Parks (11 %) These
debt policies were followed in development and approval of the FY1999 budget. The budget reflects a General fund transfer of $550,000 to the Streets capital project fund to rehabilitate
asphalt thoroughfares and improve railroad crossings, Addison Circle urban district, and to supplement prior year appropriations for the Addison Circle Rotary Park. The Town's legal
capacity for additional debt is very large. Rules promulgated by the Office of the Attorney General of Texas stipulate that such Office will not approve tax bonds of any city unless
the city can demonstrate its ability to pay debt service requirements on all outstanding tax debt, including the issue to be approved, from a tax levy of $1.50 per $100 of valuation,
based on 90% collection of the tax. Assuming the maximum tax rate for debt service of $1.50 on the 1998 taxable assessed valuation of $2,500,958,613 at 90% collection, tax revenue of
$33,762,941 would be produced. This revenue could service the debt of $350 million issued as 5%, 15 year serial bonds which is more than $323 milium greater than the Town's outstanding
obligations. 1 For more information relating to the development of Addison, please refer to the Town Chronicle section. 2 For more information regarding the long-term financial plan,
please refer to Appendix D. 3 The Town's financial policies can be found in Appendix B. ' } ' ) C) ., /., ' /) D 0 0 J () ~) ~) 0 .. ) ·J () 0 ~) () @0 "" \._J ) ) .) 0 ()·· ·, 0 0 ()
0 Q 0 0 u 
.·.-.·,' ) ) ) ) ) ) :·/...... ··-·-·-. General Obligation Debt Service Fund STATEMENT OF REVENUES AND EXPENDITURES Actual Budget Estimated 1996-97 1997-98 1997-98 BEGINNING BALANCE
$ 2,443,974 $ 2,148,510 $ 2,166,700 REVENUES: Advalorem taxes 5,619,568 6,215,620 6,220,000 Interest earnings and other 312,733 220,000 250,000 Lease income 95,045 0 0 TOTAL REVENUES
6,027,346 6,435,620 6,470,000 TOTAL AVAILABLE RESOURCES 8,471,320 8,584,130 8,636,700 EXPENDITURES: Debt Service -Principal 5,002,883 5,266,910 5,358,580 Debt Service -Interest 1,291,633
1,550,640 1,406,340 Fiscal fees 10,106 9,000 11,000 TOTAL EXPENDITURES 6,304,622 6,826,550 6,775,920 ENDING BALANCE $ 2,166,698 $ 1,757,580 $ 1,860,780 ANNUAL REQUIREMENT W AMOKI'IZE
GENERAL OBUGATION DEBT Net of Self-Supported Debt Paid by Utility Fund 1999 ' c 2001 -i 2003 2005 -I i 2007 -i 2009 -i 2011 I -i 2013 October 1, 1998 to Maturity j.j Budget 1998-99 $
1,860,780 6,222,730 200,000 0 6,422,730 8,283,510 5,314,360 1,239,920 11,000 6,565,280 $ 1,718,230 $1,000,000 111 Existing Principal $3,000,000 $5,000,000 $7,000,000 • Existing Interest
IJ New Debt-Principal IJ New Debt Interest Early in the 1998 fiscal yenr, the Town sold $11 million in certificates of obligation to fund street and park capital improvements and acquisition
of computer network equipment. The affect of the new debt is reflected in this graph. page 59 
page 60 FUND DESCRIPTION The debt service funds, also known as interest and sinking funds, are established by ordinances authorizing the issuance of bonds and providing for the payment
of bond principal and interest as they come due. The Occupancy Tax Revenue Debt Service fund receives, as a transfer from the Hotel fund, occupancy taxes to meet the debt service requirements
associated with the issuance of $4,750,000 of bonds in November, 1989, for the Addison Theatre and Conference Centre. The occupancy tax revenue bonds carry ratings of Baa and A-from
Moody's Investor's Service and Standard & Poor's, respectively. FUND NARRATIVE The financial statement for this particular fund is fairly straightforward. Transfers are made to the fund
from the Hotel Occupancy fund sufficient for supporting annual debt service requirements and maintaining an ending fund balance which is no less than 10% of outstanding principal. At
the beginning of the 1999 fiscal year, outstanding revenue debt was $2,050,000. Occupancy Tax Debt Service Fund STATEMENT OF REVENUES AND EXPENDITURES According to the capital project
component of the longterm financial plan', the Hotel fund may purchase land as part of the Quorum Special Event District'. Because of rising land prices, purchase of the land may exceed
the fund's ability to support the purchase with surplus operating revenues. In order to issue additional revenue debt and maintain satisfactory bond ratings, the Hotel fund must maintain
at least 2.0 coverage. In other words, net revenues (total revenues less Conference Centre operating expenditures) must be at least double the annual debt service of existing and new
debt. As calculated as part of the long-term financial plan, the Town could issue an additional $17 million in revenue bonds. Any new debt would follow the Town's policy of debt nnt
being issued for any period lnnger than fifteen years in order to rapidly retire outstanding debt. 1 For more information regarding the long-term financial plan, please refer to Appendix
D. 2 For For more information pertaining to the Quorum Special Event District. please refer to Sector 5 in the Town Chronicle. Actual Budget Estimated Budget 1996-97 1997-98 1997-98
1998-99 BEGINNING BALANCE $ 323,876 $ 316,030 $ 311,020 $ 299,020 REVENUES: Interest earnings 21,513 15,000 18,000 15,000 Other Financing Sources: Transfer from Hotel fund 441,473 425,000
425,000 415,000 TOTAL REVENUES 462,986 440,000 443,000 430,000 TOTAL AVAILABLE RESOURCES 786,862 756,030 754,020 729,020 EXPENDITURES: Debt Service -Principal 300,000 300,000 300,000
300,000 Debt Service -Interest 174,850 154,000 154,000 133,000 Fiscal fees 990 1,000 1,000 1,000 TOTAL EXPENDITURES 475,840 455,000 455,000 434,000 ENDING BALANCE $ 311,022 $ 301,030
$ 299,020 $ 295,020 ANNUAL REQUIREMENT TO AMORTIZE OCCUPANCY TAX REVENUE DEBT October 1, 1998 to Maturity 2003 2001 1999 $0 n $100,000 $200,000 •Principal Tii'w,:C/:H-,:z':.:;o_g;o;~-:;c~>i-,!
I .. $300,000 $400,000 clnterest Annual debt service payment for FY 1999 will decline an average of $21,000, freeing resources for other hotel fund purposes. This graph reflects the
Town's policy of rapidly retiring outstanding debt. $500,000 ·'') ) .) ) () .) :_) () <. "'·· \J 0 8 () 0 0 () ' () ) () ) : ) ·~ C) 0 0 0 ("\ ~ .... -J 
) ) ' ) ':) ·.·.-) 
page 62 FUND DESCRIPTION Capital project funds are created to account for proceeds from the sale of general obligation or revenuebonds to be used for the acquisition or construction of major capital facilities. Descriptions of the projects, as well as the impact these projects may have on operating budgets, are
included in the Town Chronicle Section. Budgets are developed by project which may transcend more than one fiscal year. FUND NARRATIVES Street Capital Project Fund: Both revenues and
expenditures are anticipated to be less than budgeted due to delay in initiating two large projects, Arapalw Extension Phnse I' and South Quorum Access. These projects have been delayed
due to difficulty in obtaining right-of-way from the affected property owners. The ROW has been obtained for Arapaho, and the project is scheduled to be substantially completed during
the 1999 fiscal year. The ROW issues with South Quorum are expected to be resolved by the end of the calendar year with construction beginning mid-1999. Fiscal year 1998 revenues and
expenditures were also affected by the decision to have the developer for Addison Circle Phase lla pay directly for its share of the development's infrastructure and the Town reimbursing
the developer for the Town's share. Expenditures in FY1998 were dominated by ROW Parks Capital Project Fund STATEMENT OF REVENUES AND EXPENDITURES BEGINNING BALANCE REVENUES: Intergovernmental
Bond proceeds Interest earnings and other Developer contributions TOTAL REVENUES OTHER SOURCES OF FUNDS: Transfer from General fund TOTAL AVAILABLE RESOURCES EXPENDITURES: Administration:
Personal services Engineering and contractual services Construction and equipment TOTAL EXPENDITURES ENDING BALANCE Actual 1996-97 $ 1,923,562 222,192 0 63,718 45,583 331,493 772,000
3,027,055 20,043 198,662 1,344,203 1,562,908 $ 1,464,147 purchases for South Quorum ($758,100) and Morris Road Extension ($424,000) as well as work-in-progress construction payments
for Arapaho Phase I ($1,550,000). The budget for fiscal year 1999 reflects the completion of Arapalw Phnse I ($2,535,000) and the initiation of South Quorum Access ($2,183,000). Other
projects planned for the year include Quorum/Belt Line ($304,000) and Midway/Belt Line ($334,000) intersection expansion projects, Addison/Excel ($200,000) and Keller Springs/Quorum
($160,000) intersection improvements, completion of Addison Circle Phase Ila infrastructure ($615,000) and Addison Circle area railroad crossing improvements ($300,000). Engineering
begins for the Arapalw Phnse II ($200,000) and Addison Road Widening ($175,000) projects. Parks Capital Project Fund: The 1998 fiscal year witnessed the completion of Addison Circle's
Bosque Park ($410,000) and the Town Hall Creek Stabilization project ($250,000). Projects anticipated for FY1999 include Les Lacs Linear Park Phase III ($535,000), and two projects associated
with the Addison Circle development: the Median Park ($570,000), and the initial construction of the Quorum Rotary Park ($815,000). 1 All italicized projects are are funded in whole,
or in part, by DART LAP fimds. Budget 1997-98 $ 1,448,870 0 1,185,000 46,000 0 1,231,000 350,000 3,029,870 10,000 265,000 2,754,870 3,029,870 $ 0 Estimated 1997-98 $ 1,464,150 8,920
1,197,650 119,860 0 1,326,430 350,000 3,140,580 22,000 235,050 719,180 976,230 $ 2,164,350 Budget 1998-99 $ 2,164,350 0 50,000 0 50,000 0 2,214,350 20,000 49,000 1,871,000 1,940,000
$ 274,350 () ) i)·· '-. 0 0 0 C) u u 0 () u J u 0 0 0 0 0 
' ./·-c) ) ' ···.J STAFFING Director -Public Works Assistant Director-Public Works Civil Engineer Project Engineer Inspector TOTAL Budget Level 1995-96 26-E 0.3 23-E 0.0 21-E 0.5 19-E
0.0 11-N 0.0 0.8 Budget Budget Budget 1996-97 1997-98 1998-99 0.3 0.3 0.3 0.0 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.0 0.3 0.3 1.3 2.1 2.1 .. 'i' 
page 64 /""), ' ; C) . J -, ' J .) r.-' •J u . :) . ') '(._ () 0 0 o.·. () () u j u C)' ') 0 ') 0 0 () d· u 
I ) ' ) ' ) . ) ) . . I ) .. 1 
page 66 FUND DESCRIPTION The Town's water and wastewater utilities are financed and operated in a manner similar to private business enterprises, where costs of providing the services
to the public are financed primarily through user charges. The fund's financial summary is distinguished from those of other funds in that it resembles the income statements of private
corporations. In addition to the income statement, there is included a statement of changes in working capital which is defined as current assets (e.g. cash, investments, accounts receivable]
less current liabilities (accounts payable, accrued interest payable, etc). For the Utility fund, working capital represents fund balance. The statement of changes in working capital
reports significant financial transactions such as acquisition of fixed assets or retirement of debt which are not included in the income statement. FUND NARRATIVE Operating revenues
for the 1998 fiscal year are expected to be almost 13% greater than projected in the budget. The increase is driven by a 15% increase in water sales resulting from one of the more severe
droughts experienced in Texas. Operating expenses for the year were also greater than budgeted due, again, to the increased demand for water. Net income (excluding depreciation] is expected
to total $2,103,070 which is SO% greater than budget. As part of its capital improvement plan', approximately $2.3 million of reserved fund balance was applied to several capital projects.
Completed or substantially completed during the fiscal year were improvements to the Celestial Water Pumping facility ($845,000), Airport Water Line Replacement ($402,000) and Airport
Sewer Line Replacement ($590,000). Ending fund balance is estimated to be $5,105,080, or 31% greater than budgeted. Due in part to the continued growth of the Town's customer base which
increased 10% during FY98, operating revenues have continued to increase and have been generating working capital in excess of the utility system's operating and capital requirements.
