Page 1

Proposed Annual Budget Fiscal Year 2022


CITY OF BELTON, TEXAS ANNUAL BUDGET FISCAL YEAR 2022 OCTOBER 1, 2021 – SEPTEMBER 30, 2022

PROPOSED ON AUGUST 10, 2021

THE MAYOR AND CITY COUNCIL Wayne Carpenter, Mayor David K. Leigh, Mayor Pro Tem Guy O’Banion, Councilmember John R. Holmes, Sr., Councilmember Craig Pearson, Councilmember Daniel Bucher, Councilmember Dan Kirkley, Councilmember Sam A. Listi City Manager

This budget will raise more total property taxes than last year’s budget by $865,593 or 9.68%, and of that amount $235,230 is tax revenue to be raised from new property added to the tax roll this year.

Page 1


CITY OF BELTON, TEXAS FY 2022 ANNUAL BUDGET

PREPARED BY William Michael Rodgers, CPA Director of Finance

Megan Odiorne Senior Accountant

Amanda Cox Senior Accountant

Christina Sparks Senior Accountant

CITY OFFICIALS Sam A. Listi John Messer Amy Casey Gene Ellis Jonathon Fontenot Michael Rodgers Kim Kroll Robert Van Til Charlotte Walker Chris Brown Matt Bates [Vacant] Cynthia Hernandez Paul Romer Judy Garrett

City Manager City Attorney City Clerk Assistant City Manager/Police Chief Fire Chief Director of Finance Director of Library Director of Planning Director of Human Resources Director of Information Technology Director of Parks & Recreation Director of Public Works/City Engineer Executive Director of Economic Development Public Information Officer Retail Development Coordinator

Visit our website at www.beltontexas.gov

Page 2


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, 2020. 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.

Page 3


Table of Contents I.

Introduction Annual Budget Cover Page……………………………………………………………………………… 1 City Officials………………………………………………………………………………………………2 Government Finance Officers Association Distinguished Budget Presentation Award………… 3 Table of Contents…………………………………………………………………………………………4 Introduction to the Budget Document………………………………………………………………… 8 Budget Message…………………………………………………………………………………………11 A Historical Perspective…………………………………………………………………………………22 Elected and Appointed Officials…………………………………………………………………………24 City Information…………………………………………………………………………………………… 30 Financial and Budget Policies…………………………………………………………………………… 32 Budget and Tax Calendar………………………………………………………………………………35 Budget Process…………………………………………………………………………………………… 37 City of Belton Strategic Plan…………………………...……………………………………………… 39 Fund Structure……………………………………………………………………………………………79 Organization Chart………………………………………………………………………………………80 Budgeted Personnel History……………………………………………………………………………83 City-Wide Budget Summary…………………………..…………………………………………………86 Consolidated Statement of Fund Balance…………………………………………………………… 88 Capital Expenditures…………………………………………………………………………………… 90 City-Wide Budget Summary History…………………………..……………………………………… 91 Comparative Schedule of City-Wide Resources and Expenditures…………………………..……92

II.

General Fund Overview Overview / Organizational Structure……………………………………………………………………93 Statement of Fund Balance…………………………………………………………………………… 94 Recap………………………………………………………………………………………………………95 Revenue Trend………………………………………………………………………………………… 96 Distribution of Revenues…………………………………………………………………………………97 Major Revenue Sources…………………………………………………………………………………98 Revenue Detail……………………………………………………………………………………………104 Expenditures by Department……………………………………………………………………………106 Department and Division Expenditure Summary…………………………………………………… 107 Expenditure Category Summary……………………………………………………………………… 109 Line Item Expense Detail……………………………………………………………………………… 110 General Fund Long-Term Forecast……………………………………………………………………114

Page 4


Table of Contents III.

General Fund Expenditure Detail City Council……………………………………………………………………………………………… 116 City Manager's Office……………………………………………………………………………………118 Public Information………………………………………………………………………………………… 120 Retail Development………………………………………………………………………………………122 Finance……………………………………………………………………………………………………124 Human Resources……………………………………………………………………………………… 126 Legal………………………………………………………………………………………………………128 Police - Administration…………………………………………………………………………………… 130 Police - Operations………………………………………………………………………………………132 Police - Support Services……………………………………………………………………………… 134 Police - Animal Control………………………………………………………………………………… 136 Police - Code Enforcement……………………………………………………………………………… 138 Fire - Suppression……………………………………………………………………………………… 140 Fire - EMS…………………………………………………………………………………………………144 Information Technology…………………………………………………………………………………146 Streets…………………………………………………………………………………………………… 148 Parks & Recreation - Facilities…………………………………………………………………………152 Parks & Recreation - Community Center………………………………………………………………156 Parks & Recreation - Recreation………………………………………………………………………158 Planning……………………………………………………………………………………………………160 Inspections………………………………………………………………………………………………… 162 GIS…………………………………………………………………………………………………………164 Library……………………………………………………………………………………………………… 166 Other Costs………………………………………………………………………………………………168 Solid Waste- Collection…………………………………………………………………………………170 Solid Waste - Brush………………………………………………………………………………………172 Fleet Maintenance……………………………………………………………………………………… 174 Building Maintenance……………………………………………………………………………………176 Engineering……………………………………………………………………………………………… 178

IV.

Debt Service Fund Overview………………………………………………………………………………………………… 181 Statement of Fund Balance…………………………………………………………………………… 182 Revenue Detail……………………………………………………………………………………………183 Expenditures………………………………………………………………………………………………184 Amortization Summary (All Obligations)………………………………………………………………185 Amortization Schedules…………………………………………………………………………………186

Page 5


Table of Contents V.

Special Revenue Funds Hotel/Motel Tax Fund Overview / Statement of Fund Balance…………………………………………………………193 Revenue Detail……………………………………………………………………………………194 Expenditures………………………………………………………………………………………195 TIRZ Fund Overview / Statement of Fund Balance…………………………………………………………196 Revenue Trend……………………………………………………………………………………197 Revenue Detail……………………………………………………………………………………198 Expenditure Category Summary…………………………………………………………………199 Expenditures………………………………………………………………………………………200 Amortization Summary (All Obligations)……………………………………………………… 201 Amortization Schedules………………………………………………………………………… 202

VI.

Enterprise Funds Water & Sewer Fund Overview……………………………………………………………………………………………204 Statement of Fund Balance………………………………………………………………………205 Recap………………………………………………………………………………………………206 Revenue Trend……………………………………………………………………………………207 Distribution of Revenues…………………………………………………………………………208 Revenue Detail……………………………………………………………………………………209 Division Summary…………………………………………………………………………………210 Expense Category Summary……………………………………………………………………211 Line Item Detail……………………………………………………………………………………212 Utility Administration…………………………………………………………………………….. 216 Utility Finance……………………………………………………………………………………..218 Water……………………………………………………………………………………………....222 Sewer - Collection……………………………………………………………………………......226 Sewer - Lift Stations…………………………………………………………………………….. 228 Other Costs…………………………………………………………………………………….....230 Amortization Summary (All Obligations)……………………………………………………… 232 Amortization Schedules………………………………………………………………………… 233 Long-Term Forecast…………………………………………………………………………….. 238 Drainage Fund Overview / Statement of Fund Balance……………………………………………………......239 Revenue Trend……………………………………………………………………………….......240 Revenue Detail……………………………………………………………………………….......241 Expense Category Summary……………………………………………………………………242 Expenses……………………………………………………………………………………….....244 Amortization Summary (All Obligations)……………………………………………………….247 Amortization Schedules………………………………………………………………………… 248 Long-Term Forecast………………………………………………………………….................249

Page 6


Table of Contents VII.

Internal Service Funds Information Technology Fund Overview / Statement of Fund Balance………………………………………………………..250 Revenue Detail…………………………………………………………………………………...251 Expense Category Summary……………………………………………………………………252 Expenses………………………………………………………………………………………….254 Building Maintenance Fund Overview / Statement of Fund Balance………………………………………………………..257 Revenue Detail…………………………………………………………………………………...258 Expense Category Summary…………………………………………………………....……...259 Expenses……………………………………………………………………………………........260

VIII.

Capital Improvements Program (CIP) Overview………………………………………………………………………………………………....263 Projects Summaries - General Government Projects…………………………………………........266 Projects Summaries - Utility Projects…………………………………………………...……............267 Projects Detail - General Government Projects………………………........………………………..268 Projects Detail - Utility Projects……………………………………...………………………………...289

IX.

Belton Economic Development Corporation Belton Economic Development Corporation Overview………………………………………………………………………….......…….........319 Statement of Fund Balance…………………………………………………...……….............320 Revenue Trend……………………………………………………………………….................321 Revenue Detail……………………………………………………………………………..........322 Expenditure Category Summary……………………………………………………................323 Expenditures……………………………………………………....………………….................324

X.

Appendix City and Area Demographics…………………………………………………………………….........327 Tax Rate Calculation Worksheet………………………………………………………………….......335 Budget Glossary…………………………………………………………………………………….......351 Acronyms…………………………………………………………………………………………….......356

Page 7


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.

Page 8


Operating Budgets for Other Funds The operating budgets for the other funds of the City are presented 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/expense budgets are detailed by account. Additional summaries are presented for the Water & Sewer Fund.

Capital Improvements Program This section presents the City’s plan for development for Fiscal Years 2022 - 2026. Components of this section include:  An overview of 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.

Belton Economic Development Corporation The operating budget for the Belton Economic Development Corporation is presented 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.

Page 9


Page 10


City of Belton − Founded 1850 −

August 10, 2021 The Honorable Mayor and Members of the City Council City of Belton 333 Water Street Belton, Texas 76513 Mayor Carpenter and Council Members: We are pleased to submit this Proposed Annual Budget for the fiscal year that begins on October 1, 2021 (FY 2022). 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. 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 maintaining sound financial policies. 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 Balanced Budget Adequate Tax Rate

Grant Funding

Community Investment

Equipment Replacement

Street Maintenance

Parks and Recreation

Capital Projects

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

Page 11


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 2022 budget is oriented toward sustaining the City’s current operating levels while meeting the demands created by a growing population. 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 Limiting budget growth 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 long-range planning, increasing development activity, and scheduling capital projects, the need to perform the day-to-day operations of municipal government remains. These operations include, among other things, maintaining city streets, repairing water and sewer lines, responding to emergency situations, maintaining park spaces, and providing library 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. Compared to the previous year that included considerable uncertainty surrounding COVID-19, the budget development process for FY 2022 was made easier by property tax and sales tax revenue that has proven to be resistant to the pandemic. A strong demand for housing, along with limited supply, continues to push property values higher. Federal government stimulus checks, and other COVID relief efforts, have driven consumer spending – and the sales tax that it generates – to record levels in Belton. Higher revenues in FY 2022 provide the resources to fund several Strategic Plan priorities such as street maintenance, infrastructure rehabilitation, and employee compensation. While the property tax base increased annually, the City maintained a flat tax rate of $0.6598 per $100 of taxable value for several years. With an acute awareness of the burden that property taxes could place upon citizens and businesses during a pandemic, the City Council adopted a property tax rate of $0.6300 for FY 2021. Management recommends no change to the rate for FY 2022.

Page 12


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 can be achieved by the city alone. Efficiencies are gained when the work and cost can be shared among agencies. Examples include the Texas Parks & Wildlife grant for Heritage Park and the TXDOT grant for the South Belton Shared Use Path. 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 are replaced in the future. All divisions will transfer 100% of the scheduled contribution amount in FY 2022.

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 at a level of $500,000 per year. The plan should 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. Street maintenance funding in FY 2022 will reach $650,000, far exceeding the level envisioned in the Strategic Plan. Certainly, our increased street inventory will encourage us to maintain, or even increase, that level of funding in the years to come. 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 quality-of-life facilities. The result of this master plan will be a parks system that is harmonious with its surroundings and enjoyed by all.

Page 13


FY 2022 BUDGET OVERVIEW The FY 2022 Proposed Annual Budget includes total resources of $36,383,280 and expenditures of $34,180,640, including transfers and planned use of fund balance. For perspective, the amended budget for FY 2021 contained resources of $32,440,763 and expenditures of $31,410,977. This message discusses the major issues, initiatives, and assumptions addressed in the budget. The City's overall financial position is sound. The reserves in all funds are adequate and will continue to be monitored. This monitoring is accomplished through continued refinement of long-range fund projections and monthly budget performance review. Resources General Fund Debt Service Fund Hotel/Motel Tax Fund TIRZ Fund Water & Sewer Fund Drainage Fund Information Technology Building Maintenance BEDC Fund Total

FY 2022 $17,470,200 1,180,870 183,100 2,538,930 10,614,980 580,400 901,240 458,230 2,455,330 $36,383,280

Expenditures General Fund Debt Service Fund Hotel/Motel Tax Fund TIRZ Fund Water & Sewer Fund Drainage Information Technology Building Maintenance BEDC Fund Total

FY 2022 $17,470,200 1,180,870 180,110 2,210,240 10,614,980 573,180 846,190 419,610 685,260 $34,180,640

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 followed a policy of maintaining a reserve level of not less than 25% of budgeted expenditures - plus the annual debt service for fund-supported borrowing - 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, 2021, and the projected balance for the fiscal year ending September 30, 2022. Belton remains in compliance for FY 2022 with an accumulated reserve level of 42% of budgeted expenditures.

Page 14


$8,000,000

50.0%

$7,000,000

40.0% 30.0%

$6,000,000

20.0%

$5,000,000 $4,000,000

10.0% 2019 Actual

2020 Actual

2021 Estimate

Reserves as a % of Expenditures

2022 Budget

0.0%

Accumulated Reserves

GENERAL FUND REVENUES Total revenues for the General Fund in FY 2022 are $17,420,200, an increase of $1,590,498 or 10.02% 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 Forty-one percent of General Fund revenues are derived from property taxes. The Bell County Appraisal District reports that the taxable value of property located within the City of Belton has increased by nine percent to $1,556,589,820. Current property tax revenue of $7,160,200 is budgeted. The tax rate that will generate the amount reflected in the proposed annual budget is $0.63 per $100 of taxable valuation, the same rate as FY 2021. 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. If a tax rate of $0.63 is adopted, the tax rates for debt service and M&O would be $0.0834 and $0.5466, respectively. Sales Tax Another large revenue source in the General Fund is the sales tax. The FY 2022 Proposed Annual Budget anticipates sales tax revenue to grow by six percent to $4,917,660. The gain can be attributed to the ongoing expansion of the area economy as more consumers find Belton a great place to shop.

Page 15


General Fund Revenues Court Fines & Fees 2% Permits & Licenses 2%

Charges for Service 15%

Miscellaneous 1%

Transfers 4%

Property Tax 41%

Franchise & Other Taxes 7% Sales Tax 28%

GENERAL FUND EXPENDITURES General Fund expenditures in the FY 2022 Proposed Annual Budget total $17,470,200, increasing $710,931 over the FY 2021 amended budget. Encompassing sixty percent of the budget, charges within the personnel category rise to enhance public safety operations and to increase compensation for employees based upon their performance. At twenty-six percent of General Fund expenditures, the increase in appropriations for services is primarily due to higher costs for refuse collection. A compensation study will also be completed in FY 2022. The maintenance category includes $650,000 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 2022 Annual Budget includes transfers for future vehicle and equipment replacement.

General Fund Expenditures Transfers 4%

Other Expenses 1% Services 26%

Personnel 60%

Maintenance 6% Supplies 3%

Page 16


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 $1,114,330. Expenditure appropriations for FY 2022 total $1,180,870. Payments on tax-supported debt comprise three percent of all appropriations included in the FY 2022 Proposed Annual Budget.

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 seventeen percent in FY 2022 to $10,614,980 from the COVID-reduced budget of $9,003,733 in FY 2021. Consumption volume grows as the number of customers served continues to climb. The proposed water and sewer rates have not changed from the previous year. The FY 2022 Proposed Annual Budget anticipates Water and Sewer Fund expenses to jump by $1,625,270 to $10,614,980. Water procurement costs increase by $309,157, while sewer treatment costs remain stable. Transfers to capital project funds rise by $670,075 to advance vital infrastructure projects. Revenue FY 2021 FY 2022 Type Budget Budget Water $5,068,687 $6,014,130 Sewer 3,319,370 3,829,650 Fees 482,998 489,690 Miscellaneous 132,678 127,160 Other Source 0 154,350 Total $9,003,733 $10,614,980

Expense Division Admin Finance Water Sewer Other Total

FY 2021 FY 2022 Budget Budget $813,340 $1,708,150 558,008 2,185,990 3,450,235 3,628,690 1,865,579 3,092,150 2,302,548 0 $8,989,710 $10,614,980

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 projects. The revenue for the Drainage Fund is generated by the City’s drainage fee. The proposed drainage fee remains unchanged at $5.00 per month for single family dwellings.

Page 17


However, drainage fee revenue in FY 2022 increases by six percent to $580,400 as the customer count grows. Budgeted expenses for FY 2022 total $573,180, including appropriations for four maintenance workers, public education efforts, and debt payments.

HOTEL/MOTEL TAX FUND The Hotel/Motel Tax Fund records the receipt and distribution of the City’s hotel occupancy tax, which is levied at seven percent of the room rental rates. The City also receives a small portion of the County’s hotel occupancy tax. Authorized by state statute and approved by City Council, expenditures must promote tourism and the hotel industry. Revenues were expected to significantly decline in FY 2021 with prolonged closures due to the COVID-19 pandemic. However, hotel occupancy quickly recovered after a brief drop. For FY 2022, hotel occupancy tax revenue is projected to remain flat. Expenditures in FY 2022 increase to $180,110.

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 can 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, which will expire in 2024. TIRZ Fund revenue continues to grow rapidly as captured property values within the Zone swell. Total revenues that are reflected in the FY 2022 Proposed Annual Budget At $2,210,240, increase by nine percent from $2,319,650 to $2,538,930. expenditures grow to improve Heritage Park.

Captured Values within Belton TIRZ No. 1 $300,000,000 $250,000,000 $200,000,000 $150,000,000 $100,000,000 $50,000,000 $0 2011

2012

2013

2014

2015

2016

Page 18

2017

2018

2019

2020

2021

2022


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 2022 revenues total $901,240, while expenditures equal $846,190 to acquire several computers for police vehicles.

BUILDING MAINTENANCE FUND The Building Maintenance Fund is another internal service fund that will be used to account for all costs of providing building maintenance throughout the organization. Charges to other divisions total $458,230. Expenditures in FY 2022 total $419,610.

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 2022 Proposed Annual Budget increase by six percent to $2,455,330. As sales tax revenue is essentially its sole source of income, the Corporation took an ultra-conservative approach to budgeting in FY 2021. The anticipated decline did not occur, however, as FY 2021 sales tax revenue may reach $2,320,110, $617,911 greater than budget. FY 2022 expenditures of $685,260 include funding for a downtown marketing plan and the preliminary design for the extension of Capitol Way.

CONCLUSION Conservative management has placed the City of Belton in a sound financial position. The General Fund and the Water & Sewer Fund have healthy reserves. A growing property tax base provides sufficient resources to cover services, and sales tax revenue continues to rise. On the expenditure side, the allotment for street maintenance exceeds that which was envisioned in the Strategic Plan. There will also be a significant investment in infrastructure projects through Belton’s CIP, as well as in our most important asset, municipal employees. The FY 2022 Proposed 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 proposed 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.

Page 19


The leadership of the City Council, as well as its time and attention during the development of the FY 2022 budget, is greatly appreciated. Gratitude is also extended to Department Heads and staff members for their work and dedication to serving the community. Respectfully submitted,

Sam A. Listi City Manager

Michael Rodgers, CPA Director of Finance

Page 20


Page 21


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 new edifice, 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.

Page 22


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.

Page 23


ELECTED OFFICIALS CITY COUNCIL Three-Year Terms NAME Wayne Carpenter, Mayor David Leigh, Mayor Pro Tem Guy O’Banion John Holmes Craig Pearson Daniel Bucher Dan Kirkley

Mayor

Mayor Pro Tem

Wayne Carpenter

Guy O’Banion

TERM EXPIRES May 2022 May 2024 May 2022 May 2023 May 2024 May 2022 May 2023

John Holmes

FY 2021-2022 City Council

David Leigh

Craig Pearson

Page 24

Daniel Bucher

Dan Kirkley


APPOINTED OFFICIALS BELL COUNTY HEALTH DISTRICT BOARD Three-Year Terms NAME Wayne Carpenter Ayse Clark (Alternate)

TERM EXPIRES October 11, 2022 March 24, 2023

BELL COUNTY TAX APPRAISAL DISTRICT Two-Year Terms NAME Ray Severn

TERM EXPIRES December 31, 2021

BELTON ECONOMIC DEVELOPMENT CORPORATION BOARD OF DIRECTORS Three-Year Terms Created by Resolution No. 030591-1 NAME Brandon Bozon Griff Lord Joe Shepperd, President Stevie Spradley Matt Wood

TERM EXPIRES November 30, 2022 November 30, 2023 November 30, 2021 November 30, 2023 November 30, 2022

CENTRAL TEXAS HOUSING CONSORTIUM BOARD Two-Year Terms NAME Linda Angel Marvin Bell

TERM EXPIRES January 25, 2023 January 24, 2022

ELECTRICAL BOARD Two-Year Terms Created by Ordinance No. 72881-2 NAME Robert Bass Casey Simpson (Oncor Rep) Jamie Sanderford V. W. (Bill) Barge Jeff Booker, Fire Marshal

TERM EXPIRES October 23, 2021 October 23, 2021 October 23, 2022 October 23, 2022 Virtue of Position

Page 25


ETHICS COMMISSION One-Year Terms Created by Ordinance No. 2005-47 NAME Larry Pointer, Chair Bert Peeples Mark Fitzwater Rucker Preston Nicholas Rabroker Mike Miller Dr. Craig Hammonds Amy Casey, Secretary

TERM EXPIRES May 25, 2022 May 25, 2022 May 25, 2022 May 25, 2022 May 25, 2022 May 25, 2022 May 25, 2022 Virtue of Position

HISTORIC PRESERVATION COMMISSION Two-Year Terms Created by Ordinance No. 2012-18 NAME T.C. Lipe Ann West Tammie Baggerly Barrett Covington Ann Carpenter Tina Moore, Historic Preservation Officer

TERM EXPIRES September 8, 2022 September 8, 2022 September 8, 2022 September 8, 2021 September 8, 2021 Virtue of position

BUILDING AND STANDARDS COMMISSION (Replaced Housing Board of Adjustments & Appeals) Two-Year Terms Created by Ordinance No. 2020-42 NAME Johner Martin Joe Schaub Priscilla Linnemann Samantha Crumbaugh Cari Starritt-Burnett

TERM EXPIRES November 10, 2022 November 10, 2022 November 10, 2022 November 10, 2022 November 10, 2022

Page 26


LIBRARY BOARD OF DIRECTORS Three-Year Terms Created by Ordinance February 28, 1933 NAME Peggy Williams Roxanne Sanders Frances Fennessy Sandra Velo Kari Martin Chad Green Janice Pustka

TERM EXPIRES August 13, 2022 November 30, 2023 November 30, 2021 November 30, 2022 November 30, 2023 August 13, 2022 November 30, 2022

MUNICIPAL JUDGE & ASSOCIATE JUDGE NAME Steve Lee Ted Duffield, Associate

TERM EXPIRES Indefinite Indefinite

PARKS BOARD Two-Year Terms Created by Ordinance No. 51083-3 NAME Josh Pearson, Chair Oscar Bersoza Ted Smith Diane Rin Jason Wolfe

TERM EXPIRES June 20, 2022 June 20, 2022 June 20, 2023 June 20, 2023 June 20, 2023

PLANNING AND ZONING COMMISSION Two-Year Terms Created by Ordinance No. 52885-1 NAME Joshua Knowles Nicole Fischer Luke Potts Stephanie O’Banion Brett Baggerly, Chair Quinton Locklin David Jarratt Dave Covington Zachary Krueger

TERM EXPIRES May 28, 2022 May 28, 2022 May 28, 2022 May 28, 2022 May 28, 2022 June 13, 2023 June 13, 2023 June 13, 2023 June 13, 2023

POLICE & FIRE CIVIL SERVICE COMMISSION Three-Year Terms Ordinance No. 96-27 NAME Jimmy Rowton Jerry Samu Larry Thompson

TERM EXPIRES September 24, 2022 September 24, 2021 September 24, 2023

Page 27


PUBLIC PROPERTY FINANCE CORPORATION BOARD OF DIRECTORS Six-Year Terms Created by Ordinance No. 51987-1 NAME Bill Holmes, President JoAn Dillard Vacant

TERM EXPIRES August 12, 2023 August 12, 2023 August 12, 2023

TAX INCREMENT REINVESTMENT ZONE BOARD Two-Year Terms Created by Ordinance No. 2004-64 NAME David K. Leigh, Chair Craig Pearson Blair Williams David Blackburn Russell Schneider Sam Listi, City Manager, Ex Officio Wayne Carpenter, Mayor, Ex Officio Amy Casey, City Clerk, Ex Officio

TERM EXPIRES January 13, 2023 January 13, 2023 January 13, 2023 January 13, 2023 January 13, 2023 Virtue of Position Virtue of Position Virtue of Position

TEXAS DORMITORY FINANCE AUTHORITY, INC. Two-Year Terms Created by Ordinance No. 82289-1 NAME Bill Holmes Blair Williams Bry Ewan Chuck Douglas Danny Dossman Dr. Andy Crowson

TERM EXPIRES April 26, 2022 April 26, 2022 April 26, 2022 April 26, 2022 April 26, 2022 April 26, 2022

YOUTH ADVISORY COMMISSION One-Year Terms Created by Ordinance No. 2007-20 NAME Madison Jones, Chair Audrey Haffner Kariane Hosch Anthony Jones Emma Romer Derrance Daniels Allison McBride Emily Ogden Ethan Rodriguez

TERM EXPIRES September 1, 2021 September 1, 2021 September 1, 2021 September 1, 2021 September 1, 2021 September 1, 2021 September 1, 2021 September 1, 2021 September 1, 2021

Page 28


ZONING BOARD OF ADJUSTMENTS Two-Year Terms Created by City Council April 1971 NAME Mat Naegele Nelson Hutchinson Amanda Hendrick Robin Alaniz John Gillette

TERM EXPIRES June 25, 2022 June 25, 2022 August 22, 2021 August 22, 2021 August 22, 2021

Page 29


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. Following the City Charter election in 2020 and Council member transitions thereafter, 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. Animal Control is a division of the Police 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:

Page 30


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 7 percent hotel/motel 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 ½ percent economic development sales tax approved by voters in 1990.

The AFR includes non-budgeted funds that are not included in this budget document.

Page 31


BASIS OF BUDGET & ACCOUNTING The City’s Annual Financial Report (AFR) 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. In most cases this conforms to the way the City prepares its budget. 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 90 days of operating expenditures. The projected fund balance at the end of FY 2022 is 159 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 Financial Report (AFR), 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-five consecutive Certificates from FY 1986 through FY 2020. We believe the FY 2021 audit will also conform to the standards of the Certificate Program, and it will be submitted it to GFOA for award consideration.

Page 32


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 2022. 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 2022 sales tax revenues were budgeted with a conservative projected increase from the FY 2021 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 shop. The transfers for FY 2022 are $589,910. The City will not issue debt to finance current operations. No debt was issued in FY 2021 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 2022 contingency amount is set at $100,000 or 0.6% 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 twenty-nine consecutive years, for FY 1993 through FY 2021. 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 2022 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 2022 budget does not contain any transfers from the General Fund to the Water & Sewer Fund or the Drainage 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 2014. The next study may be conducted in FY 2022.

Page 33


The City's rate structures for water and sewer services will (to the greatest extent possible) be fair and equitable to all customers. The current water and sewer rates per 1,000 gallons are the same for all customers by classification within the City limits 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 2022 exceeds current debt coverage requirements. The utility system 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.

Page 34


CITY OF BELTON Budget & Tax Calendar FY 2022 Date

Event

March 1, 2021

Budget Worksheets Distributed to Departments

 Budget worksheets distributed to departments

March/April

Budget Preparation

 Departments prepare budget requests

April 8, 2021

Budget Requests Due

 Detailed line item requests are returned to Finance

Apr 19 – 30, 2021

June 1, 2021 June 3, 2021

Meetings with Department Heads BEDC Board Meeting Special Called Council Meeting BEDC Board Meeting TIRZ Board Meeting

 Departments meet with City Manager and Finance to discuss budget requests  BEDC budget workshop  Workshop with City Council to discuss the Strategic Plan and receive direction on long-term goals for the City  2nd BEDC Board budget workshop  TIRZ draft budget to Board

June 8, 2021

Regular Council Meeting

June 22, 2021 July 13, 2021 July 23, 2021 July 27, 2021 August 10, 2021

Regular Council Meeting Regular Council Meeting Certified Tax Roll Regular Council Meeting Regular Council Meeting

August 17, 2021

Newspaper Notice

 General Fund, Debt Service Fund, Information Technology Fund, Building Maintenance Fund, and Hotel/Motel Fund  Water and Sewer Fund, Drainage Fund, TIRZ Fund, and BEDC  Discuss the 2022 – 2026 Capital Improvements Program  BCAD delivers certified ad valorem tax values  Presentation of fee schedule changes  Present the FY 2022 Proposed Annual Budget to City Council (Must be filed with Clerk at least 30 days before budget adoption)  Call for Public Hearing (PH) on budget  Post proposed budget on City website  Propose Ad Valorem Tax Rate  Call for PH on Tax Rate (if exceeds no-new-tax rate)  Present the Strategic Plan  Post proposed tax rates on website  Publish notice of PH on budget (10 - 30 days before hearing)

August 24, 2021

Newspaper Notice

September 7, 2021

Special Called Council Meeting

September 14, 2021*

Regular Council Meeting

May 4, 2021 May 26, 2021

Requirement/Action

 Publish in newspaper and on City website notice of PH on tax rate (if exceeds no-new-tax rate - must be at least 5 days before PH)  Continuous website notice of PH on tax rate (at least 7 days before PH)  PH on budget (at least 15 days after filing with City Clerk)  PH on tax rate  Council to consider budget and tax rate at September 14 meeting  Receive public input on Strategic Plan  Adopt fee schedule  Ratify tax revenue increase in budget, if necessary  Adopt Strategic Plan, FY 2022 Annual Budget, and 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 16, 2021) if the City plans to adopt a tax rate that exceeds the greater of the voter-approval rate or the de minimis rate.

Page 35


Budget Calendar - Flow Chart The following chart summarizes the budget process and the various steps leading to the adoption of the Fiscal Year 2022 Budget. Jan

Feb

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)

Page 36

Mar

Apr

May Jun

Jul

Aug

Sep

Oct

Nov Dec


THE BUDGET PROCESS The City Charter establishes the fiscal year, which begins October 1 and ends September 30. Each March, 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 May, these meetings help the City Manager formulate his priorities and work agenda. A series of City Council budget workshops are held, usually in July and August. 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 before August 31. 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.

Page 37


Page 38


City of Belton Strategic Plan FY 2022 – 2026 October 1, 2021

Page 39


HISTORY OF STRATEGIC PLANNING IN BELTON, TEXAS In FY 2000, the City Council began an in-depth strategic, long-range planning project. 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 process began with two retreats attended by Councilmembers, the City Manager, and a professional facilitator. These retreats resulted in the identification of a set of preliminary goals, which were then ranked by Council priority. City staff then conducted its own strategic planning session, aided by the facilitator. Staff’s objective was to review the Council’s list and offer input into each goal. Staff also identified which personnel would be primarily responsible for the implementation and oversight of each goal. Next, Council sought input from community leaders by inviting over 100 individuals from all sectors of the community. This session further refined goals and even added some goals which had not been identified from inside the City organization. The attendance and enthusiastic involvement of attendees testify to the community support for this strategic planning process. The next step was for citizens to provide their input through a series of public meetings on the Strategic Plan. Finally, City staff identified barriers, strategies and tasks necessary to achieve each goal. This entire process ended with the initial adoption of a Strategic Plan for the City of Belton on September 11, 2001. As a prelude to Belton’s annual budget process, a review and update of the Strategic Plan has occurred each year since the initial Strategic Plan adoption in 2001. Periodically, due to Councilmember changes, and as significant tasks identified in the Plan are accomplished, the Council conducts comprehensive updates of the Strategic Plan. With the consistent direction of the City Council, the Plan has been reviewed as part of the annual budget process each year. Additionally, the Council has directed that the Plan should be comprehensively reviewed at least every five years. A comprehensive review occurred during 2010, 2015, and in 2020, as the City completed two decades of strategic planning. During the Spring 2020 Strategic Plan Session, which was facilitated by Eric Haugeberg, seven Targeted Initiatives emerged with a clear focus on internal community development, maintenance, and enhancement, with a theme of Balance. Page 40


Even with the emergence of the COVID-19 Pandemic in the Spring of 2020, each initiative was addressed to a degree during FY 2021, the first year of FY 20212025 Planning Period. Some tasks will necessarily continue to FY 2022 and beyond. 1. Maintain current infrastructure through prioritizing the current street maintenance plan with associated costs and timelines for completion. 2. Maintain current infrastructure through prioritizing the current utility maintenance plan with associated costs and timelines for completion. 3. Maintain current infrastructure through prioritizing other capital projects and equipment plan with associated costs and timelines for completion. 4. Update the City of Belton Charter through the review process and amend the City Charter, as necessary, in order to be included on the November 2020 ballot. 5. Review and refine the development review process to be more customer friendly, simplified and expedited. 6. Develop a process to finalize the future Belton TIRZ, given its 2024 expiration. 7. Maintain a competitive staff compensation plan. The Strategic Plan for FY 2022-2026 continues this outstanding tradition of planning in Belton by updating the Plan. An in-house Plan update occurred in the Spring of 2021, coordinated by the City Manager. Department Heads and Councilmembers were asked to compile a list of three (3) current topics of essential importance and vital municipal need. Those topics were then organized under the six (6) Goal Categories of Governance, Public Safety, Quality of Life, Economic Development, Connectivity, and Parks and Natural Beauty. As a result of this Strategic Planning Process, Sustainability emerged as the principal theme for this planning period, with the addition of a new, seventh Goal Category: (7) Service Delivery. The resulting Plan reflects a comprehensive update with a viable and relevant Five-Year Action Plan of Seven identified Goals. Belton continues to have a bright future with this ongoing commitment to strategic planning through its visionary leadership.

Page 41


City of Belton, Texas Strategic Plan Definitions and Process FY 2022-2026 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.

Page 42


City of Belton, Texas Strategic Plan Recurring Prioritization Process FY 2022-2026 This Plan is a living document that is driven by flexible long-term goals. Three, one-year, Action Plans of near-term goals are established annually, while recognizing longer term goals are a function of priority and funding. Year 1 Strategic Plan Goals will be prioritized and updated annually and will provide a detailed Action Plan. Year 2 and 3 Action Plans will be a function of Year 1 outcomes. Staff has developed goal worksheets for each actionable goal comprising Year 1 of the three-year action plans. 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 create an updated list, looking out five years into the future and beyond.

Page 43


City of Belton, Texas Strategic Plan Recurring Community/Policy Initiatives FY 2022-2026 • 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, Leadership Belton, Central Texas Council of Governments (CTCOG), Killeen-Temple Metropolitan Planning Organization (KTMPO), 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), and Bell County Health District, among 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), the Youth Advisory Commission (YAC), Belton Fire Corps, National Night Out, and the Belton Lions Club in its sponsorship of Heritage Park. • RUOK Addressing the needs of Senior Care and interaction with vulnerable/ aging adults is the mission of RUOK, a program of the Belton Police Department. • Citizen Involvement The City of Belton encourages an active and informed citizenry to participate in its 16 Volunteer Boards/Commissions, and Specialty Committees for adhoc, short-term analysis of topical issues. Council expressed an ongoing interest to encourage more diversity in Citizen Engagement. Page 44


Belton’s Three Year Implementation Plan Goal Category 1. Governance

2. Public Safety

Fiscal Year 2022 Priority 1 Goals Goals

a) b) c) d) e) f) a) b) a)

3. Quality of Life

4. Economic Development

Conduct Annual Strategic Plan Update Articulate Growth Management Strategy Implement Balanced Tax/Fee Schedules, American Rescue Plan Funding, FB Policy Complete TIRZ Plan Update Conduct Board Coordination and Enhance Belton’s Citizen Engagement Refine Development Review Standards and Simplify and Expedite Permit Process Address Strategic Needs for Police Department Address Strategic Needs for Fire Department Address Existing and Future Infrastructure and Capital Equipment Needs through Comprehensive Capital Improvement Plan (CIP): • Street Maintenance • Water/Sewer – NW Belton Water Tank • Storm Drainage • Capital Equipment Replacement • Library Enhancements – Interior Study

a) Develop Downtown Redevelopment Plan, including 6th Avenue Gateway Corridor and BEDC Marketing Plan b) Complete IH 35 and IH 14 Sewer/Water Infrastructure c) Coordinate City/BEDC Efforts to Maximize Project Success, including Retail

5. Connectivity

6. Parks/Natural Beauty

7. Service Delivery

Goal Category 1. Governance

2. Public Safety

3. Quality of Life

4. Economic Development

5. Connectivity

6. Parks/Natural Beauty

7. Service Delivery

Goal Category 1. Governance 2. Public Safety

a) Coordinate Projects with TxDOT • Loop 121 Construction • FM 93 Design/ROW • Renovation of Central Avenue Bridge in Yettie Polk Park b) Continue Planning for FM 2271 Area Circulation a) Continue Enhancements to Park System including Heritage Park, Standpipe, and new Park South b) Leverage Partnerships – Belton, Temple, USACE (Miller Springs); BISD; BS&W; Bell County, UMHB a) Exercise Servant Leadership in the delivery of customer service b) Address employee compensation comprehensively c) Acknowledge importance of talent attraction and employee retention d) Provide adequate personnel to meet community needs e) Maintain partnerships that supplement staff resources: grants, interns, work study, volunteers

Estimated Cost

Staff Staff/TBD Staff Ph.1-$40K/Ph.2-TBD Staff/TBD Staff Staff Staff

Varies by Project

Facades: $90,000; 6th Ave. Survey/Prelim. Eng.: $100,000 Downtown Marketing Plan: $72,500 Varies by Project Staff Varies by Project TBD Heritage: $1,450,000 Standpipe: TBD

Funding Source General Fund Budget General Fund Budget All TIRZ General Fund Budget General Fund Budget General Fund Budget General Fund Budget General Fund Budget Water/Sewer Drainage Operating and Capital TIRZ TIRZ; BEDC City Bonds; BEDC City/BEDC TxDOT/General Fund Budget TxDOT/General Fund TxDOT/Drainage Staff; TxDOT TIRZ; Grants; General Fund

Nominal

Varies by Project

Varies by Project $30,000 Staff Varies by Project

All All All All

Nominal

Varies by Project

Estimated Cost

Funding Source

Fiscal Year 2023 Priority 1 Goals Goals

a) Conduct Annual Strategic Plan, Comprehensive Land Use Plan, and Parks Master Plan Updates b) Implement TIRZ and Parks Master Plan Strategic Objectives c) Implement Balanced Tax/Fee Schedule and ARP Funding d) Implement TIRZ Master Plan Update e) Evaluate Belton’s Future Water Rights for Sufficiency f) Assess Development Review Process a) Implement PD Facility Needs b) Implement Fire Department Needs a) Address Infrastructure/Capital Equipment Needs: • Street Maintenance • Water/Sewer – Complete NW Tank; TBWWTP Phase 2 • Storm Drainage • Capital Equipment Replacement • Renovate Library Interior a) Implement Downtown Redevelopment Plan, 6th Avenue Gateway, and BEDC Marketing Plan b) Coordinate City/BEDC Efforts to Maximize Project Success c) Develop IH 35, IH 14 Corridors a) Coordinate Projects with TxDOT • Loop 121 Construction; Secure Ph 2/3 Funding • FM 93 Design/ROW • Renovation of Central Avenue Bridge in Yettie Polk Park • Continue Planning for FM 2271 Area Circulation as TxDOT Completes Feasibility Study a) Continue Enhancements to Park System at Heritage Park, Standpipe Park, new Park South b) Leverage Partnerships – Area Cities; BISD; BS&W; Bell County; UMHB a) Exercise Servant Leadership in the delivery of customer service b) Implement employee compensation comprehensively c) Acknowledge importance of talent attraction and employee retention d) Provide adequate personnel to meet community needs e) Maintain partnerships that supplement staff resources: grants, interns, work study, volunteers

Staff/TBD

General Fund Budget

Consultant/TBD Staff Staff Staff/TBD Staff Staff Staff

TIRZ; General Fund Budget All TIRZ Water/Sewer Budget General Fund Budget General Fund Budget General Fund Budget

Varies by Project

General Fund Budget Water/Sewer Drainage Operating and Capital TIRZ

Staff

TIRZ; General Fund; BEDC

Staff TBD

BEDC; General Fund; TIRZ BEDC; General Fund; TIRZ

Varies by Project

TxDOT/General Fund Budget TxDOT/General Fund TxDOT/Drainage TxDOT

TBD Nominal Varies by Project Varies by Project Staff Varies by Project Nominal

TIRZ; Grants; General Fund Varies by Project All All All All Varies by Project

Fiscal Year 2024 Priority 1 Goals Goals

a) b) c) a) b) c)

Implement Comprehensive Strategic Plan Update Implement TIRZ Boundary Strategic Objectives Implement Balanced Tax/Fee Schedule and ARP Funding Update Police Department Strategic Plan Update Fire Department Strategic Plan Address City Court Facility Needs

Page 45

Estimated Cost $7,500 Staff Staff Staff Staff Staff

Funding Source General Fund TIRZ All General Fund Budget TBD General Fund Budget


3. Quality of Life

4. Economic Development

5. Connectivity 6. Parks/Natural Beauty 7. Service Delivery

a) Address Infrastructure/Capital Equipment Needs: • Street Maintenance • Water/Sewer • Storm Drainage • Capital Equipment Replacement b) Implement Aesthetic Corridor Enhancements along South Main Street a) Continue Downtown Infrastructure Investments b) Implement Improvements to 6th Avenue

Varies by Project TBD Varies TBD

c) Coordinate City/BEDC Efforts to Maximize Project Success d) Continue Development of IH 35, IH 14 Corridors a) Coordinate Projects with TxDOT • Loop 121 Construction – Phase 2 and 3 • FM 93 Design/ROW • Complete Central Avenue Bridge in Yettie Polk Park • Continue Planning for FM 2271 Area Circulation a) Continue Implementation of Parks Master Plan b) Leverage Partnerships a) Exercise Servant Leadership b) Monitor Compensation c) Acknowledge talent attraction and employee retention d) Provide personnel to meet needs e) Maintain partnerships that supplement staff resources

Page 46

Staff TBD Varies by Project TBD Nominal Varies by Project Varies by Project Staff Varies by Project Nominal

General Fund Budget Water/Sewer Drainage Operating and Capital TIRZ TIRZ; Water/Sewer; Hotel/Motel; BEDC TIRZ; Water/Sewer; TxDOT; BEDC BEDC; General Fund; TIRZ City/BEDC TxDOT/General Fund Budget TxDOT/General Fund TxDOT/Drainage TxDOT General Fund Budget; Grants Varies by Project All All All All All


Priority 1 Goal Scorecard: FY 2021 Below is a summary of a total nineteen (19) FY ‘21 Priority 1 Goals, Funding, and Assigned Coordinators for goal achievement in FY ‘21. Goals completed in FY ’21 will be dropped from the FY ’22 Goal list unless it represents a Multi-Year Goal. Other Priority Goals are summarized in future years. Goal status includes: 1) Completed in FY ’21 2) Underway in FY ’21; Multi-Year Goal 3) Underway in FY ’21; extended to FY ’22 4) Deferred in FY ’21; extended to FY ‘22 5) Deferred in FY ‘21

Goal Category

Strategic Plan Goal

City Manager City Manager

1 2

c Schedules

Staff Resources

Dir. of Finance

1

d Objectives

Ph. 2 TBD/TIRZ

City Manager

2

e Plan

Staff Resources

Directors of Finance/HR

2

City Clerk

1

City Clerk

2

Monitor Employee Compensation

g Conduct Board Coordination

Staff Resources $5,000 Staff Resources

h

Staff Resources

Asst. City Mgr.

2

Staff Resources

Dir. of Planning

2

General Fund/TBD

Police Chief

2

TBD

Fire Chief

2

Varies by Project/ TBD

Directors of Finance/PW

2

Façade: $100,000/TIRZ; 6th Ave. Survey/Prelim. Eng.: $100,000/BEDC Downtown Plan: $72,500

Directors of PW/Planning BEDC Ex. Dir.

2

f Conduct Charter Election

i a 2

Public Safety

3

Quality of Life

b

a

a 4

Economic Development

Status

$6,000 Staff Resources

Address TIRZ Strategic

Governance

Coordinator

a Conduct Strategic Plan Update b Reassess Growth Strategy Implement Balanced Tax/Fee

1

Funding

b c

Enhance Belton’s Citizen Engagement & Customer Service Refine Development Review to Simplify and Expedite Process Address Strategic Needs for Police Department Address Strategic Needs for Fire Department and Analyze Outsourced EMS Address Existing and Future Infrastructure and Capital Equipment Needs through a Capital Improvement Plan (CIP): • Street Maintenance • Water/Sewer • Storm Drainage • Capital Equip. Replacement • Library Enhancements Develop Downtown Redevelopment Plan, including 6th Ave Gateway Corridor and BEDC Marketing Plan Complete IH 35 and IH 14 Sewer/Water Infrastructure Coordinate City/BEDC efforts to Maximize Project Success, including Retail Page 47

Varies by Project Staff Resources

Dir. of Planning BEDC Ex. Dir. City Manager BEDC Ex. Dir. Retail Coord.

