FY 2025 Annual Budget by CityofBeltonTexas

City of Belton, Texas Fiscal Year 2025

Statutorily Required Cover Page

September 10, 2024

This budget will raise more revenue from property taxes than last year's budget by an amount of $739,330, which is a 6.36 percent increase from last year's budget. The property tax revenue to be raised from new property added to the tax roll this year is $349,547.

The members of the governing body voted on the budget as follows:

FOR: David K. Leigh, Mayor

Daniel Bucher Craig Pearson Dave Covington Stephanie O’Banion Wayne Carpenter

AGAINST:

ABSENT: John R. Holmes, Sr., Mayor Pro Tem

Property Tax Rate Comparison

Total debt obligation for City of Belton, Texas secured by property taxes: $7,612,238

CITY OF BELTON, TEXAS ANNUAL BUDGET

FISCAL YEAR 2025

OCTOBER 1, 2024 – SEPTEMBER 30, 2025

ADOPTED ON SEPTEMBER 10, 2024

THE MAYOR AND CITY COUNCIL

David K. Leigh Mayor

John R. Holmes Sr. Mayor Pro Tem

Dave Covington Councilmember

Craig Pearson

Daniel Bucher

Wayne Carpenter

Stephanie O’Banion

Sam A. Listi City Manager

Councilmember

This budget will raise more total property taxes than last year’s budget by $739,330 or 6.36%, and of that amount $349,547 is tax revenue to be raised from new property added to the tax roll this year.

PREPARED BY

William Michael Rodgers, CPA

Amanda Cox Director of Finance Assistant Director of Finance

Christina Sparks Senior Accountant

CITY OFFICIALS

Sam A. Listi

John Messer

City Manager

City Attorney

Amy Casey City Clerk

Matthew Bates Assistant City Manager

Larry Berg Police Chief

Jonathon Fontenot

Michael Rodgers

Kim Kroll

Robert Van Til

Megan Odiorne

Chris Brown

Scott Hodde

James Grant

Cynthia Hernandez

Paul Romer

Judy Garrett

Fire Chief

Director of Finance

Director of Library

Director of Planning

Director of Human Resources

Director of Information Technology

Director of Public Works

Director of Parks & Recreation

Executive Director of Economic Development

Director of Communications

Retail Development Coordinator

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Belton, Texas for its annual budget for the fiscal year beginning October 1, 2023. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide and as a communications device.

This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

Introduction to the Budget Document

The City of Belton Annual Budget provides citizens, staff, and other readers with detailed information about the City’s operations. The Annual Budget serves as a

Policy Document to describe financial and operating policies, goals, and priorities for the organization;

Financial Plan to provide revenue and expenditure information by fund, department, division, category, and account;

Operations Guide to describe the goals and objectives for the fiscal year; the workload measures to track the activities performed; the performance measures to track progress on the goals and objectives; and the general workforce trends; and as a

Communications Device to provide information on planning processes, budgetary trends, and integration of the operating and capital budgets

Budget Overview and Summary Information

Introduction

This section includes the City Manager’s Budget Message which addresses major policies and key issues that impacted the development of the Annual Budget. This section also contains information about the City, the City of Belton Strategic Plan, a budget calendar, fund structure, organization chart, and employee count history.

Policies

This section includes the City’s financial management policies.

Budget Summaries

Several consolidated schedules of all City funds are presented to give an overall perspective of the upcoming budget as well as historical, estimated and projected fund balances.

Operating Budgets

General Fund Overview

This section describes and analyzes the General Fund using a combination of narrative, tables, and graphs to highlight key aspects of the budget including revenues, expenditures, and fund balance. A brief description is given of the sources, trends and assumptions made for major revenues. Expenditure information is detailed by division, category and account.

General Fund

This section provides strategic, operational, performance, and budgetary information for each of the City’s divisions within the General Fund. Each division’s operating budget includes a description of the division; goals and action items with their relationship to the overall City goals; workload and performance measures; significant changes for the upcoming budget year; and a personnel summary. Expenditure budgets for each division are detailed by account.

Debt Service Fund

This section outlines the City’s tax-supported debt. Amortization schedules for all outstanding debt are provided.

Operating Budgetsfor Other Funds

Theoperating budgets fortheother funds of the Cityarepresented in a manner similar to the General Fund. The overview page includes a description of the fund along with a fund balance history. Revenue and expenditure/expensebudgetsare detailed by account. Additional summaries are presented for the Water & SewerFund.

Capital Improvements Program

Thissection presentsthe City’splan fordevelopmentforFiscalYears202 - 202 .Componentsof thissection include:

Anoverviewof the Capital Improvements Program;

A narrative summary of projects;

A five-year plan detailing expected project expenditures, potential sources of funding, and possible future impacts on operating budgets resulting from additional O & M expenditures;

A summary of unobligated fund balances in capital projects funds.

BeltonEconomic Development Corporation

The operating budget for the BeltonEconomic Development Corporation ispresented in a similar fashion to the General Fund. The overview page includes a description of the fund followed by a fund balance history. Goals, action items, and significant changes to the budget along with workload measures and performance measures are highlighted in the mission statement. Revenue and expenditure budgets are detailed by account.

Appendix

This section contains supporting information, such as a chart of accounts, a glossary,a listing of acronyms, and Ordinances relating to the adoption of this budget and the property tax rate.

Heritage Park Baseball Complex, Photographed by Wes Albanese

September 10, 2024

City of Belton

Founded 1850

TO THE HONORABLE MAYOR, CITY COUNCIL, AND CITIZENS OF BELTON:

We are pleased to present the FY 2025 Annual Budget for the fiscal year that begins on October 1, 2024. This document represents the City’s financial plan and operations guide for the next fiscal year. It identifies issues confronting the community and provides a plan for serving our constituents. A discussion about the City’s vision and long-term strategic plan is also included. It takes a combined effort by City Council, management, and staff to allocate and deploy the City’s resources to meet the established goals while also maintaining sound financial policies. We will work diligently to administer this budget in a manner that provides exceptional service to the residents of Belton. This message discusses the major issues, initiatives, and assumptions addressed in the budget.

FY 2025 BUDGET OVERVIEW

The FY 2025 Annual Budget includes total resources of $50,903,660 and expenditures of $48,666,980, including transfers and planned use of fund balance. For perspective, the amended budget for FY 2024 contained resources of $47,985,360 and expenditures of $47,408,110. There were no significant changes between the budget that was adopted and the budget that was proposed in July 2024.

Major changes from FY 2024 are primarily related to significant capital investments in the Water & Sewer Fund. Expansion of both the water treatment plant and wastewater treatment plant drives an increase in debt service payments for the utility. After adding eighteen employees in FY 2024, staffing increases in FY 2025 are limited to one Parks Superintendent position in the General Fund and one Maintenance Technician I position in the Water & Sewer Fund. An expected 30% increase in health insurance costs also adds to city-wide personnel costs. Resources from property taxes and sales taxes continue to rise. Water and sewer rates will increase in FY 2025. City Council has expressed a concern for surplus reserve balances, with the dual objective of maintaining adequate reserves while investing in needed projects. Consequently, six of the nine budgeted funds will draw down accumulated reserves in FY 2025.

The budget revolves around several core principles that have been established by the City Council. These philosophies provide guidance for the development of the annual budget.

Core Budget Principles

Strategic Plan Implementation

Budget

CORE PRINCIPLE: STRATEGIC PLAN IMPLEMENTATION

The Strategic Plan is the City’s primary planning document. It outlines the City’s vision and goals for the long term. There are seven goal categories: governance, public safety, quality of life, economic development, connectivity, parks/natural beauty, and service delivery. The Strategic Plan focuses on the City of Belton’s vision of being the “Community of Choice in Central Texas, Providing an Exceptional Quality of Life.”

Each year, the Plan is reviewed, revised, and updated as needs and conditions dictate. The revised plan forms the framework upon which the budget is built. Performance of Strategic Plan initiatives is measured regularly during the year. Additionally, each department measures success and progress by tying both accomplishments for the prior year and goals for the upcoming year to the various Strategic Plan goals and tasks.

CORE PRINCIPLE: BALANCED BUDGET

The FY 2025 budget enhances the City’s operating levels to meet the demands that are created by a growing population. Two employees have been added to enhance customer service and address an expanding workload. Investment in infrastructure remains a priority. A balanced approach of focusing on improving levels of service, while remaining fiscally conservative, served as the basis for this budget. The issues impacting achievement of this goal include:

Serving citizens’ needs

Developing a sustainable annual budget

Adopting an adequate ad valorem tax rate

Responsibly managing utility rates and fees to fund important capital projects

Assessing staff workload, personnel, and compensation

Recognizing available funding limitations

Seeking supplemental funding through grants.

In addition to strategic long-range planning, the day-to-day government operations must continue. These tasks include maintaining city streets, repairing utility lines, delivering police and fire services, maintaining park spaces, and providing library and development services. These operational duties must be performed within the constraints of limited resources. The City has adopted financial and budget policies that reinforce the principle that we must live within our means.

Property value growth has slowed from the double-digit increases of the past few years. Sales tax revenue growth has also eased. Yields on investments remain strong at approximately five percent. These growing revenues in FY 2025 provide the resources to fund several Strategic Plan priorities such as enhanced staffing to meet essential needs, sustained street maintenance, infrastructure rehabilitation, and employee compensation.

The City also seeks grant opportunities whenever possible to fund major capital projects. Grant funding allows the scope of projects to extend beyond that which may be achievable by the city alone. Efficiencies are gained when the work and cost can be shared among agencies. Examples include Texas Parks & Wildlife grants for Standpipe Park and the Federal Community Project Fund grant to replace and relocate the East Central Avenue/Spring Street bridge.

The City implemented a capital equipment replacement plan to provide for the replacement of vehicles and equipment based upon mileage, age, or maintenance costs. Money is set aside each year to ensure sufficient funding exists when the assets need to be replaced in the future. A plan was implemented in 2022 to increase available funding, boosting the contribution rate to 125% in FY 2025.

CORE PRINCIPLE: COMMUNITY INVESTMENT

A strong, thriving community requires continual investment in its people, facilities, and infrastructure to deliver an exceptional quality of life. As an important goal in the Strategic Plan, the City of Belton implemented a street maintenance plan with the desire to sustainably fund it. The plan would elevate the quality of streets and create long-term savings through the systematic use of preventive maintenance. The cost of maintenance and other corrective actions each year are analyzed and included in the annual budget. Enhancing the $1,000,000 funding level reached in FY 2023, street maintenance funding will increase by five percent per year beginning in FY 2025.

The City of Belton also implemented a five-year Capital Improvements Program (CIP). By identifying potential capital projects today, funds can be accumulated over time to meet future demand. The CIP includes an analysis of the timing of expenditures and the various sources of funding that may be available. The impact upon future operating budgets is also considered.

To become a “quality of life” city, a municipality must provide ample opportunities for residents and visitors to retreat from the rigors of daily life by enjoying the outdoors. The City of Belton addressed this by creating a Parks and Recreation Strategic Master Plan. This visionary document guides the development of parks and recreation amenities within the city. Priorities over a ten-year period are recognized. Feasibility studies are prepared that predict usage of these facilities. The result of this master plan will be a parks system that is harmonious with its surroundings and enjoyed by all. Phase 1 of the Heritage Park improvements was dedicated in 2024. Construction of Standpipe Park and restoration of the Historic Standpipe will soon be completed.

GENERAL FUND

The General Fund is the chief operating fund of the government. It is used to account for all current financial resources not required by law or administrative action to be reported in other designated funds. The primary governmental functions occurring within this fund are public safety, parks, library, streets, and general administrative operations.

GENERAL FUND RESERVE LEVEL

The City has adopted a policy of maintaining a reserve level of at least 30% of budgeted expenditures for the General Fund, Water & Sewer Fund, and the Drainage Fund. This policy ensures that funds will be available in the event of emergencies, financial recessions, and other unforeseen circumstances. Below is a chart of the General Fund’s unassigned spendable balances for the past two years, an estimated balance for the fiscal year ending September 30, 2024, and the projected balance for the fiscal year ending September 30, 2025. We expect the General Fund to remain in compliance for FY 2025 with an accumulated reserve level of 34% of budgeted expenditures.

$10,000,000

$8,000,000

$6,000,000

$4,000,000

GENERAL FUND REVENUES

Total resources for the General Fund in FY 2025 are $24,913,890, an increase of $1,646,070 or 7.0% from the amended budget for the prior year. Revenues are derived from several sources. Foremost among these sources are property and sales taxes.

Property Tax

Thirty-seven percent of General Fund revenues are derived from property taxes. The Bell County Tax Appraisal District reports that the taxable value of property located within the City of Belton has increased by eight percent to $2,366,259,000. Current property tax revenue of $9,062,330 is budgeted. The tax rate that will generate the amount reflected in the annual budget is $0.5225 per $100 of taxable valuation, a decrease of 1.01 cents from the prior year.

The tax rate is comprised of two components - the debt service portion that is dedicated to the payment of principal, interest, and fees on general obligation debt, and the maintenance and operation (M&O) portion which is utilized in the General Fund for general governmental purposes. The rates for debt service and M&O are $0.0574 and $0.4651, respectively.

Sales Tax

Another large revenue source in the General Fund is the sales tax. The FY 2025 Annual Budget anticipates sales tax revenue to grow by three percent to $6,635,700. The gain can be attributed to the ongoing expansion of the area economy as more consumers find Belton a great place to shop.

Other Revenues

Refuse collection and contract fees increase by 10% over 2024 due to a rising customer count. Interest yields are expected to remain near five percent. The General Fund will use $531,680 of accumulated reserves in FY 2025 to reduce the amount that has been amassed over time.

General Fund Revenues

GENERAL FUND EXPENDITURES

General Fund expenditures in the FY 2025 Annual Budget total $24,913,890, increasing $1,361,380 over the FY 2024 amended budget. Encompassing fifty-nine percent of the budget, charges within the personnel category rise by $795,250 to cover the cost of one new position, rising health insurance premiums, and annual merit increases for employees. At twenty-four percent of General Fund expenditures, the increase in appropriations for services is primarily due to higher costs for refuse collection, contract mowing, and water service. The maintenance category includes $1,050,000 for contracted street maintenance.

Transfers from the General Fund occur when additional funding for capital projects is needed, or when the City Council wants to designate funds to be used for a special purpose over a series of years. The FY 2025 Annual Budget includes transfers for future vehicle and equipment replacement.

General Fund Expenditures

DEBT SERVICE FUND

This fund is used to accumulate a dedicated portion of property taxes for payment of the City’s general debt. Revenue from property tax collections is expected to be $1,141,020. Expenditure appropriations for FY 2025 total $1,206,780. Payments on tax-supported debt comprise two percent of all appropriations included in the FY 2025 Annual Budget. The Debt Service Fund is planning to draw down reserves by $27,150.

WATER & SEWER FUND

The Water and Sewer Fund accounts for all activities related to the provision of water and sewer services to the residents of Belton, including administration, operations, maintenance, debt service, billing, and collection. An enterprise fund of the city, it is designed to be financed and operated like a private business. Accordingly, utility fees should be sufficient to cover annual operating and capital costs while providing income for future capital needs.

Total revenues of the Water and Sewer Fund are expected to increase by three percent on a budget-to-budget basis to $14,392,960. Compared to the FY 2024 estimate, however, utility revenues increase by $1,045,333 (7.8%) due to rate increases for water and sewer services. The unusually wet year is the culprit for lower-than-expected revenues in FY 2024.

The FY 2025 Annual Budget anticipates Water and Sewer Fund expenses to jump by $724,800 to $14,555,420. Personnel costs rise by $211,890 to add one position and pay for surging benefit costs. Debt service expenses grow by $893,270 to cover the City’s issuance of bonds for the wastewater treatment plant expansion. Water procurement costs increase by $2,054,510 for Belton’s share of debt issued by Bell County Water Control & Improvement District #1 to expand the water treatment plant. Partially offsetting these increases, transfers to capital project funds fall by $2,544,810 after cash-funding several projects during FY 2024.

WATER & SEWER FUND RESERVE LEVEL

Below is a chart of the Water & Sewer Fund’s unrestricted net asset balances for the past two years, an estimated balance for the fiscal year ending September 30, 2024, and the projected balance for the fiscal year ending September 30, 2025. Although the amount of unrestricted net assets is expected to decrease by only $162,460 in FY 2025 to $5,900,282, the minimum amount required by policy jumps to $4,366,626 as expenses, particularly debt service, rise. The Water & Sewer Fund will remain compliant with the fund balance policy for FY 2025.

$7,000,000

$6,000,000

$5,000,000

$4,000,000

$3,000,000

$2,000,000

DRAINAGE FUND

The mission of this fund is to maintain a stormwater management system that efficiently conveys storm water in a safe manner and prevents flooding. The Drainage Fund is considered a utility of the City. Accumulated revenues are used to fund drainage-related expenditures and associated public education.

The revenue for the Drainage Fund is generated by the City’s drainage fee. The adopted drainage fee remains unchanged at $5.00 per month for single family dwellings. Drainage fee revenues are expected to be flat at $647,200 in FY 2025, while budgeted expenses total $665,290. The Drainage Fund remains compliant with the fund balance policy.

HOTEL/MOTEL TAX FUND

The Hotel/Motel Tax Fund records the receipt and distribution of the hotel occupancy tax, which is levied at seven percent of the room rental rates. The City of Belton also receives a small portion of Bell County’s hotel occupancy tax. Authorized by state statute and approved by City Council, expenditures promote tourism and the hotel industry. For FY 2025, revenue in the Hotel/Motel Tax Fund is projected to grow by seventeen percent to $524,240 as numerous special events draw visitors and interest income climbs. Expenditures in FY 2025 total $407,160.

TIRZ FUND

The TIRZ Fund is used to account for the accumulation of resources from ad valorem taxes collected on the incremental tax values in the Belton Tax Increment Reinvestment Zone No. 1, which was created in 2004. These revenues may only be expended on projects within the TIRZ zone that have been approved by both the TIRZ Board and the City Council. The City of Belton and Bell County participate in the TIRZ. In 2022, the boundary of the Zone was expanded by 1,168 acres to a total of 4,384 acres. The TIRZ will expire in 2042.

TIRZ Fund revenue continues to grow rapidly as captured property values within the Zone swell. Total revenues that are reflected in the FY 2025 Annual Budget increase by nine percent from $3,193,920 to $3,496,920. At $3,348,000, expenditures grow to fund future capital projects.

INFORMATION TECHNOLOGY FUND

The Information Technology Fund is an internal service fund used to account for all costs of providing general information technology services to City divisions. These activities are financed through charges to the divisions for services rendered. FY 2025 revenues total $1,071,030 while expenditures equal $1,283,460 to replace network switches, phones, and several computers.

BUILDING MAINTENANCE FUND

The Building Maintenance Fund is another internal service fund used to account for all costs of providing building maintenance throughout the organization. Charges to other divisions total $422,610, while expenditures in FY 2025 total $489,550.

ECONOMIC DEVELOPMENT FUND

The Economic Development Fund was created in 1991, pursuant to the ½ percent economic development sales tax approved by voters in 1990. This additional sales tax can only be used for economic development purposes. Acting through the Belton Economic Development Corporation, Inc., a governmental nonprofit corporation, the

purpose of this fund is to promote, assist, and enhance economic development activities within the City of Belton.

Revenues in the FY 2025 Annual Budget increase by six percent to $3,768,110. The Corporation’s primary source of income, sales tax revenue, is expected to increase by three percent over FY 2024. FY 2025 expenditures of $1,797,430 include $1,100,000 to cover the updated cost estimate for the IH-14 waterline project.

CONCLUSION

Conservative management has placed the City of Belton in a sound financial position. A growing property tax base provides resources to cover the increasing demand for services, and sales tax revenue continues to rise. The appropriation for street maintenance increases by five percent. There will also be significant investments in infrastructure projects and in our most important asset, our municipal employees.

The FY 2025 Annual Budget, while continuing prior year commitments to improve services and facilities, reflects a balanced approach to the multi-faceted needs of a growing community. This budget continues to build on the City’s successes, moving steadily forward, seeking to meet the dual goal of preserving community character, while prudently planning for future growth.

The leadership of the City Council, as well as its time and attention during the development of the FY 2025 budget, is greatly appreciated. Gratitude is also extended to Department Heads and staff members for their work and dedication to serving the community.

Sam A. Listi

Michael Rodgers, CPA City Manager Director of Finance

A HISTORICAL PERSPECTIVE

Lena Armstrong, the City Librarian for 54 years and the unofficial historian of Belton, wrote the following synopsis of Belton’s history. She penned a longer version of Belton history, which is included in the two-volume edition of "The Story of Bell County" published in 1988 by the Bell County Historical Commission. Lena retired from the City in December of 1998, and subsequently passed away in January of 1999. She is fondly remembered and sorely missed.

In August 1850, the new pioneer town of Belton (first named Nolandville that was changed to Belton in 1851) was laid out in blocks, streets, and lots with the courthouse public square the center. It was designated County seat for the newly organized Bell County. Incorporated in 1852, it was the only town in the County and was the last place of civilization seen by the pioneers heading West by horseback or wagon train.

Within a month after lots were sold, a post office was established and mail was arriving by horseback. But in 1852, a stagecoach route beginning in Tennessee and ending in Brownsville was stopping weekly in Belton to deliver mail, new arrivals and freight. By now, the first courthouse was in use, a log cabin placed high on blocks as safeguard from devastating floods, provided all too frequently by Nolan Creek running very near the public square. In 1853, a two-story log jail was built followed by a school, hotel, church, saloons, stores and other businesses. Most were log buildings or pole shacks, but with a new surge of people, more permanent buildings were built. Stores were erected using native stone and were two-story with the business on the first floor, family quarters on the second. A number of these stores have survived and are still in use. The A.D. Potts building, built in the late 1860's, not only is still in use but is still owned by the Potts family.

Just prior to the Civil War, Sam Houston stumped the State, urging people to not vote for secession. He made two speeches in downtown Belton, but his talks were not well received. He was booed so loudly on one occasion, he took out his two pistols, laid them on the goods box he was using for a podium, and dared anyone to interrupt him. They did not.

In 1858, the County commissioners built a new courthouse, spending $14,000 for a twostory limestone building replacing the first courthouse which had become completely inadequate for the population the County now served. Bell Countians so opposed the newedifice, they voted out of office every commissioner, replacing them with more conservative men. It was 26 years before a third (and last) courthouse was approved and built.

Over a thousand Bell County and Belton men joined the Confederate Army and Belton women did their part by meeting daily at the courthouse to sew clothing for the soldiers. There was only one sewing machine in Belton, and it saw constant use. As the War progressed, the effects of the War were felt strongly. Supplies and inventories, as well as currency dwindled and many stores were forced to close. War's end, and defeat, saw all elected officials from the Governor to Mayors replaced with Union appointees. Federal troops patrolled the streets of Belton giving little protection to the citizens and their property. Outlaws roamed the area stealing, assaulting and killing to such an extent that Belton men decided to do something. In the dark of the night, bands of horsemen arrived at the County jail (still standing) where ten prisoners were jailed. The horsemen dismounted, moved into the jail and shot nine men to death. It is said that for decades after, outlaws rode wide around Belton. Sam Bass, on his way to rob a bank, refused to enter Belton, saying "Those Belton men are too tough for me".

The 1870's saw a boom with building, new businesses and new enterprises. A Belton group organized the Belton Telegraph Company that was chartered and extended to Round Rock where it joined Western Union. The telegraph provided daily quotes of the cotton market, necessary for an area where cotton was King. The 1870's also saw the formation of the now famous Belton Woman's Commonwealth, a loosely organized group that in retrospect seems more a battered wives' refuge than a utopian commune.

Belton met its first setback in 1881 when the City fathers, after meeting the demands of Santa Fe railroad representatives and putting up $75,000, found themselves duped out of a railroad in Belton. They sued, but the company built their own town that they named Temple. After many years, the Supreme Court finally ended the case in favor of Belton. Meanwhile, they contracted with the M.K. & T. and by 1882, the Katy's depot was built a block from the courthouse. In the interim, Belton went "modern" with a water system and mains throughout town, an electric and telephone companies, a fire department, lumber yard, flour mill, plus newspapers, and banks. There was also a new college: Baylor Female College, now the University of Mary Hardin-Baylor. Two beautiful parks, still maintained by the City of Belton, were acquired during these decades: the Confederate Park*, donated to the City by citizens honoring the ex-Confederate Veterans; and the Yettie Tobler Polk Park, commemorating Mrs. Polk and her four children who drowned in a devastating flood that inundated Belton in 1913.

Belton got into severe financial difficulties before the Great Depression, but managed to work its way out by the 1970's. World War II and the arrival of Fort Hood* to the County brought economic relief and a surge of growth. Two large lakes built during this time provide tourist attractions and IH-35 makes Belton attractive to industries and businesses.

Lena Armstrong

*Editor’s note: In 2020, the name of Confederate Park was changed to Liberty Park. In 2023, Fort Hood was changed to Fort Cavazos.

Elected Officials

City Council Three-Year Terms

Name Place Term Expiration

David K. Leigh, Mayor Place 4May 2027

John Holmes Sr., Mayor Pro Tem Place 1May 2026

Dave Covington Place 2May 2026

Craig Pearson Place 3May 2027

Daniel Bucher

Place 5May 2025

Wayne Carpenter Place 6May 2025

Stephanie O'Banion Place 7May 2025

Fiscal Year 2024-2025

City Council

Daniel Bucher, Stephanie O’Banion, John Holmes Sr. (Mayor Pro Tem), Dave Covington, Wayne Carpenter, David K. Leigh (Mayor), and Craig Pearson.

