FY 2023 Proposed Annual Budget

Proposed Annual Fiscal Year Budget 2023

CITY OF BELTON, TEXAS ANNUAL BUDGET

FISCAL YEAR 2023

OCTOBER 1, 2022 – SEPTEMBER 30, 2023

PROPOSED ON AUGUST 9, 2022

THE MAYOR AND CITY COUNCIL

Wayne Carpenter, Mayor

David K. Leigh, Mayor Pro Tem

Stephanie 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 $1,093,189 or 11.25%, and of that amount $388,531 is tax revenue to be raised from new property added to the tax roll this year.

PREPARED BY

William Michael Rodgers, CPA

Megan Odiorne, CGFO Director of Finance Senior Accountant

Amanda Cox Christina Sparks

Senior Accountant Senior Accountant

CITY OFFICIALS

Sam A. Listi

City Manager

John Messer City Attorney

Amy Casey City Clerk

Gene Ellis

Assistant City Manager/Police Chief

Jonathon Fontenot Fire Chief

Michael Rodgers

Kim Kroll

Robert Van Til

Charlotte Walker

Chris Brown

Matt Bates

Cynthia Hernandez

Paul Romer

Judy Garrett

Director of Finance

Director of Library

Director of Planning

Director of Human Resources

Director of Information Technology

Director of Public Works/Parks & Recreation

Executive Director of Economic Development

Public Information Officer

Retail Development Coordinator

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Belton, Texas for its annual budget for the fiscal year beginning October 1, 2021. 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.

IV.Debt Service Fund

V.Special Revenue Funds

VI.Enterprise Funds

VII.Internal Service Funds

VIII.Capital Improvements Program (CIP)

IX.Belton Economic Development Corporation

Introduction to the Budget Document

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

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

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

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

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

Budget Overview and Summary Information

Introduction

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

Policies

This section includes the City’s financial management policies.

Budget Summaries

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

Operating Budgets

General Fund Overview

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

General Fund

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

Debt Service Fund

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

Operating 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 2023 - 2027. 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.

Nolan Creek Trail

City of Belton

Founded 1850

August 9, 2022

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, 2022 (FY 2023). 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

CORE PRINCIPLE: STRATEGIC PLAN IMPLEMENTATION

The Strategic Plan is the City’s primary planning document. It outlines the City’s vision and goals for the long term. There are seven goal categories: governance, public safety, quality of life, economic development, connectivity, parks/natural beauty, and service

delivery. The Strategic Plan focuses on the City of Belton’s vision of being the “Community of Choice in Central Texas, Providing an Exceptional Quality of Life.”

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

CORE PRINCIPLE: BALANCED BUDGET

The FY 2023 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

 Developing a sustainable annual budget

 Adopting an adequate ad valorem tax rate

 Responsibly managing utility rates and fees to fund important capital projects

 Assessing staff workload, personnel, and compensation

 Recognizing available funding limitations

 Seeking supplemental funding through grants.

In addition to 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, delivering vital police and fire services, 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.

The FY 2023 Proposed Annual Budget is noteworthy as both revenues and expenditures increase significantly. A strong demand for housing, along with limited supply, continues to push property values higher. Consumer spending drives sales tax revenue to record levels in Belton. An American Rescue Plan Act grant provides one-time funding to address community needs. These growing revenues in FY 2023 provide the resources to fund several Strategic Plan priorities such as enhanced street maintenance, infrastructure rehabilitation, and employee compensation.

The City maintained a property tax rate of $0.6598 per $100 of taxable value from 2013 to 2020. The adopted tax rate was $0.6300 in both 2021 and 2022. With an acute awareness of the burden that property taxes place upon constituents, the City Council could reduce the tax rate in 2023.

The City also seeks grant opportunities whenever possible to fund major capital projects. Grant funding allows the scope of projects to extend beyond that which may be achievable by the city alone. Efficiencies are gained when the work and cost can be shared among agencies. Examples include the Texas Parks & Wildlife grant for Heritage Park and the United States Department of Commerce Economic Development Administration grant to extend utilities to the former Rockwool Superfund site.

The City implemented a capital equipment replacement plan in 2015 to provide for the replacement of vehicles and equipment based upon mileage, age, or maintenance costs. Money is set aside each year to ensure sufficient funding exists when the assets need to be replaced in the future. After refining the replacement plan in 2022, a three-year plan has been put into place to increase available funding.

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 2023 will reach $1,000,000, far exceeding the level envisioned in the earlier Strategic Plan. Certainly, our increasing street inventory will encourage us to maintain 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. The vision of City Council to purchase 85 acres of land as an addition to Heritage Park will be a major focus in FY 2023 as its development gets underway.

FY 2023 BUDGET OVERVIEW

The FY 2023 Proposed Annual Budget includes total resources of $43,608,320 and expenditures of $41,343,270, including transfers and planned use of fund balance. For perspective, the adopted budget for FY 2022 contained resources of $36,383,280 and expenditures of $34,180,640. 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.

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 30% of budgeted expenditures - plus the annual debt service for fund-supported borrowing - for the General Fund, Water & Sewer Fund, and the Drainage Fund. The minimum fund balance is 25%. 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, 2022, and the projected balance for the fiscal year ending September 30, 2023. Belton expects to remain in compliance for FY 2023 with an accumulated reserve level of 35% of budgeted expenditures.

GENERAL FUND REVENUES

Total revenues for the General Fund in FY 2023 are $21,287,420, an increase of $3,817,220 or 21.8% from the adopted budget for the prior year. Revenues are derived from several sources. Foremost among these sources are property and sales taxes.

Property Tax

Thirty-seven percent of General Fund revenues are derived from property taxes. The Bell County Appraisal District reports that the taxable value of property located within the City of Belton has increased by eighteen percent to $1,848,103,326. Current property tax revenue of $7,834,360 is budgeted. The tax rate that will generate the amount reflected in the annual budget is $0.5850 per $100 of taxable valuation, a decrease of 4.5 cents from the prior year.

The tax rate is comprised of two components - the debt service portion that is dedicated to the payment of principal, interest, and fees on general obligation debt, and the maintenance and operation (M&O) portion which is utilized in the General Fund for general governmental purposes. If a tax rate of $0.5850 is adopted, the rates for debt service and M&O would be $0.0770 and $0.5080, respectively.

Sales Tax

Another large revenue source in the General Fund is the sales tax. The FY 2023 Proposed Annual Budget anticipates sales tax revenue to grow by ten percent to $6,113,840. The gain can be attributed to the ongoing expansion of the area economy as more consumers find Belton a great place to shop.

Other Revenues

Building and construction-related permits remain elevated as residential development within the City of Belton continues to flourish. Refuse collection and contract fees increase due to a rising customer count. Transfers from other funds grow by $1,653,120 to account for personnel cost allocations and the use of American Rescue Plan Act funding.

General Fund Revenues

GENERAL FUND EXPENDITURES

General Fund expenditures in the FY 2023 Proposed Annual Budget total $20,738,640, increasing $3,268,440 over the FY 2022 adopted budget. Encompassing fifty-eight percent of the budget, charges within the personnel category rise by $1,627,040 to fully implement the recent compensation study and to recognize employees based upon their annual performance review. At twenty-three percent of General Fund expenditures, the increase in appropriations for services is primarily due to higher costs for refuse collection and internal service fund activity. The maintenance category includes $1,000,000 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 2023 Annual Budget includes transfers for future vehicle and equipment replacement.

General Fund Expenditures

DEBT SERVICE FUND

This fund is used to accumulate a dedicated portion of property taxes for payment of the City’s general debt. Revenue from property tax collections is expected to be $1,209,320. Expenditure appropriations for FY 2023 total $1,196,380. Payments on tax-supported debt comprise three percent of all appropriations included in the FY 2023 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 resources of the Water and Sewer Fund are expected to increase by twenty percent in FY 2023 to $12,726,350. Consumption volume grows as the number of customers served continues to climb. After performing a utility rate study in 2022, the water and sewer rates must increase to provide sufficient revenue for operating and capital needs over the next five years.

The FY 2023 Proposed Annual Budget anticipates Water and Sewer Fund expenses to jump by $2,111,370 to $12,726,350. Water procurement costs increase by $776,780, while sewer treatment costs remain stable. Debt service increases by $417,570 after bonds were issued in 2022. Transfers to capital project funds rise by $650,000 to advance vital infrastructure projects.

DRAINAGE FUND

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

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

drainage fee resources in FY 2023 increase by one percent to $586,760 as the customer count grows. Budgeted expenses for FY 2023 total $586,760, 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 hotel occupancy tax, which is levied at seven percent of the room rental rates. The City of Belton also receives a small portion of Bell County’s hotel occupancy tax. Authorized by state statute and approved by City Council, expenditures promote tourism and the hotel industry. For FY 2023, hotel occupancy tax revenue is projected to grow by 10% to $288,600 as numerous special events draw visitors. Expenditures in FY 2023 total $168,180.

TIRZ FUND

The TIRZ Fund is used to account for the accumulation of resources from ad valorem taxes collected on the incremental tax values in the Belton Tax Increment Reinvestment Zone No. 1, which was created in 2004. These revenues may only be expended on projects within the TIRZ zone that have been approved by both the TIRZ Board and the City Council. The City of Belton and Bell County participate in the TIRZ, which is currently scheduled to 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 2023 Annual Budget increase by eleven percent from $2,538,930 to $2,828,190. At $2,631,210, expenditures grow to fund future capital projects.

Captured Values within Belton TIRZ No. 1

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 2023 revenues total $1,071,410, while expenditures equal $933,640 to replace several computers.

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 $495,190. Expenditures in FY 2023 total $422,010.

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 2023 Annual Budget increase by ten percent to $3,114,250. As sales tax revenue is essentially its sole source of income, the Corporation took a conservative approach to budgeting in FY 2022. Nevertheless, sales tax revenue is expected to grow by thirteen percent in FY 2022. FY 2023 expenditures of $1,940,100 include funding to implement the Imagine Belton downtown marketing plan and to reconstruct streets to promote business development.

CONCLUSION

Conservative management has placed the City of Belton in a sound financial position. The General Fund and the Water & Sewer Fund have sufficient reserves. A growing property tax base provides resources to cover the increasing demand for services, and sales tax revenue continues to rise. The appropriation for street maintenance tops $1,000,000, exceeding a goal envisioned in the Strategic Plan. There will also be significant investments in infrastructure projects and in our most important asset, our municipal employees.

The FY 2023 Annual Budget, while continuing prior year commitments to improve services and facilities, reflects a balanced approach to the multi-faceted needs of a growing community. This budget continues to build on the City’s successes, moving steadily forward, seeking to meet the dual goal of preserving community character, while prudently planning for future growth.

The leadership of the City Council, as well as its time and attention during the development of the FY 2023 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

Michael Rodgers, CPA City Manager Director of Finance

A HISTORICAL PERSPECTIVE

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

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

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

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

In 1858, the County commissioners built a new courthouse, spending $14,000 for a twostory limestone building replacing the first courthouse which had become completely inadequate for the population the County now served. Bell Countians so opposed the 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.

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.

ELECTED OFFICIALS

CITY COUNCIL

Three-Year Terms

NAME

Wayne Carpenter, Mayor

David Leigh, Mayor Pro Tem

Daniel Bucher

John Holmes

Dan Kirkley

Stephanie O’Banion

Craig Pearson

TERM EXPIRES

May 2025

May 2024

May 2025

May 2023

May 2023

May 2025

May 2024

Back Row: Craig Pearson, John Holmes, & Daniel Bucher

Front Row: Wayne Carpenter (Mayor), David K. Leigh (Mayor Pro Tem), Stephanie O’Banion, and Dan Kirkley

APPOINTED OFFICIALS

BELL COUNTY HEALTH DISTRICT BOARD

Three-Year Terms

NAME TERM EXPIRES

Wayne Carpenter

Ayse Clark (Alternate)

BELL COUNTY TAX APPRAISAL DISTRICT

Two-Year Terms

October 11, 2022

March 24, 2023

NAME TERM EXPIRES

Ray Severn December 31, 2023

BELTON ECONOMIC DEVELOPMENT CORPORATION BOARD OF DIRECTORS

Three-Year Terms

Created by Resolution No. 030591-1

NAME TERM EXPIRES

Joe Shepperd, President

Matt Wood

Brandon Bozon

Griff Lord

Stevie Spradley

November 30, 2024

November 30, 2022

November 30, 2022

November 30, 2023

November 30, 2023

CENTRAL TEXAS HOUSING CONSORTIUM BOARD

Two-Year Terms

NAME TERM EXPIRES

Marvin Bell

Linda Angel

ELECTRICAL BOARD

Two-Year Terms

Created by Ordinance No. 72881-2

January 24, 2024

January 25, 2023

NAME TERM EXPIRES

Robert Bass

Casey Simpson (Oncor Rep)

Jamie Sanderford

V. W. (Bill) Barge

October 23, 2023

October 23, 2023

October 23, 2022

October 23, 2022

Jeff Booker, Fire Marshal Virtue of Position

ETHICS COMMISSION

One-Year Terms

Created by Ordinance No. 2005-47

NAME TERM EXPIRES

Khang Duong

Bert Peeples

Mark Fitzwater

Mike Ratcliff

Nicholas Rabroker

Mike Miller

May 24, 2023

May 24, 2023

May 24, 2023

May 24, 2023

May 24, 2023

May 24, 2023

Cathy Fox May 24, 2023

Amy Casey, Secretary

HISTORIC PRESERVATION COMMISSION

Two-Year Terms

Created by Ordinance No. 2012-18

Virtue of Position

NAME TERM EXPIRES

T.C. Lipe

Ann West

Tammie Baggerly

Barrett Covington

Ann Carpenter

Tina Moore, Historic Preservation Officer

BUILDING AND STANDARDS COMMISSION

September 8, 2022

September 8, 2022

September 8, 2022

September 8, 2023

September 8, 2023

Virtue of position

(Replaced Housing Board of Adjustments & Appeals)

