Fiscal Year 2006-2007TOWN OF TROPHY CLUB
FISCAL YEAR 2006-2007 BUDGET
MAYOR NICK SANDERS
COUNCIL MEMBER PAM CATES
COUNCIL MEMBER GREG LAMONT
TOWN MANAGER BRANDON EMMONS
MAYOR PRO TEM ROGER WILLIAMS
COUNCIL MEMBER SUSAM EDSTROM
COUNCIL MEMBER PHILIP STERLING
FINANCE DIRECTOR ROGER UNGER
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
TOWN OF TROPHY CLUB
100 Municipal Drive
. Trophy Club, Texas 76262
(682) 831-4600 Main
(817) 491-9312 Fax
September 18, 2006
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, 2006 and ending September 30, 2007 is presented
for your consideration.
The Proposed FY2006-07 Annual Budget presents in financial 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 commitments
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.
Assistant Town Manager and Finance Director, Roger Unger, has provided a detail
breakdown of the Proposed Budget. The breakdown shows that in FY2005-06,
expenditures are projected to come in approximately $307,000 over budget, and
revenues are projected to come in approximately $123,000 under budget.
Budget Recommendations:
■ Maintain the current tax rate at $.430511100 valuation,
■ Create a separate Street Department in order to perform more in-house
maintenance and support functions.
■ Fund support staff at a level necessary to provide quality service to our residents.
■ Establish the necessary resources in order to efficiently manage and control
future development projects.
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY GL UB, TEXAS
ANNUAL BUDGET
The FY2006-07 has been prepared with the assistance of a whole host of committed
and dedicated employees and review of the Ways & 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 met and
exceeded!
Respectively Submitted,
Brandon Emmons
Town Manager
"A GREAT PLACE TO GALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
To: MAYOR, TOWN COUNCIL AND MANAGER
Subject; FINANCIAL LETTER OF BUDGET TRANSMITTAL
TOWN OF TROPHY CLUB
100 Municipal Drive
Trophy Club, Texas 76262
(682) 831-4600 Main
(817) 491-9312 Fax
September 18, 2006
As we approach the end of FY05-06, our revenue is falling short of the budgeted revenue by approximately
$123,000. The revenue snort fall is caused primarily by the down turn in building permits with the projected
revenue from permit fees being approximately $180,000 less than the budgeted revenue. Several new
construction projects that were anticipated to begin in FY05-06 were postponed, thus the reduction in
building permit fees. There was a transfer from GASB funds of approximately $175,000 to cover major street
and storm sewer reconstruction projects causing the cash flow into the General Fund to appear to have
exceeded the budget however; these funds merely funded the increased expenses resulting from the street
projects. Expenses are projected to come in $307,545 over budget with $194,000 of that amount being
accounted for by the Inverness storm sewer project ($64,000) and additional major street reconstruction
($130,000). The remainder of the expense overrun can be attributed primarily to the additional costs in
electricity, approximately $65,000 aver budget and water, approximately $40,000 over budget.
Approximately $175,000 of GASB reserve for street and storm sewer work is being used to offset the
Inverness storm sewer work and the additional major street repairs atso, the anticipated contribution to
GASB funds in Storm Sewer for FY05,106 is being consumed in FY05-06. After use of the GASB funds the
net expense over run is approximately $132,545. The FY05-06 budget anticipated a revenue shortfall of
$94,000. The actual short fall in the General Fund Revenue for FY05-06 will be approximately $330,000.
The major variations between the FY05-06 Adopted Budget and FY05-06 Projected Budget are as follows:
REVENUE; UNDER $1.23,000.
POSITIVE IMPACT
Franchise Fees were up by $63,000, Public Safety and Court (absent reduction in Fire payments
from the MUDs) were up by $50,600, Miscellaneous Income was up by $11,000.
• Electric/Gas Franchise fees increased by S54,000 due to increased consumption and
settlement of an outstanding dispute. Trinity Waste Franchise fees increased by $7,000 due
to an increase in the franchise fee charge.
■ Municipal Court fines and fees increased by $33,000 due to increased enforcement and a
portion of last years warrant fees being recognized In the current year. Misc fire revenue
increased by $19,000 due to fire inspections being brought in house, an insurance
settlement, and a larger than expected contribution from Tarrant County.
■ Interest income increased by $20,000 due to the general increase in interest rates. 41" of
July revenue was $10,000, Community events revenue increased by $4,000. Intergov
Transfers from EDCs increased by $34,000 as a result of EDCs picking up a portion of the
operating costs in the parks. Miscellaneous Income in general increased by $10,000. Gas
well revenue was down by $33,000 due to a fall in gas prices. Nextel Tower Revenue was
down $7,000 due to a delay in constructing the tower. CIA revenue was down due to fewer
liens being retired. The TP&W Grant was recognized at the end of the previous fiscal year
thus causing a reduction of $25,000 in the current year revenue.
"'A GREAT PLACE TO CALL HOME"
1/14
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
NEGATIVE IMPACT
Tax Revenue was down by $22,340, Permits, Licenses and Fees were down by $156,840
Contributions from MUD1 and MUD2 for fire protectlon were down by $619,100.
• Property Taxes decreased by $8,700. Property Taxes Prior Year decreased by $9,000.
Mixed Beverage Tax decreased by $6,000.
• Building Permits and Plumbing Permits decreased by a combined amount of $193,000 due
to a reduction in the number of anticipated new home and business starts. Zoning Fees,
Trash Revenue and Storm Drainage fees were up by a combined $41,700.
• Contributions from MUD1 and MUD2 were down by $69,100 because we had higher than
anticipated Fire Department revenue and the Fire Department carne in under budget by
$50,117,
STORM SEWER: OVER $57,700.
POSITIVE IMPACT
GASB34/Reserve for Replacement will not be funded, $20,196.
NEGATIVE IMPACT
Professional and Contractual was over by $77,8100.
■ Engineering increased by $11,800 as a result of the Council decision to perform an
emergency repair to the storm sewer system on Inverness Drive. Maintenance and Repair
increased by $66,000 for the same reason.
EMERGENCY MEDICAL SERVICES: UNDER $24,600.
POSITIVE IMPACT
Personnel Services were down by $22,700. Operating Expenses were down by $3,100.
• Salaries & Wages decreased $18,500 mainly due to numerous intermittent vacancies
throughout the year, which have resulted in a savings. Overtime was down $3,500.
• The savings in Operating Expenses was spread across all lines within this grouping with
Communications/Pagers/Mobiles having the largest savings at $600.
NEGATIVE IMPACT
Professional and Contractual Services were up by $3,000.
■ Independent Labor increased by $4,200 while equipment maintenance decreased by $800.
ADMINISTRATION: OVER $40,150 (AFTER ADJUSTING $11,500 FOR ADDITIONAL 4T" OF JULY
EXPENSES).
POSITIVE IMPACT
Consumable Supplies were down by $2,800.
• Printing decreased by $3,600 as a result of a reduction in the number of copies of the Year
in Review that were prnted. Printer Supplies and Maintenance increased by $1,140.
NEGATIVE IMPACT
Personnel Services were up by $7,100. Professional & Contractual Services were up by $12,900.
Operating Expense were up by $23,700 after adjusting for additional 4th of July expenses.
• Salaries & Wages increased by $5,600 due to the overlap between the severance given the
previous Town Manager and the hire date of the new Town Manager. This also caused
"A GREAT PLACE TO CALL HOME"
2/14
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
additional increases in benefits costs. Group Insurance increased by $3,400. Overtime
decreased by $3,000.
Auditing increased by $9,700 due to a new RFP for auditing services being acted on after
passage of the budget. Independent Labor increased $2,500 due to shortage of
administrative help.
Insurance increased by $17,220 due to TML discovering that they had not billed us for
deductibles for the past 5 years. Community Events increased by $4,700 with some of this
offset by additional Community Events Revenue. 4th of July actual cost will be approximately
$21,500, we have not historically budget this as a cost because we have had offsetting
revenue however, there was only $10,000 of offsetting revenue this year, net cost of the
celebration $11,500.
INFORMATION SYSTEMS: UNDER $9,731.
POSITIVE IMPACT
• Schools and Training were down by $1,185.
NEGATIVE IMPACT
• There were no material negative impacts.
LEGAL: OVER $2,500.
POSITIVE IMPACT
• Professional Outside Services were down by $2,5€70 as a result of fewer legal issues.
• Travel and Per Diem decreased by $1,500 as a result of more local conferences versus out
of Town conferences.
NEGATIVE IMPACT
Personnel Services were up by $7,100.
Retirement increased by $6,720, it was determined after the start of the fiscal year that this
position was required to be in TMRS.
POLICE: OVER $67,450.
POSITIVE IMPACT
Operating Expenses were down $7,600..
• County Vehicle Reg Fee decreased by $4,940 due to fee being carried forward for
proposed purchase of SRO vehicle. Flags and Repair decreased by $2,400 due to less flag
repair/replacement than anticipated.
NEGATIVE IMPACT
Personnel Services were up by $17,976. Professional & Contractual Services were up by $47,300.
Consumable Supplies was up by $8,500.
Overtime increased by $10,000, Workers Comp increased by $6,100 due to an increase in
rates, Retirement, Group Insurance, and Social Security increased by a combined amount
of $4,300 while Salaries & Wages, DPS Holiday Pay, and Longevity/Certification deceased
by a combined amount of $7,200.
Vehicle Maintenance increased by $17,500 due to the age of 'he vehicles. Building
Maintenance increased by $33,000 as a result of the extensive roof repair authorized by the
Council.
"A GREAT PLACE TO CALL !-TOME„
3/14
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
• Fuel & Lube increased by $8,300 due to general increase in fuel prices. Uniforms increased
by $1,000. Protective Clothing increased by $1,200 and Small Equipment increased by
$1,000. Copies decreased by $1,300. The remaining $1,700 decrease was spread over
several lines.
MUNICIPAL COURT: UNDER $4,300.
POSITIVE IMPACT
Professional & Contractual Services were under by $5,600. Consumable Supplies were under by
$900.
Judge's Compensation decreased by $2,100 due to fewer trials than anticipated. TCIC
Warrant Expense was deleted with the advent of being able to put a hold on driver's licenses
for outstanding warrants decreased $2,100.
Operating Expenses decreased by $900 spread over several line items.
NEGATIVE IMPACT
Personnel Services were up by $2,300.
• Overtime increased by $1,300 as a result of short staffing and after hours court. Group
insurance was up by $900.
PARKS & RECREATION: OVER $60,600.
POSITIVE IMPACT
Personnel Services were down by $29,240. Professional & Contractual Services were down by
$4,200. Capital Expenses were down by $4,000.
■ Salary and Wages decreased by $28,600 due to vacant positions over the ccurse of the
year. There were additional savings in benefits as a result of being under staffed.
■ Vehicle Maintenance decreased by $2,500. Equipment Maintenance decreased by $1,900.
Consultants decreased by $1,300. Building Maintenance increased by $1,000.
• Capital Expenses decreased due to postponement of a truck purchase to next years budget.
NEGATIVE IMPACT
Consumable Supplies were up by $5,900.
■ Fuel and tube increased $5,700 accounting for most of the increase.
Independence Park was up by $46,011.
• Electricity increased by $1,200. Water increased by $8,000. Property Maintenance was
moved to EDCA but expensed here with offsetting revenue in the revenue budget in the
amount of $37,000.
Harmony Park was up by $33,800.
• Water increased by $14,200 due to drought and an anticipated extension of effluent water to
this park not being completed. Property Maintenance was moved to EDCB but expended
here with offsetting revenue in the revenue budget in the amount of $20,000.
Beck Park was up by $1,700 as a result of increased property maintenance.
Lakeview Soccer Fields came in slightly under budget.
Medians/Common Areas was up by $25,600.
• Water increased by $12,800 due to the drought and based on the August water costs this
could exceed by an additional $10,000.
• Property Maintenance on the medians increased by $12,500.
POOL: OVER '$6,600.
"A GREAT PLACE TO CALL HOME"
4114
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
POSITIVE IMPACT
■ No material variations.
NEGATIVE IMPACT
Professional & Contractual Services were up by $1,000. Operating Expenses were up by $7,200.
• Independent Labor increased $1,0D0 due to use of contract labor..
■ Electricity increased by $5,800 due to general increase in electricity rates. Property
Maintenance increased by $4,040 due to resurfacing the small pool and general ageing of
the facility,
COMMUNITY DEVELOPMENT: OVER $151,612.
POSITIVE IMPACT
There were no positive impacts in Community Development.
NEGATIVE IMPACT
Personnel Services were up by $12,230. Operating Expenses were up by $8,200. Consumable
Supplies were up by $1,900. Capital Expenses were up by $130,494.
• Salaries & Wages increased $7,SOO due to the hiring of an additional streets person mid
year and utilizing funds out of the street repair line. Group Insurance increased by $4,400
for the same reason. Workers Comp was up due to a rate increase.
• Electricity increased by $41,704 due to an additional 80 street lights being found during an
audit by TXU plus the general increase in electrical rates. Rent increased by $3,600 due to
the fact that we were in the portable buildings longer than anticipated. Street repairs
decreased by $34,900 due to an reduction in the amount of street repairs we were able to
complete and utilization of a portion of these funds to support an additional streets
maintenance person.
• F=uel & Lube increased by $2,100 as a result of the general increase in fuel costs.
• GASB funds increased by $130,000 following Council authorization to add an additional
street section to the Indian Creels reconstruction project (Shields Drive).
PLANNING & ZONING: OVER $20,900.
POSITIVE IMPACT
There were no positive impacts.
NEGATIVE IMPACT
Professional & Contractual Services were up by $19,500. Operating Expenses were up by $2,000.
• Engineering increased by $10,600 as a result of the work associated with the Morton Project.
We have billed Horton for this work but are still awaiting payment for approximately $13,000.
Town Planner increased by $3,500 for the same reason as Engineering. Town Planner
Ordinances increased by $4,900 due to the need to clean up several ordinances prior to
commencing large scale development.
• Operating Expenses were up as a result of several line items being up by small amounts, not
the result of any one specific line.
FIRE: UNDER $50,117.
POSITIVE IMPACT
"A GREAT PLACE TO GALL HOME"
5/14
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
Personnel Services were down by $21,800. Professional & Contractual Services were down by
$11,600, Operating Expenses were down by $14,000. Capital Expense were down by $2,800.
• Salaries & Wages deceased by $7,400 as a result of the Director's position being vacant.
Overtime decreased by $6,000 due to being at full staffing most of the year. DPS Holiday
pay decreased by $1,600. Workers Camp decreased by $8,400. There was $2,800 of
savings spread out across the remaining lines.
• Building Maintenance decreased by $4,000. Radio Maintenance decreased by $1,500.
Professional Outside Services decreased $8,800 as a result of halting the DPS facility needs
assessment. The additional savings was spread over several lines. Independent Labor
increased by $3,800 due to increased utilizatlon in an attempt to keep overtime down.
■ Dues and Memberships decreased by $2,300. Schools & Training decreased by $6,300.
Travel and Per Diem decreased $1,800 due to reduction in training. Physicals decreased by
$1,1Q0.
• Capital Expenses decreased $2,600 as a result of a lower than expected payment for air
packs.
NEGATIVE IMPACT
There were no negative impacts.
MARSHALL. CREEK PARK FUND: REVENUE AND EXPENSES OVER $1,197.
POSITIVE IMPACT
No positive impact on revenue. Operating Expense decreased by $6,800. Capital Expenses
decreased by $1,500.
• Property Maintenance decreased by $6,700.
• Capital Expenses decreased by $1,500.
NEGATIVE IMPACT
No negative impact on revenue. Professional & Contractual Services increased $1,500.
Independent Labor increased $12,000 due to change in plan to eliminate gate attendant
positions after budget was adopted. Consultants decreased by $10,000 to offset this
change.
FISCAL YEAR FY 05406 SUMMARIZED
The greatest expenses impacts on the FY05-06 budget were the increased electrical rates/street lights and
the additional water used due to the drought. On the revenue side, the greatest single impact was the
reduction in the anticipated new construction and thus the $1.80,000 less of anticipated permit fee revenue.
The total expenses exceeded the revenue by approximately $330,000 versus the anticipated short fall of
$94,291. This shortfall will be made up out of the unallocated reserves in the general fund however, this
leaves the general fund unable to support any future short falls in annual Revenue.