APPOINTED OFFICIALS

Bell County Health District Board

Three-Year Terms

Name Term Expiration

Charla Peters October 10, 2025

Dan Kirkley (Alternate) March 24, 2026

Bell County Tax Appraisal District

Two-Year Terms

Name Term Expiration

Todd Scott December 31, 2025

Belton Economic Development Corporation

Three-Year Terms

Created by Resolution No. 030591-1

Name Term Expiration

Brandon Bozon, President November 30, 2025

Marion Grayson November 30, 2025

John R. Holmes, Sr. November 30, 2024

Tyson McLaughlin November 30, 2026

Stevie Spradley November 30, 2026

Central Texas Housing Consortium Board

Two-Year Terms

Name Term Expiration

Marvin Bell January 24, 2026

Linda Angel January 25, 2025

Electrical Board

Two-Year Terms

Created by Ordinance No. 72881-2

Name Term Expiration

Robert Bass October 23, 2025

Casey Simpson (Oncor Representative) October 23, 2025

Jamie Sanderford November 30, 2024

Bill Barge October 23, 2024

Jeff Booker, Fire Marshal Virtue of position

Ethics Commission

One-Year Terms

Created by Ordinance No. 2005-47

Name Term Expiration

Dr. Jude Austin II

Bert Peeples

Amanda Lufburrow

Brooke Morrow

Nicholas Rabroker

Mike Ratliff

Cathy Fox

May 22, 2025

Amy Casey, Secy Virtue of position

Historic Preservation Commission

Two-Year Terms

Created by Ordinance No. 2012-18

Name Term Expiration

T.C. Lipe

Ann West

Eric Urben

Barrett Covington

Ann Carpenter

September 8, 2026

September 8, 2025

Tina Moore Virtue of position

Building and Standards Commission

(Replacing Housing Board of Adjustments & Appeals)

Two-Year Terms

Created by Ordinance No. 2020-42

Name Term Expiration

Eric Haugeberg

Ralph Masters

Priscilla Linnemann

December 13, 2024

January 12, 2025

November 10, 2024

Samantha Crumbaugh November 10, 2024

Cindy Black November 10, 2024

Library Board of Directors

Three-Year Terms

Created by Ordinance February 28, 1933

Name Term Expiration

Melinda Lanham August 13, 2025

Roxanne Sanders November 30, 2026

Kerri H. Pridemore November 30, 2024

Sandra Velo November 30, 2025

Ann Locklin November 30, 2026

Chad Green August 13, 2025

Janice Pustka November 30, 2025

Municipal Judge & Associate Judge

Name Term Expiration

Steve Lee, Judge Indefinite

Jasmine Rios-Harding, Associate Judge Indefinite

Parks Board

Two-Year Terms

Created by Ordinance No. 51083-3

Name Term Expiration

Ted Smith

Josh Pearson, Chair

Oscar Bersoza

June 20, 2025

June 20, 2026

Diane Ring June 20, 2025

Jason Wolfe

June 20, 2025

Planning and Zoning Commission

Two-Year Terms

Created by Ordinance No. 52885-1

Name Term Expiration

Ty Taggart

Quinton Locklin

May 28, 2026

June 13, 2025

Nicole Fischer May 28, 2026

Luke Potts

David Jarratt

Alton McCallum

Dominica Garza

Justin Ruiz

Kelsey Vitek

May 28, 2026

June 13, 2025

May 28, 2026

June 13, 2025

May 28, 2026

Police and Fire Civil Service Commission

Three-Year Terms

Created by Ordinance No. 96-27

Name Term Expiration

Larry Thompson September 24, 2026

Jimmy Rowton September 24, 2025

Jerry Samu September 24, 2027

Public Property Finance Corporation Board of Directors

Six-Year Terms

Created by Ordinance No. 51987-1

Name Term Expiration

Bill Holmes, President August 12, 2029

Stephanie O’Banion August 12, 2029

Daniel Bucher August 12, 2029

Tax Increment Reinvestment Zone Board

Two-Year Terms

Created by Ordinance No. 2004-64

Name Term Expiration

David Blackburn, Chair January 13, 2025

Craig Pearson January 13, 2025

Barbara Bozon January 13, 2025

Stephanie O'Banion January 13, 2025

Russell Schneider January 13, 2025

Sam Listi, City Manager, Ex Officio Virtue of position

David K. Leigh, Councilmember, Ex Officio Virtue of position

Amy Casey, City Clerk, Ex Officio Virtue of position

Youth Advisory Commisssion

One-Year Terms

Created by Ordinance No. 2007-20

Name Term Expiration

Kira Woods, Chair August 27, 2025

Akina Gonzalez August 27, 2025

Anaise Lopez-Rodriguez August 27, 2025

Cahaya Lane August 27, 2025

Jacqueline Gantivar August 27, 2025

Stella Luffburrow August 27, 2025

Jaidan Mauk August 27, 2025

Maddison Frazier August 27, 2025

Zoning Board of Adjustments

Two-Year Terms

Created by City Council April 1971

Name Term Expiration

Mat Naegele

June 25, 2026

Amanda Hendrick August 22, 2025

Robin Alaniz August 22, 2025

Nelson Hutchinson June 25, 2026

Garrett Smith August 22, 2025

CITY INFORMATION

THE CITY ORGANIZATION

The City of Belton is a home-rule city operating under a Council-Manager form of government. All powers of the city are vested in an elected Council, consisting of a mayor and six members. The Council enacts local legislation, determines City policies, and employs the City Manager. Citizens elect each Council member at large in nongeographic places for three-year terms.

The City Manager is the Chief Executive Officer and the head of the administrative branch of the city government. He is responsible to the Council for the proper administration of all affairs of the city.

The city government provides a broad range of goods and services to its citizens. The activities and personnel required to provide these goods and services are organized into broad managerial areas called Funds. Funds are separate fiscal and accounting entities with their own resources and budgets necessary to carry on specific activities and attain certain objectives.

Funds are further organized into functional groups called Departments. A Department is a group of related activities aimed at accomplishing a major City service or program (e.g. Police Department).

A Department may be further divided into smaller areas called Divisions. Divisions perform specific functions within the Department (e.g. Municpal Court is a division of the Finance Department).

At the head of each Department is a Director who is an officer of the City. Directors have supervision and control of a Department and the Divisions within it but are subject to the supervision and control of the City Manager. A Director may supervise more than one Department.

CITY FUNDS

The City is organized into Funds. For fiscal (financial) purposes, a fund is a separate accounting entity with a self-balancing set of accounts in which cash and other financial resources, all related liabilities, residual equities, and the changes therein are segregated and recorded. The budgeted funds for the City include:

Governmental Funds:

General Fund: Accounts for all financial resources except those required to be accounted for in another Fund.

Debt Service Fund: Accounts for the accumulation of resources for, and the payment of general long-term debt principal and interest.

Hotel/Motel Tax Fund: Accounts for activities related to the City's seven percent hotel occupancy tax. These funds can only be used for purposes designated by the State and further designated by the City Council.

Tax Increment Reinvestment Zone Fund: This fund is used to account for projects financed with tax revenues collected in the City’s tax increment and reinvestment zone, created pursuant to the state tax code statutes.

Enterprise Funds:

Water & Sewer Fund: Accounts for operations related to providing water and sewer service to the citizens of Belton.

Drainage Fund: Accounts for operations related to providing storm drainage service to the citizens of Belton.

Internal Service Funds:

Information Technology Fund: Accounts for operations related to providing general information technology services for other city divisions.

Building Maintenance Fund: Accounts for operations related to providing building maintenance for City facilities.

Component Unit (A Governmental Fund):

Belton Economic Development Corporation Fund: Accounts for activities related to the one-half percent economic development sales tax approved by voters in 1990.

The Annual Comprehensive Financial Report includes non-budgeted funds that are not included in this budget document.

BASIS OF BUDGET & ACCOUNTING

The City’s Annual Comprehensive Financial Report (ACFR) shows the status of the City’s finances on the basis of generally accepted accounting principles (GAAP). Under GAAP, the City reports governmental funds on a modified accrual basis of accounting and enterprise funds on an accrual basis of accounting. Exceptions are as follows:

Liabilities for compensated absences that are expected to be liquidated with available financial resources are accrued as earned by employees (GAAP) as opposed to being expended when paid (budget basis).

Principal payments on long-term debt are applied to the outstanding liability on a GAAP basis, as opposed to being expended on a budget basis.

Capital outlays are recorded as assets on a GAAP basis and expended on a budget basis.

FINANCIAL AND BUDGET POLICIES

The General Fund balance shall be adequate to handle unexpected decreases in revenues plus extraordinary unbudgeted expenditures. The minimum fund balance should be at least of operating expenditures. The projected fund balance at the end of FY 2024 is 133 days.

Investments made by the City shall be in conformity with State law and the City of Belton investment policy that is adopted by the City Council. All investments shall stress safety, liquidity, public trust, and yield - in that order.

An independent audit will be conducted annually.

The City will produce annual financial statements in accordance with generally accepted accounting procedures (GAAP) as outlined by the Governmental Accounting Standards Board (GASB).

The City will produce an Annual Comprehensive Financial Report (ACFR), which meets the requirements for the Government Finance Officers Association's (GFOA) Certificate of Achievement for Excellence in Financial Reporting. The City of Belton has received thirty-seventh consecutive Certificates from FY 1986 through FY 2023. We believe the FY 2024 ACFR will also conform to the standards of the Certificate Program, and it will be submitted it to GFOA for award consideration.

The budget should be balanced with current revenues plus available unreserved fund balances equal to or greater than current expenditures. All budgeted funds have balanced budgets for FY 2025.

The tax rate should be adequate to produce revenues required to pay for City services as approved by the City Council.

Sales tax revenue projections should be conservative due to the elastic nature of this economically sensitive revenue source. FY 2025 sales tax revenues were budgeted with a conservative projected increase from the FY 2024 level.

The General Fund should be compensated by other funds for general and administrative services provided, including management, finance, personnel, and the use of City streets and the City fleet. The transfers for FY 2025 are $1,714,510.

The City will not issue debt to finance current operations. No debt was issued in FY 2024 to finance current operations.

A contingency amount shall be included in the annual budget in an amount not to exceed 3% of total General Fund expenditures, to be used in case of unforeseen items of expenditures. The FY 2025 contingency amount is set at $100,000 or 0.4% of operating expenditures before the contingency amount.

The City will maintain physical assets at a level adequate to protect the City's capital investment and minimize future maintenance and replacement costs.

The City will produce an annual budget document that meets the criteria for GFOA's Distinguished Budget Presentation Award. The City has received the award for thirtytwo consecutive years, for FY 1993 through FY 2024. We believe the FY 2025 budget will also conform to the standards of the Certificate Program, and it will be submitted it to GFOA for award consideration.

The City's water and sewer utilities shall operate on a self-supporting basis so that user charges for services shall fully cover the cost of providing those services. All water and sewer revenue in the FY 2025 budget is generated from user fees and interest thereon.

The City will not use property taxes or other General Fund revenues to subsidize the utility operations. The FY 2025 budget does not subsidize the Water and Sewer Fund or Drainage Fund from the General Fund.

Utility rates shall be reviewed annually to ensure that they will generate revenues adequate to cover operating expenditures, meet bond covenants, and allow for adequate capital replacement. A full utility rate study was completed in FY 2024 went into effect in FY 2025.

The City's rate structures for water and sewer services will (to the greatest extent possible) be fair and equitable to all customers. The water base rate, or minimum bill, is now based upon meter size and includes 2,000 gallons of water flow. ater volumetric rates have been established, with customers paying a fee for each 1,000 gallons above 2,000 gallons. The sewer base rate is the same regardless of meter size. The sewer volumetric rate charged for consumption over 2,000 gallons is the same rate for all customer classes. For services provided outside of the city limits, all rates are 1.25 times the prevailing rate within the City of Belton.

The City will maintain sufficient net revenues to meet the debt coverage required by existing revenue bond indentures. The projected coverage for FY 2025 exceeds current debt coverage requirements.

The ity will maintain a bond rating of AA (Standard & Poor’s). The most recent rating is at this level.

The utility system will operate in the most efficient manner possible to keep rates as low as possible while maintaining sufficient revenues for the timely maintenance and replacement of utility system capital assets.

The City will make timely investment in the expansion of capital assets to provide adequate levels of service in conformance with State and Federal regulations, and meeting the appropriate health, safety, and environmental standards.

The City will provide timely and accurate billing to customers, providing safeguards to ensure prompt payment and minimal financial losses from delinquent customers which have to be passed onto the remaining customers.

S & P Global Ratings Guide

2024 Dates Event

February 1 to February 29

March 1

March 5

March 10 to March 29

April 2

April 23

May 7

May 9

May 28

Budget preparation

Budget requests due

BEDC Board meeting

Department meetings

BEDC Board meeting

Regular Council meeting

BEDC Board meeting

TIRZ Board meeting

Regular Council meeting

June 11 Regular Council meeting

June 25 Regular Council meeting

July 9

Regular Council meeting

CITY OF BELTON Budget & Tax Calendar

FY 2025

Requirement/Action

Departments prepare budget requests

Detailed line item requests are returned to Finance

BEDC budget kickoff

Departments meet with City Manager and Finance to discuss budget requests

BEDC budget workshop

Workshop to discuss Strategic Plan and long term goals for the City of Belton

BEDC approves its FY 2025 budget

TIRZ approves its FY 2025 budget

General Fund and Debt Service Fund

Hotel/Motel Fund, TIRZ, Information Technology Fund, Building Maintenance Fund, and BEDC

General Fund and Debt Service Fund update if needed

Water and Sewer Fund and Drainage Fund

Discuss 2025 – 2029 Capital Improvements Program

Present the FY 2025 Proposed Annual Budget to City Council

(Must be filed with Clerk at least 30 days before budget adoption)

Post proposed budget on City website

Call for public hearing on budget

July 22

Certified tax roll

August 9 Newspaper notice

August 13

Regular Council meeting

August 27

Regular Council meeting

August 28 Newspaper notice

September 10

Regular Council meeting

BCAD delivers certified ad valorem tax values

Publish notice of public hearing on budget (10 – 30 days before hearing)

Budget updates if needed

Present the Strategic Plan

Present fee schedule

Propose an ad valorem tax rate for tax year 2024/fiscal year 2025

Call for public hearing on tax rate, if it exceeds no new revenue tax rate

Call for public hearing on Strategic Plan

Post proposed tax rates on website

Public hearing on budget (at least 15 days after filing with City Clerk)

Public hearing on Strategic Plan

Public hearing on fee schedule

Publish in newspaper and on City website the notice of public hearing on tax rate (if exceeds no new revenue tax rate, must be at least 5 days before hearing)

Continuous website notice of PH on tax rate (at least 7 days before hearing)

Public hearing on tax rate

Ratify tax revenue increase in budget, if necessary

Adopt fee schedule

Adopt Strategic Plan

Adopt FY 2025 Annual Budget

Adopt ad valorem tax rate (no more than 60 days after receipt of certified tax roll)

*The budget and tax rate must be adopted no later than 78 days before the uniform election date (August 19, 2024) if the City plans to adopt a tax rate that exceeds the greater of the voter approval rate or the de minimis rate. If a rate lower than the voter approval rate is proposed on August 6, 2024, adoption of the budget and tax rate can occur in September.

Budget Calendar - Flow Chart

The following chart summarizes the budget process and the various steps leading to the adoption of the Fiscal Year 2025 Budget.

Strategic Planning:

Review and update Capital Improvement Projects as needed

Revenue projections developed

Budget orientation

Budget Development:

Budget staff prepares and send budget materials to divisions

Divisions prepare draft operating budgets

Budget review sessions with City Manager

City Council budget work sessions

Finance staff compiles Proposed Annual Budget

Proposed Annual Budget filed with City Clerk and published

Finalize and Adopt:

Finance staff finalizes Annual Budget

Public hearing on Annual Budget

City Council adopts annual budget

Public hearing on proposed tax rate if necessary

City Council adopts a tax rate

Annual budget published

Amend budget if necessary (after fiscal year has begun)

THE BUDGET PROCESS

The City Charter establishes the fiscal year, which begins October 1 and ends September 30.Each February, Department Heads receive budget request packets from the Finance Department. These packets contain information about the Department, including historical expenditure amounts, current expenditure and budget amounts, and estimated expenditure amounts for the upcoming budget year.

While the Departments are preparing their budget requests, the Finance Department calculates personnel costs, debt service requirements, and revenue projections for the new year. This data combined with the Department requests form a preliminary or "first draft" budget.

After receiving the first-draft budget from Finance, the City Manager conducts a series of meetings with the individual Department Heads to discuss their budget requests. Held in March, these meetings help the City Manager formulate his priorities and work agenda.

A series of City Council budget workshops are held, usually in May and June. These workshops are open to the public and are posted per open meetings law. Information as to date and time can usually be found in the local media coverage. The workshops allow the City Council to receive input on the budget from the City Manager, the Departments, and Finance. It is through these workshops, as well as discussions with City staff, that the Council forms its priorities and work program for the proposed budget.

With guidance from the Council, the City Manager then formulates a proposed budget that is submitted to Council in July. State law and the City Charter require that a public hearing on the proposed budget be held before the Council votes on its adoption. A notice of the public hearing is published in the local newspaper, and the hearing is held during a regular City Council meeting. This hearing provides an opportunity for citizens to express their ideas and opinions about the budget to their elected officials.

After the public hearing, the City Council votes on the adoption of the budget. If the budget is not accepted and formally approved by the City Council before September 28, the budget submitted by the City Manager is deemed to have been finally adopted by the Council until such time as the Council adopts a budget.

After adoption of the budget, the City Manager may approve transfers of any unencumbered budget amount or portion thereof between general classifications of expenditures within a Division or Department. At the request of the City Manager and within the last three months of the fiscal year, the Council may by resolution, transfer any unencumbered appropriation or portion thereof from one Division or Department to another. The City budget may be amended and appropriations altered in accordance therewith in cases of public necessity, after the conduction of a public hearing called for such purpose.

STRATEGIC PLAN 2025-2029

City of Belton Strategic Plan

STRATEGIC PLANNING IN BELTON, TEXAS 2000 - Present

The City Council began an in-depth strategic, long-range planning project in 2000. The objective of this project was to identify long-range problems, challenges, and opportunities for the City of Belton, and to develop and pursue appropriate strategies to address these issues. The development process included Councilmembers, City of Belton staff, and the public. The result was a Strategic Plan to provide the framework of annual budgets and guidance for departmental goals and objectives. The complete history of Belton’s commitment to Strategic Planning may be found in the FY 2024 budget document.

As a prelude to Belton’s budget process, a review and update of the Strategic Plan occurs each year. This may be a comprehensive review, which should occur at least once every five years, or an in-house update. A comprehensive review occurred in 2023. For the FY 2025-2029 planning horizon, an in-house update occurred. New this year was the input from four Council-appointed Subcommittees on Quality of Life, Economic Development, Facilities and Governance, with a principal theme of Inclusion. Belton continues to have a bright future with this ongoing commitment to strategic planning through the Council’s visionary leadership.

City of Belton, Texas

Strategic

Plan Background, Definitions and Process

FY 2025-2029

Vision and Mission

The Vision and Mission statements serve as a common framework for all citizens of the City of Belton and form the foundation for all activities within the city’s governmental structure. These statements serve as the common values of the community, which gives inspiration and directs the actions of all stakeholders, members of the council, and city staff.

Below are the Vision and Mission statements of the City of Belton, as well as the seven Goal Categories and Outcome Statements. These elements of the current Strategic Plan were discussed, and the City Council agreed that these Statements were appropriate, remain valid, and continue to articulate the direction to be pursued in the next several years.

Vision Statement

Belton is the Community of Choice in Central Texas, providing an Exceptional Quality of Life.

Mission Statement

Enhance Belton’s quality of life through visionary leadership that preserves its character while planning for its future.

Seven Goal Categories

1.Governance

2.Public Safety

3.Quality of Life

4.Economic Development

5.Connectivity

6.Parks/Natural Beauty

7.Service Delivery

Seven Outcome Statements

A.Belton’s governance is fair, transparent, and fiscally responsible.

B. Belton is safe and family friendly.

C.Belton has an outstanding quality of life for its citizens.

D.Belton has a vibrant, diverse, and flourishing business community.

E.Belton is a fully connected community with active and engaged citizens.

F.Belton has dynamic recreational opportunities and natural beauty.

G.Belton delivers excellent customer service by valuing those who deliver services to its citizens.

City of Belton, Texas Strategic Plan

Recurring Prioritization Process

FY 2025-2029

This Plan is a living document that is driven by flexible long-term goals. Five one-year Action Plans are provided with best known information at this time. Action Plans of near-term goals are established annually, while recognizing longer term goals are a function of priority and funding.

Goal worksheets for each actionable goal are provided. The Action Plan worksheets include:

 Goal Category

 Goal

 Applicable Outcome Statement

 Project Fiscal Year

 Coordinator and Assistance

 Outcome Description

 Performance Indicators

 Challenges and Barriers

 Partner Agencies

 Timelines

 Cost and Funding Sources

The City Council is committed to reviewing long-term goals regularly to ensure community focus and direction, carefully looking five years into the future, and beyond. This Strategic Plan reflects actionable Goals and is now linked to a regularly updated Five Year Capital Improvement Plan of Projects, to guide Strategic Plan Implementation.

City of Belton, Texas Strategic Plan

Recurring Community/Policy Initiatives

FY 2025-2029

 Agency Partnership Enhancements

The City of Belton is committed to working to enhance Agency partnerships to include Belton Independent School District (BISD), Bell County, Belton Economic Development Corporation (BEDC), Belton Area Chamber of Commerce, Tax Appraisal District of Bell County (TADBC), Central Texas Council of Governments (CTCOG), Killeen-Temple Metropolitan Planning Organization (KTMPO), the HOP transportation services, University of Mary Hardin-Baylor (UMHB), Texas Department of Transportation (TxDOT), Texas Workforce Commission, Central Texas Housing Consortium, Belton Area Citizens for Seniors (BACFS), Heart of Texas Defense Alliance (HOTDA), Bell County Health District, numerous Water Service Districts with Certificates of Convenience and Necessity (CCN’s) impacting Belton, and other vital local and regional agencies.



Volunteer Programs/Groups

Examples of important Volunteer Programs/Groups include The Downtown Belton Business Alliance (DBBA), One Community One Day, Leadership Belton, Citizens Helping in Police Services (CHIPS), Take Me Home Program, the Youth Advisory Commission (YAC), Belton CERT (Citizen Emergency Response Team), National Night Out, and the Belton Lions Club in its sponsorship of Heritage Park.



RUOK/Take Me Home/Silver Santa

Addressing special concerns of senior adults and some of our more atrisk citizens through prevention, interaction and education is the mission of programs coordinated through the Belton Police Department.



Citizen Involvement

The City of Belton encourages an active and informed citizenry to participate in its 21 Volunteer Boards/Commissions and Specialty Committees for ad hoc, short-term analysis of topical issues. A total of 125 citizens are involved in decision making as a result. Council expressed an interest in encouraging more diversity in Citizen Engagement and appointed four subcommittees in 2024 to aid in this process.

Priority 1 Goal Scorecard: FY 2024

1)Completed in FY 2024

2)Underway in FY 2024; Multi-Year Goal

3)Underway in FY 2024; extended to FY 2025

4)Deferred in FY 2024; extended to FY 2025

5)Deferred in FY 2024

Coordinate Transportation Projects with KTMPO, TxDOT, Federal Agencies:

 Loop 121 Widening – Phases 1, 2, and 3

 Renovation of Central Avenue Bridge in Yettie Polk Park

 Replacement of E. Central Avenue/Spring Street Bridge

 Replace 13th Avenue Sidewalk

 W. FM 93 Widening west to Wheat Rd. and 6th Avenue Maintenance

north/ south neighborhood

Continue Enhancements to Park System including Heritage Park, Standpipe Park, & consider future park in South

c Cultivate Partnerships – including but not limited to Temple, USACE (Miller Springs), BISD, BS&W, Bell County, UMHB, CTCOG, TxDOT

City of Belton, Texas Strategic Plan Update

Major Areas of Focus

FY 2025 – 2029

During the strategic planning process and within the context of continuous improvement, several areas of focus emerged reflecting Inclusion. Involvement of various stakeholders serves as a framework to guide current efforts to expand Council productivity, to improve municipal functions, as well as to focus the development of both short-term and long-term changes to current operations. Achieving balance among competing objectives including funding, growth, and workforce was emphasized throughout the discussions. Summaries of these areas of focus are listed below.

A.Shift from Emphasis on Expansion to Development of Existing Infrastructure

If the community gets the “core” right, the rest will follow. Due to the recent restrictions placed on City governance from the Texas Legislature, the City’s ability to annex land or raise revenue for the expansion of infrastructure has been significantly hindered. Based on bill filings and committee reports during recent Legislative Sessions, this legislative trend appears to be continuing, at least in the near future. Therefore, the Council recognizes the need to shift its focus to the development and improvement of existing infrastructure, while not abandoning the idea of expansion, when appropriate.

B.Coordination Among Existing City Plans

When making long range decisions regarding proposed future development, all facets of city operations (i.e., future land use, throughfares, water and sewer, TIRZ, recreational and other public facilities) need to be considered simultaneously. While these plans contain extremely detailed elements in their own right, a single, overlaid map encompassing all the major elements of each plan would serve as a valuable resource for comprehensive discussion during deliberations. This coordination would provide a vehicle for confident consistency for important decisions.

C.Focus on Downtown and Vicinity Development

The rapid development of Belton’s Downtown in recent years, and the emergence of the “Imagine Belton” initiative by the Belton EDC, has resulted in a renewed focus on Downtown. The City’s pursuit of tools to implement Imagine Belton will help take this effort to the next level with flexible development opportunities for public entities (City, BEDC, County, BISD) as well as private property owners.

D.BEDC’s

Partnership

Role and Collaboration Opportunities with the City Council

The partnership role between the City Council and the Belton Economic Development Corporation continues to be emphasized. A concerted effort to achieve a coordinated vision of the BEDC and its potential collaboration opportunities is warranted. This common, coordinated vision will serve as a foundation for the development of future, creative collaborations between the City and the BEDC, as well as the development of strategies that maximize the realization of mutual goals.

