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Fiscal Year 2004-2005TOWN OF TROPHY CLUB
Fiscal Year 2004-05 Budget
Mayor - Scott Smith
Mayor Pro Tern - Scott Spence
Council Member — Susan Edstrom
Council Member -- Pam Cates
Council Member — Beverly Foley
Council Member — Roger Williams
Town Manager — Donna welsh
Finance Director — Roger Unger
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TROPHY
August 9, 2004
Mayor Scott Smith
Members of Town Council
Town of Trophy Club
100 Municipal Drive
Trophy Club, Texas
Dear Mayor and Members of Town Council,
In accordance with the Texas Local Government Code, the proposed Annual Budget for the
fiscal year beginning October 1, 2004 and ending September 30, 2005 is presented for
consideration.
The proposed FY 2004-05 Annuat Budgei presents in fnancial terms the plan for
accomplishment of municipal objectives during the forthcoming fiscal year. The budget
preparation requires a comparison of the anticipated revenues with proposed programs, and
establishment of priorities that are based on service demands or prior cornrnitments to
projects.
As you can see, the attached proposed budget document is a very conservative financial plan
for next year. Our goal is to provide the best service for our citizenry while being fiscally
responsible_
Finance Director, Roger Unger has provided a detail breakdown of the proposed budget, The
breakdown shows that in FY 2003/2004 expenditures are projected to come in approximately
$156,000 under budget, and revenues are projected to conic in approximately $522,000 over
budget.
]3rtrlgei RecoMMendations:
- Allocate $100,000 =rorn the general reserve account to the GASB account for long-
term
ongiterm street repairs.
- Move forward with street projects approved by the citizenry in the 1997 Bond
Issue,
- Increase Interest & Sinking Tax Rate to support the annual bond payment.
- Place funds in excess of the 90 -day operating fund at the end oFFY 2003-2004
in the general reserve account.
100 Municipal Drive Trophy Club, Texas 76262 Tele. (682) 831-4600 Fax (817) 491 9312
The FY 04-05 Budget has been prepared with the assistance of a whole host of committed
and dedicated employees and review of the Nays and Means Advisory Group. Recognizing
that the proposed budget is still in the development stages, we stand ready to accomplish the
goals outlined in this document. We commit to the Town Council our best efforts to ensure
that the needs of our citizens are net and exceeded!
R spectfully Submitted,
i
na Welsh
'own Manager
August 13, 2004
Town of Trophy Club
100 Municipal Drive
Trophy Club, Texas 76262
(682) 831.4600
To: Mayor, Town Council, and Town Manager
Subject: Financial Letter of Budget Transmittal
As we approach the end of fiscal year 200312004, our actual revenues and expenses for the operational
budget are somewhat better than were expected. Projections through the end of the fiscal year show
expenses projected to come in approximately $156,000 under budget and revenue to come in
approximately $522,000 over budget.
The major variations in the current fiscal year nre as follows:
Revenue: Overby $516,000
POSITIVE IMPACT
Property tax plus $18,000, Sales tax plus $58,000, EMS revenue plus $17,000, CDP grants plus
$36,000, Auction sales plus $10,000, Texas Parks and Wildlife Park Grant Plus $475,000.
• Property tax exceeded the budget due to several supplemental additions that occurred during, the
year thus causing our collection rate to exceed 100%.
• Sales tax has continued to increase as our commercial establishments see more business.
Additionally, we were able to attribute $20,000 of the increase to equipment purchases at the
Medical Plaza.
■ EMS revenues are up as a result of increased activity, some of which has been the result of the
opening of the Trophy Club Medical Plaza_
* As a result of an additional grant for a vehicle, COP Grants were up, however we have a direct
offset in police vehicle expenses.
■ We sold more used equipment than had been anticipated and we found a better way of marketing
our used equipment thus resulting in increased revenue.
• We received $475,000 of the $500,000 parks grant from the State of Texas. We are working to
complete the remaining issues in order to receive the final $25,000.
NEGATIVE IMPACT
Building Permits minus $44,000, Court Fines and Fees minus $10,000, Fire inspections minus
$12,000, Park revenue minus $15,500, MUD contribution to Fire Department minus $110,259
■ Building permit revenue had anticipated some commercial facilities being permitted on the 16R
acre tract along Highway 114 as well as additional new home starts.
• The Court revenue is lower due to the fact that fewer tickets have been written than were
anticipated.
■ We contracted out responsibility for fire inspections on new construction and the developers deal
directly with our contractor and pay the inspection fees direct as well.
r Park revenues are down due to lower than anticipated traffic at Marshall Creek Park thus causing
the park to be unable to fu ad it's anticipated share of the police and administration budgets.
• MUD contributions are lower than anticipated because the Town was able to operate the Fire
Department for less than budgeted. We also have an offsetting decrease in cost of the Fire
Department, thus no net impact on the budget, only a savings to the MUD constituents.
Page 1 of 9 8/30/2004
Administration Budget: Over by $14,900
POSITIVE IMPACT
Professional and Contractual carne in $7,100 under budget
■ Independent Labor and Records Management came in lower than budgeted due less being paid
for contract help for recording meetings and a reduction in the anticipated amount of offsite
storage needed.
NEGATIVE IMPACT
Personnel Services exceeded by $9,100, Operating Expenses exceeded by $21,000.
f Personnel Services exceeded due to an increase in both health insurance and Workers Comp
insurance after completion of the budget.
■ The Operating Expenses exceeded the budget due to the way the 4th of July funds are accounted
for. The Town did not budget a specific contribution to the 4'h of July (included in special
events). The 4h of July expenses this year were $36,000. This amount is projected to be fully
covered by offsetting revenues (contributions) from various entities and businesses as shown in
the revenue budget. Taking out the expense for the 4" of July, operating expenses are projected
to come in $14,600 under budget_
Information Systems Budget - no material variations in the current year,
Legal Budget: Over by $12,700
POSITNE IMPACTS
Operating Expenses under by $3,000
■ Dues and Memberships were under by $200, Schools and Training is under by $500, and Travel
& Per Diem is under by $1,400 as a result of several schools being held locally.
NEGATIVE IMPACTS
Professional and Contractual increased by $15,000
Professional and Contractual increased by $15,000 as a result of the potential need for outside
consulting on current lawsuits.
Community Development Budget: Under by $14,700
POSITIVE IMPACT
Personnel Expenses Saved $36,000, Professional and Contractual Saved $2,500.
■ The savings in personnel expenses resulted from the Director of Community Development
position being vacant for part of the year.
■ There was a big negative in Professional & Contractual Services in engineering, we exceeded the
budget by $26,000. This was a result of the drainage issue on Skyline and the gas well road use
agreement. We also exceeded in building maintenance by $11,000 as a result of the A/C upgrade
and the preparatory work for paperless agenda, however, this negative was offset by $7,700
savings in Independent labor, $18,500 savings in Contract Landscape Maintenance, $16,000
savings in trash removal and a $5,000 savings in consultants.
NEGATIVE IMPACT
Operating expenses exceeded the budget by $18,500.
■ Operating Expenses exceeded due to putting $100,000 into the long-term street repair line that
had not been budgeted. Most of this was offset by savings in other Operating Expenses, $4,000
in electricity, $20,000 in water, and $30,000 in street repairs, $6,600 in street and traffic signs,
and $11,000 in general property maintenance.
Page 2 of 9 8/3012004
Marshall Creek Park - Revenue under by $33,000, Expenses under by $33,000
■ Revenue is under due to two factors, reduced usage in general and a portion of the park has been
unusable due to flooding for about one month.
+ Expenses are under as a result of not funding the Town for Administrative, Police, and EMS
services as planned. This also results in reduced revenue to the Town.
Swimming Peal Budget: Exceeded budget by $10,000
NEGATIVE IMPACT
Personnel Services came in $11,700 over budget.
• Personnel Services carne in over budget as a result of the additional costs of teaching swim
lessons and the hiring of a concession stand worker. We have offsetting revenue to cover both of
these increased costs.
Public Forks Budget: Combined into Community Development in Fiscal 04.
Planning and Zoning Budget: Over by $2,000
POSITIVE IMPACT
There were no positive impacts
NEGATIVE EQUIPMENT
Professional services exceeded by $2,300.
• Engineering was budgeted at $3,000 and is currently projected at $8,000 as a result of the gas
well road repair agreement dispute and calculation of the road repair fee. We have reduced Town
Planner expenses to compensate.
Police Budget: Over by $6,400
POSITIVE IMPACT
Personnel Services came in under $59,700.
• Salaries and Wages were under by $58;300, Retirement was under by $8,900, Social Security and
Medicare were under by a combined $3,500, however the short staffing caused overtime to be
over by $13,269.
NEGATIVE IMPACT
Professional and Contractual was over by $10,200, Capital Expenses were over by $53,500.
• Vehicle Maintenance exceeded by $9,000 and we had the expense of the Chief search at $7,700
these were partially offset by a savings in Abatements and TCIC access totaling $6,800.
Court Budget: Under by $6,800
POSITIVE IMPACT
Professional & Contractual Services came in $5,700 under budget.