Two-Year Terms

Created by Ordinance No. 2020-42

NAME TERM EXPIRES

Johner Martin

Joe Schaub

Priscilla Linnemann

Samantha Crumbaugh

Cindy Black

November 10, 2022

November 10, 2022

November 10, 2022

November 10, 2022

November 10, 2022

LIBRARY BOARD OF DIRECTORS

Three-Year Terms

Created by Ordinance February 28, 1933

NAME TERM EXPIRES

Frances Fennessy

Peggy Williams

Chad Green

Sandra Velo

Janice Pustka

Roxanne Sanders

Kari Martin

MUNICIPAL JUDGE & ASSOCIATE JUDGE

November 30, 2024

August 13, 2022

August 13, 2022

November 30, 2022

November 30, 2022

November 30, 2023

November 30, 2023

NAME TERM EXPIRES

Steve Lee Indefinite

Ted Duffield, Associate Indefinite

PARKS BOARD

Two-Year Terms

Created by Ordinance No. 51083-3

NAME TERM EXPIRES

Josh Pearson, Chair

Oscar Bersoza

Ted Smith

Diane Rin

Jason Wolfe

PLANNING AND ZONING COMMISSION

Two-Year Terms

Created by Ordinance No. 52885-1

June 20, 2022

June 20, 2022

June 20, 2023

June 20, 2023

June 20, 2023

NAME TERM EXPIRES

Joshua Knowles

Nicole Fischer

Luke Potts

Alton McCallum

Brett Baggerly, Chair

Quinton Locklin

David Jarratt

Dave Covington

Zachary Krueger

May 28, 2024

May 28, 2024

May 28, 2024

May 28, 2024

May 28, 2024

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 TERM EXPIRES

Jimmy Rowton

Larry Thompson

Jerry Samu

September 24, 2022

September 24, 2023

September 24, 2024

PUBLIC PROPERTY FINANCE CORPORATION BOARD OF DIRECTORS

Six-Year Terms

Created by Ordinance No. 51987-1

NAME TERM EXPIRES

Bill Holmes, President

Vacant

Vacant

August 12, 2023

August 12, 2023

August 12, 2023

TAX INCREMENT REINVESTMENT ZONE BOARD

Two-Year Terms

Created by Ordinance No. 2004-64

NAME TERM EXPIRES

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

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 TERM EXPIRES

Bill Holmes

Blair Williams

Bry Ewan

Vacant

Danny Dossman

Dr. Andy Crowson

Vacant

April 26, 2024

April 26, 2024

April 26, 2024

April 26, 2024

April 26, 2024

April 26, 2024

April 26, 2024

YOUTH ADVISORY COMMISSION

One-Year Terms

Created by Ordinance No. 2007-20

NAME TERM EXPIRES

Emma Romer, Chair

Katelyn McAninch

Lauryn McDonald

Arianna Ryan

Christian Kunz

Chase Moore

Oscar Constancio

Emily Ogden

Shivangi Ojha

September 1, 2022

September 1, 2022

September 1, 2022

September 1, 2022

September 1, 2022

September 1, 2022

September 1, 2022

September 1, 2022

September 1, 2022

ZONING BOARD OF ADJUSTMENTS

Two-Year Terms

Created by City Council April 1971

NAME TERM EXPIRES

Mat Naegele

Nelson Hutchinson

Amanda Hendrick

Robin Alaniz

Garrett Smith

June 25, 2022

June 25, 2022

August 22, 2023

August 22, 2023

August 22, 2023

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. Code Compliance 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:

Governmental Funds:

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

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

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

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

Enterprise Funds:

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

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

Internal Service Funds:

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

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

Component Unit (A Governmental Fund):

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

The annual comprehensive financial report includes non-budgeted funds that are not included in this budget document.

BASIS OF BUDGET & ACCOUNTING

The City’s Annual Comprehensive Financial Report (ACFR) shows the status of the City’s finances on the basis of generally accepted accounting principles (GAAP). Under GAAP, the City reports governmental funds on a modified accrual basis of accounting and enterprise funds on an accrual basis of accounting. 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 2023 is 118 days.

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

An independent audit will be conducted annually.

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

The City will produce an Annual Comprehensive Financial Report (ACFR), which meets the requirements for the Government Finance Officers Association's (GFOA) Certificate of Achievement for Excellence in Financial Reporting. The City of Belton has received thirty-five consecutive Certificates from FY 1986 through FY 2021. We believe the FY 2022 ACFR will also conform to the standards of the Certificate Program, and it will be submitted it to GFOA for award consideration.

The budget should be balanced with current revenues plus available unreserved fund balances equal to or greater than current expenditures. All budgeted funds have balanced budgets for FY 2023.

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 2023 sales tax revenues were budgeted with a conservative projected increase from the FY 2022 level.

The General Fund should be compensated by other funds for general and administrative services provided, including management, finance, personnel, and the use of City streets and the City fleet. The transfers for FY 2023 are $2,243,030.

The City will not issue debt to finance current operations. No debt was issued in FY 2022 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 2023 contingency amount is set at $100,000 or 0.5% 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 thirty consecutive years, for FY 1993 through FY 2022. We believe the FY 2023 budget will also conform to the standards of the Certificate Program, and it will be submitted it to GFOA for award consideration.

The City's water and sewer utilities shall operate on a self-supporting basis so that user charges for services shall fully cover the cost of providing those services. All water and sewer revenue in the FY 2023 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 2023 budget does not subsidize the Water and Sewer Fund or Drainage Fund from the General Fund.

Utility rates shall be reviewed annually to ensure that they will generate revenues adequate to cover operating expenditures, meet bond covenants, and allow for adequate capital replacement. A full utility rate study was completed in FY 2022 and becomes effective in FY 2023.

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

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

July

August

August 16, 2022

August 23, 2022

September 6, 2022

Newspaper Notice

Newspaper Notice

Special Called Council Meeting

CITY OF BELTON Budget & Tax Calendar

FY 2023



 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)

 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 13 meeting

 Receive public input on Strategic Plan

 Adopt fee schedule

September 13, 2022* Regular Council Meeting  Ratify tax revenue increase in budget, if necessary

 Adopt Strategic Plan, FY 2023 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 15, 2022) if the City plans to adopt a tax rate that exceeds the greater of the voter-approval rate or the de minimis rate.

Budget Calendar - Flow Chart

The following chart summarizes the budget process and the various steps leading to the adoption of the Fiscal Year 2023 Budget.

Strategic Planning:

Review and update Capital Improvement Projects as needed

Revenue projections developed

Budget orientation

Budget Development:

Budget staff prepares and send budget materials to divisions

Divisions prepare draft operating budgets

Budget review sessions with City Manager

City Council budget work sessions

Finance staff compiles Proposed Annual Budget

Proposed Annual Budget filed with City Clerk and published

Finalize and Adopt:

Finance staff finalizes Annual Budget

Public hearing on Annual Budget

City Council adopts annual budget

Public hearing on proposed tax rate if necessary

City Council adopts a tax rate

Annual budget published

Amend budget if necessary (after fiscal year has begun)

THE BUDGET PROCESS

The City Charter establishes the fiscal year, which begins October 1 and ends September 30. Each 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.

Fund Structure / Overview

City of Belton Organizational Chart

CITY OF BELTON PERSONNEL SUMMARY

Budgeted Personnel Positions

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

Budgeted Personnel Positions

Budgeted Personnel Positions by Division

Budgeted Personnel Positions by Division (Full-time Equivalents)

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

City of Belton, Texas

Fiscal Year 2023 Proposed Annual Budget

All Funds Summary

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

City of Belton, Texas

Consolidated Statement of Fund Balance

Budget Year 2023

Special Revenue Funds

1 Excludes Use of Prior Years' Fund Balance

2The drawdown in FY 2022 is part of a tax rate strategy.

3The increase in FY 2022 and FY 2023 reflects the planned build up of reserves for future expenditures.

4Changes reflect revenue growth and capital spending.

5The decline in FY 2022 and FY 2023 is due to the transfer of funds for several capital projects and use of reserve fund balance.

6The increase in FY 2022 is due to revenue growth from additional customers while the decrease in FY 23 is due to inflation of expenditures.

7The increase in FY 2022 and FY 2023 reflects building of reserves for future capital.

8The significant increase in each year reflects the low level of reserves.

9Changes reflect revenue growth and a relatively low level of spending.

FY 2023 Capital Expenditures (All Funds)

City of Belton, Texas Budget Summary History (All Funds) 1

Fiscal Years 2020 - 2023

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.

City of Belton, Texas

Comparative Schedule of City-Wide Resources and Expenditures (All Funds) 1

Fiscal Years 2020 - 2023

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

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 thirty-seven percent of revenues, while sales taxes generate twenty-nine 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

Finance Department City Council City Manager’s Office

Administration Department

Public Information

Retail Development

Human Resources Department Municipal Court

Finance

Police Department

Human Resources Municipal Court Administration

Patrol

Special Operations Code Compliance

Fire Department

Streets Department

Suppression Streets

Planning Department Library Department

Planning Library

Inspections

Maintenance Department

Fleet

Parks & Recreation Department

Facilities

Community Center

Recreation

Solid Waste Department

Solid Waste

General Fund Statement of Fund Balance

Notes:

1 Excludes Use of Prior Years' Fund Balance

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

3 City policy requires a minimum fund balance of three months of budgeted expenditures.

Fund Balance History

General Fund Recap

General Fund Revenue Trend

General Fund Revenue Trend

Revenues

General Fund Revenues

The Tax Appraisal District of Bell County establishes the value of property for taxation purposes. Taxable values are set at 100% of the assessed market value after exemptions. Market value means the price at which property would sell between a willing buyer and a willing seller in the open market. The City sets a tax rate on the basis of cents per $100 of valuation. For FY 2023 (2022 Tax Year), the City proposes a total tax rate of $0.5850. City taxes levied for FY 2023 on property valued at $100,000 would be $585.00 ($100,000 ÷ 100 × $0.5850 = $585.00) as compared to $630.00 for FY 2022.

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.

The 2022 total assessed taxable value is $1,789,713,499 an increase of $233,123,679 from the 2021 adjusted taxable value of $1,556,589,820. The 2022 total tax levy is calculated by multiplying the taxable value by the tax rates.

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 2022 is $297,057,642.

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 $0.5850 and debt rate of $0.0770 are well below the maximum rates allowed by law.

Budgeted Property Tax History

Property Tax Rate History

Tax Rate vs. Taxable Value

Sales Tax: FY 2022 Budget: $4,917,660

FY 2023 Budget: $6,113,840

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 eight percent. Tax revenues expanded at the remarkable rate of twenty percent in FY 2021 and thirteen percent in FY 2022. This demonstrates the resiliency of the Belton economy and its strong mix of industry, retail, and essential services. The FY 2023 Annual Budget projects a sales tax growth rate of ten percent, which is closer to the long-term trend.

Sales Tax Revenue Trend

Franchise & Other Taxes: FY 2022 Budget: $1,265,300

FY 2023Budget: $1,255,780

The City of Belton maintains non-exclusivefranchise agreements withutility providers (electric, gas, phone and cable), whichusethe City'sright-of-ways to provide theirservices. The utilities compensate the City for this privileged usethrough franchise taxes passed on to the users. Their fees aregenerally based upon a percentage of their gross receiptsgenerated by customers within the City limits. Mixed beverage tax receipts arealso recorded in this category. The decline in 2020 is due to the loss of telecommunication fees resultingfrom State legislation.

Franchise & Local Taxes

Permit & License Fees: FY 2022 Budget: $293,720

FY 2023 Budget: $474,840

Permit fees are fees charged forplan reviews to ensure compliance with buildingcodesandthe actual inspection to verifycompliance. Permit fee revenueshave remained at an elevated level since 2016 due to the strong construction marketinCentral Texas, especially for residential properties. Revenues dipped slightlyin FY 2020 due to the coronavirus pandemic. FY 2022 revenues have been budgetedusing an average of thepast three years.

Court Fines & Fees: FY 2022 Budget: $303,070

FY 2023 Budget: $276,290

Municipal court fines and fees are leviedprimarily for violations of local ordinances and traffic offenses. The State alsolevies fees on municipal fines, which are collected bythe City and remitted to the State. The Cityis allowed to retain 10% of Statefees asanadministrativefeeforcollecting andprocessingthe fees.

Charges for Service: FY 2022 Budget: $2,662,540

FY 2023 Budget: $2,820,560

The main revenue in this category is the charge assessed for refuse collection fees. This charge is passed through to the franchisee as a General 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 2020 occurred after ambulance services were outsourced to a private company.

Miscellaneous Income: FY 2022 Budget: $146,260

FY 2023 Budget: $122,940

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. FY 2022 included sale of city property for land that was auctioned.

