This budget will raise more revenue from property taxes than last year's budget by an amount of $1,217,589, which is a 9.91 percent increase from last year's budget. The property tax revenueto be raised from new property added to the tax roll this year is $443,526.
The membersof the governing body voted on the budget as follows:
For: David K. Leigh, Mayor Dave Covington
John R. Holmes, Sr.,Mayor Pro Tem Daniel Bucher
Craig Pearson Stephanie O’Banion Luke Potts
Against:
Absent:
PropertyTax Rate Comparison
Total debt obligation for City of Belton, Texas secured byproperty taxes: $8,969,426
CITY OF BELTON, TEXAS ANNUAL BUDGET
FISCAL YEAR 2026
OCTOBER 1, 2025 – SEPTEMBER 30, 2026
ADOPTED ON SEPTEMBER 9, 2025
THE MAYOR AND CITY COUNCIL
DavidK.Leigh
JohnR.HolmesSr.
DaveCovington
CraigPearson
DanielBucher
LukePotts
StephanieO’Banion
SamA.Listi
CityManager
Mayor
MayorProTem
Councilmember
Councilmember
Councilmember
Councilmember
Councilmember
This budget will raise more total property taxes than last year’s budget by $1,217,589 or 9.91%, and of that amount $443,526 is tax revenue to be raised from new property added to the tax roll this year.
CITY OF BELTON, TEXAS FY 2026 ANNUAL BUDGET
PREPARED BY
William Michael Rodgers, CPA
Amanda Cox Director of Finance Assistant Director of Finance
Christina Sparks Senior Accountant
Sam A. Listi
Matthew Bates
CITY OFFICIALS
City Manager
Assistant City Manager
John Messer City Attorney
Amy Casey City Clerk
Larry Berg Police Chief
Jonathon Fontenot Fire Chief
Michael Rodgers
Amanda Hairston
Robert Van Til
Megan Odiorne
Chris Brown
Scott Hodde
James Grant
Paul Romer
Cynthia Hernandez
Director of Finance
Director of Library
Director of Planning
Director of Human Resources
Director of Information Technology
Director of Public Works
Director of Parks & Recreation
Director of Communications
Executive Director of Economic Development
Visit us @ www.beltontexas.gov
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, 2024. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
Introduction to the Budget Document
This budget is intended to give the reader a comprehensive overview of funding for the City’s day-to-day operations,scheduledcapitalimprovementexpenditures,andprincipalandinterestpaymentsfortheCity’s outstanding long-term debt. The first three sections, the Budget Overview, Strategic Goals, and Budget Summaries, provide an overview of the City’s strategic planning efforts and how this budget is developed to provide high quality services. Operating expenditures are provided for each department to give the reader aclearidea of howresourcesareallocatedacrosstheCity’svariousprograms. Thefollowingicons have been created to graphically depict the City Council’s six strategic pillars consistently throughout the document and to clearly demonstrate how the budget is founded upon those goals.
Budget Overview and Summary Information
Budget Overview
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 budget process, fund structure, organization chart, and employee count history.
Strategic Goals
The City Council has identified six strategic pillars based upon the long-range vision for the City of Belton. Thesestrategicpillarsandassociatedgoalsserveasthefoundationforallbudgetdecisions. Departmental goals and initiatives are linked to these organization-wide, strategic goals and initiatives.
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
ThissectiondescribesandanalyzestheGeneralFundusingacombinationofnarrative,tables,andgraphs 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 andinitiatives that will be accomplishedduring the fiscalyear with theirrelationship to the overallcity 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
TheoperatingbudgetsfortheotherfundsofthecityarepresentedinamannersimilartotheGeneralFund. 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.
Strategic Plan 2026 - 2030
This section presents the City of Belton Strategic Plan. The strategic plan provides insight into the future needs and goals of the City of Belton and how those needs and goals can be met. As part of the strategic plan, City Council identified six Pillars of Emphasis to guide the strategic planning process. Each pillar is graphically depicted within the budget to show how each pillar is addressed in the budget.
Capital ImprovementsProgram 2026 - 2030
This section presents the city’s plan for development for Fiscal Years 2026 - 2030. Components of this section include:
An overview of the Capital Improvements Program;
A narrative summary of projects;
Afive-yearplandetailingexpectedprojectexpenditures,potentialsourcesoffunding,andpossible 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, initiatives, 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
Thissectioncontainssupportinginformation,suchasachartofaccounts,aglossary,alistingofacronyms, and ordinances relating to the adoption of this budget and the property tax rate.
CityofBelton
Founded 1850
September 9, 2025
TO THE HONORABLE MAYOR, CITY COUNCIL, AND CITIZENS OF BELTON:
We are pleased to present the FY 2026 Annual Budget for the fiscal year that begins on October1,2025. Thisdocumentrepresentsthecity’sfinancialplanandoperationsguide forthenextfiscalyear. Itidentifiesissuesconfrontingthecommunityandprovidesaplan for serving our constituents. A discussion about the city’s vision and long-term strategic plan is also included. It takes a combined effort by City Council, management, and staff to allocate and deploy the city’s resources to meet the established goals while also maintaining sound financial policies. We will work diligently to administer this budget in a manner that provides exceptional service to the residents of Belton. This message discusses the major issues, initiatives, and assumptions addressed in the budget.
FY 2026 BUDGET OVERVIEW
The FY 2026 Annual Budget includes total resources of $52,873,690 and expenditures of $47,915,770, including transfers and planned use of fund balance. For perspective, the originally adopted budget for FY 2025 contained resources of $50,903,660 and expenditures of $48,666,980.
The budget forFY 2026 is intendedtobe lean without significant changes from FY2025. Consequently,thenumberoffull-time-equivalentpositionsdeclinesbyone. Noutilityrate changes are included. Whileresourcesfrom propertyandsales taxes continue to rise,a fifteen percent jump in health insurance premiums and limited pay increases for employees elevate personnel costs. The appropriation for debt service increases after issuing bonds in 2025 for utility projects, a fire engine, and a facility acquisition. In FY 2026, theCityofBelton will investheavilyin its information technology infrastructurewith data center and software upgrades. Having funded several items during 2025, various transfers for capital projects and equipment willdecrease in FY 2026.
The proposed budget that was presented to City Council in July was based upon a property tax rate of $0.5306 per $100 of taxable value, a slight increase over last year’s adopted rate of $0.5225. Property valuations and property tax rates have been in the spotlight throughout the State of Texas recently. Knowing this, the City Council voted to leavethepropertytaxrateunchangedat$0.5225per$100oftaxablevalue. TheGeneral Fund will use accumulated reserves in FY 2026 to continue providing quality services to constituents.
As the proposed budget was being developed, various departments submitted over $500,000 of supplemental budget requests. These requests included personnel additions, equipment, and facility renovations. Some of these items were funded with moneythatwaspreviouslysetasideforcapitalprojectswhileotherswereeliminatedfrom the proposed budget entirely as a cost-reduction measure. However, many of those needs will need to be addressed in future years.
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.
CoreBudget Principles
CORE PRINCIPLE: STRATEGIC PLAN IMPLEMENTATION
TheStrategicPlanistheCityofBelton’sprimaryplanningdocument. Itoutlinesthevision and goals for the long term. There are six strategic pillars: connectivity, economic/business development, quality of life, infrastructure and public facilities, engagement,andpublicsafety. The StrategicPlan focuseson the City ofBelton’svision 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 measuressuccess and progress by tying both accomplishments for the prior year and goals for the upcoming year to the Strategic Plan goals and initiatives.
CORE PRINCIPLE: BALANCED BUDGET
The FY 2026 budget enhances the city’s operating levels to meet the demands that are created by a growing population. Investment in infrastructure remains a priority. A balanced approach of focusing on improving levels of service, while remaining fiscally conservative, served as the basis for this budget. The issues impacting achievement of this goal include:
Assessing staff workload, personnel, and compensation
Recognizing available funding limitations
Seeking supplementalfunding through grants.
In addition to strategic long-range planning, the day-to-day government operations must continue. These tasks include maintaining city streets, repairing utility lines, delivering police and fire services, maintaining park spaces, and providing library and development services. These operational duties must be performed within the constraints of limited resources. The city has adopted financial and budget policies that reinforce the principle that we must live within our means.
Property value growth has slowed from the double-digit increases of the past few years. Salestaxrevenuegrowthhasalsoeased. Yieldsoninvestments,however,remainstrong atapproximatelyfourpercent. ThesegrowingrevenuesinFY2026providetheresources to fund Strategic Plan priorities.
The city also seeks grant opportunities whenever possible to fund major capital projects. Grantfundingallowsthescopeofprojectstoextendbeyondthatwhichmaybeachievable by the city alone. Efficiencies are gained when the work and cost can be shared among
agencies. Examples include Federal Highway Administration grants for sidewalks along East6th Avenue,FederalCommunityProjectFundgrantstoreplaceandrelocatetheEast Central Avenue/Spring Street bridge, and Texas Parks & Wildlife grants to construct Standpipe Park.
The city implemented a capital equipment replacement plan to provide for the replacementof vehiclesandequipmentbaseduponmileage,age, ormaintenancecosts. Money issetaside each yearto ensure sufficient funding exists when theassets need to be replaced in the future.
CORE PRINCIPLE: COMMUNITY INVESTMENT
A strong, thriving community requires continual investment in its people, facilities, and infrastructuretodeliveranexceptionalqualityoflife. AsanimportantgoalintheStrategic Plan, the City of Belton implemented a street maintenance plan with the desire to sustainably fund it. The plan will elevate the quality of streets and create long-term savingsthroughthesystematicuseofpreventivemaintenance. Thecostofmaintenance and other corrective actions each year are analyzed and included in the annual budget. Street maintenance funding tops $1,100,000 in FY 2026.
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 includesananalysis of the timing ofexpendituresand the various sources of funding that may be available. The impact upon future operating budgets is also considered.
To be a “quality of life” city, a municipality must provide ample opportunities for residents and visitors to retreat from the rigors of daily life by exploring the outdoors. The City of Beltonaddressed thisby creatingaParks and Recreation StrategicMasterPlantoguide thedevelopmentofparksandrecreationamenitieswithinthecity. Theparksmasterplan will be updated in FY 2026. The result of this update will be a park system that is harmonious with its surroundings and available to all.
GENERAL FUND
The GeneralFund isthechiefoperatingfundof thegovernment. Itisusedtoaccountfor all current financial resources not required by law or administrative action to be reported inotherdesignatedfunds. Theprimarygovernmentalfunctionsoccurring withinthisfund are public safety, parks, library, streets, and general administrative operations.
GENERAL FUNDRESERVE LEVEL
The city has adopted a policy of maintaining a reserve level of at least 30% of budgeted expenditures for the General Fund, Water & Sewer Fund, and the Drainage Fund. This policy ensures that funds will be available in the event of emergencies, financial recessions,andotherunforeseencircumstances. BelowisachartoftheGeneralFund’s
unassignedspendablebalancesforthepasttwoyears,anestimatedbalanceforthefiscal year ending September 30, 2025, and the projected balance for the fiscal year ending September 30, 2026. We expect the GeneralFund to remain in compliance for FY 2026 with an accumulated reserve level of 32% of budgeted expenditures.
$10,000,000
$9,500,000
$9,000,000
$8,500,000
$8,000,000
GENERAL FUNDREVENUES
General Fund revenues total $25,412,250 in FY 2026, increasing $1,030,040 or 4.2% over 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-nine percent of General Fund revenues are derived from property taxes. The Bell County Tax Appraisal District reports that the taxable value of property locatedwithin the CityofBeltonhasincreased bynine percent to$2,583,535,000. Current property tax revenue of $9,820,750 is budgeted. The tax rate that will generate that amount is $0.5225 per $100 of taxable valuation, the same rate as the prior year.
The tax rate is comprised of two components - the debt service portion that is dedicatedtothepaymentofprincipal,interest,andfeesongeneralobligationdebt, and the maintenance and operation (M&O) portion which is utilized inthe General Fundforgeneralgovernmentalpurposes. TheratesfordebtserviceandM&Oare $0.0607 and $0.4618, respectively.
Sales Tax
Sales taxes make up 27% of all General Fund revenues. The FY 2026 Annual Budget anticipates sales tax revenue to grow by four percent to $6,810,390. The gain can be attributed to the ongoing expansion of the area economy as more consumers find Belton a great place to shop.
Other Revenues
Refuse collection and contract fees increase by 9% over 2025 due to a rising customer count. Court fines and fees may rise by 11% as more citations are written. Interest income and public safety reimbursements are expected to fall by 10% and 13%, respectively.
GENERAL FUNDEXPENDITURES
General Fund expenditures in the FY 2026 Annual Budget total $25,563,050, increasing $649,160 overthe FY2025adoptedbudget. Encompassing60%ofthebudget,charges withinthepersonnelcategoryriseby$570,350tocoverthecostofrisinghealthinsurance premiums and annual merit increases for employees. Comprising 24% of expenditures, the increase in appropriations for services is primarily due to higher costs for refuse collection and information technology services. The maintenance category includes $1,102,500 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. Transfers for future vehicle and equipment replacement decline in FY 2026.
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 $1,552,560. Expenditure appropriations for FY 2026 total $1,508,740, increasing by three percent aftertheissuanceofbondsduring2025. Paymentsontax-supporteddebtcomprisethree percent of all appropriations included in the FY 2026 Annual Budget.
WATER & SEWER FUND
TheWaterandSewerFundaccountsforallactivitiesrelatedtotheprovisionofwaterand 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.
TotalrevenuesoftheWaterandSewerFundareexpectedto increase bytwopercenton a budget-to-budget basis to $14,745,480. Compared to the FY 2025 estimate however, utility revenue increases by only $190,140, or 1.3%, with no rate increases planned for water and sewer services. Instead, the increase in revenue is derived from higher consumption and a growing customer base.
The FY2026AnnualBudgetanticipatesthatWaterand Sewer Fundexpenseswillfallby $180,480 to $14,374,940. Personnel costs decline by $12,380 with the reclassification ofoneSeniorAccountantposition. Transferstothevariouscapitalprojectfundsdecrease by$226,260aftercash-fundingseveralprojectsduringFY2025. Partiallyoffsettingthese savings, debt service expense grows by $145,860 due to the issuance of bonds for the wastewater treatment plant expansion and other utility projects.
WATER & SEWER FUND RESERVE LEVEL
BelowisachartoftheWater&SewerFund’sunrestrictednetassetbalancesforthepast two years, an estimated balance for the fiscal year ending September 30, 2025, and the projected balance for the fiscal year ending September 30, 2026. Reserve levels may increaseattheendofFY2025due tounanticipatedsavingsfromadelayin the issuance of bonds. Though not included in the FY 2026 Annual Budget, these savings may be
used for future capital projects. With reserves totaling 50.4% of expenses, the Water & Sewer Fund will remain compliant with the fund balance policy at the end of FY 2026.
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
DRAINAGE FUND
The mission of this fund is to maintain a stormwater management system that efficiently conveys storm water in a safe manner and prevents flooding. The Drainage Fund is consideredautilityofthecity. Resourcesareusedtofunddrainage-relatedexpenditures including the Nolan Creek flood warning system and public education efforts.
The revenue for the Drainage Fund is generated by thecity’s drainage fee. Theadopted drainagefeeremainsunchangedat$5.00permonthforsinglefamilydwellings. Drainage fee revenues are expected to grow by five percent to $682,600 in FY 2026, while budgetedexpenses total $620,910. The Drainage Fund remains compliant with thefund balance policy with a projected reserve balance of 57.0% of budgeted expenses.
HOTEL OCCUPANCY TAX FUND
The Hotel Occupancy 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. ForFY2026,revenueintheHotelOccupancyTaxFundisprojectedtogrowby 14% to $596,540 asnumerous special events draw visitors into thecity. Expenditures in FY 2026 total$523,630.
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 ZoneNo.1.Theserevenuesmayonlybeexpendedonprojectswithinthezonethathave been approved by boththe TIRZBoardand the City Council. TheCity of Belton and Bell CountyparticipateintheTIRZ. In2022,theboundaryofthezonewasexpandedby1,168 acres to a totalof 4,384 acres. The TIRZ will expire in 2042.
TIRZFundrevenuecontinuestogrowrapidlyascapturedpropertyvalueswithinthezone swell. Total revenues that are reflected in the FY 2026 Annual Budget increase by thirteen percent from $3,496,920 to $3,959,720. At $2,064,980, expenditures will decrease with less funding transferred for future capital projects.
INFORMATION TECHNOLOGY FUND
The Information Technology Fund is an internal service fund that is 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 2026 revenues total $1,538,110 while expenditures equal $1,526,140 to replace data center servers, phones, and several computers.
BUILDING MAINTENANCE FUND
TheBuildingMaintenanceFundisanotherinternalservicefundthataccountsforallcosts ofprovidingbuildingmaintenancethroughouttheorganization. Chargestootherdivisions total $412,270, while expenditures total $485,130. This fund will draw down reserves in FY 2026 by $72,860.
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.
RevenuesintheFY2026 AnnualBudgetareessentiallyflat at$3,750,500. Although the corporation’s primary source of income, sales tax revenue, is expected to increase by fourpercentoverFY2025,adecreaseinmiscellaneousincomeoffsetsthegain. Totaling
$1,248,250,expendituresinFY2026include$150,000forentryfeatureswithintheBelton Business Park and $300,000 for infrastructure projects.
CONCLUSION
Conservative management has placed the City of Belton in a soundfinancial position. A growing property tax base provides resources to cover the increasing demand for city services,andsalestaxrevenuecontinuestorise. Nonetheless,thecitywillbechallenged with increasing costs in most areas from personnel to capital projects.
The FY 2026 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 tomeet the dual goal of preserving community character, while prudently planning forfuture growth.
The leadership of the City Council, as well as its time and attention during the development of the FY 2026 budget, is greatly appreciated. Gratitude is also extended to Department Heads and staff members for their work and dedication to serving the community.