2 2


a 5

Connectivity b c

6

Parks/Natural Beauty

a

Coordinate Projects with TxDOT: • Loop 121 Construction • FM 93 Design/ROW • Renovation of Central Avenue Bridge in Yettie Polk Park • IH 14 Alignment Through/East of Belton Continue Planning for Lake to Lake Rd. Construct IH 35 Hike/Bike Trail from Park & Ride to FM 436 Continue Enhancements to Park System including Heritage Park & Standpipe Park

Page 48

Varies by Project

City Manager Directors of PW/Planning

2 2 5 5

City Manager

2

$74,000/TIRZ

Dir. of PW

1

$1,450,000/Heritage $240,000/Standpipe

Directors of PW/P&R

2

$49.7M


Priority 1 Goals: FY 2022 Below is a summary of a total twenty-one FY ‘22 Priority 1 Goals, Proposed Funding, and Assigned Coordinators for anticipated goal achievement in FY ‘22. Other near-term Priority Goals are summarized in year 2 (FY ‘23) and year 3 (FY ‘24) of the Strategic Plan. Goals for FY ‘25 & FY ‘26 are also previewed in Future Year Action Plans. Goal Category

1

Governance

Staff Resources

b

Articulate Growth Management Strategy

Staff Resources

c d

f 2

Public Safety

a b

3

Quality of Life

a

5

Economic Development

Connectivity

Parks/Natural Beauty

a

b

Complete IH 35 and IH 14 Sewer/Water Infrastructure

c

Coordinate City/BEDC efforts to Maximize Project Success, including Retail

a

a b a b

7

Service Delivery

Implement Balanced Tax/Fee Schedules, American Rescue Plan Funding, FB Policy Complete TIRZ Plan Update Conduct Board Coordination and enhance Belton’s Citizen Engagement Refine Development Standards and Simplify and Expedite Permit Process Address Strategic Needs for Police Department Address Strategic Needs for Fire Department Address Existing and Future Infrastructure and Capital Equipment Needs through Comprehensive Capital Improvement Plan (CIP) • Street Maintenance • Water/Sewer – NW Belton Water Tank • Storm Drainage • Capital Equipment Replacement • Library Enhancements – Interior Study Develop Downtown Redevelopment Plan, including 6th Avenue Gateway Corridor and BEDC Marketing Plan

b

6

Funding

Conduct Annual Strategic Plan Update

e

4

Strategic Plan Goal

a

c d e

Coordinate Projects with TxDOT: • Loop 121 Construction • FM 93 Design/ROW • Renovation of Central Avenue Bridge in Yettie Polk Park Continue Planning for FM 2271 Area Circulation Continue Enhancements to Park System including Heritage Park, Standpipe, and new Park South Leverage Partnerships – Belton, Temple, USACE (Miller Springs); BISD; BS&W; Bell County; UMHB; Belton Lions Club; United Way Exercise servant leadership in the delivery of customer service Address employee compensation comprehensively Acknowledge importance of talent attraction and employee retention Provide adequate personnel to meet community needs Maintain partnerships that supplement staff resources: grants, interns, work study, volunteers Page 49

Coordinator

City Manager City Manager Dir. of Planning

Staff Resources

Dir. of Finance

$37,420

City Manager

Staff Resources

City Clerk

Staff Resources

Dir. of Planning

General Fund General Fund

Police Chief Fire Chief

Varies by Project/ TBD

Directors of Finance/PW

Façade: $90,000/TIRZ; 6th Ave. Survey/Prelim. Eng.: $100,000/TIRZ Downtown Plan: $72,500/BEDC

Directors of PW/Planning BEDC Exec. Dir. Retail Coord.

Varies by Project Staff Resources

Director of PW BEDC Exec. Dir. City Manager BEDC Exec. Dir. Retail Coord.

Varies by Project

City Manager Directors of PW/Planning

$49.7M

City Manager

$1,450,000/Heritage TIRZ; Grants

Directors of P&R/PW

Staff Resources

Dir. of P&R

Staff Resources $30,000 Staff Resources Varies by Dept. Nominal, Staff Resources

City Manager City Council


City of Belton, Texas Strategic Plan FY 2022

Year 1: Five Year Action Plan Priority 1 Goals: FY 2022 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 b) Articulate Growth Management Strategy c) Implement Balanced Tax/Fee Schedules, American Rescue Plan Funding, FB Policy d) Complete TIRZ Plan Update e) Conduct Board Coordination and Enhance Belton’s Citizen Engagement f) Refine Development Review Standards and Simplify and Expedite Permit Process a) Address Strategic Needs for Police Department b) Address Strategic Needs for Fire Department a) Address Existing and Future Infrastructure and Capital Equipment Needs through Comprehensive Capital Improvement Plan (CIP): • Street Maintenance • Water/Sewer – NW Belton Water Tank • Storm Drainage • Capital Equipment Replacement • Library Enhancements – Interior Study a) Develop Downtown Redevelopment Plan, including 6th Avenue Gateway Corridor and BEDC Marketing Plan b) Complete IH 35 and IH 14 Sewer/Water Infrastructure c) Coordinate City/BEDC efforts to Maximize Project Success, including Retail a) Coordinate Projects with TxDOT: • Loop 121 Construction • FM 93 Design/ROW • Renovation of Central Avenue Bridge in Yettie Polk Park b) Continue Planning for FM 2271 Area Circulation a) Continue Enhancements to Park System including Heritage Park, Standpipe, and new Park South b) Leverage Partnerships – Belton, Temple, USACE (Miller Springs); BISD; BS&W; Bell County; UMHB a) Exercise Servant Leadership in the delivery of customer service b) Address employee compensation comprehensively c) Acknowledge importance of talent attraction and employee retention d) Provide adequate personnel to meet community needs e) Maintain partnerships that supplement staff resources: grants, interns, work study, volunteers

Page 50


City of Belton, Texas Strategic Plan FY 2022

Year 2: Five Year Action Plan Priority 1 Goals: FY 2023 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, Comprehensive Land Use Plan, and Parks Master Plan Updates b) Implement TIRZ and Parks Master Plan Strategic Objectives c) Implement Balanced Tax/Fee Schedule and ARP Funding d) Implement TIRZ Master Plan Update e) Evaluate Belton’s Future Water Rights for Sufficiency f) Assess Development Review Process a) Implement PD Facility Needs b) Implement Fire Department Needs a) Address Infrastructure and Capital Equipment Needs: • Street Maintenance • Water/Sewer – Complete NW Tank; TBWWTP Phase 2 • Storm Drainage • Capital Equipment Replacement • Renovate Library Interior a) Implement Downtown Redevelopment Plan, 6th Avenue Gateway, and BEDC Marketing Plan b) Coordinate City/BEDC Efforts to Maximize Project Success c) Develop IH 35, IH 14 Corridors a) Coordinate Projects with TxDOT • Loop 121 Construction, Ph 1; Secure Ph 2/3 Funding • FM 93 Design/ROW • Renovation of Central Avenue Bridge in Yettie Polk Park • Continue Planning for FM 2271 Area Circulation as TxDOT Completes Feasibility Study a) Continue Enhancements to Park System at Heritage Park, Standpipe Park, and new Park South b) Leverage partnerships – Area Cities; BISD; BS&W; Bell County; UMHB a) Exercise Servant Leadership in the delivery of customer service. b) Implement employee compensation comprehensively. c) Acknowledge importance of talent attraction and employee retention, d) Provide adequate personnel to meet community needs. e) Maintain partnerships that supplement staff resources: grants, interns, work study, volunteers.

Page 51


City of Belton, Texas Strategic Plan FY 2022

Year 3: Five Year Action Plan Priority 1 Goals: FY 2024 Goal Categories

Goals

1. Governance

a) Implement Comprehensive Strategic Plan Update b) Implement TIRZ Boundary Strategic Objectives c) Implement Balanced Tax/Fee Schedule and ARP Funding

2. Public Safety

a) Update Police Department Strategic Plan b) Update Fire Department Strategic Plan c) Address City Court Facility Needs

3. Quality of Life

4. Economic Development

5. Connectivity

6. Parks / Natural Beauty

7. Service Delivery

a) Address Infrastructure and Capital Equipment Needs: • Street Maintenance • Water/Sewer • Storm Drainage • Capital Equipment Replacement b) Implement Aesthetic Corridor Enhancements along South Main Street a) b) c) d)

Continue Downtown Infrastructure Investments Implement Improvements to 6th Avenue Coordinate City/BEDC Efforts to Maximize Project Success Continue Development of IH 35, IH 14 Corridors

a) Coordinate Projects with TxDOT • Loop 121 Construction – Phase 2 and 3 • FM 93 Design/ROW • Complete Central Avenue Bridge in Yettie Polk Park • Continue Planning for FM 2271 Area Circulation a) Continue Implementation of Parks Master Plan b) Leverage Partnerships a) b) c) d) e)

Exercise Servant Leadership Monitor Compensation Acknowledge talent attraction and employee retention Provide personnel to meet needs Maintain partnerships that supplement staff resources

Page 52


City of Belton, Texas Strategic Plan FY 2022

Year 4: Five Year Action Plan Priority 1 Goals: FY 2025 Goal Categories

Goals

1. Governance

a) Implement Updated Strategic Plan b) Implement Balanced Tax/Fee Schedule c) Conduct Charter Review if needed

2. Public Safety

a) Implement updated Police Department Strategic Plan b) Implement updated Fire Department Strategic Plan

3. Quality of Life

4. Economic Development

5. Connectivity

a) Address Infrastructure and Capital Equipment Needs: • Street Maintenance • Water/Sewer • Storm Drainage • Capital Equipment Replacement a) Continue Downtown Enhancements b) Continue Development of BEDC Properties c) Continue Development of IH 35, IH 14 Corridors a) Coordinate Projects with TxDOT • Loop 121 Construction, Phase II and III • FM 93 Design/ROW • Continue Planning for FM 2271 Area Circulation

6. Parks / Natural Beauty

a) Implement Updated Parks Plan b) Enhance Nolan Creek Recreational Improvements

7. Service Delivery

a) Exercise Servant Leadership b) Monitor Employee Compensation c) Provide adequate personnel to meet needs

Page 53


City of Belton, Texas Strategic Plan FY 2022

Year 5: Five Year Action Plan Priority 1 Goals: FY 2026 Goal Categories

Goals

1. Governance

a) Conduct Comprehensive Strategic Plan Update (2025) b) Reassess Growth Strategy c) Implement Balanced Tax/Fee Schedule

2. Public Safety

a) Address Needs of Police Department b) Address Needs of Fire Department

3. Quality of Life

4. Economic Development

a) Address Infrastructure and Capital Equipment Needs: • Street Maintenance • Water/Sewer • Storm Drainage • Capital Equipment Replacement a) Keep Downtown Vital b) Enhance IH 35, IH 14, and FM 93 Corridor Development c) Coordinate City/BEDC Efforts to Maximize Project Success

5. Connectivity

a) Coordinate Projects with TxDOT • Loop 121 Construction, Phase II and III • FM 93 Design/ROW/Construction • Secure funding for FM 2271 Area Circulation

6. Parks / Natural Beauty

a) Update Parks Master Plan at 10 Year Anniversary (Current Plan is 2016-2026)

7. Service Delivery

a) Exercise Servant Leadership b) Monitor Employee Compensation c) Provide adequate personnel to meet needs

Page 54


City of Belton Strategic Plan Action Plan Goals for FY 2022

Page 55


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Governance

Goal 1a:

Conduct Annual Strategic Plan Update

Applicable Outcome Belton's governance Statement(s): responsible Project Year: FY 2022 Coordinator: City Manager

fair,

transparent,

and

fiscally

Assisted By: City Council/Management Team

Outcome Description(s): Performance Indicator(s):

• • •

• Challenges/Barriers: • • • Partners: • •

City Council reviews Community Vision, Mission, Goals, Categories and Outcomes Council and Management Team conduct Strategic Plan Update Current Vision, Mission, Goals, and Outcomes assessed, including Service Delivery Goal added in 2022 Strategic Plan updated annually Allocating time early in fiscal year Commitment to focus on long term, strategic issues Identifying strategic initiatives as a response City Council Management Team

Timeline for Implementation FY 2022

Staff Resources

is

Cost

Expected Completion Date Spring 2022 Funding Source(s) General Fund Budget

Page 56


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Governance

Goal 1b:

Articulate Growth Management Strategy

Applicable Outcome Belton's governance Statement(s): responsible Project Year: FY 2022 Coordinator: City Manager Outcome Description(s): Performance Indicator(s):

fair,

transparent,

and

fiscally

Assisted By: Director of Planning • • • • • •

Challenges/Barriers: • • • Partners:

is

• • • • •

City Council and Management Team explore impacts on growth strategy following 2021 Texas Legislative Session Council and Management Team review desired character of growth, density and establish parameters Comprehensive Plan, Thoroughfare Plan, and Infrastructure plans analyzed and CIP updated Refocus on infill development, internal development, maximizing existing infrastructure Current standards reviewed for transparency, inducement to development, including strategies for affordable housing Anticipate development agreements and CIP to guide city growth Opportunity for annexation limited to voluntary requests Extensive ETJ’s may now present a constraint to realistic planning Bell County position on growth management in area outside city limits needs exploration City Council • Central Texas Housing Consortium Management Team Development Community • Habitat for Humanity • State Legislature Bell County • TDHCA CTCOG

Timeline for Implementation FY 2022 and Beyond

Expected Completion Date Spring 2022

Cost Staff Resources/TBD

Funding Source(s) General Fund Budget

Page 57


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Governance

Goal 1c:

Implement Balanced Tax/Fee Schedules, American Rescue Plan (ARP) Funding, FB Policy Applicable Outcome Belton's governance is fair, transparent, and fiscally Statement(s): responsible Project Year: FY 2022 Coordinator: Director of Finance

Assisted By: City Manager

Outcome Description(s):

Performance Indicator(s):

• • • • •

• • Challenges/Barriers: • • • • • • • •

Partners:

City Council reaches consensus on a plan for funding operational and strategic goals, a plan for use of ARP funding, as well as fund balance use and maintenance Staff provides options for Council consideration following impacts of COVID-19, sales tax increases, and property appraisals, seeking sustainability Staff conducts utility rate study Staff provides recommendations for use of ARP funding Budget hearings and work sessions held to discuss available funding options Council provides direction and adopts a plan to address funding needs of the City, including future priorities FB Policy reviewed and reinforced as needed Plan is updated annually, with periodic reviews as needed Uncertain revenue – sales and property taxes Texas Legislature threat of limits 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 Reluctance to increase fees Citizens Property Taxpayers Utility Rate Payers

Timeline for Implementation FY 2022 Staff Resources

Cost

Expected Completion Date FY 2022 All

Page 58

Funding Source(s)


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Governance

Goal 1d:

Complete TIRZ Plan Update

Applicable Outcome Belton's governance Statement(s): responsible Project Year: FY 2022 Coordinator: City Manager

fair,

transparent,

and

fiscally

Assisted By: Director of Finance

Outcome Description(s): Performance Indicator(s):

• • •

Challenges/Barriers: • • • • Partners:

• • •

Consensus by Council and Bell County leading to TIRZ boundary expansion and term extension Recognition current TIRZ expires in 2024 Tremendous value of current TIRZ in project funding during 20 year term, with City and Bell County contributions Develop final TIRZ Plan Update including: o Revised Survey Boundary o 20 Year Project Plan o 20 Year Finance Plan Recognizing impact to GF of expanding TIRZ, yet opportunity for capital project funding Identification of County projects for inclusion due to County participation in TIRZ funding Staff and TIRZ Board time commitment to work with consultant to update TIRZ Project and Financing Plans Updating and implementing revised Plan, and keeping Project and Finance Plans current City Council • Bell County Commissioners Court TIRZ Board • BISD Consultant

Timeline for Implementation FY 2022

$37,420

is

Cost

Expected Completion Date FY 2022

TIRZ

Page 59

Funding Source(s)


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Governance

Goal 1e:

Conduct Board Coordination and Enhance Belton’s Citizen Engagement Applicable Outcome Belton's governance is fair, transparent, and fiscally Statement(s): responsible Project Year: FY 2022 Coordinator: City Clerk

Assisted By: Director of Finance

Outcome Description(s):

Performance Indicator(s):

• • •

• Challenges/Barriers: • • • Partners: • • • • •

City Council reaches consensus on scope of Board Member coordination desired and ways to enhance Citizen Engagement Board Members are trained effectively, with consideration and feedback from Council Council conducts periodic joint work sessions with Boards Department Head liaisons provide feedback between Board Members and Management Board Members provide effective community input Number of Boards, Commissions, Members Timing to schedule, given variable meeting schedules Keeping Board Members up to date on training City Council Department Heads TML Resources Professional Associations Citizens

Timeline for Implementation FY 2022 and Beyond

Staff Resources

Cost

Expected Completion Date Ongoing

All

Page 60

Funding Source(s)


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Governance

Goal 1f:

Refine Development Standards and Simplify and Expedite Permit Process

Applicable Outcome Belton's governance Statement(s): responsible Project Year: FY 2022 Coordinator: Director of Planning •

Performance Indicator(s):

• • • •

• • Challenges/Barriers: • • • • • • •

Staff Resources

transparent,

and

fiscally

Management Team explores current development review process standards across all departments, with objective of simplifying, clarifying, and expediting process. Engage Stakeholders in development community, with emphasis on flexibility and reasonableness Teams established with objectives to be addressed Individual code updates addressed as appropriate Enhanced checklists and on-line processing, with expedited permit process Experimentation with alternate procedures Thoroughfare Plan and Sidewalk Standards updated Current development review workload Existing staffing available to assess standards Numerous codes, regulations, standards that are not integrated in a single codified document Balancing increased development costs with community character and future maintenance City Council TML Legal Counsel

Timeline for Implementation FY 2022 Cost

fair,

Assisted By: Management Team

Outcome Description(s):

Partners:

is

Expected Completion Date Summer 2022 Funding Source(s) General Fund Budget

Page 61


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Public Safety

Goal 2a:

Address Strategic Needs for Police Department

Applicable Outcome Belton is safe and family friendly Statement(s): Project Year: FY 2022 Coordinator: Police Chief

Assisted By: Police Department

Outcome Description(s): Police Department Performance Indicator(s):

• • • • • •

Challenges/Barriers: • • • • • • • •

Partners:

PD maintains an updated Department Strategic Plan, and works to refine, assess, and evaluate best practices PD minimizes crime and fear of crime in community PD monitors traffic operations, recommends enhancements Community outreach emphasized to achieve effective partnerships Personnel have been trained effectively and implement latest technology into operations PD Recognition status has been achieved and will be maintained Complying with changes in State law Adequate funding for PD operations, capital equipment, technology, and staffing Meeting civil service requirements Staying competitive with pay/benefits for personnel City Council City Manager Asst. City Manager/Police Chief Director of Finance

Timeline for Implementation FY 2022

Staff Resources

Cost

Expected Completion Date Summer 2022 Funding Source(s) General Fund

Page 62


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Public Safety

Goal 2b:

Address Strategic Needs for Fire Department

Applicable Outcome Belton is safe and family friendly Statement(s): Project Year: FY 2022 Coordinator: Fire Chief

Assisted By: Fire Department

Outcome Description(s):

Performance Indicator(s):

• •

• • Challenges/Barriers: • • • • • • •

Partners:

FD conducts fire and emergency service operations with paramedic engine company, 2 fully functional stations, and coordinates EMS services with AMR FD focuses response to city limits, with automatic and emergency aid support FD evaluates operational, personnel, and facility needs in crafting an updated Department Strategic Plan FD personnel implement latest technology into operations FD Recognition has been achieved and will be maintained Change in EMS service provider meets service level expectations Meeting EMS needs in a different manner while still providing FD operations, capital equipment, and technology for fire, fire prevention, and other emergency services Meeting civil service requirements Addressing training needs of diverse staff in changing service delivery model Staying competitive with pay and benefits for personnel City Council • Fire Chief City Manager • Director of Finance • Asst. City Manager/Police Chief

Timeline for Implementation FY 2022

Staff Resources

Cost

Expected Completion Date Summer 2022 Funding Source(s) General Fund

Page 63


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Quality of Life

Goal 3a:

Address existing and future Infrastructure and Capital Needs through Comprehensive Capital Improvement Plan (CIP): • Street Maintenance • Water/Sewer – NW Belton Water Tank • Storm Drainage • Capital Equipment Replacement • Library Enhancements – Interior Study Applicable Outcome Belton has an outstanding quality of life for its citizens Statement(s): Project Year: FY 2022 Coordinator: Director of Public Works Outcome Description(s): Performance Indicator(s):

• • • • • •

• Challenges/Barriers: • • • Partners:

• • •

Assisted By: Director of Finance Funding allocation for these needs is critical to sustaining current and future development Multi-year CIP developed establishing relative project priority Utility rate study conducted to project needed annual revenue Operating funds, bond funds, fees, and grants identified as options to fund projects Public Works implements latest technology into operations Partnerships with BEDC, KTMPO, TxDOT essential to maximize project funding and timely delivery Infill development maximizes use of existing infrastructure Reaching a budgeted annual amount of funding for street maintenance in the range of $500,000 Fund Balance utilized to fund capital projects when practical Water, sewer, street, and storm drainage projects exceed available funding and will likely require bonds in future years City Council • TxDOT • Public Works Personnel BEDC • KTMPO TIRZ • BCWCID #1

Timeline for Implementation FY 2022 and Beyond

Expected Completion Date Ongoing

Page 64


Varies by Project

Cost

Funding Source(s) General Fund Budget; Water/Sewer; Drainage; Operating and Capital Funds; BEDC; TIRZ; TxDOT

Page 65


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Economic Development

Goal 4a:

Develop Downtown Redevelopment Plan, including 6th Avenue Gateway Corridor and BEDC Marketing Plan Applicable Outcome Belton has a vibrant, diverse, and flourishing business Statement(s): community Project Year: FY 2022 Coordinator: Director of Public Works Outcome Description(s):

Performance Indicator(s):

• • •

• Challenges/Barriers: • Partners: • • •

Assisted By: Director of Planning; BEDC Executive Director; Retail Coordinator Downtown Revitalization continues to excel and expand beyond the Downtown to East Street, 6th Avenue, and beyond Façade grants continue to incentivize Downtown investment; consider expansion of Façade Grants to 6th Avenue BEDC investment to rehab East Street infrastructure and locate offices Downtown reinforces CBD Survey and preliminary engineering for E. 6th Ave. renovation nearing completion Downtown Marketing Plan underway by BEDC Owner coordination needed for capital projects City Council • Bell County TIRZ • BEDC Property Owners • DBBA

Timeline for Implementation FY 2022

Expected Completion Date Fall 2022

Cost $90,000 - Façade Grants Downtown TIRZ th $100,000 - 6 Avenue Survey/Prelimi- TIRZ nary Engineering $72,500 – Downtown Marketing Plan BEDC

Page 66

Funding Source(s)


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Economic Development

Goal 4b:

Complete IH 35 and IH 14 Sewer/Water Infrastructure

Applicable Outcome Belton has a vibrant, diverse, and flourishing business Statement(s): community Project Year: FY 2022 Coordinator: Director of Public Works BEDC Executive Director Outcome Description(s):

Performance Indicator(s):

• • •

Challenges/Barriers: • • • • Partners: • • • • • •

Assisted By: Director of Planning South IH 35 Corridor is served with sanitary sewer and water providing opportunity for pending development West IH 14 is served with sanitary sewer and enhanced Dog Ridge Water Service IH 35 Water line completed in FY ‘21 IH 35 Sewer line construction will occur in FY ‘22 IH 14 Projects in design phase with easement acquisition underway ROW/Easement needs for projects Funding for expanded sewer on IH 35 Design challenges to maximize sewer service Coordination among DRWSC Board, City, BEDC City Council BEDC TxDOT Private Property Owners (easements) City Staff DRWSC

Timeline for Implementation FY 2022/2023

Expected Completion Date Multi-Year Projects

Cost IH 35 Water: $1.9M (est.) IH 35 Sewer: $6M (est.) IH 14 Sewer: $1.3M (est.)

Funding Source(s) BEDC; City Water/Sewer Bond Funds

Page 67


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Economic Development

Goal 4c:

Coordinate City/BEDC Efforts to Maximize Project Success, including Retail Applicable Outcome Belton has a vibrant, diverse, and flourishing business Statement(s): community. Project Year: FY 2022 Coordinator: City Manager BEDC Executive Director Outcome Description(s):

• •

Performance Indicator(s):

• • •

• Challenges/Barriers: • • Partners: • • • • • •

Assisted By: Directors of Finance, Planning and Public Works, Retail Coordinator Funded Projects Undergoing Development in FY 2022: o Avenue D extension west of Loop 121: $2,070,000 o IH 14 Infrastructure: $1,820,000 o Rockwool Property: $80,000 o Downtown Marketing Study: $72,500 Continuously revitalized Downtown for Retail BEDC budget allocations on infrastructure and former Rockwool redevelopment Design contracts for engineering services Projects built and accessible for economic development Belton Business Park and former Rockwool property undergoing development Downtown Marketing Plan completed by BEDC ROW/Easement acquisition for projects Construction contractors busy, reducing competitiveness BEDC City Council City Staff Property Owners Available Contractors TIRZ

Timeline for Implementation FY 2022 and Beyond

Varies by project

Cost

Expected Completion Date Multi-Year Projects Funding Source(s) BEDC, City, TIRZ

Page 68


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Connectivity

Goal 5a:

Coordinate Projects with TxDOT: • Loop 121 Construction • FM 93 Design/ROW • Renovation of Central Avenue Bridge in Yettie Polk Park Applicable Outcome Belton is a fully connected community with active and engaged Statement(s): citizens Project Year: FY 2022 Coordinator: Director of Public Works Outcome Description(s): Performance Indicator(s):

• • • • •

Challenges/Barriers: •

Partners:

• • • •

Assisted By: City Manager/Director of Planning Major TxDOT Infrastructure Projects continue to progress, enhancing community linkages TxDOT completes ROW acquisition for Loop 121, FM 439 to IH 35 and begins construction of Phase I FM 93 design underway by TxDOT, Main to Wheat Road TxDOT analyzing renovation of Central Avenue Bridge FM 2271 extension alignment undergoing Feasibility Study by TxDOT; review for next steps Project Funding: competing projects in Region; local cost share, including utility relocation ROW Constraints Property owner concerns about impact TxDOT • Texas Historical Commission KTMPO • Property Owners

Timeline for Implementation FY 2022 and Beyond

Expected Completion Date Multi-Year Projects

Cost Varies by projects

Funding Source(s) General Fund Budget; Water/Sewer; Drainage; Operating and Capital; TIRZ; TxDOT

Page 69


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Connectivity

Goal 5b:

Continue Planning for FM 2271/Area Circulation

Applicable Outcome Belton is a fully connected community with active and engaged Statement(s): citizens Project Year: FY 2022 Team Leader: City Manager

Assisted By: Director of Public Works, Planning, Finance, and Police and Fire Chiefs

Outcome Description(s):

• Subdivision activity monitored and evaluated to ensure compatible development and minimal neighborhood impact from project. • ROW secured for Lake to Lake Road project from IH 14 (US 190) to FM 439, principally through subdivision plat review • Feasibility Study underway by TxDOT Performance • Project Purpose and Need explored as part of Feasibility Indicator(s): Study conducted by TxDOT • Road design concept (street section) reviewed, balancing need for circulation and neighborhood compatibility • Phased construction options to be analyzed: 2 lane, sidewalk, trail proposed; widening to 4 lanes only if needed • City and Bell County collaborate on plat review and ROW acquisition • Phased construction funding, 7-10 years out Challenges/Barriers: • Private property owners’ concerns about project impacts • Project cost and complexity • Portion of alignment outside City limits, requiring County partnership • Corps of Engineers’ Review • Competing regional projects for KTMPO funding • Bell County • USACE • Area Property Owners Partners: • TxDOT • US Congress • Citizens at large • KTMPO • CTCOG • Emerg. Srvs. Personnel-PD, FD • Belton Parks & Public Works Depts.

Timeline for Implementation

FY 2022-2030 (FY 2021-2029: Planning; FY 2029-2035: Phased Construction) Earliest construction FY 2029

Expected Completion Date

FY 2035

Page 70


Cost Future ROW Costs: TBD Project Cost Estimate: $49.7M

Funding Source(s) City of Belton, Bell County, TxDOT, KTMPO, Private Developers

Page 71


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Parks / Natural Beauty

Goal 6a:

Continue Enhancements to Park System including Heritage Park, Standpipe, and new Park South Applicable Outcome Belton has dynamic recreational opportunities and natural Statement(s) beauty Project Year: FY 2022 Coordinator: Directors of Parks and Recreation Director of Public Works Outcome Description(s):

• • • •

Performance Indicator(s):

• •

• • • • Challenges/Barriers: • • • Partners:

• • •

Assisted By: Director of Finance; Grants/Special Projects Coordinator; Others

Phased improvements underway for an expanded Heritage Park beginning with Dog Park as Park Plans completed Construction underway in 2022 on park road, park improvements, boat launch, pavilion Standpipe rehab funding sought Evaluation of land acquisition for future Community Park needs in S. Belton Dog park designed and constructed in-house Heritage Park improvements designed with Consultant and Parks Board assistance Plans finalized for Heritage Park Heritage Park Project bidding in 2022 Grant application submitted where appropriate Collaboration with BISD on joint school/park sites Multiple interests and high expectations meeting community needs Multi-phased Heritage Park development dependent on TP&W grant and TIRZ funding Land prices erratic and high even if land identified and available Consulting Engineer • Parks Interests Area Property Owners • Sports Leagues Parks Board • BISD

Timeline for Implementation FY 2022 Dog Park FY ’22-’23 Park Construction

Expected Completion Date FY 2024

Cost $1,450,000 Heritage Park

Funding Source(s) TIRZ; Grants; General Fund

Page 72


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Parks / Natural Beauty

Goal 6b:

Leverage Partnerships – Belton, Temple, USACE (Miller Springs); BISD; BS&W; Bell County, UMHB; Belton Lions Club; United Way Applicable Outcome Belton has dynamic recreational opportunities and natural Statement(s) beauty Project Year: FY 2022 Coordinator: Directors of Parks and Recreation Outcome Description(s):

• • • • • •

Performance Indicator(s):

Challenges/Barriers: • • • Partners: • • • • •

Collaboration results in inter-local agreements City serves as conduit for grant funds BISD/City develop joint school/park site at future campuses Lions Club continues sponsorship at Heritage Park Belton, Temple and USACE manage Miller Springs 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 Tendency to rely on past practices Institutional bureaucracy Cities of Belton/Temple • BS&W Bell County City Council • UMHB Management Team • Belton Lions Club USACE • United Way BISD

Timeline for Implementation FY 2022 and Beyond

TBD

Cost

Assisted By: City Manager Grants/Special Projects Coordinator

Expected Completion Date Ongoing Funding Source(s) Varies by Project

Page 73


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Service Delivery

Goal 7a:

Exercise Servant Leadership in the Delivery of Customer Service Applicable Outcome Belton delivers excellent customer service by valuing those Statement(s) who deliver services to its citizens. Project Year: FY 2022 Coordinator: City Manager

Assisted By: City Council

Outcome Description(s):

• • •

Performance Indicator(s):

• • •

• Challenges/Barriers: • • • • • •

Partners:

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 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 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 Unrealistic expectations of City response Funding and time for appropriate training City of Belton Employees Management Team Belton Citizens/Residents/Customers

Timeline for Implementation FY 2022 and Beyond

N/A

Cost

Expected Completion Date Ongoing

N/A

Page 74

Funding Source(s)


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Service Delivery

Goal 7b:

Address Employee Compensation Comprehensively

Applicable Outcome Belton delivers excellent customer service by valuing those Statement(s) who deliver services to its citizens. Project Year: FY 2022 Coordinator: City Manager

Assisted By: City Council

Outcome Description(s):

Performance Indicator(s):

• •

Challenges/Barriers: • • • • Partners:

• • •

Council demonstrates it values City employees, who deliver services to citizens, through administration of a comprehensive compensation and benefits plan Management recommends Compensation Study, and acknowledges funding needed to implement it Council funds Study, and indicates commitment to improve competitiveness in pay and benefits Realistic recognition of workload and employee commitment to excel Available resources for salary and benefits in budget Commitment to compensate employees appropriately Constantly moving targets, given salary adjustments at competitor cities Citizens Management Team Director of Human Resources

Timeline for Implementation Expected Completion Date FY 2022 for Study; adjustments subject Ongoing to funding Cost $30,000 for Study; adjustments TBD

All Funds

Page 75

Funding Source(s)


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Service Delivery

Goal 7c:

Acknowledge Importance of Talent Attraction and Employee Retention Applicable Outcome Belton delivers excellent customer service by valuing those Statement(s) who deliver services to its citizens. Project Year: FY 2022 Coordinator: City Manager

Assisted By: City Council

Outcome Description(s):

Performance Indicator(s):

• • • •

Challenges/Barriers: • • • • •

Partners:

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 Perception that Belton is a small town that lacks professional opportunity that may be found elsewhere Perception that Belton is, and must remain, a training ground for other cities Limited staff must shoulder many responsibilities, tasks Management Team • Citizens Human Resources

Timeline for Implementation Ongoing

High

Cost

Expected Completion Date Ongoing

All Funds

Page 76

Funding Source(s)


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Service Delivery

Goal 7d:

Provide Adequate Personnel to Meet Community Needs

Applicable Outcome Belton delivers excellent customer service by valuing those Statement(s) who deliver services to its citizens. Project Year: FY 2022 Coordinator: City Manager

Assisted By: City Council Director of Human Resources

Outcome Description(s):

Performance Indicator(s):

• • • • Challenges/Barriers: • • • Partners:

Belton establishes a framework for identifying additional needed personnel to meet community needs, and makes a commitment to fund them Number of personnel/responsibilities analyzed Workload measures studied for effectiveness Assess ways technology may aid in meeting needs Establish staffing goals based on workload measures Recognition deferred staff needs must be addressed for the organization and for service delivery Funding to support additional staff/personnel Community expectations – customer service demands – merit significant attention by limited personnel Management Team • City Employees

Timeline for Implementation Ongoing

TBD

Cost

Expected Completion Date Ongoing

All Funds

Page 77

Funding Source(s)


City of Belton Strategic Plan Goal & Action Plan FY 2022 Goal Category:

Service Delivery

Goal 7e:

Maintain Partnerships that Supplement Staff Resources: Grants, Interns, Work Study, Volunteers Applicable Outcome Belton delivers excellent customer service by valuing those Statement(s) who deliver services to its citizens. Project Year: FY 2022 Coordinator: City Manager

Assisted By: City Council Director of Human Resources

Outcome Description(s):

Performance Indicator(s):

• •

• • Challenges/Barriers: • • • Partners:

• •

Belton identifies, maintains, and leverages community partnerships that provide staff support resources to deliver enhanced community services HR coordinates with UMHB Financial Aid Office early for Work Program commitment Management Team identifies need, promptly selects students, and ensures a meaningful work experience Management Team flexible using Interns, Volunteers Grant match used to stretch local capability Organizational rules changes Matching student interests with available tasks Staff time needed to take advantage of interns, students, volunteers Management Team • Students UMHB • Volunteers

Timeline for Implementation Ongoing

TBD

Cost

Expected Completion Date Ongoing Funding Source(s) Nominal - All Funds

Page 78


Fund Structure / Overview

General Fund

$17,339,200 Governmental Funds $20,620,750

Debt Service Fund

$1,180,870 Special Revenue Funds

$2,390,350

Total Budgeted Expenditures - All Funds $34,049,640

Enterprise Funds

$11,188,160 Proprietary Funds $12,453,960 Internal Service Funds

$1,265,800

Component Unit $685,260

Belton Economic Dev. Corp. Fund

$685,260

Page 79

Hotel/Motel Tax Fund $180,110 TIRZ Fund $2,210,240 Water & Sewer Fund $10,614,980 Drainage Fund $573,180 Information Tech. Fund $846,190 Building Maint. Fund $419,610


City of Belton Organizational Chart

Mayor & City Council City Clerk City Attorney Municipal Court Judge City Manager

Assistant City Manager

Administration City Manager's Office

Public Information

Finance

Finance

Library

Public Information

Retail Development

Legal

Hotel Motel

Utility Finance

TIRZ

Debt Service

Library

Information Technology

Parks & Recreation

Information Technology

Facilities

Community Center

Police

Recreation Administration

Patrol Operations Support Services Animal Control

Primary Funding Source

Code Enforcement

General Fund

Information Technology Fund

Building Maintenance Fund

Hotel Motel Tax Fund

Water & Sewer Fund

Drainage Fund

TIRZ Fund

Page 80

Debt Service


Human Resources Human Resources

Planning

Planning

Public Works

Fire Fire Supression

Inspections

Streets

Engineering

Engineering

Streets

GIS

Maintenance

Solid Waste

Fleet Maintenance

Collection

Building Maintenance

Brush

Water & Sewer

Drainage

Utility Administration

Drainage

Water

Sewer Collection

Additional Designations

Sewer Lift Station

Elected by Citizens Appointed by City Council Department Division City funds without related department

Page 81


Page 82


Budgeted Personnel Positions Fund General Fund Water & Sewer Fund Drainage Fund Information Technology Fund Building Maintenance Fund BEDC Fund

Total

FY 2018 140.50 25.50 3.00 2.50

FY 2019 140.50 26.00 3.00 2.50

FY 2020 136.50 28.00 4.00 2.50

FY 2021 132.75 28.00 4.00 2.00 5.00 2.50

FY 2022 132.75 29.00 4.00 2.00 5.00 2.50

171.50

172.00

171.00

174.25

175.25

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

Budgeted Personnel Positions 160.00 140.00 120.00 100.00 80.00 60.00 40.00 20.00 -

FY 2018

FY 2019

FY 2020

FY 2021

Fiscal Year General Fund

Water & Sewer Fund

Drainage Fund

Information Technology Fund

Building Maintenance Fund

BEDC Fund

Page 83

FY 2022


Budgeted Personnel Positions by Division (Full-time Equivalents) Fund Department Division General Fund Administration City Manager's Office Public Relations Retail Development Finance Finance Human Resources Human Resources Legal Legal Police Administration Operations Support Services Animal Control Code Enforcement Fire Suppression Emergency Medical Services Information Technology Information Technology Streets Streets Parks & Recreation Facilities Community Center Recreation Planning Planning Inspections GIS Library Library Solid Waste Brush Maintenance Fleet Maintenance Building Maintenance Total

FY 2018

FY 2019

FY 2020

FY 2021

FY2022

4.00 1.00 1.00

4.00 1.00 1.00

4.00 1.00 1.00

5.00 1.00 1.00

5.00 1.00 1.00

4.00

4.00

4.00

4.00

4.00

2.00

2.00

2.00

2.00

2.00

1.00

1.00

1.00

1.00

1.00

3.00 27.00 16.50 1.00 1.00

3.00 27.00 16.50 1.00 1.00

3.00 27.00 16.50 1.00 1.00

3.00 29.00 17.50 1.00 1.00

3.00 25.00 21.50 1.00 1.00

34.00 1.00

34.00 1.00

28.00 1.00

28.00 -

28.00 -

2.00

2.00

2.00

-

-

7.00

7.00

7.00

7.00

7.00

11.00 1.50 1.00

11.00 1.50 1.00

11.00 1.50 2.00

11.00 1.50 2.00

11.00 1.50 2.00

3.50 2.00 1.00

3.50 2.00 1.00

3.50 3.00 1.00

3.75 3.00 1.00

3.75 3.00 1.00

5.00

5.00

5.00

5.00

5.00

1.00

1.00

1.00

1.00

1.00

4.00 5.00 140.50

4.00 5.00 140.50

4.00 5.00 136.50

4.00 132.75

4.00 132.75

Page 84


Budgeted Personnel Positions by Division (Full-time Equivalents) Fund Department Division Water & Sewer Fund Water & Sewer Utility Administration Utility Finance Water Sewer-Collection Sewer-Lift Stations Total Drainage Fund Drainage Drainage Total

FY 2018

FY 2019

FY 2020

FY 2021

FY2022

5.50 4.00 11.00 4.00 1.00 25.50

6.00 4.00 11.00 4.00 1.00 26.00

6.00 4.00 12.00 5.00 1.00 28.00

6.00 4.00 12.00 5.00 1.00 28.00

7.00 4.00 12.00 5.00 1.00 29.00

3.00 3.00

3.00 3.00

4.00 4.00

4.00 4.00

4.00 4.00

Information Technology Fund Information Technology Information Technology Total

-

-

-

2.00 2.00

2.00 2.00

Building Maintenance Fund Building Maintenance Building Maintenance Total

-

-

-

5.00 5.00

5.00 5.00

BEDC Fund BEDC BEDC Total Total City Positions (FTE)

2.50 2.50

2.50 2.50

2.50 2.50

2.50 2.50

2.50 2.50

171.50

172.00

171.00

174.25

175.25

Notes: Seasonal employees are hired during the summer as recreation staff. They count are not reflected above.

Page 85


City of Belton, Texas Fiscal Year 2022 Proposed Annual Budget All Funds Summary Special Revenue Funds Hotel/Motel Tax TIRZ Fund Fund $ - $ 1,553,820 181,580 1,520 4,000 981,110 -

General Fund 7,291,740 4,917,660 1,265,300 293,720 303,070 2,662,540 146,260 -

Debt Service Fund $ 1,114,330 830 65,710

Total Revenue before Transfers Transfers from Other Funds

16,880,290 589,910

1,180,870 -

183,100 -

2,538,930 -

Total Resources

17,470,200

1,180,870

183,100

2,538,930

Resources Property Taxes Sales Tax Franchise & Other Taxes Permit Fees Court Fines & Fees Charges for Service Miscellaneous Income Intergovernmental Other Financing Sources

Expenditures Personnel Supplies Maintenance Services Other Expenses Water Purchases Sewage Treatment Debt Service Capital Outlay

$

$

10,487,360 535,860 1,015,100 4,466,140 210,650 -

$

1,180,870 -

$

32,560 100 43,950 78,500 -

$

35,000 90,000 402,710 -

Total Expenditures before Transfers Transfers to Other Funds

16,715,110 755,090

1,180,870 -

155,110 25,000

527,710 1,682,530

Total Expenditures

17,470,200

1,180,870

180,110

2,210,240

Resources Over / (Under) Expenditures

Notes:

$

-

$

-

$

2,990

$

328,690

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.

Page 86


Enterprise Funds Water & Sewer Drainage Fund Fund $ - $ 10,333,470 580,000 127,160 400 154,350 -

$

$

Internal Service Funds Information Building Technology Maintenance $ - $ 901,140 458,130 100 100 -

Component Unit BEDC Fund $ 2,418,500 27,600 9,230 -

$

Total All Funds 9,959,890 7,336,160 1,446,880 293,720 303,070 14,962,880 289,600 981,110 220,060

10,614,980 -

580,400 -

901,240 -

458,230 -

2,455,330 -

35,793,370 589,910

10,614,980

580,400

901,240

458,230

2,455,330

36,383,280

2,089,620 123,070 182,350 1,019,210 90,000 1,500,700 829,340 1,536,880 404,000

$

268,990 15,630 46,260 30,090 25,030 8,000

$

211,080 127,140 411,490 96,480 -

$

289,850 31,710 69,610 14,160 -

$

218,600 5,080 76,190 185,390 50,000

$

13,598,060 838,590 1,801,000 5,890,420 469,150 1,500,700 829,340 3,145,490 462,000

7,775,170 2,839,810

394,000 179,180

846,190 -

405,330 14,280

535,260 150,000

28,534,750 5,645,890

10,614,980

573,180

846,190

419,610

685,260

34,180,640

-

$

7,220

$

55,050

$

Page 87

38,620

$

1,770,070

$

2,202,640


City of Belton, Texas Consolidated Statement of Fund Balance Budget Year 2022

Fund Balance at 9/30/2020

$

Estimated Fund Balance Revenue Expenditures Subtotal

Estimated at 9/30/2021

General

Debt Service

Fund

Fund2

7,128,597

16,243,220 (16,259,126) (15,906)

$

7,112,691

% Change from Prior Year Projected Fund Balance Revenue 1 Expenditures Subtotal

Projected at 9/30/2022

$

30,511

Fund3 $

1,218,570 (1,175,844) 42,726

$

73,237

Fund4

341,218

$

183,984 (138,430) 45,554

$

386,772

294,013

2,319,650 (1,960,461) 359,189

$

653,202

-0.2%

140.0%

13.4%

122.2%

17,470,200 (17,470,200) -

1,115,160 (1,180,870) (65,710)

183,100 (180,110) 2,990

2,538,930 (2,210,240) 328,690

7,112,691

% Change from Prior Year

1

$

Special Revenue Funds Hotel/Motel Tax TIRZ

$

0.0%

7,527

$

-89.7%

389,762

$

981,892

0.8%

Excludes Use of Prior Years' Fund Balance

2

The jump in FY 2021 was due to the low level of reserves while the drawdown in FY 2022 is part of a tax rate strategy.

3

The increase in FY 2021 was due to an expenditure reduction due to the COVID pandemic.

4

Changes reflect revenue growth and capital spending.

5

The decline in FY 2022 is due to the transfer of funds for several capital projects.

6

The increase in FY 2021 is due to revenue growth from additional customers.

7

The decrease in FY 2021 reflects capital spending while the FY 2022 increase is due to the low level of reserves.

8

The significant increase in each year reflects the low level of reserves.

9

Changes reflect revenue growth and a relatively low level of spending.

Page 88

50.3%


Enterprise Funds Water & Sewer Drainage Fund5 $

Fund6

6,694,062

$

9,914,379 (9,262,450) 651,929

$

$

Internal Service Funds Information Building

7,345,991

Technology7

234,456

$

547,408 (476,935) 70,473

$

304,929

Total

Fund9

All Funds

Maintenance8

79,301

$

818,792 (850,445) (31,653)

$

Component Unit BEDC

47,648

6,622

$

443,617 (390,603) 53,014

$

59,636

2,680,222

$

2,320,110 (452,311) 1,867,799

$

4,548,021

17,489,002

34,009,730 (30,966,605) 3,043,125

$

20,532,127

9.7%

30.1%

-39.9%

800.6%

69.7%

17.4%

10,460,630 (10,614,980) (154,350)

580,400 (573,180) 7,220

901,240 (846,190) 55,050

458,230 (419,610) 38,620

2,455,330 (685,260) 1,770,070

36,163,220 (34,180,640) 1,982,580

7,191,641 -2.1%

$

312,149 2.4%

$

102,698

$

115.5%

Page 89

98,256 64.8%

$

6,318,091 38.9%

$

22,514,707 9.7%


FY 2022 Capital Expenditures (All Funds)

Water & Sewer Fund Utility Administration 8100 PW equipment enclosure and backup generator 8400 PW work order system

159,000 75,000

Water 8901

Water meters

170,000

Water & Sewer Fund

$

Drainage Fund Drainage 8200 Stand-up zero turn mower

404,000

8,000

Drainage Fund Belton Economic Development Corporation Fund BEDC 8700 Park infrastructure BEDC Fund

Page 90

$

8,000

$

50,000

$

50,000


City of Belton, Texas Budget Summary History (All Funds) 1 Fiscal Years 2019 - 2022 FY 2019 Budget Resources General Fund Debt Service Fund Hotel/Motel Tax Fund TIRZ Fund Water & Sewer Fund Drainage Fund Information Technology Fund Building Maintenance Fund Belton Economic Development Corporation Fund

$

FY 2020 Budget

14,565,675 1,037,917 175,533 1,448,429 8,721,447 500,603 2,265,740

$

14,937,319 956,110 190,436 1,985,995 8,812,129 539,472 1,949,760

FY 2021 Budget

$

FY 2022 Budget

15,629,702 1,206,654 203,572 2,689,775 9,003,733 548,061 890,183 443,767 1,702,199

$

17,470,200 1,180,870 183,100 2,538,930 10,614,980 580,400 901,240 458,230 2,455,330

Total Resources

28,715,344

29,371,221

32,317,646

36,383,280

Expenditures General Fund Debt Service Fund Hotel/Motel Tax Fund TIRZ Fund Water & Sewer Fund Drainage Fund Information Technology Fund Building Maintenance Fund Belton Economic Development Corporation Fund

14,671,149 1,176,417 173,513 1,448,416 8,721,341 532,409 2,260,139

14,937,305 1,183,110 310,436 1,961,046 8,811,520 570,812 849,489

15,381,769 1,177,833 203,572 1,943,891 8,939,710 531,260 890,183 441,116 474,143

17,470,200 1,180,870 180,110 2,210,240 10,614,980 573,180 846,190 419,610 685,260

Total Expenditures

28,983,384

28,623,718

29,983,477

34,180,640

Resources Over / (Under) Expenditures

$

(268,040) $

747,503

$

2,334,169

$

1

Presented are the budgets as originally adopted by City Council for each fiscal year. Capital project 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. $37,000,000 $36,000,000 $35,000,000 $34,000,000 $33,000,000 $32,000,000 $31,000,000 $30,000,000 $29,000,000 $28,000,000 $27,000,000

FY 2019

FY 2020

FY 2021

Total Resources

Page 91

Total Expenditures

FY 2022

2,202,640


City of Belton, Texas Comparative Schedule of City-Wide Resources and Expenditures (All Funds) 1 Fiscal Years 2019 - 2022 FY 2019 Actual Resources General Fund Debt Service Fund Hotel/Motel Tax Fund TIRZ Fund Water & Sewer Fund Drainage Fund Information Technology Fund Building Maintenance Fund BEDC Fund

$

14,707,844 1,102,941 194,772 1,496,182 8,631,284 498,419 2,241,187

FY 2020 Actual

$

FY 2021 Budget

16,501,949 6,009,246 175,594 2,956,406 9,092,394 520,261 2,506,661

$

FY 2021 Estimated

15,879,702 1,206,654 151,680 2,689,775 9,003,733 548,061 815,192 443,767 1,702,199

$

16,243,220 1,218,570 183,984 2,319,650 9,914,379 547,408 818,792 443,617 2,320,110

FY 2022 Budget

$

17,470,200 1,180,870 183,100 2,538,930 10,614,980 580,400 901,240 458,230 2,455,330

Total Resources

28,872,629

37,762,511

32,440,763

34,009,730

36,383,280

Expenditures General Fund Debt Service Fund Hotel/Motel Tax Fund TIRZ Fund Water & Sewer Fund Drainage Fund Information Technology Fund Building Maintenance Fund BEDC Fund

14,748,802 1,173,249 89,141 1,396,798 8,505,064 471,954 1,953,284

13,579,807 6,214,889 120,335 2,967,235 8,549,302 499,555 833,315

16,759,269 1,177,833 203,572 1,943,891 8,989,710 531,260 890,183 441,116 546,643

16,259,126 1,175,844 138,430 1,960,461 9,262,450 476,935 850,445 390,603 452,311

17,470,200 1,180,870 180,110 2,210,240 10,614,980 573,180 846,190 419,610 685,260

Total Expenditures

28,338,292

32,764,438

31,483,477

30,966,605

34,180,640

Resources Over / (Under) Expenditures

$

534,337

$

4,998,073

$

957,286

$

3,043,125

$

1

2,202,640

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. $38,000,000 $37,000,000 $36,000,000 $35,000,000 $34,000,000 $33,000,000 $32,000,000 $31,000,000 $30,000,000 $29,000,000 $28,000,000

FY 2019

FY 2020

FY 2021

Total Resources

Page 92

Total Expenditures

FY 2021

FY 2022


General Fund Overview 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 accounted for in designated funds. The primary governmental functions occurring within this fund are police and fire protection, parks, library, streets, and general administrative operations. Operations within the General Fund are largely funded from taxes. Property taxes comprise forty percent of revenues, while sales taxes generate twenty-seven percent. Other revenues include franchise taxes, fines, fees, and charges for services such as garbage collection. The organizational structure of this fund can be broken into specific divisions of the government that are based upon the function that each serves. Related divisions may form a department with consolidated management. Departments and divisions within the General Fund are listed below.