• Professional & Contractual will come in under budget in Judges Compensation $2,400,
Collection Fees $1,100 and TCIC Warrant Expense $2,700.
NEGATIVE IMPACT
There were no negative impacts.
Page')' of 9 8130/2004
Emergency Medical Services Budget: Under by $59700
POSITIVE IMPACT
Personnel Services came in under by $5,000, Operating Expenses came in $3,800 under budget
• Personnel came in under as a result of $6,2.00 in salary savings.
• There is a savings in Schools and. Training of $1,200 and Physicals of $1,900.
NEGATIVE IMPACT
There were no negative impacts in EMS.
Fire Department Budget: Under by $139,200
POSITIVE IMPACTS
Personnel Services decreased by $129,104, Operating Expenses decreased by $17,300.
■ Salaries decreased by $86,200, Overtime decreased by $it0,000, Retirement decreased by
$24,400, Group Insurance decreased by $6,700, Social Security. Medicare, and Unemployment
decreased by a combined $8,500.
Communications Pagers and Mobiles decreased by $700, Insurance decreased by $2,700, Schools
and Training decreased by $7,000, Travel & Per Diem decreased by $1,200, Physicals decreased
by $1,900, Programs & Special Projects decreased by $1,700, Contingency decreased by $2,200,
and Fire Inspection/Enforcement decreased by $950. Electricity went up $2,000.
NEGATIVE IMPACTS
Professional and Contractual increased by $15,300.
Independent labor was over by $12,000, Professional Outside Services was over by $7,700 as a
result of the new Chief search. Maintenance and Repairs was dawn by $2,4003 and Vehicle
Maintenance was down by $1,400.
Storm Sewer Budget: Over by $2,500
POSITIVE IMPACTS
Consumable supplies under by $7,600
+ Fuel expenses decreased by $2,800, Maintenance supplies decreased by $1,000.
NEGATIVE IMPACT
Professional and Contractual over by $1,800, Operating Expenses over by $4,500.
• Engineering had a zero budget, however we spent $2,900 during the process to transfer the
system from the MUD to the Town. We saved $800 on Vehicle Maintenance and $200 on
Equipment Maintenance_
■ Operating Expenses were over by $4,800 as a result of the public notifications (Advertising) of
our intent to transfer the system to the Town.
FISCAL YEAR 03-04 SUMMARIZED
The greatest impact in fiscal 2004 was the receipt of the $475,000 in grant money from the Texas Pans
Department. As a result of this, we were able to operate at a net positive cash flow in excess of $215,000
even after taking into account the shortfall in debt service fund. We were also able to reduce expenditures
for operations by approximately $139,000. These reductions were the result of some reorganizations that
took place during the year and general increases in efficiencies, as well as overall cost cutting. For
budgeting purposes, we use a modified zero base budgeting process. We will develop an expenditure
amount for each line item and then check it for validity against the prior years actual or projected. If there
is relative congruence between the hvo numbers, it tends to indicate that the proposed budget number is
accurate. If there is a significant difference in the two numbers, and a reason for this difference cannot be
found, then we need to reevaluate the proposed budget number. For purpose of evaluating next years
budget, I will look at line items where there has been a significant change proposed year to year.
Page: 4 of 9 9/30/2004
FISiCAL YEAR 04-05 PROPOSED BUDGET
The overall Operating Budget is projected to decrease by $36,72+6 in Fiscal 04-05 with the Revenue
Budget anticipated to be up by $135,990. As currently proposed, the Town will have an operating deficit
of $167,186 and a debt service shortfall of $131,648 for a combined shortfall of $298,834. As of July 30,
2004, the Town is projected to have discretionary reserves at September 300' of approximately $577,000
with a bank balance estimated to be $1,368,000. A portion of these reserves will be used to fund the
projected shortfall in both the Operating Budget and the Debt Service Budget in Fiscal 04-05, while still
leaving enough in reserve to fund a portion of the anticipated shortfall ($262,592) in Fiscal 05-06 as well.
Town staff, working in conjunction with the Ways and Means Committee and the Town Council in
multiple workshops, has thoroughly reviewed this budget and believe it to be the minimum necessary to
maintain present programs at their current level and meet debt service requirements.
Revenue Budget. Increased by $133,525
POSITIVE IMPACT
Total taxes up by $100,790, Franchise fees up by $18,332, Permits Licenses and Nees up by $23,433
• Property Tax Revenue increased $27,200 as a result of the 1.283/6 increase in valuation resulting
primarily from the addition of the Medial Plaza, Sales Tax is projected to increase by $68,000 as
a result of passage of local option and opening of the Medical Plaza.
• Franchise Fees are up by $18,000, $12,600 in Electrical and $5,000 in Telecommunications.
• Permits Licenses and Fees are up $23,400 as a result of $6,000 in Building Permits and $15,000
in developer fees. Building Permits assumes some new commercial construction to offset slow
home market and developer fees assumes some new platting.
NEGATIVE IMPACT
Miscellaneous income is down by $12,636.
There is a decrease of $31,000 in Intergovernmental Transfers since the EDC will not be
reimbursing any new projects. This is partially offset by an $8,500 increase in interest income
and a general miscellaneous increases of $7,500.
Administration Budget: Increase by $12,200
POSITIVE IMPACT
Professional and Contractual decreased $5,900, Consumable Supplies decreased by $1,500, Capital
expenses decreased $24,000.
• In Professional and Contractual, audit costs have been decreased by $1,200, they appeared to
have been overestimated in Fy 03-04, Independent labor decreased by $4,100 as a result of doing
records management projects in-house, and the cost of records management in general is going
down $2,100, we do have a $900 increase in appraisal fees based on current year.
• Consumable Supplies went downs by $2,100 in Small 'Equipment and Office Supplies but up by
$900 in Printer Supplies and Maintenance.
• As a result of the final payinent being made on the police building, Building Payment went down
to zero, a decrease of $21,000, Additionally, a decrease of $1,500 occurred in Office Furniture
and Equipment.
Page 5 of 9 8/3012004
NEGATIVE IMPACT
Personnel Services increased $46,500.
■ Salary and Wages increased as a result of assigning a portion ofthe P&Z administrator to the
administrative function and having her assist the legal department. There was a corresponding
decrease in the Community Development Department. Overtime is plus $3,800, Retirement is
plus 57,000 and Group Insurance is plus $5,300 additionally Social Security and Medicare both
increased slightly.
Information Systems Budget: Increased by $9,800
POSITWE IMPACTS
* Security Systems decreased by $5,200 because most of these projects were completed ill Fy 03-
04.
NEGATIVE IMPACTS
* Software and Support increased by $10,000 due to additional programs being implemented this
year and next, hardware went up $4,500 for the same reason.
Legal Budget: Increased by $30,000
POSITIVE IMPACTS
There were no positive impacts
NEGATIVE IMPACTS
Personnel Services increased by $5,900, Professional and Contractual increased by $25,000
• Personal Services increased due to a $5,200 increase in Salary and Wages and the associated
costs with that increase.
Professional and Contractual increased by $25,000 as a result of the potential need for outside
consulting on current lawsuits.
PADS AND LANDSCAPE: New department in FY 04-05
Parks and Landscape was in the Community Development budget for last year. Wken you add Fy 04-05
Community Development and Parks and Landscape together, they total $160,513 less than the
Community Development budget for Fy 03-04. The savings reflected in this budget are primarily the
result of bringing landscape services in-house and eliminating the full time position of community
development director.
POSITIVE IMPACTS
The Contract Landscape Maintenance line was reduced from $253,500 in Fy 03-04 to zero in Fy 04-05.
NEGATIVE IMPACTS
In order to bring landscaping in-house, we added 2 full-time positions and purchased additional
equipment including an additional truck. The total cost of bringing landscape in-house will be
approximately $143,000. We also consolidated several tines into the property maintenance line in
order to give us more flexibility in meeting the overall needs of the Town.
Community Development Budget:
The Community Development budget for Fy 04-05 is dramatically reduced, We have only two
employees being paid out of this budget, the permit clerk and the storm water/FEMA person.
Additionally, both of these positions will perform administrative functions as necessary. Both of these
positions are shared with the MUD, so we have only one FTE remaining in the Community Development
budget. Chief Briggs will continue to jointly oversee these two individuals as well as being the interface
with outside contractors on street maintenance. The major expenses remaining in community
development will be trash collection, street repair, and street light operation and maintenance.
Page 6 of 9 8/30/2004
POSITIVE IMPACTS
The Street Repair line has been reduced from $150,000 in Fy 03-04 to $100,000 in Fy 04-05 based on
the current year projection of spending $100,000.
NEGATIVE IMPACTS
There are no negative impacts.
Swimming Pool Budget: Increased by $11,192
POSITIVE IMPACTS
Professional and Contractual is down by $1,400.
• Contract Landscape has been reduced by $600 and Trash Removal has been reduced by $700.
NEGATIVE IMPACTS
Personnel Services increased by $10,900, Consumable Supplies have increased by $1,600
• Personal Services increased due to the cost of teaching swim lessons, This cost was not budgeted
in Fy 03-04. The budget for Fy 04-05 is comparable to tile. projections in Fy 03-04.