FISCAL YEAR FY06-47 PROPOSED BUDGET
The FY06-07 expense budget went from $5,359,465 to $5,985,663, an increase of $626,198 with the FY06-
07 Revenue budget going from $5,265,174 to $5,985,662 an increase of $720,488.
There were expense increases in every department with the exception of the Fire Department which went
down by $27,0010 as a result of the return to separate Fire and Police Chiefs.
"A GREAT PLACE TO CALL HOME"
6/14
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
• Community Development increased by $260,300 with the bulk of that increase being in
Streets and Storm Sewer ($187,350).
• Parks and Recreation including the Pool increased by $175,500 as a result of hiring
additional personnel, a salary split with the MUDs being eliminated and the return of Park
operating expenses from the EDCs to this budget.
• Administration increased by $57,172 as a result of hiring an additional IT person.
• Court increased by $46,300 as a result of returning to a full time Court position.
• Police increased by $33,000 as a result of the return to separate Fire and Police Chiefs and
salary adjustments.
• Information Technology increased by $30,094 due to a software upgrade to our financial
and billing package.
•
EMS was up by $20,456 as a result of the return to Separate Fire and Police Chiefs and
salary adjustments.
• Planning and Zoning increased $16,662 due to an anticipated increase in development.
• Legal increased by $10,508 mostly due to the addition of the Town Attorney to the municipal
retirement system.
The bulk of the Revenue increases ($659,600) occurred in six lines: Property Tax, $269,625 as a result of
valuation increases, Safes Tax, Street Maintenance increased by $106,200 as a result of the .25 cent sales
tax being dedicated to streets, Permit Revenue increased by $85,000 due to an anticipated increase in new
construction, Storm Sewer increased by $81,100 due to an increase in the fee from $1 to $3 per account,
EMS revenue increased by $64,100 as a result of an increase in ambulance fees, and Franchise Fees for
Electricity/Gas increased by $53,600 as a result of the settlement of a rate case and increasing electrical us
within the community.
The major variations between the FY05-06 Budget and FY06-07 Proposed Budget are as follows:
REVENUE. INCREASED $702,533.
POSITIVE IMPACT
Tax Revenue is up by $397,900, Franchise Fees Revenue is up by $69,400; Permits, Licenses and
Fees Revenue is up by $205,600; Public Safety & Court Revenue is up by $71,800.
• Property Taxes increased $269,600 due to a higher assessed valuation and new
construction, Clty Sales Tax increased $25,000 due general history of increasing sales tax.
Sales tax, Street Repair sales tax .'s a new general fund revenue of $106,250.
• Electric/Gas increased $53,600 mainly due to an increase in anticipated usage and rate
case settlement. Allied Waste was up $14,000 due to fee increase and additional homes.
• P&Z Administrative Fees increased $5,300 in anticipation of increased development.
Developer fees increased by $2,500 in anticipation of new development. Building Permits
increased $85,000 due to an anticipated increase in new home permits and increased
commercial construction. Fire permits is a new line and an increase of $10,500. Platting
fees increased by $12,500 in anticipation of increased development. Trash Revenue
increased by $19,400 due to additional new homes in place. Storm Drainage Fee increased
$81,100 as a result of raising the fee from $1.00 to $3.00 per bill. Misc permits and
plumbing permits decreased by a combined $10,700.
• EMS Runs increased $64,100 due to an increase in ambulance fees passed by Council.
Municipal Court Fines and/Fees increased by $24,500 due to better collection procedures
and an increase in enforcement activity. Intergov Transfers/NISD increased by $10,000 as a
result of an agreement on tree mitigation. DentonfTarrant County Pledge -Fire increased as
a result of moving Tarrant County Contribution out of Misc Fire Income to this line. Misc Fire
Revenue increased by $4,500 based on history. MUD Contributions for fire decreased by
$37,600 due to a reduced fire budget resulting from the return to separate Chiefs.
"A GREAT PLACE TO CALL HOME"
7/14
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
NEGATIVE IMPACT
Park and Pool Revenue are down by $9,900; Miscellaneous Income is down by $32,000.
• Park Revenue decreased $11,300 as a result of history, this is the money transferred to the
Town from Marshall Creek Park to off set public safety and administrative expenses. Pool
Revenue increased by $1,400 based on history.
• Auction Sales decreased by $2,500 due to lack of surplus equipment to sell. lntergov
Transfers/EDC's, MUD decreased by $15,700 due to EDC's not covering any operating
costs in the parks. lntergov Transfers]Parks, Pool decreased $25,300 due to reduction from
50% to 20% in EDCB commitment on pool operating costs. TP&W Grant on Independence
Park decreased by $25,000 due to grant having been fully funded. Gas well Revenue
decreased by $25,OOC based on past year history. Interest Income increased by $24,800
due to increase in interest rates. Nextel Tower Revenue increased 52,500 due to having a
full year of rental income in 06f07. GASB Reserves increased $32,500 due to this fund
being used to pay for software up grade of financial package.
EMERGENCY MEDICAL SERVICES: INCREASED $20,500.
POSITIVE IMPACT
Operating Expenses are down by $1,200. Capital Expenses are down by $4,500.
• Inspection fees decreased by $800 due to alternate year inspections,
• General Capital expenses decreased $4,500 due :o one time purchase in last year's budget
of Capnography,
NEGATIVE IMPACT
Personnel Services are up by 524,300.
■ Salary & Wages increased $21,304 as a result of raises and sharing the cost of the Fire
Chief however there was some offset in salaries due to elimination of the Captain's position
the remaining increase was due to the increases in benefits associated with increased
Salaries and Wages.
ADMINISTRATION: INCREASED $57,200.
POSITIVE IMPACT
Operating Expenses are down by $11,500. Consumable Supplies are down by $3,100. Capital
Expenditures are down by $25,400.
• Water decreased by $1,400 based on current year usage. Dues & Memberships
decreased by $1,500 based on current year numbers. Miscellaneous Expenses decreased
by $1,400 based on current year numbers, Community Events decreased by $19,000, this
line was moved to the Parks and Rec budget. Telephone increased $1,300 due to general
increases and the purchase of two additional phones. Insurance increased $10,500 in
order to make the second repayment on past deductibles that were billed in arrears.
Elections increased $2,000 due to the new voting equipment.
• Printer Supplies & Maintenance decreased by $1,200 due to moving printer maintenance
under the IT department. Printing decreased $2,000 due to fewer copies of the Year in
Review being printed.
• Office Furniture/Equipment decreased by $2,000 in a general cost cutting move.
GASB341Reserve for Replacement decreased $23,997 as a result of the decision not to
fund this line in the FY 06-07 budget.
"A GREAT PLACE TO CALL HOME"
8114
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
NEGATIVE IMPACT
Personal Services are up by $85,200. Professional & Contractual Services are up by
$112,000.
• Salaries & Wages increased by $46,400 due to the addition of an IT person and anticipated
salary increases. Salaries Adjustment increased by $25,000, this is a new cine replacing
merit increases to be used at the Town Managers discretion. Retirement, Group Insurance,
and Social Security increased by a combined $14,500 as a result of the increase in Salary &
Wages.
• Auditing increased $11,400 based on last years actual and a contractually allowed increase.
INFORMATION SYSTEMS: INCREASED $31,000.
POSITIVE IMPACT
• independent Labor decreased by $1,200 due to an additional person being hired.
NEGATIVE IMPACT
Software & Support increased by $26,600 due to a $32,000 upgrade of our financial and
billing software funds for this upgrade will be taken out of GASB. Savings in other Software
lines partially off set the software upgrade costs.
Hardware increased by $1,700 due to the relocation of miscellaneous hardware expenses
being moved to this line.
Printer Supplies & Maintenance increased $3,500 as a result of consolidating all printer
maintenance under the IT department.
LEGAL: INCREASED $10,500.
POSITIVE IMPACT
Operating Expenses are down by $3,100.
• Publications/Books/Subscriptions decreased by $2,100 as a result of renegotiating our
arrangements with Westlaw.
• The remainder of the decrease was spread over several lines.
NEGATIVE IMPACT
Personnel Expenses are up by $14,700.
• Salary & Wages increased $3,600 due to anticipated salary increases.
• Retirement increased from $0.00 to $11,000 after the decision was made that the attorney
was required by TMRS to be participating in the retirement program.
POLICE: INCREASED $27,000,
POSITIVE IMPACT
Operating Expenses are down by $4,400.
• CommunicationsJPagers/Mobiles decreased by $2,600 due to a change in contract with
Nextel. Flags & Repair will decrease by $2,800 based on expenses in current year. Travel
& Per Diem increased by $2,200 based on an anticipated increase in training.
"A GREAT PLACE TO CALL HOME"
9/14
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
NEGATIVE IMPACT
Personnel Services are up by $15,000. Professional & Contractual Services are up by $1,900.
Consumable Supplies are up $14,000. Capital Expenses are up by $5,600.
• Salary & Wages increased $18,800 due to no longer sharing the cost of the Chief and salary
increases. The remaining salary associated benefits were up by a combined $12,300.
Workers Comp decreased by $12,000 due to an improved experience modifier. Clothing
Allowance decreased by $5,300 because the department returned to the practice of
providing uniforms versus providing a uniform allowance.
• TCIC Access decreased by $1,200 based on current year usage. Independent Labor
decreased by $5,400 due to Warrant Office positron being assigned to the Court. Vehicle
Maintenance increased $8,500 based on current year experience.
• Fuel and Lube increased $10,500 based on current level of fuel prices. Uniforms increased
by $4,100 based on the return to the department furnishing uniforms.
• Vehicles increased by $4,100 due to purchase of additional vehicle. Police Records
Management System increased $1,200 due to an increase in the amount borrowed that
occurred after the start of last fiscal year.
MUNICIPAL COURT: INCREASED $46,300.
POSITIVE IMPACT
Professional & Contractual Services are down by $3,700.
• Judge's Compensation decreased $1,800 based on current actual. TCIC Warrant Expenses
decreased by $2,100 because we no longer use this service.
NEGATIVE IMPACT
Personnel Services are up by $49,300.
• Salaries & Wages increased $38,400 due to returning to a full time Court Clerk position and
funding the Warrant Officer position out of this line. Retirement, Group Insurance, and
Social Security increased by a combined amount of $9,304.
PARKS & RECREATION: INCREASED $148,800.
POSITIVE IMPACT
Capital Expenses are down by $22,100.
• Capital Expenses decreased $22,100 due to a reduction in the amount of equipment
required to be purchased.
NEGATIVE IMPACT
Personnel Services are up by $33,200. Professional & Contractual are up by $4,300. Operating
Expenses are up by $33,900. Consumable Supplies are up by $7,700.
• Salary & Wages increased $31,800 due to the MUDS no longer funding .5 FTE on the public
relations position and general salary increases. Retirement, Group Insurance, and Social
Security Taxes increased by a combined amount of $6,700. Overtime decreased $3,100
due to additional personnel. Worker's Comp decreased $2,400 due to an improved
experience modifier on our insurance.
Independent Labor increased from $0.00 to $3,300 for general use through out the Parks
system to assist with increased usage of the athletic fields. Building Maintenance increased
from $0.00 to $3,500 due to the addition of the new maintenance facility. Vehicle
Maintenance decreased by $1,504 based on current year estimates. Consultants decreased
by '$1,000 due to an anticipated reduced need for consultants.
"A GREAT PLACE TO CALF. HOME„
10/14
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
• Electricity increased from $0.00 to $2,500 as a result of the new maintenance building.
Water increased $2,600 as a result of the new maintenance building. Community Events
increased from $0.00 to $23,750 when this line was moved from the Administration budget.
Tree City increased from $0.00 to $10,000 because there are no major road construction
projects planned for FY 06107 that would require planting of trees in the new medians.
Communications/Pagers/Mobiles decreased by $1,200 due to renegotiated Nextel contract.
Travel & Per Diem decreased by $1,200 due to an anticipated reduction in FY06-07.
• Fuel & Lube increased by $5,400 based on the current price for fuel. Uniforms increased by
$2,600 based on current year actuals.
Harmony Park is up by $22,600.
• Property Maintenance increased from $0.00 ':o $21,950 when it returned to the Parks
Department after EDC B funded these costs last year.
Independence Park is up by $43,200.
• Portable Toilets increased from $0.00 to $1,831; a decision was made that given that
there were permanent facilities at Independence there was no need fro portable facilities
however; pressure from the sports associations forced us to provide portables at the
South and of the complex.
• Electricity increased $2,800 based on current year usage.
• Water increased $8,800 based on current year usage
• Property Maintenance increased from $0.00 to $29,700 due to the funding returning to
the Parks department from EDC A.
Lakeview Soccer fields are up by $5,000.
Water increased $1,600 based on current year usage.
Property increased $3,200 based on anticipated projects.
Medians/Common Areas are up by $20,700.
• Water increased $7,100 based on current year expenditures.
• Property Maintenance increased $13,900 based on anticipated additional work and
inflation.
POOL: INCREASED $26,400.
POSITIVE IMPACT
There were no positive impacts.
NEGATIVE IMPACT
Personnel Services are up by $15,000. Operating Expenses are up by $113,250.
• Salaries & Wages increased $10,100 due to the additional funding of a full-time, seasonal
Pool Manager; this position will be shared between Marshall Creek Park and the Pool.
Retirement and Group Insurance increased by a combined $5,400.
• Electricity increased $7,300 based on current year costs. Property Maintenance increased
$1,700 due to additional maintenance being required as the facility ages.
Furniture/Equipment ¢ $5,000 increased $1,000 due to an anticipated need to replace some
of the existing furniture.
COMMUNITY DEVELOPMENT: INCREASED $260,332. NOTE. Prior to FY06-07 Street maintenance
and repair costs were accounted for on one line in the Community Development Budget. In FY06-07
Streets were broken out as a separate department under Community Development. This revision will
cause the main Community Development budget to have a substantially reduced budget however,
the separate budget for street maintenance and repair totals $387,112 a large portion of which was
accounted for under the main Community Development budget prior to FY06-07. The above figure
also includes the increase in the Storm Sewer budget of $81,140 which has been moved under the
Community Development budget effective with FY06-07.
"A GREAT PLACE TO CALL HOME"
11 i 14
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
POSITIVE IMPACT
Personnel Services are down by $17,600. Professional & Contractual Services are down by $4,800.
Operating Expenses are down by $142,900. Consumable Supplies are down by $5,700. Capital
Expenses are down by $48,300.
• Salary & Wages decreased by $18,600 due to personnel costs being reassigned to Storm
Sewer ($9,800) and Streets ($104,600).
• Independent Labor decreased by $17,000 as a result of hiring additional personnel.
Engineering increased $1,800 based on current year expenses and anticipated projects for
next year. Building Maintenance increased $2,000 after consolidating all Town building
maintenance and operations expenditures under the Community Development budget.
Trash Removal/Recycling increased $8,400 based on new homes being added to the Town.
• Operating Expenses would have increased had a separate Streets budget not been created.
With the creation of the Streets budget, the Street repair line decreased from $182,900 to
$0.00. Rent decreased from $7,000 to $0.00 upon completion of the annex building.
Schools & Training decreased by $1,000 as a result of some training being moved to
Streets. Street Sweeping was moved to Storm Sewers, $2,500 and Signage was moved to
Streets $7,000. Electricity increased $52,300 based on current year expenditures and the
addition of approximately 80 street lights that were found to be unbilled during a TXU audit
last year. Animal Control increased $3,000 due to a one time expense to install a waste
drainage system for the cages.
• Capital expenses decreased by $40,400 as a result of $34,000 being moved to Streets and
an anticipated reduction in the amount of additional equipment needed.
NEGATIVE IMPACT
Consumable Supplies are up by $5,70x.
• Fuel & Lube increased $5,300 based on current year expenditures.
STORM SEWER; INCREASED $89,100.
POSITIVE IMPACT
There are no positive impacts.
NEGATIVE IMPACT
Personnel Services increased from $4.00 to $14,100. Professional & Contractual is up by $28,500.
Operating Expenses is up by $7,100. Capital Expenses increased by $31,200.
Personnel services increased by $14,100 as a result of dedicating .5 FTE to this department.
Engineering increased by $4,000 due to an anticipated increase in repair projects.
Independent Labor increased by $8,500 due to the need for addition labor on specific
projects such as creek cleaning. Maintenance & Repair increased by $5,000 based on
additional maintenance being performed. Trash Removal/Recycling was added to this
budget in order to allow two opportunities for hazardous waste disposal, thus reducing the
potential that hazardous waste could go down the storm sewers at a total cost of $10,000,
$5,000 of this was moved from Community Development.