Other Financing Sources: FY 2022 Budget: $589,910

FY 2022 Budget: $2,243,030

The largest revenue in this category is the payroll reimbursement transfers from Water/Sewer Fund, Drainage, Hotel/Motel, and TIRZ The other largetransferisfrom ARPA funds for compensationstudy implementation costs. There is a also a transfer to the General Fundby the Water & Sewer Fund as a franchisetransfer of 5% of water and sewer sales. The Water & Sewer Fund alsoreimburses the General Fund for one-third of the Fleet Maintenance Division budget. FY 2020 includes a transfer to close outthe CivilService Fund. These funds are now restricted in the General Fund for thepurpose of Public Safety.

Transfers and Other Financing Sources

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

General Fund Department Summary

FY 2023 Expenditures by Department

General Fund Expenditures by Department / Division

General Fund Expenditures by Department / Division

General Fund Category Summary

FY 2023 Expenditures by Category

General Fund Long-Term Forecast

Assumptions based upon historical trends

City Council

DIVISION MISSION AND DESCRIPTION

The Mayor and six councilmembers 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 2023

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

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

Action Item: Conduct the annual update of the Strategic Plan

Goal: Balance revenues and expenditures while meeting community needs

Action Item: Adopt a balanced budget that implements the recent compensation study

Goal: Reinforce customer service and citizen engagement

Action Item: Enhance the customer service code to emphasize service to citizens

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

 Employee relations costs increase due to rising costs for employee events

 Appropriations for legal expenditures reflect the reclassification of costs from the Municipal Court division

 Expenditures for special services reflect the reclassification of surveying costs from another account

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

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 2023

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

Goal: Coordinate the annual update of the Strategic Plan for FY 2023 and implement

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: Implement the compensation study, distribute ARPA funds, and finance equipment replacement at sufficient levels

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

 Appropriations for salaries and wages reflect the reclassification of expenditures to increase budget transparency

 Pay plan costs in FY 2023 are included in the salaries and wages account within each division’s budget

 Building maintenance services and info tech services reflect changes to the cost allocation schedule for FY 2023

PERFORMANCE MEASURES

General Fund - City Manager's Office (101-4-021)

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 2023

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 2023 BUDGET

 Appropriations for salaries and wages reflect the reclassification of expenditures to increase budget transparency

 Expenditures for tools and other supplies increase to purchase a camera

 Information technology services reflect changes to the cost allocation schedule for FY 2023

General Fund - Public Information (101-4-022)

Retail Development

DIVISION MISSION AND DESCRIPTION

The mission of the Retail Development division is to promote the City of Belton as a 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 2023

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 among the City, BEDC, the Chamber of Commerce, and other government agencies

Action Item: Conduct business recruitment, retention, and expansion

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

 Appropriations for salaries and wages reflect the reclassification of expenditures to increase budget transparency

 Employee insurance costs rise to reflect an increase in health insurance premiums

 Information technology services reflect changes to the cost allocation schedule for FY 2023

General Fund - Retail Development (101-4-023)

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 2023

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: Promote training in all areas of governmental accounting and the various operations of the Finance division

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

Action Item: Increase the transparency of personnel costs by consolidating expenditures and accounts

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

 Appropriations for salaries and wages reflect the reclassification of expenditures to increase budget transparency

 Building maintenance services and info tech services reflect changes to the cost allocation schedule for FY 2023

 Tax appraisal charges climb with an increase to the rate charged for the service

General Fund - Finance (101-4-031)

Human Resources

DIVISION MISSION AND DESCRIPTION

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

DIVISION GOALS AND ACTION ITEMS FOR FY 2023

Strategic Plan priorities addressed below: Governance, Service Delivery

Goal: Ensure the City of Belton remains competitive with salary and employee benefits

Action Item: Conduct internal hiring practices to ensure compensation remains competitive

Goal: Create efficiencies in recruiting, onboarding, and performance management

Action Item: Explore the capabilities of the current human resource information system to enhance various HR processes

Goal: Improve the employee wellness program with a holistic approach to fitness

Action Item: Implement an online wellness platform, health fairs, and other activities that engage employees

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

 Appropriations for salaries and wages reflect the reclassification of expenditures to increase budget transparency

 Pre-employment testing expenditures have been reclassified from employee testing to employee recruitment

 Employee recognition / wellness reflects a supplemental request for an online wellness program

 Information technology services expenditures increase due to the acquisition of human resources software

 Consulting expenditures decrease after the completion of a compensation study in FY 2022

PERFORMANCE MEASURES

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

Municipal Court

DIVISION MISSION AND DESCRIPTION

The primary function of the Municipal Court 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 2023

Strategic Plan priorities addressed below: Governance, Public Safety

Goal: Maintain effective and efficient court administration and operations

Action Item: Develop and implement a succession plan to ensure continuity of operations

Goal: Enhance service delivery to foster public trust and confidence in the judicial system

Action Item: Review and revise standing orders as needed to expedite the disposition of cases

Goal: Ensure the fair and impartial administration of City codes, statutes, and ordinances through the municipal court

Action Item: Promote municipal court certifications and provide regular staff training on court operations

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

 One Deputy Court Clerk position has been added to enhance customer service with staff assigned solely to the court function

 Legal services reflect the reclassification of costs for the Municipal Judge and City Prosecutor from the personnel category

 Payment processing fees increase as more defendants pay fines and fees with credit cards

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

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. The division implements training programs, supervises internal investigations, and coordinates law enforcement activities with other agencies.

DIVISION GOALS AND ACTION ITEMS FOR FY 2023

Strategic Plan priorities addressed below: Governance, Public Safety

Goal: Implement strategies to reduce crime

Action Item: Utilize data-driven approaches to crime prevention and traffic safety

Goal: Enhance community engagement to promote trust

Action Item: Increase proactive community outreach and public awareness initiatives

Goal: Achieve re-accreditation from the Texas Law Enforcement Best Practices Accreditation Program

Action Item: Prepare for accreditation assessment by confirming compliance with all standards

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

 One Regional Director of Law Enforcement-Peer Support position has been added to support officers throughout the State

 Deferred compensation expenditures have been reclassified from the City Manager division

 Appropriations for machinery and equipment maintenance increase to repair ramps and fencing at two facilities

 Transfers to capital projects includes funding to pave the parking lot at the Police Department

PERFORMANCE MEASURES

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

Police - Patrol

DIVISION MISSION AND DESCRIPTION

The Police-Patrol 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 2023

Strategic Plan priorities addressed below: Public Safety

Goal: Reduce the number of traffic accidents and fatality crashes

Action Item: Partner with agencies to eliminate roadway hazards and to provide high-visibility enforcement

Goal: Reduce the number of offenses involving weapons and violent crimes

Action Item: Deploy the Direct Action Response Team to augment patrol shifts in areas prone to violent crimes

Goal: Enhance community outreach to residents unfamiliar with the Belton Police Department

Action Item: Advance the Unidos program to expand outreach into the Spanish-speaking community

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

 Appropriations for wages, taxes, and retirement increase to implement the FY 2022 compensation study

 Fuel expenditures increase due to higher gas prices anticipated in FY 2023

 Information technology services expenditures increase to reflect changes to the cost allocation schedule for FY 2023

 Transfers to the grant fund reflect the cash-match for a COPS grant to hire an additional officer

 Transfers for vehicle replacement reflects an increase to the annual contribution for future equipment replacement

General Fund - Police - Patrol (101-4-052)

Police – Special Operations

DIVISION MISSION AND DESCRIPTION

The primary duties of the Police-Special Operations 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 2023

Strategic Plan priorities addressed below: Public Safety

Goal: Increase the clearance rate on follow-up criminal investigations

Action Item: Dedicate sufficient manhours to investigations by maintaining a full staff in the division

Goal: Expand community outreach to build trust and encourage crime prevention

Action Item: Participate and host events throughout the community

Goal: Increase traffic safety within designated areas

Action Item: Use the Data-Driven Approach to Crime in Traffic Safety model to deploy the Direct Action Response Team

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

 One Police Officer-School Resource Officer position has been added to increase safety at local schools

 Information technology services expenditures increase to reflect changes to the cost allocation schedule for FY 2023

 Transfers for vehicle replacement reflects an increase to the annual contribution for future equipment replacement

General Fund - Police - Special Operations (101-4-053)

Police – Code Compliance

DIVISION MISSION AND DESCRIPTION

The mission of the Police-Code Compliance division is to ensure safe residential and commercial structures and to control the animal population of the city through enforcement and community education. Primary duties include initiating and investigating complaints on properties that are in violation of ordinances; removing unsafe structures through rehabilitation or condemnation; picking up stray or 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 2023

Strategic Plan priorities addressed below: Public Safety

Goal: Proactively identify potential violations before they become issues

Action Item: Use compassionate enforcement to gain voluntary compliance

Goal: Control the stray animal population

Action Item: Provide quick response to complaints and promote pet adoptions through the Bell County Animal Shelter

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 2023 BUDGET

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

 Information technology services expenditures increase to reflect changes to the cost allocation schedule for FY 2023

 Transfers for vehicle replacement reflects an increase to the annual contribution for future equipment replacement

PERFORMANCE MEASURES

General Fund - Police - Code Compliance (101-4-054)

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 2023

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: Implement annual physical agility testing and establish a committee to focus on occupational safety

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

Action Item: Implement tactics identified in the Community Risk Assessment and Fire Department Strategic Plan

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

 Appropriations for wages, taxes, and retirement increase to implement the FY 2022 compensation study

 Appropriations for small equipment decline after replacing cylinders and other equipment in FY 2022

 Capital outlay includes funding to replace an EKG monitor

 Transfers for vehicle replacement reflects an increase to the annual contribution for future equipment replacement

PERFORMANCE MEASURES

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

Fire - EMS

DIVISION MISSION AND 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 2023

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 2023 BUDGET

PERFORMANCE MEASURES

General Fund - Fire - Emergency Medical Services (101-4-062)

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 2023

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 2023 BUDGET

 N/A

PERFORMANCE MEASURES

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 2023

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 2023 BUDGET

 Street maintenance expenditures increase after maintenance was deferred in FY 2022 due to escalating prices

 Appropriations for engineering services have been reclassified from the Engineering division

 Transfers for vehicle replacement reflect an increase to the annual contribution for future equipment replacement

 Transfers to the Water & Sewer Fund reflect the reclassification of personnel expenditures to increase budget transparency

General Fund - Streets (101-4-080)

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 2023

Strategic Plan priorities addressed below: Quality of Life

Goal: Update the Belton Parks & Recreation Strategic Master Plan

Action Item: Preserve existing park infrastructure including playgrounds, landscaping, aquatic facilities, pavilions, and trails

Goal: Expand the Belton park system

Action Item: Construct Phase 1 of the Heritage Park Master Plan and design the Historic Standpipe Park

Goal: Operate and maintain superior youth sport and athletic facilities

Action Item: Consider a comprehensive turf management strategy, additional amenities, and partnerships with local organizations

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

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

 Small equipment expenditures rise to replace several mowers and acquire a tree spade

 Transfers for capital projects provide funding for a new park site near the future Hubbard Branch Elementary School

 Transfers to the Water & Sewer Fund reflect the reclassification of personnel expenditures to increase budget transparency

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

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 2023

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: Replace aging windows to increase energy efficiency and add a gazebo to the front lawn

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 2023 BUDGET

 Appropriations for salaries and wages reflect the reclassification of expenditures to increase budget transparency

 Small equipment expenditures increase to improve the storage area in the rear of the building

 Building maintenance costs rise to sand and refinish the hallway of the Harris Community Center

 Capital outlay includes the replacement of windows and the addition of a gazebo

PERFORMANCE MEASURES

General Fund - Parks & Recreation - Community Center (101-4-092)

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 2023

Strategic Plan categories addressed below: Quality of Life, Parks and Natural Beauty

Goal: Implement the Belton Parks & Recreation Strategic Plan

Action Item: Pursue expanded programming and events including downtown/community-wide events and summer programs

Goal: Increase opportunities to volunteer and participate in the Legacy Program

Action Item: Work with the Youth Advisory Commission and other local agencies to develop ways to volunteer service

Goal: Increase awareness of City of Belton recreation programs and offerings

Action Item: Expand social media presence on City platforms

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

 One Director of Parks & Recreation position has been reclassified into one Recreation Superintendent position

 Appropriations for events increase with the addition or expansion of several events

 Information technology services costs increase due to changes to the cost allocation schedule for FY 2023

General Fund - Parks & Recreation - Recreation (101-4-093)

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 coordinating the City’s mater plans, reviewing subdivision plats, site plans, and zoning cases; monitoring development; maintaining records of land use; and collecting, maintaining, and mapping geospatial information for all City departments

DIVISION GOALS AND ACTION ITEMS FOR FY 2023

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

Goal: Ensure guiding documents are updated and relevant to support orderly and responsible development throughout the City Action Item: Review development codes and begin the Comprehensive Plan update

Goal: Provide GIS data and technology support for major initiatives

Action Item: Maintain a database of land-related inventories, including land use, zoning, rights of way and annexation agreements

Goal: Provide exceptional customer service

Action Item: Understand the desired outcome of property owners and developers, applying codes to help them through the process

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

 Appropriations for salaries and wages reflect the reclassification of expenditures to increase budget transparency

 Info tech services costs increase due to software additions and changes to the cost allocation schedule for FY 2023

 Consulting expenditures decrease after updating the historic survey in FY 2022

General Fund - Planning (101-4-101)

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 2023

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: Work with property owners to proactively address structures that do not meet the Minimum Building Standards Ordinance

Goal: Provide exceptional customer service

Action Item: Seek ways to improve the process for permit applications, permit issuance, and project completion

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

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

 Information technology services costs increase due to changes to the cost allocation schedule for FY 2023

 Expenditures for special services rise due to the outsourcing of inspections for the Three Creeks development