City Council Department City Council

Administration Department City Manager’s Office Public Information Retail Development

Finance Department Finance

Human Resources Department Human Resources

Legal Department Legal

Police Department Administration Operations Support Services Animal Control Code Enforcement

Fire Department Suppression

Streets Department Streets

Parks & Recreation Department Facilities Community Center Recreation

Planning Department Planning Inspections GIS

Library Department Library

Solid Waste Department Collection Brush

Maintenance Department Fleet

Engineering Engineering

Page 93


General Fund Statement of Fund Balance Actual 2019

Fiscal Year Ending September 30 Budget Basis: Beginning Unassigned Fund Balance (GAAP)

$

Revenues 1 Expenditures Net Increase / (Decrease) in Fund Balance Ending Unassigned Fund Balance (Budget)

Reconciliation to GAAP: Ending Unassigned Fund Balance (Budget) Adjustment 2 Unassigned Fund Balance (GAAP)

Actual 2020

5,160,371

$

14,707,844 (14,748,802) (40,958)

5,078,455

Budget 2021

$

16,501,949 (14,451,807) 2,050,142

7,128,597

Estimated 2021

$

15,879,702 (16,759,269) (879,567)

7,128,597

Projected 2022

$

16,243,220 (16,259,126) (15,906)

7,112,691 17,470,200 (17,470,200) -

$

5,078,455

$

7,128,597

$

6,249,030

$

7,112,691

$

7,112,691

$

5,078,455 5,078,455

$

7,128,597 7,128,597

$

6,249,030 6,249,030

$

7,112,691 7,112,691

$

7,112,691 7,112,691

Assigned Fund Balance (GAAP) Restricted Fund Balance (GAAP) Non-Spendable Fund Balance (GAAP)

804,307 387,043 7,392

912,479

872,000 7,511

7,511

872,000 7,511

872,000 7,511

Total Fund Balance (GAAP)

$

6,276,646

$

8,048,587

$

7,128,541

$

7,992,202

$

7,992,202

Minimum Unassigned Net Assets3 Unassigned Net Assets in Excess of Minimum

$ $

3,667,787 1,453,992

$ $

3,734,326 3,394,271

$ $

4,189,817 2,059,213

$ $

4,189,817 2,922,874

$ $

4,367,550 2,745,141

Notes: 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 minimum fund balance of three months of budgeted expenditures. 1

Fund Balance History $9,000,000 $8,000,000

Fund Balance

$7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $-

2019 Actual

2020 Actual

2021 Budget

2021 Estimated

Fiscal Year Ending September 30 Unassigned Fund Balance (GAAP)

Assigned Fund Balance (GAAP)

Restricted Fund Balance (GAAP)

Non-Spendable Fund Balance (GAAP)

Page 94

2022 Projected


General Fund Recap FY 2019 Actual Revenues Property Taxes Sales Tax Franchise & Other Taxes Permits & License Fees Court Fines & Fees Charges for Service Miscellaneous Income Other Financing Sources

$

Total Revenue Expenditures City Council Administration Finance Human Resources Legal Police Fire Information Technology Streets Parks & Recreation Planning Library Other Costs Solid Waste Maintenance Engineering Total Expenditures Increase / (Decrease) in Fund Balance

$

FY 2020 Actual

5,568,953 3,573,712 1,307,607 265,243 358,343 2,703,426 334,521 596,039

$

6,214,755 4,085,122 1,257,141 234,209 281,753 2,457,751 446,438 1,524,780

FY 2021 Budget

$

6,313,269 4,511,000 1,276,149 246,628 302,550 2,447,738 180,165 602,203

FY 2021 Estimated

$

6,393,806 4,639,305 1,282,047 348,481 274,755 2,556,971 159,524 588,331

FY 2022 Budget

$

7,291,740 4,917,660 1,265,300 293,720 303,070 2,662,540 146,260 589,910

14,707,844

16,501,949

15,879,702

16,243,220

17,470,200

106,380 503,570 344,204 192,067 192,701 4,204,613 3,164,019 233,145 1,157,484 1,211,453 399,268 359,343 604,338 1,377,370 559,451 139,396

69,007 528,174 334,530 188,740 203,867 3,632,427 2,775,540 236,226 1,232,940 1,238,404 446,825 345,958 170,129 1,466,124 563,968 146,948

82,250 603,221 399,944 230,665 237,874 4,839,823 2,920,255 2,085,626 1,519,587 544,959 495,836 575,651 1,552,747 497,198 173,633

75,738 605,960 387,313 210,605 232,902 4,612,211 2,872,655 2,410,020 1,497,899 465,394 481,758 197,901 1,609,519 468,337 130,914

205,950 1,304,650 378,810 297,730 238,960 5,288,340 2,956,850 1,642,750 1,577,510 606,750 500,560 1,808,630 523,540 139,170

14,748,802

13,579,807

16,759,269

16,259,126

17,470,200

(40,958) $

Page 95

2,922,142

$

(879,567) $

(15,906) $

-


General Fund Revenue Trend FY 2019 Actual

FY 2018 Actual Revenues Property Taxes Sales Tax Franchise & Other Taxes Permits & License Fees Court Fines & Fees Charges for Service Miscellaneous Income Other Financing Sources

$

Total Revenue

5,212,688 3,510,105 1,295,918 249,597 280,794 3,227,093 261,945 542,662

$ 14,580,802

$

FY 2020 Actual

5,568,953 3,573,712 1,307,607 265,243 358,343 2,703,426 334,521 596,039

$ 14,707,844

$

6,214,755 4,085,122 1,257,141 234,209 281,753 2,457,751 446,438 1,524,780

$ 16,501,949

FY 2021 Budget

$

6,313,269 4,511,000 1,276,149 246,628 302,550 2,447,738 180,165 602,203

$ 15,879,702

FY 2021 Estimated

$

6,393,806 4,639,305 1,282,047 348,481 274,755 2,556,971 159,524 588,331

$ 16,243,220

FY 2022 Budget

$

7,291,740 4,917,660 1,265,300 293,720 303,070 2,662,540 146,260 589,910

$ 17,470,200

General Fund Revenue Trend $20,000,000 $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $-

2018 Actual

2019 Actual

2020 Actual

2021 Budget

2021 Estimate

Property Taxes

Sales Tax

Franchise & Other Taxes

Permits & License Fees

Court Fines & Fees

Charges for Service

Miscellaneous Income

Other Financing Sources

Page 96

2022 Budget


Distribution of General Fund Revenues Property Taxes Sales Tax Franchise & Other Taxes Permits & License Fees Court Fines & Fees Charges for Service Miscellaneous Income Other Financing Sources

$ $ $ $ $ $ $ $

7,291,740 4,917,660 1,265,300 293,720 303,070 2,662,540 146,260 589,910

41.7% 28.1% 7.2% 1.7% 1.7% 15.2% 0.8% 3.4%

Total

$

17,470,200

100.0%

Revenues Miscellaneous Income 1%

Court Fines & Fees 2%

Other Financing Sources 3%

Charges for Service 15%

Permits & License Fees 2%

Property Taxes 42%

Franchise & Other Taxes 7%

Sales Tax 28%

Page 97


General Fund Revenues Property Taxes:

FY 2022 Budget: $7,160,200

FY 2021 Budget: $6,208,169

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 2022 (2021 Tax Year), the City proposes a total tax rate of $0.6300. City taxes levied for FY 2022 on property valued at $100,000 would be $630.00 ($100,000 ÷ 100 × $0.6300 = $630.00) as compared to $630.00 for FY 2021. 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 2021 and FY 2022 is shown below. FY 2021 (2020 Tax Year)

FY 2022 (2021 Tax Year)

$0.52890 0.10110 $0.63000

$0.5466 0.0834 $0.6300

O & M tax rate Debt tax rate Total tax rate

O & M tax rate Debt tax rate Total tax rate

The 2021 total assessed taxable value is $1,556,589,820 an increase of $132,393,120 from the 2020 adjusted taxable value of $1,424,196,700. The 2021 total tax levy is calculated by multiplying the taxable value by the tax rates. $8,508,320 1,298,200 $9,806,520

Collected for O&M (General Fund) Collected for debt service (Debt Service Fund) 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 2021 is $246,638,226. $8,508,320 ( 1,348,120) $7,160,200

Collected for O&M Ad valorem to TIRZ Tax levy for General Fund

$1,298,200 ( 205,700) $1,092,500

Collected for debt Ad valorem to TIRZ 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 $0.6300 and debt rate of $0.0834 are well below the maximum rates allowed by law.

Page 98


Budgeted Property Tax History Operations O&M $ / $100

Fiscal Year Ending 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

0.54880 0.54880 0.54250 0.53320 0.53930 0.55450 0.56500 0.57120 0.52890 0.54660

Debt Service $ / $100

Amount 4,350,068 4,587,408 4,854,625 5,064,640 5,380,024 5,862,436 6,328,866 7,236,268 7,515,213 8,508,320

Amount

0.11100 0.11100 0.11730 0.12660 0.12050 0.10530 0.09480 0.08860 0.10110 0.08340

Total Rate

Budgeted Taxable Value

Budgeted Total Levy

0.65980 0.65980 0.65980 0.65980 0.65980 0.65980 0.65980 0.65980 0.63000 0.63000

792,650,868 835,898,027 894,861,696 949,857,395 997,593,915 1,057,247,293 1,120,153,343 1,266,853,635 1,416,328,131 1,556,589,820

5,229,910 5,515,255 5,904,297 6,267,159 6,582,125 6,975,718 7,390,772 8,358,700 8,947,121 9,806,520

879,842 927,847 1,049,673 1,202,519 1,202,101 1,113,281 1,061,905 1,122,432 1,431,908 1,298,200

Property Tax Rate History $0.70000 $0.60000 $0.50000 $0.40000 $0.30000 $0.20000 $0.10000 $-

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

Fiscal Year Ending O&M Rate

Debt Service Rate

Tax Rate vs. Taxable Value $0.80000 $0.75000 $0.70000 $0.65000 $0.60000 $0.55000 $0.50000 $0.45000 $0.40000

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

2013

2015

2017

2019

Fiscal Year Ending Tax Rate

Budgeted Taxable Value

Page 99

2021

$-


Sales Tax:

FY 2021 Budget: $4,511,000

FY 2022 Budget: $4,917,660

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%. In 1991, 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 29% 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 revenues have steadily increased with an average growth rate over the last ten years of six percent. Tax revenues expanded at the remarkable rate of fourteen percent in both FY 2020 and FY 2021. This demonstrates the resiliency of the Belton economy and its strong mix of industry, retail, and essential services. The FY 2022 Annual Budget projects a sales tax growth rate of six percent, which is closer to the long-term trend.

Fiscal Year Ending 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Sales Tax Revenue $ 2,874,792 3,069,314 3,205,411 3,155,659 3,276,982 3,510,105 3,573,712 4,085,122 4,639,305 4,917,660

$ Change From Prior $ 111,729 194,522 136,097 (49,752) 71,571 233,123 63,607 511,410 554,183 278,355

% Change From Prior 4% 7% 4% (2%) 4% 7% 2% 14% 14% 6%

Sales Tax Revenue Trend $5,000,000 $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000

2013

2014

2015

2016

2017

Page 100

2018

2019

2020

2021

2022


Franchise & Other Taxes:

FY 2021 Budget: $1,276,149

FY 2022 Budget: $1,265,300

The City of Belton maintains non‐exclusive franchise agreements with utility providers (electric, gas, phone and cable), which use the City's right‐of‐ways to provide their services. The utilities compensate the City for this privileged use through franchise taxes passed on to the users. Their fees are generally based upon a percentage of their gross receipts generated by customers within the City limits. Mixed beverage tax receipts are also recorded in this category. The decline in 2020 is due to the loss of telecommunication fees resulting from State legislation. Franchise & Local Taxes $1,500,000 $1,400,000 $1,300,000 $1,200,000 $1,100,000 $1,000,000 2018 Actual

2019 Actual

2020 Actual

2021 Budget

2021 Estimate

2022 Budget

Fiscal Year Ending September 30

Permit & License Fees:

FY 2021 Budget: $246,628

FY 2022 Budget: $293,720

Permit fees are fees charged for plan reviews to ensure compliance with building codes and the actual inspection to verify compliance. Permit fee revenues have remained at an elevated level since 2016 due to the strong construction market in Central Texas, especially for residential properties. Revenues dipped slightly in FY 2020 due to the coronavirus pandemic. FY 2022 revenues have been budgeted using an average of the past three years.

Permit & License Fees $400,000 $350,000 $300,000 $250,000 $200,000 2018 Actual

2019 Actual

2020 Actual

2021 Budget

Fiscal Year Ending September 30

Page 101

2021 Estimate

2022 Budget


Court Fines & Fees:

FY 2021 Budget: $302,550

FY 2022 Budget: $303,070

Municipal court fines and fees are levied primarily for violations of local ordinances and traffic offenses. The State also levies fees on municipal fines, which are collected by the City and remitted to the State. The City is allowed to retain 10% of State fees as an administrative fee for collecting and processing the fees. Court Fines & Fees $400,000 $300,000 $200,000 $100,000 $0 2018 Actual

2019 Actual

2020 Actual

2021 Budget

2021 Estimate

2022 Budget

Fiscal Year Ending September 30

Charges for Service:

FY 2021 Budget: $2,447,738

FY 2022 Budget: $2,662,540

The main revenue in this category is the charge assessed for refuse collection fees. This charge is passed through to the franchisee as a Generalf Fund expenditure. The City's contract with the refuse collector provides that the City retains 12% of billings as a collection fee. Other revenues that fall into this category include charges for recreation programs, sale of effluent water, and reimbursement for public safety services provided to the local school district. The large decline in 2019 occurred when ambulance services were outsourced to a private company. Charges for Service $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 2018 Actual

2019 Actual

2020 Actual

2021 Budget

Fiscal Year Ending September 30

Page 102

2021 Estimate

2022 Budget


Miscellaneous Income:

FY 2021 Budget: $180,165

FY 2022 Budget: $146,260

Miscellaneous income includes revenues that could not be classified elsewhere. The principal revenue in this category is the interest that the City earns on its investments. Interest rates have again fallen below a one percent annualized rate. This drives the steep decline in miscellaneous income in FY 2021.

Miscellaneous Income $500,000 $400,000 $300,000 $200,000 $100,000 $0

2018 Actual

2019 Actual

2020 Actual

2021 Budget

2021 Estimate

2022 Budget

Fiscal Year Ending September 30

Other Financing Sources:

FY 2021 Budget: $602,203

FY 2022 Budget: $589,910

The largest revenue in this category is the transfer to the General Fund by the Water & Sewer Fund as a franchise transfer of 5% of water and sewer sales. The Water & Sewer Fund also reimburses the General Fund for one-third of the Fleet Maintenance Division budget. A transfer from the TIRZ Fund covers a portion of the costs of the Retail Development Division. FY 2020 includes a transfer to close out the Civil Service Fund. These funds are now restricted in the General Fund for the purpose of Public Safety.

Transfers and Other Financing Sources $2,000,000 $1,500,000 $1,000,000 $500,000 $0

2018 Actual

2019 Actual

2020 Actual

2021 Budget

Fiscal Year Ending September 30

Page 103

2021 Estimate

2022 Budget


General Fund (101-3) Revenues Account Number

FY 2019 Actual

Account Name

Property Taxes 1010 Current Ad Valorem Taxes 1030 Delinquent Ad Valorem Taxes 1040 Penalty & Interest 1050 Payment in Lieu of Taxes 1060 Ad Valorem to TIRZ Total Franchise & Other Taxes 1210 Sales Tax 1310 Electric Franchise Tax 1320 Telecom Line Access Fees 1330 Cable Franchise Tax 1340 Gas Franchise Tax 1350 Garbage Franchise Tax 1360 Ambulance Franchise Tax 1410 Alcoholic Beverage Tax Total Permits & License Fees 3010 Building Permits 3020 Electrical Permits 3030 Plumbing Permits 3040 Mechanical, Heat & A/C Permits 3045 Swimming Pool Permits 3060 Rezoning Fees 3070 Sub-division Fees 3080 Technology Fees 3130 Beer and Wine Licenses 3140 Garage Sale Permits 3150 Fire Marshal Inspection Fees Total Court Fines & Fees 4010 Municipal Court Fines 4020 Parking Fines Court Administrative Fees 4030 4033 Local Municipal Jury Fee 4040 Local Time Payment Fees 4045 Time Payment Reimbursement Fee 4050 Local FTA Fees 4060 Defensive Driving Fees 4070 Warrant and Arrest Fees 4080 Child Safety Fees 4095 Judicial Fee-City Total

$

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

6,236,262 $ 7,083,143 $ 7,515,213 $ 7,428,868 $ 8,508,320 46,909 58,898 47,292 78,583 61,460 48,266 62,461 48,210 69,213 59,980 9,118 10,333 9,598 10,851 10,100 (1,348,120) (771,602) (1,000,080) (1,307,044) (1,193,709) 5,568,953

6,214,755

6,313,269

6,393,806

7,291,740

3,573,712 773,405 72,718 173,981 104,883 127,349 156 55,115

4,085,122 774,856 46,147 168,391 115,360 109,068 78 43,241

4,511,000 775,447 37,875 178,012 110,122 121,932 198 52,563

4,639,305 783,106 34,807 196,036 95,829 124,912 305 47,052

4,917,660 777,120 34,970 182,210 105,360 116,990 180 48,470

4,881,319

5,342,263

5,787,149

5,921,352

6,182,960

124,811 37,382 51,651 19,254 1,090 6,100 12,305 4,540 360 2,370 5,380 265,243 257,366 2,030 38,668 7,283 1,270 6,268 41,682 1,849 1,927 358,343

Page 104

126,816 25,982 42,478 12,076 1,310 5,150 8,682 5,380 1,420 1,375 3,540 234,209 206,742 2,883 29,958 127 3,162 716 1,113 4,360 31,220 764 708 281,753

117,265 34,789 47,523 17,349 1,050 5,200 11,956 4,093 750 2,113 4,540 246,628 220,320 2,592 31,114 0 5,789 0 1,092 4,433 34,466 1,323 1,421 302,550

195,016 42,027 64,823 20,465 2,000 3,000 6,700 8,800 600 1,850 3,200 348,481 188,729 225 52,325 165 950 2,800 1,115 2,300 24,711 1,200 235 274,755

160,920 34,000 53,650 16,270 1,470 4,750 9,230 6,240 1,280 1,870 4,040 293,720 217,610 1,710 40,320 150 950 2,800 1,170 4,310 32,540 1,270 240 303,070


General Fund (101-3) Revenues Account Number

Account Name

Charges for Service 5010 Refuse Collection Fees 5020 Refuse Contract Fees 5050 Brush Collection Fees 5150 Ambulance Revenues 5210 Rental Income 5300 Park Permits 5301 Harris Community Center Rental 5310 Recreation Revenue 5311 Recreational Softball Revenue 5313 Harris Center Event Revenue 5400 Code Enforcement Revenue 5800 PPFC/TDFA Finance Fees 6020 Public Safety Reimbursements 6130 Sale of Effluent Water Total Miscellaneous Income 6040 Bell Co - Child Safety Fund 6060 State LEOSE Funding 6100 Sale of City Property 6170 Insurance Proceeds 6310 Contributions 6700 Miscellaneous Income 6720 Cash Over / (Under) 6730 Copies 6780 Credit Card Fees 7000 Grant Receipts 9100 Interest Income Total Other Financing Sources 8002 Interfund Transfer - Reimbursement 8103 Transfer from Gen Capital Projects Transfer from Civil Service Fund 8119 8123 Interfund Transfer - TIRZ 8125 Transfer from Court Security 8202 Transfer from Water Sewer Fund Total General Fund

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

1,220,594 147,023 199,597 541,807 100 5,255 75,298 26,735 4,070 24,100 10,000 275,403 173,444

1,321,389 157,372 198,385 191,512 41,100 2,625 28,628 11,733 3,720 8,699 10,000 278,666 203,922

1,403,213 186,728 211,400 45,000 3,000 55,457 22,988 3,533 19,950 10,000 279,883 206,586

1,463,317 189,590 207,500 22,700 19,200 5,400 52,922 26,000 1,700 10,000 300,693 257,949

1,609,650 193,160 217,870 22,700 19,200 5,400 52,280 21,490 2,600 11,500 10,000 284,920 211,770

2,703,426

2,457,751

2,447,738

2,556,971

2,662,540

22,606 2,967 41,914 10,817 2,000 51,242 (51) 2,434 50,637 149,955

23,015 2,629 (35) 221,815 1,300 65,936 (59) 1,776 50,845 79,216

22,617 2,751 1,100 44,546 2,077 7,200 50,044 49,830

21,930 2,764 24,530 1,000 37,000 1,100 10,000 48,000 13,200

22,520 2,790 1,430 51,390 1,770 3,330 49,830 13,200

334,521

446,438

180,165

159,524

146,260

186,102 36,180 4,532 369,225

199,485 22,756 872,119 30,679 399,741

164,075 39,548 4,530 394,050

164,075 30,206 394,050

130,700 32,530 426,680

596,039

1,524,780

602,203

588,331

589,910

$ 14,707,844

$ 16,501,949

$ 15,879,702

$ 16,243,220

$ 17,470,200

Page 105


General Fund Department Summary FY 2019 Actal General Fund 1 City Council Administration Finance Human Resources 2 Legal Police Fire Information Technology Streets Parks & Recreation Planning Library Other Costs Solid Waste Maintenance 3 Engineering

$

General Fund

FY 2020 Actual

106,380 503,572 344,204 192,068 192,702 4,204,612 3,164,020 233,145 1,157,487 1,211,455 399,272 359,344 604,338 1,377,370 559,451 139,396

$ 14,748,816

$

69,007 528,174 334,530 188,740 203,867 3,632,427 2,775,540 236,226 1,232,940 1,238,404 446,825 345,958 170,129 1,466,124 563,968 146,948

$ 13,579,807

FY 2021 Budget $

82,250 603,221 399,944 230,665 237,874 4,839,823 2,920,255 2,085,626 1,519,587 544,959 495,836 575,651 1,552,747 497,198 173,633

$ 16,759,269

FY 2021 Estimated $

FY 2022 Budget

75,738 605,960 387,313 210,605 232,902 4,612,211 2,872,655 2,410,020 1,497,899 465,394 481,758 197,901 1,609,519 468,337 130,914

205,950 1,304,650 378,810 297,730 238,960 5,288,340 2,956,850 1,642,750 1,577,510 606,750 500,560 1,808,630 523,540 139,170

$ 16,259,126

$ 17,470,200

FY 2022 Expenditures by Department Administration 7%

Other Costs 0%

City Council

Solid Waste 10%

Administration Finance Human Resources

Planning 3%

Legal Police Fire Information Technology

Parks & Recreation 9%

Streets

Police 30%

Parks & Recreation Planning Library

Streets 9%

Other Costs Solid Waste Maintenance Engineering

Fire 17%

Page 106


General Fund Expenditures by Department / Division Department Division City Council City Council Total

FY 2019 Actual

$

FY 2020 Actual

106,380 106,380

$

69,007 69,007

FY 2021 Budget

$

82,250 82,250

FY 2021 Estimated

$

75,738 75,738

FY 2022 Budget

$

205,950 205,950

Administration City Manager's Office Public Information 3 Retail Development Total

370,349 97,014 36,209 503,572

389,723 101,055 37,396 528,174

505,472 55,292 42,457 603,221

509,064 57,839 39,057 605,960

1,199,440 60,560 44,650 1,304,650

Finance Finance Total

344,204 344,204

334,530 334,530

399,944 399,944

387,313 387,313

378,810 378,810

Human Resources 6 Human Resources Total

192,068 192,068

188,740 188,740

230,665 230,665

210,605 210,605

297,730 297,730

Legal 20 Legal Total

192,702 192,702

203,867 203,867

237,874 237,874

232,902 232,902

238,960 238,960

Police 13 Administration 14 Operations 15 Support Services Animal Control 16 Code Enforcement Total

299,562 2,664,274 1,074,103 97,273 69,400 4,204,612

302,368 2,346,615 821,096 97,150 65,198 3,632,427

360,050 3,118,742 1,179,994 102,747 78,290 4,839,823

339,824 3,005,767 1,090,525 97,827 78,268 4,612,211

373,780 3,090,620 1,639,580 103,400 80,960 5,288,340

Fire 17 Suppression 18 Emergency Medical Services Total

1,618,640 1,545,380 3,164,020

2,678,549 96,991 2,775,540

2,920,255 2,920,255

2,872,655 2,872,655

2,956,850 2,956,850

Page 107


General Fund Expenditures by Department / Division Department Division Information Technology Information Technology Total

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

236,226 236,226

Streets 6 Streets Total

1,157,487 1,157,487

1,232,940 1,232,940

2,085,626 2,085,626

2,410,020 2,410,020

1,642,750 1,642,750

Parks & Recreation 7 Facilities 8 Community Center 9 Recreation Total

962,327 132,976 116,152 1,211,455

951,513 134,355 152,536 1,238,404

1,103,306 219,585 196,696 1,519,587

1,104,100 211,486 182,313 1,497,899

1,133,000 223,000 221,510 1,577,510

Planning 10 Planning 11 Inspections 12 GIS Total

156,564 211,134 31,574 399,272

158,550 257,266 31,009 446,825

193,390 324,058 27,511 544,959

140,365 304,865 20,164 465,394

240,260 338,640 27,850 606,750

Library Library Total

359,344 359,344

345,958 345,958

495,836 495,836

481,758 481,758

500,560 500,560

Other Costs 6 Other Costs Total

604,338 604,338

170,129 170,129

575,651 575,651

197,901 197,901

1,260,526 116,844 1,377,370

1,341,283 124,841 1,466,124

1,433,262 119,485 1,552,747

1,501,889 107,630 1,609,519

1,666,900 141,730 1,808,630

Maintenance 7 Fleet Maintenance 9 Building Maintenance Total

275,460 283,991 559,451

271,135 292,833 563,968

497,198 497,198

468,337 468,337

523,540 523,540

Engineering 19 Engineering Total

139,396 139,396

146,948 146,948

173,633 173,633

130,914 130,914

139,170 139,170

$ 14,748,816

$ 13,579,807

$ 16,759,269

$ 16,259,126

$ 17,470,200

General Fund

Page 108

-

FY 2022 Budget

233,145 233,145

Solid Waste 7 Collection 9 Brush Total

-

FY 2021 Estimated

-

-


General Fund Category Summary FY 2020 Actual

FY 2019 Actal

Description Personnel Supplies Maintenance Services Other Expenses Capital Outlay Transfers

$

8,933,434 461,091 434,119 2,627,620 119,174 15,613 2,157,765

General Fund

$ 14,748,816

$

8,241,485 416,222 701,165 2,770,425 170,129 1,280,381

$ 13,579,807

FY 2021 Budget $

9,279,802 583,969 1,088,917 4,065,766 575,651 80,495 1,084,669

$ 16,759,269

FY 2021 Estimated $

FY 2022 Budget

9,009,674 518,659 1,054,015 3,952,418 197,901 85,790 1,440,669

$ 10,487,360 535,860 1,015,100 4,466,140 210,650 755,090

$ 16,259,126

$ 17,470,200

FY 2022 Expenditures by Category Other Expenses 1%

Capital Outlay 0%

Transfers 4%

Services 26%

Personnel 60% Maintenance 6% Supplies 3%

Page 109


General Fund Line Item Expense Detail Account Number Account Name Personnel 1010 1020 1030 1040 1050 1070 1080 1090 1120 1130 1140 1150 1210 1220 1230 1240 1250 1260 1600 Supplies 2010 2030 2050 2070 2090 2100 2120 2220 2310 2400 2500 2600 2700 2720 2740

Administrative Salaries Professional Salaries Supervisory Salaries Operation Salaries Office and Clerical Salaries Overtime Pay Part Time and Seasonal Salaries Other Salaries Longevity Pay Health Insurance Allowance Allowances Assignment Pay TMRS FICA Employee Insurance Worker's Comp Insurance Unemployment Compensation Deferred Compensation Pay Plan Costs Total Office Supplies Chemical Supplies Educational Supplies Janitorial Supplies Tools and Other Supplies Recreational Programming Promotional Materials and Prizes Fuel EMS Supplies Clothing Small Equipment Postage Print Materials Materials in Electronic Format Other Materials (Audiovisual) Total

FY 2019 Actual

$

783,242 714,934 1,329,015 3,700,171 14,091 231,337 68,553 6,023 7,312 5,940 91,457 6,750 571,130 508,023 739,222 109,833 2,392 44,009 8,933,434

FY 2020 Actual

$

21,533 16,460 8,184 21,123 53,824 425 2,115 169,235 37,288 71,314 40,900 18,690 461,091

Page 110

827,812 676,730 1,252,383 3,118,416 14,774 117,633 42,813 2,727 36 3,717 97,079 6,150 665,187 520,173 720,817 110,359 20,236 44,444 8,241,485 20,589 16,147 12,955 24,683 69,098 2,165 1,590 114,070 2,769 81,379 55,589 15,108 63 16 416,222

FY 2021 Budget

$

738,248 680,857 1,246,660 4,053,913 14,935 153,352 82,073 11,000 18,935 7,200 673,056 530,282 904,802 122,616 15,382 26,491 9,279,802 23,244 21,475 13,600 12,820 58,556 6,420 2,230 136,820 3,150 181,981 55,840 18,833 36,000 9,000 4,000 583,969

FY 2021 Estimated

$

740,529 663,769 1,190,916 4,112,684 15,310 126,847 76,554 6,000 1,709 25,472 3,400 704,142 521,927 686,394 84,649 19,162 30,210 9,009,674 23,735 19,901 12,350 10,564 53,680 4,000 1,900 113,559 5,343 149,197 58,457 15,973 37,000 9,000 4,000 518,659

FY 2022 Budget

$

808,030 690,230 1,510,120 4,269,470 15,820 157,700 103,600 6,000 778,910 572,470 834,220 132,760

15,460

23,900 568,670 10,487,360 25,270 19,140 15,650 13,100 72,240 7,150 2,800 132,750 7,550 76,060 96,990 18,160 36,000 9,000 4,000 535,860


General Fund Line Item Expense Detail Account Number Account Name

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

Maintenance 3010 Building 3020 HVAC 3110 Fire Hydrant 3330 Street 3340 Sign 3360 Sidewalk 3420 Splash Pad 3430 Park 3440 Vandalism 3450 Landscape 3904 Flood Repairs 4020 Machinery and Equipment 4030 Vehicle 4160 Computer System Maintenance 4370 Radio Total

36,294 3,259 27 30,475 15,577 27,564 12,230 39,451 1,120 7,160 130 46,892 90,390 121,205 2,345 434,119

54,241 5,997 783 50,390 17,361 10,385 14,378 48,832 188 5,968 1,014 37,026 315,879 135,837 2,887 701,165

18,700 700 500 794,725 20,000 25,000 8,760 53,100 5,900 45,155 114,457 1,920 1,088,917

17,150 100 500 801,365 18,500 5,000 8,760 48,000 5,900 45,587 102,473 680 1,054,015

11,700 1,800 729,840 17,000 12,000 12,580 57,100 5,900 52,570 114,610 1,015,100

Services 5000 5010 5030 5100 5110 5130 5140 5150 5170 5180 5190 5210 5220 5300 5310 5340 5341 5400 5410 5420 5440 5500

5,570 7,230 783 33,518 1,908 120,329 5,236 3,156 1,115 18,116 3,129 14,162 278 18,430 2,207 81,517 21,525 320,809 4,937

7,790 9,623 488 28,746 4,366 93,553 6,026 2,032 495 17,638 2,392 9,188 2,377 17,628 625 91,525 12,845 331,065 40,000 5,517

8,960 12,535 3,100 38,057 6,086 178,693 19,700 2,629 4,600 21,800 13,180 900 3,700 20,300 2,000 374,265 640,539 93,500 26,400 328,472 40,000 154,985

8,453 11,960 2,800 36,009 4,063 86,886 7,315 2,200 3,400 21,800 13,650 891 4,571 14,950 1,500 374,265 640,539 95,486 8,000 328,480 40,000 148,781

8,960 14,550 5,750 37,030 6,090 182,820 5,650 21,850 17,900 3,700 24,400 1,000 391,200 694,310 98,340 21,000 336,050 40,000 172,550

Public Notices Marketing Employment Opportunities Dues and Publications License & Certification Travel & Training Travel & Training with Agreement Travel & Training LEOSE Employee Recognition/Wellness Employee Relations Employee Testing Equipment Lease Equipment Rental Events RUOK Building Maintenance Services Info Tech Services Bell County Tax Appraisal Collection Bell County Jail Bell County Communications Bell County Animal Shelter General Liability

Page 111


General Fund Line Item Expense Detail Account Number Account Name 5510 5520 5530 5540 5550 5560 5600 5610 5620 5630 5690 5700 5710 5731 5740 5750 5760 5790 5810 5820 5830 5840 5850 5860 5910 5920 5940

Errors and Omissions Employee Bond Law Enforcement Liability Automobile Mobile Equipment Real Property Audit Legal Engineering Consulting Other Professional Services Special Services Demolition and Cleanup Payment Processing Fees Contract Mowing Election Expenses Collection Fees Document Preparation Communication Services Gas Service Electric Service Trail Lighting Street Lighting Park Lighting Recycling Program Refuse Collection Contract Tipping/Hauling Fees Total

Other Expenses 7600 Contributions 7700 Contingency Total Capital Outlay 8200 Machinery and Equipment 8300 Vehicles 8400 Computer Equipment Total

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

9,677 1,369 18,127 46,829 7,438 37,438 20,737 4,283 28,062 33,384 17,776 56,574 3,326 31,456 4,957 9,611 1,488 43,408 11,162 65,181 6,708 222,899 39,385 6 1,225,195 17,189 2,627,620

9,812 1,833 19,972 50,261 8,078 44,765 24,818 15,858 43,327 36,596 11,282 28,404 13,656 8,084 39,738 1,641 13,103 1,310 62,581 12,743 61,054 6,873 223,965 27,986 1,311,435 7,332 2,770,425

23,898 14,600 60,000 39,880 11,000 13,204 40,700 7,200 58,175 12,000 1,845 12,290 67,840 7,280 251,440 42,800 1,403,213 4,000 4,065,766

23,898 21,800 25,000 34,976 11,798 14,702 22,000 16,600 52,000 5,800 2,813 13,932 75,036 8,454 242,308 50,277 1,467,425 7,600 3,952,418

21,890 32,500 40,000 99,300 23,400 13,170 37,200 17,000 58,200 9,500 2,900 14,060 390,700 1,614,170 9,000 4,466,140

119,174 119,174

90,044 80,085 170,129

130,651 445,000 575,651

158,601 39,300 197,901

110,650 100,000 210,650

80,495 80,495

79,995 5,795 85,790

57 15,556 15,613

Page 112

-

-


General Fund Line Item Expense Detail Account Number Account Name Transfers 9103 9104 9115 9119 9122 9129 9150 9160 9170 9175 9176 9177 9178 9183

Transfer to General Capital Projects Transfer to General Capital Equip Transfer to Debt Service Fund Transfer to Civil Service Fund Transfer to Book Fund Transfer to TDHCA Housing Fund Transfer to YAC Fund Transfer to Grant Fund Transfer to FD Capital Replacement Transfer to PD Vehicle Replacement Transfer to Parks & PW Capital Transfer to IT Replacement Transfer to HVAC Replacement Transfer to Street Maintenance Total

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

260,542 422,149 150,500 231,000 35,000 38,000 1,000 138,682 186,548 244,201 76,259 271,754 102,130 2,157,765

170,000 39,000 1,000 149,436 188,301 248,418 63,701 420,525 1,280,381

386,500 40,000 151,215 233,941 273,013 1,084,669

736,500 40,000 151,215 239,941 273,013 1,440,669

22,000 183,340 240,960 308,790 755,090

General Fund Expenditures $ 14,748,816

$ 13,579,807

$ 16,759,269

$ 16,259,126

$ 17,470,200

Page 113


General Fund Long-Term Forecast

FY 2022 Beginning Fund Balance

$

FY 2023

7,112,691

$

7,112,691

FY 2024 $

FY 2025

7,211,233

$

7,311,566

FY 2026 $

7,497,213

Ad Valorem Taxes Sales Tax Franchise and Other Revenues Total Revenue

7,291,740 4,917,660 5,260,800 17,470,200

7,656,327 5,163,543 5,392,320 18,212,190

8,039,143 5,421,720 5,527,128 18,987,992

8,441,101 5,692,806 5,665,306 19,799,213

8,863,156 5,977,446 5,806,939 20,647,541

Personnel Other Expenditures Transfers Capital Total Expenditures

10,487,360 6,227,750 755,090 17,470,200

10,854,418 6,445,721 783,509 30,000 18,113,648

11,234,322 6,671,321 807,015 175,000 18,887,659

11,627,523 6,904,818 831,225 250,000 19,613,566

12,034,487 7,146,486 856,162 20,037,135

-

98,542

100,333

185,647

610,406

Fund Balance Impact Ending Fund Balance

$

7,112,691

$

7,211,233

$

7,311,566

$

7,497,213

$

8,107,618

Less: 3-Month Minimum Balance

$

4,367,550

$

4,528,412

$

4,721,915

$

4,903,392

$

5,009,284

Forecasted Fund Balance in Excess of Minimum

$

2,745,141

$

2,682,821

$

2,589,651

$

2,593,821

$

3,098,334

Forecasted Ending Fund Balance $8,200,000 $8,000,000 $7,800,000 $7,600,000 $7,400,000 $7,200,000 $7,000,000 $6,800,000 $6,600,000

FY 2022

Property tax growth Sales tax growth Franchise and other revenue growth

FY 2023

FY 2024

FY 2025

Assumptions based upon historical trends 5.0% Personnel cost growth 5.0% Other expenditure growth 2.5% Transfers and Capital

Page 114

FY 2026

3.5% 3.5% As Needed


Page 115


City Council DIVISION MISSION AND DESCRIPTION The Mayor and six Council members act as one body, representing the citizens of Belton, to formulate public policy and to ensure the orderly development of the City. Following the City Charter election in 2020 and Council member transitions thereafter, citizens elect each Council member at large in non-geographic places for three-year terms. The City Council appoints the City Manager, City Clerk, City Attorney, and Municipal Judge; 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 2022 Strategic Plan priorities addressed below: Governance, Public Safety, Quality of Life, Economic Development, Connectivity, and Parks/Natural Beauty Goal: Plan proactively for the City’s future while retaining community character Action Item: Conduct the annual update of the Strategic Plan Goal: Balance revenues and expenditures while meeting community needs Action Item: Adopt a balanced budget for FY 2022 Goal: Reinforce customer service and citizen engagement Action Item: Enhance the customer service code to emphasize service to citizens

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET   

Appropriations for legal expenditures rise to reflect ongoing consultation related to development Election expenditures decrease after the special City Charter election was held in 2020 Expenditures for contributions have been transferred from the Other Costs division into City Council

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

23 3 3

23 3 2

22 4 4

23 3 2

Number of regular City Council meetings Number of special City Council meetings Number of Council work sessions

Page 116


General Fund - City Council (101-4-010) Account Number

Personnel Administrative Salaries 1010 1240 Workers' Comp. Insurance Total Supplies 2010 2090 2400 2500 2600

FY 2019 Actual

Account Name $

Office Supplies Tools and Other Supplies Clothing Small Equipment Postage Total

Maintenance 4160 Computer System Total Services 5000 5100 5130 5180 5300 5610 5690 5700 5750 5810

Public Notices Dues and Publications Travel and Training Employee Relations Events Legal Other Professional Services Special Services Election Expenses Communication Services Total

Other Expenses 7600 Contributions Total Transfers 9103 Transfer to GF Capital Projects 9129 Transfer to GF Capital Equipment Total City Council Expenditures $

FY 2020 Actual 7 7 14

$

FY 2021 Budget 7 7 14

$

FY 2021 Estimated 7 8 15

$

FY 2022 Budget

7 6 13

$

10 10 20

305 217 109 631

595 531 177 14 1,317

484 700 300 1,484

475 600 300 1,375

530 600 300 1,430

-

546 546

-

-

-

4,000 8,289 5,199 18,116 1,920 3,758 4,131 4,957 3,191 53,561

5,252 6,108 14,632 17,638 15,133 2,142 1,393 1,641 3,191 67,130

4,550 10,351 20,350 21,800 2,600 2,000 3,000 4,100 12,000 80,751

4,550 10,000 6,000 21,800 20,000 2,000 4,200 5,800 74,350

4,550 7,900 20,350 21,850 2,600 20,000 3,000 4,100 9,500 93,850

-

-

-

-

110,650 110,650

14,174 38,000 52,174

-

-

-

-

106,380

$

Page 117

69,007

$

82,250

$

75,738

$

205,950


City Manager’s Office DIVISION MISSION AND DESCRIPTION It is the mission of the City Manager’s Office to execute City Council policies and directives effectively and to conduct city operations in a professional and efficient manner. The Mayor and City Council appoint the City Manager. The City Manager is responsible for the administration of all city affairs as directed by the City Charter.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan priorities addressed below: Governance, Public Safety, Quality of Life, Service Delivery Goal: Implement the adopted Strategic Plan for FY 2022 Action Item: Guide staff in the directives identified by City Council during the annual 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: Prepare an annual budget that thoughtfully manages the expenditures which are appropriated by City Council

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET    

Appropriations for wages, taxes, and retirement increase to account for growth in salaries Expenditures for pay plan costs have been transferred from the Other Costs division into City Manager’s Office Building Maintenance Services and Info Tech Services reflect changes to the cost allocation schedule for FY 2022 Expenditures for contingencies have been transferred from the Other Costs division into City Manager’s Office

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

15 124 1,306

15 200 1,200

15 125 1,100

12 125 1,100

$188,000 19/16/3 100%

$200,000 19/14/3 100%

$250,000 19/14/5 100%

$350,000 20/15/5 100%

Number of grant applications submitted Number of official documents indexed Number of open records requests processed

FY 2021 ESTIMATE

FY 2022 BUDGET

PERFORMANCE MEASURES Monetary value of grants awarded Strategic Plan goals number/implemented/ongoing Update Council on City issues regularly

PERSONNEL City Manager City Clerk Grants and Special Projects Coordinator Assistant City Clerk Executive Administrative Assistant Total Employees (Full-Time Equivalents)

1.00 1.00 1.00 1.00 4.00

Page 118

1.00 1.00 1.00 1.00 1.00 5.00

1.00 1.00 1.00 1.00 1.00 5.00

1.00 1.00 1.00 1.00 1.00 5.00


General Fund - City Manager's Office (101-4-021) Account Number Personnel 1010 1020 1040 1070 1140 1210 1220 1230 1240 1250 1260 1600 Supplies 2010 2070 2090 2400 2500 2600

FY 2019 Actual

Account Name

Administrative Salaries Professional Salaries Operations Salaries Overtime Pay Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Deferred Compensation Pay Plan Costs Total

$

Office Supplies Janitorial Supplies Tools and Other Supplies Clothing Small Equipment Postage Total

Maintenance 3010 Building 3020 HVAC 4160 Computer System Total Services 5000 5100 5130 5210 5340 5341 5500 5510 5520 5560 5700 5810 5830

Public Notices Dues and Publications Travel and Training Equipment Lease Building Maintenance Services Info Tech Services General Liability Errors and Omission Employee Bond Real Property Special Services Communication Services Electric Service Total

Other Expenses 7700 Contingency Total Transfers 9177 Transfer to IT Replacement 9178 Transfer to HVAC Replacement Total City Manager's Office Expenditures $