Dues & Memberships increased from $0.00 to $2,100 for membership in NCTCOG Storm
Water Program, moved from Community Development. Street Sweeping was moved from
Community Development at a cost $5,000 since one of the primary purposes for street
sweeping is to limit the amount of trash going down the storm sewers.
Contribution to GASB34fReserves For Replacement increased by $31,200 based on the
additional S2.00 monthly fee being assessed dedicated to storm sewer maintenance.
"A GREAT PLACE TO CALL HOME"
12114
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
STREETS INCREASED $387,112. Note: FY06-07 will be the first year for a separate Streets budget.
In FY 200512006 the street budget was one line "Street Maintenance & Repair" in the Community
Development budget and in FY05-06 that budget line was $182,900. In FY06-07 $106,000 of the
Streets budget is being off set by the reallocation of 7A cent of sales tax from EDC 48 to Street
Maintenance.
PLANNING & ZONING: INCREASED $16,700.
POSITIVE IMPACT
There were no positive impacts.
NEGATIVE IMPACT
Personnel Expenses are up by $1,000. Professional & Contractual Services are up by $14,200.
Operating Expenses increased $1,500.
• Salary & Wages increased by $700 with the remainder of the increase coming from the
associated benefits.
• Engineering increased by $11,700 due to an anticipated increase in resulting from new
development. Town Planner increased $9,000 for the same reason. Town Planner
Ordinances decreased $7,000 because of the extensive revisions that were done to our
ordinances in FY 20052006.
FIRE: DECREASED $27,000.
POSITIVE IMPACT
Personnel Services are down by $20,200. Professional & Contractual Services are down by
$17,400. Operating Expenses are down by $4,800.
• Salaries & Wages decreased $13,200 as a result of the return to separate Chiefs and the
elimination of the Captain's position. Group Insurance and Worker's Comp decreased by a
combined $10,700. Overtime increased by $2,900 based on current year expenditures.
• Building Maintenance decreased 59,000 as a result of some major repairs being performed
in the current fiscal year. Professional Outside Services decreased $8,000 as a result of
eliminating the Fire/Police needs assessment study.
• Schools & Training decreased by $6,000 based on current year expenditures. Travel & Per
Diem increased $1,400 due to several anticipated trainings being out of Town.
NEGATIVE IMPACT
Capital Expenses were up $15,100.
• Capital Expenses, general increased $25,00D for the purchase of a new extrication tool.
Engine 581 payment increased $18,000 in anticipation of a partial payment on a new
pumper. Vehicles decreased $3,600 due to pay off of the Chief's vehicle. Brush 681 was
paid off last year decreasing payments by $10:800. Air pack payments decreased by
$13,500 due to one time purchase of air packs last year.
MARSHALL CREEK PARK FUND: REVENUE INCREASED $18,000 DUE TD AN ANTICIPATED
INCREASE IN PARK ENTRY FEES AND EXPENSES INCREASED $3,180, NET REVENUE INCREASE
$'14,820
"A GREAT PLACE TO CALL HOME„
13114
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
POSITIVE IMPACT
Professional & Contractual Services are down $9,400. Capital Expenses are down $14,500.
■ Consultants decreased $10,000 due to an anticipated reduction in the amount of consulting
needed.
• Capital Expenses decreased from $14,500 to $0.00 due to no additional equipment needs
being recognized in FY06-07.
NEGATIVE IMPACT
Personnel Services are up by $23,000. Operating Expenses are up by $3,400.
• Personnel Services increased by $23,000 due to the addition of .5 FTE to this park. The
other .5 FTE is located in the Swimming Poo; budget. Total Salary for this position will be
$34,$00.
• Water increased $1,900 based on current year expenditures. The remainder of the increase
is spread over the other lines in Operating Expenses.
INTEREST 8 SINKING FUND (FY05-06 & FY06-07):
• Debt Service in the current fiscal year is $540,183 with $104,715 being funded by the EDCs
as a result of an agreement between them and the Town. In the current year, a tax rate of
$.07088 generated $430,635 with the additional funding of $4,833 coming from prior year
taxes and interest income.
• Debt Service for FY 06!07 will be $542,370 with $105,432 coming from EDCA, $424,438
raised by a $.06328 tax rate, and $12,500 from prior year taxes and Interest income. For
FY06-07, EDC A has agreed to fund the Pool Bond payment at 100%.
I ectively Submitted,
,7
Rage
❑ire'tor of Finance
"A GREAT PLACE TO CALL HOME"
14/14
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TOWN REVENUE
PROJECTED 2005 REVENUE
Taxes
50.1%
Miscellaneous
10.1% Franchise Fees
9.1
Public Safety &
Park and Pool Court Revenue Permits, Licenses
Revenue 19.1% and Fees
1.4% 10.2%
PROPOSED 2006 REVENUE
Taxes
51.9%
Miscellaneous
5.0%
Franchise Fees
Park and Pool 8.3%
Revenue Permits, Licenses
1.0% Public Safety & and Fees
Court Revenue 15.3%
18.5%
Revenue Projections.xls
PROJECTED 2005
PROPOSED 2006
Taxes
(2,622,500)
(3,042,618)
Franchise Fees
(478,400)
(485,223)
Permits, Licenses and Fees
(536,000)
(898,409)
Public Safety & Court Revenue
(997,509)
(1,087,854)
Park and Pool Revenue
(70,723)
(60,318)
Miscellaneous
(526,544)
(292,715)
Total
(5,231,676)
(5,867,137)
PROJECTED 2005 REVENUE
Taxes
50.1%
Miscellaneous
10.1% Franchise Fees
9.1
Public Safety &
Park and Pool Court Revenue Permits, Licenses
Revenue 19.1% and Fees
1.4% 10.2%
PROPOSED 2006 REVENUE
Taxes
51.9%
Miscellaneous
5.0%
Franchise Fees
Park and Pool 8.3%
Revenue Permits, Licenses
1.0% Public Safety & and Fees
Court Revenue 15.3%
18.5%
Revenue Projections.xls
TAX REVENUE
PROJECTED 2005 REVENUE
Property Taxes
83.3%
Sales Tax -
General
15.3% Property
Taxes/Prior Years
Mixed Beverage Penalties and 0.4%
Tax Interest
0.4% 0.7%
PROPOSED 2006 REVENUE
Property Taxes
83.9%
Sales Tax -
General
14.5%
Mixed Beverage Property
Tax Penalties and Taxes/Prior Years
° Interest 0.5/
0.5%
Revenue Projections.xls
PROJECTED 2005
PROPOSED 2006
Property Taxes
(2,185,000)
(2,463,368)
Property Taxes/Prior Years
(10,000)
(16,000)
Penalties and Interest
(17,500)
(16,000)
Mixed Beverage Tax
(10,000)
(16,000)
Sales Tax - General
(400,000)
(425,000)
Sales Tax - Street Maint.
-
(106,250)
Total Tax Revenue
(2,622,500)
(3,042,618)
PROJECTED 2005 REVENUE
Property Taxes
83.3%
Sales Tax -
General
15.3% Property
Taxes/Prior Years
Mixed Beverage Penalties and 0.4%
Tax Interest
0.4% 0.7%
PROPOSED 2006 REVENUE
Property Taxes
83.9%
Sales Tax -
General
14.5%
Mixed Beverage Property
Tax Penalties and Taxes/Prior Years
° Interest 0.5/
0.5%
Revenue Projections.xls
FRANCHISE REVENUE
PROJECTED 2005 REVENUE
Electric/Gas
74.2%
Trinity Waste
/ -
6.4%
Cable Telecom
7.0% 13.5%
PROPOSED 2006 REVENUE
Electric/Gas
73.2%
Trinity Waste J Telecom
7.7% Cable 14.2%
6.7%
Revenue Projectionsxls
PROJECTED 2005
PROPOSED 2006
Electric/Gas
(355,000)
(355,000)
Telecommunications
(59,000)
(60,471)
Cable
(33,700)
(32,500)
Trinity Waste
(30,700)
(37,252)
Total Franchise Revenue
1 (478,400)
(485,223)
PROJECTED 2005 REVENUE
Electric/Gas
74.2%
Trinity Waste
/ -
6.4%
Cable Telecom
7.0% 13.5%
PROPOSED 2006 REVENUE
Electric/Gas
73.2%
Trinity Waste J Telecom
7.7% Cable 14.2%
6.7%
Revenue Projectionsxls
PERMIT, LICENSE, AND FEE REVENUE
Revenue Projections.xls
PROJECTED 2005
PROPOSED 2006
P&Z Administrative Fees
(8,500)
(11,300)
Developer Fees
(25,000)
(27,500)
Building Permits
(110,000)
(380,000)
Fire Permits
-
(10,500)
Miscellaneous Permits
(12,000)
(13,712)
Zoning Fees
(36,000)
(5,000)
Platting Fees
(7,500)
(20,000)
Trash Revenue
(284,000)
(296,897)
Plumbing Inspections
(19,000)
(23,000)
Storm Drainage Fees
(34,000)
(110,500)
Total Permits, Licenses, Fees
(536,000)
(898,409)
Revenue Projections.xls
PROJECTED 2005 REVENUES
Trash Revenue
Zoning Fees
Platting Fees
53.0%
0.6%
1.4%
Plumbing
Zoning Fees
Inspections2
Miscellaneous
6.7%
6%
Permits
Plumbing
1.5%
Inspections
Storm Drainage
3.5%
Miscellaneous
Fees
Storm Drainage
Permits
Fees
P&Z Administrative
2.2%
Building Permits Developer Fees
6.3%
42.3% 3.1%
Developer Fees
Building Permits 4.7%
P&Z Administrative
Fire Permits
Fees
20.5%
0.0%
1.6%
Revenue Projections.xls
PROPOSED 2006 REVENUES
Platting Fees Trash Revenue
Zoning Fees
2.2% 33.0%
0.6%
Plumbing
Inspections2
Miscellaneous
6%
Permits
1.5%
Storm Drainage
Fire Permits
Fees
1.2%
12.3%
P&Z Administrative
Building Permits Developer Fees
Fees
42.3% 3.1%
1.3%
Revenue Projections.xls
PUBLIC SAFETY & COURT REVENUES
PROJECTED 2005 REVENUES
Contribution from MUD1
(For Fire)
40.1% Denton Countye- Contribution from MUD2
Fire (For Fire)
Misc Police Revenue 1.0% 30.5%
0.1%
School Resource Ofcr
Reimb isc Fire Revenue
1.5% (Including Grants)
Insurance Settlements 2.0%
0.0%
EMS Runs
Animal 10.8%
Registration/Donations
0.3%
TCLEOSE Training Denton County Pledge -
Cop Grants of all type Allotment Municipal Court EMS
0.0% 0.2% Fines/Fees Misc EMS Revenue 0.4%
12.8% 0.2%
Misc Police Revenue PROPOSED 2006 REVENUES
0.1%
School Resource Ofcr Denton County Pledge- Contribution from MUD1
Reimb Fire (For Fire)
2.3%
1.6% 1 37.6%
Insurance Settlements
0.0%
Animal
Registration/Donations-
0.3%
TCLEOSE Training Misc Fire Revenue
Allotment (Including Grants)
0.2% 0.5%
Municipal Court
Fines/Fees—Misc EMS Revenue EMS Runs
11.0% 0.2% Denton County Pledge - 15.8%
EMS
Revenue Projections.xls
PROJECTED 2005
PROPOSED 2006
EMS Runs
(108,000)
(172,078)
Denton County Pledge - EMS
(4,300)
(5,258)
Misc EMS Revenue
(2,000)
(2,000)
Municipal Court Fines/Fees
(128,000)
(120,000)
Cop Grants of all type
-
-
TCLEOSE Training Allotment
(1,783)
(2,000)
Animal Reg istration/Donations
(3,000)
(3,000)
Insurance Settlements
-
-
School Resource Ofcr Reimb
(15,000)
(25,000)
Misc Police Revenue
(1,000)
(1,000)
Denton County Pledge -Fire
(10,000)
(17,200)
Contribution from MUD1 For Fire
(399,903)
(409,261)
Contribution from MUD2 For Fire
(304,524)
(325,557)
Misc Fire Revenue(including Grants
(20,000)
(5,500)
Total Public Safety & Court
(997,509)
(1,087,854)
PROJECTED 2005 REVENUES
Contribution from MUD1
(For Fire)
40.1% Denton Countye- Contribution from MUD2
Fire (For Fire)
Misc Police Revenue 1.0% 30.5%
0.1%
School Resource Ofcr
Reimb isc Fire Revenue
1.5% (Including Grants)
Insurance Settlements 2.0%
0.0%
EMS Runs
Animal 10.8%
Registration/Donations
0.3%
TCLEOSE Training Denton County Pledge -
Cop Grants of all type Allotment Municipal Court EMS
0.0% 0.2% Fines/Fees Misc EMS Revenue 0.4%
12.8% 0.2%
Misc Police Revenue PROPOSED 2006 REVENUES
0.1%
School Resource Ofcr Denton County Pledge- Contribution from MUD1
Reimb Fire (For Fire)
2.3%
1.6% 1 37.6%
Insurance Settlements
0.0%
Animal
Registration/Donations-
0.3%
TCLEOSE Training Misc Fire Revenue
Allotment (Including Grants)
0.2% 0.5%
Municipal Court
Fines/Fees—Misc EMS Revenue EMS Runs
11.0% 0.2% Denton County Pledge - 15.8%
EMS
Revenue Projections.xls
PARK AND POOL REVENUES
PROJECTED 2005
PROPOSED 2006
Park Revenue (42,723)
(31,443)
Pool Revenue (28,000)
(28,875)
Total Park and Pool Revenues (70,723)
(60,318)
PROJECTED 2005 REVENUES
Park Revenue
60.4%
Pool Revenue
39.6%
PROPOSED 2006 REVENUES
Park Revenue
52.1%
Pool Revenue
47.9%
Revenue Projections.xls
MISCELLANEOUS INCOME
Intergov PROJECTED 2005 REVENUE
Transfers/EDC's,
MUD Intergov
17.1% Transfers/Parks, Pool
15.8%
Community Events
Revenue
0.9%
4th of July
Celebration
1.9%
GASB Reserve County Vehicle Reg. AI
36.1% Fees Vending Revenue
1.0% 0.1%
PROPOSED 2006 REVENUE
County Vehicle Reg. GASB Reserve
Fees 11.1%
2.0%
Nextel Tower
Revenue
10.2%
Interest Income
22.2%
TP&W Grant on
Independence Park
0.0% Miscellaneous
Income
2.8%
Loan Proceeds i Gas Well Revenues Miscellaneous
0.0% CIA Revenues 17.1% Income
1.2% 2.0%
Gas Well Reven
8.0%
CIA Revenues
0.2%
_Loan Proceeds
0.0%
Nextel Tower
Revenue
4.1%
4th of July
Celebration
0.0%
Intergov
Transfers/Parks, Pool
19.8%
TP&W Grant on
Independence Park
0.0%
Revenue Projections.xls
PROJECTED 2005
PROPOSED 2006
Loan Proceeds
-
-
Interest Income
(60,500)
(65,000)
Nextel Tower Revenue
(21,607)
(30,000)
Auction Sales
(2,500)
-
Vending Revenue
(500)
(500)
County Vehicle Reg. Fees
(5,440)
(5,966)
GASB Reserve
(190,000)
(32,490)
4th of July Celebration
(10,000)
-
Community Events Revenue
(4,500)
Intergov Transfers/EDC's MUD
(90,115)
(41,225)
Intergov Transfers/Parks Pool
(83,381)
(58,034)
TP&W Grant on Independence Park
-
-
Miscellaneous Income
(15,000)
(6,000)
Gas Well Revenues
(42,000)
(50,000)
CIA Revenues
(1,000)
(3,500)
Total Miscellaneous
(526,543)
(292,715)
Intergov PROJECTED 2005 REVENUE
Transfers/EDC's,
MUD Intergov
17.1% Transfers/Parks, Pool
15.8%
Community Events
Revenue
0.9%
4th of July
Celebration
1.9%
GASB Reserve County Vehicle Reg. AI
36.1% Fees Vending Revenue
1.0% 0.1%
PROPOSED 2006 REVENUE
County Vehicle Reg. GASB Reserve
Fees 11.1%
2.0%
Nextel Tower
Revenue
10.2%
Interest Income
22.2%
TP&W Grant on
Independence Park
0.0% Miscellaneous
Income
2.8%
Loan Proceeds i Gas Well Revenues Miscellaneous
0.0% CIA Revenues 17.1% Income
1.2% 2.0%
Gas Well Reven
8.0%
CIA Revenues
0.2%
_Loan Proceeds
0.0%
Nextel Tower
Revenue
4.1%
4th of July
Celebration
0.0%
Intergov
Transfers/Parks, Pool
19.8%
TP&W Grant on
Independence Park
0.0%
Revenue Projections.xls
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
GENERAL FUND
EMERGENCY MEDICAL SERVICES
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
EMERGENCY MEDICAL 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 quality service to the citizens of Trophy Club by providing timely and efficient response to
fire, medical, rescue, and calls for public service.