• Consumable Supplies have increased because of an increase in Uniforms (swimsuits) of $900 and
a $1,000 increase in Smali Equipment We do anticipate a decrease in the cost of chemicals of
$4,900.
Marshall Creek Park Budget: Revenue and Expenses Decreased by $30,400
POSITIVE IMPACTS
No positive impacts on revenue. Professional and Contractual is down by $24,800, Operating
Expenses are down by $2,500.
■ Professional and Contractual is down by $2,600 in Park Administration and $7,900 in Police and
EMS services, both of these line items are paid to the Town by Marshall Creek Park, so the
Town revenue is down by this much as well. Independent Labor has also been reduced by
$9,000 as a result of eliminating the full-time park attendant position. Maintenance and Repairs
and Contract Landscape Maintenance are down by a combined $7,100 as a result of bringing
landscape maintenance in house. Trash Disposal is up by $1,800.
NEGATIVE IMPACTS
No Negative impacts on expenses. Revenue is down by $30,400.
■ Revenue is down as a result of decreased visits to the park and a portion of the part: being
inaccessible due to high water for part of Fy 03-04.
Planning and Zoning Budget: Increase by $9,600
POSITIVE IMPACTS
There were no positive impacts in the Planning and Zoning Budget.
NEGATIVE IMPACTS
Personnel expenses increased by $2,300, Professional and Contractual increased by $5,900.
• Salary expenses increased by $2,300 and other associated personnel costs will increase slightly.
■ Professional and Contractual increased due to an anticipated additional need for the 'Town
engineer, $5,400 and Town Planner in conjunction with ordinance rework, $8,200. Town Planner
for other issues decreased by $7,300.
Police Budget: Increased by $42,300
POSITIVE IMPACTS
There were no positive impacts.
Page 7 of 9 8130/2004
NEGATIVE IMPACTS
Personnel Expenses increased by $22,200, Consumable Supplies increased by $3,900, Operating
Expenses increased. by $7,200, Capital Expenses increased by $7,800.
• Personnel Services increased do to an Overtime increase of $2,800, Retirement increases of
$6,200, Group Insurance increase of $13,600, Unemployment increases of $1,700,
• The increase in Consumable Supplies was in Protective Clothing $2,306, (we need to replace
several protective vests) and Small Equipment increased by $2,000 due to the need to purchase
two new rifles.
■ Operating Expenses increased $6,500 in Electricity based on current year costs. There were
several other variances in Operating Expenses both ways with the other increases in training
related areas such as Travel and Per Diem up $1,500,
• Capital Expenses are up as a result of purchasing a new squad car and the animal control truck
that was purchased mid -year this year.
Court Budget: Decreased by $7,500
POSITIVE IMPACTS
Professional and Contractual decreased by $10,000.
• Judge's Compensation decreased by $2,400 based on fewer trial dates. Collection Fees decreased
by $900 based on a new method of collecting warrants and TCIC Warrant Expense decreased by
$7, l 00 for the same reason.
NEGATIVE IMPACTS
Personnel Services increased by $3,900.
Personnel Services increased as a result of anticipated pay adjustments for Fy 04-05.
Emergency Medical Expenses Budget: Increased by $37,300
POSITIVE IMPACTS
Operating expenses decreased by $2,100.
Schools and training decreased by $900 and physicals decreased by $1,500, both of these
decreases are a result of the workforce stabilizing, requiring fewer new hires.
NEGATIVE IMPACTS
Personnel Services increased by $31,500, Professional and Contractual increased by $4,600, Capital
Expenses increased by $3,500.
■ Salary and Wages increased by $17,700, Overtime increased by $1,800, Retirement increased by
$8,000, Group insurance increased by $5,900, Social Security and Medicare both increased
slightly, Unemployment Taxes went up by $600, Workers Comp insurance also went up by
$1,000..
■ Independent Labor increased by $3,000, Equipment Maintenance increased by $1,600, both of
these increases are in anticipation of an increase in run volume.
• Capital Expense increased by $3,500 as a result of keeping the secondary ambulance in front line
condition in order to run transports from the medical plaza.
Fire Department Budget: (Funded by MUD) Increased by $20,200
POSITIVE IMPACTS
Personnel Services decreased by $6,900, Operating Expenses decreased by $8,100, Capital Expenses
decreased by $8,500.
• Salaries decreased by $14,500, Retirement increased by $1,800, Group Insurance increased by
$4,100 and Unemployment Taxes increased by $900.
Page 8 of 9 8/30/2004
Communications Pagers and Mobiles, Insurance, Travel & Per Diem, Physicals, Programs &.
Special Projects, Contingency, and Fire inspection/Enforcement decreased by a combined
$13,100. Electricity went up $2,500 and Schools and Training went up $3,300.
Portable Radios went down by $5,600 as a result of a grant in the current year, the fire chief
vehicle was paid off in the current year ($5,700), the last payment on the brush truck is $1,200
less than our previous payments. The new Director of Police and Fire Services' vehicle added
$3,500 to capital expenses.
NEGATIVE IMPACTS
Professional and Contractual increased by $45,300.
• Independent Labor increased by $17,000 as a result of increasing the minimum staffing level for
firefighters. Building Maintenance increased $11,300 due to the need to repaint the building and
replace several overhead doors. Professional Outside Services increased by $18,000 due to tate
need to retain a consultant to insure we maintain our current ISO rating. We will put this service
out for an RFP.
Storm Sewer Budget: Decreased by $5,200
POSITIVE IMPACTS
Consumable Supplies decreased by $3,400.
■ Fuel Expenses decreased by $2,600, Maintenance Supplies decreased by $900.
NEGATIVE IMPACT
There were no negative impacts.
Interest and Sinking: Fy 03-04 and Fy 04-05
• Debt Service in the current fiscal year is $544,831 with $106,845 being funded by the EDCs as a
result of an agreement between them and the Town, whereby they agreed to fund the cast of the
debt service for the bond that was used to build the swimming pool complex and complete
Independence Park. In the current year, a tax rate of $.053 cents generated $299,000 with the
additional funding coming from reserves ($135,000) and the remainder coming from
miscellaneous income ($4,000).
• Debt service for Fy 04-05 will be $546,170 with $106,845 from the EDCs, $303,000 raised by the
$.053 tax rate, $131,600 from reserves and $4,600 miscellaneous income.
Roger A. Unger, Director of Finance
Page 9 of 9 813012004
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DEPARTMENT PERCENTAGES
Proposed 2005
Storm Sewer
(18,945)
EMS
(413,866)
Administration
(752,896)
Information Systems
(89,391)
Legal
(145,960)
Police & Code & Animal Control
(1,124,974)
Municipal Court
(75,279)
Parks & Landscape
(801,001)
Community Pool
(122,542)
Community Development
(747,689)
Planning & Zoning
(54,365)
Fire Department
(786,734)
Marshall Creek
(97,640)
Total Expenses
(5,242,242)
Department Percentages
Marshall Creek Storm Sewer
Fire Department
1.9% 0.4%EMS
//-7.9`/*
15.9°1a
Administration
14.6%
Planning &
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1.0%
Information
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Systems
Community
_ 1.7%
Development
14.3%
\-Legal
2.8%
Community Pool
2.3%
Parks & Police & Code &
Landscape Municipal Courx ,animal Control
153°1° 1.5% 21.5%
TOWN OF TROPHY CLUB
2004-2005 ANNUAL BUDGET
GENERAL FUND REVENUES
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TOWN REVENUE
PROJECTED 2004