For that reason, the 1998-99 fund budget includes a five percent decrease in water and sewer rates. Despite the lower rates, net income for the system is expected to total $1,105,180
with a planned decrease in working capital of $484,370 for an estimated ending fund balance of $4,620,680. Of this balance, $2,3 70,000 is reserved for future infrastructure replacement
and rehabilitation'. Capital projects scheduled for FY99 include various rehabilitation projects, the most significant being replacement of sewer lines ($300,000) in the Brookhaven Club
area (Sector 3), replacement of sections of the Marsh Lane water main ($172,000], and a generator for the Kellway sewer lift station ($125,000). 1 Please refer to Appendix E for the
five year capital project summary plan and the Town Chronicle for more information relating to capital projects. 2 Please refer to the Financial Policies in Appendix B for the full policy
statement referring to Utility Capital Expenditures. ANNUAL REQUIREMENT TO AMORTIZE DEBT ASSOCIATED WITH WATER AND SEWER IMPROVEMENTS 2001 2003 2005 2007 2009 2011 2013 $500,000 October
1, 1998 to Maturity $1,000,000 l!l Principal $1,500,000 $2,000,000 •Interest $2,500,000 $3,000,000 () '\ /. -" ) :) u 0 C) @C) 0 0 0 C) ) :) ,-) \. C) ,) C) g 0 0 (_) :) u 0 0 0 0 0
u .J 
page 67 i Utility Fund INCOME STATEMENT Actual Budget Estimated Budget 1996-97 1997-98 1997-98 1998-99 Operating revenues: Water sales $ 2,964,892 $ 2,871,600 $ 3,343,000 $ 2,977,000
'! Sewer charges 3,719,594 3,550,000 3,900,000 3,562,000 Tap fees 64,995 12,000 21,000 15,000 Penalties 15,510 50,000 58,000 55,000 Total operating revenues 6,764,991 6,483,600 7,322,000
6,609,000 Operating expenses: Water purchases 1,576,793 1,578,700 1,752,000 1,850,000 Wastewater treatment 1,439,626 1,425,300 1,450,000 1,550,000 Utility operations 952,922 1,140,710
1,183,410 1,268,270 Total operating expenses 3,969,341 4,144,710 4,385,410 4,668,270 Net operating income 2,795,650 2,338,890 2,936,590 1,940,730 Non-Operating revenues (expenses): Interest
earnings and other 594,170 343,800 482,200 434,200 Interest on bonded debt, ) fiscal charges and other (1,930,265] (1,291,210) (1,315,720) (1,269,750) ·) Total non-operating revenues
(expenses) (1,336,095] (947,410) (833,520) (835,550) i,J Net income (excluding depreciation) $ 1,459,555 $ 1,391,480 $ 2,103,070 $ 1,105,180 .) ' ) 
page 68 DEPARTMENT MISSION The department's mission is to supply safe, uninterrupted water and wastewater services to Addison residents and businesses. The Town purchases water from
the City of Dallas and delivers its sewage to the treatment facilities in Dallas or to the Trinity River Authority northern region treatment plant. The department staff is responsible
for maintaining over 85 miles of water distribution mains, 900 fire hydrants, 68 miles of sewer collection lines, and related pumping and storage facilities. "JYpical duties include
meter reading and repairs, responding to customer service orders, cleaning sewer lines, and testing for proper operation: water meters, shut-off valves, and fire hydrants. PROGRAM NARRATIVE
Accomplishments for F¥1998: l! Department's preventive maintenance program for the year involved testing 150 water meters for accuracy, inspection and repair of 87 fire hydrants and
124 water valves to insure their proper operation. l! Utility Crews repaired 6 water main line breaks and 13 service line leaks. l! Cleaned 15,000 feet of sewer line and televised 5,000
feet of sewer line to ascertain problem areas. l! Tested 630 water services for undetected water leaks. l! Converted 30 deep-vault water meters to improve accessibility. l! Changed out
257 water meters in Lindbergh/Billy Mitchell area and Addison Place. 20 15 5 WXI'ER LINE BREAKS 0 .j-----+----1 1995 1996 1997 1998 -Water Mains -Service Lines The number of Une breaks
increased in 1996 due to developers of residential and commercial properties inadvertently cutting Unes during construction. Objectives for F¥1999: l! Complete a comprehensive cross-connection
control program, with ordinances and procedures. :!! Convert remaining water meters in deep vaults to above ground registers. l! Update existing two wastewater ordinances and consolidate
into one ordinance. :!! Continue to work on stated Preventive Maintenance Program. l! Change out 60 water meters on Wiley Post Road, Wright Brothers Dr. and Addison Place. 2 Develop,
with the assistance of engineering and legal consultants, a comprehensive right-of-way management plan; plan will provide criteria for the optimal location of utilities within the Town's
right-of-way. l! Identify services critical to serving the community and evaluate how those services may be impacted by the Y2K issue. Develop contingency plan for providing critical
services in the event of Y2K disruptions. Major Budget Items: Power costs associated with operating water and sewer pumping stations ($135,000). Utility fund's share of liability and
property insurance costs ($45,000). Capital outlay includes the replacement of the 1976 FMC sewer cleaner trailer unit with a small truck unit ($60,000) which will allow for sewer cleaning
in limited access areas; replacement of a sewer camera system with a track-driven camera ($20,000);replacement of portable concrete mixer($4,000); and, replacement of one sewer gas detector
($2,800). Department's contribution to information services maintenance ($28, 1 SO) and equipment equipment amortization ($13,940). Consultant fees associated with developing a right-of-way
management plan ($100,000). UNACCOUNTED FOR WXI'ER 8% T 6%t=====~~~~~=:; 4 % ·f Goal 5% or less 2% + 0%-1--1995 1----···-i---1996 1997 1998 ' ·) ) ) ) C) J ) :) ,) 0 (] () 0 0 () 0 ()
u ,-)· ·-8 ·) 0 0 0 0 0 () ) 0 ') J ~) \J 0 0 () 0 u 
) ) ) ) ) ) ) ) ) EXPENDITURES Personal Services Supplies Maintenance Contractual Services Capital Replacement/Lease Capital Outlay TOTAL Utilities Budget NOTE: Actual 1996-97 $ 572,489
46,280 87,178 246,285 0 48,764 $ 1,000,996 Budget 1997-98 $ 652,060 44,600 159,230 273,200 11,620 106,200 $ 1,246,910 Estimated Budget 1997-98 1998-99 $ 630,460 $ 689,590 44,450 47,750
136,430 137,210 360,450 379,780 11,620 13,940 93,150 118,500 $ 1,276,560 $ 1,386,770 Capital Outlay: Equipment is reflected on the fund statement as uses of working capital instead of
expenses. Budget Budget Budget Budget STAFFING Level 1995-96 1996-97 1997-98 1998-99 Director-Public Works 26-E 0.4 0.4 0.4 0.4 Assistant Public Works Director 23-E 0.0 0.0 0.5 0.5 Civil
Engineer 21-E 0.5 0.5 0.5 0.5 Project Engineer 19-E 0.0 0.5 0.5 0.5 Foreman 13-N 1.0 1.0 1.0 1.0 Inspector 11-N 0.0 0.0 0.3 0.3 Crew Leader 8-N 2.0 2.0 2.0 2.0 Equipment Operator 6-N
1.0 1.0 1.0 1.0 Secretary-Department 6-N 1.0 1.0 1.0 1.0 Utility Operator Senior 5-N 1.0 1.0 1.0 1.0 Utility Operator III 3-N 2.0 2.0 2.0 2.0 Utility Operator II 2-N 2.0 2.0 2.0 2.0
Laborer 1-N 2.0 2.0 2.0 2.0 TOTAL 12.9 13.4 14.2 14.2 WATER USAGE 12 . 2,500 T Ill Peak I (/) 10 Ill Average (/) "' "' 2,000 T 0 0 I 'iii 8 'iii i C!J C!J 1 ,500 ·i -6 -0 0 (/) (/) 1,000
t "' "' ~ 4 ~ ~ 2 ~ 500 .l oL 0 1995 1996 1997 1998 1995 1996 1997 1998 Addison purchnses water from the City of Dallas. The payments to Dalllls are based on total volume and peak day
demand. To minimize the cost of water, the department attempts to satisfy peak d.emaruls through optimal management of the Town's elevated and ground storage facilities which have total
capacities of 9 million gallnns. page 69 
page 70 FUND DESCRIPTION This fund was established to account for the costs associated with maintaining the Town's information services infrastructure. The fund's financial summary is
distinguished from those of other funds in that it resembles the income statements of private corporations. The income statement reflects operating income and expenses. The fund's primary
source of income is contributions made from other operating departments which utilize the IS fund's services. The charges are intended to cover operating expenses as well as a five year
amortization of the computer equipment. The charges are based upon a particular department's number of users and special computer applications. The expenses are comprised of the IS staff's
salaries and benefits, ntiscellaneous supplies, and the maintenance contracts related to the general government and public safety systems. There is also included a statement of changes
in working capital which is defined as current assets [e.g. cash, investments, accounts receivable) less current liabilities (accounts payable, accrued interest payable, etc). For this
fund working capital represents fund balance. The statement of changes in working capital reports significant financial transactions such as acquisition of fixed assets or retirement
of debt which are not included in the income statement. FUND NARRATIVE FY1997-98 represented the inaugural year for the Information Services fund and department. Funded during the fiscal
year was the installation of the general government computer network consisting of over one hundred personal computer work stations connected through a dozen servers. During the year
almost $2.5 million was spent acquiring the new network with all expenditures supported by bond proceeds from the sale of $3 ntillion of certificates of obligation earlier in the fiscal
year. The fund is expected to end the fiscal year with a fund balance of $1,969,010, almost $200,000 more than anticipated in the budget. The 1999 fiscal year budget anticipates completion
of the general government system and acquisition of a new public safety computer system. Acquisition costs are expected to total approximately $2.3 ntillion and will be supported with
the remaining bond proceeds and accumulated fund equity. Ending fund balance is projected to be $940,860. DEPARTMENT MISSION Th identify, develop arui maintain a staruiard., integrated
information services architecture which enhances organization productivity and creates a customercentered business environment. The department's responsibilities include: design and
supervision of the Town's technology infrastructure; maintain a single point of contact for recording, tracking and coordinating problem resolution; provide asset management and support
services for the network and desktop environment; and, coordinate ali technology training and education. PROGRAM NARRATIVE The recently created IS department is comprised of two existing
technician positions transferred from the Finance and Police departments, a new director's position, and an additional technician position. All department efforts during the 1999 fiscal
year will be directed towards managing the installation and operation of the new general government and public safety computer networks. Specific goals include: ~ Install, enhance, debug,
and fine-tune the Public Safety computer system. ~ Either upgrade the existing Financial Application computer software or explore the possibility of purchasing a new system. :!: Install
imaging system with an objective of reducing paper flow. :!: Install a Fire-Wall to separate the Public Safety computer systems from Local Area Network, and Financial Application computer
system which satisfies Texas Department of Public Safety and other federal agencies requirements. :!: Upgrade network operating system from NT 4.0, Windows 95, and Solaris 2.4 to NT
5.0, Windows 98 and Solaris 2.5. :!: Coordinate and supervise the development of a management plan to identify and resolve all potential services problems associated with the Y2K computer
issue. ' , ' J 0 ') ) . ) (..,. ....-_;) 0 VY 0 0 0 0 ') () ) ') ) ) Q,. () 0 ·o 0 u o. '3 0 u 
page 7l Information Services INCOME STATEMENT Actual Budget Estimated Budget 1995-96 1996-97 1996-97 1997-98 Operating revenues: Department contributions: Operations & maintenance $
0 $ 672,120 $ 672,120 $ 647,510 Amortization 0 440,000 440,000 625,900 Total operating revenues 0 1,112,120 1,112,120 1,273,410 Operating expenses: Personal services 0 242,020 207,440
275,870 Supplies 0 4,000 6,250 26,700 Maintenance: General government 0 100,000 40,250 56,300 Public safety 0 125,000 60,000 132,000 Total maintenance 0 225,000 100,250 188,300 Contractual
services: General government 0 25,000 62,420 144,140 Public safelY 0 50,000 77,000 84,000 Total contractual services 0 75 000 139 420 228,140 Total operating expenses 0 546,020 453,360
719,010 Net operating income 0 566,100 658,760 554,400 c) Non-Operating revenues (expenses): Transfer from capital replacement fund 0 1,168,500 1,168,500 0 :) Interest earnings and otber
0 55,000 163,000 135,000 Debt issuance costs 0 0 (21,250) 0 ) Net non-operating revenues (expenses) 0 1,223,500 1,310,250 135,000 Net Income (excluding depreciation) $ 0 $ 1,789,600
$ 1,969,010 $ 689,400 CHANGES IN WORKING CAPITAL Net income (excluding deQreciation) $ 0 $ 1,789,600 $ 1,969,010 $ 689,400 ·) Sources (uses) of working capital: .. l Acquisition of capital
equipment: General government 0 (341,950) (1,707,750) (292,000) Public safety 0 (1,614,000) (750,000) (2,000,000) Urban development 0 (58,620) 0 0 Streets 0 (48,850) 0 0 Parks and recreation
0 (283,330) 0 0 . ) Tourism 0 (107,470) 0 0 Utilities 0 (136,780) 0 0 AQQlication of bond Eroceeds 0 2,591,000 2,457,750 574,450 Net sources (uses) of working capital 0 0 0 (1,717,550)
Net increase (decrease) in working capital Beginning fund balance 0 0 0 1,969,010 .,_) Ending Fund Balance $ 0 $ 1,789,600 $ 1,969,010 $ 940,860 Budget Budget Budget Budget STAFFING
Level 1995-96 1996-97 1997-98 1998-99 Director-Information Services 26-E 0:0 0.0 1.0 1.0 IS Technician 19-E 0.0 0.0 3.0 3.0 TOTAL 0.0 0.0 4.0 4.0 l 
page 72 FUND DESCRIPTION The fund accounts for contributions and expenses related to the various health, disability, workers compensation, and life insurance benefits provided to Town
employees. Health benefits are provided through a fully-insured indemnity program with the Texas Municipal League (TML) Group Benefits Risk Pool and a health maintenance organization
(HMO). With the workers compensation plan, the Town has contracted with the TML Intergovernmental Risk Pool for a retention program. Under this arrangement, the Town retains the risk
for individual claims up to $175,000 with an aggregate limit of $525,000. Contributions to the fund are comprised of charges to operating departments for the Town's share of benefits
and payroll deductions for the employees' share. The fund's goals are to: 1) recover the costs of the health and workers compensation plans through charges to departments and employees;
and, 2) to maintain a minimum fund balance representing 25% of fund expenditures in addition to 200% of of the amount needed to support the Town's retained risk (aggregate limit) associated
with the workers compensation program. In addition to the income statement, there is included a statement of changes in working capital which is defined as current assets (e.g. cash,
investments, accounts receivable) less current liabilities (accounts payable, accrued interest payable, etc). For the Risk Retention fund, working capital represents fund balance. The
statement of changes in working capital reports significant financial transactions such as acquisition of fixed assets or retirement of debt which are not included in the income statement.
WORKERS COMPENSATION Work Hours Lost Due to Injuries 4,000 3,000 2,000 1,000 0 1996 1997 1998 FUND NARRATIVE The fund's estimated financial performance for FY1998 closely approximates
the fund's adopted budget. The net loss for the year is expected to be only $4,630 compared to the budgeted net loss of $61,000. The loss is attributed to higher workers compensation
claims. The fund was impacted by two injuries (a back injury to a fire fighter and an ankle injury to a police officer) which required extensive recuperation time. After a year when
the indemnity plan premiums increased 17%, payments made for employee health benefits are expected to increase only moderately in FY1999. Premiums for the indemnity plan will remain
constant for the new year and the Town's HMO plan benefits will increase 8.5%. Included in the 1998-99 budget is $25,000 for consultant services to assist the Town in developing a comprehensive
medical benefit plan and bidding out the plan in the expectation of reducing medical costs. Despite the increase in workers compensation claim payments in FY1998, the Town's workers
compensation experience is still very good compared to other organizations with similar staffing levels. Keeping workers compensation claims low is attributed to the work of the Town's
Safety Review board. The board is comprised of first line supervisors representing the Town's major departments departments who review all vehicular and personal accidents. The board
recommends changes to operating procedures and equipment to ensure the Town's employees work in the safest environment possible. Hours lost due to injuries increased in 1998 as a result
of long-term injuries to Fire Department employees. . ., . j 0 C) u u 0 0 g 0 C) (.) C) i) 0 ') u .) u ·:_) 0 0 0 0 
page 74 FUND DESCRIPTION This fund was established to accumulate sufficient resources to replace existing equipment (with values in excess of $5,000) which have reached or exceeded their
useful lives. Resources are acquired through charges to operating departments in the governmental type funds. The charges are calculated using a straight-line amortization of each piece
of equipment based upon the item's expected life. When a piece of equipment has reached the end of its projected useful life, a decision is made as to whether the equipment should be
replaced. If the costs of retaining the equipment (e.g. maintenance expenditures and length of down-time) do not exceed a predetermined amount, then the equipment will be kept in service.