 Payment processing fees increase as more customers pay fees with credit cards

PERFORMANCE MEASURES

General Fund - Inspections (101-4-102)

Library

DIVISION MISSION AND DESCRIPTION

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

DIVISION GOALS AND ACTION ITEMS FOR FY 2023

Strategic Plan categories addressed below: Quality of Life

Goal: Ensure the Lena Armstrong Public Library and its collection of materials will meet the needs of a diverse and growing community

Action Item: Complete and implement the library interior redesign study

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: Continue implementation of Advancing Family Engagement in Libraries to provide programming for families

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

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

 Expenditures for materials in electronic form increase to provide movies that can be downloaded

 Building maintenance services and info tech services reflect changes to the cost allocation schedule for FY 2023

PERFORMANCE MEASURES

General Fund - Library (101-4-110)

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 2023

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 2023 BUDGET

PERFORMANCE MEASURES

General Fund - Other Costs (101-4-120)

Solid Waste

DIVISION MISSION AND DESCRIPTION

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

DIVISION GOALS AND ACTION ITEMS FOR FY 2023

Strategic Plan categories addressed below: Governance, Quality of Life

Goal: Provide reliable weekly collection of garbage and brush

Action Item: Monitor third-party collection and proactively maintain City vehicles 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: Adopt a sustainable fee for operations

Action Item: Monitor route operations for maximum efficiency and effectiveness

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

 Appropriations for salaries and wages reflect the reclassification of expenditures to increase budget transparency

 Expenditures for refuse collection increase due to a greater number of customers and a higher cost for service

 Transfers for equipment replacement decrease after the acquisition of brush truck during FY 2022

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

Fleet Maintenance

DIVISION MISSION AND DESCRIPTION

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

DIVISION GOALS AND ACTION ITEMS FOR FY 2023

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 2023 BUDGET

 Appropriations for vehicle maintenance increase to reflect historical spending levels

 Building maintenance services reflect changes to the cost allocation schedule for FY 2023

 Transfers to the Water & Sewer Fund reflect the reclassification of personnel expenditures to increase budget transparency

PERFORMANCE MEASURES

General Fund - Fleet Maintenance (101-4-141)

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 2023

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 2023 BUDGET

PERFORMANCE MEASURES

Engineering

DIVISION MISSION AND DESCRIPTION

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

DIVISION GOALS AND ACTION ITEMS FOR FY 2023

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 2023 BUDGET

 Appropriations for salaries and wages reflect the reclassification of expenditures to increase budget transparency  Engineering expenditures have been reclassified into the Streets division

PERFORMANCE MEASURES

General Fund - Engineering (101-4-150)

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 2023 is $0.0770 or twelve percent of the total tax rate of $0.6196 per $100 of taxable value.

Long-term debt at September 30, 2022 is comprised of the following debt issues:

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 $0.6196 and debt rate of $0.0770 are well below the maximum rates that are allowed by law.

Debt Service Fund Statement of Fund Balance

Fund Balance History

Debt Service Fund (115-3) Revenues

Debt Service Fund (115-4-015)

Debt Service Fund

Debt Service Fund

General Obligation Bonds, Series 2003

Purpose

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.

Debt Service Fund

General Obligation Bonds, Series 2005

Purpose

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

Debt Service Fund

Certificates of Obligation, Series 2008

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

Debt Service Fund

Certificates of Obligation, Series 2015

Purpose

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

Debt Service Fund

General Obligation Refunding Bonds, Series 2017

Purpose

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

Debt Service Fund

Certificates of Obligation, Series 2018

Purpose

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

Debt Service Fund

General Obligation Refunding Bonds, Series 2019

Purpose

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

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, including:

a. Funding the establishment or improvement of a convention center

b. Paying the administrative costs for facilitating convention registration

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

d. Paying for bonds issued for these purposes

balance, if necessary, during the conversion from a budget basis to an accrual basis (GAAP).

Fund Balance History

Hotel/Motel Tax Fund (114-3) Revenues

Hotel/Motel Tax Fund (114-4-024)

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.

Fund Balance History

TIRZ Fund Revenue Trend

TIRZ Fund (123-3) Revenues

TIRZ Fund Category Summary

FY 2023 Expenditures by Category

TIRZ Fund (123-4-023)

TIRZ Fund

TIRZ Fund

General Obligation Refunding Bonds, Series 2019

Purpose

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

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 like 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

Updated in 2022, a new utility rate structure becomes effective in FY 2023. The water base rate, or minimum bill, is now based upon meter size and includes 2,000 gallons of water flow. Two water volumetric rates have been established, with customers paying a fee for each 1,000 gallons above 2,000 gallons. The sewer base rate is the same regardless of meter size and includes 2,000 gallons of sewer flow. The sewer volumetric rate charged for consumption over 2,000 gallons is the same rate for all customer classes. For services provided outside of the city limits, all rates are 1.25 times the prevailing rate within the City of Belton.

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 2023 are shown below.

Water & Sewer Fund Statement of Fund Balance

Notes:

1 Excludes Use of Prior Years' Fund Balance

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

3 City policy requires a minimum fund balance of three months of budgeted expenditures plus one year of debt service.

Fund Balance History

Unrestricted Net Assets (GAAP)

Restricted Net Assets (GAAP) Net Investment in Capital Assets (GAAP)

Water & Sewer Fund Recap

Water & Sewer Fund Revenue Trend

Revenues

Water & Sewer Fund (202-3) Revenues

Water & Sewer Fund Division Summary

FY 2023 Expenses by Division

Water & Sewer Fund Category Summary

FY 2023 Expenses by Category

Water & Sewer Fund

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 2023

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 stability and improved performance with existing utilities

Action Item: Complete construction on the North Belton water tank, Loop 121 pump upgrades, and 6th Avenue waterline

Goal: Work cooperatively with other agencies to maximize project success

Action Item: Establish partnerships with the Texas Department of Transportation and other agencies on pending projects

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

 Consulting expenses decrease after completion of the utility rate study and a reduction of costs on the master plan update

 Appropriations for contingencies are reduced to reflect historical usage

 Capital outlay includes the acquisition of roll up doors for the wash bay

 Transfers to the General Fund reflect the reclassification of personnel expenditures to increase budget transparency

PERFORMANCE MEASURES

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 2023

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: Create a customer-friendly office environment while increasing office space for additional employees in the future

Action Item: Renovate the building that accommodates finance, municipal court, and utility billing operations

Goal: Provide exceptional customer service

Action Item: Create an environment of positive, professional interaction and seek customer feedback

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

 Information technology services expense reflects changes to the cost allocation schedule for FY 2023

 Debt service expenses increase due to the issuance of Certificates of Obligation, Series 2022

 Transfers to the General Fund reflect the reclassification of personnel expenditures to increase budget transparency

Water & Sewer Fund - Utility Finance (202-4-202)

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 2023

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, achieving 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 2023 BUDGET

 One Assistant Director of Public Works position has been transferred to the Utility Administration division

 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 decline with the reduction of cash-funded capital projects in FY 2023

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

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 2023

Strategic Plan categories addressed below: Governance, Quality of Life

Goal: Provide reliable operation of sewer service

Action Item: Address known problem sewer areas and repair or replace existing lines as necessary

Goal: Prepare for future growth and additional demand for services

Action Item: Monitor system demand and complete the wastewater master plan

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 2023 BUDGET

 Appropriations for salaries and wages reflect the reclassification of expenditures to increase budget transparency

 Chemical expenses increase due to rising prices for grease emulsifiers

 Transfers for capital projects decline with the reduction of cash-funded capital projects in FY 2023

PERFORMANCE MEASURES

Water & Sewer Fund - Sewer - Collection (202-4-221)

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 2023

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 2023 BUDGET

 Electric service expenses reflect the reclassification of charges from other accounts

 Treatment plant operations expense increases as maintenance costs and treatment volumes grow

 Transfers for capital projects increase to set aside cash for significant utility projects

PERFORMANCE MEASURES

Water & Sewer Fund - Sewer - Lift Stations (202-4-222)

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 2023

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 2023 BUDGET

N/A

Water & Sewer Fund - Other Costs (202-4-230)

Water & Sewer Fund

Water & Sewer Fund

Certificates of Obligation, Series 2008

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

Water & Sewer Fund

Certificates of Obligation, Series 2015

Purpose

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

Water & Sewer Fund

Certificates of Obligation, Series 2016

Purpose

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

Water & Sewer Fund

General Obligation Refunding Bonds, Series 2017

Purpose

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

Water & Sewer Fund

Certificates of Obligation, Series 2022

Purpose

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

Water & Sewer Fund Long-Term Forecast

Forecasted Ending Fund

Assumptions based upon historical trends

Water revenue growth9.0%Personnel cost growth6.0% Sewer revenue growth7.0%Other expenditure growth6.0% Other revenue growth0.0%Transfers, Debt and CapitalAs 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.

1 Excludes Use of Prior Years' Fund Balance

2 An adjustment is made to unrestricted net assets, if necessary, during the conversion from a budget basis to an accrual basis (GAAP). 3 City policy requires a minimum fund balance of three months of budgeted expenditures plus one year of debt service.

Fund Balance History

Drainage Fund Revenue Trend

Drainage Fund (707-3) Revenues

Drainage Fund Category Summary

FY 2023 Expenses by Category

Drainage

DIVISION MISSION AND DESCRIPTION

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

DIVISION GOALS AND ACTION ITEMS FOR FY 2023

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 2023 BUDGET

 Appropriations for salaries and wages reflect the reclassification of expenditures to increase budget transparency

 Flood warning expenses increase to replace the Roy Reynolds and IH-14 Service Road sensors

 Transfers for capital projects declines due to a reduction in available funding in FY 2023

PERFORMANCE MEASURES

Drainage Fund

Drainage Fund

Certificates of Obligation, Series 2008

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

Drainage Fund Long-Term Forecast

Assumptions based upon historical trends

revenue growth5.0%Personnel cost growth6.0%

revenue growth0.0%Other expenditure growth6.0%

Transfers, Debt and CapitalAs 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.

Fund Balance History

Information Technology Fund (177-3) Revenues

Information Technology Fund Category Summary

FY 2023 Expenses by Category

Information Technology

DIVISION MISSION AND DESCRIPTION

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

DIVISION GOALS AND ACTION ITEMS FOR FY 2023

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 and replace equipment as needed to maintain the highest level of protection

Goal: Ensure the computer network remains current, efficient, and functional

Action Item: Continue upgrading hardware in accordance with the capital replacement plan

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

 One Information Technology Analyst position has been added to enhance customer service

 Appropriations for computer equipment have been reclassified from small equipment to capital outlay

 Communication services expense decreases to reflect historical costs

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.

1 Excludes Use of Prior Years' Fund Balance

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

Fund Balance History

Building Maintenance Fund Category Summary

FY 2023 Expenses by Category

72%

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 2023

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 2023 BUDGET

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

 Building maintenance expenses decrease after the completion of projects in FY 2022

 Transfers to the Water & Sewer Fund reflect the reclassification of personnel expenditures to increase budget transparency

PERFORMANCE MEASURES

Building Maintenance Fund (178-4-142)

CAPITAL IMPROVEMENTS PROGRAM OVERVIEW

2023 – 2027

The FY 2023-2027 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 2023 CAPITAL-RELATED EXPENDITURES

A total of $25,078,030 will be spent for capital-related items during FY 2023. Most of these expenditures ($24,548,030 or 98%) can be attributed to the Capital Improvements Program. The remaining amount ($530,000) is directly related to routine capital expenditures.

CAPITAL IMPROVEMENTS PROGRAM

2023 – 2027

GENERAL GOVERNMENT PROJECTS

Public Safety Projects

OVERVIEW

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. The Fire Department will replace a fifteen-year-old brush truck that has reached the end of its useful life.

Parks and Recreation Projects

Park amenities will be added to Heritage Park during the five-year period. The interior of the library will be redesigned and renovated. A new park is envisioned for Hubbard Branch. Restoration of the Historic Standpipe, construction of Standpipe Park, and rehabilitation of the historic Mount Zion Methodist Church should begin in 2024.

Streets and Sidewalks Projects

The five-year plan calls for the reconstruction of several roadways, including Connell Street. Replacing the East Central Avenue bridge is a significant project scheduled for 2023. Extension of W Avenue D will provide additional access to the Belton Business Park. Southwest Parkway will be extended from Loop 121 to Huey Drive. Projects on South 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.

Special and General Projects

Public Works will replace several pieces of aging equipment in accordance with the equipment replacement plan. The interior of the Finance building will be renovated to create a customer-friendly environment and increase office space for additional employees.

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

Eight projects have been identified for the Capital Improvements Program for the next five years. Replacing aging pumps at the Sparta Road Pump Station in 2023 will increase flow rates to accommodate increasing demand. Several projects replace failing or undersized water lines throughout Belton. The second phase of the Loop 121 utility relocation project is expected in 2025.

Wastewater Projects

Eleven wastewater projects are included in the CIP. Wastewater treatment capacity will be expanded in 2023 with the Temple-Belton WWTP Phase II project. The IH-14/FM 1670 Sewer Extension project adds critical infrastructure on the City’s west side. Replacing and upsizing an essential force main will better handle flows and prevent erosion of the mains. Other projects will address various failing or undersized sewer lines.

Drainage Projects

The largest of three drainage projects is the addition of new culverts and channels at East 4th Avenue and North Blair. In 2025, the Liberty Hill Subdivision and Mesquite Road culverts may be replaced.