REVENUE
Taxes
49.6%
Miscellaneous _ _ -
13.9% Franchise Fees
7.3%
Park and Pool Public Safety & Permits, Licenses
Revenue J Court Revenue and Fees
0.8% 17.3% 11.1%
PROPOSED 2005
Taxes REVENUE
51.2%
Miscellaneous
9.0% Franchise Fees
7.8%
Park and Pool f Public Safely & Permits, Licenses
Revenue J Court Revenue and Fees
1.1 °Io
19.1% 11.8%
Projected 2004
Projected 2005
Taxes
2,606,500
2,832,769
Franchise Fees
385,132)
400,822
Permits, Licenses and Fees
582,250
(609,433
Public Safety & Court Revenue
906,722)
982,214
Park and Pool Revenue
42,708
54,183
Miscellaneous
(730,023)
465,181
Total
(5,253,335)
(5,144,602)
PROJECTED 2004
REVENUE
Taxes
49.6%
Miscellaneous _ _ -
13.9% Franchise Fees
7.3%
Park and Pool Public Safety & Permits, Licenses
Revenue J Court Revenue and Fees
0.8% 17.3% 11.1%
PROPOSED 2005
Taxes REVENUE
51.2%
Miscellaneous
9.0% Franchise Fees
7.8%
Park and Pool f Public Safely & Permits, Licenses
Revenue J Court Revenue and Fees
1.1 °Io
19.1% 11.8%
TAX REVENUE
PROJECTED 2004
TAX REVENUE
PropertyTaxes
82.5%
City Sales Tax
16.0% Property
Taxes/Prior Years
Mixed Beverage Penalties and 0.7%
Tax Interest
0.3% 0.5%
PROPOSED 2005
TAX REVENUE
Property Taxes
82.0%
City Sales Tax
16.3%
Property
Mixed Beverage Penalties and Taxes/Prior Years
Tax Interest 0.6%
0.5% 0.6%
Projected 2004
Proposed 2005
Property Faxes
2,150,000
2,158,769
Proper Taxes/Prior Years
17,000
17,000
Penalties and Interest
(13,500)
(16,000
Mixed Beverage Tax8,000
13,000
Cit Sales Tax
418,000
428,000
Total Tax Revenue
2,606,500
2,632,769
PROJECTED 2004
TAX REVENUE
PropertyTaxes
82.5%
City Sales Tax
16.0% Property
Taxes/Prior Years
Mixed Beverage Penalties and 0.7%
Tax Interest
0.3% 0.5%
PROPOSED 2005
TAX REVENUE
Property Taxes
82.0%
City Sales Tax
16.3%
Property
Mixed Beverage Penalties and Taxes/Prior Years
Tax Interest 0.6%
0.5% 0.6%
FRANCHISE REVENUE
PROJECTED 2004
FRANCHISE REVENUE
TXU Electric
Company
73.8%
l
Trinity Waste �r Charter Cable Telecom
4.3% Company 13.5%
8.4%
PROPOSED 2005
FRANCHISE REVENUE
TXU Electric
Company
73.0%
Trinity Waste Charter Cable
4.7%Telecom
Company 14.2%
8.1%
Projected 2004
Proposed 2005
TXIJ Electric Company
(284,132)
(292,656
Telecommunications
52,000
57,004
Charter Cable Company
32,500
32,500
Trinity Waste
16,500
18,666
Total Franchise Revenue
385,132
400,822)
PROJECTED 2004
FRANCHISE REVENUE
TXU Electric
Company
73.8%
l
Trinity Waste �r Charter Cable Telecom
4.3% Company 13.5%
8.4%
PROPOSED 2005
FRANCHISE REVENUE
TXU Electric
Company
73.0%
Trinity Waste Charter Cable
4.7%Telecom
Company 14.2%
8.1%
PERMIT, LICENSE, AND FEE REVENUE
PROJECTED 2004
PERMIT, LICENSE
Trash Revenue & FEE REVENUES
52.4%
Plumbing
Platting l=ees Inspections
1.2% 4.1%
Zoning Fees_ Storm Drainage
0.9% - Fees
9.7%
Miscellaneous P&Z Administrative
Permits Building Permits Developer Fees Fees
3.9% 25.8% 1.7% 0.4%
Projected 2004
Proposed 2005
P&Z Administrative Fees
2,500)
2,625
Developer Fees
10,000
25,000
Building Permits
150,000
200,000
Miscellaneous Permits
22,500
10,200
Zoning Fees
5,000)
5,000
Platting Fees
7,000
7,500
Trash Revenue
(305,000)
(307,362
Plumbing Inspections.
(24,000)
20,000
Storm Drainage Fees
56,250
31,746)
Total Permits, Licenses, Fees
5$2,250
609,433
PROJECTED 2004
PERMIT, LICENSE
Trash Revenue & FEE REVENUES
52.4%
Plumbing
Platting l=ees Inspections
1.2% 4.1%
Zoning Fees_ Storm Drainage
0.9% - Fees
9.7%
Miscellaneous P&Z Administrative
Permits Building Permits Developer Fees Fees
3.9% 25.8% 1.7% 0.4%
PROPOSED 2005
PERMIT, LICENSE,
Trash Revenue
& FEE REVENUES
50.4%
Plumbing
Inspections
3.3%
Platting Fees
1.2%
Storm Drainage
Zoning Fees
Fees
0.8%
5.2%
Miscellaneous
P&Z Administrative
Permits
Building Permits
Developer Fees Fees
0
1.7Io
32.8%
4.1% 0.4%
PUBLIC SAFETY & COURT REVENUES
Denton County Pledge -
Fire
1J%
Misc Police Revenues
0.5%
School Resource
Officer Reimb -
1.7%
Animal Registration
0.4%
Contribution from
MUDS for Fire
38.9%
PROJECTED 2004
PUBLIC SAFETY &
COURT REVENUES
Contribution from
MUD2 for Fire
30.2%
Misc Fire Revenues
0.8%
TCLEOSE Training Jf / \ EMS Huns
0.2% f/ 11 � Denton County Pledge- 5.4%
ts
Court Fims & Fees Misc EMS Revenues EMS
Cap Gran
10.1% 9.9% 0.2% 0.5%
Denton County Pledge -
Fire
1.4°/0
Misc Police Revenues
011%
Contribution from
MUD1 for Fire
4-4.B%
PROPOSED 2005
PUBLIC SAFETY &
COURT REVENUES
School Resource
Officer Reimb
1.5%
Animal Registration
0.5% 7
TCLEOSE Training)
0.2% Court Fines & Fees Misc EMS Revenues Denton Couity Pledge-
s 4% 0.2% EMS
0. y/0
Contribution from
MUD2 for Fire
34.1 %
Misc Fire Revenues
0.1%
EMS Runs
7.5°/e
Projected 2004
Proposed 2005
EMS Runs
49,000
73,800
Denton County Pledge -EMS
4,500
4,680)
Misc EMS Revenues
2,000
2,000
Court Fines & Fees
90,000
92,700
Cop Grants
91,267
TCLEOSE Training
2,000
2,000
Animal Registration
4,000
4,500
School Resource Officer Reimb
(15,000)
(15.000
Misc Police Revenues
4,800
1,000
Denton County Pledge -Fire
10,000
10,0000
Contribution from MUD1 for Fire
352,913
440,350
Contribution from MUD2 for Fire
274,242
[335,384
Misc Fire Revenues
7,000
1,000
Total Public Safety & Court
905,722)
(982,214
Denton County Pledge -
Fire
1J%
Misc Police Revenues
0.5%
School Resource
Officer Reimb -
1.7%
Animal Registration
0.4%
Contribution from
MUDS for Fire
38.9%
PROJECTED 2004
PUBLIC SAFETY &
COURT REVENUES
Contribution from
MUD2 for Fire
30.2%
Misc Fire Revenues
0.8%
TCLEOSE Training Jf / \ EMS Huns
0.2% f/ 11 � Denton County Pledge- 5.4%
ts
Court Fims & Fees Misc EMS Revenues EMS
Cap Gran
10.1% 9.9% 0.2% 0.5%
Denton County Pledge -
Fire
1.4°/0
Misc Police Revenues
011%
Contribution from
MUD1 for Fire
4-4.B%
PROPOSED 2005
PUBLIC SAFETY &
COURT REVENUES
School Resource
Officer Reimb
1.5%
Animal Registration
0.5% 7
TCLEOSE Training)
0.2% Court Fines & Fees Misc EMS Revenues Denton Couity Pledge-
s 4% 0.2% EMS
0. y/0
Contribution from
MUD2 for Fire
34.1 %
Misc Fire Revenues
0.1%
EMS Runs
7.5°/e
PARK AND POOL REVENUES
Projected 2004
Proposed 2005
Park Revenue 28,708
(39,483)
Pool Revenue (14,000)
(14,700)
Total Park and Pool Revenues 42,708
54,183
PROJECTED 2004
PARK & POOL
REVENUES
Park Revenue
$7.2%
_ PoolP!ReQQv/onue
32.8%
PROPOSED 2005
PARK & POOL
REVENUES
Park Revenue_
72.9%
\--Pool Revenue
27.1%
MISCELLANEOUS INCOME
PROJECTED 2004
TP&W Grant an MISCELLANEOUS
Independence Park
65.1% _ _ _ _ _ INCOME
Interest Income
2.4%
Auction Sales
CIA Revenue__---'
Projected 2004
Proposed 2005
Interest Income
(17,500)
(23,500
Reserves
-
275,243
Auction Sales
11,000
(2,500
July 4th Celebration
(38,000)-
MUDS
CommuWlty Events Revenue
(1,200)Intergov
14.7%
TransfersfEDCs, MUos
64,000
37,658)
Intergov TransferslParks, Pool
107,323
108,781)
Miscellaneous Income
12,500
12,500
GIA Revenue
(3,500)
(5,000)
TP&W Grant on Independence Park
(475,000)
-
Total Miscellaneous
730,023
465,182
PROJECTED 2004
TP&W Grant an MISCELLANEOUS
Independence Park
65.1% _ _ _ _ _ INCOME
Interest Income
2.4%
Auction Sales
CIA Revenue__---'
PROPOSED 2005
0.5%
r
Reserves9INCOME
Miscellaneous
Intergov
TransferslParks,
Intergov
TransferslEDCs,Community
Events
Income
Pool
MUDS
Revenue
1.7%
14.7%
8.8%
0.2%
PROPOSED 2005
MISCELLANEOUS
Reserves9INCOME
.2%
b.2°�°
Auction
/Sales
0.5%
Interest Income
Intergov
TransferslEDCs,
CIA Revenue
Intergov
MUDS
Miscellaneous
Transfers/Parks,
Income
Pool
2.7%
23.4%
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TOWN OF TROPHY CLUB
2004-2005 ANNUAL BUDGET
ADMINISTRATION
ADMINISTRATION
F
ion of the Town of Trophy Club employees is to meet the service needs of our citizenry
ently and ethically manage town services and resources to ensure the highest quality
ty standard for the residents, customers and elected officials.