However, once the equipment has been fully amortized, the department will not continue to make payments to the fund. Interest income earned by the fund will offset the impact of inflation
on the replacement costs of equipment. The fund is also used to finance replacement equipment in those instances in which the cost of replacement far exceeds the original cost of the
equipment. In these instances, the fund purchases equipment "on loan" to the user departments at a loan rate equivalent to the yield the fund receives on its invested cash. The fund's
financial summary is distinguished from those of other funds in that it resembles the income statements of private corporations. In addition to the income statement, there is included
a statement of changes in working capital which is defined as current assets (e.g. cash, investments, accounts receivable) less current liabilities (accounts payable, accrued interest
payable, etc). For the Capital Replacement fund, working capital represents fund balance. The statement of changes in working capital repGrts significant financial transactions such
as acquisition of fixed assets or retirement of debt which are not included in the income statement. FUND NARRATIVE For the 1998 fiscal year, net income is estimated to be $576,770,
slightly more than anticipated in the budget. The fund also made its budgeted transfer of $1,168,500 of accumulated amortization related to the computer equipment to the new Information
Services fund. Due to savings in the purchase of equipment, the fund is expected to end the year with a balance of $1,174,700, or approximately $116,300 more than budgeted. Equipment
scheduled to be replaced during FY 1999 includes: Fire Department: Rapid Response Vehicle $ 160,000 Chassis for Mobile Intensive Care Unit 50,000 Street Department: 3/4-Ton Pickup "Ihlck
$ 18,000 Aerial Lift 29,000 Parks Department: Two 1-Ton Pickup "Ihlcks $ 44,000 Ending FY 1999 fund balance is budgeted at $1,398,470, the total amount reserved for future replacement
of capital equipment. 0 () :") .:--, -~Y J 0 0 0 () ) ,_) ,, \_J _) •,.) J u () ,) ~) 0 0 0 0 0 0 
page 75 Capital Replacement Fund INCOME STATEMENT Actual Budget Estimated Budget 1996-97 1997-98 1997-98 1998-99 Operating Revenues: Department contributions $ 898,510 $ 493,670 $ 493,670
$ 447,770 Total operating revenues 898,510 493,670 493,670 447,770 Operating Expenses: Other 1,397 1,000 1,000 1,000 Total operating expenses 1,397 1,000 1,000 1,000 Net Operating Income
879,113 492,670 492,670 446,770 Non-Operating Revenues: Interest earnings and other 101,542 55,000 78,700 53,000 Proceeds from sale of assets 34 494 25 000 5 400 25 000 Net Non-Operating
Revenues: 136,036 80,000 84,100 78,000 Net income (excluding depreciation) $ 1,033,149 $ 572,670 $ 576,770 $ 524,770 CHANGES IN WORKING CAPITAL Net income (excluding depreciation) $
1,033,149 $ 572,670 $ 576,770 $ 524,770 ) Sources (Uses) of Working Capital: " Transfer to Information Services fund 0 (1,168,500) (1,168,500) 0 ) Acquisition of capital equipment: )
General government 0 (18,500) 0 0 Public safety (369,424) (466,000) (396,540) (210,000) Urban development 0 0 0 0 Streets 0 (36,000) (33,430) (47,000) Parks and recreation [46,422) [75,000)
[68,640) [44,000) Net Source (use) of Working Capital (415,846) (1, 764,000) (1,667,110) (301,000) ) Net Increase (Decrease) in Working Capital 617,303 (1,191,330) (1 ,090,340) 223,770
Beginning Fund Balance 1,647,737 2,249,730 2,265,040 1,174,700 Ending Fund Balance $ 2,265,040 $ 1,058,400 $ 1,174,700 $ 1,398,470 .) 
page 76 I '® ~) ,-~ ·) ;"j · _ _;.· ) ""' 'c;,~:J ) 0 Ci o ... () : 0· () 0. 0 () C) :) . () . () 0_ ') '~ o· o· . • 0 O•· () u u 0 C) ') ') u :J. ,) •· 0' u. 0-
) J :) ' ) ) //.-. ~I 
Dallas M.etrop\e1l ') .) ,.--, ) ... , ! . 0 ) ) ,·--, J 'J C) . ·-· () 0 D 0 C) 0 ) ) ..... ·--.,__J 0 C) ~J @,. 0 0 ·.) <J .. ) 0· () <) C) 0 () o·· o· 0 C) 
) ) ) ) ' . -j ) .. ,) 2,787 Acres !!. 12,190 Population !!. 90.13% Developed !!. 9.86% Underdeveloped !!. Assessed Value 1998 $2,500,958,613 TOWN DESCRIPTION The Town of Addison is
located in the Dallas North Parkway area which has been referred to as the "platinum corridor" of the Dallas Metroplex. Besides the Town of Addison, the area encompasses the Dallas suburbs
of Carrollton, Farmers Branch, and Plano. The area, which developed rapidly during the late 1970's and early 1980's is home to affluent residential neighborhoods, over 1,200 million-dollar
companies, scores of quality restaurants, and three spacious malls, including the prestigious Galleria. The area commands a central location in reference to downtown Dallas, DFW airport,
the Richardson telecommunications corridor, and the Plano corporate campus area. Epitomizing the best features of the area is the Town of Addison. The Town places a special emphasis
on quality of life which demands all development meet the most rigorous building requirements. For example, all commercial development must submit landscapingplans to ensure buildings are accompanied by attractive green areas. The attention to aesthetics extends to all of the Town's major boulevards which are also landscaped. This approach
has made Addison a cosmopolitan "downtown uptown" distinguished from almost any other urban area in the nation. The Town's blend of residential, retail, and office uses creates an open
environment which avoids the confining effect usually associated with densely developed areas. Addison places a strong emphasis on public safety. Although the Town's boundaries include
only 4.5 square miles it employs fifty-five uniformed officers, a minimum of five of whom are patrolling the city at any given time. Addison's fire departroent has the most sophisticated
fire fighting and emergency medical equipment available and is staffed by highly trained paramedics. The Town also actively enforces strict fire codes, and is the only community in the
state to require fire sprinklers for new single-family residences. The Town's reputation for maintaining a high quality of urban life has attracted considerable development over the
past few years. Addison is home to sixty-eight office complexes providing a total of 9.6 million square feet of Town of Addison Proportion of Land Use Residential (26%) Retail (14%)
Commercial (21 %) Airport (10%) School, Municipal (8%) Office (21%) office space. Average office occupancy now stands at 93.2% which compares favorably to the 84.1% average of the Greater
Dallas office market. The Town boasts fifteen hotels with over 2,960 rooms and 138 permitted food establishments, or an average of 31 per square mile. The Town's most important initiative
is successful completion of Addison Circle, a high-density mixed-use development which will incorporate multi-family, retail and commercial uses as well as extensive park space and landscaping.
The Town is working in partnership with Post Properties to ensure this "urban district" is built to standards which will will make it a thriving urban environment years well into the
next century. Phase I of the project with its 445 units is complete, and Phase II with over 480 units is currently under construction. Addison continues to benefit from the development
now occurring in the Dallas area. The 1998 fiscal year witnessed extensive construction of office complexes. As of September 30, 1998 there were four office complexes under development
totaling 799,500 square footage of office space. Also on the horizon are two new hotels with a total of 196 rooms which are expected to be open by early 1999. Permits have been issued
for another three hotels which will create an additional 342 rooms. For purposes of easily identifying the events affecting the community, the Town has been divided into six planning
sectors. The remainder of this Chronicle section focuses on the attributes of each area of the Town and summarizes the issues, programs, and projects related to the sectors. page 79

page 80 The Town's Six Planning Sectors SECTOR 6 r;;J SECTOR 4 Sojourn Scale < ~ ,---"="'----l~ 1" equals 2,600' SECTOR 5 BeltUne Beltwa Proton SECTOR 1 SECTOR 2 SECTOR3 1. Addison Town
Hall 5. Addison Athletic Center 9. Service Center 2. Finance Building 6. Pump Station 10. Trinity Athletic Complex 3. Celestial Pump Station 7. Central Fire Station 11. Conference Centre/Theatre
4. Fire Station #2 8. Police Station -~ . j .----;._ } ,, ./J ) ("> "-,-:/[-),. ·,_; ~) ) h \..:.;; 0 (:) 0 0 0 0 0 ) :,_) :) 0 ,) u Q 0 C) u -) ,J 0 :) u () 0 C) () 0 u u 
) _) ') ) ) ) ) 229 Acres 526 Population !'J. 98% Developed !'J. 2% Underdeveloped !'J. Assessed Value 1998 $164,909,247 SECTOR DESCRIPTION This sector of the Town is the most topographically
attractive of the community. A small drainage creek runs to the east, paralleling Belt Une road, and creates several small ponds before it reaches White Rock Creek. Perhaps because of
this amenity, the area contains the Oaks North, Bellbrook, and Winnwood subdivisions, three of the more affluent residential developments in the Town, if not the entire north Dallas
area. The north-west section of Planning Sector 1 contains a mixture of retail and restaurant business establishments. CAPITAL PROJECTS Accomplished: Town Hall Creek Bank Stabilization
-Project addressed the erosion of the creek behind Town Hall. The project was completed within the $300,000 budget and will have no impact upon operating expenditures. celestial Pump
Station Phase I Improvements -To improve water pumping efficiency, the first phase of the project installed two additional, smaller pumps to better accommodate fluctuations in daily
demand and a generator to protect against power outages. Project was completed within the $680,000 budget. With completion of the project, annual operating expenses are expected to decline
as much as $50,000 by eliminating the need to maintain the Surveyor Pump Station and savings in power costs. Immediate 0 to 12 months): Celestial Pump Station Phase II Improvements -The
project will install a new computerized pumping management system and an improved microwave relay to coordinate puroping with the Town's storage facilities. Project is scheduled to be
completed by mid-1999 at a budget of $165,000. Together with Phase I improvements, annual operating expenses should decline by several thousand dollars in power costs due to more efficient
pumping. Intermediate 03 to 36 months): Upper Winnwood Pond Clearing-This pond has become heavily silted over the years and is in need of clearing. The work is projected to cost $140,000
and is scheduled Sector 1 Proportion of Land Use School, Municipal (8%) for late 1999 or early 2000. The project will have no impact upon operating expenditures. Single Point Urban Interchange-The
intersection of Belt Une Road and the Dallas Parkway is one of the busiest in the entire Dallas metropolitan area. To expedite movement of traffic, the intersection has been redesigned
to allow the simultaneous operation of left turns, east/west traffic and north/south traffic with a resulting 15% to 20% increase in traffic efficiency. Project budget has been established
at $2.2 million with funding tentatively identified as coming from DART, Dallas County, and the City of Dallas. Depending upon the availability of outside funding, the project is scheduled
to go into design during the 2000 fiscal year with construction beginning sometime in FY2001. SECTOR COMMUNITY ISSUES Village on the Parkway -The developer of this retail shopping center
completed the center's remodeling with the addition of entrance towers, special paving, sidewalk widening and redirected traffic patterns within the center. The renovations are intended
to increase the appeal of the Village to retailers and shoppers. The developer has been successful in attracting new tenants. At some point the Town expects to pursue long-range plans
for the 32 acre site including a possible office tower, residential tower, and a full-service hotel. Prestonwood Mall -The mall's owners have made tentative decisions to eventually demolish
the mall and redevelop this valuable piece of property into a combined office, and high-density residential use. Existing retail leases are not being renewed, and it is anticipated the
mall will be demolished sometime in calendar year 2000. Although the mall is located in Dallas, its proximity to Addison impacts the Town's traffic fiows and local economy. Town staff
is closely monitoring development plans to possibly influence how the project is developed for it to have the most positive impact on the Addison community. page 81 
page 82 Tollway Pedestrian Bridges-Once the single point urban interchange is constructed, pedestrian movement across this intersection will be difficult. To resolve this potential problem,
two pedestrian bridges have been contemplated: an eastjwest bridge south of Belt Line connecting South Quorum and Village on the Parkway and another eas tjwest bridge north of Belt Line
connecting the Spectrum/Intercontinental Hotel area to the Prestonwood Mall area. Because of project cost (estimated at $3 million per bridge) and the undetermined future of the Mall,
the project has not yet been placed on the Town's five year capital project program. /'; -0-Population /'; 88.5% Developed /'; 11.5% Underdeveloped /'; Assessed Value 1998 $840,947,732
SECTOR DESCRIPTION The most densely developed section of the Town is in Sector 2. Within this area are the Quorum I Office Park, two convention hotels, several motels, and most of the
Town's restaurants and retail establishments. The rapid growth of the area was influenced by the major thoroughfares of Belt Line, Inwood, and Midway roads and th_e North Dallas Tollway.
The area is bisected by the St. Louis and Southwestern Railroad line. Office (51%) Sector 2 Proportion of Land Use Commercial, Industrial (11 %) School, Municipal (6%) Retail, Restaurant,
Hotel (32%) CAPITAL PROJECTS Immediate (1 to I 2 months J: Arapaho Road Extension -Phase I (Realignment] · This project is the first phase of the Arapaho Road extension plan. The project
will realign Arapaho between the Tollway and Addison Road to facilitate traffic flow and divert some local traffic from the heavily utilized Belt Line Road. Total project cost has been
revised upwards to $6.7 million due to higher costs of acquiring right-ofway and additional landscaping. All project costs will be supported by DART LAP funds. The project is under construction
and is expected to be completed by June, 1999. Once all phases of the project are complete, there is expected to be a moderate impact ($5,000 to $10,000) on future annual operating expenditures,
particularly in the areas of median landscape maintenance, street sweeping and pavement maintenance. These expenditures will not occur anytime within the next fiscal year. South Quorum
Access -Many of the companies located within the South Quorum business park have complained of the delays their employees encounter in leaving the area at the end of the business day.
The area's only two exits are to Belt Line Road and the Dallas Parkway (access road associated with the North Dallas Tollway]. These routes are extremely congested during rush hours
which result in extensive delays for area employees. The best option for providing an additional access is to cross the railroad yard to the west of the business park and connect South
Quorum and Landmark to Inwood Road. Town staff completed a preliminary alignment study for a street extension from Wellington Center to South Quorum which includes a connection to Inwood
across the tracks. Right-of-way issues are expected to be resolved by mid-1999 with construction scheduled to begin in Fall, 1999. The project budget has been established at $3.6 million
and will be supported with bond proceeds from the 1995 bond issue and the 1997 issuance of certificates of obligation. Once completed, the project will not have a material impact on
operating expenditures. Midway Road/Belt Line Road Intersection -The project would greatly enhance traffic movement on the second busiest intersection in the Town. Because of right-ofway
acquisition, the project is expected to cost approximately $810,000 of which the Town will support $230,000 through its DART LAP allocations with the remainder paid by the State's PASS
program. Design is complete and right-of-way acquisition is underway and should be completed by mid-1999. Depending upon ROW acquisition, construction is expected to begin by Fall, 1999.
The project will not have a material impact on operating expenditures. i -·, "oJ 0 u 0 Q 0 0 0 u ,) 0 0 (_) u ') ,) 0 0 0 0 
l . ) C) ) ) J ) ) . ) Quorum Road/Belt Line Road Intersection-Intersection improvements are needed to expedite traffic corning out of the South Quorum office park, particularly during
evening rush hours. As with the previous intersection, this project will be paid with DART and PASS funds. The project budget has been established at $810,000 of which the Town will
support $230,000 through DART LAP allocations. Although design of the project is almost completed, right-of-way acquisition is expected to delay construction until Fall, 1999. The construction
phase is expected to take six to nine months. The project will not have a material impact on operating expenditures. Intermediate (13 to 36 months): Belt Line Bus Shelters -The project
will provide architecturally compatible bus shelters at major stops along Belt Line Road. The Town will enter into an interlocal agreement with DART and will provide $150,000 from the
DART LAP program (SO% of project costs) for DART to construct the shelters. The Town's portion covers the cost to upgrade the shelters from standard DART facilities. Construction is
scheduled to take place in 2000. Maintenance of the shelters will be the responsibility of DART . North Quorum Streetscape -The project will duplicate the extensive landscaping and pedestrian
features of Quorum Road within Addison Circle to Quorum between Arapaho and Belt Line, providing a link between Addison Circle and the commercial and retail areas along Belt Line. Project
has been scheduled for the 2000 fiscal year with a $250,000 budget to be supported with future General fund surpluses. Once completed, the project will increase Park department annual
operating expenditures by an estimated $5,000. Long-term (37 to 60 months): Arapaho Road Extension -The project would be needed to provide further relief to Belt Line Road. Phases II
and III of the project would extend Arapaho from Addison Road to Midway Road. The estimated cost of the project is $8.3 million and the Town would seek DART and Dallas County funding
as a a match for local funds. Staff is proce~ding with the acquisition of key parcels of rightof-way and obtaining dedications of right-of-way when property is developed. SECTOR COMMUNITY
ISSUES DART Transit Center -Dallas Area Rapid Transit is constructing a transit center between Arapaho Road and the St. Louis & Southwestern Railroad. The railroad has been acquired
by DART and is part of that agency's longterm plan for providing rail service in the north Dallas area. In the short-term the center would be used as a bus transfer station and replaces
the Prestonwood Mall station. The transit center is an integral part of the special events district (discussed in Sector 5 narrative], in that it can be used to bring tourists from much
of the Metroplex to Addison for special events. The project will not impact the Town's operating expenditures, although Town staff will carefully monitor changes to traffic patterns
once the Center opens in mid-1999. Belt Line Road Streetscape-Belt Line Road is Addison's "Main Street" Street" where most of Addison's restaurants and retail establishments reside.