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 $577,500 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 $6,425,000 of project funding. The Belton Economic Development Corporation and the Belton Tax Increment Reinvestment Zone No. 1 will contribute more than $26,000,000 towards several vital projects.

$2,500,000 of tax-supported bonds may be issued over the next five years. Annual debt service could increase by $117,000 by 2027. Assuming taxable property values remained at $1.8 billion, the debt service portion of the property tax rate could increase by a total of 0.65 cents. In addition to tax-supported debt, the utility fund may issue $17,661,000 of rate-supported bonds during this timeframe. Annual debt service for the utilities would consequently increase by $1,287,000 in 2027.

The Capital Improvements Program contains the anticipated operating costs associated with each project. Over the five-year program, operations and maintenance costs related to the general government and utility projects are expected to decrease by $29,000 and 13,500, respectively. Lower maintenance costs are expected as aging infrastructure is being replaced.

Projected Annual Debt Service (All Obligations)

Capital Improvements Program

Fiscal Years 2023 - 2027

General Government Projects

Capital Improvements Program

Fiscal Years 2023 - 2027

Utility Projects

Capital Improvements Program

Police Department South Parking Lot

Project Description

This project will convert millings to pavement near the Court area. Effect

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

Capital Improvements Program

Police Department Secured Parking

Project Description

This project adds parking spaces in the secured area of the Police Department complex.

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

Capital Improvements Program

General Government

Fire Department Equipment Replacement

Project Description

This project replaces Fire Department equipment that has reached the end of its useful life in accordance with the capital equipment replacement plan, including: 2008 Ford brush truck unit V151$212,100

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to decrease by $3,000 per year after replacing the equipment. Estimated

General Government

Heritage Park Amenities

Project Description

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

Parks and Recreation

This project includes master planning for the newly-acquired park land, including accessibility and utilties. As the road and utilities will be bid in 2022, only park features and amenities are included in this item. A four-phase approach to construction was scheduled:

Extension of 24th Avenue into new parkland(Complete)

Phase 2aExtension of temporary roadway(Complete)

Master planning(Complete)

Extension of permanent road and utilities(Ongoing)

Park features and facilities(Ongoing)

Effect Upon Operations & Maintenance

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

Capital Improvements Program

Fiscal Years 2023 - 2027

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.

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

Capital Improvements Program Project Detail Sheet

Fiscal Years 2023 - 2027

Hubbard Branch Park

Project Description

This project envisions a new City park site adjacent to the future Hubbard Branch Elementary School. The City will partner with the Belton Independent School District on development costs and facility usage to serve both the elementary school and neighborhood.

Effect

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

Capital Improvements Program Project Detail Sheet

Fiscal Years 2023 - 2027

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 and $900,000 of American Rescue Plan Act funding in 2024.

Effect Upon Operations & Maintenance

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

Capital Improvements Program Project Detail Sheet

Fiscal Years 2023 - 2027

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, but costs are expected to increase to $335,000. The Standpipe will be the centerpiece for Standpipe Park. Effect

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

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

General Government Parks and Recreation

Mount Zion Methodist Church Rehabilitation

Project Description

This neighborhood revitalization project includes the rehabilitation and restoration of the vacant structure of the historical Mount Zion Methodist Church and surrounding area. Funding provided by the American Rescue Plan Act will be used for this project.

Effect Upon Operations & Maintenance

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

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

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

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

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

Southwest Parkway Loop 121 to Huey Road

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.

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

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

E

Project Description

This project will replace a substandard, 10' wide low water street crossing, extending over Nolan Creek east of IH-35. The current bridge acts as a dam and threatens adjacent property with flooding. The City of Belton proposes to replace and relocate the bridge. Effect

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

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

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.

Capital Improvements Program

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.

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

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

Brenda Lane Reconstruction

Project Description

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

Effect Upon

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

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

E 13th Avenue Sidewalks

Project Description

This project will replace failing sidewalks along E 13th Avenue. It includes adding ramps and a bike lane.

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

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

General Government Streets and Sidewalks

S Penelope Sidewalks

Project Description

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

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

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

General Government Streets and Sidewalks

E 24th Avenue Widening at Main Street

Project Description

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

Effect upon Operations & Maintenance

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

Capital Improvements Program Project Detail Sheet

Fiscal Years 2023 - 2027

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 increase by $1,000 per year.

Capital Improvements Program

Capitol Way Extension

Project Description

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

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

Capital Improvements Program

This project replaces Public Works equipment that has reached the end of its useful life in accordance with the capital equipment replacement plan, including: 20231998 Case 570LTX box blade tractor$122,210

12-yard dump truck112,110

20232009 Dodge dump truck112,110

2024Compact motor grader (new fleet addition)239,700 20242005

9146 wheel loader204,000 20262006 Ford F650 dump truck115,440

Effect Upon Operations & Maintenance

Annual maintenance costs are expected to decrease by $5,000 to $10,000 per year after replacement.

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

Project Description

This project will renovate the interior of the building that houses finance, municipal court, and utility billing operations to create a customer-friendly environment while increasing office space for additional employees. Effect

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

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

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 Cost1,473,750 $

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

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.

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

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 Cost437,500 $

Capital Improvements Program

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

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

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

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 Cost187,500 $

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

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.

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

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

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

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

Capital Improvements Program

Project Detail Sheet Fiscal Years 2023 - 2027

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.

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

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

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.

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

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

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.

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

Project Description

The project will offload a problem lift station by reconstructing portions of the existing gravity sewer.

Effect

Capital Improvements Program

Project Description

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

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

Capital Improvements Program

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

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

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

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.

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

W

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.

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

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 Cost625,000 $

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

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 Cost312,500 $

Capital Improvements Program

Fiscal Years 2023 - 2027

Project Description

This project includes replacing collapsed clay sewer lines between N Blair Street and Hilltop, north of E 14th Avenue.

Effect

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

Capital Improvements Program Project Detail Sheet

Fiscal Years 2023 - 2027

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 Cost4,125,000 $

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

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.

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

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.

Capital Improvements Program

Project Detail Sheet

Fiscal Years 2023 - 2027

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.

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.

BEDC Fund Statement of Fund Balance

Notes:

1 Excludes Use of Prior Years' Fund Balance

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

Fund Balance History

BEDC Fund Revenue Trend

BEDC Fund (505-3) Revenues

BEDC Fund Category Summary

FY 2023 Expenditures by Category

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 2023

Strategic Plan categories addressed below: Economic Development

Goal: Facilitate new and existing business expansion to create employment opportunities and enhance the tax base

Action Item: Promote Belton through various platforms/partnerships and maintain programs for business recruitment and retention

Goal: Aid in the development of infrastructure to stimulate commercial and industrial activity

Action Item: Identify, design, and fund vital utility and roadway projects, in partnership with the City, to encourage development

Goal: Participate in downtown redevelopment efforts to support small business retention and attraction

Action Item: Partner in the implementation of the Imagine Belton Plan and identify initiatives to support small business

SIGNIFICANT CHANGES IN THE FY 2023 BUDGET

 One Administrative Assistant position has been reclassified from a part-time position to a full-time position

 Marketing expenditures decrease after completion of a downtown marketing plan in FY 2022

 Appropriations for special services increase to assist with the implementation of the Imagine Belton Plan

 Transfers for capital projects increase to set aside cash for significant infrastructure projects

BEDC Fund (505-4-501)

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.

POPULATION

Population Composition:

Under 18: 38.6%

18 – 64: 50.9%

Over 65: 10.5%

Female: 55.7%

Male: 44.3%

Veterans: 1,355

High school graduate or higher, age 25 or older: 85.8%

Bachelor’s degree or higher, age 25 or older: 27.4%

According to the U.S. Census Bureau, Belton’s population consists of 52.6% White, 31.6% Hispanic or Latino, 10.7% African American, and 5.1% all other ethnicities.

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 or 2021 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

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 55,374, 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 $28.8 billion in 2021.

Health care represents the largest single industry in Bell County. Over 21,838 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.

EMPLOYEES BY PRODUCT

PROPERTY & TAXES

The top 10 property taxpayers within the City limits have a combined taxable value for 2022 of $178,572,513, and are comprised of the following organizations:

PARKS & RECREATION

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

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

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

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. Home of the Central Texas State Fair.

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

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

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

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

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

Mural outside Cochran, Blair & Potts, Belton, TX

Taxing UnitsOtherThanSchool DistrictsorWaterDistricts

CITY OF BELTON

GENERALINFORMATION:Tax Code Section 26.04(c) requires an officer or employee designated by the governing body to calculate the no-new-revenue (NNR) tax rate and voter-approval tax rate for the taxing unit.These tax rates are expressed in dollars per $100 of taxable value calculated.The calculationprocess starts after the chief appraiser delivers to the taxing unit the certified appraisal roll and the estimated values of properties under protest.The designated officer or employee shall certify that the officer or employee has accurately calculated the tax rates and used values shown for the certified appraisal roll or certified estimate.The officer or employee submits the rates to the governing body by Aug. 7 or as soon thereafter as practicable.

School districts do not use this form, but instead use Comptroller Form 50-859 Tax Rate Calculation Worksheet, School District without Chapter 313Agreements or Comptroller Form 50-884 Tax Rate Calculation Worksheet, School District with Chapter 313Agreements.

Water districts as defined underWater Code Section 49.001(1) do not use this form, but instead use Comptroller Form 50-858 Water District Voter-Approval Tax Rate Worksheet for Low Tax Rate and Developing Districts or Comptroller Form50-860 Developed Water District Voter-Approval Tax Rate Worksheet.

TheComptroller'sofficeprovidesthisworksheettoassisttaxingunits in determining taxrates.The informationprovidedinthisworksheetisofferedastechnicalassistance andnot legaladvice.Taxing unitsshouldconsultlegalcounselfor interpretations oflaw regarding tax ratepreparationandadoption.

SECTION 1: No-New-RevenueTax Rate

The NNR tax rate enables the public to evaluate the relationship between taxes for the prior year and for the current year based on a tax rate that would produce the same amount of taxes (no new taxes) if applied to the same properties that are taxed in both years.When appraisal values increase, the NNR tax rate should decrease.

The NNR tax rate for a county is the sum of the NNR tax rates calculated for each type of tax the county levies.

While uncommon, it is possible for a taxing unit to provide an exemption for only maintenance and operations taxes. In this case, the taxing unit will need to calculate the NNR tax rate separately for the maintenance and operations tax and the debt tax, then add the two components together.

Line

No-New-RevenueTaxRateWorksheet

1. 2021totaltaxablevalue. Enter the amount of2021 taxable value on the2021 tax rolltoday. Include any adjustments since last year's certification;excludeTaxCode Section 25.25(d) one-fourthand one-third over-appraisal corrections from these adjustments. Exclude anyproperty valuesubject to an appeal under Chapter42 as ofJuly25 (will add undisputedvaluein Line 6).Thistotalincludes the taxable value of homesteads with tax ceil-ings(will deduct in Line2)and the capturedvalue for tax increment financing (adjustment ismadeby deductingTIF taxes, as reflected in Line17).1

2. 2021taxceilings. Counties, cities and junior college districts. Enter 2021 total taxable value of homesteads with tax ceilings. These include the homesteads of homeowners age 65 or older or disabled. Other taxing units enter O. If your taxing unit adopted the tax ceiling provision in2021 or a prior year for homeowners age 65 or older or disabled, use this step.'

3. Preliminary2021adjustedtaxablevalue. Subtract Line 2 from Line 1.

4. 2021totaladoptedtaxrate.

5. 2021taxablevaluelostbecausecourtappealsofARBdecisionsreduced2021appraisedvalue.

A. Original2021ARBvalues: s 17,598,427

B. 2021valuesresultingfromfinalcourtdecisions:..................................................... -s 13,046,400

C. 2021valueloss. Subtract B from A.3

6. 2021taxablevaluesubjecttoanappealunderChapter42,asofJuly25.

A. 2021ARBcertifiedvalue: s 171598,427

B. 2021disputedvalue: -$ 1,759,843

C. 2021undisputedvalue. Subtract B from A. 4

7. 2021Chapter42relatedadjustedvalues. Add Line SC and Line 6C.

Tex.Tax Code§26.012(14)

'Tex.Tax Code§26.012(14)

3Tex.Tax Code§26.012(13)

•Tex.Tax Code§26.012(13)

Amount/Rate s 1,542,573,832 $ 0 s 1,542,573,832 $ 0.6300 /$100 $ 4,552,027 s 15,838,584 s 20,390,611

Formdevelopedby:TexasComptrollerof PublicAccounts, PropertyTaxAssistance Division Foradditionalcopies, visit: comptroller.texas.gov/taxes/property-tax

No-New-RevenueTaxRateWorksheet

2021 taxable value, adjusted for actual and potential court-ordered adjustments. Add Line 3and Line 7.

2021 taxable value of property in territory the taxing unitdeannexedafter Jan. 1, 2021. Enter the 2021 value of property in deannexed territory. 5

2021 taxable value lost because property first qualified for an exemption in 2022. If the taxing unit increased an original exemption, use the difference between the original exempted amount and the increased exempted amount.Do not include value lost due to freeport, goodsin-transit, temporary disaster exemptions.Note that lowering the amount or percentage of an existing exemption in 2022 does not create a new exemption or reduce taxable value.

A. Absolute exemptions. Use 2021marketvalue: $ 273,819

B. Partial exemptions. 2022 exemption amount or 2022 percentage exemption times 2021 value:........ 7,702,989 +$

C. Value loss. Add A and B.6

2021 taxable value lost because property first qualified for agricultural appraisal (1-d or 1-d-1), timber appraisal, recreational/scenic appraisal or public access airport special appraisal in 2022. Use only properties that qualified in 2022 for the first time; do not use properties that qualified in 2021.