Sam A. Listi
Michael Rodgers, CPA City Manager Director of Finance
Created by Resolution No. 030591-1 Three-Year Terms
Name Term Expiration
Brandon Bozon, President
November 30, 2025
Marion Grayson November 30, 2025
John R. Holmes, Sr. November 27, 2027
Tyson McLaughlin November 30, 2026
Stevie Spradley November 30, 2026
Central Texas Housing Consortium Board Two-Year Terms
Name Term Expiration
Marvin Bell January 24, 2026
Malinda Golden January 27, 2027
Ethics Commission
One-Year Terms
Created by Ordinance No. 2005-47
Name Term Expiration
Dr. Jude Austin II
John Glanzman
Amanda Lufburrow
Brooke Morrow
Nicholas Rabroker
Mike Ratliff
May 27, 2026
May 27, 2026
May 27, 2026
May 27, 2026
May 27, 2026
May 27, 2026
Cathy Fox May 27, 2026
Amy Casey, Secy Virtue of position
Historic Preservation Commission
Two-Year Terms
Created by Ordinance No. 2012-18
Name Term Expiration
T.C. Lipe
Ann West
Eric Urben
Barrett Covington
Ashley Potts
September 10, 2026
September 10, 2026
September 10, 2026
September 8, 2027
September 8, 2027
Tina Moore Virtue of position
Building and Standards Commission
(Replacing Housing Board of Adjustments & Appeals)
Two-Year Terms
Created by Ordinance No. 2020-42
Name Term Expiration
Brian Johnson
Eric Haugeberg
November 10, 2026
December 13, 2026
Ralph Masters January 12, 2027
Priscilla Linnemann November 10, 2026
Samantha Crumbaugh
November 10, 2026
Elizabeth Scamardo (Alternate) November 10, 2026
Clinton Bailey (Alternate) November 10, 2026
Library Board of Directors
Three-Year Terms
Created by Ordinance February 28, 1933
Name Term Expiration
Melinda Lanham
Roxanne Sanders
Kerri H. Pridemore
Meg Wagner
August 13, 2028
November 30, 2026
November 26, 2027
November 26, 2027
Ann Locklin November 30, 2028
Chad Green August 13, 2028
Janice Pustka November 30, 2025
Municipal Judge & Associate Judge
Name Term Expiration
Steve Lee, Judge
Jasmine Rios-Harding, Associate Judge
Parks Board
Two-Year Terms
Created by Ordinance No. 51083-3
May 13, 2027
May 13, 2027
Name Term Expiration
Ted Smith
Josh Pearson, Chair
Oscar Bersoza
Diane Ring
Jason Wolfe
Kayla Potts
June 20, 2027
June 20, 2026
June 20, 2026
June 20, 2027
June 20, 2027
January 28, 2027
Jim Deeken January 28, 2027
Planning and Zoning Commission
Two-Year Terms
Created by Ordinance No. 52885-1
Name Term Expiration
Ty Taggart
Quinton Locklin
Brandon Skaggs
Damon Gottschalk
Brett Baggerly
Alton McCallum
Dominica Garza
Justin Ruiz
Lisa Kamprath
May 28, 2026
June 13, 2027
May 28, 2026
May 28, 2026
June 24, 2027
May 28, 2026
June 13, 2027
June 13, 2027
May 28, 2026
Police and Fire Civil Service Commission
Three-Year Terms
Created by Ordinance No. 96-27
Name Term Expiration
Larry Thompson
Jimmy Rowton
September 24, 2026
September 24, 2028
Jerry Samu September 24, 2027
Public Property Finance Corporation Board of Directors
Six-Year Terms
Created by Ordinance No. 51987-1
Name Term Expiration
Vacant August 12, 2029
Stephanie O’Banion
Daniel Bucher
August 12, 2029
August 12, 2029
Tax Increment Reinvestment Zone Board
Two-Year Terms
Created by Ordinance No. 2004-64
Name Term Expiration
David Blackburn, Chair
Barbara Bozon, Vice Chair
Stephanie O'Banion
Craig Pearson
Russell Schneider
Sam Listi, City Manager, Ex Officio
January 13, 2027
January 13, 2027
January 13, 2027
January 13, 2027
January 13, 2027
Virtue of position
David K. Leigh, Councilmember, Ex Officio Virtue of position
Amy Casey, City Clerk, Ex Officio
Virtue of position
Youth Advisory Commisssion
One-Year Terms
Created by Ordinance No. 2007-20
Name Term Expiration
Anahitaa Malhorta (Chair) September 9, 2026
Jada Gage September 9, 2026
Alexandra Bui September 9, 2026
Jasmine Vuong September 9, 2026
Shreya Muni September 9, 2026
Matthew Bates September 9, 2026
London Preston September 9, 2026
Malachi Santana September 9, 2026
Claire Gouveia September 9, 2026
Zoning Board of Adjustments
Two-Year Terms
Created by City Council April 1971
Name Term Expiration
Mat Naegele
June 25, 2026
Amanda Hendrick August 22, 2027
Judy Owens August 26, 2027
Nelson Hutchinson June 25, 2026
Garrett Smith August 22, 2027
Martina Martinez (Alternate) August 26, 2027
Ben Burnett (Alternate) September 12, 2027
THE BUDGET PROCESS
The City Charter establishes the fiscal year, which begins October 1 and ends September 30.Each February, Department Heads receive budget request packets from the Finance Department. These packets contain information about the department, including historical expenditure amounts, current expenditure and budget amounts, and estimated expenditure amounts for the upcoming budget year.
While the departments are preparing their budget requests, the Finance Department calculates personnel costs, debt service requirements, and revenue projections for the new year. This data combined with the department requests form a preliminary or "first draft" budget.
After receiving the first-draft budget from Finance, the City Manager conducts a series of meetings with the individual Department Heads to discuss their budget requests. Held in March, these meetings help the City Manager formulate his priorities and work agenda.
A series of City Council budget workshops are held, usually in May and June. These workshops are open to the public. 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 various departments, and Finance. It is through these workshops, as well as discussions with city staff, that the Council forms its priorities and work program for the proposed budget.
With guidance from the Council, the City Manager then formulates a proposed budget that is submitted to Council in July. State law and the City Charter require that a public hearing on the proposed budget be held before the Council votes on its adoption. A notice of the public hearing is published in the local newspaper, and the hearing is held during a regular City Council meeting. This hearing provides an opportunity for citizens to express their ideas and opinions about the budget to their elected officials.
After the public hearing, the City Council votes on the adoption of the budget. If the budget is not accepted and formally approved by the City Council before September 28, the budget submitted by the City Manager is deemed to have been finally adopted by the Council until such time as the Council adopts a budget.
After adoption of the budget, the City Manager may approve transfers of any unencumbered budget amount or portion thereof between general classifications of expenditures within a division or department. At the request of the City Manager and within the last three months of the fiscal year, the Council may by resolution transfer any unencumbered appropriation or portion thereof from one division or department to another. The city budget may be amended and appropriations altered in accordance therewith in cases of public necessity after conducting a public hearing called for such purpose.
Budget Calendar - Flow Chart
The following chart summarizes the budget process and the various steps leading to the adoption of the Fiscal Year 2026 Budget. JanFebMarAprMayJunJulAugSepOctNovDec
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)
CITY OF BELTON Budget & Tax Calendar
FY 2026
2025 Dates Event Requirement/Action
February 1 to February 28
March 3
Budget preparation
Budget requests due
March 4 BEDC Board meeting
March 10 to March 31 Department meetings
April 1
April 22
May 6
BEDC Board meeting
Regular Council meeting
BEDC Board meeting
May 8 TIRZ Board meeting
May 27 Regular Council meeting
June 10 Regular Council meeting
June 24 Regular Council meeting
July 8
Regular Council meeting
July 21 Certified tax roll
August 8 Newspaper notice
August 12 Regular Council meeting
Departments prepare budget requests
Detailed line‐item requests are returned to Finance
BEDC budget kickoff
Departments meet with City Manager and Finance to discuss budget requests
BEDC budget workshop
Workshop to discuss Strategic Plan and long‐term goals for the City of Belton
BEDC approves its FY 2026 budget
TIRZ approves its FY 2026 budget
General Fund and Debt Service Fund
Water and Sewer Fund and Drainage Fund
General Fund and Debt Service Fund update if needed
Hotel Occupancy Fund, TIRZ, Information Technology Fund, Building Maintenance Fund, and BEDC
Discuss 2026 – 2030 Capital Improvements Program
Present the FY 2026 Proposed Annual Budget to City Council (Must be filed with Clerk at least 30 days before budget adoption)
Post proposed budget on City website
Call for public hearing on budget
BCAD delivers certified ad valorem tax values
Publish notice of public hearing on budget (10 – 30 days before hearing)
Budget updates if needed
Present the Strategic Plan
Present fee schedule
Propose an ad valorem tax rate for tax year 2025/fiscal year 2026
Call for public hearing on tax rate, if it exceeds no‐new‐revenue tax rate
Call for public hearing on Strategic Plan
Post proposed tax rates on website
August 26 Regular Council meeting
August 27 Newspaper notice
September 9 Regular Council meeting
Public hearing on budget (at least 15 days after filing with City Clerk)
Public hearing on Strategic Plan
Public hearing on fee schedule
Publish in newspaper and on City website the notice of public hearing on tax rate (if exceeds no‐new‐revenue tax rate, must be at least 5 days before hearing)
Continuous website notice of PH on tax rate (at least 7 days before hearing)
Public hearing on tax rate
Ratify tax revenue increase in budget, if necessary
Adopt fee schedule
Adopt Strategic Plan
Adopt FY 2026 Annual Budget
Adopt ad valorem tax rate (no more than 60 days after receipt of certified tax roll)
*The budget and tax rate must be adopted no later than 78 days before the uniform election date (August 18, 2025) if the City plans to adopt a tax rate that exceeds the greater of the voter‐approval rate or the de minimis rate. If a rate lower than the voter‐approval rate is proposed on August 12, 2025, adoption of the budget and tax rate can occur in September.
The General Fund and the Water & Sewer Fund are considered major funds as each comprises more than 10% of the revenues or expenditures of the total appropriated budget.
Capital project funds are excluded from the annual budget process because appropriations are project based.
Government Functions, Funds, and Divisions
CITY OF BELTON PERSONNEL SUMMARY FISCAL YEAR 2026
Note: Positions are shown as full-time equivalent (FTE)
Budgeted Personnel Positions by Division (Full-time Equivalents)
City Positions (FTE)
Notes: Seasonal employees are hired during the summer as recreation staff. There count is not reflected
Strategic Goals and Strategies
During its strategic planning session, the City Council identified six pillars upon which long-term goals and initiatives should be based. The strategic pillars and goals reflect the vision of the City of Belton. They serve as the foundation for the development of the annual budget. The departmental goals and initiatives demonstratethestepsthatwillbetakenduringtheyeartoaccomplishtheorganization-widestrategicgoals. The complete City of Belton Strategic Plan is included in a separate section of this document,
The six strategic pillars and associated goals are summarized below.
Connectivity
Create mitigation strategies for IH-35/IH-14 widening project
Coordinate transportation projects with FHA,TXDOT, Bell County
Complete local street projects
Enhance the park/trail system
Explore new connectivity solutions
Economic / Business Development
Enhance collaborative partnerships between the City and BEDC
Create a utilities/infrastructure strategy to lead future land development
Established a focused downtown strategy
Explore multi-tenant public and private development
Prepare an update of business recruitment/retention objectives and tourism goals
Enhance community partnerships in employment efforts
Quality of Life
Enhance the quality of life through planning, park development, and recreation programming, preservation and partnerships
Infrastructure / Public Facilities
Address infrastructure and public facility needs through analysis and multi-year funding strategies
Engagement
Communicate proactively with citizens
Enhance community engagement in events and activities
Monitor and improve the development review process
Public Safety
Establish the Belton Public Safety Center
Determine the future Fire Department building facilities plan
Address ongoing emergency preparedness
Total Adopted Budget
Cityof Belton, Texas
Fiscal Year 2026 Annual Budget
All Funds Summary
Revenue Funds
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.
The General Fund and Water & Sewer Fund are consider major funds.
Funds
1,963,000
473,820
Cityof Belton, Texas
Consolidated Statement of Fund Balance
Budget Year 2026
Projected Fund Balance
1 Excludes use of prior years' fund balance
Reason for significant changes in fund balance, if any:
General Fund - The decreases in FY 2025 and FY2026 reflect a planned drawdown of reserves.
Debt Service Fund - The increase in reserves is due to transfers from the General Fund for future debt payments.
Hotel Occupancy Tax Fund -Changes reflect revenue growth and relatively lowlevel of spending.
TIRZ Fund - Changes reflect revenue growth and capital spending.
Water & Sewer Fund - The increase in FY2025 will be used for future capital project funding.
Drainage Fund - The increase in FY2026 will be used in future year capital project funding.
Information Technology Fund - The decrease in FY2025 is due to capital purchases.
Building Maintenance Fund - The decrease in FY2026 is due to a planned drawdown of reserves.
BEDC Fund - FY2025 reflects land acquisitions. FY2026 reflects the low level of spending compared to revenues.
Cityof Belton, Texas Consolidated Schedules of Resources and Expenditures
Fiscal Years 2023 - 2026 All Budgeted Funds1
1 Capital projects funds are excluded from presentation because they are not part of the annual appropriation process. Appropriations for capital projects are made on a project basis and carry over until the project is completed.
Cityof Belton, Texas
Consolidated Schedules of Resources and Expenditures
General Fund
Fiscal Years 2023 - 2026
Cityof Belton, Texas
Consolidated Schedules of Resources and Expenditures
Debt Service Fund
Fiscal Years 2023 - 2026
Cityof Belton, Texas
Consolidated Schedules of Resources and Expenditures
Hotel OccupancyTax Fund
Fiscal Years 2023 - 2026
Cityof Belton, Texas
Consolidated Schedules of Resources and Expenditures
TIRZ Fund
Fiscal Years 2023 - 2026
Cityof Belton, Texas
Consolidated Schedules of Resources and Expenditures
Water & Sewer Fund
Fiscal Years 2023 - 2026
Cityof Belton, Texas
Consolidated Schedules of Resources and Expenditures
Drainage Fund
Fiscal Years 2023 - 2026
Cityof Belton, Texas
Consolidated Schedules of Resources and Expenditures Information TechnologyFund Fiscal Years 2023 - 2026
Cityof Belton, Texas
Consolidated Schedules of Resources and Expenditures
Building Maintenance Fund
Fiscal Years 2023 - 2026
Cityof Belton, Texas
Consolidated Schedules of Resources and Expenditures
BEDC Fund
Fiscal Years 2023 - 2026
Overview
TheGeneralFundisthechiefoperatingfundofthegovernment. Itisusedtoaccountforall currentfinancialresourcesnotrequiredbylaworadministrativeactiontobeaccountedforin designatedfunds. Theprimarygovernmentalfunctionsoccurringwithinthisfundarepolice andfireprotection,parks,library,streets,andgeneraladministrativeoperations. Operations withinthe General Fund arelargely funded fromtaxes. Propertytaxescomprisethirty-nine percentofrevenues,whilesalestaxesgeneratetwenty-sevenpercent.Otherrevenuesinclude franchise taxes, fines, fees, and charges for services such as garbage collection. The organizationalstructureofthisfundcanbebrokenintospecificdivisionsofthegovernment thatarebaseduponthefunctionthateachserves. Relateddivisionsmayformadepartment withconsolidatedmanagement.
Overview
Debt Service Fund is used for payment of the City's long-term debt. Bond obligations have been used to purchase parkland, park improvements, street and sidewalk improvements, bridges, Police Department expansion, and traffic improvement projects. Below are just a few of the projects that have been funded in the past.
Overview
The hotel occupancy tax was established in 1959 and given authority to municipalities in the 1970's. This tax was instituted and restricted to promote tourism and the convention/hotel industry. Belton is thankful to have the Bell County Expo center that brings many visitors to Belton. The City plans many events for FY 26 including Christmas on the Chisholm Trail, 4th of July events, B4 festival and an Octoberfest event .
TheWater& Sewer Fundaccounts forthe City'swaterandsewer operations. Beingan enterprise fund, itis designedtobe financedand operatedinamannerlikeprivatebusinesses. Thecostforprovidingtheseservicestothepublicistoberecoveredprimarilythroughuser charges. Capital improvements are often funded through Capital Project Funds, which are not included in the annual operating budget. MaintenanceofutilityinfrastructureisprovidedbytheWater&SewerFund.
WATER & SEWER RATES
EFFECTIVE NOVEMBER 2025 BILLING
We will not appreciate water until the well runs dry -Benjamin Franklin
The Belton City Council approved a resolution Tuesday, August 13, 2024, that endorsed a four-year water and wastewater rate structure designed to help pay for significant upcoming infrastructure costs, address concerns about high sewer bills during the summer months, protect the most vulnerable water customers from escalating costs, and encourage water conservation. Due to the delay in upcoming infrastructure projects and bond issuances, it is recommended that rates for FY 2026 remain at FY 2025 levels.
New Ways to Pay Your Bill
The City has introduced several new ways to payyourutilitybill.Alongwithbankandcredit card drafts, customers can now receive and payutilitybillsthroughamobileapp(MyCivic Utilities) and text-to-pay. Customers can call 833-234-0898 to pay by telephone. To download the app Search for My Civic Utilities in the App Store or on Google Play or use one oftheQRcodestosignup.
PLANNING FOR FUTURE GROWTH
Delivering Excellence
Capital Improvement Projects are identified through the City of Belton's Strategic Capital Improvement Plan to ensure exceptional service for Belton residents. As the population increases,efficiently managing waterdeliverybecomescritical. Furthermore, expanding and maintaining water and sewer infrastructurewillremainakey focus to sustain service excellence.
Overthenextfiveyears,theCityofBeltonplansto spend more than $19 million on water and sewer projects to expand capacity and distribution. Several projects replace failing or undersized utility lines. Two bond issuances may occur over the five-year time frame. Significant projects include:
$12 MILLION
This project includes the installation of a second North-South water transmission line to increase water volume and capacity to the southernareasofthecommunity.
$4 MILLION
This project will upsize the existing sewer line to handle flows from Shanklin/BISD/Three CreeksthroughMitchellBranch.
This project replaces failing sewer lines underneath E. 6 AvenuefromMaintoComay. th WHEAT ROAD WATER LINE
$2 MILLION
Android AppleIOS
CITY OF BELTON
WATER RATES
BASE RATE STRUCTURE
Water base rates are charged by meter size, which is the industry standard. This recognizesthatlargermetersputagreater demand on the water system. The base rate includes 2,000 gallons for domestic consumption. Almost 90% of water customers have a 5/8-inch meter. For FY 2026,thebaseratefora5/8-inchmeterwill be $18 per month. The base rate for other meter sizes is shown in the following table. Allrateslistedinthefollowingtablesarefor CityofBeltonresidents.Thoseoutsideofthe citylimitswillpay1.25timesthecityrate.
VOLUMETRIC WATER RATE STRUCTURE
Thevolumetricrateischargedforeach1,000gallonsofwater consumed. There are four customer classes: residential, multi-family, commercial, and non-residential sprinkler. Residential and non-residential sprinkler customer classes have a tiered rate structure while multi-family and commercial customer classes will continue being charged flat rates. With the new tiered rate structure, customers who consume less water will pay a lower rate than those who consume more water which promotes conservation. For FY 2026, water rates will remain at FY 2025 rates. A comparison ofthewatervolumetricratesforFY2025andFY2026isshown inthetablesbelow.
RESIDENTIAL CUSTOMER CLASS
MULTI-FAMILY & COMMERCIAL CUSTOMER CLASS
NON-RESIDENTIAL SPRINKLER CUSTOMER CLASS
OUTSIDE CITY LIMITS SERVICES
City services are extended outside of the city limits in certain instances. These water and sewer services are billed at a rate of 125% the inside city limit rates. Customers with these services will have an account number beginning with 38, 39, 46, 49, or 56. The base rate for water begins at $22.50 and the sewer base rate is $22.43, volumetric rates are listed below.
SEWER ONLY CUSTOMERS
SomeresidentswithintheCitylimitsofBelton have water provided by another entity, Dog RidgeWaterSupplyor439WaterSupply,and sewer service provided by the City of Belton. These customers are billed for sewer based ontheirwaterconsumption.Thesecustomers will also be billed based on their winter averageconsumptionforwater.
439 WATER SUPPLY CUSTOMERS
Customersservicedby439WaterSupplyand connected to City of Belton sewer have an accountnumberbeginningwith41.Attheend of each month, water meter reads are provided to the City of Belton by 439 Water Supply. These reads are used to determine the amount of sewer billed. The winter average for water consumption will be used to determine the amount of sewer billed for thesecustomers.
DOG RIDGE WATER SUPPLY CUSTOMERS
Customers serviced by Dog Ridge Water SupplyandconnectedtoCityofBeltonsewer have an account number beginning with 56. On the 25th of each month, the City of Belton reads the waters meters for these accounts. These reads are used to determine the amount of sewer billed. The winter average for water consumption will be used to determine the amount of sewer billed for thesecustomers.