Although the road was designed for optimal vehicular traffic flow it is not conducive to pedestrian traffic. Included in the 1999 fiscal year Hotel fund budget is $50,000 to develop
plans for moving sidewalks away from the roadway, relocating overhead utilities and adding landscaping to make Belt Line a more pedestrian friendly street. The project has not yet been
placed on the Town's five-year capital project program pending completion of the plan and development of a program budget. !!. 7,688 Population !!. 95% Developed !!. 5% Underdeveloped
!!. Assessed Value 1998 $641,959,906 SECTOR DESCRIPTION The majority of the Town's population and single-family housing is contained within the boundaries of Planning Sector 3. Prominent
features of the sector include Fire Station #2, the Addison Athletic Club, Les Lacs Linear Park, the private Greenhill School and the Dallas Independent School District's large Laos
Athletic Center. Residential (48%) Sector 3 Proportion of Land Use School, Municipal (16%) Retail, Restaurant, Hotel (9%) Office (21%) Commercial, Industrial (6%) page 83 
page 84 CAPITAL PROJECTS Immediate CI to 12 months J: Les Lacs Linear Park System -Phase III -This phase of the linear park system will extend the linear park along the south side of
the Les Lacs development adjacent to the Loos Field property. As with the other phases, the project will construct a jogging trail with extensive landscaping joining the trail along
Marsh Lane with the East Linear Park trail. Project budget has been established at $931,000 of which $356,000 was spent on land acquisition. The project is scheduled to begin in early
1999 and be completed by mid-year and is funded through the 1997 sale of certificates of obligation. This particular phase will add approximately $13,000 to the Parks department annual
operating budget. Brookhaven/Spring Valley Water Line Replacement-This project will replace a deteriorated cast iron water line in Marsh from Brookhaven Club Drive, north to Spring Valley.
Project budget has been established at $450,000 and is scheduled to take place during the 1999 fiscal year. Once completed the project is expected to save an estimated $20,000 annually
in water purchases and line repair costs. Brookhaven Sewer Crossing -Project replaces an aerial crossing over a creek bed with an improved underground crossing which would eliminate
the possibility of contaminating storm water. Budget has been established at $437,000 and construction is expected to begin by mid-1999. The completed project will not have a material
affect on operating expenditures. Long-Term (37 to 60 month5l: Athletic Club Expansion -In anticipation of the growth of residents accompanying the Addison· Circle development, tentative
plans have been made to expand the Club approximately 10,000 square feet to provide an expanded weight training area. The project would be designed during FY2002 and built during the
2003 fiscal year. The expansion budget is tentatively established at $1.5 million, would be funded with General fund surpluses, and is not expected to have a material impact on operating
expenditures. Les Lacs Linear Park Phase IV -This final phase would develop the three acre vacant area to the southwest of the Club. Project budget has been established at $750,000 and
is expected to be supported with General fund surpluses in the 2002 fiscal year. Impact of the project on operating expenses will be determined by the type of park designed and constructed.
Ll -0-Population Ll 92% Developed Ll 8% Underdeveloped Ll Assessed Value 1998 $262,941,528 SECTOR DESCRIPTION The distinguishing feature of this area is the Addison Airport, one of the
busiest single runway general aviation airports in the nation. The airport has attracted considerable commercial activity including several hangar/office complexes. The south and western
areas of the sector encompass almost all of the Addison's light industrial development. Located within Sector 4 are the Town's police station, central fire station, and service center.
Sector 4 Proportion of land Use Retail, Restaurant, Hotel (0.2%) Airport (43%) School, Municipal (0.3%) CAPITAL PROJECTS Accomplished· Commercial, Industrial (56. 5%) FAA Airport Land
Acquisition -The Town recently purchased property adjacent to the airport's west-side needed for the eventual extension of the west taxiway. The $500,000 purchase was funded by a 90%
FAA grant and 10% paid from Airport fund resources. Acquisition of the property will have a minor impact on operating revenues by removing private property from the tax rolls. West-Side
Taxiway Reconstruction -Substantially completed was reconstruction of the west -side taxiway at a budgeted cost of $2.5 million of which 90% was funded with a Texas Department of Transportation
Airport Improvement grant and the remainder from the Airport fund. The project is not expected to have a material impact on operating expenditures. ., •J u 0 0 0 C) 0 0 0 iJ ) i)' ..
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) ) ) ) ) ) ) ) ) ) '1 _l Airport Utilities Replacement -The project replaced approximately 4,500 feet of deteriorated water lines and 4,300 feet of sewer lines at a cost of $1 million.
The project was supported through the Utility fund's capital reserve and is expected to save approximately $50,000 annually in maintenance costs and lost water. Midway /Dooley Intersection
-Project provides signalization and intersection modifications to improve access onto Midway Road from Dooley Road. Project was completed within its $175,000 budget and was supported
with DART LAP funds. The project is not expected to have a material impact on operating expenditures. Immedinte 0 to 12 months): Keller Springs Toll Tunnel Land Acquisition -The Toll
Tunnel [see project description below] required approximately three acres of airport property which, in accordance with agreements with the FAA, the Town must replace. The Town will
identify properties that will be most conducive to airport operations. Property acquisition is estimated to cost $2 ntillion and will be paid from the 1997 issuance of certificates of
obligation. Acquisition of the property will have a ntinor impact on operating revenues by removing private property from the tax rolls, but this should be offset by future development
(e.g. new hangers] on the property. Intennedinte 03 to 36 months): Addison Road Wideuing Phase I -This phase of the project will widen Addison road to a S-lane roadway to accommodate
the increased traffic associated with development and the anticipated opening of the Toll Tunnel. Project will be designed during the 1998 fiscal year with right-of-way acquisition scheduled
for 1999 and construction for FY2000. Total project budget has been set at $2,500,000 and will be paid from proceeds of the 1997 sale of certificates of obligation. Annual operating
expenditures associated with the completed project are estimated to total $5,000. Dooley /Wright Brothers Road Connection -Project will connect Wright Brothers Road to Dooley Road near
Midway Road to provide access to that road's new signal. Several issues affecting property owners require resolution prior to proceeding with the project. Project is budgeted at $200,000
and would be supported with FY2000 General fund surpluses. The project is not expected to have a material impact on operating expenditures. Part 150 Update and Part 161 Study -Project
would update the noise configuration around the airport with the goal of ensuring compatible development around the airport as well as protecting the airport's econontic value to the
community. The cost of the Part 150 Update would be $150,000 and is expected to begin sometime during the 1999 fiscal year. The Part 161 Study would cost $175,000 and begin in FY2000.
Both studies will be supported through a 90% FAA grant and a local match from the Airport fund. Airport Drainage-This project will remove the existing ditch at the north end of the airport
from the runway protection zone. The project is programmed for the 2001 fiscal year and is estimated to cost cost $600,000, of which 90% will be supported through a FAA capital grant.
Long-Term (37 to 60 months): Cavanaugh Flight Museum -Currently residing on the airport is the Cavanaugh Flight Museum, which has become a popular tourist attraction. The museum is privately
owned and houses an extensive collection of vintage aircraft. The museum is lintited to four standard aircraft hangars which !inti! the museum's ability to properly showcase the aircraft.
The Town is currently in negotiations with the museum's owner to enter into a joint-venture which may include the Town constructing a new facility specially designed for the museum.
The budget for the project is currently set at $6 ntillion and would be supported with Hotel fund surpluses or issuance of hotel occupancy tax revenue bonds. At this time the project
is tentatively scheduled for fiscal years 2001 and 2002. SECTOR COMMUNITY ISSUES Keller Springs Toll Tunnel -The North Texas Tollway Authority is constructing a toll tunnel that will
connect Midway road and the North Dallas Tollway. The project will benefit the Town by diverting traffic from Belt Line Road, which is at capacity. The project's cost is estimated to
be $25 million which will be funded by revenue bonds issued by the Authority. Through an agreement with the Authority, the Town has pledged to be a guarantor of the debt service associated
with approximately $2.5 ntillion of the revenue bonds in the event the Authority defaults on the bonds. Because the Authority is an extremely viable state agency, the likelihood of a
default is negligible. Construction is expected to be completed by early 1999. Despite the magnitude of the project, it does not appear the tunnel will have a material impact to operating
expenses since the project will only shift traffic from one area of Town to another. Addison Airport Traffic Control Tower -The Federal Aviation Administration is proceeding with land
acquisition and the architectural design of the new tower. It is anticipated that bids will be awarded in early 1999 1999 with the comntissioning of the new tower scheduled for October,
2001. page 85 
page 86 130 Acres Ll. 668 Population Ll. 73% Developed Ll. 27% Underdeveloped Ll. Assessed Value 1998 $205,204,310 SECTOR DESCRIPTION The smallest of the planning sectors, Sector 5 contains
Addison's old business district. While the area has been among the least developed in the Town, the Addison Circle development has transformed this sector into a vibrant nucleus of the
Addison community. Sector 5 Proportion of Land Use Residential (33%) Commericial, Industrial (17%) Office (5%) Restaurant, Hotel (36%) Addison Circle (Urban Community District) -The
district envisions an area which combines extensive park and median greenscape with upscale multi-family housing in the north Quorum area. The objective of the district is to provide
a setting for special events and to establish a community setting in what has been a totally commercial sector. The district's developers plan for the district to eventually include
3,000 residential units mixed with small reiail shops within four to eight story buildings. The first phase of the project was completed last year and includes 450 units. The entire
development may take 5 to 10 years for ultimate build-out. The Town has negotiated with the developers and property owners a public/private partnership which has the Town building much
of the district's infrastructure in return for the developer adhering to superior construction and design standards and the property owners dedicating land for park and special event
purposes. The Town has committed to spending no more than $10 million on the project, depending upon the number of units built. Much of the Town's initial contribution was financed through
the 1995 issuance of general obligation bonds and the 1997 issuance of certificates of obligation. Annual operating costs associated with full build-out of the district are estimated
to be between $300,000 and $400,000, primarily for additional police officers. Property taxes and user fees, ranging from $500,000 to $750,000 annually, associated with the private development
would offset costs. CAPITAL PROJECTS Accomplished: Addison Circle -Bosque Park-This "vest pocket" park will encompass only one acre but has been designed to provide a relaxing venue
for the urban community's residents. The project was completed within the $535,000 budget. Annual operating expenditures associated with this park have been estimated to be less than
$5,000. Immediate (1 to 12 months): Addison Circle Street Infrastructure Phase Ila -This phase of Addison Circle includes the public infrastructure to support the 481 apartments, 65,000
square feet of commercial/retail space, 340,000 square feet of office space, a 138 room hotel, a mini-storage facility, and six town homes. The public infrastructure includes $4 million
of streets, storm drainage, water and sewer utilities, and streetscape. The project is jointly funded with a $2.8 million developer contribution and a $1.9 million Town match funded
through prior year General fund surpluses and bond sales. The project is scheduled to take place during the 1998 1998 and 1999 fiscal years. A part of this project is the improvement
of railroad street crossings around the development. The improvements will cost $300,000 and will be paid from designated 1999 fiscal year General fund surpluses. Addison Circle -Rotary
Park -The signature feature of the development is a park located within the traffic circle at the intersection of Quorum Drive and Addison Circle Drive. The park will contain a dominant
art feature unique to the urban development. The Town commissioned an artist who has completed design and engineering of the project. The art piece is being fabricated and is scheduled
for installation in late1999. The project budget has been increased to $2.1 million of which $1,765,000 will be funded by the Town with General fund surpluses and $350,000 funded by the Addison Circle developer,
Post Properties. Addison Circle-Esplanade Park-This 1.2-acre park will extend along the Addison Circle Drive median between Quorum Drive and the Tollway to create a spacious landscaped
boulevard within the Addison Circle development. The park is being designed to accommodate special events and is scheduled to be constructed during early 1999. Project budget has been
established at $610,000 and will be supported with proceeds from the 1997 issuance of certificates of ; C) C) n ,.y 0 (J '") 0 () C) () ) u :_) u ~) u @0 0 .) u ) 0 0 u 0 u 0 0 n ,___,
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) ) ) ) ) ./·.) ) '.'.: ) ) ) obligation. Once completed, the project is expected to increase annual Parks department operating costs by less than $5,000. Addison Circle -Special Events
District -The Town has acquired over twelve acres on the southwest corner of the Quorum/Addison Circle intersection to be used as a park as well as a site for the Town's various special
events and to complement use of the Addison Conference and Theatre Centre. The Town is in the process of acquiring the remaining 4. 75 acres of adjacent land from various property owners
at an estimated cost of $1.4 million and is included in the Hotel fund FY1999 budget. Another $4.36 million is planned over the next two fiscal years to make the entire 18 acre site
suitable for recreational and special event purposes. These expenditures are supported by surplus Hotel fund balances as anticipated in that fund's long-term financial plan. Once fully
landscaped, the property will cost an estimated $50,000 annually to maintain as part of the Special Events operating budget. Intermediate (13 to 36 rrwnths): Morris Road Extension-Project
will extend Morris Road, connecting the Addison Circle development with Addison Road. With the purchase of right-of-way during the 1998 fiscal year, a construction budget of $1 million
has been established. Design of the project is scheduled for FY2000 and construction is to take place during FY200l. The project once completed will not have a material impact on operating
expenditures. Addison Circle Phase lib -The third phase of this development is in the planning process with construction not slated to begin until 2001. The Town's commitment to this
phase would be limited to $2.5 million and would be paid from General fund surpluses in the 2001 and 2002 fiscal years. Ll. 3,308 Population Ll. 79% Developed Ll. 21% Underdeveloped
Ll. Assessed Value 1998 $384,995,890 SECTOR DESCRIPTION Sector 6 is distinguished from the other planning areas by the fact that it has the most footage fronting the North Dallas Tollway,
making it conducive for future office development. Located in the sector is the private 1linity Christian Academy which contains athletic facilities shared with the Town of Addison.
Sector 6 Proportion of Land Use Retail, Restaurant, Hotel (4%) Residential (34%) School, Municipal (6%) Office (39%) Special Use, Commercial (17%) CAPITAL PROJECTS Immediate (1 to 12
months): Addison Road/Excel Parkway Intersection -The location of Excel Corp. to this area is expected to significantly increase the volume of traffic through this intersection. The
project would widen Addison Road allowing for free turn lanes and signalize the intersection. Project cost is estimated to be $250,000 and funding will be from future DART LAP allocations.