A. 2021marketvalue: $ 0

B. 2022 productivity or special appraised value:........................................................ -$ 0

C. Value loss. Subtract B from A.'

Total adjustments for lost value. Add Lines 9, 10C and 11C.

2021capturedvalueofproperty in aTIF. Enter the totalvalueof 2021capturedappraisedvalueofpropertytaxableby a taxingunit in a tax increment financing zone for which 2021taxeswere deposited into the tax incrementfund.8 If the taxingunit has no captured appraised value in line 1SD, enter 0.

2021 total value. Subtract Line 12 and Line 13from Line 8.

Adjusted 2021 total levy. Multiply Line 4 by Line 14 and divide by $100.

Taxes refunded for years preceding tax year 2021. Enter the amount of taxes refunded by the taxing unit for tax years preceding tax year 2021.Types of refunds include court decisions,Tax Code Section 25.25(b) and (c) corrections andTax Code Section 31.11 payment errors.Do not include refunds for tax year 2021.This line applies only to tax years preceding tax year 2021.•

Adjusted 2021levy with refunds andTIF adjustment. Add Lines 15 and 16.10

Total 2022 taxable value on the 2022 certified appraisal roll today.This value includes only certified values or certified estimate of values and includes the total taxable value of homesteads with tax ceilings (will deduct in Line 20).These homesteads include homeowners age 65 or older or disabled.11

Certified values:......................................................................................

Counties: Include railroad rolling stock values certified by the Comptroller's office: .......................

Pollution control and energy storage system exemption: Deduct the value of property exempted for the current tax year for the first time as pollution control or energy storage system property:.••.•...•.•

Tax increment financing: Deduct the 2022 captured appraised value of property taxable by a taxing unit in a tax increment financing zone for which the 2022 taxes will be deposited into the tax increment fund. Do not include any new property value that will be included in Line 23 below.12 •••••••••••••••••••• Total 2022 value. Add A and B, then subtract C and D.

0

0 s305,906,705

Amount/Rate s 1,562,964,443 $ 0 $ 7,976,808 $ 0 $ 7,976,808 s 245,370,251 s 1,309,617,384 $ 8,250,589 $ 5.144 $ 8,255,733 s 1,483,806,794

For additionalcopies,visit: comptroller.texas.gov/taxes/property-tax

No-New-RevenueTax RateWorksheet

Total value of properties under protest or not included on certified appraisal roll. 13

A. 2022taxablevalueof properties under protest.Thechiefappraiser certifies alistof properties still under ARB protest. The list shows the appraisal district's value and the taxpayer's claimed value, if any, or an estimate of the value if the taxpayer wins. For each of the properties under protest, use the lowest of s58,389,827 these values. Enter the total value under protest. 14

B. 2022 value of properties not under protest or included on certified appraisal roll. The chiefappraiser gives taxing units a list of those taxable properties that the chief appraiser knows about butare not included in theappraisalrollcertification.These properties also are not on the list of properties that are still under protest. On this list ofproperties, thechiefappraiserincludesthe market value,appraisedvalue and exemptionsfor theprecedingyear and a reasonableestimate of the market value,appraised value and exemptionsfor the current year. Use the lower market, appraised or taxable value (as appropriate). 0 Enter the total value of property not on the certified roll. 15

C. Total value under protest or not certified. Add A and B.

2022 tax ceilings. Counties, cities andjunior colleges enter 2022 total taxable value of homesteads with tax ceilings.These include the homesteads of homeowners age 65 or older or disabled. Other taxing units enter O. If your taxing unit adopted the tax ceiling provision in 2021 or a prior year for homeownersage 65 or older or disabled, use this step.16

2022 total taxable value. Add Lines 18E and 19C. Subtract Line 20. 17

Total 2022 taxable value of properties in territoryannexed after Jan. 1, 2021. Include both real and personal property. Enter the 2022 value of property in territory annexed. 18

Total 2022 taxable value of new improvements and new personal propertylocated in new improvements. New means the item was not on the appraisal roll in 2021. An improvement is a building, structure, fixture or fence erected on or affixed to land. New additions to existing improvements may be included if the appraised value can be determined. New personal property in a new improvement must have been brought into the taxing unit after Jan. 1, 2021 and be located in a new improvement. New improvements do include property on which a tax abatement agreement has expired for 2022. 19

Total adjustments to the 2022 taxable value. Add Lines 22 and 23.

Adjusted 2022 taxable value. Subtract Line 24 from Line 21.

2022 NNR tax rate. Divide Line 17 by Line 25 and multiply by$100. 20

COUNTIES ONLY. Add together the NNR tax rates for each type of tax the county levies.The total is the 2022 county NNR tax rate. 21

SECTION 2:Voter-Approval Tax Rate

s58,389,827 $ 0 s1,542,196,621 $ 0

s66,415,710

s66,415,710 s1.475,780,911 $ 0,55941s100 $ 0.00001s100

The voter-approval tax rate is the highest tax rate that a taxing unit may adopt without holding an election to seek voter approval of the rate.The voter-approval tax rate is split into two separate rates:

1. Maintenance and Operations (M&O) Tax Rate:The M&O portion is the tax rate that is needed to raise the same amount of taxes that the taxing unit levied in the prior year plus the applicable percentage allowed by law.This rate accounts for such things as salaries, utilities and day-to-day operations.

2. Debt Rate:The debt rate includes the debt service necessary to pay the taxing unit's debt payments in the coming year.This rate accounts for principal and interest on bonds and other debt secured by property tax revenue.

The voter-approval tax rate for a county is the sum of the voter-approval tax rates calculated for each type of tax the county levies. In most cases the voter-approval tax rate exceeds the no-new-revenue tax rate, but occasionally decreases in a taxing unit's debt service will cause the NNR tax rate to be higher than the voter-approval tax rate.

Line

28. 2021 M&O tax rate. Enter the 2021 M&O tax rate.

Voter-ApprovalTax RateWorksheet

29. 2021 taxable value, adjusted for actual and potential court-ordered adjustments. Enter the amount in Line 8 of the No-New-Revenue Tax Rate Worksheet.

$ 0.5466,s,oo s 1,562,964,443

30. Total 2021 M&O levy. Multiply Line 28by Line 29 and divide by $100

31. Adjusted 2021 levy for calculating NNR M&O rate.

A. M&O taxes refunded foryearsprecedingtax year 2021. Enter theamount of M&Otaxesrefundedin theprecedingyear for taxes before that year.Types of refunds include court decisions,Tax Code Section 25.25(b) and (c) corrections andTax Code Section 31.11 payment errors.Do not

4,288 include refunds for tax year 2021.This lineappliesonly to tax yearsprecedingtax year 2021............... +$

B. 2021 taxes inTIF. Enter the amount of taxes paid into the tax increment fund for a reinvestment zone as agreed by the taxing unit.If the taxing unit has no 2022 captured appraised value in

1,359,359 Line 18D, enter 0....................................................................................... -$

C. 2021 transferred function. If discontinuing all of a department, function or activity and transferring it to another taxing unit by written contract, enter the amount spent by the taxing unit discontinuing the function in the 12 months preceding the month of this calculation.If the taxing unit did not operate this function for this 12-month period, use the amount spent in the last full fiscal year in which the taxing unit operated the function.The taxing unit discontinuing the function will subtract this amount in D below.The taxing unit receiving the function will add this amount in 0 D below.Other taxing units enter 0 +/-$

D. 2021 M&O levy adjustments. Subtract B from A.For taxing unit with C, subtract if discontinuing function and add if receiving function s -1,355,071

E. Add Line 30 to 310.

32. Adjusted 2022 taxable value. Enter the amount in Line 25of the No-New-Revenue TaxRate Worksheet.

33. 2022 NNR M&O rate (unadjusted). Divide Line 31E by Line 32 and multiply by $100.

34. Rate adjustment for state criminal justice mandate. 23

A. 2022 state criminal justice mandate. Enter the amount spent by a county in the previous 12 months providing for themaintenanceand operation cost of keeping inmates in county-paid facilities after they 0 have been sentenced.Do not include any state reimbursement received by the county for the same purpose. $

B. 2021 state criminal justice mandate. Enter the amount spent by a county in the 12 months prior to the previous 12 months providing for the maintenance and operation cost of keeping inmates in county-paid facilities after they have been sentenced.Do not include any state reimbursement received 0 by the county for the same purpose.Enter zero if this is the first time the mandate applies................. -$

C. Subtract B from A and divide by Line 32and multiply by $100 $ 0.00001s100

D. Enter the rate calculated in C.If not applicable, enter 0.

35. Rate adjustment for indigenthealthcare expenditures. 24

A. 2022 indigent health care expenditures. Enter the amount paid by a taxing unit providing for the maintenance and operation cost of providing indigent health care for the period beginning on 0 July 1, 2021 and ending on June 30, 2022, less any state assistance received for the same purpose $

B. 2021 indigent health care expenditures. Enter the amount paid by a taxing unit providing forthe maintenanceand operation cost of providing indigent health care for the period beginning on July 1, 2020 and ending on June 30, 2021, less any state assistance received 0 for the same purpose -$

C. Subtract B from A and divide by Line 32and multiply by $100............................................ $ 0.00001s100

D. Enter the rate calculated in C.If not applicable, enter 0.

22 [Reservedforexpansion]

23Tex.TaxCode§ 26.044

"Tex.TaxCode§ 26.0441

Amount/Rate $ 8,543,163 $ 7,188,092 s1,475,780,911 $ 0.4870,s,oo $ 0.00001s100 $ 0.00001s100

Rate adjustment for county indigent defense compensation. 25

A. 2022 indigent defense compensation expenditures. Enter the amount paid by a county to provide appointed counsel for indigent individuals for the period beginning on July 1, 2021and ending on June 30, 2022,less any state grants received by the county for the same purpose

8. 2021indigentdefensecompensation expenditures. Enter theamount paid by a county toprovide appointed counsel for indigent individuals for the period beginning on July 1, 2020and ending on June 30, 2021,less any state grants received by the county for the same purpose

C. Subtract B from A and divide by Line 32and multiply by $100............................................

D. Multiply B by 0.05 and divide by Line 32and multiply by $100

E. Enter the lesser of C and D.If not applicable ,enter 0.

Rate adjustment for county hospital expenditures. 26

A. 2022 eligiblecounty hospital expenditures. Entertheamountpaid by thecountyor municipality to maintain and operate an eligible county hospital for the periodbeginning on July 1, 2021and ending on June 30, 2022

8. 2021eligiblecountyhospitalexpenditures. Enter the amount paid by the county or municipality to maintain and operate an eligible county hospital for the periodbeginning on July 1, 2020and ending on June 30, 2021

C. Subtract B from A and divide by Line 32and multiply by $100............................................

D. Multiply B by 0.08and divide by Line 32and multiply by $100

E. Enter the lesser of C and D,if applicable.If not applicable ,enter 0.

O.OOOO1s100

O.OOOO1s100

O.OOOO1s100

O.OOOO1s100

0.0000/$100

Rate adjustment for defunding municipality. This adjustment only applies to a municipality that is considered to be a defunding municipality for the current tax year under Chapter 109,Local Government Code. Chapter 109,Local Government Code only applies to municipalities with a population of more than 25 0,000and includes a written determination by the Office of the Governor.See Tax Code 26.0444for more information.

A. Amountappropriated forpublicsafety in2021.Entertheamountof money appropriated for public 0 safety in the budget adopted by the municipality for the preceding fiscal year ............................ $

8. Expendituresfor public safety in 2021. Enter the amount of money spent by the municipality for public 0 safety during the preceding fiscal year $

C. Subtract B from A and divide by Line 32and multiply by $100 $ 0.0000/$100

D. Enter the rate calculated in C.If not applicable ,enter 0.

Adjusted 2022 NNR M&O rate. Add Lines 33, 34D, 35 D, 36E ,and 37E.Subtract Line 38 D.

Adjustment for 2021 sales tax specifically to reduce property taxes. Cities ,counties and hospital districts that collected and spent additional sales tax on M&O expenses in 2021should complete this line.These entities will deduct the sales tax gain rate for 2022in Section 3.Other taxing units,enter zero.

A. Enter the amount ofadditional sales tax collected and spent on M&O expenses in 2021,if any. Counties must exclude any amount that was spent for economic development grants from the amount 0 of sales tax spent ...................................................................................... $

8. Divide Line 40A by Line 32and multiply by $100 $ O.OOOO,s100

c. Add Line 408 to Line 39

2022 voter-approval M&O rate. Enter the rate as calculated by the appropriate scenario below. SpecialTaxing Unit. If the taxing unit qualifies as a special taxing unit ,multiply Line 40C by 1.08. - or -

OtherTaxing Unit. If the taxing unit does not qualifyas a special taxing unit ,multiply Line 40C by 1.035.

0.0000 /$100

0.0000/$100

0.4870/$100

0.4870/$100

O.5O4O1s100

D41. DisasterLine 41 (D41): 2022 voter-approval M&O rate for taxing unit affected by disaster declaration. If the taxing unit is located in an area declared adisasterarea and at least one person isgrantedan exemptionunderTax Code Section11.35 forpropertylocatedin the taxing unit, the governing body may direct the person calculating the voter-approval tax rate to calculate inthe manner provided for a special taxing unit.The taxing unit shall continue to calculate the voter-approval tax rate in this manner until the earlier of

1) the first year in which total taxable value on the certified appraisal roll exceeds the total taxable value of the tax year in whichthe disaster occurred, or

2) the third tax year after the tax year in whichthe disaster occurred

If the taxing unit qualifies under this scenario, multiply Line 40C by 1.08.27 If the taxing unit does not qualify, do not complete Disaster Line 41 (Line D41).