E.Expansion of Board Input through establishment of City Council Subcommittees

The City Council expressed interest in expanding input into decision making processes to improve resulting decisions. Establishing organizational structures that facilitate these opportunities meet the wide variety of needs of city governance and operations. Appointed Subcommittees include:

Quality of Life

Economic Development

Facilities

Governance

Housing Affordability and Homelessness

Affordable housing for citizens who desire to live and work in the community is limited. While the market for higher price-point homes is strong, a range of housing options to meet the wide variety of needs is required to support a diverse community. Area and community homelessness has also been a topic of discussion, as we have explored a partnership effort with Temple’s Arbor of Hope.

Accessibility/Mobility

Our citizens are highly mobile and have an assortment of needs ranging from sidewalks for walking, trails for hiking and paths for biking. Other transit options, both public and private, are also important to our citizens. The HOP is expanding to include a micro transit option. Additionally, vehicle traffic in certain areas and at certain times of the day needs to be addressed as well as downtown parking. Safety for all our citizens and visitors, regardless of travel mode, is vitally important.

Infill Development

Infill development remains a point of significant consensus. The clear advantage here is maximizing the use of built and funded infrastructure for additional development. Issues surrounding this topic include creating models for acceptable standards for both multi-family development and density standards.

Quality of Life / Quality of Place

Preserving and enhancing the community’s unique character is continuously emphasized. Efforts to accentuate the positive aspects of the community (Belton’s location within the State, two lakes, two rivers and Nolan Creek, parks and recreation facilities, municipal library and Bell County Museum, community safety and security, downtown as a destination for events) should all be leveraged. These events (Fourth of July; Belton’s Bacon, Blues, & Brews Festival; Christmas on the Chisholm Trail) also add to the extremely favorable “live, work, play” environment of the City.

Municipal Staffing Needs

Municipal staffing needs were extensively discussed in the FY ’24 Plan Update. To address all identified city staffing needs to meet the desired level of service, 43 additional positions were identified at a total cost of approximately $3 million. Interest was expressed in addressing these needs, and consensus was reached for a phased, multi-year proposal to meet community needs. A total of 15 positions were added across numerous departments for the FY ’24 budget, with other needs to be evaluated annually.

Municipal Facility Needs

Extensive discussions have been underway recently concerning current and longrange building facility needs for the City. With the age of facilities, and city functions housed in various locations throughout the City nearing capacity, it is timely to develop various options that address a wide range of needs. While the ultimate desire would be to fund these options with existing sources (i.e. targeted set-aside accounts, fund balance, BEDC and other partnerships), the potential use of debt should also be considered. Emphasis was placed on the unique opportunity to partner with area organizations (City, County, BISD) facing similar growth needs and the potential of entering into shared facilities agreements. We continue to explore planning options to address these needs.

Strategic Plan Considerations

Targeted Near Term Objectives

To facilitate areas of focus that emerged from the ongoing strategic planning process, as well as the highlighted topics of discussion, the current Strategic Plan was reviewed, and several targeted items were identified. These plan objectives, goals and timelines are shown on the following page.

Utilize separate organizational subcommittees – Quality of Life, Economic Development, Facilities, and Governance – for thorough investigation and discussion of complex issues.

Implemented by City Council in FY 2023

existing City Plans – land use, thoroughfare, and utilities –and incorporate these plans in the Future Land Use Map (FLUM).

Reconcile updated City plans and timelines with launch of “Imagine Belton” standards.

2024 and annually

Following the addition of 18 staff members in FY ’24, develop a phased, multi-year proposal for future positions based on fiscal impact and cost – benefit analysis.

Develop recommendations addressing municipal building facility needs with various fiscal strategies.

Continue to ensure all critical functions of public safety (police, fire, and public works) are operational with emphasis on future funding, staffing and facility needs.

Fully engage with TxDOT and local stakeholders on the IH-35/IH14 widening in Belton scheduled to begin construction in FY 2029. Critical issues include ROW impacts, business relocations, Downtown Belton property access, and signage. FY

Priority 1 Goals: FY 2025

Below is a summary of a total twenty-five (25) FY 2025 Priority 1 Goals, Proposed Funding, and Assigned Coordinators for anticipated goal achievement in FY 2025. Other near-term Priority Goals are summarized in year 2 (FY 2026) and year 3 (FY 2027) of the Strategic Plan. Goals for FY 2028 & FY 2029 are also previewed in Future Year Action Plans.

a Conduct Annual Strategic Plan Review, Periodic Updates

b Integrate Growth Management Strategy through Updated FLUM (Comp Plan), T-Plan, and Utility Plan

Staff Resources plus FLUM Funding of $40,000 (’24, ’25)

c Implement Tax, Utility and Fee Schedules for affordable and effective service delivery Adjust Tax/Utility Rates

(’25)

d Conduct Impact Fee Analysis $70,000 (’25)

1 Governance

e Complete use of ARPA funding, reporting, by end of FY 2025

f Complete Main Street Traffic Study, including roundabouts at 2nd/6th Ave. and develop options $65,800 (’24, ’25) Dir. of Planning Dir. of Public Works

g Assess Development Review Process with emphasis on Building Code Updates, Legislature, and Bell County plat review Staff

h Develop strategy to secure long-term water resources

i Complete Communication Audit 2024 and conduct Citizen Survey 2025

Existing and Future Infrastructure and Capital Equipment Needs through Comprehensive City and TIRZ Capital Improvement Plans and Equipment Replacement Plan

 Street Maintenance

 Water/Wastewater

 Parks/Library

 Storm Drainage

$26,000 (’24)

$30,000 (’25)

 Capital Equipment Replacement  Facility Enhancements Varies by Project/

Economic Development a Reconcile Updated Plans and Launch Imagine Belton Standards

Strengthen coordination between City/BEDC to maximize success with focus on objectives, functions, and capabilities including marketing former INDECO and Rockwool sites, and addition of Business Park land, infrastructure

Directors of Finance

Works

BEDC Board

Manager

Exec. Dir. CVB/Retail Coord. c Develop Tourism Goals and Business Recruitment Plan

Coordinate Transportation Projects with KTMPO, TxDOT, Federal Agencies:

 Determine implications of IH-35/IH-14 widening project

5 Connectivity a

 Loop 121 Widening – Phases 1-3 (TxDOT)

 W. FM 93 Widening to Wheat Rd. (TxDOT)

 6th Ave. Major Maintenance 2027 (TxDOT) TxDOT

of PW/Planning/ Finance

6 Parks/Natural Beauty

b Local Projects

 Replacement of E. Central/Spring Bridge

 Connell Street Design

 Taylors Valley Road Rehab

c Continue Planning for new north/south neighborhood circulation in NW Belton, Wheat Road extension, between Red Rock & Sparta Road, to include evaluation of proposed BRA Pipeline

a Continue Enhancements to Park and Trail System including Heritage Park, Standpipe Park, planning for Rails to Trails linkage with Temple, & consider future park in South Belton Varies by Project, Grants

b Begin planning to update Parks Master Plan in 2026

c Cultivate Partnerships – including but not limited to Temple, USACE (Miller Springs), BISD, BS&W, Bell County, UMHB, CTCOG, TxDOT

a Exercise Servant Leadership in customer service delivery

b Evaluate phased multi-year plan addressing staffing needs totaling 43 positions, 18 total in FY 2024, 2 in FY 2025

7 Service Delivery

c Address employee compensation comprehensively with Study in 2025

d Recognize value of talent attraction and employee retention

e Ensure an onboarding process of professional development for Councilmembers and staff to emphasize service delivery

Year 1: Five Year Action Plan

Priority 1 Goals: FY 2025

Goal Categories

1.Governance

2.Public Safety

3.Quality of Life

4.Economic Development

5.Connectivity

6.Parks / Natural Beauty

Goals

a)Conduct Annual Strategic Plan Review, Periodic Updates

b)Integrate Growth Management Strategy through Updated FLUM (Comp Plan), T-Plan, and Utility Plan

c)Implement Tax, Utility and Fee Schedules for affordable and effective service delivery

d)Conduct Impact Fee Analysis

e)Complete use of ARPA funding, reporting, by December 31, 2024

f)Complete Main Street Traffic Study, including roundabouts at 2nd and 6th Avenues and develop options

g)Assess Development Review Process with emphasis on Building Code Updates, Legislature, and Bell County plat review

h)Develop strategy to secure long-term water resources

i) Complete Communication Audit 2024 and conduct Citizen Survey 2025

a)Ensure Strategic Needs for Police, Fire and Public Works Departments are met – funding, staffing, and facilities – with 2025 timeframe

a)Address Existing and Future Infrastructure and Capital Equipment Needs through Comprehensive City and TIRZ Capital Improvement Plans and Equipment Replacement Plan

 Street Maintenance

 Water/Wastewater

 Parks/Library

 Storm Drainage

 Capital Equipment Replacement

 Facility Enhancements

a)Reconcile Updated Plans and Launch Imagine Belton Standards

b)Strengthen coordination between City/BEDC to maximize success with focus on objectives, functions, and capabilities including marketing former INDECO and Rockwool sites, and addition of Business Park land, infrastructure

c) Develop Tourism Goals and Business Recruitment Plan

a)Coordinate Transportation Projects with KTMPO, TxDOT, Federal Agencies:

 Determine implications of IH-35/IH-14 widening project

 Loop 121 Widening – Phases 1-3 (TxDOT)

 W. FM 93 widening to Wheat Rd. (TxDOT)

 6th Ave. Major Maintenance 2027 (TxDOT)

b)Local Projects

 Replacement of E. Central/Spring Bridge

 Connell Street Design

 Taylors Valley Road Rehab

c)Continue Planning for new north/south neighborhood circulation in NW Belton, Wheat Road extension, between Red Rock & Sparta Road, to include evaluation of proposed BRA pipeline

a)Continue Enhancements to Park and Trail System including Heritage Park, Standpipe Park, planning for Rails to Trails linkage with Temple, & consider future park in South Belton

b)Begin planning to update Parks Master Plan in 2026

c)Cultivate Partnerships – including but not limited to Temple, USACE (Miller Springs), BISD, Bell County, UMHB, CTCOG, TxDOT

7.Service Delivery

a)Exercise Servant Leadership in customer service delivery

b)Evaluate phased multi-year plan addressing staffing needs totaling 43 positions, 18 total in FY 2024

c)Address employee compensation comprehensively with Study in 2025

d)Recognize value of talent attraction and employee retention

e)Ensure an onboarding process of professional development for Councilmembers and staff to emphasize service delivery

Year 2: Five Year Action Plan Priority 1 Goals: FY 2026

Goal Categories

1.Governance

2.Public Safety

3.Quality of Life

4.Economic Development

5.Connectivity

6.Parks / Natural Beauty

7.Service Delivery

Goals

a)Conduct Comprehensive Strategic Plan Update

b)Review Growth Management Strategy and implement FLUM

c)Analyze Tax, Utility, and Fee Schedules for affordable and effective Service Delivery and implement:

Impact Fees

Drainage Fees

 Communication Audit/Survey recommendations

a)Ensure Strategic Needs for Police, Fire and Public Works Departments are met – funding, staffing, and facilities

a)Address Infrastructure, Capital Improvement, and Capital Equipment Needs:

 Street Maintenance

 Water/Wastewater – Address Master Plan Needs in CIP

 Parks

 Storm Drainage

 Capital Equipment Replacement

b) Identify options for Municipal Facility Enhancements

a)Market Imagine Belton and Implement Investments

b)Implement City/BEDC Objectives, including Indeco/Rockwool sites, and evaluate infrastructure for BEDC sites

c)Complete Update of Tourism Goals and Business Recruitment Plan

a)Coordinate Transportation Projects with KTMPO, TxDOT, Federal Agencies, Bell County:

 Determine implications of IH-35/)H-14 widening project

 Loop Widening, Phases 2 and 3

 Begin Replacement of Central Avenue/Spring Street Bridge

 6th Avenue Major Maintenance Coordination

 Implement TX 317 (Main Street) Recommendations

 W. FM 93 Widening west to Wheat Road

 Hike/Bike Trail in vicinity of former Georgetown Railroad in Belton with connection to Temple

b)Local Projects

 Replace E. Central/Spring Bridge

 Connell Street

 Taylor Valley Road Rehab

c) Design Wheat Road, Red Rock to Sparta

a)Implement Parks Master Plan

b)Dedicate Standpipe Park

c)Enhance Nolan Creek Recreational Improvements

d)Cultivate Partnerships – including but not limited to Temple, USACE (Miller Springs), BISD, BS&W, Bell County, UMHB, CTCOG, TxDOT

a)Exercise Servant Leadership in customer service delivery

b)Implement phased multi-year proposal for staff additions

c)Implement FY ’25 Employee Compensation Study

d)Identify commitment to Affordable Housing, Homelessness

e)Maintain partnerships that supplement staff resources: grant, interns, work study, volunteers

Year 3: Five Year Action Plan Priority 1 Goals: FY 2027

Goal Categories

1.Governance

2.Public Safety

3.Quality of Life

4.Economic Development

5.Connectivity

6.Parks / Natural Beauty

7.Service Delivery

Goals

a)Update Strategic Plan and Implement Recommendations

b)Reassess Growth Strategy and Update Development Plans, Policies, Standards, Comprehensive Land Use Plan

c)Analyze Tax, Utility, and Fee Schedule for sufficiency

d)Assess Training for Council, Boards/Commissions

a)Ensure Strategic Needs for Police, Fire and Public Works Departments are met – funding, staffing, and facilities

a)Address Infrastructure, Capital Improvement, and Capital Equipment Needs:

 Street Maintenance – Continue annual effort

 Water/Wastewater – Contract for new water resources and address Master Plan Needs in CIP

 Parks

 Storm Drainage

 Capital Equipment Replacement

b)Begin to meet Municipal Facility needs

a)Continue Downtown Enhancements for Community Vitality

b)Continue Development of IH 35, IH 14 Corridors

c)Expand Retail, Lodging, and Tourism opportunities

d)Market Industrial Park and Imagine Belton opportunities for industrial, commercial, and retail job creation

a)Coordinate Transportation Projects with KTMPO, TxDOT, Federal Agencies, Bell County:

 Assist businesses/property owners in planning for IH-35/IH-14 project

 Loop 121 construction completion of Phase 2

 6th Avenue Major Maintenance

 TX 317 Enhancements

 Central Avenue/Spring Street Bridge

 Construct Wheat Road extension, Red Rock to Sparta

 W. FM 93 widening to Wheat Road

 Hike/Bike Trail in vicinity of former Georgetown Railroad in Belton with connection to Temple

a)Update Parks Plan

b)Enhance Nolan Creek and Leon River Improvements

c)Build Phase 2 Heritage Park Improvements

d)Cultivate Partnerships

a)Exercise Servant Leadership in customer service delivery

b)Monitor Employee Compensation – Internal Review

c)Provide adequate personnel to meet needs

d)Recognize talent attraction and employee retention

e)Maintain partnerships to supplement staff

City of Belton, Texas

Year 4: Five Year Action Plan

Priority 1 Goals: FY 2028

Goal Categories

1.Governance

2.Public Safety

3.Quality

of Life

4.Economic Development

5.Connectivity

6.Parks / Natural Beauty

7.Service Delivery

Goals

a)Conduct Annual Strategic Plan Update and Implement Recommendations

b)Implement Responsible Growth Strategy

c)Re-asses and Implement Fiscal Policies that achieve effective service delivery

a)Ensure Strategic Needs for Police, Fire and Public Works Departments are met – funding, staffing, and facilities

a)Conduct Comprehensive Assessment of Capital Improvement Plan and Capital Equipment Needs:

 Street Maintenance – Continue annual effort

 Water/Wastewater – Address Master Plan Needs in CIP

 Parks

 Storm Drainage

 Capital Equipment Replacement  Meet Municipal Facility Needs

a)Enhance IH 35, IH 14, TX 317, and FM 93 Corridor Development

b)Coordinate City/BEDC Efforts to Maximize Project Success

c)Emphasize retail development, job creation, and employee retention

a)Coordinate Transportation Projects with KTMPO, TxDOT, Federal Agencies, Bell County:

 Coordinate business relocations related to IH-35/IH-14 project

 Loop 121 Construction, Phase 2

 Begin W. FM 93 Construction

 Continue TX-317 enhancements

b)Extend Hike/Bike Trail in vicinity of former Georgetown Railroad in Belton with connection to Temple

a)Implement Parks Master Plan Update

a)Exercise Servant Leadership in customer service delivery

b)Conduct Comprehensive Employee Compensation Review

c)Provide adequate personnel to meet needs

d)Recognize talent attraction and employee retention

e)Maintain, enhance partnerships to supplement staff

Goal

City of Belton Strategic Plan

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Governance

Goal 1a: Conduct Annual Strategic Plan Review, Periodic Updates

Applicable Outcome

Statement(s): Belton's governance is fair, transparent, and fiscally responsible

Project Year: FY 2025

Coordinator: Assisted By: City Manager City Council/Management Team

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

Partners:

 City Council reviews Community Vision, Mission, Goal, Categories and Outcomes

 Council and Management Team conduct Strategic Plan Review Annually, Periodic Updates When Warranted

 Current Vision, Mission, Goal Categories, and Outcomes assessed

 5-Year Capital Improvement Plan demonstrates Commitment to Plan Implementation

 Allocating time early in fiscal year

 Commitment to focus on long term, strategic issues

 Identifying strategic responses for community

 City Council

Management Team

FY 2025 Spring 2025

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Governance

Goal 1b: Integrate Growth Management Strategy through Updated FLUM (Comprehensive Plan), T-Plan, and Utility Plan

Applicable Outcome

Statement(s): Belton's governance is fair, transparent, and fiscally responsible

Project Year: FY 2025

Coordinator:

Assisted By: City Manager Director of Planning/Public Works

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

 City Council and Management Team work to integrate growth management strategy with planning resources –FLUM, T-Plan, Utility Plan

 Council/Management Team review desired character/location of growth, density & refine land use recommendations

 FLUM, Thoroughfare Plan, and Utility Master Plans analyzed and CIP updated for 5-year timeframe

 Focus on infill development, internal development, maximizing existing infrastructure, with careful review of edge development for maximum benefit

 Current standards reviewed for transparency, with proactive and aggressive steps to induce quality development, affordable housing

 Anticipate development agreements and CIP to guide city growth



Partners:

Opportunity for annexation limited to voluntary requests, yet should be analyzed if City infrastructure sought

 Voluntary removal from Belton ETJ may present constraint to realistic planning

 Bell County position on growth management tools outside city limits, especially street maintenance and ETJ plat review apportionment, needs attention

City Council  Management Team

Development Community

Bell County  CTCOG

Central Texas Housing Consortium

Habitat for Humanity

State Legislature

TDHCA

BEDC

Timeline for Implementation Expected Completion Date

FY 2025 and Beyond Spring 2025

Cost

Funding Source(s)

Staff Resources/$40,000 FLUM General Fund, Utility Budgets

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Governance

Goal 1c: Implement Tax, Utility, and Fee Schedules for Affordable and Effective Service Delivery

Applicable Outcome

Statement(s): Belton's governance is fair, transparent, and fiscally responsible

Project Year: FY 2025

Coordinator:

Assisted By: Director of Finance City Manager

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

 City Council analyzes tax, utility, and fee schedules, exploring the appropriateness of a re-evaluation of funding for operational, capital, and strategic goals

 Staff provides options for Council use funding sourcesproperty taxes, sales taxes, “pay-go”, and bond funding, seeking sustainability

 Adjust tax/utility rates, conduct drainage fee study

 Council provides direction to address funding needs of the City, including ways to fund future priorities

 FB Policy reviewed annually

 Funding Plan for each resource must be balanced based on impacts to customers and effectiveness of expenditures

 Uncertain revenue – property appraisals, property taxes, sales taxes

 Texas Legislature constraints on local fund raising, combined with other unfunded mandates

 Reluctance to increase property taxes given appraisals

 Infrastructure needs of City will require future rate adjustments, especially for critical sewer, water projects

 Reluctance to increase fees, impact to rate payers

Partners:

 Citizens

 Property Taxpayers

 Utility Rate Payers

Timeline for Implementation

Expected Completion Date FY 2025 FY 2025 Cost

Funding Source(s)

Staff Resources, plus $25,000 Drainage Fee Study Drainage Fee

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Governance

Goal 1d: Conduct Impact Fee Analysis

Applicable Outcome

Statement(s): Belton's governance is fair, transparent, and fiscally responsible

Project Year: FY 2025

Coordinator: Assisted By: Director of Finance Management Team

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

Partners:

 City Council determines appropriateness of establishing Impact Fees to facilitate funding infrastructure costs driven by new development.

 Management Team conducts Impact Fee Analysis with Consultant

 Future growth assessed, with application of Impact Fee legislation on cost recovery

 Cost recovery evaluated for future water, sewer, and street improvements

 Opposition to Impact Fees in Region

 True benefit of allowable cost recovery

 Limited locations where recovery may occur

 Management Team

 City Council

$70,000

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Governance

Goal 1e: Complete use of ARPA Funding, reporting by December 31, 2024

Applicable Outcome

Statement(s):

Belton's governance is fair, transparent, and fiscally responsible

Project Year: FY 2025

Coordinator: Assisted By: City Manager Director of Finance

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

 Ensure funding obligations for allocated resources occurs by December 31, 2024.

 Resolution 2022-14-R allocated Federal ARPA funds

 Revenue Replacement Categories:

o Government Operations: $ 1.2M

o Community Aid: $ 0.4M

o Food Assistance: $ 0.3M

o Small Business Support: $0.85M

o Community Aid: $ 0.9M

o Neighborhood Revitalization: $ 0.5M

o Infrastructure: $1,526,185

 Coordination with businesses on timely expenditure of funds in authorized ways

 Progress on projects using funds as match for approved grants

 Completing street infrastructure projects with allocated funding

Partners:

 Funded agencies

 Local small businesses

 State, Federal Grant

 Street bid awardees Timeline for Implementation

December 31, 2024 December 31, 2024

Source(s)

$5,676,185 Federal ARPA Act of 2021

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Governance

Goal 1f:

Applicable Outcome

Complete Main Street Traffic Study including roundabouts at 2nd/6th Avenue and develop options

Statement(s): Belton's governance is fair, transparent, and fiscally responsible

Project Year: FY 2025

Coordinator:

Assisted By: Director of Planning Director of Public Works

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

 Traffic Study identifies range of alternatives for addressing traffic congestion on Main Street.

 Short, medium, long-range recommendations identified

 Recommendations funded

 Recommendations implemented

 Perception that no change is possible

 TxDOT roadway

 Semi-truck traffic

 ROW needs; property owner coordination

 Historic properties

Partners:  City Council  TxDOT

KTMPO

UMHB

First Baptist Church

$65,800 for Analysis Construction

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Governance

Goal 1g: Assess Development Review Process with emphasis on Building Code updates, Legislature, and Bell County plat review

Applicable Outcome

Statement(s): Belton's governance is fair, transparent, and fiscally responsible

Project Year: FY 2025

Coordinator:

Assisted By: Director of Planning Management Team

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

 Management Team explores current development review standards across all departments, with objective of simplifying, clarifying, and expediting process.

 Engage Stakeholders in development community with emphasis on flexibility, transparency, and good communication

 Exercise proactive, aggressive, and reasonable approach, seeking opportunities for improvements

 Enhanced checklists and on-line processing, with expedited permit process

 Experiment with alternate procedures when practical

 The Texas State Legislature continues to challenge local government planning, development processes

 Current ETJ Apportionment Agreement with Bell County

 Existing resources available to assess standards; court challenges possible

 Numerous codes, regulations, standards that are not integrated in a single codified document

 Balancing increased development costs with community character and future maintenance

Partners:

 City Council

 TML

 Legal Counsel

 Bell County

Timeline for Implementation

Expected Completion Date

FY 2025 and Beyond Ongoing Cost

Funding Source(s)

Staff Resources General Fund Budget

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Governance

Goal 1h: Develop Strategy to develop long-term water resources.

Applicable Outcome

Statement(s):

Belton's governance is fair, transparent, and fiscally responsible

Project Year: FY 2025

Coordinator: Assisted By: Director of Public Works Management Team

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

 Belton’s future water resources are regularly assessed for sufficiency based on growth in population, changing demographics, and available water supplies.

 Update Water Utility Master Plan as needed following 2024 Update

 Ensure population estimates are updated annually

 Review demand indicators based on community demographics

 Work with BCWCID #1 on water production, distribution, plant maintenance

 Explore BRA, CTWSC, and aquifers as secondary sources

 Fixed water supplies with District and single pipeline limiting distribution of water to City to 10 mgd

 Changing community character – population, demographics, demand

 CTWSC limited to 125 ac. ft.

 Capital costs to increase water supply, production, distribution

Partners:  BCWCID #1

CTWSC

BRA

KPA Engineers

Tx State Demographers

TCEQ Timeline for Implementation

Completion Date Utility Master Plan completed 2024

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Governance

Goal 1i: Complete Communication Audit 2024 and conduct Citizen Survey 2025

Applicable Outcome

Statement(s): Belton's governance is fair, transparent, and fiscally responsible

Project Year: FY 2025

Coordinator:

Assisted By:

Assistant City Manager City Council Director of Communications Management Team

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

 Council and Management evaluate City messaging, communication, and outreach, and conduct Comprehensive Citizen Survey

 Communication Audit completed with good assessment of communication efforts

 Recommendations secured to enhance messaging in community

 Citizen Survey firm selected and survey crafted for effective citizen input

 Survey distributed and results analyzed for first Comprehensive Community Assessment

 May need added staff to implement communication recommendations

 Crafting effective survey measuring community attitudes

 Getting citizens attention to participate in citizen survey

Partners:  City Council  Management Team

Citizens

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Public Safety

Goal 2a: Ensure Strategic Needs for Police, Fire and Public Works Departments are met – funding, staffing, and facilities.