Project has been delayed due to problems with acquiring right-of-way and is now scheduled to begin in Spring, 1999 and be concluded within four months. The project will not have a material
impact to operating expenditures. Keller Springs/Quorum Drive Intersection-This project will expand the intersection by providing protected left turn lanes on Keller Springs which will
allow the intersection to efficiently accommodate more traffic. The project budget is $200,000 and will be supported with DART LAP funds. Project is anticipated to start in early 1999
pending right-of-way acquisition. page 87 
page 88 Keller Springs/Addison Road Intersection -The project will expand the intersection by providing additional tum lanes to accommodate the additional traffic accompanying completion
of the Keller Springs Toll Tunnel. The project budget is $250,000 and will be funded from future DART LAP proceeds. Construction is scheduled for mid-1999. The project will not have
a material impact to operating expenditures. Long-Tenn (3 7 to 60 mnnths): North Tollway Landscaping Phase III-The project would extend the landscaping on the west Tollway service road,
from Westgrove Road, north of Sojourn Drive to the city limit line. The project will complete the landscaping along the Town's eastern edge to achieve a distinctive and aesthetically
pleasing gateway into the Town. Project budget has been established at $323,000 and would be supported by future General fund surpluses. The project is scheduled to take place during
the 2003 fiscal year. Once completed, maintenance of the additional landscaping would add approximately $5,000 to annual Park department expenditures. C) ,-~ ., ; 1) ' J ") ) ) ) 0 J
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page 90 I < I I ~ ... I I I May 12 I II I] June 20 .~ [I r·~ 11 I] ~ = ~ ~ [II II~"' I] ~~ < Surveys distributed and tabulated Initial Work Sessions with Council Budget Requests Submitted
and Reviewed Council reviews General fund budget Certified Tax Roll Received 1. City Manager meets with department heads to discuss budget process and provide staff direction for budget
development. Preliminary FY1999 department budgets are established with a 0% increase ceiling over prior year appropriations which cannot be exceeded without departments submitting separate
expanded levels of service requests. Department budgets are prepared and submitted to Finance through the mainframe computer system. 2. A survey is distributed to Council members to
gauge their positions on levels of city services and other budget issues. Surveys are tabulated and reflect a general level of satisfaction with services. Council requested more information
relating to juvenile law enforcement programs and youth recreation activities. 3. An initial workshop session is conducted prior to the regularly scheduled Council meeting. The Finance
director briefly describes the process for development of a municipal budget and presents the budget development calendar. Subsequent workshop sessions are conducted with Council to
review General fund departments and operations. Also discussed are the assumptions used by the fund's longterm financial plan. Following these meetings, staff has direction for developing
the General fund budget. 4. Deadline for department budgets to be submitted to Finance. The Finance director will spend the next several weeks reviewing department budgets for presentation
to the Council at work sessions conducted during June. 5. Council reviews General fund budget and expanded levels of service requests totaling $1,044,930. Following the meeting, Council
tentatively agrees to approve ELS's of $204,280 which will be incorporated into the 1999 budget. Council also makes decisions related to funding non-profit agencies. 6. Certified appraisal
rolls from Dallas County Appraisal District are received showing taxable values of $2,493,795,333. ; 
~) ) ) ) ) . i August 6 August 20 I August 11 I I I ,, I (ugust251 I' . 0 September 14 November 30 I II 1998-99 City Manager's Proposed Budget Proposed Budget Filed with City Secretary
Effective Tax Rate Published Worksessions with Council Public Hearing Held Council Adopts the 1998-99 Budget 1998-99 Budget Document is Published @Budget is Amended 7. City manager's
proposed budget is filed with the City Secretary and made available to the public as required by the City Charter. Budget reflects total appropriations of $56,108,140 and a tax rate
of 40.92¢. 8. Upon receipt of the certified appraisal rolls, the Finance department performs the net effective tax rate calculation as required by State law. The net effective tax rate
is calculated to be 40.31¢ with a roll back rate of 40.02<1:. Recent changes in State law require holding of public hearings if the proposed tax rate produces a levy greater than the
levy of the previous year. 9. Council reviews the City Manager's proposed budget and addresses any unresolved issues. The City Manager presents his recommendation for funding the Town's
merit pay plan. He recommends, and the Council approves funding merit pay at an average of six percent of salaries. The Finance director discusses with the Council the process for publishing
and adopting the property tax rate for the 1998-99 budget. Council takes a vote of record to tentatively adopt a tax rate of 40.00¢. 10. Following the required newspaper notices, a hearing
is conducted at a regularly scheduled Council meeting. There was no public comment received on the budget or the proposed tax rate. 11. Council approves ordinances adopting the budget
for the fiscal year beginning October 1, 1998 with total appropriations of $56,941,070 and a tax rate of 40¢. During the meeting, Council also adopts an ordinance reducing water and
sewer rates by five percent effective with the November, 1998 billing. 12. Finance director and administrative secretary work closely to develop final budget document; document is returned
from printers and distributed to users. 13. Typically, in May or June, a work session is conducted with Council to discuss mid-year budget adjustments; budget amendments are adopted
by ordinance. page 91 
page 92 INTRODUCTION The Town of Addison, Texas financial policies set forth the basic framework for the fiscal management of the Town. These policies were developed within the parameters
established by applicable provisions of the Texas Local Government Code and the Town of Addison City Charter. The policies are intended to assist the City council and City staff in evaluating
current activities and proposals for future programs. The policies are to be reviewed on an annual basis and modified to accommodate changing circumstances or conditions. ANNUAL BUDGET(Charter
Requirements*) l. • The fiscal year of the Town of Addison shall begin on October 1 of each calendar year and will end on September 30 of the following calendar year. The fiscal year
will also be established as the accounting and budget year. 2. • The City Manager, prior to August first of each year, shall prepare and submit to the City Secretary, the annual budget
covering the next fiscal year which shall contain the following information: a. The City Manager's budget message shall outline the proposed financial policies for the next fiscal year
with explanations of any changes from previous years in expenditures and any major changes of policy and a complete statement regarding the financial condition of the Town. b. An estimate
of all revenue from taxes and other sources, including the present tax structure rates and property evaluations for the ensuing year. c. A carefully itemized list of proposed expenses
by office, department, agency, and project for the budget year, as compared to actual expenses of the last ended fiscal year, and estimated expenses for the current year compared to
adopted budget. d. A description of all outstanding bonded indebtedness of the Town. e. A statement proposing any capital expenditure deemed necessary for undertaking during the next
budget year and recommended provision for financing. f. A list of capital projects which should be undertaken within the next five succeeding years. g. A five year financial plan for
for the General fund. 3. * The City Manager's budget should assume, for each fund, operating revenues that are equal to, or exceed operating expenditures. The City Manager's budget message
shall explain the reasons for any fund that reflects operating expenditures exceeding operating revenues. 4. * At least one public hearing shall be conducted before the Council, allowing
interested citizens to express their opinions concerning items of expenditures, giving their reasons for wishing to increase or decrease any items of expense. The notice of hearing shall
be published in the official newspaper of the Town not less than 15 days or more than 30 days following date of notice. 5. * Following the public hearing, the Council shall analyze the
budget, making any additions or deletions which they feel appropriate, and shall, at least three days prior to the beginning of the next fiscal year, adopt the budget by a favorable
majority vote. If the Council fails to adopt the budget, the City shall continue to operate under the existing budget until such time as the Council adopts a budget for the ensuing fiscal
year. 6. * On final adoption, the budget shall be in effect · for the budget year. Final adoption of the budget by the Council shall constitute the official appropriations for the current
year and shall constitute the basis of the official levy of the property tax. Under conditions which may arise the Council may amend or change the budget to provide for any additional
expense. 7. The annual budget document shall be published in a format that satisfies all criteria established by the Government Finance Officers Association's Distinguished Budget Program.
The final budget document shall be published no later than ninety days following the date of the budget's adoption by the Council. BASIS OF ACCOUNTING AND BUDGETING l. The Town's finances
shall be accounted for in accordance with generally accepted accounting principles as established by the Governmental Accounting Standards Board. a. The accounts of the Thwn are organized
and operated on the basis of funds and account groups. Fund accounting segregates funds according to their intended purpose and is used to aid management in demonstrating compliance
with finance-related legal and ) ) :J 0 () c:J ,) :~ C) i' 0 1) 0 0 C) 0 ) .) •) .. ' () ~) 0 () 0 0 u .) 0 () u u u u 8 0 () 0 
) ) ) ) .) contractual proviSIOns. The minimum number of funds is maintained consistent with legal and managerial requirements. Account groups are a reporting device to account for certain
assets and liabilities of the governmental funds not recorded directly in those funds. Governmental funds are used to account for the government's general government activities and include
the General, Special Revenue, Debt Service and Capital Project funds. b. Governmental fund types use the flow of current financial resources measurement focus and the modified accrual
basis of accounting. Under the modified accrual basis of accounting revenues are recognized when susceptible to accrual (i.e., when they are "measurable and available"). "Measurable"
means the amount of the transaction can be determined and "available" means collectible within the current period or soon enough thereafter to pay liabilities of the current period.
Substantially all revenues are considered to be susceptible to accrual. Ad valorem, sales, hotel, franchise and tax revenues recorded in the General fund and ad valorem tax revenues
recorded in the Debt Service fund are recognized under the susceptible to accrual concept. Licenses and permits, charges for services, fines and forfeitures, and miscellaneous revenues
(except earnings on investments) are recorded as revenues when received in cash because they are generally not measurable until actually received. Investment earnings are recorded as
earned since they are measurable and available. Expenditures are recognized when the related fund liability is incurred, if measurable, except for principal and interest on general long-term
debt, which are recorded when due, and compensated absences, which are recorded when payable from currently available financial resources. c. The Town utilizes encumbrance accounting
for its Governmental fund types, under which purchase orders, contracts and other commitments for the expenditure of monies are recorded in order to reserve that portion of the applicable
appropriation. d. The Town's Proprietary fund types are accounted for on a flow of economic resources measurement focus and use the accrual basis of accounting. Under this method, revenues
are recorded when earned and expenses are recorded at the time liabilities are incurred. 2. The Town's annual budgets shall be prepared and adopted on a basis consistent with generally
accepted accounting principles for all governmental and proprietary funds except the capital projects funds, which adopt projectlength budgets. Also depreciation of fixed assets is not
recognized in proprietary fund budgets. All annual appropriations lapse at fiscal year end. Under the Town's budgetary process, outstanding encumbrances are reported as reservations
of fund balances and do not constitute expenditures or liabilities since the commitments will be reappropriated and honored the subsequent fiscal year. BUDGET ADMINISTRATION 1. All expenses
of the Town shall be made in accordance with the adopted annual budget. The department level is the legal level of control enacted by the town Charter. Budgetary control is maintained
at the individual expenditure account level by the review of all requisitions of estimated purchase amounts prior to the release of purchase orders to vendors. 2. The following represents
the Town's budget amendment policy delineating responsibility and authority for the amendment process. Transfers between expenditure accounts in one department may occur with the approval
of the finance director. Transfers between operating departments may occur with the approval of the city manager and finance director provided that a department's total budget is not
changed by more than five percent. Transfers between funds or transfers between departments that change a department's total budget by more than five percent must be accomplished by
budget amendment approved by the City Council. Budget amendments calling for new fund appropriations must also be approved by the City Council. FINANCIAL REPORTING 1. Following the conclusion
of the fiscal year, the Town's Finance Director shall cause to be prepared a Comprehensive Annual Financial Report (CAFR) in accordance with generally accepted accounting and financial
reporting principles established by the Governmental Accounting Standards Board. The document page 93 
page 94 shall also satisfy all criteria of the Government Finance Officers Association's Certificate of Achievement for Excellence in Financial Reporting Program. 2. The CAFR shall show
the status of the city's finances on the basis of generally accepted accounting principles (GAAP). The CAFR shall show fund revenues and expenditures on both a GAAP basis and budget
basis for comparison purposes. In all but two cases this reporting conforms to the way the city prepares its budget. Compensated absences (accrued but unused sick leave) are not reflected
in the budget but are accounted for in the CAFR's long-term debt account group. Depreciation expense is not shown in the budget's proprietary funds, although the full purchase price
of equipment and capital improvements is reflected as uses of working capital. 3. Included, as part of the Comprehensive Annual Financial Report shall be the results of the annual audit
prepared by independent certified public accountants designated by the City Council. 4. The Finance Director shall within sixty days following the conclusion of each calendar quarter,
issue a report to the Council reflecting the Town's financial condition for that quarter. The quarterly report format shall be consistent with the format of the annual budget document.
REVENUES 1. To protect the Town's financial integrity, the Town will maintain a diversified and stable revenue system to shelter it from fluctuations in any one revenue source. Recognizing
that sales tax is a volatile, unpredictable source of revenue, the Town will attempt to reduce its dependence on sales tax revenue. 2. For every annual budget, the Town shall levy two
property tax rates: operation/maintenance and debt service. The debt service levy shall be sufficient for meeting all principal and interest payments associated with the Town's outstanding
general obligation debt for that budget year. The debt service levy and related debt service expenditures shall be accounted for in the Debt Service fund. The operation and maintenance
levy shall be accounted for in the General fund. The operation and maintenance levy shall not exceed the eight percent (8%) roll-back rate as defined by the State of Texas Property Tax
Code. 3. The Town will maintain a policy of levying the lowest tax rate on the broadest tax base. Minimal exemptions will be provided to homeowners, senior citizens, and disabled veterans.