SEWER RATES
Forresidentialcustomers,winter-averagingwillbeinstitutedfor wastewater volumetric charges. Sewer charges will be based upon the average water consumption for the months of December, January, and February as consumption during thesemonthsbetterrepresentstheamountofwastewaterthat returns to the sewer treatment plant. The winter average then becomes the billed sewer volume for which sewer charges are applied throughout the year. New customers who have not establishedawinteraveragewillbechargedbasedupon6,000 gallons of usage until a winter average is determined. Multifamilyandcommercialclasswastewaterrateswillbebasedon water consumption. The non-residential sprinkler class will not paysewer,sincetheselinesareprimarilyforirrigation.
The Drainage Fund is responsible for maintainingtheCity'sdrainagesystemand protecting the water quality through stormwater maintenance. Belton has several bodies of water, and a landscape that has many elevation changes. This can be a potential problem if drainage is not a priority. The City is blessed to have an amazing staff that addresses these issues on a preventative basis to ensure great customerservicetoourcitizens.
StormwaterPollution
The Information Technology Departmentis responsible for the developing, securing andstoringof electronic dataandassistingintheuseofsoftwarethroughouttheentire Cityof Belton. 239 Equipment Maintained
BuildingMaintenanceFund
Overview
The Building Maintenance Departmentprovidescleanlinessandmaintenancetoall Cityfacilities. The Citycurrently haseightmainfacilities,manysmallbuildingsatpublicworksandparks,aswellastraillights. ommunityCenter
Central FireStation
53,827 SquareFeet
STRATEGICPLANNINGINBELTON,TEXAS 2000 -Present
The City Council began an in-depth strategic, long-range planning project in 2000. The objective of this project was to identify long-range problems, challenges, and opportunities for the City of Belton, and to develop and pursue appropriate strategies to address these issues. The development process included Councilmembers, City of Belton staff, and the public. The result was a Strategic Plan to provide the framework of annual budgets and guidance for departmental goals and objectives.Belton’s commitment to Strategic Planning remains a cornerstone of its legacy of conscientious planning for its future.
As a prelude to Belton’s budget process, a review and update of the Strategic Plan occurs each year. This may be a comprehensive review, which should occur at least once every five years, or an in-house update. A comprehensive review occurred in 2025for FY 2026-2030,with a complete plan refreshand changes in the focus of Goals. Beltoncontinuestohaveabrightfuturewiththisongoingcommitmentto strategic planning through the Council’s visionary leadership.
Strategic Plan Session May 30-31, 2025 with Facilitator Hilary Shine, SGR
City of Belton, Texas
Strategic Plan Background, Definitions and Process
FY 2026-2030
Vision and Mission
The Vision and Mission statements serve as a common framework for all citizens of the City of Belton and form the foundation for all activities within the city’s governmental structure. These statements serve as the common values of the community, which gives inspiration and directs the actions of all stakeholders, members of the council, and city staff.
Below are the Vision and Mission statements of the City of Belton, as well as the seven Goal Categories and Outcome Statements. These elements of the current Strategic Plan were discussed, and the City Council agreed that these Statements were appropriate, remain valid, and continue to articulate the direction to be pursued in the next several years.
Vision Statement
Belton is the Community of Choice in Central Texas, providing an Exceptional Quality of Life.
Mission Statement
Enhance Belton’s quality of life through visionary leadership that preserves its character while planning for its future.
Six Pillars of Emphasis
1.Connectivity
2. Economic/Business Development
3.Quality of Life
4.Infrastructure/Public Facilities
5.Engagement (Service Delivery Included)
6.Public Safety
Highlights of Initiatives in each Pillar include:
1.Connectivity
Youth Advisory Commission
Critical and underway street, trail and sidewalk projects – IH-35/IH-14; Loop 121; 6th Avenue; FM 93; TX 317; Central/Spring Street Bridge; Connell Street; Wheat Road Extension
2.Economic/Business Development
Imagine Belton Implementation; Utilities to BEDC properties; Updating Building Codes; Land-scaping/Murals/Sidewalks; Public/Private Facility opportunities; Business and Employee Recruitment/Retention due to IH-35/IH-14 construction
3.Quality of Life
Growth Management/FLUM; Parks Master Plan; Belton’s Historical Cultural Resources; Partnerships
4.Infrastructure/Public Facilities
Water/Wastewater Master Plan; TBWWTP Upgrade; Central Texas Water Alliance; Annual Street Maintenance Program; Water/Sewer CCN Boundary Analysis
5.Engagement
National Citizen Survey Recommendations; Citizen Education Process for Boards/ Volunteers; Continuing Provision of Exceptional Customer Service; Marketing Plan; Enhance Development Review Process
6.Public Safety
Miller Heights Assessment/Phased Occupancy; Fire Station Location Needs Assessment; Mental Health Needs Awareness; Cybersecurity; Community Safety; Emergency Conditions for FD, PD, PW
City of Belton, Texas
Strategic Plan
Recurring Prioritization Process
FY 2026-2030
This Plan is a living document that is driven by flexible long-term goals. Year 1 (FY 2026) Pillars include detailed Action Plans. Years 2-5 Action Plans (FY 2027-2030) are provided with best known information at this time, recognizing these longer term goals are a function of priority and funding.
Goal worksheets for each actionable goal are provided. The Action Plan worksheets include:
Pillar of Emphasis
Goal
Initiative
Coordinator and Assistance
Outcome Description
Performance Indicators
Challenges and Barriers
Partner Agencies
Timelines
Cost and Funding Sources
The City Council is committed to reviewing long-term goals regularly to ensure community focus and direction, carefully looking five years into the future, and beyond. This Strategic Plan reflects actionable Goals and is now linked to a regularly updated Five Year Capital Improvement Plan of Projects, to guide Strategic Plan Implementation.
Strategic Goals and Strategies
During its strategic planning session, the City Council identified six pillars upon which long-term goals and initiatives should be based. The strategic pillars and goals reflect the vision of the City of Belton. They serve as the foundation for the development of the annual budget. The departmental goals and initiatives demonstrate the steps that will be taken during the year to accomplish the organization-wide strategic goals. The complete City of Belton Strategic Plan is included in a separate section of this document,
The six strategic pillars and associated goals are summarized below.
Connectivity
Create mitigation strategies for IH-35/IH-14 widening project
Coordinate transportation projects with FHA, TXDOT, Bell County
Complete local street projects
Enhance the park/trail system
Explore new connectivity solutions
Economic / Business Development
Enhance collaborative partnerships between the City and BEDC
Create a utilities/infrastructure strategy to lead future land development
Established a focused downtown strategy
Explore multi-tenant public and private development
Prepare an update of business recruitment/retention objectives and tourism goals
Enhance community partnerships in employment efforts
Quality of Life
Enhance the quality of life through planning, park development, and recreation programming, preservation and partnerships
Infrastructure / Public Facilities
Address infrastructure and public facility needs through analysis and multi-year funding strategies
Engagement
Communicate proactively with citizens
Enhance community engagement in events and activities
Monitor and improve the development review process
Public Safety
Establish the Belton Public Safety Center
Determine the future Fire Department building facilities plan
Address ongoing emergency preparedness
CITY Y OF F BELTON N STRATEGIC C PLAN N
YEAR R 1 OF F FIVE-YEAR R ACTION N PLAN: : FY Y 2026 6
PILLAR R #1 1 –– CONNECTIVITY Y
1.1 Create Mitigation Strategies for IH-35/IH-14 Widening Project 1.1.1 Maintain dialogue with TxDOTon property access, signage, and local circulation
1.2 Coordinate Transportation Projects with FHA, TxDOT, Bell County 1.2.1 Facilitate Loop 121 project, Phase 2, IH-14 to IH-35: Utilities 2026 Funded
1.2.2 Coordinate 6th Avenuereconstruction by funding Sidewalks/Pipebursting Sewer 2026-2027 Funded
1.2.3 Monitor FM 93 widening, TX 317 to WheatRoad 2026-2028 N/A 1.2.4 Pursue TX 317 (Main Street) Study Recommendations 2026-2027 TBD
1.3 Complete Local Street Projects 1.3.1 Construct E. Central Avenue (Spring Street) Bridge over Nolan Creek 2026-2027 Funded 1.3.2 Secure ROWand Reconstruct Connell Street 2026-2030 Funded 1.3.3 Design Wheat Road Extension 2026-2027 Funded
1.4 Enhance Park/Trail System 1.4.1 Add Regional Trail Linkages 2026
4.1.1 Maintain, update, and implement Water/Wastewater Master Plan
4.1.3 Participate in Central Texas Water Alliance
4.1.4 Maintain Annual Funding for Street Maintenance
4.1.6 Update CIP
5.1.2 Implement robust citizen education process including for citizen boards, volunteerism
5.1.3 Provide exceptional customer service
5. Engagement
6. Public Safety
5.2.1 Implement Marketing Plan, Belton branding, to promote Community events
5.3.1 Address Development Review, Implement State Mandates, Adopt Building Code Updates
6.1.1 Continue phased occupancy of Public Safety Center
6.3.2 Implement Cybersecurity needs
6.3.3 Improve Community Safety
6.3.4 Address public safety emergency conditions affecting FD, PD, PW
City of Belton
Strategic Plan Pillars, Goals & Action Plan FY 2026
Pillar 1: Connectivity
Goal 1.1: Create Mitigation Strategies for IH-35/IH-14 Widening Project
Initiative 1.1.1
Maintain dialogue with TxDOT on property access, signage, and local circulation
Coordinator:
Assisted By: City Manager
Assistant City Manager
Action Plan
Outcome Description:
Performance
Indicators:
Challenges and Barriers:
City Council conveys concerns with proposed Plan to TxDOT and achieves meaningful design revisions.
Pursue comments provided to TxDOT in Summer 2025
Seek entrance and exit ramps that serve Belton interests
Recommend timely updates through TxDOT communication apps during all project phases
Achieve a signage plan that anticipates Belton destinations Engage BEDC to assist in business relocation in Belton
TxDOT funding, timeline, and federal/state design criteria
TxDOT eminent domain authority will allow property acquisition
Belton’s interests and TxDOT’s interests may not coincide Partners:
TxDOT
Local Property Owners
City Council Management Team
City of Belton
Strategic Plan Pillars, Goals & Action Plan FY 2026
Pillar 1: Connectivity
Goal 1.2: Coordinate Transportation Projects with FHA, TxDOT, Bell County
Initiative 1.2.1 1
Facilitate Loop 121 Project, Phase 2, IH-14 to IH-35: Utilities
Coordinator:
Assisted By: Assistant City Manager Director of Public Works
Action Plan
Outcome Description:
Performance
Management Team works to ensure local coordination of Loop 121 Project, Phase 2, is complete to facilitate construction.
Indicators: Finalize city design for relocation of city utilities out of Loop 121 ROW and bid project
Award bid for city utility relocation project Relocate city utilities out of Loop 121 ROW
Challenges and Barriers: Selection of contractor Timeframe for construction
Partners: TxDOT Public Works Department
Selected contractor
City
of Belton
Strategic Plan Pillars, Goals & Action Plan FY 2026
Pillar 1: Connectivity
Goal 1.2: Coordinate Transportation Projects with FHA, TxDOT, Bell County
Initiative 1.2.2 2
Coordinate 6th Ave. reconstruction by funding Sidewalks and Pipebursting Sewer
Coordinator:
Assistant City Manager
Outcome
Description:
Performance
Indicators:
Assisted By:
Director of Public Works Director of Development Services
Action Plan
Management Team coordinates with TxDOT on design for major maintenance project on 6th Avenue, IH-35 to TX 317.
City designs, funds, and pipebursts sewer line, while also relocating small section of water line, prior to street construction City authorizes TxDOT agreement to fund local share of 5’ sidewalk project on both sides
TxDOT finalizes design and reconstructs 6th Avenue to include street pavement, curbs, gutters, and sidewalks
Challenges and Barriers: TxDOT, KTMPO funding allocation
Competition with other area projects – IH-35/IH-14 Rising prices for materials
Partners: TxDOT TIRZ Board
COB Public Works Department KTMPO
$1,500,000
City of Belton
Strategic Plan Pillars, Goals & Action Plan FY 2026
Pillar 1: Connectivity
Goal 1.2: Coordinate Transportation Projects with FHA, TxDOT, Bell County
Initiative 1.2.3 3 Monitor FM 93 widening, TX 317 to Wheat Road
Coordinator:
Assisted By: Assistant City Manager Director of Public Works Director of Development Services
Action Plan
Outcome Description:
Management Team monitors TxDOT progress on FM 93 (2nd Avenue) widening project, recognizing need for ROW acquisition is to be determined. Performance Indicators: Participate in TxDOT project updates on design and funding Monitor KTMPO source for funding in TIP Anticipate TxDOT agreement as project gets closer Challenges and Barriers: Funding limitations for ROW and construction may delay project ROW acquisition may require relocation and delay project Roundabout at 2nd Avenue/FM 93 could impact project Partners: TxDOT
City Management Team
KTMPO
Local Property Owners
City of Belton
Strategic Plan Pillars, Goals & Action Plan FY 2026
Pillar 1: Connectivity
Goal 1.2: Coordinate Transportation Projects with FHA, TxDOT, Bell County
Initiative 1.2.4 Pursue TX 317 (Main Street) Study recommendations
Coordinator:
Assisted By: Assistant City Manager Director of Public Works
Action Plan
Outcome
Description:
Performance
Indicators:
Challenges and Barriers:
Partners:
TX 317 (Main Street) Traffic Study Recommendations pursued by City staff with TxDOT District Officials.
TxDOT/COB coordinate comprehensive signal timing update Process established for signal timing update to occur regularly in future TxDOT prepares designs for roundabouts and coordinates ROW acquisition with City
TxDOT/KTMPO fund reconstruction project
TxDOT roadway requires extensive coordination ROW needed for roundabouts
TX 317 is only north/south city alternative to IH-35, complicating construction
City of Belton
Strategic Plan Pillars, Goals & Action Plan FY 2026
Pillar 1: Connectivity
Goal 1.33: Complete Local Street Projects
Initiative 1.3.1 Construct E. Central Avenue (Spring Street) Bridge over Nolan Creek
Coordinator:
Assisted By: Assistant City Manager Director of Public Works Director of Finance
Action Plan
Outcome Description:
Performance
Indicators:
E.Central Avenue (Spring Street) bridge constructed over Nolan Creek.
Design plans completed by COB and approved by TxDOT (CPF review)
COB bids and awards project
Construction project initiated Challenges and Barriers:
TxDOT coordination process
IH-35/IH-14 project relationship
FEMA Flood Plain
Partners: TxDOT
Federal Government (CPF)
Design Engineer Contractor
$5,000.000 $1,200,000
Community Project Funding (federal grant) TIRZ (local match)
City of Belton
Strategic Plan Pillars, Goals & Action Plan FY 2026
Pillar 1: Connectivity
Goal 1.33: Complete Local Street Projects
Initiative 1.3.2 Secure ROW and Reconstruct Connell Street
Coordinator:
Assisted By: Assistant City Manager Director of Public Works
Action Plan
Outcome Description:
Performance
Indicators:
With Connell Street design complete, staff will secure approximately 32 parcels necessary for project completion.
ROW firm secures rights-of-entry from property owners
Value determinations made and offers submitted to owners
Negotiations for ROW underway and needed before bidding project Challenges and Barriers:
Partners:
Reaching agreement on property values
Some property relocations may be needed
Minor changes in design may lead to redesign and revaluing parcels
Phase 2 Project: 2030 - $4.2M Combination KTMPO, TIRZ, Federal Grant
City of Belton
Strategic Plan Pillars, Goals & Action Plan FY 2026
Pillar 1: Connectivity
Goal 1 3: Complete Local Street Projects
Initiative 1.3.3 Design Wheat RoadExtension
Coordinator:
Assisted By: Assistant City Manager Director of Public Works
Action Plan
Outcome Description: Complete design for new north/south city collector street within secured ROW between Red Rock and Sparta Road.
Performance
Indicators:
Amend the City’s Thoroughfare Plan to change Wheat Road’s classification from an Arterial to a Collector Street. Road street section addresses need for neighborhood circulation and compatibility, sidewalk, trail, possible BRA pipeline COB initiates street design, utility extensions and trunk water line Challenges and Barriers: Neighborhood concerns about road, pipeline, other impacts to area Relationship of BRA pipeline project and timing Shift from arterial (FM 2271 extension) to collector street with adequate pedestrian, trail components
Partners: Brazos River Authority Area Property Owners
Design Engineer Public Works/Parks Departments PD/FD Emergency Services
City of Belton
Strategic Plan Pillars, Goals & Action Plan
FY 2026
Pillar 1: Connectivity
Goal 1.44: Enhance Park/Trail System
Initiative 1.4.1 Add Regional Trail Linkages
Coordinator:
Director of Parks & Recreations
Assisted By:
Assistant City Manager
Director of Development Services
Action Plan
Outcome Description: Complete Parks & Recreation Strategic Master Plan for 2026-2036.
Performance Indicators:
Develop/administer survey that evaluates ways to enhance parks, trail system
Include opportunities for improved and future park facilities, amenities
Add regional trail linkages to area cities – Temple, Salado – along Nolan Creek, rivers, highways, and arterial streets
Challenges and Barriers:
Partners:
Project costs
Right-of-way acquisition
Competition for grants
Management Team
Parks Board
City Council
Texas Parks & Wildlife (TPWD) KTMPO Citizens Area Communities – Temple, Salado
$75,000 General Fund; TIRZ; TPWD; KTMPO
City of Belton
Strategic Plan Pillars, Goals & Action Plan FY 2026
Pillar 1: Connectivity
Goal 1.44: Enhance Park/Trail System
Initiative 1.4.2 Extend City Trails/Sidewalks
Coordinator:
Director of Public Works
Outcome Description:
Performance Indicators:
Assisted By:
Director of Parks & Recreation
Director of Development Services
Action Plan
Team explores extension/provision of hike/bike trails, sidewalks, and shared use paths and reports findings to City Council.
Review subdivision standards for application along collector and arterial streets
Reiterate policy that any city public works project will include hike, bike, and pedestrian facilities
Facilities shall include ADA provisions for full participation Challenges and Barriers: Project costs
Right-of-Way acquisition
Development cost, community (public) cost, or shared cost
Partners: Management Team City Council KTMPO Citizens
Coordinator: Assisted By: Assistant City Manager Director of Public Works
Action Plan
Outcome Description:
Performance Indicators:
Team assertively explores opportunities to expand positive Belton experience with roundabout street designs; micro-transit access; and electric vehicle charging stations and reports findings to City Council.
Roundabouts: Work with TxDOT on 6th Avenue; FM 93; IH-35; IH-14
Micro-Transit Access: Participate fully with HOP on transition from fixed route to micro-transit service
EV Charging Stations: Market availability of City locations Downtown –Penelope/Central and at Library
Enhanced collaboration between City/BEDC achieves successes in business retention and attraction, talent attraction, and increased retail sales.
Performance Indicators: BEDC Board and City Council work together on projects of mutual benefit City Staff completes recommended Imagine Belton rezonings for 5 areas City and BEDC develop materials to highlight development opportunities and enhance implementation
Challenges and Barriers:
Owner concerns about changing standards
Effectively communicating increased flexibility
Market conditions may affect development, redevelopment timing Partners: City Council
BEDC Private Property Owners City Staff
City of Belton
Strategic Plan Pillars, Goals & Action Plan FY 2026
Pillar 2 2: Economic/Business Development
Goal 2 2.2: Create a Utilities/Infrastructure Strategy to lead Future Land Development
Initiative 2.2.1 Provide services to BEDC Land on IH-14/IH-35
Coordinator:
BEDC Executive Director
Outcome Description:
Performance Indicators:
Assisted By:
Assistant City Manager
Director of Public Works
Consultant Engineer
Action Plan
An infrastructure strategy for land acquired by BEDC for future development is determined, services are engineered, and a phased construction plan is outlined.