FY 2020 Actual

48,126 101,418 61,725 637 11,605 18,517 15,190 19,517 407 25 44,009 321,176

$

FY 2021 Budget

49,518 106,489 67,243 11,479 22,364 16,637 18,528 476 415 44,444 337,593

$

FY 2021 Estimated

50,128 105,705 111,030 935 26,244 20,480 27,464 578 445 26,491 369,500

$

FY 2022 Budget

51,990 98,180 116,643 8,480 28,209 19,686 18,767 400 510 30,210 373,075

$

55,850 113,160 123,860 30,750 22,400 22,570 630 440 23,900 568,670 962,230

3,362 793 693 72 156 452 5,528

3,150 1,096 1,593 50 399 381 6,669

3,950 1,150 100 282 5,482

6,500 700 100 1,041 453 8,794

6,450 1,300 100 280 8,130

1,148 87 1,235

3,553 2,249 188 5,990

-

-

-

4,684 11,383 6,401 208 407 3,283 886 2,356 8,368 37,976

231 5,052 6,843 6,508 197 413 800 3,320 2,835 8,411 34,610

150 5,113 18,730 53,900 37,400 5,387 600 9,210 130,490

4,730 15,000 53,900 37,400 5,418 600 10,147 127,195

4,730 17,330 60,890 28,610 6,280 600 10,640 129,080

-

-

-

-

100,000 100,000

1,971 2,463 4,434

2,027 2,834 4,861

-

-

-

370,349

$

Page 119

389,723

$

505,472

$

509,064

$

1,199,440


Public Information DIVISION MISSION AND DESCRIPTION It is the mission of the Public Information division to foster an environment of open and honest communication through the establishment of trust and credibility. The responsibilities of this division include communicating with media professionals and the public; generating press releases for newsworthy items; managing the City’s website, social media accounts, and digital displays in City buildings; and facilitating communication with community stakeholders.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan priorities addressed below: Governance Goal: Ensure transparency in local government through the exchange of information with media outlets Action Item: Provide public information in a professional and timely manner Goal: Provide useful information about local government services and programs through social media messaging Action Item: Schedule at least three social media postings per week Goal: Ensure the City website and digital building displays are current and accurate Action Item: Perform a comprehensive review of information regularly

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET  

Appropriations for wages, taxes, and retirement increase to account for growth in salaries Employee insurance costs rise to reflect an increase in health insurance premiums

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

Number of website page views Number of press releases Social media reach

457,529 70 1,325,487

470,000 85 1,400,050

435,000 75 1,430,000

455,000 75 1,500,000

96% 95% 100%

96% 95% 100%

95% 94% 100%

96% 95% 100%

1.00 1.00

1.00 1.00

1.00 1.00

1.00 1.00

PERFORMANCE MEASURES Responses to media requests within three hours Responses to website/email inquiries within twelve hours Percent of monthly newsletter released in a timely manner

PERSONNEL Public Information Officer Total Employees (Full-Time Equivalents)

Page 120


General Fund - Public Information (101-4-022) Account Number Personnel 1020 1140 1210 1220 1230 1240 1250

FY 2019 Actual

Account Name Professional Salaries Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Supplies 2010 Office Supplies 2090 Tools and Other Supplies 2400 Clothing Total Maintenance 4160 Computer System Total Services 5010 5100 5130 5341 5500 5510 5810

Marketing Dues and Publications Travel and Training Info Tech Services General Liability Errors and Omission Communication Services Total

Transfers 9177 Transfer to IT Replacement Total Public Information Expenditures $

69,161 3,600 6,065 5,200 7,777 136 9 91,948

FY 2020 Actual $

72,559 3,700 7,261 5,461 7,802 144 144 97,071

FY 2021 Budget $

FY 2021 Estimated

36,057 300 3,563 2,777 3,614 78 59 46,448

$

FY 2022 Budget

35,691 1,800 3,798 2,647 5,349 54 73 49,412

$

40,000 4,200 3,060 4,020 90 60 51,430

149 149

281 975 43 1,299

60 200 50 310

200 200

60 200 50 310

962 962

1,021 1,021

-

-

-

595 100 2,075 52 102 566 3,490

235 177 49 103 567 1,131

850 705 3,350 3,454 175 8,534

600 600 3,400 3,454 173 8,227

600 860 3,600 3,560 200 8,820

465 465

533 533

-

-

-

97,014

$

Page 121

101,055

$

55,292

$

57,839

$

60,560


Retail Development DIVISION MISSION AND DESCRIPTION The mission of the Retail Development division is to promote the City of Belton as the premier place for retail and commercial development. The duties of this division include developing plans that strengthen the City’s business climate through marketing and promotional activities; working cooperatively with businesses, property owners, and prospective developers; and assisting with the development of infrastructure to attract retail development and tourism.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan priorities addressed below: Economic Development Goal: Enhance retail development and tourism Action Item: Collaborate with local businesses and the Chamber of Commerce to add, refine, or reinforce retail and tourism in Belton Goal: Facilitate the addition of hospitality and retail space throughout the community Action Item: Recruit retail, restaurants, hotels, and shopping centers for the City of Belton Goal: Assist in project coordination between the City, its economic development corporation, and other government agencies Action Item: Conduct business recruitment, retention, and expansion

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET  

Appropriations for wages, taxes, and retirement increase to account for growth in salaries Employee insurance costs rise to reflect an increase in health insurance premiums

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

100 55 55

100 60 60

125 25 60

125 50 100

N/A N/A N/A

4 150,000 50

4 80,000 75

8 150,000 100

Number of business retention visits Number of business development visits Number of invitations extended for site visits

PERFORMANCE MEASURES Development commitments from businesses Square feet developed from new or expanding businesses Property tours within one year

PERSONNEL Retail Development Coordinator Total Employees (Full-Time Equivalents)

1.00 1.00

Page 122

1.00 1.00

1.00 1.00

1.00 1.00


General Fund - Retail Development (101-4-023) Account Number Personnel 1020 1140 1210 1220 1230 1240 1250 Supplies 2010 2090 2400 2600 Services 5010 5100 5130 5341 5500 5510 5810

FY 2019 Actual

Account Name Professional Salaries Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

21,744 475 1,844 1,647 3,110 41 5 28,866

FY 2020 Actual $

22,575 100 2,160 1,701 3,151 53 73 29,813

FY 2021 Budget $

FY 2021 Estimated

22,550 2,210 1,725 3,614 49 59 30,207

$

FY 2022 Budget

23,066 600 2,394 1,738 3,254 34 73 31,159

$

24,060 2,530 1,840 4,020 50 60 32,560

Office Supplies Tools and Other Supplies Clothing Postage Total

263 28 291

63 320 41 5 429

156 45 201

100 8 108

230 230

Marketing Dues and Publications Travel and Training Info Tech Services General Liability Errors and Omission Communication Services Total

1,535 1,595 3,199 26 51 181 6,587

2,875 400 1,030 25 52 2,285 6,667

3,250 370 4,800 3,454 175 12,049

3,250 400 600 3,454 86 7,790

3,000 400 4,800 3,560 100 11,860

465 465

487 487

-

-

-

Transfers 9177 Transfer to IT Replacement Total Retail Development Expenditures $

36,209

$

Page 123

37,396

$

42,457

$

39,057

$

44,650


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. Development of 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, utility billings, cash collections, and the capital asset records program.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 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: Reorganize responsibilities among the Finance staff to expose them to all areas of governmental accounting Goal: Ensure financial stability, accountability, and transparency of all City funds Action Item: Facilitate discussions among City Council and City staff about financial sustainability

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET   

One Assistant Finance Director and one Staff Accountant position are reclassified into two Senior Accountant positions Expenditures for allowances have been reclassified into administrative salaries Tax appraisal charges climb with an increase to the rate charged for the service

WORKLOAD MEASURES

FY 2020 ACTUAL

Number of payrolls processed Number of purchase orders issued Number of accounts payable checks processed

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

26 N/A 3,215

26 N/A 3,000

26 150 4,300

26 170 4,000

84% 90% 99%

100% 75% 95%

92% 90% 99%

100% 95% 100%

1.00 1.00 1.00 1.00 4.00

1.00 1.00 1.00 1.00 4.00

1.00 2.00 1.00 4.00

1.00 2.00 1.00 4.00

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 Director of Finance Assistant Director of Finance Senior Accountant Staff Accountant Accounting Technician Total Employees (Full-Time Equivalents)

Page 124


General Fund - Finance (101-4-031) Account Number Personnel 1010 1020 1040 1130 1140 1210 1220 1230 1240 1250 Supplies 2010 2070 2090 2400 2500 2600

FY 2019 Actual

Account Name Administrative Salaries Professional Salaries Operations Salaries Health Insurance Allowance Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Office Supplies Janitorial Supplies Tools and Other Supplies Clothing Small Equipment Postage Total

Maintenance 3010 Building 3020 HVAC 4020 Machinery and Equipment 4160 Computer System Total Services 5100 5110 5130 5210 5340 5341 5400 5500 5510 5520 5560 5600 5700 5790 5810 5820 5830

Dues and Publications License & Certification Travel and Training Equipment Lease Building Maintenance Services Info Tech Services Bell County Tax Appraisal/Collection General Liability Errors and Omission Employee Bond Real Property Audit Special Services Document Preparation Communication Services Gas Service Electric Service Total

Transfers 9103 Transfer to GF Capital Projects 9177 Transfer to IT Replacement 9178 Transfer to HVAC Replacement Total Finance Expenditures $

53,972 62,285 18,001 473 3,200 11,420 9,823 11,933 261 21 171,389

FY 2020 Actual $

52,583 63,393 18,877 868 3,150 13,302 10,153 10,265 298 352 173,241

FY 2021 Budget $

FY 2021 Estimated

54,355 73,717 18,596 3,600 14,726 11,496 16,623 317 269 193,699

$

FY 2022 Budget

55,790 70,898 19,270 1,709 3,600 15,620 12,474 10,426 218 714 190,719

$

59,400 61,140 16,690 14,410 10,500 11,690 300 230 174,360

2,266 999 1,637 36 2,226 7,164

1,457 915 970 5 1,333 2,017 6,697

2,270 1,900 100 2,369 6,639

2,311 865 4,850 8,026

2,270 1,500 4,800 8,570

2,342 41 453 10,170 13,006

3,536 131 1,931 10,534 16,132

400 400

-

300 300

1,897 90 11,520 2,381 81,517 234 458 1,255 1,410 20,737 957 1,488 2,190 815 3,086 130,035

1,916 302 4,829 91,525 222 465 926 1,426 24,818 1,504 1,310 2,507 946 2,865 135,561

3,744 290 16,700 34,646 15,517 93,500 3,636 23,898 1,200 1,845 940 3,290 199,206

3,000 75 2,500 34,646 15,517 95,486 2,700 23,898 3,108 2,813 1,363 3,462 188,568

3,870 120 12,550 30,670 15,920 98,340 3,130 21,890 1,200 2,900 1,200 3,790 195,580

20,000 1,594 1,016 22,610

1,640 1,259 2,899

-

-

-

344,204

$

Page 125

334,530

$

399,944

$

387,313

$

378,810


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, employee law, workers compensation, and civil service administration.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan priorities addressed below: Governance, Service Delivery Goal: Ensure the City of Belton remains competitive with salary and employee benefits Action Item: Work with a consultant to conduct an external compensation and benefits study Goal: Create efficiencies in recruiting, onboarding, and performance management Action Item: Implement the human resource information system software Goal: Enhance the employee wellness program with a holistic approach to fitness Action Item: Engage in health fairs, lunch-and-learns, 5K walks, and other activity-based programs

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET    

One Human Resources Generalist position is reclassified into a Senior Human Resources Generalist position Appropriations for wages, taxes, and retirement increase to account for growth in salaries Employee testing costs increase due to promotional exams for police Consulting expenditures increase to perform a compensation study in FY 2022

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

26 28 1

26 30 6

26 30 6

26 30 5

100% 100% 100%

100% 100% 100%

100% 100% 100%

100% 100% 100%

1.00 1.00 2.00

1.00 1.00 2.00

1.00 1.00 2.00

1.00 1.00 2.00

Number of payrolls processed Number of employees hired Number of civil service tests administered

PERFORMANCE MEASURES Percentage of applications processed within three days Percentage of benefit inquiry responses within three days Percentage of employee inquiry responses within three days

PERSONNEL Director of Human Resources Senior Human Resources Generalist Human Resources Generalist Total Employees (Full-Time Equivalents)

Page 126


General Fund - Human Resources (101-4-032) Account Number Personnel 1010 1020 1140 1210 1220 1230 1240 1250 Supplies 2010 2090 2400 2500 2600

FY 2019 Actual

Account Name Administrative Salaries Professional Salaries Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Office Supplies Tools and Other Supplies Clothing Small Equipment Postage Total

Maintenance 4160 Computer System Total Services 5030 5100 5110 5130 5170 5190 5341 5500 5510 5610 5630 5690 5700 5810

Employment Opportunities Dues and Publications License & Certification Travel and Training Employee Recognition / Wellness Employee Testing Info Tech Services General Liability Errors and Omission Legal Consulting Other Professional Services Special Services Communication Services Total

Transfers 9177 Transfer to IT Replacement Total Human Resources Expenditures $

83,199 23,063 475 8,909 7,785 8,600 199 13 132,243

FY 2020 Actual $

86,553 19,743 258 10,150 7,922 7,771 199 224 132,820

FY 2021 Budget $

FY 2021 Estimated

86,652 26,615 11,100 8,665 10,118 245 164 143,559

$

FY 2022 Budget

89,044 23,594 11,716 8,806 6,328 169 243 139,900

$

97,880 37,860 14,250 10,380 7,680 290 190 168,530

1,437 41 73 120 1,671

1,259 403 43 365 103 2,173

1,500 350 325 143 2,318

1,425 200 170 1,795

1,500 680 140 2,320

8,092 8,092

8,497 8,497

-

-

-

783 1,346 6,788 1,115 2,499 78 153 525 33,384 2,260 637 49,568

488 1,062 2,584 495 1,912 74 155 725 33,642 2,499 1,101 44,737

3,100 1,277 495 6,877 4,600 12,700 6,909 350 12,600 35,880 84,788

2,800 1,200 445 2,000 3,400 13,500 6,909 346 1,800 33,476 3,034 68,910

5,750 1,240 600 7,950 5,650 17,420 7,110 400 12,500 65,800 2,460 126,880

494 494

513 513

-

-

-

192,068

$

Page 127

188,740

$

230,665

$

210,605

$

297,730


Legal DIVISION MISSION AND DESCRIPTION The primary function of the Legal division is to advise the City Council and management in all legal matters and 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 City Attorney and Municipal Judge are appointed by City Council on a contractual basis.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan priorities addressed below: Governance, Public Safety Goal: Establish security policies for the Municipal Court in compliance with applicable laws and standards Action Item: Develop and implement a court security plan to ensure facilities are safe and secure Goal: Enhance service delivery to foster public trust and confidence in the judicial system Action Item: Create standing orders to allow court personnel to process cases in person and online Goal: Ensure the fair and impartial administration of City codes, statutes, and ordinances through the Municipal Court Action Item: Review and revise notices so defendants will have a better understanding of court orders and compliance procedures

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET  

One Deputy Court Clerk position is added to enhance customer service with staff assigned solely to the court function Payment processing fees increase as more defendants pay fines and fees with credit cards

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

31 4,320 1,236

55 5,500 1,600

47 4,500 800

55 5,500 1,600

100% 100% 100%

100% 100% 100%

100% 100% 100%

100% 100% 100%

1.00 1.00

1.00 1.00

1.00 1.00

1.00 1.00

Number of court sessions held Number of cases filed Number of warrants issued

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 Court Administrator Total Employees (Full-Time Equivalents)

Page 128


General Fund - Legal (101-4-040) Account Number Personnel 1020 1030 1040 1120 1210 1220 1230 1240 1250 Supplies 2010 2090 2500 2600

FY 2019 Actual

Account Name Professional Salaries Supervisory Salaries Operations Salaries Longevity TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Office Supplies Tools and Other Supplies Small Equipment Postage Total

Maintenance 4160 Computer System Total Services 5100 5130 5341 5500 5510 5520 5700 5731 5810

Dues and Publications Travel and Training Info Tech Services General Liability Errors and Omission Employee Bond Special Services Payment Processing Fees Communication Services Total

Transfers 9103 Transfer to General Capital Projects 9177 Transfer to IT Replacement Total Legal Expenditures $

66,650 3,304 75,620 24 6,585 5,857 12,256 692 17 171,005

FY 2020 Actual $

67,650 3,373 83,055 8,244 6,404 12,948 699 255 182,628

FY 2021 Budget $

FY 2021 Estimated

70,250 3,380 90,348 9,185 7,170 13,371 788 216 194,708

$

FY 2022 Budget

70,250 3,460 94,772 9,938 7,826 9,518 544 263 196,571

$

70,750 94,650 9,310 7,240 12,100 990 250 195,290

2,013 351 860 9,873 13,097

1,615 2,397 987 8,435 13,434

2,400 1,660 500 10,409 14,969

2,463 750 300 7,500 11,013

2,250 1,600 9,500 13,350

567 567

1,850 1,850

-

-

-

120 3,274 52 102 114 329 3,991

301 1,221 49 103 107 2,829 333 4,943

365 6,150 17,271 467 644 3,300 28,197

160 1,500 17,271 287 200 5,900 25,318

260 5,300 17,780 330 650 6,000 30,320

3,000 1,042 4,042

1,012 1,012

-

-

-

192,702

$

Page 129

203,867

$

237,874

$

232,902

$

238,960


Police - Administration DIVISION MISSION AND DESCRIPTION The Belton Police Department is dedicated to providing excellent service through partnerships that build trust, reduce crime, and create a safe environment that enhances the quality of life in the community. The Police-Administration division is primarily responsible for the vision, leadership, and management of all Police Department activities. It implements training programs, supervises internal investigations, and coordinates law enforcement activities with other agencies.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan priorities addressed below: Governance, Public Safety Goal: Monitor crime trends and develop strategies to reduce crime Action Item: Utilize data driven approaches to crime prevention and traffic safety Goal: Expand relationships with community stakeholders to promote trust Action Item: Increase proactive community outreach and public awareness initiatives Goal: Maintain standards set forth by the Texas Law Enforcement Best Practices Recognition Program and by Federal and State laws Action Item: Provide each division with necessary training and equipment to achieve compliance with all standards

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET   

Appropriations for wages, taxes, and retirement increase to account for growth in salaries Building Maintenance Services and Info Tech Services reflect changes to the cost allocation schedules for FY 2022 Electric service expenditures increase due to rising energy prices

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

2,885 10 50

6,200 6 100

4,000 10 70

5,950 10 100

94% 100% 75%

100% 100% 100%

97% 100% 95%

100% 100% 100%

1.00 1.00 1.00 3.00

1.00 1.00 1.00 3.00

1.00 1.00 1.00 3.00

1.00 1.00 1.00 3.00

Hours of in-service training held Number of professional standards investigations Number of community events attended

PERFORMANCE MEASURES Percent of authorized sworn positions filled Percent of best practices met Citizen complaint investigations completed within 30 days

PERSONNEL Police Chief Office Manager Custodian Total Employees (Full-Time Equivalents)

Page 130


General Fund - Police - Administration (101-4-051) Account Number Personnel 1010 1040 1120 1140 1210 1220 1230 1240 1250 Supplies 2010 2050 2070 2090 2220 2400 2500 2600

FY 2019 Actual

Account Name Administrative Salaries Operations Salaries Longevity Pay Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Office Supplies Educational Supplies Janitorial Supplies Tools and Other Supplies Fuel Clothing Small Equipment Postage Total

Transfers 9103 9104 9177 9178

$

80,348 65,554 6,000 14,913 10,899 18,797 2,003 358 198,872

FY 2021 Budget $

FY 2021 Estimated

79,704 66,487 6,600 14,974 11,689 18,430 2,384 298 200,566

$

FY 2022 Budget

81,650 67,147 6,000 16,136 10,879 17,960 1,646 338 201,756

$

87,550 69,460 16,490 12,010 20,500 2,370 300 208,680

684 850 3,431 4,356 456 404 1,425 648 12,254

858 903 3,202 3,534 398 266 544 9,705

750 2,200 850 3,100 650 570 618 8,738

910 900 250 3,195 350 400 302 560 6,867

800 2,200 850 4,200 400 820 650 9,920

1,857 586 752 3,293 128 6,616

4,612 791 800 275 20,000 26,478

2,000 100 2,100

650 100 750

1,000 250 1,250

Public Notices Dues and Publications Travel and Training Employee Testing Equipment Lease Building Maintenance Services Info Tech Services Bell County Jail General Liability Law Enforcement Liability Automobile Real Property Communication Services Gas Service Electric Service Total

309 2,964 6,627 330 2,888 21,525 769 528 11,054 1,751 590 22,293 71,628

54 3,134 4,139 240 2,680 12,845 742 878 11,180 2,187 739 21,990 60,808

400 2,775 5,730 480 900 49,916 22,164 26,400 15,001 720 24,160 148,646

400 3,500 4,500 150 891 49,916 22,164 8,000 14,087 900 25,943 130,451

350 2,880 5,740 480 36,060 40,110 21,000 16,340 840 30,130 153,930

Transfer to General Capital Projects Transfer to General Capital Equip Transfer to IT Replacement Transfer to HVAC Replacement Total

8,850 8,260 839 4,574 22,523

837 5,668 6,505

-

-

-

Maintenance 3010 Building 3020 HVAC 4020 Machinery and Equipment 4030 Vehicle 4160 Computer System Total Services 5000 5100 5130 5190 5210 5340 5341 5410 5500 5530 5540 5560 5810 5820 5830

76,631 59,535 72 6,475 12,047 9,804 19,997 1,940 40 186,541

FY 2020 Actual

Police-Administration Expenditures $

299,562

$

Page 131

302,368

$

360,050

$

339,824

$

373,780


Police - Operations DIVISION MISSION AND DESCRIPTION The Police-Operations division protects the community by means of proactive patrol, locating and arresting criminals, and responding to a variety of calls for service. The division responds to traffic accidents; issues citations for traffic offenses; conducts preliminary investigations of criminal incidents; and maintains crime scenes to collect and preserve evidence.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan priorities addressed below: Public Safety Goal: Reduce the number of traffic accidents Action Item: Employ strategic traffic enforcement to reduce crashes in coordination with the Department of Public Safety Goal: Reduce the number of vehicle thefts and burglaries Action Item: Deploy proactive patrol strategies and community engagement to target crimes of opportunity Goal: Enhance community partnerships Action Item: Expand the E-Watch and Neighborhood Video Partnership programs

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET    

One Patrol Officer position is reclassified into a Captain position due to rank structure changes Personnel costs increase due to the implementation of rank structure changes within the Police Department Expenditures for information technology services increase due to changes to the cost allocation schedule for FY 2022 Bell County Communication costs rise based upon a new contract for services

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

27,661 1,017 2,164

35,750 1,150 3,150

33,600 950 2,600

35,500 1,100 2,850

1,601 989 4.3 minutes

1,300 1,625 4.2 minutes

1,620 1,200 4.5 minutes

1,500 1,450 4.2 minutes

1.00 2.00 4.00 20.00 27.00

1.00 2.00 4.00 20.00 27.00

1.00 2.00 4.00 22.00 29.00

1.00 1.00 2.00 4.00 17.00 25.00

Number of calls for service Number of alarm responses Number of incident reports

PERFORMANCE MEASURES Number of traffic accidents Number of arrests Response time on priority calls

PERSONNEL Deputy Chief Captain Lieutenant Sergeant Police Officer Total Employees (Full-Time Equivalents)

Page 132


General Fund - Police - Operations (101-4-052) Account Number Personnel 1010 1030 1040 1070 1090 1120 1140 1150 1210 1220 1230 1240 1250 Supplies 2010 2050 2090 2220 2400 2500

FY 2019 Actual

Account Name Administrative Salaries Supervisory Salaries Operations Salaries Overtime Pay Other Salaries Longevity Pay Allowances Assignment Pay TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Office Supplies Educational Supplies Tools and Other Supplies Fuel Clothing Small Equipment Total

Maintenance 4020 Machinery and Equipment 4030 Vehicle 4160 Computer System 4370 Radio Total Services 5100 5130 5140 5150 5341 5420 5500 5530 5540 5550 5700 5810

Dues and Publications Travel and Training Travel and Training with Agreement Travel and Training LEOSE Info Tech Services Bell County Communications General Liability Law Enforcement Liability Automobile Mobile Equipment Special Services Communication Services Total

Capital Outlay 8400 Computer Equipment Total Transfers 9119 Transfer to Civil Service Fund 9175 Transfer to PD Vehicle Replacement 9178 Transfer to IT Replacement Total Police-Operations Expenditures $

34,305 475,912 938,779 70,027 23 2,208 30,670 6,150 130,163 114,746 140,117 30,495 384 1,973,979

FY 2020 Actual $

FY 2021 Budget

35,695 513,929 437,315 72,093 87 36 22,753 5,550 161,089 126,183 158,447 32,157 5,423 1,570,757

$

FY 2021 Estimated

35,675 498,267 1,112,438 50,866 5,000 6,600 166,977 131,874 204,175 36,049 3,370 2,251,291

$

36,493 494,495 1,039,859 78,934 300 3,000 170,337 125,641 158,227 24,888 4,367 2,136,541

FY 2022 Budget $

39,120 600,940 939,230 75,000 173,700 126,550 139,140 34,540 2,950 2,131,170

624 2,306 9,302 60,775 9,974 8,039 91,020

684 3,147 16,961 48,956 18,292 11,809 99,849

1,200 3,000 12,930 67,540 19,350 15,540 119,560

600 3,500 12,500 53,000 23,000 16,000 108,600

700 3,300 19,470 60,160 20,600 22,750 126,980

1,315 24,855 12,110 473 38,753

33 29,586 16,654 430 46,703

1,000 1,000 2,000

200 25 500 725

3,000 3,000

316 7,911 (3,039) 3,156 298,352 11,205 13,202 230 125 10,752 342,210

356 6,004 1,570 2,032 331,065 13,288 14,884 242 100 21,673 391,214

257 10,557 900 2,629 181,180 328,472 29,779 260 554,034

500 9,500 3,175 2,200 181,180 328,480 30,954 260 556,249

450 12,050 247,150 336,050 35,900 260 631,860

10,005 10,005

-

-

5,795 5,795

-

42,000 148,286 18,021 208,307

68,000 150,231 19,861 238,092

191,857 191,857

197,857 197,857

197,610 197,610

2,664,274

$

Page 133

2,346,615

$

3,118,742

$

3,005,767

$

3,090,620


Police – Support Services DIVISION MISSION AND DESCRIPTION The primary duties of the Police-Support Services division include investigating all criminal activities that are reported to the Belton Police Department; answering non-emergency calls for service; coordinating training for all staff; creating a safe environment in Belton schools; and serving as custodian of police records and evidence.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan priorities addressed below: Public Safety Goal: Increase the clearance rate on follow-up criminal investigations Action Item: Fully staff the Support Services division Goal: Expand community outreach to build trust and encourage crime prevention Action Item: Participate and host events throughout the community Goal: Enhance officer education on standard operating procedures Action Item: Train Belton Police Department employees on the Active Bystandership for Law Enforcement (ABLE) program

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET    

One Patrol Officer position from Police-Operations is reclassified into a Captain position due to rank structure changes One Sergeant position is reclassified into a Lieutenant position due to rank structure changes Personnel costs increase due to the implementation of rank structure changes within the Police Department Transfers to the Grant Fund include the local share of the grant-funded Crime Victim Liaison position

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

551 300 4,560

620 397 5,000

600 320 4,700

610 325 4,850

99% 67% 74

100% 64% 79

99% 67% 75

100% 69% 76

Number of crimes investigated Number of cases cleared Number of pieces of evidence handled PERFORMANCE MEASURES Percent of investigations completed within 90 days Criminal case clearance rate Number of cases cleared per investigator

PERSONNEL Captain Lieutenant Sergeant

1.00 5.00 1.00 1.00 1.00 6.00 1.00 0.50 16.50

Police Officer - Investigator Police Officer - School Resource Officer Police Officer - Warrant Officer Police Officer - Crime Scene Technician Community Support Services - Records Community Support Services - Communications Support Services Manager Community Support Services - Volunteer Coordinator Crime Victim Liaison Total Employees (Full-Time Equivalents)

Page 134

1.00 5.00 1.00 1.00 1.00 6.00 1.00 0.50 16.50

1.00 5.00 1.00 1.00 1.00 6.00 1.00 0.50 1.00 17.50

1.00 1.00 4.00 4.00 1.00 1.00 1.00 6.00 1.00 0.50 1.00 21.50


General Fund - Police - Support Services (101-4-053) Account Number Personnel 1010 1030 1040 1050 1070 1120 1140 1150 1210 1220 1230 1240 1250 Supplies 2010 2090 2220 2400 2500

FY 2019 Actual

Account Name Administrative Salaries Supervisory Salaries Operations Salaries Office & Clerical Salaries Overtime Pay Longevity Pay Allowances Assignment Pay TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Office Supplies Tools and Other Supplies Fuel Clothing Small Equipment Total

Transfers 9104 9119 9160 9175 9178

$

35,695 69,403 369,371 14,774 14,098 5,126 600 69,880 54,755 68,256 8,487 2,003 712,448

FY 2021 Budget $

35,675 73,016 627,095 14,935 36,217 600 77,179 60,247 113,832 10,294 1,960 1,051,050

FY 2021 Estimated $

FY 2022 Budget

36,492 65,175 632,272 15,310 3,580 420 400 77,067 56,940 72,882 7,106 2,227 969,871

$

39,120 163,360 880,630 15,820 28,360 118,360 86,240 130,820 17,220 2,430 1,482,360

1,268 2,491 6,691 2,062 (45) 12,467

1,159 4,591 3,903 2,230 868 12,751

1,500 3,260 5,350 4,090 3,600 17,800

1,200 2,500 3,500 3,000 2,850 13,050

1,500 3,160 4,570 2,690 3,430 15,350

581 3,905 5,912 10,398

3,122 5,626 8,748

300 400 700

-

500 500

Dues and Publications Travel and Training RUOK Info Tech Services General Liability Law Enforcement Liability Automobile Communication Services Total

1,180 7,983 2,207 5,768 4,014 5,786 26,938

1,068 6,709 625 5,571 4,047 4,417 22,437

4,150 7,770 2,000 51,814 11,055 76,789

3,500 4,500 1,500 51,814 12,635 73,949

4,440 7,720 1,000 56,890 14,650 84,700

Transfer to General Capital Equip Transfer to Civil Service Fund Transfer to Grant Fund Transfer to PD Vehicle Replacement Transfer to IT Replacement Total

45,288 17,000 33,065 3,743 99,096

28,000 32,875 3,837 64,712

33,655 33,655

33,655 33,655

22,000 34,670 56,670

Maintenance 4020 Machinery and Equipment 4030 Vehicle 4160 Computer System 4370 Radio Total Services 5100 5130 5310 5341 5500 5530 5540 5810

34,305 121,600 529,834 14,091 15,397 1,128 3,977 600 60,288 54,411 78,536 10,869 168 925,204

FY 2020 Actual

Police-Support Services Expenditures $

1,074,103

$

Page 135

821,096

$

1,179,994

$

1,090,525

$

1,639,580


Police – Animal Control DIVISION MISSION AND DESCRIPTION The mission of the Police-Animal Control division is to control the animal population of the City in a caring and compassionate manner through enforcement and community education. Primary duties include picking up stray animals; disposing of dead animals; responding to reports of animal bites; and assisting with the prosecution of criminal activity involving animals.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan priorities addressed below: Public Safety Goal: Promote pet adoptions Action Item: Work with Bell County Animal Shelter to advertise animals available for adoption Goal: Control the stray animal population Action Item: Provide quick response to complaints regarding animals Goal: Address code compliance concerns in specific geographic areas of the City Action Item: Adopt a sector of the month program for both animal control and code enforcement

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET  

Appropriations for wages, taxes, and retirement increase to account for growth in salaries Employee insurance expenditures decrease due to the election of coverage by employees

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

2,448 982 93

2,500 1,000 240

2,600 1,025 120

2,650 1,000 190

100% N/A N/A

100% 98% 100%

100% 95% 100%

100% 95% 100%

1.00 1.00

1.00 1.00

1.00 1.00

1.00 1.00

Number of calls for service Number of stray animals picked up Number of animal traps loaned to citizens

PERFORMANCE MEASURES Percentage of call responses within the same day Percentage of stray animals that are neutered/spayed Percent of animals adopted/returned with rabies vaccination

PERSONNEL Animal Control Officer Total Employees (Full-Time Equivalents)

Page 136


General Fund - Police - Animal Control (101-4-054) Account Number Personnel 1040 1140 1210 1220 1230 1240 1250 Supplies 2010 2090 2220 2400

FY 2019 Actual

Account Name Operations Salaries Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Office Supplies Tools and Other Supplies Fuel Clothing Total

Maintenance 4030 Vehicle Total Services 5130 5341 5440 5500 5510 5530 5540 5700 5810

Travel and Training Info Tech Services Bell County Animal Shelter General Liability Errors and Omission Law Enforcement Liability Automobile Special Services Communication Services Total

Transfers 9104 Transfer to General Capital Equip 9175 Transfer to PD Vehicle Replacement 9178 Transfer to IT Replacement Total Police-Animal Control Expenditures $

36,149 3,263 3,291 2,985 405 1,007 9 47,109

FY 2020 Actual $

38,519 2,975 3,951 3,155 353 1,052 157 50,162

FY 2021 Budget $

FY 2021 Estimated

37,091 3,635 2,837 7,227 1,113 117 52,020

$

FY 2022 Budget

39,743 4,171 3,139 353 768 146 48,320

$

43,020 4,520 3,290 60 1,290 120 52,300

67 59 1,785 235 2,146

80 211 1,532 1,823

150 150 1,950 160 2,410

90 150 1,384 100 1,724

150 550 1,840 160 2,700

627 627

207 207

-

-

-

116 52 102 385 426 40,654 71 41,806

250 40,000 49 103 371 390 247 497 41,907

500 3,454 40,000 1,074 500 45,528

400 3,454 40,000 840 300 44,994

500 3,560 40,000 970 500 45,530

2,525 2,790 270 5,585

2,789 262 3,051

2,789 2,789

2,789 2,789

2,870 2,870

97,273

$

Page 137

97,150

$

102,747

$

97,827

$

103,400


Police – Code Enforcement DIVISION MISSION AND DESCRIPTION The mission of the Police-Code Enforcement division is to enforce City ordinances to ensure safe residential and commercial structures, creating a healthy and safe environment for citizens. Primary duties include investigating complaints from citizens concerning City ordinances; initiating complaints on properties in violation of ordinances; and removing unsafe structures through rehabilitation or condemnation.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan priorities addressed below: Public Safety Goal: Address aesthetic issues impacting Belton’s quality of life Action Item: Use compassionate enforcement to gain voluntary compliance Goal: Proactively identify potential violations before they become issues Action Item: Use “sector of the month” program to focus code enforcement activities in specific areas of the City Goal: Improve overall quality of life Action Item: Focus code compliance services in high crime areas to improve the overall quality of life

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET  

Appropriations for wages, taxes, and retirement increase to account for growth in salaries Demolition and cleanup expenditures are adjusted to reflect average costs

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

2,813 4,024 4

3,500 2,850 12

2,900 3,925 8

3,150 3,500 10

1% 5 days 80%

1% 5 days 80%

2% 7 days 50%

1% 6 days 80%

1.00 1.00

1.00 1.00

1.00 1.00

1.00 1.00

Number of inspections performed Number of reinspections performed Number of citations issued

PERFORMANCE MEASURES Percent of code violations abated Average time for compliance with code Percent of code enforcement citations that are heard in court

PERSONNEL Code Enforcement Officer Total Employees (Full-Time Equivalents)

Page 138


General Fund - Police - Code Enforcement (101-4-055) Account Number Personnel 1040 1140 1210 1220 1230 1240 1250 Supplies 2010 2090 2220 2400 2600

FY 2019 Actual

Account Name Operations Salaries Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Office Supplies Tools and Other Supplies Fuel Clothing Postage Total

Transfers 9103 9104 9175 9177

35,450 333 2,984 2,712 6,221 922 9 48,631

$

FY 2021 Budget

37,280 3,552 2,838 6,302 985 134 51,091

$

FY 2021 Estimated

37,091 3,635 2,837 7,227 1,113 117 52,020

$

FY 2022 Budget

39,946 4,042 3,038 6,511 769 142 54,448

$

41,190 4,330 3,150 8,040 1,240 120 58,070

119 28 1,322 232 246 1,947

199 1,101 683 1,983

150 1,360 160 481 2,151

290 1,100 140 500 2,030

150 1,330 160 480 2,120

18 18

16 16

-

-

-

97 218 52 102 451 3,326 181 4,427

558 49 103 466 7,656 608 9,440

200 580 3,454 745 13,500 18,479

3,454 696 12,000 16,150

590 3,560 810 10,000 14,960

Transfer to General Capital Projects Transfer to General Capital Equip Transfer to PD Vehicle Replacement Transfer to IT Replacement Total

7,200 4,500 2,407 270 14,377

2,406 262 2,668

5,640 5,640

5,640 5,640

5,810 5,810

Police-Animal Control Expenditures $

69,400

Maintenance 4030 Vehicle Total Services 5100 5110 5130 5341 5500 5510 5540 5710 5810

FY 2020 Actual

Dues and Publications License & Certification Travel and Training Info Tech Services General Liability Errors and Omission Automobile Demolition and Cleanup Communication Services Total

$

Page 139

65,198

$

78,290

$

78,268

$

80,960


Fire - Suppression 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 2022 Strategic Plan categories addressed below: Public Safety Goal: Ensure expert levels of emergency services are provided to the community Action Item: Provide training to officers and firefighters which meet or exceeds national standards Goal: Increase firefighter safety and health initiatives Action Item: Adopt annual physicals and other safe workplace standards to reduce injuries and firefighter-related cancer Goal: Increase community outreach to reduce the risk of loss of life and property Action Item: Develop a citizen-driven Risk Assessment and Fire Department Strategic Plan

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET    

Six Firefighter positions are reclassified into Driver/Operator positions Clothing expenditures decrease after purchasing a second set of bunker gear during FY 2021 Appropriations for small equipment increase to replace aging cylinders, rescue bags, and other equipment Capital outlay falls after the purchase of emergency power systems for storm sirens

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

1,958 168 242

2,400 450 60

2,400 350 200

2,400 600 250

6 minutes 100% 63%

6 minutes 100% 65%

6 minutes 100% 65%

5 minutes 100% 60%

Number of calls for service Number of fire inspections performed Number of public relations / education events attended

PERFORMANCE MEASURES Average response time - 5.0 minute target Percent of structural fires contained to confines of building Percent of calls that were medical responses

PERSONNEL Fire Chief Assistant Fire Chief Captain Lieutenant Driver / Operator Fire Marshal / Training Officer Firefighter / EMT Administrative Assistant Total Employees (Full-Time Equivalents)

1.00 1.00 2.00 4.00 1.00 18.00 1.00 28.00

Page 140

1.00 1.00 2.00 4.00 1.00 18.00 1.00 28.00

1.00 1.00 3.00 3.00 6.00 1.00 12.00 1.00 28.00

1.00 1.00 3.00 3.00 6.00 1.00 12.00 1.00 28.00


General Fund - Fire - Suppression (101-4-061) Account Number Personnel 1010 1020 1030 1040 1070 1120 1140 1210 1220 1230 1240 1250 Supplies 2010 2030 2050 2070 2090 2220 2310 2400 2500 2600

FY 2019 Actual

Account Name Administrative Salaries Professional Salaries Supervisory Salaries Operations Salaries Overtime Pay Longevity Pay Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total Office Supplies Chemical Supplies Educational Supplies Janitorial Supplies Tools and Other Supplies Fuel EMS Supplies Clothing Small Equipment Postage Total

Maintenance 3010 Building 3020 HVAC 3110 Fire Hydrant 4020 Machinery and Equipment 4030 Vehicle 4160 Computer System 4370 Radio Total

$

61,056 30,413 210,087 479,405 70,867 1,940 2,443 71,384 63,817 89,165 13,411 445 1,094,433

FY 2020 Actual $

131,210 24,203 462,039 825,995 25,284 12,185 150,178 116,672 161,922 30,940 4,016 1,944,644

FY 2021 Budget $

118,407 64,493 490,380 964,510 46,348 165,046 128,837 202,730 37,007 3,282 2,221,040

FY 2021 Estimated $

124,507 65,520 510,000 975,000 40,503 522 180,000 132,000 170,623 25,548 4,038 2,228,261

FY 2022 Budget $

120,890 67,470 544,960 1,007,460 50,340 188,070 137,020 201,520 38,910 3,280 2,359,920

1,479 480 859 3,023 4,064 20,475 34,766 17,470 74 82,690

2,970 1,139 1,802 5,583 6,824 13,454 2,769 41,460 22,318 38 98,357

2,800 1,200 2,500 850 5,925 16,180 3,150 138,140 15,000 2,630 188,375

2,606 1,081 2,150 414 7,712 13,257 5,343 106,288 19,900 1,000 159,751

2,900 3,860 3,650 900 6,650 17,210 7,550 32,300 52,200 500 127,720

17,596 448 27 9,538 21,622 7,860 584 57,675

20,222 1,692 783 10,626 259,863 7,619 1,854 302,659

9,200 500 14,825 1,000 25,525

9,500 500 18,687 2,448 31,135

3,200 1,800 19,920 1,160 26,080

Page 141


General Fund - Fire - Suppression (101-4-061) Account Number Services 5010 5100 5110 5130 5140 5340 5341 5420 5500 5510 5540 5550 5560 5690 5700 5810 5820 5830

Account Name Marketing Dues and Publications License & Certification Travel and Training Travel and Training with Agreement Building Maintenance Services Info Tech Services Bell County Communications General Liability Errors and Omission Automobile Mobile Equipment Real Property Other Professional Services Special Services Communication Services Gas Service Electric Service Total

Capital Outlay 8200 Machinery and Equipment Total Transfers 9103 9104 9119 9170 9177 9178

Transfer to General Capital Projects Transfer to General Capital Equip Transfer to Civil Service Fund Transfer to FD Vehicle Replacement Transfer to IT Replacement Transfer to HVAC Replacement Total Fire-Suppression Expenditures $

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

4,383 174 24,409 7,110 3,209 909 1,783 7,849 263 7,109 226 3,568 3,732 14,164 78,888

218 2,307 2,745 29,880 4,456 2,469 3,506 12,430 276 7,260 9,140 1,512 5,491 4,772 12,472 98,934

600 2,380 3,500 41,300 18,800 55,843 70,768 28,709 8,000 5,010 13,190 248,100

1,010 2,800 2,613 20,000 4,140 55,843 70,768 25,846 9,798 4,775 18,700 216,293

2,350 2,770 3,530 45,650 63,090 67,670 29,980 20,400 4,840 19,510 259,790

-

-

66,000 66,000

66,000 66,000

-

15,000 120,500 21,000 138,682 6,762 3,010 304,954

74,000 149,436 7,134 3,385 233,955

20,000 151,215 171,215

20,000 -

183,340 183,340

1,618,640

$

Page 142

2,678,549

$

2,920,255

151,215 171,215 $

2,872,655

$

2,956,850


Page 143


Fire - EMS DIVISION MISSION AN DESCRIPTION The mission of the Fire-EMS division is to provide the highest level of patient care utilizing state of the art medical equipment, medicines, and procedures. Ambulance service was outsourced to a private company effective October 1, 2019. Other duties have been absorbed by the Fire-Suppression division.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan priorities 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 2022 BUDGET 

N/A

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

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

N/A N/A N/A

N/A N/A N/A

N/A N/A N/A

-

-

-

N/A N/A N/A

PERFORMANCE MEASURES N/A N/A N/A

PERSONNEL Ambulance Clerk Total Employees (Full-Time Equivalents)

1.00 1.00

Page 144


General Fund - Fire - Emergency Medical Services (101-4-062) Account Number Personnel 1010 1020 1030 1040 1070 1120 1140 1210 1220 1230 1240 1250 Supplies 2010 2090 2220 2310 2600

FY 2019 Actual

Account Name Administrative Salaries Professional Salaries Supervisory Salaries Operations Salaries Overtime Pay Longevity Pay Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Office Supplies Tools and Other Supplies Fuel EMS Supplies Postage Total

Transfers 9103 9104 9119 9177

$

51,020 2,849 5,580 4,500 81 46 144 64,220

FY 2021 Budget $

FY 2021 Estimated -

$

FY 2022 Budget -

$

-

1,391 532 19,314 37,288 3,764 62,289

758 215 290 1,344 2,607

-

-

-

4,936 9,558 19,855 934 35,283

12,524 12,524

-

-

-

Dues and Publications License & Certification Travel and Training Travel and Training with Agreement Employee Testing Bell County Communications General Liability Errors and Omission Automobile Other Professional Services Special Services Collection Fees Communication Services Total

1,314 1,114 1,152 1,165 300 19,248 909 1,783 4,167 10,667 3,073 9,611 1,858 56,361

391 240 52 110 3,061 13,103 443 17,400

-

-

-

Transfer to General Capital Projects Transfer to General Capital Equip Transfer to Civil Service Fund Transfer to IT Replacement Total

74,000 26,000 151,000 240 251,240

240 240

-

-

-

Maintenance 4020 Machinery and Equipment 4030 Vehicle 4160 Computer System 4370 Radio Total Services 5100 5110 5130 5140 5190 5420 5500 5510 5540 5690 5700 5760 5810

53,035 30,412 210,086 524,812 71,088 1,940 4,666 74,644 66,992 88,581 13,498 454 1,140,208

FY 2020 Actual

Fire-EMS Expenditures $

1,545,381

$

Page 145

96,991

$

-

$

-

$

-


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 2022 Strategic Plan priorities addressed below: N/A Goal: NA Action Item: N/A Goal: N/A Action Item: N/A Goal: N/A Action Item: N/A

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET 

N/A

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

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

N/A N/A N/A

N/A N/A N/A

N/A N/A N/A

-

-

-

N/A N/A N/A

PERFORMANCE MEASURES N/A N/A N/A

PERSONNEL Information Technology Director Information Technology Specialist Total Employees (Full-Time Equivalents)

1.00 1.00 2.00

Page 146


Information Technology Fund (101-4-071) Account Number Account Name Personnel 1010 1020 1040 1140 1210 1220 1230 1240 1250 Supplies 2010 2090 2400 2500 2600

Administrative Salaries Professional Salaries Overtime Pay Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

FY 2019 Actual $

Office Supplies Tools & Other Supplies Clothing Small Equipment Postage Total

Maintenance 4020 Machinery & Equipment 4160 Computer System Maintenance Total Services 5100 5130 5500 5510 5700 5810

Dues & Publications Travel & Training General Liability Errors and Omissions Special Services Communication Services Total

Capital Outlay 8400 Computer Equipment Total Transfers 9177 Transfer to IT Replacement Total Information Technology Fund Expenses $

FY 2020 Actual

67,649 36,319 8,400 9,312 8,162 10,918 205 14 140,979

$

FY 2021 Budget

71,783 36,005 4,950 8,400 11,543 8,868 11,135 221 310 153,215

$

FY 2021 Estimated -

$

FY 2022 Budget -

$

-

594 3,060 220 400 4,274

61 1,434 350 368 2,213

-

-

-

30,830 30,830

95 26,099 26,194

-

-

-

575 7,490 104 204 4,262 1,587 14,222

575 704 98 207 13,732 1,590 16,906

-

-

-

5,551 5,551

-

-

-

-

37,289 37,289

37,697 37,697

-

-

-

233,145

$

Page 147

236,225

$

-

$

-

$

-


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 includes 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 2022 Strategic Plan priorities addressed below: Governance, Quality of Life Goal: Address infrastructure needs Action Item: Plan for street extensions and reconstructions as part of growth planning process Goal: Propose cost-effective alternatives to street maintenance whenever possible Action Item: Utilize the asphalt recycler and hot box to repair utility cuts and potholes to reduce expenditures Goal: Preserve or enhance the condition of streets and street signs Action Item: Geographically identify all street signs, evaluate their condition, and schedule replacement as needed