Applicable Outcome

Statement(s): Belton is safe and family friendly

Project Year: FY 2025

Coordinator:

Police/Fire Chiefs

Director of Public Works

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

Assisted By:

City Council City Manager Director of Finance

 Police, Fire and Public Works Departments maintain updated Department Strategic Plans, and work to refine, assess, and evaluate best practices

 Belton Police Department

o Minimizes crime and fear of crime in community and maintains Recognition Standards

o Monitors traffic operations, conducts investigations, pursues code compliance

o Emphasizes Community Outreach to achieve effective partnerships and volunteerism

 Belton Fire Department

o Implements latest technology and training

o Maintains Recognition Standards

o Manages ambulance contract to meet citizen needs

o Assists in evaluation of future station/equipment needs

o Keep current the BFD Community Risk Assessments and Standards of Cover

 Belton Public Works

o Manages new capital project infrastructure construction – streets, drainage, utilities, parks, inspections

o Maintains existing facilities – streets, signs, utilities, drainage, structures, environmental compliance

o Ensures internal building maintenance and City Shop equipped to serve community

 Adequate funding for PD/FD/PW operations, capital equipment, training, and technology

 Maintaining adequate staffing levels/competitive pay/ benefits

 Complying with changes in State law

Partners:

 Meeting civil service requirements for PD/FD

 City ordinances that may be outdated or no longer applicable

 Recruitment/retention for PW jobs from Laborer to Superintendent

 City Council

 City Manager

 Director of Finance

Timeline for Implementation Expected Completion Date FY 2025 and Ongoing Ongoing

Cost

Funding Source(s)

Staff Resources General Fund and Utility Fund (PW)

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Quality of Life

Goal 3a: Address existing and Future Infrastructure and Capital Equipment Needs through Comprehensive City and TIRZ Capital Improvement Plans and Equipment Replacement Plan

 Street Maintenance

 Water/Wastewater

 Parks/Library

 Storm Drainage

 Capital Equipment Replacement

 Facility Enhancements

Applicable Outcome

Statement(s):

Belton has an outstanding quality of life for its citizens

Project Year: FY 2025

Coordinator:

Assisted By:

Director of Finance City Manager Asst. City Manager

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:



Funding allocation for these needs is critical to sustaining current and future development

 Multi-year CIP developed establishing relative project priority and funding sources

 Utility rate study (year 2) implemented to provide needed annual revenue and project improvement schedule

 Operating funds, bond funds, and fees, identified as options to fund projects, with grant resources a key to leveraging local funds

 Public Works implements latest technology into operations

 Partnerships with TIRZ, BEDC, KTMPO, TxDOT essential to maximize project funding and timely delivery

 Library interior re-imagined and outdoor learning area added

 Infill development maximizes use of existing infrastructure

 City, BEDC, Bell County collaborate on projects of mutual interest

 Management Team develops plan for meeting multiple City building and facility needs with fiscal strategies by end of FY 2025

 Maintaining a minimum budgeted annual amount of funding for street maintenance of $1,000,000, with 5% increase annually

Partners:

 Fund Balance “pay-go” approach to fund capital projects may be inadequate to meet needs

 Public facility funding for municipal administrative uses may prove challenging

 Water, sewer, street, and storm drainage projects exceed available funding & will likely require bonds in future years

City Council  Department Directors

BEDC

TIRZ

BISD

Bell County

TxDOT

KTMPO

BCWCID #1

Public Works Personnel

Timeline for Implementation Expected Completion Date

FY 2025 and Beyond Ongoing

Varies by Project General Fund Budget; Water/Sewer; Drainage; Operating and Capital Funds; BEDC; TIRZ; TxDOT; Grants

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Economic Development

Goal 4a: Reconcile Updated Plans and Launch Imagine Belton Standards

Applicable Outcome

Statement(s):

Belton has a vibrant, diverse, and flourishing business community

Project Year: FY 2025

Coordinator:

Director of Planning

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

Partners:

Assisted By:

Assistant City Manager

BEDC Executive Director

CVB/Retail Coordinator

 Revitalization continues to expand beyond Downtown and Imagine Belton lays groundwork for next steps

 BEDC developed Imagine Belton Plan (Covey) and City, County, and BEDC endorsed Plan in 2022

 Covey developed Implementation Plan – City/ BEDC partners, ready for launch in 2025

 Plan will establish areas with emphasis on redevelopment, provide a Development Guidebook for property owners and developers, and identify incentives

Assisting owners to recognize development opportunities

 Financing incentives in times of rising funding limitations

 Redevelopment can be more challenging than initial development  Owner coordination needed for city/state capital projects

Timeline for Implementation Expected Completion Date

FY 2025 Ongoing

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Economic Development

Goal 4b:

Applicable Outcome

Statement(s):

Belton has a vibrant, diverse, and flourishing business community

Project Year: FY 2025

Coordinator:

BEDC Executive Director

CVB/Retail Coordinator

City Manager

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

Partners:

Assisted By:

BEDC Board of Directors/City Council Directors of Finance/Planning/Public Works

 Enhanced collaboration between BEDC/City achieves success in desired development, retention of existing firms, attraction of target industries and select companies, and increased retail and commercial uses

 West IH 14 is served with sanitary sewer and enhanced Dog Ridge Water Service



Utility Master Plan complete and FLUM nearing completion

 Business Park property sold and developed, and BEDC explores suitable land acquisition

 IH 14 Utility Projects ready for construction

 Cost of land acquisition and availability

 CCN constraints – Water/Sewer Service Provision

 Coordination among DRWSC Board, City, BEDC

 BEDC

 City Council

 TxDOT

 Private Property Owners (easements)

Timeline for Implementation

City Staff

DRWSC

Planning Department

Expected Completion Date

FY 2025 Multi-Year Projects

Cost

Funding Source(s)

Cost Unknown for BEDC Business Park Property BEDC Budget

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Economic Development

Goal 4c: Develop Tourism Goals and Business Recruitment Plan

Applicable Outcome

Statement(s): Belton has a vibrant, diverse, and flourishing business community.

Project Year: FY 2025

Coordinator:

CVB/Retail Coordinator

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

Partners:

Assisted By:

Assistant City Manager

BEDC Executive Director

 Staff develops Tourism Goals and Business Recruitment Plan

 Hotel Study completed and circulated with high interest

 Imagine Belton Plan completed by BEDC and launched by City and BEDC

 Tourism Goals developed with strategies and benchmarks established

 Refreshed Marketing /Recruitment Plan developed

 Workload in Tourism Office

 Inflationary Challenges to Discretionary Spending

 Funding in Competitive Tourism Market

 Belton Area Chamber of Commerce  City Council  City Staff

Property Owners

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Connectivity

Goal 5a:

Applicable Outcome

Statement(s):

Coordinate Transportation Projects with KTMPO, TxDOT, Federal Agencies:

 Determine implications of IH-35/IH-14 widening project

 Loop 121 Widening – Phases 1-3 (TxDOT)

 Replace 13th Avenue sidewalk (TxDOT)

 W. FM 93 widening to Wheat Road (TxDOT)

 6th Avenue Major Maintenance 2027 (TxDOT)

Belton is a fully connected community with active and engaged citizens

Project Year: FY 2025

Coordinator: Assisted By:

City Manager

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

Partners:

Assistant City Manager/City Council Directors of Public Works/Planning/Finance

 Major TxDOT Infrastructure Projects continue to progress, in meeting future needs, enhancing community linkages

 Belton expresses strong community interest to TxDOT to ensure pro-active involvement in planning for effects of IH35/ IH-14 widening project

 TxDOT Completes rehabilitation of historic Central Avenue Bridge in Yettie Polk Park and 13th Avenue sidewalks

 TxDOT nears completion of Loop 121, FM 439 to IH 14 and plans for Phase 2 in FY 2026

 FM 93 design underway by TxDOT, Main to Wheat Road

 Central Avenue/Spring Street Extension undergoing design following approval of $5M in Community Project Funding in FY 2023

 KTMPO prioritized Regional Projects in 2024 for future federal/state funding determination

 Project Funding: competing projects in Region, local cost share, including utility relocation

 ROW Constraints and acquisition

 Property owner concerns about impact from TxDOT Projects

 Federal Government

 TxDOT

 KTMPO

 Texas Historical Commission

 Property Owners

Timeline for Implementation Expected Completion Date

FY 2025 and Beyond Multi-Year Projects

Funding Source(s)

Varies by projects General Fund Budget; Water/Sewer; Drainage; Operating and Capital; TIRZ; KTMPO; TxDOT; BEDC; Federal Community Project Funds

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Connectivity

Goal 5b: Local Projects:

 Replacement of E. Central/Spring Bridge

 Connell Street Design

 Taylors Valley Road Rehab

Applicable Outcome

Statement(s): Belton is a fully connected community with active and engaged citizens

Project Year: FY 2025

Team Leader:

Assistant City Manager

Outcome

Description(s):

Performance

Indicator(s):

Assisted By:

Director of Public Works/Director of Planning/ Director of Finance

 Local transportation projects needed for future connectivity to progress to completion

 $5 million Community Project Funding triggers design to replace Central/Spring bridge

 TIRZ funds design for Connell and KTMPO partially funds Connell (Phase 1)

 City’s CIP added Taylor Valley Road Rehab as future project Challenges/Barriers:

 TxDOT coordination on Central/Spring bridge

 ROW acquisitions needed on Connell Street

 Taylors Valley Road rehab may be needed sooner rather than later due to high volumes of truck traffic

Partners:

 Federal Government

 TxDOT

 KTMPO

 Area Property Owners

Connell Street Design $868,550

Taylors Valley Road Rehab (TBD)

Federal Community Project Funds; KTMPO; TIRZ

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Connectivity

Goal 5c:

Applicable Outcome

Statement(s):

Continue Planning for new north/south neighborhood circulation in NW Belton, Wheat Road extension, between Red Rock and Sparta Road, to include evaluation of proposed BRA Pipeline.

Belton is a fully connected community with active and engaged citizens

Project Year: FY 2025

Team Leader:

City Manager

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

Partners:

Assisted By:

Assistant City Manager

Directors of Public Works/Planning/Finance

 ROW secured for FM 2271 project from IH 14 (US 190) to FM 439, principally through subdivision plat review

 Feasibility Study completed by TxDOT, ranking FM 2271 extension as low priority as a State FM Project Roadway

 City acknowledges alternate project to achieve needed north/south neighborhood circulation as a city collector street

 City evaluates road construction as part of BRA Pipeline Project

 Road street section reviewed, balancing need for circulation, neighborhood compatibility, sidewalk, trail, possible BRA pipeline

 City initiates street design, alignment, roadway limits, utility extensions, from Red Rock to Sparta

 Project change submitted to KTMPO (Off System Roadway) and added to City CIP

 Neighborhood concerns about impacts from road

 Credibility in shift from FM 2271 road extension to city street

 Competing regional projects for KTMPO funding

 TxDOT

 KTMPO

 BRA

Timeline for Implementation

 Area Property Owners

 Belton Parks & Public Works Depts.

 Emergency Services Personnel – Police/ Fire

Expected Completion Date

FY 2025: Planning/Design FY 2026 Construction

Cost

Funding Source(s)

Project Cost Estimate: $7.0M City of Belton; KTMPO; BRA

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Parks / Natural Beauty

Goal 6a:

Continue Enhancements to Park and Trail System including Heritage Park, Standpipe Park, planning for Rails to Trails linkage with Temple, and consider future park in South Belton.

Applicable Outcome Statement(s) Belton has dynamic recreational opportunities and natural beauty

Project Year: FY 2025

Coordinator:

Assisted By:

Assistant City Manager Management Team

Outcome

Description(s):

Performance

Indicator(s):

 Phased improvements completed for an expanded Heritage Park, with future phases pending

 TxP&W Community Park funding received for Standpipe Park, and funding identified for City match

 Evaluation needed for possible future Community Park in S.Belton

 Heritage Park improvements in 2017

 Construction underway for Standpipe Park

 Rails to Trails alignment/partnership with Temple resolved with focus on future KTMPO funding

 Staff evaluates parks needs on Belton’s south side Challenges/Barriers:

 Multiple interests and high expectations meeting community needs

 Heritage Park future phases may face funding challenges

 Land prices high for south Belton parkland acquisition

 Change in annexation law may reduce need for possible south Belton park

Partners:

 Parks and TIRZ Boards

 Consulting Engineer

 Area Property Owners

 Parks Interests  Sports Leagues  BISD , KTMPO  Lions Club partnership  City of Temple (Trail)

Timeline for Implementation Expected Completion Date

Standpipe Park: FY 2025

Park South: TBD Ongoing

Cost

Funding Source(s)

Varies by Project and Match TIRZ; TP&W; Grants; General Funds

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Parks / Natural Beauty

Goal 6b: Begin planning to update Parks Master Plan in 2026.

Applicable Outcome

Statement(s)

Belton has dynamic recreational opportunities and natural beauty

Project Year: FY 2026

Coordinator:

Assisted By:

Assistant City Manager Parks and Recreation Department

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

 Existing park facilities – restrooms and concessions, playgrounds, pavilions, picnic tables, water fountains, signage, trails, open space areas, sports fields, and turf – are enhanced

 New park enhancements evaluated for state grant funds

 Belton’s hike/bike trails are maintained, upgraded, and extended

 Parks Department analyzes park facility inventory and updates for Master Plan

 Five Year Maintenance Plan developed and funded

 Schedule established for facilities needing replacement

 Time, manpower, and resources needed to analyze existing facilities

 Maintenance requires regular attention and funding

 Funding limitations for short term maintenance, replacement

 Funding for new capital facilities

Partners:

 Parks Board

 BISD (Joint Use Sites)

 Texas Parks & Wildlife Timeline for Implementation Expected Completion Date

FY 2026 Summer FY 2026

$30,000 General Fund Budget

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Parks / Natural Beauty

Goal 6c:

Applicable Outcome

Statement(s)

Cultivate Partnerships – including but not limited to Temple, USACE (Miller Springs), BISD, Bell County, UMHB, CTCOG, TxDOT, Eldred’s Nursery

Belton has dynamic recreational opportunities and natural beauty

Project Year: FY 2025

Coordinator: Assisted By:

Assistant City Manager

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

Partners:

Parks and Recreation Department Director of Library Services

Grants/Special Projects Coordinator

 Collaboration results in inter-local agreements

 Library space re-imagined

 BISD/City develop joint school/park sites where possible

 Lions Club continues annual sponsorship at Heritage Park

 Belton, Temple and USACE manage Miller Springs

 Belton, Temple collaborate on Trail alignment/construction, generally along former Georgetown Railroad

 UMHB/City continue Academic Internship Program; continue Financial Aid Work Study Program

 Council and Management emphasize the value of partnerships with governments, school districts, university, private entities, and social service agencies

 Thinking “outside the box” creatively to address needs

 Park maintenance following park additions

 Project funding

 Cities of Belton/Temple

 Texas Parks & Wildlife

 Council/Management Team

 Belton Public Library  USACE  BISD  KTMPO

Timeline for Implementation

Bell County

UMHB

Belton Lions Club

 Belton Area Senior Center

Eldred’s Nursery

Expected Completion Date

FY 2025 Ongoing

Cost

Funding Source(s)

TBD Varies by Project

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Service Delivery

Goal 7a: Exercise Servant Leadership in Customer Service Delivery

Applicable Outcome

Statement(s)

Belton delivers excellent customer service by valuing those who deliver services to its citizens.

Project Year: FY 2025

Coordinator: Assisted By: City Manager City Council Department Heads

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

 Belton’s Customer Service is practiced as second nature by employees

 Management, Department Heads, and all employees driven to exercise compassion and selfless service

 Council provides resources, training, recognition to ensure customer service remains an organizational commitment

 Employees display the heart of customer service in citizen contacts

 Training provided to employees to reinforce desired behaviors, including Belton University

 Technology used to enhance information and responsiveness to public including social media message boards and other media outlets

 Customer needs and expectations understood

 Staff shortages and workload may challenge Goal achievement

 Expectations of City response may be unrealistic

 Funding and time for appropriate training

Partners:

 City of Belton Employees

 Management Team

 Belton Citizens/Residents/Customers

Timeline for Implementation Expected Completion Date

FY 2025 Ongoing

Cost

TBD All Funds

Funding Source(s)

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Service Delivery

Goal 7b: Evaluate Phased Multi-Year Plan Addressing Staffing Needs Totaling 43 Positions, 18 in FY 2024.

Applicable Outcome Statement(s)

Belton delivers excellent customer service by valuing those who deliver services to its citizens.

Project Year: FY 2025

Coordinator:

Assisted By: City Manager City Council Directors of HR and Finance

Outcome Description(s):

Performance Indicator(s):

 Belton addresses staffing needs comprehensively and on an annual basis

 Council acknowledged need for 43 staff positions in FY ‘24

 Council authorizes addition of 18 FTE’s as initial phased approach in FY ’24, with 2 FTE’s in FY ‘25

 Council supported other approaches to meet current, longterm needs – transitional grant application; part-time/intern support; future staff additions based on need, funding Challenges/Barriers:

 Adequate funding to meet demonstrated future needs

 Intense competition for grant funds, such as COPS

 Meeting citizen needs in short staff environment Partners:  Council

Citizens  Grant Agencies

FY 2025 Ongoing

Varies All funds

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Service Delivery

Goal 7c: Address Employee Compensation Comprehensively with Study in 2025

Applicable Outcome

Statement(s)

Belton delivers excellent customer service by valuing those who deliver services to its citizens.

Project Year: FY 2025

Coordinator: Assisted By: City Manager City Council Directors of HR and Finance

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

 Council demonstrates it values City employees, who deliver services to citizens, through completion of an up-to-date Compensation Study

 Management recommends Compensation Study every 3 years

 Council funds Study, and re-iterates commitment to improve/maintain competitiveness in pay and benefits

 HR conducts internal salary assessment in off years as needed

 Realistic recognition of workload and employee commitment to excel

 Available resources for salary and benefits in budget

 Commitment to compensate employees appropriately

 Funding for annual adjustments, merit and cost of labor

 Constantly moving targets, given salary adjustments at competitor cities

Partners:

 Citizens

 Management Team

 Director of Human Resources

FY 2025 Ongoing Cost

Employee Compensation Study: $30,000 All Funds

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Service Delivery

Goal 7d: Recognize Value of Talent Attraction and Employee Retention

Applicable Outcome

Statement(s)

Belton delivers excellent customer service by valuing those who deliver services to its citizens.

Project Year: FY 2025

Coordinator:

Assisted By: City Manager City Council Management Team

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

 The City of Belton is the employer of choice in Central Texas, attracting talented and caring public servants, who build a legacy of knowledge for continuous service to the organization and community

 Belton carefully recruits and selects employees of excellence

 Compensation and benefits for employees regularly reviewed for competitiveness

 Belton enhances employee training and expertise, reflecting long term investment and commitment to retention

 Belton provides for succession planning for continuity of operations



Partners:

Perception that Belton is a small town that lacks professional opportunity that may be found elsewhere

 Perception that Belton is, and remains, a training ground for other cities

 Competition for talent in terms of salaries, flexible work schedule, other elements

 Limited staff must shoulder many responsibilities, tasks

 Human Resources

 Citizens

Timeline for Implementation Expected Completion Date FY 2025 Ongoing

City of Belton

Strategic Plan Goal & Action Plan

FY 2025

Goal Category: Service Delivery

Goal 7e: Ensure an onboarding process of professional development for new Councilmembers and staff to enhance service delivery

Applicable Outcome

Statement(s)

Belton delivers excellent customer service by providing onboarding for new Council and staff.

Project Year: FY 2025

Coordinator:

Assisted By: City Manager City Clerk/Asst. City Manager Directors of Human Resources/Finance

Outcome

Description(s):

Performance

Indicator(s):

Challenges/Barriers:

 City achieves enhanced customer service by ongoing professional development of new Council and staff

 City coordinates with government and legal professionals and staff to showcase delivery of quality municipal services

 City partners with CTCOG, BEDC, Chamber, TML on professional development

 Finding suitable programs to onboard Council, staff with service focus

 Identifying personnel who match need

 Integrating onboarding into other tasks

Partners:

 Management Staff

 CTCOG

BEDC

TML

Fund Structure / Overview

$407,160 $3,348,000 $1 , , $665,290 $1,283,460 $489,550

Government Functions, Funds, and Divisions

CITY OF BELTON PERSONNEL SUMMARY FISCAL YEAR 2025

Note: Positions are shown as full-time equivalent (FTE)

Budgeted Personnel Positions -General Fund

Budgeted Personnel Positions -Other Funds

Budgeted Personnel Positions by Division

Budgeted Personnel Positions by Division (Full-time Equivalents)

City Positions (FTE)

Notes:

Seasonal employees are hired during the summer as recreation staff. There count is not reflected above.

City of Belton, Texas

Fiscal Year 2025 Annual Budget

All Funds Summary

Notes:

Capital project funds are excluded from presentation because they are not part of the annual appropriations process. Appropriations for capital projects are made on a project basis and carry over until the project is completed. Special Revenue Funds

Enterprise Funds Internal Service Funds

3,965,710

City of Belton, Texas

Consolidated Statement of Fund Balance

Budget Year 2025

Special Revenue Funds

Estimated Fund Balance

Projected Fund Balance

1 Excludes use of prior years' fund balance

Reason for significant changes in fund balance, if any:

General Fund - The decrease in FY 2025 is a planned drawdown of reserves from 38% to 34% of budgeted expenditures.

Debt Service Fund - The significant changes each year reflect the low level of reserves.

Hotel/Motel Tax Fund -Changes reflect revenue growth and relatively low level of spending.

TIRZ Fund - Changes reflect revenue growth and capital spending.

Water & Sewer Fund - Expenses exceed revenues each year due to capital project funding.

Drainage Fund - The decrease in FY 2024 is due to capital spending. FY 2025 reflects a planned drawdown of reserves.

Information Technology Fund - The increase in FY 2024 is being used in FY 2025 for capital purchases.

Building Maintenance Fund - The increase in FY 2024 is being used in FY 2025 for capital purchases.

BEDC Fund - Changes reflect revenue growth and relatively low level of spending.

City of Belton, Texas

Consolidated Schedules of Resources and Expenditures

Fiscal Years 2022 - 2025 All Budgeted Funds1

1 Capital projects funds are excluded from presentation because they are not part of the annual appropriation process. Appropriations for capital projects are made on a project basis and carry over until the project is completed.

City of Belton, Texas

Consolidated Schedules of Resources and Expenditures

General Fund

Fiscal Years 2022 - 2025

City of Belton, Texas

Consolidated Schedules of Resources and Expenditures

Debt Service Fund

Fiscal Years 2022 - 2025

City of Belton, Texas

Consolidated Schedules of Resources and Expenditures

Hotel/Motel Tax Fund

Fiscal Years 2022 - 2025

City of Belton, Texas

Consolidated Schedules of Resources and Expenditures

TIRZ Fund

Fiscal Years 2022 - 2025

City of Belton, Texas

Consolidated Schedules of Resources and Expenditures

Water & Sewer Fund

Fiscal Years 2022 - 2025

City of Belton, Texas

Consolidated Schedules of Resources and Expenditures

Drainage Fund

Fiscal Years 2022 - 2025

City of Belton, Texas

Consolidated Schedules of Resources and Expenditures

Information Technology Fund Fiscal Years 2022 - 2025

City of Belton, Texas

Consolidated Schedules of Resources and Expenditures

Building Maintenance Fund Fiscal Years 2022 - 2025

City of Belton, Texas

Consolidated Schedules of Resources and Expenditures BEDC

Fund

Fiscal Years 2022 - 2025

FY

The General Fundisthechiefoperatingfund ofthe government. Itisusedtoaccountforall current financial resourcesnot required bylaworadministrativeactiontobeaccounted forin designatedfunds.Theprimarygovernmentalfunctionsoccurringwithinthisfundarepoliceand fireprotection,parks,library, streets,andgeneraladministrativeoperations. Operationswithin theGeneralFundarelargelyfundedfromtaxes.Propertytaxescomprisethirty-sevenpercentof revenues, whilesalestaxesgenerate twenty-eight percent. Other revenues include franchise taxes, fines, fees, and charges for services such as garbage collection. The organizational structureofthisfundcanbebrokenintospecificdivisionsofthegovernmentthatarebasedupon the function that each serves. Related divisions may form a department with consolidated management.

Imaginetheentire floorof GarthArena coveredwith6feetofbrush.

L�\�, That'showmuchbrush Beltoncrewshavecollected sincethestorm.

General Fund Statement of Fund Balance

Notes:

1 Excludes Use of Prior Years' Fund Balance

2 An adjustment is made to unassigned fund balance, if necessary, during the conversion from a budget basis to an accrual basis (GAAP).

3 City policy requires a reserve balance of 30% of budgeted expenditures.

Fund Balance History

General Fund Recap

General Fund Revenue Trend

Revenues

$$5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000

General Fund Revenue Trend

Distribution of General Fund Revenues

Revenues

General Fund Revenues

The Tax Appraisal District of Bell County establishes the value of property for taxation purposes. Taxable values are set at 100% of the assessed market value after exemptions. Market value means the price at which property would sell between a willing buyer and a willing seller in the open market. The City sets a tax rate on the basis of cents per $100 of valuation. For FY 2025 (2024 Tax Year), the City proposes a total tax rate of $0.5225. The city taxes levied for FY 2025 on property valued at $100,000 would be $522.50 ($100,000 ÷ 100 × $0.5225 = $522.50) as compared to $532.60 for FY 2024.

The tax rate is comprised of two components. The operations and maintenance (O & M) rate provides funds to operate and maintain the general government functions. The debt rate pays the debt obligations of the City as found in the General Debt Service Fund. A comparison of the tax rates for FY 2024 and FY 2025 is shown below.