Utility service concepts are transformed into a preliminary design report with agreement on design alignment
Detailed engineering pursued on IH-14 tract first, then IH-35 tract
A phasing plan for utility construction follows, based on market and funds Challenges and Barriers:
Strategy must evaluate service to tracts or maximizing service to area
of Belton Strategic Plan Pillars, Goals & Action Plan
Pillar 2 2: Economic/Business Development
Goal 2 2.2: Create a Utilities/Infrastructure Strategy to lead Future Land Development
Initiative 2.2.2 Plan for Trunk Water Transmission Line (west)
Coordinator:
Assistant City Manager
Assisted By:
Director of Public Works
Consultant Engineer
Action Plan
Outcome Description: City initiates plans to design north/south 18” water transmission line, located generally along Wheat Road, from Sparta Road to IH-14, shown on Utility Master Plan.
Performance Indicators:
Challenges and Barriers:
Belhouse pipeline presents opportunity for co-location City determines it is timely for preliminary design of pipeline City solicits proposals and selects design team
Design cost may be significant Utility easements may be needed if a stand alone project Area for pipeline currently 439 WSC and DRWSC CCN territory
Partners: BEDC City Council 439 WSC, DRWSC
City of Belton
Coordinator:
Assisted By: Director of Development Services
Building Official Fire Marshal
Action Plan
Outcome Description: City adopts 2024 family of International Codes, including Commercial Building (IBC), Residential (IRC), Fire, Plumbing, Electrical, Mechanical, Gas Performance Indicators: Staff coordinating review of current 2015 Codes Team preparing comparison of 2015 to proposed 2024 Codes Community involvement will provide opportunity for public comment before adoption
Implementation of new Codes will occur following adoption in 2025/26 Challenges and Barriers: Opposition from developers and property owners regarding perceived cost increases
Complexity of multiple codes addressed at one time Inaction or delay in action further prevents the City from compliance with current code best practices
Partners: State Legislature
Insurance Safety Org. (ISO) Fire Department Historic Preservation Commission City’s Governance Subcommittee
City of Belton
Coordinator:
Director of Parks & Recreation: Landscaping
Director of Development Services: Murals
Outcome Description:
Performance Indicators:
Challenges and Barriers:
Assisted By:
Assistant City Manager Director of Finance
Action Plan
Belton welcomes additional public and private landscaping and encourages building murals to enliven Downtown as a destination.
P&R Department identifies opportunities for enhanced public landscaping
COB encourages private landscaping where practical – street trees, hanging baskets, parking lot islands
Murals included in TIRZ budget at annual amount of $50,000 for 5
Limited spots for landscaping in Downtown requiring creativity
Cost for landscaping, irrigation, landscape maintenance
Communicating availability of mural funds to property owners
Partners: City Council City Staff Private Businesses Chamber of Commerce
City of Belton
Coordinator:
Assisted By: Director of Public Works
Assistant City Manager
Action Plan
Outcome Description: City designs and reconstructs sidewalks along Penelope Street, from Water Street to Central Avenue, and designs additional phases along Penelope Street and 1st Avenue for future consideration.
Performance Indicators: City completes design plans for Penelope Street and 1st Avenue sidewalks City rebuilds Phase 1 along the west side of Penelope Street, from Water Street to Central Avenue
Challenges and Barriers:
Collapsed sidewalk due to subsurface conditions Keeping Cochran, Blair and Potts open during construction Penelope Street also needs to be accessible to pedestrians/vehicle traffic
Partners: City Council TIRZ Board Downtown Property Owners Design Firm Selected Contractor
Phase 1 Project: $400,000 (2026)
Phase 2 Project: Amount TBD following design (2026)
Belton
Coordinator:
Assisted By:
Assistant City Manager Director of Public Works
Director of Finance
Action Plan
Outcome Description: Unsightly overhead utilities in Downtown Belton are systematically relocated underground, reducing service interruption and enhancing reliable service. Performance Indicators: Examples of interrupted service locations researched City staff identify one or more target Downtown locations to plan, design, and relocate overhead utilities underground Conduit is installed as part of the 6th Avenue Project (Initiative 1.2.2) for future relocation of overhead utilities underground Challenges and Barriers: Identifying suitable locations for evaluation Design and relocation cost Business disruption during construction
Partners: City Council Oncor BEDC
Goal 2 4: : Explore Multi-Tenant Public/Private Development
Initiative 2.3.1 Determine feasibility of facility partnerships
Coordinator:
Assistant City Manager
Assisted By:
Director of Finance
BEDC Executive Director
Action Plan
Outcome Description: Staff Team develops recommendations on multi-tenant facility collaboration.
Performance Indicators:
Team assembled with objective of determining feasibility of multi-tenant public/private partnerships
Twelve month timeframe established for report to City Council Consultant assistance utilized to perform realistic needs assessment Challenges and Barriers:
Other priorities for all public/private entities
Cost for needs assessment and need for immediate relevancy Cost for multi-tenant facility
Partners: City of Belton
BISD Bell County Private Entities
City of Belton
Plan Pillars, Goals & Action Plan
Coordinator:
CVB/Retail Development Coordinator
Outcome Description:
Assisted By:
Assistant City Manager
BEDC Executive Director
Action Plan
Business recruitment/retention plan and tourism goals formulated based on local assets and IH-35/IH-14 widening project.
Performance Indicators: Imagine Belton area (5) rezonings completed and former INDECO site marketed by BEDC Locations for retailers identified and selected businesses targeted Tourism goals developed with strategies and benchmarks established Challenges and Barriers: Finding best resources to assist in plan development Investment instability created by IH-35/IH-14 project Limited property for business relocation along IH-35/IH-14
Partners: City Council City Staff Belton Area Chamber of Commerce Marketing Consultant
City
Goal 2 2.6: Enhance Community Partnerships in Employment Efforts
Initiative 2.6.1 Identify needed employees, recruit, and retain top talent
Coordinator:
Assisted By: Director of Human Resources City Manager Director of Finance
Action Plan
Outcome Description: Belton prepares for changing personnel needs, by valuing employees who deliver services to its citizens.
Performance Indicators:
Management updates its Compensation Study every 3 years Council funds Study implementation and re-iterates its commitment to improve/maintain competitiveness in pay and benefits Management Team collaborates with Community partners to identify needed employees, recruit them, and retain top talent
Challenges and Barriers: Staying competitive in pay and benefits in market at Study adoption and over time
Funding merit adjustments regularly
Perception that working in a smaller city implies less workload Partners: City Council Management Team Compensation Plan Consultant Community Partners
City of Belton
Pillars, Goals & Action Plan
Goal 3 3.1 Enhance Quality of Life through planning, park development and recreation programming, preservation, and partnerships
City Council and Management Team work together to implement the adopted Future Land Use Plan with Smart Growth, Strong Town Strategies.
Focus on infill development, maximizing existing and planned infrastructure extensions
Evaluate partnerships and economic development tools for utility extensions beyond the city core
Annexation required for connection to city utilities
Utilize the FLUM as the guide to future development decisions
Lower priced land located at the edges, beyond current utility services
Utility extensions may be complicated by drainage basins (sewer), and CCN’s (water), and need for trunk/transmission line
Partners: City Council Management Team Development Community
Goal 3 3.1 Enhance Quality of Life through planning, park development and recreation programming, preservation, and partnerships
Initiative 3.1.2 Complete Parks Master Plan Update and Implement
Coordinator:
Director of Parks and Recreation
Outcome
Description:
Performance
Indicators:
Assisted By:
Assistant City Manager
Action Plan
Existing park facilities are enhanced and a Parks and Recreation Needs Assessment identifies future needed facilities services and locations.
Council authorizes 10-year update for Parks Master Plan in late 2025 Parks & Rec Team and consultant analyze park facility inventory, conduct needs assessment of citizens, and explore current needs Downtown events and activities highlighted and expanded Multi-year CIP of project needs identified that integrates with realistic funding sources – operating, capital, grants
Challenges and Barriers: Some capital projects may exceed the City’s ability to fund and provide staff
Maintenance of existing facilities and resources needs regular attention and routine funding
Competition for state park grant funds
Partners: City Council Parks Board BISD (joint use sites) Texas Parks & Wildlife TIRZ Board
City of Belton
Goal 3 3.1 Enhance Quality of Life through planning, park development and recreation programming, preservation, and partnerships
Initiative 3.1.3 Preserve rich historical and cultural resources of Belton community
Coordinator:
Director of Development Services
Outcome Description:
Assisted By:
Assistant City Manager
Historic Preservation Officer
Action Plan
Management Team work with partners – City Council, Historic Preservation Commission (HPC), others – to recognize, preserve, and enhance rich historic and cultural assets present in community.
Performance Indicators: City Council recognizes the importance of Belton’s historic/cultural assets in its decision making Belton’s HPC works to preserve the character of historic structures and assets
The leadership in Belton, the Bell County seat, seeks ways to link its rich history to its role in the future
Challenges and Barriers:
Historic preservation can be a costly alternative to new construction Review process can add time to redevelopment process May be limited appreciation of value of historic preservation
Partners: City Council
Historic Preservation Commission City Grants Coordinator Bell County Historical Comm.
City of
Belton
Strategic Plan Pillars, Goals & Action Plan
Goal 3 3.1 Enhance Quality of Life through planning, park development and recreation programming, preservation, and partnerships
Initiative 3.1.4 Cultivate Partnerships to maximize success
Coordinator: Assisted By:
Assistant City Manager Management Team
Action Plan
Outcome
Description:
Performance e Indicators:
Challenges and Barriers:
Management Team works assertively to cultivate opportunities for collaboration.
Collaboration achieves inter-local agreements with partners
Belton/Temple jointly manage Miller Springs Nature Center (with USACE) and TBWWTP (Wastewater Plant)
Belton/Salado implement adjusted Fire Service District boundaries for enhanced fire service
Belton aggressively pursues grants through TPWD, KTMPO, Community Project Funding (federal earmarks) to leverage local resources
Health and wellness data used for response to local needs with BS&W
Belton collaborates with area cities/Bell County on regional flood monitoring systems, ensuring shared data access and timely alerts across all entities
Thinking “outside the box” may be unconventional at times Formulating funding strategies for cross-agency purposes
Identifying a “win-win” that benefits two or more entities
Partners: City Council
CTCOG/KTMPO
Federal Partners
Bell County
UMHB
BISD
HOP
USACE
TPWD
TXDOT
Ongoing Ongoing
Belton Lions Club
TDHCA
Temple/Belton
Salado FD
BS&W
City of Belton
Strategic Plan Pillars, Goals & Action Plan
FY 2026
Pillar 4 4: Infrastructure/Public Facilities
Goal 4 4.1 Address Infrastructure/Public Facility Needs through Analysis and Multi-Year Funding Strategies
Initiative 4.1.1 Maintain, update, and implement Water/Wastewater Master Plan
Coordinator:
Assisted By: Director of Public Works
Assistant City Manager
Action Plan
Outcome Description:
Performance
Indicators:
Belton maintains an updated Utility Master Plan for water and wastewater and annually updates its Utility Capital Improvement Plan to meet identified needs.
Team annually reviews Master Plan for appropriateness CIP assessment occurs regularly to update project priorities 6th Avenue utilities addressed before reconstruction in 2027 (1.2.2) Infrastructure to serve BEDC land evaluated (2.2.1) BRA pipeline offers opportunity for extension of water transmission line along Wheat Road (1.3.3)
Challenges and Barriers: Changing utility demands by property owners
High cost of utility infrastructure
Finite water availability and sewer accessibility and location
Partners: City Council Department Directors Public Works Personnel
BCWCID #1 BEDC TIRZ
– Utility Fund Balance, CIP Budget, TIRZ, BEDC, CO Debt, Grants
City of Belton Strategic Plan Pillars, Goals & Action Plan
Goal 4 4.1
Address Infrastructure/Public Facility Needs through Analysis and Multi-Year Funding Strategies
Initiative 4.1.2 Construct TBWWTP upgrade
Coordinator:
Assisted By: Director of Public Works
Assistant City Manager Director of Finance
Action Plan
Outcome Description:
Performance Indicators:
Challenges and Barriers:
TBWWTP expansion constructed to meet future cities growth needs and comply with TCEQ requirements.
Matous Construction initiates construction of TBWWTP upgrade
Cities of Temple and Belton monitor project and exercise construction administration through KPA Engineers
Supply chain disruptions
Weather delays affecting schedule
Construction of unfamiliar AV technology
TCEQ inspections, approvals
Partners: City of Belton
City of Temple
Matous Construction
KPA Engineers Other Design Professionals
$17,608,830
City of Belton
Plan Pillars, Goals & Action Plan
4 4.1 Address Infrastructure/Public Facility Needs through Analysis and Multi-Year Funding Strategies Initiative 4.1.3 Participate in Central Texas Water Alliance
Coordinator:
Assisted By: City Manager
Assistant City Manager
Director of Public Works
Action Plan
Outcome
Description:
Belton participates fully in the establishment and organization of the regional Central Texas Water Alliance, authorized by the 2025 Texas State Legislature. Performance
Indicators: Belton joins other entities in organizational meetings to establish Alliance Participation roles, representation, and cost share explored
Challenges and Barriers:
Belton agrees to cost share in preliminary analysis needs of Alliance
Resolving entity representation and cost share
Determining first major objective
Funding ROW acquisition for land leases and off-site easements
Partners: Belton City Council Bell County Commissioners Court
Other Water Alliance entities –cities, counties, Clearwater UWD
City of Belton
Plan Pillars, Goals & Action Plan
Coordinator:
Assisted By: Director of Public Works
Assistant City Manager
Action Plan
Outcome Description:
Performance
Indicators:
Challenges and Barriers:
Partners:
Belton maintains its commitment to fund its street maintenance program at $1M dollars annually following needs assessment of street conditions.
Public Works conducts annual and periodic street inventory/assessment
Street condition rating is assigned to streets and street segments
Calculation made to determine potential impact with available funds
Ever-expanding city road inventory needing future maintenance
Material price increases may limit extent of possible road work
Available contractors interested in bidding street maintenance work
City Council
Public Works Department
Street Contractors
City of Belton Strategic Plan Pillars, Goals & Action Plan
Coordinator:
Assistant City Manager
Assisted By:
Director of Public Works
Exec. Director of BEDC
Action Plan
Outcome Description:
Performance Indicators:
Director of Finance
Director of Dev. Services
Analyze water and wastewater CCN (Certificate of Convenience and Necessity) boundaries for appropriateness given Belton’s Growth Management Plan.
Belton’s water and wastewater CCN’s critically assessed given infrastructure expansion plans and limited annexation potential
Belton secures consulting assistance to analyze surrounding CCN’s –DRWSC, Armstrong, and 439 WSC – with recommendations for future city action to address customer service needs and development restrictions Challenges and Barriers: Rural CCN self-preservation often prevails over providing customer service
CCN authority significant unless CCN holders agree to changes Cost for a study that provides meaningful direction for future changes Partners: City Council Management Team Water CCN Boards of Directors CTWSC Clearwater Underground Water District
City of Belton
Strategic Plan Pillars, Goals & Action Plan
Pillar 5 5: Engagement
Goal 5 5.1 Communicate proactively with citizens
Initiative 5.1.1 Implement National Citizen Survey Recommendations
Coordinator:
Assisted By: Assistant City Manager Director of Communications
Action Plan
Outcome Description: Belton carefully evaluates National Citizen Survey recommendations and develops a pro-active plan to implement them.
Performance Indicators: Council acknowledges high marks from citizens in areas of public safety, parks and recreation and customer service, and this information is shared with public Areas to be addressed also communicated with citizens – traffic congestion, enhancing job opportunities, improving housing availability, and additional transit options
Challenges and Barriers: Appropriate communication medium to transmit positive findings Cost to address traffic congestion concerns Challenges to influence market for jobs and housing
Partners: City Council Management Team POLCO
City of Belton
Strategic Plan Pillars, Goals & Action Plan FY 2026
Pillar 5 5: Engagement
Goal 5 5.1 Communicate proactively with citizens
Initiative 5.1.2 Implement robust citizen education process including citizen boards, volunteerism
Coordinator:
Assisted By: City Clerk Assistant City Manager
Action Plan
Outcome Description:
Performance Indicators:
Challenges and Barriers:
Council and Management Team assertively focus on enhanced education, mentorship and training for citizen board members.
Council conducts a work session to identity objectives to induce volunteerism and Board participation.
Existing Boards evaluated for effectiveness, member number, representtation, residency requirement, selection procedure, appointment cycle, expectations, onboarding process
Council adopts citizen education process and policies to guide future board member selections and board service
Finding suitable programs, personnel for Board member training
Differing expectations about Board service among Council, community Identifying citizens willing to serve on Boards and Commissions
Partners: City Council Management Team Training Consultant CTCOG
City of Belton Strategic Plan Pillars, Goals & Action Plan
Goal 5 5.1 Communicate proactively with citizens
Initiative 5.1.3 Provide exceptional customer service
Coordinator:
Assisted By: City Manager City Council Management Team
Action Plan
Outcome Description: Belton achieves exceptional customer service – both internal and external –through its focus on servant leadership.
Performance Indicators:
Challenges and Barriers:
Belton carefully recruits and selects employees exhibiting a servant’s heart
Belton 101 orientation continues the journey for employees, reiterating the objective of public service
Ongoing training reflects city investment and commitment for retention
Customer service is an emphasis by Council, Management, and is reinforced by regular acknowledgement of excellence
Maintaining priority on the value of customer service
Available customer service training
Assumption that the task is complete
Partners: Citizens Customer Service Trainer TML CTCOG
City of Belton Strategic Plan Pillars, Goals & Action Plan
Pillar 5 5: Engagement
Goal 5 5.2 Enhance Community Engagement in Events and Activities
Initiative 5.2.1 Develop Marketing Plan, Belton branding, to promote Community and events
Coordinator:
Assisted By:
Assistant City Manager CVB/Retail Development Coordinator
Action Plan
Outcome
Description: Belton embraces a branding effort, resulting in a marketing plan to promote Community and Community events.
Performance Indicators:
Council/Management Team select a consulting firm to initiate Branding/Marketing Plan
Data-driven resources – Placer AI software as an example – are identified to measure event demand
Hotel Study utilized as reflecting unmet demand
Successful events – July 4th, COTCT, B4 Festival, Polka Festival – reflect community identity and form framework to build upon Challenges and Barriers:
Previous branding effort failed to achieve consensus
Selecting the right firm to assist in identifying community uniqueness and opportunity
Incremental efforts positive – Hotel Study; designation as Music Friendly City; Major Event Focus – but not telling Belton’s complete story
Partners: City Council Management Team Director of Parks & Recreation Belton Area Chamber of Commerce
City of Belton
Strategic Plan Pillars, Goals & Action Plan
Pillar 5 5: Engagement
Goal 5 5.3 Monitor and Improve Development Review Process
Initiative 5.3.1 1 Address Development Process; Implement State mandates, Adopt Building Code Updates (2.3.1), and Resolve ETJ Plat Process with Bell County.
Coordinator:
Assisted By: Director of Development Services Assistant City Manager
Action Plan
Outcome
Description:
Performance Indicators:
Challenges and Barriers:
Management Team analyzes current development process to simplify, clarify, and update process consistent with State law, latest building codes, and County ETJ plat review.