The Town will not provide tax abatements to encourage development. 4. The Town will establish user charges and fees at a level that attempts to recover the full cost of providing the
service. a. User fees, particularly utility rates, should identify the relative costs of serving different classes of customers. b. Where possible, utility rates should be designed to
reduce peak (hour and day) demands on the utility systems. c. The Town will make every reasonable attempt to ensure accurate measurement of variables impacting taxes and fees (e.g. verification
of business sales tax payments, verification of appraisal district property values, accuracy of water meters). 5. The Town will attempt to maximize the application of its financial resources
by obtaining supplementary funding through agreements with other public and private agencies for the provision of public services or the construction of capital improvements. 6. The
Town will consider market rates and charges levied by other public and private organizations for similar services in establishing tax rates, fees and charges. 7. When developing the
annual budget, the City Manager shall project revenues from every source based on actual collections from the preceding year and estimated collections of the current fiscal year, while
taking into account known circumstances which will impact revenues for the new fiscal year. The revenue projections for each fund should be made conservatively so that total actual fund
revenues exceed budgeted projections. .~--'\ "_) () .") ., } ) .,) J u u 0 (·j '·· u ;j 0 0 0 0 u 
OPERATING EXPENDITURES 1. Operating expenditures shall be accounted, reported, and budgeted for in the following major categories: a. Operating, Recurring Expenditures i. Personal Services
ii. Supplies iii. Maintenance iv. Contractual Services v. Capital Replacement/Lease b. Operating, Non-Recurring Expenditures Capital Equipment 2. The annual budget shall appropriate
sufficient funds for operating, recurring expenditures necessary to maintain established (i.e. status quo) quality and scope of city services. 3. The Town will constantly examine the
methods i for providing public services in order to reduce ) operating, recurring expenditures and/or enhance quality and scope of public services ) with no increase to cost. 4. Personal
service expenditures will reflect the minimum staffing needed to provide established quality and scope of city services. To attract and retain employees necessary for providing high-)
quality service, the Town shall maintain a compensation and benefit package competitive with the public and, when quantifiable, private service industries. 5. Supply expenditures shall
be sufficient for ensuring the optimal productivity of Town employees. 6. Maintenance expenditures shall be sufficient for addressing the deterioration of the Town's capital assets to
ensure the optimal productivity of the capital assets. Maintenance should be conducted to ensure a relatively stable level of maintenance expenditures for every budget year. 7. The Town
will utilize contracted labor for the provision of city services whenever private contractors can perform the established level of service at less expense to the Town. The Town will
regularly evaluate its agreements with private contractors to ensure the established levels of service are performed at the least expense to the Town . . :) 8. Existing capital equipment
shall be replaced when needed to ensure the optimal productivity of Town employees. Existing capital equipment associated with General fund operations in excess of $5,000 will be amortized
by charges to the departments using the equipment. The amortization charges will be sufficient for replacing the capital equipment at the end of its expected useful life. The amortization
charges and application of those funds will be accounted for in the Capital Replacement Fund. 9. Expenditures for additional capital equipment shall be made only to enhance employee
productivity, improve quality of service, or expand scope of service. 10. To assist in controlling the growth of operating expenditures, operating departments within the General fund
will submit their annual budgets to the City Manager within a ceiling calculated by the Finance Director from the General fund's Long-Term Financial Plan. Projected expenditures that
exceed the ceiling must be submitted as separate Expanded Levels of Service requests. The City Manager will recommend the ELS requests to the Council, which will vote on the requests,
separate from the operating budget. FUND BALANCE 1. The annual budget shall be presented to Council with each fund reflecting an ending fund balance which is no less than 25% of that
fund's annual operating expenditures. To satisfy the particular needs of individual funds, ending fund balances may be established which exceed the 25% minimum. 2. Fund balance which
exceeds the minimum level established for each fund may be appropriated for non-recurring capital projects or programs. 3. The Town will exercise diligence in avoiding the appropriation
of fund balance for recurring operating expenditures. In the event fund balance is appropriated for recurring operating expenditures to meet the needs of the Addison community, the budget
document shall include an explanation of the circumstances requiring the appropriation and the methods to be used to arrest the future use of fund balance for operating expenditures.
page 95 
page 96 FUND TRANSFERS 1. With the exceptions noted below, there will be no operating transfers between funds. Any costs incurred by one fund to support the operations of another shall
be charged directly to the fund. (For example, actual hours worked by General fund employees for Hotel fund events.) 2. Fund transfers may occur when surplus fund balances are used to
support non-recurring capital expenses or when needed to satisfy debt service obligations. DEBT EXPENDITURES 1. The Town will issue debt only to fund capital projects that cannot be
supported by current, annual revenues. 2. To minimize interest payments on issued debt, the Town will maintain a rapid debt retirement policy by issuing debt with maximum maturities
not exceeding fifteen (15) years. Retirement of debt principal will be structured to ensure constant annual debt payments. 3. The Town will attempt to maintain base bond ratings (prior
to insurance) of Al (Moody's Investors Service) and A+ (Standard & Poor's) on its general obligation debt. 4. When needed to minimize annual debt payments, the Town will obtain insurance
for new debt issues. CAPITAL PROJECT EXPENDITURES 1. The Town will develop a multi-year plan for capital projects, which identifies all projects likely to be constructed within a five
year horizon. The multi-year plan will reflect for each project the likely source of funding and attempt to quantify the project's impact to future operating expenditures. 2. Capital
projects will be constructed to: a. Protect or improve the community's quality of life. b. Protect or enhance the community's economic vitality. c. Support and service new development.
3. To minimize the issuance of debt, the Town will attempt to support capital projects with appropriations from operating revenues or excess fund balances (i.e. "pay-as-you-go"). UTILITY
CAPITAL EXPENDITURES The Town will design utility rates sufficient for funding a depreciation reserve which will accumulate resources to replace or rehabilitate aging infrastructure
which no longer can can be serviced by regular maintenance. Attempts should be made to fund the reserve at a level approximate to annual depreciation of assets as reported in the Town's
Comprehensive Annual Financial Report. LONG-TERM FINANCIALPLANS 1. The Town will adopt every annual budget in context of a long-term financial plan for the General Fund. Financial plans for other funds may be developed as needed. 2. The General
fund long-term plan will establish assumptions for revenues, expenditures and changes to fund balance over a five year horizon. The assumptions will be evaluated each year as part of
the budget development process. .) ) C) :) ~~ ~;y () 0 () 0 'v ) \) 0 (_) 0 0 0 u 
) ) ) ) COMPARISON OF MAJOR REVENUE SOURCES $40,000,000 -,-----------------------, $35,000,000 $30,000,000 $25,000,000 $20,000,000 . $15,000,000 $10,000,000 $5,000,000 . $0 Ill Hotel
Occupancy Tax • Utility Fees IJ Franchise Fees 1989 1990 1991 1992 1993 19941995 1996 1997 1998 1999 MAJOR REVENUE SOURCES The revenue sources described in this section account for $35,874,300
or 80.5% of the Town's total operating revenues (excludes bond proceeds and interfund transfers/charges) PROPERTY TAXES Property (ad valorem) taxes attach as an enforceable lien on property
as of each January 1st. The Town's property tax is levied each October 1 on the assessed value listed as of the prior January 1 for all real and business personal property located in
the Town. Assessed values are established by the Dallas Central Appraisal District at 100% of the estimated market value and certified by the Appraisal Review Board. The assessed taxable
value for the roll of January 1, 1998, upon which the fiscal 1999 levy is based, is $2,'500,958,613. This amount is net of approximately $180,710,557 (representing 7.2% of taxable value)
of agricultural, homestead, over-65, and disabled veteran exemptions. The 1998 tax roll is 18.1% greater than the revised 1997 roll. This increase represents the highest of all Dallas
~ 8 $3,000 $2,500 $2,000 0 $1,500 ~ $1,000 ASSESSED VALUATION OF TAXABLE PROPERTY As of January 1 ~ ~ $500 ~ ' I $0 -. -.-·~-~.-~-1990 1992 1994 1996 1998 County cities and is the fifth
consecutive year posting an increase in values. Based upon the value of building permits issued for several new office buildings and Phase II of the Addison Circle development, the double-digit
growth in values is expected to continue at least for the next one to two years. The Town is permitted by Article XI, Section 5 of the State of Texas Constitution to levy taxes up to
$2.50 per $100 of assessed valuation for general governmental services including the payment of principal and interest on general obligation long-term debt. The tax rate for the year
ending September 30, 1999 is 40.00~ per $100 of which 14. 8M is allocated for general government operation and maintenance and 25.12~ is allocated for general obligation long-term debt.
In Texas, county-wide central appraisal districts are required to assess all property within the appraisal district on the basis of 100% of its appraised value and are prohibited from
applying any assessment ratios. The value of property within the appraisal district must be reviewed every five years; however, the Town may, at its own expense, require annual reviews
of appraised values. The Town may challenge appraised values established by the district through various appeals and, if necessary, legal action. Under this arrangement the Town continues
to set tax rates on property. However if the effective tax rate, excluding tax rates for retirement of bonds and other contractual obligations, adjusted for new improvements, exceeds
the rate for the previous year by more than 8% , qualified voters of the Town may petition for an election to determine whether to limit the tax rate to no more than 8% above the tax
rate of the previous year. The FY1999 tax levy adopted by the Town is less than the 40.02~ roll-back rate. page 97 
page 98 SALES TAX CUMULATIVE PERCENT CHANGE FROM PRIOR YEAR 25.00% 20.00% 15.00% . -Addison 10.00% -Dallas County Texas 5.00% 0. 00% --I H~H-+-+--c-1 i +-++-+-1-1 ·I co ..... ~ ~ ~ -5.00%
Taxes are due January 31 following the October 1 levy date and are considered delinquent after January 31 of each year. Based upon historical collection trends, current tax collections
for the year ending September 30, 1999 are estimated to be 98.65% of levy and will generate $9,868,800 in revenues. Delinquent taxes and penalties are expected to produce an additional
$40,000. SALES TAX The sales tax in Addison is 8.25% of goods or services sold within the Town's boundaries. The tax is collected by businesses making the sale and is remitted to the
State's Comptroller of Public Accounts on a monthly, and in some cases, a quarterly basis. Of the 8.25% tax, the State retains 6.25% and distributes 1% to the Town of Addison and 1%
to the Dallas Area Rapid. Transit mass transportation authority. The State distributes tax proceeds proceeds to local entities within forty days following the period for which the tax
is collected by the businesses. ..... ..... $ m a; For the year ending September 30, 1999, the Town of Addison expects to receive $8,950,000 in sales and use tax revenue. This amount
represents a one percent increase over the prior year's budget. As illustrated by the accompanying line graph, Addison's monthly collections during FY1998 averaged a little more than
2% over what was collected in FY1997. This trend compares with the 7. 7% increase for Dallas County and 10.3% for the State. The one percent growth in Town sales tax collections assumed
in the budget is conservative and derived from the experience from the past year. However, economic forecasts predict an average three percent expansion in the State and regional economies
for the next ten years. Together with the surge in multi-family and office development in Addison, sales tax collections should surpass the budgeted assumption. Sales tax collections
are notoriously unpredictable and Addison's collections can vary significantly from one month to the next. One reason attributed to Addison's volatility is its unique sales tax base
which is dependent DISTRIBUTION OF SALES TAX REVENUE ADDISON/DALLAS COUNTY Retall -Restaurant, Liquor, Food 23% I 14% Retail -Other 24% 19% Retail -Durable 13% I 24% Services/Utilities
22% I 34% --Ad1llscm/Dallas County Wholesale I Trade 13% I 3% Construction/Manufacturing 6% I 11% !) ) ., l ) l ·. /) [') ~-.J ' j i) Q () 0 :) ) ,) 0 () ---'\ \_) 0 0 0 . 0 0 0 
.) ·) ) ) .) .. , upon retail sales. Sales tax derived from retail sales total over60% in Addison compared to oniy47% in the Dallas area (see accompanying pie chart). Another sales tax
levied by the state is the mixed drink tax which is applied against all mixed drinks and package liquor sold in the city. The tax is 12.5% of sales price and, like the general sales
tax, is collected by the State. The Town's share of the dollar revenues generated by the tax is 10.7% which is expected to produce $800,000 for the 1999 fiscal year. Although Addison
has only 12,190 residents, its concentration of hotels and restaurants makes it the eighth highest city in Texas for mixed drink beverage sales, surpassing Corpus Christi with a population
of 257,000. UTILITY FEES The Town of Addison charges fees for the provision of water and sewer services to residents and businesses located within the Town. The Town utilizes a comprehensive
utility rate structure which is based upon charging minimum bills for customer classifications depending upon the demand each classification places upon the utility system. This structure
allows the fund to equitably recover a greater portion of its fixed expenses through a relatively constant revenue stream. Under these rates, each customer pays a minimum monthly bill
depending upon how their account is classified. For example a single-family customer will pay a minimum bill of $7.36 for water which includes 2,000 gallons. At the other end of the
scale, an industrial customer with a meter greater than 2" in size pays a minimum bill of $235.31 with an allowance of 80,000 gallons. Water consumed in excess of the minimum allowance
for all customers is billed at $1.43 per 1,000 gallons. Sewer charges are dependent upon the volume of water consumed and are structured similar to the water rates. The exceptions to
this rule are single-family residential customers who cease paying sewage fees once water consumption exceeds 8,000 gallons. The combined monthly water and sewer bill for a single-family
residence which consumes 10,000 gallons is $45.45. These rates are effective for the 1999 fiscal year and are five percent less than the rates in effect for the FY1998. Utility rates
were reduced due to the fund realizing more revenue than was needed for its operating and capital needs. Shown below is a distribution of customers by classification (as of 6/30/98)
and the approximate percentage of contribution each classification makes to water and sewer operating revenues. For the 1998-99 budget year, the Town's Utility Fund anticipates receiving
$2,977,000 from sale of water and $3,562,000 from sewer fees. The total utility fees represent a 9.7% decrease from previous year estimates. The decline is attributed to a five percent
reduction in water and sewer rates and an assumption of a normal summer in 1999 following the unusually dry and hot summer of 1998. The reduced rates are possible because of an expanding
customer base resulting from the surge in multi-family and commercial construction. -· WATER SEWER Customer Number Percent Number Percent Classification of Accounts of Revenues of Accounts