42. Total 2022 debt to be paid with property taxes and additional sales tax revenue. Debt means the interest and principal that will be paid on debtsthat:

(1) are paid bypropertytaxes,

(2) aresecuredby property taxes,

(3) are scheduled for payment over a periodlonger than one year, and

(4) are notclassifiedin the taxingunit's budget as M&O expenses.

A. Debt also includes contractual payments to other taxing units that have incurred debts on behalf of this taxing unit, if those debts meet the four conditions above.Include only amounts that will be paid from property tax revenue.Do not include appraisal district budget payments.If the governing body of a taxing unit authorized or agreedto authorize a bond, warrant, certificate of obligation, or other evidence ofindebtednesson or after Sept.1, 2022, verify if it meets the amendeddefinitionof debt beforeincludingit here.2•

43. Certified2021excessdebtcollections. Enter the amount certified by the collector.29 44. Adjusted2022 debt. SubtractLine 43 from Line 42E.

45. 2022anticipatedcollectionrate.

A. Enterthe2022anticipated collectionratecertified by the collector.30

B. Enterthe 2021 actual collection rate....................................................................

C. Enter the 2020 actual collection rate

D. Enter the 2019 actual

E. If the anticipated collection rate in A islower than actual collection rates in B, C and D, enter the lowest collection rate from B, C and D.If the anticipated rate in A is higher than at least one of the rates in the prior three years, enter the rate from A.Note that the rate can be greater than 100%.31

46. 2022 debt adjusted for collections. Divide Line 44 by Line 45E.

47. 2022 total taxable value. Enter the amount on Line 21 of the No-New-Revenue TaxRate Worksheet.

48. 2022 debt rate. Divide Line 46 by Line 47 andmultiply by$100.

49. 2022 voter-approval tax rate. Add Lines 41 and 48.

D49. DisasterLine 49 (D49): 2022 voter-approval tax rate for taxing unit affected by disaster declaration. Complete this line if the taxing unit calculated the voter-approval tax rate in the manner provided for a special taxing unit on Line D41. Add Line D41 and 48.

1,188,169

0

1,188,169 100.00%

1I188,169 s 1,542,196,621 $ 0.0770,s,oo $ 0.5810,s,oo $ 0.0000,s,oo

50. COUNTIES ONLY. Add together the voter-approval tax rates for each type of tax the county levies.The totalis the 2022county voter-approval tax rate. $ 0.0000 /$100

SECTION 3: NNRTax Rate andVoter-ApprovalTax Rate Adjustments for Additional SalesTax to Reduce PropertyTaxes Not Applicable

Cities, counties and hospital districts maylevy a sales tax specifically to reduce property taxes. Local voters by election must approve imposing orabolishingthe additional sales tax. If approved, the taxingunit must reduce its NNR and voter-approval tax rates to offset the expected sales tax revenue. This section should only be completed by a county, city or hospital district that is required to adjust its NNR tax rate and/or voter-approval tax rate because it adopted the additional sales tax.

S1. Taxable Sales. For taxingunits that adopted the sales tax in November 2021 or May 2022, enter the Comptroller's estimate of taxable sales for the previous four quarters. 32 Estimates of taxable sales may be obtained through the Comptroller's Allocation Historical Summary webpage. Taxing units that adopted the sales tax before November 2021, enter 0.

S2. Estimatedsalestaxrevenue. Counties exclude any amountthatis orwillbespentfor economic developmentgrantsfromthe amount of estimated sales tax revenue. 33

Taxing units that adopted the sales tax in November 2021 or in May2022. Multiply the amount on Line 51by the sales tax rate (.01, .005 or .0025, as applicable) andmultiply the result by .95. 34 -or-

Taxing units that adopted the sales tax before November 2021. Enter the sales tax revenue for the previousfour quarters. Do not multiplyby.95.

S3. 2022 total taxable value. Enter the amount from Line 21of the No-New-Revenue TaxRate Worksheet.

S4. Sales tax adjustment rate. Divide Line 52by Line 53 and multiply by $100.

ss. 2022 NNR tax rate, unadjusted for sales tax.35 Enter the rate from Line 26or 27, as applicable, on the No-New-Revenue TaxRate Worksheet.

S6. 2022 NNR tax rate, adjusted for sales tax.

Taxing units that adopted the sales tax in November 2021 or in May2022. Subtract Line 54from Line 55. Skip to Line 57 if you adopted the additional sales tax before November 2021.

S7. 2022 voter-approval tax rate, unadjusted for sales tax.36 Enter the rate from Line 49, Line D49 (disaster) or Line 50 (counties) as applicable, of the Voter-Approval TaxRate Worksheet.

S8. 2022 voter-approval tax rate, adjusted for sales tax. Subtract Line 54 from Line 57.

SECTION 4:Voter-ApprovalTax RateAdjustment for Pollution Control Not

A taxing unit may raise its ratefor M&O funds used to payfor a facility, device or methodfor the control of air, water or landpollution.This includes any land, structure, building, installation, excavation, machinery, equipment or device that is used, constructed, acquired or installed wholly or partly to meet or exceed pollution controlrequirements.The taxing unit's expenses are those necessary to meet the requirements of a permit issuedby theTexas Commission on Environmental Quality (TCEQ).The taxing unit must provide the tax assessor witha copy of theTCEQletter of determination that states the portion of the cost of theinstallationfor pollution control. Thissectionshouldonlybecompletedbyataxingunit thatuses M&Ofundstopayforafacility,deviceormethodfor thecontrolofair, wateror landpollution.

Line

Voter-ApprovalRate Adjustment for Pollution ControlRequirementsWorksheet

S9. Certified expenses from theTexasCommission on Environmental Quality (TCEQ). Enter the amount certifiedin the determination letter fromTCEQ. 37 The taxing unit shall provide its tax assessor-collector with a copy of the letter. 38

60. 2022 total taxable value. Enter the amount from Line 21of the No-New-Revenue TaxRate Worksheet.

61. Additional rate for pollution control. Divide Line 59 by Line 60 and multiply by $100.

62. 2022 voter-approval tax rate, adjusted for pollution control. Add Line 61 to one of thefollowing lines (as applicable): Line 49, Line D49 (disaster), Line 50(counties)or Line 58 (taxing units with theadditionalsalestax).

"Tex.Tax Code§ 26.041(d)

"Tex.Tax Code§ 26.041(i)

"Tex.Tax Code§ 26.041(d)

"Tex.Tax Code§ 26.04(c)

"Tex.Tax Code§ 26.04(c)

"Tex.Tax Code§ 26.045(d)

38Tex.Tax Code§ 26.045(i)

SECTION 5:Voter-Approval Tax Rate Adjustment for Unused Increment Rate

Theunusedincrementrateistherateequal tothedifferencebetween theadopted taxrateandvoter-approvaltaxratebeforetheunusedincrementratefor theprior threeyears. 39 In ayear whereataxingunitadoptsa rate byapplyinganyportionof theunusedincrementrate,theunusedincrementratefor thatyearwouldbezero.

The difference between the adopted taxrateand voter-approval taxrateis considered zerointhefollowingscenarios: a tax year before 2020; 40

a tax year in which the municipality is a defunding municipality,as defined byTax Code Section 26.0501(a); 41 or after Jan. 1, 2022,a tax year in which the comptroller determines that the county implemented a budget reduction orreallocationdescribed by Local Government Code Section 120.002(a)without the required voter approval. 42

Thissectionshouldonly becompletedbyataxingunitthat doesnot meetthedefinitionofaspecialtaxingunit.43

63. 2021 unused increment rate. Subtract the 2021actual tax rateand the 2021unused increment rate from the 2021voter-approval tax rate. If the number is less than zero,enter zero.

64. 2020 unused increment rate. Subtract the 2020actual tax rateand the 2020unused increment rate from the 2020voter-approval tax rate. If the number is less than zero,enter zero. If the year is prior to 2021,enter zero.

65. 2019 unusedincrementrate. Subtract the 2019actual tax rateand the 2019unusedincrementrate from the 2019voter-approval tax rate. If the number is less than zero,enter zero. If the year is prior to 2021,enter zero.

66. 2022 unused increment rate. Add Lines 63, 64and 65.

67. 2022 voter-approval tax rate, adjusted for unused increment rate. Add Line 66to one of the following lines (as applicable): Line 49, Line D49 (disaster), Line 50 (counties), Line 58 (taxing units with the additional sales tax)or Line 62 (taxing units with pollutioncontrol). $ 0.61961s100

SECTION 6: De Minimis Rate

Thede minimisrateis therateequal tothesumof theno-new-revenuemaintenanceandoperationsrate,therate thatwillraise $500,000,andthecurrent debtratefor ataxingunit. 44 Thissectionshouldonly be completed byataxingunit thatisamunicipalityofless than 30,000or ataxingunit that doesnotmeet thedefinitionofaspecialtaxingunit. 45

68. Adjusted2022 NNR M&O tax rate. Enter the rate from Line 39of the Voter-Approval TaxRate Worksheet s 0.4870,s,oo

69. 2022 total taxable value. Enter the amount on Line 21of the No-New-Revenue TaxRate Worksheet. s 1,542,196,621

70. Rate necessary to impose $500,000 in taxes. Divide $500,000 by Line 69and multiply by $100. s 0.0324,s,oo

71. 2022 debt rate. Enter the rate from Line 48of the Voter-Approval TaxRate Worksheet. s 0.0770,s,oo

72. De minimisrate. Add Lines 68, 70and 71. s 0.5964,s,oo

SECTION 7:Voter-Approval Tax Rate Adjustment for Emergency Revenue Rate

In the tax year after the end of the disaster calculation time period detailed inTax Code Section 26.042(a),a taxing unit that calculated its voter-approval tax rate in the manner provided for a special taxing unit due to a disaster must calculate its emergency revenue rate and reduce its voter-approval tax rate for that year.46

Similarly, if a taxing unit adopteda tax rate that exceeded its voter-approval tax rate,calculated normally,without holding an election to respond to a disaster,as allowed byTax Code Section 26.042(d),in the prior year,it must also reduceits voter-approval tax rate for the current tax year. 47

Thissection willapply toataxingunitother thanaspecial taxingunit that: directed the designated officer or employee to calculate the voter-approval tax rate of the taxing unit in the manner provided for a special taxing unit in the prior year; and the current year is the first tax year in which the total taxable value of property taxable by the taxingunit as shown on the appraisal roll for the taxingunit submitted by the assessor for the taxing unit to the governing body exceeds the total taxable value of property taxable by the taxing unit onJanuary 1of the tax year in which the disaster occurred or the disaster occurred four years ago.

39Tex.Tax Code§ 26.013(a)

"'Tex.Tax Code§ 26.013(c)

"Tex.Tax Code§§ 26.0501(a) and (c)

"Tex. Local Gov't Code§ 120.007(d), effective Jan. 1, 2023

"Tex.Tax Code§ 26.063(a)(1)

"Tex.Tax Code§ 26.012(8-a)

"Tex.Tax Code§ 26.063(a)(1)

"Tex.Tax Code§26.042(b)

"Tex.Tax Code§26.042(1)

Infuturetaxyears,thissectionwillalsoapplytoataxingunitinadisasterareathatadoptedataxrategreaterthanitsvoter-approvaltaxratewithoutholdinganelectioninthe prioryear.

Note:Thissectiondoesnotapplyifataxingunitiscontinuingtocalculateitsvoter-approvaltaxrateinthemannerprovidedforaspecialtaxingunitbecauseitisstillwithinthe disastercalculationtimeperioddetailedinTaxCodeSection26.042(a)becauseithasnotmettheconditionsinTaxCodeSection26.042(a)(1)or(2).

73.2021adoptedtaxrate. EntertherateinLine4ofthe No-New-Revenue TaxRate Worksheet. $ O.OOOO,s100

74.Adjusted2021voter-approvaltaxrate. Usethetaxingunit'sTaxRateCalculationWorksheetsfromtheprioryear(s)tocompletethisline.

Ifadisasteroccurredin2021andthetaxingunitcalculatedits2021voter-approvaltaxrateusingamultiplierof1.08onDisasterLine41(D41) ofthe2021worksheetduetoadisaster,enterthe2021voter-approvaltaxrateascalculatedusingamultiplierof1.035fromLine49.

-or-

Ifadisasteroccurredpriorto2021forwhichthetaxingunitcontinuedtocalculateitsvoter-approvaltaxrateusingamultiplierof1.08on O.OOOO,s100 DisasterLine41(D41)in2021,completetheseparate Adjusted Voter-Approval TaxRate for Taxing Units in DisasterArea Calculation Worksheet to $ recalculatethevoter-approvaltaxratethetaxingunitwouldhavecalculatedin2021ifithadgeneratedrevenuebasedonanadoptedtaxrate usingamultiplierof1.035intheyear(s)followingthedisaster. 48 Enterthefinaladjusted2021voter-approvaltaxratefromtheworksheet.

-or-

Ifthetaxingunitadoptedataxrateabovethe2021voter-approvaltaxratewithoutcalculatingadisastertaxrateorholdinganelectiondueto adisaster,norecalculationisnecessary.Enterthevoter-approvaltaxratefromtheprioryear'sworksheet.