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET    

One Senior Maintenance Technician position is reclassified to a Maintenance Technician II position Street maintenance expenditures fall from the elevated level of FY 2021 but still fund the full program for FY 2022 Street lighting expenditures have been reclassified into the electric service account The transfer for capital project decreases after funding was set aside for significant projects in FY 2021

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

40,495 114 86

40,000 119 81

35,000 115 90

40,000 116 100

85% 95% 100%

95% 95% 100%

90% 95% 100%

95% 95% 100%

1.00 2.00 1.00 3.00 7.00

1.00 2.00 1.00 3.00 7.00

1.00 1.00 2.00 3.00 7.00

1.00 1.00 2.00 3.00 7.00

Square yards of street maintenance Miles of city-owned and maintained streets Number of utility cuts repaired

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 Street Superintendent Senior Maintenance Technician Maintenance Technician II Maintenance Technician I Total Employees (Full-Time Equivalents)

Page 148


General Fund - Streets (101-4-080) Account Number Personnel 1010 1020 1030 1040 1070 1080 1140 1210 1220 1230 1240 1250 Supplies 2010 2030 2070 2090 2220 2400 2500

FY 2019 Actual

Account Name Administrative Salaries Professional Salaries Supervisory Salaries Operations Salaries Overtime Pay Part Time & Seasonal Salaries Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total Office Supplies Chemical Supplies Janitorial Supplies Tools and Other Supplies Fuel Clothing Small Equipment Total

Maintenance 3010 Building 3020 HVAC 3330 Street 3340 Sign 3360 Sidewalk 4020 Machinery and Equipment 4030 Vehicle 4370 Radio Total

$

8,021 16,164 59,558 209,966 1,612 1,200 475 24,737 22,148 41,321 12,751 150 398,103

FY 2020 Actual $

8,253 17,954 42,121 202,483 542 1,810 26,095 20,366 44,572 9,715 868 374,779

FY 2021 Budget $

8,355 17,577 42,120 200,876 9,396 6,400 27,903 21,781 50,954 10,900 908 397,170

FY 2021 Estimated $

8,666 20,664 46,206 216,079 2,170 6,400 31,392 22,992 44,332 7,525 1,000 407,426

FY 2022 Budget $

9,310 19,230 45,360 206,550 2,500 6,400 30,380 22,130 49,490 11,410 920 403,680

411 167 392 5,483 15,800 4,856 2,783 29,892

713 715 807 5,642 12,014 4,897 2,424 27,212

400 1,225 6,265 15,260 6,329 4,400 33,879

350 980 5,500 12,558 5,000 4,400 28,788

1,230 7,200 13,600 5,940 3,400 31,370

198 4 30,475 15,577 27,564 11,774 8,240 97 93,929

333 114 50,390 17,361 10,385 10,353 7,764 437 97,137

794,725 20,000 25,000 15,000 320 855,045

801,365 18,500 5,000 10,000 100 834,965

729,840 17,000 12,000 12,000 770,840

Page 149


General Fund - Streets (101-4-080) Account Number Services 5110 5130 5220 5340 5341 5500 5510 5540 5550 5560 5810 5820 5830 5850 5940

Account Name License & Certification Travel and Training Equipment Rental Building Maintenance Services Info Tech Services General Liability Errors and Omission Automobile Mobile Equipment Real Property Communication Services Gas Service Electric Service Street Lighting Tipping/Hauling Fees Total

Capital Outlay 8200 Machinery and Equipment Total Transfers 9103 9104 9176 9177 9178 9178

Transfer to General Capital Projects Transfer to General Capital Equip Transfer to Parks & Public Works Transfer to IT Replacement Transfer to HVAC Replacement Transfer to Street Maintenance Total Streets Expenditures $

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

71 228 416 815 6,230 4,931 1,793 783 108 1,433 222,899 3,594 243,301

212 200 394 826 6,557 5,171 1,767 787 693 1,407 223,965 3,151 245,130

144 467 1,500 11,223 13,817 17,167 99 1,530 251,440 4,000 301,387

130 200 2,371 11,223 13,817 16,122 92 1,733 242,308 3,200 291,196

140 40 1,500 12,680 10,670 18,700 120 241,900 4,000 289,750

-

-

9,000 9,000

8,500 8,500

-

40,000 121,305 488 469 230,000 392,262

114,830 510 472 372,870 488,682

346,500 142,645 489,145

696,500 142,645 839,145

147,110 147,110

1,157,487

$

Page 150

1,232,940

$

2,085,626

$

2,410,020

$

1,642,750


Page 151


Parks & Recreation - Facilities DIVISION MISSION AND DESCRIPTION The mission of the Parks & Recreation-Facilities division is to provide clean, safe, and well-maintained outdoor recreation space to be enjoyed by all. This is accomplished by designing, building, and maintaining new and existing parks. Responsibilities include 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 2022 Strategic Plan priorities addressed below: Quality of Life Goal: Update the Belton Parks & Recreation Strategic Master Plan Action Item: Identify services, facilities, and infrastructure to be included in the operating budget and Capital Improvements Program Goal: Expand the Belton park system Action Item: Complete the IH-35 shared use patch and implement Phase 1 of the Heritage Park Master Plan Goal: Complete Phase III of the Parks yard expansion Action Item: Complete construction of a new Parks office

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET   

Expenditures for part-time and seasonal salaries increase due to the addition of seasonal employees Trail and park lighting expenditures have been consolidated into the electric service account Transfers for capital projects and equipment falls after funding was set aside for significant projects in FY 2021

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

259 33 5

259 33 5

259 33 5

259 34 6

100% 100% 100%

100% 100% 100%

100% 100% 100%

100% 100% 100%

1.00 1.00 2.00 3.00 4.00 11.00

1.00 1.00 2.00 3.00 4.00 11.00

1.00 3.00 4.00 3.00 11.00

1.00 3.00 4.00 3.00 11.00

Acres of park space maintained Number of playgrounds and ball fields maintained Miles of trails maintained

PERFORMANCE MEASURES Percent of park land mowed at scheduled intervals Percent of park equipment maintained in working condition Percent of athletic fields maintained annually

PERSONNEL Assistant Director of Parks & Recreation Assistant Parks Superintendent Senior Maintenance Technician Maintenance Technician II Maintenance Technician I Total Employees (Full-Time Equivalents)

Page 152


General Fund - Parks & Recreation - Facilities (101-4-091) Account Number Personnel 1010 1030 1040 1070 1080 1090 1140 1210 1220 1230 1240 1250 Supplies 2010 2030 2070 2090 2220 2400 2500

FY 2019 Actual

Account Name

Administrative Salaries Supervisory Salaries Operations Salaries Overtime Pay Part Time & Seasonal Salaries Other Salaries Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total Office Supplies Chemical Supplies Janitorial Supplies Tools and Other Supplies Fuel Clothing Small Equipment Total

Maintenance 3010 Building 3020 HVAC 3420 Splash Pad 3430 Park 3440 Vandalism 3450 Landscape 3904 Flood Repairs 4020 Machinery and Equipment 4030 Vehicle 4370 Radio Total

$

15,913 68,451 348,302 808 36,494 6,000 3,894 37,428 35,386 64,226 8,476 139 625,517

FY 2020 Actual

$

16,670 31,730 389,845 531 20,455 2,640 5,179 41,238 34,611 60,225 8,035 1,801 612,960

FY 2021 Budget

$

16,776 69,973 349,338 6,987 44,000 6,000 43,421 37,261 80,586 9,661 1,422 665,425

FY 2021 Estimated

$

16,820 444,176 900 47,800 6,000 46,047 36,780 62,915 6,670 1,892 670,000

FY 2022 Budget

$

19,250 78,300 375,160 1,000 59,000 6,000 49,630 40,680 81,640 10,550 1,420 722,630

318 14,141 5,836 5,688 22,749 9,135 2,588 60,455

398 12,991 6,943 4,764 17,373 8,024 5,252 55,745

480 15,700 5,800 4,581 14,870 7,923 6,850 56,204

500 15,700 6,500 4,500 17,410 6,500 6,000 57,110

480 10,700 6,000 3,950 19,170 8,000 9,300 57,600

4,594 35 12,230 39,451 1,120 7,160 130 14,466 8,831 257 88,274

4,642 379 14,378 48,832 188 5,968 1,014 11,667 6,153 77 93,298

5,500 500 8,760 53,100 5,900 11,350 85,110

3,000 100 8,760 48,000 5,900 15,000 80,760

5,500 12,580 57,100 5,900 14,900 95,980

Page 153


General Fund - Parks & Recreation - Facilities (101-4-091) Account Number Services 5100 5110 5130 5220 5300 5340 5341 5500 5510 5540 5550 5560 5700 5740 5810 5820 5830 5840 5860

Account Name

Dues and Publications License & Certification Travel and Training Equipment Rental Events Building Maintenance Services Info Tech Services General Liability Errors and Omission Automobile Mobile Equipment Real Property Special Services Contract Mowing Communication Services Gas Service Electric Service Trail Lighting Park Lighting Total

Capital Outlay 8200 Machinery and Equipment 8300 Vehicles Total Transfers 9103 9104 9176 9177 9178

Transfer to General Capital Projects Transfer to General Capital Equip Transfer to Parks & Public Works Transfer to IT Replacement Transfer to HVAC Replacement Total

Parks & Recreation-Facilities Expenditures $

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

405 313 2,929 50 463 571 1,120 4,754 2,244 12,238 31,456 1,105 618 175 6,708 39,385 104,534

365 1,049 2,213 2,177 996 582 1,136 5,372 2,354 12,393 4,056 39,738 1,964 769 123 6,873 27,986 110,146

465 485 3,490 2,200 2,104 6,909 25,498 58,175 760 190 7,280 42,800 150,356

460 200 2,490 2,200 200 2,104 6,909 23,447 52,000 860 418 8,454 50,277 150,019

470 640 3,050 2,200 2,380 10,670 27,200 58,200 880 67,200 172,890

57 57

-

5,495 5,495

5,495 5,495

-

5,150 6,000 70,885 946 509 83,490

77,963 768 630 79,361

20,000 40,000 80,716 140,716

20,000 40,000 80,716 140,716

83,900 83,900

962,327

$

Page 154

951,510

$

1,103,306

$

1,104,100

$

1,133,000


Page 155


Parks & Recreation – Community Center DIVISION MISSION AND DESCRIPTION The mission of the Parks & Recreation-Community Center division is to enhance the quality of life through the management, maintenance, and scheduling of events and recreational programs at the historic T. B. Harris Community Center. The duties of this division includes facilitating and organizing the Belton Youth Advisory Commission programs.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan priorities addressed below: Quality of Life, Parks and Natural Beauty Goal: Enhance the parks system through Harris Community Center upgrades and increasing Harris Community Center rentals Action Item: Expand marketing efforts with a focus on rentals using the entire center Goal: Provide outstanding customer service by meeting the needs of renters Action Item: Train staff on policies and procedures to ensure questions are answered in a consistent manner Goal: Maintain and operate an exceptionally clean facility Action Item: Establish standard cleaning procedures and schedule routine maintenance

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET   

Appropriations for wages, taxes, and retirement increase to account for growth in salaries Small equipment expenditures have been reclassified into the tools and other supplies account Building Maintenance Services and Info Tech Services reflect changes to the cost allocation schedule for FY 2022

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

405 268 54

500 250 64

400 244 90

600 265 130

-34% -12% -15%

30% 30% 10%

-20% -2% 40%

50% 8% 44%

1.00 0.50 1.50

1.00 0.50 1.50

1.00 0.50 1.50

1.00 0.50 1.50

Number of private and public events scheduled Number of days with one program or event Number of recreation classes

PERFORMANCE MEASURES Percentage change in number of private events scheduled Percentage change in number of days with one program Percentage change in number of recreation classes

PERSONNEL Event Coordinator Maintenance Technician I Total Employees (Full-Time Equivalents)

Page 156


General Fund - Parks & Recreation - Community Center (101-4-092) Account Number Personnel 1010 1040 1070 1080 1140 1210 1220 1230 1240 1250 Supplies 2010 2030 2070 2090 2220 2400 2500 2600

FY 2019 Actual

Account Name Administrative Salaries Operations Salaries Overtime Pay Part Time & Seasonal Salaries Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Office Supplies Chemical Supplies Janitorial Supplies Tools and Other Supplies Fuel Clothing Small Equipment Postage Total

Maintenance 3010 Building 3020 HVAC 4020 Machinery and Equipment 4160 Computer Equipment Total Services 5010 5100 5130 5210 5340 5341 5500 5510 5550 5560 5810 5820 5830

Marketing Dues and Publications Travel and Training Equipment Lease Building Maintenance Services Info Tech Services General Liability Errors and Omission Mobile Equipment Real Property Communication Services Gas Service Electric Service Total

Transfers 9177 Transfer to IT Replacement 9178 Transfer to HVAC Replacement Total Parks-Community Center Expenditures $

35,512 18,561 16,387 333 5,949 5,331 9,954 1,304 41 93,372

FY 2020 Actual $

38,428 20,920 12,891 6,619 5,435 10,061 1,645 260 96,259

FY 2021 Budget $

FY 2021 Estimated

37,898 19,265 771 19,193 7,558 5,900 6,866 1,476 228 99,155

$

FY 2022 Budget

37,850 20,516 13,354 5,880 5,840 10,298 1,019 253 95,010

$

44,720 24,410 19,960 9,350 6,820 7,640 1,710 230 114,840

441 262 4,461 1,697 170 519 6 7,556

445 275 3,729 1,108 149 261 689 12 6,668

448 400 5,320 1,420 200 150 4,400 12,338

540 340 3,400 1,200 250 199 4,100 10,029

450 400 5,350 3,940 350 250 10,740

4,417 1,571 106 71 6,165

5,869 304 427 74 6,674

2,000 200 680 2,880

4,000 400 4,400

2,000 200 2,200

1,333 935 1,246 78 153 33 3,805 1,535 2,700 8,880 20,698

815 163 1,257 74 155 35 3,848 2,103 2,354 7,778 18,582

1,400 168 1,630 50,332 34,817 4,825 2,520 9,520 105,212

1,000 168 1,630 50,332 34,817 4,537 3,100 6,463 102,047

1,750 310 2,180 54,040 18,780 5,260 3,380 9,520 95,220

1,119 4,066 5,185

1,133 5,038 6,171

-

-

-

132,976

$

Page 157

134,354

$

219,585

$

211,486

$

223,000


Parks & Recreation – Recreation DIVISION MISSION AND DESCRIPTION The mission of the Parks & Recreation-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 verifying the condition of facilities; coordinating special events within City parks; and leasing facilities other than the Harris Center.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan categories addressed below: Quality of Life, Parks and Natural Beauty Goal: Conduct a five-year update of the Belton Parks & Recreation Strategic Plan Action Item: Develop outreach events to ensure that community needs are being met Goal: Enhance existing special events and grow recreational opportunities Action Item: Explore partnerships with outside entities and research gaps in community offerings Goal: Expand social media presence on City platforms Action Item: Develop a comprehensive marketing plan

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET   

Part-time and seasonal salaries expenditures rise due to an increase in the number of hours worked by seasonal staff Appropriations for events increase with the addition or expansion of several events Expenditures for information technology services decrease due to changes to the cost allocation schedule for FY 2022

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

52 45 2,500

20 25 3,250

18 47 3,250

20 50 4,000

766% 80% N/A

53% 8% 30%

-10% 4% 0%

11% 6% 25%

1.00 1.00 2.00

1.00 1.00 2.00

1.00 1.00 2.00

1.00 1.00 2.00

Number of recreation programs scheduled Number of events Number of social media followers

PERFORMANCE MEASURES Percentage change in number of recreation programs Percentage change in number of events Percentage change in number of social media followers

PERSONNEL Director of Parks & Recreation Recreation Coordinator Total Employees (Full-Time Equivalents)

Page 158


General Fund - Parks & Recreation - Recreation (101-4-093) Account Number Personnel 1010 1040 1070 1080 1140 1210 1220 1230 1240 1250 Supplies 2010 2090 2100 2120 2400 2600

FY 2019 Actual

Account Name Administrative Salaries Operations Salaries Overtime Pay Part Time & Seasonal Salaries Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Office Supplies Tools and Other Supplies Recreational Programming Promotional Materials and Prizes Clothing Postage Total

Maintenance 4020 Machinery and Equipment 4160 Computer Equipment Total Services 5010 5100 5130 5210 5300 5341 5500 5510 5810

Marketing Dues and Publications Travel and Training Equipment Lease Events Info Tech Services General Liability Errors and Omission Communication Services Total

Transfers 9150 Transfer to YAC Fund 9177 Transfer to IT Replacement Total Parks-Recreation Expenditures $

35,512 18,560 14,472 3,475 4,750 5,208 3,972 1,147 55 87,151

FY 2020 Actual $

37,996 45,270 9,467 3,000 8,289 7,222 8,291 1,108 339 120,982

FY 2021 Budget $

FY 2021 Estimated

37,898 53,847 692 12,480 3,000 10,576 8,256 14,094 2,010 345 143,198

$

FY 2022 Budget

38,092 54,864 9,000 3,000 10,436 8,170 10,668 1,387 323 135,940

$

44,720 61,500 18,240 13,070 9,520 15,670 2,390 350 165,460

337 329 425 2,115 282 10 3,498

219 155 2,165 1,590 335 217 4,681

402 2,350 6,420 2,230 270 11,672

400 1,600 4,000 1,900 250 80 8,230

400 4,150 7,150 2,800 300 50 14,850

82 71 153

326 74 400

-

-

-

3,126 320 2,278 1,246 16,047 78 153 637 23,885

4,690 305 2,055 16,632 74 155 1,064 24,975

5,235 457 4,180 17,700 13,817 437 41,826

5,300 430 3,500 14,750 13,817 346 38,143

5,400 490 6,000 21,800 7,110 400 41,200

1,000 465 1,465

1,000 498 1,498

-

-

-

116,152

$

Page 159

152,536

$

196,696

$

182,313

$

221,510


Planning DIVISION MISSION AND DESCRIPTION The Planning division addresses the immediate and long-term needs of the community by enhancing the quality of the City’s natural and built environments through the implementation of the comprehensive plan, zoning ordinance, and design standards. The duties of this division include reviewing subdivision plats, site plans, and zoning cases; monitoring development within the City and the City’s extraterritorial jurisdiction and flood plains; and maintaining records of land use.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan priorities addressed below: Governance, Quality of Life, Connectivity Goal: Ensure guiding documents are updated and relevant Action Item: Update the Comprehensive/Thoroughfare Plan and Historic Districts Inventory/Survey by the end of FY 2022 Goal: Support orderly and responsible development throughout the City of Belton Action Item: Review and process planning-related applications in accordance with guiding documents Goal: Provide exceptional customer service Action Item: Enhance the City website by reorganizing the Planning pages and adding educational materials

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET   

Appropriations for wages, taxes, and retirement increase to account for growth in salaries Employee insurance expenditures increase due to the election of coverage by employees Consulting expenditures increase to perform the ten-year update of the historic survey

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

36 34 49

40 40 50

38 22 38

40 30 50

90% 95% 95%

95% 98% 98%

95% 98% 98%

95% 95% 95%

1.00 1.00 1.50 3.50

1.00 1.00 1.75 3.75

1.00 1.00 1.75 3.75

1.00 1.00 1.75 3.75

Number of subdivision plats received Number of zoning cases received Number of certificates of appropriateness issued

PERFORMANCE MEASURES Percent of calls and emails returned within 24 hours Percent of first submittal reviews completed within 10 days Percent of follow-up reviews completed within 5 days

PERSONNEL Planning Director Planner Planning Clerk Total Employees (Full-Time Equivalents)

Page 160


General Fund - Planning (101-4-101) Account Number Personnel 1010 1020 1040 1140 1210 1220 1230 1240 1250 Supplies 2010 2090 2400 2500 2600 Services 5000 5010 5100 5130 5341 5500 5510 5630 5700 5810

FY 2019 Actual

Account Name Administrative Salaries Professional Salaries Operations Salaries Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

47,879 27,688 29,753 5,050 9,140 7,725 11,548 203 26 139,012

FY 2020 Actual $

50,876 26,710 34,323 3,308 10,975 8,277 9,744 216 313 144,742

FY 2021 Budget $

FY 2021 Estimated

49,967 26,000 48,231 4,500 11,240 8,774 10,118 248 281 159,359

$

FY 2022 Budget

33,092 28,080 24,716 750 9,102 6,376 11,378 171 231 113,896

$

55,520 29,790 48,220 14,020 10,220 19,690 290 290 178,040

Office Supplies Tools and Other Supplies Clothing Small Equipment Postage Total

1,070 1,002 36 637 2,745

922 316 5 763 2,006

1,250 1,000 500 852 3,602

700 800 250 1,750

1,750 1,000 950 3,700

Public Notices Marketing Dues and Publications Travel and Training Info Tech Services General Liability Errors and Omission Consulting Special Services Communication Services Total

1,005 215 926 6,328 130 255 818 9,677

988 906 1,982 1,678 123 258 2,954 1,673 10,562

1,200 500 1,100 6,700 13,817 612 4,000 2,500 30,429

953 500 1,300 3,500 13,817 649 1,500 2,500 24,719

1,200 750 1,100 7,000 14,220 750 33,500 58,520

3,900 1,230 5,130

1,240 1,240

-

-

-

Transfers 9104 Transfer to General Capital Equip 9177 Transfer to IT Replacement Total Planning Expenditures $

156,564

$

Page 161

158,550

$

193,390

$

140,365

$

240,260


Inspections DIVISION MISSION AND DESCRIPTION The mission of the Inspections division is to enforce the City’s building, plumbing, electrical, mechanical, and energy codes to ensure the construction and maintenance of safe residential and commercial structures. Responsibilities include reviewing plans, issuing permits, inspecting construction, and removing unsafe structures through rehabilitation or condemnation.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan priorities addressed below: Governance, Quality of Life Goal: Ensure proposed developments meet all development requirements Action Item: Support training opportunities to ensure staff obtain and maintain licenses and certifications Goal: Ensure existing structures are safe and meet all building and City codes Action Item: Implement the new minimum building standards ordinance Goal: Provide exceptional customer service Action Item: Improve the process for permit applications and plan reviews

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET   

Professional salaries increase due to account for growth in salaries Operations salaries decrease to reflect a change to the salary allocation schedule Payment processing fees increase as more customers pay fees with credit cards

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

95 878 4,347

150 885 5,740

64 1,284 4,158

120 1,000 4,500

95% 100% 95%

95% 100% 95%

95% 100% 95%

95% 100% 95%

1.00 2.00 3.00

1.00 2.00 3.00

1.00 2.00 3.00

1.00 2.00 3.00

Number of commercial plan reviews completed Number of residential plan reviews completed Number of inspections completed

PERFORMANCE MEASURES Percent of inspections completed as scheduled Percent of special permits/inspections completed in 24 hrs Percent of first submittal plan completed within 7 days

PERSONNEL Building Official Building Inspector Total Employees (Full-Time Equivalents)

Page 162


General Fund - Inspections (101-4-102) Account Number Personnel 1020 1040 1140 1210 1220 1230 1240 1250 Supplies 2010 2090 2220 2400 2500 2600

FY 2019 Actual

Account Name Professional Salaries Operations Salaries Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Office Supplies Tools and Other Supplies Fuel Clothing Small Equipment Postage Total

Maintenance 4030 Vehicle 4160 Computer System Total Services 5000 5100 5110 5130 5341 5500 5510 5540 5700 5710 5731 5810

Public Notices Dues and Publications License & Certification Travel and Training Info Tech Services General Liability Errors and Omission Automobile Special Services Demolition and Cleanup Payment Processing Fees Communication Services Total

Transfers 9104 Transfer to General Capital Equip 9176 Transfer to Equipment Replacement 9177 Transfer to IT Replacement Total Inspections Expenditures $

122,651 13,275 11,335 10,297 14,099 545 21 172,223

FY 2020 Actual $

156,587 13,867 2,631 16,573 13,151 14,416 700 445 218,370

FY 2021 Budget $

FY 2021 Estimated

170,394 13,892 18,060 14,098 24,212 864 392 241,912

$

FY 2022 Budget

169,756 21,530 19,592 14,724 14,950 596 521 241,669

$

184,200 19,340 14,090 24,110 900 350 242,990

789 565 2,264 270 58 3,946

772 878 2,222 195 974 4 5,045

750 500 2,350 840 344 4,784

900 500 2,670 720 10 4,800

750 500 3,030 950 1,910 100 7,240

598 14,133 14,731

1,363 12,496 13,859

-

-

-

697 103 4,657 156 306 722 1,706 8,347

494 270 3,478 148 310 751 300 6,000 5,255 1,961 18,967

1,560 718 816 8,825 20,726 1,415 3,400 27,200 3,900 68,560

1,250 650 600 3,300 20,726 1,868 500 10,000 10,700 49,594

1,560 1,310 830 10,540 21,330 2,170 3,400 27,200 11,000 79,340

10,900 987 11,887

1,025 1,025

8,802 8,802

8,802 8,802

9,070 9,070

211,134

$

Page 163

257,266

$

324,058

$

304,865

$

338,640


GIS DIVISION MISSION AND DESCRIPTION The GIS division strives to provide geospatial information and applications to all City departments and the public in order to enhance City operations, improve decision-making, and provide better public service. Responsibilities include collecting and maintaining GIS data; preparing graphical illustrations; and providing 9-1-1 addressing service.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan categories addressed below: Governance, Public Safety, Quality of Life Goal: Ensure GIS data is collected and maintained in a standardized format Action Item: Formalize standards to ensure consistency and quality of data over the long term Goal: Provide GIS data and technology support for major initiatives Action Item: Maintain a current database of City assets and infrastructure Goal: Provide exceptional customer service Action Item: Process 9-1-1 address and data requests within twenty-four hours

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET  

Appropriations for wages, taxes, and retirement increase to account for growth in salaries Employee insurance expenditures decrease due to the election of coverage by employees

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

54 116 304

80 155 390

50 140 330

50 140 350

95% 95% 95%

95% 95% 95%

95% 95% 95%

95% 95% 95%

1.00 1.00

1.00 1.00

1.00 1.00

1.00 1.00

Number of maps created for subdivision plat cases Number of maps created for zoning cases Number of addresses assigned

PERFORMANCE MEASURES Percent of calls and emails returned within 24 hours Percent of maps completed by requested deadline Percent of addresses assigned within specific deadline

PERSONNEL GIS Analyst Total Employees (Full-Time Equivalents)

Page 164


General Fund - GIS (101-4-103) Account Number Personnel 1040 1140 1210 1220 1230 1240 1250

Account Name Operations Salaries Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

Supplies 2010 Office Supplies 2090 Tools and Other Supplies Total Maintenance 4160 Computer System Total Services 5100 5130 5341 5500 5510 5810

Dues and Publications Travel and Training Info Tech Services General Liability Errors and Omission Communication Services Total

Transfers 9177 Transfer to IT Replacement Total GIS Expenditures $

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

15,722 108 1,312 1,206 1,936 30 3 20,317

15,491 107 1,485 1,187 2,143 30 51 20,494

16,151 1,583 1,236 2,457 35 40 21,502

13,515 1,317 975 100 25 55 15,987

18,290 1,920 1,400 20 40 40 21,710

67 457 524

81 770 851

50 700 750

50 500 550

50 700 750

5,234 5,234

5,333 5,333

-

-

-

101 734 52 102 110 1,099

49 103 111 263

230 1,400 3,454 175 5,259

3,454 173 3,627

230 1,400 3,560 200 5,390

4,400 4,400

4,068 4,068

-

-

-

31,574

$

Page 165

31,009

$

27,511

$

20,164

$

27,850


Library DIVISION MISSION AND DESCRIPTION The Lena Armstrong Public Library connects and engages the community through education, access, and inspiration. This division provides books, computer access, and other materials 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 2022 Strategic Plan categories addressed below: Quality of Life Goal: Ensure the collection of materials will meet the needs of a diverse and growing community Action Item: Complete the diversity audit and implement any findings into collection development Goal: Create a vibrant gathering place for the community Action Item: Coordinate with the school district to display student art and other projects Goal: Provide exceptional customer service Action Item: Implement Advancing Family Engagement in Libraries to provide programming for families

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET   

One Library Clerk II position is reclassified into a Library Clerk I position Employee insurance expenditures decrease due to the election of coverage by employees Building maintenance services and info tech services reflect changes to the cost allocation schedule for FY 2022

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

31,836 31,759 2,691

40,000 41,000 2,900

22,000 33,000 2,850

38,000 34,000 2,900

1.5 18,875 29,414

2.0 27,000 34,000

1.6 23,356 30,000

2.5 34,000 50,000

1.00 1.00 2.00 1.00 5.00

1.00 1.00 2.00 1.00 5.00

1.00 1.00 1.00 2.00 5.00

1.00 1.00 1.00 2.00 5.00

Number of visitors per year Number of volumes Number of items catalogued and processed

PERFORMANCE MEASURES Turnover rate (circulation / number of volumes) Adult and young adult circulation Children's circulation

PERSONNEL Library Director Children's Library Clerk Library Clerk II Library Clerk I Total Employees (Full-Time Equivalents)

Page 166


General Fund - Library (101-4-110) Account Number Personnel 1010 1040 1140 1210 1220 1230 1240 1250 Supplies 2010 2050 2070 2090 2600 2700 2720 2740

FY 2019 Actual

Account Name Administrative Salaries Operations Salaries Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Office Supplies Education Supplies Janitorial Supplies Tools and Other Supplies Postage Print Materials Materials in Electronic Format Other Materials (Audiovisual) Total

Transfers 9103 9122 9177 9178

$

85,454 119,191 4,918 19,963 15,528 20,571 488 610 266,723

FY 2021 Budget $

FY 2021 Estimated

84,953 119,573 20,044 15,646 36,137 658 585 277,596

$

FY 2022 Budget

87,132 121,402 22,004 16,062 16,726 454 772 264,552

$

90,100 131,560 23,270 16,960 16,260 700 590 279,440

1,837 4,169 1,216 5,304 575 13,101

1,407 7,103 1,207 5,500 548 63 16 15,844

1,729 5,900 6,250 705 36,000 9,000 4,000 63,584

1,050 5,800 6,000 600 37,000 9,000 4,000 63,450

1,730 6,500 6,250 710 36,000 9,000 4,000 64,190

868 285 3,710 4,863

2,482 217 3,933 6,632

-

-

-

Marketing Dues and Publications Travel and Training Building Maintenance Services Info Tech Services General Liability Errors and Omission Real Property Communication Services Gas Service Electric Service Total

426 2,164 2,951 260 509 1,951 675 863 4,738 14,537

119 2,748 1,413 246 517 1,974 1,134 951 3,971 13,073

700 3,144 3,375 39,141 99,072 3,184 960 5,080 154,656

300 2,611 2,260 39,141 99,072 3,015 1,390 5,967 153,756

700 3,140 3,960 44,220 94,710 3,500 1,200 5,500 156,930

Transfer to General Capital Projects Transfer to Book Fund Transfer to IT Replacement Transfer to HVAC Replacement Total

28,000 35,000 4,049 2,541 69,590

39,000 1,537 3,149 43,686

-

-

-

Maintenance 3010 Building 3020 HVAC 4160 Computer System Total Services 5010 5100 5130 5340 5341 5500 5510 5560 5810 5820 5830

83,052 114,727 3,086 16,766 14,616 24,418 469 119 257,253

FY 2020 Actual

Library Expenditures $

359,344

$

Page 167

345,958

$

495,836

$

481,758

$

500,560


Other Costs DIVISION MISSION AND DESCRIPTION The Other Costs division contains funding for several non-departmental items, including contributions to several non-profit organizations and funding for contingencies that may occur during the fiscal year. The division also accounts for anticipated pay adjustments for employees. Because this division performs no activity, the various goals, measures, and personnel are not listed. The expenditures previously reported here have been transferred into other divisions beginning in FY 2022.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 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 2022 BUDGET  

Appropriations for contributions have been transferred into the City Council division Appropriations for contingency have been transferred into the City Manager division

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

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

N/A N/A N/A

N/A N/A N/A

N/A N/A N/A

N/A N/A N/A

PERFORMANCE MEASURES N/A N/A N/A

Page 168


General Fund - Other Costs (101-4-120) Account Number

FY 2019 Actual

Account Name

Personnel 1600 Pay Plan Costs Total

$

Other Expenses 7600 Contributions 7700 Contingency Total Transfers 9103 9104 9115 9177 9183

Transfer to General Capital Projects Transfer to Capital Equipment Fund Transfer to Debt Service Fund Transfer to IT Replacement Transfer to Street Maintenance Total Other Costs Expenditures $

FY 2020 Actual -

$

FY 2021 Budget -

$

FY 2021 Estimated -

$

FY 2022 Budget -

$

-

119,174 119,174

90,044 80,085 170,129

130,651 445,000 575,651

158,601 39,300 197,901

-

69,658 154,276 150,500 8,600 102,130 485,164

-

-

-

-

604,338

$

Page 169

170,129

$

575,651

$

197,901

$

-


Solid Waste - Collection DIVISION MISSION AND DESCRIPTION Since 1992, the City has contracted with a private firm for garbage collection services. The Solid Waste-Collections division contains the funding for this contract as well as funding for a portion of billing and administrative personnel costs. Because the work of this division is performed by a private organization, the various goals, measures, and personnel are not listed.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan priorities 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 2022 BUDGET   

Personnel costs increase to reflect a change to the salary allocation schedule Expenditures for refuse collection increase due to a greater number of customers and a higher cost for service Tipping and hauling fees include resources for city-wide collection events

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

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

N/A N/A N/A

N/A N/A N/A

N/A N/A N/A

N/A N/A N/A

PERFORMANCE MEASURES N/A N/A N/A

Page 170


General Fund - Solid Waste - Collection (101-4-131) Account Number Personnel 1010 1020 1030 1040 1210 1220 1230 1240 1250 Services 5000 5910 5920 5940

FY 2019 Actual

Account Name Administrative Salaries Professional Salaries Supervisory Salaries Operations Salaries TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Public Notices Recycling Program Refuse Collection Contract Tipping/Hauling Fees Total Solid Waste-Collection Expenditures $

5,744 2,579 3,305 4,172 1,314 1,136 3,208 41 3 21,502

FY 2020 Actual $

228 6 1,225,195 13,595 1,239,024 1,260,526

5,541 3,100 3,373 7,088 1,821 1,359 3,320 41 24 25,667

FY 2021 Budget $

1,311,435 4,181 1,315,616 $

Page 171

1,341,283

5,750 3,813 3,380 9,786 2,227 1,739 3,252 49 53 30,049

FY 2021 Estimated $

1,403,213 1,403,213 $

1,433,262

5,892 2,234 3,460 12,500 1,380 1,014 3,528 34 22 30,064

FY 2022 Budget $

1,467,425 4,400 1,471,825 $

1,501,889

6,260 7,190 21,700 3,690 2,690 6,030 80 90 47,730 1,614,170 5,000 1,619,170

$

1,666,900


Solid Waste - Brush DIVISION MISSION AND DESCRIPTION The mission of the Solid Waste-Brush division is to provide residential brush collection services in a timely, professional, and efficient manner. Duties include picking up brush and limbs from residential 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.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan categories addressed below: Governance, Quality of Life Goal: Provide reliable weekly brush collection service Action Item: Proactively repair trucks and stock common parts to ensure continuous brush truck operations Goal: Educate residents on the weekly brush collection operation Action Item: Distribute flyers in utility bills and promote the program on social media Goal: Implement a balanced fee for the brush collection operation Action Item: Monitor route operations for maximum efficiency and effectiveness

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET  

Operations salaries decrease to reflect a change to the salary allocation schedule Transfers for equipment replacement increase to purchase a new brush truck in FY 2022

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

30,231 7,063 72

40,000 8,300 80

31,200 8,050 80

32,200 8,500 85

N/A 1% 5%

80% 1% 14%

76% 3% 10%

80% 3% 5%

Cubic yards of brush collected Number of brush stops Number of special or fee brush stops

PERFORMANCE MEASURES Response to brush work orders within 7 business days Percentage increase in volume of brush collected Percentage increase in number of stops made

PERSONNEL Maintenance Technician II Total Employees (Full-Time Equivalents)

1.00 1.00

Page 172

1.00 1.00

1.00 1.00

1.00 1.00


General Fund - Solid Waste - Brush (101-4-132) Account Number Personnel 1040 1070 1210 1220 1230 1240 1250 Supplies 2010 2090 2220 2400

FY 2019 Actual

Account Name Operations Salaries Overtime Pay TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Office Supplies Tools and Other Supplies Fuel Clothing Total

Maintenance 4030 Vehicle 4370 Radio Total Services 5000 5110 5130 5500 5510 5540

Public Notices License & Certification Travel and Training General Liability Errors and Omission Automobile Total

Transfers 9176 Transfer to Equipment Replacement Total Solid Waste-Brush Expenditures $

46,767 3,915 3,334 7,941 1,428 10 63,395

FY 2020 Actual $

54,500 5,206 4,009 5,703 1,766 214 71,398

FY 2021 Budget $

FY 2021 Estimated

49,598 1,575 5,015 3,915 9,034 2,011 146 71,294

$

45,000 5,538 4,064 6,889 1,388 222 63,101

FY 2022 Budget $

45,680 4,800 3,500 10,050 1,780 150 65,960

6 251 10,191 545 10,993

209 174 7,635 655 8,673

155 470 9,540 969 11,134

150 300 6,461 700 7,611

510 9,520 1,000 11,030

5,710 5,710

5,141 88 5,229

80 80

80 80

-

28 52 102 1,627 1,809

1,265 117 49 103 1,471 3,005

1,100 36 1,922 3,058

1,300 6 1,613 2,919

1,300 1,870 3,170

34,937 34,937

36,536 36,536

33,919 33,919

33,919 33,919

61,570 61,570

116,844

$

Page 173

124,841

$

119,485

$

107,630

$

141,730


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 2022 Strategic Plan categories addressed below: Governance, Quality of Life Goal: Reduce costs for external fleet maintenance on City-owned vehicles and equipment Action Item: Train staff and implement new computer-based diagnostic software to keep more maintenance in-house Goal: Support staff by providing safe, reliable equipment and vehicles for City operations Action Item: Prioritize work orders and reduce downtime to two days or less Goal: Address capital equipment needs Action Item: Evaluate vehicle and equipment replacement plans twice per year for proactive and sustainable planning

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET   

Professional salaries decrease to reflect a change to the salary allocation schedule Supervisory and operations salaries increase to account for growth in salaries Building maintenance services reflect changes to the cost allocation schedule for FY 2022

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

1,061 68 75

950 68 75

1,100 68 75

1,200 69 76

99% 86% 90%

100% 82% 90%

99% 87% 90%

100% 87% 90%

1.00 1.00 2.00 4.00

1.00 1.00 2.00 4.00

1.00 1.00 2.00 4.00

1.00 1.00 2.00 4.00

Number of work orders completed Number of city vehicles maintained Number of pieces of equipment maintained

PERFORMANCE MEASURES Response to work orders within one day of receipt Percentage of repairs completed within 2 working days Percentage of repairs completed in-house

PERSONNEL Shop Superintendent Mechanic/Welder Mechanic Total Employees (Full-Time Equivalents)

Page 174


General Fund - Fleet Maintenance (101-4-141) Account Number Personnel 1010 1020 1030 1040 1070 1130 1210 1220 1230 1240 1250 Supplies 2010 2030 2070 2090 2220 2400 2500

FY 2019 Actual

Account Name Administrative Salaries Professional Salaries Supervisory Salaries Operations Salaries Overtime Pay Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Office Supplies Chemical Supplies Janitorial Supplies Tools and Other Supplies Fuel Clothing Small Equipment Total

Maintenance 3010 Building 3020 HVAC 4020 Machinery and Equipment 4030 Vehicle 4160 Computer System 4370 Radio Total Services 5100 5110 5130 5340 5341 5500 5510 5540 5560 5810 5820 5830

Dues and Publications License & Certification Travel and Training Building Maintenance Services Info Tech Services General Liability Errors and Omission Automobile Real Property Communication Services Gas Service Electric Service Total

Transfers 9176 Transfer to Equipment Replacement 9177 Transfer to IT Replacement 9178 Transfer to HVAC Replacement Total Fleet Maintenance Expenditures $

4,913 64,659 114,379 569 921 15,450 13,367 21,344 3,751 35 239,388

FY 2020 Actual $

5,150 2,952 67,237 106,812 57 17,360 13,060 19,890 3,543 541 236,602

FY 2021 Budget $

5,150 6,210 66,144 108,670 500 18,294 14,281 29,994 3,657 486 253,386

FY 2021 Estimated $

5,288 1,132 68,120 113,734 760 19,268 13,612 21,048 2,524 583 246,069

FY 2022 Budget $

5,480 70,010 120,210 500 20,600 15,010 32,550 3,960 470 268,790

144 1,410 932 5,163 1,994 2,150 4,308 16,101

180 1,027 697 3,281 1,231 2,240 6,914 15,570

210 2,950 3,695 1,570 2,435 4,725 15,585

125 1,800 3,400 1,619 2,500 3,564 13,008

170 2,950 4,130 1,570 2,440 4,000 15,260

366 68 2,873 882 1,500 5,689

920 57 768 542 2,769 5,056

1,500 113,457 120 115,077

1,200 100,000 101,200

1,500 113,450 114,950

114 35 208 407 908 1,218 110 1,402 1,616 6,018

55 1,007 197 413 967 1,168 111 1,214 1,512 6,644

288 120 5,232 77,160 17,271 3,197 1,281 1,670 106,219

100 77,160 17,271 2,943 1,452 2,203 101,129

180 230 4,520 87,170 17,780 3,410 1,600 2,510 117,400

5,691 2,064 509 8,264

6,363 270 630 7,263

6,931 6,931

6,931 6,931

7,140 7,140

275,460

$

Page 175

271,135

$

497,198

$

468,337

$

523,540


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 2022 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 2022 BUDGET 

N/A

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

39,781 1,500 5,720

N/A N/A N/A

N/A N/A N/A

N/A N/A N/A

100% 90% 90%

N/A N/A N/A

N/A N/A N/A

N/A N/A N/A

Square footage of buildings cleaned Number of requests for service Number of hours spent maintaining buildings

PERFORMANCE MEASURES Repond to HVAC issues within one hour of call for service Percent of service performed by in-house staff Maintenance concerns addressed within 24 hours

PERSONNEL Building Superintendent Senior Maintenance Technician Maintenance Technician I Custodian II Total Employees (Full-Time Equivalents)

1.00 1.00 1.00 2.00 5.00

Page 176

-

-

-


Building Maintenance Fund (101-4-142) Account Number Account Name Personnel 1010 1020 1030 1040 1070 1210 1220 1230 1240 1250 Supplies 2010 2070 2090 2220 2400 2500

Administrative Salaries Professional Salaries Supervisory Salaries Operations Salaries Overtime Pay TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

FY 2019 Actual $ $

Office Supplies Janitorial Supplies Tools & Other Supplies Fuel Clothing Small Equipment Total

Maintenance 3010 Building 3020 HVAC 4020 Machinery & Equipment 4030 Vehicle Maintenance Total Services 5100 5130 5500 5510 5540 5560 5810 5820 5830

Dues & Publications Travel & Training General Liability Errors and Omissions Automobile Real Property Communication Services Gas Service Electric Service Total

Transfers 9176 Transfer to Parks & Public Works 9177 Transfer to IT Replacement 9178 Transfer to HVAC Replacement Total Building Maintenance Fund Expenses $

4,916 55,451 112,053 6,678 332 15,039 13,244 34,329 4,684 167 246,893

FY 2020 Actual $ $

5,150 2,952 59,178 109,447 5,028 17,307 13,444 32,842 4,354 596 250,298

FY 2021 Budget $

FY 2021 Estimated -

$

FY 2022 Budget -

$

-

242 40 877 5,249 5,930 2,324 14,662

54 504 5,551 3,812 1,810 889 12,620

-

-

-

2,908 133 16 2,251 5,308

8,072 63 1,847 9,982

-

-

-

45 67 260 509 1,951 423 925 334 428 4,942

120 172 246 516 2,048 428 1,948 304 525 6,307

-

-

-

11383 240 563 12,186

12726 270 630 13,626

-

-

-

283,991

$

Page 177

292,833

$

-

$

-

$

-


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.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 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 2022 BUDGET  

Professional salaries decrease to reflect changes to the salary allocation schedule Appropriations for engineering services decline to reflect average spending levels

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

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

N/A N/A N/A

N/A N/A N/A

N/A N/A N/A

N/A N/A N/A

PERFORMANCE MEASURES N/A N/A N/A

Page 178


General Fund - Engineering (101-4-150) Account Number Personnel 1010 1020 1210 1220 1230 1240 1250

FY 2019 Actual

Account Name Administrative Salaries Professional Salaries TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

29,496 48,935 6,542 5,894 3,794 913 10 95,584

FY 2020 Actual $

FY 2021 Budget

30,901 53,857 8,088 6,377 3,281 951 166 103,621

$

FY 2021 Estimated

30,898 57,476 8,661 6,761 8,673 1,024 140 113,633

$

FY 2022 Budget

31,724 54,704 8,758 6,504 3,364 706 154 105,914

$

32,850 42,570 7,920 5,770 8,910 1,020 130 99,170

Services 5620 Engineering Total

28,062 28,062

43,327 43,327

60,000 60,000

25,000 25,000

40,000 40,000

Transfers 9103 Transfer to General Capital Projects 9177 Transfer to IT Replacement Total

15,510 240 15,750

-

-

-

-

Engineering Expenditures $

139,396

$

Page 179

146,948

$

173,633

$

130,914

$

139,170


Page 180


Debt Service Fund Overview 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 2022 is $0.0834 or thirteen percent of the total tax rate of $0.63 per $100 of taxable value. Long-term debt at September 30, 2021 is comprised of the following debt issues: Description General Obligation Bonds, Series 2003 General Obligation Bonds, Series 2005 General Obligation Refunding Bonds, Series 2017 General Obligation Refunding Bonds, Series 2019 Total General Obligation Bonds

$

Principal 390,000 830,000 1,015,000 4,450,000

$

6,685,000

$

653,400 795,000 2,100,000

Total Certficates of Obligation

$

3,548,400

Total General Long-Term Debt

$

10,233,400

Certificates of Obligation, Series 2008 Certificates of Obligation, Series 2015 Certificates of Obligation, Series 2018

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 $0.63 and debt rate of $0.0834 are well below the maximum rates that are allowed by law. 2021 (FY 2022) Total Assessed Value Limit on Amount Designated for Debt Service Legal Debt Limit

$

FY 2022 Debt Service Paid with Property Taxes

$

$

Page 181

1,556,589,820 $1.50 per $100 23,348,847 1,180,870


Debt Service Fund Statement of Fund Balance Actual 2019

Fiscal Year Ending September 30 Budget Basis: Beginning Restricted Fund Balance (GAAP)

$

Revenues 1 Expenditures Net Increase / (Decrease) in Fund Balance Ending Restricted Fund Balance (Budget)

Reconciliation to GAAP: Ending Restricted Fund Balance (Budget) Adjustment 2 Restricted Fund Balance (GAAP)

306,462

$

1,102,941 (1,173,249) (70,308)

Budget 2021

236,154

$

6,009,246 (6,214,889) (205,643)

Estimated 2021

30,511

$

1,206,654 (1,177,833) 28,821

30,511

Projected 2022

$

1,218,570 (1,175,844) 42,726

73,237 1,115,160 (1,180,870) (65,710)

$

236,154

$

30,511

$

59,332

$

73,237

$

7,527

$

236,154 236,154

$

30,511 30,511

$

59,332 59,332

$

73,237 73,237

$

7,527 7,527

Unassigned Fund Balance (GAAP) Assigned Fund Balance (GAAP) Non-Spendable Fund Balance (GAAP) Total Fund Balance (GAAP)

Actual 2020

$

-

236,154

$

30,511

$

59,332

$

73,237

$

7,527

Notes: 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). 1

Fund Balance History $250,000

Fund Balance

$200,000 $150,000 $100,000 $50,000 $-

2018 Actual

2019 Actual

2020 Budget

2020 Estimated

Fiscal Year Ending September 30 Unassigned Fund Balance (GAAP)

Assigned Fund Balance (GAAP)

Restricted Fund Balance (GAAP)

Non-Spendable Fund Balance (GAAP)

Page 182

2021 Projected


Debt Service Fund (115-3) Revenues Account Number

FY 2019 Actual

Account Name

Property Taxes 1010 Current Ad Valorem Taxes 1030 Delinquent Ad Valorem Taxes 1040 Penalty & Interest 1060 Ad Valorem to TIRZ

$

Total Miscellaneous Income 9100 Interest Income Total Other Financing Sources 8101 Transfer from General Fund 6600 Bond Proceeds 9999 Use of Accumulated Reserves Total Debt Service Fund Revenues $

FY 2020 Actual

1,046,202 $ 9,488 8,762 (129,465)

FY 2021 Budget

1,098,522 $ 10,863 10,497 (155,124)

FY 2021 Estimated

FY 2022 Budget

1,431,908 $ 10,248 8,220 (245,207)

1,420,028 $ 13,142 12,753 (228,179)

1,298,200 11,160 10,670 (205,700)

934,987

964,758

1,205,169

1,217,744

1,114,330

17,454

8,134

1,485

826

830

17,454

8,134

1,485

826

830

150,500 -

5,036,354 -

-

-

65,710

150,500

5,036,354

-

-

65,710

1,102,941

$

Page 183

6,009,246

$

1,206,654

$

1,218,570

$

1,180,870


Debt Service Fund (115-4-015) Account Number

Account Name

Debt Service 6010 Principal Payments 6020 Interest Payments 6100 Paying Agent Fees 6110 Arbitrage Rebate Calculation Fees 6200 Bond Issuance Costs 6400 Paid to Refunding Escrow Agent Total Debt Service Fund Expenditures $

FY 2019 Actual

FY 2020 Actual

759,250 409,378 625 3,996 1,173,249 1,173,249

FY 2021 Budget

832,963 339,300 863 7,011 100,090 4,934,662 6,214,889 $

Page 184

6,214,889

FY 2021 Estimated

801,675 367,908 1,000 7,250 1,177,833 $

1,177,833

FY 2022 Budget

801,675 367,908 1,150 5,111 1,175,844 $

1,175,844

831,680 340,990 1,200 7,000 1,180,870 $

1,180,870


Debt Service Fund Amortization Summary Grand Total - All Obligations

Payment

Principal

Interest

9/30/2021

Principal Balance $ 10,233,400

FY 2022

1,172,657

831,675

340,982

9,401,725

FY 2023 FY 2024 FY 2025 FY 2026 FY 2027

1,188,169 1,197,049 1,198,571 1,198,555 1,199,424

875,387 914,100 947,812 981,525 1,015,238

312,782 282,949 250,759 217,030 184,186

8,526,338 7,612,238 6,664,426 5,682,901 4,667,663

FY 2028 FY 2029 FY 2030 FY 2031 FY 2032

1,152,674 1,044,400 1,037,050 588,400 587,350

1,002,663 930,000 955,000 535,000 550,000

150,011 114,400 82,050 53,400 37,350

3,665,000 2,735,000 1,780,000 1,245,000 695,000

FY 2033 FY 2034 FY 2035

585,850 68,900 66,950

565,000 65,000 65,000

20,850 3,900 1,950

130,000 65,000 -

$ 12,285,999

$ 10,233,400

Grand Total

Page 185

$

2,052,599

$

-


Debt Service Fund General Obligation Bonds, Series 2003 Bond Amount Date of Issue Interest Rate Date of Maturity Purpose

$2,480,000 8/1/2003 4.15% 8/1/2023 Proceeds from the sale of the Series 2003 General Obligation Bonds will be used for (i) constructing, improving, and equipping public safety facilities, including fire and police facilities, and (ii) for constructing streets and related drainage facilities in the City.