FY 2024 (2023 Tax Year)

$0.4663 O & M tax rate

FY 2025 (2024 Tax Year)

$0.4651 O & M tax rate 0.0663 Debt tax rate 0.0574

The 2024 total assessed taxable value is $2,366,259,179, an increase of $183,687,973 from the 2023 adjusted taxable value of $2,182,571,206. The 2024 total tax levy is calculated by multiplying the taxable value by the tax rates.

$11,005,470 Collected for O&M (General Fund) 1,358,230 Collected for debt service (Debt Service Fund)

$12,363,700 Total amount of tax to be levied

The Belton Tax Increment Reinvestment Zone #1 (TIRZ) was established in 2004. A base tax value of the TIRZ was established based upon property values within the TIRZ boundaries at that time. Subsequent increases in property values are “captured” by TIRZ. Taxes collected on the captured value are retained by the Zone and dedicated to projects and improvements within it. The payment to the TIRZ represents the City’s taxes that are levied on the TIRZ values. The captured value within the TIRZ for FY 2025 is $417,790,695.

$11,005,470 Collected for O&M

$1,358,230 Collected for debt ( 1,943,140) Ad valorem to TIRZ ( 239,810) Ad valorem to TIRZ $ 9,062,330 Tax levy for General Fund

$1,118,420 Tax levy for Debt Service Fund

Property tax revenues are expected to grow steadily over the next three to five years. There is ample land for development within the City’s extra-territorial jurisdiction. Many new residential developments are underway. The average growth in taxable value over the last ten years has been approximately seven percent.

All taxable property in the City of Belton is subject to the assessment, levy and collection by the City of an annual ad valorem tax levied, within the limits prescribed by law, sufficient to provide for the payment of principal and interest on debt issued by the government. Article XII, Section 5, of the Texas Constitution is applicable to the City, and limits its maximum ad valorem tax rate to $2.50 per $100 of assessed valuation for all City purposes. The City operates under a Home-Rule Charter, which adopts the constitutional provisions. Administratively, the Attorney General of the State of Texas will only permit the allocation of $1.50 of the $2.50 maximum rate for all general obligation debt service, as calculated at the time of issuance. The City’s total tax rate of $0.5225 and debt rate of $0.0574 are well below the maximum rates allowed by law.

Budgeted Property Tax History

$ $500,000,000 $1,000,000,000 $1,500,000,000 $2,000,000,000 $2,500,000,000

The tax charged on all taxable sales within the city limits of Belton is 8.25%. That rate is comprised of four components: State, County, City, and the Belton Economic Development Corporation (BEDC). The State of Texas sales tax rate is 6.25%, while the County rate is 0.50%. The City of Belton general sales tax rate is 1.0%. Voters approved an additional 0.50% tax for the BEDC to fund economic development activities.

A major revenue source for the City, sales tax accounts for approximately 27% of General Fund revenues. This is due to the City’s prime location in fast-growing Central Texas, along Interstate Highway 35 and Interstate Highway 14. Belton is the county seat of Bell County and home to the University of Mary Hardin-Baylor.

Sales tax revenues are projected using a multi-year trend analysis. Sales tax revenue has risen annually since 2016 at growth rates ranging from two percent to twenty percent. FY 2024 is projected to grow by five percent. The FY 2025 Annual Budget projects a sales tax growth rate of three percent, consistent with the latest rolling-twelve-month average.

Sales Tax Revenue Trend

$7,000,000

$6,500,000

$6,000,000

$3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000 $5,500,000

TheCityofBeltonmaintainsnon-exclusivefranchiseagreementswithutilityproviders(electric,gas,phone andcable),whichusetheCity'sright-of-waystoprovidetheirservices.TheutilitiescompensatetheCityfor thisprivilegedusethroughfranchisetaxespassedontotheusers.Theirfeesaregenerallybasedupona percentageoftheirgrossreceiptsgeneratedbycustomerswithintheCitylimits.Mixedbeveragetax receiptsarealsorecordedinthiscategory.

& Local Taxes

& License Fees:

Permitfeesarefeeschargedforplanreviewstoensurecompliancewithbuildingcodesandtheactual inspectiontoverifycompliance.Permitfeerevenueshaveremainedatanelevatedlevelsince2016dueto thestrongconstructionmarketinCentralTexas,especiallyforresidentialproperties.Revenuesdipped slightlyinFY2020duetothecoronaviruspandemic.FY2022revenuesincreasetwotimesoverprepandemiclevels.OurFY2024budgetisconservativebasedonmultiyeartrendsandprojectedgrowthin Belton.

Permit & License Fees

Municipalcourtfinesandfeesareleviedprimarilyforviolationsoflocalordinancesandtrafficoffenses.The Statealsoleviesfeesonmunicipalfines,whicharecollectedbytheCityandremittedtotheState.TheCityis allowedtoretain10%ofStatefeesasanadministrativefeeforcollectingandprocessingthefees. Chargesfor

Themainrevenueinthiscategoryisthechargeassessedforrefusecollectionfees.Thischargeispassed throughtothefranchiseeasaGeneralFundexpenditure.TheCity'scontractwiththerefusecollector providesthattheCityretains12%ofbillingsasacollectionfee.Otherrevenuesthatfallintothiscategory includechargesforrecreationprograms,saleofeffluentwater,andreimbursementforpublicsafetyservices providedtothelocalschooldistrict.InFY2023weaddedanadditionalSROofficeratBISDaswellasaLocal agreementwithUniversityofNorthTexastohireaPolicePeerSupportNetworkDirector.

Charges for Service

$3,800,000

$3,300,000

$2,800,000

$2,300,000

Miscellaneous income includes revenues that could not be classified elsewhere. The principal revenue in this categoryis the interest that the City earns on its investments. FY 2022 included sale of city property for land that was auctioned. Interest rates increased significantly in FY 2023 and remained high through FY 2024. We anticipate this trend to slightly decline in FY 2025.

Miscellaneous Income

$1,200,000

$1,000,000

$800,000

$600,000

$400,000

$200,000

Other Financing Sources:

ThelargestrevenueinthiscategoryisthepayrollreimbursementtransfersfromWater/SewerFund, Drainage,Hotel/Motel,andTIRZ.TheotherlargetransferisfromARPAfundsforcompensationstudy implementationcosts.ThereisaalsoatransfertotheGeneralFundbytheWater&SewerFundasa franchisetransferof5%ofwaterandsewersales.TheWater&SewerFundalsoreimbursestheGeneral Fundforone thirdoftheFleetMaintenanceDivisionbudget.InFY2023therewasaone timetransferfrom ARPAfundingforcompensationstudyimplementation.

Transfers and Other Financing Sources

$2,500,000

$2,000,000

$1,500,000

$1,000,000

$500,000

Year Ending September 30

General Fund (101-3) Revenues

General Fund Department Summary

FY 2025 Expenditures by Department

General Fund Expenditures by Department / Division

General Fund Category Summary

FY 2025 Expenditures by Category

General Fund Line Item Expense Detail

$5,500,000 $6,000,000 $6,500,000 $7,000,000 $7,500,000 $8,000,000 $8,500,000 $9,000,000 $9,500,000

General Fund Long-Term Forecast

General Fund Long-Term Forecast Assumptions

Revenue Forecast

Advaloremtaxesareforecastwithan8%annualincreaseinrevenues.Propertyvalueshave increasedatanaveragerateof8%.TheCityhastriedtoreducetheimpacttopropertyownersby decreasingthetaxrate.AccordingtotheTexasA&Mresearchcenter,itisexpectedthathome valuesmaydecreaseintheshorttermduetorisinginterestratesforhomebuyers.TheCityis projectingthefutureimpactwithallofthedatawehaveacquired.

Salestaxisvolatileandchangesdrasticallywithinflationandconsumersentiment.TheStateof TexasComptroller'sOfficepredictsadeclineintheconsumerconfidenceindexandsteadilyincreasing inflation.Inlightofthecomptroller'sanalysis,salestaxgrowthmaygrowatamodestrateof4%per yearforthenextfiveyears.

Franchiseandothertaxesareprojectedusinga2%growthratebasedonthepastthree-year average.Telecomandcablefranchisefeeshavehadasteadydeclinesincelegislationwaspassed allowingcompaniestopayonlyonetaxfortwoservices.Theelectricfranchisetaxhasincreasedas electricratesareincreasingwithinflation.

Permitsandlicensefeesareprimarilycomprisedofbuildingpermits.Permittinghashaddrastic changesoverthepastfewyearsasexhibitedbythe63%increasein2022andthe18%decreasein 2023,anda2%increaseinFY2024.Duetothevolatilityinthemarket,weareforecastingaslight increaseof2%forpermitandlicenserevenuesoverthenextfiveyears.

Courtfinesandfeesaretrendingwithconsistentincreases;therefore,weareforecastinga3% increase.Beltonislocatedalongtwointerstatehighways,IH-35andIH-14,whichbringtraffictothe area.Beltonisalsoagrowingcity.Populationdensitytypicallyresultsinagreaternumberof citations.

Chargesforservicesrevenuearederivedmainlyfromwasteservice,publicsafety reimbursements,andcommunitycenterrentals.ThepopulationgrowthinBeltonhasincreasedthe demandforwasteservices.Theadditionofaschoolresourceofficerhasincreasedpublicsafety reimbursements.Weprojectthesetrendstocontinue,forecastinga5%annualincrease.

Miscellaneousrevenueismostlydueininterestincome.TheFederalReservehasincreased interestratestocombatinflation,causingalargeincreasetointerestincome.InFY2023,interest incomejumped662%overthepreviousyear.TheCityisforecastinga3%increaseinmiscellaneous revenueinfutureyears.

General Fund Long-Term Forecast Assumptions

Expenditure Forecast

Personnel costs continue to grow in FY 2025 with the addition of two full-time-equivalent positions. For future years, a 6% increase in personnel costs should cover annual pay increases, retirement plan contributions, and insurance premiums.

Expenditures for supplies may increase 4% per year due to inflation. The largest increases relate to small equipment and fuel. According to the State Comptroller's Office, inflation markers continue to rise.

Maintenance expenditures are projected to increase by 3%. The largest increases in maintenance relate to building maintenance and park maintenance. These items are largely affected by facility aging and the cost of materials.

Expenditures for services are expected to increase annually by 5%. Some of the large items are refuse collections costs, Bell County Communications, and contract mowing. Refuse collections costs are rising due to population growth. Bell County Communication has increased its cost for dispatch services. The City Council has promoted beautification efforts within the City of Belton, and with that, mowing costs will increase.

Other expenses account for contigencies and contributions to local non-profit services such as Hill Country Transit, Belton Senior Center, and the BISD Crossing Guard Program. The City forecasts a 3% increase to assist these organizations that benefit the City of Belton residents.

Transfers in the General Fund are used primarily to set aside funding for future vehicle and equipment replacement. These funds are directly affected by inflation, and we forecast the increase to be 1% per year.

Future Budgets and Strategic Goals

During the strategic planning workshops, the need for an additional thirty-six positions was identified. Fourteen positions were added in FY 2024. One additional position has been added in FY 2025. Therefore, the pent up demand for employees, especially in the area of public safety, will continue into future years. The 6% increase in annual personnel costs covers only existing employees; it does not include additional staffing.

Another strategic goal is to address aging City facilities. A facility study identified the age and condition of all city-owned buildings. The study also noted the available space within each for additional employees. It was determined that a centralized location for all city services would be desired. Bonds will likely be issued for this large expenditure. Debt service payments related to that issuance have not yet been included in the long-term forecast.

As shown in the long-range operating financial plan, fund balance will likely decline over time. Fund balance is on a downward trend without adding the personnel or facility expenditures that are part of the Strategic Plan. The ability to fulfill those goals may be incumbent upon increasing tax revenue.

City Council

DIVISION MISSION AND DESCRIPTION

The seven council members act as one body, representing the citizens of Belton, to formulate public policy and to ensure the orderly development of the City. Citizens elect each Council member at large in non-geographic places for three-year terms. The City Council appoints the Mayor and Mayor Pro Tem for a one-year term. The City Council also appoints the City Manager, City Clerk, City Attorney, and Municipal Judges; adopts the annual budget, ad valorem tax rate, and various fees; and develops the Strategic Plan that identifies long-term challenges and opportunities for the City. The Council also appoints representation to standing boards and ad hoc committees as needed.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan priorities addressed below: Governance, Public Safety, Quality of Life, Economic Development, Connectivity, Parks/Natural Beauty, Service Delivery

Goal: Plan proactively for the City’s future while retaining community character

Action Item: Conduct the annual update of the Strategic Plan, integrating future land use, infrastructure and facility needs

Goal: Balance revenues and expenditures while meeting community demands

Action Item: Adopt a balanced budget that supports recent staff additions, capital improvement projects and equipment replacement

Goal: Reinforce customer service and citizen engagement

Action Item: Enhance customer service delivery to emphasize service to citizens

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

Travel and training expenditures increase due to the addition of a strategic planning retreat for City Council Appropriations for legal services rise to reflect potential litigation and attorney costs Transfers to the TDHCA Housing Rehabilitation Fund include contributions towards affordable housing programs

City Administration

DIVISION MISSION AND DESCRIPTION

It is the mission of the City Administration division to execute City Council policies and directives effectively and to conduct city operations in a professional and efficient manner. The City Council appoints the City Manager and the City Clerk. The City Manager is responsible for the administration of all city affairs as directed by the City Charter. The division is charged with communicating to media professionals and the public through press releases and social media accounts. City Administration also actively markets and promotes the City of Belton to businesses, property owners, and potential developers.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan priorities addressed below: Governance, Public Safety, Quality of Life, Economic Development, Connectivity, Parks/Natural Beauty, and Service Delivery

Goal: Facilitate achievement of near-term and long-term goals

Action Item: Guide staff in the directives identified by City Council during the annual Strategic Plan update and throughout the year

Goal: Monitor staffing and personnel costs to ensure fiscal well-being while maintaining exceptional service levels

Action Item: Review each departments’ operational needs and staffing levels commensurate with service demands

Goal: Present a fiscally sustainable annual budget for adoption

Action Item: Project accurate revenue and expenditure forecasts that can maintain or expand programs

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

One Assistant City Manager position has been added to enhance leadership and succession planning One Grants and Special Projects Coordinator position has been reclassified to the Finance division Pay plan costs have been distributed to all divisions within the various personnel categories

PERFORMANCE MEASURES

Responses to media requests within three hours

Strategic Plan goals achieved/underway

Responses to records requests within ten days of receipt

PERSONNEL

Finance

DIVISION MISSION AND DESCRIPTION

The Finance division is responsible for providing fiscal control and guidance for all financial transactions of the City while complying with all applicable local, state, and federal regulations. Generating the City’s annual financial reports and annual budget are the primary responsibilities of this division. The division accounts for all assets of the City through the following functions: purchasing, accounts payable, accounts receivable, payroll, cash collections, grant management, and capital assets.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan priorities addressed below: Governance

Goal: Provide accurate and timely financial reporting and budgeting

Action Item: Receive GFOA excellence in financial reporting certificate and distinguished budget presentation awards

Goal: Develop enhanced and efficient processes for finance functions

Action Item: Implement a progressive and customer friendly credit card payment solution

Goal: Ensure financial stability, accountability, and transparency of all City funds

Action Item: Increase the transparency of city finances by consolidating divisions and eliminating redundancy

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

One Grants and Special Projects Coordinator position has been reclassified from the City Administration division Building maintenance and information technology services reflect changes to the cost allocation schedules for FY 2025 Tax appraisal charges climb with an increase to the rate charged for the service

PERFORMANCE MEASURES

Monthly closeouts within 45 days of month end

Vendor payments processed within two weeks of receipt

Reconciliation of all cash transactions on a daily basis

PERSONNEL

Human Resources

DIVISION MISSION AND DESCRIPTION

The Human Resources division provides effective human resource management by developing and implementing policies, programs, and services that result in recruiting and retaining the most effective, productive, and empowered employees. Responsibilities include payroll administration, compensation and benefits, employee relations, employment law, workers compensation, and civil service administration.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan priorities addressed below: Governance, Service Delivery

Goal: Ensure the City of Belton remains competitive with salary and employee benefits Action Item: Conduct a compensation and benefits study to determine competitiveness with current market conditions

Goal: Create efficiencies in recruiting, onboarding, and performance management Action Item: Train supervisors and employees on human resource policies and procedures

Goal: Advance positive communications between City management and its employees Action Item: Engage employees through recognition, appreciation, continuing education, and team activities

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

Appropriations for wages, taxes, and retirement increase to account for growth in salaries Employee recognition/wellness costs decrease after the discontinuation of an employee development program Consulting expenditures rise to perform a compensation and benefits study

PERFORMANCE MEASURES

PERSONNEL

General Fund - Human Resources (101-4-032)

Municipal Court

DIVISION MISSION AND DESCRIPTION

The primary function of the Municipal Court division is to ensure compliance with all City codes. This division also processes violations of City ordinances resulting from citizen complaints, traffic citations, and misdemeanor arrests through the Municipal Court. The Presiding Judge, Associate Judge, and City Prosecutor are appointed by City Council on a contractual basis.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan priorities addressed below: Governance, Public Safety

Goal: Maintain effective and efficient court administration and operations Action Item: Ensure continuity of court operations through orientation and training for the Associate Judge

Goal: Enhance service delivery to foster public trust and confidence in the judicial system Action Item: Propose an ordinance for adoption by City Council to convert to a Municipal Court of Record

Goal: Ensure the fair and impartial administration of City codes, statutes, and ordinances through the municipal court Action Item: Promote municipal court certifications and provide regular staff training on court operations

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

Appropriations for wages, taxes, and retirement increase to account for growth in salaries

Legal service expenditures rise to allow the Associate Judge to preside over court several times during the year Information technology services reflect changes to the cost allocation schedule for FY 2025 Payment processing fees increase as more defendants pay fines and fees with credit cards

PERFORMANCE MEASURES

Citations input into court system within one day of receipt

Summons issued fourteen days before appearance date

Warrant process started within 20 days of failure to appear

PERSONNEL

General Fund - Municipal Court (101-4-040)

Police Department

DIVISION MISSION AND DESCRIPTION

The Belton Police Department provides excellent service through partnerships that build trust, reduce crime, and create a safe environment. The Department protects the community through patrolling, investigating criminal activity, responding to traffic accidents, and answering a variety of calls for service. Other activities include investigating complaints about properties that are in violation of ordinances and collecting dead, stray or dangerous animals.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan priorities addressed below: Public Safety

Goal: Maintain accreditation from the Texas Law Enforcement Best Practices Accreditation Program Action Item: Monitor and implement all new standards added to the accreditation program

Goal: Reduce the number of traffic accidents and fatality crashes Action Item: Partner with agencies to eliminate roadway hazards and to provide highly visible enforcement

Goal: Proactively identify potential code violations before they become issues Action Item: Use compassionate enforcement to gain voluntary compliance

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

Building Maintenance services reflect changes to the cost allocation schedule for FY 2025 Capital outlay declines due to the acquisition of body cameras during FY 2024 Transfers to the General Capital Projects Fund decreases after completion of a parking lot project in FY 2024

MEASURES

General Fund - Police Department (101-4-051)

Fire Department

DIVISION MISSION AND DESCRIPTION

The mission of the Belton Fire Department’s dedicated professionals is to enhance the quality of life for our community by delivering expert levels of fire and emergency response, fire prevention, and public education as well as providing any other service we are equipped to deliver. Responsibilities include extinguishing all fires; conducting fire prevention activities; coordinating emergency management planning; investigating the cause of fires; and managing the emergency medical services contract.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan categories addressed below: Public Safety

Goal: Ensure expert levels of emergency services are provided to the community

Action Item: Monitor and revise initial response models as needed and provide training that meet or exceeds national standards

Goal: Increase firefighter safety and health initiatives

Action Item: Perform annual physical assessments with a focus towards mental health of firefighters

Goal: Increase community outreach and business inspections to reduce the risk of loss of life and property

Action Item: Utilize the Community Risk Assessment, Standards of Cover, and Strategic Plan to steer the Department’s direction

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

Employee insurance costs increase due to higher premiums charged for health coverage

Building maintenance expenditures decrease after purchase of office furniture and completion of parking lot project

Building maintenance services reflect changes to the cost allocation schedule for FY 2025

Transfers for equipment replacement reflect changes to the cost allocation schedule

PERFORMANCE MEASURES

of structural fires contained to confines of building

of calls that were medical responses

General Fund - Fire Department (101-4-061)

Streets

DIVISION MISSION AND DESCRIPTION

The mission of the Streets division is to provide a transportation system of streets, alleys, and sidewalks for safe and efficient vehicular and pedestrian traffic. Responsibilities of this division include repairing streets and sidewalks; inspecting City bridges; installing traffic control signs and paving markers; installing street signs; and barricading during emergency weather conditions.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan priorities addressed below: Governance, Quality of Life

Goal: Continue executing the annual street maintenance program Action Item: Identify and prioritize the streets to be resurfaced or reconstructed in 2025

Goal: Preserve the integrity of existing road infrastructure Action Item: Seal cracks to minimize surface and subgrade deterioration

Goal: Ensure safe and accessible pedestrian infrastructure Action Item: Implement routine inspections of sidewalks to spot areas in need of maintenance

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

One Maintenance Technician II position has been reclassified into a Maintenance Technician I position Appropriations for electric service rise due to higher prices for energy Transfers to Parks and Public Works Capital Project Fund reflects changes to the equipment replacement schedule Transfers to Water & Sewer Fund increase due to changes in the personnel cost allocation schedule

PERFORMANCE MEASURES

Repair 90% of utility cuts within 5 business days

Complete 100% service requests with 10 business days

Respond to 100% of sign damage reports within 1 day

PERSONNEL

General Fund - Streets (101-4-080)

Parks & Recreation

DIVISION MISSION AND DESCRIPTION

The mission of the Parks & Recreation division is to enhance the quality of life through the development, implementation, and oversight of recreation and leisure activities at city park facilities. Responsibilities include designing, building, and maintaining new and existing parks; managing and scheduling events and recreational programs at the historic T. B. Harris Community Center; mowing recreation areas and City-owned rights of way; maintaining athletic fields and splash pads; and providing pest and weed control.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan priorities addressed below: Quality of Life

Goal: Enhance the aesthetics and function of city recreation facilities where appropriate Action Item: Upgrade lighting at Chisholm Trail Park pickleball and basketball courts

Goal: Increase the number of recreational events and volunteer opportunities Action Item: Add a regional outdoor event for the second quarter of each year

Goal: Improve the efficiency of the rental process for Harris Center and other facilities Action Item: Research the possibility of implementing a web-based reservation system

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

One Assistant Director of Parks & Recreation position has been reclassified into Director of Parks & Recreation position

One Parks Superintendent position has been added to provide additional supervision and enhance customer service Water service has been added in FY 2025

Capital outlay reflects the installation of lights at the Chisholm Trail Park pickleball courts Transfers to Parks and Public Works Capital Project Fund reflects changes to the equipment replacement schedule

PERFORMANCE MEASURES

PERSONNEL

General

Fund - Parks & Recreation (101-4-091)

General Fund - Parks & Recreation (101-4-091)

Development Services

DIVISION MISSION AND DESCRIPTION

The Development Services division enhances the quality of the City’s natural and built environments through the execution and enforcement of zoning and subdivision ordinances as well as design and building codes. The duties of this division include updating the City’s master plans; reviewing subdivision plats, site plans, and zoning cases; monitoring development; maintaining records of land use; and collecting, maintaining, and mapping geospatial information for all City departments. Other responsibilities include issuing permits, inspecting construction, and removing unsafe structures through rehabilitation or condemnation.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan priorities addressed below: Governance, Quality of Life, Connectivity

Goal: Ensure guiding documents are updated and relevant to support orderly and responsible development throughout the City Action Item: Review development codes and recommend amendments as necessary

Goal: Confirm that proposed developments meet all development requirements Action Item: Support training opportunities for staff certifications and licenses

Goal: Ensure existing structures are safe and meet all building and City codes

Action Item: Work with property owners to proactively address structures that do not meet the Property Maintenance Code

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

One Planner position has been reclassified into Senior Planner position

Special services decline due to the reduction of third party inspections during FY 2024

Demolition and cleanup expenditures reflect a greater emphasis on the remediation of unsafe structures Transfers to the TDHCA Housing Rehabilitation Fund are allocated in City Council division

PERFORMANCE MEASURES

Percent of inspections completed as scheduled

Percent of first submittal reviewed completed within 15 days

completed within 7 days

PERSONNEL

Library

DIVISION MISSION AND DESCRIPTION

Belton’s Lena Armstrong Public Library connects and engages the community through education, access, and inspiration. This division provides physical and electronic books, computer access, and office services to the public; serves in an archival capacity by collecting and preserving local history; coordinates community interaction through Christmas and summer reading programs; and partners with the local school district to promote early literacy.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan categories addressed below: Quality of Life

Goal: Ensure the Lena Armstrong Public Library and its collection of materials meet the needs of a diverse and growing community Action Item: Update the collection development policy and modify the collection if necessary

Goal: Create a vibrant gathering place for the community Action Item: Complete the interior redesign of the library and outdoor preschool playground

Goal: Provide exceptional customer service Action Item: Add a bilingual story time and maintain support of adult clubs

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

Appropriations for wages, taxes, and retirement increase to account for growth in salaries Expenditures for print materials and materials in electronic format rise to expand the selection of books in the library Building maintenance services reflect changes to the cost allocation schedule for FY 2025

PERFORMANCE MEASURES

PERSONNEL

Solid Waste

DIVISION MISSION AND DESCRIPTION

The mission of the Solid Waste division is to provide garbage and residential brush collection services in a timely, professional, and efficient manner. Duties include the collection of garbage, recyclables, brush, and limbs from properties throughout the City; implementing a route-based system for brush collection; and educating citizens of the availability of brush collection through videos, door hangers, and water bills. Since 1992, the City has contracted with a private firm for garbage collection services.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan categories addressed below: Governance, Quality of Life

Goal: Provide efficient operations for the collection of garbage, brush, and recyclable materials

Action Item: Continuously evaluate and improve waste management practices and customer service

Goal: Improve compliance regarding brush collection

Action Item: Monitor, enforce, and educate customers on the guidelines for brush placement

Goal: Improve customer satisfaction with solid waste services

Action Item: Reduce response times, promptly address inquiries, and maintain a positive relationship with the community

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

Employee insurance costs increase due to higher premiums charged for health coverage Expenditures for refuse collection increase due a greater number of customers and higher cost for service Appropriations for tipping/hauling fees decrease to reflect historical spending

PERFORMANCE MEASURES

PERSONNEL

General Fund - Solid Waste (101-4-132)

Fleet Maintenance

DIVISION MISSION AND DESCRIPTION

The Fleet Maintenance division extends the usable life and ensures the safe operation of City equipment and vehicles by performing major and minor repairs; providing routine maintenance; fabricating steel products; and assisting other departments with logistics and delivery of services for various events and projects.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan categories addressed below: Governance, Quality of Life

Goal: Maintain the reliability, performance, and safety of all fleet vehicles

Action Item: Monitor and evaluate fleet performance and maintenance to proactively address fleet needs

Goal: Optimize employee workload to reduce vehicle downtime

Action Item: Prioritize work orders based upon complexity, repair time, and staff availability

Goal: Build relationships among internal and external customers

Action Item: Enhance communication and promote a positive work culture within the division

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

Appropriations for wages, taxes, and retirement increase to account for growth in salaries Information technology services reflect changes to the cost allocation schedule for FY 2025 Transfers for equipment replacement reflect changes to the cost allocation schedule

PERFORMANCE MEASURES

PERSONNEL

General

Fund - Fleet Maintenance (101-4-141)

Engineering

DIVISION MISSION AND DESCRIPTION

The City contracts with a private firm for much of its engineering services. The Engineering division contains the funding for this contract as well as funding for a portion of City personnel costs for those employees who support the contractor in the oversight of projects. Because the scope of work that is performed by this division is primarily determined by specific projects, the various goals, measures, and personnel are not listed. This division is being eliminated in FY 2023 with costs assigned to other departments and projects.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan categories addressed below: N/A

Goal: N/A

Action Item: N/A

Goal: N/A

Action Item: N/A

Goal: N/A

Action Item: N/A

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

N/A

PERFORMANCE MEASURES N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

The Debt Service Fund is used for the accumulation of resources for the payment of the City's general long-term debt.