MAJOR ACCOMPLISHMENTS FOR FISCAL YEAR 2005-06
1. Provided Cardio -Pulmonary Resuscitation (CPR) training and First Aid classes to various
corporation and civic organizations.
2. Implemented schedule of fees to stay consistent with area medical providers.
3. Established guidelines and contract for non -emergency transfers.
4. Established the use of Automated External Defibrillators (AED) within the Trophy Club Department
of Public Safety (DPS).
5. Awarded Regional.
MAJOR OBJECTIVES FOR FISCAL YEAR 2006-07
1. 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.
2. Provide CPR and HazMat awareness training to Police Services, Public Works and Town staff.
3. Enhance public education programs for schools, corporations, and civic groups consistent with
community demand.
4. Provide specialized EMS Training for EZ 1/0 per Medical Control.
5. Provide specialized training for wireless data transmission per Medical Control.
6. Implement new billing and data service, Intermedix.
7. Research and develop specifications for a new ambulance.
"A GREAT PLACE TO CALL HOME"
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EMERGENCY MEDICAL SERVICES EXPENSES
PROJECTED 2005 EXPENSES
Personnel Services
82.0%
Professional &
Contractual
Services
4.4%
Operating
Consumable Expenses
Supplies 1.3%
Capital Expenses 5.3%
7.1%
PROPOSED 2006 EXPENSES
PROJECTED 2005
PROPOSED 2006
Personnel Services
330,213
377,246
Professional & Contractual Services
17,771
15,356
Operating Expenses
5,063
6,998
Consumable Supplies
21,263
23,531
Capital Expenses
i 28,531
24,731
Total Expenses
1 402,841
447,862
PROJECTED 2005 EXPENSES
Personnel Services
82.0%
Professional &
Contractual
Services
4.4%
Operating
Consumable Expenses
Supplies 1.3%
Capital Expenses 5.3%
7.1%
PROPOSED 2006 EXPENSES
Personnel Services
84.2%
Professional &
Capital Expenses
Contractual
5.5%
Services
3.4%
Operating
Consumable Expenses
Supplies 1.6%
5.3%
01/30/2007 1:13 PM EMS Projections.xls
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
GENERAL FUND
ADMINISTRATION
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
ADMINISTRATION
MISSION
The mission of the Town of Trophy Club employees is to meet the service needs of our citizenry and
efficiently and ethically manage town services and resources to ensure the highest quality community
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.
MAJOR ACCOMPLISHMENTS FOR FISCAL YEAR 2005-06
ADMINISTRATION
1. Filled the Town Manager position following the retirement of long-time Town Manager Donna
Welsh.
2. Reconfigured the organizational chart to bring more of the operational departments directly under
the Town Manager.
3. Implemented the use of electronic signage at the three main entrances to the Town of Trophy
Club, substantially reducing manual labor to reconfigure the signs daily.
FINANCE
1. Revised the purchasing policies and implemented more stringent internal controls throughout the
organization.
2. Developed a Request For Proposals (RFP) for banking services, received bids and awarded the
contract for banking services to First Financial Bank.
3. Developed a working relationship with the auditing firm of Weaver Tidwell following their selection
as the Town/MUD auditor.
HUMAN RESOURCES
1. Filled 11 vacancies/and or positions.
2. Implemented new personnel policies.
TOWN SECRETARY
1. Conducted the May Election with 17 candidates.
2. Implemented the Disabled Access Units in the May Election.
3. Ensured that the Elected Officials and necessary staff completed the SB286 (Open Meetings Act
or the Public Information Act) training.
4.
MAJOR OBJECTIVES FOR FISCAL YEAR 2006-07
ADMINISTRATION
1. To provide the highest quality community services in the most fiscally efficient manner.
2. To carryout the duties assigned by the Town Council.
3. To provide information to the Town Council for decision-making.
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
4. To conduct elections as required.
5. To preserve and safeguard the public trust.
6. To strengthen intergovernmental relations, particularly with Municipal Utility Districts (MUD),
surrounding cities and school district.
7. To continue a proactive communication process, utilizing the newsletter, list -serve, website,
channel 7, the marquees and Citizen Relationship Management System (CRMS).
8. To post public meetings, produce paperless agenda packets, minutes, resolutions, and ordinances
in accordance with state law.
9. To provide a Public Information Officer (PIO) to communicate with the media/public.
10. To ensure that appropriate training is provided to qualified staff and professional residents on
boards and commissions.
11. To review and as necessary reconfigure the workforce and working environment to maximize
efficiency and improve workflow for all employees, volunteers, boards, commissions and advisory
groups.
12. To work with elected officials, fellow staff members and residents to ensure orderly and timely
development of remaining land within the Town.
13. Work with volunteers and Town Council to develop survey of current interests.
FINANCE
1. To seek opportunities for cost reduction/revenue increase, while maintaining current level of
services.
2. To get employee buy -in to efficient and most appropriate use of funds.
3. Work with Ways & Means Advisory Group to maintain a five (5) year plan.
4. Ensure that all audit standards are met.
5. Ensure payments and revenues are evaluated for appropriateness and dealt with in a timely
manner.
6. Ensure that all employees maintain the highest ethical standards when handling public funds.
7. To ensure compliance with all local and state procurement laws and policies.
8. Ensure all accounts (30 total) are maintained in appropriate manner and all cost sharing between
Town and MUDs is justifiable and accurate
9. No adverse findings on annual audits.
10. To implement internal audit procedures and improved internal control procedures.
HUMAN RESOURCES
1. 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.
2. 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.
3. Complete and implement new personnel policies.
TOWN SECRETARY
1. Produce and distribute in a timely manner: agendas and packets for Council
2. Provide support to administration and elected officials
3. Ensure that all activities of the Town Council are posted, recorded and distributed
4. Ensure that elections are conducted in accordance with all local, state and federal requirements
and that all election results are legally binding.
5. Maintain activity in local professional/business organizations: Texas and North Texas Municipal
Clerks Association
"A GREAT PLACE TO CALL HOME"
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ADMINISTRATION EXPENSES
PROJECTED 2005 EXPENSES
Personnel Services
61.3%
Professional &
Contractual Svcs
Capital 7.1%
Expenditures Operating
10.4% Consumable Expenses
Supplies 20.0%
1.3%
PROPOSED 2006 EXPENSES
Personnel
Services
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Professional &
Capital Contractual Svcs
Expenditures 6.7%
7.1% Consumable
Supplies Operating
1.2% Expenses
16.5%
Chart
PROJECTED 2005
PROPOSED 2006
Personnel Services
497,198
575,331
Professional & Contractual Svcs
57,371
56,458
Operating Expenses
162,393
138,736
Consumable Supplies
10,404
10,058
Capital Expenditures
84,197
59,500
Total Expenses
811,563
840,083
PROJECTED 2005 EXPENSES
Personnel Services
61.3%
Professional &
Contractual Svcs
Capital 7.1%
Expenditures Operating
10.4% Consumable Expenses
Supplies 20.0%
1.3%
PROPOSED 2006 EXPENSES
Personnel
Services
68.5%
Professional &
Capital Contractual Svcs
Expenditures 6.7%
7.1% Consumable
Supplies Operating
1.2% Expenses
16.5%
Chart
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
GENERAL FUND
INFORMATION SYSTEMS
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
INFORMATION SYSTEMS
MISSION
It is the mission of the Information Services (IS) 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.
MAJOR ACCOMPLISHMENTS FOR FISCAL YEAR 2005-06
1. Purchased and implemented computerized ticket writing software to increase efficiencies.
2. Utilized online surveys to obtain resident feedback.
3. Implemented advanced network and e-mail monitoring/filtering tools to improve network reliability
and security.
4. Informed residents of news, information and events via the town website, e-mail list serve, and
cable access channel 7.
5. In conjunction with Community Development, produced and published the monthly Town
newsletter.
6. Designed and published the 2005 Year In Review publication.
7. Purchased and implemented new court software to increase financial tracking and audit
capabilities.
8. Implemented electronic payroll system to increase accountability.
9. Implemented secure wireless network for staff connectivity.
MAJOR OBJECTIVES FOR FISCAL YEAR 2006-07
1. Provide ongoing software training for Town and Municipal Utility District (MUD) staff to improve job
performance and increase efficiency.
2. Work with individual departments to find ways to utilize technology to streamline process and
increase efficiency.
3. Specific tracking of issues and resolutions with a built-in knowledge base.
ONGOING
1. Plan for hardware and software upgrades, as required to keep up with staff needs and office
locations.
2. Stay informed of current security threats and provide for the most secure network possible with the
resources available.
3. E -Government: Continue to develop the website, work with departments to enable citizens to
access additional information and as many services as feasible online.
4. Continue to examine emerging technology that can increase productivity and utilize as feasible.
5. Expand the information that citizens are able to retrieve online.
6. Monitor telephone and cellular expenses frequently to ensure that we are getting the best value.
"A GREAT PLACE TO CALL HOME"
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INFORMATION SYSTEMS EXPENSES
PROJECTED 2005 EXPENSES
Independent Labor
3.2%
Publications/Books/
Software & Support Subscripts
55.9% 0.0%
Miscellaneous
Expenses
0.0%
Dues &
Memberships
Hardware 0.1%
36.6%
Security Schools & Training
Travel & Per Diem 1 9% 2.3%
0.0%
PROPOSED 2006 EXPENSES
PROJECTED 2005
PROPOSED 2006
Software & Support
45,000
71,767
Independent Labor
21556
1,513
Publications/Books/Subscripts
-
45
Dues & Memberships
95
100
Schools & Training
1,839
1,692
Travel & Per Diem
-
735
Security
1,500
1,741
Miscellaneous Expenses
-
-
Hardware
29,463
31,185
Printer Supplies & Maintenance
-
3,500
Total Operating Expenses
80,453
112,278
PROJECTED 2005 EXPENSES
Independent Labor
3.2%
Publications/Books/
Software & Support Subscripts
55.9% 0.0%
Miscellaneous
Expenses
0.0%
Dues &
Memberships
Hardware 0.1%
36.6%
Security Schools & Training
Travel & Per Diem 1 9% 2.3%
0.0%
PROPOSED 2006 EXPENSES
IS Projections.xls
Independent
Software &
Labor
Support
1.4/0
66.0%
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s/Subscripts
0.0%
Dues &
Memberships
Hardware
0.1%
28.7%
Miscellaneous
Schools &
Expenses
Training
0.0%
0
Security Travel & Per Diem °
1.6% 0.7%
IS Projections.xls
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
GENERAL FUND
LEGAL
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
LEGAL
MISSION
The Legal Department provides quality legal representation to the Town Council, boards, and staff
members of the Town. This department also represents the Town in litigation, works as co -counsel
with outside attorneys in litigation, drafts contracts, ordinances, resolutions, and other legal
instruments, responds to legal questions from all departments, provides legal advice relative to
employment matters, provides legal advice relative to contract claims, attends Council meetings
regularly and other board and committee meetings as appropriate, acts as Town prosecutor to
represent the State of Texas in Municipal Court bench trials and jury trials for Class C misdemeanors.
GOAL
1. Provide quality legal services and representation efficiently and ethically in all matters affecting the
Town of Trophy Club in a manner that helps to achieve the Town's goals and objectives.
2. Provide the best possible legal instruments for Town projects within the time available for
document preparation and review.
3. Provide the most effective legal representation possible in litigation -related activities involving the
Town of Trophy Club, while meeting all court -imposed deadlines and making all efforts to minimize
outside legal fees associated with litigation.
4. Assist Town Departments in a proactive manner to minimize legal liabilities and provide legally
viable options to accomplish goals, to the extent allowed.
MAJOR ACCOMPLISHMENTS FOR FISCAL YEAR 2005-06
1. Assisted with amendments and the passage of numerous ordinances, including the following:
Miscellaneous traffic ordinances; creation of Park and Recreation Board; Food Establishment
Regulations; Parkland Dedication; Outside Storage; Water Conservation; Tree Preservation;
Records Management; Animal Control and Junk Vehicle; and Registered Sex Offenders
2. Performed research on development issues, including land use, public improvement districts, and
other development incentives, as well as advised Staff and Town Council.
3. Acted as lead counsel in lawsuit over charter amendment, researched law, and obtained rulings in
favor of the Town from Fort Worth Court of Appeals. Outside legal counsel was utilized in a
consulting capacity in order to minimize costs.
4. Assisted with completion of Codification of Town Ordinances.
MAJOR OBJECTIVES FOR FISCAL YEAR 2006-07
1. Perform research to address concerns related to future development and complete documents
necessary for development of the Town as directed by Town Council.
2. Minimize costs of outside legal counsel by obtaining necessary training, acting as lead legal
counsel, and by utilizing outside legal counsel in a consulting capacity to the extent practicable.
"A GREAT PLACE TO CALL HOME"
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LEGAL EXPENSES
PROJECTED 2005 EXPENSES
Personnel Services
80.7%
Capital Expenditures Professional &
0.0% Contractual Svcs
9.7%
Consumable Operating Expenses
Supplies 9.1%
0.4%
PROPOSED 2006 EXPENSES
Personnel Services
82%
Capital Expenditures
0% Professional &
Consumable Contractual Svcs
Supplies 11%
0%
Operating Expenses
7%
Legal Projections.xls
PROJECTED 2005
PROPOSED 2006
Personnel Services
103,591
111,257
Professional & Contractual Svcs
12,500
15,000
Operating Expenses
11,686
9,891
Consumable Supplies
525
125
Capital Expenditures
-
-
Total Expenses
128,302
136,273
PROJECTED 2005 EXPENSES
Personnel Services
80.7%
Capital Expenditures Professional &
0.0% Contractual Svcs
9.7%
Consumable Operating Expenses
Supplies 9.1%
0.4%
PROPOSED 2006 EXPENSES
Personnel Services
82%
Capital Expenditures
0% Professional &
Consumable Contractual Svcs
Supplies 11%
0%
Operating Expenses
7%
Legal Projections.xls
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
GENERAL FUND
POLICE
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
PUBLIC SAFETY - POLICE
MISSION
The Town of Trophy Club Police Department is committed to providing the highest level of police
service through public education, emergency response and enforcement activity. By utilizing
dedicated and highly trained personnel, we can more efficiently protect the lives, property and welfare
of our community.
GOAL
To provide for a safe environment for the citizens and visitors of Trophy Club by increased community
partnership and compliance of all laws and ordinances.
MAJOR ACCOMPLISHMENTS FOR FISCAL YEAR 2005-06
1. Maintained exceptionally low crime rate, with only 90 Part One Crimes.
2. Continued to maintain quality hiring standards and processes to ensure the recruitment and
retention of high quality officers.
3. Hired five three (3) part-time officers, and one (1) new public safety officer during this fiscal year.
4. Continue to train new police officers in the Federal Emergency Management Agency (FEMA)
program for the National Incident Management System (NIMS).
5. Maintained Texas Commission on Law Enforcement Officers Standards and Education
(TCLEOSE) training compliance for all officers.
6. Participated in the National Click It or Ticket Program.
7. Continue the coordination of a successful Crime Watch Program within the Town of Trophy Club.
8. Awarded the second year funding for a School Resource Officer (SRO) grant in the amount of
$55,000.
9. Abandoned the Public Safety Concept, eliminated the position of Director of Public Safety and
adopted the more efficient Police Department law enforcement methodology.
10. Appointed a new Police Chief.
11. Completed the final phase of NIMS implementation
12. Purchased a School Resource Officer vehicle at no cost to the Town by utilizing Denton County
Vehicle Registration funding
13. Implemented a successful first offender program for Trophy Club Youth.
14. Implemented the following school educational programs: Law Enforcement Teaching Students
(LETS); Texas Law and You; Eddie Eagle Gun Safety Course; Cyber Crime Awareness
15. Implemented a successful Child Predator Internet Crimes detail resulting in the arrest of two child
predators.