Local development standards updated for compliance with State law changes
Building and Life Safety Codes revised for enhanced public safety City, County resolve balance of responsibilities in City ETJ plat review
Challenges to local planning process by Texas Legislature Balancing increased development costs with community character, future maintenance City and County interests in ETJ plat review differ
Partners: City Council Fire Marshal Bell County Commissioners Court Governance Subcommittee City Attorney City Clerk TML
City of Belton
Strategic Plan Pillars, Goals & Action Plan
Pillar 6 6: Public Safety
Goal 6 6.1 Establish Public Safety Center (former Miller Heights school)
Initiative 6.1.1 Determine needs for PD, FD, other community partners with building assessment, leading to phased occupancy
Coordinator:
Assistant City Manager
Assisted By:
Police Chief
Action Plan
Director of Public Works
Director of Parks & Rec.
Outcome Description:
Performance Indicators:
Challenges and Barriers:
Belton completes initial renovations of its Public Safety Center, establishes limited occupancy, and assesses related public safety needs.
Public Safety Center site made ready for initial occupancy including regular site maintenance, security cameras, furniture, perimeter fencing PD occupies front offices
Building assessment/Community needs assessment undertaken to determine progressive phases in renovation and occupancy for uses such as victim services, FD code enforcement, emergency shelters, others
Belton will initiate a high-level master plan for park space at the Public Safety Center, creating a foundation to pursue TPWD grant funding
Limited funding set aside requiring phased approach
Need for space among city interests
External interests for space in building
Partners: Management Team Bell County Juvenile Probation TPWD
$300,000
Occupancy Funded in 2025, 2026 – General Fund; TPWD
City of Belton
Strategic Plan Pillars, Goals & Action Plan
FY 2026
Pillar 6 6: Public Safety
Goal 6 6.2 Determine Future FD Building Facilities Plan
Initiative 6.2.1 Address future fire station relocation/location needs
Coordinator:
Assisted By: Fire Chief City Manager
Action Plan
Outcome Description:
Performance Indicators:
Council analyzes future fire station and emergency response needs.
Management Team reviews history of search for land for Central Fire Station relocation Relocation concept re-analyzed given Downtown development, Imagine Belton initiative, Nolan Creek activity level
Opportunity of alternate site to meet future needs reviewed with Council Challenges and Barriers:
Council previously recommended sale of property and relocation of Central Fire Station which needs re-assessment
Search for alternate relocation sites unsuccessful to date – cost, accessibility
A third station requires capital costs plus 12 new firefighters while relocation of Central requires no capital costs and minimal staff increase Consultant Study exploring FD needs assessment may be warranted Partners: City Council Bell County Commissioners Court
City of Belton
Pillars, Goals & Action Plan
Coordinator:
Assisted By: Director of Human Resources
City Manager
Action Plan
Outcome Description:
Performance Indicators:
Challenges and Barriers:
Partners:
Belton provides training and other resources for mental health needs for its employees, as well as ensuring awareness of mental health needs in the community.
City funds employee participation in Employee Assistance Program (EAP) Belton sensitive to mental health stress associated with public service work, especially in PD and FD, to include supervisor/resiliency training City exercises a community role in emphasizing mental health awareness, crisis counseling, and suicide prevention
Stigma of identifying mental health issues, treatment for employees
Perceived impact on job security if issue identified Cost for inclusion of employee coverage for mental health issues
City Council
Baylor Scott & White
Employee Wellness Unit
Bell County Public Health District Police/Fire Peer Support Networks
Assisted By: Director of Information Technology City Manager Management Team
Action Plan
Outcome Description: Belton exercises preparedness for cybersecurity threats through hardware and software, as well as regular personnel training. Performance Indicators: Annual budgeting for cybersecurity needs
Regular IT/PD assessments to address emerging threats Occasional tests of the City’s systems to ensure preparedness Challenges and Barriers: Continuously increasing cost to address cybersecurity needs Sophisticated cybersecurity threats and malware “It can’t happen here” attitude
Partners: City Council Management Team
City of Belton
Strategic Plan Pillars, Goals & Action Plan
Goal 6 6.3 Address ongoing Emergency Preparedness
Initiative 6.3.3 Improve Community Safety – Nolan Creek, Pedestrians, Bikers – signage, crosswalks, lighting
Coordinator:
Assistant City Manager
Outcome
Description:
Performance
Indicators:
Challenges and Barriers:
Assisted By:
Director of Parks and Recreation
Director of Public Works
Police & Fire Chiefs
Action Plan
Belton values its Community Safety, and regularly enhances public spaces for people using Nolan Creek for kayaking, tubing, fishing, and swimming; pedestrians using the City’s trails and sidewalks and crosswalks; and those relying on signage.
FD/PD assess accessibility and safety of high activity corridors and emergency response routes with recommended enhancements
City conducts regular inventory of signs for effectiveness
Signs and crosswalks updated, maintained
Additions to trails, sidewalks crosswalks, street lighting anticipated and funded
Changing demand may increase need for different signage
Aging signs, markings need to be maintained, replaced
Cost and liability issues associated with signage – not enough for adequate notification; too much, it distracts from amenity
Partners: City Council Citizens KTMPO TxDOT
City of Belton Strategic Plan Pillars, Goals & Action Plan
Assisted By: Fire Chief/Police Chief Director of Public Works City Manager
Action Plan
Outcome Description:
Performance Indicators:
Challenges and Barriers:
Belton FD, PD, and PW Departments maintain updated Department Strategic Plans and deliver best practices in emergency preparedness.
FD maintains Recognition Standards, ensures training and technology at highest level, and conducts periodic drills to test preparedness
PD maintains Accreditation Standards, ensures training, implements technology (NICHE), encourages partnerships, and ensures availability when emergency strikes
PW manages CIP projects, maintains facilities, enhances Nolan Creek Flood Warning System
Ensuring adequate funding for operations, equipment, capital equipment, training, and technology
Maintaining adequate staffing levels, competitive pay/benefits for FD, PD Meeting Civil Service requirements for FD/PD; competitive pay/benefits for PW
Partners: City Council Management Team
Texas Dept. of Emerg. Management
County TxDOT
Overview
TheBeltonEconomicDevelopmentCorporation (BEDC),incorporatedin 1990,inaccordancewiththeTexasDevelopmentCorporationAct of 1979andgovernedbySection4AoftheAct, authorizedahalf-centsalestax tobeusedtopromoteawiderangeofinitiativesdesigned to stimulate newandexpandedindustrial and manufacturing activities, including the fundingof land, buildings, facilities, infrastructure, and expenditures that comply with eligible projects as defined in the Act and subsequently codified in Chapter 504 of the Texas Local GovernmentCode. The BEDCArticles of Incorporation state thatthe Corporationwasorganizedexclusivelyfor thepurpose of benefitting andaccomplishingpublic purposes of the City of Belton by promoting, assisting, andenhancing 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 BeltonBusiness Parkandfundinginfrastructureprojectsthatfuelcommercialdevelopment. BEDCalsoprovidesproactiveandinnovative businessretentionandrecruitmentefforts,forgingstrongbondsbetweentheCityanditscommercialconstituents.
TheBoardofDirectorsconsistsoffivecommunitybusinessleaderswhoareappointedtothree-yeartermsbytheBeltonCityCouncil. 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 AdministrativeServicesContractbyandbetweentheCityofBeltonandBEDC.
COME EXPERIENCE ALL THINGS BELTON
Events and Concerts
Bell County Expo Center- concert venue, livestock arena, conference center. City of Belton sponsored events include Christmas at the Chisolm Trail, B4 Festival, 4th of July Parade and PRCA Rodeo, Movies in the Park, Soggy Doggy Day, Family Fishing and Fun, Father Daughter Dance, and One Community One Day.
Trails and Fields
Nolan Creek Hike and Bike trail, baseball, softball, soccer, sand volleyball, basketball, pickleball courts, disc golf, dog park, playgrounds (handicap accessible).
Tubing & Kayaking
Belton is the place to go for water activities we have Lake Belton, Stillhouse Lake, Nolan Creek, and coming soon fishing pier and kayak launch to Heritage Park with the expansion at Leon River. Belton offers amazing outdoor recreation: fishing, boating, skiing, camping, hiking, tubing, and kayaking for the whole family.
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.
Belton ★
CLIMATE
Average
Average
Average
City of Belton Average Climate
POPULATION
(Bell, Coryell Counties)
Population Composition:
Under 5: 5.7%
6 - 18: 26.5%
19 - 64: 55.7%
Over 65: 12.1%
Population History
Veterans: 1,726
Households: 7,755
High school graduate or higher, age 25 or older: 85.8%
Bachelor’s degree or higher, age 25 or older: 30.8%
According to the U.S. Census Bureau, Belton’s population consists of 56.7% White, 29.0% Hispanic or Latino, 8.8% African American, and 5.5% all other ethnicities.
• BISD received a A – Superior Achievement in the State of Texas FIRST ratings and a B rating based on the Accountability Ratings as of 2024.
Higher Education:
• Belton: University of Mary Hardin-Baylor
• Bell County:
• Area Colleges:
Texas A & M College of Medicine, Temple
Temple College, Temple
Central Texas College, Killeen
Texas A&M University Central Texas, Killeen
Baylor University, Waco
McLennan Community College, Waco
Texas State Technical College, Waco
Southwestern University, Georgetown
The University of Texas, Austin
St. Edwards University, Austin
Huston-Tillotson College, Austin
Concordia University, Austin
Austin Community College, Austin
Texas A & M University, College Station
Texas State College, San Marcos
TRANSPORTATION
Highways: Interstate 35, Interstate 14 (US Highway 190), State Highway 317, Loop 121, FM 436, FM 439, FM 93.
Bus Lines: HOP public micro transit and bus lines which run from Copperas Cove to Temple and Greyhound Lines.
Railroad: Santa Fe Railroad, Georgetown Railroad, AMTRAK passenger service in Temple.
Air: Killeen-Fort Hood Regional Airport, Temple Draughton Miller Central Regional Airport, Austin Bergstrom International Airport.
INDUSTRIES
Belton's business community is diversified, with various sectors – manufacturing and distribution, retail, education, healthcare, government, and IT business process services.
The industrial sector is represented by companies manufacturing modular home structures, agriculture equipment, fiberglass tanks, roofing material, specialty advertising products, corrugated boxes, exercise equipment, school and office furniture, rapid prototypes, and centrifugal alloy castings. Various warehousing and distribution operations handle industrial gases, snack foods, and parcel delivery.
Fort Cavazos U.S. Army Installation is located 17 miles west of Belton. It is the largest United States Army Training Post, the largest single-site employer in the State of Texas with a force of more than 59,695 and a key economic driver for the area. The Texas Comptroller’s office reports that Fort Cavazos’ economic impact to the state was an estimated $39 billion in 2023.
Health care represents the largest private industry in Bell County. Over 38,962 individuals are employed in the medical field. Baylor Scott & White Health, the largest not-for-profit health system in the State of Texas, has a significant presence in Central Texas. This includes Scott & White Memorial Hospital, ranked by U.S. News and World Report as one of the top 10 hospitals in the state of Texas; McLane Children’s Hospital; and dozens of primary, urgent, and specialty care clinics staffed by over 800 physicians and 8,000 employees. Other medical facilities also service the area such as: Olin E. Teague Veteran's Center, Cedar Crest Hospital & Clinic, Metroplex Hospital, Seton Medical Harker Heights Center, and Darnall Army Medical Center.
There are five banks and two credit unions represented in Belton with branch offices located throughout Bell County and Central Texas.
MAJOR EMPLOYERS
EMPLOYEES BY PRODUCT
PROPERTY & TAXES
The top 10 property taxpayers within the City limits have a combined taxable value for 2025 of $304,406,000, and are comprised of the following organizations:
PARKS & RECREATION
Lakes: Belton Lake (7,400 acres) and Stillhouse Hollow Lake (6,340 acres) offer outdoor recreation, fishing, boating, skiing, boat rentals, launching ramps, picnic grounds, restrooms, restaurants, snack bars, drinking water, camping areas, RV areas, marinas, and nature trails.
Harris Community Center: This renovated structure is situated gracefully along Nolan Creek and is an ideal setting for meetings, receptions, and reunions. The original building was constructed in 1936 and housed the Harris School, a historic African American school recognized with a state historical marker for its contribution to African American education. The building and grounds were conveyed from the school district to the City of Belton in 2005 for renovation. The Center was dedicated in July 2006 in conjunction with the West Belton-Harris High Ex-Student’s Association annual reunion. The Center has already received numerous awards and accolades, and ensures that the legacy, heritage, and contributions of those who came before us will be remembered.
Bell County Museum: One of twelve remaining Carnegie Libraries in Texas, this historic building was restored in 1990 and now stands as the major collection of Bell County history. In 1991, the Bell County Museum was awarded the entire collection of artifacts of Miriam "Ma" Ferguson, the first woman governor of Texas and a native of Bell County.
Cadence Bank Center: Central Texas' best entertainment complex, the Cadence Bank Center includes a 9,400 seat main arena, a special events room, an assembly hall, an exposition building, and equine/livestock complex and champions club. Home of the Central Texas State Fair.
Heritage Park: This is a 150-acre park along the Leon River and is home to our baseball and soccer association with 5 baseball game fields and 4 soccer game fields. It has a 1.5acre dog park with a large dog side and a small dog side. This park also includes an inclusive handicap playground with artificial turf and a rentable pavilion next to it. It also has walking trails, fishing dock, picnic areas and a community garden that can be reserved for growing your own vegetables. There are lighted parking lots with plenty of open space for just about any outdoor activity. More recently a championship 18-hole disc golf course was 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.
Summer Fun USA: A water amusement park along the banks of the Leon River adjacent to Heritage Park. The park includes a swimming pool, giant water slides, children's area, concessions, and picnic area.
Independence Day Celebration and PRCA Rodeo: The Annual 4th of July Celebration has been celebrated since the late 1800's and attracts crowds from all over Central Texas. The Celebration includes a kick-off street party at the Bell County Courthouse on the square, a three-day Professional Rodeo Cowboy Association Rodeo, a family fun carnival, God and Country concert featuring religious and Texas music, July 4th parade and patriotic program, and a day full of activities in Yettie Polk Park. Festivities in Yettie Polk Park include Children's Day in the Park, Old Fiddler's Contest, gospel singing, arts and crafts festival, and food booths. The Celebration is sponsored by the Belton Area Chamber of Commerce.
Old Mural outside Cochran, Blair & Potts, Belton, TX
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.
Placing Traffic Control Devices & Street Name Signs
$275 + $5/lot
$275 + $5/lot
$275 + $10/acre
$275 + $10/acre
$275 + $5/lot
$275
$60
$275/sign assembly*
*Sign assembly typically includes pole, stop or yield sign & street name. Fee also applies to replacement signs due to accidents, theft, or
Material Testing Fee
Sidewalk Ordinance, Section 503 of the Subdivision Ordinance
New Wireless Tower Construction
Wireless Tower Modification
Park Land Dedication
costs + 10%
$120/sq. yard
$150
$60
Park Land Dedication, Section 517.05 Subdivision Ordinance $200/dwelling unit
Floodplain Assessment Permit
Floodplain Assessment Permit $50 Tree Replacement
Fire Charges for Services
Hazardous Materials & Major Incident Response Fees
Engine/Pumper + 3 Personnel
Ladder Truck/Quint + 3 Personnel
Command Vehicle + 1 Command Officer
Police Vehicle + 1 Officer
Brush Truck + 2 Personnel
$350/hour (1 hour min.)
$450/hour (1 hr min.)
$150/hour (1 hr min.)
$100/hour (1 hr min.)
$250/hour (1 hr min.)
Boat/ATV + 2 Personnel $150/hour (1 hr min.)
Other (Public Works heavy equipment + operator)
Additional Personnel
City Supplied Water (calc. pumping time and rate)
Sand (Per cubic yard)
$100/hour (1 hr min.)
$75/person/hour (1 hr min.)
$7.50/1,000 gallons
$25/yard, minimum 3 yards
Firefighting Foam actual cost + 10%
Other Approved Absorbent as needed/required actual cost + 10%
Other Items Necessary to Control/Contain Incident actual cost + 10%
Disposal of Debris actual cost + 10%
Damaged Apparatus, Fire Tools or Equipment actual cost + 10%
Fire Recovery Fees
False Alarm - Malfunction (after third response)
False Alarm - Deliberate/malicious
Misadventure and/or deliberate risk taking
Failure to respond to lawful warning or order
Failure to notify the Fire Dept. of alarm activation
Fire Inspection/Prevention
Fuel Tank Install/Removal Plan Review
Fuel Tank Install/Removal Site Insp. & Testing
Fuel Tank Install/Removal Site Reinsp. & Retesting
$150/response
$200/response
$200 plus asset fee
$200/response
$150/occurrence
$75/tank
$50/tank
$35/visit
Fire Sprinkler Plan Review ISO Review
#2021-21
Fire Charges for Services -
Fee Schedule
Library Fees
of Information & Photographs
DVDsReplacement
Park Facility Reservation Fees
Park and Recreation Permits & Fees
Park Pavilion Facilities (resident in City limits)$50/day
Park Pavilion Facilities (non-resident)$75/day
Park Attendant Fee (park events with 11+ vendors or request of renter)$25/hour/attendant
Available Pavilions: Yettie Polk Park Gazebo, Liberty Park Western Pavilion, Red and Blue Pavilion, Harris Community Splash Pad, Standpipe Pavilion & Heritage Park HEB Pavilion
Heritage Park Family Pavilion Facility$150/day + $100 clean-up deposit
Peak Season Splash Pad Pavilions (resident in City limits)$50/3 hr time block* + $100 clean-up deposit
Peak Season Splash Pad Pavilions (non-resident)$75/3 hr time block* + $100 clean-up deposit
Available Facilities: Harris Community Splash Pad - Red, Blue
10:00 AM - 1:00 PM 1:30 PM - 4:30 PM 5:00 PM - 8:00 PM *3 Hour Time Block (Peak Splash Pad Season Memorial Day through Labor Day):
Full Park Rental - Commercial/Ticketed, 11+ vendors$250/day + $200 clean-up deposit
Full Park Rental - Non-Ticketed, 0-10 vendors$100/day + $200 clean-up deposit
Full Park Rental - Additional Electricity$50 additional
Available Full Park Rentals: Liberty Park, Yettie Polk Park, Harris Community Park, & Standpipe Park
Sport Complex Play
Youth League Play - Organizations through Separate Agreement$500 clean-up deposit + $5 player fee/season
Youth League Facilities: Heritage Park Baseball & Soccer Complex, Chisholm Trail Park Softball Complex and Soccer Fields, Jaycee Baseball Field Adult League Play - Organizations through Separate Agreement $375/team/season + $500 clean-up deposit + $5 player fee
Available Facilities Are Subject to Availability and Maintenance Requirements of the Requested Facilities - Chisholm Trail Park Soccer Complex & Heritage Park Soccer Complex
Tournament Play - Heritage Park Baseball Complex
(5 Fields, Bleacher Seating, Restrooms)
Tournament Play - Heritage Park Soccer Complex
(4 Fields, Restrooms)
$1,000 + $500 clean-up deposit
$750 + $500 clean-up deposit
Tournament Play - Chisholm Trail Park Softball Complex$750 + $500 clean-up deposit
(3 Fields, Bleacher Seating, Restrooms)
Tournament Play - Jaycee Baseball Field$250 + $500 clean-up deposit
(1 Field, Bleacher Seating, Restrooms)
Tournament Play Light Fee
(1 Field, Bleacher Seating, Restrooms)
$25/hour/complex
Disc Golf Tournament - Heritage Park Disc Golf Course$400 + $500 clean-up deposit (Family Pavilion and Disc Golf Course)
Tournaments may be held by organizations that do not have a separate agreement with the City from Friday afternoons at 5:00 p.m. to Sunday evenings at 8:00 p.m. Applicants are limited to 3 events/year/complex. Requests must be submitted at least one month prior to a proposed event. All field rentals are at the discretion of the City and will be based on field conditions and availability. All field/course/court preparations will be the responsibility of the renter.