75.Increasein2021taxrateduetodisaster. SubtractLine74fromLine73.

76.Adjusted2021taxablevalue. EntertheamountinLine14oftheNo-New-Revenue TaxRate Worksheet.

77. Emergencyrevenue. MultiplyLine75byLine76anddivideby$100.

78.Adjusted2022taxablevalue. EntertheamountinLine25ofthe No-New-Revenue TaxRate Worksheet. $ 0

79.Emergencyrevenuerate. DivideLine77byLine78andmultiplyby$100. 49 $ O.OOOO,s100

80.2022voter-approvaltaxrate,adjustedforemergencyrevenue. SubtractLine79fromoneofthefollowinglines(asapplicable):Line49, LineD49(disaster),Line50(counties),Line58(taxingunitswiththeadditionalsalestax),Line62(taxingunitswithpollutioncontrol)orLine67 (taxingunitswiththeunusedincrementrate). $ O.OOOO,s100

SECTION 8:TotalTax Rate

Indicatetheapplicabletotaltaxratesascalculatedabove.

Asapplicable,enterthe2022NNRtaxratefrom:Line26,Line27(counties),orLine56(adjustedforsalestax).lndicatethelinenumberused:---1§_

Asapplicable,enterthe2022voter-approvaltaxratefrom:Line49,LineD49(disaster),Line50(counties),Line58(adjustedforsalestax),Line62(adjustedforpollution control),Line67(adjustedforunusedincrement),orLine80(adjustedforemergencyrevenue). Indicatethelinenumberused:___fil_ Deminimisrate•..........................................................................................................................

Ifapplicable,enterthe2022deminimisratefromLine72.

SECTION 9:Taxing Unit Representative Name and Signature

Printed Name ofTaxing Unit Representative Taxing Unit Representative "Tex.Tax Code§26.042(c) "Tex.Tax Code§26.042(b) 50Tex.Tax Code§§ 26.04(c-2) and(d-2) Foradditionalcopies,visit:comptroller.texas.gov/taxes/property-tax Page 294

07-30-2022 Date

BUDGET GLOSSARY

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

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

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

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

Accrual Accounting: A basis of accounting in which revenues and expenses are recorded at the time they occur, rather than at the time cash is received or paid by the City.

Ad Valorem Taxes: Commonly referred to as property taxes. The charges levied on all real, and certain personal property according to the property's assessed value and the tax rate. Also known as property taxes.

Amortization: An accounting method that reduces the value of a loan or an intangible asset, over time.

Annual Comprehensive Financial Report: The City’s complete set of financial statements issued by a government entity in accordance with the requirements of the Government Accounting Standards Board. The report is comprised of the introductory, financial, and statistical sections in which all the annual reports for that specific fiscal year are summarized.

Appropriation: An authorization made by the City Council which permits the City to make expenditures and incur obligations.

Arbitrage: The reinvestment of the proceeds of tax-exempt securities in materially higher-yielding taxable securities.

Assessed Value: A valuation set upon real estate or other property as a basis for levying property taxes. All property values within the City of Belton are assessed by the Bell County Appraisal District.

Asset: The resources and property of the City that can be used or applied to cover liabilities.

Audit: An examination or verification of the financial accounts and records. The City is required to have an annual audit conducted by qualified certified public accountant, concluding in a written report called the Annual Report (AR).

Available Cash: Unobligated cash and cash equivalents.

Balanced Budget: A balanced budget occurs when the total sources of revenues a government collects in a year is equal to the amount it spends on goods, services, and debt service. In Texas, municipalities are allowed to use available fund balance as sources.

Basis of Accounting: Refers to when revenues, expenditures, expenses and transfers (and the related assets and liabilities) are recorded and reported in the financial statements.

Bond: A written promise to pay a specified sum of money (called the principal amount) at a specified date or dates in the future (called the maturity dates), and carrying interest at a specified rate, usually paid periodically. The difference between a bond and a note is that a bond is issued for a longer period and requires greater legal formality. The most common types of bonds are general obligation and revenue bonds. Bonds are usually used for construction of large capital projects, such as buildings, streets, and water/sewer system improvements.

Bonded Debt: The portion of indebtedness represented by outstanding (unpaid) bonds.

Bonds Issued: Bonds sold by the City.

Bonds Payable: The face value of bonds issued and unpaid.

Budget: A financial plan for a specified period of time (fiscal year for the City) that includes an estimate of proposed expenditures and the means for financing them.

Capital Expenditures: Expenditures for the construction, purchase or renovation of City facilities or property with a value exceeding $20,000 and a useful life greater than two years.

CIP: Capital Improvements Program. A plan for capital expenditures to provide longlasting physical improvements to be incurred over a fixed period of several future years.

Capital Outlay: Expenditures resulting in the acquisition of or addition to the City's fixed assets.

Capital Projects Fund: A fund created to account for financial resources to be used for the acquisition or construction of major capital facilities or equipment.

Cash: Currency on hand and demand deposits with banks or other financial institutions.

Cash Basis: A basis of accounting in which transactions are recorded on when cash is received or disbursed.

Cash Equivalents: Short-term, highly liquid investments that are readily convertible to known amounts of cash.

Certificate of Obligation (CO): Legal debt instruments used to finance capital improvement projects. Certificates of obligation are backed by the full faith and credit of the government entity and are fully payable from a property tax levy. Certificates of obligation differ from general obligation debt in that they are approved by the City Council and are not voter approved.

Component Unit: Legally separate organization for which the elected officials of the City are financially accountable.

Contingency: The appropriation of funds for future allocation in the event specified budget allocations are insufficient and additional funding is required.

Current Taxes: Taxes that are levied and due within the ensuing fiscal year.

De Minimis Rate: The rate that would generate an additional $500,000 in revenue for the M&O rate plus the current debt rate.

Debt Service Fund: A fund established to account for funds needed to make principal and interest payments on outstanding bonds when due. Also referred to as an Interest and Sinking Fund.

Debt Service Requirements: The amount of money required to pay interest and principal for a specified period on outstanding debt.

Delinquent Taxes: Property taxes remaining unpaid after the due date. Delinquent taxes incur penalties and interest at rates specified by law.

Department: A functional group of the City with related activities aimed at accomplishing a major City service or program.

Depreciation: The proration of the cost of a fixed asset over the estimated service life of the asset. Each period is charged with a portion of such cost, and through this process, the entire cost of the asset is ultimately charged off as an expense.

Division: A grouping of related activities within a particular department. For example, Code Compliance is a division of the Police Department.

Encumbrance: The commitment of appropriated funds to purchase an item or service. An encumbrance differs from an account payable in that a commitment is referred to as an encumbrance before goods or services are received. After receipt, the commitment is referred to as an account payable.

Enterprise Fund: See Proprietary Fund.

Expenditure: If accounts are kept on the accrual basis, this term designates total charges incurred, whether paid or unpaid. If they are kept on the cash basis, the term covers only actual disbursements for these purposes. (Note: An encumbrance is not an expenditure. An encumbrance reserves funds to be expended.)

Expense: Charges incurred, whether paid or unpaid, for operation, maintenance, interest and other charges which are presumed to benefit the current fiscal period.

Equity: The difference between assets and liabilities of the fund.

Fiscal Year (FY)(Period): The time period designated by the City signifying the beginning and ending period for recording the financial transactions of the City. The City of Belton's fiscal year begins each October 1st and ends the following September 30th.

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.

Interest and Sinking Fund: See Debt Service Fund.

Interfund Transfers: Amount transferred from one fund to another.

Intergovernmental Revenue: Revenues received from another governmental entity, such as county, state or federal governments.

Machinery & Equipment: Property that does not lose its identity when removed from its location and is not changed materially or consumed immediately by use.

Maintenance: The act of keeping assets in a state of good repair. It includes preventive maintenance; normal periodic repairs; part replacement and so forth needed to maintain the asset so that it continues to provide normal service.

Mission: The basic purpose of a department/division - the reason for its existence.

Modified Accrual Basis: This method of governmental accounting recognizes revenues when they are measurable and available and expenditures when goods or services are received (except for principal and interest on long-term debt, which is recognized when paid).

No-New-Revenue Tax Rate: The total rate that is needed to raise the same amount of revenue from the same properties in consecutive years.

Operating Budget: Plans of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing activities of the City are controlled.

Operating Expenses: Proprietary fund expenses related directly to the Fund's primary activities.

Operating Income: The excess of proprietary fund operating revenues over operating expenses.

Operating Revenues: Proprietary fund revenues directly related to the fund's primary activities. They consist primarily of user charges for goods and services.

Ordinance: A formal legislative enactment by the City Council.

Paying Agent: An entity responsible for paying of bond principal and interest on behalf of the City.

Principal: The face value of a bond, payable on stated dates of maturity.

Property Taxes: See Ad Valorem Taxes.

Proprietary Fund: Also referred to as an Enterprise Fund. A governmental accounting fund in which the services provided, such as water and sewer service, are financed and operated similarly to those in a private business. The intent is that the costs of providing these services be recovered through user charges (e.g. water/sewer bills).

Refunding: The issuance of new debt whose proceeds are used to repay previously issued debt. The proceeds may be used immediately for this purpose (a current refunding), or they may be placed with an escrow agent and invested until they are used to pay principal and interest on the old debt at a future time (an advanced refunding).

Reimbursements: Interfund transactions that constitute reimbursements to a fund for expenditures or expenses initially made from it, but that properly apply to another fund.

Resolution: A special or temporary order of the City Council. Requires less formality than an ordinance.

Retained Earnings: An equity account reflecting the accumulated earning of a proprietary fund.

Revenue Bonds: Bonds whose principal and interest are payable exclusively from earnings of a proprietary fund.

R U OK? Outreach program operated by the Police Department & CHIPS volunteers that consists of periodic phone calls to participating senior citizens as part of a welfare check.

Special Revenue Fund: Accounts for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes.

Taxable Value: The assessed value of property less any exemptions available on that specific property. The tax rate is applied to the taxable value to arrive at a tax levy.

Tax Base: The total taxable value of all real and personal property in the City as of January 1st of each year, as certified by the Tax Appraisal District, less any exemptions.

Taxes: Compulsory charges levied by a government to finance services performed for the common benefit.

Tax Levy: The resultant product when the tax rate per one hundred dollars is multiplied by the tax base.

Tax Rate: The amount of tax levied for each $100 of taxable value.

Tax Roll: The official list showing the amount of taxes levied against each taxpayer or property.

TML: The Texas Municipal League is a voluntary coalition of Texas municipalities created for the purpose of furthering and enhancing causes of mutual interest to Texas cities. The League offers educational and training opportunities, legislative activities and legal advisement to its members. Additionally, the League has intergovernmental risk pools that offer insurance coverage on an elective basis.

TMRS: The Texas Municipal Retirement System provides retirement plans to its member cities. Each city selects its own plan and its contributions are computed on each individual city’s plan and actuarial information. The City of Belton currently offers its employees a retirement plan with 2:1 matching, 5 year vesting and retirement eligibility at age 60 with 10 years of service and at any age with 20 years of service.

Unencumbered Balance: The amount of an appropriation that is not expended or encumbered. It is essentially the amount of money still available for future purchases.

User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service (e.g. water and sewer fees).

Voter-Approval Tax Rate: The rate that raises 3.5% more in revenue for M&O plus the debt service rate.

ACRONYMS

ACFR Annual Comprehensive Financial Report

AR Annual Report (audit)

ARPA American Rescue Plan Act

BACFS Belton Area Citizens for Seniors

BCWCID Bell County Water Control and Improvement District

BEDC Belton Economic Development Corporation

BISD Belton Independent School District

BRA Brazos River Authority

BS&W Baylor Scott and White

CHIPS Citizens Helping in Police Service

CIP Capital Improvements Program

CO Certificates of Obligation

CPA Certified Public Accountant

CTCOG Central Texas Council of Governments

CTWSC Central Texas Water Supply Corporation

DBBA Downtown Belton Business Alliance

DRWSC Dog Ridge Water Supply Corporation

EMS Emergency Medical Services

ETJ Extra-Territorial Jurisdiction

FB Fund Balance

FD Fire Department

FICA Federal Insurance Contribution Act (commonly referred to as Social Security)

FTA Failure to Appear

FTE Full-Time Equivalent

FY Fiscal Year

GAAP Generally Accepted Accounting Procedures

GASB Governmental Accounting Standards Board

GF General Fund

GFOA Government Finance Officers Association

GFOAT Government Finance Officers Association of Texas

GIS Geographic Information System

HOTDA Heart of Texas Defense Alliance

HVAC Heating, ventilation, and air conditioning

IT Information Technology

KTMPO Killen-Temple Metropolitan Planning Organization

LEOSE Law Enforcement Officer Standards and Education

M&O Maintenance and Operation

O&M Operations and Maintenance

P&R Parks and Recreation

PD Police Department

PH Public Hearing

PPFC Public Property Finance Corporation

PW Public Works

ROW Right of way

TBD To Be Determined

TBWWTP Temple-Belton Wastewater Treatment Plant

TCEQ Texas Commission on Environmental Quality

TDFA Texas Dormitory Finance Authority

TDHCA Texas Department of Housing & Community Affairs

TIRZ Tax Increment Reinvestment Zone

TML Texas Municipal League

TMRS Texas Municipal Retirement System

TP&W Texas Parks & Wildlife

TxDOT Texas Department of Transportation

UMHB University of Mary Hardin-Baylor

USACE United States Army Core of Engineers

WS Water and Sewer

YAC Youth Advisory Commission

Restoration Coming in FY 2024