Goal
To give responsive and efficient services resulting in satisfied customer relations. To offer quality
and cost-effective services. Effective performance results through honesty, professionalism, and
communication. Maintain and enhance partnerships through teamwork and cooperative efforts
with local entities.
2004 — 2005 Objectives:
General Administration
* To provide the highest quality community services in the most fiscally efficient manner.
* To carryout the duties assigned by the Council.
♦ To provide information to the Council for decision-making.
♦ To conduct elections as required.
♦ To preserve and safeguard the public trust.
# To strengthen intergovernmental relations, particularly with Municipal Utility Districts,
surrounding cities and school district.
To continue a proactive communication process, utilizing the newsletter, list -serve, website,
channel 7, the marquees and Citizen Relationship Management System.
♦ To post public meetings, produce paperless agenda packets, minutes, resolutions, and
ordinances in accordance with state law.
t To provide a Public Information Officer to communicate with the media/public.
* To ensure that appropriate training is provided to qualified staff and professional residents on
boards and commissions.
♦ To reconfigure the workforce and working environment to maximize efficiency and improve
workflow for all employees, volunteers, boards, commissions and advisory groups.
r Following passage of Home Rule Charter, work to ensure seamless implementation of the new
form of government in order to take the maximum advantage of opportunities provided by Horne
Rule government.
♦ Work with volunteers and Council to develop survey of current interests.
Finance
+ To seek opportunities for cost reduction/revenue increase while maintaining current level of
services.
+ To get employee buy -in to efficient and most appropriate use of funds.
+ Work with Ways and Means to maintain 3 to 5 year plan.
+ Ensure that all audit standards are met.
+ Ensure payments and revenues are evaluated for appropriateness and dealt with in a timely
manner.
+ Ensure that all employees maintain the highest ethical standards when handling public funds.
+ To ensure compliance with all local and State Procurement laws and Policies.
+ Ensure all accounts (29 bank accounts) are maintained in appropriate manner and all cast
sharing between Town and Municipal Utility Districts is justifiable and accurate.
+ No adverse findings on annual audits.
Human Resources
+ To provide compliance with local, State, and Federal regulations on human resources and risk:
management functions. Additionally, ensure that the best -qualified and capable applicants are
interviewed and hired when filling vacant positions.
♦ Ensure that employee benefits (group health insurance, dental insurance, retirement system,
cafeteria plan, etc.) are competitive with local municipalities, while providing maximum benefit per
dollar expended by the citizens.
Town Secretary's Office
+ Produce and distribute in a timely manner: agendas and packets for Council
+ Provide support to administration and elected officials
+ Support Home Rule Commission and host special election
+ Ensure that all activities of the Town Council are posted, recorded and distributed
+ Ensure that elections are conducted in accordance with all local, state and federal requirements
and that all election results are legally binding,
* Maintain activity in local professional/business organizations.
Texas and North Texas Municipal Clerks Association
Northwest Communities Partnership
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ADMINISTRATION EXPENSES
Personnel
Projected 2004
Proposed 2005
Personnel ServIces
477,833
512,562
Professional & Contractual Svcs
36,449
37,347
Operating Expenses
178,484
157,409
Consumable Supplies
12,150
12,696
Capital Expenditures
64,284
42,882
Total Expenses
768,399
762,896
Personnel
PROJECTED 2004
Personnel
Services
Services
ADMINISTRATION
62.2°/0
EXPENSES
k
p Professional &
Contractual Svcs
Capital
4.7%
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6.4% Consumable
Supplies !!!
E
—Expenses
1.6%
23.2°/0
Personnel
PROPOSED 2005
Services
�-
67.2%
ADMINISTRATION
EXPENSES
Professional &
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Contractual Svcs
Expenditures
4.9%
5.6°!0
Consumable
Operating
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1.7%
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TOWN OF TROPHY CLUB
2004-2005 ANNUAL BUDGET
INFORMATION SYSTEMS
Town of Trophy Club
Information Systems
Mission
It is the mission of the Information Services (1S) Department to provide technological
support to the Town of Trophy Club and the Trophy Club Municipal Utility Districts,
providing the information systems resources for these entities to efficiently service the
needs of our citizenry.
Goal
Provide technological resources and support that enables the staff to work more efficiently
and utilize technology to better serve the citizens of Trophy Club.
2003-04 Accomplishments
+ Completed the digital imaging of over 10,004 permanent Town and Municipal Utility
District documents such as minutes, agendas and resolutions for access online. The
Town ordinances are currently being organized and formatted into a user-friendly form
for online access as well, which we hope to have completed later this year. This multi-
year project will safe guard the municipalities records in the event of a disaster, and
enable residents the convenience of online access at http://records.trophyclub.org_
• Established an online Citizen Relationship Management system enabling citizens easy
access to information and a portal to submit questions and requests for service. The
application was completed in early 2004 and is available for access online at
http://intouch.trophyclub.org/
• Created online surreys to obtain resident feedback.
• Assumed retention and management of Town/MUD records with the goal of
maintaining a professional records management program, producing requested public
records in compliance with state law.
• Began implementation of Paperless Agenda System to reduce the cost and time
required to create agendas and provide residents with the ability to retrieve or review
the information online. This project is scheduled to be complete by September 2004.
• Redesigned the website to provide a rnorc aesthetically pleasing and user-friendly
layout with additional content.
• Upgraded internet bandwidth to accommodate new e -Government initiatives.
Implemented advanced network and e-mail mon itoringlflite ring tools to improve network
reliability & security.
* Migrated the Town/MUD's network from Windows NT to Windows 2003 Active
Directory. The migration project is scheduled to be completed September 2004.
• Migrated the Town/MOD's mail server from Exchange 5.5 to Exchange 2003. The
migration project is scheduled to be completed September 2004.
• Upgraded the network backup system to meet the expanding needs of Trophy Club
Entities.
Informed residents of news, information and events via the town website, e-mail list
serve, and cable access channel 7.
■ In conjunction with Community Development produced and published the monthly
Town newsletter.
• Designed and published the 16 -page 2003 Year in Review publication.
Town of Trophy Club
Information Systems
2004-05 Objective
• Purchase and implement a police records management system.
• Implement pavement management software and a basic Geographic Information
System (GIS).
• Design and install the network infrastructure for the building addition.
• Purchase and implement automated citation management software & hardware to
increase efficiencies.
• Publish the codified ordinances online for citizen access.
■ Purchase and implement electronic time clock/payroll software to reduce loss and
employee time.
• Migrate the wireless police systems from CDPD to GPRS Edge technology
• If funding is provided, purchase and install electronic marquees at the Town entrances
to reduce staff time required for updating and maintenance.
• Purchase and deploy Office 2003 to network users for added functionality.
• Establish an intranet to provide employees with easy access to commonly requested
information and forms.
• Provide ongoing software training far Town/MUD staff to improve job performance and
increase efficiency.
■ Work with individual departments to find ways to utilize technology to streamline
process and increase efficiency
Ongoing Projects
• Plan for hardware and software upgrades as required to keep up with staff needs and
office locations
• Stay informed of current security threats and provide for the most secure network
possible with the resources available.
• E-Govemment — Continue to develop the website, work with departments to enable
citizens to access additional information and as many services as feasible online.
■ Continue to examine emerging technology that can increase productivity and utilize as
feasible.
■ Expand the information that citizens are able to retrieve online.
• Monitor telephone and cellular expenses frequently to ensure that we are getting the
best value possible
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INFORMATION SYSTEMS EXPENSES
Projected 2004
Proposed 2005
Software & Support
51,345
61,411
Inde endent Labor
1,250
1,375
Dues & Memberships
50
100
Schools & Training
2,500
2,750
Security
6,800
1,545
Miscellaneous Expenses
1,250
1,288
Hardware
16,375
20,922
Total Operating Expenses
79,570
89,391
PROJECTED 2004
INFORMATION
Software &
SYSTEMS EXPENSES
Support
Independent
64.5°x'° -----------
68.7%
Independent
Labor
1.6%
- es &
Hardware
20.6%
--'-----Memberships
0.1%
Miscellaneous
Schools &
Expenses
Security Training
23.4%
8.5% 3.1%
PROPOSED 2005
INFORMATION
SYSTEMS EXPENSES
Software &
Independent
Support
68.7%
Labor
Dues &
Memberships
q.1
Miscellaneous Schools &
Hardware
Expenses Security Training
23.4%
1.4% 1.7% 3.1%
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PROJECTED 2004
LEGAL EXPENSES
Personnel Services
72.7%
Capital Professional &
Expenditures Contractual Svcs
0.2 Consumable Operating
Supplies -Expenses 19.6%
0.2%Q 7.3%
PROPOSED 2005
LEGAL EXPENSES
Personnel Services
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Supplies `Expenses
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Projected 2004.