of Revenues Single Family 1,534 11.6 1,524 10.0 Multi-Family 112 22.7 112 35.9 Municipal/School 25 1.1 25 1.5 Irrigation 474 24.4 0 0.0 Hotel/Motel 20 8.8 20 12.5 Commercial 618 29.2
618 39.5 Fire Meter 162 1.7 0 0.0 Industrial 12 0.5 12 0.6 Total 2,957 100.0% 2,311 100.0% page 99 
page 100 HOTEL/MOTEL OCCUPANCY TAX The occupancy tax is levied by both the Town and the State against a hotel or motel's gross occupancy receipts on a monthly basis. The Town's tax is
7%, the maximum allowed by law, and is levied with the State's 6% rate. Revenue generated by the tax is restricted by State law to directly enhance and promote the tourist, convention
and hotel industries. For the year ending September 30, 1999, the Town expects to receive $4,850,000 in occupancy tax receipts, a 12.8% increase over the previous budget. The increase
is attributed to the addition of another 271 rooms with completion of the Hilton Garden Inn and the Marriott Courtyard in 1999. Over the next four years, revenue is expected to increase
an average 5. 75% annually. Addison's collection of hotel occupancy tax ranks it eighth in the State of Texas, just behind Corpus Christi, a city on the gulf coast with a population
of 257,000. Number Percentage Establishment of Rooms of Revenue Comfort Inn 86 2.1 Crown Plaza Hotel 429 8.9 Holiday Inn 118 3.4 Haropton Inn 160 4.3 Homewood Suites 128 4.0 La Quinta
Inn !52 5.1 Marriott Courtyard 147 5.4 Marriott Quorum 548 28.8 Marriott Residence ISO 4.1 Motel6 168 2.5 Quality Inn 78 0.3 (opened May, 1998) Raroada 78 0.7 Sleep Inn 63 1.3 Summerfield
Suites 132 5.6 The Hotel Intercontinental 529 23.4 TOTAL 2,966 100.0 INTERGOVERNMENTAL REVENUE In the Airport fund, the Town is expected to receive $562,500 in Federal Aviation Administration
[FAA) grants for capital improvements at the Town's airport. The grants support 90% of the cost of improvements. The 1999 fiscal year allocation is for completion of the rehabilitation
of the airport's west side taxiway. Due to funding limitations at the Federal level, it is not likely the Town will receive significant funding over the next few years following completion
of the FY1999 project. The Town is also expected to receive funds from Dallas Area Rapid Transit [DART) through its Local Assistance Program. The program is designed to pay for capital
projects directly associated with vehicular congestion management and represents a "rebate" of sales tax generated from retail sales within the Town. Funding for the 1998-99 budget is
estimated to be $1,640,000 which will pay for several street and intersection improvements. This amount is comprised of the 1999 fiscal year allocation as well as unspent funds from
prior year allocations. Based on historic sales tax revenue, the Town is projected to receive an average $1.6 million annually until the program's conclusion in FY2004. FRANCHISE FEES
The Town of Addison maintains non-exclusive franchise agreements with utilities which use the Town's roadway right-of-ways to conduct their business. Besides defining the responsibilities
of the utilities in maintaining their assets, the agreements contain a franchise fee clause which require the utilities to compensate the Town for use of the right-of-ways. Generally,
the fees are based upon a percentage of a utility's gross receipts (generated by customers located within the Town's corporate limits) which range from 4% to 5%. Revenues from the natural
gas, electric power, telephone, and cable television franchises is anticipated to total $2,624,000 in the 1998-99 fiscal year, which represents an 3.8% increase over the previous year's
budget. This increase is attributed to the additional residential and commercial development in Addison which has generated increased sales for all cable and utility companies. With
deregulation of the telecommunications industry, attention has focused on the structure of right-of-way agreements as well as the method of compensation. The Town has currently four
telecommunication carriers within its rights-of-way and is rapidly running out of room to accommodate additional utilities. The telecommunications industry has also pressured Texas communities
as well as the State Legislature to consider a different method of compensation to recognize the fact that many companies will begin to share assets located within rights-of-way and
should not be be required to "double pay" forthe same assets. Over the next year, the Town will work with industry representatives to arrive at an equitable method of compensating the
Town for use of its rights-of-way to conduct their business. _) '-·-""'-•· <;l 0 @C) C) () 0 0 ' ·-'\ ·. ) 
) ) u ) ) ) ) page 101 
page 102 111111111 ~ ·~ ~ = ~ = ·~ ~ a • ~ ~ = Q ~ I Q ~ •.-I "= = Qj ~ General Fund Long-Term Financial Plan Actual 1996-97 BEGINNING BALANCE $ 5,579,649 REVENUES: Ad valorem taxes
2,937,878 Non-property taxes 9,117,606 Franchise fees 2,439,476 Licenses and permits 550,173 Service fees 974,786 Fines and penalties 575,330 Interest income 341,259 Rental income 120,161
Miscellaneous 17,001 TOTAL REVENUES 17,073,670 EXPENDITURES: Operating: Personal services 10,105,925 Supplies 665,314 Maintenance 1,388,806 Contractual services 2,751,494 Capital replacement/lease
899,210 Capital outlay 146,404 Other uses 1,805,000 TOTAL EXPENDITURES 17,762,153 ENDING FUND BALANCE $ 4,891,166 Calculation of available funds: Ending fund balance $4,891,166 Less
minimum requirements Excess funds available for capital projects Debt issuance variable: Beginning debt outstanding $25,830,071 Principal retired 5,002,880 Principal issued 0 Ending
debt outstanding $20,827,191 Tax rate variable: General fund $0.1562 Debt service fund $0.2988 Total $0.4550 Staffing variable: Full-time equivalent positions 208 Average cost per FTE
$48,586 Base Year Year 1 Estimated Budget Projected 1997-98 1998-99 1999-2000 $ 4,891,170 $ 4,710,310 $ 4,868,310 3,239,500 3,686,070 4,081,100 9,520,000 9,750,000 10,140,000 2,511,450
2,624,000 2,729,000 595,250 472,750 491,700 1,038,000 1,065,100 1,107,700 457,500 535,000 556,400 355,000 345,000 358,800 126,000 125,000 130,000 5,000 5,000 5,200 17,847,700 18,607,920
19,599,900 10,716,930 11,256,180 11,761,500 647,670 707,030 721,200 1,760,390 1,831,330 1,868,000 2,661,730 2,841,220 2,898,000 907,390 1,049,340 1,049,300 198,450 214,820 150,000 1,136,000
550,000 1,207,000 18,028,560 18,449,920 19,655,000 $ 4,710,310 $ 4,868,310 $ 4,813,210 $4,710,310 $4,868,310 $4,813,210 4,474,980 4,612,000 $393,330 $201,210 $20,827,191 $26,468,611
$21,154,261 5,358,580 5,314,350 5,486,700 11,000,000 0 0 $26,468,611 $21,154,261 $15,667,561 $0.1532 $0.1488 $0.1444 $0.2943 $0.2512 $0.2201 $0.4475 $0.4000 $0.3645 209 210 211 $51,277
$53,601 $55,742 ~ NOTE: Shaded area reflects projected appropriation of surplus funds for future designated projects. < Year 2 Projected 2000-2001 $ 4,813,210 4,517,800 10,545,600 2,838,200
511,400 1,152,000 578,700 373,200 135,200 5,400 20,657,500 12,288,300 735,600 1,961,400 2,984,900 1,049,300 150,000 1,000,000 20,169,500 $ 5,301,210 $5,301,210 4,792,380 $508,830 $15,667,561
2,219,870 6,000,000 $19,447,691 $0.1439 $0.1975 $0.3414 213 $57,692 /"'''\ ) ) ,,.-~ ') 0 C) 0 'J C) (_) ,) 0 0 0 0 0 0 0 u u !) Q 0 ') () 0 0 0 0 'J () 
:'i . ' I ) ) ) ) ) '. ') .:_) ) Year 3 Projected 2001-2002 $ 5,301,210 4,960,300 10,967,400 2,951,700 531,900 1,198,100 601,800 388,100 140,600 5,600 21,745,500 2,837,400 750,300 2,059,500
3,074,400 1,049,300 150,000 1,654,000 21,574,900 $ 5,471,810 $5,471,810 4,980,230 $491,580 $19,447,691 2,411,604 0 $17,036,087 $0.1463 $0.1687 $0.3150 215 $59,709 Year4 Projected 2002-2003
$ 5,471,810 5,395,600 11,406,100 3,069,800 553,200 1,246,000 625,900 403,600 146,200 5,800 22,852,200 13,409,800 765,300 2,162,500 3,166,600 1,049,300 150,000 2,423,000 23,126,500 $
5,197,510 $5,197,510 5,175,880 $21,630 $17,036,087 1,727,476 0 $15,308,611 $0.1524 $0.1291 $0.2815 217 $61,796 LONG-TERM FINANCIAL PLAN In accordance with the Town's financial policies,
the 1998-99 budget was developed in context of a long-term financial plan. The objective of the plan is to limit operating expenses to the amount needed to maintain existing levels of
service to the community. Surplus revenues (identified also as fund balance in excess of minimum requirements) would be applied to support one-time capital projects, which wouid otherwise
require the issuance of debt. There are two components to the plan; the first is a financial projection for the General and Hotel funds and the second is a capital project funding summary.
There are several benefits to the plan. First, the plan will give future Councils a valuable perspective when considering budgets within the plan's five-year horizon. Second, the plan
imparts a measure of discipline on staff. The plan assumes any unanticipated increase in revenues will be diverted to capital projects requiring staff to limit operating expenses to
the amount approved the previous year. Finally, the plan is flexible, if revenues are not received as planned capital projects can be deferred. GENERAL FUND FINANCIAL PROJECTION The
plan presents the General fund over seven fiscal years: two previous fiscal years, the adopted "base" budget for F¥1999, and four projected years. The projections made for fiscal years
2000-2000-2003 make the following assumptions: ! All revenues, other than property tax, will increase between three and five percent each year; revenues have increased at least this
amount the past five years. ! The property tax levy will increase by the maximum allowed withnut exceeding the rollback limit. In other words, the levy will recognize an eight percent
increase in the operation and maintenance levy plus additional revenue which may be realized through new construction. This assumption is reflected by the tax rate adopted for the 1998-99
fiscal year. ! Expenditures will increase no more than four percent each year. This assumption is based on the addition of one position in F¥2000, two positions for each of the next
three years, and a 3% funding of a merit plan each year (an additional 1.5% funding was approved for the F¥1999 merit plan). ! A minimum fund balance has been established at 25% of expenditures.
This minimum requirement has been found to be sufficient for protecting the fund's integrity in the event of unexpected losses of revenue or increased operating expenditures. Fund balance
in excess of this minimum may be used for one time capital projects. During development of the FY1999 budget, the plan was utilized with the distribution of budget packets to the individual
departments'. Department heads were given a ceiling based on the expenditure growth assumption that could not be exceeded. Desired budget items or programs that exceeded the ceiling
were to be submitted as Expanded Level of Service (ELS) requests. A key feature of the financial plan is that these operating budget items compete with capital projects that have been
identified for possible use of the surplus funds. The Council funded thirteen of the ELS requests which had a $204,280 impact on the base FY1999 budget and an estimated $356,000 affect
through F¥2003. ELS requests incorporated in the budget are explained in the respective department narratives. 1 For more information related to the budget process, please refer to Appendix
A. page 103 
page 104 Hotel Special Revenue Fund Long-Term Financial Plan Base Year Year 1 Year2 Actual Estimated Budget Projected Projected 1996-97 1997-98 1998-99 1999-2000 2000-2001 BEGINNING
FUND BALANCE $ 2,794,670 $4,629,810 $6,086,610 $1,425,450 $ 1,065,810 REVENUES: Hotel/Motel occupancy taxes 4,453,949 4,600,000 4,850,000 5,044,000 5,245,760 Proceeds from special events
190,580 188,000 297,000 314,820 333,710 Conference centre rental 145,048 161,000 201,500 213,590 226,410 Theatre rental 42,585 50,000 50,000 53,000 56,180 Interest and miscellaneous
170,650 252,000 260,000 265,200 270,500 TOTAL REVENUES 5,002,812 5,251,000 5,658,500 5,890,610 6,132,560 EXPENDITDRES: Administration/marketing 809,299 813,830 1,441,130 1,499,810 1,560,920
Special events 1,036,024 1,119,200 1,201,630 1,252,300 1,305,130 Conference centre 446,562 569,520 630,370 616,320 645,130 Theatre centre 404,721 440,650 468,650 459,820 463,470 Capital
projects 29,594 426,000 1,545,000 0 0 Transfer for debt service 441,473 425,000 415,000 435,000 435,000 435,000 1UTAL EXPENDITURES 3,167,673 3,794,200 5,701,780 4,263,250 4,409,650 ENDING
FUND BALANCE $ 4,629,809 $ 6,086,610 $6,043,330 $ 3,052,810 $2,788,720 Calculation of available fonds: Ending fond balance $6,043,330 $3,052,810 $2,788,720 Minimum fond balance (25%)
1,425,450 1,065,810 1,102,410 Funds available 4,617,880 1,987,000 1,686,310 Cumulative beginning with F¥1998 4,617,880 6,604,880 4,311,190 Less projects identified for future funding
0 3,980,000 600,000 Cumulate funds available for future projects 4,617,880 2,624,880 3,711,190 Hotel Occupancy Tax Variables: Number of rooms 2,851 2,966 3,237 3,237 3237 Average revenue
per room $1,562 $1,551 $1,498 $1,558 $1,621 Additional debt calculation: Net revenues divided by 2.0 coverage requirement $2,278,125 $2,340,740 $2,514,065 $2,637,145 $2,743,715 Less
avg. annual req. of existing debt 427,260 420,460 414,880 411,250 411,250 Amount available to service new debt 1,850,865 1,920,280 2,099,185 2,225,895 2,332,465 Amount or aeot wmcn coma
oe serv1cea (@6% annual interest rate for 15 years) $17,976,100 $18,650,200 $20,387,800 $21,618,400 $22,653,500 Note: Hotel room projections assume addition in FY99 of 96 rooms associated
with Hilton Garden Inn and 175 rooms with Marriott Courtyard. 0 ·."" ,. j .) 8 J , ·.J ) :) ") 0 '} :] C) ,, , _ _.} () ~) .) 0 0 0 u 
) ') ) ) } .) ) .:_) ' ' Year 3 Projected 2001-2002 $ 1,102,410 5,455,590 353,730 239,990 59,550 275,910 6,384,770 1,624,580 1,360,230 675,300 467,280 0 435,000 4,562,390 $2,924,790
$2,924,790 1,140,600 1,784,190 5,495,380 5,400,000 95,380 3237 $1,685 $2,854,735 411,250 2,443,485 $23,731,700 Year4 Projected 2002-2003 $1,140,600 5,673,810 374,950 254,390 63,120 281,430
6,647,700 1,690,890 1,417,700 706,920 471,260 0 410,000 4,696,770 $3,091,530 $3,091,530 1,174,190 1,917,340 2,012,720 0 2,012,720 3237 $1,753 $2,970,390 411,250 2,559,140 $24,855,000
HOTEL FUND FINANCIAL PROJECTION Like the General fund's plan, the goal of Hotel fund's long-term plan is to identify surplus operating revenues for capital projects. Of particular concern
to the Town is the continued ability to utilize vacant commercial land to stage special events such as Oktoberfest or Kaboom Town. Land used in the past is slowly being taken by commercial
development. The only solution to this problem is to purchase land and develop it for the purpose of providing an area for special events and complementing the use of the Addison Conference
Theatre Centre. The long-term financial plan presents the Hotel fund over seven fiscal years: two previous fiscal years, the adopted "base" budget for F¥1999, and four projected years.
The projections made for fiscal years 2000-2003 make the following assumptions: ! A minimum fund balance has been established at 25% of expenditures. This minimum requirement has been
found to be sufficient for protecting the fund's integrity in the event of unexpected losses of revenue or increased operating expenditures. Fund balance in excess of this minimum may
be used for one-time capital projects. ! Revenues from the hotel occupancy tax comprise almost 90% of the fund's total revenues and are the variable that impacts decisions regarding
application of the fund's resources. For several years, the number of hotel/motel rooms remained constant at 2,304. However, the last four years have witnessed the addition of over 660
rooms. The plan assumes a 5.4% increase tn tax revenues for the base budget year and 4% increase for the four subsequent years. This forecast is attributed to the anticipated completion
of two new hotels in FY1999. ! The plan assumes expenditures will also increase approximately four percent per year. Unlike the General fund where appropriations are directly related
to the provision of public services, a significant portion of Hotel fund expenditures is related to marketing and advertising. Should the fund encounter unexpected shortfalls in revenue,
or if the Town wishes to divert more funding to capital projects, Hotel fund expenditures could be reduced by at least $650,000 with no direct impact to operation of the Conference Centre/Theatre
or the production of special events. 1:: A component of the Hotel's financial plan not found in the General fund's plan, is the additional debt calculation. As reported in the debt service
fund narratives, the Town's ability to issue additional Hotel Occupancy Tax Revenue debt is directly related to the amount of revenue "coverage" of annual debt service requirements.
The additional debt calculation identifies surplus revenue in excess of a 2X-coverage requirement associated with the Town's existing revenue bond covenants. The calculation then estimates
the amount of additional debt that could be supported by the surplus revenue. For example, in the base year, surplus revenue could service an additional debt issuance of $20,387,800.