MAJOR OBJECTIVES FOR FISCAL YEAR 2006-07
1. Continue to recruit and graduate another class for Law Enforcement Explorer Post 953.
2. Continue to update applicable policy and procedures to ensure legal and procedural clarity,
structure and conformity.
3. Continue to promote appropriate law enforcement strategies that serve to keep the level of crime
among the lowest in the DFW metroplex.
4. Increase Crime Watch participation throughout the Town of Trophy Club.
5. Conduct a Child Safety Day celebration in partnership with the Trophy Club Country Club in
October 2006.
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
6. Coordinate a Trophy Club Bike Rodeo.
7. Work with the Fire Department to eliminate the public safety officer positions and replace them
with more efficient and cost effective police officer and firefighter positions.
8. Continue to work with the Fire Department to complete the Town Emergency Plan.
9. Begin planning to replace the deteriorating temporary police building with a new police facility.
10. Begin planning for a "phasing in" of new police and non -police positions over the next three (3)
fiscal years to provide adequate law enforcement for a new high school and residential
development in 2010.
11. Begin planning for a new School Resource Officer in anticipation of the new high school.
12. Apply for continued state grant funding for the School Resource Officer.
13. Begin planning for the hiring of a police officer to provide unique law enforcement needs at
Marshall Creek Park to control the activities of "off road vehicles."
14. Continue with our successful Child Predator Internet Crimes Detail.
15. Begin planning for immediate removal of the Town Animal Shelter from office and storage space
located in the current Police Station.
"A GREAT PLACE TO CALL HOME"
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POLICE EXPENSES
PROJECTED 2005 EXPENSES
Personnel Services
77.7%
Capital
Expenditures Professional &
4.0% Contractual Svcs
8.4
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Expenses 5.1%
4.8%
PROPOSED 2006 EXPENSES
Personnel Services
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Professional &
Contractual Svcs
Operating ExRe es
Capital 5.6%
Expenditures
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Expenses
5.5%
Police Projections.xls
PROJECTED 2005
PROPOSED 2006
Personnel Services
885,803
882,824
Professional & Contractual Svcs
95,610
50,202
Operating Expenses
57,996
62,135
Consumable Expenses
54,847
60,286
Capital Expenditures
45,456
49,812
Total Expenses
1 1,139,712
1,105,259
PROJECTED 2005 EXPENSES
Personnel Services
77.7%
Capital
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8.4
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Expenses 5.1%
4.8%
PROPOSED 2006 EXPENSES
Personnel Services
79.9%
Professional &
Contractual Svcs
Operating ExRe es
Capital 5.6%
Expenditures
4.5% Consumable
Expenses
5.5%
Police Projections.xls
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
GENERAL FUND
MUNICIPAL COURT
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
MUNICIPAL COURT
MISSION
To provide those we serve with high quality customer service that is effective, efficient, and delivered
in a professional environment, while accomplishing the duties incumbent upon it by the Town of
Trophy Club Charter and the laws of the State of Texas, thereby earning and maintaining the public's
respect, confidence and satisfaction. Furthermore, to ensure all defendants receive fair and impartial
treatment and are aware of all options available under state law.
GOAL
The Municipal Court of Record of Trophy Club strives to maximize efficiency and customer service in
the handling of the court through the following:
1. Provide fair, timely, and speedy resolution of cases involving violations, infractions, and crimes in
a manner, which is efficient both for the Town and for the defendants/citizens.
2. Ensure defendants' strict compliance with judicial orders, including the payment of Court-ordered
fines and fees and the completion of Court-ordered time obligations such as jail time, special
counseling or classes or Community Service.
3. Ensure timely processing of all monies received, as well as the reconciliation of these accounts
and forwarding of mandatory payments to the appropriate parties.
MAJOR ACCOMPLISHMENTS FOR FISCAL YEAR 2005-06
1. Enhanced the Court Internet website and phone message system, as well as other means in
which Court information is communicated to defendants/citizens.
2. Accomplished a municipal fine study and comparison of surrounding municipalities.
3. Established a new filing system for completed cases by close date versus ticket number.
4. Incorporated Warrant Policies that apply to defendants wanted only on Trophy Club class "C"
warrants, whether found during a local traffic stop or a sweep of the surrounding communities.
5. Incorporated a Quarterly Luncheon meeting with staff, prosecutor and judges to discuss current
and upcoming items, as well as means in which to improve court procedures.
MAJOR OBJECTIVES FOR FISCAL YEAR 2006-07
1. Maintain activity in state and local professional organizations, such as the Texas Court Clerks
Association (TCCA), North Texas Court Clerks Association (NTCCA), Texas Municipal Courts
Education Center (TMCEC), and the North Texas Municipal Court Administrators (NTMCA).
2. Continue work on the implementation of Standard Operating Procedures (SOP) for Court.
3. Continue to work on new procedures that will help the warrant officer work efficiently without
duplicating paperwork.
4. Upgrade to Windows based version of current court software.
5. Visit the possibility of accepting payments via the internet.
"A GREAT PLACE TO CALL HOME"
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COURT EXPENSES
PROJECTED 2005 EXPENSES
Consumable
Supplies
5%
Operating Expenses
6%
Professional &
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Personnel Services
74%
PROPOSED 2006 EXPENSES
Operating
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Personnel Services
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PROJECTED 2005
PROPOSED 2006
Personnel Services
27,864
74,921
Professional & Contractual Svcs
5,622
7,524
Operating Expenses
2,280
4,034
Consumable Supplies
1,876
11795
Total Expenses
37,642 1
88,274
PROJECTED 2005 EXPENSES
Consumable
Supplies
5%
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6%
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15% Iii !!0
Personnel Services
74%
PROPOSED 2006 EXPENSES
Operating
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9%
Personnel Services
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
GENERAL FUND
PARKS &RECREATION
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
PARKS & RECREATION
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.
GOAL
1. To continue to care for and maintain all of the Town's landscaping and public parks.
2. To install the necessary amount of trees in order to remain a Tree City.
3. To build upon and add to the existing amenities of all the Town's parks.
4. To coordinate the funding of park projects with Economic Development Corporation (EDC) 4A and
4B.
5. To plan for the development and acquisition of additional Parkland that will address both the
current and future needs of the community.
6. To continue to foster a positive community image through the holding of special events and Town
sponsored functions.
7. To create and implement recreational programming throughout all Town facilities, giving our
citizens a more diverse and expanded range of leisure and athletic opportunities.
MAJOR ACCOMPLISHMENTS FOR FISCAL YEAR 2005-06
1. Coordinated with EDC4A, 4B, and the Park Board in funding various park improvements.
2. Increased Pool programming for the third year in a row, experiencing largest class and attendance
numbers since the pool became operational, generating almost $19,000 in swim lesson revenue.
3. Qualified for Tree City status for the fourth year in a row.
4. Worked with local sports associations to operate all facilities successfully, as they experienced
their highest ever enrollment figures.
5. Held the largest attended Fourth of July celebration as of yet.
6. Acquired additional park land including the acquisition of the Eagle in Eagle's Ridge.
7. Took all chemical applications for Parks in-house.
MAJOR OBJECTIVES FOR FISCAL YEAR 2006-07
1. Work with sports associations and the Park Board in planning and developing additional park
properties.
2. To continue to obtain Texas Parks and Wildlife Department (TPWD) grants, as well as, small
community grants.
3. Install new amenities in Harmony Park, as part of a restoration and improvement project in
conjunction with EDC4A
4. Establish a Master Park Plan with consideration of long term goals and projects.
5. To work with the North West Independent School District (NWISD) to create opportunities for joint
recreational use.
6. Develop marketing strategies to increased visibility and awareness of our parks and recreational
facilities.
7. Create outdoor programming for the current parks.
8. Increase level of maintenance in turf areas.
"A GREAT PLACE TO CALL HOME"
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PARKS & RECREATION EXPENSES
PROJECTED 2005 EXPENSES
Personnel Services
74.6%
Professional &
Contract Svcs
2.7%
Operating Expe
4.5%
Consumable
Supplies
Capital Expenses 5.0%
13.2%
PROPOSED 2006 EXPENSES
Personnel Services
73.8%
Professional &
Contract Svcs
3.7%
Operating
Expenses
9.7%
Consumable
Capital Expenses Supplies
8.3% 4.5%
Parks and Landscape Projections.As
PROJECTED 2005
PROPOSED 2006
Personnel Services
385,466
447,924
Professional & Contract Svcs
13,764
22,250
Operating Expenses
23,370
59,125
Consumable Supplies
25,719
27,522
Capital Expenses
68,285
50,285
Total Expenses
516,604
607,106
PROJECTED 2005 EXPENSES
Personnel Services
74.6%
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Contract Svcs
2.7%
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Consumable
Supplies
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13.2%
PROPOSED 2006 EXPENSES
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73.8%
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Contract Svcs
3.7%
Operating
Expenses
9.7%
Consumable
Capital Expenses Supplies
8.3% 4.5%
Parks and Landscape Projections.As
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1,831
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14,000
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PROJECTED 2005 EXPENSES
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¢
POOL EXPENSES
PROJECTED 2005 EXPENSES
Personnel Services
58.5%
Professional &
Contractual Svcs
0.9%
Consumable Supplies Operating Expenses
13.4% 27.2%
PROPOSED 2006 EXPENSES
Personnel Services
60.9%
Professional &
Contractual Svcs
Consumable Supplies 0.6%
12 8% Operating Expenses
25.8%
Pool Projections.As
PROJECTED 2005
PROPOSED 2006
Personnel Services
84,299
99,899
Professional & Contractual Svcs
1,248
975
Operating Expenses
39,217
42,283
Consumable Supplies
19,250
21,000
Total Expenses
144,014
164,157
PROJECTED 2005 EXPENSES
Personnel Services
58.5%
Professional &
Contractual Svcs
0.9%
Consumable Supplies Operating Expenses
13.4% 27.2%
PROPOSED 2006 EXPENSES
Personnel Services
60.9%
Professional &
Contractual Svcs
Consumable Supplies 0.6%
12 8% Operating Expenses
25.8%
Pool Projections.As
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
GENERAL FUND
COMMUNITY DEVELOPMENT
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
COMMUNITY DEVELOPMENT
MISSION
To provide a high level of service to our customers in the areas of permitting, building inspection, code
enforcement, animal control, as well as municipal facility construction and maintenance, ensuring all
facilities and infrastructure are constructed and maintained in accordance with federal, state and local
codes in the interest of public safety.
GOAL
Provide a high level of customer service to our internal and external customers while continually
striving to protect the health and safety of our residents, our infrastructure and the environment.
MAJOR ACCOMPLISHMENTS FOR FISCAL YEAR 2005-06
1. Completed construction of a 4,600 square foot addition to the Administration building ahead of
schedule replacing two rented portable buildings.
2. Created web pages addressing Stormwater and Floodplain management to better inform our
residents regarding local, state and federal regulations.
3. Updated the website to provide online access to Permitting Information including downloadable
permit applications.
4. Completed a detailed Permitting Policies and Procedures Manual in preparation for increased
development.
5. Sought and received over $900 in cash donations and approximately $300 worth of food and litter
donations for the Animal Services Program, helping to reduce departmental expenditures.
6. Created and distributed Code Compliance and Animal Services brochures to promote resident
education and awareness.
7. Updated or developed the following Ordinances: Health, Animal Control, Outside Storage, Traffic
& Parking, Water Conservation, Abandoned & Junked Vehicles and Construction Fee Schedule.
8. After extensive research and resident input, implemented Traffic Calming on Trophy Club Drive
and Indian Creek Drive.
9. Completed an updated traffic study on the Town's existing roadways to help plan for future traffic
considerations.
10. Held a very successful Bi -Annual 3 -Clean Event, which included bulk trash collection, hazardous
household materials recycling and electronic recycling.
11. Responded to and addressed over 600 Animal Service calls and 600 Code Enforcement calls.
12. Reviewed and requested changes on the Eagles Ridge Phase II housing development to ensure
compliance with the Town's Design Standards.
MAJOR OBJECTIVES FOR FISCAL YEAR 2006-07
1. Continue to ensure that all new/future development is handled in an efficient and expeditious
manner, streamlining processes in preparation for the potential rapid growth.
2. Provide for the inspection and monitoring of the Eagles Ridge Phase II infrastructure construction
to ensure compliance with Town standards.
3. Monitor and inspect residential and commercial construction projects to ensure that they comply
with Town construction codes.
4. Increase staff as required to ensure the efficient and thorough management of new development.
5. Work with developers to ensure the efficient, quality development of the remaining commercial
and residential areas.
6. Continually strive to streamline our Permitting process in order to handle large-scale development.
7. Strive to maintain Trophy Club in such a manner that it enhances quality of life for existing and
future residents by seeking compliance with the Town's Code of Ordinances.
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
8. Continually review and update existing ordinances so that they stay up-to-date and accurate and
serve the needs of our residents.
9. Install a drainage system for the animal shelter to help ensure a sanitary environment for the
animals.
10. Continue working with Northwest Independent School District (NISD) to provide quality facilities,
including the construction of a High School with Joint -use facilities such as sports fields, a Library,
and Performing Arts Center.
11. Continue working with NISD on a potential Joint Irrigation Project, potentially utilizing stormwater
runoff, well water, effluent, as well as municipal water, with the long-term goal of saving money for
both entities for irrigation.
12. Continue working with other entities including the surrounding communities, Metroport
Communities Partnership, Texas Department of Transportation, the Regional Transportation
Authority and Denton County to address transportation issues in the area, including the
completion of the Highway 114 extension to alleviate the bottleneck at Trophy Club Drive.
"A GREAT PLACE TO CALL HOME"
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COMMUNITY DEVELOPMENT EXPENSES
PROJECTED 2005 EXPENSES
Professional &
Contractual Operating
Services Expenses
35.2% 25.5%
Personnel Services
22.5%
Consumable
Supplies
Capital Expenses 0.6%
16.2%
Personnel Services
29%
PROPOSED 2006 EXPENSES
Capital Expenses
1%
Professional &
Contractual Services
51%
Operating Expenses
18%
!s
1% .
Chart
PROJECTED 2005
PROPOSED 2006
Personnel Services
255,793
225,955
Professional & Contractual Services
399,075
395,490
Operating Expenses
289,603
138,535
Consumable Supplies
6,907
10,703
Capital Expenses
i 183,356
4,560
Total Expenses
1 $ 1,134,734
$ 775,242
PROJECTED 2005 EXPENSES
Professional &
Contractual Operating
Services Expenses
35.2% 25.5%
Personnel Services
22.5%
Consumable
Supplies
Capital Expenses 0.6%
16.2%
Personnel Services
29%
PROPOSED 2006 EXPENSES
Capital Expenses
1%
Professional &
Contractual Services
51%
Operating Expenses
18%
!s
1% .
Chart
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
GENERAL FUND
STREETS
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
STREETS
MISSION
To professionally maintain, inspect and enhance the Town's Roadways and Infrastructure in a manner
that is dedicated to excellence and community satisfaction.
GOAL
To constantly strive to create and maintain above -standard roadways and infrastructure in a cost-
effective manner.
MAJOR ACCOMPLISHMENTS FOR FISCAL YEAR 2005-06
1. Completed a Capital Improvement Project (CIP) to reconstruct a section of the roadway system on
Indian Creek Drive from Heritage to Pebble Beach, as well as Shields Court and a section of
Shields Drive — ahead of schedule and under budget.
2. Continued and refined our in-house Street Maintenance Program to reduce costs and improve
responsiveness.
3. Completed the implementation of the Pavement Management System and utilization of data to
make recommendations to Town Council for future street repairs and capital improvement
projects.
4. Completed cost-effective repairs on several areas of Indian Creek and Trophy Club Drive, utilizing
a polyurethane injection method that is expected to last the life of the pavement and with very little
interruption to traffic.
5. Responded to numerous roadway deficiencies and performed in-house repairs throughout town.
MAJOR OBJECTIVES FOR FISCAL YEAR 2006-07
1. Bring Joint Crack and Seal repairs in-house to realize cost savings and increased efficiencies.
2. Work to complete the sale of the remaining $3.26 million dollars in road bonds originally approved
by voters in 2000.
3. Upon sale of remaining road bonds, develop plans and initiate process to begin construction of
Phase I, which will include Trophy Club Drive from Century Court to Oakmont Drive; Greenleaf
Drive from Timberline Drive to Timberline Drive (loop), and Timberline Drive from Indian Creek
Drive to Greenleaf Drive.
4. Create a schedule for periodic street sweeping to ensure the safety and aesthetics of the
community.