Proposed 2005
Personnel Services
92,6180
98,485
Professional & Contractual Svcs
25,000
35,080
Operating Expenses
9,250
11,717
Consumable Supplies
300
758
Capital Expenditures
275
-
Total Expenses
127,505
145,960
PROJECTED 2004
LEGAL EXPENSES
Personnel Services
72.7%
Capital Professional &
Expenditures Contractual Svcs
0.2 Consumable Operating
Supplies -Expenses 19.6%
0.2%Q 7.3%
PROPOSED 2005
LEGAL EXPENSES
Personnel Services
67.5% �
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Consumable Operating 24.0%
Supplies `Expenses
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TOWN OF TROPHY CLUB
2004-2005 ANNUAL BUDGET
PARKS AND REC
Town of Trophy Club
Parks & Recreation Department
Mission
To preserve and enhance the Town of Trophy Club's exceptional quality of life
through the planning, maintaining, and landscaping of our parks and public
areas; and to offer our citizens a variety of recreational and athletic opportunities
and special events that combine to create an environment that fosters both
community spirit and pride.
Goals
To continue to care for and maintain all of the Town's landscaping and public
parks.
To build upon .and add to the existing amenities of all the Town's parks.
To begin Utilizing Marshall Creek Park through planning, grant acquisition, and
external resources.
To plan for development of the Town property at and around the pool, focusing
on developing additional Parkland that enhances and combines with current
projects for greater efficiencies.
To unify the community through special events and Town sponsored functions.
To create and implement recreational programming, giving our citizens a diverse
range of leisure and athletic opportunities.
Proiect Service History/Accomplishments Y2003/2004
Developed and passed sports agreements with Athletic Associations
Developed a budget that will take landscaping in-house while offering financial
savings to the Town.
Implemented pool programming and took concessions in-house.
Modernized irrigation systems throughout the Town.
Town of Trophy Club
2004 — 2005 Qblectives
■ To continue to move forward on development of Marshall Creek Park with the
US Army Corps of Engineers by implementing water and electricity.
Continue to develop a master plan for amenities such as Marshall Creek Park
to utilize its potential diversity in several areas:
Motorcross
Improved and unimproved camping
Natural trail and hike system
Equestrian concerns
Fishing and boating
Implementation of Texas Parks and Wildlife Programs
■ Design and implement upgrade and restoration of Harmony Park.
■ Maintain Community Pool
To increase the functionality and effectiveness of our parks through the
following:
The updating and improvement of existing irrigation.
The development of fertilization and weed control programs.
■ To integrate landscape and maintenance programs that are environmentally
progressive.
• To implement usage schedules to maximize the utilization of all facilities and
parks.
■ The continued usage and acquisition of federal and state grants.
9 To evaluate and begin implementation of joint use ideas with NISD and
Northwest Sports Authority for indoor recreation facilities.
To establish a public image of the Parks and Recreation Department, and
how we seek to bring about and implement a lifestyle that unifies the Town
and allows residents to participate in activities that will impact them in a
positive and beneficial manner.
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PARKS & RECREATION EXPENSES
PROJECTED 2004 PARKS
& RECREATION EXPENSES
Professional &
Contract Svcs
42.6%
Operating
Expenses
Personnel Services 30.8%
20.9% Consumable
Capital Expenses Supplies
3.80% 1.7%
PROPOSED 2005 PARKS
& RECREATION EXPENSES
Professional &
Contract Svcs —�
5.8%
Operating
Expenses
Personnel Services 41.8%
43.8%
Consumable
Capital Expenses Supplies
6.2% 2.5%
Projected 2004
Proposed 2005
Personnel Services
331,171
350,489
Professional & Contract Svcs
677,100
46,134
Operating Expenses
486,745
334,952
Consumable Supplies
26,599
20,080
Capital Expenses
60,553
49,346
Total Expenses
1,5$2,168
801,001
PROJECTED 2004 PARKS
& RECREATION EXPENSES
Professional &
Contract Svcs
42.6%
Operating
Expenses
Personnel Services 30.8%
20.9% Consumable
Capital Expenses Supplies
3.80% 1.7%
PROPOSED 2005 PARKS
& RECREATION EXPENSES
Professional &
Contract Svcs —�
5.8%
Operating
Expenses
Personnel Services 41.8%
43.8%
Consumable
Capital Expenses Supplies
6.2% 2.5%
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Contractual Svcs
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PROJECTED 2004
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PROPOSED 2005
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TOWN OF TROPHY CLUB
2004-2005 ANNUAL BUDGET
COMMUNITY DEVELOPMENT
Town of Trophy Club
Community Development Department
Mission
To provide safe, attractive and enjoyable public facilities and grounds for
maximum use by Trophy Club residents, ensuring that all structures are
constructed in a safe manner utilizing national standards and codes; maintain
and improve existing and future infrastructure, update outdated ordinances and
ensure compliance with federal, state and local regulations
Goals
• Utilize the remaining street repair bond funds to reconstruct portions of Indian
Creek, and/or Trophy Club Drive, and/or Shields Court
• Complete construction of the addition to the Administration building
• Ensure all new development is handled in an efficient and expeditious
manner with no delays being attributable to Town staff
■ Complete RFP on trash service to ensure Trophy Club residents are receiving
maximum benefit for funds expended
• Fully implement pavement management software in order to facilitate future
street repair projects
■ Ensure that all consultants are being efficiently utilized and monitor the cost
benefit analysis of consultants versus utilization of in-house personnel
• Ensure that Trophy Club is maintained in such a manner that it enhances
quality of life for existing residents remains attractive to potential residents
Project Service HiistoryfAccomplishme_nts F'Y2003/2004
• Completion and dedication of the Trophy Wood Drive extension
• Established and monitored gas well drilling procedures and the actual drilling
process
Acquired storm water system from the Municipal Utility Districts and prepared
storm water management plan for submission to the State of Texas
Identified the need for and implemented a FEMA flood water management
program
Completed Town wide crack and seal program on all streets
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COMMUNITY DEVELOPMENT EXPENSES
Professional &
COItractual Svc
41.7%
Personnel Services
22.1%
PROJECTED 2004
COMMUNITY
DEVELOPMENT EXPENSES
Professional &
Contractual 0--
41.7%
Personnel Services
22.1%
Capital Expenses Supplies
4.0% 1.8%
Operating Expenses
30.4%
PROPOSED 2005
COMMUNITY
DEVELOPMENT EXPENSES
4.0%
Operating
Expenses
30.4%
Projected 2004
Proposed 2005
Personnel Services
334,258
52,934
Professional & Contractual Svcs
629,100
402,205
Operating Expenses
458,745
290,750
Consumable Supplies
26,599
1,804
Capital Expenses
60,553
-
Total Expenses
1,509,255
747,689
Professional &
COItractual Svc
41.7%
Personnel Services
22.1%
PROJECTED 2004
COMMUNITY
DEVELOPMENT EXPENSES
Professional &
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41.7%
Personnel Services
22.1%
Capital Expenses Supplies
4.0% 1.8%
Operating Expenses
30.4%
PROPOSED 2005
COMMUNITY
DEVELOPMENT EXPENSES
4.0%
Operating
Expenses
30.4%
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TOWN OF TROPHY CLUB
2004-20035 ANNUAL BUDGET
PLANNING & ZONING
Town of Trophy Club - Department of Community Development
PLANNING & ZONING DIVISION
Mission
It is the mission of the Planning and Zoning Department to coordinate and monitor
the development, design and construction of all subdivision development activities,
to ensure all public improvements meet or exceed the requirements of the
Comprehensive Zoning Ordinance, Subdivision Regulations and other development
related Town Ordinances and are designed and constructed 'n accordance with
accepted engineering principles and construction practices.
Goal
The Department seeks to provide an aesthetically refined community for the citizens
of Trophy Club by implementing zoning regulations in accordance with the
Comprehensive Plan in addition to promoting health, safety, morals and the general
welfare of the community.
Service History/Accomplishments FY2003/2004
Amendment to GZO - Landscape Requirements
December 2003
Zone Change - Trophy Wood Physicians Hospital PD -26
December 2003
Zone Change -Redefine boundaries of PD -22
December 2003
Zone Change - Portion of PD -22 to R-12
December 2003
Revision to Sign Ordinance
January 2004
Amendment to CZO - Providing Alcohol Sales
March 2004
Trophy Club Medical Plaza Zoning Amendment
March 2004
Gas Well Specific Use Permit (1 H)
April 2004
Gas Well Specific Use Permit (4H)
April 2004
Road Repair Agreement (1 H)
May 2004
Gas Well Production Permit (1 H)
May 2004
Lake Cities Church of Christ Zoning Amendment
May 2004
Specific Use Permit (7 -Eleven)
May 2004
Specific Use Permit (Tom Thumb)
May 2004
Gas Well Specific Use Permit (2H)
June 2004
Road Repair Agreement (2H)
July 2004
Gas Well Production Permit (2H)
July 20304
Gas Well Specific Use Permit (3H)
July 2004
Road Repair Agreement (3H)
August 2004
Gas Well Production Permit (3H)
August 2044
Amendment to Antenna Facilities Ordinance
In Progress
Gas Well Specific Use Permit (819H)
In Progress
Gas Well Specific Use Permit (1 OH)
In Progress
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Projected 2004 Proposed 2005
Personnel Services
27,006
29,314
Professional & Contractual Services
13,250
20,280
Operating Expenses
3,265
3,844
Consumable Supplies
900
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Total Expenses
44,421
54,365
Personnel Service
63.9%
Consumable
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1.7%
PROPOSED 2005
PLANNING &.