Payment of current year general debt obligations is provided by a dedicated portion of current year property tax collections. The debt rate for FY 2025 is $0.0574 or eleven percent of the total tax rate of $0.5225 per $100 of taxable value.

Long-term debt at September 30, 2024 is comprised of the following debt issues:

Description

General Obligation Bonds, Series 2005150,000

General Obligation Refunding Bonds, Series 2017515,000

General Obligation Refunding Bonds, Series 20193,965,000

Total General Obligation Bonds4,630,000 $ Certificates of Obligation, Series 2008397,238 $ Certificates of Obligation, Series 2015 650,000 Certificates of Obligation, Series 2018 1,935,000

Total Certficates of Obligation 2,982,238 $ Total General Long-Term Debt 7,612,238 $

All taxable property in the City of Belton is subject to the assessment, levy and collection by the City of an annual ad valorem tax levied, within the limits prescribed by law, sufficient to provide for the payment of principal and interest on debt issued by the government. Article XI, Section 5, of the Texas Constitution is applicable to the City, and limits its maximum ad valorem tax rate to $2.50 per $100 of assessed valuation for all City purposes. The City operates under a Home-Rule Charter, which limits the tax rate to $1.90 per $100 of assessed valuation for all City purposes. Administratively, the Attorney General of the State of Texas will only permit the allocation of $1.50 of the $2.50 maximum rate for all general obligation debt service, as calculated at the time of issuance. The City's total tax rate of $0.5225 and debt rate of $0.0574 are well below the maximum rates that are allowed by law.

2024 (FY 2025) Total Assessed Value 2,354,270,032 $ Limit on Amount Designated for Debt Service $1.50 per $100

Debt Service Fund Statement of Fund Balance

Notes:

1 Excludes Use of Prior Years' Fund Balance

2 An adjustment is made to restricted fund balance, if necessary, during the conversion from a budget basis to an accrual basis (GAAP).

Fund Balance History

Debt Service Fund (115-3) Revenues

Debt Service Fund

Bond Amount

Debt Service Fund

General Obligation Bonds, Series 2005

$4,500,000

Date of Issue 8/1/2005 Interest Rate 3.54%

Date of Maturity 8/1/2025

Purpose

Proceeds from the sale of the Series 2005 General Obligation Bonds will be used for (i) constructing, improving and purchasing land for streets and related drainage facilities; (ii) for constructing, improving and purchasing land for storm drainage works and facilities; and (iii) for constructing, improving and purchasing land for municipal parks and recreational facilities.

Bond Amount

Debt Service Fund

Certificates of Obligation, Series 2008

$1,485,000

Date of Issue 8/1/2008

Interest Rate 4.19%

Date of Maturity 8/1/2028

Purpose

Proceeds from the sale of the Series 2008 Certificates will be used for (i) constructing, improving, extending and upgrading City streets, bridges, sidewalks, intersections and other traffic improvements; (ii) constructing, improving and extending the City's waterworks and sewer system; and (iii) the payment of professional services in connection therewith.

PaymentPrincipalInterest

Bond Amount

Debt Service Fund

Certificates of Obligation, Series 2015

$1,070,000

Date of Issue 4/1/2015

Interest Rate 2.0% - 3.0%

Date of Maturity 8/1/2035

Purpose

Proceeds from the sale of the Certificates will be used for (i) constructing, improving, extending, expanding, upgrading and/or developing City streets, bridges, sidewalks, intersections and other traffic improvement projects, any related drainage improvements (ii) constructing, improving, and/or extending the City's waterworks and sewer system; and (iii) the payment of professional services in connection therewith.

Debt Service Fund

General Obligation Refunding Bonds, Series 2017

Bond Amount $1,565,000

Date of Issue 5/31/2017

Rate 1.05% - 2.10%

Date of Maturity 8/1/2027

Purpose

Proceeds from the sale of the Bonds will be used for (i) refunding certain maturities of the City's outstanding obligations (specifically the Certificates of Obligation, Series 2007) to achieve a debt service savings, and (ii) paying the costs of issuing the Bonds.

PaymentPrincipalInterest

Bond Amount

Debt Service Fund

Certificates of Obligation, Series 2018

$2,185,000

Date of Issue 7/19/2018 Interest Rate 3.0% - 5.0%

Date of Maturity 8/1/2030

Purpose

Proceeds from the sale of the Certificates will be used for (i) constructing, improving, renovating and/or equipping City parks, including the purchase of land for the expansion of Heritage Park and (ii) the payment of professional services in connection therewith.

PaymentPrincipalInterest

9/30/20241,935,000

Bond Amount

Debt Service Fund

General Obligation Refunding Bonds, Series 2019

$4,796,000

Date of Issue 12/5/2019 Interest Rate 3.0% - 4.0%

Date of Maturity 8/1/2033

Purpose

Proceeds from the sale of the Bonds will be used for (i) refunding certain maturities of the City's outstanding obligations (specifically the Certificates of Obligation, Series 2013) to achieve a debt service savings, and (ii) paying the costs of issuing the Bonds.

PaymentPrincipalInterest

This fund accounts for:

Hotel/Motel Tax Fund Overview / Statement of Fund Balance

1.Revenues received from the Hotel Occupancy Tax as levied by ordinance 10885-1 at the rate of 7% of the room charge.

2.Expenditures as authorized by the Statute (Chapter 156, Tax Code) and approved by City Council to be considered as spent in a manner which directly enhances and promotes tourism and the convention and hotel industry, including:

a.Funding the establishment or improvement of a convention center

b.Paying the administrative costs for facilitating convention registration

c.Paying for tourism-related advertising and promotion of the City

d.Paying for bonds issued for these purposes

1 Excludes Use of Prior Years' Fund Balance

2 An adjustment is made to restricted fund balance, if necessary, during the conversion from a budget basis to an accrual basis (GAAP).

Hotel/Motel Tax Fund (114-3) Revenues

TIRZ Fund Overview / Statement of Fund Balance

The TIRZ Fund is used to account for the accumulation of resources from ad valorem taxes collected on the incremental values in the Belton Tax Increment Reinvestment Zone No. 1, which was created in 2004. The revenues can only be expended on projects within the boundaries of the Zone that have been approved by both the TIRZ Board and the City Council. The City of Belton and Bell County participate in the TIRZ. The boundary was expanded in 2022 by 1,168 acres to a total of 4,384 acres. The term was extended to 2042.

Balance History

TIRZ Fund Revenue Trend

Revenues

$ $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000

TIRZ Fund (123-3) Revenues

TIRZ Revenues

TIRZ Fund Category Summary

FY 2025 Expenditures by Category

TIRZ Fund (123-4-023)

CITY OF BELTON

NEW WATER BASE RATE STRUCTURE

Water base rates will be charged by meter size, which is the industry standard. This recognizes that larger meters put a greater demand on the water system. The base rate includes 2,000 gallons for domestic consumption. Almost 90% of water customers have a 5/8-inch meter. Once approved, the base rate for a 5/8-inch meter will increase from $17 to $18 per month. The base rate for other meter sizes is shown in the following table.All rates listed in the following tables are for City of Belton residents. Those outside of the city limits will pay 1.25 times the city rate.

VOLUMETRIC WATER RATE STRUCTURE

The volumetric rate is charged for each 1,000 gallons of water consumed. Four customer classes will be created: residential, multi-family, commercial, and non-residential sprinkler. Residential and non-residential sprinkler customer classes will move to a tiered rate structure while multi-family and commercial customer classes will continue being charged flat rates. With the new tiered rate structure, customers who consume less water will pay a lower rate than those who consume more water which promotes conservation. For FY 2025, a residential customer who consumes 4,000 gallons will see an increase of ten cents per month. A comparison of the water volumetric rates for FY 2024 and FY 2025 is shown in the tables below.

RESIDENTIAL CUSTOMER CLASS

MULTI-FAMILY & COMMERCIAL CUSTOMER CLASS

NON-RESIDENTIAL SPRINKLER CUSTOMER CLASS

OUTSIDE CITY LIMITS SERVICES

City services are extended outside of the city limits in certain instances. These water and sewer services are billed at a rate of 125% the inside city limit rates. Customers with these services will have an account number beginning with 38, 39, 46, 49, or 56. The base rate for water begins at $22.50 and the sewer base rate is $22.44, volumetric rates are listed below.

SEWER ONLY CUSTOMERS

Some residents within the City limits of Belton have water provided by another entity, Dog Ridge Water Supply or 439 Water Supply, and sewer service provided by the City of Belton. These customers are billed for sewer based on their water consumption. Beginning in November, these customers will also be billed based on their winter average consumption for water.

439 WATER SUPPLY CUSTOMERS

Customers serviced by 439 Water Supply and connected to City of Belton sewer have an account number beginning with 41. At the end of each month, water meter reads are provided to the City of Belton by 439 Water Supply. These reads are used to determine the amount of sewer billed. Beginning with the November 2024 bill, the winter average for water consumption will be used to determine the amount of sewer billed for these customers.

DOG RIDGE WATER SUPPLY CUSTOMERS

Customers serviced by Dog Ridge Water Supply and connected to City of Belton sewer have an account number beginning with 56. On the 25th of each month, the City of Belton reads the waters meters for these accounts. These reads are used to determine the amount of sewer billed. Beginning with the November 2024 bill, the winter average for water consumption will be used to determine the amount of sewer billed for these customers.

RESIDENTIAL

RESIDENTIAL WATER - OUTSIDE CITY LIMITS

Water & Sewer Fund Statement of Fund Balance

Notes:

1 Excludes Use of Prior Years' Fund Balance

2 An adjustment is made to unrestricted net assets, if necessary, during the conversion from a budget basis to an

3 City policy requires a reserve balance of 30% of budgeted expenditures

$ $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000

Water & Sewer Fund Recap

Water & Sewer Fund Revenue Trend

Revenues

$8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000

$4,000,000 $6,000,000

$ $2,000,000

Distribution of Water & Sewer Fund Revenue

Revenues

Other Financing Sources

Water & Sewer Fund (202-3) Revenues

Water & Sewer Fund Expense Trend

$12,000,000 $14,000,000 $16,000,000

$10,000,000

$8,000,000

$6,000,000

$4,000,000

$2,000,000

The City of Belton obtains its water from Belton Lake through a partnership with Bell County Water Control and Improvement District #1 (BCWCID), Brazos River Authority (BRA) and Central Texas Water Supply (CTWSC). Raw water is purchased from BCWCID and CTWSC. Election use and option water costs for FY 2025 are shown below. $

FY 2025 Expenses by Division

Water & Sewer Fund Category Summary

Water & Sewer Fund Line Item Expense Detail

Utility Administration

DIVISION MISSION AND DESCRIPTION

The mission of the Utility Administration division is to provide administrative functions, oversight, and support of water and sewer department operations. Responsibilities of the division include overseeing utility infrastructure projects; administering water and sewer regulatory programs; reviewing proposed development infrastructure for compliance with engineering standards; directing the water conservation program; and preserving existing utility assets.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan priorities addressed below: Quality of Life, Economic Development, Connectivity

Goal: Address infrastructure and capital equipment needs

Action Item: Prioritize projects and upgrades such as inline and check valve replacements to enhance overall system function

Goal: Facilitate projects that will provide stability and improved performance with existing utilities Action Item: Implement preventive measures to minimize the impact of infrastructure failures

Goal: Work cooperatively with other agencies to maximize project success

Action Item: Monitor the progress of the water plant expansion and wastewater treatment plant expansion projects

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

One GIS Technician position has been reclassified into GIS Analyst position

Building maintenance and information technology services reflect changes to the cost allocation schedules for FY 2025

Consulting expenses increase to research the feasibility and possibly perform an impact fee study

Capital outlay reflects the acquisition of one pickup

Transfers to the General Fund increase due to changes to the cost allocation schedule

PERFORMANCE MEASURES

PERSONNEL

Utility Finance

DIVISION MISSION AND DESCRIPTION

The mission of the Utility Finance division is to provide timely billing and collection of City-provided water, sewer, refuse, and drainage services in a courteous and responsive manner. Duties include maintaining deposit, billing, and payment information for all ut ility customers; billing utility accounts on a four-cycle per month basis; processing requests for service connection and disconnection; and handling customer inquiries.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan priorities addressed below: Governance

Goal: Increase the amount of electronic billing and collection Action Item: Continue educating customers on the benefits of automated payments

Goal: Modernize the utility bill delivery and payment processes Action Item: Implement new software that streamlines payment processing in a more secure environment

Goal: Provide exceptional customer service Action Item: Create an environment of positive, professional interaction and seek customer feedback

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

Payment processing fees increase as more customers pay utility bills with credit cards Principal and interest payments reflect the issuance of bonds in FY 2025 for the wastewater treatment plant expansion Transfers to the General Fund increase due to changes to the cost allocation schedule for FY 2025

PERFORMANCE MEASURES

Water

DIVISION MISSION AND DESCRIPTION

The mission of the Water division is to provide a safe and adequate water distribution system that meets or exceeds the standards for a “superior” water system for the domestic, industrial and fire protection needs of customers in a manner than conserves and best uses crucial water resources. The responsibilities of this division include maintaining the water distribution system; making service taps and installing new services; constructing new and replacement water mains and service lines; and timely repairing water leaks.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan priorities addressed below: Governance, Quality of Life

Goal: Identify missing or inadequate valves to improve system performance Action Item: Inspect all water valves and update geographic information system data if necessary

Goal: Maintain “superior” water system status with the Texas Commission on Environmental Quality Action Item: Ensure all reporting and compliance requirements are met

Goal: Provide reliable, quality water of sufficient quantity and pressure to all customers Action Item: Maintain all pressure-reducing valves throughout the system

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

One Maintenance Technician I position has been added due to the additional workload of the division Expenses for water rise due to debt service on BCWCID bonds issued in 2024 and higher costs for water production Transfers to the Water and Sewer Capital Project Fund reflects funding for the East Central Waterline Upsize project

PERFORMANCE MEASURES

PERSONNEL

Water & Sewer Fund - Water (202-4-210)

& Sewer Fund - Water (202-4-210)

Sewer

DIVISION MISSION AND DESCRIPTION

The Sewer division strives to provide an efficient sewage system to protect the public health, safety, and water quality of the community. The responsibilities of this division include maintaining the sewer collection system that includes seventeen lift stations; making service taps and installing new service; and timely replacing deteriorated sections of mains and service lines.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan categories addressed below: Governance, Quality of Life

Goal: Provide reliable operation of sewer service

Action Item: Flush sewer lines, replace failing sewer mains, and install city cleanouts where there currently are none

Goal: Stabilize the SCADA interaction with lift stations

Action Item: Modify or install radios and antennas to increase communication efficiency

Goal: Enforce the City’s fats, oils, and grease ordinance

Action Item: Monitor the cleaning and maintenance of grease traps and maintain accurate records thereof

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

One Maintenance Technician II position has been reclassified into One Maintenance Technician III

Sewage treatment plant operations expense increases as maintenance costs and treatment volume grows

Transfers to the General Fund increase due to changes to the cost allocation schedule

Transfers for capital projects decrease after cash was set aside in FY 2024 for significant utility projects

Transfers for equipment replacement reflects changes to the funding plan for FY 2025

PERFORMANCE MEASURES

Percent of sewer system washed annually

Percent of days in compliance with quality standards

of grease traps inspected annually

PERSONNEL

Water & Sewer Fund

Bond Amount

Water & Sewer Fund

Certificates of Obligation, Series 2008

$180,000

Date of Issue 8/1/2008

Interest Rate 4.19%

Date of Maturity 8/1/2028

Purpose

PaymentPrincipalInterest

Bond Amount

Water & Sewer Fund

Certificates of Obligation, Series 2015

$8,595,000

Date of Issue 4/1/2015

Interest Rate 2.0% - 3.0%

Date of Maturity 8/1/2035

Purpose

Bond Amount

Water & Sewer Fund

Certificates of Obligation, Series 2016

$9,585,000

Date of Maturity 8/1/2036

Purpose

Proceeds from the sale of the Certificates will be used for (i) constructing, improving and/or extending the City's water and sewer system, including construction of a North Belton water tank and South Belton sewer extension, including the acquisition of any necessary easements of land and (ii) the payment of professional services in connection therewith.

Bond Amount

Water & Sewer Fund

General Obligation Refunding Bonds, Series 2017

$1,350,000

Date of Issue 5/31/2017

Rate 1.05% - 2.10%

Date of Maturity 8/1/2027

Purpose

PaymentPrincipalInterest

Bond Amount

Water & Sewer Fund

Certificates of Obligation, Series 2022

$6,295,000

Date of Issue 2/8/2022

Interest Rate 2.00% - 4.00%

Date of Maturity 8/1/2042

Purpose

Proceeds from the sale of the Certificates will be used for (i) constructing, improving and/or extending the City's water and sewer system, including construction of a North Belton elevated storage tank, McFarland Estates water and sewer improvements, Sixth Avenue water line replacement, and Loop 121 pump replacements, including any associated street and sidewalk improvements, including the acquisition of any necessary easements of land and (ii) the payment of professional services in connection therewith.

PaymentPrincipalInterest

9/30/20245,835,000

$8,000,000

$7,000,000

$6,000,000

$5,000,000

$3,000,000 $4,000,000

$2,000,000

$1,000,000

Water & Sewer Fund Long-Term Forecast

Water and Sewer Fund Long-Term Forecast Assumptions

Revenue Assumptions

Revenue Forecast

TheCityconductedawaterandsewerratestudyin2024toestablishabaselineforfuturerates thatmayberequiredtocoverprojectedexpenses.WaterrateswillincreaseinFY2025andFY2026. Waterrevenuethenincreasesby4%thereafterduetogreaterconsumptionfromagrowing population.SewerratesincreaseinFY2025withrevenueexpectedtoannuallyincreaseby4%.

Otherrevenueisprincipallycomprisedofinterestincome,creditcardfees,tapfees,and transfersfromotherfunds.TheCityisprojectinganaveragegrowthrateof2%forotherrevenue. Tapsfeeswilllikelyincreasewiththecustomercount.Transfersforallocatedpersonnelwillincrease alongwithannualsalaries.InterestincomeisprojectedtofallfromthelevelseeninFY2025but remainsstableintheoutyears.

ExpenditureForecast

PersonnelcostsgrowinFY2025withtheadditionofoneMaintenanceTechnicianIposition. Forfutureyears,a6%increaseinpersonnelcostsshouldcoverannualpayincreases,retirement contributions,andinsurancepremiums.Theneedforuptothreeadditionalpositionswasidentified duringthestrategicplanningworkshops.Thecostforadditionalpositionsisnotincludedinthelongtermforecastassumptions.

Otherexpendituresconsistofoperatingexpensesforwaterandsewerlines/liftstations,and waterpurchases.Thisexpenditurecategoryisgreatlyimpactedbyinflationandaginginfrastructure thatrequiresmoremaintenance.Weareprojectingan4%increaseperyeartomeetthe water/wastewaterneedsofoursystem.

Transfers,debtservice,andcapitalexpendituresaredependentontransfersforallocated personnelandadministrativecosts,debtservicepayments,andcapitalprojectsthatarefundedwith operatingfunds.Theseitemsvaryperyear.

FutureBudgetsandStrategicGoals

CityCouncildeterminedthequalityoflifeasbeingoneofthegoalsinourstrategicplan.Partof thequalityoflifegoalishavingadequatewaterandwastewaterinfrastructure.Ourlong-termforecast ispreparingfortheincreaseddemandforourwaterandwastewatersystems.Wehavealso accountedformanyinfrastructureprojectsinthewaterandsewersystemthatneedupdatingor rehabilitation.

Overview

The Drainage Fund is responsible for maintaining the City's drainage system and protecting the water quality through stormwater maintenance. Belton has several bodies of water, and a landscape that has many elevation changes., This can be a potential problem if drainage is not a priority. The City is blessed to have an amazing staff that addresses these issues on a preventative basis to ensure great customerservicetoourcitizens.

StormwaterPollution

Drainage Fund Overview / Statement of Fund Balance

The Drainage Fund is an enterprise fund that is used to account for all costs related to stormwater management. These activiti es are financed through a drainage fee charged to residents. In November 2007, City Council declared by ordinance that drainage was a utility of the City. The storm drainage fees became effective in February 2008.

Fiscal Year Ending September 3020222023202420242025

Notes:

1 Excludes Use of Prior Years' Fund Balance

2 An adjustment is made to unrestricted net assets, if necessary, during the conversion from a budget basis to an accrual basis (GAAP).

3 City policy requires a reserve balance of 30% of budgeted expenditures.

Fund Balance History

Fund Balance

$ $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000

Drainage Fund Revenue Trend

Revenues

$100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000

Drainage Fund (707-3) Revenues

2025 Expenses by Category

Drainage

DIVISION MISSION AND DESCRIPTION

The mission of the Drainage division is to provide and maintain a stormwater management system that conveys stormwater in a safe manner. The responsibilities of this division include constructing and maintaining drainage infrastructure; addressing a hierarchy of storm drainage priorities; maintaining the stormwater master plan; and sweeping the City to aid in the protection of water quality.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan categories addressed below: Governance, Quality of Life

Goal: Ensure functionality and capacity of City-owned drainage facilities

Action Item: Utilize erosion control measures along drainage flumes and ditches to prevent soil erosion

Goal: Reduce stormwater pollutants and improve curb appearance

Action Item: Hire a contractor to regularly mow all detention ponds and drainage areas

Goal: Minimize illicit discharges in stormwater runoff

Action Item: Raise awareness and promote actions that can mitigate the negative impacts of stormwater runoff

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

Appropriations for wages, taxes, and retirement increase to account for growth in salaries

Expenditures for tools and other supplies decrease after the purchase of a dump trailer in FY 2024

Transfers for capital projects decline after setting aside funding for significant projects in FY 2024

PERFORMANCE MEASURES

PERSONNEL

Bond Amount

Drainage Fund

Certificates of Obligation, Series 2008

$335,000

Date of Issue 8/1/2008

Interest Rate 4.19%

Date of Maturity 8/1/2028

Purpose Proceeds from the sale of the Series 2008 Certificates will be used for (i) constructing, improving, extending and upgrading City streets, bridges, sidewalks, intersections and other traffic improvements; (ii) constructing, improving and extending the City's waterworks and sewer system; and (iii) the payment of professional services in connection therewith.

Drainage Fund Long-Term Forecast

Forecasted Ending Fund Balance

Drainage Fund Long-Term Forecast Assumptions

Revenue Forecast

Drainagerevenueisprojectedtogrowby5%peryear.Higherrevenueisdrivenbyagrowing customercount.AdrainagefeestudyiscurrentlyinprogressandwillbecompletedinFY2025to determinewhethercurrentratesaresufficienttocoverthecostoffuturecapitalandmaintenance projects.Otherrevenue,whichiscomprisedofinterestincome,isexpectedtofallfromthelevelseen inFY2025butremainstableintheoutyears.

ExpenditureForecast

Personnelexpensesincludeannualpayincreases,retirementcontributions,andinsurance premiums.TheCityisforecastinga6%increaseinpersonnelcostsoverthenextfiveyears.This allowstheCitytostaycompetitiveinthemarketaswellasretainvaluableemployees.