"A GREAT PLACE TO CALL HOME"
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PROJECTED 2005 EXPENSES
PROPOSED 2006 EXPENSES
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
GENERAL FUND
STORM SEWER
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
STORM SEWER
MISSION
To professionally inspect, repair and maintain the Town's Storm Sewer infrastructure in a manner that
best serves the community and the environment.
GOAL
To consistently work towards having a very efficient storm sewer system that protects our
environment, our infrastructure and our residents.
MAJOR ACCOMPLISHMENTS FOR FISCAL YEAR 2005-06
1. As part of the Capital Improvement Project (CIP), reconstruct a section of the storm drainage
system on Indian Creek Drive from Heritage to Pebble Beach, as well as Shields Drive and
Shields Court. Extensive work was completed to address serious groundwater issues affecting
the integrity of the streets.
2. Completed the Storm Drainage System Upgrade on Inverness Drive to increase the effective
discharge of stormwater runoff to the storm drains.
3. Initiated a system for performing inspections and repairs of Storm Sewers.
4. Inspected, cleaned and repaired approximately 105 Storm Sewers.
MAJOR OBJECTIVES FOR FISCAL YEAR 2006-07
1. Create a systematic procedure for inspecting, repairing and maintaining the Town storm sewer
network.
2. Within 180 days of the submission of their General Permit by the Texas Council on Environmental
Quality (TCEQ) to the Environmental Protection Agency; we will complete, submit and implement
our Storm Water Management Plan.
"A GREAT PLACE TO CALL HOME"
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PROJECTED 2005 EXPENSES
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PROPOSED 2006 EXPENSES
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Storm Sewer Projections.xls
PROJECTED 2005
PROPOSED 2006
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Total Expenses
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PROJECTED 2005 EXPENSES
Operating Expenses
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PROPOSED 2006 EXPENSES
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Storm Sewer Projections.xls
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
GENERAL FUND
PLANNING & ZONING
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
PLANNING & ZONING
MISSION
It is the mission of Planning & Zoning 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 in 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.
MAJOR ACCOMPLISHMENTS FOR FISCAL YEAR 2005-06
Codification of the Town's Ordinances
Jun 06
Zone Change North Maintenance Facility
Apr 06
PD -27, The Highland at Trophy Club
Oct 05 - May 06
Zone Change East Maintenance Facility
Mar 06
Preliminary Plat — Country Club
Mar 06
Outside Storage Ordinance Amendment
May 06
PD -13, Tract 4B Signage Amendment
Jun 06
Zone Change South of Treatment Plant
Jul 06
Tree Preservation Ordinance Amendment
Jul 06
Eagle's Ridge Developer's Agreement
Aug 06
PD -25 Amendment
Aug 06
Value Place Concept Plan
Aug 06
Value Place Site Plan
In Progress
MAJOR OBJECTIVES FOR FISCAL YEAR 2006-07
1. Provide effective planning support to the public, Town staff, the Planning & Zoning Commission
and Town Council.
2. Review and facilitate the platting and development of PD -27, The Highlands at Trophy Club.
3. Ensure that the design of all plans, specifications, and plats of all developments are in compliance
with Town Ordinances and development practices.
4. Continue to work with the development community in order to facilitate quality developments within the
Town.
5. Coordinate with the Town Engineer, Planning Consultant and Building Inspector/Official to ensure
the construction and inspections of all developments are in compliance with engineering principals
and development practices and Town Ordinances.
6. Provide accurate and timely information and assistance to other Town departments, developers,
engineers, contractors and citizens.
7. Maintain accurate and up-to-date base map information for addressing to benefit of the Town.
8. Maintain department web page, providing current project/development information to residents
and developers.
"A GREAT PLACE TO CALL HOME"
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PLANNING & ZONING EXPENSES
PZ Projections.xls
PROJECTED 2005
PROPOSED 2006
Personnel Services
29,434
30,925
Professional & Contractual Services
40,838
35,500
Operating Expenses
6,041
5,488
Consumable Supplies
625
724
Total Expenses
76,938
1 72,637
PZ Projections.xls
PROJECTED 2005 EXPENSES
Personnel Services
38.3%
Professional &
Consumable
Contractual
Supplies
Services
0.8%
53.1%
1.0%
Operating
Expenses
7.9%
PZ Projections.xls
PROPOSED 2006 EXPENSES
Personnel Services
42.6%
Professional &
Contractual
Consumable
Services
Supplies
48.9%
1.0%
Operating
Expenses
7.6%
PZ Projections.xls
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
GENERAL FUND
FIRE
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
FIRE
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 quality service to the citizens of Trophy Club by providing timely and efficient response to
fire, medical, rescue, and calls for public service.
MAJOR ACCOMPLISHMENTS FOR FISCAL YEAR 2005-06
1. Re -wrote Fire Services Operation Manual and Guidelines. Updated existing protective equipment
(i.e. nozzles, hoses, clothing).
2. Enhanced firefighter communications with the purchase of an interoperable communication
equipment per National Fire Protection Association (NFPA) 1910/1500 regulations.
3. Evaluated the possibility of refurbishing/ replacing a twenty (20) year-old engine.
4. Enhanced management of Texas Commission on Fire Protection (TCFP) and Insurance Services
Office (ISO) required records to streamline compliance inspections.
5. Explored the possibility of enhancing the ISO rating from an ISO rating 4 to an ISO rating of 3.
6. Incorporated first aid into Fire Prevention Week (October of each year).
7. Established Public Safety Office (PSO) program on all fire shifts.
8. Commenced study for additional fire station following ISO recommendation.
9. Sent personnel to National Fire Academy (NFA) for enhanced/specialized training.
10. Through additional training, established a certified fire inspector for each shift.
11. Offered and instructed a Citizen Fire Academy.
12. Established a Personal Qualification Skills (PQS) System for firefighter training.
MAJOR OBJECTIVES FOR FISCAL YEAR 2006-07
1. Establish Interlocal Training Agreement with Tarrant County Community College in conjunction
with Northeast Fire Department Association (NEFDA).
2. Establish National Incident Management System Protocol and training.
3. Establish Interlocal Agreement with Denton County Emergency Management System.
4. Appoint key personnel to Pump Operators Certification Class.
5. Train additional personnel as Certified Fire Inspectors.
6. Establish criteria to send key personnel to National Fire Academy.
7. Commence specification and order process for a new fire engine. Due for delivery April 2007.
"A GREAT PLACE TO CALL HOME"
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FIRE DEPARTMENT EXPENSES
PROJECTED 2005 EXPENSES
PROJECTED 2005
PROPOSED 2006
Personnel Services
530,409
531,999
Professional & Contractual Svcs
43,000
37,249
Operating Expenses
51,176
60,362
Consumable Supplies
20,535
20,663
Capital Expenses
89,306
107,245
Total Expenses
734,426
757,518
PROJECTED 2005 EXPENSES
Personnel
Services
72.2%
Capital Expenses
12.2%
Consumable Operating
Professional &
Supplies Expenses
Contractual Svcs
2.8% 7.0%
5.9%
Capital Expenses
14.2%
PROPOSED 2006 EXPENSES
Personnel Services
1.2%
Consumable Operating
Supplies Expenses
2.7% 8.0%
Professional &
Contractual Svcs
4.9%
Fire Projections.xls
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
MARSHALL CREEK PARK FUND
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
MARSHALL CREEK PARK
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.
GOAL
1. To increase park revenue by 30% over the next year.
2. To implement phase II on improving the Women's Garden Club beautification project.
3. To implement grant funding.
4. To review all areas of parks operation.
5. To do a feasibility study on airfield operation.
6. To increase Town awareness and use of the park.
MAJOR ACCOMPLISHMENTS FOR FISCAL YEAR 2005-06
1. Approval of 80/20 Texas Parks & Recreation Trail Grant in the amount of $120,000.
2. Submittal and acceptance of $30,000 in grant funding from Economic Development Corporation
(EDC) 4B.
3. Implemented Phase I in a beautification project with the Trophy Club Women's Garden Club.
4. Received Corp approval for clearing a large area for possible airfield installation, and
subsequently cleared the area.
5. Received permission to eliminate trucks from a large area of the park, increasing potential
revenue capabilities.
6. Installed remote facility to allow police to more effectively patrol the lake shore.
7. Creation of a Marshall Creek Sub -Committee.
MAJOR OBJECTIVES FOR FISCAL YEAR 2006-07
1. Change the name of the park to one that residents will more closely identify with.
2. Change the pricing structure to more adequately reflect operational changes in the park.
3. Implement changes to the existing trail system.
4. Create a youth motorized trail area.
5. Work with EDC's and the Parks & Recreation Board on developing a comprehensive use plan.
6. Create a volunteer base to address various park needs.
7. Survey citizens to determine outdoor recreational programming needs.
8. Install new bathrooms in the park.
"A GREAT PLACE TO CALL HOME"
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MARSHALL CREEK PARK REVENUES
PROJECTED 2005
PROPOSED 2006
Park Revenues (100,000)
(118,425)
Interest Income (100)
(100)
Total Expenses (100,100)
(118,525)
PROJECTED 2005 REVENUES
Park Revenues
99.9%
Interest Income
0.1%
PROPOSED 2006 REVENUES
Park Revenues
99.9%
Interest Income
0.1%
Marshall Creek Park Projections.xls
MARSHALL CREEK PARK EXPENSES
PROJECTED 2005 EXPENSES
Professional & Operating
Contractual Svcs Expenses
53.5% 27.6%
Consumable
Supplies
2.2%
Capital Expenses
16.7%
PROPOSED 2006 EXPENSES
Professional &
Contractual Svcs
48.8% Operating
Expenses
41.8%
CapitalExpenses Consumable
5.2% Supplies
4.3%
Marshall Creek Park Projections.xls
PROJECTED 2005
PROPOSED 2006
Personnel Services
-
23,000
Professional & Contractual Svcs
57,543
46,642
Operating Expenses
29,660
39,903
Consumable Supplies
2,325
4,076
Capital Expenses
17,950
4,950
Total Expenses
107,478
118,570
PROJECTED 2005 EXPENSES
Professional & Operating
Contractual Svcs Expenses
53.5% 27.6%
Consumable
Supplies
2.2%
Capital Expenses
16.7%
PROPOSED 2006 EXPENSES
Professional &
Contractual Svcs
48.8% Operating
Expenses
41.8%
CapitalExpenses Consumable
5.2% Supplies
4.3%
Marshall Creek Park Projections.xls
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Intergov Transfers -
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0.0%
Intergov Transfers-
EDC4A, 4B
19.1%
Reserves available
in Interest & Sinking
0.0%
PROJECTED 2005 REVENUES
Interest Income
1.7%
Property Tax
Penalty & Interest
0.5%
Property Taxes
78.6%
PROPOSED 2006 REVENUES
Property Taxes
78.0%
Intergov Transfers -
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0.0%
Intergov Transfers-
EDC4A, 4B Property Tax Penalty
19.4% Interest Income & Interest
2.2% 0.4%
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PROJECTED 2005
PROPOSED 2006
Property Taxes
(430,645)
(424,438)
Property Tax Penalty & Interest
(2,800)
(2,000)
Interest Income
(9,500)
(12,000)
Reserves available in Interest & Sinking
-
-
Intergov Transfers-EDC4A, 4B
(104,715)
(105,432)
Intergov Transfers -General Fund
(1)
-
Total Revenues
(547,661)
(543,870)
Intergov Transfers -
General Fund
0.0%
Intergov Transfers-
EDC4A, 4B
19.1%
Reserves available
in Interest & Sinking
0.0%
PROJECTED 2005 REVENUES
Interest Income
1.7%
Property Tax
Penalty & Interest
0.5%
Property Taxes
78.6%
PROPOSED 2006 REVENUES
Property Taxes
78.0%
Intergov Transfers -
General Fund
0.0%
Intergov Transfers-
EDC4A, 4B Property Tax Penalty
19.4% Interest Income & Interest
2.2% 0.4%
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INTEREST & SINKING EXPENSES
PROJECTED 2005 EXPENSES
Paying Agent Fees
0.3%
Bond Interest
Expense
46.2%
Bond Principal
Payment
53.5%
PROPOSED 2006 EXPENSES
Paying Agent Fees
0.3%
Bond Interest
Expense
43.6%
Bond Principal
Payment
56.1%
Town I&S.xls
PROJECTED 2005
PROPOSED 2006
Paying Agent Fees
1,500
1,500
Bond Interest Expense
250,183
237,370
Bond Principal Payment
290,000
305,000
Total Expenses
541,683
543,870
PROJECTED 2005 EXPENSES
Paying Agent Fees
0.3%
Bond Interest
Expense
46.2%
Bond Principal
Payment
53.5%
PROPOSED 2006 EXPENSES
Paying Agent Fees
0.3%
Bond Interest
Expense
43.6%
Bond Principal
Payment
56.1%
Town I&S.xls
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F F E
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
TOWN TAX ROLL
"A GREAT PLACE TO CALL HOME"
CERTIFICATION OF 2006 APPRAISAL RECORDS
JULY 20, 2006
"I, Joe Rogers, Chief Appraiser for the Denton Central Appraisal District,
Solemnly swear that I have made, or caused to be made, a diligent inquiry to
ascertain all property in the district subject to appraisal by me, and that I have
included in the records all property that I am aware of at an appraised value
determined as required by law."
DE TON CENTRAL APPRAISAL DISTRICT
Cfllffilifflllffffffly. iffHflflfflfffffff'
o Y
MARY ELQARETHSTROVE i
NOTARY PUEI_ICSTATE OFTEXAS e
CORSMIESION EXPIRES:
.JiLP"E=— 9, 2007
��#1YfllylflY'f!}�fffiflfffYly�ffiyfli/i
MARY E. STROUPE
NOTARY PUBLIC
EXPIRES: 06-09-07
APPRAISAL REVIEW BOARD
DENTON COUNTY, TEXAS
ORDER APPROVING APPRAISAL RECORDS
FOR 2006
On July 20, the Appraisal Review Board of Denton County, Texas, met to
approve the appraisal records for tax year 2006.
The Board finds that the appraisal records, as corrected by the Chief Appraiser
according to the orders of the Board, should be approved.
The Board finds that the sum of appraised values, as determined by the Chief
Appraiser, as all properties on which protests have been filed but not determined by this
Board is five percent or less of the total appraised value of all other taxable properties.
The Board therefore APPROVES the appraisal records as corrected.