8
Park and Recreation Permits & Fees - Continued
Miscellaneous Permits & Fees
Computer
Computer
Computer
Miscellaneous
Postage/Shipping
If the cart is stolen or missing, one free replacement cart will be provided to the customer. Only one replacement container will be provided/18month period. The replacement charge will be applied for any additional replacement container within the 18-month period. Carts damaged by the customer will result in the replacement charge. The City reserves the right to charge for replacement containers if the City determines there is a pattern of abuse, neglect or loss. A stolen container must be reported to the Utility Billing Department.
If the cart is stolen or missing, one free replacement cart will be provided to the customer. Only one replacement container will be provided per 18month period. The replacement charge will be applied for any additional replacement container within the 18 month period. Carts damaged by the customer will result in the replacement charge. The City reserves the right to charge for replacement containers if the City determines there is a pattern of abuse, neglect, or loss. A stolen container must be reported to the Utility Billing Department.
Drainage Rates & Fees
Water Rates & Fees
Water Rates & Fees -
Residential Volumetric Rate 0-2,000 gallons included in the base rate
** All meters must be purchased directly from the City of Belton. Meters 2" and smaller must be installed by the City of Belton
Water Tap + Meter with No Street Cut Water Tap + Meter with Street Cut
by customer** base fee + cost of meter + $500 (includes tap, service line, City cutoff valve & meter box) base fee + cost of meter + $1,000 (includes tap, service line, City cutoff valve, meter box & street repair)
Schedule
Water Rates & Fees - Continued
fee + cost of meter + $250 (includes tap, service line, City cutoff valve, & meter box; the tap & service line on the main line exists)
Sewer Rates & Fees
CITY OF BELTON, TEXAS FINANCIAL POLICIES
FINANCIAL MANAGEMENT POLICY
PURPOSE:
The City of Belton has a responsibility to its citizens to carefully account for public funds, to manage municipal finances wisely, and to plan for the adequate funding of services desired by the public. This policy is designed to establish guidelines for the fiscal management and financial planning of the City.
POLICY:
CITY ORGANIZATION
The City of Belton is a home-rule city operating under a Council-Manager form of government. AllpowersofthecityarevestedinanelectedCouncil,consistingofamayor and six members. The Council enacts local legislation, determines City policies, and employs the City Manager. Citizens elect each Council member at large in nongeographic places for three-year terms.
TheCityManageristheChiefExecutiveOfficerandtheheadoftheadministrativebranch of the city government. He is responsible for the proper administration of all city affairs.
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.
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.
BUDGETED FUNDS
The following funds shall be included in the annual budget of the city. The Annual Comprehensive Financial Report includes non-budgeted funds that are not included in this budget document.
• 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 Occupancy 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 - Accounts for projects financed with taxrevenuescollectedinthecity’staxincrementandreinvestmentzone,created pursuant to the State of Texas Tax Code.
• 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.
• 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.
• Belton Economic Development Corporation Fund - Accounts for activities related to the one-half percent economic development sales tax approved by voters in 1990.
BASIS OF BUDGETING
The basis of budgeting will be the same as the basis of accounting. Budgets for governmental and special revenue funds are prepared using the modified accrual basis ofaccounting. Budgetsfortheproprietaryfundsarepreparedusingthefullaccrualbasis of accounting with the following exceptions:
• Liabilities for compensated absences are accrued as earned under generally accepted accounting practices (GAAP basis) but recorded as an expense when paid on a budget basis.
• Principal payments on long-term debt are reported as a reduction to an outstanding liability on a GAAP basis but recorded as an expense on a budget basis.
• Capitalpurchases are recorded as asset additions at yearend on a GAAP basis but recorded as an expense on a budget basis.
• Depreciation is not a cash transaction; therefore, it is not reported on a budget basis.
FINANCIAL REPORTING
An independent audit will be conducted annually.
The city will produce annual financial statements in accordance with generally accepted accounting principles as outlined by the Governmental Accounting Standards Board.
If feasible, the city will produce an Annual Comprehensive Financial Report (ACFR) that meets the requirements for the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting
If feasible, the city will produce an annual budget document that meets the criteria for GFOA's Distinguished Budget Presentation Award.
Monthly financial reports will be prepared to enable department heads to manage their budgets and to enable the Finance Director to monitor and control the budget as authorized by the City Manager. Summary financial information will be provided to the departments within ten business days. Alternatively, department heads may create monthly financial reports for their department(s). City Council will receive a quarterly financial summary for each budgeted fund within thirty days of the end of the first three quarters (December, March and June). The ACFR will suffice as the quarterly financial summary for the last quarter (September).
REVENUE MANAGEMENT
The budget should be balanced with current revenues plus available unreserved fund balances equal to or greater than current expenditures.
The taxrateshouldbeadequatetoproducerevenues required topayfor city servicesas approved by the City Council.
Sales tax revenue projections should be conservative due to the elastic nature of this economically sensitive revenue source.
The General Fund should be compensated by other funds for administrative services provided, including management, finance, personnel, and the use of city streets and the city fleet.
The city willnot issue debt to finance current operations.
The cityutilitiesshalloperateon aself-supportingbasissothatuserchargesforservices shall fully cover the cost of providing those services.
The city will not use property taxes or other General Fund revenues to subsidize utility operations.
Utility rates shall be reviewed annually to ensure that they will generate revenues adequatetocoveroperatingexpenditures,meetbond covenants,and allowforadequate capital replacement.
The utility rate structure will to the greatest extent possible be fair and equitable to all customers.
The city willprovide timely and accurate billing to customers.
EXPENDITURE MANAGEMENT
Thelevelofbudgetarycontrol(levelatwhichexpendituresmaynotexceedbudget)isthe department level in all funds.
Budget appropriations lapse at year-end and do not carry forward to future periods. Budgets are not prepared for capital project funds because all significant expenditures arebaseduponfixed-bidcontracts,whicharecontrolledbymanagementduringtheinitial project planning stages.
The City Manager is authorized to transfer budgeted amounts within departments in any fund and, with City Council authorization, between departments in any fund during the last three months of the fiscal year. Any revisions that alter the total expenditures of any fund must be approved by City Council.
Acontingencyamountshallbeincluded intheannualbudgetinan amountnottoexceed 3% of total General Fund expenditures to cover unforeseen expenditures.
The city will maintain physical assets at a level adequate to protect the city's capital investment and minimize future maintenanceand replacement costs.
FUND BALANCE POLICY
PURPOSE:
The purposeofthispolicyistoestablishakeyelementofthe financialstabilityofthe City bysettingguidelinesforfundbalance. Unassignedfundbalanceisanimportantmeasure of economic stability. It is essential that the City maintain adequate levels of unassigned fund balance to mitigate financial risk that can occur from unforeseen revenue fluctuations, unanticipated expenditures, and similar circumstances. Fund balance also provides cash flow liquidity for the City’s general operations.
DEFINITIONS:
Fund Equity – A fund’s equity is generally the difference between its assets and its liabilities.
Fund Balance – An accounting distinction is made between the portions of fund equity that are spendable and non-spendable. These are classified into five categories:
1) Non-spendable fund balance – includes amounts that are not in a spendable form or are required to be maintained intact. Examples are inventory and prepaid items.
2) Restricted fund balance – includes amounts that can be spent only for the specific purposes stipulated by external resource providers either constitutionally or through enabling legislation. Examples include TIRZ, Debt Service, and bond funds.
3) Committed fund balance – includes amounts that can be used only for the specific purposes determined by a formal action of the government’shighest level of decision-making authority. Commitments may be changed or lifted only by the government taking the same formal action that imposed the constraint originally. Examples include grant matches and special revenue funds not in the restricted category.
4) Assigned fund balance – comprises amounts intended to be used by the governmentforspecificpurposes. Intentcanbeexpressedbythegoverningbody or by an official or body to which the governing body delegates the authority. In governmentalfundsotherthanthegeneralfund,assignedfundbalancerepresents the amount that is not restricted or committed. This indicates that resources in other governmental funds are, at a minimum, intended to be used for the purpose of that fund. Examples include civil service sick pay and non-bond capital project funds.
5) Unassigned fund balance – is the residual classification of the general fund and includes all amounts not contained in other classifications. Unassigned amounts are technically available for any purpose.
POLICY:
Committed Fund Balance
TheCityCouncilistheCity’shighestlevelofdecision-makingauthority. Theformalaction that is required to establish, modify, or rescind a fund balance commitment is an ordinance approved by the City Council, including budget ordinances. The action to constrain amounts in such a mannermust occur prior to the last day of the fiscal year for
which the commitment is made; however, the amount subject to the constraint may be determined in the subsequent period.
Assigned Fund Balance
The City Council has authorized the City Manager to assign fund balance for a specific purpose as approved by this fund balance policy.
Appropriate Size of Fund Balance
It is thegoalof theCitytomaintainanunassigned fund balancein the General Fund, the Water & Sewer Fund, and the Drainage Fund equal to or greater than 30% of budgeted expenditures. If unassigned fund balance falls below 30%, the City will implement the following budget strategies until fund balance has been replenished to an acceptable level:
Reduction of expenditures to minimum levels including, but not limited to:
o Reduction in discretionary spending.
o Implementation of a hiring freeze for non-essential positions.
Increase revenues or pursue other funding sources.
Or a combination of these two strategies.
Utilizing Unassigned Fund Balance
Unassigned fund balances may be used to meet capital needs, offset difficult economic times, stabilize fluctuations in cash flow requirements, and provide cash for emergency situations. Fund balance may be used for contingencies until the balance is nearing its minimumlevel. TheCitywilladjustitsexpenditureleveltoincorporateanyneweconomic reality that creates the need for use of fund balance as bridge financing. Authorization for utilizing fund balance is made by the City Council during the annual budget process or through amendment of the budget.
Order of Expenditure of Funds
When multiple categories of fund balance are available for expenditure (for example, a constructionprojectisbeingfundedpartlybyagrant,fundssetaside bythe CityCouncil, and unassigned fund balance), the City will start with the most restricted category and spend those funds first before moving down to the next category with available funds.
CAPITAL ASSET POLICY
PURPOSE:
The purposeof thispolicy istoestablishstandardsfortherecognition, capitalization,and disposal of capital assets for financial reporting purposes.
DEFINITIONS:
Capital assets are those assets that are used in operations, that meet or exceed certain capitalizationthresholds,andthatareexpectedtohaveausefullifeoftwoyearsormore. Capital assets may be either intangible (e.g., easements, water rights, licenses, leases) ortangible(e.g.,land,buildings,buildingimprovements,vehicles,machinery,equipment, and infrastructure).
POLICY:
Capitalization and Depreciation
Capital assets, which include land, buildings, improvements other than buildings, machineryandequipment,andinfrastructureassets(e.g.,roads,bridges,sidewalks,and similar items) are reported in the applicable governmental or business-type activities columns in the government-wide financial statements. Assets, other than infrastructure assets, with an initial cost, whether individual or in the aggregate, of more than $20,000 andanestimatedusefullifeoftwoyearsormoreshallbecapitalized.Infrastructureassets with an initial cost, whether individual or in the aggregate, of more than $50,000 and an estimated useful life of two years or more shall be capitalized. If an asset is purchased usingfederalorstategrantawardsthatrequirelowercapitalizationthresholds,thefederal or state capitalization threshold shall be used for that asset.
Purchased or constructed capital assets are recorded at historical cost or estimated historicalcost.Donatedcapitalassetsarerecordedattheestimatedfairvalueatthedate of donation.
Only capital improvements that lengthen the estimated useful life of an asset or increase servicecapacity(effectivenessorefficiency)willbecapitalized.Repairsandmaintenance for an asset to retain its value are not capitalized.
Capitalassetsoftheprimarygovernment,aswellasthecomponentunit,aredepreciated using the straight-linemethod over the following estimated useful lives:
Type of Asset Years
Buildings 40
Improvements other than buildings 4 – 50
Machinery and equipment 5 – 25
Infrastructure 10 – 30
Leases
A lease is a contract or agreement which conveys control of the right to use another entity’s nonfinancial asset (the underlying asset) as specified in the contract/agreement for aperiodoftimeinan amountequivalenttothevalueoftheasset.Anyagreementthat meetsthisdefinitionandismaterialtothefinancialstatementswillbeaccountedforunder
the lease guidance, unless specifically excluded. If the transaction is not material to the financial statements, lease payments willbe expensed as they occur.
IftheCityisthelesseeinatransaction,itwillrecognizealeaseliabilityandaleaseasset at the commencement of the lease term, unless the lease is a short-term lease or it transfers ownership of the underlying asset. The lease liability will be measured at the present value of payments expected to be made during the lease term (less any lease incentives). The lease asset will be measured at the amount of the initial measurement of the lease liability, plus any payments made to the lessor at or before the commencement of the lease term and certain direct costs. The City will reduce the lease liability as payments are made and recognize an outflow of resources (for example, expense)forinterestontheliability.TheCitywillamortizetheleaseassetinasystematic and rational manner over the shorter of the lease term or the useful life of the underlying asset. The notes to financial statements will include a description of leasing arrangements, the amount of lease assets recognized, and a schedule of future lease payments to be made.
IftheCityisthe lessorin atransaction,itwillrecognize alease receivableandadeferred inflow of resources at the commencement of the lease term, with certain exceptions for leases of assets held as investments, certain regulated leases, short-term leases, and leases that transfer ownership of the underlying asset. The City will not derecognize the assetunderlyingthelease.Theleasereceivablewillbemeasuredatthepresentvalueof lease payments expected to be received during the lease term. The deferred inflow of resources will be measured at the value of the lease receivable plus any payments received at or before the commencement of the lease term that relate to future periods. TheCitywillrecognizeinterestrevenueontheleasereceivableandaninflowofresources (forexample,revenue)fromthedeferredinflowsofresourcesinasystematicandrational manner over the term of the lease. The notes to financial statements will include a description of leasing arrangements and the total amount of inflows of resources recognized from leases.
The capitalization threshold for leased assets is the same as non-leased assets listed above. The materiality of the transaction should also be considered when determining whether to record a lease receivable or lease liability.
Subscription-Based Information Technology Arrangements
A subscription-based information technology arrangement (SBITA) is a contract that conveys control of the right to use another party’s (a SBITA vendor) information technology (IT) software, alone or in combination with tangible capital assets (the underlying IT assets), as specified in the contract for a period of time in an exchange or exchange-liketransaction. Anyagreementthatmeetsthisdefinitionandismaterialtothe financial statements will be accounted for under the SBITA guidance, unless specifically excluded. If the transaction is not material to the financial statements, SBITA payments willbe expensed as they occur.
The City will recognize a subscription liability and an intangible subscription asset at the commencementofthesubscriptionterm,unlesstheSBITAhasamaximumpossibleterm of twelve months or less, including any options to extend, regardless of their probability ofbeingexercised. Thesubscriptionliabilitywillbeinitiallymeasuredatthepresentvalue of payments expected to be made during the subscription term. The subscription asset willbemeasuredattheamountoftheinitialmeasurementofthesubscriptionliabilityplus any payments made to the SBITA vendor before the commencement of the subscription termandcapitalizableimplementationcosts,lessanyincentivesreceivedfromtheSBITA vendor at or before commencement of the subscription term. The City will reduce the subscription liability as payments are made and recognize an outflow of resources (for example,expense)forinterestontheliability.TheCitywillamortizethesubscriptionasset in a systematic and rational manner over the subscription term. The notes to financial statements will include a description of subscription arrangements, the amount of subscription assets recognized, a schedule of future subscription payments to be made, and other payments not included in the measurement of the subscription liability.
Capital Maintenance and Replacement
The City of Belton recognizes that deferred maintenance increases future capital costs. Assessmentsaremadeannuallyaspartofthebudgetpreparationprocesstoensurethat major repairs, replacements, and maintenance necessary to preserve the City’s capital investments are funded. The City implemented a capital equipment replacement plan to provide for the replacement of vehicles and equipment based upon mileage, age, or maintenancecosts. Moneyissetasideeachyear,ifavailable,toensuresufficientfunding exists when the assets need to be replaced in the future.
To that extent, the City will annually fund allocations to the following funds:
Fire Department Equipment Replacement Fund
Police Department Equipment Replacement Fund
Public Works and Parks Equipment Replacement Fund
Water and Sewer Equipment Replacement Fund
Drainage Equipment Replacement Fund
A schedule shall be maintained that includes a description of each vehicle or piece of equipment, the anticipated useful life, the estimated cost to replace the asset at the end ofitsusefullife,andtheannualcontributionrequiredtosystematicallyaccumulatefunding to replace the asset in the future. Any vehicle or piece of equipment that meets the capitalization threshold of this policy should be included in the equipment replacement schedule. Theequipmentreplacementscheduleshallbereviewedannuallyandmodified as needed. The City shall strive to fund 100% of the annual contribution requirement in its annual budget; however, financial conditions may dictate a greater or lesser contribution amount.
Disposal of Capital Assets
DepartmentswillcoordinatewithFinancetodisposeofpropertythatisdeemednolonger useful, has exceeded the industry standard life cycle, has been confiscated or abandoned, or is designated as unclaimed property. Section 8.18 of the Belton City
Charter states that the sale of City property shall be made in a manner that is not inconsistent with State law. The State of Texas prohibitsmunicipalities from givingaway items of value.
The preferred method of disposal is through an auction process. The City of Belton is a member of an online auction site that facilitates the timely removalof surplus equipment. Departments may also dispose of property by trade-in if the replacement is secured through the budgeted purchase of a similar item. Departments are responsible for securing approval and for adhering to polices for acquiring and disposing of property.
When original or replacement equipment acquired under a federal award is no longer needed for the original project or program or for other activities currently or previously supported by a federal awarding agency, the City must request disposition instructions from the Federal awarding agency if required by the terms and conditions of the Federal award. State awards may have similar disposition requirements.
DEBT POLICY
PURPOSE:
The City of Belton establishes the following policy concerning the issuance and managementofdebt. Thisdebtpolicy,asapprovedbytheCityCouncil,shallbereviewed and updated annually in conjunction with Council review and approval of the City’s investment policy, and is established to improve the quality of decisions in relation to the City’s financing activities, to provide a comprehensive view of the City’s long-term debt picture, and to make it easier for decision makers to understand issues concerning debt issuance and management.
POLICY:
Conditions of Debt Issuance
Debt should be issued for the purpose of meeting the needs of the community through funding of capital projects and equipment, and for any purpose allowed under the City Charter and State law.
All debt issuances shall be approved by the City Council.
Bonds will typically be issued for twenty years or less. The term of the bonds will not exceed the useful life of the asset being financed. In no case will bonds be issued for more than thirty years.
Long-term debt should not be used to finance current operations or normal maintenance.
The debt financing structure which represents the most financially efficient source of funding should be utilized.
Before any debt is issued, the City will conduct an analysis of the debt requirements to determine the impact on future budgets, the sufficiency of
revenues to fund the debt service requirements, and additional operating costs of the capital asset acquired.