Otherexpendituresconsistofsupplies,services,andmaintenancecostsforthedrainage system.Thisexpenditurecategoryisgreatlyimpactedbyinflationandtheconditionofthe infrastructure.Weareprojectingan8%increaseperyeartomeettheneedsofoursystem.

FutureBudgetsandStrategicGoals

Asshowninthelong-rangeoperatingfinancialplan,reservesshouldremainabovethe minimumamountrequiredbypolicythroughoutthefiveyearforecast.

Overview

TheInformationTechnologyDepartmentisresponsibleforthedeveloping,securingandstoringofelectronic dataandassistingintheuseofsoftwarethroughouttheentireCityofBelton.

Information Technology Fund Overview / Statement of Fund Balance

The Information Technology Fund is an internal service fund used to account for all costs of providing general information technology services to City divisions. These activities are financed through charges to the divisions for services rendered. Established in FY 2021, this fund merged with the Information Technology Equipment Replacement Fund that was formerly a non-major governmental fund.

Financing Sources

Information Technology Fund (177-3) Revenues

FY 2025 Expenses by Category

Information Technology

DIVISION MISSION AND DESCRIPTION

The Information Technology division has operational, strategic, and fiscal responsibility for the innovation, implementation, and advancement of technology in the City. The division strives to provide technology support that helps develop, enhance, and manage the City enterprise networks with the highest quality technology-based services in the most cost-effective manner. An internal service fund of the City, the Information Technology Fund was established in FY 2021 to consolidate costs and management responsibilities for information technology services.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan categories addressed below: Governance, Public Safety

Goal: Maintain network operability and optimal connectivity Action Item: Replace network switches at all City facilities to ensure 100% network uptime

Goal: Provide a safe, secure network environment while safeguarding data Action Item: Provide cybersecurity training and add software for continuous endpoint monitoring

Goal: Ensure computer network and equipment remains current, efficient, and functional Action Item: Continue upgrading hardware in accordance with the capital replacement plan

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

Computer system maintenance expenditures increase to reflect additional software and maintenance costs Appropriations for communication services includes a supplemental request to add fiber connections at three locations Capital outlay includes funding for the replacement of phones, switches, computers, and cameras

PERFORMANCE MEASURES

Percent of network uptime

Percent of system uptime

Percent of service requests cleared within 3 days of receipt

PERSONNEL

BuildingMaintenanceFund

Overview

The Building Maintenance Departmentprovidescleanlinessandmaintenancetoall Cityfacilities. The Citycurrently haseightmainfacilities, manysmallbuildingsatpublicworksandparks, aswellastraillights.

53,827 SquareFeet

Building Maintenance Fund Overview / Statement of Fund Balance

The Building Maintenance Fund is an internal service fund used to account for all costs of providing routine building maintenan ce services to City divisions. These activities are financed through charges to the divisions for services rendered. Established in FY 2021, this fund merged with the HVAC Replacement Fund that was formerly a non-major governmental fund.

Notes:

1 Excludes Use of Prior Years' Fund Balance

2 An adjustment is made to unrestricted net assets, if necessary, during the conversion from a budget basis to an accrual basis (GAAP).

Building Maintenance Fund (178-3) Revenues

Building Maintenance Fund Category Summary

FY 2025 Expenses by Category

Building Maintenance

DIVISION MISSION AND DESCRIPTION

The mission of the Building Maintenance division is to maintain and clean City buildings and facilities to ensure a safe and attractive environment for employees and visitors. The responsibilities of this division include performing daily janitorial services; repairing and maintaining buildings and park facilities; managing and constructing building improvements; and managing pest control and other maintenance contracts. An internal service fund of the City, the Building Maintenance Fund was established in FY 2021 to consolidate costs and management responsibilities for building maintenance.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan categories addressed below: Quality of Life

Goal: Maximize asset life, reliability, and performance

Action Item: Schedule, perform, and document preventive maintenance activities on City facilities

Goal: Improve the sustainability, accessibility, and appearance of City buildings and facilities

Action Item: Facilitate discussions with departments about the condition, expansion, or replacement of existing buildings

Goal: Encourage job training and personal development

Action Item: Foster a positive work atmosphere built on communication, safety, standards of excellence and leadership expectation

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

Appropriations for wages, taxes, and retirement increase to account growth in salaries

Building maintenance costs increase to add skirting and deck at the building maintenance offices HVAC expenditures increase to replace several units

PERFORMANCE MEASURES

Repond to HVAC issues within one hour of call for service

of service performed by in-house staff

Maintenance concerns addressed within 24 hours

PERSONNEL

CAPITAL IMPROVEMENTS PROGRAM OVERVIEW

2025 – 2029

The FY 2025-2029 Capital Improvements Program (CIP) represents the City’s plan for infrastructure development. The Capital Improvements Program is reviewed each year to reflect changing priorities and to provide a framework for identifying capital requirements; the impact of capital projects on operating budgets; scheduling; and coordinating related projects.

The Capital Improvements Program has two primary components. The General Government CIP represents non-utility projects such as streets, parks, and general government facilities. Typically, these projects will be funded via general obligation bonds, certificates of obligation, tax revenue, or other financing methods. The Utility CIP represents projects that benefit the City’s utility funds. These projects are typically funded with utility rate revenue or bonds secured by rate revenue.

The CIP budget is a five-year program that is compiled by City staff. Necessary projects are identified; costs are estimated; and possible funding sources are acknowledged. Additional operating and maintenance costs are also reflected for each project. Recommended capital improvements are reviewed by the City Manager. Afterwards, they are sent to City Council for final approval.

FY 2025 CAPITAL-RELATED EXPENDITURES

A total of $34,172,650 will be spent for capital-related items during FY 2025. Most of these expenditures ($33,444,500 or 98%) can be attributed to the Capital Improvements Program. The remaining amount ($728,150) is directly related to routine capital expenditures. Capital Improvements Program (CIP)

Expenditures

CAPITAL IMPROVEMENTS PROGRAM OVERVIEW

2025 – 2029

GENERAL GOVERNMENT PROJECTS

Parks and Recreation Projects

Park amenities will be added to Heritage Park during the five-year period. This second phase of amenities includes the construction of a walking path and family pavilion.

Streets and Sidewalks Projects

The five-year plan calls for the design or reconstruction of several roadways, including Connell Street, Wheat Road, Mesquite Road, Rocking M Lane, and East 6th Avenue. Replacing the East Central Avenue bridge is a significant project scheduled for 2025. Extension of W Avenue D will provide additional access to the Belton Business Park. Reconstructing and widening Toll Bridge Road from Shanklin Road to the Lampasas River will facilitate development in the southern sector of the city. Sidewalks will be constructed along Penelope Street and Main Street.

Special and General Projects

Funding will be set aside to accommodate future Bell County projects within the boundaries of the Tax Increment Reinvestment Zone #1.

UTILITY PROJECTS

The Utility CIP reflects projects to meet future development or to replace aging infrastructure that is susceptible to failure. These projects are typically included in the five-year utility rate study as well as the utility master plan. Utility projects may be advanced or postponed over the five-year program as development often determines the timing.

Water Projects

Six projects have been identified for the Capital Improvements Program for the next five years. Several projects replace failing or undersized water lines and valves throughout Belton. A significant multi-year project, replacing the City’s aging water metering infrastructure, began in 2024. The second phase of the Loop 121 utility relocation project is expected in 2025.

Wastewater Projects

Seven wastewater projects are included in the CIP. Wastewater treatment capacity will be expanded in 2025 with the Temple-Belton WWTP Phase II project. Replacing and upsizing an essential force main will better handle flows and prevent erosion of the mains. Lift station and sewer extensions will accommodate growth. Other projects will address various failing or undersized sewer lines.

Drainage Projects

The largest of three drainage projects is the addition of new culverts and channels at East 4th Avenue and North Blair. In 2025, the design of a new detention pond to reduce flooding near Avenue I will occur with construction expected in 2027.

IMPACT UPON FUTURE BUDGETS

The City of Belton utilizes the most beneficial method of financing capital projects including cash, bonds, special entity contributions, and grants. The appropriate financing method depends, in part, upon the effect to the property tax rate.

The Capital Improvements Program calls for minimal spending of General Fund revenue over the five-year period. This, however, is highly dependent upon the receipt of grant funds for several projects. If grants are not awarded, it will be necessary to increase the General Fund contribution or issue more debt to complete the projects. The Belton Economic Development Corporation and the Belton Tax Increment Reinvestment Zone No. 1 will contribute approximately $25,000,000 towards several vital projects.

$23,198,000 of tax-supported bonds may be issued over the next five years. Annual debt service could increase by $1,021,000 by 2029. Assuming taxable property values remained at $2.2 billion, the debt service portion of the property tax rate could increase by a total of 4.6 cents. In addition to tax-supported debt, the utility fund may issue $18,023,000 of rate-supported bonds during this timeframe. Annual debt service for the utilities would consequently increase by $1,403,000 in 2029.

The Capital Improvements Program contains the anticipated operating costs associated with each project. Over the five-year program, operations and maintenance costs related to the general government and utility projects are expected to change by $8,000 and $38,000, respectively. Lower maintenance costs are expected as aging infrastructure is being replaced.

Projected Annual Debt Service (All Obligations)

$6,000,000

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2025 - 2029

General Government Parks and Recreation

Heritage Park Amenities

Project Description

After completing the road, utilities, and features in 2023, only future amenities are included in this item. A four-phase approach to construction was scheduled:

Phase 1Extension of 24th Avenue into new parkland(Complete)

Phase 2aExtension of temporary roadway(Complete)

Phase 2bMaster planning(Complete)

Phase 4

Phase 3Extension of permanent road and utilities(Complete) Park features and facilities(Ongoing)

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to increase by $5,000 per year to maintain the park.

Estimated Project Cost2,000,000 $

Sources of Funding Identified

Operations and Maintenance Costs 20252026202720282029

Capital Improvements Program Project Detail Sheet Fiscal Years 2025 - 2029

General Government Streets and

Sidewalks

E Central Avenue Bridge Replacement

Project Description

This project will replace a substandard, 10' wide low water street crossing, extending over Nolan Creek east of IH-35. The current bridge acts as a dam and threatens adjacent property with flooding. The City of Belton proposes to replace and relocate the bridge. Federal Community Project Funding provided $5.0M of the funds needed for the project while the Tax Increment Reinvestment Zone provided $1.2M.

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to decrease by $5,000 per year.

Operations and Maintenance Costs

Improvements Program

General Government Streets and Sidewalks

Connell Street Reconstruction

Project Description

This project will reconstruct Connell Street with four 11' wide lanes, a 10' wide shared use path and 5' sidewalk. The project also includes drainage and water improvements as well as landscaping. Design and ROW acquisition will occur in 2024 and 2025 with construction planned in 2027.

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to decrease by $5,000 per year once constructed.

General Government Streets and Sidewalks

Brenda Lane Reconstruction

Project Description

This project will reconstruct Brenda Lane, located east of FM 1670, which has poor drainage.

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to decrease by $1,000 per year.

General Government Streets and Sidewalks

Penelope Sidewalks Central to Water Street

Project Description

This project will replace the failing sidewalk on S Penelope near Cochran, Blair & Potts.

Effect upon Operations & Maintenance

No significant change to operation and maintenance expenditures are anticipated with this item.

General Government Streets and Sidewalks

E 24th Avenue Widening at Main Street

Project Description

This project includes widening of E 24th Avenue between Main Street and N Beal, adding sidewalks, and improving drainage along the roadway.

Effect upon Operations & Maintenance

No significant change to operation and maintenance expenditures are anticipated with this item.

Capital Improvements Program Project Detail Sheet Fiscal Years 2025 - 2029

General Government Streets and Sidewalks

Toll Bridge Road Reconstruction

Project Description

This project includes reconstructing and widening Toll Bridge Road from Shanklin Road to the Lampasas River. The road will be converted from a County road into a three-lane thoroughfare with a center turn lane. A hike and bike trail will be included along the River Farms property frontage. The River Farms MUD Agreement calls for the developer to pay for the first phase and a portion of the second phase to Shanklin. The City will complete the project in 2028.

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to increase by $5,000 per year. Estimated Project Cost6,500,000 $

of Funding Identified

Improvements Program

General Government Streets and Sidewalks

Capitol Way Extension

Project Description

This project will extend Capitol Way from E Grove Road to Shanklin Road.

Effect Upon Operations & Maintenance

No significant change to operation and maintenance expenditures are anticipated with this item.

Estimated Project Cost3,800,000 $

Sources of Funding Identified

Operations and Maintenance Costs

Capital Improvements Program Project Detail Sheet Fiscal Years

General Government Streets and Sidewalks

Wheat Road Design

Project Description

This project includes the design of a north-south neighborhood collector roadway that provides circulation between Red Rock Drive and Sparta Road, including pedestrian elements and a concept for connection with IH-14.

Effect Upon Operations & Maintenance

No significant change to operation and maintenance expenditures are anticipated with this item.

Capital Improvements Program Project Detail Sheet

General Government Streets and Sidewalks

Mesquite Road Design

Project Description

This project includes the design of an East/West minor collector roadway that improves connectivity in the Southeastern portions of the community. The roadway will also connect to the future Southwest Parkway that has been identified in the City's thoroughfare plan.

Effect Upon Operations & Maintenance

No significant change to operation and maintenance expenditures are anticipated with this item.

Capital Improvements Program Project Detail Sheet

Main Street Sidewalk Turtle Creek Apts to Rabern

Project Description

This five-foot sidewalk will begin on Industrial Road adjacent to Turtle Creek Apartments and run West towards Main Street before turning North, terminating at the NE corner of Extraco Bank. This project includes crossing a drainage structure to improve pedestrian mobility in the area.

Effect Upon Operations & Maintenance

No significant change to operation and maintenance expenditures are anticipated with this item.

Capital Improvements Program Project Detail Sheet

General Government Streets and Sidewalks

Rocking M Lane Reconstruction

Project Description

This project includes the rehabilitation or reconstruction of Rocking M Lane from Auction Barn Road to Three Creeks Boulevard, depending upon development in the area. Work may include a 4" HMAC overlay or a cement mixture in the subgrade with a 2" HMAC overlay.

Effect Upon Operations & Maintenance

No significant change to operation and maintenance expenditures are anticipated with this item. Estimated Project Cost3,800,000 $

Operations and Maintenance Costs

E 6th Avenue Reconstruction

Project Description

This project includes the reconstruction of East 6th Avenue from IH-35 to North Main Street. Roadway improvements, sidewalk improvements, landscaping, and utility relocation are all part of this project.

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to decrease by $5,000 per year once constructed.

Capital Improvements Program Project Detail Sheet Fiscal Years 2025 - 2029

Project Description

This project accounts for funding set aside to accommodate future Bell County projects within the boundaries of Tax Increment Reinvestment Zone #1 with a range of options for use including land acquisition, building design and/or construction.

Effect Upon Operations & Maintenance

No significant change to operation and maintenance expenditures are anticipated with this item.

Old Golf Course Road Water Line

Project Description

This project will replace the failing undersized waterline on Old Golf Course Road.

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to decrease by $3,000 per year.

Project Cost

Mary Jane Water Line Replacement

Project Description

This project will replace the failing waterline on Mary Jane.

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to decrease by $2,000 per year.

Estimated Project Cost

Sources of Funding Identified

Operations and Maintenance Costs

E Central Water Line Upsize

Project Description

This project will replace the 2" and 1" undersized waterlines east of Nolan Creek bridge in the shirt-tale bend area.

Effect Upon Operations & Maintenance

No change to operation and maintenance expenditures are anticipated with this item.

N Blair/Flat/Walker Looped Water Service

Project Description

The project consists of looping existing water lines between the named streets to improve water pressures and service due to small lines.

Effect Upon Operations & Maintenance

No change to operation and maintenance expenditures are anticipated with this item.

Loop 121 Utility Relocations Phase 2

Project Description

The project will relocate water and sewer utilities in preparation of the Loop 121 Widening Project Phase 2.

Effect Upon Operations & Maintenance

No change to operation and maintenance expenditures are anticipated with this item. Estimated Project Cost

Operations and Maintenance Costs

Program

Water Metering Infrastructure Replacement

Project Description

This project consists of replacing aging water metering infrastructure throughout the City of Belton, specificially meters and registers. Anticipating the replacement of approximately 1,000 meters per year, the project will span multiple years.

Effect Upon Operations & Maintenance

No change to operation and maintenance expenditures are anticipated with this item.

Capital Improvements Program Project Detail Sheet Fiscal Years 2025 - 2029

Temple-Belton WWTP Phase 2

Project Description

This project will expand capacity by adding new biological treatment trains, disinfection, and solids handling capabilities at the Temple-Belton wastewater treatment plant.

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to increase by $10,000 per year.

Main Belton Lift Station Force Main

Project Description

This project replaces and upsizes existing force mains to handle flows and to prevent erosion of the mains.

Effect Upon Operations & Maintenance

No change to operation and maintenance expenditures are anticipated with this item.

Project Description

This project replaces sewer lines on College Street from 9th Avenue to 11th Avenue.

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to decrease by $1,000 per year.

Project Cost

Mary Jane and E Ave J Sewer

Project Description

This project replaces the undersized sewer at Mary Jane and E Avenue J.

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to decrease by $1,000 per year.

Estimated Project Cost

Sources of Funding Identified

Operations and Maintenance Costs

Mitchell Branch Sewer Upsize/Interceptor

Project Description

This project consists of upsizing the existing sewer line, or placing a parallel interceptor, to handle flows from Shanklin/BISD/Three Creeks through Mitchell Branch.

Effect Upon Operations & Maintenance

No change to operation and maintenance expenditures are anticipated with this item.

Mystic River Lift Station Upsize

Project Description

This project includes upgrading and upsizing the Mystic River lift station to meet service demands from the northwest portion of the City of Belton.

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to increase by $1,000 per year.

Project Cost

Operations and Maintenance Costs

N Highway 317 Sewer Extension

Project Description

This project will extend the sewer main under North Main Street north of Mystic River to accommodate the anticipated growth in the northwest quadrant of the city.

Effect Upon Operations & Maintenance

No change to operation and maintenance expenditures are anticipated with this item.

Operations and Maintenance Costs

E 4th Ave/N Blair Drainage

Project Description

This project adds new culverts and channels at E 4th Avenue and N Blair to receive runoff in a school area.

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to decrease by $1,000 per year. Estimated Project Cost

Operations and Maintenance Costs

Avenue I Detention Pond

Project Description

This project consists of constructing a detention pond near Avenue I to reduce flooding near property owned by the Belton Housing Authority.

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to increase by $1,000 per year.

Operations and Maintenance Costs

BEDC Fund Statement of Fund Balance

Notes:

1 Excludes Use of Prior Years' Fund Balance

2 An adjustment is made to unrestricted net assets, if necessary, during the conversion from a budget basis to an accrual basis (GAAP).

$$2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000

BEDC Fund Revenue Trend

Revenues

$$500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000

BEDC Fund (505-3) Revenues

BEDC Fund Category Summary

FY 2025 Expenditures by Category

Belton Economic Development Corporation

DIVISION MISSION AND DESCRIPTION

The mission of the Belton Economic Development Corporation is to promote, assist, and enhance economic development activities within the City of Belton with special emphasis on job retention, job creation, and capital investment.

DIVISION GOALS AND ACTION ITEMS FOR FY 2025

Strategic Plan categories addressed below: Economic Development

Goal: Facilitate new and existing business expansion to create employment opportunities and enhance the tax base Action Item: Promote Belton through various platforms/partnerships and maintain programs for business recruitment and retention

Goal: Aid in the development of infrastructure to stimulate commercial and industrial activity Action Item: Identify, design, and fund vital utility and roadway projects, in partnership with the City, to encourage development

Goal: Participate in downtown redevelopment efforts to support small business retention and attraction Action Item: Partner in the implementation of the Imagine Belton Plan

SIGNIFICANT CHANGES IN THE FY 2025 BUDGET

Expenditures for engineering increase due to the development of Corporation property and the Imagine Belton Plan Appropriations for special services rise to cover the cost of marketing and property development consultants Appropriations for industry training reflect expanded training opportunities through a partnership with Temple College Capital outlay declines after the acquisition of land during FY 2024

Transfers for capital projects cover the updated cost projection for the IH-14 waterline project

PERFORMANCE MEASURES

COMEEXPERIENCEALL THINGSBELTON

EventsandConcerts

BellCountyExpoCenter-concertvenue, livestockarena,conferencecenter.Cityof BeltonsponsoredeventsincludeChristmasatthe ChisolmTrail,B4Festival,4thofJulyParadeand PRCARodeo,MoviesinthePark,SoggyDoggy Day,FamilyFishingandFun,FatherDaughter Dance,andOneCommunityOneDay.

TrailsandFields

NolanCreekHikeandBiketrail,baseball, softball,soccer,sandvolleyball,basketball, pickleballcourts,discgolf,dogpark, playgrounds(handicapaccessible).

Tubing&Kayaking

Beltonistheplacetogoforwateractivitieswe haveLakeBelton,StillhouseLake,NolanCreek, andcomingsoonfishingpierandkayaklaunchto HeritageParkwiththeexpansionatLeonRiver. Beltonoffersamazingoutdoorrecreation:fishing, boating,skiing,camping,hiking,tubing,and kayakingforthewholefamily.

CITY AND AREA DEMOGRAPHICS

LOCATION

Belton is situated along the banks of the Leon River in the rapidly growing Central Corridor of Texas. It is on Interstate 35 near the geographic center of the state, approximately 137 miles south of Dallas/Fort Worth and 60 miles north of Austin. Local topography varies from rolling plains to wooded hills with two large lakes just ten minutes from downtown. Within a 175mile radius of Belton is a market of over 9.4 million people, including the Dallas/Fort Worth Metroplex, San Antonio, and much of Houston. This region encompasses 55 percent of the population of Texas.

CLIMATE

Average

93° F

71° F

City of Belton Average Climate

POPULATION

(Bell, Coryell Counties)

Population Composition:

Under 5: 5.8%

6 - 18: 26.4%

19 - 64: 56.3%

Over 65: 11.5%

Veterans: 1,729

Households: 7,645

High school graduate or higher, age 25 or older: 88.6%

Bachelor’s degree or higher, age 25 or older: 29.2%

According to the U.S. Census Bureau, Belton’s population consists of 57.9% White, 27.5% Hispanic or Latino, 9.1% African American, and 5.5% all other ethnicities.

Belton

Temple

Harker Heights

Killeen

Salado

Belton Bell County Killeen/Temple MSA

EDUCATION

Belton Independent School District:

•3 - high schools, 4 - middleschools, 11 - elementary schools

•BISD received a A – Superior Achievement in the State of Texas FIRST ratings and a B rating based onthe Accountability Ratings as of 2022.

Higher Education:

•Belton:University of Mary Hardin-Baylor

•Bell County:Texas A & M College of Medicine, Temple

Temple College, Temple

Central Texas College, Killeen

Texas A&M University Central Texas, Killeen

•Area Colleges:Baylor University, Waco

McLennan Community College, Waco

Texas State Technical College, Waco

Southwestern University, Georgetown

The University of Texas, Austin

St. Edwards University, Austin

Huston-Tillotson College, Austin

Concordia University, Austin

Austin Community College, Austin

Texas A & M University, College Station

Texas State College, San Marcos

TRANSPORTATION

Highways: Interstate 35, Interstate 14 (US Highway 190), State Highway 317, Loop 121, FM 436, FM 439, FM 93.

Bus Lines: HOP public micro transit and bus lines which run from Copperas Cove to Temple.

Railroad: Santa Fe Railroad, Georgetown Railroad, AMTRAK passenger service in Temple.

Air: Killeen-Fort Hood Regional Airport, Temple Draughton Miller Central Regional Airport, Austin Bergstrom International Airport.

INDUSTRIES

Belton's business community is diversified, with various sectors – manufacturing and distribution, retail, education, healthcare, government, and IT business process services.

The industrial sector is represented by companies manufacturing modular home structures, agriculture equipment, fiberglass tanks, roofing material, specialty advertising products, corrugated boxes, exercise equipment, school and office furniture, rapid prototypes, and centrifugal alloy castings. Various warehousing and distribution operations handle, industrial gases, snack foods and parcel delivery.

Fort Cavazos U.S. Army Installation is located 17 miles west of Belton. It is the largest United States Army Training Post, the largest single-site employer in the State of Texas with a force of more than 59,695 and a key economic driver for the area. The Texas Comptroller’s office reports that Fort Cavazos’ economic impact to the state was an estimated $39 billion in 2023.

Health care represents the largest private industry in Bell County. Over 38,962 individuals are employed in the medical field. Baylor Scott & White Health, the largest not-for-profit health system in the State of Texas, has a significant presence in Central Texas. This includes Scott & White Memorial Hospital, ranked by U.S. News and World Report as one of the top 10 hospitals in the state of Texas; McLane Children’s Hospital; and dozens of primary, urgent, and specialty care clinics staffed by over 800 physicians and 8,000 employees. Other medical facilities also service the area such as: Olin E. Teague Veteran's Center, Cedar Crest Hospital & Clinic, Metroplex Hospital, Seton Medical Harker Heights Center, and Darnall Army Medical Center.

There are five banks and two credit unions represented in Belton with branch offices located throughout Bell County and Central Texas.

MAJOR EMPLOYERS

EMPLOYEES BY PRODUCT

PROPERTY & TAXES

The top 10 property taxpayers within the City limits have a combined taxable value for 2024 of $217,736,850, and are comprised of the following organizations:

PARKS & RECREATION

Lakes: Belton Lake (7,400 acres) and Stillhouse Hollow Lake (6,340 acres) offer outdoor recreation, fishing, boating, skiing, boat rentals, launching ramps, picnic grounds, restrooms, restaurants, snack bars, drinking water, camping areas, RV areas, marinas, and nature trails.