Signed on July 20, 2006
f Assessment Roll Grand Totals Report
DENTON PRODUCTION SITE
Tax Year: 2006 As of: Certification
C28 - Town of Trophy Club (ARB Approved Totals)
Number of Properties: 3285
Land Totals
Land - Homesite
(+)
$128,488,527
Land - Non Homesite
{+)
$42,563,761
Land - Ag Market
(+)
$8,828,939
Land -Timber Market
{+)
30
Land - Exempt AgTmber Market
N
$0
Total Land Market Value
(_}
$179,881,227
(+}
$179,881,227
Improvement Totals
Improvements - Homesite
(+}
$466,111,488
Improvements - Non Homesite
(+}
$38,946,534
Total Improvements
(_}
$505,058,022
(+}
$505,058,022
Other Totals
Personal Property (153)
$9,828,108
(+}
$9,828,108
Minerals (15)
$5,775,130
(+}
$5,775,130
Total Market Value
(_}
$700,542,487
$700,542,487
Total Homestead Cap Adjustment (600)
(-) $6,405,081
Total Exempt Property (18)
(-) $5,148,698
Productivity Totals
Total Productivity Market (Nan Exempt)
(+)
$8,828,939
Ag Use (21)
(-}
$85,612
Timber Use (0)
(-)
$0
Total Productivity Loss
(_}
$8,743,327
(-) $8,743,327
Total Assessed
(_) $680,245,381
Exemptions
(HS) Homestead Local (2170)
(+)
$0
(HS) Homestead State (2170)
(+)
$0
(065) Over 65 Local (386)
(+)
$13,406,886
(065) Over 65 State (386)
(+)
$0
(DP) Disabled Persons Local (19)
{+}
$0
(DP) Disabled Persons State (19)
{+)
$0
(DV) Disabled Vet (48)
(+}
$384,000
(HB366) House Bili 366 (9)
(+)
$2,175
Total Exemptions
(_)
$13,793,061
(-) $13,793,061
Net Taxable (Before Freeze)
(_) $666,452,320
**** 065 Freeze Totals
Freeze Assessed
$72,838,375
Freeze Taxable
$60,708,257
Freeze Ceiling (386)
$240,913.50
New 065 Exemptions (43)
$1,449,768
**** 065 Transfer Totals
Transfer Assessed
$0
Transfer Taxable
$0
Post -Percent Taxable
$0
Printed on 07/25/2006 at 7:56 AM Page 55 of 155
Assessment R®II Grand Totals Report
Tax Year: 2006 As of: Certification
Transfer Adjustment (0) $0
Freeze Adjusted Taxable (Net Taxable - Freeze Taxable - Transfer Adjustment)
*** DP Freeze Totals
Freeze Assessed
$3,390,620
Freeze Taxable
$3,378,620
Freeze Ceiling (19)
$13,686.80
New IDP Exemptions (1)
$0
*`* DP Transfer Totals
PENTON PROQUCTION SITE
{_) $605,744,063
Transfer Assessed $0
Transfer Taxable $0
Post -Percent Taxable $0
TransferAdjustment (0) $0
Freeze Adjusted Taxable (Net Taxable - Freeze Taxable - Transfer Adjustment) {=) $602,365,443
Printed on 07125/2006 at 7:56 AM Page 56 of 155
Assessment Roll Grand Totals Report
DENTON PRODUCTION SITE
Tax Year: 2006 As of: Certification
C28 - Town of Trophy Club (Under ARB Review Totals)
Number of Properties: 4
Land Totals
Land - Homesite {+}
$33,596
Land - Non Homesite (+)
$0
Land - Ag Market {+)
$0
Land - Timber Market (+)
$0
Land - Exempt Ag/Timber Market N
$0
Total Land Market Value (=)
$33,596 (+)
$33,596
Improvement Totals
Improvements - Homesite (+}
$99,972
Improvements - Non Homesite (+)
$0
Total Improvements (_)
$99,972 {+}
$99,972
Other Totals
Personal Property (3)
$4,219,157 {+)
$4,211,357
Total Market Value
(_)
$4,344,725
$4,344,725
Total Homestead Cap Adjustment (0)
(-) $0
Total Exempt Property (0)
(-) $0
Productivity Totals
Total Productivity Market (Non Exempt) {+)
$0
Ag Use (0) {-}
$0
Timber Use (0) (-)
$0
Total Productivity Loss (_)
$o
(-) $0
Total Assessed
N $4,344,725
Exemptions
Total Exemptions {=)
$0
{-) $0
Net Taxable (Before Freeze)
(=) $4,344,725
**** 065 Freeze Totals
Freeze Assessed
$0
Freeze Taxable
$0
Freeze Ceiling (0)
$0.00
New 065 Exemptions (0)
$0
**" 065 Transfer Totals
Transfer Assessed
$0
Transfer Taxable
$0
Post -Percent Taxable
$0
Transfer Adjustment (0)
$0
Freeze Adjusted Taxable (Net Taxable - Freeze Taxable -Transfer Adjustment)
(_} $4,344,725
*** DP Freeze Totals
Freeze Assessed $0
Printed on 07/2512006 at 7:56 AM Page 57 of 155
R's Assessment R®II Grand Totals Report
- Tax Year: 2006 As of: Certification
Freeze Taxable $0
Freeze Ceiling (0) $0.00
New DP Exemptions (0) $0
** DP Transfer Totals
DENTON PRODUCTION SITE
Transfer Assessed
$0
Transfer Taxable
$0
Past -Percent Taxable
$0
Transfer Adjustment (0)
$0
Freeze Adjusted Taxable (Net Taxable - Freeze Taxable - Transfer Adjustment)
(_) $4,344,725
Printed on 0712512006 at 7:56 AM Page 58 of 155
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
ECONOMIC DEVELOPMENT
CORPORATION A
"A GREAT PLACE TO CALL HOME"
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EDCA REVENUES
PROJECTED 2005
PROPOSED 2006
Sales Tax 200,000
212,500
Interest Income 6,100
9,000
Total Revenues 206,100
221,500
PROJECTED 2005 REVENUES
Interest Income
3.0%
Sales Tax
97.0%
PROPOSED 2006 REVENUES
Interest Income
4.1%
Sales Tax
95.9%
Revenues
EDCA EXPENSES
PROJECTED 2005 EXPENSES
Office Supplies AuditingSchools & Traininci
0% 0% 0% 'Miscellaneous
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Legal 0%
0%
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Maintenance
15%
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5%
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50%
PROPOSED 2006 EXPENSES
Office Supplies
Auditing 0% Schools & Training
EDC Projects 0% 0% Miscellaneous
0% Expenses
0%
Legal
0 0 Property
Maintenance
0%
Large Project Park/Pool Bond
Reserves Payment
51% 49%
Expenses
PROJECTED 2005
PROPOSED 2006
Legal
300
300
Auditing
-
-
Schools & Training
750
750
Miscellaneous Expenses
100
100
Property Maintenance
30,700
-
EDC Projects
10,000
-
Park/Pool Bond Payment
102,570
105,432
Large Project Reserves
61,480
109,718
Office Supplies
200
200
Capital Expenses
-
5,000
Total Expenses
206,100
221,500
PROJECTED 2005 EXPENSES
Office Supplies AuditingSchools & Traininci
0% 0% 0% 'Miscellaneous
Expenses
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0%
Property
Maintenance
15%
EDC Projects
5%
Park/Pool Bond
Payment
50%
PROPOSED 2006 EXPENSES
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EDC Projects 0% 0% Miscellaneous
0% Expenses
0%
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Maintenance
0%
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ANNUAL BUDGET
ECONOMIC DEVELOPMENT
CORPORATION B
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EDCB REVENUES
PROJECTED 2005
PROPOSED 2006
Sales Tax 200,000
106,250
Interest Income 3,010
4,000
Total Revenues 203,010
110,250
PROJECTED 2005 EXPENSES
Interest Income
1.5%
Sales Tax
98.5%
PROPOSED 2006 EXPENSES
Interest Income
3.6%
Sales Tax
96.4%
EDCB Revenues
EDCB EXPENSES
PROJECTED 2005 EXPENSES
Pool Operations Park/Pool Bond Pmt to
Office Supplies 42% Town
0% 0%
Property Maintenance Administrative Reimb
10% 8%
Publications
0%
Large Project
Reserves
Miscellaneous 39%
Expenses Legal
0% Auditing 1% Devel
0% Incentive/Midwest
Advertising Schools & Training Reality
0% 0%
PROJECTED 2005
PROPOSED 2006
Legal
1,500
1,500
Auditing
-
-
Publications
100
100
Office Supplies
200
200
Schools & Training
600
600
Advertising
700
700
Miscellaneous Expenses
150
150
Property Maintenance
20,700
-
Pool Operations
83,382
58,034
Park/Pool Bond Pmt to Town
-
-
Administrative Reimb
16,725
16,725
Large Project Reserves
78,953
32,241
Devel Incentive/Midwest Reality
-
-
Total Expenses
203,010
110,250
PROJECTED 2005 EXPENSES
Pool Operations Park/Pool Bond Pmt to
Office Supplies 42% Town
0% 0%
Property Maintenance Administrative Reimb
10% 8%
Publications
0%
Large Project
Reserves
Miscellaneous 39%
Expenses Legal
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0% Incentive/Midwest
Advertising Schools & Training Reality
0% 0%
EDCB Expenses
PROPOSED 2006 EXPENSES
Pool Operations
Park/Pool Bond Pmt
53%
to Town
0%
Advertising
Administrative Reimb
1%
15%
Miscellaneous
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0%
Large Project
Legal
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1%
29%
0%
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1%
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EDCB Expenses
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ANNUAL BUDGET
ORGANIZATION CHARTS
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
INVESTMENT POLICY
"A GREAT PLACE TO CALL HOME"
TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
INVESTMENT POLICY
I. POLICY
It is the policy of the Town of Trophy Club that after allowing for the anticipated cash flow
requirements of the Entity and giving due consideration to the safety and risk of investment, all
available funds shall be invested in conformance with these legal and administrative guidelines,
seeking to optimize interest earnings while maintaining appropriate oversight of all investments.
Effective cash management is recognized as essential to good fiscal management. Investment
interest is a source of revenue to Entity funds. The Entity'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;
■ Public trust from prudent investment activities;
■ Optimization of interest earnings on the portfolio;
II. PURPOSE
The purpose of this investment policy is to comply with the Town of Trophy Club requirements
and Chapter 2256 of the Government Code ("Public Funds Investment Act"), which require each
Entity to adopt a written investment policy regarding the investment of its funds and funds under
its control. The Investment Policy addresses the methods, procedures and practices that must
be exercised to ensure effective and judicious fiscal management of the Entity's funds.
III. SCOPE
This Investment Policy shall govern the investment of all financial assets of the Entity. These
funds are accounted for in the Entity's Comprehensive Annual Financial Report (CAFR) and
include:
■ General Fund;
■ Special Revenue Funds;
■ Capital Projects Funds;
■ Enterprise Funds;
■ GASB -34 Funds;
■ 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;
■ Economic Development 4-A and 4-B funds;
■ Marshall Creek Park funds;
■ Any new fund created by the Entity, unless specifically exempted from this Policy by the
Board of Trustees (Board) or by law.
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
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 Entity by outside agencies under deferred compensation
programs.
IV. INVESTMENT OBJECTIVES
The Entity shall manage and invest its cash with four primary objectives, listed in order of
priority: safety, liquidity, public trust, and yield, expressed as optimization of interest
earnings. The safety of the principal invested always remains the primary objective. All
investments shall be designed and managed in a manner responsive to the public trust and
consistent with state and local law.
The Entity shall maintain a comprehensive cash management program, which includes
collection of account receivables, vendor payments in accordance with invoice terms, and
prudent investment of available cash. Cash management is defined as the process of
managing monies in order to insure maximum cash availability and maximum earnings on short-
term investment of idle cash.
Safety FPFIA 2256.005(b)(2)1
Safety of principal is the foremost objective of the investment program. Investments shall 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 Entity 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 Entity will do
business;
— Diversifying the investment portfolio so that potential losses on individual issuers will be
minimized.
Interest Rate Risk: the Entity 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:
— Structuring the investment portfolio so that investments mature to meet cash
requirements for ongoing operations, thereby avoiding the need to liquidate investments
prior to maturity.
— 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.
— Diversifying maturities and staggering purchase dates to minimize the impact of market
movements over time.
Liquidity FPFIA 2256.005(b)(2)1
The investment portfolio shall remain sufficiently liquid to meet all operating requirements 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
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
possible cash demands cannot be anticipated, a portion of the portfolio will be invested in
shares of money market mutual funds or local government investment pools that offer same-day
liquidity. In addition, a portion of the portfolio will consist of securities with active secondary or
resale markets.
Public Trust
All participants in the Entity'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 Entity's ability to govern effectively.
Yield (Optimization of Interest Earnings) FPFIA 2256.005(b)(3)1
The investment portfolio shall be designed with the objective of attaining a market rate of return
throughout budgetary and economic cycles, taking into account the investment risk constraints
and liquidity needs. Return on investment is of secondary importance compared to the safety
and liquidity objectives described above.
V. RESPONSIBILITY AND CONTROL
Delegation of Authority FPFIA 2256.005(fll
In accordance with the Town of Trophy Club requirements and the Public Funds Investment Act,
the Town Council designates the Director of Finance as the Entity's Investment Officer. An
Investment Officer is authorized to execute investment transactions on behalf of the Entity. No
person may engage in an investment transaction or the management of Entity funds except as
provided under the terms of this Investment Policy as approved by the Town Council. The
investment authority granted to the investing officer is effective until rescinded by the Town
Council.
Quality and Capability of Investment Management FPFIA 2256.005(b)(3)1
The Entity 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 insure the quality and
capability of investment management in compliance with the Public Funds Investment Act.
Training Requirement (PFIA 2256.008)
In accordance with the Town of Trophy Club requirements and the Public Funds Investment Act,
designated Investment Officers shall attend an investment training session no less often than
once every two years commencing September 1, 1997 and shall receive not less than 10 hours
of instruction relating to investment responsibilities. A newly appointed Investment Officer must
attend a training session of at least 10 hours of instruction within twelve months of the date the
officer took 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
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
institution of higher education or any other sponsor other than a business organization with
whom the Entity may engage in an investment transaction.
Internal Controls (Best Practice)
The Director of Finance is responsible for establishing and maintaining an internal control
structure designed to ensure that the assets of the entity are protected from loss, theft, or
misuse. The internal control structure shall be designed to provide reasonable assurance 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. The internal controls
shall address the following points.
■ Control of collusion.
■ Separation of transactions authority from accounting and record keeping.
■ Custodial safekeeping.
■ Avoidance of physical delivery securities.
■ Clear delegation of authority to subordinate staff members.
■ Written confirmation for telephone (voice) transactions for investments and wire transfers.
■ Development of a wire transfer agreement with the depository bank or third party custodian.
Prudence (PFIA 2256.006
The standard of prudence to be applied by the Investment Officer 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, considering the
probable safety of their capital as well as the probable income 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:
■ The investment of all funds, or funds under the Entity's control, over which the officer had
responsibility rather than a consideration as to the prudence of a single investment.
■ Whether the investment decision was consistent with the written approved investment policy
of the Entity.
Indemnification (Best Practice
The Investment Officer, acting in accordance with written procedures and exercising due
diligence, shall not be held personally responsible for a specific investment's credit risk or
market price changes, provided that these deviations are reported immediately and the
appropriate action is taken to control adverse developments.
Ethics and Conflicts of Interest FPFIA 2256.005011
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
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
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. Employees and officers shall
refrain from undertaking personal investment transactions with the same individual with which
business is conducted on behalf of the Entity.
An Investment Officer of the Entity who has a personal business relationship with an
organization seeking to sell an investment to the Entity shall file a statement disclosing that
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 Entity shall file a
statement disclosing that relationship. A statement required under this subsection must be filed
with the Texas Ethics Commission and the Town of Trophy Club.
VI. SUITABLE AND AUTHORIZED INVESTMENTS
Portfolio Management
The Entity 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.
■ Cash flow needs of the Entity require that the investment be liquidated.
Investments FPFIA 2256.005(b)(4)(A)1
Entity 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 Investment Act).
Investment of Entity funds in any instrument or security not authorized for investment under the
Act is prohibited. The Entity will not be required to liquidate an investment that becomes
unauthorized subsequent to its purchase.
Authorized
1. Obligations of the United States of America, its agencies and instrumentalities.
2. Certificates of Deposit issued by a bank organized under Texas law, the laws of
another state, or federal law, that has its main office or a branch office in Texas, or
by a savings and loan association or a savings bank organized under Texas law, the
laws of another state, or federal law, that has its main office or a branch office in
Texas and that is guaranteed or insured by the Federal Deposit Insurance or its
successor or secured by obligations in a manner and amount provided by law for
deposits of the Entity.
3. Money Market Mutual funds that are 1) registered and regulated by the Securities
and Exchange Commission, 2) have a dollar weighted average stated maturity of 90
days or less, 4) rated AAA by at least one nationally recognized rating service, and
4) seek to maintain a net asset value of $1.00 per share.
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
4. 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 an
equivalent rating by at least one nationally recognized rating service, and 3) are
authorized by resolution or ordinance by the Board.
All prudent measures will be taken to liquidate an investment that is downgraded to less than
the required minimum rating. (PF/A 2256.021)
II. Not Authorized fPFIA 2256.009(b)(1-4)1
Investments including interest -only or principal -only strips of obligations with underlying
mortgage-backed security collateral, collateralized mortgage obligations with an inverse floating
interest rate or a maturity date of over 10 years are strictly prohibited.
VII. INVESTMENT PARAMETERS
Maximum Maturities FPFIA 2256.005(b)(4)(B
The longer the maturity of investments, the greater their price volatility. Therefore, it is the
Entity's policy to concentrate its investment portfolio in shorter -term securities in order to limit
principal risk caused by changes in interest rates.
The Entity attempts to match its investments with anticipated cash flow requirements. The
Entity will not directly invest in securities maturing more than two (2) years from the date of
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 fPFIA 2256.005(b)(3)1
The Entity 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 (LGIPs), or money market funds to ensure that appropriate
liquidity is maintained in order to meet ongoing obligations.
The following maximum limits, by instrument, are established for the Entity's total portfolio:
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
1. U.S. Treasury Securities 85%
2. Agencies and Instrumentalities 85%
3. Certificates of Deposit 85%
4. Money Market Mutual Funds 50%
5. Authorized Pools 100%
VIII. SELECTION OF BANKS AND DEALERS
Depository
At least every 3 years a Depository shall be selected through the Entity's banking services
procurement process, which shall include a formal request for proposal (RFP). The selection of
a depository will be determined by competitive bid 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
■ Lowest net banking service cost, consistent with the ability to provide an appropriate level of
service.