Revenuesourcesusedtopaythedebtshallbe conservativelyprojectedtoensure sound financing of the long-term debt.
Types of Debt
General Obligation Bonds (GO’s): General Obligation bonds must be authorized by a voteofthecitizensofBelton. GObondsareusedonlytofundcapitalassetsofthegeneral government andarenot tobeusedto fundoperating needsoftheCity. Thefullfaith and credit of the City, as well as the City’s ad valorem taxing authority, back GO bonds. The use of the proceeds from GO bonds is limited to the acquisition or improvement of real property and other uses allowed by State law, City Charter, and applicable bond ordinances. To the extent that property tax revenues are used to fund debt service, a separate property tax will be levied.
Consideration for the issuance of GO debt include:
When the proposed debt willhave a significant impact on the tax rate;
When the project may be controversial even though routine in nature; or
When the project falls outside the typical range of projects the City has previously done in the past.
Revenue Bonds: Revenue Bonds are used to finance capital needs necessary for the continuation or expansion of a service which produces revenue, and for which the asset may reasonably be expected to provide for a revenue stream to fund the debt service requirements. The Water/Sewer and Drainage utilities are examples of revenue producing enterprises within the City.
Certificates of Obligation (CO’s): Certificates of Obligation may be used to fund any lawful purpose under State law and City Charter. Debt service for CO’s may be funded either from general revenues (tax-supported), or from specific revenue streams, or a combination thereof. Consideration for the issuance of CO’s include:
When the proposed debt willhave minimal impact on the tax rate;
When projects lack significant controversy;
When the project is within the typical range of the City’s capital requirements, such as for roads, parks, utility and other infrastructure, and City facilities;
When the project represents an emergency need for the community; or
When a combination of debt repayment sources make a combined issue feasible and prudent, such as general revenues and TIRZ funds, or general revenues and utility revenues, or some other combination of City funds.
RefundingObligations: Pursuant toStatelaw,theCityCouncilisauthorizedto provide fortheissuanceofbondsforthepurposeofrefundinganylong-termobligationoftheCity. City staff and the City’s financial advisors shall monitor the City’s outstanding debt and
the municipal bond market for opportunities to obtain interest savings by refunding outstanding debt. The City shall consider refunding debt when:
An analysis indicates the potential for present value savings of approximately 5% of the principal being refunded or at least$250,000 (net of issuance costs) inmostcircumstanceswithexceptionsallowedforchangestobondcovenants, paying off bonds earlier than the originally scheduled final maturity date, and conditionswhererefundingscanbecombinedwithnewmoneybondissuances to capture cost savings;
The bonds to be refunded have restrictive or outdated covenants; or
Restructuring of debt service is desirable.
Tax IncrementFinancingBonds: Proceeds from thesebondsmay beusedto finance capital improvements within the Tax Increment Reinvestment Zone (TIRZ). Repayment is from property taxes generated within the zone, within the remaining life of the TIRZ.
Internal Borrowing between City Funds: The Council may authorize use of existing long-term reserves as “loans” between funds. The borrowing fund will repay the loan at a rate consistent with current market conditions. The loan should be repaid within ten years and will be considered an investment of working capital reserves by the lending fund.
Leases: Leases may be used to finance major capital purchases, other than infrastructure, including fleet, major system upgrades, and large equipment purchases. The useful life of the asset should not exceed the term of the lease.
Other Obligations: There may be special circumstances when other forms of debt are appropriate and may be evaluated on a case-by-case basis. Such other forms include, but are not limited to tax anticipation notes, limited tax notes, non-enterprise revenue bonds, bond anticipation notes, grant anticipation notes, and judgment or settlement obligation bonds.
Debt Issuance Process
The City, with assistance from its financial advisors, shall review each debt issuance transaction on a case-by-case basis to determine the most appropriate method of sale.
When feasible and economical, obligations shall be issued by competitive rather than negotiated sale. A sale may be negotiated when the issue is predominantly a refunding issue or in other non-routine situations which require more flexibility than a competitive offer allows. When an option exists to offer an issue either for competition or for negotiation, analysis of the options shall be performed to aid in the decision making process.
When a sale is not competitively bid, the city will publicly present the reasons and will participatewiththefinancialadvisorintheselectionoftheunderwriterordirectpurchaser.
When cost/beneficial, the city may privately place its debt. Since no underwriter participates in a private placement, it may result in lower cost of issuance. Private placement issometimesan option forsmallissues. The opportunitymay beidentifiedby the Financial Advisor.
TheCitymayutilizetheservicesofindependentfinancialadvisorsondebtfinancingwhen deemed prudent. Bond counsel will be usedfor each transaction. Professional services used in conjunction with a bond issuance may be obtained using a request for proposals (RFP). If an RFP is used, selection will be based on experience in the type of issuance and in municipal bond activities, the ability to perform needed services, proposed fees, and fee structure.
The City of Belton will strive to maintain an investment grade bond rating. The City will maintaingoodcommunicationswithbondratingagenciesaboutitsfinancialconditionand willfollowapolicyoffullandongoingdisclosure. Whenissuingdebtinthepublicmarkets, the City will seek a rating from at least one rating agency, as recommended by the City’s financial advisor. The City may not need a rating for direct placement with a bank.
The City will comply with all Federal tax law provisions, including arbitrage requirements and reporting thereon.
Bond Reimbursement Resolutions
The City may utilize bond reimbursements as a tool to manage its debt issues, due to project timing, arbitrage requirements, or other factors. In so doing, the City uses its capital reserves to delay bond issues until such time when issuance is favorable and beneficial to the City. The City Council may authorize a bond reimbursement resolution within legislative limits.
Permitted Investments
All investments of debt proceeds shall adhere to the City’s investment policy.
A financial advisor may be used to assist in investing bond proceeds. However, the advisormustbeindependentoftheunderwriterorfinancialadvisorinvolvedwiththesale of thebonds. Bond proceeds shall be accountedfor separately from operatingfunds.To ensureadequateliquidityandsafetyofprincipal,investmentmaturitiesshallprecededebt service requirements.
INVESTMENT POLICY
PURPOSE:
The purposeofthisinvestmentpolicyistocomplywiththe CityCharter,bondcovenants, and Chapter 2256 of the Government Code (“Public Funds Investment Act”), which requirestheCitytoadoptawritteninvestmentpolicyregardingtheinvestmentofitsfunds and funds under its control. The Investment Policy addresses the methods, procedures andpracticesthatmustbeexercisedtoensureeffectiveandjudiciousfiscalmanagement of the City’s funds.
POLICY:
ItisthepolicyoftheCityofBelton,Texas,thatafterallowingfortheanticipatedcashflow requirementsoftheCityandgivingdueconsiderationtothesafetyandriskofinvestment, all available funds shall be invested in conformance with these legal and administrative guidelines, seeking to optimize interest earnings to the maximum extent possible.
Effective cash management is recognized as essential to good fiscal management. Investment interest is a source of revenue to City funds. The City’s investment portfolio shall be designed and managed in a manner designed to maximize this revenue source, to be responsive to public trust, and to be in compliance with legal requirements and limitations.
Investments shall be made with the primary objectives of:
Safety and preservation of principal;
Maintenance of sufficient liquidity to meet operating needs; and
Optimization of interest earnings on the portfolio.
SCOPE:
This Investment Policy shall govern the investment of all financial assets of the City. These funds are accounted for in the City’s Annual Comprehensive Financial Report (ACFR) and include:
General Fund;
Special Revenue Funds;
Capital Projects Funds;
Enterprise Funds;
TIRZ Fund;
Economic Development Fund;
Internal Service Funds;
Trust and Agency Funds, to the extent not required by law or existing contract to be kept segregated and managed separately;
Debt Service Funds, including reserves and sinking funds, to the extent not required by law or existing contract to be kept segregated and managed separately; and
Anynew fund createdbytheCity,unlessspecificallyexemptedfromthisPolicyby the City Council or by law.
The City will consolidate cash balances from all funds to maximize investment earnings. Investment income will be allocated to the various funds based on their respective participation and in accordance with generally accepted accounting principles.
This Investment Policy shall apply to all transactions involving the financial assets and related activity for all the foregoing funds. However, this policy does not apply to the assets administered for the benefit of the City by outside agencies under deferred compensation programs.
INVESTMENT OBJECTIVES:
The City shall manageand invest its cash with three primary objectives, listed in order of priority: safety, liquidity and yield, expressed as optimization of interest earnings. Thesafetyoftheprincipalinvestedalwaysremainstheprimaryobjective. Allinvestments shallbedesignedandmanagedinamannerresponsivetothepublictrustandconsistent with state and local law.
The City shall maintain a comprehensive cash management program, which includes collectionofaccountreceivables,vendorpaymentsinaccordancewithinvoiceterms,and prudent investment of available cash. Cash management is defined as the process of managingmonies to ensuremaximum cashavailability and maximum earnings on shortterm investment of idle cash.
Safetyofprincipalistheforemostobjectiveoftheinvestmentprogram. Investmentsshall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. The objective will be to mitigate credit and interest rate risk.
Credit Risk – The City will minimize credit risk, the risk of loss due to the failure of the issuer or backer of the investment, by:
Limiting investments to the safest types of investments;
Pre-qualifying the financial institutions and broker/dealers with which the City willdo business; and
Diversifying the investment portfolio so that potential losses on individual issuers will be minimized.
Interest Rate Risk – the City will minimize the risk that the interest earnings and the market value of investments in the portfolio will fall due to changes in general interest rates, by:
Investing operating funds primarily in certificates of deposit, shorter-term securities, money market mutual funds, or local government investment pools functioning as money market mutual funds.
Liquidity [PFIA 2256.005(b)(2)]
Theinvestmentportfolioshallremainsufficientlyliquidtomeetalloperatingrequirements that may be reasonably anticipated. This is accomplished by structuring the portfolio so that investments mature concurrent with cash needs to meet anticipated demands. Because all possible cash demands cannot be anticipated, a portion of the portfolio will be invested in local government investment pools that offer same-day liquidity.
Yield (Optimization of Interest Earnings)
[PFIA 2256.005(b)(3)]
The investmentportfolio shallbe designed with the objectiveof attaining a market rate of returnthroughoutbudgetaryandeconomiccycles,takingintoaccounttheinvestmentrisk constraints and liquidity needs. Return on investment is of secondary importance compared to the safety and liquidity objectives described above.
RESPONSIBILITY AND CONTROL:
Delegation of Authority [PFIA 2256.005(f)]
In accordancewiththeCityCharterand the PublicFunds InvestmentAct,the BeltonCity Council designates the City Manager, the Director of Finance, and the Assistant Director of Finance as the City’s Investment Officers. An Investment Officer is authorized to execute investment transactions on behalf of the City. No person may engage in an investment transaction or the management of City funds except as provided under the termsofthisInvestmentPolicyasapprovedbytheCityCouncil. Theinvestmentauthority granted to the investing officers is effective until rescinded by the City Council.
Quality and Capability of Investment Management
[PFIA 2256.005(b)(3)]
The City shall provide periodic training in investments for the designated investment officers and other investment personnel through courses and seminars offered by professional organizations, associations, and other independent sources in order to ensurethequalityandcapabilityofinvestmentmanagementincompliancewiththePublic Funds Investment Act.
Training Requirement [PFIA 2256.008]
In accordance with the City Charter and the Public Funds Investment Act, designated Investment Officers shall attend an investment training session no less often than once every two fiscal years and shall receive not less than 8 hours of instruction relating to investment responsibilities. A newly appointed Investment Officer must attend a training sessionofatleast10hoursofinstructionwithintwelvemonthsofthedatetheofficertook
office or assumed the officer’s duties. The investment training session shall be provided by an independent source. For purposes of this policy, an “independent source” from which investment training shall be obtained shall include a professional organization, an institution of higher education, or any other sponsor other than a business organization with whom the City may engage in an investment transaction.
Internal Controls [Best Practice]
TheDirectorofFinanceisresponsibleforestablishingandmaintaininganinternalcontrol structure designed to ensure that the assets of the City are protected from loss, theft, or misuse. Theinternalcontrolstructureshallbedesignedtoprovidereasonableassurance that these objectives are met. The concept of reasonable assurance recognizes that (1) the cost of a control should not exceed the benefits likely to be derived; and (2) the valuation of costs and benefits requires estimates and judgments by management. Accordingly, the Director of Finance shall establish a process for annual independent review by an external auditor to assure compliance with policies and procedures.
Public Trust
All participants in the City’s investment process shall seek to act responsibly as custodians of the public trust. Investment officers shall avoid any transaction that might impair public confidence in the City’s ability to govern effectively.
Prudence [PFIA 2256.006]
The standard of prudence to be applied by the Investment Officers shall be the “prudent investor” rule. This rule states that “Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion and intelligence exercise in the management of their own affairs, not for speculation, but for investment,consideringtheprobablesafetyoftheircapitalaswellastheprobableincome to be derived.” In determining whether an Investment Officer has exercised prudence with respect to an investment decision, the determination shall be made taking into consideration:
Theinvestmentofallfunds,orfundsundertheCity’scontrol,overwhichtheofficer had responsibility rather than a consideration as to the prudence of a single investment; and
Whether the investment decision was consistent with the written approved investment policy of the City.
Indemnification [Best Practice]
The Investment Officer,acting inaccordancewith written procedures and exercising due diligence, shall not be held personally responsible for a specific investment’s credit risk ormarketpricechanges,providedthatthesedeviationsarereportedimmediatelyandthe appropriate action is taken to control adverse developments.
Ethics and Conflictsof Interest [PFIA 2256.005(i)]
Officers and employees involved in the investment process shall refrain from personal business activity that would conflict with the proper execution and management of the investment program, or that would impair their ability to make impartial decisions. Employees and Investment Officers shall disclose any material interests in financial institutions with which they conduct business. They shall further disclose any personal financial/investment positions that could be related to the performance of the investment portfolio.
An Investment Officer of the City who has a personal business relationship with an organizationseekingtosellaninvestmenttotheCityshallfileastatementdisclosingthat personal business interest. An Investment Officer who is related within the second degree by affinity or consanguinity to an individual seeking to sell an investment to the City shall file a statement disclosing that relationship. A statement required under this subsection must be filed with the Texas Ethics Commission and the City Council.
SUITABLE AND AUTHORIZED INVESTMENTS:
Portfolio Management
The City currently has a “buy and hold” portfolio strategy. Maturity dates are matched with cash flow requirements and investments are purchased with the intent to be held until maturity. However, investments may be liquidated prior to maturity for the following reasons:
An investment with declining credit may be liquidated early to minimize loss of principal; and/or
Cash flow needs of the City require that the investment be liquidated.
Investments [PFIA 2256.005(b)(4)(A)]
City funds governed by this policy may be invested in the instruments described below, all of which are authorized by Chapter 2256 of the Government Code (Public Funds InvestmentAct). InvestmentofCityfundsinanyinstrumentorsecuritynotauthorizedfor investment under the Act is prohibited. The City will not be required to liquidate an investment that becomes unauthorized subsequent to its purchase. [PFIA 2256.017]
I. Authorized
1. Obligations oftheUnitedStatesof America,itsagencies and instrumentalities, including the Federal Home Loan Banks. [PFIA 2256.009 (1)]
2. Interest-bearingbankingdepositsthatareguaranteedorinsuredbytheFederal Deposit Insurance Corporation or is successor or the National Credit Union Share Insurance Fund or its successor. [PFIA 2256.009 (7)]
3. Fully insured or collateralized depository certificates of deposit of banks doing businessinTexaswithamaximummaturityoftwoyearsguaranteedorinsured by the Federal Deposit Insurance Corporation, or its successor, or collateralized in accordance with this policy. [PFIA 2256.010]
4. FDIC-insured brokered certificate of deposit security from banks in any US state,deliveredversuspaymenttotheentity’ssafekeepingdepository, andnot to exceed one year to maturity. The funds must be invested through a broker or depository institution that has its main office ora branch office in Texas and has been selected from a list adopted by the City Council. [PFIA 2256.010]
5. Local government investment pools, which 1) meet the requirements of Chapter 2256.016 of the Public Funds Investment Act, 2) are rated no lower than AAA or AAA-m or an equivalent rating by at least one nationally recognized rating service, and 3) are authorized by resolution or ordinance by the City Council. In addition, a local government investment pool created to function as a money market mutual fund must mark its portfolio to the market daily and, to the extent reasonably possible, stabilize at $1.00 net asset value. [PFIA 2256.016]
All prudent measures will be taken to liquidate an investment that is downgraded to less than the required minimum rating. [PFIA 2256.021] II. Not Authorized [PFIA 2256.009(b)(1-4)]
1. Obligations whose payment represents the coupon payments on the outstanding principal balance of the underlying mortgage-backed security collateral and pays no principal;
2. Obligations whose payment represents the principal stream of cash flow from the underlying mortgage-backed security collateral and bears no interest;
3. Collateralized mortgage obligations that have a stated final maturity date of greater than 10 years; and
4. Collateralized mortgage obligations the interest rate of which is determined by an index that adjusts opposite to the changes in a market index.
INVESTMENT PARAMETERS:
Maximum Maturities [PFIA 2256.005(b)(4)(B)]
The longer the maturity of investments, the greater their price volatility. Therefore, it is the City’s policy to concentrate its investment portfolio in shorter-term securities in order to limit principal risk caused by changes in interest rates.
The City attemptsto match its investments with anticipated cash flow requirements. The City will notdirectlyinvest insecuritiesmaturing morethantwo (2) years from thedateof purchase; however, the above-described obligations, certificates, or agreements may be collateralized using longer dated investments.
The composite portfolio will have a weighted average maturity of 365 days or less. This dollar-weighted average maturity will be calculated using the stated final maturity dates of each security. [PFIA 2256.005(b)(4)(C)]
Diversification [PFIA
(b)(3)]
The City recognizes that investment risks can result from issuer defaults, market price changes or various technical complications leading to temporary illiquidity. Risk is controlled through portfolio diversification that shall be achieved by the following general guidelines:
Limiting investments to avoid overconcentration in investments from a specific issuer or business sector (excluding U.S. Treasury securities and certificates of deposit that are fully insured and collateralized in accordance with state and federal law);
Limiting investment in investments that have higher credit risks (example: commercial paper);
Investing in investments with varying maturities; and
Continuously investing a portion of the portfolio in readily available funds such as local government investment pools (LGIP’s) to ensure that appropriate liquidity is maintained in order to meet ongoing obligations.
Diversificationbyinvestmentinstrumentshallnotexceedthefollowingguidelinesforeach type of instrument:
SELECTION OF BANKS AND DEALERS:
Depository [Section 8.13, City Charter]
ADepositoryshallbeselectedthrough theCity’sbanking servicesprocurementprocess, which shall include a formal request for proposal (RFP). The selection of a depository will be determined by competitive proposal and evaluation of bids will be based on the following selection criteria:
The ability to qualify as a depository for public funds in accordance with state law;
The ability to provide requested information or financial statements for the periods specified;
The ability to meet all requirements in the banking RFP;
Complete response to all required items on the bid form; and
Lowest net banking service cost, consistent with the ability to provide an appropriate level of service.