Harris Community Center: This renovated structure is situated gracefully along Nolan Creek and is an ideal setting for meetings, receptions, and reunions. The original building was constructed in 1936 and housed the Harris School, a historic African American school recognized with a state historical marker for its contribution to African American education. The building and grounds were conveyed from the school district to the City of Belton in 2005 for renovation. The Center was dedicated in July 2006 in conjunction with the West Belton-Harris High Ex-Student’s Association annual reunion. The Center has already received numerous awards and accolades, and ensures that the legacy, heritage, and contributions of those who came before us will be remembered.

Bell County Museum: One of twelve remaining Carnegie Libraries in Texas, this historic building was restored in 1990 and now stands as the major collection of Bell County history. In 1991, the Bell County Museum was awarded the entire collection of artifacts of Miriam "Ma" Ferguson, the first woman governor of Texas and a native of Bell County.

Cadence Bank Center:Central Texas' best entertainment complex, the Cadence Bank Center includes a 9,400 seat main arena, a special events room, an assembly hall, an exposition building, and equine/livestock complex and champions club. Home of the Central Texas State Fair.

Heritage Park: This is a 150-acre park along the Leon River and is home to our baseball and soccer association with 5 baseball game fields and 4 soccer game fields. It has a 1.5acre dog park with a large dog side and a small dog side. This park also includes an inclusive handicap playground with artificial turf and a rentable pavilion next to it. It also has walking trails, fishing dock, picnic areas and a community garden that can be reserved for growing your own vegetables. There are lighted parking lots with plenty of open space for just about any outdoor activity. More recently a championship 18-hole disc golf course was addedto Heritage Park. People from across the country have come to play on the disc golf course.

Chisholm Trail Park: This a 34-acre park and is home to our softball association with 3 softball game fields and 2 practice soccer fields. It has lighted walking trail, several picnic areas a horseshoe pit, basketball court, sand pit volleyball court, 2-pickle ball courts and a new playground for the kids. This park features a parking lot next to a large, covered pavilion breezeway forexercise classes with a large restroom nearby.

Harris Community Park: This park includes a playground, splash pad, picnic tables, horseshoe pits and three pavilions with restrooms. It is located near the renovated Harris Community Center and overlooks Nolan Creek and the Hike and Bike Trail.

SummerFun USA: A water amusement park along the banks of the Leon River adjacent to Heritage Park. The park includes a swimming pool, giant water slides, children's area, concessions, and picnic area.

Independence Day Celebration and PRCA Rodeo: The Annual 4th of July Celebration has been celebrated since the late 1800's and attracts crowds from all over Central Texas. The Celebration includes a kick-off street party at the Bell County Courthouse on the square, a three-day Professional Rodeo Cowboy Association Rodeo, a family fun carnival, God and Country concert featuring religious and Texas music, July 4th parade and patriotic program, and a day full of activities in Yettie Polk Park. Festivities in Yettie Polk Park include Children's Day in the Park, Old Fiddler's Contest, gospel singing, arts and crafts festival, and food booths. The Celebration is sponsored by the Belton Area Chamber of Commerce.

Old Mural outside Cochran, Blair & Potts, Belton, TX

ORDINANCE NO. 2024-38

AN ORDINANCE OF THE CITY OF BELTON, TEXAS, FIXING THE TAX RATE AND TAX LEVY FOR THE CITY OF BELTON, TEXAS, FOR THE 2024 TAX YEAR UPON ALL TAXABLE PROPERTY IN SAID CITY; AND PROVIDING FOR LIEN ON ALL REAL AND PERSONAL PROPERTY TO SECURE THE PAYMENT OF TAXES DUE THEREON

BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF BELTON, TEXAS:

SECTION 1. TAX RATE AND APPORTIONMENT

There is hereby levied and shall be assessed and collected for the year 2024 an ad valorem tax of $0.5225 on each $100.00 worth of property located within the city limits of the City of Belton, Texas, made taxable by law, which said taxes when collected shall be apportioned among the funds and departments of the City of Belton, for the purposes hereinafter set forth, as follows, to wit:

For the purpose of maintenance and operations

$0.4651

For the purpose of paying the accruing interest and to provide a sinking fund for payment of the bonded indebtedness of the City of Belton ................... . ................ ..$0.0574 Total tax rate ......................................... . ................................. $0.5225

THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE.

THE TAX RATE WILL EFFECTIVELY BE RAISED BY 2.74 PERCENT AND WILL RAISE TAXES FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY APPROXIMATELY $12.40

SECTION 2. ACCOUNTABILITY

The City Assessor and Collector of the City of Belton, through a contract with the Appraisal District of Bell County, is hereby directed to assess and enter upon the tax roll of the City of Belton, Texas, for the current fiscal year, the amounts and rates herein levied, to keep a current account of same, collect the same, and when so collected, to be distributed in accordance with this Ordinance.

PASSED AND APPROVED on first and final reading this 10th day of September 2024 .

David K. Leigh, Mayo

ATTEST:

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Amy M. ca'sey, City Clerk

BUDGET GLOSSARY

Account Number: A code made up of numbers used to classify how specific dollar amounts come into the City or how they are being spent.

Accounting System: The methods and records established to identify, assemble, analyze, classify, record and report the City's transactions and to maintain accountability for the related assets and liabilities.

Accounts Payable (AP): A short-term (one year or less) liability reflecting amounts owed for goods and services received by the City.

Accounts Receivable (AR): An asset reflecting amounts due from other persons/organizations for goods and services furnished by the City.

Accrual Accounting: A basis of accounting in which revenues and expenses are recorded at the time they occur, rather than at the time cash is received or paid by the City.

Ad Valorem Taxes: Commonly referred to as property taxes. The charges levied on all real, and certain personal property according to the property's assessed value and the tax rate. Also known as property taxes.

Amortization: An accounting method that reduces the value of a loan or an intangible asset, over time.

Annual Comprehensive Financial Report: The City’s complete set of financial statements issued by a government entity in accordance with the requirements of the Government Accounting Standards Board. The report is comprised of the introductory, financial, and statistical sections in which all the annual reports for that specific fiscal year are summarized.

Appropriation: An authorization made by the City Council which permits the City to make expenditures and incur obligations.

Arbitrage: The reinvestment of the proceeds of tax-exempt securities in materially higher-yielding taxable securities.

Assessed Value: A valuation set upon real estate or other property as a basis for levying property taxes. All property values within the City of Belton are assessed by the Bell County Appraisal District.

Asset: The resources and property of the City that can be used or applied to cover liabilities.

Audit: An examination or verification of the financial accounts and records. The City is required to have an annual audit conducted by qualified certified public accountant, concluding in a written report called the Annual Report (AR).

Available Cash: Unobligated cash and cash equivalents.

Balanced Budget: A balanced budget occurs when the total sources of revenues a government collects in a year is equal to the amount it spends on goods, services, and debt service. In Texas, municipalities are allowed to use available fund balance as sources.

Basis of Accounting: Refers to when revenues, expenditures, expenses and transfers (and the related assets and liabilities) are recorded and reported in the financial statements.

Bond: A written promise to pay a specified sum of money (called the principal amount) at a specified date or dates in the future (called the maturity dates), and carrying interest at a specified rate, usually paid periodically. The difference between a bond and a note is that a bond is issued for a longer period and requires greater legal formality. The most common types of bonds are general obligation and revenue bonds. Bonds are usually used for construction of large capital projects, such as buildings, streets, and water/sewer system improvements.

Bonded Debt: The portion of indebtedness represented by outstanding (unpaid) bonds.

Bonds Issued: Bonds sold by the City.

Bonds Payable: The face value of bonds issued and unpaid.

Budget: A financial plan for a specified period of time (fiscal year for the City) that includes an estimate of proposed expenditures and the means for financing them.

Capital Assets: Assets of a long-term character which are intended to be held or used, such as land, buildings, machinery, furniture and equipment.

Capital Expenditures: Expenditures for the construction, purchase or renovation of City facilities or property with a value exceeding $20,000 and a useful life greater than two years.

CIP: Capital Improvements Program. A plan for capital expenditures to provide longlasting physical improvements to be incurred over a fixed period of several future years.

Capital Outlay: Expenditures resulting in the acquisition of or addition to the City's fixed assets.

Capital Projects Fund: A fund created to account for financial resources to be used for the acquisition or construction of major capital facilities or equipment.

Cash: Currency on hand and demand deposits with banks or other financial institutions.

Cash Basis: A basis of accounting in which transactions are recorded on when cash is received or disbursed.

Cash Equivalents: Short-term, highly liquid investments that are readily convertible to known amounts of cash.

Certificate of Obligation (CO): Legal debt instruments used to finance capital improvement projects. Certificates of obligation are backed by the full faith and credit of the government entity and are fully payable from a property tax levy. Certificates of obligation differ from general obligation debt in that they are approved by the City Council and are not voter approved.

Component Unit: Legally separate organization for which the elected officials of the City are financially accountable.

Contingency: The appropriation of funds for future allocation in the event specified budget allocations are insufficient and additional funding is required.

Current Taxes: Taxes that are levied and due within the ensuing fiscal year.

De Minimis Rate: The rate that would generate an additional $500,000 in revenue for the M&O rate plus the current debt rate.

Debt Service Fund: A fund established to account for funds needed to make principal and interest payments on outstanding bonds when due. Also referred to as an Interest and Sinking Fund.

Debt Service Requirements: The amount of money required to pay interest and principal for a specified period on outstanding debt.

Delinquent Taxes: Property taxes remaining unpaid after the due date. Delinquent taxes incur penalties and interest at rates specified by law.

Department: A functional group of the City with related activities aimed at accomplishing a major City service or program.

Depreciation: The proration of the cost of a fixed asset over the estimated service life of the asset. Each period is charged with a portion of such cost, and through this process, the entire cost of the asset is ultimately charged off as an expense.

Division: A grouping of related activities within a particular department. For example, Code Compliance is a division of the Police Department.

Encumbrance: The commitment of appropriated funds to purchase an item or service. An encumbrance differs from an account payable in that a commitment is referred to as an encumbrance before goods or services are received. After receipt, the commitment is referred to as an account payable.

Enterprise Fund: See Proprietary Fund.

Expenditure: If accounts are kept on the accrual basis, this term designates total charges incurred, whether paid or unpaid. If they are kept on the cash basis, the term covers only actual disbursements for these purposes. (Note: An encumbrance is not an expenditure. An encumbrance reserves funds to be expended.)

Expense: Charges incurred, whether paid or unpaid, for operation, maintenance, interest and other charges which are presumed to benefit the current fiscal period.

Equity: The difference between assets and liabilities of the fund.

Fiscal Year (FY)(Period): The time period designated by the City signifying the beginning and ending period for recording the financial transactions of the City. The City of Belton's fiscal year begins each October 1st and ends the following September 30th.

Full Faith and Credit: A pledge of the City's taxing power to repay debt obligations. Bonds carrying such pledges are referred to as general obligation bond or tax-supported debt.

Full-Time Equivalent (FTE): The number of full-time hours being worked by both parttime and full-time employees. The Full-Time Equivalent calculation is an employee’s scheduled hours divided by the Cities full time work week. The unit of measurement for one FTE is equivalent to an individual working 40 hours in a week, or 2080 hours in a year.

Fund: Separate fiscal and accounting entities with their own resources and budgets necessary to carry on specific activities and attain certain objectives.

Fund Balance: The difference between fund assets and fund liabilities of governmental & trust funds. Fund balance for general fund types using modified accrual accounting closely equates to available cash.

General Fund (GF): The largest fund within the City. Accounts for all financial resources except those required to be accounted for in another fund. The General Fund contains the activities commonly associated with municipal government, such as police and fire protection, libraries, streets, and parks and recreation.

General Obligation Bonds: Bonds that finance a variety of public projects such as streets, buildings, and capital improvements. The repayment of these bonds is usually made from the Debt Service Fund. They are backed by the full faith and credit of the City and voter approved.

Goals: Department/division objectives intended to be accomplished or begun within the coming fiscal year.

Governmental Funds: Funds generally used to account for tax-supported activities. These include the General Fund, Debt Service Fund, and Capital Projects Funds.

Grant: Contributions or gifts of cash or other assets from another government to be used for a specific purpose, activity or facility.

Infrastructure: Long-lived capital assets that normally are stationary in nature and can be preserved for a significantly greater number of years than most capital assets. Examples of infrastructure assets include roads, bridges, drainage systems, and water and sewer systems.

Interest and Sinking Fund: See Debt Service Fund.

Interfund Transfers: Amount transferred from one fund to another.

Intergovernmental Revenue: Revenues received from another governmental entity, such as county, state or federal governments.

Machinery & Equipment: Property that does not lose its identity when removed from its location and is not changed materially or consumed immediately by use.

Maintenance: The act of keeping assets in a state of good repair. It includes preventive maintenance; normal periodic repairs; part replacement and so forth needed to maintain the asset so that it continues to provide normal service.

Mission: The basic purpose of a department/division - the reason for its existence.

Modified Accrual Basis: This method of governmental accounting recognizes revenues when they are measurable and available and expenditures when goods or services are received (except for principal and interest on long-term debt, which is recognized when paid).

No-New-Revenue Tax Rate: The total rate that is needed to raise the same amount of revenue from the same properties in consecutive years.

Operating Budget: Plans of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing activities of the City are controlled.

Operating Expenses: Proprietary fund expenses related directly to the Fund's primary activities.

Operating Income: The excess of proprietary fund operating revenues over operating expenses.

Operating Revenues: Proprietary fund revenues directly related to the fund's primary activities. They consist primarily of user charges for goods and services.

Ordinance: A formal legislative enactment by the City Council.

Paying Agent: An entity responsible for paying of bond principal and interest on behalf of the City.

Principal: The face value of a bond, payable on stated dates of maturity.

Property Taxes: See Ad Valorem Taxes.

Proprietary Fund: Also referred to as an Enterprise Fund. A governmental accounting fund in which the services provided, such as water and sewer service, are financed and operated similarly to those in a private business. The intent is that the costs of providing these services be recovered through user charges (e.g. water/sewer bills).

Refunding: The issuance of new debt whose proceeds are used to repay previously issued debt. The proceeds may be used immediately for this purpose (a current refunding), or they may be placed with an escrow agent and invested until they are used to pay principal and interest on the old debt at a future time (an advanced refunding).

Reimbursements: Interfund transactions that constitute reimbursements to a fund for expenditures or expenses initially made from it, but that properly apply to another fund.

Resolution: A special or temporary order of the City Council. Requires less formality than an ordinance.

Retained Earnings: An equity account reflecting the accumulated earning of a proprietary fund.

Revenue Bonds: Bonds whose principal and interest are payable exclusively from earnings of a proprietary fund.

R U OK? Outreach program operated by the Police Department & CHIPS volunteers that consists of periodic phone calls to participating senior citizens as part of a welfare check.

Special Revenue Fund: Accounts for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes.

Taxable Value: The assessed value of property less any exemptions available on that specific property. The tax rate is applied to the taxable value to arrive at a tax levy.

Tax Base: The total taxable value of all real and personal property in the City as of January 1st of each year, as certified by the Tax Appraisal District, less any exemptions.

Taxes: Compulsory charges levied by a government to finance services performed for the common benefit.

Tax Levy: The resultant product when the tax rate per one hundred dollars is multiplied by the tax base.

Tax Rate: The amount of tax levied for each $100 of taxable value.

Tax Roll: The official list showing the amount of taxes levied against each taxpayer or property.

TML: The Texas Municipal League is a voluntary coalition of Texas municipalities created for the purpose of furthering and enhancing causes of mutual interest to Texas cities. The League offers educational and training opportunities, legislative activities and legal advisement to its members. Additionally, the League has intergovernmental risk pools that offer insurance coverage on an elective basis.

TMRS: The Texas Municipal Retirement System provides retirement plans to its member cities. Each city selects its own plan and its contributions are computed on each individual city’s plan and actuarial information. The City of Belton currently offers its employees a retirement plan with 2:1 matching, 5 year vesting and retirement eligibility at age 60 with 10 years of service and at any age with 20 years of service.

Unencumbered Balance: The amount of an appropriation that is not expended or encumbered. It is essentially the amount of money still available for future purchases.

User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service (e.g. water and sewer fees).

Voter-Approval Tax Rate: The rate that raises 3.5% more in revenue for maintenance and operation expenditures plus the debt service rate.

ACRONYMS

ACFR Annual Comprehensive Financial Report

AR Annual Report (audit)

ARPA American Rescue Plan Act

BACFS Belton Area Citizens for Seniors

BCWCID Bell County Water Control and Improvement District

BEDC Belton Economic Development Corporation

BISD Belton Independent School District

BRA Brazos River Authority

BS&W Baylor Scott and White

CHIPS Citizens Helping in Police Service

CIP Capital Improvements Program

CO Certificates of Obligation

CPA Certified Public Accountant

CTCOG Central Texas Council of Governments

CTWSC Central Texas Water Supply Corporation

DBBA Downtown Belton Business Alliance

DRWSC Dog Ridge Water Supply Corporation

EMS Emergency Medical Services

ETJ Extra-Territorial Jurisdiction

FB Fund Balance

FD Fire Department

FICA Federal Insurance Contribution Act (commonly referred to as Social Security)

FTA Failure to Appear

FTE Full-Time Equivalent

FY Fiscal Year

GAAP Generally Accepted Accounting Procedures

GASB Governmental Accounting Standards Board

GF General Fund

GFOA Government Finance Officers Association

GFOAT Government Finance Officers Association of Texas

GIS Geographic Information System

HOTDA Heart of Texas Defense Alliance

HVAC Heating, ventilation, and air conditioning

IT Information Technology

KTMPO Killen-Temple Metropolitan Planning Organization

LEOSE Law Enforcement Officer Standards and Education

M&O Maintenance and Operation

O&M Operations and Maintenance

P&R Parks and Recreation

PD Police Department

PH Public Hearing

PPFC Public Property Finance Corporation

PW Public Works

ROW Right of way

TBD To Be Determined

TBWWTP Temple-Belton Wastewater Treatment Plant

TCEQ Texas Commission on Environmental Quality

TDFA Texas Dormitory Finance Authority

TDHCA Texas Department of Housing & Community Affairs

TIRZ Tax Increment Reinvestment Zone

TML Texas Municipal League

TMRS Texas Municipal Retirement System

TP&W Texas Parks & Wildlife

TWC Texas Workforce Commission – Unemployment Compensation

TxDOT Texas Department of Transportation

UMHB University of Mary Hardin-Baylor

USACE United States Army Core of Engineers

WS Water and Sewer

YAC Youth Advisory Commission

Building Permit Fees

Basic Building Permit Fee (items not covered below)$60 (example: patio covers, decks, porches & sidewalks)

New Residential Construction$0.10/square foot

New Commercial Construction$0.15/square foot

Certificate of Occupancy$60

GIS Fee (input subdivision, utilities, infrastructure)$25

Multiple Units (2 or more units)$10/unit fee additional

Reinspection Fee$35

Reschedule Inspection Fee$35

Technology Fee$10

Residential/Commercial Remodel/Additions:

0-1,000 sf$85

Each additional 1,000 sf$25/additional 1,000 square feet or portion thereof

Accessory Building (no electrical, no plumbing)$60

Accessory Building (with electrical, plumbing, etc.)$60 + subcontractor fees - electrical, plumbing, etc.

Driveway/Flatwork Permit/Inspection

$75 + $25/additional approach

Demolition by City - Equipment Costs (2 hr. min)$200/hour/equip. (includes operator) + 20% disposal costs

Demolition by City - Additional Personnel Costs

Demolition by Owner - Basic Permit

Fence Permit

+ $300 deposit or $1,000 surety bond

Schedule

Planning & Zoning Permits & Fees

Fee Schedule

Placing Traffic Control Devices & Street Name Signs $275/sign assembly*

Material Testing Fee

costs + 10% Sidewalk Ordinance, Section 503 of the Subdivision Ordinance

Other (Public Works heavy equipment + operator)

Additional

City Supplied Water (calc. pumping time and rate)

Sand (Per cubic yard)

Firefighting Foam

Other Approved Absorbent as needed/required

Fire Charges for Services

$7.50/1,000 gallons

$25/yard, minimum 3 yards

cost + 10%

Other Items Necessary to Control/Contain Incident actual cost + 10%

Disposal of Debris

Alarm - Malfunction (after third response)

False Alarm - Deliberate/malicious $200/response

Misadventure and/or deliberate risk taking

$200 plus asset fee

Failure to respond to lawful warning or order $200/response

Schedule

Fee Schedule

AvailablePavilions:YettiePolkParkGazebo,LibertyParkWesternPavilion,RedandBluePavilion,HarrisCommunitySplashPad,StandpipePavilion& HeritageParkHEBPavilion

Heritage Park Family Pavilion Facility$150/day + $100 clean-up deposit

Peak Season Splash Pad Pavilions (resident in City limits)$50/3 hr time block* + $100 clean-up deposit

Peak Season Splash Pad Pavilions (non-resident)$75/3 hr time block* + $100 clean-up deposit

AvailableFacilities:HarrisCommunitySplashPad-Red,Blue

*3HourTimeBlock(PeakSplashPadSeasonMemorialDaythroughLaborDay):

10:00AM-1:00PM 1:30PM-4:30PM 5:00PM-8:00PM

Full Park Rental - Commercial/Ticketed, 11+ vendors

Full Park Rental - Non-Ticketed, 0-10 vendors

Full Park Rental - Additional Electricity

Tournament Play - Heritage Park Baseball Complex $1,000

(5Fields,BleacherSeating,Restrooms)

Tournament Play - Heritage Park Soccer Complex

(4Fields,Restrooms)

Tournament Play - Chisholm Trail Park Softball Complex $750 + $500

(3Fields,BleacherSeating,Restrooms)

Tournament Play - Jaycee Baseball Field

(1Field,BleacherSeating,Restrooms)

Tournament Play Light Fee

(1Field,BleacherSeating,Restrooms)

Disc Golf Tournament - Heritage Park Disc Golf Course

(FamilyPavilionandDiscGolfCourse)

TournamentsmaybeheldbyorganizationsthatdonothaveaseparateagreementwiththeCityfromFridayafternoonsat5:00p.m.toSundayevenings at8:00p.m.Applicantsarelimitedto3events/year/complex.Requestsmustbesubmittedatleastonemonthpriortoaproposedevent.Allfieldrentals areatthediscretionoftheCityandwillbebasedonfieldconditionsandavailability.Allfield/course/courtpreparationswillbetheresponsibilityofthe renter.

8hourmaximumratecharged.Off-DutyOfficer(s)willberequiredateventswithalcoholpresent.Rateswillbebasedoncurrentfeesforoff-dutypolice andreserveofficers.

Miscellaneous Permits & Fees

Other Requests (Attorney General's current guidelines)

Standard Page Copies (up to 8.5x14) each side is a page

Oversized Page Copies (11x17)

Page (Mylar, Blueprint, Photographic)

Personnel Charge - Programming Personnel

Personnel Charge - Other Personnel (locate, compile, reproduce)

$0.10/page (no charge if under $1)

$0.50/page

$15/hour (see City Clerk)

Personnel Charge - Overhead 20% of personnel charge (see City Clerk)

Computer Resource Charge - Mainframe

Computer Resource Charge - Midsize

Computer Resource Charge - Client/Server

Computer Resource Charge - PC or LAN

Miscellaneous Supplies (labels, boxes, etc.)

Remote Document Retrieval

Postage/Shipping (if applicable)

Permit (if

$10/CPU minute

$1.50/CPU minute

$2.20/hour

$1.00/hour

Waste

(apartments,

Ifthecartisstolenormissing,onefreereplacementcartwillbeprovidedtothecustomer.Onlyonereplacementcontainerwillbeprovided/18-month period.Thereplacementchargewillbeappliedforanyadditionalreplacementcontainerwithinthe18-monthperiod.Cartsdamagedbythecustomerwill resultinthereplacementcharge.TheCityreservestherighttochargeforreplacementcontainersiftheCitydeterminesthereisapatternofabuse,neglect orloss.AstolencontainermustbereportedtotheUtilityBillingDepartment.

Ifthecartisstolenormissing,onefreereplacementcartwillbeprovidedtothecustomer.Onlyonereplacementcontainerwillbeprovidedper18-month period.Thereplacementchargewillbeappliedforanyadditionalreplacementcontainerwithinthe18monthperiod.Cartsdamagedbythecustomerwill resultinthereplacementcharge. TheCityreservestherighttochargeforreplacementcontainersiftheCitydeterminesthereisapatternofabuse,neglect, orloss.AstolencontainermustbereportedtotheUtilityBillingDepartment.

Laborcostsarecalculatedat$25/employee/hour

Drainage Rates & Fees

Water Rates & Fees

**AllmetersmustbepurchaseddirectlyfromtheCityofBelton.Meters2"andsmallermustbeinstalledbytheCityofBelton . Water Tap + Meter with No Street Cut

Water Tap + Meter with Street Cut

Cut-in Tee on Existing Line for Irrigation Meter

City Installed Fire Line Tap

Contractor Installed Water Tap

Contractor Installed Fire Line Tap

Meter Box Replacement Fee

Meter Box Lid Only Replacement Fee

Note:Allpricesshownareapplicableforwatermeterrelocations.

$300/tap

$200/tap

$40/box

Unauthorized Water Use - Existing Tap & Using Water Without Meter or

Sewer Rates & Fees

Contractor Installed Sewer Tap - Inspection

MustadheretotheCity'sDesignManual

Fee Schedule

Volumetric Sewer Rate

ResidentialCustomersarecappedattheirwinteraverageforvolumetricsewer.

Effective 10/01/2024

$8.07/1,000 gallons above base rate

Unauthorized Sewer Usage Ordinance #2020-28

Unauthorized Tapping a Sewer Line Without Authorization

$2,000/tap or cost to repair line according to fees listed in Sec. 23137, whichever is greater

Tap Manhole Without Authorization$5,000/tap or cost to repair manhole according to fees listed herein, whichever is greater