ZONING EXPENSES
Expenses
7.1%
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37.3%
PROJECTED 2004
PLANNING &
ZONING EXPENSES
Personnel Services
60.8%
Consumable '
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Professional &
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7.4%
29.8%
Personnel Service
63.9%
Consumable
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1.7%
PROPOSED 2005
PLANNING &.
ZONING EXPENSES
Expenses
7.1%
Professional &
Contractual
Services
37.3%
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TOWN OF TROPHY CLUB
2004-2005 ANNUAL BUDGET
POLICE
Trophy Club Public Safety
POLICE SERVICES
Mission
The Town of Trophy Club Police and Fire -Rescue Services is committed to providing the
highest level of emergency service through public and community education, emergency
response and enforcement. By utilizing dedicated and highly trained personnel, we can more
efficiently protect the lives, property and welfare of an urban community.
Goal
To provide a safe community for the citizens of Trophy Club by increasing community
interaction and compliance.
2003 — 2004 Accomplishments
' Graduated the 4th class of Explorer Post 957 in June 2004.
4 Adjusted the hiring standards to ensure quality recruitment and retention of high quality
officers.
' Participated in ABC Mobilization (America Buckles up Children) as well as DWI Saturation
programs.
Graduated the first Basic Police Academy in cooperation with Cedar Valley College.
' Brought the Town's Emergency Management Plan up to date and successfully filed the plan
with the State of Texas.
Established National Night Out program during August 2404.
Upgrade Animal Control Kennel
' Re-establish vacation/security watches .'or Town Residents.
' Coordinated and Conducted Bike Rodeo and Scooter Training Class for August 2004.
' Awarded School Resource Grant program from DOJ.
' Upgraded communication system with DEP grant.
2004 — 2005 Obmectives
' Continue to successfully recruit and graduate another class of Explorer Post 957 and the
Citizen's Police AcademyNolunteers In Patrol programs.
• Strive to successfully graduate the second basic police academy class to provide the
highest quality police applicants for Trophy Club as well as other cities and towns in the
metroplex.
' Implement a Citizen Emergency Response Team (C.E.R.T.) additional resources for town
disasters.
' Continue to monitor and progress our town's Emergency Management Plan research and
apply for federal and state grants funding.
' Successful hiring and training of new full time support officers and part-time officers.
' Upgrade ACC] Kennel to meet state guidelines
Club Public
• Rewrite Police Services General Manual and Guidelines.
• Reestablish in-service training with surrounding agencies.
• Establish POS for Police Training Requirements
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POLICE EXPENSES
Personnel Services
78.0%
PROJECTED 2004
POLICE EXPENSES
Capita
Expenditures
7.3%
Personnel Services
82.8%
Capital
Expenditun
:3.0%
uonsumaoie
Expenses
3.8%
Operating
Expenses
5.6%
Professional &
Contractual Svcs
5.2%
PROPOSED 2005
POLICE EXPENSES
Expenses L-nNcI«UO
4.1% 5.9%
Professional &
Contractual Svcs
4.2%
Projected 2004
Proposed 2005
Personnel Services
851,222
931,005
Professional & Contractual Svcs
56,824
47,645
Operating Expenses
61,638
66,035
Consumable Expenses
41,800
46,344
.Capital Expenditures
79,717
33,946
Total Expenses
1,091,2011
1,124,974
Personnel Services
78.0%
PROJECTED 2004
POLICE EXPENSES
Capita
Expenditures
7.3%
Personnel Services
82.8%
Capital
Expenditun
:3.0%
uonsumaoie
Expenses
3.8%
Operating
Expenses
5.6%
Professional &
Contractual Svcs
5.2%
PROPOSED 2005
POLICE EXPENSES
Expenses L-nNcI«UO
4.1% 5.9%
Professional &
Contractual Svcs
4.2%
r
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TOWN OF TROPHY CLUB
2004-2005 ANNUAL BUDGET
MUNICIPAL COURT
Town of Trophy Club
MUNICIPAL COURT
Mission
To ensure all defendants receive fair and impartial treatment and are aware of all
options available under state law and that citizens receive optimum customer service
with courtesy and professionalism as the forefront.
{Goal
The Municipal Court of Record of Trophy Club strives to maximize efficiency and
customer service in handling of the court.
2003 — 2004 Accomplishments
• Enhanced collections program for outstanding warrants.
• Implemented new court schedule.
■ Started implementation of new Failure to Appear program.
Continued training of court support personnel.
■ Conducted survey of defendants who had dealt with court as to how they were
treated, written instructions clear, credit card payment helpful and checked as
to payment amounts versus dismissals.
• Started accepting credit cards for payments.
2004 — 2005 Oble_ctives
T • Continue enhancement of customer service by continuing customer friendly
atmosphere through educational and professional training of court and auxiliary
personnel.
• Continue work on implementation of Standard Operating Procedures (SOP) for
court.
• Continued training of ancillary staff for court office.
• Continue implementation and use of Failure to Appear program.
+ Reduce paperwork through new software and equipment for use in courtroom.
Establish new procedures that will help warrant officer work efficiently without
duplicating all paperwork.
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COURT EXPENSES
PROJECTED 2004
COURT EXPENSES
Personnel Services
73.6%
Consumable Operating Professional &
Supplies Expenses Contractual Svcs
2.0% 4.0% 20.5%
PROPOSED 2005
COURT EXPENSES
Personnel Services
78.5%
Consumable Operating Professional &
Supplies �- Expenses Contractual Svcs
2.4% 4.2% 14.9%
Projected 2004
Proposed 2005
Personnel Services
56,231
59,882
Professional & Contractual Svcs
15,680
11,360
Operating Expenses
3,021
3,222
Consumable Supplies
1,500
1,815
Total Expenses
76,432
76,279
PROJECTED 2004
COURT EXPENSES
Personnel Services
73.6%
Consumable Operating Professional &
Supplies Expenses Contractual Svcs
2.0% 4.0% 20.5%
PROPOSED 2005
COURT EXPENSES
Personnel Services
78.5%
Consumable Operating Professional &
Supplies �- Expenses Contractual Svcs
2.4% 4.2% 14.9%
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TOWN OF TROPHY CLUB
2004-2005 ANNUAL BUDGET
EMERGENCY MEDICAL SERVICES
Trophy Club Public Safety
EMS SERVICES
Mission
The Town of Trophy Club 'Police and Fire -Rescue Services is committed to providing the
highest level of emergency service through public and community education, emergency
response and enforcement. By utilizing dedicated and highly trained personnel, we can more
efficiently protect the lives, property and welfare of an urban community.
Goals
To provide quality service to the citizens of Trophy Club by providing timely and efficient
response to fire, medical, rescue, and calls for public service.
2003 — 2004 Accomplishments
16 Provided CPR training and First Aid classes to various corporation and civic organizations.
Participated and assisting in coordination of Light the Night Walk in collaboration with the
Leukemia and Lymphoma Society.
• Accepted Chairperson position of the Education Subcommittee for Baylor Medical Control.
' Implemented schedule of fees to stay consistent with area medical providers.
' Re-established and License for second MICU unit.
• Established guidelines and contract for non -emergency transfers.
2004 — 2005 Objectives
19 Provide specialized EMS training to enhance pre -hospital patient care. This can be achieved
by enrolling staff in Advance Cardiac Life Support, Basic Trauma Life Support.
' Provide CPR and HazMat awareness training to Police Services, Public Works and Town
staff.
Enhance public education programs for schools, corporations, and civic groups consistent
with community demand.
Seek more available federal and state funding.
•
Investigate the usage of AEC's within the Trophy Club DPS.
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EMERGENCY MEDICAL SERVICES EXPENSES
Projected 2004
Proposed 2005
Personnel Services
305,062
341,542
Professional & Contractual Services
23,954
24,572
Operating Expenses
4,030
5,663
Consumable Supplies
17,020
17,857
Capital Expenses
20,731
24,231
Total Expenses
i 370,7971
413,855
PROJECTED 2004
EMERGENCY MEDICAL
SERVICES EXPENSES
Personnel Services
82.3% ---------
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Operating Contractual
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Expenses Seriices
5.6%
4.6%
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PROPOSED 2005
EMERGENCY MEDICAL
SERVICES EXPENSES
Personnel Services
52.5%D
Professional &
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Operating �_ Contractual
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Supplies J
Expenses Services
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4.3%
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TOWN OF TROPHY CLUB
2004-2005 ANNUAL BUDGET
FIRE
Trophy Club Public Safety
FIRE SERVICES
Mission
The Town of Trophy Club Police and Fire -Rescue Services is committed to providing the
highest level of emergency service through public and community education, emergency
response and enforcement. By utilizing dedicated and highly trained personnel, we can more
efficiently protect the lives, property and welfare of an urban community.