Authorized Brokers/Dealers [
PFIA 2256.025]
TheCityshall,atleastannually,review,revise,andadoptalistofqualifiedbroker/dealers and financial institutions authorized to engage in securities transactions with the City. Those firms that request to become qualified bidders for securities transactions will be required to provide a completed broker/dealer questionnaire that provides information regarding creditworthiness, experience and reputation; and 2) a certification stating the firmhasreceived,read,andunderstoodtheCity’sinvestmentpolicyandagreetocomply with the policy. Authorized firms may include primary dealers or regional dealers that qualify under Securities & Exchange Commission Rule 15C3-1 (Uniform Net Capital Rule),andqualifieddepositories. Allinvestmentproviders,includingfinancialinstitutions, banks, and local government investment pools, must sign a certification acknowledging that the organization has received and reviewed the City’s investment policy and that reasonable procedures and controls have been implemented to preclude investment transactions that are not authorized by the City’s policy. [PFIA 2256.005(k-l)]
Competitive Pricing [Best Practice]
It is the policy of the City to require at least three competitive offers, if available, for all individual security purchases and sales except for: a) transactions with local government investment pools and b) treasury and agency securities purchased at issue through an approvedbroker/dealeror financialinstitution. TheDirectorofFinanceshalldevelopand maintain procedures for ensuring competition in the investment of the City’s funds.
Delivery vs. Payment [PFIA 2256.005(b)(4)(E)]
Securitiesshallbepurchasedusingthe deliveryvs.paymentmethodwiththeexception of investment pools. Funds will be released after notification that the purchased security has been received.
SAFEKEEPING OF SECURITIES AND COLLATERAL:
Safekeeping and Custodian Agreements [Best Practice]
TheCityshallcontractwithabankorbanksforthesafekeepingofsecuritieseitherowned by the City as part of its investment portfolio or held as collateral to secure demand or timedeposits. SecuritiesownedbytheCityshallbeheldintheCity’snameasevidenced by safekeeping receipts of the institution holding the securities.
Collateral for deposits will be held by a third-party custodian designated by the City and pledged to the City asevidenced by safekeeping receipts oftheinstitution withwhich the collateral is deposited. Original safekeeping receipts shall be obtained. Collateral may be held by the depository bank’s trust department, a Federal Reserve bank or branch of a Federal Reserve bank, a Federal Home Loan Bank, or a third-party bank approved by the City.
Collateral Policy [PFCA 2257.023]
Consistent with the requirements of the Public Funds Collateral Act, it is the policy of the City to require full collateralization of all City funds on deposit with a depository bank, other than investments. In order to anticipate market changes and provide a level of security for all funds, the collateralization level will be 102% of market value of principal andaccruedinterestonthedepositsorinvestmentslessanamountinsuredbytheFDIC. At its discretion, the City may require a higher level of collateralization for certain investment securities. Securities pledged as collateral shall be held by an independent thirdpartywithwhichtheCityhasacurrentcustodialagreement. TheDirectorofFinance is responsible for entering into collateralization agreements with third-party custodians in compliance with this Policy. The agreements are to specify the acceptable investment securities for collateral, including provisions relating to possession of the collateral, the substitution or release of investment securities, ownership of securities, and the method of valuation of securities. A clearly-marked evidence of ownership (safekeeping receipt) must be supplied to the City and retained. Collateral shall be reviewed at least quarterly to assure that the market value of the pledged securities is adequate.
Collateral Defined [PFCA 2257.002 (4)(A-F) and PFCA
The City shall accept only eligible securities, under the PFCA 2257.002(4)(A-F) as collateral, defined as:
A surety bond;
An investment security, further defined as:
o An obligation that in the opinion of the attorney general of the United States is a general obligation of the United States and backed by itsfull faith and credit;
o a generalor specialobligationissuedbyapublicagencythat ispayable from taxes, revenues,or a combination of taxes and revenues; or
o a security in which a public entity may invest under Subchapter A, Chapter 2256.
an ownership or beneficial interest in an investment security, other than an option contract to purchase or sell an investment security;
a fixed-rate collateralized mortgage obligation that has an expected weighted average life of 10 years or less and does not constitute a high-risk mortgage security;
a floating-rate collateralized mortgage obligation that does not constitute a highrisk mortgage security; or
a letter of credit issued by a federal home loan bank.
Whilenot mandated, the City seeks collateral to be kept in the form of:
Direct obligations of the United States Treasury or its agencies and instrumentalities;
Obligations of states, agencies, counties, cities, and other political subdivisions of any state rated as to investment quality by a nationally recognized rating firm not less than A or its equivalent with a remaining maturity of ten (10) years or less;
A surety bond issued by an insurance company rated as to investment quality by a nationally recognized rating firm not less than A; and
A letter of credit issued to the City by the Federal Home Loan Bank.
Subject to Audit
All collateral shall be subject to inspection and audit by the Director of Finance or the City’s independent auditors.
PERFORMANCE:
Performance Standards
The City’s investment portfolio will be managed in accordance with the parameters specifiedwithinthispolicy. Theportfolioshallbedesignedwith theobjectiveofobtaining a rate of return through budgetary and economic cycles, commensurate with the investment risk constraints and the cash flow requirements of the City.
Performance Benchmark [Best Practice]
ItisthepolicyoftheCitytopurchaseinvestmentswithmaturitydatescoincidingwithcash flow needs. Through this strategy, the City shall seek to optimize interest earnings utilizing allowable investments available on the market at that time. Market value will be calculated on a quarterly basis on all securities owned and compared to current book value. The City’s portfolio shall be designed with the objective of regularly meeting or exceedingtheaveragerateofreturnonU.S.TreasuryBillsatamaturitylevelcomparable to the City’s weighted average maturity in days.
REPORTING [PFIA 2256.023]:
Methods
The Investment Officer shall prepare an investment report on a quarterly basis that describes the portfolio in terms of investment securities, maturities, and shall explain the total investment returnfor the quarter.
The quarterlyinvestment report shallincludea summary statement of investment activity preparedincompliancewithgenerallyacceptedaccountingprinciples.Thissummarywill Page 343
be preparedinamannerthatwillallowthe City toascertainwhetherinvestmentactivities during the reporting period have conformed to the Investment Policy. The report will be provided to the City Council. The report will include, but is not limited to:
A detailed description of the investment position for the City;
A summary statement of each pooled investment fund group that states the beginning market value for the reporting period, additions and changes to the market value during the period, and the ending market value for the period;
Astatementofthebookvalueandmarketvalueofeachseparatelyinvestedasset at the beginning and end of the reporting period by type of asset and fund type invested; and
A statement of compliance with the investment policy.
An independent auditor will perform a formal annual review of the quarterly reports with the results reported to the governing body [PFIA 2256.023(d)].
Monitoring Market Value [PFIA 2256.005(b)(4)(D)]
Market value of all securities in the portfolio will be determined on a quarterly basis. Thesevalues willbe obtainedfrom a reputable andindependent source anddisclosedto the governing body quarterly in a written report.
INVESTMENT POLICY ADOPTION [PFIA 2256.005(e)]:
The City’s investment policy shall be adopted annually by resolution of the City Council. It is the City’s intent to comply with state laws and regulations. The City’s investment policyshallbe subjecttorevisions consistentwithchanging laws,regulations,and needs oftheCity. TheCityCouncilshalladoptaresolutionstatingthatithasreviewedthepolicy and investment strategies annually, approving any changes or modifications.
BUDGET GLOSSARY
Account Number: A code made up of numbers used to classify how specific dollar amounts come into the City or how they are being spent.
Accounting System: The methods and records established to identify, assemble, analyze, classify, record and report the City's transactions and to maintain accountability for the related assets and liabilities.
Accounts Payable (AP): A short-term (one year or less) liability reflecting amounts owed for goods and services received by the City.
Accounts Receivable (AR): An asset reflecting amounts due from other persons/organizations for goods and services furnished by the City.
Accrual Accounting: A basis of accounting in which revenues and expenses are recorded at the time they occur, rather than at the time cash is received or paid by the City.
Ad Valorem Taxes: Commonly referred to as property taxes. The charges levied on all real, and certain personal property according to the property's assessed value and the tax rate. Also known as property taxes.
Amortization: An accounting method that reduces the value of a loan or an intangible asset, over time.
Annual Comprehensive Financial Report: The City’s complete set of financial statements issued by a government entity in accordance with the requirements of the Government Accounting Standards Board. The report is comprised of the introductory, financial, and statistical sections in which all the annual reports for that specific fiscal year are summarized.
Appropriation: An authorization made by the City Council which permits the City to make expenditures and incur obligations.
Arbitrage: The reinvestment of the proceeds of tax-exempt securities in materially higher-yielding taxable securities.
Assessed Value: A valuation set upon real estate or other property as a basis for levying property taxes. All property values within the City of Belton are assessed by the Bell County Appraisal District.
Asset: The resources and property of the City that can be used or applied to cover liabilities.
Audit: An examination or verification of the financial accounts and records. The City is required to have an annual audit conducted by qualified certified public accountant, concluding in a written report called the Annual Report (AR).
Available Cash: Unobligated cash and cash equivalents.
Balanced Budget: A balanced budget occurs when the total sources of revenues a government collects in a year is equal to the amount it spends on goods, services, and debt service. In Texas, municipalities are allowed to use available fund balance as sources.
Basis of Accounting: Refers to when revenues, expenditures, expenses and transfers (and the related assets and liabilities) are recorded and reported in the financial statements.
Bond: A written promise to pay a specified sum of money (called the principal amount) at a specified date or dates in the future (called the maturity dates), and carrying interest at a specified rate, usually paid periodically. The difference between a bond and a note is that a bond is issued for a longer period and requires greater legal formality. The most common types of bonds are general obligation and revenue bonds. Bonds are usually used for construction of large capital projects, such as buildings, streets, and water/sewer system improvements.
Bonded Debt: The portion of indebtedness represented by outstanding (unpaid) bonds.
Bonds Issued: Bonds sold by the City.
Bonds Payable: The face value of bonds issued and unpaid.
Budget: A financial plan for a specified period of time (fiscal year for the City) that includes an estimate of proposed expenditures and the means for financing them.
Capital Assets: Assets of a long-term character which are intended to be held or used, such as land, buildings, machinery, furniture and equipment.
Capital Expenditures: Expenditures for the construction, purchase or renovation of City facilities or property with a value exceeding $20,000 and a useful life greater than two years.
CIP: Capital Improvements Program. A plan for capital expenditures to provide longlasting physical improvements to be incurred over a fixed period of several future years.
Capital Outlay: Expenditures resulting in the acquisition of or addition to the City's fixed assets.
Capital Projects Fund: A fund created to account for financial resources to be used for the acquisition or construction of major capital facilities or equipment.
Cash: Currency on hand and demand deposits with banks or other financial institutions.
Cash Basis: A basis of accounting in which transactions are recorded on when cash is received or disbursed.
Cash Equivalents: Short-term, highly liquid investments that are readily convertible to known amounts of cash.
Certificate of Obligation (CO): Legal debt instruments used to finance capital improvement projects. Certificates of obligation are backed by the full faith and credit of the government entity and are fully payable from a property tax levy. Certificates of obligation differ from general obligation debt in that they are approved by the City Council and are not voter approved.
Component Unit: Legally separate organization for which the elected officials of the City are financially accountable.
Contingency: The appropriation of funds for future allocation in the event specified budget allocations are insufficient and additional funding is required.
Current Taxes: Taxes that are levied and due within the ensuing fiscal year.
De Minimis Rate: The rate that would generate an additional $500,000 in revenue for the M&O rate plus the current debt rate.
Debt Service Fund: A fund established to account for funds needed to make principal and interest payments on outstanding bonds when due. Also referred to as an Interest and Sinking Fund.
Debt Service Requirements: The amount of money required to pay interest and principal for a specified period on outstanding debt.
Delinquent Taxes: Property taxes remaining unpaid after the due date. Delinquent taxes incur penalties and interest at rates specified by law.
Department: A functional group of the City with related activities aimed at accomplishing a major City service or program.
Depreciation: The proration of the cost of a fixed asset over the estimated service life of the asset. Each period is charged with a portion of such cost, and through this process, the entire cost of the asset is ultimately charged off as an expense.
Division: A grouping of related activities within a particular department. For example, Code Compliance is a division of the Police Department.
Encumbrance: The commitment of appropriated funds to purchase an item or service. An encumbrance differs from an account payable in that a commitment is referred to as an encumbrance before goods or services are received. After receipt, the commitment is referred to as an account payable.
Enterprise Fund: See Proprietary Fund.
Expenditure: If accounts are kept on the accrual basis, this term designates total charges incurred, whether paid or unpaid. If they are kept on the cash basis, the term covers only actual disbursements for these purposes. (Note: An encumbrance is not an expenditure. An encumbrance reserves funds to be expended.)
Expense: Charges incurred, whether paid or unpaid, for operation, maintenance, interest and other charges which are presumed to benefit the current fiscal period.
Equity: The difference between assets and liabilities of the fund.
Fiscal Year (FY)(Period): The time period designated by the City signifying the beginning and ending period for recording the financial transactions of the City. The City of Belton's fiscal year begins each October 1st and ends the following September 30th.
Full Faith and Credit: A pledge of the City's taxing power to repay debt obligations. Bonds carrying such pledges are referred to as general obligation bond or tax-supported debt.
Full-Time Equivalent (FTE): The number of full-time hours being worked by both parttime and full-time employees. The Full-Time Equivalent calculation is an employee’s scheduled hours divided by the Cities full time work week. The unit of measurement for one FTE is equivalent to an individual working 40 hours in a week, or 2080 hours in a year.
Fund: Separate fiscal and accounting entities with their own resources and budgets necessary to carry on specific activities and attain certain objectives.
Fund Balance: The difference between fund assets and fund liabilities of governmental & trust funds. Fund balance for general fund types using modified accrual accounting closely equates to available cash.
General Fund (GF): The largest fund within the City. Accounts for all financial resources except those required to be accounted for in another fund. The General Fund contains the activities commonly associated with municipal government, such as police and fire protection, libraries, streets, and parks and recreation.
General Obligation Bonds: Bonds that finance a variety of public projects such as streets, buildings, and capital improvements. The repayment of these bonds is usually made from the Debt Service Fund. They are backed by the full faith and credit of the City and voter approved.
Goals: Department/division objectives intended to be accomplished or begun within the coming fiscal year.
Governmental Funds: Funds generally used to account for tax-supported activities. These include the General Fund, Debt Service Fund, and Capital Projects Funds.
Grant: Contributions or gifts of cash or other assets from another government to be used for a specific purpose, activity or facility.
Infrastructure: Long-lived capital assets that normally are stationary in nature and can be preserved for a significantly greater number of years than most capital assets. Examples of infrastructure assets include roads, bridges, drainage systems, and water and sewer systems.
Interest and Sinking Fund: See Debt Service Fund.
Interfund Transfers: Amount transferred from one fund to another.
Intergovernmental Revenue: Revenues received from another governmental entity, such as county, state or federal governments.
Machinery & Equipment: Property that does not lose its identity when removed from its location and is not changed materially or consumed immediately by use.
Maintenance: The act of keeping assets in a state of good repair. It includes preventive maintenance; normal periodic repairs; part replacement and so forth needed to maintain the asset so that it continues to provide normal service.
Mission: The basic purpose of a department/division - the reason for its existence.
Modified Accrual Basis: This method of governmental accounting recognizes revenues when they are measurable and available and expenditures when goods or services are received (except for principal and interest on long-term debt, which is recognized when paid).
No-New-Revenue Tax Rate: The total rate that is needed to raise the same amount of revenue from the same properties in consecutive years.
Operating Budget: Plans of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing activities of the City are controlled.
Operating Expenses: Proprietary fund expenses related directly to the Fund's primary activities.
Operating Income: The excess of proprietary fund operating revenues over operating expenses.
Operating Revenues: Proprietary fund revenues directly related to the fund's primary activities. They consist primarily of user charges for goods and services.
Ordinance: A formal legislative enactment by the City Council.
Paying Agent: An entity responsible for paying of bond principal and interest on behalf of the City.
Principal: The face value of a bond, payable on stated dates of maturity.
Property Taxes: See Ad Valorem Taxes.
Proprietary Fund: Also referred to as an Enterprise Fund. A governmental accounting fund in which the services provided, such as water and sewer service, are financed and operated similarly to those in a private business. The intent is that the costs of providing these services be recovered through user charges (e.g. water/sewer bills).
Refunding: The issuance of new debt whose proceeds are used to repay previously issued debt. The proceeds may be used immediately for this purpose (a current refunding), or they may be placed with an escrow agent and invested until they are used to pay principal and interest on the old debt at a future time (an advanced refunding).
Reimbursements: Interfund transactions that constitute reimbursements to a fund for expenditures or expenses initially made from it, but that properly apply to another fund.
Resolution: A special or temporary order of the City Council. Requires less formality than an ordinance.
Retained Earnings: An equity account reflecting the accumulated earning of a proprietary fund.
Revenue Bonds: Bonds whose principal and interest are payable exclusively from earnings of a proprietary fund.
R U OK? Outreach program operated by the Police Department & CHIPS volunteers that consists of periodic phone calls to participating senior citizens as part of a welfare check.
Special Revenue Fund: Accounts for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes.
Taxable Value: The assessed value of property less any exemptions available on that specific property. The tax rate is applied to the taxable value to arrive at a tax levy.
Tax Base: The total taxable value of all real and personal property in the City as of January 1st of each year, as certified by the Tax Appraisal District, less any exemptions.
Taxes: Compulsory charges levied by a government to finance services performed for the common benefit.
Tax Levy: The resultant product when the tax rate per one hundred dollars is multiplied by the tax base.
Tax Rate: The amount of tax levied for each $100 of taxable value.
Tax Roll: The official list showing the amount of taxes levied against each taxpayer or property.
TML: The Texas Municipal League is a voluntary coalition of Texas municipalities created for the purpose of furthering and enhancing causes of mutual interest to Texas cities. The League offers educational and training opportunities, legislative activities and legal advisement to its members. Additionally, the League has intergovernmental risk pools that offer insurance coverage on an elective basis.
TMRS: The Texas Municipal Retirement System provides retirement plans to its member cities. Each city selects its own plan and its contributions are computed on each individual city’s plan and actuarial information. The City of Belton currently offers its employees a retirement plan with 2:1 matching, 5 year vesting and retirement eligibility at age 60 with 10 years of service and at any age with 20 years of service.
Unencumbered Balance: The amount of an appropriation that is not expended or encumbered. It is essentially the amount of money still available for future purchases.
User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service (e.g. water and sewer fees).
Voter-Approval Tax Rate: The rate that raises 3.5% more in revenue for maintenance and operation expenditures plus the debt service rate.
ACRONYMS
ACFR Annual Comprehensive Financial Report
AR Annual Report (audit)
ARPA American Rescue Plan Act
BACFS Belton Area Citizens for Seniors
BCWCID Bell County Water Control and Improvement District
BEDC Belton Economic Development Corporation
BISD Belton Independent School District
BRA Brazos River Authority
BS&W Baylor Scott and White
CHIPS Citizens Helping in Police Service
CIP Capital Improvements Program
CO Certificates of Obligation
CPA Certified Public Accountant
CTCOG Central Texas Council of Governments
CTWSC Central Texas Water Supply Corporation
DBBA Downtown Belton Business Alliance
DRWSC Dog Ridge Water Supply Corporation
EMS Emergency Medical Services
ETJ Extra-Territorial Jurisdiction
FB Fund Balance
FD Fire Department
FICA Federal Insurance Contribution Act (commonly referred to as Social Security)
FTA Failure to Appear
FTE Full-Time Equivalent
FY Fiscal Year
GAAP Generally Accepted Accounting Procedures
GASB Governmental Accounting Standards Board
GF General Fund
GFOA Government Finance Officers Association
GFOAT Government Finance Officers Association of Texas