Payment

Principal

Interest

9/30/2021 FY 2022

206,185

190,000

16,185

FY 2023

208,300

200,000

8,300

Total

$

414,485

$

390,000

Page 186

$

24,485

Principal Balance $ 390,000 200,000 $

-


Debt Service Fund General Obligation Bonds, Series 2005 Bond Amount Date of Issue Interest Rate Date of Maturity Purpose

$4,500,000 8/1/2005 3.54% 8/1/2025 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.

Payment

Principal

Interest

9/30/2021

Principal Balance $ 830,000

FY 2022

304,382

275,000

29,382

555,000

FY 2023 FY 2024 FY 2025

284,647 150,266 155,310

265,000 140,000 150,000

19,647 10,266 5,310

290,000 150,000 -

Total

$

894,605

$

830,000

Page 187

$

64,605

$

-


Debt Service Fund Certificates of Obligation, Series 2008 Bond Amount Date of Issue Interest Rate Date of Maturity Purpose

$1,485,000 8/1/2008 4.19% 8/1/2028 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.

Payment

Principal

Interest

9/30/2021

Principal Balance $ 653,400

FY 2022

109,052

81,675

27,377

571,725

FY 2023 FY 2024 FY 2025 FY 2026 FY 2027

109,342 109,478 109,456 109,280 108,949

85,387 89,100 92,812 96,525 100,238

23,955 20,378 16,644 12,755 8,711

486,338 397,238 304,426 207,901 107,663

FY 2028

112,174

107,663

4,511

Total

$

767,731

$

653,400

Page 188

$

114,331

$

-


Debt Service Fund Certificates of Obligation, Series 2015 Bond Amount Date of Issue Interest Rate Date of Maturity Purpose

$1,070,000 4/1/2015 2.0% - 3.0% 8/1/2035 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.

Payment

Principal

Interest

9/30/2021

Principal Balance $ 795,000

FY 2022

66,850

45,000

21,850

750,000

FY 2023 FY 2024 FY 2025 FY 2026 FY 2027

70,950 69,950 73,950 72,850 66,200

50,000 50,000 55,000 55,000 50,000

20,950 19,950 18,950 17,850 16,200

700,000 650,000 595,000 540,000 490,000

FY 2028 FY 2029 FY 2030 FY 2031 FY 2032

69,700 68,050 66,400 74,750 72,800

55,000 55,000 55,000 65,000 65,000

14,700 13,050 11,400 9,750 7,800

435,000 380,000 325,000 260,000 195,000

FY 2033 FY 2034 FY 2035

70,850 68,900 66,950

65,000 65,000 65,000

5,850 3,900 1,950

130,000 65,000 -

Total

$

979,150

$

795,000

Page 189

$

184,150

$

-


Debt Service Fund General Obligation Refunding Bonds, Series 2017 Bond Amount Date of Issue Interest Rate Date of Maturity Purpose

$1,565,000 5/31/2017 1.05% - 2.10% 8/1/2027 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.

Payment

Principal

Interest

9/30/2021

Principal Balance $ 1,015,000

FY 2022

173,988

155,000

18,988

860,000

FY 2023 FY 2024 FY 2025 FY 2026 FY 2027

186,430 188,455 180,305 177,075 178,675

170,000 175,000 170,000 170,000 175,000

16,430 13,455 10,305 7,075 3,675

690,000 515,000 345,000 175,000 -

Total

$

1,084,928

$

1,015,000

Page 190

$

69,928

$

-


Debt Service Fund Certificates of Obligation, Series 2018 Bond Amount Date of Issue Interest Rate Date of Maturity Purpose

$2,185,000 7/19/2018 3.0% - 5.0% 8/1/2030 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.

Payment

Principal

Interest

9/30/2021

Principal Balance $ 2,100,000

FY 2022

98,300

30,000

68,300

2,070,000

FY 2023 FY 2024 FY 2025 FY 2026 FY 2027

106,800 159,800 160,050 320,050 327,100

40,000 95,000 100,000 265,000 280,000

66,800 64,800 60,050 55,050 47,100

2,030,000 1,935,000 1,835,000 1,570,000 1,290,000

FY 2028 FY 2029 FY 2030

453,700 456,250 458,350

415,000 430,000 445,000

38,700 26,250 13,350

875,000 445,000 -

Total

$

2,540,400

$

2,100,000

Page 191

$

440,400

$

-


Debt Service Fund General Obligation Refunding Bonds, Series 2019 Bond Amount Date of Issue Interest Rate Date of Maturity Purpose

$4,796,000 12/5/2019 3.0% - 4.0% 8/1/2033 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.

Payment

Principal

Interest

9/30/2021

Principal Balance $ 4,450,000

FY 2022

213,900

55,000

158,900

4,395,000

FY 2023 FY 2024 FY 2025 FY 2026 FY 2027

221,700 519,100 519,500 519,300 518,500

65,000 365,000 380,000 395,000 410,000

156,700 154,100 139,500 124,300 108,500

4,330,000 3,965,000 3,585,000 3,190,000 2,780,000

FY 2028 FY 2029 FY 2030 FY 2031 FY 2032

517,100 520,100 512,300 513,650 514,550

425,000 445,000 455,000 470,000 485,000

92,100 75,100 57,300 43,650 29,550

2,355,000 1,910,000 1,455,000 985,000 500,000

FY 2033

515,000

500,000

15,000

Total

$

5,604,700

$

4,450,000

Page 192

$

1,154,700

$

-


Hotel/Motel Tax Fund Overview / Statement of Fund Balance This fund accounts for: 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. 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 Actual Actual Budget Estimated Projected Fiscal Year Ending September 30 2019 2020 2021 2021 2022 Budget Basis: Beginning Restricted Fund Balance (GAAP)

$

Revenues 1 Expenditures Net Increase / (Decrease) in Fund Balance Ending Restricted Fund Balance (Budget) Reconciliation to GAAP: Ending Restricted Fund Balance (Budget) Adjustment 2 Restricted Fund Balance (GAAP)

180,328

285,959

194,772 (89,141) 105,631

$

175,594 (120,337) 55,257

341,216

$

151,680 (203,572) (51,892)

341,216

$

183,984 (138,430) 45,554

386,770 183,100 (180,110) 2,990

$

285,959

$

341,216

$

289,324

$

386,770

$

389,760

$

285,959 285,959

$

341,216 341,216

$

289,324 289,324

$

386,770 386,770

$

389,760 389,760

Unassigned Fund Balance (GAAP) Assigned Fund Balance (GAAP) Non-Spendable Fund Balance (GAAP) Total Fund Balance (GAAP)

$

$

-

285,959

$

341,216

$

289,324

$

386,770

$

389,760

Notes: 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). 1

Fund Balance History $450,000 $400,000

Fund Balance

$350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $-

2019 Actual

2020 Actual

2021 Budget

2021 Estimated

Fiscal Year Ending September 30 Unassigned Fund Balance (GAAP)

Assigned Fund Balance (GAAP)

Restricted Fund Balance (GAAP)

Non-Spendable Fund Balance (GAAP) Page 193

2022 Projected


Hotel/Motel Tax Fund (114-3) Revenues Account Number

FY 2019 Actual

Account Name

Franchise & Other Taxes 1400 City Hotel/Motel Tax 1401 County Hotel/Motel Tax

$

Total Miscellaneous Income 9100 Interest Income Total Other Financing Sources 9999 Use of Accumulated Reserves Total Hotel/Motel Tax Fund Revenues $

180,343 9,508

FY 2020 Actual $

161,025 11,410

FY 2021 Budget $

144,510 5,705

FY 2021 Estimated $

173,018 9,449

FY 2022 Budget $

171,460 10,120

189,851

172,435

150,215

182,467

181,580

4,921

3,159

1,465

1,517

1,520

4,921

3,159

1,465

1,517

1,520

-

-

-

-

-

-

-

-

-

-

194,772

$

Page 194

175,594

$

151,680

$

183,984

$

183,100


Hotel/Motel Tax Fund (114-4-024) Account Number Personnel 1020 1210 1220 1230 1240 1250

FY 2019 Actual

Account Name Professional Salaries TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Supplies 2010 Office Supplies 2600 Postage Total

FY 2020 Actual

21,744 1,821 1,627 3,110 41 4 28,347

$

FY 2021 Budget

22,794 2,169 1,717 3,151 33 71 29,935

$

22,550 2,210 1,725 3,614 49 59 30,207

FY 2021 Estimated $

23,064 2,332 1,738 3,254 34 71 30,493

FY 2022 Budget $

24,060 2,530 1,840 4,020 50 60 32,560

7 7

70 6 76

165 165

100 100

100 100

Marketing Dues and Publications Travel and Training General Liability Errors and Omission Total

5,328 910 1,131 26 51 7,446

17,497 412 25 52 17,986

20,000 3,400 3,300 26,700

16,000 1,600 2,050 87 19,737

36,700 1,600 5,550 100 43,950

Other Expenses Sponsorships Tourism 7400 7401 Visitor Center Support 7403 Historical Preservation City Tourism Support 7404 Total

28,758 4,930 938 3,715 38,341

34,958 10,496 1,871 15 47,340

50,000 12,500 55,500 3,500 121,500

45,000 12,500 2,100 3,500 63,100

62,500 12,500 3,500 78,500

Transfers 9184 Transfer to Special Events Fund Total

15,000 15,000

25,000 25,000

25,000 25,000

25,000 25,000

25,000 25,000

Services 5010 5100 5130 5500 5510

Hotel/Motel Tax Fund Expenditures $

89,141

$

Page 195

120,337

$

203,572

$

138,430

$

180,110


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 current TIRZ will expire in 2024. Actual 2019

Fiscal Year Ending September 30 Budget Basis: Beginning Restricted Fund Balance (GAAP)

$

Revenues Expenditures Net Increase / (Decrease) in Fund Balance Ending Restricted Fund Balance (Budget) Reconciliation to GAAP: Ending Restricted Fund Balance (Budget) Adjustment 1 Restricted Fund Balance (GAAP)

205,458

$

1,496,182 (1,396,798) 99,384

Budget 2021

304,842

$

2,956,406 (2,967,235) (10,829)

Estimated 2021

294,013

$

2,689,775 (1,943,891) 745,884

294,013

Projected 2022

$

2,319,650 (1,960,461) 359,189

653,202 2,538,930 (2,210,240) 328,690

$

304,842

$

294,013

$

1,039,897

$

653,202

$

981,892

$

304,842 304,842

$

294,013 294,013

$

1,039,897 1,039,897

$

653,202 653,202

$

981,892 981,892

Unassigned Fund Balance (GAAP) Assigned Fund Balance (GAAP) Non-Spendable Fund Balance (GAAP) Total Fund Balance (GAAP)

Actual 2020

$

-

304,842

$

294,013

$

1,039,897

$

653,202

$

981,892

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

1

Fund Balance History $1,200,000

Fund Balance

$1,000,000 $800,000 $600,000 $400,000 $200,000 $-

2019 Actual

2020 Actual

2021 Budget

2021 Estimated

Fiscal Year Ending September 30 Unassigned Fund Balance (GAAP)

Assigned Fund Balance (GAAP)

Restricted Fund Balance (GAAP)

Non-Spendable Fund Balance (GAAP)

Page 196

2022 Projected


TIRZ Fund Revenue Trend FY 2018 Actual Revenues County TIRZ Contribution City TIRZ Contribution Miscellaneous Income Total Revenue

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

$

514,067 806,822 13,551

$

573,994 901,607 20,581

$

735,127 1,155,204 1,066,075

$

1,054,435 1,630,640 4,700

$

893,761 1,421,889 4,000

$

981,110 1,553,820 4,000

$

1,334,440

$

1,496,182

$

2,956,406

$

2,689,775

$

2,319,650

$

2,538,930

$3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $-

2018 Actual

2019 Actual

County TIRZ Contribution

2020 Actual

2021 Budget

City TIRZ Contribution

Page 197

2021 Estimate

Miscellaneous Income

2022 Budget


TIRZ Fund (123-3) Revenues Account Number

FY 2019 Actual

Account Name

Ad Valorem Taxes 1011 County TIRZ Contribution 1012 City TIRZ Contribution

$

Total Miscellaneous Income 6600 Bond Proceeds 6620 Bond Premium 9100 Interest Income Total TIRZ Fund Revenues $

573,994 901,607

FY 2020 Actual

$

735,127 1,155,204

FY 2021 Budget

$

1,054,435 1,630,640

FY 2021 Estimated

$

893,761 1,421,889

FY 2022 Budget

$

981,110 1,553,820

1,475,601

1,890,331

2,685,075

2,315,650

2,534,930

20,581

970,000 90,751 5,324

4,700

4,000

4,000

20,581

1,066,075

4,700

4,000

4,000

1,496,182

$

Page 198

2,956,406

$

2,689,775

$

2,319,650

$

2,538,930


TIRZ Fund Category Summary FY 2019 Actal

Description

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

Services Debt Service Other Transfers

$

390,618 20,000 986,180

$

4,240 1,478,316 60,000 1,424,679

$

413,685 50,000 1,480,206

$

36,200 414,055 30,000 1,480,206

$

35,000 402,710 90,000 1,682,530

TIRZ Fund

$

1,396,798

$

2,967,235

$

1,943,891

$

1,960,461

$

2,210,240

FY 2022 Expenditures by Category Services 2% Debt Service 18%

Other 4%

Transfers 76%

Page 199


TIRZ Fund (123-4-023) Account Number

FY 2019 Actual

Account Name

Services 5630 Consulting Total

$

Debt Service 6010 Principal Payments 6020 Interest Payments 6100 Paying Agent Fees Arbitrage Rebate Calculation Fees 6110 6200 Bond Issuance Costs 6400 Paid to Refunding Escrow Agent Total Other Expenses 7630 Façade Grants Total Transfers 9101 Transfer to General Fund 9165 Transfer to TIRZ Cap Projects Fund Total TIRZ Fund Expenditures $

FY 2020 Actual -

$

4,240 4,240

FY 2021 Budget $

FY 2021 Estimated -

$

36,200 36,200

FY 2022 Budget $

35,000 35,000

345,000 44,905 23 690 390,618

385,000 31,879 34 816 21,082 1,039,505 1,478,316

380,000 33,685 413,685

380,000 33,685 58 312 414,055

380,000 22,110 100 500 402,710

20,000 20,000

60,000 60,000

50,000 50,000

30,000 30,000

90,000 90,000

36,180 950,000 986,180

30,679 1,394,000 1,424,679

30,206 1,450,000 1,480,206

30,206 1,450,000 1,480,206

32,530 1,650,000 1,682,530

1,396,798

$

Page 200

2,967,235

$

1,943,891

$

1,960,461

$

2,210,240


TIRZ Fund Amortization Summary Grand Total - All Obligations

Payment

9/30/2021

Principal

Interest

FY 2022

402,110

380,000

22,110

FY 2023

265,200

255,000

10,200

Grand Total

$

667,310

$

635,000

Page 201

$

32,310

Principal Balance $ 635,000 255,000 $

-


TIRZ Fund General Obligation Refunding Bonds, Series 2017 Bond Amount Date of Issue Interest Rate Date of Maturity Purpose

$705,000 5/31/2017 1.05% - 2.10% 8/1/2022 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.

Payment

9/30/2021 FY 2022 Total

Principal

142,310 $

142,310

Interest

140,000 $

140,000

Page 202

Principal Balance $ 140,000

2,310 $

2,310

$

-


TIRZ Fund General Obligation Refunding Bonds, Series 2019 Bond Amount Date of Issue Interest Rate Date of Maturity Purpose

$779,000 12/5/2019 3.0% - 4.0% 8/1/2023 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.

Payment

9/30/2021

Principal

Interest

FY 2022

259,800

240,000

19,800

FY 2023

265,200

255,000

10,200

Total

$

525,000

$

495,000

Page 203

$

30,000

Principal Balance $ 495,000 255,000 $

-


Water & Sewer Fund Overview The Water & Sewer Fund is established to account for the City’s water distribution, sewer collection and sewer treatment operations. Being an enterprise fund, it is designed to be financed and operated in a manner similar to private businesses. The cost for providing these services to the public is to be recovered primarily through user charges. Capital improvements, such as water and sewer line upgrades, water distribution enhancements, and improvements to the wastewater treatment plant are often funded through Capital Project Funds which are not included in the annual operating budget. However, maintenance of utility infrastructure is provided by the Water & Sewer Fund. Utility Rates The utility rate structure was last updated in 2014. A base rate, or minimum bill, includes 2,000 gallons of water and sewer flow. Volumetric rates are charged for each 1,000 gallons above 2,000 gallons. For services provided outside of the City limits, the rates are 1.25 times the prevailing rate within the City. Water Rates Base Rate Volumetric Rate

Quantity Consumed 0 – 2,000 Gallons Over 2,000 Gallons

FY 2020 $17.00 $3.70

FY 2021 $17.00 $3.70

FY 2022 $17.00 $3.70

Sewer Rates Class A Base Rate Volumetric Rate

Quantity Consumed

FY 2020

FY 2021

FY 2022

0 – 2,000 Gallons Over 2,000 Gallons

$14.00 $5.00

$14.00 $5.00

$14.00 $5.00

0 – 2,000 Gallons Over 2,000 Gallons

$14.00 $5.00

$14.00 $5.00

$14.00 $5.00

Classes B, C & D Base Rate Volumetric Rate

Water Source 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 Center Texas Water Supply Corporation (CTWSC). Raw water is purchased from BCWCID and CTWSC. Election use and option water costs for FY 2022 are shown below.

Type of Water Election Use Water – BCWCID Option Water – BCWCID System Water - BCWCID Option Water – BRA Option Water – CTWSC

Page 204

Water Rights in Acre Feet 3,310 1,656 1,000 2,500 100

Cost per Acre Foot $29.80 $15.08 $83.00 $13.99 $13.91


Water & Sewer Fund Statement of Fund Balance Actual 2019

Fiscal Year Ending September 30 Budget Basis: Beginning Unrestricted Net Assets (GAAP)

$

Revenues 1 Expenses Net Increase / (Decrease) in Net Assets Ending Unrestricted Net Assets (Budget) Reconciliation to GAAP: Ending Unrestricted Net Assets (Budget) Adjustment 2 Unrestricted Net Assets (GAAP)

Actual 2020

6,027,294

$

8,631,284 (8,505,064) 126,220

6,150,970

Budget 2021

$

9,092,394 (8,549,302) 543,092

6,694,062

Estimated 2021

$

9,003,733 (8,989,710) 14,023

6,694,062

Projected 2022

$

9,914,379 (9,262,450) 651,929

7,345,991 10,460,630 (10,614,980) (154,350)

$

6,153,514

$

6,694,062

$

6,708,085

$

7,345,991

$

7,191,641

$

6,153,514 $ (2,544) 6,150,970

6,694,062 6,694,062

$

6,708,085 6,708,085

$

7,345,991 7,345,991

$

7,191,641 7,191,641

Restricted Net Assets (GAAP) Net Investment in Capital Assets (GAAP)

7,719 17,308,325

34,219 27,105,265

31,219 27,105,265

31,219 27,105,265

34,219 27,105,265

Total Fund Balance (GAAP)

$

23,467,014

$

33,833,546

$

33,844,569

$

34,482,475

$

34,331,125

Minimum Unrestricted Net Assets3 Unrestricted Net Assets in Excess of Minimum

$ $

3,743,827 2,407,143

$ $

3,742,384 2,951,678

$ $

3,783,976 2,924,109

$ $

3,783,976 3,562,015

$ $

4,187,563 3,004,078

Notes: 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 minimum fund balance of three months of budgeted expenditures plus one year of debt service. 1

Fund Balance History $40,000,000 $35,000,000

Fund Balance

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

2019 Actual

2020 Actual

2021 Budget

2021 Estimated

2022 Projected

Fiscal Year Ending September 30 Unrestricted Net Assets (GAAP)

Restricted Net Assets (GAAP)

Page 205

Net Investment in Capital Assets (GAAP)


Water & Sewer Fund Recap FY 2019 Actual Revenues Water Revenue Sewer Revenue Other Fees Miscellaneous Income Other Financing Sources

$

Total Revenue Expenses Utility Administration Division Utility Finance Division Water Division Sewer-Collection Division Sewer-Lift Stations Division Other Costs Division Total Expenses Net Income / (Loss)

$

FY 2020 Actual

4,725,361 3,155,709 508,941 241,273 -

$

5,244,147 3,289,304 437,875 121,068 -

FY 2021 Budget

$

5,068,687 3,319,370 482,998 132,678 -

FY 2021 Estimated

$

5,675,646 3,612,873 522,280 103,580 -

FY 2022 Budget

$

6,014,130 3,829,650 489,690 127,160 154,350

8,631,284

9,092,394

9,003,733

9,914,379

10,614,980

660,917 497,190 3,142,004 1,360,493 726,087 2,118,373

757,346 480,828 2,793,204 2,133,987 829,668 1,554,269

813,340 558,008 3,450,235 883,727 981,852 2,302,548

802,001 587,628 3,825,324 882,288 1,123,251 2,041,958

1,708,150 2,185,990 3,628,690 1,697,750 1,394,400 -

8,505,064

8,549,302

8,989,710

9,262,450

10,614,980

126,220

$

Page 206

543,092

$

14,023

$

651,929

$

-


Water & Sewer Fund Revenue Trend FY 2018 Actual Revenues Water Revenue Sewer Revenue Other Fees Miscellaneous Income Other Financing Sources Total Revenue

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

$

4,907,703 3,087,121 459,933 237,668 -

$

4,725,361 3,155,709 508,941 241,273 -

$

5,244,147 3,289,304 437,875 121,068 -

$

5,068,687 3,319,370 482,998 132,678 -

$

5,675,646 3,612,873 522,280 103,580 -

$

6,014,130 3,829,650 489,690 127,160 154,350

$

8,692,425

$

8,631,284

$

9,092,394

$

9,003,733

$

9,914,379

$

10,614,980

$12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $-

2018 Actual Water Revenue

2019 Actual Sewer Revenue

2020 Actual Other Fees

2021 Budget Miscellaneous Income

Page 207

2021Estimate

2022 Budget

Other Financing Sources


Distribution of Water & Sewer Fund Revenue Water Charges Sewer Charges Other Fees Miscellaneous Income Other Financing Sources

$

6,014,130 3,829,650 489,690 127,160 154,350

56.7% 36.1% 4.6% 1.2% 1.5%

Total

$

10,614,980

100.0%

Other Financing Sources 1% Miscellaneous Income 1% Other Fees 5%

Revenues

Water Charges 57%

Sewer Charges 36%

Page 208


Water & Sewer Fund (202-3) Revenues Account Number

FY 2019 Actual

Account Name

Charges for Service 5500 Water Revenue 5505 Sale of Bulk Water 5510 Sewer Revenue 5610 Late Payment Fees 5620 Reconnect Fees 5630 New Service Fees 5640 Transfer Fees 5650 Taps & Connections

$

Total Miscellaneous Income 6100 Sale of City Property 6170 Insurance Proceeds 6700 Miscellaneous Income 6780 Credit Card Fees 9100 Interest Income Total Other Financing Sources 9999 Use of Accumulated Reserves Total Water & Sewer Fund Revenues $

FY 2020 Actual

4,709,386 15,975 3,155,709 113,910 30,011 24,941 1,660 338,419

$

FY 2021 Budget

5,227,038 17,109 3,289,304 51,480 14,450 25,320 1,400 345,225

$

FY 2021 Estimated

5,050,980 17,707 3,319,370 114,015 30,376 24,635 1,600 312,372

$

FY 2022 Budget

5,657,646 18,000 3,612,873 81,000 19,000 24,000 630 397,650

$

5,997,100 17,030 3,829,650 82,130 21,150 24,750 1,230 360,430

8,390,011

8,971,326

8,871,055

9,810,799

10,333,470

5,481 77,392 158,400

13,201 36,084 71,783

64,720 22,200 45,758

3,500 21,281 68,799 10,000

44,920 72,240 10,000

241,273

121,068

132,678

103,580

127,160

-

-

-

-

154,350

-

-

-

-

154,350

9,914,379

$ 10,614,980

8,631,284

$

Page 209

9,092,394

$

9,003,733

$


Water & Sewer Fund Division Summary

FY 2019 Actal Water and Sewer Fund 1 Utility Administration Division Utility Finance Division Water Division Sewer-Collection Division 2 Sewer-Lift Stations Division 3 Other Costs Division Water and Sewer Fund

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

$

660,917 497,190 3,142,004 1,360,493 726,087 2,118,373

$

757,346 480,828 2,793,204 2,133,987 829,668 1,554,269

$

813,340 558,008 3,450,235 883,727 981,852 2,302,548

$

802,001 587,628 3,825,324 882,288 1,123,251 2,041,958

$

1,708,150 2,185,990 3,628,690 1,697,750 1,394,400 -

$

8,505,064

$

8,549,302

$

8,989,710

$

9,262,450

$ 10,614,980

FY 2022 Expenses by Division Sewer‐Lift  Stations Division 13%

Other Costs Division 0%

Utility Administration  Division 16%

Sewer‐Collection Division 16%

Utility Finance  Division 21%

Water Division 34%

Page 210


Water & Sewer Fund Category Summary FY 2019 Actal

Description

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

Personnel Supplies Maintenance Services Debt Service Other Expenses Water Purchases Sewage Treatment Capital Outlay Transfers

$

1,630,140 102,835 204,597 243,589 1,545,993 975,061 516,228 356,643 2,929,978

$

1,761,897 91,714 226,175 295,695 1,544,269 10,000 1,097,618 685,664 205,205 2,631,065

$

1,882,602 120,912 224,930 473,514 1,802,548 1,191,543 831,516 292,410 2,169,735

$

1,869,527 125,640 173,600 510,481 1,541,958 1,446,688 898,707 526,114 2,169,735

$

2,089,620 123,070 182,350 1,019,210 1,536,880 90,000 1,500,700 829,340 404,000 2,839,810

Water and Sewer Fund

$

8,505,064

$

8,549,302

$

8,989,710

$

9,262,450

$

10,614,980

FY 2022 Expenses by Category Personnel 20% Transfers 27%

Supplies 1% Maintenance 2%

Services 9%

Capital Outlay 4%

Sewage Treatment 8%

Debt Serv… Water Purchases 14%

Other Expenses 1%

Page 211


Water & Sewer Fund Line Item Expense Detail Account Number Account Name Personnel 1010 1020 1030 1040 1070 1140 1210 1220 1230 1240 1250 Supplies 2010 2030 2070 2090 2220 2400 2500 2600

Administrative Salaries Professional Salaries Supervisory Salaries Operation Salaries Overtime Pay Allowances TMRS FICA Employee Insurance Worker's Comp Insurance Unemployment Compensation Total Office Supplies Chemical Supplies Janitorial Supplies Tools and Other Supplies Fuel Clothing Small Equipment Postage Total

Maintenance 3010 Building 3020 HVAC 3110 Fire Hydrant 3130 Water System 3140 Water Valve 3160 Water Tank 3190 Water Samples 3230 Sewer Line 3240 Lift Station 3290 Sewer Discharge Testing 4020 Equipment and Machinery 4030 Vehicle 4160 Computer System Maintenance 4370 Radio Total

FY 2019 Actual $

243,093 239,084 112,746 632,955 13,608 9,606 103,822 90,702 170,224 13,888 412 1,630,140

FY 2020 Actual $

253,894 261,334 116,655 680,216 16,933 7,004 126,179 96,906 183,429 14,680 4,667 1,761,897

FY 2021 Budget $

233,597 316,567 114,655 705,030 17,819 134,890 105,296 234,024 16,985 3,739 1,882,602

FY 2021 Estimated $

227,668 325,580 121,664 695,710 35,808 1,390 144,848 104,306 196,540 11,723 4,290 1,869,527

FY 2022 Budget $

250,780 335,270 126,240 828,630 20,900 162,810 118,620 224,090 18,530 3,750 2,089,620

2,571 7,084 1,348 19,656 39,777 12,274 15,454 4,671 102,835

3,229 1,769 1,718 18,193 32,401 14,262 15,053 5,089 91,714

4,090 8,400 17,595 41,020 19,310 24,969 5,528 120,912

4,967 8,900 24,555 36,135 16,026 26,807 8,250 125,640

4,530 8,400 25,430 38,750 19,650 20,610 5,700 123,070

3,582 86 1,550 28,074 733 35,089 13,115 21,066 27,734 13,642 19,301 39,606 1,019 204,597

10,125 263 5,666 33,252 2,246 21,461 7,392 14,709 30,381 37,869 14,221 47,966 624 226,175

134,000 12,000 16,000 42,000 500 20,430 224,930

100,000 8,000 14,000 33,000 18,600 173,600

84,000 12,000 21,000 42,000 23,350 182,350

Page 212


Water & Sewer Fund Line Item Expense Detail Account Number Account Name Services 5000 5010 5100 5110 5130 5190 5210 5220 5340 5341 5500 5510 5520 5540 5550 5560 5600 5610 5620 5630 5700 5730 5731 5760 5810 5820 5830

Public Notices Marketing Dues and Publications License & Certification Travel & Training Employee Testing Equipment Lease Equipment Rental Building Maintenance Services Info Tech Services General Liability Errors and Omissions Employee Bond Automobile Mobile Equipment Real Property Audit Legal Engineering Consulting Special Services Bill Processing and Mailing Payment Processing Fees Collection Fees Communication Services Gas Service Electric Service Total

Debt Service 6010 Principal Payments 6020 Interest Payments 6100 Paying Agent Fees 6110 Arbitrage Rebate Calculation Fees 6500 Anticipated Debt Service Total Other Expenses 7700 Contingency Total

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

3,373 971 7,826 287 8,102 580 5,178 73 2,342 2,545 10,732 1,664 17,593 10,147 20,172 8,346 35,431 43,195 754 14,952 1,587 47,739 243,589

5,664 40 5,349 2,916 5,045 1,362 1,231 2,582 534 11,304 1,745 17,878 12,144 4,025 65,501 32,127 18,884 39,307 1,686 969 15,219 1,726 48,457 295,695

6,500 600 7,796 3,969 15,856 750 69,252 160,586 42,538 11,484 1,000 8,970 26,217 43,400 22,200 700 1,776 49,920 473,514

5,900 574 6,585 4,186 8,200 500 69,252 160,586 39,109 10,944 9,000 8,376 14,900 41,000 66,630 828 2,625 61,286 510,481

7,000 7,570 5,300 17,070 1,000 66,940 194,730 45,350 10,950 1,000 446,450 17,010 43,400 70,000 900 2,240 82,300 1,019,210

979,000 562,251 848 3,894 1,545,993

1,004,450 535,054 848 3,917 1,544,269

1,029,900 506,648 1,500 4,500 260,000 1,802,548

1,029,900 506,648 1,500 3,910 1,541,958

1,054,900 477,080 900 4,000 1,536,880

-

Page 213

10,000 10,000

-

-

90,000 90,000


Water & Sewer Fund Line Item Expense Detail Account Number Account Name

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

Water Purchases 7200 Election Use and Option Water 7210 Water Purchases - Debt Services 7220 Water Purchases - Treated Water 7230 Water System Fees Total

233,904 23,172 702,232 15,753 975,061

234,529 847,336 15,753 1,097,618

237,210 120,000 818,579 15,754 1,191,543

235,673 375,153 820,108 15,754 1,446,688

247,610 377,330 860,000 15,760 1,500,700

Sewage Treatment 7330 TBWWTP Operations 7340 TBWWTP and Main Lift Station Total

423,817 92,411 516,228

614,327 71,337 685,664

746,226 85,290 831,516

820,000 78,707 898,707

744,340 85,000 829,340

Capital Outlay 8100 Buildings 8200 Machinery and Equipment 8400 Computer Equipment 8901 Water Meter and Tap Materials 8951 Lift Station Total

23,572 179,378 153,693 356,643

6,390 30,018 11,834 147,784 9,179 205,205

45,000 77,410 170,000 292,410

45,000 253,967 155,147 72,000 526,114

159,000 75,000 170,000 404,000

186,102 369,255 1,969,380 78,638 123,348 203,255 2,929,978

199,485 399,741 1,000,000 126,740 700,000 205,099 2,631,065

164,075 394,054 1,275,000 131,507 205,099 2,169,735

164,075 394,054 1,275,000 131,507 205,099 2,169,735

172,520 426,680 1,900,000 135,510 205,100 2,839,810

9,262,450

$ 10,614,980

Transfers 9101 9199 9209 9274 9279 9281 9282

Transfer to General Fund Transfer to General Fund Transfer to Water and Sewer Cap Transfer to 2015 CO's - W/S Transfer to Water and Sewer Equip Transfer to 2016 CO's Transfer to Water Meter Replacement Total Water & Sewer Fund Expenses $

8,505,064

$

Page 214

8,549,302

$

8,989,710

$


Page 215


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 2022 Strategic Plan priorities addressed below: Quality of Life, Economic Development, Connectivity Goal: Address infrastructure and capital equipment needs Action Item: Complete updates to the water and wastewater master plans Goal: Facilitate projects that will provide utility services to future areas of development Action Item: Complete construction on the IH-35 waterline and South Belton Sewer Phase II projects Goal: Work cooperatively with other agencies to maximize project success Action Item: Complete Loop 121 utility relocations and coordinate with TxDOT on the Loop 121 widening project

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET     

One GIS Analyst position is added to enhance technical support for utility projects One Assistant Director of Public Works position is reclassified into a Program Manager position Consulting expenses increase to update the water and sewer master plan and to perform a utility rate study Appropriations for contingencies have been reclassified from the Other Cost division Capital outlay includes weather protection for City buildings and a new work order system

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

Number of annual regulatory reports Average daily water demand in gallons Average daily gallons of wastewater sent for treatment

12 3,168,000 1,618,000

11 2,900,000 1,800,000

10 3,200,000 1,800,000

10 3,300,000 1,900,000

100% 83% 25%

100% 90% 33%

100% 100% 33%

100% 100% 25%

1.00 1.00 1.00 1.00 2.00 6.00

1.00 1.00 1.00 1.00 1.00 1.00 6.00

1.00 1.00 1.00 1.00 1.00 1.00 6.00

1.00 1.00 1.00 1.00 1.00 1.00 1.00 7.00

PERFORMANCE MEASURES Percent of days in compliance with TCEQ and EPA rules Percent of construction projects completed under budget Percent of construction projects that were designed in-house

PERSONNEL Director of Public Works Assistant Director of Public Works Construction Inspector Assistant Construction Inspector Program Manager GIS Analyst Office Manager Administrative Assistant Total Employees (Full-Time Equivalents)

Page 216


Water & Sewer Fund - Utility Administration (202-4-201) Account Number Personnel 1010 1020 1040 1070 1140 1210 1220 1230 1240 1250 Supplies 2010 2070 2090 2220 2400 2500 2600

FY 2019 Actual

Account Name Administrative Salaries Professional Salaries Operations Salaries Overtime Pay Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total Office Supplies Janitorial Supplies Tools and Other Supplies Fuel Clothing Small Equipment Postage Total

Maintenance 3010 Building 3020 HVAC 4020 Machinery and Equipment 4030 Vehicle 4160 Computer Equipment 4370 Radio Total

$

180,650 144,490 98,051 601 3,801 35,017 30,339 45,694 2,166 193 541,002

FY 2020 Actual $

192,220 162,503 104,087 459 3,785 42,877 32,974 45,822 2,440 1,121 588,288

FY 2021 Budget $

170,246 208,797 102,058 1,862 46,228 36,086 52,977 2,681 858 621,793

FY 2021 Estimated $

162,700 213,558 92,780 1,838 1,390 47,078 33,062 49,686 1,850 998 604,940

FY 2022 Budget $

180,910 215,280 161,120 3,380 57,690 42,030 67,930 2,720 1,030 732,090

976 475 2,756 4,720 822 5,715 3,082 18,546

1,481 620 2,979 3,310 992 3,231 3,176 15,789

1,550 3,520 4,690 1,435 4,309 3,697 19,201

1,200 3,500 3,282 1,000 4,000 3,150 16,132

2,100 3,600 3,890 1,490 5,400 3,800 20,280

2,663 43 288 5,272 8,630 5 16,901

8,557 193 1,060 1,050 12,460 97 23,417

270 270

150 150

150 150

Page 217


Water & Sewer Fund - Utility Administration (202-4-201) Account Number Services 5000 5010 5100 5110 5130 5190 5210 5340 5341 5500 5510 5540 5560 5610 5620 5630 5700 5810 5820 5830

Account Name Public Notices Marketing Dues and Publications License & Certification Travel and Training Employee Testing Equipment Lease Building Maintenance Services Info Tech Services General Liability Errors and Omission Automobile Real Property Legal Engineering Consulting Special Services Communication Services Gas Service Electric Service Total

Other Expenses 7700 Contingency Total Capital Outlay 8100 Buildings 8200 Machinery and Equipment 8400 Computer Equipment Total Transfers 9279 Transfer to WS Equip Replacement Total Utility Administration Expenses $

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

2,360 385 4,244 40 2,302 2,797 259 509 1,168 1,113 20,172 2,650 216 5,334 43,549

2,439 40 4,353 376 880 246 517 1,241 1,166 4,025 61,821 23,772 3,547 187 5,227 109,837

4,000 4,646 240 3,725 69,252 62,784 3,898 1,000 420 197 5,830 155,992

3,200 4,000 200 3,250 69,252 62,784 4,970 9,000 100 250 7,489 164,495

4,000 4,790 390 4,910 1,000 66,940 90,830 5,760 1,000 436,000 420 250 8,540 624,830

-

-

-

-

90,000 90,000

17,138 15,600 32,738

11,834 11,834

9,500 9,500

9,700 9,700

159,000 75,000 234,000

8,181 8,181

8,181 8,181

6,584 6,584

6,584 6,584

6,800 6,800

660,917

$

Page 218

757,346

$

813,340

$

802,001

$

1,708,150


Page 219


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 utility customers; billing utility accounts on a two-cycle per month basis; processing requests for service connection and disconnection; and handling customer inquiries.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan priorities addressed below: Governance Goal: Increase the amount of electronic billing and collection Action Item: Continue the campaign to educate customers on the benefits of automated payments Goal: Increase efficiencies within the records processing and documentation activities Action Item: Reorganize responsibilities among the Utility Finance staff to expose them to other areas of the utility billing function Goal: Provide exceptional customer service Action Item: Create an environment of positive, professional interaction and seek customer feedback

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET   

One Customer Service Representative I position is reclassified into a Customer Service Representative II position Appropriations for payment processing fees rise to reflect the actual cost of credit card merchant fees Debt service expenses have been transferred from the Other Cost division into the Utility Finance division

WORKLOAD MEASURES Number of utility bills generated annually Number of utility bills sent electronically Number of utility bills paid electronically

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

86,323 23,167 31,974

88,913 32,303 33,919

90,753 27,895 37,125

93,000 29,000 38,000

27% 90% 90%

37% 100% 95%

31% 95% 95%

35% 100% 95%

1.00 1.00 2.00 4.00

1.00 1.00 2.00 4.00

1.00 2.00 1.00 4.00

1.00 2.00 1.00 4.00

PERFORMANCE MEASURES Percentage of customer who pay bills electronically Percentage of utility bills issued within one week of reads Reconciliation of all cash transactions on a daily basis

PERSONNEL Senior Accountant Utility Billing Supervisor Customer Service Representative II Customer Service Representative Total Employees (Full-Time Equivalents)

Page 220


Water & Sewer Fund - Utility Finance (202-4-202) Account Number Personnel 1010 1020 1030 1040 1140 1210 1220 1230 1240 1250 Supplies 2010 2090 2500 2600

FY 2019 Actual

Account Name Administrative Salaries Professional Salaries Supervisory Salaries Operations Salaries Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Office Supplies Tools and Other Supplies Small Equipment Postage Total

Maintenance 4020 Machinery and Equipment 4160 Computer Equipment Total Services 5000 5010 5130 5190 5210 5341 5500 5510 5520 5540 5560 5600 5630 5700 5730 5731 5760 5810

Public Notices Marketing Travel and Training Employee Testing Equipment Lease Info Tech Services General Liability Errors and Omission Employee Bond Automobile Real Property Audit Consulting Special Services Bill Processing and Mailing Payment Processing Fees Collection Fees Communication Services Total

Debt Service 6010 Principal Payments 6020 Interest Payments 6100 Paying Agent Fees Arbitrage Rebate Calculation Fees 6110 Total Capital Outlay 8200 Machinery and Equipment Total Utility Finance Expenses $

FY 2020 Actual

62,443 62,264 59,479 86,690 473 22,672 19,433 36,194 513 50 350,211

$

FY 2021 Budget

61,674 62,203 60,708 83,867 868 25,693 19,223 35,578 517 745 351,076

$

FY 2021 Estimated

63,351 72,616 60,847 90,682 28,175 21,993 40,112 621 649 379,046

$

FY 2022 Budget

64,968 73,636 62,276 81,854 28,754 20,442 37,048 428 822 370,228

$

69,870 81,530 64,670 103,480 33,550 24,450 39,430 690 670 418,340

1,127 823 2,855 1,589 6,394

1,261 264 1,716 1,913 5,154

1,670 500 3,500 1,831 7,501

2,717 180 1,807 5,100 9,804

1,670 500 1,500 1,900 5,570

453 29,462 29,915

1,362 35,506 36,868

-

-

-

632 586 947 580 2,381 208 407 569 1,060 10,147 8,346 30,699 43,195 754 1,096 101,607

2,415 280 1,362 197 413 534 1,072 12,144 8,355 17,884 39,307 1,686 969 1,112 87,730

1,000 600 2,500 750 60,721 2,539 11,484 8,970 16,597 43,400 22,200 700 171,461

1,200 574 500 60,721 2,323 10,944 8,376 14,500 41,000 66,630 828 207,596

1,500 1,500 67,220 2,690 10,950 10,450 16,590 43,400 70,000 900 225,200

-

-

-

-

1,054,900 477,080 900 4,000 1,536,880

9,063 9,063

-

-

-

-

497,190

$

Page 221

480,828

$

558,008

$

587,628

$

2,185,990


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 2022 Strategic Plan priorities addressed below: Governance, Quality of Life Goal: Address infrastructure needs Action Item: Plan and oversee construction of new or replacement waterlines to extend and maintain reliable water service Goal: Maintain “superior” water system status with the Texas Commission on Environmental Quality Action Item: Perform daily, weekly, and quarterly water testing all with satisfactory results Goal: Provide reliable, quality water of sufficient quantity and pressure to all customers Action Item: Monitor water quality and pressures each day, flushing water lines and repairing leaks as necessary

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET    

Water system expenses decrease after several large projects were completed during FY 2021 Debt service for purchased water increases to pay the City’s portion of bond obligations issued by BCWCID #1 Treated water expense increases as the commodity price and volume of consumption escalates Transfers for capital projects reflect the revenue contribution in accordance with the Capital Improvements Program