Goals
To provide quality service to the citizens of Trophy Club by providing timely and efficient
response to fire, medical, rescue, and calls for public service.
2003 — 2004 Accomplishments
• Compliance with apparatus certification testing.
0 Successfully completed hydrant testing and maintenance program consistent with ISG
requirements.
11 Coordinated application of Fire Code requirements with staff and consultants for residential
and commercial areas.
0 Executed Mutual Aid Agreements with neighboring agencies.
* Participation in annual Fill the Boot fundraiser for the Muscular Dystrophy Association.
• Implement Technical Rescue training for response staff to ensure balanced response
capabilities
• Enhance public education programs consistent with community demand by delivering Fre
Safety Programs.
Continue with an aggressive apparatus, equipment, and facility maintenance program.
Enhance specialized education programs for our schools. Fire Prevention, Suppression, and
Storm Water Management prevention
Fire Prevention Week (October of each year) first aid incorporated in to week
• Re-evaluated apparatus usages to eliminate wear on older existing apparatus.
' Secured $71,000 DPA Grant for communication hardware upgrade.
19 Re -wrote Fire Services Operation Manual and Guidelines.
Trophy Club public Safety
2004 — 2005 Objectives
• Update existing protective equipment i.e. nozzles, hoses, clothing.
0 Enhance fire fighter communications with purchase of interoperable communication
equipment per NFPA 1910/1500 regulations.
• Evaluate the possibility of refurbishing/ replacing 20 -year-old engine.
• Enhance management of TCFP and ISO required records to streamline compliance
inspections.
0 Explore the possibility of enhance the ISO rating from an ISO rating 4 to an ISO rating of 3.
• Fire Prevention Week (October of each year) first aid incorporated in to week
• Establish PSO program on all fire shifts.
• Commence study for additional fire station following ISO recommendation.
• Send personnel to IFA for enhanced/specialized training.
Through additional training establish a certified fire inspector for each shift.
• {Offer and instruct a Citizen Fire Academy.
• Establish PQS System for Firefighter training.
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FIRE DEPARTMENT EXPENSES
PROJECTED 2004
FIRE DEPARTMENT
EXPENSES
Personnel Services_
63.8%
1
I Consumable Operating
Professional &
Capital Expenses Supplies LExpenses Contractual Svcs
13.8% 4.2% 7.9% 10.4%
Personnel Services
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Capital Expenses J
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PROPOSED 2005
FIRE DEPARTMENT
XPENSES
3.6% 7.5%
Professional &
Contractual Svcs
12.2%
Projected 2004
Proposed 2005
Personnel Services
402,802
525,066
Professional & Contractual Svcs
65,707
95,770
Operating Expenses
49,839
59,x46
Consumable Supplies
26,230
28,198
Capital Expenses
86,995
78,656
Total Expenses
631,574
786,734
PROJECTED 2004
FIRE DEPARTMENT
EXPENSES
Personnel Services_
63.8%
1
I Consumable Operating
Professional &
Capital Expenses Supplies LExpenses Contractual Svcs
13.8% 4.2% 7.9% 10.4%
Personnel Services
66.7%
Capital Expenses J
10.0%
PROPOSED 2005
FIRE DEPARTMENT
XPENSES
3.6% 7.5%
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12.2%
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Property Taxes
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intergov Transfers -
General =und
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Property Taxes
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General Fund
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Interest Income
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ax Penalty
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Projected 2004
Proposed 2005
Property Taxes
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303,077
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-
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General Fund
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ax Penalty
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TAX ROLL
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TOWN OF TROPHY CLUB
2004-2005 ANNUAL BUDGET
ECONOMIC DEVELOPMENT
CORPORATION A
Trophy Club Economic DeveloRment Corporation A
Mission
The mission of the Trophy Club Economic Development Corporation 4A is to
acquire, construct, operate, repair, and make improvements to public parks and
recreation facilities within the Town of Trophy Club.
Goal i
To design a strategy each year for the expenditure of the I/2% sales and use tax
receipts received by Trophy Club. These taxes may be used for the purposes defined
in Section 4A of Article 5190.b of Texas Revised Civil Statutes and in Section B of
Article 5190.6, V.T.C.S, for park and recreation projects for the Town of Trophy
Club.
2003 — 2004 Accomplishments
Playground equipment purchased for Independence Park.
♦ Annual funding for the pool and Independence Park bond.
2004 — 2005 Objectives
Annual funding for Independence Park and the Community pool project,
promoting public welfare.
♦ Funding for Park and Pool improvement projects.
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EDCA REVENUES
Projected 2004
Proposed 2005
Sales Tax 209,000
214,000
Interest income 313
400
Total Revenues 209,313
214,400
PROJECTED 2004
EDCA REVENUES
Interest Income
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Sales Tax
99.9%
PROJECTED 2004
EDCA REVENUES
Interest Incorne
0.2%
Sales Tax
99.8%
EDCA EXPENSES
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43.8%
Schools & Training
0.1
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PROJECTED 2004
EDCA EXPENSES
EDC Projects
20.8%9
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Payment
35.3%
PROPOSED 2005
EDCA EXPENSES
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36.6%
Projected 2004
Proposed 2005
Legal
-
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EDC Projects
47,326
-
ParklPool Bond Payment
80,250
78,531
Large Project Reserves
99,500
134,519
Office Supplies
-
200
Total Expenses
227,201
214,400
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43.8%
Schools & Training
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Large Project
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PROJECTED 2004
EDCA EXPENSES
EDC Projects
20.8%9
Park !Pool Bond
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35.3%
PROPOSED 2005
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TOWN OF TROPHY CLUB
2004-2005 ANNUAL BUDGET
ECONOMIC DEVELOPMENT
CORPORATION B
Trophy Club Economic Development Corporation B
Mission
The mission of the Trophy Club Economic Development Corporation 4B is to
promote economic development within the town and State of Texas in order to
eliminate unemployment and under employment, and to promote and encourage
employment and the public welfare of, for, and on behalf of the town by
undertaking, development, providing, and financing projects under the Economic
Development Act and as defined in Section 413 of that Act.
Goal
'l'o design a strategy each year for the expenditure of the 1'2% sales and use tax
receipts received by Trophy Club. These taxes may be used for the purposes defined
in Section B. of Article 5190.6, V.T.C.S, for the economic development of the Town
of Trophy Club.
2003.2004 Accomplishments
♦ Town Administrative costs in conjunction with the operations of projects funded
by EDC -B.
♦ Incentive payment to encourage business growth to the developer for the partial
cost of building the Trophy Wood Drive new connection to Highway 114.
+ Payment toward the construction costs of Independence Park and the
Community Pool bond.
+ Hosting a workshop for EDC Board Members, Town Council, and interested
parties for Economic Development.
♦ Operations costs for Year 2 at the Community Pool.
2004 — 2005 Objectives
+ Community Pool Year 3 operation costs — a project as defined above, promoting
business development and public welfare.
• Promoting Trophy Club Economic Development Corporation 411 for business
and residential growth by advertising.
♦ Funding for Park and Pool improvement projects.
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EDC -B EXPENSES
PROJECTED 2004
EDC -B EXPENSES
EDC Projects
58.'0%
Pool Operations
23.1 °lo
Park/Pool Bond Pmt
Schools & Training to Town
6.2%
Legal Large Project Administrative Reimb
0.3% Reserves 3.9%
&1%
Pro acted 2004 Proposed
2006
Legal
1,500
1,500
Office Supplies
100
200
Publications
100
100
Schools & TraininQ
625
600
Advertising
700
700
Misc Expenses
150
150
EDC Pry ects
250,000
0
Pool Operations
99,540
91,638
Park/Pool Bond Pmt to Town
26,720
26,177
Administrative Reimb
16,725
16,725
Large Project Reserves
34,905
57,610
Total
431,025
195,600
PROJECTED 2004
EDC -B EXPENSES
EDC Projects
58.'0%
Pool Operations
23.1 °lo
Park/Pool Bond Pmt
Schools & Training to Town
6.2%
Legal Large Project Administrative Reimb
0.3% Reserves 3.9%
&1%
PROPOSED 2€ 06
EDC -B EXPENSES
Pool Operations
47.0%a
Park/Pool Bond Pmt
to Town
13.4%
Advertising
0.4%m
Misc Expenses
0.1%
Schools &'gaining
Administrative Re
0.3%
Large Project 8.8%
Office Supplies—i Publications
Legal
Reserves
0.1% 01%
0.8%
29.5%
EDCB REVENUES
Projected 2004 Proposed
2005
Sales Tax 180,000
195,000
Interest Income 1,000
600
Total 181,000
195,600
PROJECTED 2004
EDC -B REVENUES
Interest Income
0.6%
Sates Tax
99.4%
PROPOSED 2005
EDCB REVENUES
Interest Income
0,3%
Sales Tax
99.7%
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