■ The credit worthiness and financial stability of the bank
Authorized Brokers/Dealers (PFIA 2256.025)
The Entity shall, at least annually, review, revise, and adopt a list of qualified broker/dealers and
financial institutions authorized to engage in securities transactions with the Entity. 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 firm has received, read and
understood the Entity's investment policy and agree to comply 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), and qualified depositories. All investment
providers, including financial institutions, banks, money market mutual funds, and local
government investment pools, must sign a certification acknowledging that the organization has
received and reviewed the Entity's investment policy and that reasonable procedures and
controls have been implemented to preclude investment transactions that are not authorized by
the Entity's policy. [PFIA 2256.005(k-1)]
Competitive Bids (Best Practice)
It is the policy of the Entity to require competitive bidding for all individual security purchases
and sales except for: a) transactions with money market mutual funds and local government
investment pools and b) treasury and agency securities purchased at issue through an
approved broker/dealer or financial institution.
Delivery vs. Payment (PFIA 2256.005(b)(4)(L11
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
Securities shall be purchased using the delivery vs. payment method with the exception of
investment pools and mutual funds. Funds will be released after notification that the purchased
security has been received.
IX. SAFEKEEPING OF SECURITIES AND COLLATERAL
Safekeeaina and Custodian Aareements (Best Practice
The Entity shall contract with a bank or banks for the safekeeping of securities either owned by
the Entity as part of its investment portfolio or held as collateral to secure demand or time
deposits. Securities owned by the Entity shall be held in the Entity's name as evidenced by
safekeeping receipts of the institution holding the securities.
Collateral for deposits will be held by a third party custodian designated by the Entity and
pledged to the Entity as evidenced by safekeeping receipts of the institution with which the
collateral is deposited. Original safekeeping receipts shall be obtained. Collateral may be held
by the depository banks trust department, a Federal Reserve Bank or branch of a Federal
Reserve bank. a Federal Home Loan Bank. or a third Darty bank aaaroved by the Entity.
Collateral Policv (PFCA 2257.023
Consistent with the requirements of the Public Funds Collateral Act, it is the policy of the Entity
to require full collateralization of all Entity 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 and accrued interest on the
deposits or investments less an amount insured by the FDIC. At its discretion, the Entity may
require a higher level of collateralization for certain investment securities. Securities pledged as
collateral should be held by an independent third party with which the Entity has a current
custodial agreement. The Director of Finance 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 Entity and retained. Collateral shall be reviewed
at least quarterly to assure that the market value of the pledged securities is adequate.
Collateral Defined
The Entity shall accept only the following types of collateral:
■ Obligations of the United States or its agencies and instrumentalities;
■ Direct obligations of the state of Texas or its agencies and instrumentalities;
■ Collateralized mortgage obligations directly issued by a federal agency or instrumentality of
the United States, the underlying security for which is guaranteed by an agency or
instrumentality of the United States;
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TOWN OF TROPHY CLUB, TEXAS
ANNUAL BUDGET
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;
■ A letter of credit issued to the Entity 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 Entity's
independent auditors.
X. PERFORMANCE
Performance Standards
The Entity's investment portfolio will be managed in accordance with the parameters specified
within this policy. The portfolio shall be designed with the objective of obtaining a rate of return
through budgetary and economic cycles, commensurate with the investment risk constraints
and the cash flow requirements of the Entity.
Performance Benchmark (Best Practice
It is the policy of the Entity to purchase investments with maturity dates coinciding with cash
flow needs. Through this strategy, the Entity 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.
XI. REPORTING (PFIA 2256.023)
Methods
The Investment Officer shall prepare an investment report on a quarterly basis that summarizes
investment strategies employed in the most recent quarter and describes the portfolio in terms
of investment securities, maturities, and shall explain the total investment return for the quarter.
The quarterly investment report shall include a summary statement of investment activity
prepared in compliance with generally accepted accounting principals. This summary will be
prepared in a manner that will allow the Entity to ascertain whether investment activities during
the reporting period have conformed to the Investment Policy. The report will be provided to the
Town Council. The report will include the following:
■ A listing of individual securities held at the end of the reporting period.
■ Unrealized gains or losses resulting from appreciation or depreciation by listing the
beginning and ending book and market value of securities for the period.
■ Additions and changes to the market value during the period.
■ Average weighted yield to maturity of portfolio as compared to applicable benchmark.
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■ Listing of investments by maturity date.
■ Fully accrued interest for the reporting period
■ The percentage of the total portfolio that each type of investment represents.
■ Statement of compliance of the Entity's investment portfolio with state law and the
investment strategy and policy approved by the Town Council.
An independent auditor will perform a formal annual review of the quarterly reports with the
results reported to the governing body [PF/A 2256.023(d)].
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Market value of all securities in the portfolio will be determined on a quarterly basis. These
values will be obtained from a reputable and independent source and disclosed to the governing
body quarterly in a written report.
XII. INVESTMENT POLICY ADOPTION [PFIA 2256.005(e)]
The Entity's investment policy shall be adopted by resolution of the Town Council. It is the
Entity's intent to comply with state laws and regulations. The Entity's investment policy shall be
subject to revisions consistent with changing laws, regulations, and needs of the Entity. The
Town Council shall adopt a resolution stating that it has reviewed the policy and investment
strategies annually, approving any changes or modifications.
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TOWN OF TROPHY CLUB, TEXAS
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GLOSSARY
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BUDGET GLOSSARY
Account: A six -digit numerical code of which the first character defines the specific
classification of dollar values in the financial records, i.e., assets, liabilities, equities, revenues
and expenditures/expense. The remaining digits provide a further breakdown of account types
into specific character and object groupings.
Accrual Accounting: A basis of accounting in which revenues are recognized in the period in
which they are earned and become measurable, and expenses are recognized in the period
incurred instead of when cash is actually received or spent. For example, in accrual
accounting, revenue that was earned between April 1 and June 30, but for which payment was
not received until July 10, is recorded as being received on June 30 rather than July 10.
Appropriation: A legal authorization made by the Town Council that permits the Town to make
expenditures and to incur obligations for specific purposes. An appropriation is usually limited
in amount and the time in which it may be expended.
Appropriation Ordinance: The official enactment by the Town Council to establish legal
authority for Town officials to obligate and expend resources.
Assessed Valuation: A value that is established for real or personal property for use as a basis
for levying property taxes. (Note: Property values are established by the Denton County
Appraisal District.)
Audit: A comprehensive examination of how an organization's resources were actually utilized,
concluding in a written report of the findings. A financial audit is a review of the accounting
system and financial information to determine how government funds were spent and whether
expenditures were in compliance with the legislative body's appropriations. A performance
audit consists of a review of how well the organization met its stated goals.
Authorized Position (A.P.): A position included in the proposed budget document, authorized
by the Town Council as part of the total authorized strength of a department. Positions are
specifically approved by designated classification titles and corresponding salary level, based
on an analysis by the Human Resources Department of the tasks to be performed.
Balance Sheet: A financial statement that discloses the assets, liabilities, and equity of a
specific governmental fund as of a specific date.
Bond: An interest-bearing certificate of debt; a written contract by an issuer to pay to the lender
a fixed principal amount on a stated future date, and a series of interest payments on the
principal amount until it is paid.
Budget: A financial plan for a specified period of time (fiscal year) that includes all planned
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expenditures for various municipal services and the proposed means of financing them.
Budget Adjustment: A legal procedure utilized during the fiscal year by the Town staff and
Town Council to revise a budget appropriation. The Town of Trophy Club's Town Charter
requires Town Council approval through the adoption of a supplemental appropriation ordinance
(which specifies both the source of revenue and the appropriate expenditure account) for any
interdepartmental or interfund adjustments. Town staff has the prerogative to adjust
expenditures within a departmental budget.
Budget Calendar: The schedule of key dates or milestones, which the Town departments
follow in the preparation, adoption, and administration of the budget.
Budget Document: The instrument used by the Town staff to present a comprehensive
financial program to the Town Council.
Budget Message: The opening section of the budget that provides the Town Council and the
public with a general summary of the most important aspects of the budget, changes from the
current and previous fiscal years, and the views and recommendations of the Town Manager.
The Budget Message is also referred to as the Town Manager's Message.
Budgetary Control: The control or management of a governmental unit or enterprise in
accordance with an approved budget for the purpose of keeping expenditures within the
limitations of available appropriations and available revenues.
Budgeted Funds: Funds that are planned for certain uses but have not yet been formally or
legally appropriated by the legislative body. The budget document that is submitted for Town
Council approval is comprised of budgeted funds.
Capital Equipment Budget: The portion of the annual operating budget that appropriates funds
for the purchase of capital equipment items. These expenditures are often separated from
regular operating items, such as salaries, services, and supplies. The Capital Equipment
Budget includes funds for capital equipment purchases, which are usually distinguished from
operating items according to their value and projected useful life. Examples include vehicles,
minor equipment, furniture, machinery, building improvements, and special tools. The dollar
value varies according to the policy established by each jurisdiction.
Capital Improvement Program: A plan for capital expenditures to provide long-lasting physical
improvements to be acquired over a fixed period of years.
Capital Improvement Program Budget: A Capital Improvement Program (CIP) Budget is a
separate budget from the operating budget. Items in the CIP are usually construction projects
designed to improve the value of government assets. Examples of capital improvement projects
include new roads, sewer lines, buildings, recreational facilities, and large scale remodeling.
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Cash Accounting: A basis of accounting in which transactions are recorded when cash is
either received or expended for goods and services.
Cash Balance: Cash on hand and cash equivalents at any point in time, net of inflows and
outflows.
Cash Management: The management of cash necessary to pay for government services while
investing temporary cash excesses in order to earn interest revenue. Cash management refers
to the activities of forecasting the inflows and outflows of cash, mobilizing cash to improve its
availability for investment, establishing and maintaining banking relationships, and investing
funds in order to achieve the highest interest and return available for temporary cash balances.
Commitment: The pledge of appropriated funds to purchase an item or service. Funds are
committed when a requisition is issued through the Purchasing Division of the Town.
Current Taxes: Taxes that are levied and due within one year.
Debt Service: The Town's obligation to pay the principal and interest of all bonds and other
debt instruments according to a pre -determined payment schedule.
Delinquent Taxes: Taxes that remain unpaid on and after the date due, on which a penalty for
nonpayment is attached.
Department: A major administrative division of the Town that indicates overall management
responsibility for an operation or group of related operations within a functional area.
Depreciation: The process of estimating and recording the lost usefulness or expired useful life
from a fixed asset that cannot or will not be restored by repair and will be replaced. The cost of
the fixed asset's lost usefulness is the depreciation or the cost to reserve in order to replace the
item at the end of its useful life.
Disbursement: Payment for goods and services in cash or by check.
Encumbrance: The commitment of appropriated funds to purchase an item or service.
Committed funds become encumbered when a purchasing requisition becomes an actual
purchase order.
Enterprise Fund: A governmental accounting fund used to account for operations that are
financed and operated in a manner similar to private business enterprises, where the intent of
the governing body is to recover the cost of providing goods through user fees.
Expenditure: Decreases in the use of net financial resources other than through interfund
transfer.
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Expenses: Outflows or other depletion of assets or incurrence of liabilities during a specific
period of time, which result from the delivery or production of goods, rendering of services, or
carrying out of other activities that constitute the entity's ongoing major central operations.
Fiscal Year: The twelve-month period to which the annual operating budget applies and at the
end of which a government determines its financial position and the results of it operations. The
Town of Trophy Club's fiscal year is October 1 through September 30.
Fixed Assets: Assets of long-term character that are intended to continue to be held or used,
such as land, buildings, machinery, furniture, and other equipment.
Full Faith and Credit: A pledge of the general taxing power of a government to repay debt
obligations (typically used in reference to bonds).
Function: A group of related programs crossing organizational (departmental) boundaries and
aimed at accomplishing a broad goal or major service.
Fund: A fiscal and accounting entity with a self -balancing set of accounts that records all
financial transactions for specific activities of government functions. Seven major fund types
and two account groups are commonly used: general fund, special revenue funds, debt service
funds, capital project funds, enterprise funds, trust and agency funds, internal service funds,
general fixed asset account group, and general long-term debt account group.
Fund Balance: The difference between a fund's assets and its liabilities. Portions of the fund
balance may be reserved for various purposes, such as contingencies or encumbrances.
General Fund: The largest fund within the Town that accounts for all financial resources of the
government except for those required to be accounted for in another fund. General Fund
revenues include property taxes, licenses and permits, local taxes, service charges, and other
types of revenue. This fund usually includes most of the basic operating services, such as fire
and police protection, finance, public health, parks and community services, libraries, public
works and general administration.
General Ledger: A file that contains a listing of the various accounts necessary to reflect the
financial position and results of governmental operations.
General Obligation Bonds: Bonds that finance a variety of public projects such as streets,
buildings, and improvements. The repayment of these bonds is usually made from the General
Fund, and these bonds are backed by the full faith and credit of the issuing government.
Grant: A contribution by a government or other organization to support a particular function.
Grants may be classified as either categorical or block depending upon the amount of discretion
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allowed to the grantee.
Intergovernmental Revenue: Revenue received from another governmental entity for a
specified purpose. In the Town of Trophy Club, these are funds from Denton County, the State
of Texas, and through recovery of indirect costs from federal and state agencies.
Internal Service Fund: A fund used to account for the financing of goods or services provided
by one department to another department on a cost reimbursement basis.
Inventory: A detailed listing of property currently held by the government showing quantities,
descriptions and values of the property, units of measure, and unit prices.
Invoice: A bill requesting payment for goods or services by a vendor or other governmental
unit.
Levy: To impose taxes, special assessments, or service charges for the support of Town
activities.
Line -Item Budget: A budget that lists each expenditure category (salary, materials, telephone
service, travel, etc.) separately along with the dollar amount budgeted for each specified
category.
Long -Term Debt: Any unmatured debt that is not a fund liability and at the same time has a
maturity of more than one year.
Modified Accrual Accounting: A basis of accounting in which revenues should be recognized
in the accounting period in which they become available and measurable and expenditures are
recorded in the accounting period that they are incurred. Since this type of accounting basis is
a conservative financial approach, it is recommended as the standard for most governmental
funds.
Operating Budget: The portion of the budget that pertains to daily operations, which provide
basic governmental services. The operating budget contains appropriations for such
expenditures as personnel, supplies, utilities, materials, travel, and fuel and the proposed
means of financing them.
Operating Fund: A fund restricted to a fiscal budget year.
Performance Budget: A budget that focuses upon activities rather than line items. Workload
and unit cost data are collected in order to assess the efficiency of services. Typical data
collected might include miles of streets paved per year, cost of paved streets per mile, tons of
garbage collected per employee hour, or cost per employee hour of garbage collection.
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Performance Measures: Specific quantitative and qualitative measures of work performed as
an objective of the department.
Program Budget: A budget that focuses upon the goal and objectives of an agency or
jurisdiction rather than upon its organizational budget units or object classes or expenditures.
Reconciliation: A detailed analysis of changes in revenue or expenditure balances within a fund.
Requisition: A written request from a department to the purchasing office for specific goods or
services. This action precedes the authorization of a purchase order.
Reserve: An account used to indicate that a portion of a fund's balance is legally restricted for a
specific purpose and is, therefore, not available for general appropriations.
Retained Earnings: The difference between assets and liabilities for enterprise and internal
service funds.
Revenue: Increases in the net current assets of a governmental fund type from other than
expenditure refunds and residual equity transfers, and increases in net total assets of a
proprietary fund type from other than expense refunds, capital contributions and residual equity
transfers. Included are such items as tax payments, fees from specific services, receipts from
other governments, fines, forfeitures, grants, shared revenues, and interest income.
Revenue Bonds: Bonds usually sold for constructing a project that will produce revenue for the
government. All or part of the revenue is used to pay the principle and interest of the bond.
Risk Management: An organized attempt to protect a government's assets against accidental
loss, utilizing the most economical methods.
Source of Revenue: Revenues are classified according to their source or point of origin.
Unencumbered Balance: The amount of an appropriation that is neither expended nor
encumbered. It is essentially the amount of money still available for future purchases.
Voucher: A document indicating that a transaction has occurred. It usually specifies the
accounts related to the transaction.
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