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

166 25 50

166 20 45

168 25 60

169 20 65

11% 100% 100%

10% 100% 100%

14% 100% 100%

10% 100% 100%

1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 12.00

1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 12.00

1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 12.00

1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 12.00

Miles of water mains maintained Number of water main repairs Number of service line repairs

PERFORMANCE MEASURES Percent of unaccounted water loss Percent of days in compliance with quality standards Response to water main breaks within twenty minutes

PERSONNEL Assistant Director of Public Works Water Supervisor Senior Maintenance Technician Environmental Compliance Technician Maintenance Technician II Maintenance Technician I Senior Meter Reader Meter Reader I Total Employees (Full-Time Equivalents)

Page 222


Water & Sewer Fund - Water (202-4-210) Account Number Personnel 1020 1030 1040 1070 1140 1210 1220 1230 1240 1250 Supplies 2010 2030 2070 2090 2220 2400 2500

FY 2019 Actual

Account Name Professional Salaries Supervisory Salaries Operations Salaries Overtime Pay Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total Office Supplies Chemical Supplies Janitorial Supplies Tools and Other Supplies Fuel Clothing Small Equipment Total

Maintenance 3010 Building 3020 HVAC 3110 Fire Hydrant 3130 Water System 3140 Water Valve 3160 Water Tank 3190 Water Samples 4020 Machinery and Equipment 4030 Vehicle 4370 Radio Total

$

16,165 53,267 264,377 8,253 5,332 29,027 26,141 53,928 8,456 102 465,048

FY 2020 Actual $

18,674 55,947 287,595 11,130 2,351 35,873 28,147 58,345 8,249 1,869 508,180

FY 2021 Budget $

17,577 53,808 300,687 9,609 37,405 29,199 84,923 9,380 1,375 543,963

FY 2021 Estimated $

18,586 59,388 294,242 19,505 41,326 30,770 63,944 6,475 1,391 535,627

FY 2022 Budget $

19,230 61,570 332,550 10,200 44,470 32,400 70,450 10,410 1,260 582,540

362 1,468 693 11,451 23,010 7,233 3,603 47,820

358 1,593 868 10,051 17,684 8,435 8,463 47,452

590 1,300 10,000 22,560 11,257 9,960 55,667

750 1,200 15,000 16,000 9,000 15,000 56,950

560 1,300 12,180 20,510 11,670 13,710 59,930

919 43 1,550 28,074 733 35,089 13,115 7,236 7,904 341 95,004

1,568 70 5,666 33,252 2,246 21,461 7,392 18,892 6,458 97,005

134,000 12,000 8,240 154,240

100,000 8,000 5,000 113,000

84,000 12,000 10,000 106,000

Page 223


Water & Sewer Fund - Water (202-4-210) Account Number Services 5000 5100 5110 5130 5220 5341 5500 5510 5540 5550 5560 5700 5810 5820 5830

Account Name

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

381 1,906 136 3,029 73 1,615 1,120 6,188 1,433 8,436 4,732 3,296 95 21,439 53,879

810 771 1,686 2,510 542 1,136 4,409 1,503 10,152 3,789 70 23,069 50,447

1,500 2,700 2,400 6,731 15,892 21,120 600 99 22,560 73,602

1,500 2,300 2,000 3,000 15,892 18,131 300 175 28,637 71,935

1,500 2,400 3,450 7,340 20,960 21,030 120 34,240 91,040

Water Purchases 7200 Election Use and Option Water 7210 Water Purchases - Debt Service 7220 Water Purchases - Treated Water 7230 Water System Fees Total

233,904 23,172 702,232 15,753 975,061

234,529 847,336 15,753 1,097,618

237,210 120,000 818,579 15,754 1,191,543

235,673 375,153 820,108 15,754 1,446,688

247,610 377,330 860,000 15,760 1,500,700

Capital Outlay 8100 Buildings 8200 Machinery and Equipment 8901 Water Meter and Tap Materials Total

58,020 153,693 211,713

6,390 15,712 147,784 169,886

9,510 170,000 179,510

194,267 155,147 349,414

170,000 170,000

114,839 227,859 698,500 49,026 203,255 1,293,479

122,456 245,385 200,000 49,676 205,099 822,616

82,037 236,268 675,000 53,306 205,099 1,251,710

82,037 236,268 675,000 53,306 205,099 1,251,710

86,260 262,210 510,000 54,910 205,100 1,118,480

Transfers 9101 9199 9209 9279 9282

Public Notices Dues and Publications License & Certification Travel and Training Equipment Rental Info Tech Services General Liability Errors and Omission Automobile Mobile Equipment Real Property Special Services Communication Services Gas Service Electric Service Total

FY 2019 Actual

Transfer to General Fund Transfer to General Fund Transfer to Water and Sewer Cap Transfer to Water and Sewer Equip Transfer to Water Meter Replacement Total Water Expenses $

3,142,004

$

Page 224

2,793,204

$

3,450,235

$

3,825,324

$

3,628,690


Page 225


Sewer - Collection DIVISION MISSION AND DESCRIPTION The Sewer-Collection 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; making service taps and installing new service; and timely replacing deteriorated sections of mains and service lines.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan categories addressed below: Governance, Quality of Life Goal: Provide reliable operation of sewer service Action Item: Wash known problem sewer areas and repair or replace existing lines as necessary Goal: Address infrastructure needs Action Item: Oversee construction of the second phase of the South Belton sewer project Goal: Continue enforcement of the City’s fats, oils, and grease ordinance Action Item: Review all non-residential development plans and monitor cleaning and maintenance of grease traps

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET    

One Maintenance Technician II position is reclassified into a Maintenance Technician I position Appropriations for wages, taxes, and retirement increase to account for growth in salaries Capital outlay declines after the construction of a dump station and purchase of dump trailers Transfers for capital projects increase to set aside cash for significant utility projects

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

124 65 315

124 50 400

126 55 400

127 50 400

15% 100% 100%

15% 100% 100%

15% 100% 100%

15% 100% 100%

1.00 2.00 2.00 5.00

1.00 2.00 2.00 5.00

1.00 1.00 3.00 5.00

1.00 1.00 3.00 5.00

Miles of sanitary sewer lines maintained Number of requests due to sewer blockage Number of sewer taps made

PERFORMANCE MEASURES Percent of sewer system washed annually Percent of days in compliance with quality standards Percent of grease traps inspected annually

PERSONNEL Senior Maintenance Technician Maintenance Technician II Maintenance Technician I Total Employees (Full-Time Equivalents)

Page 226


Water & Sewer Fund - Sewer - Collection (202-4-221) Account Number Personnel 1020 1040 1070 1210 1220 1230 1240 1250 Supplies 2010 2030 2070 2090 2220 2400 2500

FY 2019 Actual

Account Name Professional Salaries Operations Salaries Overtime Pay TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Office Supplies Chemical Supplies Janitorial Supplies Tools and Other Supplies Fuel Clothing Small Equipment Total

Maintenance 3230 Sewer Line 3290 Sewer Discharge Testing 4020 Machinery and Equipment 4030 Vehicle 4370 Radio Total Services 5100 5110 5130 5341 5500 5510 5540 5550 5560 5620 5700 5810

Dues and Publications License & Certification Travel and Training Info Tech Services General Liability Errors and Omission Automobile Mobile Equipment Real Property Engineering Special Services Communication Services Total

Capital Outlay 8100 Buildings 8200 Machinery and Equipment 8951 Lift Station Total Transfers 9101 9199 9209 9279 9281

Transfer to General Fund Transfer to General Fund Transfer to Water and Sewer Cap Transfer to Water and Sewer Equip Transfer to 2016 CO's - W/S Total Sewer - Collection Expenses $

16,165 144,172 3,818 13,719 12,300 26,631 2,154 58 219,017

FY 2020 Actual $

17,954 163,582 4,971 17,790 14,019 35,882 2,852 788 257,838

FY 2021 Budget $

17,577 171,365 5,141 19,020 14,847 48,785 3,595 740 281,070

FY 2021 Estimated $

19,800 182,392 12,765 22,856 17,040 37,852 2,481 935 296,121

FY 2022 Budget $

19,230 187,200 6,000 22,310 16,250 38,240 3,930 670 293,830

106 5,616 180 4,437 9,592 3,443 1,667 25,041

129 176 230 4,545 9,517 4,238 1,568 20,403

280 4,400 3,115 11,410 5,664 5,000 29,869

300 5,000 5,500 14,800 5,036 5,000 35,636

200 4,400 7,400 12,060 5,570 29,630

21,066 5,378 4,560 462 31,466

14,709 13,328 3,323 419 31,779

16,000 500 6,740 23,240

14,000 4,000 18,000

21,000 6,500 27,500

1,600 111 1,815 208 407 2,440 231 240 784 7,836

150 779 1,354 197 413 4,739 242 303 3,680 1,156 13,013

375 1,218 2,425 21,189 7,660 5,600 38,467

210 1,500 1,500 21,189 5,451 29,850

300 1,350 2,470 15,720 6,320 26,160

6,434 96,695 103,129

14,306 14,306

45,000 58,400 103,400

45,000 50,000 95,000

-

71,263 141,396 698,500 62,845 974,004

77,029 154,356 800,000 65,263 700,000 1,796,648

82,038 157,786 100,000 67,857 407,681

82,038 157,786 100,000 67,857 407,681

86,260 164,470 1,000,000 69,900 1,320,630

1,360,493

$

Page 227

2,133,987

$

883,727

$

882,288

$

1,697,750


Sewer – Lift Stations DIVISION MISSION AND DESCRIPTION The mission of the Sewer-Lift Stations division is to provide for the operation and maintenance of the lift stations that are a vital element of the sewer collection system. The responsibilities of this division include maintaining seventeen lift stations; inspecting and monitoring the operational status of the lift stations; and ensuring that all stations receive proper preventive maintenance.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 Strategic Plan categories addressed below: Governance, Quality of Life Goal: Provide reliable operation of sewer service Action Item: Inspect and test all lift stations weekly, including generators Goal: Provide for a balanced fee schedule by evaluating costs to operate lift stations Action Item: Reduce costs by offloading lift stations to gravity sewer when possible Goal: Address infrastructure needs by eliminating lift stations and avoiding future lift stations Action Item: Install emergency generators at critical lift stations

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET   

Appropriations for wages, taxes, and retirement increase to account for growth in salaries Electric service expenses increase due to higher commodity costs Transfers for capital projects increase to add generators at three lift stations

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

17 11 7

17 13 9

17 13 8

17 14 12

100% 100% 99%

100% 100% 100%

100% 100% 100%

100% 100% 100%

1.00 1.00

1.00 1.00

1.00 1.00

1.00 1.00

Number of lift stations Number of lift stations with SCADA Number of lift stations with generators

PERFORMANCE MEASURES Percent of lift station generators cleaned annually Percent of days in compliance with quality standards Percent of days without an overflow

PERSONNEL Lift Station Mechanic Total Employees (Full-Time Equivalents)

Page 228


Water & Sewer Fund - Sewer - Lift Stations (202-4-222) Account Number Personnel 1040 1070 1210 1220 1230 1240 1250 Supplies 2030 2090 2220 2400 2500

FY 2019 Actual

Account Name Operations Salaries Overtime Pay TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

$

Chemical Supplies Tools and Other Supplies Fuel Clothing Small Equipment Total

Maintenance 3240 Lift Station 4020 Machinery and Equipment 4030 Vehicle 4160 Computer Equipment 4370 Radio Total Services 5100 5110 5130 5500 5510 5540 5560 5700 5810 5820 5830

Dues and Publications License & Certification Travel and Training General Liability Errors and Omission Automobile Real Property Special Services Communication Services Gas Service Electric Service Total

Sewage Treatment 7330 TBWWTP Operations 7340 TBWWTP and Main Lift Station Total Capital Outlay 8951 Lift Station Total Transfers 9209 Transfer to Water and Sewer Cap 9274 Transfer to 2015 CO's - W/S 9279 Transfer to Water and Sewer Equip Total Sewer - Lift Stations Expenses $

FY 2020 Actual

39,665 936 3,387 2,489 7,777 599 9 54,862

$

41,085 373 3,946 2,543 7,802 622 144 56,515

FY 2021 Budget $

FY 2021 Estimated

40,238 1,207 4,062 3,171 7,227 708 117 56,730

$

44,442 1,700 4,834 2,992 8,010 489 144 62,611

FY 2022 Budget $

44,280 1,320 4,790 3,490 8,040 780 120 62,820

189 2,455 776 1,614 5,034

354 1,890 597 75 2,916

2,700 460 2,360 954 2,200 8,674

2,700 375 2,053 990 1,000 7,118

2,700 1,750 2,290 920 7,660

27,734 287 1,565 1,514 211 31,311

30,381 3,227 3,390 108 37,106

42,000 5,180 47,180

33,000 9,450 42,450

42,000 6,700 48,700

76 9 52 102 367 6,744 7,126 1,276 20,966 36,718

75 75 21 49 103 915 5,185 1,000 5,615 1,469 20,161 34,668

75 111 475 7,321 3,000 1,480 21,530 33,992

75 486 450 8,234 2,200 25,160 36,605

80 110 850 9,550 1,870 39,520 51,980

423,817 92,411 516,228

614,327 71,337 685,664

746,226 85,290 831,516

820,000 78,707 898,707

744,340 85,000 829,340

-

9,179 9,179

-

72,000 72,000

-

78,638 3,296 81,934

3,620 3,620

3,760 3,760

3,760 3,760

390,000 3,900 393,900

726,087

$

Page 229

829,668

$

981,852

$

1,123,251

$

1,394,400


Water & Sewer - Other Costs DIVISION MISSION AND DESCRIPTION The Water & Sewer Other Costs division contains funding for several non-departmental items, including debt payments, capital transfers, and funding for contingencies that may occur during the fiscal year. The division also accounts for anticipated pay adjustments for employees. Because this division performs no activity, the various goals, measures, and personnel are not listed. The expenses previously reported here have been transferred into other divisions beginning in FY 2022.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 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 2022 BUDGET  

Debt services expenses have been transferred into the Utility Finance division Other expenses have been transferred into the Utility Administration division

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

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

N/A N/A N/A

N/A N/A N/A

N/A N/A N/A

N/A N/A N/A

PERFORMANCE MEASURES N/A N/A N/A

Page 230


Water & Sewer Fund - Other Costs (202-4-230) Account Number

Account Name

Debt Service 6010 Principal Payments 6020 Interest Payments 6100 Paying Agent Fees Arbitrage Rebate Calculation Fees 6110 Anticipated Debt Service 6500 Total Other Expenses 7700 Contingency Total Transfers 9209 Transfer to Water & Sewer Capital Total Other Costs Expenditures $

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

979,000 562,251 848 3,894 1,545,993

1,004,450 535,054 848 3,917 1,544,269

1,029,900 506,648 1,500 4,500 260,000 1,802,548

1,029,900 506,648 1,500 3,910 1,541,958

-

-

10,000 10,000

-

-

-

572,380 572,380

-

500,000 500,000

500,000 500,000

-

2,118,373

$

Page 231

1,554,269

$

2,302,548

$

2,041,958

$

-


Water & Sewer Fund Amortization Summary Grand Total - All Obligations

9/30/2021

Payment

Principal

Interest

Principal Balance $ 16,504,200

FY 2022

1,531,973

1,054,900

477,073

15,449,300

FY 2023 FY 2024 FY 2025 FY 2026 FY 2027

1,551,682 1,549,110 1,550,817 1,551,606 1,547,266

1,105,350 1,130,800 1,161,250 1,191,700 1,222,150

446,332 418,310 389,567 359,906 325,116

14,343,950 13,213,150 12,051,900 10,860,200 9,638,050

FY 2028 FY 2029 FY 2030 FY 2031 FY 2032

1,612,347 1,249,450 1,249,450 1,243,550 1,246,900

1,323,050 1,000,000 1,030,000 1,055,000 1,090,000

289,297 249,450 219,450 188,550 156,900

8,315,000 7,315,000 6,285,000 5,230,000 4,140,000

FY 2033 FY 2034 FY 2035 FY 2036

1,244,200 1,250,600 1,250,800 684,950

1,120,000 1,160,000 1,195,000 665,000

124,200 90,600 55,800 19,950

3,020,000 1,860,000 665,000 -

$ 20,314,701

$ 16,504,200

Grand Total

Page 232

$

3,810,501

$

-


Water & Sewer Fund Certificates of Obligation, Series 2002 Bond Amount Date of Issue Interest Rate Date of Maturity Purpose

$4,360,449 8/1/2002 4.40% 8/1/2022 Proceeds from the sale of the Certificates will be used for (i) acquiring, constructing, and installing additions, improvements and extensions to the City's waterworks and sewer system; (ii) constructing and improving streets and related drainage facilities; (iii) constructing and improving storm drainage works and facilities; and (iv) acquiring and installing electric power poles and appurtenances.

Payment

9/30/2021 FY 2022 Total

Principal

370,620 $

370,620

Interest

355,000 $

355,000

Page 233

Principal Balance $ 355,000

15,620 $

15,620

$

-


Water & Sewer Fund Certificates of Obligation, Series 2008 Bond Amount Date of Issue Interest Rate Date of Maturity Purpose

$180,000 8/1/2008 4.19% 8/1/2028 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.

Payment

9/30/2021

Principal

Principal Balance $ 79,200

Interest

FY 2022

13,218

9,900

3,318

69,300

FY 2023 FY 2024 FY 2025 FY 2026 FY 2027

13,254 13,270 13,267 13,246 13,206

10,350 10,800 11,250 11,700 12,150

2,904 2,470 2,017 1,546 1,056

58,950 48,150 36,900 25,200 13,050

FY 2028

13,597

13,050

547

Total

$

93,058

$

79,200

Page 234

$

13,858

$

-


Water & Sewer Fund Certificates of Obligation, Series 2015 Bond Amount Date of Issue Interest Rate Date of Maturity Purpose

$8,595,000 4/1/2015 2.0% - 3.0% 8/1/2035 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.

Payment

9/30/2021

Principal

Interest

Principal Balance $ 6,420,000

FY 2022

566,600

390,000

176,600

6,030,000

FY 2023 FY 2024 FY 2025 FY 2026 FY 2027

563,800 565,900 562,800 564,600 567,000

395,000 405,000 410,000 420,000 435,000

168,800 160,900 152,800 144,600 132,000

5,635,000 5,230,000 4,820,000 4,400,000 3,965,000

FY 2028 FY 2029 FY 2030 FY 2031 FY 2032

563,950 565,600 566,800 562,550 563,000

445,000 460,000 475,000 485,000 500,000

118,950 105,600 91,800 77,550 63,000

3,520,000 3,060,000 2,585,000 2,100,000 1,600,000

FY 2033 FY 2034 FY 2035

563,000 567,550 566,500

515,000 535,000 550,000

48,000 32,550 16,500

1,085,000 550,000 -

Total

$

7,909,650

$

6,420,000

Page 235

$

1,489,650

$

-


Water & Sewer Fund Certificates of Obligation, Series 2016 Bond Amount Date of Issue Interest Rate Date of Maturity Purpose

$9,585,000 12/1/2016 3.00% 8/1/2036 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.

9/30/2021

Payment

Principal

Interest

Principal Balance $ 8,955,000

FY 2022

413,650

145,000

268,650

8,810,000

FY 2023 FY 2024 FY 2025 FY 2026 FY 2027

859,300 856,450 858,150 859,250 854,750

595,000 610,000 630,000 650,000 665,000

264,300 246,450 228,150 209,250 189,750

8,215,000 7,605,000 6,975,000 6,325,000 5,660,000

FY 2028 FY 2029 FY 2030 FY 2031 FY 2032

1,034,800 683,850 682,650 681,000 683,900

865,000 540,000 555,000 570,000 590,000

169,800 143,850 127,650 111,000 93,900

4,795,000 4,255,000 3,700,000 3,130,000 2,540,000

FY 2033 FY 2034 FY 2035 FY 2036

681,200 683,050 684,300 684,950

605,000 625,000 645,000 665,000

76,200 58,050 39,300 19,950

1,935,000 1,310,000 665,000 -

Total

$ 11,201,250

$

8,955,000

Page 236

$

2,246,250

$

-


Water & Sewer Fund General Obligation Refunding Bonds, Series 2017 Bond Amount Date of Issue Interest Rate Date of Maturity Purpose

$1,350,000 5/31/2017 1.05% - 2.10% 8/1/2027 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.

Payment

9/30/2021

Principal

Interest

Principal Balance $ 695,000

FY 2022

167,885

155,000

12,885

540,000

FY 2023 FY 2024 FY 2025 FY 2026 FY 2027

115,328 113,490 116,600 114,510 112,310

105,000 105,000 110,000 110,000 110,000

10,328 8,490 6,600 4,510 2,310

435,000 330,000 220,000 110,000 -

Total

$

740,123

$

695,000

Page 237

$

45,123

$

-


Water & Sewer Fund Long-Term Forecast

FY 2022 Beginning Fund Balance

$

7,345,991

FY 2023 $

7,191,641

FY 2024 $

FY 2025

8,300,927

$

9,742,886

FY 2026 $

10,838,353

Water Revenue Sewer Revenue Other Revenues Total Revenue

6,014,130 3,829,650 616,850 10,460,630

6,194,554 3,944,540 616,850 10,755,943

6,380,391 4,062,876 616,850 11,060,116

6,571,802 4,184,762 616,850 11,373,414

6,768,956 4,310,305 616,850 11,696,111

Personnel Other Expenditures Debt Service Transfers Capital Total Expenditures

2,089,620 3,744,670 1,536,880 2,839,810 404,000 10,614,980

2,162,757 3,913,180 1,791,973 728,748 1,050,000 9,646,658

2,238,453 4,089,273 1,811,682 728,748 750,000 9,618,156

2,316,799 4,273,291 1,809,110 728,748 1,150,000 10,277,948

2,397,887 4,465,589 1,810,817 728,748 1,050,000 10,453,041

(154,350)

1,109,286

1,441,960

1,095,467

1,243,070

Fund Balance Impact Ending Fund Balance

$

7,191,641

$

8,300,927

$

9,742,886

$

10,838,353

$

12,081,423

Less: 3-Month Minimum Balance Less: Debt Service

$ $

2,653,745 1,536,880

$ $

2,411,664 1,791,973

$ $

2,404,539 1,811,682

$ $

2,569,487 1,809,110

$ $

2,613,260 1,810,817

Forecasted Fund Balance in Excess of Minimum

$

3,001,016

$

4,097,289

$

5,526,665

$

6,459,756

$

7,657,346

Forecasted Ending Fund Balance $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $-

FY 2022

Water revenue growth Sewer revenue growth Other revenue growth

FY 2023

FY 2024

FY 2025

Assumptions based upon historical trends 3.0% Personnel cost growth 3.0% Other expenditure growth 0.0% Transfers, Debt and Capital

Page 238

FY 2026

3.5% 4.5% As Needed


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 activities 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. Actual 2019

Fiscal Year Ending September 30 Budget Basis: Beginning Unrestricted Net Assets (GAAP)

$

Revenues 1 Expenses Net Increase / (Decrease) in Net Assets Ending Unrestricted Net Assets (Budget) Reconciliation to GAAP: Ending Unrestricted Net Assets (Budget) Adjustment 2 Unrestricted Net Assets (GAAP)

Actual 2020

187,285

$

213,750

498,419 (471,954) 26,465

Budget 2021

$

520,261 (499,556) 20,705

234,455

Estimated 2021

$

548,061 (531,260) 16,801

234,455

Projected 2022

$

547,408 (476,935) 70,473

304,928 580,400 (573,180) 7,220

$

213,750

$

234,455

$

251,256

$

304,928

$

312,148

$

213,750 213,750

$

234,455 234,455

$

251,256 251,256

$

304,928 304,928

$

312,148 312,148

Restricted Net Assets (GAAP) Net Investment in Capital Assets (GAAP)

3,136,592

3,157,298

3,157,298

3,157,298

3,157,298

Total Fund Balance (GAAP)

$

3,350,342

$

3,391,753

$

3,408,554

$

3,462,226

$

3,469,446

Minimum Unrestricted Net Assets3 Unrestricted Net Assets in Excess of Minimum

$ $

158,574 55,176

$ $

168,310 66,145

$ $

158,605 92,651

$ $

158,605 146,323

$ $

168,325 143,823

Notes: 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 minimum fund balance of three months of budgeted expenditures plus one year of debt service. 1

Fund Balance History $4,000,000 $3,500,000

Fund Balance

$3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $-

2018 Actual

2019 Actual

2020 Budget

2020 Estimated

2021 Projected

Fiscal Year Ending September 30 Unrestricted Net Assets (GAAP)

Restricted Net Assets (GAAP)

Page 239

Net Investment in Capital Assets (GAAP)


Drainage Fund Revenue Trend FY 2018 Actual

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

Revenues Storm Drainage Fee Miscellaneous Income

$

452,742 4,163

$

492,639 5,780

$

517,462 2,799

$

546,121 1,940

$

547,008 400

$

580,000 400

Total Revenue

$

456,905

$

498,419

$

520,261

$

548,061

$

547,408

$

580,400

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

2018 Actual

2019 Actual

2020 Actual

Storm Drainage Fee

2021 Budget Miscellaneous Income

Page 240

2021 Estimate

2022 Budget


Drainage Fund (707-3) Revenues Account Number

FY 2019 Actual

Account Name

Charges for Service 5700 Storm Drainage Fee

$

Total Miscellaneous Income 6700 Miscellaneous Income 9100 Interest Income Total Drainage Fund Revenues $

492,639

FY 2020 Actual $

517,462

FY 2021 Budget $

546,121

FY 2021 Estimated $

547,008

FY 2022 Budget $

580,000

492,639

517,462

546,121

547,008

580,000

5,780

2,799

1,940

400

400

5,780

2,799

1,940

400

400

498,419

$

Page 241

520,261

$

548,061

$

547,408

$

580,400


Drainage Fund Category Summary FY 2019 Actal

Description

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

Personnel Supplies Maintenance Services Debt Capital Outlay Transfers

$

180,636 15,787 10,587 9,485 25,459 230,000

$

207,893 13,351 32,784 3,878 25,620 216,030

$

261,427 16,280 19,160 30,243 25,790 178,360

$

225,308 14,797 14,632 18,130 25,708 178,360

$

268,990 15,630 46,260 30,090 25,030 8,000 179,180

Drainage Fund

$

471,954

$

499,556

$

531,260

$

476,935

$

573,180

FY 2021 Expenses by Category

Transfers 31%

Personnel 47%

Capital Outlay 2% Debt 4% Services 5% Maintenance 8%

Supplies 3%

Page 242


Page 243


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 2022 Strategic Plan categories addressed below: Governance, Quality of Life Goal: Ensure functionality and capacity of City-owned drainage facilities Action Item: Mow, inspect, and clean all drainage facilities at least quarterly Goal: Reduce stormwater pollutants and improve curb appearance Action Item: Sweep all City streets at least once per year and downtown areas ahead of scheduled events Goal: Minimize illicit discharges in stormwater runoff Action Item: Identify, clean, and proactively mitigate pollutants in drainage channels

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET   

Operations salaries increase to reflect a change to the salary allocation schedule Flood warning expenses increase to replace the sensor at Paddy Hamilton Capital outlay includes the acquisition of a new zero-turn mower

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

16 3,008 2,300

17 2,850 2,400

17 3,100 2,400

18 3,200 2,500

100% 100% 100%

100% 100% 100%

100% 100% 100%

100% 100% 100%

1.00 3.00 4.00

1.00 3.00 4.00

1.00 3.00 4.00

1.00 3.00 4.00

Number of city-owned and maintained detention ponds Number of hours spent maintaining ponds and channels Cubic yards of materials collected by street sweeper

PERFORMANCE MEASURES Percent of streets swept annually Percent of days in compliance with quality standards Percent of City-owned detention ponds maintained annually

PERSONNEL Senior Maintenance Technician Maintenance Technician I Total Employees (Full-Time Equivalents)

Page 244


Drainage Fund (707-4-080) Account Number Personnel 1010 1020 1030 1040 1070 1210 1220 1230 1240 1250 Supplies 2010 2030 2090 2220 2400 2500

FY 2019 Actual

Account Name

Administrative Salaries Professional Salaries Supervisory Salaries Operations Salaries Overtime Pay TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total Office Supplies Chemical Supplies Tools and Other Supplies Fuel Clothing Small Equipment Total

Maintenance 3630 Drainage Facilities 3690 Storm Water Testing 4020 Machinery and Equipment 4030 Vehicle 4200 Flood Warning 4370 Radio Total

$

4,914 22,282 17,082 85,107 492 10,815 9,866 25,704 4,345 29 180,636

FY 2020 Actual

$

5,150 30,221 13,950 103,077 412 14,555 11,592 24,759 3,488 689 207,893

FY 2021 Budget

$

5,150 36,406 14,040 127,572 5,074 18,448 14,400 35,631 4,129 577 261,427

FY 2021 Estimated

$

5,288 33,418 15,222 111,942 285 16,866 11,986 26,670 2,850 781 225,308

FY 2022 Budget

$

5,480 24,550 15,120 140,500 7,210 20,250 14,750 36,190 4,370 570 268,990

179 88 2,804 8,585 1,825 2,306 15,787

202 364 1,001 6,380 1,909 3,495 13,351

155 200 2,610 7,500 3,515 2,300 16,280

100 175 2,290 7,310 2,922 2,000 14,797

250 4,460 6,970 3,950 15,630

1,628 922 5,015 2,930 92 10,587

24,698 1,236 4,950 1,900 32,784

10,000 1,000 4,160 4,000 19,160

10,000 42 590 4,000 14,632

25,000 3,000 18,260 46,260

Page 245


Drainage Fund (707-4-080) Account Number Services 5010 5020 5100 5110 5130 5220 5500 5510 5540 5550 5560 5620 5630 5700

Account Name

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

Marketing Public Education Dues and Publications License & Certification Travel and Training Equipment Rental General Liability Errors and Omission Automobile Mobile Equipment Real Property Engineering Consulting Special Services Total

499 477 500 3,139 156 306 2,143 360 38 500 1,367 9,485

867 175 75 49 148 310 1,827 378 39 10 3,878

250 3,000 500 72 150 3,000 3,271 20,000 30,243

550 1,000 500 72 150 2,750 2,608 10,500 18,130

3,500 500 70 3,000 3,020 20,000 30,090

Debt Service 6010 Principal Payments 6020 Interest Payments 6100 Paying Agent Fees 6110 Arbitrage Rebate Calculation Fees Total

16,750 8,387 67 255 25,459

17,587 7,685 67 281 25,620

18,425 6,948 67 350 25,790

18,425 6,948 67 268 25,708

18,430 6,180 70 350 25,030

-

-

-

-

8,000 8,000

230,000 230,000

207,500 8,530 216,030

150,000 28,360 178,360

150,000 28,360 178,360

150,000 29,180 179,180

Capital Outlay 8200 Machinery and Equipment Total Transfers 9767 Transfer to Drainage Capital Proj 9787 Transfer to Drainage Capital Equip Total Drainage Fund Expenses $

471,954

$

Page 246

499,556

$

531,260

$

476,935

$

573,180


Drainage Fund Amortization Summary Grand Total - All Obligations

Payment

9/30/2021

Principal

Interest

Principal Balance $ 147,400

FY 2022

24,601

18,425

6,176

128,975

FY 2023 FY 2024 FY 2025 FY 2026 FY 2027

24,667 24,697 24,693 24,652 24,577

19,263 20,100 20,938 21,775 22,612

5,404 4,597 3,755 2,877 1,965

109,712 89,612 68,674 46,899 24,287

FY 2028

25,305

24,287

1,018

Grand Total

$

173,192

$

147,400

Page 247

$

25,792

$

-


Drainage Fund Certificates of Obligation, Series 2008 Bond Amount Date of Issue Interest Rate Date of Maturity Purpose

$335,000 8/1/2008 4.19% 8/1/2028 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.

Payment

9/30/2021

Principal

Interest

Principal Balance $ 147,400

FY 2022

24,601

18,425

6,176

128,975

FY 2023 FY 2024 FY 2025 FY 2026 FY 2027

24,667 24,697 24,693 24,652 24,577

19,263 20,100 20,938 21,775 22,612

5,404 4,597 3,755 2,877 1,965

109,712 89,612 68,674 46,899 24,287

FY 2028

25,305

24,287

1,018

Total

$

173,192

$

147,400

Page 248

$

25,792

$

-


Drainage Fund Long-Term Forecast

FY 2022 Beginning Fund Balance

$

304,929

FY 2023 $

312,149

FY 2024 $

FY 2025

329,247

$

347,652

FY 2026 $

367,321

Storm Drainage Fee Other Revenues Total Revenue

580,000 400 580,400

594,500 400 594,900

609,363 400 609,763

624,597 400 624,997

640,211 400 640,611

Personnel Other Expenditures Debt Service Transfers Capital Total Expenditures

268,990 91,980 25,030 179,180 8,000 573,180

278,405 94,739 24,601 180,057 577,802

288,149 97,582 24,667 180,959 591,357

298,234 100,509 24,697 181,888 605,328

308,672 103,524 24,693 182,845 619,734

7,220

17,098

18,406

19,669

20,877

Fund Balance Impact Ending Fund Balance

$

312,149

$

329,247

$

347,652

$

367,321

$

388,198

Less: 3-Month Minimum Balance Less: Debt Service

$ $

143,295 25,030

$ $

144,451 24,601

$ $

147,839 24,667

$ $

151,332 24,697

$ $

154,934 24,693

Forecasted Fund Balance in Excess of Minimum

$

143,824

$

160,195

$

175,146

$

191,292

$

208,572

Forecasted Ending Fund Balance $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $-

FY 2022

Drainage fee revenue growth Other revenue growth

FY 2023

FY 2024

FY 2025

Assumptions based upon historical trends 2.5% Personnel cost growth 0.0% Other expenditure growth Transfers, Debt and Capital

Page 249

FY 2026

3.5% 3.0% As Needed


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. Actual 2019

Fiscal Year Ending September 30 Budget Basis: Beginning Unrestricted Net Assets (GAAP)

$

-

Revenues 1 Expenses Net Increase / (Decrease) in Net Assets Ending Unrestricted Net Assets (Budget) Reconciliation to GAAP: Ending Unrestricted Net Assets (Budget) Adjustment 2 Unrestricted Net Assets (GAAP)

$

Budget 2021 -

-

$

-

79,301

Estimated 2021 $

815,192 (890,183) (74,991)

79,301

Projected 2022 $

818,792 (850,445) (31,653)

47,648 901,240 (846,190) 55,050

$

-

$

-

$

4,310

$

47,648

$

102,698

$

-

$

-

$

4,310 4,310

$

47,648 47,648

$

102,698 102,698

Restricted Net Assets (GAAP) Net Investment in Capital Assets (GAAP) Total Fund Balance (GAAP)

Actual 2020

$

-

$

-

182,500 $

186,810

172,000 $

219,648

172,000 $

274,698

Notes: 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). 1

Fund Balance History  $300,000

Fund Balance

$250,000  $200,000  $150,000  $100,000  $50,000  $‐ 2019 Actual

2020 Actual

2021 Budget

2021 Estimated

2022 Projected

Fiscal Year Ending September 30 Unrestricted Net Assets (GAAP)

Restricted Net Assets (GAAP)

Page 250

Net Investment in Capital Assets (GAAP)


Information Technology Fund (177-3) Revenues Account Number

FY 2019 Actual

Account Name

Charges for Service 5901 IT Services - General Fund 5902 IT Services - Water & Sewer Fund 5903 IT Services - BEDC 5904 IT Services - Building Maintenance

$

Total Miscellaneous Income 9100 Interest Income Total Other Financing Sources 9999 Use of Accumulated Reserves Total Information Technology Fund Revenues $

-

FY 2020 Actual $

-

FY 2021 Budget $

654,356 160,586 -

FY 2021 Estimated $

654,356 160,586 3,750 -

FY 2022 Budget $

694,300 194,730 7,110 5,000

-

-

814,942

818,692

901,140

-

-

250

100

100

-

-

250

100

100

-

-

74,991

-

-

-

-

74,991

-

-

-

$

Page 251

-

$

890,183

$

818,792

$

901,240


Information Technology Fund Category Summary FY 2019 Actal

Description

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

Personnel Supplies Maintenance Services Capital Outlay

$

-

$

-

$

195,007 69,345 346,710 96,621 182,500

$

171,700 62,095 346,409 98,241 172,000

$

211,080 127,140 411,490 96,480 -

Information Technology Fund

$

-

$

-

$

890,183

$

850,445

$

846,190

FY 2022 Expenses by Category Services 11%

Capital Outlay 0%

Personnel 25%

Supplies 15% Maintenance 49%

Page 252


Page 253


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 2022 Strategic Plan categories addressed below: Governance, Public Safety Goal: Maintain network operability and optimal connectivity Action Item: Upgrade the City’s wireless infrastructure Goal: Provide a safe, secure network environment while safeguarding data Action Item: Provide cybersecurity training to employees regularly and upgrade firewalls Goal: Ensure the computer network remains current, efficient, and functional Action Item: Continue upgrading the network hardware in accordance with the capital replacement plan

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET   

Small equipment expenses increase to purchase of several computers for police in accordance with the replacement plan Computer system maintenance costs increase due to new software purchases and software licensing Capital outlay falls after the purchase of equipment and the completion of a fiber installation project in FY 2021

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

N/A N/A N/A

180 20 1,500

145 20 1,300

145 20 1,400

N/A N/A N/A

100% 100% 100%

100% 100% 100%

100% 100% 100%

1.00 1.00 2.00

1.00 1.00 2.00

1.00 1.00 2.00

Number of computers supported Number of servers supported Number of work orders submitted

PERFORMANCE MEASURES Percent of network uptime Percent of system uptime Percent of service requests cleared within 3 days of receipt

PERSONNEL Information Technology Director Information Technology Specialist Total Employees (Full-Time Equivalents)

-

Page 254


Information Technology Fund (177-4-071) Account Number Account Name Personnel 1010 1020 1140 1210 1220 1230 1240 1250 Supplies 2010 2090 2400 2500

Administrative Salaries Professional Salaries Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

FY 2019 Actual $

Office Supplies Tools & Other Supplies Clothing Small Equipment Total

Maintenance 4020 Machinery & Equipment 4160 Computer System Maintenance Total Services 5100 5130 5210 5500 5810

Dues & Publications Travel & Training Equipment Lease General Liability Communication Services Total

Capital Outlay 8400 Computer Equipment Total Information Technology Fund Expenses $

FY 2020 Actual -

$

FY 2021 Budget -

$

FY 2021 Estimated

94,937 50,061 8,400 15,033 11,574 14,455 313 234 195,007

$84,796 44,984 6,000 $13,718 10,102 11,556 216 328 171,700

FY 2022 Budget $

112,730 51,820 17,280 12,590 16,070 360 230 211,080

-

-

450 4,275 400 64,220 69,345

200 4,590 305 57,000 62,095

450 5,780 580 120,330 127,140

-

-

9,483 337,227 346,710

9,409 337,000 346,409

13,690 397,800 411,490

-

-

700 8,700 4,203 350 82,668 96,621

200 6,700 4,995 346 86,000 98,241

700 8,700 400 86,680 96,480

-

-

182,500 182,500

172,000 172,000

-

-

$

Page 255

-

$

890,183

$

850,445

$

846,190


Page 256


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 maintenance 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. Actual 2019

Fiscal Year Ending September 30 Budget Basis: Beginning Unrestricted Net Assets (GAAP)

$

-

Revenues 1 Expenses Net Increase / (Decrease) in Net Assets Ending Unrestricted Net Assets (Budget) Reconciliation to GAAP: Ending Unrestricted Net Assets (Budget) Adjustment 2 Unrestricted Net Assets (GAAP)

$

Budget 2021 -

-

$

Estimated 2021

6,622

-

$

443,767 (441,116) 2,651

6,622

Projected 2022 $

443,617 (390,603) 53,014

59,636 458,230 (419,610) 38,620

$

-

$

-

$

9,273

$

59,636

$

98,256

$

-

$

-

$

9,273 9,273

$

59,636 59,636

$

98,256 98,256

Restricted Net Assets (GAAP) Net Investment in Capital Assets (GAAP) Total Fund Balance (GAAP)

Actual 2020

$

-

$

-

$

9,273

$

59,636

$

Notes: 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). 1

Fund Balance History  $120,000

Fund Balance

$100,000  $80,000  $60,000  $40,000  $20,000  $‐ 2019 Actual

2020 Actual

2021 Budget

2021 Estimated

2022 Projected

Fiscal Year Ending September 30 Unrestricted Net Assets (GAAP)

Restricted Net Assets (GAAP)

Page 257

Net Investment in Capital Assets (GAAP)

98,256


Building Maintenance Fund (178-3) Revenues Account Number

FY 2019 Actual

Account Name

Charges for Service 5901 Maintenance Services-General Fund 5902 Maintenance Services-Water Sewer

$

Total Miscellaneous Income 9100 Interest Income Total Building Maintenance Fund Revenues $

-

FY 2020 Actual $

-

FY 2021 Budget $

374,265 69,252

FY 2021 Estimated $

374,265 69,252

FY 2022 Budget $

391,190 66,940

-

-

443,517

443,517

458,130

-

-

250

100

100

-

-

250

100

100

-

$

Page 258

-

$

443,767

$

443,617

$

458,230


Building Maintenance Fund Category Summary FY 2019 Actal

Description

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

Personnel Supplies Maintenance Services Transfers

$

-

$

-

$

244,866 31,749 131,285 19,353 13,863

$

211,949 28,900 117,000 18,891 13,863

$

289,850 31,710 69,610 14,160 14,280

Building Maintenance Fund

$

-

$

-

$

441,116

$

390,603

$

419,610

FY 2022 Expenses by Category Services 3%

Transfers 3%

Maintenance 17%

Supplies 8%

Personnel 69%

Page 259


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 2022 Strategic Plan categories addressed below: Quality of Life Goal: Address infrastructure and capital equipment needs Action Item: Implement the HVAC replacement plan and inspect all units annually Goal: Improve City buildings and facilities Action Item: Facilitate enhancements to the Public Works portable buildings and other City facilities Goal: Ensure City facilities are safe for the public and employees Action Item: Coordinate the installation of various safety enhancements at multiple locations

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET    

One Maintenance Technician I position is reclassified into a Maintenance Technician II position Supervisory salaries are reclassified into operations salaries HVAC expenses decrease after the replacement of air conditioners during FY 2021 Appropriations for info tech services decline with changes to the cost allocation schedule

WORKLOAD MEASURES

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

N/A N/A N/A

39,781 1,500 5,720

39,781 1,500 5,720

39,781 1,600 5,720

N/A N/A N/A

100% 95% 95%

100% 90% 95%

100% 85% 95%

1.00 1.00 1.00 2.00 5.00

1.00 1.00 1.00 2.00 5.00

1.00 1.00 1.00 2.00 5.00

Square footage of buildings cleaned Number of requests for service Number of hours spent maintaining buildings

PERFORMANCE MEASURES Repond to HVAC issues within one hour of call for service Percent of service performed by in-house staff Maintenance concerns addressed within 24 hours

PERSONNEL Building Superintendent Senior Maintenance Technician Maintenance Technician II Maintenance Technician I Custodian II Total Employees (Full-Time Equivalents)

-

Page 260


Building Maintenance Fund (178-4-142) Account Number Account Name Personnel 1010 1030 1040 1070 1210 1220 1230 1240 1250 Supplies 2010 2030 2070 2090 2220 2400 2500

Administrative Salaries Supervisory Salaries Operations Salaries Overtime Pay TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total

FY 2019 Actual $

Office Supplies Chemical Supplies Janitorial Supplies Tools & Other Supplies Fuel Clothing Small Equipment Total

FY 2020 Actual -

$

FY 2021 Budget -

$

172,729 600 16,968 13,260 36,137 4,587 585 244,866

FY 2021 Estimated $

5,336 55,000 89,530 17,102 12,462 28,782 3,166 571 211,949

FY 2022 Budget $

5,480 65,500 134,220 600 21,590 15,740 40,690 5,440 590 289,850

-

-

260 625 13,600 4,870 5,990 2,209 4,195 31,749

200 500 14,500 4,000 4,000 1,500 4,200 28,900

210 1,330 14,500 9,600 4,240 1,830 31,710

-

-

45,805 85,380 100 131,285

32,000 85,000 117,000

50,610 19,000 69,610

Dues & Publications Travel & Training Info Tech Services General Liability Gas Service Electric Service Total

-

-

120 825 13,817 3,815 296 480 19,353

120 200 13,817 3,647 350 757 18,891

140 830 7,110 4,230 370 1,480 14,160

Transfers 9176 Transfer to Parks & Public Works Total

-

-

13,863 13,863

13,863 13,863

14,280 14,280

Maintenance 3010 Building 3020 HVAC 4020 Machinery & Equipment Total Services 5100 5130 5341 5500 5820 5830

Building Maintenance Fund Expenses $

-

$

Page 261

-

$

441,116

$

390,603

$

419,610


Page 262


CAPITAL IMPROVEMENTS PROGRAM OVERVIEW 2022 – 2026 The FY 2022-2026 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 2022 CAPITAL-RELATED EXPENDITURES A total of $11,799,850 will be spent for capital-related items during FY 2022. Most of these expenditures ($11,337,850 or 96%) can be attributed to the Capital Improvements Program. The remaining amount ($462,000) is directly related to routine capital expenditures. Capital Improvements Program (CIP) Public Safety Projects Parks and Recreation Projects Streets and Sidewalk Projects Utility Projects Total CIP Expenditures Routine Expenditures Water & Sewer Fund Drainage Fund Economic Development Corporation Total Routine Expenditures Total Capital-Related Expenditures

Page 263

$

430,000 4,547,850 1,460,000 4,900,000 $11,337,850 $ $

404,000 8,000 50,000 462,000

$11,799,850


CAPITAL IMPROVEMENTS PROGRAM OVERVIEW 2022 – 2026 GENERAL GOVERNMENT PROJECTS Public Safety Projects

Two parking lot projects at the Police Department complex are planned. One project will improve the parking surface, while the other will increase the number of parking spaces at the facility. Aging portions of the original roof on the Police Department complex will be replaced. Emergency generators will be added to two city facilities.

Parks and Recreation Projects

Improvements to Heritage Park and Park Lane will occur in four phases over a five-year period that began in 2020. The interior of the library will be completely redesigned and renovated. New equipment and other improvements to city parks will be done in 2022. Restoration of the Historic Standpipe and construction of Standpipe Park should begin in 2024.

Streets and Sidewalks Projects

Part of the five-year plan calls for the reconstruction of Connell Street with preliminary work scheduled for 2023. Extension of W Avenue D will provide additional access to the Belton Business Park. Southwest Parkway will be extended from Liberty Park Drive to Huey Drive. Projects on W 13th Avenue, S Pearl, and Brenda Lane will improve failing roadways. Reconstructing and widening Toll Bridge Road from Shanklin Road to the Lampasas River will facilitate development in the southern sector of the city.

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

Fourteen projects have been identified for the Capital Improvements Program for the next five years. Pressure problems on the City’s north side will be addressed with the construction of the North Belton elevated storage tank in 2022. Several projects replace failing or undersized water lines throughout Belton. The second phase of the Loop 121 utility relocation project is expected in 2026.