This calculation, as well as the calculation of available funds, identifies the maximum revenues available for each area. In other words the Council could not elect in FY1999 to support
an additional $4.6 million in capital projects and issue $20.4 million in additional revenue bonds. page 105 
Appendix E Funding Capital Project Funding Summary Base Year Estimated Prior Years Year 1 Projected Year 2 Projected $62,472,000 $ 3,243,500 $10,659,000 $14,002,500 $16,440,500 $ 9,652,000
$6,323,000 Year 3 Projected $13,631,000 Year4 Projected 2002-2003 $ 2,423,000 This summary identifies projects that have been included In the lbwn's five year capital plan. The projects
have been scheduled by fiscal year as determined by several criteria Including the urgency of consttucting the project to meet publ!c needs, availability of funding, and the availability
of staffing resources to properly administer the projects. For more information relattng to each project listed in this summary as well as projected impacts to operating budset, please
refer to the 1bwn Chronicle narratives. '0 ~ ~ 0 "' COOOCOOGOOCCCOOQGOCOUuOOOOGGOOOuO©~ ' . . . . . .::"' ' ' ... _ ... :, \..,j -.........) '-•.) '<..-) \.,.:.J · .... ,,.} ...... )
'-<..<tV 
) __) .J 1 '_/) ) ·,_:) ) Glossary of Terms A AATI Addison Airport of Texas, Inc., Company which operates Addison Airport under agreement with the Town. Accounts Payable A liability
account reflecting amounts on open account owing to private persons or organizations for goods and services received by a government (but not including amounts due to other funds of
the same government or to other governments). Accounts Receivable An asset account reflecting amounts owing to open accounts from private persons or organizations for goods and services
furnished by a government. Advalorem Latin for "value of". Refers to the tax assessed against real (land and buildings) and personal (equipment and furniture) property. Appropriation
A legal authorization granted by a legislative body (Town Council)to make expenditures and incur obligations for designated purposes. Arbitrage The interest earnings derived from invested bond proceeds or debt service fund balances. Assessed Valuation
A valuation set upon real estate or other property by a government as a basis for levying taxes. B Balance Sheet The basic financial statement which discloses the assets, liabilities,
and equities of an entity at a specified date in conformity with GAAP. Bond A written promise to pay a specified sum of money, called the face value or principal amount, at a specified
date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. Budget A plan of financial operation embodying an estimate of proposed
expenditures for a given period and the proposed means of financing them. c Capital Outlays Expenditures which result in the acquisition of or addition to fixed assets which are individually
priced more than $1,000. Certificates of Obligations (CO's) Similar to general obligation bonds except the certificates require no voter approval. The Town of Addison recently issued
CO's to finance sewer improvements. The certificates will be repaid with utility fund revenues; however, the Town has pledged to levy a tax rate to repay the certificates if utility
revenues are insufficient for retiring the debt. Contractual Services The costs related to services performed for the Town by individuals, business, or utilities. Cost The amount of
money or other consideration exchanged for property or services. Costs may be incurred even before money is paid; that is, as soon as liability is incurred. Ultimately, however, money
or other consideration must be given in exchange. Current Assets Those assets which are available or can be made readily available to finance current operations or to pay current liabilities.
Those assets which will be used up or converted into cash within one year. Some examples are cash, temporary investments. and taxes receivable which will be collected within one year.
Current Liabilities Debt or other legal obligation arising out of transactions in the past which must be liquidated, renewed, or refunded within one year. D DART Acronym for Dallas Area
Rapid Transit, a mass transit authority serving serving the Dallas Metroplex which is funded through a 1 % Sales Tax levied in participating cities. Debt Service/Lease A cost category
which typically reflects the repayment of short-term (less than 5 years) debt associated with the acquisition of capital equipment. Category also includes department contribution to
Capital Replacement fund. Delinquent Taxes Taxes remaining unpaid on or after the date on which a penalty for nonpayment is attached. E Encumbrances Commitments related to unperformed
contracts for goods or services used in budgeting. Encumbrances are not expenditures or liabilities, but represent the estimated amount of expenditures ultimately to result if unperformed
contracts in· process are completed. Exempt Personnel not eligible to receive overtime pay and who are expected to put in whatever hours are necessary to complete their job assignments.
Compensatory time off, as partial compensation for overtime hours worked, may be allowed by the respective department head. Expenditures Decreases Decreases in net financial resources.
Expenditures include current operating expenses which require the current or future use of net current assets. debt service, and capital outlays. F FAA Federal Aviation Administration.
Fiscal Year A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. The
Town of Addison's fiscal year begins each October 1st and ends the following September 30th. The term FY 1998 connotes the fiscal year beginning October 1, 1997 and ending September
30, 1998. page 107 
page lOB FI'E Acronym for full time equivalent, a measurement of staffing. One FTE is a 40 hour per week position. A part-time position working 20 hours per week or a temporary full-time
position working six months would would be 1/2 FTE. Fixed Assets Assets of a long-term character which are intended to continue to be held or used, such as land, buildings, improvements
other than buildings, machinery and equipment. Franchise A special privilege granted by a government permitting the continuing use of public property, such as city streets, and usually
involving the elements of monopoly and regulation. Fund A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with
all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives
in accordance with special regulations, restrictions, or limitations. Fund Balance The difference between governmental fund assets and liabilities, also referred to as fund equity. G
General Ledger A book, file, or other device which contains the accounts needed to reflect the financial position and the results of operations of an entity. In double entry bookkeeping,
the debits and credits in the general ledger are equal; therefore, the debit balances equal the credit balances. General Obligation Bonds Bonds for the payment of which the full faith
and credit of the issuing government are pledged. In issuing its general obligation bonds, the Town of Addison pledges to levy whatever property tax is needed to repay the bonds for
any particular year. Bonds cannot be issued without voter approval and are usually issued with maturities of between 15 and 30 years. Governmental Funds Those funds through which most
governmental functions typically are financed. The acquisition, use, and financial resources and the related current liabilities are accounted for through goverrunental funds (General,
Special Revenue, Capital Projects, and Debt Service Funds). L LAP Acronym for Local Assistance Program, a grant program funded by DART for local transportation capital improvements.
M Maintenance The upkeep of physical properties in condition for use or occupancy. Examples are the inspection of equipment to detect defects and the making of repairs. N Non-exempt
Personnel eligible to receive overtime pay when overtime work has been authorized or requested by the supervisor. 0 Ordinance A formal legislative enactment by the governing board of
a municipality. If it is not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries
of the municipality to which it applies. The difference between an ordinance and a resolution is that the latter requires less legal formality and has a lower legal status. Revenue raising
measures, such as the imposition of taxes, special assessments and service charges, universally require ordinances. ordinances. p PASS Acronym for Principal Arterial Street System. A
State grant funding local transportation projects related to major thoroughfares. Personal Services The costs associated with compensating employees for their labor. Purchase Order A
document which authorizes the delivery of specified merchandise or the rendering of certain services and the making of a charge for them. R Revenues Increases In governmental fund type
net current assets from other than expenditure refunds and residual equity transfers. s Special Assessment A compuisory levy made against certain properties to defray part or all of
the cost of a specific improvement or service deemed to primarily benefit those properties. Special Revenue Fund A fund used to account for the proceeds of specific revenue sources that
are legally restricted to expenditure for specified purposes. Supplies A cost category for minor items (individually priced at less than $1,000) required by departments to conduct their
operations. T Taxes Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made
against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying
such charges as, for example, sewer service charges. y Y2K Acronym for year 2000. Refers to potential technology failures resulting from a six-digit date format that allots only two
digits to represent the year. --~ j -") ' ) ) ~~ ': _.1 0 /' u 0 0 0 ) ) ) C) ) J 0 u 0 0 0 'J 
. ) ) () ) ) Wage & Salary Scale (Effective 10/01/97) N ~ Non-Exempt (hourly) Position. Eligible for overtime pay when overtime is requested or approved by the supervisor. E ~ Exempt
(salaried) Position. Not eligible for overtime wages. D ~ Dispatcher, Non-Exempt (hourly) Position. Eligible for overtime pay when overtime work is requested or approved by the supervisor.
P ~ Police, Non-Exempt (hourly) Position. Eligible for overtime pay when overtime work is requested or approved by the supervisor. F ~ Fire, Non-Exempt (hourly) Position. Eligible for
overtime pay when overtime work is requested or approved by the supervisor. MERIT PAY PLAN The purpose of the merit pay plan is threefold: to encourage excellence in service by tying
salary increases to job performance rather than tenure; to reward outstanding employees for meritorious job performance with a greater increase than lesser performers would merit; and
to provide an opportunity for monetary rewards based on performance to all of the employees, including those at the top of their respective salary range. A merit increase is defined
as an increase in the base pay /hourly rate advancing the employee to a point closer to the maximum salary for that position. A merit payment is a single lump-sum payment granted to
employees already at the top of their position's salary range. Performance evaluations for all employees are completed during the month of December, regardless the anniversary date of
an employee's employment. All merit pay, whether lump-sum payments or increases in salary, are awarded during the month of January. The amount of the merit award depends upon performance.
There is no set time interval employees can expect to reach the top salary of their range. Consistent high performers reach the top of the salary range in a shorter time than average
performers. For the 1998-99 budget year, Council approved a six percent funding of the merit pay with every operating department being allocated merit pay based on six percent of employee
salaries. Department managers and supervisors are responsible for distributing the pay to employees based on performance evaluations. The range of merit pay for any individual employee
is 0% to 9%. The salary scale is to be reviewed annually in context with the labor market. Job descriptions are reviewed Level Base Salary General Government Top Salary 0-N ..............
$16,370 ........... $22,922 1 -N ............... 18,054 ............ 25,272 2 -N ............... 18,949 ............. 26,520 3 -N ............... 19,906 ............ 27,872 4 -N ...............
20,904 ............ 29,266 5 -N ............... 21,944 ............. 30,722 6 -N ............... 23,046 ............. 32,261 7-N ............... 24,190 ............ 33,862 8 -N ...............
25,397 ............ 35,547 9-N ............... 26,666 ............ 37,336 10-N ............... 27,997 ............ 39,187 11 -N ............... 29,390 ............ .41,142 13 -E/N ...........
32,406 ............ 45,365 14 -E ............... 34,029 ............ 47,632 15-E ............... 35,734 ............. 50,024 16-E ............... 37,523 ............. 52,541 17-E ...............
39,395 ............ 55,162 18-E ............... .41,371 ............ 57,928 19 -E ............... 43,430 ............ 60,798 20 -E ................ 45,594 ............ 63,835 21-E ................
47,882 ............. 67,038 23 -E ............... 52,790 ............. 73,902 26 -E ................ 61,110 ............. 85,550 28-E ............... 67,371 ............ 94,328 Police
Department 8-D ................ 24,603 ............ 34,436 11 -p ················ 29,494 ............ 29,494 12-p ··············· 33,419 ............ 46,782 16-p ··············· 38,696
············ 54,183 19-E ............... 43,430 ............ 60,798 21-E ................ 47,882 ............. 67,038 Fire Department 11 -F ................ 29,353 ............. 41,088
12-F ................ 30,809 ............ 43,127 14-F ................ 34,070 ............ 47,699 17-E ............... 39,312 ............. 55,037 19 -E ............... 43,430 ............
60,798 21 -E ................ 47,882 ............. 67,038 each time a vacancy occurs in a position or no less frequently than every three years. Under the merit pay plan, market adjustments
occur with no immediate effect to a particular employee, provided the employee's salary is still within the salary range. Salary increases are limited to one per calendar year. Promotions
generally result in an immediate salary increase of at least five percent without regard to the date of the last increase. New employees hired before January 1 of each year are eligible
for a merit increase at the end of six months and again the following January. page 109 
page 110 City Manager's Department Secretary-Executive Intern (.5) Assistant City Manager Administrative Assistant Receptionist Economic Development Department Administrative Assistant
Assistant -Tax Clerk -Cashier (2) Manager -Accounting Assistant to the City Manager (.5) Secretary-Administrative (.5) Finance Department Building & Fleet Services Division Courts Division
Town Council Secretary -Administrative Building & Fleet Services Municipal Court Manager Administrator I H Warrant Officer I 'lr========---. ~=T=e=ch=n=ic=i=an=-A=u=t=om=ot=iv~e-'(-'2)__,
y Clerk-Cashier (2) I Clerk-Inventory Supervisor -Fleet Services Coordinator -Building Services Custodian (1) Municipal Court judge (.1) ~ J Assistant -Accounting Mail Carrier Clerk
-Accounts Payable :::'), '. ·"-J C) 0 @() 0 0 0 C) 
Assistant to Police Chief PSO Clerk I ) Training Chief A-Shift Captain Lieutenant Firefighter Paramedic (8) Equipment Operator (3) Police Department Secretary-Department Dispatchers
(9) Part lime Dispatchers (.5) Fire Department Secretary-Department Operations Chief Prevention Chief B-Shift Captain C-Shift Captain Lieutenant Lieutenant Firefighter Paramedic (8)
Firefighter Paramedic (7) Equipment Operator (3) Equipment Operator (3) Firefighter EMT (1) page 111 FF/Insp/lnv (3) 
page 112 Urban Development * Accounted for in City Manager's Department Human Resources Director-Human Resources Clerk (.7) Information Services Director-Information Services Technicians
(3) @·· ) .·' :) 0 ) ') ') :) ry C) .) :) 0 () 0 ) () <) () C) 0 @0 0 ~) c) () 0 () <) ) u ) u () u 
·-.-.. ) •) ) ' /) ' ) Public Works Department Secretary-Department Streets Civil Engineer Streets-Superintendent Project Engineer Crew Leaders (2) Inspector Equipment Operator Crew
Leader Utility Operator-Senior Animal Control Officer Utility Operators Ill (2) Maintenance Worker I Utility Operators II (2) Technician-Signs/Signals Utility Operators I (2) City Engineer
accounted for in Streets Capital Project (.3), Utilities (.4), and Airport (.3). Assistant Director accounted for in Streets Capital Project (.5), Utilities (.5). Civil Engineer accounted
for in Streets Capital Project (.5), Utilities (.5). Project Engineer accounted for in Streets Capital Project (0.5) Utilities (0.5) page 113 
page 114 Parks Superintendent Lead Crew Leader Crew Leaders (2) Pesticide Applicator Senior Groundskeeper Groundskeepers Ill (2) Groundskeepers II (2) Groundskeepers I (5) Crew Leaders
Irrigation (2) Administration Marketing Manager Public Communications (.6) Parks & Recreation Department Parks & Recreation Director Secretary-Department Recreation I Manager I I I I
Supervisor I --l Coordinator-Recreation I Y Seasonal (.5) I -1 Recreation Associates (.5~ Visitor Services Department Visitor Services Director Special Events Manager Special Events
and Marketing Intern (.5) I I Supervisor I H Coordinator-Children's l H Recreation Associates PIT (2~ Y Clerk-Membership I Assistant Conference Centre and Theatre Manager Facilities
Coordinator Technical Coordinator Assistant Houseman Custodian ,--~ .) ~, '/.. ) .) 0 ) ') :) CJ f) 0 () C) 0 ') . . 
GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO Town ofAddison, Texas For the Fiscal Year Beginning· October 1 , 1997 The Goverrunent Finance
Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the Town of Addison, Texas for its annual budget for the fiscal year
beginning October 1, 1997. In order to qualify for the award, the Town's budget document was judged to be proficient or exceptional in several categories including policy documentation,
financial planning and operations guide. The Town has received the award for eleven consecutive years. The award is valid for a period of one year only. We believe our current budget
continues to conform to program requifements and We are submitting it to GFOA to determine its eligibility for another award. The Town was also awarded a Certificate of Achievement for
Excellence in Financial Reporting by GFOA for its comprehensive annual finanCial report (CAFR) for the fiscal year end September 30, 1997. The certificate is the highest form of recognition
for excellence in state and locale goverrunent financial reporting. Together, the award and the certificate are evidence of the Finance Department's dedication to producing documents
which effectively communicate the Town's financial condition to elected officials, city administrators and the general public. 
(972) 450-7000 P.O. Box 9010 -. Addison, Texas 75001-9010 http://\IVWW.ci.addison.tx.us