Wastewater Projects

Twelve wastewater projects are included in the CIP. Water and sewer service in McFarland Estates will improve with the replacement of several lines in 2022. The IH-14/FM 1670 Sewer Extension project adds critical infrastructure on the City’s west side in 2023. Wastewater treatment capacity will be expanded in 2023 with the Temple-Belton WWTP Phase II project. Other projects will address various failing sewer lines.

Drainage Projects

The largest of three drainage projects is the addition of new culverts and channels at E 4th Avenue and N Blair. In 2025, the Liberty Hill Subdivision and Mesquite Road culverts may be replaced.

Page 264


CAPITAL IMPROVEMENTS PROGRAM OVERVIEW 2022 – 2026 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 spending $455,000 of General Fund revenue over the five-year period. This use of General Fund revenue 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. Revenue from the two utility funds will provide $5,900,000 of project funding. The Belton Economic Development Corporation and the Belton Tax Increment Reinvestment Zone No. 1 will contribute more than $11,000,000 towards several vital projects. $10,960,000 of tax-supported bonds may be issued over the next five years. Annual debt service could increase by $732,000 by 2025. Assuming taxable property values remained at $1.5 billion, the debt service portion of the property tax rate could increase by a total of 4.9 cents. In addition to tax-supported debt, the utility fund may issue $19,504,000 of rate-supported bonds during this timeframe. Annual debt service for the utilities would consequently increase by $1,212,000 in 2026. 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 projects are expected to increase by $142,500. The increase is primarily attributable to maintenance of an expanded Heritage Park. Operations and maintenance costs for the utilities are expected to decline by $48,750 after aging infrastructure has been replaced.

Projected Annual Debt Service (All Obligations) $5,000,000 $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $-

2022

2023 Existing Debt

2024

2025

Additional Debt for CIP

Page 265

2026


Capital Improvements Program Fiscal Years 2022 - 2026 General Government Projects Project Type/ Project Summary Public Safety Projects Police Department South Parking Lot Police Department Secured Parking Police Department Roof Replacement City Facility Generators Total Public Safety Projects

Estimated Project Expenditures by Fiscal Year Ending 2023 2024 2025 2026

2022 $

325,000 105,000 430,000

$

30,000 30,000

$

30,000 30,000

$

-

$

-

Total $

30,000 30,000 325,000 105,000 490,000

Parks and Recreation Projects Heritage Park and Park Lane Improvements Library Interior Renovation Standpipe Park Historic Standpipe Restoration Exercise and Playground Equipment for Parks Splash Pad Improvements Nolan Creek Hike & Bike Trail Replacement Total Parks and Recreation Projects

4,308,850 25,000 88,000 90,000 36,000 4,547,850

250,000 250,000

195,000 240,000 435,000

Streets and Sidewalks Projects W Avenue D Extension Southwest Pkwy Extension over Mitchell Branch W 13th Avenue and N College Reconstruction S Pearl and E Avenue J Reconstruction Connell Street Reconstruction Brenda Lane Reconstruction E 13th Avenue Sidewalks S Penelope Sidewalks E 24th Avenue Widening at Main Street Toll Bridge Road Reconstruction Total Streets and Sidewalks Projects

1,350,000 110,000 1,460,000

973,000 562,000 1,535,000

1,346,000 6,527,000 1,000,000 40,000 5,050,000 13,963,000

1,760,000 750,000 250,000 3,950,000 6,710,000

1,000,000 1,000,000

1,760,000 1,346,000 1,350,000 750,000 7,500,000 1,000,000 672,000 290,000 1,000,000 9,000,000 24,668,000

$ 6,437,850

$ 1,815,000

$ 14,428,000

$ 6,710,000

$ 1,000,000

$ 30,390,850

Estimated Funding Amount by Fiscal Year 2023 2024 2025 2026 $ $ 5,260,000 $ 4,700,000 $ 1,000,000 342,000 75,000 30,000 175,000 250,000 1,760,000 1,223,000 3,733,000 220,000 5,185,000 $ 1,815,000 $ 14,428,000 $ 6,710,000 $ 1,000,000

Total $ 10,960,000 1,167,000 455,000 1,760,000 8,539,850 7,509,000 $ 30,390,850

Total Expenditures For All Projects

Sources of Funding Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding Total Funding For All Projects

Departments with O&M Public Works - Streets Parks and Recreation Total Change to O&M Expenditures

$

2022

750,000 3,583,850 2,104,000 $ 6,437,850

$ $

-

-

4,308,850 275,000 195,000 240,000 88,000 90,000 36,000 5,232,850

Operations & Maintenance (O&M) Expenditures by Fiscal Year 2022 2023 2024 2025 2026 (700) $ (700) $ (1,700) $ (2,200) $ (2,200) $ 27,000 27,000 32,000 32,000 32,000 26,300 $ 26,300 $ 30,300 $ 29,800 $ 29,800 $

Page 266

Total (7,500) 150,000 142,500


Capital Improvements Program Fiscal Years 2022 - 2026 Utility Projects Project Type/ Project Summary Water Projects 6th Avenue Water Line Replacement Old Golf Course Road Water Line North Main Street Water Line Relocation North Belton Elevated Storage Tank Mary Jane Water Line Replacement E Central Water Line Upsize 20 1/2 Water Line Replacement Boyles Water Line S Pearl Water Line N Blair/Flat/Walker Looped Water Service Loop 121 Pump Station Pump and Motor Loop 121 Pump Station Generator Sparta Road Pump Replacements Loop 121 Utility Relocations Phase II Total Water Projects

$

Wastewater Projects Lift Station Generators Temple-Belton WWTP Phase II IH-14/FM 1670 Sewer Extension Continental Lift Station Offload Main Belton Lift Station Force Main McFarland Estates Water/Sewer Improvements Mary Jane and E Ave J Sewer W Ave A Sewer Replacement E Ave M Sewer Replacement W Ave B near Mitchell Sewer Line Hilltop Sewer Replacement Mitchell Branch Sewer Upsize/Interceptor Total Wastewater Projects

3,000,000 100,000 100,000 310,000 3,510,000 390,000 1,000,000 1,390,000

Drainage Projects E 4th Ave/N Blair Drainage Liberty Hill Subdivision Culvert Mesquite Road Drainage Total Drainage Projects Total Expenditures For All Projects

Sources of Funding Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding Total Funding For All Projects

Departments with O&M Water Wastewater Drainage Total Change to O&M Expenditures

Estimated Project Expenditures by Fiscal Year Ending 2023 2024 2025 2026

2022

$ 4,900,000

$

2022

1,900,000 3,000,000 $ 4,900,000

$ $

$

850,000 750,000 1,600,000

$

7,750,000 1,100,000 600,000 450,000 3,300,000 13,200,000

400,000 400,000

1,125,000 1,125,000 $ 15,925,000

350,000 350,000

$

750,000

$

1,179,000 250,000 150,000 1,579,000 900,000 500,000 250,000 1,650,000 500,000 400,000 900,000

$ 4,129,000

$

500,000 300,000 750,000 2,000,000 3,550,000

Total $

250,000 250,000

850,000 1,179,000 500,000 3,000,000 350,000 250,000 100,000 750,000 150,000 300,000 100,000 310,000 750,000 2,000,000 10,589,000 390,000 7,750,000 1,100,000 600,000 900,000 1,000,000 400,000 450,000 500,000 250,000 250,000 3,300,000 16,890,000

-

1,125,000 500,000 400,000 2,025,000

$ 3,800,000

$ 29,504,000

Estimated Funding Amount by Fiscal Year 2023 2024 2025 2026 $ 13,775,000 $ $ 2,979,000 $ 2,750,000 1,050,000 750,000 1,150,000 1,050,000 1,100,000 $ 15,925,000 $ 750,000 $ 4,129,000 $ 3,800,000

Total $ 19,504,000 5,900,000 1,100,000 3,000,000 $ 29,504,000

Operations & Maintenance (O&M) Expenditures by Fiscal Year 2022 2023 2024 2025 2026 2,500 $ (7,500) $ (8,750) $ (13,750) $ (16,750) $ 500 3,000 2,000 (1,000) (1,000) (1,000) (3,500) (3,500) 3,000 $ (5,500) $ (7,750) $ (17,250) $ (21,250) $

Page 267

Total (44,250) 4,500 (9,000) (48,750)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 General Government

Public Safety

Police Department South Parking Lot Project Description This project will convert millings to pavement near the Court area.

Effect Upon Operations & Maintenance No significant change to operation and maintenance expenditures are anticipated with this item.

Estimated Project Cost

$

Cost by Fiscal Year

$

30,000 2022

-

$

-

$

-

$

2023 30,000

$

2024

-

$

-

$

-

$

2025

-

$

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

30,000 -

$

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 268

-

$

2024

2025

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 General Government

Public Safety

Police Department Secured Parking Project Description This project adds parking spaces in the secured area of the Police Department complex.

Effect Upon Operations & Maintenance No significant change to operation and maintenance expenditures are anticipated with this item.

Estimated Project Cost

$

Cost by Fiscal Year

$

30,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024 30,000

$

2025

-

$

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

30,000 -

$

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 269

2024

-

$

2025

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 General Government

Public Safety

Police Department Roof Replacement Project Description This project replaces specific portions of the original roof on the Police Department complex that are showing signs of age.

Effect Upon Operations & Maintenance No significant change to operation and maintenance expenditures are anticipated with this item.

Estimated Project Cost

$

325,000

Cost by Fiscal Year

$

2022 325,000

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025

-

$

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

325,000

$

2023

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

-

$

2023

Page 270

2024

2025

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 General Government

Public Safety

City Facility Generators Project Description This project will add emergency generators to the Public Works water building and City Hall.

Effect Upon Operations & Maintenance No significant change to operation and maintenance expenditures are anticipated with this item.

Estimated Project Cost

$

105,000

Cost by Fiscal Year

$

2022 105,000

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025

-

$

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

105,000

$

2023

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

-

$

2023

Page 271

2024

2025

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 General Government

Parks and Recreation

Heritage Park and Park Lane Improvements Project Description This project includes master planning for the newly-acquired park land, including accessibility and utilties. A four-phase approach to construction was scheduled: Phase 1 Phase 2a Phase 2b Phase 3 Phase 4

Extension of 24th Avenue into new parkland Extension of temporary roadway Master planning Extension of permanent road and utilities Park features and facilities

(Complete) (Complete) (Complete) (Ongoing) (Ongoing)

Effect Upon Operations & Maintenance Annual maintenance costs are expected to increase by $27,000 per year to maintain the expanded park. Estimated Project Cost

$ 4,308,850

Cost by Fiscal Year

2022 $ 4,308,850

$

2023

-

$

-

$

2024

-

$

-

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

750,000 3,558,850 -

$

2023

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022 27,000

$

2023 27,000

Page 272

$

2024 27,000

$

2025 27,000

$

2026 27,000


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 General Government

Parks and Recreation

Library Interior Renovation Project Description This project will completely renovate the interior of the library to maximize functionality and use of space as well as creating an inviting environment for visitors.

Effect Upon Operations & Maintenance No significant change to operation and maintenance expenditures are anticipated with this item.

Estimated Project Cost

$

275,000

Cost by Fiscal Year

$

2022 25,000

$

2023 250,000

$

2024

-

$

-

$

-

$

2025

-

$

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

25,000 -

$

2023

250,000 -

$

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

-

$

2023

Page 273

-

$

2024

2025

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 General Government

Parks and Recreation

Standpipe Park Project Description This project will create a new park on 2.3 acres of elevated land next to the historic Belton Standpipe. It will include open space, a walking trail, soccer goals, benches, storyboards that tell Belton history, and the Standpipe. Grant funding is anticipated for this project in addition to the $120,000 contributed by the TIRZ in 2020. Effect Upon Operations & Maintenance Annual maintenance costs are expected to increase by $3,000 - $5,000 per year to maintain the park.

Estimated Project Cost

$

Cost by Fiscal Year

$

195,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024 195,000

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

75,000 120,000 -

$

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 274

2024 5,000

$

2025 5,000

$

2026 5,000


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 General Government

Parks and Recreation

Historic Standpipe Restoration Project Description This project will restore the historic Standpipe, a national historic landmark, in the City of Belton. A study conducted in 2017 identified $240,000 in repairs aimed at safety and appropriate restoration. The Standpipe will be the centerpiece for Standpipe Park. Effect Upon Operations & Maintenance No significant change to operation and maintenance expenditures are anticipated with this item.

Estimated Project Cost

$

Cost by Fiscal Year

$

240,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024 240,000

$

2025

-

$

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

105,000 135,000

$

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 275

2024

-

$

2025

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 General Government

Parks and Recreation

Exercise and Playground Equipment for Parks Project Description This project includes the replacement of playground equipment at Chisholm Trail Park and exercise equipment at Miller Heights Community Park and Harris Community Park.

Effect Upon Operations & Maintenance No significant change to operation and maintenance expenditures are anticipated with this item.

Estimated Project Cost

$

88,000

Cost by Fiscal Year

$

2022 88,000

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025

-

$

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

88,000

$

2023

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

-

$

2023

Page 276

2024

2025

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 General Government

Parks and Recreation

Splash Pad Improvements Project Description This project will make several improvements at the Harris splash pad, including the installation of turf.

Effect Upon Operations & Maintenance No significant change to operation and maintenance expenditures are anticipated with this item.

Estimated Project Cost

$

90,000

Cost by Fiscal Year

$

2022 90,000

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025

-

$

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

90,000

$

2023

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

-

$

2023

Page 277

2024

2025

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 General Government

Parks and Recreation

Nolan Creek Hike & Bike Trail Replacement Project Description This project includes the replacement of certain sections of the Nolan Creek Hike & Bike Trail from 2nd Avenue to the Harris splash pad.

Effect Upon Operations & Maintenance No significant change to operation and maintenance expenditures are anticipated with this item.

Estimated Project Cost

$

36,000

Cost by Fiscal Year

$

2022 36,000

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025

-

$

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

36,000

$

2023

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

-

$

2023

Page 278

2024

2025

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 General Government

Streets and Sidewalks

W Avenue D Extension Project Description This project will extend W Avenue D west of Loop 121 into the Belton Business Park.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to increase by $500 per year.

Estimated Project Cost

$ 1,760,000

Cost by Fiscal Year

$

2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024

-

2025 $ 1,760,000

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

-

$

-

$

2025

1,760,000 -

$

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 279

2024

2025

500

$

2026

500


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 General Government

Streets and Sidewalks

Southwest Parkway Extension over Mitchell Branch Project Description This project will extend Southwest Parkway from Liberty Park Drive to Huey Drive, allowing for crossing over Mitchell Branch and additional egress points.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to increase by $1,000 per year.

Estimated Project Cost

$ 1,346,000

Cost by Fiscal Year

$

2022

-

$

-

$

-

$

2023

-

2024 $ 1,346,000

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

-

$

-

$

2024 396,000 950,000 -

$

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 280

2024 1,000

$

2025 1,000

$

2026 1,000


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 General Government

Streets and Sidewalks

W 13th Avenue and N College Reconstruction Project Description This project will reconstruct W 13th Avenue and N College. The project will likely include easement and rights of way acquisition.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $700 per year.

Estimated Project Cost

$ 1,350,000

Cost by Fiscal Year

2022 $ 1,350,000

$

2023

-

$

-

$

2024

-

$

-

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

1,350,000

$

2023

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022 (700) $

2023 (700) $

Page 281

2024 (700) $

2025 (700) $

2026 (700)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 General Government

Streets and Sidewalks

S Pearl and E Avenue J Reconstruction Project Description This project will reconstruct S Pearl between US190 Service Road and W Avenue J with concrete road and waterline replacement.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $1,000 per year.

Estimated Project Cost

$

Cost by Fiscal Year

$

750,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025 750,000

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

2025 750,000 -

$

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 282

2024

2025 (1,000) $

2026 (1,000)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 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.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $1,000 per year.

Estimated Project Cost

$ 7,500,000

Cost by Fiscal Year

$

2022

-

$

-

$

-

$

2023 973,000

2024 $ 6,527,000

2023

2024 $ 3,864,000 2,663,000 -

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

973,000 -

$

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 283

-

$

2024 (1,000) $

2025 (1,000) $

2026 (1,000)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 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 $500 per year.

Estimated Project Cost

$ 1,000,000

Cost by Fiscal Year

$

2022

-

$

-

$

-

$

2023

-

2024 $ 1,000,000

-

2024 $ 1,000,000 -

-

$

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

$

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 284

2024 (500) $

2025 (500) $

2026 (500)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 General Government

Streets and Sidewalks

E 13th Avenue Sidewalks Project Description This project will replace failing sidewalks along E 13th Avenue. It includes adding ramps and a bike lane.

Effect Upon Operations & Maintenance No significant change to operation and maintenance expenditures are anticipated with this item.

Estimated Project Cost

$

672,000

Cost by Fiscal Year

$

2022 110,000

$

2023 562,000

$

2024

-

$

-

$

-

$

2025

-

$

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

110,000

$

2023

342,000 220,000

$

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

-

$

2023

Page 285

-

$

2024

2025

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 General Government

Streets and Sidewalks

S Penelope Sidewalks Project Description This project will replace the 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.

Estimated Project Cost

$

Cost by Fiscal Year

$

290,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024 40,000

$

2025 250,000

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

40,000 -

$

2025

250,000 -

$

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 286

2024

-

$

2025

-

$

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 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.

Estimated Project Cost

$ 1,000,000

Cost by Fiscal Year

$

2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025

-

2026 $ 1,000,000

-

2026 $ 1,000,000 -

-

$

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

2025

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 287

2024

2025

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 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 the first phase with the City completing the project in 2025. Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $500 per year.

Estimated Project Cost

$ 9,000,000

Cost by Fiscal Year

$

2022

-

$

-

$

-

$

2023

-

2024 $ 5,050,000

2025 $ 3,950,000

2024

2025 $ 3,950,000 -

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

-

$

-

$

5,050,000

$

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 288

2024 (500) $

2025 (500) $

2026 (500)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Water

6th Avenue Water Line Replacement Project Description This project includes replacing the failing waterline along E 6th Avenue between Waco Road and IH-35.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $8,000 per year.

Estimated Project Cost

$

Cost by Fiscal Year

$

850,000 2022

-

$

-

$

-

$

2023 850,000

$

2024

-

$

-

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023 850,000 -

$

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023 (8,000) $

Page 289

2024 (8,000) $

2025 (8,000) $

2026 (8,000)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Water

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.

Estimated Project Cost

$ 1,179,000

Cost by Fiscal Year

$

2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024

-

2025 $ 1,179,000

-

2025 $ 1,179,000 -

-

$

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

$

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 290

2024

2025 (3,000) $

2026 (3,000)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Water

North Main Street Water Line Relocation Project Description This project consists of relocating water lines from underneath the road bed along Main Street from 1st Street to 5th Street and 7th Street to 8th Street..

Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $3,000 per year.

Estimated Project Cost

$

Cost by Fiscal Year

$

500,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025

-

$

-

$

-

$

2026 500,000

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

2025

2026

500,000 -

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 291

2024

2025

2026 (3,000)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Water

North Belton Elevated Storage Tank Project Description This project will install a new elevated storage tank to boost pressures in northwest Belton and to provide water system balance with this third tank.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to increase by $4,000 per year.

Estimated Project Cost

$ 3,000,000

Cost by Fiscal Year

2022 $ 3,000,000

$

2023

-

$

-

$

2024

-

$

-

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

3,000,000

$

2023

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022 4,000

$

2023 4,000

Page 292

$

2024 4,000

$

2025 4,000

$

2026 4,000


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Water

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 $1,250 per year.

Estimated Project Cost

$

Cost by Fiscal Year

$

350,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024 350,000

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

350,000 -

$

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 293

2024 (1,250) $

2025 (1,250) $

2026 (1,250)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Water

E Central Water Line Upsize Project Description This project will replace the 2" and 1" undersized waterlines east of Nolan Creek bridge/shirt-tale bend.

Effect Upon Operations & Maintenance No change to operation and maintenance expenditures are anticipated with this item.

Estimated Project Cost

$

Cost by Fiscal Year

$

250,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025 250,000

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

2025

250,000 -

$

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 294

2024

2025

-

$

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Water

20 1/2 Water Line Replacement Project Description This project will replace a failing water line at E 20 1/2 Avenue.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $1,000 per year.

Estimated Project Cost

$

100,000

Cost by Fiscal Year

$

2022 100,000

$

2023

-

$

-

$

2024

-

$

-

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

100,000 -

$

2023

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022 (1,000) $

2023 (1,000) $

Page 295

2024 (1,000) $

2025 (1,000) $

2026 (1,000)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Water

Boyles Water Line Project Description This project will upsize the waterline between 2nd and 5th from 1" to 8".

Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $2,000 per year.

Estimated Project Cost

$

Cost by Fiscal Year

$

750,000 2022

-

$

-

$

-

$

2023 750,000

$

2024

-

$

-

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023 750,000 -

$

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023 (2,000) $

Page 296

2024 (2,000) $

2025 (2,000) $

2026 (2,000)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Water

S Pearl Water Line Project Description This project consists of upsizing the waterline on S. Pearl from 1" to 8".

Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $2,000 per year.

Estimated Project Cost

$

Cost by Fiscal Year

$

150,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025 150,000

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

2025

150,000 -

$

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 297

2024

2025 (2,000) $

2026 (2,000)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Water

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.

Estimated Project Cost

$

Cost by Fiscal Year

$

300,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025

-

$

-

$

-

$

2026 300,000

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

2025

2026

300,000 -

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 298

2024

2025

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Water

Loop 121 Pump Station Pump and Motor Project Description This project replaces the pump and motors at the Loop 121 pump station which is critical infrastructure for the City of Belton.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $1,500 per year.

Estimated Project Cost

$

100,000

Cost by Fiscal Year

$

2022 100,000

$

2023

-

$

-

$

2024

-

$

-

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

100,000 -

$

2023

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022 (1,500) $

2023 (1,500) $

Page 299

2024 (1,500) $

2025 (1,500) $

2026 (1,500)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Water

Loop 121 Pump Station Generator Project Description This project includes the installation of an emergency generator at the Loop 121 pump station.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to increase by $1,000 per year.

Estimated Project Cost

$

310,000

Cost by Fiscal Year

$

2022 310,000

$

2023

-

$

-

$

2024

-

$

-

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

310,000 -

$

2023

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022 1,000

$

2023 1,000

Page 300

$

2024 1,000

$

2025 1,000

$

2026 1,000


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Water

Sparta Road Pump Replacements Project Description This project includes replacing the pumps at Sparta Road Pump Station due to age and flow rate to increase flow rates to accommodate increasing demand.

Effect Upon Operations & Maintenance No change to operation and maintenance expenditures are anticipated with this item.

Estimated Project Cost

$

Cost by Fiscal Year

$

750,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025

-

$

-

$

-

$

2026 750,000

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

2025

2026 750,000 -

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 301

2024

2025

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Water

Loop 121 Utility Relocations Phase II Project Description The project will relocate water and sewer utilities in preparation of the Loop 121 Widening Project Phase II.

Effect Upon Operations & Maintenance No change to operation and maintenance expenditures are anticipated with this item.

Estimated Project Cost

$ 2,000,000

Cost by Fiscal Year

$

2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025

-

2026 $ 2,000,000

-

2026 $ 2,000,000 -

-

$

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

2025

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 302

2024

2025

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Wastewater

Lift Station Generators Project Description This project will add emergency generators to the Leon Valley, Business Park, and Expo Park lift stations.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to increase by $1,500 per year.

Estimated Project Cost

$

390,000

Cost by Fiscal Year

$

2022 390,000

$

2023

-

$

-

$

2024

-

$

-

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

390,000 -

$

2023

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022 1,500

$

2023 1,500

Page 303

$

2024 1,500

$

2025 1,500

$

2026 1,500


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Wastewater

Temple-Belton WWTP Phase II 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 $3,500 per year.

Estimated Project Cost

$ 7,750,000

Cost by Fiscal Year

$

2022

-

2023 $ 7,750,000

-

2023 $ 7,750,000 -

-

$

$

2024

-

$

-

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

$

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023 3,500

Page 304

$

2024 3,500

$

2025 3,500

$

2026 3,500


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Wastewater

IH-14/FM 1670 Sewer Extension Project Description The project extends the City's gravity sewer along IH-14 to FM1670.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to increase by $1,000 per year.

Estimated Project Cost

$ 1,100,000

Cost by Fiscal Year

$

2022

-

2023 $ 1,100,000

$

2024

-

$

-

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

-

$

-

$

2023

1,100,000 -

$

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023 1,000

Page 305

$

2024 1,000

$

2025 1,000

$

2026 1,000


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Wastewater

Continental Lift Station Offload Project Description The project will offload a problem lift station by reconstructing portions of the existing gravity sewer.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $1,000 per year.

Estimated Project Cost

$

Cost by Fiscal Year

$

600,000 2022

-

$

-

$

-

$

2023 600,000

$

2024

-

$

-

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

600,000 -

$

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023 (1,000) $

Page 306

2024 (1,000) $

2025 (1,000) $

2026 (1,000)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Wastewater

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.

Estimated Project Cost

$

Cost by Fiscal Year

$

900,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025 900,000

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

2025 900,000 -

$

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 307

2024

2025

-

$

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Wastewater

McFarland Estates Water/Sewer Improvements Project Description This project replaces several water lines and flat sewer lines, along with associated street repairs, to improve water and sewer service to the Smith, 2nd, 3rd, and Boyles neighborhood.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $1,000 per year.

Estimated Project Cost

$ 1,000,000

Cost by Fiscal Year

2022 $ 1,000,000

$

2023

-

$

-

$

2024

-

$

-

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

1,000,000 -

$

2023

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022 (1,000) $

2023 (1,000) $

Page 308

2024 (1,000) $

2025 (1,000) $

2026 (1,000)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Wastewater

Mary Jane and E Ave J Sewer Project Description This project replaces the failing and 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

$

Cost by Fiscal Year

$

400,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024 400,000

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

400,000 -

$

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 309

2024 (1,000) $

2025 (1,000) $

2026 (1,000)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Wastewater

W Ave A Sewer Replacement Project Description This project replaces the bellied sewer line in W Avenue A between Burnet and Davis streets to improve flow of sewer to this area.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $1,000 per year.

Estimated Project Cost

$

Cost by Fiscal Year

$

450,000 2022

-

$

-

$

-

$

2023 450,000

$

2024

-

$

-

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

450,000 -

$

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023 (1,000) $

Page 310

2024 (1,000) $

2025 (1,000) $

2026 (1,000)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Wastewater

E Ave M Sewer Replacement Project Description The project will replace the sewer main on E Avenue M from Highland Drive to Sharon Road.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $1,000 per year.

Estimated Project Cost

$

Cost by Fiscal Year

$

500,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025 500,000

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

2025

500,000 -

$

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 311

2024

2025 (1,000) $

2026 (1,000)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Wastewater

W Ave B near Mitchell Sewer Line Project Description This project will replace a deteriorating clay sewer line on W Avenue B.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $1,000 per year.

Estimated Project Cost

$

Cost by Fiscal Year

$

250,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025 250,000

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

2025

250,000 -

$

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 312

2024

2025 (1,000) $

2026 (1,000)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Wastewater

Hilltop Sewer Replacement Project Description This project includes replacing collapsed clay sewer lines between N Blair Street and Hilltop, north of E 14th Avenue.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $1,000 per year.

Estimated Project Cost

$

Cost by Fiscal Year

$

250,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025

-

$

-

$

-

$

2026 250,000

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

2025

2026

250,000 -

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 313

2024

2025

2026 (1,000)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Wastewater

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.

Estimated Project Cost

$ 3,300,000

Cost by Fiscal Year

$

2022

-

2023 $ 3,300,000

-

2023 $ 3,300,000 -

-

$

$

2024

-

$

-

$

-

$

2025

-

$

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

$

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 314

-

$

2024

2025

2026

-


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Drainage

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

$ 1,125,000

Cost by Fiscal Year

$

2022

-

2023 $ 1,125,000

-

2023 $ 1,125,000 -

-

$

$

2024

-

$

-

$

2025

-

$

-

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

$

2024

2025

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023 (1,000) $

Page 315

2024 (1,000) $

2025 (1,000) $

2026 (1,000)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Drainage

Liberty Hill Subdivision Culvert Project Description This project consists of replacing the undersized culverts and reworking the detention ponds in Liberty Hill in order to pass a 100-year flood event.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $500 per year.

Estimated Project Cost

$

Cost by Fiscal Year

$

500,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025 500,000

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

2025 500,000 -

$

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 316

2024

2025 (500) $

2026 (500)


Capital Improvements Program Project Detail Sheet Fiscal Years 2022 - 2026 Utility

Drainage

Mequite Road Drainage Project Description This project will replace the undersized, failing culvert and widen Mesquite Road to pass a 100-year flood event.

Effect Upon Operations & Maintenance Annual maintenance costs are expected to decrease by $2,000 per year.

Estimated Project Cost

$

Cost by Fiscal Year

$

400,000 2022

-

$

-

$

-

$

2023

-

$

-

$

-

$

2024

-

$

-

$

-

$

2025 400,000

$

2026

-

Sources of Funding Identified Bond Issuances Grants Operating Fund Revenues BEDC Funding TIRZ Funding Other Funding

$

2022

2023

2024

2025 400,000 -

$

2026

-

Operations and Maintenance Costs Cost by Fiscal Year

$

2022

2023

Page 317

2024

2025 (2,000) $

2026 (2,000)


Page 318


Belton Economic Development Corporation Overview The Belton Economic Development Corporation (BEDC), incorporated in 1990, in accordance with the Texas Development Corporation Act of 1979 and governed by Section 4A of the Act, authorized a half-cent sales tax to be used to promote a wide range of initiatives designed to stimulate new and expanded industrial and manufacturing activities, including the funding of land, buildings, facilities, infrastructure, and expenditures that comply with eligible projects as defined in the Act and subsequently codified in Chapter 505 of the Texas Local Government Code. The BEDC Articles of Incorporation state that the Corporation was organized exclusively for the purpose of benefitting and accomplishing public purposes of the City of Belton by promoting, assisting, and enhancing economic development activities for the City. In doing so, BEDC develops programs to facilitate job creation, with an emphasis on primary job creation, and enhances the City’s commercial tax base in order to foster a vibrant economy. Since its inception, two of its core principles continue to be developing the Belton Business Park and funding infrastructure projects that fuel commercial development. BEDC also provides proactive and innovative business retention and recruitment efforts, forging strong bonds between the City and its commercial constituents. The Board of Directors consists of five community business leaders who are appointed to three-year terms by the Belton City Council. The Board hires an Executive Director to manage the Corporation. City of Belton staff perform some functions for the BEDC, including accounting services, audit services, information technology services, and investment activities. These activities are authorized under an Administrative Services Contract by and between the City of Belton and BEDC.

Page 319


BEDC Fund Statement of Fund Balance Actual 2019

Fiscal Year Ending September 30 Budget Basis: Beginning Unrestricted Net Assets (GAAP)

$

Revenues 1 Expenses Net Increase / (Decrease) in Net Assets Ending Unrestricted Net Assets (Budget) Reconciliation to GAAP: Ending Unrestricted Net Assets (Budget) Adjustment 2 Unrestricted Net Assets (GAAP)

718,973

$

1,006,876

2,241,187 (1,953,284) 287,903

Budget 2021 $

2,506,661 (833,315) 1,673,346

2,680,222

Estimated 2021 $

1,702,199 (546,643) 1,155,556

2,680,222

Projected 2022 $

2,320,110 (452,311) 1,867,799

4,548,021 2,455,330 (685,260) 1,770,070

$

1,006,876

$

2,680,222

$

3,835,778

$

4,548,021

$

6,318,091

$

1,006,876 1,006,876

$

2,680,222 2,680,222

$

3,835,778 3,835,778

$

4,548,021 4,548,021

$

6,318,091 6,318,091

Restricted Net Assets (GAAP) Net Investment in Capital Assets (GAAP) Total Fund Balance (GAAP)

Actual 2020

3,102,203 $

4,109,079

3,368,310 $

6,048,532

3,418,310 $

7,254,088

3,405,447 $

7,953,468

3,405,447 $

9,723,538

Notes: 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). 1

Fund Balance History  $12,000,000

Fund Balance

$10,000,000  $8,000,000  $6,000,000  $4,000,000  $2,000,000  $‐ 2018 Actual

2019 Actual

2020 Budget

2020 Estimated

2021 Projected

Fiscal Year Ending September 30 Unrestricted Net Assets (GAAP)

Restricted Net Assets (GAAP)

Page 320

Net Investment in Capital Assets (GAAP)


BEDC Fund Revenue Trend FY 2018 Actual Revenues Sales Tax Rental Income Miscellaneous Income Total Revenue

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

$

1,755,053 44,216 29,799

$

1,786,856 44,355 409,976

$

2,042,479 34,476 429,706

$

1,659,081 27,600 15,518

$

2,281,600 27,600 10,910

$

2,418,500 27,600 9,230

$

1,829,068

$

2,241,187

$

2,506,661

$

1,702,199

$

2,320,110

$

2,455,330

$3,000,000  $2,500,000  $2,000,000  $1,500,000  $1,000,000  $500,000  $‐ 2018 Actual

2019 Actual Sales Tax

2020 Actual Rental Income

Page 321

2021 Budget Miscellaneous Income

2021 Estimate

2022 Budget


BEDC Fund (505-3) Revenues Account Number

FY 2019 Actual

Account Name

Franchise & Other Taxes 1210 Sales Tax

$

Total Charges for Service 5210 Rental Income Total Miscellaneous Income 6100 Sale of City Property 6700 Miscellaneous Income 6710 Interest on Notes Receivable 9100 Interest Income Total BEDC Fund Revenues $

1,786,856

FY 2020 Actual $

2,042,479

FY 2021 Budget $

1,659,081

FY 2021 Estimated $

2,281,600

FY 2022 Budget $

2,418,500

1,786,856

2,042,479

1,659,081

2,281,600

2,418,500

44,355

34,476

27,600

27,600

27,600

44,355

34,476

27,600

27,600

27,600

372,260 10,000 27,716

383,873 30,017 4,976 10,840

7,268 8,250

7,268 3,642

6,230 3,000

409,976

429,706

15,518

10,910

9,230

2,241,187

$

Page 322

2,506,661

$

1,702,199

$

2,320,110

$

2,455,330


BEDC Fund Category Summary FY 2019 Actal

Description

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

Personnel Supplies Maintenance Services Debt Service Capital Outlay Transfers

$

193,839 4,293 27,843 127,992 92 35,761 1,563,464

$

200,162 4,754 58,165 129,000 441,234 -

$

200,468 7,200 71,785 217,190 50,000 -

$

211,200 4,921 48,970 150,083 37,137 -

$

218,600 5,080 76,190 185,390 50,000 150,000

BEDC Fund

$

1,953,284

$

833,315

$

546,643

$

452,311

$

685,260

FY 2022 Expenditures by Category

Transfers 22% Personnel 32%

Capital Outlay 7% Debt Service 0% Supplies 1%

Maintenance 11% Services 27%

Page 323


Belton Economic Development Corporation DIVISION MISSION AND DESCRIPTION The mission of the Belton Economic Development Corporation is to enhance the economy of the City of Belton by assisting primary industries that wish to expand or locate into the community, thereby creating new job opportunities.

DIVISION GOALS AND ACTION ITEMS FOR FY 2022 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 a downtown master plan and identify initiatives to support small business

SIGNIFICANT CHANGES IN THE FY 2022 BUDGET   

Appropriations for wages, taxes, and retirement increase to account for growth in salaries Marketing expenditures include the development of a downtown master plan Transfers for capital projects increase to fund the preliminary design of Capitol Way

WORKLOAD MEASURES Number of real estate inquiries engaged Number of commercial/industrial sites listed on website Amount invested in infrastructure to promote development

FY 2020 ACTUAL

FY 2021 BUDGET

FY 2021 ESTIMATE

FY 2022 BUDGET

N/A N/A N/A

50 75 $5,100,000

60 75 $1,000,000

60 75 $2,500,000

N/A N/A N/A

1,880 5 10,500

1,964 1 10,212

1,914 4 10,500

1.00 0.75 0.50 2.25

1.00 0.75 0.50 2.25

1.00 0.75 0.50 2.25

PERFORMANCE MEASURES Number of commercial/industrial enties on tax roll Number of BEDC real estate transactions Estimated number of job in Belton

PERSONNEL Executive Director Director of Business Retention and Expansion Project Assistant Total Employees (Full-Time Equivalents)

1.00 0.75 0.50 2.25

Page 324


BEDC Fund (505-4-501) Account Number Personnel 1010 1020 1080 1140 1210 1220 1230 1240 1250 Supplies 2010 2090 2500 2600

FY 2019 Actual

Account Name Administrative Salaries Professional Salaries Part Time & Seasonal Salaries Allowances TMRS FICA Employee Insurance Workers' Comp. Insurance Unemployment Compensation Total Office Supplies Tools and Other Supplies Small Equipment Postage Total

Maintenance 3010 Building 3530 Business Park 4160 Computer System Total

$

80,347 55,366 12,844 11,487 13,351 11,862 8,192 300 90 193,839

FY 2020 Actual $

83,767 57,478 11,336 9,483 15,458 11,872 10,027 308 433 200,162

FY 2021 Budget $

79,704 57,996 12,480 7,500 15,468 12,075 14,455 341 449 200,468

FY 2021 Estimated $

87,804 59,376 11,462 7,500 16,798 11,656 16,014 235 355 211,200

FY 2022 Budget $

96,620 61,010 13,340 17,750 13,080 16,080 370 350 218,600

1,902 759 1,359 273 4,293

536 213 3,730 275 4,754

4,000 1,000 2,000 200 7,200

3,000 1,621 300 4,921

1,720 3,000 360 5,080

24,126 3,717 27,843

183 54,352 3,630 58,165

67,635 4,150 71,785

3,260 43,560 2,150 48,970

2,000 72,240 1,950 76,190

Page 325


BEDC Fund (505-4-501) Account Number Services 5000 5010 5100 5130 5200 5220 5500 5510 5560 5600 5610 5620 5700 5720 5780 5810 5820 5830 5870 5880

Account Name Public Notices Marketing Dues and Publications Travel and Training Office Lease Equipment Rental General Liability Errors and Omission Real Property Audit Legal Engineering Special Services Industry Training Admin Fees Communication Services Gas Service Electric Service Business Park Lighting Water Service Total

Debt Service Arbitrage Rebate Calculation Fees 6110 Total Capital Outlay 8000 Land 8100 Buildings 8500 Furniture 8700 Park Infrastructure Total Transfers 9281 Transfer to 2016 CO's 9521 Transfer to BEDC Capital Projects 9572 Transfer to BEDC Incentive Fund Total BEDC Fund Expenditures $

FY 2019 Actual

FY 2020 Actual

FY 2021 Budget

FY 2021 Estimated

FY 2022 Budget

124 24,442 17,194 6,977 17,820 264 130 255 1,614 3,383 8,571 7,105 29,511 7,500 1,094 132 610 1,266 127,992

33,781 16,046 5,122 17,820 546 258 1,631 4,048 10,206 15,208 6,450 7,500 7,134 491 779 540 1,440 129,000

250 100,000 17,015 13,983 3,574 3,828 20,000 17,000 25,000 1,000 7,500 2,010 970 2,190 650 2,220 217,190

53,227 17,015 4,000 8,167 2,572 3,648 10,740 17,754 16,000 11,250 1,900 1,093 896 500 1,321 150,083

250 71,500 17,490 11,480 4,150 3,830 20,000 17,000 20,000 1,000 12,500 1,870 970 1,250 2,100 185,390

92 92

-

-

-

-

35,761 35,761

161,827 275,204 4,203 441,234

50,000 50,000

11,837 25,300 37,137

50,000 50,000

43,464 1,450,000 70,000 1,563,464

-

-

-

150,000 150,000

1,953,284

$

Page 326

833,315

$

546,643

$

452,311

$

685,260


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 175 mile 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.

Chicago   New York  Denver

 Los Angeles

Georgia 

Dallas   El Paso

Belton ★

Austin  San Antonio

Distance to: Austin Dallas San Antonio Houston El Paso

60 miles 137 miles 139 miles 172 miles 589 miles

 Houston

Denver Atlanta Chicago Los Angeles New York

Page 327

888 miles 870 miles 1,104 miles 1,391 miles 1,696 miles


CLIMATE Average Winter Temperature Average Summer Temperature Average Annual Precipitation Elevation

46.7° F 81.5° F 35.25" 525 Feet

City of Belton Average Climate 100°

5.00

90°

4.50

80°

4.00

70°

3.50

60°

3.00

50°

2.50

40°

2.00

30°

1.50

20°

1.00

10°

0.50

Jan

Feb

Mar

Apr

May

Jun

Jul

Precipitation in inches

Page 328

Aug High

Sep Low

Oct

Nov

Dec

0.00


POPULATION Belton Bell County Killeen/Temple MSA (Bell, Coryell Counties)

2020 24,610 362,924 468,453

2010 18,216 310,235 385,623

2000 14,623 237,974 312,952

1990 12,476 191,088 255,301

Population Composition: Under 18: 18 – 64: Over 65:

34.3% 54.6% 11.1%

Female: Male:

52.5% 47.5%

Veterans:

1,614

High school graduate or higher, age 25 or older: Bachelor’s degree or higher, age 25 or older:

85.0% 27.4%

According to the U.S. Census Bureau, Belton’s population consists of 55.1% White, 31.8% Hispanic or Latino, 10.6% African American, and 2.5% all other ethnicities.

Population by City Salado

Killeen

Harker Heights

Temple

Belton 1,000

21,000

41,000

61,000

81,000

Page 329

101,000

121,000

141,000


EDUCATION

Belton Independent School District:

• •

3 - high schools, 4 - junior high schools, 11 - elementary schools BISD and all its campuses received the state's highest rating, “met standard” based on student performance on the State of Texas Assessment of Academic Readiness. This is as of 2019, All district schools were not rated in 2020 due to COVID-19.

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

Page 330


TRANSPORTATION Highways:

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

Bus Lines:

HOP public bus line which runs 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, wire cable, 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 Hood 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 56,000, and a key economic driver for the area. The Texas Comptroller’s office reports that Fort Hood’s economic impact to the state was an estimated $29.8 billion in 2019. Health care represents the largest single industry in Bell County. Over 23,000 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.

Page 331


MAJOR EMPLOYERS Employer BISD Bell County University of Mary Hardin-Baylor TruMH (a Clayton Homes Co) HEB Grocery Cedar Crest Hospital & Clinic CGI Wal-Mart UPS-Customer Center City of Belton

Product Education Government Education Manufacturing/Distribution Retail/Service Healthcare IT/Business Process Services Retail/Service Distribution Government

Employees 1,990 1,250 672 502 397 299 275 268 212 174

EMPLOYEES BY PRODUCT

Education Government Manufacturing/Distribution Retail/Service Healthcare IT/Business Process Services Distribution

Page 332


PROPERTY & TAXES The top 10 property taxpayers within the City limits have a combined taxable value for 2021 of $150,042,371, and are comprised of the following organizations:

Taxpayer River Springs at barge Ranch Turtle Creek Investments Oncor Electric Delivery Colonial Crossing Company Legacy Landing Group Chappell Hill Equity III Wal-Mart Stratasys Direct Manufacturing 2007 Belton Shady Lane HEB Grocery Company

Taxable Assessed Value $27,189,940 23,316,807 20,271,930 15,288,569 14,685,800 13,046,400 10,506,000 9,258,498 8,482,175 7,996,252

PARKS & RECREATION 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 Expo Center: Central Texas' newest and best entertainment complex, the Expo 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. 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. Heritage Park: This 155 acre park along the Leon River includes a baseball/softball complex, 4 soccer fields, picnic areas, jogging paths, fishing dock, playscape area, group pavilion, concession stand, and ample lighted parking.

Page 333


Chisholm Trail Park: This 34 acre park includes a one mile walking trail, 2 softball fields, soccer field, multipurpose field, in-line hockey rink, multipurpose court, volleyball court, playground, horseshoe pits, picnic areas, amphitheater, pavilion, concessions stand, and parking. Harris Community Park: This park includes a playground, splash pad, and pavilion 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. 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. 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.

Mural outside Cochran, Blair & Potts, Belton, TX Page 334


Page 335


Page 336


Page 337


Page 338


Page 339


Page 340


Page 341


Page 342


Page 343


Page 344


Page 345


Page 346


Page 347


Page 348


Page 349


Page 350


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 persons/organizations for goods and services furnished by the City.

due

from

other

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. 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.

Page 351


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 Expenditures: Expenditures for the construction, purchase or renovation of City facilities or property. 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.

Page 352


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. 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, Animal Control 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.)

Page 353


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. Fixed Assets (FA): Assets of a long-term character which are intended to be held or used, such as land, buildings, machinery, furniture and equipment. 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. 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.

Page 354


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. Positive Pay (PosPay): A process in which the depository bank receives a list of all issued checks and the corresponding dates, payee. The depository bank compares checks presented for payment against this information in an attempt to reduce fraudulent check payment.

Page 355


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.

Page 356


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 M&O plus the debt service rate.

Page 357


ACRONYMS AR: ARP: BACFS: BCWCID: BEDC: BISD: BRA: BS&W: CHIPS: CIP: CO: CPA: CTCOG: CTWSC: DBBA: DRWSC: EMS: ETJ: FB: FD: FICA: FTA: FTE: FY: GAAP: GASB: GF: GFOA: GFOAT: GIS: HOTDA: HVAC: IT: KTMPO: LEOSE: M&O: O&M: P&R: PD: PH: PPFC: PW: ROW: TBD:

Annual Report (audit) American Rescue Plan Belton Area Citizens for Seniors Bell County Water Control and Improvement District Belton Economic Development Corporation Belton Independent School District Brazos River Authority Baylor Scott and White Citizens Helping in Police Service Capital Improvements Program Certificates of Obligation Certified Public Accountant Central Texas Council of Governments Central Texas Water Supply Corporation Downtown Belton Business Alliance Dog Ridge Water Supply Corporation Emergency Medical Services Extra-Territorial Jurisdiction Fund Balance Fire Department Federal Insurance Contribution Act (commonly referred to as Social Security) Failure to Appear Full-Time Equivalent Fiscal Year Generally Accepted Accounting Procedures Governmental Accounting Standards Board General Fund Government Finance Officers Association Government Finance Officers Association of Texas Geographic Information System Heart of Texas Defense Alliance Heating, ventilation, and air conditioning Information Technology Killen-Temple Metropolitan Planning Organization Law Enforcement Officer Standards and Education Maintenance and Operation Operations and Maintenance Parks and Recreation Police Department Public Hearing Public Property Finance Corporation Public Works Right of way To Be Determined

Page 356


TBWWTP: TCEQ: TDFA: TDHCA: TIRZ: TML: TMRS: TP&W: TxDOT: UMHB: USACE: WS: YAC:

Temple-Belton Wastewater Treatment Plant Texas Commission on Environmental Quality Texas Dormitory Finance Authority Texas Department of Housing & Community Affairs Tax Increment Reinvestment Zone Texas Municipal League Texas Municipal Retirement System Texas Parks & Wildlife Texas Department of Transportation University of Mary Hardin Baylor United States Army Core of Engineers Water and Sewer Youth Advisory Commission

Page 357

Profile for CityofBeltonTexas

City of Belton FY 2022 Proposed Budget  

Recommendations could not be loaded

Recommendations could not be loaded

Recommendations could not be loaded

Recommendations could not be loaded